ID,Title,"Case Study URL","Submission date",Organisation,Country,"Level of Government","Primary Sector(s)","Title of Innovation","Innovation Website","Year Launched","Short Explanation","Innovation Summary",Tags,"What Makes Project Innovative","Innovation Status","Innovation Status Description","Collaboration and Partnerships","Users and Stakeholders","Results and Impact","Challenges and Failures","Conditions for Success","Potential for Replication","Lessons Learned","Any Other Relevant Information",Images,Files,"Video Pitch","Project Video 1","Project Video 2"
2407,"Free Agents and GC Talent Cloud",https://oecd-opsi.org/innovations/free-agents-and-gc-talent-cloud/,,"Free Agents and GC Talent Cloud",Canada,central,"a:1:{i:0;s:12:""public_admin"";}","Free Agents and GC Talent Cloud",,2016,"Challenges facing the public sector are constantly evolving and managers increasingly require rapid access to talent to meet short timelines. Despite this, we still rely heavily on permanent hiring. In this context, we are testing a new workforce model. In this model, public servants are free to choose work that matches their skills and interests and can be rapidly deploy to work on projects.","In the face of increasingly complex and rapidly evolving challenges, the Government of Canada continues to rely on a workforce model built for a different era. This model, centered on indeterminate hiring with a temporary workforce complement, is poorly suited to deliver high quality policy, program, and service results for Canadians now and into the future. Increasingly, managers will require rapid mobilization of diverse skill sets to meet shorter project timelines. To respond effectively and efficiently to the challenges of the 21st century, the Public Service must explore new and more agile models of workforce mobilization. In this context, the Government of Canada set out to test a new form of workforce through its Free Agent Pilot.
The design and implementation of the Free Agent Pilot was based on the Deloitte GovCloud concept, developed in 2012. GovCloud proposed the restructuring of government workforces to meet the changing needs of citizens in complex environments. In May 2016, the Government of Canada began to offer positions to public servants who demonstrated attributes deemed necessary for free agency. The pilot places emphasis on selecting public servants who display attributes seen in successful innovators and problem-solvers and who possess skills that are in demand.
These ""Free Agents” are able to choose their work and undertake project-based opportunities across the Public Service. They have the freedom to select work that matches their skills and interests and allows them to make a contribution that they find meaningful.
The Free Agent Pilot provides insights about how the Public Service might modify its approach to workforce mobility. The objectives of the pilot are three-fold:
1) demonstrate the benefits of the cloud-based free agency model for human resources;
2) support, develop, and retain talented public servants; and
3) increase the capacity of the Public Service to innovate and solve problems.
The pilot tracks performance, project outcomes, costs, risks, and benefits in order to make broad, data-driven recommendations about the long-term viability of a Free Agent GovCloud model. The Free Agents have benefited greatly from the program's activities. When candidates enter the program, many of them have frequently acted temporarily in positions above their substantive level for long periods. They are frequently encouraged to be innovative; however, during competitive processes many feel they can’t demonstrate their innovation capacity and believe that doing so actually reduces their chances of career advancement. They frequently commit their personal time and occasionally commit financial resources to help their department meet its innovation capacity needs.
When applying for the program, candidates indicated that they believe the Public Service does a poor job retaining people with innovation skills and capacity and does a poor job of utilizing the core skills of its people. As a result, more than half of them are seriously considering leaving the Public Service and three-quarters of those are actively researching opportunities or applying for jobs in other sectors. They feel that their skills are under-utilized, they are under-promoted, the culture is frustrating, and they are looking for more learning opportunities.
Once in the program, job satisfaction and enjoyment are considerably higher for Free Agents compared to the rest of the Public Service. Similarly, Free Agents feel much more supported to propose new ideas and be innovative in their work. The vast majority of Free Agents report new opportunities to apply existing skills, opportunities to develop new skills, greater access to the Government of Canada innovation community, and higher likelihood of remaining in the Public Service. Professional development for the Free Agents will continue to evolve.
Work is underway to develop a profile of skills and competencies that are useful for public sector innovation. Once developed, this profile will provide the framework for the Free Agents to pursue training and learning opportunities. This profile will draw from existing research undertaken by groups such as the OECD and Nesta, both of whom have teams of international thought leaders on the topic of public sector innovation and problem solving skills. Managers have also benefitted significantly from the model. Based on the results from a survey of hiring managers, the speed and convenience of hiring a Free Agent represent the greatest value provided by the program. Free Agents also generally appear to have a positive impact on their teams’ capacity and work environment. The vast majority of managers are satisfied with the work of the Free Agents and will consider hiring a Free Agent again. Almost all managers believe that the Free Agents work well in teams, learn well, and have good collaboration skills. They believe the Free Agents achieve results and are creative and passionate.","a:5:{i:0;s:3:""615"";i:1;s:3:""190"";i:2;s:3:""211"";i:3;s:3:""234"";i:4;s:3:""260"";}","The Free Agent GovCloud model is different than the current workforce model in several ways. First and foremost,
it represents a departure from the permanent hiring model. The Free Agent GovCloud model is meant to provide
talent and skils for project-based work. Second, unlike existing consulting models, the program emphasizes
individual freedom to choose projects. Free Agents are given the freedom to find and select the projects that are of
interest to them and where they think they will be best placed to deliver results. Third, Free Agents are screened
and selected for their attributes and behaviours rather than their core skills. Emphasis is placed on selecting
candidates who display attributes often seen in successful innovators and problem solvers. The pilot is testing
whether these attributes will be valuable for project-based work and whether it will have an impact on problem
solving and innovation in the Public Service. And finally, the speed and convenience of the model provid","a:1:{i:0;s:10:""evaluation"";}","In the face of increasingly complex and rapidly evolving challenges, the Federal Public Service continues to rely on
a workforce model built for a different era. This model, centered on indeterminate hiring with a temporary workforce
complement, is poorly suited to deliver high quality policy, program, and service results for Canadians now and into
the future. Increasingly, managers will require rapid mobilization of diverse skill sets to meet shorter project
timelines. To respond effectively and efficiently to the challenges of the 21st century, the Public Service must
explore new and more agile models of workforce mobilization. In this context, Natural Resources Canada set out to
test a new form of workforce through its Free Agent Pilot. The design and implementation of the Free Agent Pilot
was based on the Deloitte GovCloud concept, developed in 2012. GovCloud proposed the restructuring of
government workforces to meet the changing needs of citizens in complex environments.","The program was launched in a single department, Natural Resources Canada (NRCan). With 28 Free Agents,
NRCan has reached the point where it has become difficult to continue growing the program within the department.
Given the responsibilities of the Talent Manager, NRCan determined that a second would be needed for future
cohorts. The program has now identified a partner department to hire the next 30 Free Agents.","In designing the pilot, we identified and met with stakeholders, clients and collaborators to help inform the design.
We met with the following groups: Innovation Hubs and Labs Network National Managers’ Community Federal
Youth Network Deputy Ministers’ Committee on Policy Innovation (DMCPI) Community Blueprint 2020 Community
Lisa Nelson, Open Opportunities, General Services Administration, US Government Sarah Allen, Innovation
Catalyst, 18F, US Government Michael Lawyer, Office of Personnel Man","IMPACT – MANAGERS Results were collected through a survey of managers who hired a Free Agent. Overall
satisfaction with the Free Agent pilot was very high (90%) and the vast majority would hire a Free Agent again
(84%). Managers generally agree that the Free Agent pilot: • is faster than other staffing options, • is more
convenient than other staffing options, • leads to positive change in the team capacity and work environment, and •
helps their team leverage the Public Service innovation network. Managers were also asked to indicate the
frequency with which the Free Agents displayed the attributes for which they were screened during the application
process. The feedback was very positive with the Free Agents displaying all attributes frequently or very frequently
in at least 80% of their projects. Ability to work well in teams, ability to learn, and instinct to collaborate were most
prevalent. Ability to achieve results, creativity, and passion were also prevalent.","Though still higher than the general Public Service, the Free Agents reported relatively lower levels of agreement
with questions of diversity, balancing work and personal life, and mental health. Data from the Monthly Survey and
journals showed that Free Agents felt some pressure to perform at a consistently high level and ensure there is no
downtime between their assignments. In response to these results, NRCan organized two facilitated, half-day
workshops on these topics. The pilot will use the discussions and insights from these workshops to inform the
program’s approach to diversity, inclusion, and workplace wellness and mental health. The pilot will also investigate
how best to address the unique characteristics and stressors of free agency and put in place safeguards to
minimize the potential to overburden the Free Agents.","Support from senior management to experiment with this model was essential up front. As the pilot has grown that
has become less important since we have demonstrated significant results. Co-creating with the stakeholders as
we iterate the model has been useful.","This could include replicability of the problem (i.e., widespread public challenges), as well as replicability of the
solution (i.e., the ease at which the solution can be adopted by others)
This solution could likely be easily replicated in other governments. Provincial governments in Canada have
approached us and are considering adopting our model. Other countries such as Australia and New Zealand have
also looked at this model and have worked with us to understand the benefits and challenges.","In the first year of the pilot, the program staffed 42 projects in 20 departments. The projects spanned a broad range
of business lines including policy development, communications, science research, and computer programming.
Projects ranged between 2 to 12 months in length; however, the majority (76%) were between 6 and 12 months. In
their monthly journals and check-ins, the Free Agents indicated on various occasions that they generally preferred
to commit to projects for shorter durations (such as 6 months) and extend as needed rather than commit for longer
durations (such as 12 months) and pursue early termination. One of the goals of the Free Agent Pilot was cost
neutrality for Natural Resources Canada, which hosted all the Free Agents. For the 2016-17 fiscal year, the
program overall costs were around $200,000, which NRCan was able to fully recover through the service fee.",,,,,,
2419,"Delivery of digital entitlements via Digital Identity for Syrian Refugees in Lebanon",https://oecd-opsi.org/innovations/delivery-of-digital-entitlements-via-digital-identity-for-syrian-refugees-in-lebanon/,,Aid:Tech,Ireland,central,"a:1:{i:0;s:11:""information"";}","Delivery of digital entitlements via Digital Identity for Syrian Refugees in Lebanon",,2015,"AID:Tech provides digital delivery of entitlement via digital identity. We marry access with identity and were the first company to deliver international aid to Syrian refugees in Lebanon using Blockchain technology. AID:Tech’s goal is to empower through transparency and accountability; our platforms help our client partners work towards the UN’s Sustainable Development Goals.","This project saw AID:Tech deliver Digital Identity and subsequently, international aid to Syrian refugees in Tripoli, Lebanon in December 2015. Using our Blockchain technology, AID:Tech worked alongside the International Federation of Red Cross and Red Crescent Societies (IFRC) and delivered identity in the form of 500 smart cards to 100 Syrian families. Each smart card also contains records of aid entitlement, which beneficiaries were able to redeem via our local merchant partners. The results of this project were astounding as not only all aid provisions were successfully redeemed, AID:Tech was also able to provide transparency of the overall journey via a dedicated platform for our agency partner, IFRC.
As the first successful Blockchain project that distributed international aid, we also proved the capacity of our solutions to eliminate fraud; all fraudulent attempts were foiled at points of sale. The onboarding and training process took an average of 10 minutes, with partners and beneficiaries all expressing positive feedback. AID:Tech’s core goal is to produce social and financial impact for the world’s underserved.
We do so by marrying access with identity through the use of emerging technology. There are currently around 2 billion people in the world without access to a bank account, many of whom without legal identity; their lack of access to formal social and financial services are direct inhibitors against micro and macro development. Whilst the importance of financial inclusion has become a hot topic in the recent years, a significant obstacle lies with overall supply chain management and capacity. There is little innovation in how existing systems boost finance and resource flows; although the means of technology is increasingly available, processes continue to be opaque and fragmented.
AID:Tech developed our Blockchain-based solutions including digital identity and delivery of digital entitlement to directly tackle the issue of access and to make transparency and accountability an integral element of data and service supply chains. We offer our solutions to international NGOs and charities at cost, whom we work with to reach our end-users in both developing and developed worlds. One of the UN’s Sustainable Development Goals, No. 16, specifically seeks to provide everybody with access to just and equitable institutional support, including a legal identity for all by 2030. By enabling customised services such as asset creation, transfer on top of a Digital Identity infrastructure, AID:Tech’s bring social and financial inclusion for the underserved & undocumented through Blockchain technology. AID:Tech provides both dedicated digital identity solutions, as well as additional services that makes delivery of international aid, social welfare, remittance and donations possible.
For end-users, they become equipped with a Digital ID profile that provides multifaceted usage. For end-users, the solution begins with a basic identity profile that can be built into a credible, legal profile. Shortterm benefits include service accessibility through intelligent distribution, whilst long-term benefits see end-users independently building their path to greater inclusion with control over their personal data. For our client partners, who are likely the service providers too, they gain complete control and transparency over their own supply chain. AID:Tech’s offering is a streamlined alternative to existing solutions that are outpaced by current demands processes are siloed, data are fragmented, where they are often duplicated, misused and lost. These obstacles are not only costly, with $1.1 trillion is lost every year from developing countries due to illicit outflows but stops endusers from financial inclusion and access to social services.
With AID:Tech’s platforms, aid and welfare providers gain a clear view of resource journeys, from allocation to delivery, to point of expenditure by the end-user. Underpinned by Blockchain technology, every activity is permanently recorded, transparently and trackable. AID:Tech’s platforms can be set up and easily plugged into existing infrastructure within a matter of minutes. With activity records periodically synced across the network - the platforms offer multiple points of access without the risk of a single point of failure. AID:Tech’s current clients include the United Nations (UN), the International Federation of Red Cross (IFRC), Walmart and governments of Serbia, Armenia, Jordan and Ukraine. AID:Tech is unique with first-mover advantage. In the last two years, as well as a growing client network, we are also developing partnerships with corporations such as PwC, the Citigroup and IBM to further the reach of AID:Tech’s platforms. We are also working foundations such as the Rockefeller to establish a global standard for digital identity.","a:3:{i:0;s:3:""143"";i:1;s:3:""162"";i:2;s:3:""194"";}","AID:Tech’s platform is underpinned by Blockchain technology. The technology is arguably the most groundbreaking since the introduction of the World Wide Web. Its inherent capacity to provide unprecedented levels of transparency and traceability has huge potential in disrupting the status quo across verticals, with a growing number of financial and non-financial applications being made available. The rise of digital economy sees increasing segregation between those who benefit from technologies and the others, who are either ill-informed or cannot find proper access. This is particularly the case for populations from developing or conflict regions, where access is not yet proliferated, and specific social groups including women, the elderly and under-educated who are vulnerable to exploitation and dependence. AID:Tech’s goal is to translate the technology’s potential to create significant social and financial impact for the world’s underserved.","a:1:{i:0;s:9:""diffusing"";}",,,,,,,,,,,,,,
2421,"e-Residency Programme",https://oecd-opsi.org/innovations/e-residency-programme/,,"Republic of Estonia",Estonia,central,"a:2:{i:0;s:10:""employment"";i:1;s:12:""public_admin"";}","e-Residency Programme",,2016,"The Republic of Estonia is the first country to offer e-Residency— a transnational digital identity available to everyone in the world interested in managing a location-independent business. E-Residency enables secure and convenient digital services that facilitate credibility and trust online.","As of 2016, E-Residency makes it possible to:
• Digitally sign documents and contracts
• Verify the authenticity of signed documents
• Encrypt and transmit documents securely
• Establish an Estonian company online and administer it from anywhere in the world
• Conduct e-banking and remote money transfers
• Declare Estonian taxes online
• Take advantage of a marketplace of services specifically for e-residents
E-residents receive a smart IDcard (eID) which enables secure digital authentication and the digital signing of documents. These are legally equal to handwritten signatures and face-to-face identification in Estonia, the EU and between partners upon agreement anywhere in the world.
The programme provides a gateway to another country’s digital infrastructure and regulatory framework, in this case Estonia’s, allowing people to become active players in the global economy by conducting business regarding of their place of residence or nationality.
Estonia has been a pioneer in the provision of digital public services to its own citizens. E-Residency uses the Estonian infrastructure system that took more than 20 years to mature and reach its current state. However, to be implemented, the programme still required amendments to legislation and the ability to find consensus inside the government. Thus, to replicate this there needs to be strong national e-ID, right legal framework and willingness to change in place!
E-Residency is still in its public beta phase, which means that everybody is invited to apply and help the e-Residency by giving feedback. E-residency and its services and processes have been built and iterated based on feedback from the target users.","a:3:{i:0;s:3:""194"";i:1;s:3:""217"";i:2;s:3:""320"";}","The Estonian government launched e-Residency to make Estonia bigger: to grow the country’s digital economy and market with new customers, thereby sparking innovation and attracting new investments. e-Residency seeks to improve the efficiency of Estonia’s public and private networks by using the already existing infrastructure while providing a transnational digital identity available to anyone in the world.","a:1:{i:0;s:9:""diffusing"";}",,"e-Residency is result of an exceptional cross-governmental collaboration between the Ministry of the Interior and its IT and Development Centre, Police and Border Guard Board, Ministry of Justice, Ministry of Foreign Affairs and Estonian embassies and consulates worldwide, Ministry of Finance, Information System Authority, Office of the President of the Republic of Estonia, Government Office of the Republic of Estonia, Ministry of Economic Affairs and Comm., Enterprise Estonia and others.","Businesses, Civil Society, foreigner","E-Residency has facilitated business activity for foreigners in Estonia. As of the end of July 2016, the programme has received almost 13,000 applications from 132 countries. More than 840 companies have been created by e-residents and more than 1,780 companies are owned by them.",,"The e-Residency programme has evolved not as an isolated phenomenon, but as a result of a succession of concrete policy decisions that Estonian policymakers took over the last twenty-five years. Moreover, these actors and their decisions were embedded in, shaped, and constrained by a preexisting technical infrastructure and e-government ecosystem without which the e-Residency project would not have been possible. Estonia has been a pioneer in the provision of digital public services to its own citizens. It is one of the most advanced societies in the world — an incredible success story that grew out of a partnership between a forward-thinking government, a proactive ICT sector and a switched-on, tech-savvy population. Estonia’s e-ID system—by far the most highly-developed national ID card system in the world—and the country’s data exchange layer for information systems—X-Road— are the pillars of Estonia’s technological infrastructure.",,"As the first initiative of its kind in the world, e-Residency has required extraordinary efforts from the team and from different ministries and agencies across the Estonian government to develop and improve the program. The main lesson is that all of this takes leadership and political commitment, but also dedicated everyday staff – then changes become everyday practices and disruptions are made. Additionally, the key learning from trying to operate a programme like a startup in government setting is that it can be done – really be agile, user-centric, scaling on the go. The only hardship is that financial resources don’t scale as fast under state budgeting cycles, potentially limiting agility. To counter that, there has to be a possibility to get more resources in throughout the year as times arise – from state budget or externally.",,,,,,
2423,"What Works Network",https://oecd-opsi.org/innovations/what-works-network/,,"What Works Network","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","What Works Network",,2014,"The What Works Network is a new initiative to improve the use of high quality evidence when government makes decisions about public services. It is one of the first times any government has prioritised evidence to inform policy and practice through a national approach.","The What Works Network is made up of six independent evidence centres covering:
- Health and social care.
- Educational attainment.
- Ageing better.
- Local growth.
- Crime reduction.
- Effective early intervention.
The centres cover over GBP 200 billion of public spending and their role is to summarise and share research about what works (and what doesn’t) in each thematic area for use by decision-makers in both central and local government – including service commissioners, head teachers, and elected police and crime commissioners. The centres will share findings in an accessible way and will support local practitioners to critically engage with research and apply the findings to their own contexts.
The Network’s ambition is to improve the access to and use of rigorous, high quality, independently assessed research to support decision-making at every level. A more intelligent use of evidence will result in public services that deliver better outcomes for citizens and better value for money for taxpayers.","a:3:{i:0;s:3:""194"";i:1;s:3:""210"";i:2;s:3:""623"";}","There was and is a need to embed the use of evidence in decision making across UK public services. In important areas like social care and education, we have too little insight into the impact of the services and programmes being provided and therefore too little insight into how best to spend shrinking public budgets. Given the number of commissioning decisions being devolved down to local areas, there is an ever greater need for available, accessible and digestible evidence to inform decisions.","a:1:{i:0;s:9:""diffusing"";}",,"The six independent centres are all delivered by different institutions from across different sectors, including civil society, academic and the private sector.
For example, the What Works centre for local economic growth is being delivered by a partnership between academia, the private sector and civil society. This combination will allow the centre to draw on academic research skills as well as expertise and networks from the private and voluntary sectors.","Public service commissioners and decision-makers, including:
Policy makers at a national and local level.
Elected members nationally and locally.
Commissioners in health, social care, young people’s services and education.
School headteachers.
Members of Local Economic Partnerships (a local governance structure responsible for cultivating local economic growth).
End users of public services who will receive better and more effective services designed with research input.",,,"Senior support along with support from local users. Our centres were developed with senior civil servant leadership support. Alongside this, local research users were consulted to ensure there was a demand for the new thematic centres.
Working in partnership and active engagement with stakeholders is crucial. Working closely with leading stakeholders ensures that ideas are well developed and supported and can help make proposed solutions stronger and more workable in practice.",,,,,,,,
2425,"South Saskatchewan River Basin (SSRB) - Adaptation to Climate Variability Project",https://oecd-opsi.org/innovations/south-saskatchewan-river-basin-ssrb-adaptation-to-climate-variability-project/,,"South Saskatchewan River Basin ",Canada,regional,"a:1:{i:0;s:13:""environmental"";}","South Saskatchewan River Basin (SSRB) - Adaptation to Climate Variability Project",,2012,"The South Saskatchewan River Basin Adaptation to Climate Variability Project (SSRB Adaptation Project) brought together those who know the region’s water systems best to look for opportunities to further enhance the resiliency of the Bow and Oldman-South Saskatchewan river basins in southern Alberta.","This initiative built on prior work in the Bow River Basin, and capitalized on the success of that project by bringing together the data, knowledge, information and experience of water resource managers, watershed and community stakeholders, scientists, and environmental advocates to create a robust foundation for improved river management outcomes under a range of climate variability scenarios.
The integrated and collegial process applied to this work enabled participants to work collaboratively and creatively, drawing on each other’s expertise and insights to explore practical options for adapting to climate variability and change. Because of this project and the work that preceded it, there is now a much better, and more integrated, understanding of the river systems, the growth in demand and options for improved water management.
Given the collaborative experience of this initiative, engaged and committed stakeholders have created a strong momentum for positive change and a sense of a shared future. They identified practical and implementable solutions to improve resilience and adapt to current and future water management challenges.
Water is fundamental to community sustainability and growth, and the way water is managed in the South Saskatchewan River Basin (SSRB) will become even more important in the face of changing weather patterns and climate.","a:3:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""616"";}","This project was driven by recognition that adaptation to future changes in climate, and other environmental changes, is key to continued prosperity, growth, and sustainability for the environment, economy, and people of Alberta.
Based on tree-ring reconstructions of pre-historic annual streamflow by Dr. David Sauchyn and his team, the variability in flows over the last 100 years is less than naturally has occurred in the basin over the last 600 years.
This initiative builds on and integrates existing data, tools, capacity and knowledge of water users and decision makers to improve the base of knowledge and understanding and to explore options to manage for the range of potential impacts of climate variability throughout the SSRB’s river systems.","a:1:{i:0;s:9:""diffusing"";}",,,,"Cost-saving (e.g. time, expenses, etc.): With so many participants with different perspective types and backgrounds, and having the engagement and processes to effectively use the collective knowledge and data from the individual participants, time, and therefore money, was likely better spent in terms of data collection and knowledge dissemination than without the engagement process.
Broader economic development (e.g. coherence with other sectors, co-operation across projects): As part of the SSRB Adaptation we were able to work with one of the participant organizations on a complementary project they were working on with a consultant, looking at potential for additional storage and the role of that storage in the Oldman Basin. This project was able to provide valuable insight to their work, and greatly enhanced discussion around the conclusions from both projects and how to move forward based on modelling results",,"Based on our experience, enabling factors for successful engagement are to ensure that there is an agreed upon objective and goals for the work that benefit the group as a whole (e.g., the region or watershed in which they live).
Stakeholders are part of and feel they are part of and agreed upon process and boundaries defining what is included and what is not a part of the work (e.g. sub-committees, working as a group or a model on some significant aspect or component of the project).
Stakeholders have a good working relationship with and trust the facilitators/project team, and that communication and contact with group members is maintained throughout the process.
Transparency with data, the model itself, information, and external communication.",,"Since the SSRB Adaptation Project wrapped up, a similar initiative has started up in the Red Deer River basin, the other sub-watershed of the SSRB. A slightly different approach was done for stakeholder engagement for the Red Deer work based on learnings and differences in how effective the engagement was for the Bow vs. the OSSK basins.
One important lesson we learned was to make sure that stakeholders clearly perceive enough benefits to their interests to hook them after the first meeting. The first meeting needs to grab their attention so they understand the project, want to be engaged in it, and want to come to the next meeting.
The Bow engagement was based on individualized pre-meetings to discuss their interests and goals which brought them together towards common goals for the work preceding the SSRB Adaptation Project.
The OSSK group was engaged through the project team, and took a little longer to persuade them as to the value of the work because the basin had more government and stakeholder controls to begin with. This lesson was learned and helped the project team to better structure the approach for the Red Deer stakeholder engagement.",,,,,,
2427,"Collèges Connectés",https://oecd-opsi.org/innovations/colleges-connectes/,,"Ministére de l'Education Nationale, de l'Enseignement Supérieur et de la Recherche",France,central,"a:1:{i:0;s:9:""education"";}"," Collèges Connectés",,2013,"As part of the strategy about bringing schools into the digital era, 72 middle schools (pupils from age 11 to 15 years) have been selected to receive support for integrating digital technology into their teaching and the school administration. These 72 pilot “collèges connectés” are meant to be innovation and change leaders.","To use digital technology for learning.
To create resources for the local area.
To create places to test and trial local and national projects.
To share and communicate good practices related to digital tools nationally.","a:3:{i:0;s:3:""217"";i:1;s:3:""335"";i:2;s:3:""211"";}",,"a:1:{i:0;s:14:""implementation"";}",,"Secrétariat Général de Modernisation de l'Action Publique (SGMAP)
Facilitation and creation of a kit for projects teams. The kit provides methodological tools to support educational establishments to implement the new technologies in their teaching. It was created with educational establishments and in partnership with SGMAP.","Schools
Pupils
Regional authorities
Families
Regional education authorities","Results not available yet",,"Formal agreement between all partners in accordance with their area of expertise.
Regular and organised communication.
Methodological support.
Formalised governance arrangements for the project.",,"Answer local issues without being overly prescriptive in responses.
Choose an agile approach and communicate regularly with the actors",,,,,,
2429,"City of Things",https://oecd-opsi.org/innovations/city-of-things/,,"City of Antwerp",Belgium,local,"a:1:{i:0;s:12:""public_admin"";}","City of Things",,2016,"City of Things initiative is an open innovation environment where different actors are gathered within a unique innovation infrastructure and research service in which new technologies (with a focus on Internet Of Things) are being explored, shaped and tested in a citywide living lab setting. Hundreds of smart sensors and wireless gateways positioned at carefully selected locations across streets and buildings will transform the city of Antwerp into a true living lab for the IoT.","The long-term objective is to connect thousands of Antwerp citizens with numerous innovative solutions that will considerably improve their quality of life, e.g. by positively impacting mobility and public safety in the city or by mitigating the influence of air pollution. Instead of a lab environment, where innovative software and hardware solutions are tested in an artificial context, the entire city is transformed into a real-life test bed where real-time data are collected and analysed on a large scale.","a:3:{i:0;s:3:""239"";i:1;s:3:""181"";i:2;s:3:""211"";}","The development of smart-city services comes with a number of challenges: there is little knowhow, it requires a significant investment as well as the engagement from different stakeholders.Too often the development of new services is taking place in a vacuum, with no interaction with the envisaged end-users.This can result in a mismatch between the solution and the value it is expected to generate, often resulting in a failed innovation.
Secondly, smart city services are more and more integrated services that consist of a broad set of components.To start developing such service one needs to interact with various actors in the ecosystem.
Finally, to test and evaluate smart city services and to assess their real value and impact, it needs to be deployed within a city context. Not only for developers, but also for cities there is still a long learning curve on how to deal with these new services and the changing business models, what role a city can or need to play.","a:1:{i:0;s:14:""implementation"";}",,"Between imec, as leading partner of City of Things, and the city of Antwerp, a collaboration agreement has been signed in which various dimension of cooperation are being tackled. Due to this agreement City of Things is able
to deploy its infrastructure on a city level, interacting with different city infrastructures (also on data level). For the specific R&D projects that are being deployed in the living lab, an innovation collaboration agreement is foreseen.","Academia, Businesses, Civil Society, General population, Government bodies, Government staff","City Of Things has only just been launched. On the technological level the following elements have already been achieved: The rollout of various gateways throughout the city providing connectivity supporting different network protocols: LoRa, SigFox, DASH7, Wifi, Bluetooth.
A data layer infrastructure to gather, harmonize, store, analyseand visualize different datastreams. This includes an APIbased structure that enables an open data structure for sharing datastreams Additionally a full set of enabling tools for prototyping have been put into place, including methods to enable ideation and experimentation, measure the user experience and to conduct behavioural change experiments.
This already resulted into different small scale pilots. One in which a set of sensors to measure the air quality is being attached to postal office vehicles. These data enable the city to take proper measurements, adjust current policies and to assess the effects of these actions in real-time.",,"Involve all actors within the quadruple helix from the beginning in order to capture their needs and demands. A strong partnership and engagement of the local government is a necessity to be able to deploy a city-based real life test environment.
Instead of deploying a fixed operational infrastructure (network, data, user) at the beginning, this has to grow together with the different projects that will take place in the living lab. This will provide you withmore flexibility and can anticipate to different demands and needs.
Smart city solutions should not feel strange to citizens. Therefore sufficient (proactive) attention needs to be given to the perception of the solutions, especially on the matters of transparency and ownership.
City of Things is coordinated by a research institute, offering theadvantage that it can act as a neutral player without a direct commercial interest and that the setup is strongly inspired by a broad range various research questions.",,"The success of the City of Things as a real life testbed and living lab environment for smart city services depends on: The strong belief in the opportunities that such living lab has and the willingness to invest in such infrastructure (by all stakeholders). The
collaboration and close interaction with all stakeholders: companies, citizens, government and academia. The operational model of the living lab should be based on a long-term basis and not project-based. The initial startup phase of about one year has allowed not to jumpstart things, to work on a solid (organizational and technological) base and to have an intensive dialogue with the various stakeholders.
The second year of City of Things will be used to gradually deploy various pilots and experiments and fine tune the organization, the infrastructure and the offering. An
interdisciplinary team that can operate from a central base.",,,,,,
2431,"Mobile app for real-time alerts on extreme weather conditions",https://oecd-opsi.org/innovations/mobile-app-for-real-time-alerts-on-extreme-weather-conditions/,,"Masdar Institute of Science and Technology","United Arab Emirates",central,"a:1:{i:0;s:13:""environmental"";}","Mobile app for real-time alerts on extreme weather conditions",,2016,"The purpose of this app is to alert citizens, especially the ones with health problems, about the current and near-future conditions at their current location. This app is linked to complex algorithms developed by scientists at Masdar Institute using real-time satellite data and weather forecasting models. This app issue warnings on air quality and dust concentration to the public and especially to asthma-effected population. Real-time data is updated each 15 min.","This is a turning point in the region's ability to properly manage the impacts of dust storms. With access to accurate real-time and forecast of dust events and sandstorms, vulnerable people and concerned authorities can better prepare for them. This innovation can be easily replicated to other sectors. For example, transportation and traffic safety sectors can also benefit from this tool, as it will help show motorists, pilots and air traffic controllers where the dust will be and for approximately how long. Other parameters can be also added to this toll, such as road visibility, surface temperature, water quality, ...etc.
Other dust models exist, but they are not really providing an exact estimation of aerosols over the region. The satellite-based model developed by Masdar Institute is kind of unique. It combines regional expertise that and practical knowledge developed at Masdar Institute on the adaptation of earth observation technologies and scientific modelling to the very specific climate characteristics of desert and arid areas like the UAE.","a:3:{i:0;s:3:""184"";i:1;s:3:""194"";i:2;s:3:""221"";}","The high levels of mineral dust and other pollutants wafted into the air during a dust storm can trigger asthma, respiratory diseases, and other infectious diseases. By being able to better predict the UAE's dust storms, the country can more effectively and efficiently manage its health, environment and climate policy; key socio-economic sectors affected by dust storms; and provide advanced warning ahead of extreme dust events in order to reduce risk to human life.","a:1:{i:0;s:14:""implementation"";}",,,"Academia, Businesses, Civil Society, Elderly people, Families, General population, Government bodies, Government staff, High-risk populations, People with disabilities, Young people","Accessibility:
This application can be easily accessed through personal smart phones. This provides a new way for citizens to access information about dust related weather hazards.
Responsiveness:
This application allow a rapid updates (each 15 min) about the current weather condition and the concentration of dust in the air.
Reliability:
The advanced and complex models running in background allow more accurate weather and air quality information products easily accessible to vulnerable population.","Computing time needed to produce updated weather information for the whole country each 15 min was the main implementation challenge.
Also combining advanced weather modeling techniques with satellite data processing technologies was an exciting challenge to our scientists. The adaptation of these technologies to the hot and arid climate of the UAE was a bit challenging especially with the lack of similar studies in this region.","Advanced computing infrastructure and satellite data receiving capabilities are needed to implement and run this application.
Advanced knowledge of atmospheric science and scientific modeling will be also needed during the development stage",,"Overseas technologies cannot be imported as black box and applied blindly without careful validation under local conditions.",,,,,,
2435,"Haze Gazer",https://oecd-opsi.org/innovations/haze-gazer/,,"Office of the President, Republic of Indonesia",Indonesia,central,"a:1:{i:0;s:12:""public_order"";}","Haze Gazer",,2016,"Forest fires affect many parts of Southeast Asia, resulting in extensive environmental destruction, health problems, school closures and transport cancellations. Haze Gazer is a web‐based decision support system for disaster management authorities which harnesses multiple sources of data to provide insights on haze disaster dynamics.","Haze Gazer provides real-time insights on the: locations of fire and haze hot-spots, the strength of haze in population centres, the locations of vulnerable cohorts of the population, and the response strategies of affected populations, including movement patterns and institutional behavioural changes.
Haze Gazer is unique in that it uses multiple sources of data, generated by citizens online, concerning the situation on the ground, and harmonises the insights from these datasets with other sources of information, for example from satellites, to offer information on disaster event dynamics. Specifically, it uses advanced data analytics and data science to mine open data, such as fire hotspot information from satellites and baseline information on population density and distribution, as well as citizengenerated data, including the national complaint system in Indonesia called LAPOR!, citizen journalism video uploads to an online news channel, local radio feeds, and real-time big data such as text, image and video-oriented social media.
Replicability: First, because haze affects many countries in SEA, the platform has strong potential to scale as a regional tool to inform hazard-elated humanitarian efforts and to improve resilience. Second, it can scale in terms of insights, based on the integration of richer data sources.Third, if disaster management authorities agree to publish their operational practices, the platform will capture insights on both operational potential and real-world haze crisis dynamics. Finally the underlying mechanism of Haze Gazer can be applied to other types of disasters or sustainable development themes.","a:3:{i:0;s:3:""194"";i:1;s:3:""221"";i:2;s:3:""613"";}","According to CIFOR, fires begin and spread for many reasons, so it is misleading to think of ‘fires’ as the problem, or even as a single problem. Complex socioeconomic, ecological and governance factors are involved, meaning that the drivers, and the solutions, go beyond who actually lights the match. At present Indonesian disaster management authorities manage peatland fire and haze events based on hot-spot data from satellites as well as static data on population density and distribution. But to support affected populations better, the Government of Indonesia is starting to use more timely data and more information on the dynamics of the disaster, especially the situation on the ground.","a:1:{i:0;s:14:""implementation"";}",,"Haze Gazer was a collaborative, multi-partner effort. The Office of the President (KSP) provided access to the LAPOR! dataset and led integration of the system within public administration. The National Disaster Management Office (BNPB) was intimately involved in the design, by contributing insights on existing government systems, and testing of the tool. Crimson Hexagon was used during the initial proofofconcept research and DataSift provided access to the social media datasets.","Government bodies, Government staff, High-risk populations","Haze Gazer represents an evolution of the National Disaster Management Office’s existing information system to include near realtime insights on the evolution of haze events and their social impacts on the ground. It enables Indonesia’s disaster management authorities to target better their interventions and to align their efforts with those of affected populations. This more targeted and agile approach by national and local disaster management authorities is expected to increase community resilience in the face of haze events.","Text analysis and issue classification posed a challenge for the development team when dealing with unstructured datasets from social media (text, image and video). The Partners relied on UNORCID’s technical advice in order to understand dimensions of interest and to develop the taxonomies for analysing the unstructured social media data. Another challenge came in the form of identifying other sources of data that could contribute insights on local haze event dynamics, and in understanding how these many varying sources of data could complement one another. Converting local radio feeds into useful information was also a challenge, which was overcome by using Google’s speech to text tool to develop a database which could be searched for key terms by applying the taxonomy.","Access to an array of datasets was central to the depth of insights available on Haze Gazer and to the success of the initiative. Political leadership was necessary for the integration and uptake of the tool within the public administration. Web development and data science skills were necessary throughout implementation.",,"Most efforts to use online media, especially social media, to inform public policy have focussed on text mining. This project looked at multimedia sources, including image, videoand audiobased inputs. The partners have found that these other information sources are a useful complement to textbased inputs. In addition, the importance of understanding existing government systems, and ensuring that the new tools and systems provide the same functions as the legacy systems, as well as offer additional functions, should be emphasised. Hazer Gazer, continues to provide the functions of the legacy system, while at the same time offering new insights based on public discourse on multimedia platforms.",,,,,,
2437,"Homelessness of Young Adults at Risk",https://oecd-opsi.org/innovations/homelessness-of-young-adults-at-risk/,," Municipality of Jerusalem",Israel,local,"a:1:{i:0;s:12:""public_admin"";}","Homelessness of Young Adults at Risk",,2016,"A multi level interdiscipline municipality model was created in order to improve the level of service and treatment provided to the targeted population. The aim of the model is to reduce the time of the homelessness of the young adults at risk and speed the transfer from ""reaching out"" and detection to treatment and rehabilitation.","The following are the steps in the process: 1) Establishment of a strategic interdisciplinary team 2) Investigating the problem 3) Mapping the existing different service providers and programs 4) Defining and mapping the population 5) Defining the targets and mission 6) Creating working teams according to the goals 7) Guiding the teams to implementation 8) Measurements and evaluations 9) Replicating the process in other problematic fields.
For the first time a methodological approach and working methods were established within the city hall and with NGOs. Measurable municipality goals were elected for complicated ""soft"" field and for the first time from the perspective of the young adults and not the service providers. A collaborative interdisciplinary working process established.
There is great potential to replicate, both the process addressing other problems, or the solution itself for the same population in other situations. We have already starting replicating this in the population of Ultra Orthodox Jews dropouts.","a:3:{i:0;s:3:""190"";i:1;s:3:""623"";i:2;s:3:""617"";}","There was a grave need of a solution to a unsolved wicked problem effecting the lives of homelessness young adults at risk by creating a local government mechanism incorporating NGOs.","a:1:{i:0;s:14:""implementation"";}",,"Partnership with the city hall departments in crating the process and implementing the model in their working plans. Leading together the working process with the NGOs was essential in order to reach a deep understanding of the different approaches towards the problem the city is facing.","At-risk youth",,"1) There were no agreements regarding definitions of the populations
2) No existing data
3) Lack of comprehensive strategy
4) Disagreement regarding the solutions
5) Lack of trust and long lasting rivalries between the service providers and programs.
The solution included an integrative approach allowing all voices to be heard but working steady towards one method providing different solutions to the users. Using the relative advantages of each service provider. Putting the young adults in the center of the debate. Looking for results and not focusing on inputs.","Accessing and monitoring data
High sense of urgency of the main partners
Public andcommunication pressure
Allocating resources to learn and investigate the issue",,"The importance of the process in addition to the solution
Human centered approach and not theaccording to the service provider abilities
full collaboration with all the partnersevenif they are not theones taking the final decision
Using the external /internal iteamas a project mangers containing all thepartners and process
Data as the first step to making decisions
Leveraging a crisis to planning anaction plan and policy making
Celebrating small successes",,,,,,
2457,"Memeza Shout Community Safety Alarms",https://oecd-opsi.org/innovations/memeza-shout-community-safety-alarms/,,"Centre for Public Service Innovation (CPSI)","South Africa",central,"a:1:{i:0;s:12:""public_admin"";}","Memeza Shout Community Safety Alarms",http://www.cpsi.co.za/,2014,"The Memeza Home Community Alarm is a cost-effective public alarm system designed for low-income communities, that leverages advanced communication technologies for rapid response to incidents. It aims to bridge the gap between communities vulnerable to crime, and the police services that serve them.","The police came to the CPSI in 2012 with a challenge: to reduce crimes committed in informal settlements. These crimes are reported more than 40 hours later because the victims’ cell phones are stolen when the crimes are committed. When the police arrive at the crime scene 40 hours later, the crime scene is polluted. Police find it hard to locate the crime scene because informal settlements do not have proper street addresses. In short, the police wanted a solution that will assist them to respond to crime incidences immediately and shorten their response time.
The Centre for Public Service Innovation (CPSI) approached The Innovation Hub to use Open IX, which is an open innovation facility. There, we developed a challenge, which we posted for the community of innovators to respond. The community responded through various conceptual proposals. Through this process we selected an innovator, who was herself was a victim of crime. Together with the police and the innovator, we co-developed the solution, with all parties providing input. The Innovation Hub’s purpose is the incubation of small businesses, and so it funded the development of the solution. The CPSI, with private sector partners, funded the piloting of the solution in an area called Diepsloot.
The resulting solution was the Memeza Community Safety Alarm System. It is a holistic, community-based alarm system. It is the first public alarm system that is directly integrated with the police, Community Policing Forum and community structures. It was designed to ensure that it is affordable enough to allow lower-income individuals to link their alarms to the police.
The system was developed specifically for collaboration with the police, taking into account police regulations and challenges. It improves frontline service delivery to communities, with police now being able to track service levels with validated data. It enables communities to notify the police of crime immediately, therefore allowing police to proactively respond and catch criminals. Through the system, the police are able to track and measure their own frontline delivery services with a “on scene” police functionality, which allows the measuring of response times.
Pressing the panic button produces a unique three-phase siren sound (designed at the request of Business Against Crime) to alert the neighbourhood and Street Patrollers, flashes a red light to make easy identification of the house in distress, and sends out alert SMS messages to the cell phones of the local Sector Police, Street Watches, Patrollers as well as pre-selected family, neighbours and friends. There is no limit to the number of respondents to be notified.
The SMS includes street address or landmark of the house where the alarm has been activated. The activated alarm (a deafening sound and bright red flashing light) scares away intruders. It automatically logs all crime statistics to a back end database for up-to-date reporting, audit trail and accountability. The Alarm system communicates with the Back End Management system, ensuring every incident or activity linked with the actual unit, or customer is captured and stored. The back end system provides access to real time, validated crime intelligence, linked to the individual impacted, geographical area and data related to the crime.
The Home Community Alarm bridges the gap between the household under attack by criminals/intruders and the Sector Policing by alerting the neighbours, street patrollers and Sector Police through sound and cell phone alert messages, and at the same time disable and scare away the criminals. The beneficiaries of the innovation are vulnerable communities. For the pilot, the police allocated alarms to the homes that had experienced repeated break-ins, minor-headed households and female-headed households.","a:3:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";}","In South Africa, home alarms are only offered by private security companies, costing an average $50 monthly subscription fee that poor communities cannot afford. Furthermore, these private services are not linked to the police stations. When citizens dial 10111 to call the police, the police call centre may struggle to locate where they are. Under distress, citizens may find it hard to communicate to the police properly, and occasionally their calls are simply not picked up.
The Memeza Community Safety Alarm is an affordable alternative. The alarm and the monthly sim card subscription, which ordinarily costs $6, is provided for free to pilot communities through funding the network company Vodacom. This solution offers a different means of communication with a direct line to the nearest police station. It provides a policing model that has not been seen in South Africa. It is an example of government co-creating with the community to resolve service delivery.","a:1:{i:0;s:9:""diffusing"";}","We have piloted the solution in an informal settlement called Diespsloot and completed the pilot. However, we wanted to see if the solution will work in a different setting/sector, as a result we secured Belgian donor funding for a project where we deploy the solution in schools that were fitted with expensive ICT equipment in Gauteng. The project started in October 2016 and ended in December 2017. We are using the same model where we deploy alarms in schools that are linked to the closest police station, community policing forum in the area and neighbours to the school. We selected 23 schools for the project, and so far there has not been any break-in into these schools since we installed the alarms. We have reached this Diffusing Stage in the innovation cycle through taking lessons from the Diepsloot pilot project. One of the lessons is the realisation that policing in our context will not be effective without the involvement of the communities, a key project success element.","The partnership was mainly between the Police who were owners of the challenge, the CPSI who linked the Police to the social innovator, the Innovation Hub who incubated the development of the solution and private partners (Vodacom and National Lottery) who funded the pilot. The key partners were the community leaders and Community Policing Forum leaders who ensured that the community bought into the idea.","The project planning meetings involved all the stakeholders including the community and CPF members. This ensured that advocacy work for the project was done by the community and CPF members, which furthered community buy-in.
Police working with community ensured a full-rounded approach to fighting crime. It gave space for self-policing of communities, which reduces the police workload. This innovation empowered and mobilized the communities, and create cohesion between Community, CPF and police","After the 6-month pilot, the Diepsloot police station conducted an impact assessment. The results indicated a 100% crime prevention rate in houses with the alarms. There was a significant migration in the crime hotspots. There was also a 60% reduction in serious crimes and a 7-minute police response time in the dedicated pilot area. National Crime Statistics indicate that Diepsloot was the only township in Gauteng with a 9% decrease in murder rate and 26% reduction in sexual violence offences (while attempted murder increased by 16.5%.)
In addition to this, the Station Commander in Diepsloot is now able to observe how the police are responding to crime incidents and at what speed, which is now a useful management.
One major policy objective was increasing the community actively involved in policing, and this pilot enabled the sector police to work with the community and assist the police in fighting crime.","Government procurement system in South Africa is not favourable to funding such experiments. Through anMOU, the CPSI sent money to The Innovation Hub which is allowed to fund start-ups.
With the high unemployment rate in the pilot area, community leaders wanted to influence who was employed as installers. Ultimately, those that had installation experience got the jobs.
Installers did not have smart phones/tablets to capture customer data on the back end system during installations; they had to be loaned.
There were changes in CPF leadership, which occurred during the pilot implementation.
There were false alarms, especially during the early period after the alarms were installed. We had to educate users about importance of false/real emergencies.
There was also SMS and data cost challenges. The pilot sponsor, Vodacom, only paid for 6 – 12 months which ended in January 2016.","An incubation facility is quite important to give the space and support to the innovator to develop their ideas. Acceptance by the community is also important.
Also, the police need to be responsive to crime incidences – otherwise, the innovation will not be effective. Any attempts to replicate this solution should therefore start with engagements with the police so that they take ownership of the solution. This also applies regarding community involvement.","In 2017, we expanded the project, to see if the alarms could protect ICT equipment in schools. The Gauteng Provincial Department of Education had invested in ICT equipment as part of move towards paperless education, but this was challenged by the fact that the equipment was being stolen by criminals.
Our objectives were not only to alert the police when there are attempts to steal the equipment, but also to galvanise the community into protecting their schools. We therefore installed the alarms in 23 schools that had previously experienced theft of ICT equipment.
After installations, we monitored the schools for a year and reported that there were no burglaries in any of the schools where we installed the alarms. The alarms acted as a deterrent and protect the expensive ICT equipment.","One major lesson that has been learnt from this pilot is the advantage of starting a small local before going to scale. We initially installed 40 alarms, which allowed project implementers to identify shortcomings and challenges in the system. This would have been difficult if 600 alarms were installed all at once. For example, it was realised that the siren (installed outside the household) was not loud enough. As a result the manufacture was informed which resulted in a better sounding siren for the 560 alarms that were part of the second phase of the pilot. Communication with the community on how alarm recipients were selected, and why there were not more members of the community that could be included had to be carefully managed. Working with community leaders and CPF assisted in communicating to the community, however, some community members were still unhappy with not being included in the project.
Lastly, the ability to innovate around government procurement helps create an environment that is more conducive towards embracing change in the public sector.",,"a:6:{i:0;s:4:""2460"";i:1;s:4:""2461"";i:2;s:4:""2462"";i:3;s:4:""2463"";i:4;s:4:""2464"";i:5;s:4:""2465"";}","a:2:{i:0;s:4:""2466"";i:1;s:4:""2467"";}",https://www.youtube.com/watch?v=1vbVurs1dg4,https://www.youtube.com/watch?v=NlhdDmHZV10,
2852,"Transparency, participation and accountability in the Justice sector",https://oecd-opsi.org/innovations/transparency-participation-and-accountability-in-the-justice-sector/,,"Ministry of Justice and Human Rights",Argentina,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","Transparency, participation and accountability in the Justice sector",http://datos.jus.gob.ar,2016,"The Government of Argentina is implementing transparency, participation and accountability in the judiciary through two flagship initiatives from the Ministry of Justice: Open Justice and Justice 2020. Open Justice is an open data portal, and Justice 2020 is a civic engagement platform. Through these initiatives, the government is seeking to improve the relationship between society and the justice sector as well as justice service delivery.","The innovation consists of the synergy of two different Programs: Open Justice and Justice 2020.
Open Justice is focused on transparency and accountability in the justice sector. The program developed and maintains an Open Data Portal (datos.jus.gob.ar) that publishes datasets with relevant information from a wide range of justice-related topics (access to justice, fight against corruption, human rights and criminal justice, among others), following the philosophy of open data. Additionally, as Argentina is a federal country, the Ministry promoted a wide agreement with over 50 national and sub-national judicial institutions to standardize and publish judicial statistics and information.
On the other hand, Justice 2020 (justicia2020.gob.ar) consists in a digital platform for civil society participation in justice-related issues through an innovative approach. Initiatives and projects submitted by the Ministry are presented to 20 work teams. Participation is open to civil society: anyone is allowed to debate any topic in virtual debates and in-person workshops. Officials responsible for the initiatives are the ones who read and reply to every online contribution. The results of the participative process are already being taken as flagship initiatives by the Ministry to promote institutional reform in the country's Justice system.","a:5:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""611"";i:3;s:3:""190"";i:4;s:3:""302"";}","The Justice sector has traditionally been among the least willing of public institutions to implement policies in the direction of openness and accountability. At least in developing countries, the Justice sector has become an information silo, where the low levels of transparency and accountability are not in line with the critical role it plays in delivering an essential social service and safeguarding the rule of law. The implementation of this innovation means expanding the principles of open government to institutions that have been so far reluctant to change.
In the specific case of Argentina, the federal nature of our government requires reaching agreements and gaining support not only from other central state agencies but also from 24 different judicial branches (one for each province our country is divided into). This hurdle has however not been considered as an impediment, but as an extra challenge that boosted our resiliency and creativity for championing cultural change.","a:1:{i:0;s:14:""implementation"";}","Civil society has long acknowledged the need for structural change in our country’s institutions in terms of more transparency, participation and accountability. When the new national Government took office in 2015, it strongly promoted transparency policies by creating the necessary governmental and administrative tools. This renewed political will for openness gave place to the enactment of a National Plan for Data Opening and the creation of a Ministry of Modernization in charge of state reform based on open government values, among other measures. The Ministry of Justice and Human Rights, the main sponsor of this innovation, also undertook structural reforms by creating new openness-related Programs and adopting a novel, more open approach to Justice. Regarding the Open Justice Program, agreements previously reached with judicial institutions at the national and subnational levels regarding the management of judicial data are being implemented and the open data portal is online.","Other national agencies (both within our Ministry and the Ministry of Modernization) have been key partners by providing data and expertise, as well as political support for the innovation. CSOs also played a significant role by placing their demands and challenging us to deepen our commitment to the innovation, both in the discussion of justice reform initiatives as well as in the discussion for the elaboration of the Open Government Partnership’s National Action Plan.","Citizens play a relevant role, and are expected to play an even bigger role as we keep advancing in the implementation of the innovation. Although Argentina is still lacking a solid culture of open data usage, we are encouraging them to make use of the data. Individuals, both with and without a legal background, have also taken part in the discussion of judicial reform initiatives. In the future of the innovation, we plan to keep working closely together with them.","Partly due to this innovation (i.e. the opening of databases on company registration and on national laws), Argentina has moved up 37 places in the Open Data Index last year. More national databases are now available to the public in open formats. The Open Justice data portal currently holds a total of 30 datasets containing freely downloadable and constantly updated, relevant data on transparency and the fight against corruption, criminal justice, human rights, etc. Meanwhile, thousands of users are also active in the Justice 2020 forums, where judicial reform is being discussed. Some of the proposed changes (effective orality in civil trials, modernization of registry processes, simplified processes in cases of flagrancy, e.g.) are already being implemented. The expected impact of this innovation is to make more judicial data available as well as to engage a larger number of society users in making use of that data.","Challenges are mostly related to cultural issues regarding the Justice sector and a prevalent organizational culture that sees data as a private property that should be kept hidden, not made public. We are opening data for a huge number of different Judicial institutions, and this requires fine-tuning our demands for data to fit their ‘political momentum’. The same can be said about many government agencies, with which coordination has proven sometimes to be difficult. Good dissemination of data has also been tough to achieve. The lack of sufficient technical and human resources has also become a challenge.","Conditions for success are strong institutions that can respond to cultural change, an engaged civil society and an unequivocal and bold political will to support the agencies in charge of innovations.","This innovation has a high potential to be replicated anywhere, especially in contexts where more transparency and openness are needed. We believe that other developing countries could make a good use of this experience and carry out innovations similar to this.","There is the importance of political leadership to push things through, especially when it comes to innovations that endorse cultural change such as this one. The importance of working with stakeholders has also proven to be essential: a unilateral and top-to-down approach often leads to failure, especially when introducing innovations.",,,,,https://youtu.be/-EGskd9-Rps,https://youtu.be/oZ8r5fa1ivY
2854,"Public Spaces, Community Places crowdgranting program",https://oecd-opsi.org/innovations/public-spaces-community-places-crowdgranting-program/,,Patronicity,"United States",regional,"a:3:{i:0;s:8:""economic"";i:1;s:7:""housing"";i:2;s:10:""recreation"";}","Public Spaces, Community Places crowdgranting program",https://www.patronicity.com/puremichigan#!/,2014,"The Michigan Economic Development Corp (MEDC) teamed up with private partner Patronicity to launch a first of its kind crowd-granting program to help create vibrant communities throughout Michigan. The crowdgranting model streamlines the granting process, increases community engagement and results in more sustainable projects that better serve and impact the communities they are within.
Of the 170 completed projects, 165 of them exceeded their crowdfunding goal at a ratio of total private investment per public grant dollars spent of 7:1 , with a revitalizing impact on 774,284 square meters of public space.","We believe thriving places help define a community’s economic vitality. From bike trails to pocket parks to public art projects, they contribute to a strong quality of life, help attract and retain talent, and grow stronger local economies. In 2014, as Michigan was facing declining public revenues and local budgetary concerns in communities across the State, the MEDC saw a need to empower them to continue these types of improvements during a time of economic distress. Communities tend to stray away from innovative, place-making improvements when limited budgets are focused on hard infrastructure such as water lines and crumbling roadways. With that in mind, the Michigan Economic Development Corporation (MEDC) partnered with the civic & community based crowdfunding platform, Patronicity to create the “Public Spaces, Community Places” (PSCP) crowdfunding matching grant program.
The program focuses on creating new or activating distressed public spaces for community use; such as pocket parks, trails, outdoor plazas, public art, farmers markets, art centers, and more. The practice of crowdfunding aims to fund projects by raising small amounts of money from a large number of people that invites residents to engage in the process from start to finish and beyond. The goal is to have an inclusive platform that allows local residents and stakeholders to play a role in projects that will transform their communities into places where talent wants to live, businesses want to locate, and entrepreneurs want to invest.
Due to the innovative crowdfunding component of the program where qualifying and approved applicants only receive matching funds if they are able to raise their target crowdfunding goal, the program has enabled the following outcomes:
a.) Democratizing the access to capital where non-profits and municipalities apply by submitting qualifying projects that fall within the grant parameters and receive funding through community demand, establishing the community as the final review committee.
b.) A deeper sense of civic engagement where the program enables community members, residents, businesses and local organizations to vote with their dollars on projects they find valuable within their community.
c.) Increased public awareness and press towards community projects, which enables greater support for public initiatives.
d.) Freed up organizational resources while expanding the number of projects and overall granting budget. This program builds off of matching grant programs, however enabling the crowd to be involved through crowdfunding revolutionizes the mechanism in which the match is leveraged.
This program was an award-winning finalist in Harvard's 2017 Innovation in American Government awards and won the the 2015 Gold Award for Public Private Partnerships from the International Economic Development Council. The success of the program has led this innovative model to be replicated with other state organizations (MassDevelopment & the Indiana Housing and Community Development Authority) as well has foundations and even a corporate firm looking to engage the community through crowdgranting. The success has shown that this model not only works with government entities but other granting giving organizations to further drive exposure and community engagement. All organizations have partnered with Patronicity to model the programs success.","a:8:{i:0;s:3:""181"";i:1;s:3:""213"";i:2;s:3:""612"";i:3;s:3:""616"";i:4;s:3:""613"";i:5;s:3:""619"";i:6;s:3:""338"";i:7;s:3:""621"";}","This program is the first of its kind in the United States to have state matching grant dollars allocated to projects that receive support by engaging community through a crowdfunding campaign. The biggest achievement of the program has been enabling communities to participate in an innovative funding model that allows citizens to have a voice in what projects should be funded within their neighborhood. It has not only reactivated spaces but built bridges and collaboration within communities and their members while building a process of engagement. We’ve seen communities connect with a greater audience than before and find funding in a new untapped space, fight issues of blight and crime, and achieve higher levels of civic engagement.","a:1:{i:0;s:14:""implementation"";}","The Public Spaces, Community Places grant program has been renewed for 4 years in a row and continues to gain traction and success. Its success has led to other states adopting the exact same model and working with Patronicity. The biggest innovations include disrupting the traditional granting approach and empowering communities to be in charge of their own sustainable development.
With Patronicity's customized dashboard for the MEDC to review and approve projects within 72 hours (down from average of 6 weeks), the MEDC can spend less time reviewing and more time supporting projects. With Patronicity's initial vetting to ensure projects fit within the grant parameters the MEDC can give the final confirmation and the community can vote with their dollars to help fund projects they want to see built within their community. Such projects will receive the matching grant to ensure complete construction and funding.","Patronicity manages and administers the grant application, the initial vetting process, and the crowdfunding system. They thus streamline the process and allow for a quicker final approval process to be administered by the MEDC approval team.
The Michigan Municipal League (MML) supports the PSCP program, and promotes the projects on social media in order to achieve the match. Both organizations share the grant opportunity across the state, thus creating a wide pool of applicant projects.","The MML recognized that matching grant opportunities were available to municipalities across the state but those municipalities were unable to find the additional funds to secure those grants. Their input in this program and collaboration with their member municipalities resulted in the demand for allowing additional funding to come from neighbors, business owners, residents and stakeholders which would not burden the municipality government to come up with the match from already tight budgets.","The project approval process takes less than 72 hours, and grant disbursement is paid out within 4 weeks of projects achieving their funding goals. With crowdfunding success rates across the industry under 10% for projects achieving their funding goal, the MEDC’s Public Spaces, Community Places program has achieved a 97% success rate. Of the 170 completed projects, 165 of them exceeded their crowdfunding goal. The ratio of total private investment per public grant dollars spent is over 7:1 dollars.
Lastly, a current total of 8,334,333 square feet (~774,284 square meters) of public space has been activated across the State of Michigan through this program since its inception in the summer of 2014. The program has served as a model for other states and has led to increased funding towards community initiatives. Projects have spurred further economic development of local businesses and engagement as a direct result from the creation of the projects funded through the program.","The biggest obstacle was education on what civic/donation-based crowdfunding is and is not. The MEDC’s CEO at the time was very concerned about the risks and liabilities that crowdfunding could bring. Through many conversations, internally and externally, with legal counsel, they were able to gain support to move forward.
The second biggest obstacle was structuring a contract with Patronicity that allowed for flexibility in payment distribution and full protection for the MEDC.
The third obstacle, which has diminished with time, is funding. Because this is an annual budget allocation the program budget can fluctuate depending on the strength of the overall MEDC budget. Fortunately, PSCP (Public Spaces, Community Places) has brought the agency significant positive press and has strengthened our relationship with the Michigan Municipal League. Both of these factors have led to sustained board and leadership support.","Conditions for the success of this innovation include:
-grant funding without large restrictions
-understanding that the community is a part of the final review committee. They help vote with their dollars on projects that they feel valuable.
-set up grant parameters that can serve as the framework for the acceptable projects, without new evaluations that arise from each project application.","The success of the program served as inspiration for other states to replicate the work that has been done in Michigan. MassDevelopment, Massachusetts’ economic development agency, replicated the program in June 2016 with Commonwealth Places. Meanwhile, the Indiana Housing and Community Development Authority also replicated the program in November 2016 with CreatINg Places. The programs sought the advice/framework from the MEDC to model their programs along with best practices. This included implemented project size, fundraising expectations, and parameters around the types of locations of projects.
The model has also been adopted by foundations looking to achieve the same level of impact and community engagement around grant projects within their communities.","The biggest lesson of this experience is to go beyond a single pilot project to test this model. We want to create an ecosystem for communities, non-profits, and individuals to propose grassroots ideas that can grow only with the support of the greater community. Another big lesson is to adapt to a new mechanism for the grant application and approval process, different than that of a traditional grant program. This streamlined process for the PSCP program has allowed the MEDC to no longer pick ""winners and losers"" in the grant application process but rather allow for the community to show their demand and value for the local projects impacting the communities they are a part of. It's changed the way organizations and governments think about the granting process from a closed door review process to a more public submission, review and approval process.",,,,https://www.youtube.com/watch?v=3rQPzeyd344,https://www.youtube.com/watch?v=zmIVxOAvRxM&t=47s,https://www.youtube.com/watch?v=Vo3hLNETitM&
2861,"The Twinning of Schools Programme",https://oecd-opsi.org/innovations/the-twinning-of-schools-programme/,,"Gauteng Department of Education","South Africa",regional,"a:2:{i:0;s:9:""education"";i:1;s:12:""public_admin"";}","The Twinning of Schools Programme ",http://www.gauteng.gov.za,2015,"The Twinning Programme is part of the Gauteng Department of Education’s wider strategic framework and its “Re-organisation of Schools” strategy. The objectives of the Twinning Programme are to improve learner outcomes and foster social cohesion in nurturing holistic learner development by creating an environment for cultural exchange through sharing expertise and resources across suburban and township schools.","The Twinning Programme is a partnership between schools from different socio-economic backgrounds. It aims to create an environment in which best practices and resources are shared across schools thereby respond to the lingering apartheid spatial representation. The intention is to twin well-resourced schools with poor schools. The programme aims to improve academic performance by encouraging schools to share their infrastructure and skills sets in terms of leadership and governance. All matters relating to the professional management of the schools is undertaken by the two Principals. The programme is aimed at achieving an optimal level of performance in both schools and building a new non-racial education system. The programme ensures that learners are exposed to peers from diverse socio-economic backgrounds, improve equality of access to high-quality education, and strengthen the quality of education delivered compared to global best practice.","a:6:{i:0;s:3:""617"";i:1;s:3:""260"";i:2;s:3:""234"";i:3;s:3:""619"";i:4;s:3:""335"";i:5;s:3:""621"";}","The Twinning of Schools Programme is innovative in the sense that those learners who have not had an opportunity to meet with other learners across different linguistic and religious identities have opportunities to interact with each other in order to improve their skills and relationships, to get exposure to environments that they haven’t been exposed to and moreover, to foster attitudinal changes amongst learners and school authorities. The programme benefits learners and teachers from both communities-culturally, morally, spiritually and socially. The initiative is the only way to bridge inequalities in South Africa’s educational system. The program helps in the establishment of a regular partnership between schools in relation to different activities. It strengthens the school’s staff and knowledge.","a:1:{i:0;s:14:""implementation"";}","Currently, the department has succeeded in the twinning the following schools:
• Bovet Primary and Lyndhurst Primary Schools in Johannesburg East District
• Alexandra Secondary and Sandown High Schools, Johannesburg East District
• Cultura Secondary and Zithobeni Secondary Schools in Gauteng North District, Bronkhortspruit
• Reiger Park Secondary and Sunward Park High School, in Ekurhuleni South District.
These pairs of schools have demonstrated that through twinning the resources can be shared equally between schools and learners. Educators can participate in shared teaching and learning activities thus achieving improved learner performance. The Twinning Programme is one of the key strategic objectives of attaining the objectives of the Gauteng Province’s Transformation Modernisation and Re-industrialisation (TMR) program","Teachers and Principals and departmental officials were involved as collaborators and partners in this innovative process. Teachers and Principals brought in their teaching skills, expertise, and experience in terms of lessons planning, managing the schools and having good grades.","“It is a great opportunity for both schools to share resources and be able to assist each other in future” These words by Tshiamo
Kungwane, a learner from Sandown High School, summed up the opinions of most people during the launch of the twinning of Reiger
Park Secondary and Sunward Park High Schools in Boksburg. Both principals of these schools are ambassadors for Social Cohesion and Twinning Nationally and Internationally. Teacher and learner morale is high. Communities benefitted economically.","The Twinning of Schools Programme has bridged the gap between a Suburban schools and Township schools. It has brought hope for both learners and educators. The programme has a very huge impact in the community economically. Some schools are now coming on board. Twinned schools have received media attention about social cohesion. District Officials and other schools are positive about the programme. This programme has crossed the boundaries of culture and racial divide. Refurbishment of both schools as a result of the Twinning programme gave employment opportunities to the local community. Eradicating of inappropriate infrastructure as indicated in the National Development Plan (NDP) has also been achieved. Addressing unemployment in our communities as a result of the refurbishment was a great success. The department has revitalized Arts and Culture as required by the National Development Plan (NDP). Teachers have been exposed to use ICT in their teaching.","There was fear about the twinning programme: This was not easy at first when the schools learned about the concept of Twinning of schools. The fear was that each school would look at each other as a parasite school since one does not have enough resources such as Library, playing grounds as well as the finances. Some staff members felt that they were going to be merged and they would lose their identity. Some felt that if the current MEC, Panyaza Lesufi leaves the office, what would happen if the new MEC does not support the Twinning programme. The cultures, ethos, and language issues were also one of the fears. In terms of lessons learned, the different learning and teaching contexts experienced by staff from both schools broadens and deepens their professional expertise. Teachers have managed to share their experiences and expertise in curriculum matters. The morale of teachers in schools is very high now and they feel motivated. Skills and knowledge have been shared by teachers.","Support from the Department's Senior Management and Political Principal was crucial.The programme has been sustained since its inception in May 2015 to date. The Head Office and Districts are providing support and resources in all the schools in the province including conducting workshops and training where these are identified as areas needing attention. The programme does not solely rely on funding of some sort but it has been run by the schools themselves with the support from the department, parents and the school community. Even if the policies of the department could change, the programme will still run for the benefit of the poor African child. This twinning process (social cohesion) has transcended to the School management teams, Teachers, Learners, Parents and the community.","The Twinning of schools Programme can be replicated within South Africa and elsewhere. It can be adaptable to other contexts throughout the country and other countries that have spatial and resource inequality. The following can be applied to replicate the programme to other institutions or the organs of government:
•Road-shows: The two leading principals can be used to advocate the process in the district, provincially and nationally promoting the benefits of the twinning process. The Reorganisation of Schools (ROS) team from head office can also be in the better position to run with this process. The district officials especially the Institutional Development and Support Officials (IDSO) units can do road shows.
•Colloquium: All participants in the Twinning programme may be invited to share their successes and challenges of the programme. This would give a clear picture of the impact of the programme.
•Indaba: Members of the community may be invited for an advocacy","Research has shown that inequality in socioeconomic status is a major determinant of learner outcomes, and thus the Twinning of Schools Programme (which is part of the Re-organisation of Schools strategy) initiative aims to reduce this inequality. The Twinning of Schools Programme is improving the delivery of public services in ensuring that learners have equitable and quality primary and secondary school education leading to the relevant and effective learning outcomes. The twinning of schools has contributed to capacity building and transfer of skills as staff members from affluent and disadvantaged schools are sharing their knowledge. A number of communities of practices in subject specific areas have been established to share ideas, approaches, techniques and methods between partner schools. The Twinning programme has assisted in bridging the cultural gap and stereotypes amongst learners and teachers from different race groups. There is a stronger relationship between learners and teachers from different schools. The effectiveness and functionalities of schools governing bodies (SGB’s) has improved significantly.","The Lyndhurst and Bovet Primary Schools Twinning Programme won the 1st position (Gold) under the Category D: Innovation Award within the Sub-category: Innovation Award during the 2018 Gauteng Premier’s Service Excellence Awards. The Programme also passed the second round of evaluations of the 2018 United Nations Public Service Awards and was short-listed among the best projects for final review by the United Nations Committee of Expert in Public Administration.",,"a:2:{i:0;s:4:""2864"";i:1;s:4:""2865"";}",,,
2913,"MSIP Observatory map portal",https://oecd-opsi.org/innovations/msip-obserwatory-map-portal/,,"Krakow City Office",Poland,local,"a:1:{i:0;s:40:""All matters important to local community"";}","MSIP Observatory map portal",http://obserwatorium.um.krakow.pl/obserwatorium/kompozycje/?lang=en,2016,"The MSIP Observatory is an interactive tool presenting spatial data of the City of Krakow useful for residents, investors, tourists and anyone interested in our city. The map consists of many layers presenting different kinds of information i.e on architecture and urban planning, nature protection and ecology, administration and security, tourism and history of the city. It's interactive and user-friendly and it implements the idea of open government and open data.","The main objective for launching the MSIP Observatory map portal was to provide access to the public spatial data (depicted on the maps) collected and produced by the City of Krakow.
Our aim is to provide reliable information regarding the activities of authorities to the city and residents by publishing information about, among others: plantings and greenery, decisions issued regarding development conditions and construction permits, locations of GSM masts and directions of electromagnetic impact, noise pollution, planned strategic investments, and land use. In cooperation with the Police, we present data on the location of police stations and the scope of their operations together with contact details.
The MSIP Observatory website supports sustainable development by publishing and presenting data relevant to the strategy and changes that are taking place and will take place in the city, for example: spatial development plans, floodplain maps, SMART projects, Wi-Fi hotspots, historical objects and historical maps of the city.
The MSIP Observatory is an interactive tool presenting spatial data on the city of Krakow useful both for residents and for investors, tourists and anyone interested in our city. The data presented on the portal comes from the Departments of the City of Krakow and Municipal Organizational Units. The data is updated by individual Departments and Units. Thanks to this, residents and investors have access to up-to-date information from public registers online 24 hours a day. They no longer have to personally come to the office to obtain important information.
For example, until recently, to find out whether a zoning decision was issued on a given plot it was necessary to come to the office submit an application for provision of such data. Now all this information is available at your fingertips.
The portal consists of a series of mapping compositions dedicated to various users. The residents of Krakow and local social organizations that use our data when planning and submitting projects to the Citizens' Budget are the main recipients of our portal. The architects and planners who use our data in their daily work and entrepreneurs who want to develop their investments in our city will also find information of interest
However, our portal is not only an official data viewer. Dedicated tools allow you to, for example, add data from other sources, create your own sketch with a short comment, and prepare and print your own maps. In addition to presenting spatial data from the City of Krakow, as part of our portal, we publish tools enabling contact with the residents – the so-called Geosurveys. Thanks to this innovative and easy-to-use applications, users can actively participate in the life of the city by submitting their comments, for example on smog fighting issues. In the past year, as part of the partnership with academic communities, we have also started publishing mapping compositions that were created as part of projects implemented by the students of Krakow's universities.
The launch of the new map portal is another step on the way to giving wide access to the public data in our city. At this moment, we are already preparing another project that will develop our application providing additional tools, facilitating the search and download process and increasing our opportunities to interact with residents.","a:8:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""221"";i:3;s:3:""611"";i:4;s:3:""302"";i:5;s:3:""612"";i:6;s:3:""617"";i:7;s:3:""621"";}","The operation of the MSIP Observatory map portal is primarily to open up wide access to viewing spatial data produced by the City of Krakow. With the development of our solution, we have begun to present information about the decisions issued by the City of Krakow. In addition to viewing data, users can easily search for plots, addresses or investment offers, add their own sketches and comments on maps, and prepare a map to print for themselves.
In recent years, we have enabled the inhabitants of Krakow to co-develop our data through forms in which they could mark, for example, sources of air pollution (smoking chimneys) or places requiring revitalization. We also develop cooperation with academic centres by providing data for scientific research and publishing data prepared by students.","a:1:{i:0;s:9:""diffusing"";}","The MSIP Observatory map portal is a constantly evolving project. First and foremost, it is constantly powered by new data produced by the City of Krakow. In the past year, we have expanded our business to include publishing the data resulting from our cooperation with residents - reports on smoking chimneys and Krakow's universities - the results of diploma theses being developed on the basis of data provided by the Municipality of Krakow.
Last year, we also invested in a new IT infrastructure to reach recipients even faster and in a more reliable manner. We are currently at the stage of preparing a large project developing our map portal with additional tools for entering, editing, searching and downloading data. In this way, we are trying to meet the needs of users who are increasingly applying for access to the data generated and collected by the City of Krakow.","During the modernization of the MSIP Observatory, we were closely cooperating with ESRI Polska company. The specialists from the office shared their many years of experience in the field of publishing data produced by the local government, while ESRI Polska provided modern software and experience in the development of map portals.
The opinions and comments of other departments employees and local residents were the source of ideas and helped us determine the direction of changes.","The main recipients of the MSIP Observatory are residents of Krakow, companies from the geodesy, construction and design industry, and social organizations. The wide range of presented data enables various users quick and easy access to the information they are looking for. On the other hand, feedback from our users regarding the data they would like to view, the functions that may be useful and the errors that are recorded, help us to further develop our portal.","Since the launch of the updated map portal, we have observed a continuous increase in the interest of the residents. As compared with 2015, when the data was published on the old version of the portal, we have recorded an increase of over 50% in the number of page views - 295 353 in 2015 and 450 906 in 2017. We also receive messages from individuals and institutions using the portal including ideas for modifications and questions about specific data - it is a valuable confirmation for us that our solution is being used and we have a wide range of permanent and active users. We also note that the publication of new, interesting data results in a noticeable increase in user activity. In order to analyze the effects of our modernization and new ideas, we use the Google Analitics module and observe the load on our servers. Taking into account the trends from previous years and our development plans for the coming years, we are expecting a systematic increase in interest in our portal.","During the implementation and modernization of the MSIP Observatory's map portal, the greatest challenges have been and still remain:
- ensuring the continuous updating of data – the content on the maps we present must be reliable and up-to-date, therefore we constantly strive to improve the methods of transmitting data generated by the Office to our residents.
- ensuring the smooth operation of the application.
So far, the greatest difficulty has been scaling the infrastructure resources so that, in times of high traffic, resulting e.g. from interest in newly published maps, the stability of the portal was ensured. Due to the growing popularity of our application, we have recently reached the upper limits of the capabilities of our servers earlier than we expected. Therefore, we have decided to upgrade the infrastructure, both hardware and the application itself, so that we can ensure continuous and stable operation of the portal.","The following are needed for a project like ours to be implemented:
- the cooperation of the entire Office at the stage of collecting, producing and updating data ,because the map portal must present as much information and map compositions from various fields as possible;
- cooperation with the inhabitants and users of the portal with the aim of diagnosing errors and collecting inspiration for development;
- a team of specialists from various fields (including: spatial data, geoinformatics, cartography, graphics, IT) and a leader who will effectively manage work;
- an IT infrastructure that can be easily expanded;
- secured financial resources for continuous development to be able to meet the needs of users and ensure the reliability of the operation of the portal;
- a curiosity and openness to new ideas - the spatial data industry is developing very dynamically so you cannot allow yourself to be left behind;","Map portals presenting spatial data collected and generated by local governments - are used in many municipalities in Poland. However, our solutions will be useful for others due to the innovative character of the tool, with it's many layers and interactive features. Our experience resulting from a large number of users and a wide range of presented maps have influenced the fact that we must constantly take care of development. Both the knowledge of the map portal design that our team has gained in recent years and ready-made solutions aimed at optimizing the system's operation can be used in other implementations. Our cooperation with universities and residents who can take an active part in the collection of data by us can also and should be reproduced in other similar projects.","The very close cooperation of the entire organization regarding the subject of data provision is very important during the implementation of the map portal. It is the current and relevant data that is the most important element of the entire implementation. That is why it is so important to ensure its efficient flow within the organization and to determine the issues of responsibility - who should take care of specific collections.
Technical issues:
Since the aim of innovation is to provide access to information for residents and entrepreneurs, it is very important to provide the right IT infrastructure. Assuming a steady increase in the popularity of the portal, it is necessary to prepare the infrastructure with a large margin from the very beginning. It is also important to design the solution in a way that will ensure the possibility of easy and quick expansion.",,,"a:1:{i:0;s:4:""3466"";}",,,
2917,"New sustainable solutions for a better tomorrow",https://oecd-opsi.org/innovations/coro/,12/12/2019,"Roskilde Municipality",Denmark,local,"a:1:{i:0;s:12:""public_admin"";}","New sustainable solutions for a better tomorrow",https://corolab.dk/wp/en/about-coro/,2015,"CORO, Co-lab is the result of an ambitious vision of creating innovative collaborations. The local innovation platform creates new sustainable solutions to complex societal challenges. It takes place in cross-sectorial cooperation’s between public organizations, academia, civil society and businesses across industries. Through the activities, new sustainable scalable solutions are developed, using the entire area of Roskilde as a unique real-life test platform with demonstration facilities.","The innovation platform commences locally and subsequently upscales solutions to solve complex societal challenges both on national and global level. The civil society benefits from the innovations which are explained further in the text below.
The innovation platform works with projects, where a single actor is not enough, but where cross-sectorial cooperation is required. One or more members of the collaboration initiate each project, and relevant actors as well as civil society are involved to test the project using their resources, knowledge or test platforms, all of which may contribute to the development of new solutions. The innovation platform speeds up the process from idea to solutions, ready for the market.
An example of social innovation is COCONF, which is an innovation process where public sector, academia and private actors from all of Denmark are called upon to present their new solutions to complex challenges put forward by larger organizations. COCONF is hosted annually and 2019 is the third year in a row. More than 2500 representatives from both private and public sector and over 2500 students have been involved so far.
Examples of new sustainable solutions developed:
Center for flood and cloudburst protection through a simulation environment
Flooding is categorized as one of the world’s biggest natural disaster. The damages between 2003-2013 has cost the EU 150 billion EUR. The Center for Flood Protection will help to strengthen the knowledge and competence of citizens, so that they are better prepared to take an active role in both emergency response efforts and preventing their homes from potential damage. The core of this venture is a simulation environment in Roskilde, which will act as a testing and training facility for citizens, cities and Emergency Services both within and outside of Denmark. At the same time, companies can use the center to develop, test and demonstrate new solutions. The goal of the project is an efficient Emergency Service, whose knowledge gain puts society at large in a better position to prevent and handle flooding. The project was initiated by the Emergency Services. The partner collaborations driving the project consists of several businesses, the municipality and several academic institutions, which hence makes it a public private innovation partnership. Building the simulation center is estimated to start during the 1st quarter of 2020. The whole concept together with the simulation center will be possible to upscale and duplicate to other cities and countries.
Creating better learning environments in the Municipality’s schools
In 2018 Roskilde Municipality and the local company IST Ltd. presented a shared challenge on how to create better learning environments for the schools in the municipality. The winning solution was a ‘climate-box’, which, along with sensors, an app and educational material, has the indoor climate in the classrooms as its focal point. The cross-sectorial partnership between the parties ensured that the project went from idea to realization at a rapid rate. The solution has been tested at several primary schools in Roskilde during 2019. Both pupils and teachers are involved in testing and verifying the “climate- box” via a co-creation process. After the testing phase, it is expected that the solution will be implemented in all schools in Roskilde city and subsequently to more schools in DK.
Another example of a project that has emerged from COCONF is “Climate Button” In 2018, the housing association Boligselskabet Sjælland presented a challenge on optimization the energy consumption in their non-profit housings. The housing association teamed up with several other small companies as well as academic institutions, to develop a solution, that could be tested and developed at the residence of the housing association. The new solution is a climate button used by the residents themselves to regulate the indoor climate and indirectly minimizing the energy consumption in the long term. The development of the Climate Button is based on preexisting and tested solutions where the interplay between these preexisting solutions are connected through a new application. The innovation collaboration works with energy optimization in a new way that has not been used before in housing projects. The solution is expected to reduce energy consumption by 15%. As an example, a building with 172 apartments and an annual consumption of 1,810,000 kWh will have an annual saving of DKK 190,000 (25.427,89 EUR). In addition to annual energy consumption savings, the solution will also be able to alleviate the problems and costs of mold remediation - not just the financial costs but also the material costs and health issues, caused by mold. The resulting product can contribute to reduce the climate footprint from housing in the future.","a:4:{i:0;s:3:""190"";i:1;s:3:""211"";i:2;s:3:""619"";i:3;s:3:""613"";}","The innovation platform is one of its kind. The focus is on creating new sustainable solutions to address and solve complex social challenges. The platform is pooling an enormous local innovation capacity which includes cross-sectorial cooperation, involving civil society, private companies across industries, academia and public sector. The focus is on starting locally in order to make a change and from that be able to make an impact globally. All projects that originate from the innovation platform will be either triple or quadruple helix collaborations. The uniqueness of the platform is the innovation capacity sprung from real-life test platforms. These platforms allow all solutions to be executed and tested in a real environment and in a faster way, bringing them closer to an actual commercialisation and upscaling potential.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","CORO lab was created in 2015 and has for the past three years created COCONF, where more than 2.500 representatives from both private and public sector and over 2.500 students have been involved so far. The amount of members have increased as well as the different types of challenges. During the years some of the new sustainable solutions have turned into business and have developed new workplaces in the region. Students have turned their ideas into business, companies have developed new partnerships with academia and the municipality have found new solutions of societal challenges. CORO-lab moves on creating new sustainable solutions and aim to contribute to the UN Sustainable Development Goals, by turning them into practical and sustainable societal improvements.","The innovation platform aims to create solutions for a better tomorrow. CORO, Co-lab consists of + 40 members. The actors bring the relevant knowledge and expertise needed to each project and gives access to real-life test platforms as well as financing. Furthermore, members contribute with human resources in the projects. The outcome are cross-sectorial projects, shared with CORO, Co-lab, the municipality and the surroundings. All solutions are up scalable and replicable.","All solutions developed are generated from collaborations founded through the innovation platform, benefitting the society. The government benefits from the innovations by the economic impact. The companies enhance their innovation capacity and creates more workplaces. Researchers develop a closer relation to above actors. By building relations in crosscutting activities this can create new relevant and concrete projects through knowledge building and awareness.","The innovation platform has created a local symbiosis connecting stakeholders in order to solve the social challenges we are facing. The platform includes real-life testbeds/ platforms within all fields, accessing and making use of the whole area as a platform, such as engaging the housing cooperative, the town hall, schools, the festival etc. The platform is the only one in Denmark of its kind, as it covers the whole process from recognizing a challenge, bringing relevant knowledge to the table, establishing the partnerships, developing the solutions and through user-driven innovation testing on real-life test beds before bringing it to the market. Additionally, financial support is available through the whole process.
The impact of creating the Center for flood and cloudburst protection will reduce the economic cost from damages. The climate-box will develop healthy learning environments and the climate bottom is expected to reduce consumption by 15 %.","The concept of the innovation platform was initiated and formulated by the municipality. The momentum in continuing the engagement and keep building the innovative capacity can be a challenge, if the ownership is not shared among all stakeholders involved. The essence is that the innovation platform shall live on its own and that all actors are engaged and feel ownership of the platform and projects. Hence above we have managed to engage the capacity of the other actors and the ownerships has swapped.","In order to have an independent secretariat, the innovation platform is financed through membership fees. The platform is not for profit is governed by a democratic board selected by the members which shall represent a diverse type of members. The actors participating in the innovation platform are connected through an innovation secretariat which facilitates the processes within the projects. The team is independent and neutral with the only objective to connect the right decision-makers and manage and facilitate development projects. The team supports the projects by ensuring a focused project management where the vision outstands the individual agendas of the different actors. The key for success, which we have experience with, is when the challenge is anchored in a real challenge that only can be solved if all actors contribute to the process.","The innovation platform is based locally allowing the innovation capacity, and test-platforms to work in a symbiosis closely aligned. Thanks to the restricted size of the area, all actors have easy access one another´s knowledge as well as the test platforms. The innovation hub has gotten interest from other cities in DK and even abroad. The concept is scalable with adjustments based on what capacities that exist in the given city.
All Projects mentioned are scalable or replicable which is one of the preconditions.","The municipality was the key driver in creating CORO, Co-lab and is still part of the board as an equal member/actor. It involved all stakeholders to build the capacity needed and everybody helped in an open space innovation to set-up the different themes and address the needed solutions. This built the crosscutting activities, which has become part of the DNA in CORO, Co-lab. It is important to invest time and resources in order to build capacity and the set-up requires that all members can take part at a level playing field. Even though the municipality was part of founding CORO, Co-lab, they are not the key driver today.",,,"a:2:{i:0;s:5:""14581"";i:1;s:5:""17230"";}",,https://www.youtube.com/watch?v=qvRXEdiNXzQ,https://www.youtube.com/watch?v=KZDt6x4xmUU
2919,"GovTech Poland programme",https://oecd-opsi.org/innovations/govtech-poland-programme/,,"Office of The Prime Minister",Poland,central,"a:1:{i:0;s:12:""public_admin"";}","GovTech Poland programme ",https://govtech.gov.pl/en/main-page/,2017,"GovTech Poland is a completely new way of bringing innovations to the public sector. We have set out to define new procurement rules, set standards and build bridges between innovators and officials. Organising competitions, workshops, and introducing new digital solutions ourselves, our objective is to make the administration an agile, responsible partner for SME's and startups.","Imagine this: a public official identifies a problem, quickly fills in a form and soon after, thousands of innovators from all around the world can start working to solve it, leading to a fully workable and implemented solution only a few months later. No formalities involved - a simple idea-code-reward system that allows everyone to focus on what they do best and for small start-ups to compete with multi-billion corporations. The very idea to make government agile and bring the innovative spirit to the public administration was the founding principle of the GovTech Poland initiative.
The process, initially piloted in 2017 in the Tax Administration, started off with a small idea. The current procurement regulations were designed for large, experienced market players, proving a detriment to small companies with big ideas. We started off with the challenges presented at the largest stationary hackathon in Europe. The best were asked to further develop their solutions using the infrastructure the State can provide, and ended up with a solution that decreased the fraud rates by over 80%, all in a few months. The development from a 48-hour hackathon challenge to spectacular field results showed us that opening ourselves to these brilliant individuals and small businesses could bring astonishing results. All we needed was to further develop the process, bringing in the entire public sector.
This year, we are doing just that. Six ministries along with several local governments are participating in this year's edition, showing that the approach can work just as well for a central institution and the smallest municipality. All our partners are in constant need of digital solutions but have not had the expertise or market power to reach the worldwide community of innovators. In order to change it we have focused on five main goals:
- equal opportunities for innovators: ideas matter, not the organisation's size
- making government procurement simple and agile
- knowledge exchange: promoting the innovative spirit to the administration, and public involvement to the innovators
- opening the government to best market practices, making it an attractive business partner
- increasing the diversity of ideas, helping small institutions implement big projects
Challenge areas vary - from developing a learning image recognition software to combat traffickers, to a system allowing residents to report malfunctions of public infrastructure, or an algorithm for making emergency number operators more efficient. They have one thing in common - they all directly or indirectly benefit the community. Once the challenges are formulated, the GovTech team works with the institution, helping it to assess the challenge's viability, prepare the budget and legal documentation. Even at this earliest stage a number of companies of all sizes that normally work on similar projects are constantly consulted to make sure the challenge conforms to the highest industry standards. After that, the first stage begins. With adaptability in mind, we allow those with clear-cut ideas to go through the entire process online, but if someone wants to form a spontaneous team, it is possible during one of the largest hackathons in the world, where the event officially begins. After two weeks, the participants submit their ideas which, along with some small sample of the work to come, is evaluated by a jury composed of public officials and industry experts. The best win cash prizes and advance to the second stage, where the challenge sponsor hosts the participants for a week and creates an environment where they can perfect their initial submission using every resource available. After that, the winner is invited to implement his/her solution.There, the process is facilitated by professional staff, employing workflow improvement methods, such as scrum, design sprints, and milestone setting. The process is kept agile and makes use of a new type of contract design to combine transparency with efficiency. All that's left is for everyone to enjoy the fruits of their labour and use the experience for future initiatives.
Parallel to the legislative changes, we are working on expanding the initiative both in width, by involving more institutions and in-depth, by adding new components. We are working on introducing an acceleration program, to turn one contract into a lasting partnership, and a digital marketplace platform, where innovators can interact directly with institutions. While all that is in the works, a perhaps even more important process is occurring - officials are being trained in design thinking, openness and best market practices to build what GovTech (and administration) is really about- people working with each other to make something around us better.","a:17:{i:0;s:3:""181"";i:1;s:3:""178"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""320"";i:5;s:3:""612"";i:6;s:3:""260"";i:7;s:3:""302"";i:8;s:3:""305"";i:9;s:3:""613"";i:10;s:3:""615"";i:11;s:3:""617"";i:12;s:3:""316"";i:13;s:3:""616"";i:14;s:3:""354"";i:15;s:3:""213"";i:16;s:3:""335"";}","GovTech Poland changes:
- A procurement system that was only attractive to large corporations into one where a start-up can compete with a Forbes500 company. By keeping the documentation minimal and getting rid of prerequisites we are able to focus on the quality of an idea, not on the creator's market power, and thus become more start-up friendly.
- A cadre of career administrators into innovation-embracing officials. By constantly bringing them together with market professionals we ensure that the ideas take less time to diffuse from the market to the public sector.
- Small and local institutions into equal participants in the software procurement market. By hiring the winners to implement their ideas we ensure that even organisations with minimal IT staff can obtain working software solutions.
- A disintegrated, obscure process into one that is simple for all parties. We cover most legal, budgetary and logistical concerns, letting everyone focus on what they are best at.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","GovTech Poland is based on lessons learned from previous editions, but its new scale makes it a standalone project. As we want the process to keep expanding each year and the year doesn't grow along with our ideas, we are at present working on both making GovTech a success in its current form, as well as laying the groundwork for future editions.
On the first front, we have finished establishing the legal and technical framework of all the challenges and are now in the process of preparing the infrastructure and data to be used by participants. We are also using the feedback gained from meetings with innovators to polish the process before the first round kicks off.
On the second, we are now gathering experiences from other countries and stakeholders from previous editions and are designing the new legislative framework. Parallel to that, we are using qualitative and quantitative methods to design the acceleration scheme and the digital marketplace system for future editions.","The process is coordinated by the Office of the Prime Minister, to which the GovTech core team reports, but success would be impossible if not for the following:
- Challenge sponsors (local governments, ministries, administrative divisions), who volunteer to become the nation's innovation leaders.
- Foreign partners and consultants (CivTech Scotland, Finnish SITTRA)
- Small businesses who we work with and consult on the programme's shape
- Citizens and NGOs providing us with feedback","GovTech is a procurement scheme, so the ultimate beneficiaries are the participating institutions and the communities they serve. They provide challenges and mentors and indicate the results of the works already implemented.
This said, the other important actor is the administration as a whole, who benefit from a better public perception and exposition to market practices.
Finally, the participants (SMEs) themselves, who can now compete with the titans, and gain contracts and experience","So far, the first edition has produced a number of working solutions for the respective institutions. One application has decreased the tax fraud rate by over 80% in some markets, while others are vital tools in the administration's operations. All institutions that participated in the first edition chose to do so again this year.
In this year's edition we are hoping to achieve similar results, but with much more complex problems. Also, while previously some of the implementations were up to the Institution's existing personnel, this time we are hoping to have the winners implement their own proposals, giving them the contract, and experience and letting smaller institutions participate. We are also hoping even more institutions will choose to get involved with GovTech next year and that it will ingrain itself in the public perception.","Perhaps, it shouldn't be surprising that the largest challenge for a programme aimed at reforming the public administration was uncertainty. We decided to take the matter seriously and after a thorough examination, and a number of interviews and meetings have discovered that while the administration is full of people with brilliant ideas, they can sometimes feel uncertain about expressing them if they do not lie strictly within their narrow field of duty. We have thus taken it upon ourselves to tackle the matter by:
- setting clear responsibilities
- defining standards (communication tools, decisionmaking procedures etc.) and convincing others to use them
- conducting a series of workshops aimed at assertiveness and self-confidence
The perhaps best call we have made was to involve outside experts to show the officials the ""market"" way of setting internal relations. This gave everyone more confidence and resulted in a rise in confidence, efficiency and morale.","While our project involves setting legal and technical standards it is mostly about people and their involvement is the most critical factor in the entire undertaking. We have set out to build bridges between officials and innovators, but ultimately any bridge is useless if no one wants to use it. Luckily, we have met with constant enthusiasm on both sides and will continue to work to maintain this state.
Also, we are fortunate to maintain the confidence of the private sector and SMEs. Ultimately, they are the initiative's target audience and it is with them that we continue to consult all the challenges and practices implemented. Without them trusting us enough to share their methodology and strategy we would never know what can work and what to avoid.","From the very beginning, the programme has been designed to be built upon in the future. An idea used in one ministry spread on to four unaffiliated others and a number of municipalities and hopefully one day will encompass the entire administration.
Already we can see other institutions follow standards set by us - ranging from the armed forces, through hospitals, to railway networks. We have found that perhaps the most important part of our task was to set standards and convince others they just as appropriate as the old ones, but easier. The scalability isn't just formal, however - we also plan to launch our own acceleration scheme as well as a digital marketplace platform (2019). The latter will have all digital solutions used by the administration to be modified, by anyone in the world as they please and later enrich the market with their proposals. We are also talking with our international partners and providing them with advice on how to develop their initiatives further.","After working with over 500 officials in each of the 19 ministries and dozens of other departments, as well as an untold number of start-ups and small software houses, we have seen that one word was always key - responsibility. It was the lack of familiarity with the other world's expectations, causing everyone to remain in their niche, that was perhaps the projects' greatest foe. While the innovators always need clear answers to their doubts and questions, the long chain of command does not allow for efficient replies. Therefore the only condition we set for institutions willing to participate is to designate business owners and give them enough decisionmaking power to compensate for their vast responsibility. Of course this may create tensions within the team, however, we have learned that appointing people who will once become the solution's final user to make the key decisions regarding our requirements proved fruitful, and even the most diverse teams in terms of rank, social status, minority status and experience are able to work together given good guidance and an ear ready to listen to their concerns and needs.",,"a:4:{i:0;s:4:""4626"";i:1;s:4:""4627"";i:2;s:4:""4628"";i:3;s:4:""4629"";}","a:1:{i:0;s:4:""4030"";}",https://youtu.be/62OTqqRY2xU,https://www.youtube.com/watch?v=Mt7cfKlBrL4,https://youtu.be/bfmIvt-_LP4
2925,GreenCheck,https://oecd-opsi.org/innovations/greencheck/,,"VREG (Flemish Regulator of the Electricity and Gas Market)",Belgium,regional,"a:1:{i:0;s:7:""Energy "";}",GreenCheck,https://www.vreg.be/nl/controleren-hoe-groen-uw-stroom-groencheck,2018,"The energy regulator of Flanders, Belgium, has launched a new interactive online tool, ‘GreenCheck 2.0’, allowing each citizen and company to check the characteristics of the electricity supplied to their home, such as the percentage of renewables, the country of origin and the energy source.
This way, the government caters to the increasing demand for green contracts, the need for transparency from suppliers and the government, while overall empowering the liberalization of the energy market.","Consumers are growing more concerned about climate change and their carbon footprint. One direct way for citizens to close the gap between environmental concern and consumer action is by choosing a green electricity contract. As the energy regulator for Flanders, one of VREG's tasks is overseeing the market and trade of green energy. To be able to sell electricity from renewable resources, energy suppliers are legally required in Belgium - as in most European countries - to hand in guarantees of origin. These guarantees of origin are a form of proof stating the country of production and the technology used and must be handed in to the regulator and cancelled based on the volume of supplied electricity on a monthly basis.
Together with the growing interest in green electricity, there is also a the customer's concern about whether the supplied energy is really green, show various surveys conducted by VREG and others. While it is one of the core tasks of the government through VREG to oversee the domestic and international trade of the guarantees of origin and their cancellation by the suppliers, the other is communicating the findings to the public. The general fuel mix of each supplier is calculated yearly by VREG and is a mandatory section on the energy invoices. However, registration of the individual contracts of each citizen and checking one by one whether the contractual guarantees concerning the percentage renewables are fulfilled, is not technically nor practically feasible - although of great societal relevance.
To counter effectively and efficiently the challenges of the 21st century, such as this one, the public service must explore new and more agile models and methodologies to perform its tasks and meet the changing needs of citizens in complex environments. In response to this, the VREG together with the Flemish Minister of Energy, launched a tool, the GreenCheck (1.0), in 2012 as a means to inform citizens, enterprises and local governments about their electricity consumption. It provided proof of the percentage of green (=renewable) or grey (=nuclear or fossil) character of the electricity supplied per individual customer, accessible by inserting the connection point number online on the VREG-website.
In recent years, the interest and concern of the customer has expanded beyond the scope of the first version and the need for a second GreenCheck arised. The objectives of the GreenCheck 2.0 launched in 2018 were three-fold:
1) Provide more information: include data on the country of origin and type of energy source;
2) Use the citizen generated results as a means to control and regulate the electricity suppliers;
3) Enhance the liberalization of the energy market by leveling the playing field.
Technically, the tool functions by following a four-step process:
1) The suppliers report to VREG on a monthly basis the customers with a green contract;
2) The VREG passes these lists on to the distribution grid operators who add the volume of electricity consumed per connection point;
3) Based on the volumes, VREG calculates the quota per supplier and per commercial product of guarantees of origin that need to be cancelled;
4) VREG performs initial checks and publishes the results of the characteristics of the cancelled guarantees of origin online through the GreenCheck tool.
In essence, the GreenCheck 2.0 is successful in innovating the way energy regulation works and combining multiple purposes by creating a methodology that steps away from the 'central government'-system and implements a decentralized citizen powered framework. The tool serves a purpose to citizens by informing them objectively about the electricity they consumed and secondly serves a purpose to the government in its task to regulate which otherwise could not have been performed. If citizens find inaccuracies between the GreenCheck and their contract, they can contact VREG who will impose disciplinary actions on the suppliers. This has already happened on multiple occasions and, only shortly after launching the tool, also on a very large scale and to a major supplier.
Citizens in turn are more informed and can make more conscious choices when choosing a supplier. This fact-check system also demands fair play in the liberalized energy market and even sparks innovation as well, for example in emerging suppliers that use the characteristics of the electricity as the core of their business plan.","a:6:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""210"";i:4;s:3:""302"";i:5;s:3:""621"";}","The GreenCheck 2.0 is a citizen empowered tool used to perform an import governmental regulatory task which would otherwise be impossible to perform by using traditional methodologies. As the regulator VREG, we already have some informational tools available for citizens to compare prices of contracts, the service level of energy suppliers etc. but the GreenCheck 2.0 tool is innovative in the way that it simultaneously informs citizens as well as puts the initiative for the regulation of the energy market in their hands with important results of common interest. It is/was the first of its kind in Europe and belongs to the group of methodologies and innovations that will permit governments to tackle 21st century challenges and support sustainable development; a group that will only grow in importance in the upcoming years. The principal characteristic of these innovations as well as the GreenCheck is decentralization of the main constraint from a central government to its citizens.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","As of September 2018, the tool has been launched for four months and is at the stages of evaluation and diffusing lessons. The evaluation of the project is conducted focusing on both a goal orientation and technical level.
On the level of evaluating if the goals set have been achieved, we are consolidating our own internal evaluation with feedback from different stakeholders and using it to look forward and keep pushing the boundaries of innovation, namely as input for a potential new version of the tool in the future. As an example: the tool now shows the country of origin of the electricity supplied but in the European framework of local energy supply, we would like to add more detail by providing a map based on the (Flemish) zip codes of the renewable production devices.
On the technical level, the last kinks in the technical and IT processes are/have been sorted out to ensure the tool delivers what had been set out to every and all users.","In 2015, VREG organised a workshop on energy disclosure, with national and international participants from a broad range of stakeholders: small and large suppliers, international NGOs, energy traders, consumer organisations etc. and the conclusions were publicly consulted first in 2016 before consolidation into an official proposal to the government.
One of these conclusions formed the basis to start upgrading the GreenCheck (only showing green/grey electricity supplied) in 2017.","Citizens are empowered by the ability to easily check contractual promises and quickly act upon inconsistencies by filing a complaint to their supplier/VREG. For companies, the tool evens the playing field for energy suppliers since promises made in contracts can be verified, encouraging fair competition. City governments organize so-called 'group purchases' for green energy contracts, negotiating better prices for their inhabitants while contributing to the city's environmental goals.","We have noticed a positive effect of the outcomes of the GreenCheck-tool on all users, stakeholders and beneficiaries.
Two of the major achievements include reprimanding one of the major energy suppliers in Belgium and enhancing the liberalization of the energy market by creating room for new innovators. First, through complaints of users of the GreenCheck users who compared their contract with the results online, it was revealed that one of the largest electricity suppliers in Belgium does not supply green energy to their customers when contractually promised so - on a large and consistent scale.
Second, a start-up, new electricity supplier in Flanders has a business model relying on the GreenCheck 2.0 (very specific promises about the production devices and energy sources) because its contractual promises can only be demonstrated by using the GreenCheck 2.0, as an objective, quick and easy tool.
Lastly, the tool overall strengthens the execution of the regulatory tasks of VREG.","The development of the tool faced challenges that were mostly relating to IT. Since the GreenCheck is an online tool and heavily relying on information flow between different parties, adequately aligning those IT-systems as well as developing a new interface tool, proved to be a coordination challenge. In a next phase, running tests and working out the last details and kinks, also took more time that planned and caused some delays. One currently still ongoing challenge is including more detailed disciplinary measures taken based on the results of the GreenCheck into legislation.","For the implementation of GreenCheck 2.0, the conditions essential for success were threefold: societal relevance, cooperation from supporting services and legal regulations.
Seeing the cost (borne by a tax-funded public sector organization), the number of parties involved for information supply, and substantial work load of all parties, societal relevance is crucial and this project fits into the growing environmental concern of the modal citizen. The societal relevance served in its turn as a basis for leadership and policy interest. Second, cooperation from the distribution grid operators who supply necessary information such as consumption data as well as well-performing IT-services are indispensable. Lastly, embedding the projects foundations into the law, makes for a robust framework where all parties cannot escape their responsibilities which ensures longevity of the project.","The first version of the GreenCheck, which simply showed the percentage of renewables per connection point, has been replicated by the other Belgian energy regulators (for the Brussels Capital Region and Wallonia).
Some European countries such as Germany and Finland have shown interest in replicating the GreenCheck 2.0 in the near future. Since most European countries have a renewable energy regulation also connected to the scheme of the Association of Issuing Bodies (AIB) (which forms the technical input for the GreenCheck), all of AIB's Member States can in fact highly benefit from replicating the GreenCheck. Simply put, since the electricity grid in Europe is fully interconnected and synchronous, all connected countries and their citizens can only benefit from a collective checking mechanism.
Lastly, any public authority that is tasked with regulating individual contractual promises can profit from such a citizen empowered tool.","The GreenCheck 2.0 gave the VREG the possibility to execute the important regulatory task of the verification of the origin of green energy per customer, which would not have been possible using traditional governing methodologies. The results of the implementation taught us that this citizen empowerment methodology firstly achieved the goals that had been set out in terms of verifying contractual agreements of electricity suppliers, promoting the consumption of green energy and enhancing the liberalization of the energy market.
Discovering disappointment of citizens on a large scale by one of the major energy suppliers clearly showcased the GreenCheck's purpose. But secondly, and maybe even more important: this new approach to activate citizens as partners by putting them at the center, helped to promote government transparency. It turned out the be the ideal innovation to allow collaboration with those who have most stake in a policy and program's outcome and highly increased the responsiveness to contextual needs. Online tools are already commonly used for multiple purposes: informational, commercial, for entertainment, etc., but in the case of GreenCheck 2.0 it is used for both informative purposes towards citizens as well as simultaneously regulatory purposes in a public sector environment. Hence, it only was motivating to see the positive results fairly quickly and an inspiration to think ahead about new features of the GreenCheck as well as other subjects and tasks that could benefit from this approach.",,"a:6:{i:0;s:4:""3850"";i:1;s:4:""3865"";i:2;s:4:""3856"";i:3;s:4:""3867"";i:4;s:4:""3870"";i:5;s:4:""3872"";}",,,,
2935,"#Blockchain4EU: Blockchain for Industrial Transformations",https://oecd-opsi.org/innovations/blockchain4eu-blockchain-for-industrial-transformations/,,"European Commission, Joint Research Centre",Belgium,other,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:7:""science"";}","#Blockchain4EU: Blockchain for Industrial Transformations",https://blogs.ec.europa.eu/eupolicylab/blockchain4eu/,2018,"The European Commission led #Blockchain4EU as a forward-looking exploration of existing, emerging and potential Blockchain and other DLTs (Distributed Ledger Technologies) applications for industrial sectors. Through an experimental and participatory approach, this project allowed first to come up with an overview of promising applications across industries, and second to co-design five prototypes that physically showcase how Blockchain could be applied in the near future.","The project was led from 2017/03 to 2018/05 by the EU Policy Lab / Foresight, Behavioural Insights and Design for Policy Unit of the JRC (Joint Research Centre) in collaboration with DG GROW (Directorate-General for Internal Market, Industry, Entrepreneurship & SMEs). Its main goals were to:
- Map key challenges and opportunities of Blockchain based applications in nine industrial sectors;
- Explore future scenarios of production, distribution and use via collaborative design models;
- Identify regulatory, funding and other policy options considering development and/or uptake.
Grounded on EU Policy Lab's experimental and transdisciplinary approach in support to policy, the project merged concepts and methods from science and technology studies, foresight and horizon scanning, and generative and speculative design. Furthermore, it combined desk research, surveys, interviews and multi-sited ethnographic explorations, with a strong participatory framework focused on multi-stakeholder engagement and translated into three key co-creation workshops.
Workshop A was dedicated to the mapping of collective visions around Blockchain industrial applications, within a comprehensive overview of their policy, economic, social, technological, legal and environmental (PESTLE) dimensions. Workshop B was centred on the material exploration of near future scenarios through the co-creation of speculative prototypes which could illustrate Blockchain applications for five specific sectors. And last, Workshop C moved into broader discussions on policy strategies for digitisation of industry and businesses, with focus on SME innovation.
Throughout the whole project, multi-level stakeholder engagement strategies were successful in bringing together big and small, private and public actors already involved, potentially interested in, or working in sectors that may be impacted by Blockchain and other DLTs. These strategies were marked by sustained efforts to create the conditions for collaborative work between often conflicting views, while also opening up policy to non-traditional players.
Developers and designers, social, economic and legal researchers, entrepreneurs, industry and business representatives, civil society organisations, think-tanks and policy-makers from several levels of governance, were able to offer us a balanced outlook on the issues at play. Such diversity of backgrounds and expertise was central in building the comprehensive view of Blockchain put forward in our evidence-based policy advice frameworks. Additionally, the projects outputs were also modularly designed and tailored from start to end with all these audiences' stakes and goals in mind.
#Blockchain4EU main outputs were aggregated in a final report. It includes key insights for industry and strategic recommendations for policy following DG GROW's priorities, which are now also being appropriated by other EU sectorial services handling trade, taxation, intellectual property, etc.
A core part of these outputs are five speculative design prototypes co-created from our first workshop onwards to trigger and better inform policy makers' views on how Blockchain and other DLTs could be materialised and applied in near futures:
- Bloodchain (transports and logistics): an assets management system designed to deal with multiple points and actors in supply and demand chains for the collection and transport of blood and other sensitive biological materials.
- Vantage Point (advanced manufacturing): a platform tackling data sharing, interoperability and integrity in manufacturing systems by storing products' digital twins and offering distinct information based on specific information needs.
- Care AI (health): a device providing access to basic healthcare in exchange of anonymised personal health data, afterwards connected through smart contracts to a data marketplace for third party public and private entities.
- Gigbliss (energy): an IoT suite offering three models of the same hairdryer, AUTO, BALANCE and PLUS, linked to three distinct socio-economic models of energy consumption, management and trading.
- Gossip Chain (creative industries): a service allowing anyone to submit rumours to a localised Blockchain, and later combining people's reputation and prediction markets to assess and register the information value and reliability.
These five objects became compelling entry points in policy to Blockchain and other DLTs, offering a tangible understanding of how these technologies could work, in which scenarios they could exist, how they could solve or pose specific problems, or even how they would impact other societal dimensions. They are now fully available not only to policy makers at EU, national and local levels, but also to stakeholders from businesses, industries, labour organisations and academia, attentive to potential applications of Blockchain and other DLTs.","a:10:{i:0;s:3:""162"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:3:""217"";i:4;s:3:""257"";i:5;s:3:""317"";i:6;s:3:""303"";i:7;s:3:""184"";i:8;s:3:""876"";i:9;s:3:""623"";}","#Blockchain4EU stands out in its innovative support to policy-making due to:
- Combination of traditional primary and secondary research with experimental and transdisciplinary methods, which opens up often constrained field of possibilities for outputs in evidence-based policy advice in EU institutions;
- Promotion of participatory and anticipation policy cultures, which counters late engagement with smaller pools of relevant or affected parties, and standard 'wait-and-see' attitudes when faced with early-stage technologies;
- Focus on collaborative activities to engage internal and external stakeholders, which allowed exploration of wider collective visions considering policy, economic, social, legal and environmental dimensions;
- Use of speculative design and prototyping for policy, in particular the co-creation of tangible fictional artefacts or materially grounded outputs, which act as catalysts for triggering discussions aimed at enhanced forward-looking decision making.
","a:2:{i:0;s:16:""generating_ideas"";i:1;s:9:""diffusing"";}","#Blockchain4EU outputs (prototypes as main triggers) are now being presented via several channels. The team is conducting strong engagement and follow-ups not only with Commission services and other EU institutions, but also with external stakeholders from industry and SMEs to research and CSOs.
Key recommendations and insights are being taken specifically by DG GROW for upcoming policy initiatives. This includes potential funding in the next EU Multiannual Financial Framework (MFF). DG GROW is also defining possible policy developments in selected sectors grounded on the project's collaborative vision building.
New explorations at the intersection of policy, industry and businesses are previewed with the same experimental frame. As a spin-off, the EU Policy Lab in collaboration with DG CNECT and with the support of the European Parliament, is leading a pilot project on the co-creation of a European ecosystem of organisations working on DLTs for social and public good.","#Blockchain4EU was led by JRC's EU Policy Lab with DG GROW support. A Community of Practice of around 100 participants from Commission services was created and managed via an online platform and multilateral face-to-face meetings, offering constant feedback and channels for exploitation of outputs. The project also benefited from collaborations with supranational institutions as the European Parliament via its Science and Technology Options Assessment Panel, or UNDP via its Innovation Facility.","Through co-creation and research activities, the project engaged a community of more than 250 external stakeholders working or interested in Blockchain including: companies, entrepreneurs, and labour representatives; technical experts, developers and designers; social, economic and legal researchers; CSOs and think-tanks; and public administration at city, regional, national and supranational levels. Secondary outreach also privileged this community and their potential use of outputs.","#Blockchain4EU presented its outputs at a high-level event in Commission's headquarters (May 2018), followed by internal session at European Political Strategy Centre (EPSC), Commission's in-house think tank (June 2018).
At Commission level, insights were already applied in H2020 Call ‘Blockchain and DLTs for SMEs’ to promote financial support to SMEs for application development. Also, the Communication 'A balanced IP enforcement system responding to today's societal challenges' recognised the project's outputs for policy analysis on how Blockchain can strengthen Supply Chains transparency and IPR protection.
At the European Parliament level, the resolution 'DLTs and Blockchains: Building Trust with Disintermediation' acknowledged the value of #Blockchain4EU as foresight framework to assess potential opportunities and challenges of Blockchain in support of decision makers.
Future policy exploitation of results is now being planned at EU level on Trade and Advanced Manufacturing.","Continuous stakeholder engagement was often challenging over differences in availability and goals. Tailored communication with distinct parties and management of expectations was crucial. In addition community building through platforms as Slack or Linkedin was not entirely successful on similar grounds, being later replaced by multilateral emails, blogposts and social media dissemination.
Co-creating with a diverse set of stakeholders also required added efforts, frequently due to variances in terminology/frameworks, professional/disciplinary expertise and/or organisational backgrounds. A robust participatory framework with sound collaborative techniques was key to minimize friction and achieve shared ownership.
The project attempted to embrace diversity in gender, geographies, and institutional representativeness, which proved difficult in a highly technological context. Attaining balance required additional time and preparation, particularly in selecting stakeholders for events.","Multi-stakeholder engagement is key at every step. We need, however, to create places where stakeholders are not only central, but where their inputs are effectively absorbed. Achieving this requires a transparent implementation of tested participatory approaches, which in turn need adequate resource allocation, time and planning. Moreover, choosing the best methods for the task at hand is critical. Mixing and adapting existing tools may work better for engaging than pushing new experimentation at all costs.
Policy Labs as ours stand out as connectors between private, public and hybrid actors, able to aggregate diverse insights and goals for outputs suited to the success of projects as #Blockchain4EU. Bringing stakeholders in and setting up external partnerships stimulates wider impact. Even so, it's crucial to encourage cross fertilisation, adoption of experimental methods, and capacity building in internal services so they can incorporate the broader inputs of such projects.","The EU Policy Lab experimental and transdisciplinary approach in support to policy, and particularly #Blockchain4EU combination of science and technology studies, foresight and horizon scanning, and generative and speculative design, could be replicated in other policy contexts when looking at potential developments of early-stage technologies.
At a practical level, all prototypes and respective design and coding elements were made available by the EU Policy Lab to the general public, under EU Public Licence (EUPL), and where not applicable, under a Creative Commons Attribution-Share Alike 4.0 International (CC BY-SA 4.0).
As a direct follow-up, engaged start-ups Ideas for Change and Materiom are already taking forward developments of prototypes 'Care AI' and 'Vantage Point', within their strategies for better data sharing and decentralization with focus on citizens, SMEs, and public administration.","#Blockchain4EU was able to push the frontiers of what's common practice in policy when looking into early-stage technologies. The project showcased how a multi-stakeholder approach in an evidence-based framework can benefit policy making through processes that are simultaneously robust and experimental in their delivery and impact. Key lessons learned:
- An anticipatory and forward-looking approach is a demanding exercise for many internal and external stakeholders. From developers and entrepreneurs, to business representatives and policy-makers, most of their time is spent dealing with immediate tasks and operations. However, the use of transdisciplinary futures and foresight methods, ranging from future vision building to co-creation of physical prototypes, can foster the right mind-set.
- Collaborative environments in which stakeholders are able to work together with different backgrounds and experiences are crucial. A sound planning and execution of a participatory approach needs to be in place from start to end throughout all stages of a project. A multi-stakeholder process relies on enough time and resources for iterations in order to test preliminary outcomes and produce final outputs.
- The use of speculative design and prototyping is valuable in a policy context to trigger wider discussions with the purpose of improving forward-looking decision making. Moreover, co-creating tangible fictional artefacts with a diverse set of stakeholders provides wide-ranging future visions that cover at the same time policy, economic, social, legal and environmental dimensions.
- Evidence-based framework for policy advice can benefit from a modular approach for outputs, that is, designing and tailoring key processes and results to different parties. An effective communication can include not only standard written outputs such as reports, but also physical prototypes and multimedia materials for exhibition and interaction (see videos and additional materials).
","The project was coordinated at the Joint Research Centre (JRC) EU Policy Lab by Susana Nascimento, Alexandre Pólvora and Joana Sousa Lourenço.
JRC is the European Commission’s in-house science and knowledge service, with a mandate to provide EU policies with independent, evidence based scientific and technical support throughout the whole policy cycle. It aims to anticipate emerging issues that need to be addressed at EU level and understand its policy contexts; creates, manages and makes sense of knowledge; and develops innovative tools to make such knowledge available and useful for policy making.
The JRC's EU Policy Lab / Foresight, Behavioural Insights and Design for Policy Unit encompasses both an innovative way of conducting research, and a collaborative and experimental space that makes use of a wide transdisciplinary toolbox to envision, connect and prototype solutions for better policies, with strong focus on citizen-centric frameworks and stakeholder engagement.","a:16:{i:0;s:4:""4547"";i:1;s:4:""4526"";i:2;s:4:""4527"";i:3;s:4:""4528"";i:4;s:4:""4531"";i:5;s:4:""4532"";i:6;s:4:""4533"";i:7;s:4:""4534"";i:8;s:4:""4535"";i:9;s:4:""4536"";i:10;s:4:""4537"";i:11;s:4:""4540"";i:12;s:4:""4541"";i:13;s:4:""4542"";i:14;s:4:""4543"";i:15;s:4:""4544"";}","a:5:{i:0;s:4:""4458"";i:1;s:4:""4523"";i:2;s:4:""4522"";i:3;s:4:""4521"";i:4;s:4:""4520"";}",,https://www.youtube.com/playlist?list=PL0YSnPcV75Q2aYtr0865nQ5OOqhUAnJgj,
2943,"Scalable technology for inclusive decision making",https://oecd-opsi.org/innovations/scalable-technology-for-inclusive-decision-making/,,Insights.US,Israel,central,"a:1:{i:0;s:12:""public_admin"";}","Scalable technology for inclusive decision making ",https://www.insights.us/,2011,"Insights.US is a tool that helps governments and cities obtain insights directly from their stakeholders, and update participants on their personal impact on the final decisions. This method makes the public be more engaged in the outcome of public governance.","Insights.US addresses a key challenge that every public sector leader faces at some point: one cannot make decisions alone. We will never have conclusive evidence on the best approaches to take, as the problems we all face are complex – otherwise somebody would have solved them already. Furthermore, we need the support of many partners for the delivery of any significant change, from accountants to stakeholders. Governments and cities all over the world invest millions of dollars and thousands of hours in roundtables, one-on-one calls and media work. But we can hardly make everyone a partner: roundtables are limited in size, and media can't really help us listen.
To address this problem, Insights.US aims to give greater voice to the public through online consultations. Learning the challenge from within (at the Israeli Prime Minister's Office and at the OECD Public Governance Committee), it became clear that we need a new tool to enable governments and cities to collect advice, turn it into bottom-line insights, and update each participant on his/her personal impact on the decisions. Unlike expensive consultants, this tool might be ""below the threshold"", to enable a micro-purchase without a long procurement process. Hence, every manager should be able to create a question, invite stakeholders and manage the project himself/herself. That's what we developed at Inisghts.US: a scalable, self-service platform for inclusive decision making.
Two of the key features that make the platform unique are the analysis of free text responses for up to thousands of answers and the personal feedback loop which informs each stakeholder of their contribution to the decisions.","a:10:{i:0;s:3:""181"";i:1;s:3:""147"";i:2;s:3:""190"";i:3;s:3:""210"";i:4;s:3:""257"";i:5;s:3:""260"";i:6;s:3:""302"";i:7;s:3:""613"";i:8;s:3:""617"";i:9;s:3:""354"";}","There are three pioneering features that do not exist in other technologies or in offline roundtables:
1. Personal updates on impact – we keep the participants in the loop with automatic impact updates, which inform them of their contribution to your decisions. Including the audience in the process helps the public sector avoid mistakes and creates sustainable change.
2. The bottom line - our algorithm does the job of wading through tons of responses on behalf of the public sector innovator. It integrates natural language processing (NLP) technologies with simple, analytical tasks done by users. At the end, the government reviews the final insights.
3. The insights are both offline and online, through email, SMS, social networks, or round tables. This generates insightful advice – online, offline, and mobile.","a:1:{i:0;s:10:""evaluation"";}","Insights' platform already helped 300+ organizations to get insights on over 600 public challenges from 525k stakeholders. 82% of the decisions already changed after using Insights.US.
After we've seen all countries face the same challenge, and there are no good solutions, an initial idea started to develop. We started working with the first international clients, such as Austin, Texas and MedStar. We recently launched our self-service version, so that every government agency or every city can launch a consulting website in minutes, and get professional insights from his/her stakeholders in two weeks.
Insights.US has expanded and now has offices in Tel Aviv, Washington DC and Berlin.","We had 71 paying clients along the way (as well as other organizations using our tool without paying). Each and every one of them helped us understand what works, and how we can improve the likelihood of providing value to decision makers.","The beneficiaries have been 300+ organizations, working on 600+ projects with 1,500 administrators, and decision-makers, with 525,000 participants in consulting projects.","We have a very clear outcome, which we measure in every project: whether the insights changed the original decisions the organization was about to take. We measure that based on the objective assessment of our success managers (who are working with the decision makers directly) and the subjective assessment of the decision makers themselves. 82% of the decisions made after using Insights.US changed.
Over the last 6 years, we have been developing and implementing our tool in national decision making processes. We have worked with 4 governments (US, Germany, Austria and Israel) and dozens of cites (Austin, Berlin, Jerusalem, Tel Aviv and many others).
Our platform helped 200+ organizations lead 600 consulting projects with 525 000 participants. After we launched our self-service version, it enabled government agencies and cities to create their consulting site and manage the entire flow by themselves. This has proved both a popular and empowering tool for decision makers.","Many decision makers believe they really know everything. Some would reach out to their stakeholders and ask for advice - without willingness to change anything. We try not to work with these types of decision makers.","After we developed the product, the key barrier has to do with marketing. Building an operation of marketing to the public sector requires a significant investment. Many officials are happy to keep the status quo and the key to changing that is to help them realize the enormous potential they can gain from using a technology such as ours, as well as the simplicity of use for all involved.","We replicated it 600 times, and we see a natural potential to scale at an even larger level.","Changing government is the toughest challenge of all. Therefore we need to understand how government works in order to disrupt it (for instance, with regard to procurement). Coming with a good product is not enough. Another lesson has to do with people: there are very few people who are willing to put the continuous effort required.",,,,https://www.youtube.com/watch?v=Klbta6HlnJI,,
2964,"The Innovation Guide – supporting public sector development based on user needs",https://oecd-opsi.org/innovations/the-innovation-guide-supporting-public-sector-development-based-on-user-needs-2/,,"Swedish Association of Local Authorities and Regions (SALAR)",Sweden,other,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","The Innovation Guide – supporting public sector development based on user needs",http://www.innovationsguiden.se,2015,"The Innovation Guide is an innovation lab for learning and doing within SALAR (the Swedish Association of Local Authorities and Regions) a national members and employers’ organisation for local government in Sweden. The mission is to support public organisations who want to strengthen their employees' innovation skills and create new and better public services based on user needs. Through our unique support model with coaches all around the country we build capacity within the public sector to work user-centered through service design.","The mission of the Innovation Guide is to support public organisations who want to strengthen their employees' innovation skills and create new and better public services based on user needs. We started as a pilot in the fall of 2015, and has since become a permanent lab for learning within SALAR. As demand for our services has increased drastically we continuously adapt and adjust our offer to better answer to SALAR’s member’s needs. At the beginning of 2015 we had three important conditions to consider when developing our support:
1. be easily scalable and not involve excessive costs in the form of process support etc.
2. lead to concrete results within a reasonable period of time.
3. encourage a more innovative culture within participating organisations.
In order to develop a model and methods for service design processes adapted to the Swedish public sector we carried out a pre-study. We did an overview of existing knowledge and experiences regarding the mechanisms of development, improvement work and how innovation work can be supported. We also looked at different ways of teaching design thinking, as well as different practices for spreading knowledge to a larger audience. Through the pre-study we identified an increasing demand for practical tools and guidance, so we decided to launch a prototype pilot programme to test a model and setup hands-on.
In the pilot we could work iteratively and continue to develop processes and tools, together with the participating teams. The pilot was run with ten innovation teams, each consisting of 4-7 people from different municipalities/county councils, that signed up to test the model and outline of the development programme by working with their own chosen challenge during 8 months. Before, during and after the programme, project managers were interviewed about what type of support they needed in order to work independently with their projects. We then tested a web-based support platform complemented by training through workshops and coaching.
The support model is centred around a step-by-step guide through a development process consisting of six step - Define, Explore, Focus, Ideate, Prototype, Realise - based on user-driven innovation and service design.
Our offer today consists of:
1. A digital platform with step-by-step instructions, templates and films, freely available for all participants in our programme and courses, as well as anyone else who wishes to use it.
2. Development programmes. Participating teams work with their own challenge during 8 months and receive our support throughout the entire process. Each team is assigned a coach with knowledge of the service design methodology that can guide them and be used as a sounding board.
3. Crash courses in service design (2 days) designed for public servants/employees wishing to learn more about service design as a means to work with user-centred development in their organisation. Participants go through all 6 steps in the process with a fictive case.
4. Service Design for Politicians and Leaders. A brief introductory course that works as an eye opener. The course came to fruition after we saw the difficulties our teams have when their leaders/politicians lack an understanding of the process they were going through and the methods they were using.
Our development programme also entails a need for a network of coaches with service design experience. We have therefore conducted a number of coach training courses, to ensure coach capacity and quality. The network today consists of 55 coaches working within the public sector around the country who are able to coach teams throughout our model, either inside a development programme or in independently run projects.
The possibility for our members to learn the service design process by tackling a real life challenge has been a widely successful method to inspire a more long term change in the participants’ mindset, to make them want to keep developing the services together with their users. This spreading of design thinking in the development and delivery of public services is perhaps what we see as the greatest benefit for the customer and their users. Even though the solutions that are developed are of great value to the users, the learning process of the teams can make an even greater impact in the long run. Since the support is designed as training and education, as well as a comprehensive digital support, members can use it in the way that suits them best. Through us, our members get access to a working method that creates value and engagement for their organisation, their employees AND their users. Our development programme, courses and easily accessible materials and concrete tools make it easy to involve employees at various levels in development work to start working together with citizens to create better services.","a:8:{i:0;s:3:""181"";i:1;s:3:""623"";i:2;s:3:""613"";i:3;s:3:""615"";i:4;s:3:""617"";i:5;s:3:""618"";i:6;s:3:""335"";i:7;s:3:""354"";}","Previously, SALAR has tested support for service design by purchasing consulting services. Despite very good results, this was considered too expensive and did not contribute to organizational learning. With the Innovation Guide we have created a sought-after support that addresses those issues, and we see examples everyday of how it helps to develop better public services around the country. It also helps to spread service design as a go-to approach for development work. Today around 130 teams (700 people) have participated in our development program, from close to 100 different municipalities, regions, and national organisations from the public sector. The combination of a network of coaches/experts, digital support and physical meetings has led to a unique model that reaches out to many of SALAR's 310 member organizations (municipalities and regions) in the public sector.","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","To understand what support our users (mainly public sector servants) need, we work in an iterative process, repeating the steps understand – test – evaluate. By doing so we make sure that our support continues to work and be relevant in a public sector context and that it fosters the results and mindset we are aiming for. Our focus going forward is how to best scale and deliver our support. By making more of our services available through digital channels we can grow beyond our own physical limitations, as well as support members who are limited by geography and/or financial means to participate in IRL programmes and courses. We also see a need to make our support more accessible and easy to use and spread in our users' own organisations. This scaling and spreading is crucial for us to reach our long term goal – to make service design a natural part of public sector development work, and we need to approach this on different levels.","In the development process we have involved co-creators from municipalities, county councils and regions, they have in turn involved citizens in pilots and subsequent projects. We have also cooperated with the Industrial Design Foundation (SVID) for their expertise in service design. For digital support, communication, films and templates, we have collaborated with several smaller companies. Funding in the startup phase has been provided by Ministry of Social Affairs and the agency Vinnova.","The growing interest for service design in general has gone hand in hand with our way of supporting user-driven innovation. This is also happening outside our member base, within government agencies and private actors. This shows the potential for our support tools to be used by a wider audience. Our project is definitely contributing to a growing buzz around service design and service development based on user needs in Sweden.","Since 2016, around 130 teams (700 people) have participated in our development programme, from close to 100 different municipalities, regions, and national organisations from the public sector. 220 people have participated in our crash course in service design. We have created a sought-after service for our our members, and we see examples everyday of how it helps develop better public services around the country as well as spreading service design as a go-to approach for development work. By making more of our services available through digital channels we can grow beyond our own physical limitations. By developing a “train the trainer”-course we empower our more mature users (this group is growing rapidly) to implement user driven innovation within their existing structures, and to some extent to lobby for changes needed in those structures.","The public sector often has bad experiences of consultants who speak ""design"" and use foreign private sector examples that are difficult to relate to. Therefore we make sure all material is in Swedish, adjust and simplify vocabulary, use metaphors that are relatable and present real examples from the public sector. Development work almost always take place parallel to other work and the participants may not have much time to set aside for it. Therefore we present a simple process to follow and hold on to, with ""bridges"" so the groups easily know if they can move on to the next step or not. By including simple templates for each step, you can always start where you left off. Many people find it difficult to ""bring home"" theory and put it into practice. Therefore we include training days with a lot of learning by doing, where you can try methods and exercises before you do it “at home”. The groups also get practical templates that are engaging and easy to use.","By acquiring a deep understanding of what our members/users need and want we have given ourselves a high degree of freedom to test different ways of offering our service and support. In the startup phase, we were lucky to find a financier willing to invest in this “risky” development process of trial and error. At the same time, it was necessary to seek expertise in other sectors that could contribute to development. Throughout the process, communication with customers and clients has been important, especially when working with methods and concepts that are relatively unknown to senior management. The location of the project within SALAR has provided legitimacy during the fragile development process. Through SALAR's network and communication channels, awareness and interest in the project has been strengthened. Another key success factor is the strong belief within our team that public services can be so much better if they are built on the knowledge and demands from citizens.","Some member organisations have started to use our support tools independently, creating their own courses and development programmes around it. Some have even introduced policies to always use our model or a service design perspective in all development projects. We are even being contacted for advice from members who wish to begin public procurement processes with service design agencies. There are also several examples of government agencies that either build their user-driven innovation methods on our model or request support in their own development work. In our own organisation, collaborative projects are run with other business areas that apply the Innovation Guide in their development work, for example in the field of cultural education, childbirth care and local business development.","With regards to the development of our support in the Innovation Guide, these are some of our insights:
1. Many of the teams were not only new to development work, but also to working within projects, team work, scheduling etc. Therefore we added a team block during training day, with associated method templates and tools: “stinky fish-happy turtle” (to acknowledge fears/hopes), team rules, planning templates etc.
2. Our users have very different backgrounds and experiences, many are beginner an need for support varies. Therefore we developed various types of support. Our digital platform can be used independently by those with more experience. Beginners are offered “hand holding”, training and coaching throughout the development process.
3. Many teams experienced a lack of mandate and assigned time to work with their challenge. Therefore leadership training was included during training days, as a parallel “track”, focusing on getting the leaders to pave the way for the teams in their own organisations.
4. Initial directives from management can hamper innovation efforts, making it difficult for the group to challenge themselves. Management sometimes expects quick results within a certain area and are not open to changing the initial brief/problem formulation. Therefore we work with the leaders so they feel safe to encourage and support a culture of exploring and testing. It is now mandatory for management to follow the project team’s journey so they understand what they discover and the choices they make during the process.","Our main takeaway from the project is that the public sector needs service design to meet the demands of the future. By establishing a culture of trust, where it is allowed to try and sometimes fail, it becomes easier to see citizens as resources and begin to co-create services. We are confident that we have only seen the beginning of the ripple effects from that kind of change in mindset. In the long run this has the possibility to change the whole approach to development work in the public sector. Also, one should not underestimate the power of having fun while doing the work!",,"a:1:{i:0;s:4:""4353"";}",,https://www.youtube.com/watch?v=ZFj8IeYIKH0&feature=youtu.be,
2966,"SOS SYSTEM",https://oecd-opsi.org/innovations/sos-system/,,DASHMAKE,Togo,central,"a:1:{i:0;s:6:""health"";}","SOS SYSTEM",http://www.dashmake.com/sossystem/,2017,"More than 150,000 Togolese have downloaded the SOS Systems application, which helps precisely locate the place of occurrence of a disaster, can identify the health history of an unconscious victim by scanning the QR code of the bracelet, and shares daily health tips and tricks.","Togo is facing a real problem of emergency management during road accidents. This problem is illustrated by the lack of dissemination of health information to young Togolese, the inability of hospitals to be alerted to the arrival of the wounded in the minutes following a disaster, the inability of paramedics to know the injuries observed , the nearest and best equipped care center to accommodate the victims, the lack of a system to easily resolve customer complaints. and the lack of digital health record books. Rescuers to identify the medical history of the victims to better treat them.
Our solution is a computerized information system on health, geolocation, management and reporting of claims to lifeguards and insurance companies.
The system includes twomobile applications: SOS Mobile and SOS Ambulance, two Web platforms: SOS Supervisor and SOS ADS, and an office platform: SOS Hospital. SOS Mobile and SOS Ambulance allow a witness or a victim of a disaster (road accident, crisis, illness, fire) to launch in two clicks a signal that will be geo-located by rescuers and companies. the rescue, the SOS hospital tells rescuers the appropriate hospital to recover the victim.
Via SOS Mobile, the signal transmitter receives emergency advice (images and text messages) from the SOS supervisors in real time, after the signal has been sent and before it arrives at the scene of the incident. This system works with or without the Internet and allows emergency physicians to find people to inform in case of an emergency for victims and their medical history through the application by typing the victim registration information. The medical history of the victims, protected and accessible only to first-aiders or doctors, will be noted by the rescuers and transmitted to the emergency department before any surgical procedure. SOS Mobile is also a platform for receiving information on health (screening campaign, vaccination, etc.), safety and well-being, and also allows reporting of claims to insurance companies.
Finally, we have been implementing with a partner since the beginning of this year the scan of bracelets equipped with a QR code worn by individuals that retraces the entire history of health of its owner with a smartphone or not. We will launch it by the end of this year. These bracelets are already manufactured and deployed by the partner in Ivory Coast. The beneficiaries are the public, NGOs, international institutions, public services responsible for relief (firefighters, emergency medical services), health promotion associations and insurance agencies.","a:8:{i:0;s:3:""221"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""196"";i:4;s:3:""283"";i:5;s:3:""617"";i:6;s:3:""619"";i:7;s:3:""338"";}","SOS Systems is low-cost and relies on a new method of sharing information through our platforms. SOS Mobile, not only allows users (victim or witness), at the same time, to send their position at the place of injury both to rescuers and insurance companies, but also help them to have free access to health, safety, well-being information. Participants are rewarded (by communication credit or internet package) if they share these information on social networks and with others.
On our advertisements and information platform, companies and organizations can send information in different languages (both local and official) to reach their target. Our bracelet equipped with a QR code has the potential to save lives when individuals are in disaster situations. Rescuers can scan the QR code that includes their health history and thus provide appropriate care.","a:1:{i:0;s:10:""evaluation"";}","Since the implementation of our solution and its launch on the Togolese market, it has effectively helped rescuers to assist victims in the event of disasters. The test phase of the solution with the bodies of sappers pmoiers is completed and every day they intervene on theaters of sinsitres and proceed to a assistance of the victims. More than 150,000 Togolese have our mobile application on their smartphones and outside the launch of claims, they receive daily alerts and health advice. This is so effective that many young startups in the field of organic food, of fitness, solicit our platform to send messages of mass health.","Many actors were involved at the beginning of the launch of our solution: firefighters, SAMU, GNO. Recently to be able to launch QR code bracelets on the market, we have established a partnership with an Ivorian company that has already launched and markets bracelets in the Republic of Cote d'Ivoire. We are working with a partner on Morocco with which we will launch SOS SYSTEM in late December 2018.","Since the launch of the project, we had feedback from users and partners, and this allows us to adapt and improve the functionalities of the system. The Ministry of Health and the Ministry of Digital Economy have spoken out in favour of the life-saving potential of our project. Several healthcare companies and organizations have subscribed to our platform for advertising and sponsorship of health information.","Our system signals more than 300 disasters (road accidents and diseases) a day and more than a hundred lives have been saved. Every day, our system directly reaches 200,000 SOS Mobile users and indirectly about 50,000 people a day on social networks, with the sharing of health information sponsored by several companies and organizations. By the end of 2019, we plan to reduce the number of road deaths in Togo from 15% to 40%. We will launch our solution on Morocco and Cote d'Ivoire at the end of the year and in four countries of the sub-region by 2020. Our goal is to reach 1 000 000 people a day thanks to our information on the health. Our challenge is also to maximize access to the health bracelet for millions of people in Africa who can save their lives with information on their medical history in the event of a disaster. Since 2016, SOS System has accumulated several awards in Togo and international.","Our challenge today is to conquer the sub-regional markets. We also need to build our visibility especially with our many users and especially motivate non-users of smartphones to buy our bracelets for it to help during disasters. We must also provide a stronger computer security of our users' data as these are very sensitive.","For the success of this innovation, leadership and commitment by the promoter team are required to improve the system. Secondly, a stable political and social environment will be a sufficient condition for the success of the project. Finally, to enable our system to be exploited by many people, financial resources are necessary to carry out communication and to support all the expenses generated by the project.","Disasters such as road accidents and disease crisis spare no country in the world. Statistically, more than 1.25 million people die on the road each year. All governments are working to reduce the number of road deaths. In order to be able to save several lives in Togo, as well as elsewhere in Africa and in the world, we have designed our system so that it can work anywhere in the world with simply a minimal internet connection. The deployment could possibly differ from country to country, taking into account local realities. Other countries can replicate our innovation to solve problems in governments related to geolocation, disasters management and health information to people.We have learned the importance of perseverance in implementing our innovation. At the beginning, we faced a lot of resistance to the project, including those that thought that it was too idealistic and those that thought that it would not work in the context of Africa.","We have learned the importance of perseverance in implementing our innovation. At the beginning, we faced a lot of resistance to the project, including those that thought that it was too idealistic and those that thought that it would not work in the context of Africa. Our perseverance allowed us to go from difficulty to difficulty and finally proceed with the launching of the project. Thanks to this, our innovation has been well received by national authorities including the Ministry of Digital Economy, and this pushes us to continue working towards of goal of reducing fatalities and promoting health information regarding diseases in Togo and Africa.",,"a:1:{i:0;s:4:""2969"";}",,,,
2971,"Empowering Citizens Through A Legal Right To Public Grievance Redress",https://oecd-opsi.org/innovations/empowering-citizens-through-a-legal-right-to-public-grievance-redress/,,"Bihar Prashasanik Sudhar Mission Society, General Administration Department, Government of Bihar, Patna",India,regional,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";i:3;s:26:""Public Grievance Redressal"";}","Empowering Citizens Through A Legal Right To Public Grievance Redress ",http://lokshikayat.bihar.gov.in/DefaultEn.aspx,2016,"For the first time in India, over 100 million citizens have been conferred a legal right to grievance redress. The Bihar Right to Public Grievance Redressal Act also provides a no-wrong door policy (every complaint compulsorily received in any centre in Bihar or digitally and acknowledged) and power parity between citizens and public authority (specially mandated independent, quasi-judicial officers provide a one-stop solution after weighing evidence from both sides).","Public service delivery was improved through Citizen's Charters or going in for Right to Public Services legislation. Nevertheless, implementation has been patchy and grievances remained unaddressed in any significant way. The tendency toward self-protection by institutions and absence of a legal right of citizens, render public grievance redress systems vulnerable to gaming. Additionally, in many cases the lack of a time limit for redress dissuades people from complaining in the first instance. Grievances are routinely handled by public authorities which, in the first place, gave rise to them. In most systems the institution against which one has a grievance is expected to accept a complaint as genuine and then find a way to resolve the problem. However, institutions have a vested interested in showing that their performance levels in service delivery are excellent. Not only does this lead to a potential moral hazard, but in reality is filled with examples of denials of the genuineness of grievances, to show both a better performance and a greater achievement in 'disposal' of complaints.
Prior innovations in resolving public grievances have resorted to public hearings, ombudsmen with limited remit, regulatory authorities for specific sectors (such as insurance, telecom, etc.) and extensive use of digital technologies. However, while solving many a problem, all these innovations have not struck at the root of dissatisfaction arising from the power asymmetry between the public authorities and the citizens, nor provided a single-stop solution combined with a no-wrong-door policy. Additionally, most systems are administratively ordained, not legally enshrined.
The Government of Bihar, after experimenting with the best-in-class practices including Public Hearings and an award winning ICT-backed system, decided to break away from the continuous improvement philosophy to a radically new one. The decision was both to provide a legal right to all 110 million citizens - without exception or pre-qualifications- for grievance redress, a process that would be a one-stop solution for the citizen, introduce an independent authority to judge a case based on evidence provided by both the public authorities and the complainants, and focus on actual redressal.
The Bihar Right to Public Grievance Redressal Act 2015 empowers citizens by giving them a legal right. It also introduced an independent class of Public Grievance Redressal Officers who were empowered with quasi-judicial powers including the powers of summon of witnesses and evidence. Ensconced within the law, rules and instructions are also key provisions which make it citizen-friendly. These are:
i) comprehensive geographic and sectoral coverage. The entire state of Bihar, all 44 Government Departments along with all their affiliated agencies, and 478 schemes, plans, and services are covered under the Act;
ii) multi-modal application features (paper-based at physical centres or through post; digital based through e-mail, an on-line portal and a mobile application); even where the complaint lodged does not belong to a specific centre, it is the job of Public Grievance Redressal Officers to transfer a case to the appropriate jurisdiction with intimation to the complainant;
iii) removal of discretion at the time of application - every application, without any pre-qualification, has to be accepted and acknowledged with a receipt containing a unique ID number;
iv) it is mandatory for the respective public authorities to be present in the hearings; for the complainant, it is optional;
v) every complaint has to be decided within 60 days; in case a complaint warrants a redress, the redress should be completed within 60 days, failing which the Public Grievance Redressal Officer has to pass an interim order stating reasons why the case had been extended;
vi) the entire process is ICT-backed to ensure monitoring at various levels (sub-district, district, division and state).
Every citizen of Bihar is beneficiary irrespective of gender, class, caste, religion, or region. Any one including a child is allowed to lodge a complaint.
The implementation was delayed by one year to ensure that the foundation - infrastructure, competent, skilled human resources, and fully tested information technology would be in place before citizens were offered the service. Offices were redesigned and renovated to facilitate receipt centres, staff selected and trained, and a new software and website created.
The innovation is not only fully scaled up, but is also fully institutionalised through a formal structure of independent quasi-judicial officers selected and appointed by the government. The government proposes to further scale up by notifying more schemes, plans and services under the law. Improved quality of quasi-judicial orders, understanding and eliminating root causes of the top five grievances, and better awareness creation amongst citizens are top priorities of the government.","a:5:{i:0;s:3:""320"";i:1;s:3:""617"";i:2;s:3:""620"";i:3;s:3:""317"";i:4;s:3:""612"";}","This innovation is a fundamental rethinking of public grievance redress in India, of not the world, by providing a legal right implemented by an independent quasi-judicial authority. It is not a silo-based, but a whole-of-government approach, with a radical redesign in that there is a single-window system for receipt and processing of application and a one-stop solution for any kind of legitimate grievance.
It has produced dramatic improvements by guaranteeing redress within 60 days, a system of appeals and reasons in writing, through a formal quasi-judicial order where the system is unable to deliver on time or deny the genuineness of the grievance. It is process-focussed: the quasi-judicial process with elements of natural justice built in and powers of the Public Grievance Redressal Officers to summon both the presence of the public authority and evidence, have ensured power parity between the complainant and the public authority.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The Act has been under implementation since 05 June 2016 for a period of about 27 months. As of 13 September 2018, 390,662 grievances had been received and 343,087 disposed. 190,200 grievances had been redressed timely, about 99,000 had been provided Alternate Remedy (grievances which are to be addressed through laws like the Right to Information, Right to Public Services, and Civil Courts) and 55,009 had been rejected with reasons.
A few hundred thousands of citizens have benefitted, including women from the lowest socio-economic strata, in the areas of land, subsidised food and fuel, housing loans, scholarships and pensions for weaker sections, overdue payment from government to private parties, excess billing for energy use, law and order, etc.
The processes have undergone independent early assessments by a Technical Assistance from UK Aid. A Third Party Evaluation is underway by the Administrative Staff College of India.","It was citizens' feedback to the Chief Minister (cases 'disposed' in the files of departments did not mean redress) triggered the out-of-the box thinking. He and the bureaucracy were important because they designed the innovation, and planned the implementation process.They laid the legal foundation and formed the independent authority. A private sector partner is responsible for creation, maintenance and improvements of the end-to-end software. A UK Aid team helps in process/results analysis.","Long-pending (sometimes for years) grievances have been redressed. 80 percent of complainants have registered their satisfaction. Public Grievance Redressal Officers are highly motivated as they are solving people's problems within 60 days. The government is happy as it is a pioneer in completing the citizen empowerment circle with legal rights to information, services and grievance redress. The private sector partner has found a new niche in software. The UK Aid is happy that the government values its Technical Assistance.","80 percent of complainants at the final hearing have registered their satisfaction with redress. The government has further streamlined the processes; a mobile app is also available for registering complainants. Attendance of public authorities in hearings has substantially increased to over 90 percent. The no-wrong-door and one-stop solution policies have ensured that citizens do not have to run around many offices any more. Best performing officers have been rewarded and 250 worst ones penalised.
The lives of hundreds of thousand families have improved as a result of actual redress.
Based on independent evaluations, the government received the Kalam Innovation in Governance Award and Skoch 52nd Summit Awards for go, and is a finalist for the International Innovation Award of CAPAM for citizen-focused innovation (results expected in 10/2018). We expect the innovation to have a diffusion effect in the country and other states would adopt the new policy for public grievance redress.","Challenges occurred in the initial stages of implementation. Public Grievance Redressal Officers, fearing action against them for exceeding the time limit were 'advising and ordering' public authorities to redress the grievances, rather than ensuring actual redress. The Bihar Prashasanik Sudhar Mission Society monitoring team noticed these, and issued fresh instructions to ensure that only those orders that documented actual redress would be deemed final.
Second, some Public Grievance Redressal Officers issued orders without reasoning. Fresh instructions were issued that orders should be reasoned.
Third, monitoring of public authorities' attendance in hearings and follow-up ensured that it went up from about 10 percent initially to over 90 as of date.
Fourth, to avoid inconvenience to complainants Public Grievance Redressal Officers were instructed to reduce the number of hearings to the optimum required. Finally, based on analytics, and with an aim at reducing grievances at source, the government is planning to do root cause analyses of the top five grievances.","The key change was in policy and rules: legal empowerment and independent judgement mandated by the Bihar Right to Public Grievance Redressal Act of 2015. The second reason was a committed organisation - the Bihar Prashasanik Sudhar Mission Society - to plan and implement the law keeping in mind the objective of redress. The third important condition was the creation of a dedicated infrastructure - receipt-cum-facilitation centres -, staff - the Public Grievance Redressal Officers and their capability building -, and IT-based architecture (software and a website).
More importantly, monitoring went beyond a routine tracking of numbers to analysing the content and categorisation of Public Grievance Redressal Officers' orders. This resulted in identifying key issues related to redress. hence learning from analytics and course-correction thereof is a key component for success. The Chief Minister's keen interest and regular monitoring for results, his rewarding best performers and encouraging the team has helped keep motivation levels high.","The Bihar Right to Public Grievance Redressal Act has not yet been replicated.
To replicate this innovation the following factors are essential:
-Law empowering citizens with a right to grievance redress
-Will to break silos, and adopt a whole-of-government approach
-Independent class of officers with quasi-judicial powers to weigh evidence and pass orders
-Good physical infrastructure combined with comprehensive ICT-based backbone to ensure 24/7 receipt-cum-acknowldegement process
-Dedicated mission for Monitoring and Evaluation, and continuous improvements","As a whole-of-government policy, the preliminary lessons learnt are:
1. Do not treat important reforms as projects. If one wants deeply entrenched reforms that could be continuously improved, a change in mindset is required on many fronts.
2. Reforms should focus on the needs of citizens in tandem with government processes. A citizen empowerment policy has to necessarily look at business process re-engineering that is revolutionary, founded on radical re-design, has dramatic effects/results, and targets process improvements.
3. It is not enough to legislate and hope that implementation would follow because of legal considerations. Preparations before implementation are the key to success. The Bihar Prashasanik Sudhar Mission Society laid the foundation - infrastructure, capable human resources and ICT - over a period of one year. Initial success stories help entrench reforms.
4. Monitoring using metrics alone is not sufficient in complicated issues like public grievances. Quality control parameters should include qualitative issues. In our case these included the quality of orders and an ability to discern from categorisation if grievances were actually redressed or only disposed.
5. Top level commitment and attention to results are crucial. The Chief Minister himself, along with his Cabinet, continually evaluate the results and make their own suggestions for improvements based on direct feedback they receive from the citizens.
6. Self-driven reforms by governments have great buy-in. The Bihar Right to Public Grievance Redressal Act - while learning from earlier Right to information and Right to Public Services Acts - was essentially a self-initiated reform by the Government of Bihar and hence is seen as having top priority of the ruling parties by the political executives and bureaucracy.
7. External Technical Assistance is useful in analytical work and bringing a broader perspective based on international experience and expertise.","This innovation is important in the citizen empowerment and good governance context. Assuming that a legal right to information and public services would resolve all problems for citizens is shortsighted and misplaced. Public grievances arise due to a number of reasons and many of them do not fit any specific criteria laid down for information or services; many services, especially aimed at the weaker sections, demand that a set of criteria be fulfilled even to satisfy preliminary eligibility conditions. While mechanisms for appeal may exist within these legislations, they are mostly looked at by 'insiders' (those within the institution against whom the grievances arise). A legal right for grievance redress, as practiced for the last 27 months by the Government of Bihar, eliminates these bottlenecks and provides unfettered access to citizens to interact with government and solve their problems.","a:11:{i:0;s:4:""3838"";i:1;s:4:""3839"";i:2;s:4:""3830"";i:3;s:4:""3831"";i:4;s:4:""3832"";i:5;s:4:""3833"";i:6;s:4:""3834"";i:7;s:4:""3835"";i:8;s:4:""3836"";i:9;s:4:""3837"";i:10;s:4:""3829"";}","a:3:{i:0;s:4:""3969"";i:1;s:4:""3973"";i:2;s:4:""3971"";}",https://youtu.be/G26U2TdZ630,https://www.youtube.com/watch?v=pXIVpAt_HSQ&t=26s,https://www.youtube.com/watch?v=3pmBv_sj5oM&t=10s
2983,"HubGov Program",https://oecd-opsi.org/innovations/hubgov-program/,,WeGov,Brazil,other,"a:3:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","HubGov Program",https://www.wegov.net.br/category/hubgov-2018/,2018,"HubGov is an interinstitutional program of innovation in Government that has the participation of institution from the three spheres and three powers. Through a learning trail in innovation and intrapreneurship skills, each institution comes up with a complex challenge and at the end of the program presents a solution proposal to this challenge.","WeGov is a private company which spreads the culture of innovation in public institutions, through workshops, events and programs. We present ourselves as a Learning Space for the Government and our actions are driven by our three principles:
- “Empowering public employees”
- “Enlightening scalable ideas and actions in the public service”
- “Fostering interinstitutional relationship among public employees of the three spheres of government and the three branches of power”.
The HubGov program was created to bring together different kinds of public institutions and public employees of different areas and contexts. During 4-6 months, we went through a process similar to the one that ‘startup accelerator: starting with an institutional challenge and had access to mentoring, coworking space, the possibility to connect with intrapreneurs of other public institutions, trainings on innovative topics, methods and tools, and learned how to work collaboratively.
In addition to face-to-face activities, HubGov has a virtual platform that organizes the different contents covered in the program and allows interaction between Hubgovers. Everything was built in order to keep the public sector up to date with society changes. The motto of the program is: “more than innovations, we need to create innovators”.
The program was carried out with 14 public institutions and 55 public servants from Florianópolis/SC. In 2018, it launched the program in four brazilian states (Santa Catarina, Goiás, Brasília and São Paulo), counting with 26 public institutions and 120 public servants. Additionally, HubGov conducted the programme with the Federal Court of Santa Catarina, which had 55 public servants participating, and now we are currently performing the program with the Federal Court of Espirito Santo.
Since 2017, they have had 41 institutional teams, 19 public institutions (some of the institutions participated in more than one edition) integrating this network of 225 public innovators formed by the HubGov Program. The goal of the program was to provide public employees with the tools to innovate and cultivate in them the will to innovate. Yet, some of the projects developed will be implemented by their institutions and some have already been started, running or delivered.","a:14:{i:0;s:3:""178"";i:1;s:3:""615"";i:2;s:3:""613"";i:3;s:3:""190"";i:4;s:3:""609"";i:5;s:3:""211"";i:6;s:3:""335"";i:7;s:3:""257"";i:8;s:3:""260"";i:9;s:3:""623"";i:10;s:3:""305"";i:11;s:3:""612"";i:12;s:3:""184"";i:13;s:3:""618"";}","The interinstitutionality and intersectoriality of the is program is the innovative aspect because, when bringing public institutions from different spheres and levels of power and bringing together public servants in a horizontal structure, it allows the co-creation and collaboration between projects focused on the citizen. In this manner, public employees are empowered, we were shown ways to create a proper environment for innovation to flourish in the public sector.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","By the date of this submission, the HubGov program already completed 3 editions successfully (2017, 2018 and the In Company mode with the Federal Court of Santa Catarina). Since HubGov is a program in constant transformation, they are now at several stages that combine with each other. They are identifying and discovering opportunities on where the Program could be replicated and how we could make it international; they also are implementing the program in its ""In Company"" mode with the Federal Court of Espirito Santo.
They are constantly diffusing lessons in a way that it's possible to turn the program more accessible to every Brazilian public institution. By developing and working in all this stages, our aim is to transform the program into a sustainable project, achieving the maximum number of public institutions participating by making it more accessible.",,"Public employees showed complete satisfaction with the program, claiming that it helped them enhance their citizen-centered perspective, learn tools and methods to innovate and restore their trust in the public service. In one of the modules of the HubGov Program, we call the civil society (represented by students from Public Management) to co-create solutions with the participants. All of them agreed that this practice was positive to approximate the government with the population.","By the end of HubGov in 2017, from the 14 public institutions participating, 2 remained as prototypes, 3 went to the creation process and 8 went to the implementation stage. From the latter, we can highlight the project developed by the Military Police of Santa Catarina: the app PMSC Cidadão. The app was developed in the HubGov with the goal to bring the citizen closer to the police's services. The project was presented to Santa Catarina's governor and recently received +2 million reais from the Public Ministry of Santa Catarina to put it on air. Also, all the participants answered that their innovation and intrapreneurship knowledge increased +2 points. For the HubGov with the Federal Court of Santa Catarina, all teams presented a prototype, and 3 were already implementing: one created an innovation lab; another one conducted an innovation week with the employees; and the last one presented a project that will help the institution save more than 2 million reais in annual cost.","The HubGov program is designed mainly in the 3 steps of the Design Thinking (immersion, ideation and prototyping). After applying the program twice (2017 and 2018) they felt the need to add a fourth step: implementation. Some of the participants faced trouble to implement their solution proposal (although the aim of the program was to deliver only a proposal, not an implementation). Another lesson learned was through the successful case of the state of Goiás. As was stated earlier, HubGov was in four brazilian states this year: Santa Catarina, Goiás, Brasília and São Paulo. In Goiás, they tried a different business model. Instead of approaching several organizations to participate, they had a conversation with the Government of Goiás and they inserted 6 Secretaries of State to participate. Not only was the state with the bigger engagement but also had the support of the high management of the this institutions.","The support from the high management and leader of the institution was essential for an excellent outcome. They motivated their employees to participate by showing close support to drive transformations in the institution. The presence of expressive partners was important to make the program sustainable financially.","The HubGov program generates a innovation mindset that can be replicated inside every institution. More than innovations, the program forms innovators in the public sector. Every participant is formed to replicate the ideas, concepts and tools in their own sector and/or institution. As a replication of the HubGov Program itself, there are some factors that condition it:
- A government opened to invest in innovation for their employees;
- A physical space to deliver all the workshops and activities;
- A need to be more citizen-driven and to foment intrapreneurship inside the institution;
- Provincial government in Chile is in contact with us to engage the HubGov Program there.","In all the HubGov editions, the formation of teams from different institutions/sectors working together was a core factor to produce more powerful results. In Brazil and in most latin-american countries lack of communication between public institutions nor collaboration between public employees. The interinstitutional feature filled this gap and exceed our expectations by enabling disruptive outcomes. And this drove them to another important lesson that they represent in our motto: more than innovations, we want to form innovators in the public sector. We understood a cause-consequence effect that, by focusing on the public employees and their skills was it possible to generate amazing innovation proposals. The HubGov Program was designed to embrace the Core Skills for Public Sector Innovation, developed by the OECD partnered with Nesta. Through the capacities of iteration, insurgency, storytelling, curiosity, data-driven and user-centered we experienced that when we boost this skills within public employees, we enabled innovations to arise.",,"a:5:{i:0;s:4:""5929"";i:1;s:4:""5930"";i:2;s:4:""5931"";i:3;s:4:""5932"";i:4;s:4:""5933"";}","a:1:{i:0;s:4:""5928"";}",https://www.youtube.com/watch?v=RKmy6J4uazU&feature=youtu.be,https://www.youtube.com/watch?v=ecAGoq42g-A,https://www.youtube.com/watch?v=cSgnofEJrKM
3000,"Hack the Pain",https://oecd-opsi.org/innovations/hack-the-pain/,,"Northern Ireland (NI) Innovation Lab - Department of Finance","United Kingdom",regional,"a:1:{i:0;s:7:""science"";}","Hack the Pain",,2018,"The Northern Ireland (NI) Public Sector Innovation Lab has organised a hackathon, “Hack the Pain,” to address these needs of an underserved group: people with persistent pain. These individuals need for better information services for self-management, and the projects that emerged from the hackathon include a virtual reality app for mindfulness, a pain tracking app and a website of information on pain management techniques.","In 2014, a report was published by the Patient and Client Council (‘Painful Truth’) which told the stories of 2,500 people in Northern Ireland living with persistent pain. A recurring theme in these user stories was the lack of information they had to self-care and self-manage their condition. In Northern Ireland very little information is available on self-management techniques and having local information by trusted local people was cited as an important part of managing the condition.
With this in mind the Lab took the lead in the event management of a hackathon, branded #hackthepain. 45 developers, designers, service users, and service providers came to Queen’s University, Belfast on Saturday 3 June 2017 for 12 hours of information exchange, design and development of IT solutions, and judging. Judges included commercial, governmental, PHA, PCC and patient representatives and prizes were awarded for the winning solution.
Five teams pitched their digital prototypes to the judges at the end of the day. Three of the five prototypes pitched were deemed to be of real value to people with persistent pain in Northern Ireland. The winning proposition would enable people with pain to develop their own pain profile by tracking symptoms in a diary to share with healthcare professionals and contribute to data collection. A website of trusted Health and Social Care (HSC) information was also pitched and is currently in development with NI Government Digital Transformation Services (DTS). A third pitch came from a Virtual Reality (VR) team who developed a mindfulness app prototype. What was particularly innovative during this hackathon was involving service user and provider groups in all aspects of the process from early user insight workshops, one-to-one patient interviews, surveys, speed networking and involvement in the hackathon judging. All post hackathon projects have also involved development with service users. This process has ensured truly co-designed digital services.
Several digital self-management solutions were developed during the hackathon including a virtual reality app for mindfulness, a pain tracking app and a website of information on pain management techniques. Following the hack a website of information has been developed with Digital Transformation Services (Enterprise Shared Services), as part of a beta campaign on a new government communication website, MyNI. The MyNI platform gave us the opportunity to create content which was user friendly and interactive, which could be shared, liked and built upon by service users. Creating connections between users, support groups and other community & government organisations.
As this was a healthcare project it was also extremely important that all information published on the MyNI site was trusted. Working closely with physiotherapists, pain nurses, consultants and dietitians allowed us to create content which was ethically and clinically approved.
The Lab worked in partnership with over 20 internal and external stakeholders including the Patient and Client Council, Regional Pain Forum, Public Health Agency, Enterprise Shared Services and Navatalk to help create over 24 pieces of content.
Content includes hints and tips for managing pain, stories and experiences from people living with pain, information on exercise and activities and links to other resources from the NHS. The campaign has been active for 4 months with 24 pieces of content created and published. The campaign has received 18,000 unique page views with a well over industry standards click through rate of 10.2%.","a:12:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""257"";i:7;s:3:""617"";i:8;s:3:""302"";i:9;s:3:""623"";i:10;s:3:""260"";i:11;s:3:""618"";}","This innovative approach was unique and different because the status quo for information sharing in Northern
Ireland Government is “NIDirect”. NIDirect, equivalent to .gov.uk, is a generic website with flat text and links. This style of website, which is extremely beneficial to sharing of Government information in a consistent way, did not meet the needs of the persistent pain user group. It is generally quite hard for people living with persistent pain to focus on flat information and during the Lab’s user insight workshops we found that this user group needed colour, videos and graphics for the information to be assimilated. During the hackathon the developers took the user perspectives into consideration with the development of the digital solutions. This confirmed the initial observation that we needed to step away from the status-quo to meet the user needs. This places a greater prioritisation of the needs of the public.","a:1:{i:0;s:10:""evaluation"";}","The Lab was also responsible for the evaluation of the pain management campaign. Together with NISRA we designed a survey which was posted on the website to gather quantitative information on user experience.
The survey which had 190 responses highlighted the positive impact:
· 62% of those who answered said the content was easy to read and understand.
· 65% of the survey respondents stated they trusted the content of the material.
· 57% said they were likely to share My NI posts with family and friends.","The successful hackathon would not have been possible without the partnership between the Public Health Agency (PHA), the Patient and Client Council (PCC), the Innovation Lab and Code4GoodNI. The PCC gave the Lab direct access to patient groups who allowed the Lab to document their stories and experiences. The PHA allowed us to survey a number of patients and health care professionals across the five HSC Trusts.","'- Weekly project meetings with all stakeholders and partners.
- Qualitative interviews with service users.
- Service user vlogs.
- Surveys to service users.
- Workshops with stakeholders, partners and users.","On 5th July 2018 we ran a pain management evaluation event, including 12 support organisations, and 100 service users. A qualitative survey was issued during the event resulting in 50 responses:
“Good to see lots of tips here on coping with pain” and “great website” – Service user testimonials on twitter
“This is certainly a resource that I will direct patients to and will keep up to date with your posts. The videos you have on Chronic pain are ones we would often use to improve understanding of pain in our clinics.” Physiotherapist in the Belfast Trust
“This video is brilliant. I have just finished watching it and I am in tears. Very moving and clear and straight to the point. I have just had a physio appointment today and feel there is not going to be much more improvement in my pain and I am going to have to live with it which has made me feel quite angry but after watching the video I understand my condition a little more.” Service User on a recent video posted on MyNI","The hackathon originally scheduled for the 25th March 2017, had to be postponed as we fell short of the minimum number of developers registered to make the event a success. The Lab made the difficult decision to postpone the hackathon until 3rd June 2017. From March to June, we improved our social media presence and marketing of the hackathon resulting in an increased number of registrations.
Post hackathon, the Lab found that finding digital solutions was the ‘easy’ part of the process. Development of content for the pain management website has been a challenge. Further collaboration between other bodies in Northern Ireland has needed to ensure trusted information is provided but not duplicated from other resources.
Also, we must follow the ethical approval procedures to ensure the right approach is taken for gathering patient data in the development of the pain diaries app.","'- Leadership and guidance from senior levels, safe space, a mandate and permissions to try something different,
e.g. the creation of the NI Public Sector Innovation Lab enabled this to happen.
- The mandate and permissions to do things differently.
- A voluntary group, such as Code4goodni, contributing resources and a clear ‘receiving environment’ to go on to produce the innovation.
- The personal motivation and commitment of those involved to really make a difference to users, to be disruptive and not accept the status quo, to try and lead in the service design and development.
- The input of users was an essential resource.","The Lab is working on the further use of hackathons to develop digital solutions to complex ‘wicked’ challenges within the public sector. Providing a safe place for Government to test ideas and also a relatively inexpensive way of prototyping digital solutions whilst ensuring buy-in from stakeholders and citizens.","The lab acted as a catalyst, creating a safe space for a different approach, coalescing the players. The system sees and does things in a certain way and we all need a safe space or alternate routes to make something exciting happen. This project would not have been successful without the goodwill of the volunteers who helped with the organisation of the hackathon and those who are working on the implementation of solutions.",,,,,,
3012,"Innovative Complaint Management",https://oecd-opsi.org/innovations/innovative-complaint-management/,,Byrådssekretariatet,Denmark,regional,"a:1:{i:0;s:12:""public_admin"";}","Innovative Complaint Management",,2015,"Innovative Complaint Management is changing an organizations understanding of complaints from looking at complaints as errors and faults to look at complaints as a potential for new solution to change the service of the municipality, and appreciatively receive complaints as a learning organization.","The idea of addressing complaints with dialogue instead of written response was developed in 2014 in a network of managers in the municipality, who were given the task to find an innovative project from a problem a cross the organization: The managers found inspiration from the Netherlands and their open approach to citizens and invented the method - called the ABC-model.
The ABC-model was tested on ten complaints in the prototype and the results gave energy and inspiration to develop a project concerning the whole organization and were approved by the mayor and the city manager, as well as the finance committee in the municipality. The project addressed a turnaround in the organization moving the culture from understanding complaints as errors and mistrust of the service provided towards looking at complaints as potential resource to learning and a chance to get the citizens feedback and view on the service from a costumer angle in order to develop the service and also make organizational learning.
In using the ABC-model the employees solve the complaint in direct dialogue with the citizens and save time on administration, since there are less written answers to the complaints. Through 2015 and 2016, a central placed project team worked with the different departments in the municipality in order to spread and use the ABC-model at all levels when citizens complain or are frustrated in their approach to the municipality. In spreading the ABC-model the team used a complaint journey (with inspiration from ""user journey"") in different workshops with managers and employees. The complaint journey created an overview of the citizens meeting with the service and gave inspiration to new solutions on the service. The new solutions as well as testing the ABC-model over a limited period of time gave new knowledge to the organization as well as hands-on experience in using the ABC-model. The two methods together gave new perspective on the service and were used as implementation-tools. During 2015 and 2016, the ABC-model was spread throughout the organization and in 2017 we continue to implement and support the use of the ABC-model. Our baseline of registered complaint show that we have moved from solving 22 % of the complaints with the ABC-model to about 52 %.
At the beginning of 2018, we made a new score of the ABC-model and we still hold about 52 % of the complaints has been solved through dialogue instead of written answers. The organization now find it natural to use the ABC-model and use it both on complaints as well as inquiry. That means new knowledge to the organization and time saved on administration, which gives more time to provide the services. In evaluating the project both employees and citizens expressed relief and meaningfulness.","a:3:{i:0;s:3:""184"";i:1;s:3:""617"";i:2;s:3:""181"";}","Innovative complaint management is different in addressing a concrete problem in many organizations with a simple and easy to use method, which gives meaning to both the employees as well as the citizens. The ABC-model is easy to use and show respect for the citizen’s right to complain and open the organization in taking complaints seriously and seeing their potential as learning tools. The complaint journey gives new perspective to the service and how the citizens meet and experience the service. By using a simple method and a dedicated team to spread the innovation in the organization and having the top management engaged the innovation has shown results and helped change the culture and approach to complaints.","a:1:{i:0;s:9:""diffusing"";}","Innovative complaint management has been implemented in the municipality through 2017 and maintaining in 2018. In January 2017 the finance committee was presented the evaluation of the project and the board support the continual use of the ABC-method. Since the beginning of the project, the project manager has been in contact with different municipalities in Denmark as well as Sweden in order to share the project and also give knowledge in how to use the ABC-method.
During 2017 and currently we are still training new employees in using the ABC-model as a natural part of the service. In 2018 we are starting a new project concerning written communication in order to be more eye-to-eye with the citizens in letters, e-mails, website and brochures.
The project manager has participated in COI's spreading innovation guide and has been in contact with municipalities and other public sector organizations in spreading the innovation complaint management.","The project team contained of consultants from the different departments in the municipality, which gave the team cross border knowledge and collaboration across different administrations. Al though every department saw themselves as unique, the project team saw patterns in behaviour and approach to complaints, that made the innovation bring value to the organization. The board also gave space and opportunity to try different methods and trusted the team to fulfill the mission.","The citizens were involved during the project, since we invited them to see their complaint journey in order to give us feedback on the process and also an opportunity to test our method and how it affected the citizens involved in complaints.
In order to deal with the public sector employee resistance, we contacted an academic lecturer in rhetoric and researcher in public excuses, who taught and inspired us to handle the resistance by using the knowledge to have a qualified dialogue.","The innovative complaint management had four goals:
1. A decrease in the number of complaints,
2. A change in approach to complaints,
3. An increase of using the ABC-model and less time used on administration and
4. Survey of citizen’s satisfaction in complaint management.
In evaluation of the project the following results were submitted.
1. The number of complaints is almost the same in an overall look at the organization, but there has been a decrease in 10% in complaints concerning the job centre-department of the municipality.
2. The organization has changed its approach towards complaints and learns from the feedback from the citizens.
3. More complaints are being handled with the ABC-model and that means less time used on administration.
4. The citizens have been asked in a telephone survey and express their satisfaction with the openness from the municipality and the appreciative approach and dialogue.","Roskilde Municipality contains about 7000 employees, and we have meet challenges in changing the approach towards complaints. During the project we saw a need to work with our written letters to the citizens. They need to be changed into a more direct and easy to understand language, so we don't hide behind texts from laws and sentences impossible to understand for everyday people. With the project we have worked with open and appreciatively dialogue, and it has worked well. But there are still challenges to face in the written communication.","• First of all dedication from the managers.
• Access to design tools in order to make the method more visual.
• Time and support when meeting resistance.
• Trust and belief in the vision.","The ABC-model is easy to use and could be used in other types of organizations both in and outside the public sector. Most citizens find the public sector difficult to figure out or understand. Opening a dialogue with the citizens and meeting them with an appreciative approach gives meaning for both parties.","The most important experience is that you need to have the top management in front as well as the managers, when working with changing an entire organization and its culture. Also you need a concrete and easy tool, methods that give meaning to the employees, in order to create new learning in the organization and time to try and reflect on the learning, time to work and support, support and support. A good advice is to create a living example to tell the story and build capacity.","We have developed 2 small films on the two methods used in the project. The films explain the methods: ABC-model and Complaint Journey; and are available on our intranet and also on YouTube.
A good advice: Some organizations find it hard to begin a cultural change. But try to start with a small scale and then build the project and capacity to change with simple tools, reflection and learning by doing.",,,,,
3341,"Motivating consumers to check invoices",https://oecd-opsi.org/innovations/motivating-consumers-to-check-invoices/,,"Financial Administration of the Republic of Slovenia",Slovenia,central,"a:1:{i:0;s:8:""economic"";}","Motivating consumers to check invoices",https://play.google.com/store/apps/details?id=si.gov.furs.cr.mobile.preveriracun,2016,"In order to support the operation of certified cash registers, the Financial Administration (FA) launched a crowd-sourcing campaign in 2016 for the purpose of motivating consumers to receive an invoice, take it, check whether it is correct and send it to the FA. This way, every citizen was able to contribute crack down on invoice fraud and to reduce the shadow economy (which is the part of an economy involving goods and services which are paid for in cash, and therefore not declared for tax.)","In the fight against the shadow economy, in 2016 we introduced a system in which certified cash registers are connected via the internet with the server of the Financial Administration of the Republic of Slovenia. The latter confirms and stores data on invoices issued in cash transactions while they are issued in real time. This method prevents items on issued invoices from being subsequently deleted or corrected. However, certified cash registers would not be effective if the provider of goods or services did not issue an invoice to the consumer or issued it via a register that is not connected to the Financial Administration's server.
All companies and business entities operating with cash have been obliged to use certified cash registers in Slovenia since 2016. There are more than 50,000 business entities and companies using certified cash registers, and they issue approximately 3 million invoices every day; therefore, it would be extremely difficult to implement effective supervision of potential violations only with the help of the Financial Administration's inspectors (there are 350 inspectors).
Therefore, we faced the challenge of how to motivate consumers in four tasks: to demand the receipt or an invoice upon the purchase of goods or services, to take it, check whether the invoice is accurate, and to send it to the Financial Administration. From the aspect of the Financial Administration controlling the shadow economy, it is very important that consumers check invoices, because this way consumers provide information about who issues inaccurate invoices, what these inaccuracies are, and who does not issue invoices at all. Thus, we can increase the effectiveness of supervision, because we direct inspectors on the basis of analysing the data received from consumers only to persons subject to inspections who issue inappropriate invoices or do not issue them at all. Since consumers can check issuers of invoices at any given moment, the issuers rarely decide to commit fraud at the time that invoices are issued. The probability of discovering their irregularities is therefore much higher than usual.
In addition to other measures that have been simultaneously implemented (the legal obligation to take invoices, special notifications about taking invoices at cash registers), we wanted to take a positive approach in motivating consumers to take invoices. Therefore, we implemented tax literacy activities for young people in primary and secondary schools, and organised a prize competition (random awards for tax compliance). We were aware of the fact that we would have problems attracting mass cooperation of consumers only with cash prizes. Therefore, we introduced a few novelties in the campaign, which made it interesting to collect and check invoices. We also wanted to attract younger generations, since the aim was to influence the strengthening of tax culture. In order to motivate consumers to decide to actively cooperate in checking the compliance of issued invoices, we introduced an interactive mobile application ""Preveri račun"" (Check the invoice), which enables simple and fun checking of invoices by scanning the QR or bar code of the invoice. Since 2016, every invoice in Slovenia has had a special QR or bar code. When a consumer scans it with a free mobile phone application, the latter is connected with the server of the Financial Administration and quickly receives information to the mobile phone whether the issued invoice has been confirmed by the Financial Administration and what data were used to confirm it. If the feedback from the Financial Administration's server matches the data on the issued invoice, the consumer confirms on the mobile phone that the invoice is a match; in the opposite case, the consumer indicates that the invoice does not match it. The consumer can also use the application to photograph the invoice. This way, the Financial Administration simultaneously receives information about the accuracy of issuing invoices from consumers.
The Financial Administration is very satisfied with the response of consumers: in just one year of this campaign, they have checked more than 21 million invoices. Considering the fact that Slovenia has 2 million inhabitants, statistically, in one year, every Slovenian checked and sent 10 invoices to the Financial Administration. In 2016, 112,887 consumers (5.6% of Slovenia's population) downloaded the application ""Preveri račun"" to their mobile phones to check invoices and cooperate in the prize competition. In one year, they checked the invoices of 75% of users of certified cash registers at least once. In other words: consumers used their mobile phones to check three quarters of all issuers of invoices who use certified cash registers.","a:8:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""194"";i:4;s:3:""213"";i:5;s:3:""220"";i:6;s:3:""283"";i:7;s:3:""617"";}","The originality of the approach is the active role of consumers when checking invoices, through their mobile phone by scanning the invoice code. This helped the Financial Administration receive concrete and consistent information on whether the invoices were accurate, and if they were not, what the irregularities were.
Our solution activates consumers through an interactive mobile application ""Preveri račun"" (Check the invoice), which enables checking of invoices by scanning the QR/bar code of the invoice, consequently contributing to strengthening tax culture. The mobile application enabled consumers to connect to the Financial Administration's server in real time and check the data from the invoice. In other words: as the QR code was scanned, the application notified consumers whether the invoice was confirmed by the Financial Administration and with what data it was confirmed. If consumers desired, they were able to participate in a special prize competition by checking an invoice.","a:1:{i:0;s:9:""diffusing"";}","The positive effects of the active campaign with regard to checking and sending invoices to the Financial Administration is reflected in the increased number of applications for social security insurance, as a result of which payments of social security contributions and the prepayment of income tax have also increased. This is partially attributable to the Financial Administration using data from certified cash registers to control undeclared work and undeclared employment.
We estimate that EUR 21.2 million added to the state budget, which can be confirmed with the increase in general government revenue. In 2017 and 2018, we are continuing with the campaign and placing greater emphasis on encouraging consumers to take invoices from companies and business entities that implement services at home (e.g. painters, plumbers, parquetry experts etc.). These services are the most at risk of invoice fraud, and are very difficult to control, since services are provided at home behind closed doors.","The officials of the Financial Administration implemented tax literacy activities in primary and secondary schools, raised awareness among young people, and improved their tax culture. The Government Communication Office assisted us in advertising and communication via social media. For the sake of credibility, the winners of the prize competition were drawn by the Slovenian Lottery. External services providers designed the application that used by consumers to check invoices.","The campaign targeted all consumers in Slovenia, so the campaign aimed to be as extensive and diverse as possible. The campaign mostly focused on young people, who were encouraged via various communication channels to be active and to put every effort into fighting against the shadow economy. Primary and secondary schools invited us to improve the tax culture of pupils and students by way of lectures.","'- We exceeded our annual plan’s initial goal of 4 million consumer-checked invoices, as we received more than 21 million invoices in one year. In comparison, Slovenia has 2 million inhabitants, 5.6% participating in this initiative.
- 86% of all checked and invoices sent to the Financial Administration were sent via the mobile application, which exceeded our goal of 50% invoices sent via the mobile application and not by normal post in envelopes.
- 75% of all issuers of invoices were checked in one year (2016).
On the basis of the high response of consumers with regard to the participation, we have learned that individuals can voluntarily implement obligations if they are appropriately motivated and know how they profit from this. No one enjoys paying taxes, let alone implementing services (e.g. check invoices). Therefore, we had to make a major move forward in the individual's perception that taxes are important for everyone because they ensure an appropriate standard of living.","[response of no more than 1,000 characters, including spaces]
The main challenge was to inform and motivate consumers in 4 tasks: to demand an invoice when purchasing goods or services, to take it, check whether the invoice is accurate and to send it to the Financial Administration (FA). At the start of the campaign, we envisaged 3 issues in particular that could put the project at risk. Due to the nature of its work (collection of taxes), the FA is not a very popular authority with the public, which could be an obstacle in motivating consumers to participate in verifying invoices on a voluntary basis. Consumers and others-also media, could view the campaign as a way of denouncing or snitching on entrepreneurs or companies. We faced the possible misconception that we would spend taxpayers' money on the campaign (including prizes). With the help of a positive campaign where we did not use the argument of force and power, but used a carrot instead of a stick, we successfully eliminated all threats.","Several matters were essential for the campaign's success. There was quite a lot of courage needed for us as a state authority to abandon the safe way of strictly requiring the observance of legal provisions and use a more alternative path of motivating consumers to check invoices. We did not get any assurance that the public would support our efforts, nor that the invested financial means would be repaid. Therefore, we dedicated a lot of time and effort to analysing the matter before implementing the campaign. We studied the theory in this field, similar practices in other countries, and past experience in Slovenia. We tried to avoid all assumed problems and mitigate those that we could not avoid. It was also very important that all involved persons believed in the project and were convinced that it was good and worthy of working extra hours on it.","In our opinion, a similar campaign for motivating consumers or taxable persons, where the repressive authority uses a carrot instead of a stick, can be used in several areas. The mentioned best practice has also been introduced by the Financial Administration in other similar areas where we try to motivate tax payers to fulfill their tax obligations on a voluntary basis. Currently in the field of eTaxes, where we motivate natural persons to submit various forms via our electronic eTaxes portal instead of sending them by normal post.
However, it is essential that, despite the experience that we have already had with such practice, we do not miss any step during the preparation for implementation. A lot of attention must be dedicated to all necessary analyses, since this makes the implementation successful.","A legal provision entered into force with the start of the campaign, stipulating that consumers must take an invoice; in the opposite case, they are fined by the Financial Administration with a fine of EUR 40.00. This threat presented a great challenge for the media campaign that was based on the positive motivation of consumers to take invoices.
The issue was resolved by Financial Administration inspectors only warning consumers about their obligation and not fining anyone. This fact was extensively communicated, so that this obstacle was eliminated. Since the Financial Administration did not use repressive measures, although it could have, it obtained the sympathy of consumers and also their voluntary collaboration to check invoices.
Despite an intensive campaign, the Financial Administration did not manage to obtain the support of some known opinion makers, who only viewed the activities of checking invoices as a way of denouncing and snitching on entrepreneurs and companies.",,,"a:3:{i:0;s:4:""3344"";i:1;s:4:""3345"";i:2;s:4:""3346"";}",,,
3354,"eProcurement system ProZorro",https://oecd-opsi.org/innovations/eprocurement-system-prozorro/,,"SOE ProZorro",Ukraine,central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:18:""Public procurement"";}","eProcurement system ProZorro",https://prozorro.gov.ua/en,2016,"ProZorro is a hybrid electronic government e-procurement system created as the result of a partnership between business, government and the civil society in Ukraine. Innovative public procurement system delivering government services in a stakeholder-focused, transparent, fair and low-cost way. In two years of operation of ProZorro saved $1.9 billion of budget funds and became a leader in openess of goverment data on public procurement.","Before reform on public procurement sphere, Ukraine worked in a regulatory and institutional framework that regulated the ""paper"" procedure. This system made possible numerous abuses by government customers was difficult and inconvenient for suppliers did not provide the opportunity to the public and professional control. Due to corruption and limited competition country lose $2 billion from public procurement budget of $11 billion per year.
In March 2014, soon after the Revolution of Dignity began, a team of volunteer civil society advocates and experts began working on the design of a new and more robust procurement system for Ukraine. The first step was to change the special law ‘On Government Procurement’ that contained 43 exceptions and many corrupt provisions. The team worked for over a month together with the EU and Ukrainian experts, as well as employees of Ministry of economic development and trade of Ukraine.
Even though the new law was substantially different from the previous one and aimed to comply with the best international standards, the reformers realized it was not a “breakthrough changes.” It had to be something significantly larger. The team quickly realized that a comprehensive electronic procurement system for all tenders could significantly improve both access to and the integrity of public contracting, as well as improve the transparency of procurements. After a long round of discussions, the group decided to work towards digitization. The volunteers believed that implementation of an e-procurement system would streamline and improve public procurements.
The ProZorro team created a hybrid electronic system that is built on open source. The hybrid system is an interaction between of a state-owned central database and commercial areas, where all the information in the CDB is duplicated to the platforms. The code system is completely open and freely available for download and use.
The main principle of eProcurement system: “Everyone can see everything”. After the auction end in the electronic system, everyone can see all the information about the submitted proposals from all participants, decisions of the tender commission, all qualification documents etc. Moreover, developed monitoring tools – intelligence modules of bi.prozorro.org and bipro.prozorro.org. These modules have a wide range of functions and enable deep analysis and monitoring of public procurement. In particular, the module displays information about each announced tender; buyer and government authority.
Public procurement reform developed in the ""Golden Partnership Triangle"" (between government, business and society). We unite and take into account the interests of business, government and civil society, allowing to maintain a high level of trust between the key stakeholders in the implementation of reforms.
ProZorro remains one of the most successful reforms in Ukraine. In two years of operation of ProZorro saved $1.9 billion of budget funds. ProZorro is able to control procurement and track whether public agencies are using taxpayer money efficiently and transparently: the more processes take place online, the more transparent they are.
For Ukrainian government in a face of ProZorro team is important to develop further success of reform and innovations in the government. That’s why ProZorro using artificial intelligence and machine learning in its work. In February 2018 was organized first Data science hackathon in Ukraine based on government data. With a help of artificial intelligence participants were working on development of a model that would predict the number of bidders.
Fully implemented in 2016 Prozorro has since been globally recognized as one of the most innovative public procurement systems delivering government services.
- Rated #1 by World Procurement Awards 2016 in the Public sector nomination
- Rated #1 by Open Government Awards 2016
- ProZorro considered by EBRD as a recommended model for e-Procurement reform
- ProZorro is a showcase & learning project of the Open Contracting Partnership
- National Council of Ukraine recognized ProZorro reform as the most successful one
- ProZorro is posted on the World’s Procurement Think Tank
- World Bank is going to implement the base of Prozorro system for its procurement procedures
Next steps on innovative public procurement reform is further development of IT system; to match the requirements of the law and market needs; maximum of digitalization, integration with registries of other key stakeholders; ecosystem development - increasing the efficiency of procurement and to share philosophy and core values of ProZorro with other countries.","a:6:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""194"";i:3;s:3:""611"";i:4;s:3:""316"";i:5;s:3:""621"";}","eProcurement system ProZorro is innovation in public sector:
- is first fully online public procurement system that fights with corruption
- a leader in openness of government data about public procurement
- in two years of operation of ProZorro saved $1.9 billion of budget funds
- using artificial intelligence in its work to predict number of bidders
- first experience in the world of migrating ProZorro data (50 terabytes + over 30 million files) from Amazon Web Services to the data center in Ukraine
- conducted first marketing campaign for attracting business with work with government and tenders
- organized first Data Science Hackathon based on public procurement data","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Since 2016 ProZorro became a fully digital public procurement platform. Considered as one of the major democratic achievements in terms of fighting against corruption. And we are ready to share our philosophy with other countries.
At the same time, we are improving eProcurement system. For example, development of online portal for controlling bodies to make monitoring and control of public procurement online and transparent; development of risk indicators for tenders with violations; further integrations with state registers.","eProcurement system ProZorro launched by the “golden triangle” of partnership –government, business and society.
The government (Ministry of economic development and trade) developed the legal framework. State-owned enterprise ProZorro is an administrator of the central electronic tenders database (IT part). The business environment provides part of the e-procurement infrastructure through the marketplaces. Civil society is responsible for anticorruption activities and control on procurement.","Government officials (Ministry of economic development and trade, SEO Prozorro) made transparent and innovative public procurement system that saving budget money.
The business environment - renewed his belief in working with the state as an example of innovation marketplaces in ProZorro system.
Civil society organisations can conrol how effectively money of taxpayers are spent on public procurement by goverment authourities.","ProZorro from a start up transformed into self-sustainable government eProcurement system. It has made unprecedented migration of data from Amazon Web Services to Ukrainian data center which makes system complies with the legislation.
In two years of operation of ProZorro, all the government authorities in Ukraine make purchases through eProcurement system and saved $1.9 billion of budget funds. E-system Prozorro with its Business Intelligent module is a single point of access to machine-readable data, which is built on the Open Contracting Data Standards providing one of the most advanced and effective analytical tools for procurement data in the world. ProZorro is able to control procurement and track whether public agencies are using taxpayer money efficiently and transparently through the openness of government data.","In the beginning of 2015, the main challenge was whether a functionality of eProcurement system would be effective and supported by government authorities that purchase. Deputy head of the presidential administration offered to test the software on so-called ‘below-the-threshold’ procedures – procurement(s) for small amounts and opinion leaders in the government pushed for the reform in this period.
Another issue is lack of financing from the State Budget. The problem was solved by involving private commercial marketplaces that already provided e-procurement services for commercial sector and supported first financing - 35 000 $. The biggest financial support was made by international organizations (WNISEF, GIZ, IBRD).
Since 2017, ProZorro became self-sustainable, according to the Ukrainian legislation all the government data must be in Ukrainian data centers. With a help of highly qualified experts and donor ProZorro moved from Amazon to Ukrainian data center.","Conditions:
- readiness and motivation of civil society to fight with corruption and to create reforms in the country. We chose to do a “bottom-up” approach that entails a group of activists taking the lead on developing an eProcurement system for below-the-threshold purchases.
- Support of the government made the start-up on public procurement become legal. New employees come from leading IT companies and business to Ministry of economic development and trade and to SOE ProZorro to continue development of eProcurement system. Openness of government data on public procurement gave rise to numerous projects.
- Also, important part is international organizations (donors) belief and support in eProcurement system development and effectiveness.
","What is the best policy around public procurement is frequently raised question -civil society is always dissatisfied with the quality of public services. Businesses complained about the complexity of procedures and the number of references for tenders. The government suffers from the bureaucracy and trying to ""improve"" the process with the latter. Historically, public procurement sphere is related to corruption. Our approach is based on the close cooperation of business, government and civil society.
In 2017 Moldova started piloting system of public e-procurement M-Tender, which is established on the basis of the Ukrainian system ProZorro. But a model like ProZorro has the potential to be adopted by any country struggling with a lack of openness in its public spending. We offer a qualitative leap in building ecosystems of public procurement in another country.","The main lessons learned from public procurement reform in Ukraine:
- public interests are more important than than the interests of those who govern;
- digitalization of government is a key factor of change;
- the principles of openness will increase transparency, justice and professionalism, and trust in the ecosystem;
- results of public procurement reform can be shared with the world.",,"a:5:{i:0;s:4:""3567"";i:1;s:4:""3513"";i:2;s:4:""3512"";i:3;s:4:""3565"";i:4;s:4:""3516"";}",,,,
3356,Prozorro.Sale,https://oecd-opsi.org/innovations/prozorro-sale/,,"Transparency International Ukraine",Ukraine,regional,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}",Prozorro.Sale,https://prozorro.sale,2016,"ProZorro.Sale is an electronic auction system aimed at transparent sales of state and local government assets. It involves a central database that conducts auctions and stores all the information about the transaction and commercial platforms connected to the database via Application Programming Interface (API). After the transaction all the information becomes public.","The Ukrainian state has vast amounts of assets in ownership, but the non-transparent process of state assets sales leads to the problems with auction data availability and to a limited number of bidders. Moreover, inefficient bidding process creates even more opportunities for corruption. Assets are sold for lower prices than they could have been and the state loses its potential revenue. Therefore, there is a dire need for a transparent and efficient auction system integrated with an assets register providing full accessibility, equal conditions for all the participants and increased accountability.
In 2015 the civil society group with support of donors, businesses and volunteers launched a pilot e-procurement platform named ProZorro where assets can be offered by companies and bought by authorities within the online auction. Drawing on the successful experience from ProZorro public e-procurement system, the team of civil activists initiated to implement the ProZorro.Sale system to handle the state assets sales process. Since the launch of the Project, the Deposit Guarantee Fund has managed to sell above EUR 315m of assets. According to ProZorro.Sale estimations, an effective sale of public assets could save billions hryvnas yearly to Ukraine’s economy.
ProZorro.Sale is the only e-auction state assets sales system of its kind in Ukraine. ProZorro.Sale is a “hybrid model” e-auction system, which means the information is stored in one central database, but bidders and sellers can access the data from a number of different platforms, choosing the one that best serves their needs. Using an API, these interfaces are connected to the central database. Finally, the key participants in the project play their own role in what is called the “golden triangle of partnership”. Government is responsible for setting general rules and protecting information; businesses are responsible for providing services to the bidders and sellers; and civil society is responsible for monitoring and developing risk-management methodologies. After a quick successful pilot stage in 2016 the Fund made ProZorro.Sale obligatory for all asset sales since early 2017.
One goal is to electronically conduct all sales of the Fund in a transparent and efficient manner, thereby increasing the budget revenue. The following are the platform’s distinctive features: Firstly, all information related to the selling process, including bids, can be accessed and monitored by everyone. The system is open source, and all data is structured in line with the Open Contracting Data Standard, making cross-country data comparison and analysis possible. The Project has received national and worldwide recognition.
Prozorro.Sale won the price of the best anti-corruption start-up by Citi Tech for Integrity Challenge in 2017 and C5 Accelerate & USA Institute of Peace in 2018 (“The Shield in the Cloud Innovation Challenge” program). In Ukraine, the Project became the main implementor of state assets sale in such an important field like small-scale privatization, land leasing rights and assets of state enterprises. Additionally, the sale of liquidated banks assets is obligatory only through Prozorro.Sale platform.","a:15:{i:0;s:3:""143"";i:1;s:3:""178"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""611"";i:6;s:3:""302"";i:7;s:3:""303"";i:8;s:3:""214"";i:9;s:3:""213"";i:10;s:3:""623"";i:11;s:3:""317"";i:12;s:3:""354"";i:13;s:3:""621"";i:14;s:3:""373"";}","ProZorro.Sale has a large potential to improve the current system, and as it is successfully implemented in Ukraine, it could set an international precedence for how to efficiently manage sales of government assets. The Project will lead to an increased transparency in public asset sales and leases, improve market access, increase trust among business, government and civil society, as well as generate additional revenue to the budget.
Through its collaboration with Transparency International, ProZorro.Sale might replace underdeveloped systems internationally, and could lead to a reduction in corruption not only in Ukraine, but around the world. Monitoring the success of the system, some of the European countries are already considering to take on the experience. The system is fully open source that allows to easily scale up to other countries: governments could just copy the code, no royalties or permissions are needed. Moldova is in the process of testing and preparing the base to make a similar platform.","a:1:{i:0;s:14:""implementation"";}","At the moment, the Project is in process of transferring to sustainable state enterprise. The institutionalization will ensure the solid reform results in long-term period. For the 2 years of operating, the Project earned about UAH 10 billion or USD 384 million, notably replenishing the state budget. Now the main anti-corruption initiatives, required by international partners of Ukraine, are executing through Prozorro.Sale. The Project has launched a very important nation-wide process – the small-scale privatization electronic auctions. As well as about to launch land-lease rights, carriages leasing rights of Ukrainian Railway, fossils extraction rights and forest. All these streams have significant economic and social effect as it allows to significantly eliminate corruption.",,"The project has started on June 24th 2016 with the signing of a Memorandum of Understanding (MoU) between the Deposit Guarantee Fund, the National Bank of Ukraine, the Ministry of Economic Development and Trade and Transparency International Ukraine. In the MoU, all the project participants agreed to abandon their intellectual property rights over the system and confirmed the plans to transfer the system to the Ukrainian government. The main beneficiaries of the Project are Ukrainian citizens.","As of the end of August 2018, the system generated revenue of UAH 10 billionor USD 384 million with an average price increase of 13% per auction. The number of participants surpasses 7400. The number of auctions reached 184 800, which could be seen and tracked via business intelligence module.
This innovation should significantly decrease the average time it takes to sell an asset as well as leading to higher prices.","Transfer to State Enterprise – to establish the state enterprise and reach sustainability, the Project needs to develop all necessary legal documents package, attain commercial and financial independence, and set the full set of business processes.
The scale of Electronic Trading System – the continuous launching of new streams requires considerable increase of the system capacities. Additionally, the system needs constant technical enhancement and scaling.","The system is a fully open source that allows to easily scale up to other countries: governments could just copy the code, no royalties or permissions are needed. The following are simple steps for countries to take when implementing the system:
-Sign a MoU with the government;
-Copy and modify code, launch sandbox;
-Connect banks and B2B (business-to-business) platforms;
-Develop and approve new regulations;
-Launch product central database.
Execution of each Project vector involves amendments and changes to be made to the regulations and by-laws.
Currently, different auction types on various platforms require a number of legal documents and acts to be followed. The project team aims to unify the existing regulations and service level agreements (SLAs) and to create the single legal document for various procedures. To successfully replicate the system the appropriate legal environment should be lobbied for.","The topic of transparency and corruption risks in public asset disposal should be of interest to any country as it seems that regulations and policies are usually still incomplete in this field. A research conducted by the Norwegian Business School showed that most countries do not have a comprehensive legislation to regulate sales of public assets. In most cases, the legal and technical framework used to handle regular sales processes is insufficient. The state-owned assets are very valuable but as The Economist stated, even ‘advanced countries have been slow to sell or make better use of their assets’. Various assets, starting from surplus equipment, subsoil resources, utilities and real estate to banks and companies are to a big extent controlled by the governments. Disposal of some of these assets could improve the country’s financials, reduce the national debt and make their economy thrive.","There is a corruption risk that the buyers of state assets that have lost bids at ProZorro.Sale system will use judicial system (courts mainly) to block or reverse the results about the winner of a particular trade deal done through ProZorro.Sale. To overcome the risk of corruption in the courts, good legal support is needed to ensure the protection of the winning bidder in the courts. Also, every corruption case must be covered in the press and social media to attract public attention to such cases. There is a political risk that the implementation of the Project might require some changes to be made to the regulatory framework of Ukraine, such as: Acts of The Government of Ukraine and the Law of Ukraine as well. To account for this risk, we need to reach the consent from the following stakeholders: the State Property Fund, the Ministry of Economic Development and Trade, the Government of Ukraine, and the Parliament of Ukraine. The process of implementing changes is complicated and bureaucratized.",,"a:1:{i:0;s:4:""3363"";}","a:1:{i:0;s:4:""3360"";}",https://www.youtube.com/watch?v=Kv8nFDUk-Cs,,
3368,"Public Sector Centralised Budgeting Management Software",https://oecd-opsi.org/innovations/public-sector-centralised-budgeting-management-software/,,Isidore,Tanzania,central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","Public Sector Centralised Budgeting Management Software",http://isidore.com,2018,"The Government of Tanzania has implemented a budgeting solution, developed with Isidore, for the collection, analysis and reporting of public revenue and expenses. The budget process is complicated from having diverse streams of revenue and expenses including donor funding, project outcomes, staff and capital works, which must be input by all Ministries and their personnel who are geographically dispersed. The final consolidated results are required in time for Parliament to ratify.","This Centralised Budgeting Software innovation in Tanzania solves the problem of collecting extensive amounts of public financial related data from many different sources in a short time, for the allocation of public funding. Not only is the vast detail required in summary but also the transparency, audit ability and outcome of donor funding and detail of projects undertaken.
The innovation is software which completes the full budget cycle, in conjunction with a refined method, to reduce the time and effort required for this process.
The goals of the Centralised Budgeting Software included being able to provide for the timely collection of budget detail within the time frame specified, training of staff who would be using the software, replacement of the existing software to the same or better standard and the ability to enhance the software in the future.
Those who benefited from the innovation included the Ministry of Finance, who were the main administrators and coordinators of the process and were responsible for the successful completion of the setting of budgets, the personnel in the 90 Ministries who were required to provide their detail within the constraints set by the Ministry of Finance and the country themselves for having a more complete, accurate and efficient process.
The centralised budgeting software has already been identified for the collection of additional information that can be input for use in centralised reporting and analysis to further add to the benefit received and improve the outcomes and transparency of Government. More enhancements will be made in Tanzania as resources are freed from the previous inefficient process, to be able to see what additional value could be added to the normal detail relied upon.
The replication opportunities for this centralised budgeting solution exist in all Developing Countries where the process is not properly matched with suitable software and indeed any public jurisdiction, country or entity where transparency, timeliness, accuracy, efficiency and completeness are required.
We combined an understanding of public sector budgeting with the current and desired budget process being utilised in Tanzania to determine the optimal outcome. Having a very agile method of project discussion, development and quick release allowed refinements to occur within the short time frame.","a:5:{i:0;s:3:""214"";i:1;s:3:""612"";i:2;s:3:""621"";i:3;s:3:""354"";i:4;s:3:""143"";}","The Centralised Budgeting Software and process has provided a greater level of detail in a simply defined way, that makes it easy to follow and use.
Isidore has taken a holistic approach to fixing the process, as well as the software, by encompassing many of the related activities involved in the budget process, removing many redundant or over complex activities and focusing on being a value adding solution which is transparent, scalable and configurable, while guiding Government through the ideal methodologies, which Isidore has refined through exposure to other countries.
This project is innovative as it:
1) Provides lives consolidation of data from many sources
2) Follows the trail of donor funding to project detail and outcome
3) Enforces limits to spending
4) Reduces time required by more than half
5) Encourages collaboration
6) Reduces costs of hardware, software and personnel","a:1:{i:0;s:9:""diffusing"";}","The Centralised Budgeting Software project in Tanzania was successfully implemented in 2018 and used for the initial collection of budget detail. The initial goal was to provide a replacement for the existing software and process, which was met well above expectations. With more familiarity for the Government and a better understanding of what can be achieved, the project has opened a mechanism to provide the second phase of the project in Tanzania. This will include further capture of ""nice to have"" information, such as staff and project related details, expanding the scope and capacity of the software to further improve efficiencies.
The project has also allowed lessons learned to be incorporated in other jurisdictions/countries where a similar issue and need exists, as each implementation helps to further refine the software and process. This promotes greater knowledge sharing between countries and moves the innovation from being a pilot to a very well proven template.","The Government of Tanzania, particularly the Ministry of Finance, provided a high level of cooperation in gaining access to the right personnel and data, encouraging participation of users and providing prompt feedback to changes and additions.
Softech Ltd, a consulting firm located in Dar es Salaam, enabled the initial opportunity, provided consultants to work with the Ministry of Finance, performing project management and integration with the Finance Management Information System.","Tanzanian Ministry of Finance were major stakeholders in the project who coordinated users from each of the 96 Ministries to be involved during the implementation, but particularly during and immediately following the go-live date.
There are a total of 350 regular users from 96 Ministries.
All interested parties, such as the IMF and Funding Donors are able to easily view accurate and transparent project and funding status, value and outcomes within each level of Government.","The collection of budget detail has been dramatically reduced, particularly during the initial budget phase, from 3 months to 2 weeks. This provides great agility for the Government through the Ministry of Finance and allows all entities who input and rely on detail to gain significant advantage in having relevant, current and accurate information. This has allowed decision makers to focus on analysis and proactive decision making, rather than focusing on the collection process.
Staff/users are more engaged with each other and with the Ministry of Finance, as they see a benefit to their effort and do not feel that their time is wasted or undervalued. The ease of use gives those inputting data a better understanding of the whole budget process and clarity as to how each part fits into the bigger picture.
Funding entities such as the IMF, African Development Fund, European Union, have greater faith and visibility in use of their funding.","The project was challenged in trying to balance the amount of data which would be collected and how much effort this would require. Although the entry of data was simplified and made more accessible, the central agency (Ministry Of Finance) wanted to capture more information, which would require each Ministry, and those personnel entering budgets within each Ministry, to spend more time entering detail in addition to having a new process.
Infrastructure availability and stability were very important in the project. Isidore and the Ministry of Finance identified this as a challenge and point of failure for previous projects. With the assistance of the Ministry of Communications, this was identified early and testing and advice provided earlier in the project enabled realistic testing of conditions to ensure changes could be incorporated in time.
With many previous unsuccessful similar projects, staff motivation was seen as a challenge. This was overcome slowly through results.","Supporting infrastructure, being the Government intranet/network and hardware required for the software, was identified early as a challenge and integral condition for the success of the project.
Support of leadership to manage the large number of Government Ministries and data involved was also an integral condition for the success of the project. Particularly the Ministry of Finance and their desire for success and coordination of relevant personnel both within their Ministry and from many of the other Ministries. Motivated personnel managing budgets and inputting data was a major condition for success.
The Finance Management Software company Softech provided personnel, support and willingness to ensure the integration between the Finance and Budget software was successful.","The Centralised Budget Management solution could be replicated for any Country or jurisdiction which requires the collection, management and reporting of Income and Expenditure.
Isidore has replicated the success of the project in Tanzania in 3 other African countries and 1 Pacific Island country with fewer requirements and resources. This project has confirmed the scalability and suitability and a vast range of inputs and types of information being collected, such as the non-financial related staff, projects, objectives and outcomes.
The outcome is a process and software which, when combined, can be replicated in any public sector jurisdiction.","This project clarified the importance of the confidence of personnel within the government and the need for guidance. With many IT projects failing and a very high rate of centralised budgeting systems failures reliance on software alone was not going to be successful. Engagement and commitment of project personnel had to be earned early with quick results and practical use of early pilot versions of the software.
After taking much direction from project personnel within the government, strong direction as to the method used was a lesson learned early. There was a balance between what the Ministry of Finance wanted and where experience was better enforced to determine the final method of many detailed parts of the process.
Another valuable lesson was in limiting the scope of work, once success seemed more achievable, to the core functions, so that improvements could be gradually rolled out, rather than being the straw that broke the camels back.","Isidore is very proud of the outcome of this innovative project, as is the Government of Tanzania. The feedback from all levels of personnel, from Budget Officers to Information Technology support staff and Administrators.
The project captures 65 Billion Dollars (USD) of Government Expenditure including donor funding, in 200 projects from 400 staff in 90 Ministries. All of this within the time and budget allocated for the project, with less hardware and project personnel than any previous similar attempt.",,"a:1:{i:0;s:4:""4117"";}",https://www.youtube.com/watch?v=6Q7YEA3nAws&feature=youtu.be,,
3371,"Price Bank – Electronic Invoices (Banco de Preços - Nota Fiscal Eletrônica)",https://oecd-opsi.org/innovations/price-bank-electronic-invoices-banco-de-precos-nota-fiscal-eletronica/,,"Secretaria da Administração - Governo do Estado da Bahia – Brasil",Brazil,regional,"a:1:{i:0;s:12:""public_admin"";}","Price Bank – Electronic Invoices (Banco de Preços - Nota Fiscal Eletrônica)",http://www.saeb.ba.gov.br/,2016,"The Price Bank enables public procurement parties to have points of reference for price quotes for particular products, as it is a database of electronic invoices issues in Brazil. Participants narrow their search via descriptors and filters to find the right quote.","The main objective of this innovation is the generation of the reference price of a product, with formation of the referential value based on actual purchases. The Price Bank module provides the information of the Electronic Invoices and the system performs the Grouping of Invoices. In addition, it provides other information such as: Minimum Value, Maximum Value and Weighted Average.
Each consultation can be recorded in pdf format or in spreadsheet format. After calculating and choosing the reference price, the result should be sent to the SIMPAS price bank system. It is important to inform that the search is done by the description of the item and other filters, and is carried out on a huge mass of data. In the State of Bahia, we have about eight million invoices/month.
In addition, the system allows the generation of a collection map of the reference price. In this way, all records changed or excluded from the sample surveyed, once this study is carried out by a government official, are stored in a database and can be accessed dynamically. Later, this map is approved or rejected by the area responsible for the purchases. If approved, information can be transferred to another system or data repository that stores the price record for that item.","a:12:{i:0;s:3:""143"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""196"";i:4;s:3:""210"";i:5;s:3:""214"";i:6;s:3:""623"";i:7;s:3:""302"";i:8;s:3:""613"";i:9;s:3:""316"";i:10;s:3:""617"";i:11;s:3:""354"";}","The previous generation of reference prices for state purchases and tenders, was done through quotes requested to qualified suppliers included in the suppliers register of the state of Bahia, leading to the delay in the process and high costs. These suppliers, when requested, would send the quotations through email. Also the worldwide computer network was and still is used to search for prices of items or products.
In addition, the State Government has a contract with the Getúlio Vargas foundation, where, quarterly, reference prices are provided for 1000 items or products. After the implementation of the initiative, it is possible to carry out reference price surveys based on the electronic invoices transactions carried out in the ""real world"", through the solution of the Price Bank - Electronic Invoice, with a reduction in time and cost, in a sustainable manner, without using paper throughout the business process, with transparency and fiscal confidentiality preserved.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The solution has been continuously improved with the application of good practices and suggestions for improvement by users. The Price Bank system is already implemented in 5 secretariats of the State of Bahia: Secretariat of Administration, Secretariat of Health, Secretariat of Education, Secretariat of Public Security and Secretariat of Finance, with expansion for Bahia State University and TIC Company of the State of Bahia. Due to the cost reduction decree in the government of the state of Bahia, the project did not achieve greater expansion.
In 2017, the Price Bank was awarded with the Innovation Seal at the 21st Innovation Contest of the National School of Public Administration - ENAP. This is the award for greater recognition of innovative initiatives in public management in Brazil.","Secretariat of Finance of the State of Amazonas is responsible for the access to the source code and support in data collection since there was no documentation available. Secretariat of Finance of the State of Bahia provided the services in order to access the electronic invoice database of the country, with application of preservation measures of fiscal confidentiality. Secretariat of Administration of the State of Bahia was responsible for coordination, design and implementation.","The participation of Secretariat of Administration in the coordination of the project was fundamental, since it provided all the necessary resources (financial and human). The inspiration and creativity of the Project Coordination boosted all participants. In addition, the hard and dedicated work during tests and approvals, by the team of the Superintendence of Logistics Resources of Secretariat of Administration, users of the system, contributed to the success.","• Generation of a reliable reference price
• Agility in obtaining the Price
• Control and Management of the process of collection of Reference Prices
• Perception of Sales between Parent and Subsidiary company
• Comparison between sales for the Private Sector vs. Public Entities
• Comparison between Wholesale Sales and Retail Sales Usability
• Isonomy Transparency
• Sustainability
• Cost Savings
• Expenditure Quality","• We had to create a solution adequate to grant independent access given the high volume of invoices (millions of invoices). The solution was to identify a tax code of operations and benefits and incorporate filters in order to reduce the impact of volume
• Limitation of data storage time in 06 months","There must be senior management support and partnerships in each of the competencies involved.","The publication of price quotes in public procurement is highly replicable across governments.","It is essential to count on a team with multiple skills to achieve good results, which can work in a collective and creative way. Fine-tuning among partners is a relevant success factor. The commitment and dedication to the obstacles faced, contribute to overcome the difficulties encountered.",,,,,,
3386,"Collaborative Contract Management",https://oecd-opsi.org/innovations/collaborative-contract-management/,,"Transport Infrastructure Ireland",Ireland,central,"a:1:{i:0;s:9:""transport"";}","Collaborative Contract Management",https://www.eflow.ie/,2017,"Transport Infrastructure Ireland introduced a new and innovative approach to the management of our eFlow Tolling Operations Contract on the M50 Motorway by introducing a collaborative relationship-based governance framework with our service provider.
We expect this innovation to deliver better customer services, improved toll revenues and reduced operating costs, which will result in more available funding for investment in our transport infrastructure and services.","Normally public agencies are good at telling service providers (i.e. contractors) what they want and this is typically set out in the contractual “scope of services”. However, public agencies are not so good at explaining how they would like to work together with their service providers.
Generally, this can result in negative consequences for both the agency and the service provider, often over many years for longer-term services contracts. In particular, we felt that a lack of collaboration was leading to missed opportunities for improving services and unlocking commercial benefits, as well as poor communication and unnecessary tension between the parties.
In our case, we realised during an inspiring training session (by the Global Sourcing Association) that we were also guilty of not explaining how we wanted to work with our service providers. So we decided to tackle this problem with our existing ‘first generation’ service provider and to also take the necessary actions to design our ‘second generation’ contract with this in mind.
Our first step was to complete our research and as part of this we identified a number of valuable international standards which we had not used before (i.e. ISO:11000 Collaborative Business Relationship Management and ISO:37500 Guidance on Outsourcing) and we also reviewed other relevant public agency contracts to ensure we had captured best practice principles for governance, collaboration and partnerships.
Our next step was to focus on identifying existing innovative practices which we had introduced informally (i.e. a relationship charter and a more structured governance model) and to combine these with new additional concepts which we wanted to introduce into the next generation contract from the ISO standards (e.g. outsourcing life-cycle).
Then we integrated our new approach into our contractual documents for the procurement of our second generation tolling contract and for simplicity created a separate “Governance and Delivery” schedule to the contract to define how we wanted to work with the service provider (refer to attached files).
After this we commenced the tender competition which involved a host of international tenderers and began to explain to the tenderers what we were trying to achieve in our next generation contract and that we were proposing a collaborative and relationship-focussed governance model.
As part of this process we made a decisive commitment to engage directly with the tenderers (in accordance with procurement regulations) and organised five face-to-face information sessions to explain our approach and provide them with an opportunity to ask questions.
When we were debating the benefits of introducing a more collaborative relationship-based contract it is worth noting that we were mindful of the commercial parameters involved. For instance, the potential duration for our second generation contract was fourteen years and we expected it would involve contractual payments of approximately €300 million to our service provider and toll revenue collections in the region of €2 billion. Therefore, it was clear to us that even small percentage reductions in costs and / or gains in revenues would result in significant financial benefits for our agency over the duration of the contract.
It is also worth noting that firms tendering for high-value long-term public sector contracts typically price the requirements which they are clear about and also price for 'contingencies' to cover areas of uncertainty. Therefore, a public agency can achieve value by reducing uncertainties and explaining more clearly what it requires and how it wants to work with it's service providers. It might sound simple but public agencies are often under pressure to go to tender without spending enough time reducing uncertainties and unfortunately this can result in more expensive public services, due to additonal contingencies (aka ""risk money"") priced into the bid.
Therefore, we believed that by communicating our rationale for a more collaborative governance arrangement we would reduce uncertainties for tenderers in a more holistic way, which would result in lower levels of contingency priced by tenderers.
So we were pleased to see that the majority of the tenderers offered significantly improved services at reduced costs for the second generation contract. We are now approaching the contract award stage and anticipate that the winning tenderer will deliver costs savings in the region of €3 million per year over the existing services contract.
Going forward we believe that our collaborative relationship-based governance approach will deliver even more value as it will create a collaborative and creative culture with a robust decision making framework which in turn will allow us to evolve and adapt the services in a commercially efficient and effective manner for the duration of the contract.","a:5:{i:0;s:3:""617"";i:1;s:3:""618"";i:2;s:3:""316"";i:3;s:3:""184"";i:4;s:3:""623"";}","Our new contract management arrangements are innovative because they incorporate best practice concepts for collaborative business relationships and managing outsourcing / external service delivery, including:
1. Specifying how the parties will work together in addition to what services are required - which is innovative as it is not normally a significant element of an outsourcing services contract;
2. Focussing on leveraging the benefits of creating and maintaining an excellent relationship through the preparation of a relationship charter between the parties and the establishment of robust and structured governance arrangements;
3. Specifying additional non-core activities which can often be overlooked to encourage better longer term planning to evolve the services and manage the assets over a ten year horizon (i.e. the term of the contract) and encouraging collaborative sessions which will result in benefits for customers, our agency and the service provider.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","We have piloted and introduced some of these innovative concepts in our first generation contract which is now entering the expiry phase.
We are currently hoping to award our new second generation contract in the coming months and to mobilise the new service provider thereafter.
In addition, we have been sharing our approach with other public sector agencies in Ireland. For example, we presented our approach to a number of public sector agencies at training provided by the Global Sourcing Association in May 2018 and are due to present at a conference hosted by the Institute of Public Administration in October on Collaborative Contract Management – again sharing the approach set out in this case study.
We have also been active in sharing our lessons and new approach in this area with international transport agencies in Europe, including agencies in Denmark, the Netherlands, the UK and the USA.","Our approach was inspired by the training we received from the Global Sourcing Association which encouraged a collaborative and relationship-based approach to contract management and was further developed through our research of the ISO Standards in this area.
In terms of introducing these best practice concepts, we worked closely with our service providers and advisers (legal, technical and financial) to design an effective government framework and contractual documentation.","Customers benefit from better services.
Teams managing the tolling operation benefit from working in a more collaborative and relationship-based environment which develops their creative and people skills and results in more empowerment and better job satisfaction.
TII as a public agency benefits from better levels assurance, more transparent decision-making, improved forward planning and improved commercial results - which provides additional critical funds for investment in the network.","Introducing a more formalised and collaborative governance model has been beneficial in a number of ways.
For starters, it has resulted in a more rewarding working environment where ideas are nurtured and improvements implemented.
It has also resulted in commercial benefits in terms of gaining efficiencies more rapidly than might otherwise have been the case and delivering higher revenues.
While it is difficult to quantify the benefits accurately, we estimate that approximately half of the efficiencies and half of the improvements in revenues would not have occurred without introducing this collaborative governance model - and this equates approximately to €5 million per year.
Going forward we anticipate doubling these benefits and note that the majority of our tenderers were willing to reduce costs significantly based on this type of collaborative contract as they felt they were being given licence to evolve and adapt services in a more agile, creative and efficient manner.","The main challenge with respect to introducing a new and innovative type of collaborative governance model for our contract management was cultural. Some of our team were used to a narrower and more 'contractual' style of contract management and it took them some time to appreciate the benefits or value of the approach being proposed. Also some of the team struggled to visualise how the collaborative governance model would operate in the ‘real world’.
We tackled these issues through workshops where we discussed the pros and cons of the various approaches and of the potential benefits of progressing with a new contract management model until we were satisfied to progress with the change.
On a more minor point, our legal advisers found it challenging to incorporate some of the ‘softer’ concepts into the contract but they persevered and noted that the ISO standards (referred to earlier) were of assistance in this regard.","Introducing a new more collaborative relationship based contract management model requires senior management leadership and support to encourage a change of culture at many levels.
However, a change of culture and behaviour will not occur unless all participants believe in the new way of working. We think that this belief can be fostered in two ways:
1. Through experiencing the benefits first hand – so we would recommend identifying flagship projects to pilot the new model on and then encourage those who have been involved to share their experience and knowledge with others;
2. Through continuous learning and review of the approach in order to learn lessons and adjust the model as required.","We are convinced that evolving to a more collaborative and relationship-based governance model for contracts would result in significant benefits for public agencies involved in procuring and providing public services.
A governance model by its nature is quite structured so it can be replicated easily by other public agencies. However, changing culture and behaviours requires leadership and patience and, for example, it might be difficult to introduce a collaborative culture at the contract management level of an agency if the corporate culture is not so collaborative.
We have being sharing our approach with other transport agencies, particularly in relation to services and / or operational contracts and believe that many agencies are willing to invest more efforts in this area. We have also noted more science being applied to assessing behaviours and team dynamics for public contracts in other sectors which strongly indicates that more public agencies will move in this direction.","1. In the public sector good governance structures are now increasingly being acknowledged as vital for 'business as usual' as well as change management programmes and initiatives. However, sometimes the value or benefits of good governance or the need to embrace innovation are not widely understood. Therefore, we would recommend that efforts are made to help people to understand the potential benefits of good goverance and innovation before seeking to roll-out new initiatives.
2. Innovation rarely succeeds by accident. Therefore, we recommend that the same management skills and resources are applied to introducing an innovative concept as one would apply when undertaking any other challenging project or task.
3. Do not underestimate the fear or resistance to change but rather seek to understand those fears and formulate positive tactics and strategies to deal with them.","We are delighted to have the opportunity to share our innovation story and to make our submission.
We were also delighted as part of this process to learn about the OECD’s core values. In particular, we believe that it is vital that we all promote the core values of “open” and “bold” among public sector organisations - particularly with regard to innovation.
We can see that there are unfortunately many reasons for public servants to ‘keep their heads down’ and get on with their work without seeking opportunities for innovation; which is why best practice knowledge sharing initiatives like this are so important!
So thank you for taking the time to read our story and we are looking forward to reading and learning from all the other submissions.
As Michel de Montaigne the French renaissance philosopher and writer said, “It is good to rub, and polish our brain against that of others”. So let's continue to rub and polish!",,"a:3:{i:0;s:4:""3467"";i:1;s:4:""3468"";i:2;s:4:""3469"";}",,,
3389,"“Joint effort towards best results” Result oriented management and stakeholders engagement as an example of modern and effective public administration represented by Opolskie Revenue Administration.",https://oecd-opsi.org/innovations/joint-effort-towards-best-results-result-oriented-management-and-stakeholders-engagement-as-an-example-of-modern-and-effective-public-administration-represented-by-opolskie-revenue-a/,,"Revenue Administration Regional Office in Opole",Poland,regional,"a:1:{i:0;s:12:""public_admin"";}","“Joint effort towards best results” Result oriented management and stakeholders engagement as an example of modern and effective public administration represented by Opolskie Revenue Administration.",http://www.opolskie.kas.gov.pl/izba-administracji-skarbowej-w-opolu,2017,"In light of the merger of three fiscal agencies into one, the Opolskie Revenue Administration developed a management model aimed at achieving the best results which is tailored to the needs and expectations of employees and the surrounding society. The new management model obtained a better understanding of the tax administration's mission by the local community by focusing on: user-centricity; stakeholder involvement in tax office to show transparency and public involvement; and listening campaigns.","Management is only effective if it covers all the key aspects of the institution's work. After consolidation, which took place in 2017, three main administrations of tax, custom and fiscal control were combined into one large organization. Consolidation, which united the forces of many differently operated and managed offices, required the adoption of new, innovative management methods. This was one of the main reasons for introducing a new management model in the Opolskie Revenue Administration, which on one hand combines elements related to a high standard of services provided by focusing on achieving the best results and on the other hand takes into account the human aspects.
As a part of the project, cooperation was started with many organizations, institutions, associations of taxpayers and their advisors, representatives of science and education, the Police, services and public institutions, etc.
The goal was to fully involve all possible parties in tax processes as well as to cooperate in the implementation of tasks. Using synergy, the forces of many services and people were combined. That not only resulted in reduced operating costs but also facilitated the achievement of strategic goals; high quality of services; increased level of voluntary tax compliance; and the positive image of Opolskie Revenue Administration in the eyes of the society. What was impossible at the beginning was achieved - better results were obtained with the involvement of fewer resources and limited financial outlays.
We assumed that both combining the auxiliary processes of many offices and cooperation in the performance of basic activities require uniform procedures for systematizing rules of conduct and effective internal and external communication process. The special attention has been paid to the improvement of the professional qualifications of employees and management, creating the opportunity to participate in undergraduate and postgraduate studies, workshops, etc. Joint training and meetings are held to improve the professional qualifications of employees and to exchange good practices. An important issue was also the improvement of communication. Innovative methods of internal communication based on electronic communication channels have been introduced, including changes in the way of meetings of both leaders as well as meetings with employees using online video conferencing. As a result, the management of revenue administration distributed in the whole Opolskie region is more efficient, with quick reactions to problem engagement and decision-making, and also significantly reduced operating costs.
Particular emphasis was placed on creating a system of external communication with taxpayers, their advisers, organizations, institutions and the academic environment by engaging the external environment in undertaking joint activities. Listening to the voice of the local community, priorities and levels of action were set. The widest range of interests covered the academic environment focusing on training and innovative technological solutions needed by the Revenue Administration. The best example of this is cooperation with the University of Technology. It covers many aspects of the business, including the development of an IT program in the field of IT systems consolidation and risk management support, an organization of free studies for officials and internships for students, organization of joint conferences and information campaigns. It is tailored to the needs and expectations of all parties and ensures the exchange of knowledge and new technological solutions. Cooperation in a similar scope was undertaken with schools.
Another example is cooperation with the prison service in the area of unpaid work of prisoners in the repairs of the buildings of the entire region. It allows for the reduction of operating costs and provision of ongoing assistance in real estate administration.
An example of cooperation aimed mainly at streamlining work are agreements with the police, border guards and other public administration institutions in the area of joint actions aimed at tax and customs frauds and crimes reduction. A joint effort of various services allows us to improve work efficiency.
However, in order for the activities that are undertaken by the Opolskie Revenue Administration to be correctly perceived by the local community, cooperation was initiated with local media, the Business Center Club, etc. Additionally employees participate in local and regional events, conferences and meetings, providing information about taxes and helping taxpayers fulfill their tax obligations.
This is a win-win situation. All involved and cooperating parties benefit. Employees are better prepared for work and better trained, local society is satisfied with the possibility of co-deciding on important matters, and taxpayers have a sense of tax justice and are satisfied with the high standard of services provided.","a:7:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""260"";i:3;s:3:""190"";i:4;s:3:""302"";i:5;s:3:""335"";i:6;s:3:""617"";}","The innovation of the Opolskie Revenue Administration consists of the development of a comprehensive management model that contains elements characteristic of business management aimed at achieving the best results and also is based on engagement of all participants of tax and customs processes in the implementation of actions aimed at achieving the goal. The key elements of these processes are to match the services provided to the expectations of the society and the potential inside the institution as well as the potential of the society.
The new, innovative management method is identical to cooperation based on understanding and mutual cooperation. It involves running joint projects, using and cooperating in the acquisition of modern technologies to improve communication and management, and a joint pursuit in achieving goals. As a result, such management leads to the achievement of results and implementation of the public mission.","a:1:{i:0;s:14:""implementation"";}","Activities are undertaken on many levels. Within the organization, we focus on the development of uniform and common procedures, rules of conduct, remuneration, etc. Joint activities, training, exchange of good practices, joint inspections and other activities, including education are carried out. An external activities aimed at the society is the involvement of the local community in the implementation of joint activities, such as education campaigns, presence at local events, the implementation of agreements regarding cooperation with:
The University of Technology in Opole( developing an innovative IT program, including system consolidation and management support),
Schools (knowledge transfer, joint conferences, studies for office employees),
Prison service (prisoners' work on renovations in the offices),
Business Center Club(creative dialogue with recipients of tax and customs services),
Police, Border Guard( conducting joint activities in the field of counteracting crime), etc.","Cooperation and unification of forces are the key elements of our management process. In addition to leaders and employees joint effort we cooperate with University of Technology( innovative computer program), schools (exchange of knowledge, work for students, free studies for officials), Prison service (free repairs of office buildings), Police, Border guards, other institutions (joint actions, effective fight against fraud), BCC (dialogue matching services to taxpayer`s needs), etc.","Employees and leaders as partners working out common principles, exchange of experience.
Taxpayers, social organizations as recipients of services and consultants, defining the needs of local community.
Schools, universities as partners in the exchange of knowledge, acquiring employees and new technologies.
Police, prison service, other institutions as partners in conducting joint activities, improving work.
Local media as an intermediary in providing information and creating a positive image.","The project has a long-term nature and is currently under development. It is difficult to measure all the results of its operation at this time. However, some results are evident already in the initial phase of its implementation, which can include:
Unification of the way of managing the offices distributed in the whole region.
Improvement of relations between revenue administration and taxpayers.
Improvement of internal communication.
Reduction of operation costs.
Quick reactions to problem engagement and decision-making.
Increased in the competence of employees.
Ensuring a high standard of services provided.
A better understanding of tax procedures.
Increased transparency of proceedings.
It should be pointed that our key goal is not only to be positively evaluated but also to be fully approved by the public. In addition, we strive to achieve a high level of voluntary tax compliance by taxpayers, which will lead to a reduction in operating costs and ensures high budget revenues.","Each new reform brings with it many challenges. Not everything is always successful. Over the last year, we had many reasons to be proud, but also a few difficult moments. We managed to overcome problems, and this strengthened and united us even more. One of the most serious challenges that arose was the change in employee awareness and the overcoming of resistance associated with the uncertainty related to new structures. In addition, the consolidation of the three different administrations was related to the need to transfer employees between offices or the need to change the type of work performed. Convincing employees not only about the need for change but mainly about the fairness of it as well as changing their attitude and manner of working was not an easy task. Initially, our activities were not fully approved by all employees and even met with some resistance, while at the moment this is no longer a problem. Employees integrated well and willingly cooperate with each other.","We learnt a lot throughout the last year. While there is still a lot to do, now we know that you can do what seems impossible at first. Strong will and diligent work make things possible. The recipe for success is simple. Efficient management focused on results achievement and full commitment of all employees and other stakeholders is the most important.
However, also relevant is optimism and cooperation, joint problem solving and listening to the voices of society and its citizens. You can never forget that it is the society and its citizens that the public administration works for. Only joint action and the pursuit of common goals deliver the expected results. Engagement of all available stakeholders; joined forces and synergy, and building relationships based on transparency and mutual respect are the key to success.","One could write a lot about the project and its implementation. The most important point is that the idea of the project is universal and could be implemented by every public administration. Everywhere in the world, public administrations face similar problems. It`s common knowledge that many of their management strategies should be refreshed or redefined. What we propose is a modern way to combine all sides’ expectations. It`s a real challenge to unify management needs with its employee's needs, as well as stakeholders needs. Cooperation and mutual understanding are what Public Administrations should aim for these days. We are confident that our project can be successfully presented on the world forum. We are positive that our projects’ implementation in other countries could bring positive changes and improve the effectiveness of the public administration.","Expanding on what has been noted before, the project also assumes to improve the image of Revenue Administration in the eyes of society, and as a result, increase the level of voluntary fulfilment of tax obligations by taxpayers and thus increase government’s revenue. Increasing the level of voluntary tax compliance will designate its available resources for conduction of prevention actions. This will increase the feeling of fair taxation. On the other hand, it means that our resources could be better allocated and we will be able to designate them as available resources for the training of employees as well as training and education for entrepreneurs as an important part of our compliance strategy. Finally, such actions will improve the taxpayer’s satisfaction with the services provided by the tax office and increase the number of taxpayers properly fulfilling their tax obligations. At the same time, the staff will be better trained, more self-confident and satisfied with their work. Lessons learned from surveys conducted within the project and reports will improve the quality of long-term actions as well. On the other side, one should be patient. Results aren’t always coming fast. And you should act in cooperation with other stakeholders. Working together gives better results. Only joint effort and mutual cooperation could bring the best results. In the end, one should listen to people, hear voices inside the organisation and try to understand outside environment. One should be good to others and show respect for their needs. That`s what I would like to share with all of you.","The Revenue Administration has not been very popular so far and the services it provided were not always correctly perceived by the local community. Our goal is not only to achieve the best results but also to shape the right image in the eyes of the public. Aspects such as exerting a positive influence on the way of thinking and awareness of the participants of tax processes, which as a result determine the way employees and taxpayers behave, are also important. As a result, joint effort leads to an improvement in the quality of services provided and creates the positive image of the Revenue Administration in the eyes of the society.","a:13:{i:0;s:4:""3677"";i:1;s:4:""3709"";i:2;s:4:""3681"";i:3;s:4:""3675"";i:4;s:4:""3687"";i:5;s:4:""3711"";i:6;s:4:""3715"";i:7;s:4:""3712"";i:8;s:4:""3716"";i:9;s:4:""3717"";i:10;s:4:""3718"";i:11;s:4:""3720"";i:12;s:4:""3719"";}",,,,
3402,"Mobile app for reporting envirnomental violations",https://oecd-opsi.org/innovations/mobile-app-for-reporting-envirnomental-violations/,,"State Environmental Service",Latvia,central,"a:1:{i:0;s:13:""environmental"";}","Mobile app for reporting envirnomental violations",http://www.videssos.lv/,2015,"The State Environmental Service of the Republic of Latvia has invented mobile application for reporting environmental violations. The purpose of this app is to increase awareness on environmental problems and make reporting much easier for society. Users can apply environmental complains using mobile application and keep tracking solution of the problem.","In the year 2015, the State Environmental Service has invented mobile application ""Vides SOS"" for reporting environmental violations. A mobile application for submitting report about environmental violation is available for smartphones and processed data/task status of the reports are publicly available in the Internet. The main objective of the project is to promote the involvement of the society in solving environmental problems and increase environment responsibility and lifestyle.
The mobile app solves the problem of the information availability. For the submitter it usually it takes time to find responsible authority and the location of the proposed environmental violation. Conventional methods for the reporting about environmental complaints are phone calls, email or letter in paper form.
Both society and public sector are benefited from the use of mobile app. The main advantage of mobile app is the new method of communication between civil sector and society, that allows competent institutions to receive and process information much more faster, than using conventional information channels. Also information about proposed location is more precious, because GPS coordinates will be already available. The mobile app provides an opportunity to report environmental violations from any place in Latvia. Operative assess the precious information are main advantage for environmental inspectors.
With the ""Vides SOS"" mobile app it is possible to report about soil, air and water contamination, as well as various activities and significant environmental violations such as waste, illegal fishing of river and lake protection zones and other environmental risks.
The Environmental Department is planning to develop usage of mobile app and involve more public institutions to use mobile app. Municipalities, Forest Agency and Nature Conservation Agency have already involved in project, that allows access for this institutions inspectors to receive reports about proposed environmental problems regarding to their competence.","a:4:{i:0;s:3:""283"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""612"";}","The mobile app is the innovative method of communication between civil sector and society, that allows competent institutions to receive and process information much more faster, than using conventional information channels.","a:1:{i:0;s:14:""implementation"";}","The mobile application has been publicly available as of 2015. In the 2016-2018 organization evaluated feedback from users and made improvements of application.","The Environmental State Service created and launched the program in collaboration with Civil society organization, involving citizens and environmental organizations. Future partners will be required to participate.","Both citizens and government officials benefited from the project. Civil society organizations also has been involved in the popularization of project activities.","About 1500 environmental problems per year has been solved. Involvement in the solution of the environmental problems has been observed from of the society and municipalities.
In the future improved collaboration with different environmental competent authorities will be expected.","The project has met technical challenges relating to data security and involvement of different organization.
All technical errors regarding to data visualization and data security has been solved with additional resources.","Human and financial resources and information support from the civil organizations. Interest from society and informational campaign are vital for this kind of projects.","Larger and smaller organization have potential to invent similar projects. Mobile apps with reports form society can be related to any kind of civil organizations. For example, environmental inspection, police and municipal agencies.","The project gave a great experience about civil sector communication with society and engaging people in solution of the environmental problems.",,"a:2:{i:0;s:4:""3409"";i:1;s:4:""3410"";}",,,https://youtu.be/APVijn9JFSU,https://youtu.be/3Cu1aNIfdIg
3411,"Conversation festival LAMPA",https://oecd-opsi.org/innovations/conversation-festival-lampa/,,"Foundation for an Open Society DOTS",Latvia,other,"a:1:{i:0;s:14:""civil society "";}","Conversation festival LAMPA",https://festivalslampa.lv/en,2015,"In an increasingly divisive and polarised world, the annual nationwide Conversation festival LAMPA in Latvia has become an outstanding platform for discussing matters of societal concern about Latvia, Europe and the world in face-to-face conversations. Co-created by a diverse array of civil society organisations, public authorities and private companies, the festival opens up policy-making processes to wider audiences and creates an open platform for direct engagement among people in Latvia.","A broad range of events, thought-provoking discussions and hot topics all feature at the Conversation Festival LAMPA, a nationwide, open-air annual summer festival organised annually in Cēsis, Latvia since 2015. LAMPA provides a rare chance to spend two uplifting days sharpening one’s mind, expanding one’s horizons, and challenging one’s assumptions. It’s an inspiring and energising platform for everyone with something to say. It’s for everyone who wants to learn and talk about issues important to Latvia, Europe, and the world.
The mission of the festival is to strengthen democratic conversation culture, foster civic engagement and active involvement in social and political processes, and encourage a desire for lifelong learning in an ever-changing world.
The two-day festival takes place every year on a Friday and Saturday in late June or early July. Creating the festival events are civil society organisations, private companies, public authorities, universities, media, civic-minded individuals and churchgoers. In 2018, LAMPA featured more than 270 events – conversations, debates, talks, lectures, workshops, performances, stand-ups – in Latvian, English and Russian. Admission is free.
The number of festival attendees has increased from 3500 in 2015 to 16 000 in 2018, indicating that the festival has picked up on a desire or even need for people in Latvia to convene on an annual basis at such an event.
The festival brings together people in Latvia from all walks of life, engaging them in conversation and an exchange of ideas. Being the first and only of its kind in this country, it clearly serves a vital role in fostering openness and dialogue, something that is of great importance in this diverse country with its eventful history.","a:4:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""616"";}","The idea of a festival was inspired by political festivals organised in other Northern European countries. However, the Conversation festival LAMPA has its own model, with the core idea of creating an open platform, where important issues can be discussed among people from various walks of life. It is a unique public forum, where anyone has a chance to put forth a topic for a public discussion.
If previously the festival format was only utilised for entertainment, and discussions on significant issues only took place in conference halls, then the festival has changed this conventional model. Moreover, its joyful and open atmosphere has made the format for public discussions attractive to young people, who comprise almost half of festival attendees. Public authorities, led by the State Chancery, have become important partners and co-organisers of the festival almost from its inception, organising various events in a festive spirit. Thus, bringing engagement with society to a new level.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Conversation festival LAMPA is a long-term initiative, not a project which is about to end in the near future. Moreover, we are in a constant process of the evaluation, which helps us to improve the festival and make it more attractive for even wider audience.","The festival champions a co-creation process and cross-sectoral cooperation. In 2018, its fourth year, the festival was co-organised by 235 organisations and civic activists, among them civil society organisations, companies and political parties, as well as governmental and municipal institutions. The main organisers of the festival are the Foundation for an Open society DOTS, Swedbank, Armadillo ad agency, Deep White communication management agency, Cesis municipality, and the British Council.","The people of Latvia are the prime stakeholders and beneficiaries. First, anyone can apply and organise a conversation on any issue of importance to him/her. Second, festival attendees have plenty of opportunities to enrich themselves with new knowledge, discuss the things they care about or are interested in and meet new people they otherwise would not meet.","The number of festival attendees has increased from 3500 in 2015 to 16 000 in 2018, indicating that the festival is needed in Latvia. The festival has become a national event where ideas converge and people meet. Conversations can serve as a spark for a new idea. An idea first put forth at the festival could later be on developed into a project, business or even legislation.
Our expectations: a continued increase in the number of participants, further growth in interest in organising an event/conversation, and the participation of public authorities becoming a tradition.
The festival has ambitious long-term goals – to strengthen democratic conversation culture, empower people to take active part in public life, and promote critical thinking, a culture of curiosity and life-long learning. We also aim to bring political and democratic culture to a new level, where civility and dignity are respected and celebrated, but this requires time, partnership and persistence.","In 2016, the Corruption Prevention and Combating Bureau, reacting to a tweet, inspected the participation of the State Chancery and other state institutions at the festival, as to whether their participation constituted a conflict of interest. Although it found no such conflict, the whole process proved challenging, since participation of public authorities is crucial to the festival’s mission.
Overall, there have been no significant setbacks.","The festival should be built on a strong set of clearly articulated values and a strong mission statement. An open platform for everyone, reflecting societal diversity. Therefore, partnership and co-creation are key to success.
All opinions are welcome and important, but clear rules should be in place for all events to ensure that conversations are held in a respectful manner.
Participation of public authorities is crucial for achieving the festival goals.","The festival idea can be further replicated both locally and internationally. On the local level – local civic activists can organise regional conversation festivals all over Latvia to discuss and debate local issues. On the international level – other countries can follow our example and organise their nation-wide conversation festivals. So far, the Conversation festival LAMPA has inspired creation of the festival of discussions BUTENT in Lithuania, the Jubel festival in Belgium and a Ukrainian conversation festival to be organised next year in Kyiv.","Start with why – what is your mission statement, values and goals you are trying to achieve.
Know your audience! Be very specific in your first year – whom you wish to attend and how to reach them. You can expand your audience in the following years.
Don’t be boring – it’s a festival! Create a joyful, lively, open, trusting and optimistic atmosphere.
Do not limit conversations only to politics. Events should be on a range of topics – health, science, education, culture, politics, lifestyle and many more.
Be creative in event formats! Audience engagement should be a priority.
Co-create! The festival should unite civil society organisations, businesses, public authorities, religious organisations and civic-minded people.
Think young! The festival should be attractive for young generation since its inception.
Financial sustainability should be a priority from the day one, but beware of commercialization! Do not allow any plain product/service advertisement; all the events and activities should be aimed at societal benefit.",,"a:28:{i:0;s:4:""3740"";i:1;s:4:""3744"";i:2;s:4:""3742"";i:3;s:4:""3743"";i:4;s:4:""3745"";i:5;s:4:""3746"";i:6;s:4:""3770"";i:7;s:4:""3741"";i:8;s:4:""3747"";i:9;s:4:""3748"";i:10;s:4:""3749"";i:11;s:4:""3750"";i:12;s:4:""3751"";i:13;s:4:""3752"";i:14;s:4:""3754"";i:15;s:4:""3755"";i:16;s:4:""3762"";i:17;s:4:""3756"";i:18;s:4:""3758"";i:19;s:4:""3759"";i:20;s:4:""3760"";i:21;s:4:""3761"";i:22;s:4:""3764"";i:23;s:4:""3771"";i:24;s:4:""3765"";i:25;s:4:""3767"";i:26;s:4:""3768"";i:27;s:4:""3769"";}",,,https://youtu.be/oo_QD8g1jKw,
3434,"Developing digital services using low code",https://oecd-opsi.org/innovations/developing-digital-services-using-low-code/,,"Adur & Worthing Councils","United Kingdom",local,"a:1:{i:0;s:25:""Local government services"";}","Developing digital services using low code",,2017,"Adur and Worthing Councils implemented a low code development platform to help them take control of their digital transformation. A small digital team is building end-to-end user-centred digital services that are replacing expensive and inflexible legacy systems. Low cost, fast and flexible, this pioneering digital strategy has delivered multiple customer and efficiency benefits, won national awards and central government recognition.","Every public service organisation faces the same challenge in this digital age. How to design and deliver new digital service models across the business at pace, but with limited resources. Most organisations have a complex legacy estate of different IT systems, which are costly, inflexible and were built for a different age - before the emergence of the internet and digital business models. Tackling the legacy IT problem, and creating new user-centred digital services is out of reach of most public service organisations.
Adur and Worthing were like most other local authorities, struggling to maintain basic IT services on limited budgets with a small team. Keeping existing IT systems patched and running was as much as the team could manage. Council services were running on a large number of traditional software systems which were not keeping up with the times, and were costly and inflexible. With new leadership in place from 2014, the Councils recognised that in order to really drive change in the organisation, and create services that were customer-centred, truly digital and more efficient, they needed to find a way to take control of their digital transformation. As two small district and borough councils, it would be necessary to develop a strategy that was low cost, sustainable, and not rely on external consultants or highly skilled hired-in developers. It would be critical to be able to design and build products in-house, controlling what and when, working with users to understand needs and implementing digital services quickly, using iterative development practices.
A strategic review of options was undertaken with the help of specialist consultants, looking beyond public services for inspiration, into sectors such as financial services. A new class of development platforms was discovered - low code - which allowed applications to be built through visual interfaces, and using common components. The skills required to be a low code developer would be in reach for the councils by converting existing staff such as database administrators and excel power users.
The low code platform approach was the key part of a wider ‘cloud first’ strategy, which also involved a move to Google for Work for all staff, and a plan to close the local data centre and move all applications to the public cloud. Since 2015, the councils have designed and built a range of applications on its low code platform, including waste and recycling services, social housing repairs, asset management, customer complaints, human resource management and freedom of information requests. The applications are truly end-to-end and have saved over £200k per year in software licence costs alone. Significant ""back office"" efficiencies have been delivered, for example in housing repairs. The administration team can now process 150 contractor invoices in 3 hours, compared to 50 per day previously. Customer satisfaction levels are very high with the new repairs service that is fully self-service, allowing online appointment booking, regular progress updates by email and text, and before and after photos of the repair. Similar benefits have been seen in waste services, where the digital team have also built an automated voice service for clinical waste collection.
Perhaps the most exciting innovation so far using the platform has been a digital service to support social prescribing. Social prescribing helps doctors refer patients with social needs to specialist workers called Community Referrers who help connect people to community resources, such as social activities, health and exercise, debt counselling and mental health support. Adur and Worthing Councils received national funding from the UK Local Government Association to build a digital application to support the service, using its low code platform. The digital service was designed in collaboration with doctors and patients, and received a national award from Computing Magazine, as well as special mention from the UK Local Government Minister. Through this project, Adur and Worthing Councils have demonstrated that it is possible to design and build digital services which are used by multiple agencies in a local public service system and which ""join up"" the experience for the patient or resident. The Councils are able to offer digital services to any public organisation in the area, including charities, and believes great efficiencies and customer benefits can be delivered through local public service organisations moving to use common platforms. It is early days in this area, but the Councils have the tools and strategic thinking to begin to deliver on this vision. The Councils continue to modernise their operations through this strategy, and to increasingly explore new digital business models that transform their ways of working.","a:5:{i:0;s:3:""190"";i:1;s:3:""614"";i:2;s:3:""618"";i:3;s:3:""373"";i:4;s:3:""354"";}","The low code digital platform model is innovative because
- it provides an environment for creating robust, enterprise grade digital applications at low cost
- low code developers can be trained from the existing staff group
- it allows for genuine user-centred agile product development
- it allows quite small organisations to take control of their digital future
- it allows for integration with other systems through open standards and APIs
At the date of submission, the low code platform is well-established and has delivered multiple end-to-end digital services. The Councils are continuing to invest in the strategic programme, increasing the size of the digital team, and building service design capacity and organisational development initiatives around the work, to help further increase levels of involvement and engagement of staff. The digital programme has delivered savings of £200k per annum since its inception, and has seen significant reductions in software costs.","a:1:{i:0;s:14:""implementation"";}","At the date of submission, the low code platform is well established and has delivered multiple end-to-end digital services. The Councils are continuing to invest in the strategic programme, increasing the size of the digital team, and building service design capacity and organisational development initiatives around the work, to help further increase levels of involvement and engagement of staff in digitally-enabled change.
The digital programme has delivered savings of £200k per annum since its inception, and has seen significant reductions in software costs. New work streams are being developed around voice user interfaces and open data strategy, where we plan to publish service performance data publicly in real time from the platform.","Consultants assisted with the initial strategy development and implementation of the low code platform. The consultants brought expertise and experience from the private sector, helping us bring new ideas into the public sector. The social prescribing digital project involved the National Health Service and general practitioners who now use the digital service, helping us create a truly multi-agency front line application, and delivering a more seamless service for end users.","Citizens are now receiving an increasing number of digital services which have been designed with their collaboration/in collaboration with them, and have a similar look and feel across different services. By providing regular automated updates, citizens are reassured on progress and chase-up phone calls are reduced. Council staff are experiencing much more efficient and user friendly tools, and report high levels of satisfaction.","As a result of the strategy, citizens are receiving the modern digital services they experience elsewhere on the web - easy and highly interactive. Front line staff are working mobile, using tablets and phones, making customer services even more efficient and modern. Back office processes are significantly more efficient.
Our digital team is empowered to drive change in the business and there is high satisfaction amongst team members. We are on track to deliver £3m of revenue savings over 5 years against a £600k investment. Our work is now mainstreamed and our costs are low. We are now planning to grow the team having demonstrated impact. Our intention is to also continue to embed the work and deepen the human-centred design approach we have also been developing in parallel. This will make our organisation able to continually adapt and change into the future, and give us capacity to explore new technology innovations such as voice and AI.","Despite high levels of political and senior leadership support, the initial phase of the work was challenging. The concept of building in-house at this scale was new and some areas of the business were wary. At times there was resistance that had to be worked through. There were also some technical challenges in the first year, as the low code platform selected had some functionality limitations that created difficulties. These were resolved effectively with our feedback, and we were able to help shape a very powerful product from a UK SME. There were also challenges in creating enough time for new development work within the small digital team, who had full business as usual workloads. We are still learning agile methodology, especially in terms of business users understanding what it means to create digital products iteratively. Continued support and backing from senior leaders has been crucial and remains strong.","The key to success for Adur and Worthing Councils has been strong and consistent leadership. The creation of a Director level role (Director for Digital & Resources) has been vital. It has been important to recognise that an initiative such as this takes time, and the first two years involved much implementation and learning, with the third year seeing the programme in its stride. It is vital that risk is accepted and that there is an ethos of experimentation, acceptance of uncertainty, and also persistence. Identifying skilled, enthusiastic people to join the team is crucial, as is the involvement of politicians, citizens and staff in the innovation process.","The low code platform approach means that Adur and Worthing can easily create multiple applications which reuse capabilities built in previous projects. Our learning is constantly being replicated and refined with each project, and we are working faster each time. We intend to create methods of sharing our work with other local authorities, from workflow designs and UX/UI wireframes for each of our applications. We aim to help our platform supplier create a marketplace for sharing ""accelerator"" applications, which we will share at no cost. We are licensed to build and implement applications for many public sector organisations delivering services in our area, and intend to offer services to partners within the next two years.","Our key lessons learned relate to ensuring clear and well-structured project and product management practices from the outset. It is important to limit ""work in progress"" and to ensure that benefit is delivered early, however small. This helps generate confidence all round, and creates a positive environment to work in. In the first phase of our work, our programme took on too many different projects in parallel and therefore each took longer to deliver, creating avoidable doubts among some stakeholders. Ensuring there is sufficient capacity for the work is crucial, and that staff feel able to raise issues and report failure. A supportive and patient environment is very important to let new innovations grow.","Establishing the capacity and tools for continual change is vital for all organisations. A digital strategy has to be ambitious and comprehensive, but designed in a way that means progress can be gradual: small, experimental and incremental, growing in confidence, pace and capacity over time.",,,,https://www.youtube.com/watch?v=QGc1QBwvir8&t=24s,
3437,"Citizens Jury, Compulsory Third Party Insurance, Canberra, Australia",https://oecd-opsi.org/innovations/citizens-jury-compulsory-third-party-insurance-canberra-australia/,,democracyCo,Australia,regional,"a:1:{i:0;s:47:""Citizen participation in the work of government"";}","Citizens Jury, Compulsory Third Party Insurance, Canberra, Australia",http://www.yoursay.act.gov/ctp,2018,"All cars on Australian roads must have compulsory insurance (CTP). In the ACT, this insurance was expensive, coverage limited, and most claims needed to be settled in the courts. democracyCo designed and delivered a Citizens’ Jury and extensive stakeholder engagement process to develop a improve the scheme. Over 7 months 50 Canberrans worked with a group of stakeholders to design the improved scheme, which the Government committed to implement.","Compulsory Third Party Insurance (CTP) exists in all Australian jurisdictions to provide compensation for people injured or killed when their vehicle is involved in an accident.
The design and implementation of CTP schemes is technically complex (it has to balance premiums, benefits and equity). It involves strong vested interests (influential stakeholders - many with a significant financial stake in the system, and with competing priorities). As an issue it generally has low community interest, until an accident occurs, insurance is needed or if coverage is prohibitively high. In addition, the cost of the ACT scheme was high and there was considerable confusion about the system.
For all these reasons the CTP ‘problem’ in the ACT was by no means an easy issue to address.
The ACT Government felt that the best way to solve the problem was to empower the community and to involve community and stakeholders in developing a solution.
As a consequence, they engaged (us) democracyCo to design, and deliver a process to enable stakeholders and the community to develop a new CTP scheme.
Our advice, was adopted and implemented in full.
We designed a citizens’ jury process that had 3 phases and ran over 7 months.
1. A representative group (selected through a random selection process) of everyday residents of the ACT (the CTP Jury) determined what they wanted the objectives of an improved CTP scheme to be (with input from the broader community) and wrote a report outlining their objectives.
2. The stakeholders worked with government, an independent Actuary and Scheme Designer to develop four models that met the objectives the citizens had outlined and were within the parameters set by government.
3. The CTP Jury met again to assess which of the models best met their original objectives and provided their decision to the government.
The Citizens’ Jury resulted in a well-developed, community designed insurance model ready for legislative development.
The process had a number of key innovative elements;
1) That ACT Chief Minister and the government commited, at the beginning of the process (before they knew what the community and stakeholders would come up with), to pursue implementation of the model the community chose. In effect the government was empowering the community completely with the full extent of its own power.
2) Integration of stakeholder and community involvement. The process brought stakeholders and community together in a way that rarely happens. Stakeholders played an important role in helping community to understand the breadth of the issues and helped inform them about the existing scheme. The community used this knowledge, along with the information provided by experts (that they selected) to help them define the type of scheme they wanted – the outcomes they wanted from the scheme and the values that would underpin it. This effectively became the brief for the stakeholders to work with government, a scheme actuary and a scheme designer to develop a range of models which would go back to the community for them to decide which best met their original brief.
3) Collaborative / Co-design approach undertaken with stakeholders – the way in which stakeholders with polarised positions came together to develop an improved scheme.
4) Started from a blank slate. The government didn’t propose or suggest a starting point for the conversation. They put a couple of ‘parameters’ around the work – the most important of which was that the scheme that the community chose couldn’t cost citizens any more than the existing scheme.
5) Broadness of the community involved – it is important to note that all interested people in the ACT were able to contribute to the process and assist the work of the 50 Jurors through a supplementary consultation process.
6) Belief in citizens and stakeholders – the government trusted and respected the skills, knowledge and expertise of the community and the stakeholders alike. The government genuinely valued the input that community and stakeholders could bring and authetically worked to bring a voice to all.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""211"";i:3;s:3:""615"";i:4;s:3:""317"";i:5;s:3:""320"";}","When has a government ever committed to implement a policy developed by the community and stakeholders with an interest in the topic before knowing what they will come up with? When has a government trusted the community and stakeholders as much as this, to make such a strong committment to pursue their preferred approach at the outset?
The strategy of engagement developed for the reform of the ACT CTP scheme required this commitment up front; before the participants had been chosen, and before any work had commenced. To our knowledge this is the first time this has ever occurred in Australia.
How often do government, stakeholders and community come together to develop substantial new policy? This process represents a step change in how democratic governments could work. It flipped current power dynamics – putting citizens at the centre supported by stakeholders and government. This process represents a workable new approach to building trust in democracy.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:9:""diffusing"";}","Since the Citizens’ Jury completed its work in March 2018, work has been underway by the government to draft legislation which puts the Jury’s chosen model into practice and gives life to its recommendations.
The Chief Minister, Treasury and Economic Development Directorate of the ACT Government has recently briefed jurors on the draft legislation and has publically released an Exposure Draft of the Motor Accident Injuries Bill 2018.
This has been referred to Committee for further community consultation.
The government will introduse the final Bill to the ACT Legislative Assembly and it will be debated under normal parliamentary processes. Once legislated the Government and Stakeholders will move to implementation.","The ACT Government commissioned the Jury and engaged democracyCo. A key part of the strategy was the creation of a Stakeholder Reference Group (SRG) which included key stakeholders including government who would all be impacted by any changes. This group had a key role in ensuring the Jury received balanced evidence, the facilitation design was fair, and also provided input into the final models for the Jury to choose from. This group met for 7 months, before, during and after the Jury.","All 290,000 Canberrans that register their vehicles are impacted and will be users and potential beneficiaries of the CTP scheme - as it covers pedestrians, road users, and passengers of vehicles. CTP has a relatively small but influential group of stakeholders in the ACT - most of which were included on the SRG: The Bar Society, The ACT Law Association, Suncorp Insurance, NRMA Insurance, Health Care Consumer Representative and a Rehabilitation Medical Expert from the University of Sydney.","The work of the Jury is the basis for propsed legislation in the ACT. At the end of the process, we surveyed all jurors: 81% felt confident that the government would implement the CTP model they chose; 81% felt the process we ran was neutral; 88% felt the process was fair/transparent. Many Jurors reported that the process brought considerable benefits to their lives (confidence, improved knowledge, political insight, new friends, policy writing skills) and; 88% of Jurors reported that they would like to participate in a citizens’ jury process again. One juror said “[my] only concern is that governments will not embrace this innovative form of inclusion.” SRG members reported that they felt that the process was effective in; enabling the development of CTP models; enabling deliberation on key elements of the models and; understanding the perspectives of different stakeholders. Most reported being sceptical about the Jury before they started but are now converts to the approach.","Given the high stakes of this process to all citizens of the ACT, media interest was high, but reporting was generally incomplete and not always accurate. A community group called the ‘Canberra Alliance for Participatory Democracy’ (CAPaD) complied an independent report of the media reporting. They noted that ""media reporting was less than comprehensive. Reading the coverage it was very difficult to understand what the process of the citizens’ jury was and how the jury undertook its deliberations & the role of the SRG. .. Voices defending the process were left to the end of overwhelmingly critical articles. Overall, there seems to have been a lack of vocal advocates for the citizens’ jury process. Reporting at the end of the process was noticeably more positive, particularly in the way that it gave voice to the positive experiences of jurors"".","The strategy & delivery of this Citizens Jury modelled global best practice deliberative democracy elements. These elements are essential to success & are always used by democracyCo:
- Transparency - The process was open and transparent to anyone who wanted to view any aspect of it.
- Collaboration - citizens worked with stakeholders to become as knowledgeable as possible before they made their decision.
- Respect - supporting citizens to succeed as a jury requires a government that respects them and provides them with authority, and access to the information and evidence they need.
- Independance - participants were supported to seek their own information & advice and come to their own conclusions without coercion or undue influence.
- Influential - The ACT Government made a promise at the outset to pursue the model the jury chose.
- Community interest – the process involved and included many hundreds of Canberrans through a comprehensive consultation process.","These processes (when done properly) can be used to make decisions on controversial, impassable issues; they can support reform; they can share the role of policy making to ensure it's done in the public interest and; they can be used to undertake budgeting activities. These processes can transform the way governments and their publics connect which in turn will ensure public policy making is relevant and enduring. democracyCo has conducted Citizens' Juries and other deliberative processes over many years to:
- create new road rules for how cars and bicycles can share the road safely
- create a new suite of laws that govern how dogs and cats are managed
- to determine if a state government should store and dispose of the worlds nuclear waste
- to identify principles which determine how electricity pricing is undertaken.
- make decisions on what community services should be funded, and by how much
Juries are being used more widely globally to great effect to unlock citizen power.","This project has proven that citizens are entirely capable of undertaking public policy reform in a technically complex area. We know that everyday people are smart, and we know that they know what they need – however governments often either disregard this, or don’t know how to tap into it. A citizens’ jury model provides one of the best ways to bring citizens into otherwise ‘exclusive’ government processes of policy and law making in an active and productive way. Juries also enable stakeholders to play important, meaningful roles in policy making and the work of government.
During this process we had the opportunity to work with a government team who recognised and respected the independence of our role, letting the process occur without seeking to control or inappropriately influence. Their support for the process in terms of information and evidence provision to the Jury was outstanding and they were completely committed to honouring the citizen-led process.
In terms of the process, in hindsight, we could have involved Jurors in the SRG process as observers – so they could have an appreciation of the work and complexity that the SRG members worked through. This would have enabled full citizen transparency across every aspect of the process and would have further improved trust and respect of all people involved in the project. One of the greatest strengths of this process was the involvement and commitment from stakeholders, who very rarely see ‘eye to eye’ and are not offered the opportunity to collaborate and co-design together. Having the jurors see them collaborating in this way would be been an enormous benefit.","Western democracies are suffering from a backlash from those who feel disenfranchised from the decision-making process. The impact of this can be seen in the rapidly declining levels of trust in our institutions - Brexit in the UK, Trump in the US. The 2017 Trust Barometer by Edelman has documented a global collapse of trust. One in two countries believe the entire system is failing. One of the flow-on impacts is that the reforms we desperately need in the short and long term just aren’t being made for fear of political backlash. There is a desperate need to do something radically different or have our democratic systems suffer from more of the same inertia. There is a need to find a way to transform the voice of ordinary people. Juries offer a way create sustainable solutions to wicked, complex problems; a solution that empowers the community, connects the diverse interests of individuals and organisations, and gives the government real, evidence-based solutions that improve lives.","a:7:{i:0;s:4:""5546"";i:1;s:4:""5552"";i:2;s:4:""5548"";i:3;s:4:""5557"";i:4;s:4:""5556"";i:5;s:4:""5555"";i:6;s:4:""5554"";}","a:3:{i:0;s:4:""5541"";i:1;s:4:""5544"";i:2;s:4:""5545"";}",,https://www.youtube.com/watch?v=pHEnOWggbv8,https://www.youtube.com/watch?v=BQQ6RGLhMsk
3475,Flexi-Team,https://oecd-opsi.org/innovations/flexi-team/,,"Federal Ministry of Labour and Social Affairs",Germany,central,"a:1:{i:0;s:10:""employment"";}",Flexi-Team,,2017,"The Flexi-Team helps advance top priority political projects, which could not have been implemented with the currently available staff. The team supports all divisions of the ministry that have temporary staff shortages due to absences or unfilled positions, or due to short-term projects. Furthermore, the Flexi-Team promotes a more flexible work environment in the ministry e.g. by establishing the use of modern knowledge management methods and by offering support in creative design processes.","One of the main ideas that lead to the development of the Flexi-Team was the insight that unmet demand for human resources has a negative impact on job satisfaction and health of the staff. The Flexi-Team aims to address these needs and, at the same time, improve working conditions. Thus, the concept for the Flexi-Team includes aspects that entice highly qualified and motivated personnel.
The Flexi-Team was established in June 2017 and currently consists of eleven team members. As one division of central directorate-general in Germany’s Federal Ministry of Labour and Social Affairs, the Flexi-Team provides services to the entire ministry in three broad domains:
1. The main task of the Flexi-Team is to give rapid response to temporary mismatches between workload and available staff in any division of the ministry. The Flexi-Team alleviates temporary staff shortages or temporary additional staffing demand by assigning its team members to the divisions in need for a duration of generally three to nine months. Shortages of staff can arise because employees are severely ill or on parental leave, or because positions are temporarily unfilled. An assignment of a Flexi-Team member can also be justified in order to start top-priority political projects immediately, before the relevant division receives the additionally required staff (usually at the start of the following budget year). In order to obtain temporary support from the Flexi-Team, the division in need has to justify the need for support by filling in a simple form. According to the availability of a team member and the priority of the staff shortage, the support mission can start within less than one week.
2. All members of the Flexi-Team were trained as coaches to facilitate well-structured, effective and efficient job handovers. Whenever job handovers take place, the division concerned can apply for support in the knowledge transfer process. A member of the Flexi-Team accompanies the process by moderating two or three sessions, at which the outgoing and the incoming employee take part.
3. In addition, the Flexi-Team works as a role model for future-oriented working environments and collaboration. The team members use latest IT solutions, flexible working conditions and share technical experience gained through their support assignments. Thus, during support assignments, team members further spread best practice examples throughout the ministry. Moreover, having a broad overview of all policy areas covered by the ministry, Flexi-Team members can be consulted as discussion partners in projects or creative design processes. By doing so, newly developed ideas in policy or law making receive feedback from highly qualified employees, who have a broad overview of the ministry’s policy areas without being expert in the specific area at stake.","a:4:{i:0;s:3:""234"";i:1;s:3:""257"";i:2;s:3:""623"";i:3;s:3:""305"";}","The Flexi-Team is particularly innovative, given the general importance of clearly assigned responsibilities for each division in German ministries. Previously, temporary mismatches between workload and available staff could only be mitigated by informally obtaining help from other divisions. With the Flexi-Team, temporary support can now be officially granted.
Moreover, the Flexi-Team aims to promote more flexible work arrangements in general by highlighting the benefits of temporarily collaborating with employees who are not experts of the specific policy field in question. All members of the Flexi-Team are highly qualified and have an excellent overview of the different policy areas covered by the ministry and can therefore provide valuable feedback during their temporary work assignments.
With these two aspects combined, the Flexi-Team is a rewarding workplace for its team members, which quickly gained high recommendation throughout the entire ministry.","a:1:{i:0;s:14:""implementation"";}","The Flexi-Team was established in June 2017. From then, all team members jointly invented rules and processes for support assignments and a concept for knowledge transfer management. They received training in moderating job handovers and designed their own intranet website to promote their portfolio.
As of September 2018, almost 20 work assignments lasting generally from three to nine months have been realized in six of the eight departments of the German Federal Ministry of Labour and Social Affairs. In addition, members of the Flexi-Team have facilitated seven job handovers in four of the eight departments, and were involved in conceptual design in two divisions.
As a next step, all members of the team plan to gather for two days in November 2018 in order to reflect their work and targets and to plan the next steps.","The initiative to create the Flexi-Team was introduced by the former head of the human resources division of the German Federal Ministry of Labour and Social Affairs, triggered by the expressed personnel needs of the heads of departments and in awareness of the health concerns caused by mismatches between workload and currently available staff.
The idea was supported and approved by the former state secretary, which was necessary to establish the team of eleven employees.","Direct beneficiaries of the Flexi-Team are all divisions of the ministry that temporarily receive support through staff assignment. In addition, new employees benefit from their job handover being facilitated by the Flexi-Team.
More indirectly, all stakeholders the ministry cooperates with benefit, given that the Flexi-Team enables the ministry to carry out its tasks more rapidly and efficiently.
Not least, members of the Flexi-Team themselves benefit for their own personnel development.","As of September 2018, almost 20 work assignments lasting generally from three to nine months have been realized in six of the eight departments of the German Federal Ministry of Labour and Social Affairs. In addition, members of the Flexi-Team have facilitated seven job handovers in four departments.
More generally, the Flexi-Team has shown that work processes can advance even if one of the supporting staff members is not an expert in the specific policy area. Rather, all members of the Flexi-Team are highly qualified employees, who bring in new impulses and vast experience in several of the ministry’s policy areas.
All support assignments of the Flexi-Team are evaluated in a structured telephone interview between the head of the Flexi-Team and the head of the division that was supported. To date, the feedback was very positive in all cases.","The (future) success of the Flexi-Team faces the following challenges:
1. The Flexi-Team requires highly qualified employees who are willing to change their assignment every couple of months – given that this is highly demanding, staff turnover within the Flexi-Team risks to be high
2. Divisions in need of additional staff have to be convinced that it is possible to fulfil the required tasks even if the temporary team member is no expert in the specific policy area
3. Divisions that temporarily assign members of the Flexi-Team need to understand that their temporary employees are not exclusively available to them, because they also fulfil additional tasks within the Flexi-Team
4. Flexi-Team members need these common tasks (such as facilitating job handovers and being consulted for short-term creative design processes) in order to identify with the Flexi-Team, which is necessary to reduce turn-over within the team","The head of the Flexi-Team, who coordinates support assignments, needs to have a good overview of the workload in all departments of the ministry, in order to prioritize support demands. As the current head of the Flexi-Team is simultaneously head of the department of human resources, this currently works out very well.","The Flexi-Team could be replicated in other governments. Several German ministries have expressed their interest in the concept, one ministry has contacted the Flexi-Team in order to learn from our experiences.
So far, the idea has not been implemented in another ministry of the German federal government. However, convincing involved parties and acquiring resources took several years in the German Federal Ministry of Labour and Social Affairs.","The Flexi-Team answers a demand that was expressed by all departments of the German Federal Ministry of Labour and Social Affairs, according to which it is important to be able to alleviate temporary staff shortages by assigning team members to divisions for short periods. Divisions that benefited from these short-term assignments of staff evaluated these assignments very positively.
Further insights from the point of view of the divisions that receive support, as well as from the point of view of the Flexi-Team:
1. It is possible to fill temporary staff shortages with employees, who have broad knowledge of various policy areas of the ministry, without being expert in the specific policy area of the division.
2. It is important to share experiences and further tasks within the Flexi-Team, in addition to being placed in temporary work assignments at various divisions, in order to alleviate the challenge of frequently having to start working in new teams.
3. Being part of the Flexi-Team is an excellent way of gaining a very broad overview of the ministry’s policy areas, making important contacts and benefitting from own and other team-members’ experiences.",,,,,,
3491,"Systemic Design eXchange (SDX)",https://oecd-opsi.org/innovations/systemic-design-exchange-sdx/,,"Alberta CoLab, Government of Alberta",Canada,regional,"a:1:{i:0;s:6:""Energy"";}","Systemic Design eXchange (SDX)",https://www.skillssociety.ca/projects/sdx/,2015,"A collaboration between government and community, Systemic Design eXchange (SDX) is an Edmonton-based community of practice for people interested in learning about systemic design as a methodology for addressing complex, real world issues. Together, we explore systems thinking, design thinking, and change lab approaches. With a bias towards learning by doing, SDX aims to be a watering hole where multiple sectors can come together, learn together, and act together.","Systemic Design eXchange (SDX) is an Edmonton-based community of practice where people from across sectors and disciplines can come together to learn and practice systemic design. Broadly, we explore systemic design as a methodology to help address complex challenges. With a bias towards learning by doing, SDX aims to be a watering hole where multiple sectors can come together, learn together, and act together.
A community of practice (CoP) is a group of diverse people who come together to learn, share practices, and co-create knowledge around shared areas of interest. Informal CoPs pop up in organizations around the water cooler, but when purposefully stewarded, CoPs can become powerful, positive forces that help people navigate complex challenges together.
SDX is a collaboration between government and community. It is convened by the Government of Alberta CoLab and the Skills Society Action Lab (the conveners). Alberta CoLab is an innovation unit based in the Government of Alberta’s Department of Energy. Skills Society is a disability services organization providing services to people with developmental disabilities. As a social enterprise, Skills Society runs Action Lab, a workshop and gathering space. All SDX sessions are held at Action Lab, in community.
The idea for SDX was conceived by Alberta CoLab in an attempt to help bridge siloes between government and community, provide ways for public servants to interact with and learn from others working for similar scales of change, and help build the field of systemic design practice. Working with Action Lab, Alberta CoLab works to design, convene, and lead approximately six events per year where participants learn a new tool or method, practice it together, and learn from each other’s experiences. SDX also acts as a space for people trying out new and innovative approaches to change to practice, test their ideas, and gain feedback from an audience of interested and engaged fellow practitioners.
Outside the regular workshop series, the conveners also host two annual social events to invite new people into the group. Alberta CoLab also manages an online Medium blog and social media presence for SDX, and conducts regular evaluations of SDX using a developmental approach.
SDX has hosted multiple guests since its inception, including leaders in the social innovation and systems change field. Last year, it hosted its first full day conference.
Members of the SDX community include people working in all orders of government (city, provincial, and local federal government), people working in the social sector, private sector consultant, academics, students, and others.
Over time, SDX has become a diverse community of people with similar aspirations for change and changemaking. A number of collaborations have resulted from the introductions that have taken place at SDX between people who may not have met otherwise. SDX has a vibrant online presence that has attracted followers from around the world, and is being looked to as an inspirational model by others seeking to bring their changemaking communities together.","a:17:{i:0;s:3:""190"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:3:""217"";i:4;s:3:""257"";i:5;s:3:""260"";i:6;s:3:""623"";i:7;s:3:""302"";i:8;s:3:""615"";i:9;s:3:""613"";i:10;s:3:""317"";i:11;s:3:""617"";i:12;s:3:""618"";i:13;s:3:""620"";i:14;s:3:""354"";i:15;s:3:""335"";i:16;s:3:""373"";}","SDX is a unique collaboration between government and community. To our knowledge, it is the only space in Canada that is equally open to those inside and outside government and brings people together for shared learning and practice around innovative approaches to systemic change.
SDX is novel in its orientation. Specifically oriented towards growing the emerging field of systemic design, it links it to social innovation and changemaking in ways that are tangible and practical. SDX focuses on providing tools, techniques, mindsets, and connections people can put into practice: unlike other CoPs, SDX is highly experiential.
Unlike other attempts at government-community collaboration, SDX has been increasingly successful. The conveners are highly responsive to feedback and have a strong sense of what people will find beneficial. The focus on promising practices for systems change is broad enough to be useful to many, but specific enough to be useful to changemakers at all scales.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","SDX is currently at the implementation, evaluation, and diffusing lessons stages – the conveners use these stages as a cycle, prototyping and iterating with every community engagement. Currently in its third full year of implementation, SDX has established itself as a valuable and reputable community of practice. We have consistently strong participation and growing interest in our activities. Our online presence is growing and more people are showing interest in what we are doing.
We are consistently looking for ways to be useful, and hope to increasingly use our convening power to help others host and lead sessions to get feedback and input on their work – to share the stage we have created. We also aspire to host more full-day learning events, where we can use our connections and convening abilities to help our community access top-notch and cutting edge social innovators, innovation toolkits, and experiences.","SDX is a partnership between Alberta CoLab and Skills Society Action Lab. CoLab brings expertise in public sector innovation and systemic design, ability to convene the public service, and the convening backbone. Action Lab provides design thinking experience, space, some administrative support, and community connections. CoLab’s involvement enables Action Lab to raise its profile to further its social enterprise. Action Lab’s involvement enables CoLab to engage beyond the Government of Alberta.","Participants from the public, private, academic, and nonprofit sectors benefit by:
- Learning new techniques for systems change
- Gaining feedback on their ideas from people with diverse experiences
- Making new connections with people they would not have met otherwise, sometimes resulting in new work opportunities/collaborations
- Meeting and sharing experiences and learning from each other.
- Leaving inspired to go back to the tough job of innovating in their home organizations & systems","Alberta CoLab leads SDX evaluation efforts, taking a developmental and qualitative approach that includes:
- Regular surveys to get feedback on every session (4-6 per year)
- Regular convener debriefs and planning touchpoints to discuss what went well and areas for improvement
- Annual year in review interviews with select participants to dive deeper into their SDX experience
- Annual convener debriefs and planning sessions to review the year as a whole and pull those learnings forward into the following year’s activities
Rapid feedback has enabled the conveners to quickly learn what is needed and how SDX can address them.
Overall, participants score SDX highly on whether they gained new insights, made new connections that could benefit their work, and learned new tools or concepts beneficial to their work. As one participant said, “SDX provides a safe and creative space to empathize with issues, brainstorm ideas, and co-create the potential for system change!”","We do not believe in failure. There have been several challenges and learning opportunities as we conveners have grown SDX from an idea to what it is today.
- Budget: SDX operates with no budget. This presented challenges over time, as we were not able to put on the type of events we aspired to. We established a small admission fee to address this, which has not tempered participation to our knowledge.
- Time and Resources: as an emerging field of practice, there is not a large pool of people locally who can lead SDX sessions. This has placed considerable work on the CoLab team to design and deliver SDX sessions, not just convene them. To address this, we are working on growing the field and on reaching out to invite others into SDX to lead sessions.
- Collaboration: there have been times when the convening partnership was not equal in terms of work and contributions. Open and honest communication about capacities and implications has helped in this.","To run a community of practice like SDX, the following is required:
- A clear purpose to orient the work and to be able to clearly communicate to people what you stand for and how they will benefit from engaging with you.
- Communication channels so that people can find out about your work and have ways to share their experiences.
- Content expertise in the subject matter for the community of practice; while this can build over time, there must be direct access to expertise in early years.
- Defined roles for all partners with clear expectations upfront and practices that support ongoing communication and planning.
- Sufficient resources of time, money, and space to give people a safe and welcoming experience they want to return to
- Convening skills to bring people together across networks and sectors.
- Commitment to evaluation and reflective practice to track your impact and incorporate learnings as you progress.","SDX is the only community of practice around systemic design and social innovation that we are aware of. A number of people inside and outside government have met with the conveners to discuss scaling the SDX model around social innovation in other locations, but none have yet been implemented. There is great potential to take the SDX model and use it in other locations. In our opinion, the greatest potential lies in a geographic network of SDX-like communities of practice, all learning from each other and potentially even working on similar systemic challenges together. For Alberta CoLab, the partnership model between government and community is particularly promising as an approach to working on societal challenges that cross sectors. It is a low-risk, low-budget, highly relationship-based way for public servants to gain empathy and access the world outside themselves in their day to day work, from which they are so often separated.","Before we embarked on SDX, it would have been useful to know the following:
- It will probably take more of your time than you think. A few sessions a year doesn’t sound like a lot of work, but it is. It’s not just about the learning opportunities; it’s about the community. Communities have to be stewarded and have regular touch points – not just a few times a year. That takes time and energy.
- You can’t do everything. A community of practice, ideally, is a community. If no one steps up to help with a big idea, then it’s not the time for the big idea. Do what you can with what you have.
- You can’t be everything, to everyone. It’s challenging to create spaces that people with no systemic design experience can take away as much as those with a lot of experience. Overall, we have been successful with this, but it’s easier to say upfront that different sessions will be more useful to some groups than others, and to specify the audience for everything you do so that people can self-select.
- Be realistic about your potential impact. When we started SDX, we imagined it would be a place for people to work on challenges together. In reality, people are busy and they all have their own work. It’s not reasonable to expect people to come together repeatedly, every time, to work on one thing over time – at least, not if they didn’t sign up specifically to do that. By focusing on a quality and meaningful community of practice, we aspire to create a place where collisions and connections will happen – and they have. But we can’t force them.
- Choose your partners wisely. Because this will take up more time than you think, be realistic upfront about what you can offer. Find ways to hold each other accountable. Choose partners that can benefit from what you have, and who can offer you what you need. Try to match your challenges with others’ opportunities.","SDX also has a vibrant social media presence at https://twitter.com/sdxcop?lang=en","a:6:{i:0;s:4:""3477"";i:1;s:4:""3482"";i:2;s:4:""3481"";i:3;s:4:""3480"";i:4;s:4:""3479"";i:5;s:4:""3478"";}","a:7:{i:0;s:4:""3490"";i:1;s:4:""3489"";i:2;s:4:""3488"";i:3;s:4:""3487"";i:4;s:4:""3486"";i:5;s:4:""3485"";i:6;s:4:""3484"";}",,,
3495,"OEE Social Innovation UnLab",https://oecd-opsi.org/innovations/oee-social-innovation-unlab/,,"Natural Resources Canada (NRCan), Office of Energy Efficiency (OEE)",Canada,central,"a:1:{i:0;s:25:""Energy Use and Efficiency"";}","OEE Social Innovation UnLab",https://medium.com/@JohnRKenney,2016,"The OEE established a Social Innovation ""UnLab"" (SIU) to test an embedded innovation model and amplify energy efficiency policy and service impacts in Canada. The SIU creates value for energy efficiency stakeholders in three ways:
- Building relationships and capacity for energy efficiency policy and service innovation;
- Generating evidence and collective learning by co-creating and testing insights and interventions;
- Amplifying impacts by scaling learning and implementing what works.
","Energy efficiency is no longer a nice to have, it’s necessary. Significantly increasing energy efficiency in terms of fuels and vehicles, heating and cooling, and building and industrial energy use is paramount to Canada achieving its climate commitments under the Pan-Canadian Framework and realizing new energy futures.
Digitalization—from AI to the internet of things to new and emerging business models—holds incredible potential for energy savings. However, without smart policies to catalyze and shape the impacts of the digitalization of energy, we could lose out on their potential or, worse, end up with unintended consequences. Furthermore, in the era of individual step-counting apps, automated smart thermostats, and personally-tailored investment platforms—people have come to expect a higher level of customization in their service experiences. To innovate in this rapidly evolving landscape it will be critical to find ways to design, test and evaluate interventions directly with Canadians, organizations, and communities on an ongoing basis.
OEE’s Social Innovation “UnLab” (SIU) helps OEE navigate this shifting terrain and create value for stakeholders and users in three interrelated ways:
- Building relationships and capacities for energy efficiency policy and service innovation;
- Generating evidence and collective learning by co-creating and testing insights and interventions; and
- Scaling learning and impacts by implementing what works through service redesigns and new policy directions.
We work in a lab-like way and are inspired by public and social innovation labs, like MindLab (RIP), Alberta CoLab, and MaRS Solutions Lab. We characterize ourselves as an ""unlab"" in part because of the connotations that ""lab"" brings for fellow public servants. Some, for example, assume that it's the lab's responsibility alone to innovate. That's not our mindset and approach. We work in cubicles just like our colleagues. We turned the one office we have access to into an ""unOffice"". For us, it’s not just about stepping out of the lab and into government. It’s about turning the lab inside out and meeting colleagues, citizens and stakeholders where they’re at. It’s about weaving innovation into the fabric and culture of the OEE and beyond, together.
To demonstrate what that looks and feels like, we’re working with partners in and out of government to put innovation and experimentation in practice via a series of projects and a mixed methods approach, including service design, lean, behavioural insights, foresight, randomized control trials, and multi-sectoral partnerships.
In this context, the SIU is adapting and scaling our model to better align systematic learning and experimentation to strategic opportunities or challenges that require innovation. In our experience, the OEE is not going to transform a service or change a complex system via one experiment or pilot. It's more likely that we'll need a series of interventions, including those delivered by external stakeholders, over time and space to learn, build on, and implement what works.","a:16:{i:0;s:3:""619"";i:1;s:3:""317"";i:2;s:3:""618"";i:3;s:3:""156"";i:4;s:3:""181"";i:5;s:3:""190"";i:6;s:3:""609"";i:7;s:3:""211"";i:8;s:3:""217"";i:9;s:3:""220"";i:10;s:3:""257"";i:11;s:3:""305"";i:12;s:3:""615"";i:13;s:3:""617"";i:14;s:3:""620"";i:15;s:3:""354"";}","We put a premium on purpose-driven relationships and shared learning. The OEE SIU is an embedded model so we work side-by-side with our colleagues responsible for developing policy and delivering services. This ongoing collaboration builds capacity for change with the OEE’s teams and stakeholders. It’s a deliberate design choice because—in our view—innovation can’t take root in a vacuum or from a distance. It has to relate to the people who are ultimately on the frontlines of government, our partners, and stakeholders. When innovation is part of the fabric of an organization it changes and reflects the way we think and work. It's not a one-off thing.
The SIU adapts and applies methods to reflect the context and needs of the challenge at hand. We're applying emergent approaches as a means of exploring and generating hypotheses prior to validating them, where applicable. Some say that people and organizations in a bureaucracy can't work in this way. We're proving them wrong.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Our first two years focused on exploring and generating hypotheses by conducting user research and prototyping interventions related to OEE's EnerGuide service and tools. We also launched our Energy Efficiency Rewards pilot working with Carrot Insights. Our foresight and scanning efforts have improved OEE's understanding of how digitalization and other change drivers might influence Canada's energy system and how the assumptions underpinning energy efficiency policies and services could be challenged. Across all of our projects, we've generated insights to inform experimentation.
We're currently working with partners to level up OEE's service innovation capacity through a series of experiments, including two that will be delivered under the Government of Canada's Experimentation Works initiative. We're also co-creating OEE's Digital Services Strategy and the design of medium-term policy directions and proposals that are informed by foresight and user research insights.","A 2015 evaluation of the OEE's programs, which included stakeholder engagement, shed light on opportunities to create and demonstrate service value, improve our reach and impact, and work in a more coordinated way across, within and beyond the organization (e.g. as ""one team"").
The SIU was created in that light and works directly with government colleagues at all levels, service design firms, public and social innovation labs, social enterprises, citizens, and companies to deliver our service.","OEE colleagues appreciate opportunities to collaborate on policy and service innovation projects. Our work together has strengthened relationships within and beyond the OEE, informed and demonstrated new ways to engage the users of our services and tools, and inform innovation opportunities.
External stakeholders and users have expressed appreciation for the openness we exhibit in hearing their views and experiences. We start by listening and sensing, not directing or pushing.","Highlights:
Building Relationships and Capacity for Energy Efficiency Policy and Service Innovation
- Reaching 400K Canadians via Carrot Rewards
- Partnering on 5 community energy mapping sessions
- 3 levels of gov collaborating on EnerGuide for Homes
- Co-creating the Sentinels OEE Scanning Club.
Generating Evidence and Learning by Co-Creating and Testing Insights and Interventions
- 2 user research projects on EnerGuide for Homes and Vehicles
- 6 EnerGuide for Homes prototypes designed, 3 tested
- 8 insights on digitalization and energy efficiency
- 1 Energy Futures Hackathon, 6 teams and so many insights
- 6-8 experiments in the pipeline.
Amplifying Impacts by Scaling Learning and Implementing What Works
- 300K/380K of Generation Energy participants via Carrot Rewards
- Scaling EE Rewards pilot
- 8 partnership projects co-funded
- Co-creating new policy directions
- Kickstarting OEE's Digital Service Strategy
- Adapting and scaling our model to priority areas.
","Sometimes, we're confronted with perspectives that view new ways of working as a threat to how things are currently done and the need to deliver on current commitments. Innovation can be seen as a nice to have, but not the priority.
We relate policy and service innovation to what OEE is trying to do and accomplish both in terms of our current suite of services and tools, but also in creating the new.
There's also a strong pressure to jump to ideas and ""solutions"" immediately prior to understanding the context and needs beyond our own perspectives. SIU team members are typically the people in room asking, ""can we take a step back for a minute?"" Taking a step back is not always possible though, which is why we're introducing agile methods of designing and delivering policies and services. This is not easy, so we focus on demonstrating what it looks and feels like in practice working with colleagues and building from there.","Policy and service innovation for energy efficiency impacts requires:
- An alignment of people, purpose and priorities;
- An openness at all levels to improve existing service delivery and chart out new policy directions;
- A continuous learning mindset with the motivations and opportunities to understand what works and when to let go;
- Quantitative and qualitative research to generate insights that inform ideas and actions;
- Direct engagement with the stakeholders and users of our policies, services and tools to prototype and test improvements and new directions.
We're moving from isolated pilot projects towards a more systematic approach that better aligns and embeds policy and service innovation and experimentation to priority areas. This requires engaging at all levels and stakeholders to identify strategic directions, mobilizing interdisciplinary teams across and within jurisdictions and sectors to deliver projects and experiments, and scaling the learning and results.","We attempt to align every project, workshop and meeting to either a learning opportunity and/or as a means to inform subsequent action to advance policy and service innovation. Service design projects related to home energy efficiency are seen by other teams in our organization and create opportunities to adapt and apply similar approaches on other challenges. Participatory workshops with one group of stakeholders plant seeds in participants' minds for possible future use in other areas. Our scanning and foresight model is informing other government departments efforts.
Another thing that is scalable across the public service, which isn't happening nearly enough, is building the capacity to apply innovation methods and approaches by starting from where we're at and trying to accomplish, and working with the right people to make learning and practical action happen. That needs to scale more broadly and deeply across the public service in our humble opinions.","The OEE has a mandate to advance energy efficiency in Canada. It's not surprising that we see things through the lens of energy use and efficiency. The people who we're attempting to reach and work with may not see things the same way though. That means adapting our perspective, not assuming users will adopt ours.
Government can often work in transactional ways. We hear a lot of rhetoric about the need to partner and collaborate. That desire for collaboration must be matched with an openness by individuals and teams to work together. With the creation of the SIU, the OEE is signalling and strengthening its capacity for partnerships across and beyond our organization. We help enable, broker, and catalyze collaboration...when we have willing partners.
Working at the federal level, we can sometimes feel far-removed from citizens and other stakeholders. In many cases, the OEE develops and makes available services and tools that other jurisdictions and service organizations are invited to adopt and implement. Identifying opportunities to innovate requires working directly with implicated users to 'join up' the service continuum and prototype and test possible innovations with them. The same can be said about the policy development and service delivery on the ground. This takes capacity and a lot of work that isn't necessarily 'shiny' or attention getting. If and how we do it matters though and can effect the scale and impact of innovation.
We can create opportunities for reflection and engagement with users to assess how things are going with our existing services and ways of working. We need to treat policy and service innovation differently, but at the same time, involve the right people at the right time to design and deliver impactful solutions.
Policy and service innovation that supports broader transformation at scale will not happen via an isolated pilot project. We need to link up and scale learning and action across relevant policy and service experiments.","In this example, we're sharing a model that has been introduced by NRCan's OEE as an innovation. We'll share other projects and impacts in greater detail via other submissions. For example:
- Energy Efficiency Rewards: Getting Canadians into the Game. Engaging Canadians on their smartphones via Carrot Rewards and offering points-based incentives to boost energy efficiency awareness and actions.
- EnerGuide for Homes: Engaging “Resident” Experts. Improving the user experience of EnerGuide for Homes service and tools uptake and impacts.
- EnerGuide for Vehicles: Driving Better Choices. Improving our understanding of consumer behaviour and how auto manufacturers perceive fuel efficiency to inform service innovation.
- The Sentinels Foresight & Scanning Club: Seeing Ahead of the Curve. Exploring how change drivers and enablers affecting energy use might challenge our outdated assumptions and generating insights to inform policy and service innovation opportunities.
","a:1:{i:0;s:4:""3544"";}","a:3:{i:0;s:4:""3515"";i:1;s:4:""3517"";i:2;s:4:""3518"";}",,,
3498,"Citizen-centred Collaboration for Energy Efficiency",https://oecd-opsi.org/innovations/citizen-centred-collaboration-for-energy-efficiency/,,"Natural Resources Canada (NRCan), Office of Energy Efficiency (OEE)",Canada,central,"a:1:{i:0;s:25:""Energy use and efficiency"";}","Citizen-centred Collaboration for Energy Efficiency",https://medium.com/@JohnRKenney/a-citizen-centred-collaboration-for-energy-efficiency-f6c793c95df5,2016,"A first of its kind (in our context), cross-jurisdictional partnership between three levels of government to research, co-design and test prototypes with citizens to inform and improve the experience and uptake of home energy efficiency labeling and reporting.
The core team was comprised of representatives from Natural Resources Canada’s (NRCan) Office of Energy Efficiency (OEE), the Province of Alberta’s CoLab, and the City of Edmonton with service design support from Situ Strategy.","Among other things, the Pan-Canadian Framework on Clean Growth and Climate Change commits partners to advance energy labeling and reporting in buildings to make energy use visible and inform energy efficient actions, like retrofits. In addition to Canada’s policy agenda, the Federal, Provincial and Territorial Declaration on Public Sector Innovation recognizes that governments need to “[seek] out and [apply] new insights, ideas, tools and technologies to complex problems by working within and across governments to continuously improve policies, programs and services.”
Representatives from the Province of Alberta’s CoLab (Dr. Alex Ryan) and NRCan’s OEE Social Innovation UnLab (SIU) worked our networks to explore opportunities to advance an energy efficiency priority that would benefit from collaboration and a citizen-centred approach. We knew that the City of Edmonton had completed its well-respected and inclusive Energy Transition Strategy to realize an energy sustainable city. Related to that, we discovered that the City was gearing up its Spot the Difference residential labeling program using the EnerGuide labeling and reporting system, a federal tool implemented by municipalities, provinces, and territories across the country.
Approximately 6 percent of Edmonton homes had energy labels so understanding the opportunities and barriers to label adoption could inform service innovation opportunities for all parties involved. After a number of exploratory meetings, exchanges on an on-line platform, and maybe a few thoughts of doubt that we’d achieve alignment on a project, our common challenge emerged: how might we improve the residential labeling and reporting service experience and uptake to improve energy efficiency in homes?
In 2016–17, we brought the team and other partners and stakeholders on board, including a service design consultant (Situ Strategy) and a home energy advisor, to deliver a project that used citizen-centred design methods and approaches focusing on:
• Energy efficiency behaviours and motivations of homeowners;
• EnerGuide service and tools: home energy evaluation, labeling, and the renovation (aka retrofit) process; and
• Behavioural aspects of message framing.
A series of prototypes were co-designed and tested including:
• Messaging - Alternative Messaging and Framing through brochures or Google Ads
• Energy Efficiency Block Party - Work with neighbourhoods or community leagues to raise energy literacy and awareness.
• The EnerGuide Report - Create a redesigned EnerGuide report to address issues identified in our codesign workshops.
The project is an example of a ""social research and development"" approach in a policy and service context that included a multi-jurisdictional partnership, user research, co-sensing, and prototyping and testing directly with users to inform an energy efficiency program design, funding proposal, and launch at the municipal level using federal tools (EnerGuide).
This work was inspired by a previous OEE SIU collaboration with designers in what was then called the Privy Council Office Central Innovation Hub, where we used service design methods to understand energy use in the home from homeowners perspectives, analyze qualitative data, generate insights and ideas, and then 'pretotypes' to test. Dr. Alex Ryan heard about the project and got in touch to discuss possibilities, which led to this collaboration.
OEE SIU's work is also inspired by Dr. Dan Lockton's work on human behaviour and interactions, research and design, and sustainable energy futures.","a:10:{i:0;s:3:""618"";i:1;s:3:""317"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""615"";i:5;s:3:""156"";i:6;s:3:""257"";i:7;s:3:""609"";i:8;s:3:""211"";i:9;s:3:""617"";}","This project is an example of a policy and service innovation because of the manner in which implicated governments, citizens, and other stakeholders collaborated to generate shared learning and impacts that have informed service delivery innovations and improvements to the benefit the users of the EnerGuide service, including all levels of government, service organizations, and homeowners.
It also represents a social research and development model applied to a policy and service context that informed a municipal energy labeling program design, funding proposal, and two-year funding commitment. This type of model is being explored for possible scaling to other priority areas within the OEE and beyond.","a:1:{i:0;s:14:""implementation"";}","Informed by this work, the City of Edmonton submitted a proposal, which was funded by NRCan to support the City's Spot the Difference home labeling and reporting program launch and delivery over a two-year period currently underway. The program includes furthering the service design and experimentation work as part of the overall delivery. Lessons learned and impacts will be shared in 2018-2019 to disseminate knowledge and scale innovations where applicable.
The insights from the work continue to inform policy and service innovation opportunities at the OEE, including its participation in the Government of Canada's Experimentation Works initiative, where two experiments are being delivered focusing on the user experience of the EnerGuide residential label and message framing to encourage energy efficiency retrofits.","The core team was comprised of representatives from NRCan's OEE, the Alberta CoLab, and the City of Edmonton with service design support from Situ Strategy. The team executed the project, including user research, sense-making, prototyping and testing, and reporting.
Team designers engaged homeowners during and after their home energy evaluation to understand EnerGuide experiences. Citizens and municipal sustainability leaders were also engaged during prototype testing.","Homeowners were engaged during and after their EnerGuide home evaluations to understand experiences and inform innovation opportunities. Citizens and municipal sustainability leaders were also engaged during prototype testing.
Government officials were engaged at various points throughout the process. The City generated tested actions to inform its program design and launch. Alberta CoLab engaged Albertans directly. NRCan's OEE received evidence to inform improvements and opportunities.","Our project operated on a separate, but interrelated, track alongside the City’s overall Spot the Difference program ramp up to inform its design and rollout.
It provided NRCan and partners with an example of how collaboration across jurisdictions and upfront user research can inform opportunities to design, test and scale improvements directly with citizens and stakeholders.
In 2017–18, the City of Edmonton and its partners submitted an evidence-based proposal and acquired NRCan funding through a Call for Proposals process that is supporting further experimentation and delivery over two years. Learning and results will be monitored and shared.
Federally, the OEE has implemented improvements to the EnerGuide home evaluation report to make it more reader-friendly and action-oriented, and we have identified a number of EnerGuide service innovation opportunities for further research, design and testing.","We ran into a few user-centred design skeptics. There are people in government who genuinely believe they know the solutions, don't need user research, and just want to ""get on with it"" and deliver. Sometimes good is good enough as long as the can we're kicking down the road isn't filled with worms or preventable surprises.
Working collaboratively from a distance was challenging at times. A shared understanding of roles and responsibilities was critical. In retrospect, I can see how the partnership achieved alignment and that each partner brought people and assets to the table that the other partners valued. I can also see areas where we can strengthen capacity for effective partnership support from start to finish.
At one point, the capacity of one of the partners was stretched so the team adapted to the shifting realities to keep the project moving. At another point, we had technical difficulties with the messaging prototypes so shifted towards other means of learning and testing.","The following were critical for our collective learning and results:
- Aligned autonomy: this was a bottom-up partnership aligned with a federal-provincial-territorial policy priority and service innovation opportunity;
- Collaboration across jurisdictions and onsite: connecting government reps got us focused on delivery across the energy labeling policy-service continuum, and being onsite for the workshops demonstrated commitment and advanced collective learning and action;
- Direct citizen engagement and co-design: behavioural field research, co-design workshops with citizens, and prototyping enabled us to explore and generate hypotheses informed by insights and needs, which we can be validated over time;
- Clear roles and responsibilities: A shared understanding of who was responsible for what and how we would work together was critical; and
- Being adaptable to evolving contexts: shifting realities and capacities required us to be nimble and open to change.
","This project has informed the OEE SIU's work with partners in other areas to conduct user research and inform possibilities to test. We're also considering what a more structured and systematic policy and service ""research and development"" model might look like at scale which could inform funding priorities, policy development, and service innovations.
This type of collaboration across jurisdictions is possible and likely relevant to other government departments. It requires capacity and willingness to partner effectively to engage the users of policies and services and prototype and test interventions as a means of learning.","When it comes to innovation, the public sector tends to put a lot of emphasis on ideas. Policy and service innovation is about insights and learning too.
If we value learning and capture it effectively as we're working to deliver projects then the insights that emerge can inform future work that may not yet be imagined. We ran into some technical hurdles and had to put the ""messaging"" prototype on hold for future consideration and testing. On the one hand, we failed to test the prototype. On the other, we captured the learning and its now informing an experiment that OEE's SIU is delivering via Carrot Rewards under the Government of Canada's Experimentation Works initiative.
Sometimes, we may not feel like we're positioned to design and test an innovation. We hear ""it's not our jurisdiction"" a lot in government. If you're designing any intervention that has an intended audience, data, and touch points with your users then there are likely opportunities to improve and possibly innovate, if needed.
When we're open to partnering with other departments, jurisdictions and sectors, windows of opportunity and assets reveal themselves.",,"a:2:{i:0;s:4:""4113"";i:1;s:4:""3543"";}","a:2:{i:0;s:4:""3542"";i:1;s:4:""3541"";}",,,
3503,"Measuring ""no one left behind""; how Barking & Dagenham democratised data to improve outcomes",https://oecd-opsi.org/innovations/measuring-no-one-left-behind-how-barking-dagenham-democratised-data-to-improve-outcomes/,,"London Borough of Barking & Dagenham","United Kingdom",local,"a:2:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";}","Measuring ""no one left behind""; how Barking & Dagenham democratised data to improve outcomes",https://www.lbbd.gov.uk/socialprogressindex,2018,"The council of the London Borough of Barking and Dagenham is committed to ensuring no residents are ""left behind"". The population of the borough experiences the highest level of deprivation in the London and has historically struggled with many social and environmental indicators of success. Coupled with central government mandated austerity, the local authority required a strategic decision-making tool to illustrate at a community level where the most investment is needed to improve outcomes.","1) How the course of action was determined:
In late 2015 an independent review of the borough was commissioned by the council. The product of this review was known as the ""Growth Commission"" and it ascertained that despite being the most deprived borough of London, the borough had the largest growth potential. However, economic growth lead by infrastructure development alone would not be sufficient, the council needed to think about social and environmental outcomes for its residents to ensure ""no-one left behind"". However this independent review did not go as far as detail how ""no-one left behind"" could or should be measured. This innovation was therefore borne out of an acknowledgement of the review but a challenge to the borough about what this new mantra truly means.
2) What the innovation is, objectives and goals:
The 'Measuring ""no-one left behind"" project was launched by the internal insight team in early 2017. The innovation is the collation of 84 social and environmental indicators across two years which can be mapped at a borough, ward and lower super output area geographic levels. Approximately half of the datasets are internal and the remaining half are publicly available already albeit fragmented. Using the Social Progress Imperative's methodology, these datasets were mapped to the SPI framework. Each dataset added required extensive collaboration and consultation with subject matter experts to ensure accuracy and validity. The second part of the innovation is the visualisation of the index in a web platform. This product was launched as the ""Borough Data Explorer"" and is now publicly available.
The objectives of the project were to;
a) Build a recognisable framework to re-define and measure the borough's social and environmental growth year on year
b) Use the tool to activate multiple stakeholders including the police and health services to join forces and deal with the most difficult social issues the borough faces
c) Build a tool to provide evidence of the impact of certain interventions (policy and projects) on the community
d) Use data to hold decision-makers to account and make this data entirely transparent and easily accessible by everyone
The goals of this project are to:
a) Replicate the project with the other 31 London boroughs and form greater collaborations across other local authorities
b) Use the SPI to influence and shape LBBD's approach to the Social Value Act, a national legislation that only a few councils in the UK have managed to adopt. This project has the potential to transform the way the council commissions future services.
3) What our sponsor and collaborator have said about this project:
Councillor Saima Ashraf, the Deputy Leader of the Council and Cabinet Member for Community Leadership and Engagement has this to say about the innovation: ""the Insight team have taken our ambition of ""no-one left behind"" and have made it into a very real and useful tool. ""No-one left behind"" means different things to different stakeholders and what the team have done is captured the very real social issues that we face as a borough and given us a tool to track our progress every year. For me the ease of use is key; data can be a very difficult subject area to understand but what the team has done is create a tool that provides insight in an instant at our own fingertips. As a ward councillor, the ward indexes, yearly comparisons and coloured progress ratings clearly illustrates where our attention and efforts should be for our residents.""
Michael Green, the CEO of the Social Progress Imperative, had this to say about how innovative this project is: “Barking and Dagenham is the first local authority in the world to have built a Social Progress Index at the level of granularity of the ward. This is an outstanding innovation in the use of the Index that we plan to scale in the UK and globally. This innovation was an initiative of Barking and Dagenham, who approached the Social Progress Imperative having learned about the Index to see if it could be harnessed to support the Borough's Plans. Our experience globally is that such projects require committed local partners who will commit their own resources and want to drive the project. Barking and Dagenham clearly met this requirement. The Barking and Dagenham Index has pioneered the use of administrative data with other data to bring the comparative measure of social progress to a local level. Barking and Dagenham has also innovated in data visualisation and is already developing new ways of using the data to support policy and programme design, and for dialogue between the council, residents and stakeholders. We are optimistic that we will see a clear case study of how the Social Progress Index can impact spending and policy decisions to have a real, positive impact on people’s lives. We are already exploring how to scale this model across local authorities in England and will be sharing this experience globally.”","a:6:{i:0;s:3:""194"";i:1;s:3:""611"";i:2;s:3:""221"";i:3;s:3:""217"";i:4;s:3:""620"";i:5;s:3:""621"";}","The project is innovative for several reasons and across a number of organisational layers:
1) Strategy and Policy - previously a fragmented approach across the local authority, the social progress framework ties together and standardises an approach to policy development. As it is entirely data-driven and can be backdated (we backdated the result to 2016 and 2017) so we could view changes in outcomes against previously designed strategies and policies.
2) Evidence base for social investment - prior to the launch of our project the council had never attempted alternative funding routes for social investment such as Social Impact Bonds (SIBs). Since the launch of the project, the council has embarked upon two SIBs and successfully attracted funding from social investors. This is because the social progress scorecards evidenced the need and can also be used to evidence the success of the intervention.
3) This is confirmed as the first Social Progress Index at ward-level in the world.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","Currently the social progress visualisation platform (known as the ""borough data explorer"") has been launched publicly. There are two major events where the project has been showcased. Firstly, at the ""State of the Borough Conference"" the project was showcased to over 100 stakeholders from outside of the council, which has activated multiple cross-sector strategies to collectively deal with some of the borough's most pressing issues. Secondly the results of project were used on a three-day leadership event held by the council with the most senior directors in the organisation. Consequently, several business cases have been aligned to the results of the project and now new ideas to improve social outcomes are being developed into proposals. One proposal for example is on fuel poverty. The council are starting their own renewable energy company to alleviate fuel poverty for its residents. Using the results of our project, the council now knows exactly who in the borough would benefit.","LBBD's in-house Insight team created and lead the design and deployment of the solution whilst working in collaboration with the Social Progress Imperative whom have previously designed the Social Progress Index at national and regional levels. The methodology behind the index was scaled down to a ward-level of geography by the Insight team which has never been done before even by the Social Progress Imperative. LBBD then partnered with Emu Analytics to visualise the results via a web platform.","The following groups are affected by the innovation:
1) The council - can reshape its service provision to provide the best outcome for residents. The Transformation programme is responsible for resident-centric design.
2) Local ward councillors - have full visibility of the most pressing social and environmental concerns of their ward and a way to measure progress.
3) Residents - can view with total transparency whether people in the borough are being ""left-behind"" and challenge decisions.","The impact of the project to date has been:
1) The Corporate Policy team have included the project's results in the council's Corporate Plan. This is refreshed every year meaning the index will also be refreshed annually to ensure the council can track progress.
2) The Communications and Campaigns team have re-organised their planned annual campaigns to focus on campaigning on some of the most worst performing indicators on the index. Over the next year the team will design campaigns to improve the top 10 worst indicators. Previously the team used to design campaigns without any insight nor understanding of whether the campaigns' success could be measured.
3) The index was presented at the annual 'State of the Borough Conference' as well as a 3-day leadership away day with all the directors of the council.
Future plans include use of the index to respond to the government's Social Value Act where the council will use the index to decide on how to commission services per ward.","Some of the key challenges faced during the project included initial leadership buy-in and data availability. As this solution had never been done before in local government, articulating its potential benefits to both the executive as well as political leadership took a few attempts. What made us successful in overcoming this was illustrating the current difficulties the organisation faced when measuring the impact of its projects on the community. The current paradigm for measurement tends to be on economic outputs e.g. number of jobs created. This is because it is easy to measure. However, socio-environmental indicators can be much harder to capture e.g. fuel poverty, community harmony and non-decent homes. Despite being harder to capture, they are more important to residents, hence we felt it was important to measure what matters despite challenges in data availability. Since project completion the entirety of the leadership of the council are huge advocates of the final product.","1) Support from senior leaders to experiment was essential. This required a huge level of input and creativity from the internal Insight team so senior leaders had to trust in staff to deliver; this couldn't have been delivered by external consultants.
2) Commitment to action; there is no point in developing the project if there was no commitment to act on the results. Since all the results are fully transparent, even members of the public can use the data to hold their local politicians and the council to account. The internal policy team were fully committed to changing local policy and including the results of the project in the corporate plan.
3) Local knowledge was key; the Insight team co-designed the index with local stakeholders to ensure we collected the right data. This included a wide range of stakeholders within and outside of the council including the police, the health service and environment agencies.
4) An undeterred vision to measure ""no one left behind""","The tool is already being used by wider stakeholders in civil society. For example, some voluntary sector organisations are currently using the tool as evidence to bid for government funding. If replicated across the country the Social Progress Index could revive a more outcome focused third sector which is properly funded.
Other councils have also approached the LBBD Insight team to replicate the tool for their own geographic area. LBBD, the Social Progress Imperative and Emu Analytics are currently in discussion to start replicating and expanding the model for other local government areas across the UK. The initial focus has been replication across the 31 boroughs of London.
The project has also been presented at the London Prosperity Board (LPB) (https://londonprosperityboard.org/); a collective of London boroughs, partners and think-tanks discussing new and innovative ways to measure the prosperity of Londoners. LPB are currently championing our project across their network.","1) Requires internal commitment at multiple levels in the hierarchy at both executive and political levels
What made this project successful in the initial phases was the committed leadership from the council's Director of Policy and the Deputy Leader of the council, as well as the trust and approval of the council's Chief Executive. We were given the capacity to explore and the freedom to make mistakes. These individuals had nothing to use to benchmark the solution, instead they put their trust in the Insight team to set the benchmark themselves.
2) When starting something that has never been done before, do your research and exhaust your networks.
When we started this initiative, we engaged with many different specialists in the field of Index development. We started with the Social Progress Imperative (and ultimately adopted their methodology) but also engaged with the London Prosperity Board (which is comprised of the Institute of Global Prosperity and University College London) for their advice. We also tested pilots of our idea out on policy researchers and at least three national think-tanks for their feedback.
3) Internal Data Science skills are a necessity
This type of project needs to be internally resourced because repeating the index every year will add more value to the results. It is for this reason that the Insight team took it upon themselves to lead the project from idea generation to implementation. We have seen central government attempt to develop indices at a country level, but these are always implemented by external consultants with little or no influence on the ability for the government to change and act in accordance with the results.
4) Protect data but be transparent with it
In local government we are sometimes afraid to publish data fearing reputational risk. Many UK councils hence opt to publish performance related data (which focuses on inputs and outputs) rather than data on outcomes. Focus on data that matters.","The CEO of Emu Analytics, one of our collaborators, provided a quote on their experience with us:
""Emu worked with LBBD’s Insight team after having first met whilst collaborating on a project during a hackathon in March 2018. LBBD are the first local authority that the company has worked with, having previously focused predominantly in the private sector in fields such as telecoms, transport and energy. Working with the council's Insight team on a very innovative and exciting initiative has been a very rewarding exercise, allowing us to both evolve our product capabilities, widen our customer footprint and to open doors for the business into other public sector organisations. The LBBD team were very innovation focused, understanding that the value of their data is in its ability to be easily accessed, interpreted and utilised by residents. The team were friendly, intelligent, data-savvy and most importantly for us, willing to work with a young SME on a very public facing project.""",,"a:3:{i:0;s:4:""3912"";i:1;s:4:""3915"";i:2;s:4:""3913"";}",,,
3505,"Enabling Patient Centricity",https://oecd-opsi.org/innovations/enabling-patient-centricity/,,digi.me,Iceland,central,"a:4:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}","Enabling Patient Centricity",,2017,"Patient Centricity empowers individuals with their own data through the use of innovative technology, making them the principle stakeholder in the health eco-system. The Icelandic Directorate of Health, in partnership with digi.me, has enabled a world first national patient-centric system by enabling individuals to download a copy of their data to a secure personal library which they own and control. This can then be accessed on demand by the individual from any device.","The key objective in Iceland is to empower individuals with their data through the creation of the world’s first personal data eco-system. Once they have control and ownership of this data, they are enabled to freely share it with who they choose to catalyse innovation and research of new data-based apps and services in the health sector.
Initiatives such as the US Open Notes Programme have already shown that empowering individuals with their health data improves communication, understanding and health outcomes, but Iceland wanted to take this to the next level. The desire to make data portable and useful to individuals, as well as complying with the new GDPR regulations around personal data access and privacy, led Iceland to open up data to individuals in an electronic and reusable form through a citizen-facing API.
Uniquely individuals each have their own personal secure library to hold their data in a location they choose, a technology provided by digi.me an innovative personal data platform.
This provides individuals with the capability to own and control their data and share it with parties they choose using explicit and informed consent. Now in Iceland citizens have access to a wide variety of personal data including social media, banking, health records and wearables.
By empowering individuals with their data, Iceland has enabled healthcare and industry to start innovating around individuals with greater, consented access to rich, wide and longitudinal data, with complete transparency and control by the individual. From this an eco-system of innovators with Dattaca Labs at the heart has emerged. Dattaca Labs is leading the personal information eco-system incubating and accelerating new ideas within Iceland. As a result of its innovative approach and citizen empowerment, Iceland is set to establish itself as the world leader in the Personal Data Eco-System.
The next phase of the project is to encourage wider adoption and use of potential data-based solutions, as well as further expand the eco-system of apps and use cases. With this in mind Dattaca has raised an investment fund to stimulate innovators and are active in inviting the international community to come to Iceland and innovate.","a:3:{i:0;s:3:""194"";i:1;s:3:""257"";i:2;s:3:""619"";}","Iceland is the first country to give data back to citizens through a national citizen-facing API for health records. Many other eco-systems, in particular health, focus on centralising data and building silos which individuals have little or no control over, let alone the ability to access their data on their own devices when needed, as well as re-use it when they see fit.
Iceland is changing this paradigm by opening up each individual’s data to them and enabling them to own and manage their data securely.
The national health API was deployed and integrated with digi.me in 2017. It has been independently audited and approved for use, and has active users. In parallel, a community of industry innovators has been established and seen the first ideas emerging for apps and use cases which build on this personal eco-system. The most notable of those live to date is Retina Risk, an app which helps individuals with diabetes self-manage their risk of sight-threatening diabetic retinopathy.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:14:""implementation"";i:2;s:9:""diffusing"";}","As of 2017 the national health API was deployed and integrated with digi.me. The solution has been independently audited and vetted and approved for use and a number of beta testers have already used the solution.
In parallel a community of industry innovators has been established and hackthons have been run with the first ideas emerging with apps and use cases being published, notably Retina Risk an app which helps individuals with Diabetes self stratify their risk of diabetic retinopathy.
The next phase of the project is to encourage wider adoption and use of the solutions and further expand the eco-system of apps and use cases.
","Iceland’s national Directorate of Health was instrumental in enabling the vision for returning data to patients. TMS, the Icelandic health system developers, were responsible for making health data available via an API, while digi.me’s technology underpinned the project architecture and brought the personal data solution which enables individuals to securely own and control their data.","The innovation community has responded positively: ""Enabling consumers with their data means developers can innovate and focus on solving UX and business problems. Digi.me provides an accessible plug and play platform, which takes less than a day to integrate”.
Early focus groups with Icelandic citizens have been very positive with individuals being receptive to the idea of greater access and control, and the possibilities this brings.","
- We ran a beta test with 30 individuals to test the health API connection (we got 23 surveys back from this).
- We ran a focus group with 14 individuals to access their perceptions of privacy, security, etc.
- In Iceland we have now had over 10,000 downloads of the App.
","One of the significant challenges has been around compliance and data protection. Iceland has some of the most stringent data protection laws in the world and required 3rd party verification at all stages for the platform to be approved for general use. Digi.me, working with key stakeholders in Iceland, was able to address all these issues to everyone’s satisfaction, primarily due to the military heritage of its founder, who specialised in interoperability in the military internet, as well as the fact is designed to be 100 per cent private and secure by design.","One of the key factors which has enabled Iceland to reach its current position is the acceptance that individuals have a right to own and control their data, and request a copy of this in an electronic and reusable format though an API. Iceland's commitment to this, in particular within healthcare, is perhaps the single biggest lesson others can take from the project so far.
GDPR legislation across Europe and being recognised more widely as the standard, requires that data be made available to individuals in an electronic format. By ensuring this data is accessible and reusable, Iceland has not only demonstrated compliance but shown how when done correctly data portability is a game changer for individuals and innovation.","Since being established in Iceland, this health data innovation is now making strides in the US healthcare market with some 140+ healthcare providers connected to the digi.me platform and allowing their users to download and collate their health data. It is also set to launch in the NHS in November 2018, while a number of other EU countries are also looking at enabling the citizen / patient centric route.","The key to enabling an innovative and open eco-system is simple. Give data back to individuals. By empowering individuals with data you enable an eco-system of innovators to flourish around individuals and remove the traditional barriers and silos which exist in the likes of healthcare.",,"a:1:{i:0;s:4:""4242"";}","a:1:{i:0;s:4:""3511"";}",https://www.youtube.com/watch?v=zFliOmX1lWc&,,
3533,"Artificial Intelligence and the 'Bomb-in-a-Box' Scenario: Risk-Based Oversight by Disruptive Technology",https://oecd-opsi.org/innovations/artificial-intelligence-and-the-bomb-in-a-box-scenario-risk-based-oversight-by-disruptive-technology/,,"Transport Canada",Canada,central,"a:1:{i:0;s:9:""transport"";}","Artificial Intelligence and the 'Bomb-in-a-Box' Scenario: Risk-Based Oversight by Disruptive Technology",,2018,"Transport Canada has piloted the use of Artificial Intelligence (AI) to perform risk-based oversight by scanning Pre-loading Advance Cargo Information (PLACI) to identify potential air cargo threats (i.e. “bomb-in-a-box” scenario). By using AI to perform this function, there is potential for Transport Canada to save 1,000’s of hours and conduct risk assessments on all air cargo shipments coming from abroad -- in real-time.","To keep pace with the rapid changes in the transportation sector, Transport Canada must explore using disruptive technologies like artificial intelligence (AI). In “thinking big,” Transport Canada set its sights on AI augmenting every process and procedure within the department, freeing up humans to work on the ‘sticky’ problems. However, Transport Canada recognizes the importance of “starting small” with an ideal use-case that allows for applicable testing. Then, if that case is successful, “scale fast” to other areas of the department and possibly, the whole of the federal government.
In this context, Transport Canada identified the perfect use-case for AI with its Pre-load Air Cargo Targeting (PACT) team that receives approximately 1 million air cargo messages per year. For example, if one employee, working at an unrealistic rate of one message per minute, spent all their time reviewing messages, they wouldn’t even have enough time to review 10% of all messages received in a year.
To date, there are very few governments that have the dedicated resources to scan air cargo messages for risk before cargo is loaded and of the ones that do, none use AI. When considering the resources responsible for customs and border protection, no country is using AI in that capacity either.
This use-case represented a true collaborative effort by senior executives from different areas of the department. The PACT team resides within the Aviation Security area of the department and is being directly supported by the Digital Services (IT) area of the department. Transport Canada is investing effort to renew the way it conducts business, so strong support also comes from the Transformation area of the department. Additionally, Transport Canada hired one of Canada’s Free Agents to lead the project. To top it off, the department did not have enough AI capability in-house, so it partnered with an outside firm that subcontracted with an award-winning IT firm with expertise in AI.
Through this use-case, Transport Canada attempted to answer two questions:
1) Can we use AI to improve our ability to conduct risk-based oversight?
2) How can we improve our effectiveness and efficiency when assessing risk in air cargo shipments?
To help answer these questions, we proceeded in two steps. In the first step we used machine learning (ML) on a subset of the data and in the second step, we used natural language processing on a different subset of the data.
In the first step, we embedded a Transport Canada employee onsite with the IT firm. We took two different ML approaches in working with the subset of data: unsupervised learning and supervised learning. In unsupervised learning, we blinded ourselves to the ‘outcome’ of the risk assessment applied to the cargo message to try and learn about the relationships between all cargo messages. Then, we used supervised learning, where we tried to learn the relationship between the inputs (cargo messages) and the outcome (i.e. did this cargo message warrant a greater level of risk). In the second step, we used natural language processing on a different subset of data with the goal of being able to automatically tag a cargo message with a risk indicator based on ‘free text’ fields.
The results from steps one and two were very promising – AI will increase safety and security 15-fold, as every single message will be risk-assessed. Additionally, through better use of resources, PACT can use AI to increase capacity, while minimizing the number of people required to do the work.
PACT’s capabilities before introducing AI:
*Very burdensome to conduct data analysis
*Duplication of effort in data handling tasks (200+ hours to import, clean, and archive data)
*Single dedicated resource for scanning cargo messages through batch processing
PACT’s capabilities after introducing AI:
*Save 1,000’s of hours by allowing for timely and proactive data analysis of cargo data
*Conduct risk assessment on all cargo in real-time
*AI will support PACT in meeting its security outcomes, while allowing PACT to scan cargo messages from more air carriers
For Transport Canada to stand up a team of targeters similar to their counterparts around the world, PACT would have to hire 24-36 new employees. Not only does the AI save on all the hiring costs, it realizes the productivity of an ‘employee’ that can work 24 hours a day, 7 days a week – without needing to take a break.
Beyond the gains for PACT, this model could be adapted to aid in targeting other modes of transportation (e.g. marine, rail, road, etc.) or even expanded to support the mandate for Canada’s agency responsible for customs and the border. Ideally, all government departments with an interest in the safety and security of Canada – including intelligence, border, and police agencies – would have a single database with information that could be used to optimize the process for providing risk-based oversight to cargo. Thinking bigger, maybe even governments worldwide.","a:3:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""876"";}","This project is innovative because, to the best of our knowledge:
1) Within Transport Canada, no teams use AI for risk-based oversight.
2) Within the Government of Canada, no other departments use AI for risk-based oversight.
3) Of the countries that have dedicated resources for scanning air cargo messages, none use AI for risk-based oversight.
4) Of the countries that have dedicated resources for border protection, none use AI for risk-based oversight.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","As of the date of submission (September 2018), this project is moving into implementation and because of the nature of AI, the implementation phase will be iterative (i.e. there will be ongoing evaluation to understand whether the AI is delivering as intended). In April 2018, we completed the first step of the 'proof-of-concept' (machine learning). The second step (natural language processing) was completed in May 2018. Since then, Transport Canada has worked on creating a procurement vehicle to bring in a firm with expertise in AI to develop a 'minimum viable product' based on the success of the proof-of-concept.","This project was a true collaborative effort.
The partners within Transport Canada:
*Aviation Security: where the PACT team resides
*Digital Services: IT function of the department
*Transformation: mid-stream on renewing business processes of the department
The partners outside the department:
*GCStrategies: represents network of firms with expertise in AI, cloud, and blockchain
*Lixar IT: the award-winning IT firm with expertise in AI
*Canada's Free Agents: hired Free Agent to lead project","Transport Canada benefits by increasing its capacity to perform risk-based oversight, improving its effectiveness in identifying trends in air cargo, and developing in-house expertise in artificial intelligence.
Canada – writ-large – benefits because cargo in the aviation industry is safer and more secure. By extension, this translates to the aviation industry across the globe, as Transport Canada will share best practices with other governments who perform similar operations.","Early results indicate PACT’s capabilities with AI:
*Save 1,000’s of hours by allowing for timely and proactive data analysis of cargo data
*Conduct risk assessment on all cargo in real-time
*AI will support PACT in meeting its security outcomes, while allowing PACT to scan cargo messages from more air carriers
Upon completing the first two steps of the proof-of-concept, it is apparent that PACT’s capabilities after introducing AI are significant. For Transport Canada to stand up a full team of targeters to resemble their counterparts in the United States or Europe, PACT would have to hire 24-36 new employees. By using AI, not only does Transport Canada save the cost of hiring 36 new employees (not to mention the costs it would take to train all the new employees in the very specialized skill of targeting), it realizes the productivity of an ‘employee’ that can work 24 hours a day, 7 days a week – without ever needing to take a break.","As with any project that employs AI, the key ingredient is data. Luckily, PACT has plenty of data. Unfortunately, the data wasn’t in a format that easily facilitated the use of AI. Before the “AI” portion of the project could begin, we had to ensure that the data were in a format that allowed for the use of AI. In the next phase of the project (i.e. minimum viable product), the first order of business will be to address this challenge head-on by creating a pipeline, so that all cargo messages received by Transport Canada will feed into a single database.
For a machine learning algorithm to be successful, it needs to be trained on “positive cases.” In this scenario, that would mean the “bomb-in-a-box” scenario. Fortunately, there aren’t many “positive cases” of bombs on airliners. However, this complicates the process for training the algorithm. To mitigate this moving forward, PACT will construct other key performance indicators to ensure that the AI maximizes its usefulness.","For any AI project to be successful, one needs copious amounts of data. Similarly, the necessary IT environment with the right tools and capabilities is a must. Given the risk aversion around disruptive technologies in general, it was also essential for this project to have support from senior management. Not only is there support from the Deputy Minister of the department (highest ranked non-political person in the department) , so are the other senior executives who have oversight of the project.","This solution could be replicated by any other team (or country) that performs a similar targeting function. Within Transport Canada, there have already been very preliminary discussions around incorporating the lessons learned from this project to replicate a risk-based oversight model that uses AI within other transportation modes (e.g. marine, rail, road, etc.). Additionally, this model could be tweaked to include the expanded mandate for Canada’s agency responsible for customs and the border.
Ideally, all Canadian government departments with an interest in the safety and security of Canada – including its intelligence, border, and police agencies – would have a single database with information that could be used to optimize the process for providing risk-based oversight of cargo. Similarly, there could be a simple way for sharing information between countries, as it relates to the safety and security of air cargo.","The “Artificial Intelligence Revolution” is coming sooner than we think. The technology is growing at an exponential rate, even in the last 3-4 years. Technology firms have developed AI tools that can read text that appears within images! That would have sounded impossible 15 years ago and even 5 years ago, that would have sounded like something that would have taken decades before we would have figured it out. According to one study, two years ago, an average of 80 percent of the work translated by machines needs to be fine-tuned by human translators. Today, it’s 10 percent!
Many firms in the private sector are already realizing the benefits of AI and given the potential gains to be had, it’s categorical – the public sector must use AI if it has any hope of keeping pace.
Additionally, in some countries with aging populations (i.e. more people retired than ever before and fewer people working in the public sector), it will be all the more important for governments to figure out how to maximize its resources. No longer can the public sector afford to dedicate teams to the same kinds of issues and problems it did in the past. It will need to allocate its resources judiciously. And as was demonstrated with PACT, AI can go a long way to helping augment processes to freeing up humans to work on the sticky problems.",,,"a:2:{i:0;s:4:""3958"";i:1;s:4:""3959"";}",,,
3545,"Rewarding Energy Efficiency: Getting Canadians into the Game",https://oecd-opsi.org/innovations/rewarding-energy-efficiency-getting-canadians-into-the-game/,,"Natural Resources Canada (NRCan), Office of Energy Efficiency (OEE)",Canada,central,"a:1:{i:0;s:25:""Energy use and efficiency"";}","Rewarding Energy Efficiency: Getting Canadians into the Game",,2016,"NRCan's Office of Energy Efficiency (OEE) Social Innovation UnLab (SIU) is working with program colleagues and Carrot Insights to deliver an energy efficiency rewards pilot via the Carrot Rewards mobile app. Our hypothesis: Engaging Canadians on their smartphones and gamifying learning and action will improve awareness and adoption of energy-efficient behaviours. The pilot is delivering results and entering its third phase this year (2018).","An Office of Energy Efficiency (OEE) program evaluation in 2015 recommended that OEE do a better job communicating and demonstrating the value of its energy efficiency tools and services, like ENERGY STAR and EnerGuide. Back then, the OEE relied a lot on the marketing efforts of stakeholders, partners, and its own efforts through NRCan's website and social media accounts to reach Canadians on energy efficiency. An opportunity emerged to reach Canadians in more personal and interactive ways.
Along with establishing ENERGY STAR Canada social media channels (Twitter and Facebook) and web content, the OEE wanted to test an approach that was targeted and two-way to have a better understanding of who we were engaging and their perspectives and experiences with energy. In 2016, the OEE established the Social Innovation UnLab (SIU) and one of its first missions was to launch a competitive Request for Proposals for service providers who could host a rewards pilot. Carrot Insights won the contract and our collaboration began.
Why Carrot Rewards?
As noted on its website, ""Carrot Rewards is an AI-driven public engagement platform that leverages behavioural economics and nudge theory to motivate Canadians to make better everyday lifestyle choices. Carrot Rewards harnesses the power of the most popular consumer loyalty programs in Canada to maximize its appeal and user engagement. Carrot users earn their choice of Aeroplan® Miles, SCENE®Points, Petro-Points™, More Rewards® Points, Drop points or RBC Rewards each time they interact with the app. The Carrot platform was created in collaboration with public sector agencies, the three leading Canadian health NGOs and the private sector.""
With Carrot, the OEE saw a partner that could:
1. Customize the app in collaboration with partners to reflect personal experiences with energy use and efficiency;
2. Create app content and deliver user interactions about energy use and efficiency;
3. Offer an engaging user experience with a variety of functional options to employ;
4. Collect and analyze data and report on the findings; and
5. Roll out the app across Canada and expand in collaboration with provinces, territories and other stakeholders.
The objectives of the pilot include: build and improve knowledge and understanding around energy-efficient practices; identify users’ current perceptions and practices relating to energy efficiency; and provide opportunities for Canadians to demonstrate and apply learning by practising energy efficient behaviours, like fuel efficient driving or home energy efficiency upgrades (aka retrofits).
Partnering with Carrot Insights has significantly improved the OEE's reach, particularly with Canadians in household living and driving contexts. The OEE has also expanded the reach of its social media channels and web content as a result of Carrot users demonstrating their desire to learn more about energy efficiency and its services and tools, like ENERGY STAR and EnerGuide.
OEE's use of Carrot is demonstrating our collaborative model in practice. Within the OEE, the SIU collaborates with program divisions, who have service expertise, content, web and social media channels, and outcomes that they are aiming to improve. We've also engaged other stakeholders beyond the OEE, like NRCan's Communications team and energy efficiency stakeholders (e.g. utilities and retailers) to explore ways of testing rewards to reduce energy demand directly and increase high efficiency product purchases.
New content is introduced each pilot phase that is informed by the previous phases' results. As the Carrot user base grows and partnerships emerge, the opportunity to scale more broadly and deeply exists. Carrot Rewards users have responded favourably to the energy efficiency content and rewards opportunities.","a:10:{i:0;s:3:""220"";i:1;s:3:""181"";i:2;s:3:""178"";i:3;s:3:""156"";i:4;s:3:""184"";i:5;s:3:""617"";i:6;s:3:""147"";i:7;s:3:""194"";i:8;s:3:""876"";i:9;s:3:""221"";}","While we were very much inspired by the Public Health Agency of Canada (PHAC), who deserves full credit in co-creating Carrot Rewards, the OEE's use of Carrot Rewards is innovative in several ways: we adapted its use given our unique context and content; it's the first time the OEE has tested an AI-driven public engagement platform that integrates behavioural insights via a mobile app to amplify its impact; it demonstrates OEE going to where Canadians are, which is increasingly on their smartphones, as opposed to expecting them to come to us directly (e.g. to our website); and the pilot's impacts include significantly increasing OEE's reach, direct engagement with citizens, and improved service results. There's been an uptake in energy efficiency stakeholders showing interest in and working with Carrot to advance energy efficiency and reduce energy consumption (e.g. utilities), which is also opening up partnership possibilities.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The pilot is into its third year. Each phase has included engaging users to demonstrate and measure 1. AWARENESS of a particular energy efficiency topics and related services, 2. INTEREST in learning or doing more, and demonstrated 3. ACTION. We've also worked in collaboration with NRCan Communications colleagues to raise awareness of NRCan’s Generation Energy Dialogue and encourage users to share their views and ideas about Canada’s energy future. This year, along with engaging Carrot users with content on energy use in home and on the road, we're running two randomized experiments as part of the Government of Canada's Experimentation Works initiative. One experiment will test how different energy label designs might influence user understanding and another will test different message frames (like cost savings, home maintenance, and comfort) to encourage home retrofit actions, like contacting a home energy advisor.","The OEE learned about Carrot Rewards from PHAC officials and engaged other interested departments, like the Financial Consumer Agency of Canada and Statistics Canada. The OEE SIU collaborated with program divisions, who have expertise, content, service outcomes and users. For example, the SIU worked with partners on a user research project on energy use in the home to better understand home energy experiences and inform content ideas, priorities, and creation.","Carrot users pick the points that they want to earn as they engage with the content and demonstrate learning and action. They also get to pick the content that they want to learn about. Internal and external stakeholders view Carrot Rewards as a channel to directly engage Canadians and test ways to create value with their content and tools to improve energy efficiency and service outcomes.","Highlights from our pilot include achieving ~32K in app Energy Star® Homes Video views; ~27K in app Net Zero Energy Homes Video views. These results are significant when compared to the baseline of only 100s of views on NRCan's YouTube channel.
In one pilot phase, three rewarded link outs resulted in +760% new Twitter Followers, +2,156% new Facebook Likes, and +2,408% new Facebook Followers. There was also a 27% increase in awareness of Energy Star® (70% to 97%) among users who completed both baseline and follow up offers (n = 22,974). Over 300K of the 380K NRCan's Generation Energy Dialogue participants were reached through Carrot. In one case, we linked out to NRCan's portal and over 150 new ideas were shared within the first 48 hours of delivering an offer. This compares to an average of 5 new ideas created each day prior to the release of the offer. Other out of app conversions included 18K home energy advisor searches by users and 8.6K users taking an on-line ecoDriving course.","The aim of our pilot is to engage Canadians along an awareness-interest-action continuum for energy efficiency impacts. We require partners to directly influence the behaviour change required to reduce energy use in the home or on the road. This presents challenges. It requires 'joining up' policy and service delivery internally and externally. First, it was necessary to build relationships and a shared understanding of the Carrot Rewards potential to get buy-in from program colleagues to participate in the pilot. Working at the federal level often means that other jurisdictions, partners, and service organizations implement services using federal tools, like ENERGY STAR and EnerGuide. Second, working with our program colleagues and their stakeholders, we've opened up lines of communication to explore either partnerships or to welcome those who are in a better position to engage Canadians directly on energy use and reward them for learning and action to reduce it.","OEE senior management and program officials were open and allocated resources to testing new ideas and approaches to engaging Canadians on energy efficiency. Carrot Rewards is grounded in behavioural insights. It harnesses the popularity of smartphone technology and loyalty points to reward Canadians for doing positive things that improve individual and collective health and wellness. It has a lot of functionality built into it, including quizzes, goal setting, info-sharing and two-way engagement, geo-mapping and location targeting that can be used to personalize content that Carrot users can choose from. It had established relationships with points providers–creating your own points system is cool...if people actually value it. In this case, Carrot offers points that people are already collecting. Carrot was also willing to to expand its initial focus on health to encompass a broader notion of health and wellness as it relates to people, communities and the planet.","Carrot Rewards is being used across Canada by various federal departments, jurisdictions, and private and non-profit organizations across a number of public health and wellness domains. Energy efficiency stakeholders are also exploring and working with Carrot Insights on pilot projects in their contexts, including as a result of OEE's pilot.","1. There are ways to engage citizens beyond one-way public opinion research or marketing methods. We've piloted the use of a new digital platform and set up the offers so we can track and report demonstrated knowledge retention, learning, and action. We’re learning what resonates with users and their attitudes towards energy use and efficiency. We can engage Canadians in a much more targeted way and know if we're reaching them.
2. Go to where Canadians are. In government, we can sometimes expect Canadians and other stakeholders to come to our website and click through lots of pages and content to find what they're looking for. In the digital age, we have to do better. Using Carrot Rewards has demonstrated a way (there are others) to go to where Canadians are as opposed to assuming they'll come to us.
3. Give users choice of what they want to engage in and how. In our last pilot phase, we started out with a general introductory offer and then followed it by giving users a choice of topics and content to engage with based on their preferences and context: energy efficiency in the home or on the road. It offered a more customized experience. If a Carrot user doesn't own or drive a car, the energy use in the home content would likely be the preferred choice.
4. You may not need an app. If you do, there may be others are better positioned to (help) create it. It may already exist. Recognizing that Canadians are increasingly on the smartphones, we can sometimes jump to the ""let's build an app!"" idea quite quickly when brainstorming. From a digital innovation perspective, the OEE has a few things going for it, like users, data, and content. To create value we can work with others with digital skills and business models to reach Canadians in engaging ways and deliver services that realize energy efficiency outcomes.","Broadening our energy efficiency perspective is a good thing. The relationship between NRCan's OEE and Carrot Insights has helped broaden the notion of health and wellness to include Canadian's relationship to energy, comfort, and the environment. At the same time, the OEE is pushing its own boundaries beyond the lens of just energy efficiency and seeing Canadians as 'energy consumers' by seeing them in a more human-centred manner.","a:2:{i:0;s:4:""4051"";i:1;s:4:""4050"";}","a:2:{i:0;s:4:""4053"";i:1;s:4:""4054"";}",,,
3549,"The Irish Citizens' Assembly",https://oecd-opsi.org/innovations/the-irish-citizens-assembly/,,"Citizens' Assembly",Ireland,central,"a:1:{i:0;s:22:""Deliberative Democracy"";}","The Irish Citizens' Assembly",https://www.citizensassembly.ie/en/,2016,"The Citizens' Assembly was an exercise in deliberative democracy, placing the citizen at the heart of important legal and policy issues facing Irish society. With the benefit of expert, impartial and factual advice the 100 citizen Members considered five topics. Their conclusions formed the basis of a number of reports and recommendations that were submitted to the Houses of the Oireachtas (the Irish Houses of Parliament) for further debate by our elected representatives.","The Citizens' Assembly was an exercise in deliberative democracy, which placed the citizen at the heart of important legal and policy issues facing Irish society. Under intense scrutiny and at all times operating transparently, 99 citizen Members considered five distinct topics over a 19-month period.
The five topics covered a range of complex policy issues, all potentially divisive and some particularly emotive. The challenge faced by the Assembly was how best to add depth and quality to the public debate and understanding of these five issues in an era of social media.
Of particular significance was the consideration of the abortion topic. As in many jurisdictions, this issue brings legal, ethical, medical and constitutional complexities. In the Irish context, it is an issue which has been the subject of public debate and the subject of referendums for over 25 years. The Assembly process brought forward tangible policy and legislative proposals that were uniquely citizen led. The approach adopted through the Citizens’ Assembly allowed for a mature and informed debate that ultimately led to an amendment to the Irish constitution and related legislative change on this highly charged topic.
Following the general election in 2016, the Government committed to the establishment of a Citizens’ Assembly within six months and without participation by politicians, with a mandate to look at a limited number of key issues. The establishment of the Assembly was approved by resolution by both Houses of the Oireachtas.
The Assembly began its work in October 2016 and held 12 weekend meetings between then and the final meeting in April 2018. There were 99 citizen Members of the Assembly, in addition to the Chairperson, chosen at random to represent the views of the people of Ireland. The membership of the Assembly was broadly representative of society in terms of gender, age, social class and regional spread, as reflected in the Census. The five issues the Assembly was mandated to consider were: 1) the Eighth Amendment of the Constitution (which concerns abortion); 2) how we best respond to the challenges and opportunities of an ageing population; 3) how the State can make Ireland a leader in tackling climate change; 4) the manner in which referenda are held; and 5) fixed term parliaments.
For each of these five topics, the Assembly was tasked with not only considering the matters but “to make such recommendations as it sees fit and report to the Houses of the Oireachtas”. In so doing, it was vital that workable policy proposals be produced through a list of recommendations on each topic that would have the public’s support as shown through a representative sample of well informed citizens.
A submissions process on each topic widened the reach of public engagement and resulted in approximately 15,000 submissions being received across all topics.
All public meetings were live streamed and then archived online, all papers presented to the Members were made available online to the public immediately and all policy decisions were made available to the public, together with, where appropriate, the rationale for same.
In accordance with the Assembly’s rules and procedures, a Steering Group was in place to support the Assembly in the efficient and effective discharge of its role and functions. In practice, the Group assisted with planning and operational issues associated with the work programme. The Steering Group consisted of the Chair and a representative group of Members elected by the Assembly Members.
The Members voiced their perspectives and opinions with both an awareness of and the intention of having a positive impact on the lives of their fellow citizens. Supplemented with expert, impartial and factual advice the Members voted recommendations formed the basis of four reports on five topics that were submitted to the Houses of the Oireachtas for further debate by our elected representatives. The recommendations have provided politicians with further insights from voters on policies and pathways that would have the public’s support, based on the representative nature of the Assembly members.
Deliberative democracy exercises are gaining traction worldwide as a way to better respond to the challenges faced by democracies. Ireland has had two constitutional amendments passed which originated as proposals put forward by deliberative democracy exercises (marriage equality as recommended by the Convention on the Constitution and replacing the Eighth Amendment as recommended by the Assembly). This makes Ireland a world leader in the use of the deliberative democracy model, as demonstrated by the high levels of international interest in the Assembly process in terms of media coverage and invitations to present the Assembly’s work abroad.
The Taoiseach (the Irish Prime Minister) has publically stated the Government’s proposals for the establishment of a future Assembly to consider other societal issues.","a:4:{i:0;s:3:""181"";i:1;s:3:""621"";i:2;s:3:""260"";i:3;s:3:""616"";}","• Members randomly selected from the voting population, did not include a proportion of elected representatives.
• In keeping with the commitment to the principles of openness/transparency, all public proceedings were “live streamed” and all papers and presentations were made available in real time on the Assembly website. With sign language and Irish interpretation also available, the live streamed proceedings were accessible to the widest possible audience as they took place.
• The provision of information based on facts/expert testimony was key to enabling a rational and respectful debate by the members on all issues.
• The use of trained and experienced facilitators at the member roundtable discussions allowed for equality of voice in their deliberations.
• Expert Advisory Groups, comprised of academics/practitioners, were fundamental in developing the work programme, selecting speakers and providing expertise/advice particularly in relation to the development of ballot papers.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The Assembly has submitted four reports on five topics to the Houses of the Oireachtas as stipulated by the resolution approving the Assembly’s establishment.
As an example, the report on the Eighth Amendment of the Constitution (which concerns abortion) was considered by a joint committee of politicians from both Houses, who in turn also recommended a referendum to remove the Eighth Amendment from the Constitution. This referendum took place on 25 May 2018 and passed by a majority of 66.4%. The Assembly had voted for this by a majority of 64%. Following the recent conclusion of legal challenges to the result, the Government is progressing legislation to allow for the termination for pregnancy in line with the results of the referendum.
The report and recommendations on climate change are currently being considered by a similarly constituted Committee on Climate Action.
The remaining reports are awaiting further consideration by the Government.","Expert Advisory Groups assisted with work programme development. Speakers from academia, professional bodies, civil society and international organisations contributed to the process/presented to the Members.
Collaborative relationships were built with civil society representatives, allowing the Secretariat to understand and address concerns that were raised. These groups played a vital role in publicising the Assembly’s work amongst their members/the media and through social media platforms.","The Secretariat went to great lengths to engage with stakeholders/media through advocacy groups, NGOs, representative organisations, State bodies, academia and individuals throughout the process.
Recommendations were the outcome of presenting evidence based material to the members, balancing, listening and respecting differing views, thus strengthening the quality of public debate and aiding public understanding of complex, divisive issues which may otherwise be deliberated in reductive ways.","The Assembly generated a large body of expert evidence/analysis on topics it considered, all of which is available on the Assembly website and is an important repository of information.
The Assembly produced four Reports on five topics, which include 77 recommendations spanning constitutional, legislative and policy proposals.
With respect to specific substantive outcomes of the Assembly, the most notable lasting change is that a proposal developed by the citizen Members and voted on by them was put to the people at referendum and has resulted in a change to the Constitution, the foundational law of the State. Deliberations on the 8th Amendment of the Constitution saw the Assembly’s result almost exactly mirror that of the wider electorate in the subsequent Referendum (64% v 66% in favour respectively).
The Assembly also witnessed significant interest from both political/non-political groups at home/abroad in the process and received many requests to present on the Assembly model.","As recognised by the Chair in the final Report, structuring a comprehensive and coherent work programme in the timeframe afforded to the Assembly was challenging. The topics assigned were wide-ranging and often spanned a broad spectrum of disciplines/policy work being carried out across different Departments. To ensure the full completion of the work programme it was necessary to seek two extensions from the Houses of the Oireachtas.
The extended timeframe had a knock on impact on some Members ability to continue in their role. Members participated in a voluntary capacity. It is clear from feedback from Members that, while many were proud to serve for the entire period (61 Members in total); this level of commitment took a considerable toll on their personal lives. It is also clear that during the 19-month period, some of the Members who withdrew from the process did so as their circumstances and availability changed, which is inevitable over such an extended period.","An independent Chair with status, personal credibility and authority to lead the process impartially, oversaw consideration of the issues in a balanced, neutral and informative way.
The small Secretariat demonstrated extremely high levels of commitment, energy and determination to make the process a success. Continuity of the Secretariat and almost two-thirds of the original members encouraged a sense of shared commitment/responsibility. New members were supported/encouraged by the Secretariat and existing members to contribute to deliberations.
Clear administrative procedures alongside appropriate logistical and financial resources were integral to the Assembly’s success.
Underpining the Assembly’s work were six key principles - openness, fairness, equality of voice, efficiency, respect and collegiality. The Assembly has proven that operating in an open and transparent manner, and ensuring that all views are listened to equally and respectfully, better serves all stakeholders.","The Assembly is a unique exercise in deliberative democracy, however many of its central engagement mechanisms are adaptable to other Departments in the Civil Service and the wider Public Service. The Assembly Secretariat has already engaged with multiple Departments and agencies to share experiences. Examples include the National Dialogue on Climate Action, which is currently holding regional meetings around the country on Climate Action. At these meetings they have adapted the deliberation model to meet their specific requirements. Learnings have also been shared with An Foram Uisce and the National Centre for Curriculum and Assessment. The open approach to communications and engagement with stakeholders is currently being examined as part of Action 4 under Our Public Service 2020, with a view to sharing our approach across the public sector more widely.","The project has demonstrated the merits of an alternative and innovative way to gain and better understand citizens’ perspectives, preferences and opinions outside the traditional representative democracy model. It has highlighted the potential for considering certain topics in a format in the future that could in turn produce workable policy measures which have the public's support.
The level of public scrutiny from the outset was very intense, meaning that all decisions and actions taken were the subject of rigorous discussion and enquiry. Operating openly and transparently, an approach that public bodies are often criticised for not adopting, was recognised as being one of the pillars of success of this project by commentators.
The Secretariat observed throughout the process that the level of interest in the process/its structures/its outcomes from international audiences; media, academics and other agencies and representatives from foreign Governments was very high. The Secretary presented on the Assembly’s deliberative democracy process to various groups - the State Ministery of Baden- Wurttemberg, Germany; the World Forum on Democracy, Strasbourg; and Building Change Trust, NI to name a few.
In the final Report, the Chairperson made a number of reflections on the process, which also serve as lessons learned. They were, briefly, as follows: the importance of transparency; certain procedural aspects around the recruitment of Members; potential reimbursement and a maximum length of service for Members to encourage continuing participation; consideration given to the types of topics referred to a deliberative democracy body; the length of time given to each topic; engagement with academia (as outlined above); the provision of a clear path for recommendations; the importance of facilitation of the deliberations, further research into the deliberative nature of such bodies and the impact of social media on proceedings.","Further detailed information about the work of the Assembly is available on the website www.citizensassembly.ie.",,,,,
3560,"Development and implementation of an electronic system for animal and plant health surveillance",https://oecd-opsi.org/innovations/development-and-implementation-of-an-electronic-system-for-animal-and-plant-health-surveillance/,,"Instituto Mineiro de Agropecuária",Brazil,regional,"a:1:{i:0;s:13:""environmental"";}","Development and implementation of an electronic system for animal and plant health surveillance",,2017,"Animal and plant health surveillance is a part of the structure of agricultural and livestock production, including supply safety, pest and pathogen control, and certification of agro-industrial products. However, we lacked of tools that allow integration of activities and ensure agility in the transmission of the data obtained in the field. We developed an integrated system of surveillance for the inspectors to use, in the animal husbandry agency in the state of Minas Gerais, the Instituto Mineiro de Agropecuária.","This work relies on the important mission of improving the processes of animal and plant health surveillance through mapping and standardization of procedures, surveying of the underlying legal and normative tools and the systematization in the collection and transmission of surveillance data, resulting in improvements in all the system, with benefits for the public and private sectors, and also for the consumers.
National agribusiness leaders and administrators of federal and state agencies of animal and plant health surveillance demand a system that allows a greater integration between databases of federal and state levels and also between states. The characteristics considered desirable by such a system include (a) real-time information transmission in the administrative level; (b) the existence of a unified database for issuing online documents; (c) access in decentralized units; (d) data transmission security.
The improvement of the operational processes of surveillance became even more urgent with the breakout of the operation known as ""Weak Meat"", where the Federal Police of Brazil identified the occurrence of adulteration of meat products with the unequivocal participation of inspection agents. It was an event with a great economic and social impact, which exposed the necessity to improve the work tools of these agents, seeking to add the necessary transparency to their function.
Prior to the implementation of the electronic surveillance system, inspectors recorded their work on written forms, consisting essentially of descriptive fields indicating the irregularities found in the supervised establishment, as well as corrective measures to resolve these. With those records, it was not possible to translate the data into information in order to support decision making. There was also no technical support tool to assist in the conduct of the work field, counting only with a scattered and complex legislation and unharmonized technical manuals.
In this scenario, it can be noticed that the technological evolution, mainly of mobile devices, and information security has reached sufficient levels for relevant applications in the practice of animal and plant health surveillance. The vast improvement in data traffic services coupled with the inexorable expansion of the use of mobile devices in everyday life demonstrates the invariable course that current processes will, in short-term, become completely digital.
Thus, it was important to introduce mobility in data collection to ensure that the proceedings done by inspection agents are uniform and secure, both for the public (regulatory) and private (farmers, agroindustries, storehouses, conveyors) sectors. One of the guidelines established by law determines, for the public agents, the application of technological solutions aimed at simplifying the processes and procedures of customer service and provide better conditions for information sharing, which reinforces the importance of this work.
Considering all that was exposed above, we developed an electronic system for use of the inspectors in order to substitute the written documents, through an app in a mobile device, which connects to a unique web database. Currently, this system is been used by all inspectors of animal and plant health surveillance agency of Minas Gerais state in Brazil.","a:6:{i:0;s:3:""612"";i:1;s:3:""621"";i:2;s:3:""143"";i:3;s:3:""221"";i:4;s:3:""283"";i:5;s:3:""354"";}","The innovative character of the project can be perceived in the use of an own and integrated methodology of process analysis, requirements gathering and software development, as well as the development of an agile methodology for creating and versioning electronic forms, meeting the requirements of the standards of quality management.
This methodology allowed a deep understanding of how surveillance activities are carried out, translating into an information model that is more rational and appropriate to the reality of the public sector. The methodology application, combined with the use of mobile devices in the execution of such activities is an initiative unprecedented in the country, contributing to the standardization of the tasks related to the animal and plant health surveillance. It also brings agility, traceability, and transparency of the collected data, which can be storaged in a unique database, allowing a better decision making.","a:1:{i:0;s:9:""diffusing"";}","The electronic system developed was implemented in the inspection and auditing activities, also including the georeferenced control of about 700 vehicles. Electronic forms were made available on mobile devices, with the possibility of printing in loco the results of the inspections. Currently, the system is been used by about 800 inspectors from the State of Minas Gerais, which covers an area of 586 000 km2. From April 2017 to August 2018, more than 80,000 electronic documents were issued. Currently, the 56 electronic forms already available in the system include the areas of inspection of the trade and use of pesticide and products of veterinary use, livestock events, poultry, equine, bovine, beekeeping, goat and sheep control, inspection and control of phytosanitary certificates, seed trade, inspection and monitoring of pests and diseases in plants.","A large contingent of public agents, from various hierarchical levels and different fields of knowledge, were involved in the steps of mapping and redesigning business processes. The inspectors brought their experience in the practical execution of the surveillance activities, contributing to the development of a product suited to their reality, while the sanitary program managers dedicated themselves to align the processes with the current norms, ensuring their simplification and efficiency.","The public sector: improvement of the inspection process, increasing the confidence, security and transparency of the data, with impact on the optimization of human and financial resources.
The private sector: isonomy, impartiality and transparency in inspection, with expanded access to data and documents.
The consumer: access to products with greater value, ensuring its identity, enhancing its reliance.","There was an improvement in the management of vehicles, obtaining the record of the mileage traveled, the points transited and time of course. To date, 175,474 outings have been made using the Service Orders management module.
Between 2017 and 2018, 56 checklist models were elaborated, containing 495 items composed by their description, evaluation criteria, objective evidence and corrective measures. The issuance of 80,000 checklists using mobile devices was accomplished, totaling 13,051 audited establishments. The use of mobile devices creates auditable records of the location, date, time and execution time of each activity performed.
There was an evident improvement in the quality of the inspections, with a considerable reduction in the subjectivity of the inspector assessment, since the prior establishment of the evaluation criteria harmonized and standardized the procedures. The photographic record of each item was also added, creating materiality to any irregularity found.","The diversity of procedures and forms adopted between the different departments was the main obstacle to establish the new methodology. Likewise, there was great complexity, lack of coherence and fragmentation of legal norms. The processes redesign created uniformity and simplified the activities, favoring the development of an information system and the assimilation of the new methodology.
From the technological point of view, the lack of a data transmission network at the surveillance sites presented itself as a considerable challenge. Thus, the project was designed for the development of an offline app, along with a desktop synchronizer for integration between the mobile collected data and the web database.
There were also cultural obstacles, as we identified groups that were resistant to the project implementation as they saw it as a greater control over their work. Training activities were promoted in order to reduce misunderstandings and minimize resistance.","The sponsorship of the leader of the institution was decisive in order to mobilize the necessary resources for the initial stages of the project, as well as to overcome the resistance of some groups.
The establishment of partnerships with other institutions made it possible to obtain the financial resources needed to carry out the project.
The Foundation for Research Support of Minas Gerais (Fapemig) financed the first stages of the project, which consisted of mapping and redesigning the business processes and preparing the first module of the information system.
The Ministry of Agriculture, Livestock and Food Supply (Mapa) financed the acquisition of kits of mobile devices (tablets, thermal printers, and accessories) according to the agreement of the Unified System of Attention to Agricultural and Livestock Health (Suasa).","The new information system was developed for several departments of the agency, which had different approaches in its inspections. It was, therefore, necessary to seek a flexible methodology that could be adapted to different realities.
Thus, an approach similar to that defined for audits, based on ISO 19011 ABNT NBR rules, was considered, taking into account the principles of integrity, fair presentation, professional care, confidentiality, independence, and an evidence-based approach.
Thus, we believe that the methodology and information system created can be replicated to address similar problems in agencies that have the purpose of exercising oversight and auditing, regardless of the segment they are part of.","The project demonstrated the importance of an in-depth understanding of how business processes work before initiating any IT initiative. Poor business processes lead to the creation of inadequate information systems. In this way, the investment made in the mapping and redesign of processes allowed the creation of a product with greater added value and directed to the needs of its users.
Some important conclusions could be noticed thought the execution of this project and after the business process mapping, among which was verified that it was not possible to consistently systematize the inspection activities without a previously structured broader management module. It was understood that this module should be responsible for coordinating the planning, execution and evaluation of activities, the authorization for the use of vehicles, among other related aspects. Thus, the Service Orders management module was implemented, responsible for recording the scheduling and approval of each field activity performed.
Considering a large number of physical forms identified, as well as the number of characteristics that were particular to each one, we also saw the need to standardize the documents. The predominance of descriptive fields with low data structure was observed as a common attribute, and it was evident that this format was inapplicable in mobile devices, considering the difficulty of filling the fields, as well as the evident impairment in tabulation and transcription in statistical and management reports.",,,"a:1:{i:0;s:4:""4549"";}",,,
3563,"Open innovation for Diverging Diamond Interchange (DDI) in Denmark",https://oecd-opsi.org/innovations/open-innovation-for-diverging-diamond-interchange-ddi-in-denmark/,,"Danish Road Directorate",Denmark,central,"a:1:{i:0;s:9:""transport"";}","Open innovation for Diverging Diamond Interchange (DDI) in Denmark",http://www.vejdirektoratet.dk/DA/vejprojekter/TSA52/Sider/default.aspx,2017,"Highway Interchanges are often highly congested. Solving it with traditional measures is costly. With the first Diverging Diamond Interchange (DDI) in Europe, road users change lanes when passing over the highway with fewer conflict points, enabling more capacity, improved safety and less congestion. The Danish DDI has a high return on investment. It was brought to life by an open innovation collaboration between the Danish Road Directorate and the Missouri Department of Transportation.","Diverging Diamond Interchanges were deployed in the US from 2009 to solve congestion problems in intersections.
The DDI's are unusual in that they require traffic in the intersection to briefly drive on the opposite side of the road from what is customary. By this, road users are ensured a conflict free left turn and increased traffic capacity in all directions. Travel times through DDI intersections are generally 30-40% lower and delays reduced by 70% as compared to other solutions.
The congestion at the intersection TSA 52 in Odense, Denmark had been problematic and unacceptable for several years and had experienced frequent situations with queueing back from the intersection onto the highway. This lead to dangerous situations on the highway that is part of the Scandinavian-Mediterranean Corridor in the European Union. A project to solve the congestion challenge was initiated, but found itself in constraint after it became clear that increased traffic numbers would require a costly extension of the bridge over the highway, thereby exceeding the budget. Unable to find a viable solution in Denmark, the project team decided to scout for new solutions abroad.
A scout-team was sent to the annual meeting of the Transportation Research Board in Washington in January 2015, where it learned about the US experience and know-how from DDI's in operation. Based on the American experience and personal contacts with employees at the Missouri Department of Transportation, The Danish Road Directive decided to initiate a pilot project to test the solution in Odense.
In November 2015, a cross-functional Danish team went on a study trip to the Missouri Department of Transportation to discuss the project design of a DDI at the intersection in Odense. After the study trip, visiting ten DDI's in Kansas City and St. Louis, an iterative process started with workshops, tests and technical assessments towards the construction phase of the intersection. Significantly for the success of the project, several draft versions of the construction project was sent to Missouri Department of Transportation for comments and ideas.
As a result, the first DDI in Europe, at the intersection TSA 52 in Odense, was opened after two years of open innovation between the Danish Road Directorate and the Missouri Department of Transportation.
The main objectives of the project were to design a DDI, while preserving the existing highway bridge and respecting the interests of the local community, close to the project area. A key, technically complex problem of the project was the ""crossing over"" of traffic to the other side of the road and the ""crossing back"" to the right lane.
In the design process, the crossing points were enlarged and optimized after literature reviews, interviews with American experts. As a result, the crossing points were moved further away from the bridge, enhancing the capacity of the project and traffic safety, but also increasing the impacts on the landscape. In order to reduce the impacts on the local community, the team decided to adopt a unique, asymmetric design. By this, an entirely new variant of the innovation was invented.
From a traffic safety perspective, key challenges were how to make the road self-explaining and how to make the road users familiar with the design. Here again, literature reviews, interviews and the workshop with US and Danish cross functional teams proved efficient tools for problem-solving and optimization of the project design.
The main benefits of the project are for road users in the local community of Odense and for road users on the highway:
• Reduced queueing back from the intersection to the highway and increased traffic safety
• Increased capacity, especially for traffic crossing the bridge and turning left from the intersection to the highway
• Reduced congestion, resulting in reduced fuel consumption and air pollution
• Reduced travel time by approx. 50% through the intersection
• Reduced construction time
• The DDI in Odense is future-proofed in terms of capacity for the next 15 or more
Thanks to the open innovation, DDI constructions are now part of the Danish toolbox for dealing with congestion at highway intersections.","a:3:{i:0;s:3:""614"";i:1;s:3:""623"";i:2;s:3:""190"";}","In the Danish Road Directorate, we realized a need of finding a new solution to an old problem: congestion. We also realized that we would most likely not find the solution in Denmark. Hence, we decided to adopt international, open innovation with important benefits:
• It enhances the availability of new solutions
• It reduces time to implementation for innovations
• Provides access to competencies
The Danish Road Directorate maintains several strategic routes to open innovation European and Global networks through NVF, CEDR, EU, FEHRL, CEN, PIARC and TRB. In the case of the DDI intersection, highly capable information brokers from the Danish Road Directorate connected to relevant networks at the annual TRB conference, scouted for and found new ideas.
Most importantly, the Danish Road Directorate also succeeded in empowering members of staff to start and develop collaboration with outstanding competencies in the Missouri Department of Transportation","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","Problems and opportunities were reviewed and tested by the Danish project team and the team in the Missouri Department of Transportation. The technical problems to be solved were mainly to translate the design of traffic islands, road markings, visual guidance, glaring and curve radius into a Danish context.
The project was implemented and successfully opened September 2017.
The post-project evaluations indicate that the DDI intersection at Odense SV has had significant effects since it was opened: Not alone have queues in the area been reduced. The increased capacity is also higher than expected, travel time has been reduced by 50% and the intersection has proven cheaper than traditional intersections that would require vast and expensive constructions over the highway. In spite of the new way of driving, no traffic safety issues have been detected. The Danish Road Directory is monitoring the construction closely and will continue to do so in the future.","Collaborators involved in the innovation process were government officials. The main collaborations of the open innovation were the Missouri Department of Transportation, The Danish Road Directorate and the Municipality of Odense. Additionally, data from the Utah Department of Transportation were made available to the project.","The users of the innovation are mainly citizen and companies in Denmark and mainly commuters, who have experienced:
• Reduced queueing back from the intersection to the highway and increased traffic safety
• Reduced congestion, resulting in reduced fuel consumption and air pollution
• Reduced construction time with little to no additional right-of-way needed to retrofit an existing interchange.","With the innovation, the Danish Road Directorate has reduced queues and travel time in the project area significantly. The Danish Road Directory is currently conducting the final impact evaluations. Initial findings show an decrease in average travel time by almost 50%.
The lessons learned have been discussed and diffused widely within the Danish Road Directorate and in Denmark through conferences, social media, national television, radio and governmental webpages.
Based on the initial success of the project after its opening in 2017, a national screening of other, potential applications of the DDI-design in Denmark will be conducted in the near future. After the construction of the DDI in Denmark, three DDI's are being considered in the Netherlands.","In spite of all benefits of the innovation, the DDI raises a number of challenges as compared to traditional constructions.
The DDI requires more physical space and establishes large, superfluous areas, which was critical in the context of the densely populated project site in Odense. It also requires a substantial amount of markings and signs, which was contradictory to the European concept of the self explaining road, where the driver is encouraged to naturally adopt behaviour consistent with design and function.
The collaboration between Danish and US experts was also challenged by differences in traffic safety standards. In a DDI, commuters have to learn how to find their way safely and the risk of wrong-way driving was identified as a key risk by the Danish team. Although US experience showed that wrong-way driving was not an issue, the Danish team was only convinced after a long collaborative dialogue of rethinking the DDI construction in a local, Danish context.","Leadership decisions: In The Danish Road Directorate to solve the congestion problem at Odense through open innovation to endorse close collaboration with an American organisation; In The Missouri Department of Transportation to share its innovation, data and experience. This was motivated by the enthusiasm to share their experiences and added value to DDI-development in Missouri that access to Danish case stories could provide.
Social infrastructures: The Danish Road Directorate maintains several international, strategic routes to open innovation through Nordic, European and Global networks with sustained top-leadership buy-in. In this case, the annual Transportation Research Board in Washington became a key framework for the important story telling about the innovation.
Human factors: The adaptation of the innovation to a Danish context was only made possible thanks to a relationship of trust, enthusiasm and curiosity between Danish and Missourian individuals.","The DDI is very likely to be replicated in the Danish network of state roads as it is now considered as a new standard in the Danish guidelines for planning and design, construction and maintenance of roads.
Further, there is a high potential for replication in other European countries, especially due to its high return of investment. In the Netherlands alone, the construction of three DDI's is being considered.","The lessons learned by the Danish Road Directorate are that:
• To find new, promising solutions to grand challenges, it is helpful to search, work together and learn from one another in an international and even global context.
• Even mature innovations abroad are not ""off the shelf items"" that can simply be copied and applied. Substantial adaptations to local contexts are necessary
• With the open innovation, the Danish Road Directorate demonstrated that the organisation is able to leave the ""Not Invented Here""-syndrome and shift to ""searched for and found elsewhere, and proudly implemented here"".
• Open innovation should be considered an innovation itself. Consequently, open innovation should be effectively managed from the beginning to achieve an ‘innovation implementation climate’ and increase efficiency and implementation .","The case study illustrates the story of how the Danish Road Directorate aims at playing a role of leadership in the Danish transportation sector now and in the future. It also illustrates how we as an organisation are ready to get out of our comfort zone and allocate resources for innovation.
For the Danish Road Directorate, innovation is much needed to be able to understand and profit from societal and technological developments as well as changes in what our ""customers"", road users and other citizen want from us. As the DDI- case story goes, being enthusiastic about learning and getting inspired by others both domestically and abroad, daring to experiment, test and implement innovations rapidly, are critical ingredients in this process. Another example of our thinking as innovation-led change as absolutely critical is Climate-friendly Asphalt Experiment of the Danish Road Directorate, a promising innovation process that we hope to be able to present in 2019.","a:3:{i:0;s:4:""4823"";i:1;s:4:""5862"";i:2;s:4:""5863"";}",,https://www.youtube.com/watch?v=6CDnv3Boh68&feature=youtu.be,,
3589,"Service shop - user management of municipal services",https://oecd-opsi.org/innovations/service-shop-user-management-of-municipal-services/,,"The municipality of Larvik - Health & care",Norway,local,"a:1:{i:0;s:6:""health"";}","Service shop - user management of municipal services",,2017,"Service shop, developed by the municipality of Larvik:
- is an online booking and calendar solution that allows service recipients to determine the time of receiving municipal services based on the recipients own calender and wishes
- is a secure solution that takes care of the privacy of the service recipients
- makes it easier for the employees to plan their days, the service order automatically generates employee workflow.","The municipality of Larvik is proactive in participating in projects where the aim is to meet the challenges the public sector will face in coming years, in terms of increased work load and a shortage of resources in the health sector.
Good solutions to the challenges we will meet the next several years should provide realization of benefits, without compromising the perceived quality, neither of those receiving municipal services or in those who every day provide various services to local inhabitants. Larvik is constantly striving to maintain the focus on professional development and high quality of its health care services in parallel with the increased demands and less available resources. Service Shop is Larvik's own innovative-idea. The municipality prioritises time and resources for this project in an effort to meet the challenges in the public sector in the coming years.
Service Shop is a user-friendly and easily understandable technological solution that puts the users’ autonomy and quality of life into focus. At the same time the solution has the potential for efficiency gains and cost reductions in public services.
The idea behind the Service Shop came about when a new co-located property with mostly young people with physical disabilities was established. Several of these people expressed a desire for a more flexible and user-driven service than they had experience with before. The director and head of department as “Marius Brygge” started drafting various paper versions of calendars that could be used for ordering services - from week to week, before the idea of developing an app for this purpose was launched. The app was developed in record time in early autumn 2013, we conducted an intensive pilot project with four recipients after launch. In addition, we also know that the national guidelines, including report. St. 29 (2012-2013) “Tomorrow's care” aims at increasing user control and putting recipients in the driver's seat of their own lives. This strengthened our conviction for wanting to further develop the idea and solution of the pilot project, allowing us to carry out trials on a larger scale and scope, in larger and more user groups.
""Opening time"" - the time when services can be ordered in the Service Shop, is defined by the administrator of the department associated with the Service shop, and therefore can vary from department to department. There will also be departmental variation in the number of service providers who are available to provide services within the defined hours. The department's capacity will thus not be challenged more than before, because the scope and quantity of services will remain unchanged. Service recipients are assigned, however, will be automatically distributed within the set time for each department. The recipient is shown available dates on logging in. Services can be ordered at any time up to 14 days ahead within the defined opening time. Time which has already been booked by others will be shown as busy. The recipient must then find another vacant time slot for his order. In this way Service Shop also acts as a tool to help recipients organize and plan their daily lives. It is also about accountability putting an onus on recipients to meet up or be available to receive the services they themselves have ordered.","a:7:{i:0;s:3:""181"";i:1;s:3:""196"";i:2;s:3:""234"";i:3;s:3:""305"";i:4;s:3:""617"";i:5;s:3:""618"";i:6;s:3:""354"";}","Service Shop is more like service innovation than a technological innovation. It is about using technology in a new way, to change the organizational design of health care.
Service Shop involves adopting an online calendar and booking function where recipients can order municipal services at times that suit them. The innovation idea is not primarily about developing a technological solution, but rather (1) to further develop the technology so that it meets the new and more complex requirements for user management and organization of services in an efficient manner, while retaining personal safety, and (2) experiment with new principles for service provision. The following articles may be considered as a new step in ""caring stairs"" - a step midway between user-controlled personal assistant (BPA) and traditional services.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The technology is implemented and is now in operation. Testing of the solution has been running since January 2017. The solution is currently in operation in 4 departments in the municipality- by persons with physical and mental disabilities. We have completed training processes for administrators in the participating departments as well as for personnel who will handle the application in carrying out daily tasks, as well as with recipients og services. We have now started working with further 6 departments who will start to use the solution during the winter 18/19 and the spring -19.
Simultaneously with the implementation, our research team will be closely following the project, studying and evaluating the effects of the project within quality experience, as well as resource utilization and economic benefits for the municipality","Our project team is made up of representatives from a number of departments within the municipality including persons working with people with disabilities, mental health issues and addiction, representatives from the IT department, a recipient representative and a person from the development center for home care and assisted living. Additionally close contact was established with a resource person working with welfare Technology. External reasearch partners have been involved almost since start.","The service recipients are experiencing increased flexibility in terms of that they choose the time when they receive their municipal services. They experience a freedom to do things, such as social activities with friends or family which may have been skipped if they had not been able to choose the time for the service. Service shop is about changing the employee's mindset regarding how to deliver municipal services. The power of the recipient's life is transferred to the recipient himself!","Service Shop focuses on respect for the recipient's integrity, wants for flexibility, autonomy and quality of life, rather than the power of the responsible service provider, department or municipality.
Service Shop do also act as a tool to help recipients organize and plan their daily lives. It is also about accountability putting an onus on recipients to meet up or be available to receive the services they themselves have ordered. The municipality is experiencing increasingly that the recipients choose not to receive services that are set up as a recurring appointment. When receiving services they must decide the time, thus the service provider experiences fewer situations where services cannot be delivered due to unavailibity and is therefore able to make better use of available resources.","Throughout the functional test phase while testing the technology, patience, cooperative ability and good communication were necessary. This was a phase where the management team was pushing for the start-up and involvement of service recipients. The management team wanted to get results that could be displayed. At the same time, it was necessary in this phase to spend enough time testing the functionality of the technology so that it worked optimally when it was introduced to the first service recipients.","Conditions like good leadership and guidance is important and necessary, to make success of an innovation like Service Shop.
The role of employees in innovation activities and how leaders interact with these employees to establish the necessary commitment to innovation process, is an important condition for success.
Other condition for success of an innovation is overall plans and strategy of the municipality. The municipal strategy for 2016- 2019 for Larvik municipality, as well as our overall plan for future health services, shows that our municipality has focus on innovation. Systematic and strategic work with innovation involves a willingness to invest in work where there is a chance of success but also the risk of failure. Innovation involves risk because future solutions are always more or less uncertain. There is still a bigger risk not to be concerned with innovation, because we know that change is necessary to ensure the citizens good and available services in the future.","The technological solution of Service Shop has no scope limitation. The project has started on a small scale, but we will constantly strive to expand the scale up. Within the health and care sector there is an interest to allow for the “shopping” of relief measures for children, as well as short-term relief/short-term stays in nursing homes for the elderly, to mention a few parts. In addition, the possibility of involving other sectors than healthcare is also been looked into. We consider there to be significant potential in facilitating increased user control within the school sector, where parents are often summoned to parent / teach conferences and appointments in schools and kindergartens several times per year. Other sectors with direct “residents-municipality- contact” could also benefit from a reservation function for residents, allowing them to book an appropriate time for an appointment within the frame of time, defined by managers in the municipality.","When doing a service-innovation; take time, be patient, involve resource persons, involve the users and involve the employees. Find the right key persons for the project-team. Anchor the thought and idea all directions in the organization.
When employees have to change the way they work and the way they think, spend time with them to convince them about the innovation. Let the employees get to know the underlying purpose, answer all their questions, let them be curious about the solution. The time you spend in this phase will probably help out the employees sensemaking and the process of implementing the innovation.",,"a:10:{i:0;s:4:""3790"";i:1;s:4:""3783"";i:2;s:4:""3785"";i:3;s:4:""3784"";i:4;s:4:""3782"";i:5;s:4:""3781"";i:6;s:4:""3786"";i:7;s:4:""3787"";i:8;s:4:""3788"";i:9;s:4:""3789"";}",,,https://www.youtube.com/watch?v=MkaD5sEu9r8&t=40s,
3598,"Etorkizuna Eraikiz (Building the Future)",https://oecd-opsi.org/innovations/etorkizuna-eraikiz-building-the-future/,,"Provincial Government of Gipuzkoa",Spain,local,"a:1:{i:0;s:7:""Cabinet"";}","Etorkizuna Eraikiz (Building the Future)",https://www.gipuzkoa.eus/es/web/etorkizunaeraikiz/etorkizuna-eraikiz,2016,"The Provincial Council of Gipuzkoa presents the program entitled Etorkizuna Eraikiz (Building the Future) as an innovative program for a more open and collaborative governance. Etorkizuna Eraikiz incorporates public deliberation with the citizenship for the design of public policies, ensuring the effectiveness, efficiency and plurality of this participation. The program consists of an active experimentation exercise to develop the future of the territory.","The deep crisis (economic, social, cultural, etc.), in which Europe and Gipuzkoa have been immersed since 2007, obliges governments to face a necessary transformation to meet the needs of the society regarding the future.
Adapting to continuous and abrupt changes requires a strong will to reinvent ourselves, as well as a clear orientation to gradually improve the capacity of the public system to do and not stop doing what the society expects of us. Reinventing governments should show us new organizations that develop innovative public services, respond effectively to the needs of the citizens, manage scarce resources and offer a new concept of public value.
In this context, the Provincial Council of Gipuzkoa presents the program entitled Etorkizuna Eraikiz, within the Strategic Management Plan 2015-19, as an innovative program for a more open and collaborative governance. The program incorporates public deliberation with the citizenship for the design of public policies, ensuring the effectiveness, efficiency and plurality of this participation.
The Etorkizuna Eraikiz program consists of an active experimentation exercise (pilot experiences) through projects that offer answers to current needs but also provide a shared foresight about the economic, social and political future of the territory. Through these projects, strategic challenges will be faced and new public policies will be designed, in line with and more relevant to citizenship's needs.
Thus, two types of initiatives are proposed:
GipuzkoaLAB, a prospective exercise that helps to build public policies and faces the strategic challenges of the future in the medium term.
Gipuzkoa Taldean seeks to identify the demographic, economic and social challenges that the territory will face in the near future (in the medium term). The objective is to propose a shared reflection with all the agents of the territory, in which the key-ideas for the future direction of Gipuzkoa are identified in a global way.
The Etorkizuna Eraikiz program also includes three elements or initiatives that will provide transversal support to the two pillars mentioned, these are:
• The active process of international benchmarking, (Nazioarteratze Sarea)
• Shared reflection among the main actors of the innovation policy ecosystem. (Ikergunea)
• Debate, diffusion and socialization of the main challenges of the territory of Gipuzkoa (Gizartaratze Prozesua)
The main objective is to strengthen the capabilities of Gipuzkoa and cope, collaborately, with the challenges that the territory faces.
Meanwhile, specifics objectives are:
• Defining a public agenda with topics that are relevant to competitiveness, sustainability and cohesion of Gipuzkoa, approached with participatory dynamics, that may results in new public policies
• Strengthening the capacity of Gipuzkoa to meet its future challenges, promoting together with the economic and social agents the reflection and strategic management. Collective working supported on the knowledge and participation of people, with the objective of defining Gipuzkoa in 2026.
During these three years of implementation, the international contrast has been an important element to improve the programme. Thus, experiences from Norway. Sweden, Australia, Colombia, UK, France, Denmark, among others have been consulted to enrich the program.
In short, Etorkizuna Eraikiz represents a new way of thinking, working, sharing and governing from policy-making, to offer real solutions to the current challenges.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""211"";i:3;s:3:""217"";i:4;s:3:""317"";i:5;s:3:""257"";}","Etorkizuna Eraikiz represents a new way of thinking, working, sharing and governing. Etorkizuna Eraikiz is:
A relational space tackling public issues where work teams are focused on people;
An active exercise of foresight;
A space of co-creation and co-design;
Lab Experiences; and
Empowerment of citizenship.
A new mean of territorial governance through a model of Quadruple Hélix:
Companies involved through Gipuzkoa Lab;
Citizens participating in a more modern and participatory way of policy-making;
Universities pushing the process through Ikergune; and
Government articulating the diverse type of public bodies.","a:1:{i:0;s:14:""implementation"";}","Etorkizuna Eraikiz currently is within its fifth year of implementation. After the first year of analysis and definition of the programme, Etorkizuna Eraikiz started implementing projects in 2016. During these three last years, a wide campaign to put the programme into the territorial agenda has been developed and has resulted in the engagement of local companies, local administrations, universities, social organizations and citizens. Nowadays, the efforts are focused on the sustainability of the project in the belief that Etorkiuna Eraikiz has come to stay.","Citizens. More than 25.000 peoples have participated in the program somehow. The projects have been designed and developed by more than 3,000 people (included workers)
Government officials. The Cabinet Office of the General Deputy, the Department of Governance and the Deparment of Territorial Development fully involved in the programme.
Cicil society organizations are running
Companies. More than 380 companies engaged.
Universities. The 4 basque universities are participating in the programme.","Companies benefits by putting into practices measures to promote workplace innovation resulting in more commitment of the employees.
Citizens by participating directly in the design of public policies and the definition of the challenges of the territory.
Social organizations by experimenting with new solutions to tackle social problems.
Governments officials by putting into practice social listening in the development of programs, rules and projects.","Etorkizuna Eraikiz is already transforming the governance model of Gipuzkoa. The way to build public policies in a collaborative way, between the Provincial Council and society as a whole, is underway. Etorkizuna Eraikiz over its 3 years of implementation: has got the following results:
• Development of 5 strategic projects through the creation of 5 reference centres in cybersecurity, ageing, audiovisual creation, electromobility and digital gastronomy.
• 20 pilot projects in the field of conciliation and the participation of workers developed with the participation of 20 companies and around 2,500 workers.
• Support for the experimentation solutions to concrete problems through the public funding of more than 60 projects since 2016.
• Creation of Etorkizuna Eraikiz Gunea first laboratory of public policies in the State.
More than 25.000 people have participated in the activities somehow.","Etorkizuna Eraikiz is a challenging programme and therefore in its implementation, many problems and contradictions have appeared. The challenges Etorkizuna Eraikiz faces are:
Connecting with society. We need to communicate this new paradigm and people have to understand it.
Creation of an interactive space to promote collaboration. There is a lack of real culture of collaboration. People have to internalize this new way of building the future.
The third challenge comes from the inside of the government. It is important to have committed and well-formed civil servants. Up to date, we find very vertical structures in government. If Etorkizuna Eraikiz hopes to be a model of future it is crucial to apply a new conceptualisation of the administration.
The fourth one is the design of a new methodology to make a follow-up to these new forms of relationship.
The last one is a necessity to generate conditions for the co-creation.","Etorkizuna Eraikiz is not a simple and easy programme. It faces multiple and diverse challenges and problems. For this reason, it is imperative to have the support of the political, social and economic actors, especially from those in charge of defining public policies.
Firstly, one of the most important conditions for Sucess of Etorkizuna Eraikiz is the commitment and the firm bet of the Deputy of the Provincial Government of Gipuzkoa on it. A solid leadership and guidance are essential to carry out the programme successfully.
Secondly, the support of the citizenship is always a challenge itself but in the case of Etorkizuna Eraikiz, it is mandatory. The commitment of the citizenship to participate in the programme and to work collaboratively to design public policies is fundamental to deploy a new governance. Future challenges are defined and tackled down together, the governments and the society, based on the deliberation and the dialogue in a space of co-creation.","Etorkizuna Eraikiz could be replicated in other territories as a source of strengthening democracy. It is an exemplary model of a new way of governance, based on the following elements:
- A previous and detailed analysis was elaborated in order to have a clearer understanding of the problems and challenges we face.
- The commitment of different actors such as academia, the private sector, governmental institutions, and social organizations in the deployment of the Quadruple Helix model.
- Allocation of real funds for the development of the programme.
- A strong communication campaign to inform and engage citizens in the programme.
- Shared values between politicians and society regarding the future of the territory.","Deploying a program such as Etorkizuna Eraikiz demands a strong commitment and a clear leadership. The way to change actual paradigms of governance is full of obstacles and difficulties, therefore, it is necessary to leave the political interest apart and work together for a new reality.
One vital aspect is to apply the active social listening. It is mandatory not just to listen to society but to engage society in the process of building the future. To do this, it is important to communicate clearly and directly. People need to understand what these new times are demanding and have to be prepared for a new way of a relationship between government, companies, universities, social organizations and citizens.",,"a:3:{i:0;s:4:""3809"";i:1;s:4:""3812"";i:2;s:4:""3810"";}",,https://www.gipuzkoa.eus/es/web/etorkizunaeraikiz/-/presentacion-del-espacio-etorkizuna-eraikiz-gunea,https://www.youtube.com/watch?v=hzouKIDZKTE,https://www.youtube.com/channel/UCGTlG1JzpAbxOAt2LxMFOyA/playlists
3614,"Transforming International Remittance for Serbian Diaspora using Blockchain and Digital Identity",https://oecd-opsi.org/innovations/transforming-international-remittance-for-serbian-diaspora-using-blockchain-and-digital-identity/,,AID:Tech,Serbia,local,"a:1:{i:0;s:11:""information"";}","Transforming International Remittance for Serbian Diaspora using Blockchain and Digital Identity",http://www.site.aid.technology/serbia/,2018,"AID:Tech’s blockchain remittance solution offers affordable, transparent money transfer services to users in and outside of Serbia. Implementation partners, senders and recipients gain traceability over the remittance process with fees >3%; in line with UN SDG 10.C
The solution is developed in partnership with UNDP Serbia and part-funded by The Rockefeller Foundation. The solution launched in September 2018 with the support of the city administration of Nis, Serbia.","The international remittance market is expected to reach US$616 billion in 2018. Whilst costs and speed at which international remittance has significantly improved for many, users is less than developed economies continue to be subjected to disproportionately high costs. Remittances for South African users can reach as high as 24% per transaction. Across the world, the average cost per remittance has reached around 7%. For the Serbian Government, if also solves the problem of the diaspora re-engaging with their home country.
With international remittance playing a key role in economic development, especially in the context of growing global movement, the costs and, for some, the inaccessibility can be oppressive and leaves much to be desired.
The high costs of existing remittance offerings contribute to further issues. In 2017, personal remittance inflow amounted to US$ 3,587,025,444. With amounts that constitute almost 10% of the country’s GDP, there has historically been little transparency into how remittance converge from across the world in Serbia and are redistributed by recipients for various needs and purposes. High costs also lead to the proliferation of informal services where the lack of oversight leads to further opaqueness as well as lack of protection for users as consumers.
To encourage micro and macro economic development, there is clear demand to reduce remittance costs, in Serbia and globally. In line with the UNDP’s objectives, greater transparency into a key part of the country’s economy will also enable more effective and positively impactful decision making, especially around strategy and policy making in a sustainable manner.
The solution is a product of a collaborative partnership between AID:Tech and United Nations Development Programme (UNDP) Serbia. It is one that encompasses the end-to-end remittance journey. The solution will be made available to Serbian Diaspora as senders, who wish to remit to friends and family in Serbia as recipients. The solution will also have dedicated interfaces for UNDP Serbia administrators, and for merchant partners, including utility providers and grocery retailers.
The project objectives include providing affordable remittance fees to users, amongst others. This project will see remittance fees no higher than 3% per transaction for senders. Recipients do not bear any fees at all. Another objective of this solution is to provide transparency and insight into international remittance from an institutional level. With remittance playing a key role in country economy, the Serbian government has keen interest in playing a more active, impactful role to ensure that remittance funds positively impact lives of the country’s citizens. With better understanding of how funds enter and are distributed, authorities are better placed in decision-making, especially when concerning with economic policy making. In particular, the solution has the support of the Serbian Prime Minister, Ana Brnabić, and involves the city administration of Nis where the pilot will launch.
http://www.rs.undp.org/content/serbia/en/home/blog/2018/blockchain-links-serbian-diaspora-and-their-families-back-home.html
At present, AID:Tech is working with UNDP Serbia to implement project launch, which will be followed by platform maintenance and ongoing discussions around scalability and replicability. Beyond scaling service availability for Serbian users, there is expectations to replicate the same solution via other UN country offices in Q1 and Q2 of 2019.
Outside of AID:Tech’s partnership with the United Nations Development Programme, this solution is also currently being considered by the Asian Development Bank for implementation in the Pacific. This opportunity may see further partners on board, including Citi, who are interested in integration of payment technologies with the AID:Tech blockchain solution for data capturing, structuring and dissemination - injecting transparency in the remittance process, for instance, between Australia, New Zealand, Samoa and other Pacific Islands.","a:3:{i:0;s:3:""162"";i:1;s:3:""194"";i:2;s:3:""610"";}","The blockchain remittance solution pioneers the use of innovative technology for social and financial inclusion in one, whilst accounting for diverse stakeholders interests. By taking a collaborative approach, not only does the project benefit from a wide range of supporters but also innovative in ensuring that deliverable benefits is not siloed and only enjoyed by a few, but outcomes such as datasets are usable for parties involved.
Its deployment will directly address the UN SDG No. 10.C - to reduce remittance transaction fee to below 3%. This blockchain remittance solution is also one that incorporates multi-sector partnerships to leverage innovative technologies for sustainable social and financial impact, all the whilst, generating data that can be leveraged by users, civil organisations, commercial representatives and the public sector.","a:1:{i:0;s:14:""implementation"";}","Right now, AID:Tech is working with UNDP Serbia for project launch, in conjunction with an ongoing public awareness campaign. The solution will have a controlled pilot period of 1 month, allowing for close management and refinement in the period running up to public launch. Periodically alongside the pilot and subsequent expansions, platform maintenance and ongoing discussions around scalability and replicability will take place with the support of data from key metrics established. Beyond scaling service availability for Serbian users, there is expectations to replicate the same solution via other UN country offices in Q1 and Q2 of 2019.","AID:Tech and UNDP Serbia developed the solution in collaboration. This solution is endorsed by the National bank of Serbia as well as Serbian Prime Minister, Ana Brnabić. It currently involves the city administration of Nis, local utility providers and retailers who act as our merchant partners.","Users directly benefit from secure, affordable and traceable remittance services.
UNDP Serbia and local public authorities benefit from greater transparency over inbound remittance which forms a significant portion of the country's GDP. Prior to this solution, there is little understanding of impact of remittance on the economy.
Merchant partners gain the opportunity to be direct participants of a state-backed solution which can attract new customers.","Currently in controlled testing, the launch of the solution is expected to produce the following outcomes after one month of service:
- Acquisition and retention of users with the support of marketing campaigns managed by UNDP Serbia.
- Transactions made on the blockchain platform from Serbia Diaspora to friends and family in Serbia
- Data capture of transactions made on the platform and form periodic reports (weekly, monthly etc)
As there is currently little usable data and no comparable programme in place, there is no reference points in terms of measurement of impact of the solution. Instead these indicators will be measured base on growth rate. For instance, how many active users are on the platform in 3 months, 6 months and 1 year. These measurements will serve to indicate whether the solution is one that users opt for. This is based on the assumption that usability and cost will be the two main factor influencing choice of platform for users.","As the solution is in its early stages of deployment, the main challenges encountered revolve around the development process. These include achieving legal and regulatory satisfaction across the many stakeholders involved in the project.
There are other identified risks which we anticipate to encounter throughout the implementation periods:
- Incorrect assumptions made about user behaviour
- Lack of contextualised understanding to meet users’ and the market’s needs
To mitigate these risks, AID:Tech works closely with partners on the ground who are experts in the field of remittance and have first-hand experience in implementing solutions for the Serbian market. By working with partners who work directly with users, or with users themselves, the solutions are designed and built with their needs in mind. To further mitigate any communications risks, there are ongoing campaigns, conducted in local languages and advertisements in places where remittance users frequent.","Integral to AID:Tech's solution is the utilisation of blockchain technology. Not only is the technology itself fairly young and unfamiliar to most, but the majority of limelight shone on the technology has been about private sector development and as a newsworthy news topic. A key condition of success is therefore achieving buy-in from the relevant stakeholders who are all on the same page to want to see a deployment succeed. Often this requires a process of knowledge exchange and demystification of innovative technologies.
Funding support outside of revenue generation is also critical. AID:Tech's model is one of high volume and low margin. Whilst addressable market sizes are substantial, to successfully transition from project-based to recurring revenue (sustainable scaling) requires funding support that can really aid the overcoming of certain major commercial barriers.","Since 2015, AID:Tech has been implementing core technology platform for a range of different use cases. These include international aid, social welfare and healthcare delivery. Whilst the launch of the Serbia project takes place, AID:Tech is in preparation of other launches including the launch of the blockchain platform for distribution of welfare aid to farmers in Syria.
In Q4 2018, AID:Tech will also be launching the world's first peer-to-peer donation application; available for both institutional and consumer donors. This launch will be in partnership with the Irish Red Cross.
These case studies demonstrate the replicability of the solution - regardless of use case, the underlying technology remains the same. With currently live case studies, we are also working with partners to scale user and geographical reach - progressively establishing the replicability of the solution.","Learning the complexity and timeframe expectations when working in multi-sector partnerships. In particular this project includes large, international NGOs as well as public sector entities. For instance, internal decisions specific to individual organisations cannot be influenced yet can have definitive effects on the project and progress.
We are surprised by the amount of top talent we are able to attract from private sector, in the development and deployment processes, who are interested and want to work with a for-profit business doing a social good.",,"a:7:{i:0;s:4:""3616"";i:1;s:4:""3617"";i:2;s:4:""3618"";i:3;s:4:""3619"";i:4;s:4:""3620"";i:5;s:4:""3621"";i:6;s:4:""3622"";}","a:1:{i:0;s:4:""3646"";}",,,
3659,"The Ecosystem Forum",https://oecd-opsi.org/innovations/the-ecosystem-forum/,,"Prime Minister's Office Finland",Finland,central,"a:1:{i:0;s:12:""public_admin"";}","The Ecosystem Forum",https://suomidigi.fi/ennakointikykyinen-yhteiskunta/ekosysteemifoorumi/,2017,"The Finnish Government has piloted a new innovative operating model based on co-creation and networking widely within the society. This so-called ‘The Ecosystem Forum’ aims at boosting human-centric digitalisation policy and data economy. It is a new way to formulate policies, prepare decisions and improve implementation. The forum is led by the State Secretary at Prime Minister's Office. In addition, the Prime Minister's Office has an active role in the facilitation of the network.","The digitalisation policy needs to be run in a more coherent and co-ordinated manner. Therefore, the Finnish Prime Minister's Office together with the Ministry of Finance has created a novel way to formulate policies, the Ecosystem Forum. It brings together all relevant stakeholders from different sectors to discuss openly key challenges and possible policy options. The discussions are held on specific issues, ecosystems or new policy areas, eg. ethical standards of A.I, MaaS (Mobility as a Service) and information policy. The Ecosystem Forum is a two-year governance experiment, which started in June 2017.
The novelty in The Ecosystem Forum is that the participants of the Forum are not formally representatives of their ministries. The forum operates directly under the leadership of the State Secretary at Prime Minister's Office and the mandate is derived directly from the Government. Through the State Secretary, the stakeholders have a direct channel to communicate their views to the high-level decision-making bodies, as far as the Government as a whole.
The forum emphasizes ethical and human-centric approach on digitalisation and digital economy issues. Human-centric approach steers the focus towards the needs of individuals and companies instead of administrative agendas and silos. Thus far, we have had eight forums with very promising results. The participants have been very motivated, and we have found innovative solutions to common challenges. The challenges usually concern regulation, resources or out-dated operating models. We have been able to remove sectoral and administrative barriers and reach conclusions and proposals faster than previously.
It is not just about the workshops. Regular meetings and keeping in contact with the network actors are a key part of the operation. The role of Prime Minister’s Office includes active facilitation of the network of ecosystems and curating suitable strategic themes for the workshops. Monitoring by the Prime Minister’s Office is kept to the minimum: it is more about helping the line ministries to achieve their goals in relation to the Strategic Government Program. Compared to traditional administrative working groups and reporting procedures the forum is a faster way to reach solutions to complex challenges.
In addition, the Ecosystem Forum offers the line ministries a platform to align their actions towards common collective goals. It also reduces the risk of doing the same things all over again. As a policy tool, it adds more insight by giving the private and third sector actors active opportunities to have their say in the matters. This happens before new projects are started so it is not just an ordinary hearings which are usually held after the course of action has been already decided by the government. All events are streamed live online, and key findings of the workshops are available for anyone to utilize. This enhances the openness of the whole operation.","a:6:{i:0;s:3:""354"";i:1;s:3:""620"";i:2;s:3:""302"";i:3;s:3:""190"";i:4;s:3:""217"";i:5;s:3:""194"";}","The Ecosystem Forum is a systemic innovation platform because:
1) It is a new way to formulate policies in collaboration with ecosystems, prepare decisions and improve implementation
2) A more collaborative style of leadership contrasting with the traditional command and control approach
3) The workshops themes are strategic and novel
4) The participants contribute to the policy design based on their expertise instead of their formal roles in their organisations","a:3:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";}","As of October 2018, we have arranged eight 'Ecosystem Forums' or one day events with approximately 100 participants in each. We have boosted themes like A.I, MaaS (Mobility as a Service), maritime policy and information policy. Currently, we are involved in preparing for the Finnish Presidency of the Council of the European Union by contributing towards the Finland's digitalisation agenda in our forthcoming cross-ministerial forum. We will also participate in finding solutions for national reform of social security system at the end of the year.","Prime Minister's Office and Ministry of Finance created and launched this innovative operating model. The core group consists of government officials who are key experts in digitalisation. They help to discover novel themes for the workshops. Civil society organisations, private sector companies and research society participate in the 'Ecosystem Forums'.","The Government comes across new ideas to boost digitalisation. Civil society organisations and companies get to have their say before the course of action is decided. Working in networked environment reduces the risk of overlapping and incompatible work within the government. Eventually this will lead to better services for citizens.","We have achieved some very promising results. The forum has had impact in boosting and advancing the following areas:
- Government Report on Information Policy
- A.I service assistant Aurora for citizens
- Legislation for secondary use of health data
- IHAN-standard for human-driven data-economy
- MaaS (Mobility as a Service) -projects
- Maritime Policy
Interviews and discussions indicate a strong support for continuing the existence of the Ecosystem Forum method. Surveys made after workshops show that the participants have been satisfied with the working methods","There is a need to find ways for citizens and companies to participate directly in choosing the forum themes. The operating model also has to strengthen its ties to the top-level decision making in government: the ministerial groups and the collective of permanent secretaries. The Ecosystem Forum is at its strongest when it operates as a mid- or expert-level policy-designing and co-ordination tool. In order to be more impactful, it also needs to find a balance between “the bottom-up” and “top down” approaches.
We are currently planning to design a new digital tool for more effective citizen and company participation in the forum. We are also drawing up plans to ensure the future of the operating model. The plan includes a proposal on how to integrate the forum with top-level decision-making while at the same time retaining its 'operational freedom'.","Support from the Government and the political leadership illustrated by the strong role of the State Secretary of the Prime Minister is essential. This ensures that the core group of digitalisation experts are highly commited to the common cause. The Government has to set a vision for the operating model, eg. ""Human-centric digitalisation"". Moreover, the informal manner of the operation is crucial. Line ministries, departments, companies and civil society organisations must be actively involved. The themes that The Ecosystem Forum engages in have to be strategic enough for the relevant stakeholders to have an interest. PMO needs to allocate sufficient resources for the day-to-day planning and running of the operation.","The Ecosystem Forum started by addressing policy issues related to digitalisation. It has proved to be effective in these matters. Moreover we have been testing the use of the idea in other new policy areas, eg. maritime policy. It seems that the concept can be useful more widely.
The method for finding solutions in cross-departmental stratetic workshops or forums with different key stakeholders involved has been enhanced in various Government sectors due to the example set by our forum. For instance, the up-coming Government Report on Information Policy and Artificial Intelligence has been prepared with using rather similar methods.","1) Mandate from the government is crucial
2) Leadership from a top-level civil servant is essential
3) Set a broad vision which engages the key stakeholders
4) Pick strategic themes; PMO adds the most value this way
5) Try always to connect with relevant ongoing key projects within the government
6) Make sure that the line ministries are involved
7) Build an environmet of trust and openess between different stakeholders
8) All of the above makes the companies and civil society organisations participation more impactful. They just do not have a say, they have to chance to connect, innovate and align their actions in a meaningful way.",,,"a:1:{i:0;s:4:""4325"";}",,,
3669,"Establishment of 4 Climate Action Regional Offices - Dublin Metropolitan, East & Midlands, Atlantic Seaboard North, Atlantic Seaboard South",https://oecd-opsi.org/innovations/establishment-of-4-climate-action-regional-offices-dublin-metropolitan-east-midlands-atlantic-seaboard-north-atlantic-seaboard-south/,,"County City and Management Organisation",Ireland,local,"a:4:{i:0;s:13:""environmental"";i:1;s:12:""public_admin"";i:2;s:7:""science"";i:3;s:9:""transport"";}","Establishment of 4 Climate Action Regional Offices - Dublin Metropolitan, East & Midlands, Atlantic Seaboard North, Atlantic Seaboard South",https://www.climateireland.ie/#!/resources/eventMaterials,2018,"Climate change requires comprehensive responses at local and regional level which makes local government critical to the delivery of national and international policies. The establishment of four Climate Action Regional Offices (CAROs) as Centres of Excellence based on distinct geographic/topographic characteristics enables them to advise local authorities in their region on climate action strategies ensuring a coordinated response and assisting with the roll-out of national/regional policies at local level.","Climate change requires comprehensive responses at the local and regional level. Local government is therefore critical to the delivery of national and international policies. The local government sector’s statutory obligation is to rollout national and regional plans at local level and to formulate and adopt Adaptation and Mitigation Plans and implement actions. Additionally, the sector is required to deliver on actions arising from the Adaptation and Mitigation Plans of other State agencies. The sector is therefore an important agent in determining the success of Ireland’s climate change obligations.
Challenges for local government are unprecedented. Climate change impacts and measures to adapt do not respect local authority boundaries. Experience to date in responding to severe weather events has recognized the value and necessity for close engagement with adjacent local authorities both in the planning and response stages to such events.
Four CAROs that operate based on distinct geographic and topographic characteristics have been established in Ireland and each region is exposed to different climatic risks. Each CARO therefore has appropriate expertise to develop Regional Adaptation Strategies and advise local authorities in the region on the formulation and implementation of their individual Local Plans. Ensuring consistency across the various local authority plans regionally and dealing with cross-boundary issues within and across the regions will eventually lead to a new model of collaboration with an emphasis on good governance, leadership, strategic planning and societal learning.
CAROs are working to understand regional vulnerabilities and develop approaches that will foster resilience to future climate risks.
The regional offices will encourage economies of scale, avoid costly mistakes and drive preparedness for future climate risk. The approach will help develop a constituency of support within local authorities, amongst the public and at all levels of governance.
The CAROs will establish and facilitate regional authority and agency teams to lead the adaptation planning process and develop overarching regional adaptation strategies. Each CARO will share and exploit regional commonalities in relation to data, know-how and will create synergies between LAs and other state agencies, leading to informed and more cost-effective decision making.
The regional climate action office structure ensures cohesive local authority planning at a regional level, having due regard to local authority interdependencies, broader regional issues and effective and efficient opportunities to build Ireland’s resilience to extreme weather events and long-term climate change. There also exists a danger that ‘mal-adaptation’ could occur when neighbouring local authority plans are not aligned with each other. For example, actions around flood risk management must be in line with those proposed for an entire catchment.
Separately, the local government sector will have a greater ability to meet targets set out in the various agreements and legislation if planning is coordinated at a regional level based on similar geographic and topographic characteristics. It is envisaged that the initial focus of the regional teams would be the formulation of regional adaptation plans. However, competence in adaptation would only form one element of their role, which would be extended to expertise in mitigation, data collection and measurement of key performance indicators, identification of EU funding opportunities and EU project management. It is further envisaged that the teams would engage with local authorities in their region in a ‘train the trainer’ capacity and broadening climate change knowledge and expertise throughout the local government sector.
In addition, the establishment of CAROs is expected to reduce public spending costs associated with the multiplicity of inputs in each local authority.
CAROs also enable expertise to be extended firstly nationally and potentially on a European and international basis. Few examples of such an innovative methodological approach based on geography and topography exist at an EU level.
Each geographical area can become an expert in the particular climate risks which apply to their region and roll out such expertise to other regions. Examples of this could be that the Dublin area develops expertise in energy and the built environment, the midlands in fluvial and pluvial issues and the Atlantic areas in storm and coastal flooding, erosion/accretion etc. The sharing and exploitation of regional commonalities in data and knowledge exchange will create synergies and lead to more informed, cost-effective decision making. Leveraging links to third-level institutions and other organizations for EU-funded projects and exploring business opportunities for enterprise and local development in the future e.g. supporting SMEs developing tailored ‘Climate Services’ for use at regional level and beyond.","a:10:{i:0;s:3:""190"";i:1;s:3:""260"";i:2;s:3:""613"";i:3;s:3:""616"";i:4;s:3:""317"";i:5;s:3:""617"";i:6;s:3:""620"";i:7;s:3:""181"";i:8;s:3:""194"";i:9;s:3:""623"";}","The methodology for establishing the four CAROs; Dublin Metropolitan, Eastern and Midlands, Atlantic Seaboard North, and Atlantic Seaboard South is innovative in that it is aligned to the prevailing exposure of different regions to different types of climate risk, which are largely determined by geographical and topographical factors. To this extent, it proposes to examine climate risks based on the predominant risk(s) in each region and allows for the development of risk-based climate assessments and in due course climate adaptation and mitigation strategies and plans. This methodology differs from other models that currently exist at a European level. The Irish model supports the advancement of adaptation and mitigation based on regions having common issues of interest.
This regional structure will ensure consistency across local authority plans in a region and deal with cross-boundary issues, something which has been somewhat lacking both at a national and European level to date.","a:1:{i:0;s:14:""implementation"";}","The project is in its early stages of implementation with CAROs currently establishing regional teams who will work to understand regional vulnerabilities and develop approaches that will foster resilience to future climate risks. This approach will also allow for the exchange of appropriate approaches, information and experience. Similarly, the model has established national and regional climate change steering groups that are essential to allow for effective governance, co-ordination and coherence across all levels of decision making.
The CAROs have held several workshops and training events, involving experts from academia, representatives from the Department of Communications, Climate Action and Environment and local authority staff involved in preparing Climate Adaptation Plans to share and exploit regional commonalities in relation to data and knowledge. These events are creating synergies between authorities and lead to better informed and more cost-effective decision making.","Department of Communications, Climate Action and Environment provides funding for the regional office under an SLA. Also National Dialogue on Climate Action with EPA secretariat
National LA Climate Change Steering Group - strategic governance (diagram)
Environmental Protection Agency provides data and research reports for regional climate change planning
Local Government Management Agency - support and coordination
County and City Management Association represents local authorities nationally","Local authorities: eliminates duplication - financially efficient use of resources in formulating Adaptation Plans. Operationally, using local knowledge will result in efficiency in risk and option assessment and adaptation strategy and action development locally. Regional delivery will provide for shared learning and identification of cross-regional interdependent risks. Government - CAROs will help achieve legally binding EU climate change commitments. Citizen engagement - NDCA and CAROs.","The establishment of the regions based on geographic and topographic characteristics is the primary innovation achieved to-date and is a model in a European context. In addition, the establishment of CAROs has already resulted in several training workshops and tools/data to facilitate climate change adaptation planning in local authorities.
Measuring impacts: Qualitative feedback with climate action teams in each local authority and from feedback of training workshops have been positive. The success of the CAROs has not been quantitatively measured to-date as they were only established in 2018.
Future expectations: CAROs will aid local authorities to complete adaptation plans, due for finalisation in late 2019. Collaboration with 3rd level institutions is ongoing regarding training, scientific data and research opportunities relevant to each region.
Results: Not possible to provide results at this early stage.","The regional structure based on topography/geography does not align with existing regional groupings for other national strategic planning functions (e.g. Regional Assemblies). Building collaboration where regional groupings are not aligned is therefore challenging. The CARO regional structure is however justified because it is risk-based, outcome focused and has received the support of Regional Assemblies.
Harnessing cross border linkage with Northern Ireland particularly in relation to adaptation plans will be a key challenge for CAROs.
While CAROs are responsible for providing advice and support to local authorities in developing climate action strategies, the advice must align with regional and national strategies, an aspect which has been challenging to-date. CAROs are fostering stakeholder collaborations through regional workshops and building contacts and relationships in public and private networks to encourage integrated planning at local, regional and national levels.","
- Buy-in from senior management in local authorities, and management structures governing CAROs need to be aligned and effective in decision-making.
- Leadership of the CCMA and support of the LGMA
- Ensuring that CARO staff are fully trained and supported to fulfil their evolving roles over time involves a training programme that is flexible to future needs and climate change risks.
- Collaboration, knowledge exchange and effective communication between CAROs and with all stakeholders will be crucial in ensuring effective adaptation and mitigation planning at a regional level. Collaborative/participation model established
- A strategic approach is needed to ensure consistency in local adaptation plans taking account of interdependencies between and common challenges for local authorities in each region. This also ensures effective use of limited resources and funding. Cross-border collaboration with regions in Northern Ireland will ensure an all-island high level of climate change resilience.
","CAROs are in their infancy and therefore have not been replicated elsewhere. Moreover, the unique nature of CAROs which are aligned with geography and topography associated with climate-risks means that their replication to other European states where geography and topography differ may be a worthy consideration in the future.","A key lesson from the establishment of the CAROs to-date is the decision to divide regions into geographically and topographically similar entities and is proposed as an innovative model for managing climate change strategies as well as rolling out national policy and pulling complex, cross-cutting themes together at regional level. Whilst five other models were proposed for CAROs, including i) Business As Usual Approach or aligning CAROs to either ii) regional assembly structures; iii) the Local Authority Water and Community Office (LAWCO) structure; iv) the Waste Enforcement Regional Local Authority (WERLA) structure; v) the Regional Waste Management Plan Office (RWMPO) structure, a detailed feasibility analysis demonstrated the division of regions based on geographical and topographical regions to be the most appropriate option based on dealing with climate risks. Examples of developing climate change strategies based on such models are limited in a European context and may therefore be useful to other European States interested in coordinated adaptation planning at local, regional and national levels.","Making maximum use of existing networks such as the Peoples' Participation Network will be crucial in terms of citizen engagement and effecting behavioural change.
Strategic alliances established with key 3rd level institutions and the Regional Assemblies which will be particularly important in terms of ensuring alignment with relevant EU policies and in carrying out stakeholder mapping at regional and national level. Designating a lead Regional Assembly for each CARO will overcome the mismatch in regional structures alignment.
CAROs have assisted the EPA and DCCAE in scoping the National Dialogue on Climate Action regional events.
CAROs will be pivotal in rolling out at local level of key government policies as reflected in the National Planning Framework and the Regional Spatial and Economic Strategies. Ensuring policy coherence between climate action and spatial planning is important.
The development of KPIs to measure performance against policy targets is a future objective.","a:2:{i:0;s:4:""3906"";i:1;s:4:""3907"";}","a:1:{i:0;s:4:""3905"";}",,,
3672,HeritageMaps.ie,https://oecd-opsi.org/innovations/heritagemaps-ie/,,"Heritage Council",Ireland,central,"a:6:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:11:""information"";i:3;s:10:""recreation"";i:4;s:7:""science"";i:5;s:34:""Natural, Built & Cultural Heritage"";}",HeritageMaps.ie,https://heritagemaps.ie/,2018,"Originally conceived as a planning tool, HeritageMaps.ie is a user-driven, web-based mapviewer focusing on the built, cultural and natural heritage around Ireland and offshore. Its potential for use by the general public was quickly realised and users can now access 700+ up-to-date heritage datasets in map-form, originally provided across many Govt. platforms. HeritageMaps.ie a free ‘one-stop-shop’ for heritage data and acts as a discovery portal, providing direct links to promote research.","Heritage Maps brings together, and allows you to look at and analyse, a wide range of built, cultural and natural heritage data-sets in map form - many of which have never been accessible to the public before. HeritageMaps.ie takes local authority, state agency and government departmental spatial data and, for the first time, pulls it all into one instinctual, user-friendly and intelligent map-viewer.
It allows users overlay many diverse maps for a region of interest and eliminates the need to access several portals to obtain information on archaeology, architecture, biodiversity, geology, habitats, planning and more. HeritageMaps.ie can be used to create customized maps, measure area and distance, identify points of interest and study local flora and fauna, as well as many other uses, both recreational and research-based. HeritageMaps.ie is pulling together local authority information and surveys with a view to creating a range of national coverage datasets, never before collated. HeritageMaps.ie is also involved in creating nationally important datasets on a range of important, yet diverse subjects including, Sheela-na-Gigs, Stained Glass, Museums, Maritime Collections and much more. Importantly, there is a large range of datasets unique to this project including thematic county heritage surveys, creation of which has been supported by the Heritage Council (HC) and the Heritage Officer Network (HON).
The Heritage Maps viewer acts as a “one stop shop” discovery tool, as it provides access to heritage data along with contextual data from a very wide range of sources. Offering a unique perspective on Ireland’s heritage, users can create cross-disciplinary views from hundreds of datasets - crossing over administrative boundaries, subject boundaries, and the land-sea boundary. It uses web services to access live data where possible, thereby increasing data reliability. Currently in development are two important new initiatives that will become a vital part of HeritageMaps.ie. First is an ‘Early Maps of Ireland’ image viewer that will allow access to high resolution digital imagery of maps of Ireland ranging from the 14th to 20th C., with maps being provided by repositories worldwide. The second initiative is a ‘Climate Adaptation’ viewer that will provide access to a broad range of current and historic digital climate, coastal and marine data to promote and further research in this field.
Heritagemaps.ie is a map portal for everyone - from professional architects to community groups, from primary school students to PhD candidates, from amateur historians to tourists - both in Ireland and worldwide. HeritageMaps.ie offers a unique perspective on Ireland’s heritage, and urges users to find their own.
To summarise, HeritageMaps.ie, originally conceived as a local government planning tool, is a user-driven, web-based mapviewer which focuses on the built, cultural and natural heritage around Ireland and off shore. Its potential for use by students, researchers, professionals and the general public was quickly realised and users can now, in one place, access over 700 up-to-date heritage-related datasets in map-form, originally provided across many platforms by upto 70 local authorities, state agencies and government departments. HeritageMaps.ie a free ‘one-stop-shop’ for heritage data and acts as a discovery portal, providing direct links to supplementary and individual point information, images, reports and websites, in order to stimulate and promote further research.","a:9:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""221"";i:4;s:3:""283"";i:5;s:3:""611"";i:6;s:3:""302"";i:7;s:3:""613"";i:8;s:3:""619"";}","Pat Reid started working on the original Heritage Maps viewer in 2013. He identified two things: the enormous appetite for heritage data amongst professionals and non-professionals outside of the local authorities, and the need to host all heritage-related data in one openly-accessible geographic information system (GIS). The decision was taken to redevelop, redesign, rebrand and relaunch as HeritageMaps.ie.
This involved pulling together open-data from a vast range of sources nationwide, increasing the number of maps from 180 to over 700 (and growing), negating the need to visit a multiple of differing websites, using a multiple of differing GIS. A new interface was painstakingly developed so even the most inexperienced computer users could navigate easily and instinctually. Pat’s retired father was the yardstick for success – if he could use the viewer, then so could anyone! It was launched during Heritage Week 2016 and its user numbers jumped from 3,000 to 70,000 its first year.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";i:3;s:9:""diffusing"";}","IDENTIFYING PROBLEMS AND DESIGNING SOLUTIONS: Being user-driven, we strive to make the viewer more user friendly and technically useful by streamlining and adapting our folder layouts, improving functionality and design, introducing requested tools and base-maps, developing custom widgets. GENERATING IDEAS AND OPPORTUNITIES: We are constantly on the lookout for new data for our viewer. We use all opportunities to build constructive and mutually beneficial relationships with all our data providers. We are showcased on data.gov.ie for our development of bespoke heritage datasets that are available as open-data. IMPLEMENATION: We are constantly drawing in new data, creating new bespoke datasets, developing new types of viewerswith specific outputs, and striving to promote in Ireland and beyond. DIFFUSING LESSONS: We are using our development knowledge and model to assist local authorities and EU projects to develop similar, smaller, localised or regional projects based on our GIS system.","HeritageMaps.ie is the result of a successful collaboration between the Heritage Council (Owner), Pat Reid (GIS Heritage Consultant and Project Manager), local authority Heritage Officer Network (Contributors and clients), National Biodiversity Data Centre (Contributors and advisors) and Compass Informatics (Developer). We draw our data from an extensive range of local authorities, state agencies and government departments, too numerous to mention.","The viewer is extremely useful for professionals, businesses and government employees at all levels, drawing together information to one access point.
Research users include amateur historians, genealogists, community groups, school children, third level students and domestic and foreign tourists.
We promote amongst local history groups by attending seminars and conferences,
Private companies can utilise any data we produce, and we provide third party access, via metadata and weblinks.","The results and impacts have presented in vastly increased user numbers (Google Analytics), request for radio and press interviews (nationally and worldwide), government showcases, request for attendance at conferences and seminars, use of the resource in conference power-points, uptake as part of schools curriculum and inclusion as a resource for a broad range of college courses at home and worldwide. We expect this broad usage to keep growing and spreading as the viewer is promoted and becomes the ‘go-to’ resource for all things Irish Heritage related. In its first year, HeritageMaps.ie had an increase in user numbers of 544% on the total lifespan of the original Heritage Maps viewer (2012-2016). 27% (over 16k) of these users were based in the Republic of Ireland, 25% (15k) were US users, over 21% (12.5k) were in the UK and 10.5% (over 6k) were Japanese.","The HeritageMaps.ie redesign posed many problems. Categorising data into an accessible, sensible folder layout to allow users easily find relevant data was a difficult task owing to the volume of data being made available. Limitations in software technology led to several issues that were overcome by the development of a suite of custom widgets to meet user functionality demand. We are still striving to develop and add certain functionality in the face of software shortfalls. We have put a lot of developer time into overcoming these issues and will continue developing the functionality of the viewer as new technology becomes available. We will continue seeking and creating new data to ensure HeritageMaps.ie remains at the leading edge of Ireland’s digital heritage.","Heritagemaps.ie requires a certain amount of infrastructure, guidance, finance and motivation to continue developing. As digital resources improve and become more readily available, HeritageMaps.ie will need to keep ahead of these developments. The viewer will need a full-time project manager, suitable developer time and adequate hosting services. It will also require input from the Heritage Council, who are best positioned to learn of new map resources, and to guide the project manager and development partner(s). It will remain heavily dependent on financial resources from the Heritage Council as the viewer is a cultural resource and should remain not-for-profit and advert-free. It currently benefits from having a number of highly skilled, knowledgeable and extremely motivated individuals working together to bring this exceptional resource into the public domain.","The HeritageMaps.ie viewer has attracted interest from several institutions wanting to partner with us, to copy our template and to replicate commercially. We have engaged with the one local authority to host the Dublin Archaeology viewer, available in the HeritageMaps.ie suite. We created the Dublin Bay viewer for the Dublin Dashboard project. We developed the Burren GeoPark LIFE viewer for an EU LIFE Project to develop a digital toolkit for the Burren and Cliffs of Moher Geopark. We have had approaches from private companies about replicating HeritageMaps.ie for commercial purposes and offered advice, contact lists and access to our own data.
HeritageMaps.ie has the potential to be replicated in any country worldwide, be it at provincial or state level. Such viewers would bring heritage into the digital age, making each individual region’s heritage accessible and researchable worldwide – essentially bringing the past into the present and making it available for the future.","As HeritageMaps.ie was being developed, we constantly thought ‘we should add this now’ or ‘we should do it this way instead’ – many times we stopped and rethought elements of our design or functionality. We scrapped and started elements several times, we future-proofed, we fought with developers to get the right mix of widgets, often creating them specifically. We did not compromise – our viewer had to:
• be based on user demand
• look good
• function flawlessly
• be easy and intuitive to use
• have a high spec toolkit
• provide access to our data providers
• provide metadata for every dataset/map
• be capable of continuous development
• be open data compliant
We are near where we want it to be, but it will never be perfect – we will always strive to improve the system we have developed.
The lesson here is to be thorough, practical, open to change and aware of the bigger picture – play the long game by trying to future-proof where possible so your project is not going to be overtaken by technological advances.","The HeritageMaps.ie project is continuing to teach us many things.
The first thing we learned was that the public appetite for maps is huge – people from all disciplines, all walks of life and all areas of society want access to clean, user-friendly, current and period maps.
The map experience, as we learned, needs to be easily accessible, it needs to be easily digested and, most importantly, it needs to be user-driven. It has to find the exact balance between technical and non-technical. Too many governmental mapviewers worldwide are created by highly-skilled technicians, for professional end users – they leave behind the lesser skilled users. HeritageMaps.ie was designed to allow those with the most modest of computer skills to find, interpret and create maps of all things heritage-related in Ireland. We rely on feedback from users to decide what data to seek, what widgets to develop and what functionality to provide – above all, we work to accommodate our users.",,,,,
3688,"Civic Digital Fellowship",https://oecd-opsi.org/innovations/civic-digital-fellowship/,,"Coding it Forward","United States",central,"a:3:{i:0;s:10:""employment"";i:1;s:11:""information"";i:2;s:7:""science"";}","Civic Digital Fellowship",https://www.codingitforward.com/fellowship/,2017,"Over a third of U.S. federal employees are eligible to retire in the next five years, yet only 6% of employees are under 30—a pressing issue given the rate of innovation. Piloted as an effort between agencies and a student-led nonprofit, the Civic Digital Fellowship recruits the next generation of technologists—students and recent grads—pairing them with in-need agencies. It has scaled to six agencies, and is an attractive on-ramp for technical students into public service.","Overview: Piloted in Summer 2017 with an inaugural cohort of 14 students from across the United States, the Civic Digital Fellowship is a unique internship program that allows talented technical students to innovate in federal agencies. The Fellowship provides an onramp for students looking for impactful civic tech opportunities while providing agencies a modern, efficient way to attract technical talent and inspire the next generation of digital leaders.
Fellows are recruited for the following skillsets: software engineering, data science, product management, design, and data journalism.
2018 Partners:
The Civic Digital Fellowship grew from 14 Fellows at the U.S. Census Bureau in 2017 to a 2018 cohort of 36 Fellows across six federal agencies.
Agency Partners: Census Bureau, Department of State, Department of Health and Human Services, Department of Veterans Affairs, General Services Administration, International Trade Administration.
Our Fellows:
- Number: 36 Fellows
- Acceptance Rate: 4.2%
- Education:
- Status: 30 Undergraduates, 6 Graduate Students
- Schools Represented: Brandeis, Brigham Young, Brown, Carnegie Mellon, Columbia (2), Cornell (2), Duke, Harvard (2), Middlebury, NYU (2), Olin College of Engineering, Parsons, Pomona, Rhodes, Rutgers, San Jose State, Santa Clara, Smith, Southern Methodist, Stanford, UT-Austin (2), University of Alabama, UC System (2), UChicago, U of Maryland - College Park, UNC, University of Washington, Virginia Tech, Yale (2)
- Diversity:
- Gender: 20 Women, 16 Men
- Race/Ethnicity: 47% Asian, 29% White, 11% Black, 5% Hispanic, 8% Prefer Not to Say.
Fellowship Benefits:
The Civic Digital Fellowship is fully-funded–covering housing, round-trip travel to Washington, D.C., and a competitive stipend. In addition, Coding it Forward supports fellows in their personal and professional growth with site visits, one-on-one mentorship, and community-building programming.
2018 Fellows visited industry-leading organizations including the U.S. Digital Service, 18F, Presidential Innovation Fellows, OpenGov Foundation, TechCongress, and Mapbox.
Demonstrated Impact:
Fellows worked on high-impact projects across the Census in 2017 and presented their work to leadership at Demo Day. Projects like Census for Small Business and Census Partnerships are already online.
In 2018, Fellows saved the Census Bureau millions in survey costs using machine learning algorithms, built tools for diplomats abroad, innovated a tool that allows Veterans to more easily take advantage of their GI Bill benefits, and improved access to Medicare data.
After two successful cohorts of Civic Digital Fellows, over 15 agencies are interested in hosting Fellows in 2019.","a:15:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""217"";i:6;s:3:""234"";i:7;s:3:""257"";i:8;s:3:""611"";i:9;s:3:""302"";i:10;s:3:""316"";i:11;s:3:""614"";i:12;s:3:""335"";i:13;s:3:""619"";i:14;s:3:""373"";}","Government is infamous for its poor user-experience, which often traces back to poor technology. Confounding this problem, existing hiring programs fail to attract top technical talent into public service, especially when compared to the offerings of Silicon Valley and the private sector.
The Civic Digital Fellowship is an innovative model that allows federal agencies to address both digital needs and talent strategy goals. It has demonstrated a wide appeal to students, attracting over 1,000 undergraduate and graduate-level technologists at 200+ schools, and created tangible impact for agencies.
The Fellowship model features a strong cross-sector partnership between interested federal agencies and student-led non profit, Coding it Forward. According to former Census Bureau Chief Marketing Officer Jeff Meisel, ""the Civic Digital Fellowship is the most innovative hiring program we've seen in the federal government. It is a real chance to solve the broken model of recruiting.""","a:1:{i:0;s:14:""implementation"";}","The Civic Digital Fellowship is scaling across the U.S. federal government; it has grown from 14 Fellows at the U.S. Census Bureau in 2017 to 36 Fellows across six federal agencies in 2018. More than 15 other agencies have expressed interested in hosting Fellows in 2019 and Coding it Forward is leading the effort to scale and sustain the model effectively within existing contract vehicles and other bureaucratic pathways.
Recent policy has given agencies more direct-hire authority to onboard students and recent graduates–a positive shift that signals broader acceptance of the work that the Civic Digital Fellowship has pioneered in inspiring the next generation of digital leaders to enter public service.
Aside from the 15 federal agencies that are interested in hosting Fellows, various local and state tech leaders across the United States have also expressed desires to engage student technologists in their work, and the Fellowship could plausibly expand in that direction too.","Government officials played a crucial role in bringing an understanding of the problems—both technical and talent-related—and providing a vision of the future. Support for the Fellowship extends to agency CIOs and CTOs.
Coding it Forward, as a nonprofit collaborator, is positioned to engage directly with the Fellowship talent pipeline (1500+ students across the United States) and plans a compelling summer experience “for students, by students.”","As the users of government digital services, Americans have benefitted. Fellow-built tools serve entrepreneurs, Veterans, patients, diplomats, and many more.
Civic Digital Fellows bring a fresh perspective into government, which has sparked important conversations about how best agencies should leverage technology to achieve their aims. In less than ten weeks, one Fellow was able to use machine learning to optimize a Census survey, saving over $2 million, with the potential to scale.","The Civic Digital Fellowship has met its goal to revolutionize how the federal government attracts young, technical talent. Fellows are significantly more likely to remain at their agencies at Fellowship’s end than traditional federal interns—16% to 6%—and a vast majority of Fellows indicate in their exit interviews that their experience has instilled a new interest and passion for work at the intersection of technology and government.
Fellows have also created real impact for their agencies. For example, in 2017, three Fellows rebuilt Census from Small Business (census.gov/smallbusiness) from the ground up, speaking with real entrepreneurs along the way—recognizing that it was the only way to effectively serve a group that represents 97% of American business and over 50% of GDP with key data.
The Civic Digital Fellowship is a “21st century call to public service” for a generation of technologists—Coding it Forward has inspired thousands across the US to pursue social impact work.","Technologists often have a hard time being successful in government because red tape and bureaucracy. The implementation of the Fellowship was no exception, and all parties came together to identify gaps and opportunities in existing contract vehicles that could support the unique talent pipeline. The Fellowship’s government partners are true “bureaucracy hackers” that have allowed the program to thrive. Moving forward, the Fellowship will be centralized on one vehicle to streamline scaling.
Another challenge is that Fellowships are not long–only 10 weeks. Thus, if bureaucracy holds someone back from a tool or a software that is necessary to complete a project, progress can be significantly hindered. Additionally, timelines are simply longer in government and unlike in the private sector, one cannot “move fast and break things.” Nonetheless, Fellows have risen to the challenge—designing, coding and shipping innovative, yet thoughtful, technology products.","To ensure continued success of the Civic Digital Fellowship, agency leaders need more policy tools to enable them to officially and efficiently recruit, hire, and retain technical talent. Recent legislation, the 2019 NDAA, is a positive first step in this direction. The Fellowship has also flourished because of the support of executive champions within each of its six agency partners at the CIO and CTO level. Champions provide a high-level vision and are also key in securing internal commitment and funding.
The Fellowship was already positioned for success at the outset because students across the United States are growing more interested in creating social impact. Application numbers across both cohorts have reflected this immense interest and the Fellowship team is actively brainstorming ways to engage more of the applicant pool in important and innovative public service work (only 4% of applicants were accepted to become Fellows in 2018).","The Civic Digital Fellowship has tremendous potential to scale. In just one year, it has already grown from supporting 14 students at the Census Bureau to 36 students across six federal agencies. There are now over 15 agencies interested in leveraging this unique talent and recruitment model in 2019 and beyond.
The Fellowship model can also be leveraged at lower levels of government. State and local technology officials have also reached out to inquire how their teams might be able to benefit from new sources of technical talent. This is especially promising since local leaders can engage students in their communities across the United States.
Similarly, the Civic Digital Fellowship has also been the inspiration for a parallel program in Germany. The talent model will also be relevant to “third sector” organizations that, like government, have large, unmet technology gaps.","The Civic Digital Fellowship has shown observers that the next generation of technologists wants in to help the public sector innovate, and that there are leaders in government ready to help support them. A successful model of a cross-sector public-private partnership, the program has always had student perspectives front and center.
Governments at all levels have expressed a need for more in-house technology talent and Civic Digital Fellows have demonstrated that they are ready to contribute on day one, representative of a generation that in the past has sat on the sidelines.
A former State Department CIO, in talking about the Fellowship, remarked after attending an end-of-summer Demo Day in 2017, “if we contracted this out, it would have taken twice as long and cost three times as much.”
A final lesson is that in public-sector digital transformation and innovation, it is crucial that technologists don’t have a “white knight” attitude towards transformation. Instead Fellows have learned that working hand-in-hand with bureaucrats and career civil servants is the best path to success, since those employees are most likely to know what is broken and have ideas of how to fix it.",,,,,https://youtu.be/2jxrcJXhNeE,https://govmatters.tv/coding-it-forward-fellows-take-on-federal-tech-data-challenges/
3700,"One-Stop Customized Lifecycle Services (OCLS)",https://oecd-opsi.org/innovations/one-stop-customized-lifecycle-services-ocls/,,"Ministry of the Interior and Safety (MOIS)",Korea,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","One-Stop Customized Lifecycle Services (OCLS)",http://www.gov.kr,2015,"The Korean government has implemented a program dubbed the One-stop Customized Lifecycle Services (OCLS) for heirs and expectant mothers, which was created by integrating existing services. With the OCLS in place, people no longer have to visit multiple government offices and they can take care of various issues at once. The government has also benefited from reduced costs and plans to emulate this success in other areas.","Issues Facing People
Everyone experiences the loss of loved ones. After dealing with complicated funeral arrangements in the midst of deep sadness, they have to undergo even more complicated inheritance procedures. They have to visit the community service center to register the death, the district office for matters involving property and cars, and the tax office for tax matters.
“I’m pregnant with my first child. What kind of free check-ups can I get?” This is one of the most frequently asked questions according to an analysis of some 13 million posts on some 80 online childcare communities, underscoring the difficulties that expectant mothers face in accessing pregnancy and childbirth services.
The Need for Customized Public Services
Public services are chronologically structured to meet the needs of people in different stages of their lives, like birth, education, employment, marriage, childcare, and death. Although the number of such services may exceed 25,000, people sometimes miss these benefits because they are unaware of which services are available at what point.
To address this issue, the Ministry of the Interior and Safety (MOIS) created the One-stop Customized Lifecycle Services (OCLS), which groups public services based on the different phases of a person’s lifecycle to prompt a change in the government’s work process and to better serve the people.
The Launch of the OIS, the First OCLS Program
The MOIS divided a person’s lifecycle into infancy, childhood and puberty, young adulthood, middle age, and old age, and then categorized key services into groups when developing a framework for the OCLS. In June 2015, the One-stop Inheritance Services (OIS) was launched nationwide. It was chosen as the government’s first OCLS project as inheritance is a key issue for people across the country, with some 270,000 deaths registered annually.
Previously, information on legacies was kept in six organizations that deal with different matters such as financial transactions, pensions, and land. The OIS allows the heir to view all the property left by the deceased at once when registering the death.
Success Extended to the OSPC
Building upon the success of the OIS, the government launched the One-stop Services for Pregnancy and Childbirth (OSPC) in March 2016 to benefit infants and women, especially expectant mothers, who are two of the most vulnerable groups in society.
Led by the MOIS, the OSPC project involved all levels of government, including the Ministry of Health and Welfare, the Ministry of Gender Equality and Family, the Ministry of Patriots and Veterans Affairs, and the Supreme Court, as well as the Korea Electric Power Corporation. The OSPC has been well received as expectant mothers no longer have to visit multiple government offices to apply for pregnancy and childbirth services.
Enhanced Convenience and Lower Socioeconomic Costs
In the past, users had to visit seven organizations for inheritance services and 2-5 government offices for pregnancy and childbirth services, proving their eligibility with seven different documents. With the OIS and the OSPC in place, they now have only to visit a single organization and submit two different documents at most, leading to far greater convenience and considerably lower societal costs. In 2017, applications for the OIS and the OSPC numbered some 130,000 and 340,000, respectively, and the resulting reduction in societal costs amounted to KRW 11.5 billion.
In addition, allowing users to apply for all services they are entitled to at once prevents people from being left behind. As of June 2018, 96% of those who registered births also applied for the OSPC.
Success through Inter-agency Collaboration
The OCLS was borne out of consensus and collaboration among different government bodies. They shared the need for addressing issues experienced by those who have to visit multiple organizations to receive the services they need.
Seeing issues from people’s perspectives and working closely together to provide solutions has been key to the evolution of administrative services like the OCLS, leading to much greater convenience for users.
The Journey Ahead
Issues faced by people in different phases of their lives are becoming increasingly diverse, and resolving them requires policies, programs, services, and systems that are tailored to meet the needs of individuals. In an effort to address this challenge, the government started the OIS, the first ever OCLS, in June 2015, and extended the success of the service by launching the OSPC nationwide in March 2016. The combination of user focus and government-wide integration of services and procedures has created significant synergies. The government plans to emulate this success in others areas such as startups, employment, education, and senior citizen services in order to create greater experiences for public service users down the road.","a:3:{i:0;s:3:""612"";i:1;s:3:""617"";i:2;s:3:""618"";}","A New Focus: Service Delivery from People’s Perspectives
The biggest innovation of the OCLS is that it has changed the focus of delivery to citizens, breaking from a one-sided, top-down approach to decision making and prioritizing user perspectives. By eliminating the need to deal with similar matters multiple times, the OCLS has cut socioeconomic costs significantly. The program has not been created from scratch, but by integrating existing services from a new perspective. This change in delivery scheme has saved taxpayers time and money.
Creating Success with Minimal Costs
Another significance of the OCLS comes from the fact that it is a highly cost-effective program. Instead of developing a new service, the government looked at existing ones and then integrated them from user perspectives. This has alleviated user inconvenience considerably without incurring additional administrative costs. It has helped earn the trust of people by sending a message that the government cares.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";}","The OCLS has undergone the planning stages and has now reached the implementation phase.
Planning: the Big Picture
Public services are chronologically structured to meet the needs of people in different stages of their lives, like birth, education, employment, marriage, childcare, and death. The MOIS categorized these services into groups when developing a framework for the OCLS. First launched was the OIS to enable heirs to view all the property left by the deceased at once, which was then followed by the OSPC which improves much needed services for pregnancy and childbirth.
Implementation through Collaboration
The MOIS has engaged other agencies to share goals clearly and work together to provide solutions.
Thanks to the government’s promotional efforts via channels such as social media, use of the OCLS has grown since its launch. OIS applications rose from 28% in 2015 to 48% in June 2018, a 73% jump, while OSPC applications increased 12% from 88% in 2016 to 98% in June 2018.","Central Government : Silos Removed
The central government led policy design since it had the relevant resources. As a coordinator, the MOIS developed a delivery scheme by integrating functionally fragmented services into a package, and played a key role in removing agency silos.
Local Governments : Implementation
The OCLS is provided through local governments, its contact points with people. For a smooth delivery, community service centers across the country have staff that handle OCLS.","Benefiting Both the Government and the People
In the past, people made multiple visits and applications for similar issues. The OCLS allows users to take care of everything at once, saving them time and money. With only one application now required, the government also benefits from reduced costs.
One-stop Services for All
People undergo different stages in their lives, and birth and death are unavoidable for everyone. The OSPC and the OIS are intended to serve all the citizens of Korea.","Greater Convenience and Reduced Costs
In 2017, applications for the OIS and the OSPC numbered some 130,000 and 340,000, respectively, and the resulting cuts in social costs amounted to KRW 12 billion. In the past, people had to visit seven organizations for inheritance services and 5 government offices for pregnancy and childbirth services, proving their eligibility with seven different documents. With the OIS and the OSPC, they now have only to visit one organization and submit two different documents at most, which leads to far greater convenience and much lower social costs.
Inclusive Delivery
The government informs people of the OCLS to prevent them from losing the benefits they are entitled to. As of June 2018, 96% of those who registered births also applied for the OSPC.
Higher Satisfaction
Satisfaction levels with the OCLS are much higher now that it delivers various services at once. Shortly after its launch, the program received positive reviews from both the media and users","Lack of Collaboration
The first challenge was collaboration. The success of the OCLS depended on cooperation among agencies, but they didn’t see eye to eye at first. They were reluctant to be involved due to concerns about potential disruption in their work processes. To tackle this issue, the MOIS exercised a strong leadership and successfully made a business case. It also mustered strong support from relevant agencies by dividing work and clearly communicating its future direction.
Strained Resources of Local Governments
The second challenge was the difficulty in engaging frontline staff who felt their hands were already tied. The MOIS formed a consultative body with local governments and incorporated their feedback. It also delivered presentations to staff in local governments to help them understand the need for the program. The work environment was also improved to minimize manual work by enabling information sharing between systems and building automated work processes.","Consensus and Collaboration
The OCLS was made possible through consensus and collaboration. Agencies shared the need to resolve the issues faced by those who have to visit multiple organizations to receive services. Viewing issues from people’s perspectives and working closely together to find solutions has been key to the evolution of services like the OCLS, leading to much greater user convenience.
Enhanced User Convenience
People can access the OCLS via various channels including postal mail, text messaging, and the Internet. User convenience was enhanced further when the OIS went online in August 2017 and the OSPC in November 2017.
Engaging Users in Policy-making
In September 2015, the government collected opinions on pregnancy and childbirth services from housewives and expectant mothers. It held a meeting with pregnant women on September 21 to listen to their concerns and conducted online polls among 471 expectant mothers, incorporating the results into the service policy.","Universality
Inheritance services could be made available in almost every country, and various pregnancy and childbirth services are already provided in many nations. Although the OIS and the OSPC are specific to Korea, the overarching framework of delivering proactive one-stop services can be applied in other countries as well.
Sustainability
The OCLS is cost-effective as it focuses on improving existing services instead of creating new ones, and it doesn’t undermine the freedom and creativity of the private sector. The demand for the OCLS is consistently high since everyone is a potential user. In addition, the program is separate from other social systems and can be delivered irrespective of time and circumstances.
Interest from Other Nations
In 2017, government officials from 18 countries including Kazakhstan, Afghanistan, and Thailand visited the MOIS and attended a presentation on the OSPC. They showed great interest in it, its focus on improving service delivery in particular.","The Need for Personalized Services
The environment surrounding administrative services is becoming more complex, and issues faced by people in different phases of their lives are increasingly diverse. Resolving these issues requires policies, programs, services, and systems that are tailored to meet the needs of individuals.
After the OCLS was launched the response from people was extremely positive, as evidenced by postings and comments on social media. This demonstrates that delivery of services that meet the actual needs of users results in slow but increasing confidence in the government among the general public.
The Importance of Inter-agency Collaboration
Inter-agency collaboration is not an easy process, and thus requires prudent coordination. In the process of creating the OCLS, the MOIS played a crucial role as coordinator of the project. It fostered collaboration between relevant agencies to create a comprehensive, user-focused, and customized delivery scheme by integrating functionally fragmented services.
The Journey Begins in Earnest
In an effort to proactively provide the services needed in different stages of a person’s life, the Korean government started the OIS, the first ever OCLS, in June 2015, extending the success of the service by launching the OSPC nationwide in March 2016. It plans to emulate this success in others areas, such as startups, employment, education, and senior citizen services in order to create a greater experience for public service users down the road.
We have learned that user satisfaction doesn’t necessarily require huge resources and can easily be achieved by simply looking at existing services from the perspectives of the general public. The ultimate goal for government agencies should be to design their work processes for the benefit of people and integrate the services they need into government-wide synergies. The journey toward a government for the people has now begun in earnest.","The Korean government categorized public services into groups based on different stages of life to provide the One-stop Customized Lifecycle Services (OCLS). It launched the One-stop Inheritance Services (OIS) in 2015 and the One-stop Services for Pregnancy and Childbirth (OSPC) in 2016.
The biggest innovation was making the OCLS user-oriented. Now users can take care of multiple issues at once, the OCLS has greatly reduced costs. The government plans to emulate this success in other areas.",,"a:2:{i:0;s:4:""3696"";i:1;s:4:""3695"";}",,,
3707,"Secondary Cities (2C) Pokhara Project",https://oecd-opsi.org/innovations/secondary-cities-2c-pokhara-project/,,"Kathmandu Living Labs",Nepal,other,"a:2:{i:0;s:11:""information"";i:1;s:19:""Disaster Management"";}","Secondary Cities (2C) Pokhara Project",https://secondarycities.state.gov/pokhara,2016,"Learning from the challenges of 2015 Nepal Earthquake where geo-spatial data was at a premium, Kathmandu Living Labs implemented a project that created a robust geo-spatial database for the entire Pokhara Lekhnath Metropolitan City. The ownership of this dataset was passed to the local government. The project opened the door for open mapping to be adopted by the government, engaged local citizens to map their neighbourhoods and encouraged local government to make use of spatial data.","Pokhara Metropolitan city is the second largest city in the country and is the provincial capital of Province 4. The city is growing at a staggering rate of 6.952 percent per year compared to a meagre national average of 1.35 percent per year (2011 Nepal Census). Beyond the rapid urban growth and administrative importance to the region, Pokhara is also the preeminent tourist (both domestic and international) destination of Nepal. Its karst topography and sharp elevation rise have meant that Pokhara is bejeweled with lakes, caves, waterfalls, and gorges.
Unfortunately, the western segment of Nepal on which Pokhara is situated also lies on the Main Himalayan Thrust fault that has not ruptured for the past 500 years. This delay in the normal pattern of the rupturing of the fault has only heightened anxiety regarding the eventual threat of a massive earthquake. Beyond the threat of earthquake, this region suffers from landslides, floods and lightning strikes all of which take the lives of hundreds of people each year. Due to its susceptibility to such natural events and the presence of a highly dense population, Western Nepal is now considered as one of the most natural disaster prone regions in the world.
Pokhara’s resilience and preparedness to deal with a natural disaster is of utmost importance to the region. The need to prepare Pokhara also stems from the chaotic scenes witnessed in Kathmandu right after the 25 April, 2015 earthquake. The earthquake highlighted the importance of a planned city and drilled home the need for creating a centre for effectual response.
Kathmandu Living Labs (KLL) is the local implementing partner of the 2C (Secondary Cities) Pokhara project and works in cooperation with the American Association of Geographers and the United States Department of State. The 2C Pokhara project focuses on the development of disaster resilience and emergency management in the city of Pokhara. KLL's approach for the last two years has been to help local partners and communities within the city of Pokhara to create a robust OpenStreetMap (OSM) data of their city and develop a community which is able to update, maintain and make effective use the collected data. In the long run, the 2C Pokhara project envisions the formation of a geographic information sensitized community that is able to use the collected OSM data to mobilise strategically, create applications and use tools such as Quakemap.org in the advent of a major disaster.
What do we do?
Engage local people, community and various government and non-government organizations in mapping activities, helping them understand various mapping tools and disaster management concepts.
Forge and strengthen partnerships with local authorities; sensitize them, train them on collection, usage and dissemination of map data.
Organize events like Open Data Day in order to celebrate and make people aware about the usefulness of data when they are open.
Organize Developer’s Mapping Parties to leverage the power technology in using open data to solve societal problems.
Build government capacity to utilize open map data and maintain it.
Why do we do it?
To increase disaster resilience and emergency preparedness in the city of Pokhara and in the region.
To whom do we cater?
Local people and community - the first responders in case of a major disaster.
Local government and non-government authorities.
Academia - national and international schools and colleges through Mapping Parties, Developers’ Meet, and various other conferences.
After two years of on the ground work that included bringing the local government on board and a joint publication of a city atlas ""The Map Book"" the project envisions a growth in the use of open source tools for data generation, especially ones that emphasize OpenStreeMap (OSM) in Pokhara. The 2C project has also led to a strong foundation on which the map data of Pokhara can be easily enhanced and sees this happening, as locally led workshops and training sessions around the tools developed continue to be used and promoted by local schools, universities and community partners. The open and free nature of the data and tools has also removed any economic barrier to take this project to other cities of the world.
Finally, the success of the project has meant that the 2C Pokhara team is poised to become a hub of geospatial expertise, providing support to other cities (eg. Indore, India) in creating robust disaster resilience approaches across the region.","a:4:{i:0;s:3:""181"";i:1;s:3:""221"";i:2;s:3:""611"";i:3;s:3:""302"";}","The 2C Pokhara Project is an innovation in creating robust geospatial database for local government because:
1. Engages local people, community, various government organizations and non-government organizations in mapping activities, helping them understand various mapping tools and disaster management concepts.
2. Forges and strengthens partnerships between citizens and the local authorities; through joint sensitization programs, training them together on collection, usage and dissemination of map data.
3. Organize events like Open Data Day to celebrate and make people aware about the usefulness of data when they are open and the standards the data have to meet to be adopted by the local government for planning purposes.
4. Organize Developer’s Mapping Parties to leverage the power of technology in using open data to solve societal problems.
5. Build government capacity to utilize open map data and maintain it. The web portal, mobile app and The Map Book are examples of this.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","This project has entered a phase of diffusing lessons. With the successful adoption by the local government of the geospatial data generated by this project measured through the acceptance of the mobile app, web portal and the publication two city atlases. The project now seeks to replicate the approach in other cities around the region. However, as the initial idea behind creation of a robust open source dataset was to create a resilient and prepared city this can only truly be tested during a time of a natural disaster.
At the time of submission the approach and the tools developed are in the process of being shared through a conference to various cities in South Asia and a similar pilot project is to be run in Indore, India from October, 2018.","Funding Partner: American Association of Geographers and Human Information Unit, U.S. Department of State
Geospatial Expert Support: Colorado State University
Supporting/Volunteer providing Partners: Pokhara Metropolitan Office (MoU signed); Tribhuvan University, IoE, Paschimanchal Campus (MoU signed); Nepal Red Cross Society Kaski (MoU signed); Geomatics Engineering Students’ Association of Nepal; Nepal Scout Kaski; Big Foot Software; Rotoract Club of Pokhara and many other organizations.","Local people and community: over 600 local people were sensitized and trained on aspects of open mapping and disaster management. Ward level maps created for better vulnerability capacity assessment and planning.
Local government and non-government authorities: trained in open mapping, produced maps and generated data for planning purposes.
Academia: trainings provided for students, invitations to conferences and brought experts from abroad for guest lecture at academic institutions.","Geospatial data created and validated by the project:
Buildings: 173453
Roads: 4760.29 KM
Kindergartens: 75
Schools: 405
Colleges: 47
Hospitals: 37
Clinics: 86
Health Posts: 37
Pharmacies: 374
Dental Clinics: 59
Veterinaries: 45
Banks: 208
Co-operatives: 249
ATMs: 149
Government Offices: 154
NGOs: 162
Hotels: 457
Restaurants: 1023
Museums: 6
Fuel Stations: 38
FM Stations: 32
TV Stations: 5
Security: 49
Places of Worship: 408
Before the project, spatial data was severely limited.
Prepare Pokhara web portal developed and launched for easier visualization of critical infrastrucre of the city.
Explore Pokhara mobile app developed and launched for navigation of the city.
Two editions of 'The Map Book', a paper based atlas of the city.
610 volunteers trained and over 50 deployed for field mapping. 4 Metropolitan Office staff trained including current IT officer on open mapping and open data. Over 20 events hosted including 2 international conferences and one workshop in Bali, Indonesia.","There were multiple challenges to the work we carried out. As our work relied heavily on citizen participation, one of the challenge was to explain to the local people the paradigm shift that has taken place due to the maturity of neogeography (Turner 2006) or VGI (Goodchild 2007) and get them to add places they want to add to the map. The traditional mindset that geography and cartography are complicated concepts carried out by experts in that field needed to be changed. For the older generation there was also a fear of using smartphones or modern technology. Organizations tend to be similarly rigid and getting written commitment from policy makers, security agencies, humanitarian agencies, Municipality, and Academic Institutions took enormous time and effort. The project also experienced political change through Nepal's first local elections in 18 years. However, the wealth of data generated by the approach was able to convince new decision makers about our projects importance.","Choose a thematic area. This will help to focus the mapping effort (in our case disaster management).
Find local champions inside and outside government who can drive the movement forward.
Map the stakeholders and their specific interest in mapping for thematic area chosen. Find ways to work together to use their resources, tools, and expertise, to create win - win situations for all.
Mainstreaming open data in crisis management at policy level is necessary and where possible policy makers should be kept informed about the data being generated.
Bring academic institutions on board and help them include OSM and Open Data in geospatial course materials.
More you get people to understand that data will be important to their work the more they will understand the value of data and how use of data can create social impact
Do not limit your volunteers to students with backgrounds in engineering and geography. Make it clear that this approach makes mapping accessible to all.","After the success of this project, several municipalities throughout Nepal have started to experiment with OpenStreetMap (OSM) as a quick alternative geospatial source for the running of their cities. KLL, took similar 2C approach to municipalities of Nepalgunj and Nilkantha and was able to create a fairly robust map of these cities. As local governments are mandated through the Disaster Act 2016 to have digital maps of their city most are finding that the quickest way to create data is through citizen engagement and crowd sourcing.
Outside of Nepal the project's tools were shared with people of Bali, Indonesia through the first OSM workshop. Presentations were given during State of the Map Asia conference as well as in several universities in the U.S.A. Finally, groundwork has been put in place for the project to be replicated in Indore, India. Keeping local context in mind the project here will focus on informal housing and public health however, the approach will remain the same.","The project has really helped us understand the value of working on the ground and together with the local populace when generating a geospatial dataset of that location. Though some work such as tracing of buildings and roads can be done through satellite imagery, it is highly advantageous to carry out the work being based on the ground. This is because beyond the generation of data the use of data being generated and why it is being generated is more important. Living and working at the site also provides greater flexibility to ground truth the data being created and keep information updated. The crowd sourced approach to mapping has also meant that local people can fill the void left by departing organizations/projects. This ensures that the momentum generated by a funded project can be sustained beyond its life cycle. For example the students of Paschimanchal Campus continue to update the OSM map and the government continues to update secondary attributes within this map.
Map data integrity is of utmost importance to the government and a high bar has to be set by validating and ground truthing as much information as possible. However, by training the government it is easier to explain the challenge of collecting perfect data and this will in time lead to adoption of open data by the government. Economics of using student volunteers also end up playing a big part in any government's decision to want to take ownership of mapping data collected through this effort.
Finally, a collaborative effort that brings various stakeholders tech and non-tech should be brought together to ensure that the data generated is being used by as diverse a group as possible ensuring the greatest impact.",,"a:29:{i:0;s:4:""3928"";i:1;s:4:""3929"";i:2;s:4:""3930"";i:3;s:4:""3931"";i:4;s:4:""3932"";i:5;s:4:""3933"";i:6;s:4:""3934"";i:7;s:4:""3935"";i:8;s:4:""3936"";i:9;s:4:""3937"";i:10;s:4:""3938"";i:11;s:4:""3939"";i:12;s:4:""3940"";i:13;s:4:""3941"";i:14;s:4:""3942"";i:15;s:4:""3943"";i:16;s:4:""3944"";i:17;s:4:""3945"";i:18;s:4:""3946"";i:19;s:4:""3947"";i:20;s:4:""3948"";i:21;s:4:""3949"";i:22;s:4:""3950"";i:23;s:4:""3951"";i:24;s:4:""3952"";i:25;s:4:""3953"";i:26;s:4:""3954"";i:27;s:4:""3955"";i:28;s:4:""3963"";}",,,https://youtu.be/VTetqNZm4vI,
3722,"Digital Trade Hub",https://oecd-opsi.org/innovations/digital-trade-hub/,,"B.EST Solutions Ltd.",Azerbaijan,central,"a:5:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:12:""public_order"";i:4;s:7:""science"";}","Digital Trade Hub",https://dth.azexport.az/,2017,"Azerbaijan's Digital Trade HubIt is the first e-trade and e-commerce portal guaranteed by the government. The launch of Digital Trade Hub is a leading factor behind the country's 27% rise in non-oil exports, supporting local producers reaching external markets.
","Digital Trade Hub addresses the need for globally interoperable solutions through basic research with respect to the foundations of trust and trustworthiness, actively support the standardization process in relevant areas, and provide trustworthy services which will ease the use of eID, mID and electronic signature technology in real world applications.
All transactions are legally bound according to Digital Trade Hub partner country legislation. One of the unique attributes of the Digital Trade Hub is its arrangement based on the public–private partnership principle and corporate governance standards. Private companies are involved in the development of the platform and in building cross-border e-services. The Digital Trade Hub is integrated with global e-commerce players like Amazon, eBay, Alibaba, etc. It offers useful cross-border e-services including B2B and B2G services, customs operations between Digital Trade Hub partner countries, online company registration, online bank accounts and more. Validation scheme of e-signatures between Digital Trade Hub partner countries following the EU’ e-IDAS standard. The Digital Trade Hub enables showing how practical compliant applications can be constructed and utilized with the aid of the developed Digital Trade Hub components to ensure direct presentation of European electronic products and services from all 26 member countries, GUAM countries and all other partnership-countries all over the World to Azerbaijan and vice versa.","a:12:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""876"";i:5;s:3:""257"";i:6;s:3:""610"";i:7;s:3:""302"";i:8;s:3:""612"";i:9;s:3:""617"";i:10;s:3:""619"";i:11;s:3:""621"";}","Digital Trade Hub addresses the need for globally interoperable solutions through basic research with respect to the foundations of trust and trustworthiness, actively support the standardization process in relevant areas, and provide trustworthy services which will ease the use of e-ID, m-ID and electronic signature technology in real world applications.
Azexport.az is the part of Digital Trade & Cross Border Data Flows launched in 2016 year. In the first year of activity 476 Million USD was generated to export from azexport.az portal, to a total of 74 countries. Main export countries are Russia (18.7 %), USA (8.6%), Turkey (6.7%), UK (5.7%), Iran (5.1%), India (4.0%), Ukraine (3.7%), Saudi Arabia (3.2%), Georgia (2.7%), Kazakhstan (2.7%). This achievement by local entrepreneurs together with the government is strengthening and diversifying its economy.","a:1:{i:0;s:14:""implementation"";}","All of the technological and legal conditions have been successfully implemented since 2010 Azerbaijan launched a secure-data-exchange platform for e-government that expanded into the Digital Trade Hub. In 2013 it followed up a national Digital Mobile Identity called ASAN Imza, which generated more than 30M transactions.
We are committed to provide our clients the highest standards of digital security for international trade. With the knowledge and expertise Digital Trade Hub helps businesses deploy ready solutions to meet their goals across the world. Azerbaijan which has experienced impressive economic growth over the past two decades, is a homeland of a friendly and hospitable business environment welcoming and encouraging all foreign investment.
The country’s oil-focused economy is being diversified creating new business opportunities within the agricultural, construction, education, communications and tourism sectors and ICT. At the moment Azerbaijan’s rank is 57 according to the World Bank.","• CAERC
• ISESCO
• GUAM
• NAFTA
• ASEAN
• UNCITRAL
• UNESCAP
• E-Trade for all
• EU- ASSECO
• Russia- GAZINFORMSERVICE
• ITU","The end users are companies that either import or export from foreign countries and are looking to streamline the whole process for maximum business benefits. The stakeholders include governments at a national level with a focus on Customs.","Digital Trade Hub of Azerbaijan is a great example of cooperation between public and private sectors in e-commerce. The concept is very significant for creation of the single electronic and digital environment throughout the Silk Road as well as within Europe. Digital Trade Hub enables non-residents in Azerbaijan to carry out operations to open LLCs, bank accounts, hire employees, carry out export-import operations after receiving electronic signatures. It allows Digital Trade Hub to be an electronic “single window” for export, when any Azerbaijan exporter can go through all required procedures by means of a computer or any mobile device to prepare documents and processing of product exports without leaving the office. The user can access e-Trade services easily through various methods including web portals, solutions, e-services according to the different IT environments. Transactions are safe from fraud, forgery and financial incidents since Digital Trade Hub can be be accessed by authorized users only.","The main challenge is not technological, but political. In order to succeed, all of us the companies and governments need to show join initiative to connect and start building the ecosystem of partnership and trust.
Currently we are overcoming those challenges by spreading the idea and educating the right people with the needed knowledge at international events hosted specifically to solve the global e-trade future challenges.","Laws, rules, standards and regulations need to catch up with technology.
The mutual acceptance of each other’s digital identities and e-signatures is pivotal for global electronic trade and interoperability to foster. By harmonizing and consolidating requirements for e-signatures across governments, we increase trust and traceability in e-transactions. The regulation covers standards for e-signatures, qualified digital certificates, electronic seals, timestamps and other proof of authentication mechanisms enabling e-transactions performed on paper. According to the Presidential Decree «Asan İmza» will be issued to the foreign citizens in all diplomatic representatives of Azerbaijan all around the world and in accordance with which the users registered on the portal via «Asan İmza» and taxpayers of the Republic of Azerbaijan, will be able to make and sign the contracts with their foreign business partners electronically.","This innovation is the first of its kind in the world.","We would be happy to share our experience, technology and digital infrastructure with all countries willing to test the idea out. Our experience has shown, that its better to benchmark already working solutions and to customize it according to your local needs.","B.EST Solutions (established in 2008) is an e-and m-Government solutions provider, as well as the operator of the world’s fastest growing digital identity (Mobile-ID) called Asan Imza in Azerbaijan since 2013. As a company packed with international experience and best brains in the business, we combine technology and business models into coherent ecosystems for clients ranging from the business to the public sector. Our security and privacy parameters enable dynamic combinations of electronic identity federation with multiple electronic identity backbones to be provided to the same service, providing a foundation for market convergence and innovative new cross-sector partnerships.
B.EST Solutions has a deep understanding of electronic identity federations, strengthening interoperability and mutual trust, and most importantly on how to join up countries and regions not solely from our Azerbaijan or EU experience but in a global sense.",,"a:1:{i:0;s:4:""3916"";}",,,
3802,"Comoodle -a collaborative platform",https://oecd-opsi.org/innovations/comoodle-a-collaborative-platform/,,"Kirklees Council ","United Kingdom",local,"a:2:{i:0;s:7:""housing"";i:1;s:10:""recreation"";}","Comoodle -a collaborative platform",https://www.comoodle.com/,2016,"Comoodle was developed to create a genuine sharing economy in Kirklees, fundamentally shifting the relationship between the Council and the community in the process.
Comoodle is a web based platform, an elegant solution to enable collaboration, that is now helping local communities to access and share under-used resources.
There is no other platform that exists across in the world that has public sector bodies actively sharing “stuff skill and spaces” in such a proactive and accessible way","The problem we were trying to solve:
“Sharing has always gone on in Kirklees- but the problem was people not knowing what others had. Comoodle makes sharing easier- it is the oil that makes sharing work”
Cllr David Sheard, Leader of Kirklees Council 2015- July 2018
Background:
In 2014 we were winners in the Bloomberg Philanthropies Mayor’s Challenge, a competition to identify innovative solutions to issues facing local and city governments. Our idea was Comoodle – an online digital platform which allows communities and individuals to discover and share useful resources in their area. By making Council assets available through Comoodle we aimed to kick-start a true sharing economy. Four years down the line we’re redefining the relationship between the Council and the Third Sector
The February 2017 launch of the live Comoodle online platform was the culmination of two years’ continuous development and research. Our iterative approach to the project has allowed us to pivot to meet the objectives, measurement and function of the Comoodle concept, staying true to our original aim of creating a true sharing economy in Kirklees.
Innovation is at the heart of our design approach:
Throughout the programme we have used the learning from the best in terms of innovation and iterative project development. Key examples of this approach include:
• Early workshops to understand attitudes to learning
• Analysis of other sharing platforms
• Pilots and prototypes to test the practicalities of sharing Council assets
• Researching and testing a series of social and monetary value models
• Refinement of original metrics to provide more purposeful measurement
• Research into issues of trust to develop platform feedback mechanisms and improve design
• Multi-stage platform development informed by the breadth of our learning; from an early ‘sandbox’ tool, through to an interactive blog site and then a live platform created in a series of design sprints
• Further refinement and optimization sprints, informed by our practical experience and feedback from potential replicators
Results that impact on our communities:
As of now the platform is already delivering we have a clear commitment to metrics and measure all activity on the platform, as s at the end of August 2018 Comoodle:
Has 850 active users registered on the platform;
Has processed over 1000 requests and has made available over 2000 assets;
Has facilitated over 1200 exchanges of resources;
Has benefited over 60,000 residents and
Has saved community groups an estimated £45,000 by enabling them to borrow rather than buy or hire resources
The platform enables users to rate their experience based on their interaction with each other and the suitability of the resources. We have also conducted targeted surveys which ask users questions based on their level of involvement with the project. As at the end of June 2018:
89% of users were satisfied with their Comoodle experience;
89% of users would recommend Comoodle to friend;
86% of users felt Comoodle was helping communities to do more for themselves
84% of users felt Comoodle was helping communities to collaborate more
Replication and the future:
The Council has just completed a priority review, this was undertaken by Isos the independent consultancy that Bloomberg Philanthropies have commissioned to oversee our programme performance from the start. The continued support and challenge from this team has be key to our success. Having considered the review findings, and recommendations, the Council has agreed that we are going to mainstream the programme within the Council and give it resources and support to point it at the areas where it can make the biggest social impact. We are now also replicating the platform outside of our city boundaries with new emerging networks in Camden, London and in the City of York in Yorkshire. We are working with partners in Amsterdam to use the platform to address issues of poverty in Europe.
“Kirklees Council is changing – our aim is to support individuals and communities to do more for themselves and each other. As a platform that enables the public, private and third sector to collaborate, connect and share resources, Comoodle is key to this strategy. We believe a strong sharing economy will help build and sustain thriving communities.”
Jacqui Gedman, Chief Executive, Kirklees Council","a:4:{i:0;s:3:""156"";i:1;s:3:""609"";i:2;s:3:""615"";i:3;s:3:""619"";}","When we worked on the initial submission to Bloomberg in the summer of 2014 we were aware of the rapid innovation taking place in terms of the growing sharing economy and collaborative consumption. But we could not see any city that was looking to put its own resources at the heart of that offer. Mike Bloomberg gave us the award as part of the Mayor’s City Challenge as he was looking for new “brave ideas” We knew many cities like Barcelona, Amsterdam and Seoul were committed creating Sharing Cities but we were the first City area to commit to sharing resources directly that we know of.
Bloomberg Philanthropies and Isos have extended our thinking and networks. We attended Bloomberg sponsored City Lab events and other international events on innovation and have yet to see another similar project. Our project has attracted a lot of interest due to its uniqueness, and we are involved with academic research programmes in Spain and Norway as well as here in the UK to share that learning.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The work on the programme is now in its fourth year with the release of the initial beta version of the platform in March 2017. The process of optimization of the design is on-going and a further design sprint in planned after we have seen how the platform responds to work in other areas where we are just developing new networks. We feel we have now done enough work to be sure the concept is tested and proven, and the platform functions as we wish.
But projects like this must never stop in terms of iterative development and we evaluate the progress every month and report into a programme board. We are now looking to replicate further afield and collaborate with other collaborative platforms in Europe.","• The Council –services sharing their resources and ideas was key
• Yoomee –led on platform design, without them and the agile approach to work the quality of the platform would be limited
• Local Voluntary and Community projects –they have joined up to access the benefits and now increasingly share resources too
• Bloomberg and the other people we have meet– these organisations have funded and inspired us to stretch our thinking further
• Academics - helped us with research & evaluation","• Local Voluntary and Community projects –they have been able to deliver projects quicker and cheaper and test new ideas at little risk
• The Council – has started to change its relationship with the community sector and now works better in partnership
• Businesses - local businesses have supported the programe and made new connections as a result
• Wider stakeholders – we have supported, coached and inspired others in terms of programme management and approaches to designing solutions","We run a number of metric tools within the platform to monitor usage and collate data. We use surveys and interviews to get qualitative results too.
Comoodle has enabled community groups to access resources at low or no cost - across the life cycle of the project we estimate that they have saved over £50,000 by accessing Comoodle, to borrow everything from litter pickers to vans instead of buying or hiring them.
To date, groups have participated in over 1200 trades of stuff, space and skills.
1031 Requests Received
850 Registered Users
722 Asset Profiles
1234 Exchanges Facilitated
We expect this level of growth to be doubled locally in the next 12 months, and as new networks develop similar results in terms of rapid growth to be replicated.
Our satisfaction levels remain positive:
89% of users were satisfied with their Comoodle experience;
86% of users felt Comoodle was helping communities to do more for themselves","Commissioning work within a local government setting is a challenge but we accelerated this by running sessions with potential partners early on. We have also, we believe, saved time and expense on building the wrong thing by using an iterative approach, but this did mean we took longer to get our Beta version built.
The platform has worked best in terms of physical resources (stuff) as people seem to better understand the concept of sharing physical things. We found that to get people to make spaces available in most cases the need to charge was critical even if that is a reduced rate. We made a key pivot to allow people to ask for donations or charge community rates to unstick this. The hardest of our three resource categories has been skills sharing and further work is in train to make this happen with key Council departments. We still believe this is the most important one and will lead to greater collaboration.","The Mayor’s Challenge required the programme to be headed up by the City Mayor, in the case of Kirklees this is the political leader of the Council. This support has been critical. There was a leap of faith required to allow us to experiment and fail fast. We needed to be creative in all our approaches and we as a programme have been given high levels of support; we are trusted to get on with things and we have not been micromanaged by either our funder or our management structures. This has allowed us to create a culture of innovation and collaboration that is seldom seen in a government departments.
We have been well served by key services in the Council from Human Resources to Communications and have ready access to the Legal team to work on “house rules” for the platform and data sharing agreements.
The key thing is we have been trusted to make the best decisions we can in terms of project management and we have a number of supportive critical friends to discuss ideas with.","Our project was funded by Bloomberg Philanthropies as it was seen not only as a viable project for Kirklees but one that could be replicated elsewhere. We have from the outset managed a design process that did not make the platform or even the brand area specific. We knew the longer term sustainability would be improved if other areas could use the platform as a product very easily, and they in turn could contribute to the fixed costs in terms of support and data / hosting costs.
We now have had two new networks come on line over the summer and we hope, if we can secure European Interreg funds, then we will be working with other cities, and platforms, in the Netherlands and Belgium in 2019
There is clearly the possibility to use many of the design features to support other tasks such as prompting volunteering, finding out what’s on or collaboration in terms of sharing resources private industry. The platform code has all been done in open source so it can be used by others.","Engagement is the real key thing to take an innovative idea to scale. We have found it is harder to get people to be proactive in regards to helping as opposed to reactive. We have redesigned user journeys and put requests for help more upfront in the platform design to move this issue forward
Another lesson we have learnt is about pace, others will always prioritise their work over ours and we need to make our offer attractive by seeing how it works for others. We have got better at engagement work and seen more support recently, after we flipped the narrative to say “how Comoodle can help you do what you want to do”.
Having connections is key and that is especially hard in new areas where we are not based- it takes time to build the networks needed for engagement which drive the platform. But the real challenge is how quickly you can build trust. This platform is built on trust and that can be a slow process.
Lesson in regard to partnerships and ways of working are worth highlighting we would say the trust within the partnership is key. We have commissioned work in terms of platform design from a small company we trust and they have remained committed and responsive. We have commissioned work in terms of engagement, brand design and communications from local businesses too, they bring with them not only their skills but their connections. We share all our work programmes within that wider team so everything is visible and transparent. Together the team has had faith that we were really onto something. In the early days we talked of the programme in terms of a “movement” not a product. Comoodle is now used locally not only as a noun to describe the programme, but a verb to describe the very act of sharing. We believe this is the biggest indictor we could have that our innovation is relevant, and now adopted by our users.","Importance of trust and connectivity:
We set off to build a platform solution and have now realised that people only share when they trust people, and trust is only built or earned via connections that are made and collaborations that happen. Just building a platform for the collaborative economy will not deliver the trust. Many cash based platforms use money as there is no real trust. So trust remains our biggest focus.
Rachel Botsman said in her work on Trust Stacks that this works at three levels:
1. people need to trust the solution that is proposed
2. the platform that delivers the service
3. the other people in that sharing community
Above all we would say trust is the common thread, our innovation has worked because people trust it and they trust it because they like our ideas, our platform and us as people.
We believe in Sharing... Do you?","a:2:{i:0;s:4:""4719"";i:1;s:4:""4720"";}","a:1:{i:0;s:4:""4721"";}",https://www.youtube.com/watch?v=u85MkP2ZwvY,https://youtu.be/_wxhAir1Qls,https://youtu.be/XmisTOh27fQ
3818,"Australian Marriage Law Postal Survey",https://oecd-opsi.org/innovations/australian-marriage-law-postal-survey/,,"Australian Bureau of Statistics",Australia,central,"a:1:{i:0;s:10:""Statistics"";}","Australian Marriage Law Postal Survey",http://www.abs.gov.au/ausstats/abs@.nsf/mf/1800.0,2017,"Many years of Australian debate and public division around same sex marriage culminated in a single, nation-wide postal survey. The Australian Bureau of Statistics was given only 99 days to prepare, conduct and release the results of a survey of Australia’s 16 million enrolled voters. An amazing 80% of citizens participated in this voluntary survey, enabled by innovative project management and customer-centric service delivery. The project was delivered for 2/3 of its budget, a $40m saving.","The Australian Bureau of Statistics (ABS) is Australia's national statistical agency, providing trusted official statistics on a wide range of economic, social, population and environmental matters of importance to Australia. Its purpose is to inform important decisions.
On 9 August 2017, Australian Prime Minister Turnbull directed the ABS to conduct a national survey on whether same sex marriage should be legislated in Australia. The Australia Marriage Law Postal Survey (AMLPS) would be a unique undertaking for Australia and the ABS. The Prime Minister provided the ABS only 99 days to deliver.
While the ABS conduct many statistical collections, including some very large in scale, the AMLPS’ uniqueness and timeframe made it a challenging and high-risk undertaking. The AMLPS was to be the largest mail out in Australian history, the largest survey in the ABS’ history and would require new, innovative approaches.
The ABS’ success was not related to how Australians responded to the survey, but rather that the AMLPS was conducted in a way that allowed all eligible people to have a say, and that the survey was conducted in a way that built public confidence and trust in the result no matter what it was.
The participation rate of 79.5 per cent was outstanding and exceeded expectations – 30 per cent higher than the participation rate for the Irish referendum on same-sex marriage (60.5%) and over 10 per cent above the participation rate for the Brexit referendum (72.2%).
This participation rate could not have been achieved without broad community support and trust. The ABS needed to work with others to both build and maintain this trust.
The ABS needed to put strategies in place to allow all eligible Australians to participate, including those that: were overseas; were experiencing homelessness; had a disability; live in remote locations; had limited or no English; lived in residential aged care; had not previously enrolled to vote or had not updated their electoral details; or were in prison.
This high participation rate was achieved through statistical collection design and processes which made participation easy whilst ensuring quality and integrity, in particular:
+ A simple survey form containing a single question, supported with straightforward instructions that made it easy for participants to understand and respond.
+ An online form and an Interactive Voice Response (IVR) phone line to support participation of those who could not access the postal system.
+ The very high proportion of participants complying with the form’s instructions, enabling accurate coding of responses (with accuracy reviewed by external observers).
+ Rigorous survey methods that included quality controls and integrity checks which were subject to independent review and assurance.
The survey design needed to be supported by a strong, clear communication campaign and by processes to deliver a smooth public experience and maintain public trust. The ABS:
+ engaged with community organisations to design and deliver a citizen-centric survey, with this co-design ensuring an inclusive approach and stakeholder buy-in
+ partnered with other government agencies with existing service delivery systems particularly for phone enquiries, and provide remote support
+ engaged with over 200 Australian Aboriginal and Torres Strait Islander communities and provided support through community visits, establishing 27 temporary regional locations and providing access to over 600 existing government facilities
+ coupled an innovative use of agile methodology with a rigorous and disciplined approach to risk management, assurance and fraud control
+ used new and existing research aimed at eliciting a behavioural response to inform design decisions and adopted behavioural economics principles in a way never previously applied by the ABS
+ applied fraud protection measures for the integrity of the mail forms, including processes for validating requests for new forms, cancelling barcodes that were reported as missing or stolen, not counting secondary returns from any person, quality assuring processes and identifying suspicious behaviour
+ automated online requests using the Government Document Verification Service. This meant that 94 per cent of online requests (126,000 out of 134,000) for a paper form or secure access code were processed without needing any intervention by staff. This provided a quicker, better 24-hour service to Australians at less cost
The Australian Statistician delivered the results of the survey on 15 November 2017, and consequently legislation was passed in Australian Parliament on 7 December 2017 to allow same sex couples to marry. The project was delivered for 2/3 of its budget, a $40 million saving.","a:13:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""609"";i:5;s:3:""210"";i:6;s:3:""260"";i:7;s:3:""623"";i:8;s:3:""615"";i:9;s:3:""618"";i:10;s:3:""616"";i:11;s:3:""617"";i:12;s:3:""373"";}","The short time-frame and the uniqueness of the challenge required innovation in all aspects of this project.
The ABS took an innovative citizen-centric approach to maximise the inclusiveness, easiness and responsiveness of the citizen experience. This included:
the use of behavioural economics to encourage a quick and clear survey response
tailored approaches to support participation by everyone in the community including online forms, telephone responses and temporary shopfronts
service automation to provide 24 x 7 customer support and fast response
specific focus on building and maintaining public trust.
The ABS embraced agile methodologies to coordinate and accelerate work on the survey within the ABS and across government and private sector partners. Twice daily ‘stand ups’ and task visualisation using ‘Kanbans’ were essential to project success.","a:1:{i:0;s:9:""diffusing"";}","The majority (62%) of Australian Marriage Law Postal Survey (AMLPS) respondents wanted the law to be changed to allow same-sex couples to marry. As a result, same-sex marriage has been legal in Australia since 9 December 2017, providing a clear conclusion to many years of divisive public debate.
The ABS’ success has been recognised in national Australian innovation and public sector awards. The ABS has published a full report on the survey to share lessons learnt.
The ABS is adopting the innovations from the AMLPS in other business areas, including:
Embedding behavioural economics in other ABS surveys and corporate operations.
Adopting agile project management techniques and methodology across the agency to support more efficient, effective project delivery
Embracing user centred design in the preparation for the 2021 Australian Census
Better leveraging external partnerships and external engagement to complement internal ABS skills and knowledge.","This project represented a ‘step change’ for the ABS in relation to collaboration and partnerships. The ABS had six staff seconded from other Government departments and engaged services from more than 20 government agencies.
Government services services were critical to support the use of the Australian Electoral Roll, existing government call centres and rural networks, cyber-security and legal expertise.
Also for the first time, the ABS outsourced the receipt and scanning of survey forms.","All Australians registered to vote were provided with an opportunity to participate in the survey, including those Australians living or travelling in other countries, in remote indigenous communities, aged care facilities, people with disabilities and those experiencing homelessness.
The ABS worked with community representatives to co-design the best ways to connect with communities to allow their survey to be lodged as simply as possible.","The AMLPS generated great results and positive outcomes in many areas:
The participation rate of 79.5% far exceeded expectations.
99.84% of returned surveys provided a clear response, demonstrating that the ABS had implemented a very sound process for people to express their views in unambiguous terms.
94% of citizen requests for assistance or information were automatically processed with no clerical intervention, which supported all enquiries being responded to in under 24 hours and average call centre wait times of only 12 seconds.
The survey was delivered for only 2/3 of its budget, delivering a public saving of over $40 million.
The Australian Marriage Law was changed less than a month after the survey, providing evidence of the community trust in the results.
The implementation of the AMLPS resulted in increased adoption of agile methodologies, behavioural economics and user centred design which is improving ABS’ ongoing operations.","The scale and timeframe for the AMLPS, along with the sensitivity of the topic, presented large challenges. Conducting a new survey would typically take eighteen months, however in this survey there was only 99 days available.
The operational logistics were immense including:
Producing and delivering 64 million forms, envelopes and letters in weeks
36 hours to launch a media and communication campaign
four days to establish a call centre
The AMLPS topic was polarising and emotive resulting in strong media and community interest in an extremely politicised and strongly debated issue. During the early weeks of preparation, the survey faced a High Court challenge, a Senate Inquiry and frequent media and Freedom of Information requests. The ABS responded by:
publishing detailed material on plans for the survey to increase transparency and reduce concern; and
engaging an audit firm and external experts to provide independent assurance over ABS processes and publish findings.","The ABS positioned the survey for success by providing overall strong leadership, but quickly looking to source support and expertise from a wide range of other government organisations, companies and individuals to complement the agency.
The ABS was successful by:
Establishing a Taskforce with appropriate authority and the resources to deliver
Adopting appropriate agile methodologies to ensure quick decisions could be made by the best person
Creating a culture of accountability and performance to get things done
Contracting experts for risk, IT design, fraud prevention and assurance
Bringing in experts in procurement, logistics, law, privacy and technology to ensure decisions were made in a timely and well-informed manner
Taking a user-centred approach to design (in this case citizens who would completed the survey)
Undertaking co-design with community groups to improve strategies to support survey participation.","Whilst this survey posed unique challenges that required novel solutions, these solutions are transferrable to other projects.
The ABS documented and published how the survey was conducted in order to promote replication of approaches and has been active in sharing lessons with other agencies through external presentations.
The Australian Electoral Commission was a close partner to the ABS during the survey and observed first hand a number of the methods used. They are looking at adopting agile methodology into their organisation, as well as considering the approach to citizen service delivery.
Australia’s Department of Human Services, one of Australia’s largest government agency who administer welfare payments for millions of Australians, are looking at how they can adopt automation in service channels based on approaches used by the ABS during this survey.
The ABS is adopting lessons learnt in both ongoing business operations and in preparation for the 2021 Australian Census.","Public Trust
In times of declining public trust in developed nations across the world, the Australian Marriage Law Postal Survey achieved levels of trust at 90%. This high level of public trust was central to the resolution of years of public debate through the change of Australian marriage law to allow same sex couples to marry.
The ABS’ approach to building and maintaining public trust could be replicated elsewhere and was based around:
building trust at an individual level by delivering easy, inclusive and responsive citizen service, so that everyone experienced a well organised survey
diffusing issues and concerns from both traditional and social media through engaging independent experts that had the opportunity to review the survey’s design and internal processes to make informed public statements on the approach
focussed resources on risk and issue identification and management to ensure that unexpected incidents were resolved quickly.
Working with pace and agility
Governments around the world are expected to work at an ever increasing pace, often with decreasing resources and increasing service complexity.
The ABS adopted Agile methodology across this project to support
coordination of multiple streams of work being conducted in parallel through twice daily short stand up meetings and work visualisation using Kanban boards
focus through stand up meetings and Kanban on work completion, and work barriers, in order to accelerate delivery
use of shorter and less formal communications to Senior Executive to reduce time spent on administration rather than project delivery
Senior Executive being deeply immersed in project context through stand ups, allowing fast decisions by the Executive and clear delegation to teams to make decisions using their expertise
high levels of motivation and work satisfaction through clear understanding of the value of each person’s contribution and building a very strong team connection right across the program.","The Australian Marriage Law Postal Survey has been recognised in Australia as a winner of the prestigious 2018 Australian Public Service Innovation Awards (https://www.act.ipaa.org.au/innovation-winners-18) and is a finalist (winner still to be announced) for the Australian Prime Minister’s Awards for Public Sector Management Excellence.
The delivery of the Australian Marriage Law Postal Survey was the responsibility of, and driven by, the Australian Bureau of Statistics. The success of the survey was the result of the collaboration and partnerships with both government, private and community organisations.
The ABS would like to particularly recognise the contribution of the Australian Electoral Commission, the Department of Human Services, the Department of Finance, the Australian Signals Directorate, the Treasury, Australia Post, FujiXerox and Protiviti.","a:4:{i:0;s:4:""3827"";i:1;s:4:""3826"";i:2;s:4:""3825"";i:3;s:4:""3824"";}","a:1:{i:0;s:4:""3828"";}",,https://www.youtube.com/watch?v=LNm0VS795d0,https://www.youtube.com/watch?v=41PuMKoKsxo
3822,"Mobile application ""Deaf Help"" - Deaf assistance in emergency situations",https://oecd-opsi.org/innovations/mobile-application-deaf-help-deaf-assistance-in-emergency-situations/,,"Warmia Mazury Voivodeship Office in Olsztyn",Poland,regional,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}","Mobile application ""Deaf Help"" - Deaf assistance in emergency situations",https://play.google.com/store/apps/details?id=pl.sprint.deafhelp&hl=pl,2015,"In the event of a life or health emergency, the most important thing is to quickly call professional services: the police, fire brigade or emergency medical services. However, people with impaired hearing or who are deaf cannot make phone calls in the event of an emergency. The mobile application Deaf Help aids a deaf person to independently inform the services that he or she needs help.","Deaf have a lot of issues to deal with in life: visiting the hospital, registration for a family doctor, visiting the office. Slowly it changes. However, there are areas where ""slowly"" is unacceptable. One such area is the call for help.
The Warmia and Mazury Voivodeship Office in Olsztyn has dwell on this problem and in cooperation with representatives of the Deaf prepared a solution. In May 2015, a dedicated SMS gateway was launched. After registering in the Emergency Response Center database, the person receives a number on which a text message (SMS) can be sent in case of emergency.
The registration form includes, among others. home address, medical conditions, contact details of the caregiver. Just after launching the solution, the reality proved to be much more demanding. Most of deaf people, especially in emergency situations, are unable or not capable to write understandable messages for the 112 operator. Another ""brain storm"" brought an effective solution. And so DeafHelp was developed for mobile devices. The principle of operation is very simple and consists in encoding the alarm message with clear pictograms. Several categories of events were selected in cooperation with the services and assigned to them: fire, accident, thief, diabetes, etc. It was decided that the selected categories of events are due to the type and number of necessary on-site operations.
These categories make it easier for the 112 operator to decide which services should be informed about the accident. Reporting an emergency by DeafHelp application takes a few seconds and it comes down to: category -> subcategory -> address -> comment -> send a message (e.g. fire, house, address from form, 2nd floor). Technical solutions are just one element of the agreement. Also, Deaf visit the Emergency Centre, get acquainted with the functioning of the medical dispatchers and learn to give first aid. 112 Emergency Response Centre and representatives of the deaf community also work on a paper version of the ""communicator"", with which members of the rescue teams and other emergency services will be equipped. This solution is intended to facilitate communication between them at the scene of the accident.","a:3:{i:0;s:3:""283"";i:1;s:3:""619"";i:2;s:3:""373"";}","The Deaf Help project is innovative because:
1) It definitely improves the sense of security for the Deaf
2) Underlines the cooperation of government administration with social organizations
3) Solves one of the significant problems of deaf people - emergency calls
4) Activates the environment of deaf people who participate in the creation of the solution
5) It proves that for a small financial means (1500 Euro) you can create a solution","a:2:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";}","Since the launch of the project, the Emergency Notification Center has received dozens of emergency calls sent using the Deaf Help application. Thanks to the promotion of the solution and the media's interest, the region's society learned much better about the deaf environment. The greatest effect of the implementation are very positive feedback from the project participants.
The project also won a distinction in the competition organized by the Chancellery of the Prime Minister of the Republic of Poland and went to the finals of the competition on innovation organized by the European Institute of Public Administration.
We are proud that based on our project a national solution is being developed that will soon cover the entire country.","The organizers of the solution are officials of the Voivodeship Office of Warmia and Mazury in Olsztyn. From the very beginning, the project was implemented in close cooperation with the Olsztyn Association of the Deaf. Only this solution can bring excellent results, not only in the form of the final product, but also exemplary cooperation with the recipients. Every detail has been made with users. The other patrons are the police, fire brigade and emergency medical services.","The solution is dedicated to the deaf person. They are the recipient of the solution. At present, several hundred people use it throughout the province. The result - a significant increase in the sense of security and further ideas for future cooperation.","Reports provided by users concerned many issues ranging from minor ones such as the destruction of property through violence to medical cases ended with immediate surgery in the hospital. Without this solution, a deaf person would in many cases not be able to call for help.","The solution is very simple and requires practically no infrastructure. Technical problems did not occur. The biggest challenge in a few cases was to convince the target users that the project would not disappear after a few months and ... and it succeeded. Deaf people in the region can feel safe!","The most important element in creating such solutions is cooperation. Cooperation with the target recipient, involvement in the process of creating applications. The end user must know that he is a co-author. This is very important and sometimes difficult to implement. The necessary condition is also to involve the right people in the project who believe that they are creating something new, something that will help others.","Based on the solution of the Warmian-Masurian Voivodship Office in Olsztyn, a national solution is currently being developed. In our opinion, this solution can be replicated to other countries. Another idea is to create a special printed translator, which will enable the ""talk"" of rescuers with the victim at the scene of the incident.","The implementation of the Deaf Help project confirmed that problems that have not been solved for years can be realized without major costs.",,"a:8:{i:0;s:4:""4585"";i:1;s:4:""4586"";i:2;s:4:""4587"";i:3;s:4:""4588"";i:4;s:4:""4589"";i:5;s:4:""4590"";i:6;s:4:""4591"";i:7;s:4:""4594"";}",,https://drive.google.com/open?id=15nEwS5E29OY-tz_IZkAknzHmsac1uxD4,https://youtu.be/nI0aHRJ1j08,
3840,"Aeolus - Mid-altitude maritime monitoring platform for security, search & rescue and environmental monitoring",https://oecd-opsi.org/innovations/aeolus-mid-altitude-maritime-monitoring-platform-for-security-search-rescue-and-environmental-monitoring/,,"Cork Institute of Technology",Ireland,other,"a:2:{i:0;s:9:""education"";i:1;s:7:""science"";}","Aeolus - Mid-altitude maritime monitoring platform for security, search & rescue and environmental monitoring",http://aeolus.ie,2018,"AELOUS is a mid-altitude airborne maritime sensor platform which significantly increases the operating surveillance range by increasing the elevation of the monitoring systems. The Aeolus platform can effectively operate at 450m above the ship – increasing the surveillance area in excess of 11 times of what can be monitored with existing solutions. The platform can be used with multiple lifting systems and can be deployed for many hours. It is being trialled by Naval and Search&Rescue Services.","The AEOLUS programme was developed through collaboration with a number of prominent organisations in Ireland, including Defence Forces, Enterprise Ireland, SEAI (Sustainable Energy Authority of Ireland), Nimbus Research Centre, Halpin Research Centre and University of Limerick.
We started the project in 2013 with the overall goal to increase the application of advanced technology by the Irish Naval Service (INS) to enhance its operational effectiveness and efficiency. Initial phases of the programme looked at integrating propulsion kite technology on an INS ship to reduce fuel consumption. Further discussion led to the idea of utilising the kite elevation to increase surveillance capabilities for the vessel below. A proposal to investigate the possibility of developing a mid-altitude sensor platform which could be hung from the kite, or any other lifting system, led to an independent feasibility study being conducted. The outcome of which highlighted the opportunities for such a platform in security, search & rescue and environmental monitoring applications.
The Problem - Navies across the world are being asked to deliver more civil and military services on tighter defence budgets and current monitoring systems fitted to ships can only monitor out to 14 Nautical Miles (Nm) – as at that point the curvature of the earth begins to hide objects behind the horizon.
The primary objective and innovation of the Aeolus project is to develop an effective, flexible, configurable, low power and cost effective maritime monitoring and surveillance platform that can be operated above a seagoing vessel at an altitude of 50 to 450 metres thereby increasing a large vessel’s monitoring and surveillance area by up to 10 times. For smaller vessels, the increase is even greater, up to 20 times.
To date we have developed and trialled in the Atlantic a prototype (version 3.5) of the Aeolus Platform. The project has delivered a 22kg, 0.4m3 (800mm x 610mm x 740mm) modularised, lifting-system agnostic maritime monitoring platform that has been test flown at sea with the Irish Naval Service to an altitude of 150 metres in winds of 30kts (55kph) and a 1.5 metre swell. At 150 metres (≈600 feet), the platform extended the vessel’s visual horizon from 9nm to 24nm (16km to 44km) and the radio/radar horizon from 10nm to 27nm (18km to 51km). The vessel’s visual monitoring area was increased from 234nm2 to 1751nm2 (801km2 to 6006km2) and the radio monitoring area from 311nm2 (1067km2) to 2332nm2 (7999km2).
The version 3.5 AEOLUS platform contains a number of sensors and sub-systems which include:
•A customised surface target detection radar,
•3-axis radar stabilisation sub-system, a
•3-axis stabilised visual and night vision high definition camera,
•AIS receiver*,
•Wind speed monitoring,
•A wide band radio signal detection system with direction finding capability,
•On-board power, management and diagnostics sub-systems,
•Robust, secure platform-vessel communications link,
•Ground station to receive and process platform data and software to manage platform operation,
•Middleware API and a first iteration user interface.
With the exception of the radar that has been customised in this project, all these systems and software have been substantially or entirely developed by the technical team during this project.
The next phase of the project will iterate the design to include enhanced AI, LIDAR, FLIR, ruggedized shell, reduced size and weight. Trials are planned with Irish Naval Service, Norwegian Search and Rescue and others.
A spinout company is planned to exploit the technology that would target maritime security and humanitarian applications including fisheries and drug enforcement, search & rescue, vessel and personnel security and anti-piracy missions.
Full video can be found on our website. www.aeolus.ie","a:12:{i:0;s:3:""143"";i:1;s:3:""147"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""609"";i:5;s:3:""373"";i:6;s:3:""620"";i:7;s:3:""210"";i:8;s:3:""283"";i:9;s:3:""614"";i:10;s:3:""239"";i:11;s:3:""610"";}","The innovative principle behind the Aeolus platform looks at extending the available line of sight. Current monitoring systems fitted to ships can monitor out to 14 Nm. As at that point the curvature of the earth begins to hide objects over the horizon. By increasing the elevation of the monitoring systems the line of sight can be extended resulting in a greater area under surveillance. The Aeolus platform can operate at 450m above the ship with an increased visible area of 1,121%. The platform innovation includes a sensor fusion in the platform containing a stabilised surface detection radar and HD camera, AIS receiver, wind speed, wide band radio signal detection system with direction finding capability, power mgt system, secure platform-vessel coms link, ground station and software to manage platform ops and data analytics. The key intellectual property in the system lies system fusion of sensor technologies and the artificial intelligent systems to assist in object identification.","a:1:{i:0;s:14:""implementation"";}","The Aeolus project is at the Implementation phase with version 3.5 trialling underway offshore with the Irish Naval Service on the LE Eithne – P31 Patrol vessel. The project has brought together an exemplary group of public and private sector stakeholders including Irish Defence Forces, the Nimbus Centre, the Halpin Centre, University of Limerick, Enterprise Ireland and Sustainable Energy Authority of Ireland all working together to deliver the project. Performance to date has been excellent and based on the lessons learnt a new phase of work is starting to develop version 4.0 for extended trials with Search & Rescue and Naval/Customs services across Europe.
http://aeolus.ie/
For the development of version 4.0 and the extended trials we have agreement to trial with several key sectoral partners in Europe and we are actively looking for more. This will lead to the commercialisation of the technology and a spin-out company.","Defence Forces – Governance, access to Naval vessels, personnel and facilitating global networking
Enterprise Ireland – Funding
SEAI (Sustainable Energy Authority of Ireland – Funding
Nimbus – Cyberphysical Systems Applied R&D - (Part of CIT) – Funding, management and tech development
Halpin – Marine Mechatronics Applied R&D – (Part of CIT) – Funding and sectoral&technical expertise
UL – Robotics – Technical expert
Companies - Swiss Drones, Allsopp Kites, Radar and SDR Suppliers.","Defence Forces / Coast Guard – Access to new low cost surveillance platform providing extended situational awareness and operational efficiencies.
Search and Rescue - Access to new low cost search platform providing extended situational awareness. Increasing the potential for positive rescue outcomes.
Nimbus / Halpin – New spin-out company (to be formed) providing economic activity, international presence and employment in maritime sector.
Seismic Surveying – Enhanced situation awareness.","The primary objective of the Aeolus project is to develop an effective, flexible, configurable, low power and cost effective maritime monitoring and surveillance platform that can be operated above a seagoing vessel at an altitude of 50 to 450 metres thereby increasing a large vessel’s monitoring and surveillance area by up to 10 times. For smaller vessels, the increase is even greater, up to 20 times. To date project has developed a 22kg, modularised, lifting-system agnostic maritime monitoring platform that has been test flown at sea with the Irish Naval Service to an altitude of 150 metres in winds of 30kts (55kph). At 150 metres (≈600 feet), the platform extended the vessel’s visual horizon from 9nm to 24nm (16km to 44km) and the radio/radar horizon from 10nm to 27nm (18km to 51km). The vessel’s visual monitoring area was increased from 234nm2 to 1751nm2 (801km2 to 6006km2) and the radio monitoring area from 311nm2 (1067km2) to 2332nm2 (7999km2).","The project has had multiple challenges which have been addressed. One of the primary challenges is project funding and making the case where stakeholders are often conservative. We addressed this by working closely with key advocators of innovative change in these organisations and persistence. Resources were also a major problem. There is a significant shortage of experienced personnel in the market, it took persistence to attract and keep the right people for the job. Weather in Ireland off the Atlantic coast is also a challenge and disrupted our onshore and offshore trialling schedule. What we learnt here is the weather is always going to be a problem, being patient is critical.","Our project ia an exemplar of public sector organisations working together and with the private sector to deliver game-changing innovation. The key conditions for success were as follows:
- Sponsorship at the top of the key organisations essential. The Defence Forces provided Brigadier General Peter O’Halloran and Commander Brian FitzGerald demonstrated exemplary leadership to bring us this far in the project. Enterprise Ireland and the SEAI also provided top-level cover to help navigate the funding issues.
- Established a governance model which included all the right people/organisations to underpin decisions and provide guidance.
We chose the right academic / applied technology team from the INS / Halpin / Nimbus / UL to deliver the project. We also embedded Irish Naval personnel in the team.
- Halpin and Nimbus provided extensive funding and have been highly motivated to deliver Aeolus. Key sponsors - Richard Linger (Nimbus Technology Gateway Manager) and Cormac Gebruers (NMCI Manager).
","The process used to deliver Aeolus can be used as a basis for new innovative projects and is a very relevant case study in getting multiple and diverse stakeholders to focus on and deliver a major project.","There are multiple lessons learnt in this project.
1. Technology development is ALWAYS harder than you think and is a difficult and iterative process.
2. Find and keep sponsors and stakeholders that share your vision.
3. Funding is always a challenge. Try and find a pathway and phase the funding acquisition process. It will always take longer than you want, so always have a plan B and C.
4. Communication and promotion are essential to keep stakeholders current and on-board. Manage expectations, as best as you can.",,"a:14:{i:0;s:4:""3849"";i:1;s:4:""3857"";i:2;s:4:""3858"";i:3;s:4:""3859"";i:4;s:4:""3860"";i:5;s:4:""3861"";i:6;s:4:""3862"";i:7;s:4:""3863"";i:8;s:4:""3864"";i:9;s:4:""3967"";i:10;s:4:""3966"";i:11;s:4:""3962"";i:12;s:4:""3961"";i:13;s:4:""3960"";}","a:1:{i:0;s:4:""3968"";}",https://www.youtube.com/watch?v=ht6Ffmd0dM4,https://www.youtube.com/channel/UCNUNpVf1wjfFuuw1Ht1qiVw,
3854,"National digital Identity and legally binding e-signatures based on Mobile-ID technology branded “Asan Imza” from the Republic of Azerbaijan",https://oecd-opsi.org/innovations/national-digital-identity-and-legally-binding-e-signatures-based-on-mobile-id-technology-branded-asan-imza-from-the-republic-of-azerbaijan/,,"B.EST Solutions Ltd.",Azerbaijan,central,"a:5:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";i:3;s:7:""science"";i:4;s:58:""National Digital Identity and legally binding e-signatures"";}","National digital Identity and legally binding e-signatures based on Mobile-ID technology branded “Asan Imza” from the Republic of Azerbaijan",http://asanimza.az/en/,2014,"Asan Imza is the world’s fastest growing national digital identity in the form of Mobile-ID, which is secure, trusted and issued by the government of Azerbaijan. Based on PKI (a public key infrastructure) it is an irreplaceable tool empowering across all sectors, from public to private, including financial institutions and Mobile Network Operators, allowing to digitally verify your identity and create signatures equal to handwritten counterparts, regulated by law.","Asan Imza fully follows KYC (know your customer) international requirements. The system has been used for more than 70 million transactions, while the e-signature platform connects 52 countries.
Secure and robust technology is applied, as the identity is embedded on a mobile phone sim-card through certificates, constituting as a document equal to a national passport or physical ID-card in the electronic environment. Highest security standards are in place, surpassing all required international requirements (the highest level of assurance). Mobile-ID works perfectly on a smartphone and a traditional mobile phone equally. The main purpose of this innovative technology is to empower citizens making life easy, convenient and less bureaucratic in a secure and trusted manner. Asan Imza has changed the e-service delivery concept in Azerbaijan, where it is effectively used for provision of both public and private electronic services.
The revolutionary technology is here to simplify and secure the way to carry out transactions online anywhere, anytime just with a mobile phone inserting PIN codes and we can proudly state that the system has operated without any breaches in security.
We are on track eliminating bureaucracy in our lives, that does not produce meaningful value and providing freedom to move towards desired goals by focusing on core activities.
Identity is the cornerstone of all legal interaction between people, businesses and the state. A person’s ability to prove who they are is a prerequisite to signing contracts, conducting banking, accessing government services and performing countless other transactions.
All diplomatic missions and consulates of the country are empowered to issue mobile Residency- electronic certificates of mobile ID (Asan İmza) to foreign citizens all over the world willing to conduct business in Azerbaijan or investing in the economy of this country.
This project is a key enabler for accountability and governance - we can’t hold someone’s wealth in an account without knowing who they are; we can’t conduct transactions without being sure of the counter parties. It is a prerequisite for a functioning economy, as establishing identity is foundational for economic, social and political opportunity. It is a fundamental human right - the United Nations recognizes identity as a fundamental human right and has included “providing a legal identity for all, including birth registration, by 2030” as one of its Sustainable Development Goals (UN target. 16.9)","a:11:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""610"";i:5;s:3:""283"";i:6;s:3:""302"";i:7;s:3:""612"";i:8;s:3:""617"";i:9;s:3:""619"";i:10;s:3:""621"";}","Asan Imza (Mobile-ID) digital identification is a principal part of a modern Azerbaijan that is focused on building a fully digital economy based on human capital. It’s a crucial solution for the citizen to continuously and seamlessly reap social benefits on a daily basis.
The private sector is experiencing increased operational capability in carrying out formerly bureaucratic tasks related to running a company, resulting in freeing up resources to better serve its business objectives. As for the government, it allows to manage its country securely and safely in the right direction moving faster ahead of others due to direct impact of collecting real-time information about economic data, making decisions precise and accurate.
Other benefits are protection of the environment as it decreases the use of paper and transportation massively. Since the launch, more than 700,000 Mobile ID certificates have been issued for satisfied citizens with more than 70 million transactions.","a:1:{i:0;s:14:""implementation"";}","We are currently experiencing leaping growth in the number of transactions for Mobile-ID and m-signatures in the Republic of Azerbaijan, as more citizens are using it to access governmental and private services easily and securely via electronic channels. This is helping to digitize the economy and create a knowledge society based on innovation and strong digital skills that will help to speed up the countries development is the general term. Our environment is going digital and so are our identities. For our citizens to benefit from this, we are providing a solution that works in well-developed areas and also at rural areas with limited access to internet and low computer literacy. We are decreasing the social and technological inclusion to foster a stronger nation that is always connected to its government. Working together with the governmental officials to address all issues that we could solve with technology.","We have local and international partners that with whom today we are in the midst of successful bilateral partnerships, with a number of companies ranging in the MENA, Asian and Sub-Saharan region to launch Mobile-ID ecosystems based on our technology, system architecture and business models.
We continuously collaborate with governmental structures, banks, insurance companies, MNO's.","Users:
Government corporate customers and individuals who wish to benefit from the functionality provided on the portal.
Stakeholders:
• Mobile-ID Service Provider (B.EST Solutions)
• Mobile Operators (Azercell, Azerfon, Bakcell)
• End-users
• End-user Service Providers","Ministry of Taxes: over 90% of tax declarations are submitted electronically using Asan Imza for digital identification and signature (in total around 400 000 taxpayers).
Ministry of Labor: Uses Asan Imza to sign all labor e-contracts (more than 2 million) digitally in order to have complete transparency in the labor market with direct benefit on the country’s economy. All major banks use Asan Imza to digitally identify their customers in a secure manner, thus eliminating financial losses from cybercriminals and making KYC and AML compliancy 's easier to follow.
The potential impact for the government is an estimated saving of 2% GDP per year."," E-environment of Azerbaijan is not yet streamlined: usage of traditional usernames/passwords and other unsecure authentication methods should be eliminated in favor of mobile and e-ID as strong authentication tools.
Existence of multiple certification centers is not an efficient mechanism for the overall development of e-government; the best practice is to have a single certification center for all digital ID instruments used in the country.
Using of one unified key of identity will stimulate rapid development of e-government, simplify usage of e-services for the population and significantly improve e-literacy of the population.","The main condition is the will and interest of the public and private sector to truly put forward actions that will lead to results. In Azerbaijan we have been proud to state that the leaders in the public and private sector have mutually fostered conditions in where the solutions has been able to grow and reach a big significant part of the citizens.
Of course in general terms we need supporting infrastructure such as mobile networks and some kind of electronic services whether is its even a simple call center. We need policy and rules to regulate that the solutions provides safely the benefits it holds and is used accordingly to the law.",,"We have learned that the public and private sector play a great deal in the success of reaching a full digital transformation of a society. People in general are slow adapters and it requires a strong co-ordination and a strong push in a certain direction among leaders to achieve tangible results within people.",,"a:3:{i:0;s:4:""3884"";i:1;s:4:""3899"";i:2;s:4:""3900"";}",,https://www.youtube.com/watch?v=hs8b-jzr00s,https://www.youtube.com/watch?v=U6TrvS1Gdec,https://www.youtube.com/watch?v=Nnw_AUf13ZQ
3868,"100,000 Genomes Project",https://oecd-opsi.org/innovations/100000-genomes-project/,,"Department of Health and Social Care","United Kingdom",central,"a:1:{i:0;s:6:""health"";}","100,000 Genomes Project",https://www.genomicsengland.co.uk/the-100000-genomes-project/,2012,"The ground-breaking 100,000 Genomes Project is a highly ambitious programme that has established the UK as the global leader in genomic medicine. Focussing on rare diseases and common cancers, the Project provided a proof of concept for establishing a fully integrated Genomic Medicine Service in the UK National Health Service, the first health service in the world to offer whole genome sequencing for some conditions.","Genomics is the study of the complete set of an organism’s genetic information. A spectacular leap in the speed and cost of technology has brought genomic medicine within reach of mainstream healthcare. The potential of genomics is huge, leading to more precise diagnostics for earlier diagnosis, new medical devices, faster clinical trials, new treatments and potentially, in time, new cures. The Project seized upon the unique opportunity in the UK – a combination of a single payer National Health Service (NHS) system able to collect samples of high quality DNA and longitudinal clinical data, coupled with a world class genomic science base.
In 2012, the then Prime Minister, David Cameron, set out an ambition for the UK to be the world leader in genomic medicine. The Department of Health and Social Care (DHSC) subsequently launched a moon-shot project to sequence 100,000 human genomes and bring the benefits of genomic medicine to NHS patients by laying the foundation for the introduction of a national Genomic Medicines Service (GMS). DHSC established a wholly-owned company – Genomics England Ltd– to develop a world leading sequencing and analysis pipeline. This involved partnerships with NHS Genomic Medicine Centres (GMCs), a commercial sequencing partner provider, and researchers in academia and industry.
Through the Project, a semi-automated bioinformatics analysis pipeline has been established, enabling the analysis of large clinical genomic datasets at the necessary speed and accuracy for Whole Genome Sequencing (WGS) at scale. The UK is now widely regarded as the global leader in genomics and holds the world’s largest whole genome dataset linked to lifelong health records. Unlike other global sequencing initiatives, the Project it is a health transformative programme, combining elements of research and clinical application in routine care - bringing genomics from ‘the bench to bedside’.
The Project has enabled a number of ambitions, including:
• to increase understanding of genetic variants leading to new treatments and diagnostics
• to accelerate the uptake of advanced genomic medicine integrated into the NHS
• to promote greater public understanding of the benefits of genomic medicine
• to stimulate the UK life sciences industry and commercial activity in genomics
The Project has laid the foundation for the use of WGS in the NHS. This required the establishment of a nationwide network of 13 NHS GMCs, improvements to cancer pathology and diagnostic services, one of the only semi-automated bioinformatics pipelines for analysis of genomic information in the world, as well as a £20m education programme by Health Education England to create a genomics literate workforce.
The 100,000 whole genomes sequenced were split approximately as 30,000 cancer and 70,000 rare disease genomes. Participants are receiving diagnoses of genetic conditions after years of uncertainty and unnecessary costs, and can now receive more personalised treatment leading to better outcomes. Public Health England has also established the world’s first service using WGS at scale to diagnose and treat tuberculosis.
Following on from the success of the Project, the GMS was launched in October 2018, providing comprehensive and equitable access to the latest in genomic testing and management for the whole country. The NHS has also become the first National health service to commission WGS as part of routine care. The GMS is underpinned by a new consolidated genomic laboratory infrastructure and facilitated by informatics, data and analytical platforms to enable the sequencing data generated to be integrated into clinical practice.
In 2018, the Secretary of State for Health and Social Care announced his bold ambition in to sequence 5 million genomes in an unprecedented five-year period, including 1 million whole genomes – an ambition made possible by the foundations laid by the Project. The NHS Long-Term Plan published in early 2019, lay out the strategic direction for the NHS over the next 10 years, and has a focus on utilising the genomic medicine expertise and infrastructure to improve early disease detection and more personalised treatments.
In response to the Chief Medical Officer’s Generation Genome report, a minister-chaired National Genomics Board (NGB) was established, which comprises of senior representatives from relevant organisations ensuring a joined up approach, to ensure that the UK remains the world’s leading centre for genomic medicine and research, and to leverage this position to deliver quantifiable benefits for NHS patients and for the UK life sciences sector. The Project has not only laid the foundation for genomic medicine in the UK, but around the world. The Prime Minister announced a Strategic Genomic Partnership with France at the UK France Summit in January, which aims to share expertise in order to embed a national GMS in both countries.","a:7:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""217"";i:5;s:3:""612"";i:6;s:3:""335"";}","The Project was integrated within a national health service. This has enabled the establishment of a nationwide network of Genomic Medicine Centres (GMCs)- each serving a population of 3-5 million people. Unlike other global sequencing initiatives, the Project combines elements of both research and clinical application in routine care.
Patient and public involvement has been an integral part of the Project. Views of potential participants on ethical issues raised by genomic medicine were sought from the start, and shaped patient literature. The Genomics Conversation was also launched to engage the general public and relevant stakeholders in genomic medicine.
The scale also sets the Project apart: 85,000 participants, 1,500 NHS staff and over 3,000 researchers are involved. The Project will generate over 21 petabytes of data, and has already led to the creation of the largest whole genome dataset linked to lifelong health records anywhere in the world.","a:1:{i:0;s:9:""diffusing"";}","The Project reached its 100,000 target in December 2018. Recruitment to the Project is completed and results will continue to be returned to participants throughout 2019. The Project has shown the benefits of a national approach to genomics and laid the foundation for the national GMS.
The new GMS became operational from October 2018 providing comprehensive access to the latest in genomic testing and management for the whole country. The first National Genomic Test Directory also became operational from October 2018, specifying which genomic tests can be commissioned for cancer and rare genetic conditions. Tests that are listed in the new Test Directory will be available to all patients nationwide bringing an end the so-called ‘postcode lottery’ that some patients have experienced in the past.","DHSC used Civil Service convening and brokering skills to effectively collaborate with a wide range of partner organisations across UK Government and beyond, including NHS England and Genomics England partners, all Devolved Authorities, over 13 industry partners including GlaxoSmithKline and AstraZeneca, medical research charities, other government departments, as well as clinicians, patients and the public.","Project participants have already benefited through more effective treatment identification or receiving a diagnosis. Future beneficiaries will be the users of the Genomic Medicines Service. There are up to 300,000 new cancer diagnoses per year and up to 15,000 babies born with abnormalities that may benefit from genomic testing earlier than they are done now. 13 pharmaceutical companies came together on a non-competitive basis to create the Discovery Forum to optimise the programme for industry collaboration.","The Project has provided the infrastructure to deliver the world’s first fully integrated GMS providing equitable access to genomic testing. This includes a nationwide network of 13 NHS GMCs, improvements to cancer pathology and diagnostic services, a semi-automated bioinformatics pipelines and a £20m education programme to create a genomics literate workforce. Through the Project the UK has created a unique dataset linking phenotypic and WGS data, enabling ground-breaking research.
Participants are receiving diagnoses of genetic conditions after years of uncertainty and unnecessary costs, and are receiving more personalised treatment leading to better outcomes. Many patients with a rare disease have found themselves on a “diagnostic odyssey” lasting for years. Taking part in the Project has meant that many of these patients have been given a diagnosis for the first time.","Initially, cancer sequencing posed a significant challenge as it was established that using formalin fixing tissue damages DNA and is not compatible with WGS. An unplanned experimental phase to identify the optimum method for extracting DNA for successful sequencing was run, delaying recruitment to the main cancer phase of the Project. However, pathology and clinical experts worked to embed a new “genome friendly” fresh-frozen sample pipeline, and Genomics England ran a fast track cancer analysis pilot to return cancer reports with four weeks.
Appropriate participant consent was also a challenge. A national service evaluation of the consent materials was commissioned at the 10,000 participant mark, where the Project Participant Panel gained in-depth feedback from Project participants, patient groups and healthcare professionals. Patient materials were re-designed and improved to ensure they continued to meet needs.","Government commitment:
The project was announced by then Prime Minister David Cameron, and the commitment was reiterated in Theresa May’s 2017 Conservative party manifesto.
Leadership:
Having senior level champions - particularly in England’s Chief Medical Officer, Professor Dame Sally Davies - to raise the Project profile.
Agility:
Genomics England Ltd. was set up as a limited company, which allowed for the adaptable and agile ‘start-up’ mentality needed to ensure success.
Public willing:
Innovative engagement activities have been undertaken to raise the public awareness of genomic medicine, and address aspirations and concerns in dialogue with participants and the public, encouraging public awareness and the benefits of sharing genomic data.
Informed implementation:
Pilot sites were established prior to the Project start, and an evaluation was conducted to inform the delivery of the Project at scale.","The Project has established best practice in the collection and secure storage of large datasets: 21 Petabytes of data has been created and held in a secure private cloud environment with access for clinical research, and commercial R&D. Engaging and educating the public and the workforce has been a vital strand of the Project, involving collaboration between a wide range of stakeholders.
The Project has established the UK as world-leading in genomics, and the aim to integrate whole genome sequencing into a comprehensive health system is shared with other countries around the world. The UK and France have agreed to establish a strategic genomic medicine partnership, between Genomics England and France Genomique, to share knowledge and experience across the entire pipeline needed to embed a National GMS in both countries. The UK Government is providing funding of £2.7 million to the collaboration which is to be matched by the French.","The main challenge was to rapidly establish a new diagnostic pathway within a busy healthcare environment without precedent. This required high-level, dedicated and experienced leadership across the board, as well as rigorous project governance and monitoring. Establishing Genomics England provided a focus for rapid evaluation and procurement that involved sample handling, sequencing, data interpretation and storage. The Project has demonstrated the success of this approach in situations where an agile, ‘start-up’ mentality and drive is needed to ensure success.","Generation Genome
Published on 4th July 2017, Chief Medical Officer Professor Dame Sally Davies's independent report explores how we currently utilise genomics in our health and care system and how its potential may be developed to improve health and prevent ill-health.
https://www.gov.uk/government/publications/chief-medical-officer-annual-report-2016-generation-genome
Genomics England website
Genomics England’s website provides an excellent, easily accessible multimedia gateway to the project and the science behind it.
https://www.genomicsengland.co.uk/
The Life Sciences Industrial Strategy
The report, written by Life Science’s Champion Professor Sir John Bell, provides recommendations to government on the long term success of the life sciences sector. It was written in collaboration with industry, academia, charity, and research organisations.
https://www.gov.uk/government/publications/life-sciences-industrial-strategy",,,,,
3874,"Code of Practice on Ethical Employment in Supply Chains",https://oecd-opsi.org/innovations/code-of-practice-on-ethical-employment-in-supply-chains/,,"Welsh Government ","United Kingdom",regional,"a:1:{i:0;s:12:""public_admin"";}","Code of Practice on Ethical Employment in Supply Chains",http://www.wales.gov.uk/code-of-practice,2017,"Illegal and unethical employment practices should not be tolerated where public money is being spent. The Code of Practice on Ethical Employment in Supply Chains calls on all organisations receiving public money directly or via contracts to ensure legal and ethical employment for workers in supply chains. The Code’s commitments are designed to combat modern slavery and exploitative practices and to promote responsible employment to improve workers’ lives in Wales and across the world.","The Code of Practice on Ethical Employment in Supply Chains has been developed in response to:
• The supply chain provision in the UK’s Modern Slavery Act (2015), which placed a duty on all commercial organisations with turnover above £36 million to publish an annual statement on actions taken to combat modern slavery.
• On-going concerns around unfair employment practices, especially (but not only) in the construction sector. These include false self-employment, blacklisting of unionised workers, unfair use of umbrella employment schemes and zero hours contracts.
• The Welsh Government’s commitment to promoting a Living Wage calculated from costs of living rather than average earnings.
The Code was developed because evidence had shown that formal policies on some of these matters were not being implemented consistently. There is often a mismatch between an organisation’s stated policies to promote equality, fairness, sustainability and economic development, and its commercial practices focused more around reducing running costs, and securing good deals, for example through outsourcing services.
Procurement staff across all sectors have tended to focus more on the quality and cost of goods and services, and less on the way workers are treated throughout supply chains. The aim of the Code is to address this by promoting widespread assent to a set of principles and commitments and flowing this commitment through supply chains. These commitments emphasise that people matter, and that sustainable and prosperous communities can only exist where workers are employed fairly with adequate job security, opportunities and fair pay. These main beneficiaries of the Code of Practice are low-paid and exploited workers on insecure contracts within public sector supply chains. In the longer term, the benefits will be felt more widely through more sustainable and cohesive communities.
In this way, the Code of Practice complies with the Welsh Government’s flagship Well-being of Future Generations Act 2015 which obliges public bodies to consider the long term, work in partnership to prevent problems and take a more joined up approach. In the UK, the media regularly reports instances of modern slavery being exposed, and examples of exploitative practices taking place in the “gig economy”. These are often found within the supply chains of well-known brands. The Code was developed to ensure that the public sector in Wales takes a lead in rooting out these practices through more rigorous monitoring of employment standards in commercial contracts.
In common with Article 54 of the Modern Slavery Act 2015, it is not prescriptive about precisely how the commitments are put into practice. Instead it is designed to foster a culture of due diligence and continual improvement. Signing up requires organisations to assess the extent to which they already comply, and to develop an action plan to address areas where more work is required. In signing the Code, organisations agree to put the commitments into place within their own operations, but also to promote the Code’s commitments with their suppliers. In order to track progress, organisations are encouraged to upload key documents, and to complete a short checklist of progress against each commitment on the Transparency in the Supply Chain (TISC) Report website www.tiscreport.org.
The Code is supported by a toolkit with advice and links to other sources of help:
• Guide to Modern Slavery and Human Rights Abuses;
• Guide to Tackling Blacklisting;
• Guide to Tackling Unfair Employment Practices;
• Guide to Implementing the Living Wage through Procurement;
• Example tender questions, contract conditions and policy templates.
The final document with example questions and conditions is particularly useful for procurement and contract management staff, allowing them to use and adapt some of the questions and conditions quickly into forthcoming procurements and contracts. We have also recently launched a freely-accessible eLearning course.
The intention is that as each organisation signs up they will in turn invite their own suppliers to sign up, and in so doing the numbers will start to rise more quickly. As we track and publicise sign-up this will encourage more organisations to follow suit. We are now beginning to see signs that these wider levels of knowledge and engagement are developing across different sectors.","a:6:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""190"";i:3;s:3:""234"";i:4;s:3:""610"";i:5;s:3:""260"";}","The Code is innovative in that it is the first of its kind in the world, with just 12 commitments, fitting on two sides of A4. The commitments include putting policies in place, adding important questions about employment practices in procurements and contract conditions where necessary, and carrying out regular risk assessments on categories of spend, with focussed action where problems are identified.
The Code is also innovative in being voluntary. Signing up to it as a whole has not been made a condition of contract or grant funding. However all organisations in receipt of Welsh Government funds, directly or via grants or contracts, are expected to sign up and take its commitments seriously. Illegal and unethical employment practices should not be tolerated where public money is being spent. This voluntary approach helps avoid a tick-box “do minimum” attitude to engaging with the issues.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Around 120 organisations have formally signed the Code so far, including the Welsh Government, all Universities and Police Forces, 13 local authorities, several Health Boards and other public bodies. Several housing associations and third sector bodies have signed, and around 60 businesses across a range of sectors. The small Welsh Government team has focussed attention on ensuring that public bodies sign up at a strategic level, for example at Council (political) level in a local authority. Attention is now on promoting the Code with businesses in public sector supply chains and beyond. The Code’s principles align with a newly-established Fair Work Commission, tasked with addressing the problems of low pay and insecure work. We set up a “Community of Practice” with colleagues around Wales, to share ideas, and work together to address common challenges. The community communicates by email, and also at regular events around Wales.","The Code of Practice has been built entirely on collaboration and partnerships between professionals in HR, procurement and a wide range of policy areas in the public sector. Many businesses, NGOs, academics and charities were involved in the consultation and development of the Code, which was overseen by a group of employer and trade union reps chaired by the First Minister, and also by Wales’s Anti-Slavery Leadership Group.","The beneficiaries for this Code exist across all sectors. As organisations sign up to the Code and pay more due diligence to workers in supply chains employment practices will improve, and we will start to realise Wales’s ambition of ensuring Fair Work for all. Better employment brings lower dependency on public services, and stronger communities. For business, it can reduce staff turnover and sickness, improve customer service, reputation, market share and profits.","The profile of the work continues to rise. We now have almost 120 organisations signed up, including all Universities and Police forces and some large public bodies and suppliers. Attention is now on putting the commitments into practice. Improved outcomes linked directly to the Code are not easy to measure, but there is evidence that organisations are starting to act. Overall engagement is being measured via stats on publication of statements and action plans on the TISCreport website, and we also receive regular feedback from unions etc on real engagement with the Code on the ground, especially in construction.
For example, Transport for Wales, a subsidiary of the Welsh Government, has appointed a Supply Chain Champion tasked with ensuring that the Code’s commitments are applied throughout supply chains. A housing association in N Wales has worked with other public bodies to identify common key suppliers in the region and invite them to an awareness-raising event.","The Code, whilst focused on procurement and supply chains, crosses traditional boundaries between wider public sector and business HR practices. This created the challenge of securing buy in from a very wide range of stakeholders. This was overcome through extensive engagement with public sector leaders, and employers from business and Union representatives. Support was also secured from Wales' Finance Minister who sponsored the Code at several high profile events.
It has also been difficult to persuade organisations to sign up to commitments that will take time to implement. Organisations are more used to being asked to comply with requirements, rather than commit to longer-term developments in partnership with other organisations. We have responded to this by providing collaborative forums and events to enable the sharing of good practice and intelligence.","Senior leadership has been vital in driving through development of the innovative Code. Sponsorship from Wales' Finance Minister raised the profile of the work, and he has also engaged with his Cabinet colleagues to ensure that all parts of the Welsh Government are promoting the Code to their sectors.
Effective governance was vital in bringing the Code to publication - the Workforce Partnership Council, comprising public sector leaders, employer representatives and unions, oversaw the work.
Since publication, success in rolling out the Code so far has been a result of a committed Community of Practice working together.
The TISCreport website provides a publicly available up-to-date record of organisations that have signed up. This transparency helps persuade organisations to take the Code seriously.
Ensuring that employment-related questions are asked during tendering and contract conditions are included and monitored through supply chains is essential in driving improved pract","Wales is widely considered to be leading the way in its approach to tackling slavery and unethical practice in supply chains. The UK’s Director of Labour Market Enforcement included a recommendation in his annual report that an assessment should be made of the Welsh Code’s effectiveness to determine whether a UK-wide roll-out would be beneficial. Discussions have also been held with the Governments of New Zealand and Australia about whether a similar approach would work in those countries.
A voluntary code is a good mechanism for a small country such as Wales to take seriously its commitment to tackling the complex and mutating problems in a global economy. The collaborative and iterative approach to solving problems, based on a simple set of commitments, designed to cascade through supply chains, is an effective model that can be used for other similar issues, such as those designed to tackle other social, environmental or economic challenges.","Delivery of the Code is a perfect example of what can be achieved through social partnership - collaborating with public sector leaders, business employers and unions to develop a solution which will ultimately deliver widespread benefit to our communities. We believe we may have achieved more rapid sign up and implementation through a more refined communications and engagement strategy, which was the main problem with delivering with scarce resource.
In Wales we enjoy the benefits of being a small country where there is already considerable cross-sector engagement and working. For an innovation such as this one it is essential to secure high-level engagement at a senior level across all relevant sectors from the outset. Taking more time at the start to ensure that this was in place would have resulted in a smoother path to publication, and secured more organisations signing up over the first year.
Working in partnership with an independent organisation, TISCreport, to provide transparency on those organisations signing up has been really helpful in persuading organisations that they should be on the list.
Underpinning the commitments with a set of detailed guides, including example questions to be asked during tendering, and example contract conditions, has given people some practical tools to use from the outset. This has helped build confidence and skills at a working level, and ensured that the Code is not seen only as a tick-box exercise.
Our experience with the Code has demonstrated that it is possible for a small country to address global problems collaboratively and over time, and that legislation and enforcement are not always the only or best tools for changing culture and practice.",,,,,https://www.youtube.com/watch?v=Dh7xovObIvU,
3881,"Services Guide",https://oecd-opsi.org/innovations/services-guide/,,"Secretary of Planning, Management and Patrimony (SEPLAG) ",Brazil,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Services Guide ",http://servicos.al.gov.br/,2016,"Services Guide is a response to the scattered and inefficient information on public services available, developed as an open data digital catalogue, that together with an artificial intelligence software provides personalised information to the user while collecting data about citizen’s needs at the same time.","In 2016 in Alagoas, Brazil, government administrations of dozens of state agencies provided hundreds of different services to Alagoas’ citizens, and all information regarding bureaucracy, documents needed for different processes, addresses, operating times and others were dispersed in an unstandardized manner through distinct websites or not even available online. The result was long lines, inefficiency, a frustrated population and high administrative costs. In consonance with the current administration agenda, which prioritizes modernization and digitalization of public management, the Secretary of Planning, Management and Patrimony of the State of Alagoas (SEPLAG-AL) launched, in 2018, Services Guide: a digital catalogue that centralizes all information regarding public services offered by the State Government, coupled with Jaque, a virtual clerk based on artificial intelligence.
Digitalization and transparency is a global trend on public management. In fact, Brazil is putting forward its own legislation regarding access to information as a citizens right. However, transparency is more than just open data, it has to create conditions that makes information easy to access and to use. Thus, more than just complying with the law, we wanted to go further by providing a digital catalogue with a virtual clerk based on AI. Technically, Services Guide is a three-layered system that manages and standardizes information. The first layer is a website that centralizes all information where citizens can easily access. The second layer takes care of content management, where public agencies submit the information regarding their services. The third layer is an open API, where Jaque gets the information to provide its virtual clerk services.
Services Guide provides a step-by-step explanation for each service provided by each public agency. It contains information such as the length of processes, documents needed, location and operation time of agencies, availability of services and so on. If stakeholders are not sure how or what to search, they can simply ask Jaque. The software was designed to better serve and create a bridge between the population and the public administration. In order to catalogue all the data needed to build Services Guide, SEPLAG bet on an innovative approach and offered training to every agency on how to submit their information into a content management system, guaranteeing autonomy and empowering each agency to keep their information updated. SEPLAG even created a specific tool for monitoring and analysing the information submitted by each agency in terms of quality, quantity and updates. Inside each of the agencies, SEPLAG assigned communication and transparency assessors that served as a link between SEPLAG and their own agencies, which were essential for a productive communication.
Services Guide has three main beneficiaries: first, Alagoa’s citizens, whose lives will be facilitated by being able to get the information they need regarding public services in a user-friendly single digital platform. They will also have Jaque, the 24-7 virtual clerk, at their disposal. Second, public agencies that offer services now have an updated, standardized and unified catalogue of what they provide, easing the demands for information and releasing them from the burden of not being able to fully comprise with the new federal laws. Third, strategic public agencies, that now can use the open data as a reliable source of information to formulate better policies.
The future of Services Guide and Jaque is promising. We envision to improve this service to a complete digital platform of citizenship, where more and more services will be able to be fully executed online, simplifying the processes and saving both time and money. As Jaque gets more efficient through machine learning, we plan to expand it to other websites and even social media, making her an ever-present avatar of the public service, guiding the user along the bureaucratic and tortuous ways of the public administration. Furthermore, by analysing the data collected by Services Guide and Jaque, we can map citizen’s main needs and develop specific policies and campaigns to address it. Mapping can be done not only quantitatively but also geo-referenced, allowing SEPLAG to better understand possible regional inequalities of Alagoas.
We believe Services Guide and Jaque are the beginning of a much wider project, that will change the way public service is offered in the state of Alagoas. Digitalizing services and building virtual platforms are a great way to guarantee sustainability and to institutionalize changes, especially in the ever-changing environment of public administration.","a:7:{i:0;s:3:""617"";i:1;s:3:""618"";i:2;s:3:""611"";i:3;s:3:""302"";i:4;s:3:""147"";i:5;s:3:""184"";i:6;s:3:""190"";}","The Services Guide is a cross-sector partnership between all public agencies of Alagoas, that worked together under the management of SEPLAG to deliver the project. It's also a collaborative partnership with the private sector, developed after networking done at a hackathon, to deliver an artificial intelligence that acts as a virtual customer service of the public sector.
The idea of Jaque as an avatar of the government, acting not only as a symbol, but actually communicating with the civil society and executing public functions.
The whole project being an integrated platform between civil society and government, based upon an Application Programming Interface (API) that feeds government open data to an automatized A.I, enabling further study and analysis of this data to be used for strategic policy making.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The project is simultaneously on different stages, being them development of proposals, implementation and evaluation. The Services Guide was implemented on December 2016, and went through four “waves” of regular growth, as it depended on the work of a large number of public agencies. On May 2018 its final version was officially implemented and, since them, there was a solid growth on the months that followed. On the other hand, the artificial intelligence part of the project, Jaque, was implemented on May 2018, having been developed under Proof of Concept, as a partnership with Ilha Soft, a local app development company that has projects in partnership with the federal government and UNICEF. The proposals for the development of Jaque is now under open bidding.","The project was intersectoral, combining efforts from the government of Alagoas and Ilha Soft, a private IT company. SEPLAG led the project by idealizing the platform and its main features, assigning one hundred and eighty public serves out of the sixty-four agencies involved to head the project internally, and training each agency on how to submit their information into a content management system. Ilha Soft, under a proof of concept agreement, develop the virtual clerk based on AI.","The main beneficiaries are the civil society, which now has a digital catalogue on public services to consult, which reflects on a cheaper, faster and more efficient process. The public agencies of Alagoas, which now can provide information about their service on an user-friendly digital platform; and Ilha Soft and the private sector, which had (and still have) the opportunity to develop an innovative project with on a state scale and with great potential for social impact.","The Services Guide offered an environment for the amplification of the transparency policies being undertaken by the government, and optimized the search on public services, making it easier for the civil society to access information they need. The catalogue is currently comprised of 1.546 services and 1.236 service units, made available in a standardized and simplified manner, involving more than 60 public agencies, becoming one of the biggest platforms on information on public service of the country. During May 2018, the number of informations given was 110.000, an increase of almost 1.000% in relation to the month of May 2017. From January 2017 to August 2018, more than 210.000 users accessed more than 760.000 informations, 636.000 of them being only during the year 2018, and 125.000 of them only on August 2018, with 143.671 users from May 2018 to August 2018, which shows the exponential growth of the project. All numeric results were measured using Google Analytics.","The main difficulties were gathering executive support of the public agencies, especially on the initial stage of the project; dealing with commissioned positions turnover - which hurts continuity -, and not being able to assign a large workforce to work solely on the project; creating a good communication channel with all of the public agencies; not having enough investment to expand Jaque, as it was developed under PoC, and having to deal with the technical instabilities of the software with a small team; and lastly, managing to give visibility to the Services Guide. To respond to some of these problems, SEPLAG worked hard to structure good communication with the other public agencies, by assigning communication and transparency assessors in each agency, who were responsible for preparing and submitting the information, which was essential for productivity. It also worked hard to improve the search engine optimization ranking, successfully putting it on the top five of search tools.","The main conditions are related mostly to policies, leadership and human resources. In regards to policies, the administration agenda to modernize the public service and the consequent openness to innovation at SEPLAG are considered vital factors for the feasibility of the project. Also, having to comply with federal laws and decrees is a major incentive, given the urgent nature of this obligation. In this sense, SEPLAG managed to sanction the Services Guide as a state decree, which gave it the official stamp it needed. Moreover, a strong and creative leadership, that is able to promote productive dialogue between different agencies, structure cross-sector partnership and assign the right people for the job is essential. Finally, human resources is what impels the project forward in the operational field. The assigning of a communication assessor and a transparency assessor in each agency served as a link connecting both sides and was fundamental for the delivery of information.","It’s important to stress that especially in third-world countries, public administration is often bureaucratic, stressful and inefficient, putting the citizen in a situation of exclusion and misinformation. This type of project puts the citizen almost on the same level of the public serves in terms of access to information, giving them power to demand, question and critically evaluate services, which beforehand they wouldn’t be able to. Services Guide is, therefore, a powerful tool for the transparency of the public service. In this sense, it can be used as an inspiration or a direct reference to other states and countries, as it can be easily replicated anywhere, the methodology is accessible, and it can be expanded to other platforms, such as social media, or even adapted to other functions in different sectors. It’s part of a global trend of shifting the traditional government-citizen relationship, which holds unforeseen potential.","The project struggled a lot in its initial stage to gather executive support, and basically grew as a bottom-up project, building its ground on the technical foundations and from there attracting the interest of the decision-makers. Initially, many public agencies were reluctant with the project, given its complexity and the responsibility that lies behind it, fearing that a great level of transparency and exposure could be harmful. Indeed, we feel like this lack of support has delayed - even hurt -, the possible technological advancement of the project, due to lack of support from agencies that have technological know-how but aren’t willing to work closely together. With this, we learned a lot about how the lack of strategic support is harmful to a project, and the great level of importance of negotiation designed to be mutually beneficial.
However, we learned a lot more about finding ways to go around it. The first important point is that SEPLAG, the creator of the project, gave up on its central role in order to build a horizontal relationship with the other agencies and make the whole of the public administration the real protagonist. This was a fundamental attitude to overcome the lack of strategic support, as it helped with the adherence of the first agencies on the initial (and most troublesome) stage. Secondly, adjusting the project to be done in four “waves”, organizing it in a way that the biggest public agencies (like the Secretary of Education and the Secretary of Health) would be on different parts, and the most difficult and complex agencies would be in the end, guaranteed a more mature team to deal with them. Finally, since the beginning, training and monitoring were part of the structure of the project, as well open data and open government, which gave the consistency and the tools the project needed to be tracked, expanded and solidified.","The Services Guide won the “VIII Award for Innovative Actions of the State of Alagoas”, in the category of “Modernization of Management”. It was also one of the selected cases to the presented on the “III Week of Innovation” promoted by the National Public Admnistration School (ENAP). Also, Ilha Soft is part of the UNICEF Innovation Fund portfolio, because of the “push” technology that’s behind Jaque, which is “a platform for creating omnichannel chatbots”. Earlier this year, on June, they were invited to go to NY to present their projects at UNICEF, where they had the opportunity to talk about Jaque - which received lots of praises. There, they had their investment renewed for another year.",,,,https://www.youtube.com/watch?v=0e91Ee3q8MI&feature=youtu.be,https://www.youtube.com/watch?v=rwF9N2zq70E&feature=youtu.be
3885,"Local Intelligence Support Team",https://oecd-opsi.org/innovations/local-intelligence-support-team/,,"NHS National Services Scotland, Public Health Intelligence","United Kingdom",other,"a:1:{i:0;s:6:""health"";}","Local Intelligence Support Team",http://www.isdscotland.org/Health-Topics/Health-and-Social-Community-Care/Local-Intelligence-Support-Team/,2015,"The integration of health and social care was seen by the Scottish government to require support to ensure that benefits of both national and local data and knowledge were able to be shared across two very different cultures and service providers to jointly develop more appropriate services for local populations.
LIST using their expertise in analytical work was seen as a way to develop a sound evidence base to allow decision makers to develop effective services.","The Local Intelligence Support Team (LIST) was established as an intermediary service to support the integration of health and care organisations into Health and Social Care Partnerships (HSCPs) across Scotland in 2015. These HSCPs were formed to provide more effective integrated services for their local populations. Prior to this health and social care organisations worked independently to provide services that were within their remit with no ability to influence the others decisions. LIST analytical staff were co-located in HSCPs to provide intelligence in a local context allowing local managers from health and social care to better understand their populations requirements and to co-design and deliver services to meet these needs.
LIST has been able to analyse and link, local and national data to provide a unique view of the local population providing intelligence which allows a holistic and more thorough understanding of the way users move into and across health and social care services, which was not available previously.
By working together with local partnerships, and by using innovative communications methods (VPNs, Qube and Skype) across the dispersed team. LIST has provided the opportunity for a change in culture, devolving decision making to local levels, whilst being able to access data and additional expertise held nationally in centralised locations.
To demonstrate this we have given some examples of work LIST analysts carried out in two HSCPs.
Delayed Discharge & Care Home Vacancy Dashboard
Analysts working locally with a HSCP recognised that census data on delayed discharges and care home vacancies was presented poorly and not well used by managers even though this partnership struggled with a number of challenges around delayed discharge. Analysts recognised that there was an opportunity to apply new analytical techniques and presentation methods to support the operational managers’ ability to interpret the data and monitor performance.
The innovative solution was to create an interactive dashboard tool which would provide the managers with the necessary data in a more visual way, statistical process control charts were used as a means of highlighting variation in the system. This gave the senior team, alongside service managers in both health and social care a better overview of the current situation of hospital delays and care home vacancies.
It is envisioned that the dashboard will be incorporated into the delayed discharges clinical system. This will provide even more real-time information and save on staff time spent cleansing and distributing the data. Ultimately the system could be adapted for other partnerships across the country.
Following on from this work a wider collaboration now undertaken with clinicians and academics has resulted in the development of a predictive tool for delayed discharges. This demonstrates innovative use of data to help health & social care professionals identify patients who are potential delayed discharges, and plan early intervention. This is currently being piloted with local health and social care partners and could become a feature in a future iteration of the dashboard.
Homeless Needs Assessment
Homeless people are a key vulnerable group who experience health inequalities with higher morbidity and mortality than the rest of the population.
LIST analysts have assisted one HSCP as part of their objective to reduce health inequalities by co-producing a health needs assessment for homeless people.
Linking client data from homelessness (HL1) applications with local and national health data allowed in depth service utilisation analysis of this cohort, compared to the wider partnership population to be performed.
The intelligence from this analysis was used to inform and develop a multi-agency health and homelessness plan, which aims to improve outcomes for this vulnerable population.","a:7:{i:0;s:3:""184"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""612"";i:6;s:3:""618"";}","The use of new visualisation tools (dashboards) with statistical process controls, allows users with limited statistical knowledge and/or limited subject knowledge to understand the data in a more meaningful way. Dashboards bring together data and eliminate the use of data tables, providing data visually including trends for multiple years’ worth of data.
Using national health datasets and approved Information Governance protocols, local housing and homeless data was then linked to various national health data sets using a unique patient identifier. A comparator group was identified and treated similarly. The intelligence gained was used to inform and develop a multi-agency health and homelessness plan, which aims to improve outcomes for this vulnerable population.
These examples show how linking LIST analysts working with local and national data can provide a much greater level of understanding and knowledge to local managers which can improve their decision making.","a:1:{i:0;s:14:""implementation"";}","Both examples are at the stage of implementation. The dashboard is currently sent out weekly to aid operational working in reducing delayed discharges. Training sessions were held with service managers to provide them with the correct skills to operate and interpret the dashboard as part of a pilot group. Discussions are taking place to recreate a similar dashboard for other operational areas, in particular Care at Home.
With regard to the homeless work, a multi-agency health and homeless plan has been created and some of the actions from this are currently being worked on locally to increase knowledge with work analysis underway to look at the health needs of children who experience homelessness.
LIST is also sharing these examples across the team so that these ways of working can be utilised in other areas of Scotland and for other topics. This ensures that the next iteration will develop further analysis and understanding more effectively by sharing what has already been done.","LIST collaborates with staff from different areas of HSCPs.
These are strategic decision makers, operational and data managers and specialists.
They provide guidance on what the project should achieve and how products are used. Other staff share their expert knowledge of the topic area and local population, giving LIST the necessary information they need to analyse and design outputs or tools.
LIST works closely with national teams who assist with the process of linking local & national data.","Dashboards allow data to be presented in a more informative and engaging manner, to a larger audience.
Staff can view current performance of delayed discharges, and identify trends much more easily. This allows them to query or provide evidence-based feedback about the service.
With a much clearer knowledge of the local homeless population’s needs services can be designed that will ultimately improve the lives of homeless individuals, particularly their health needs.","LIST has been able to influence local decision making across a range of services by providing a much better evidence base for staff to understand local needs and how services can be designed to meet these. LIST has not just provided evidence but has facilitated joint working across health and social care which has benefitted both staff and local populations.
The success of the dashboard allows feedback to staff and can help develop services to improve outcomes for local users. Staff are better equipped to understand trends that are highlighted automatically providing near ‘live’ figures on delays and care home vacancies in a clear visual format that is easy for busy managers to interpret and to take action as required.
Similarly the information supplied on the homeless population has encouraged joint work across areas to provide services which will improve outcomes for this vulnerable population and reduce local health inequalities.","Due to the number of different organisations LIST works with and the nature of the data that is handled there have been significant issues in getting Information Governance processes agreed in a timely manner which can impact on progress.
Software and network limitations in a partnership can often cause a variety of problems which mean that bespoke solutions have to be designed by LIST staff. One example was that the delayed discharge system operated on a separate health service network and an immediate solution to allow automatic data linkage was not possible. This meant analysts had to create the best possible interactive dashboard and manually transfer data on a weekly basis.
Financial constraints in service areas means that although issues can be identified not all actions can be implemented as soon as required. Instead work is started on the actions that require little or no financial input but can be of value.","Analytical expertise identified new ways of working with data guiding managers to improved use of data and better ways of delivering services. LIST has been instrumental in assisting a shift in behaviours across partnerships. By providing clear evidence and intelligence it supports the development of new services to meet service users’ needs and discourages doing things the way they have always been done. Service providers need to be prepared to be flexible and to use an evidence based approach to designing new services.
Personal values and motivation have played a big role in this innovation, analysts saw that data was not being used as well as it could be and identified that better presentation of data has the potential to help managers understand systems better, and therefore benefit the users involve. Their commitment to providing intelligence to improve decision making and ultimately services is motivated by their knowledge and desire to improve services for the local population.","LIST has facilitated the sharing of templates for different work across other partnership areas. The team has already developed a subsequent dashboard to check the progress of General Practitioners prescribing a certain type of antibiotics to patients. This tool is being used across other partnerships, in one area to display patient flow through hospital services.
The methodologies of the statistical process control charts used within the dashboard are being used across sectors for various types of projects. In particular, the statistical process control charts are useful in determining if a process is stable across a time period or if an implementation of a new product or idea has resulted in a favourable or unfavourable outcome.
The housing and homeless data led to the development of a needs assessment process and this was extended in the area to look at children’s specific needs. This work is currently informing development of other needs assessment work.","LIST has tried to build a solid base of work that demonstrates the power of good intelligence based on using local and national data and linkage where this builds knowledge.
LIST will try to involve everyone and every service that is involved in the work from the start as each service brings their own expert knowledge which is beneficial to the end goals of the work.
Gaining support from the senior team can help build momentum for a project, so early engagement is essential.
Sometimes it is difficult to provide an optimal solution but a good alternative which is quick to create with limited expense and resource can provide enough information about the potential value to persuade local staff to support further development It allows basic ideas to be realised and put into action in situations where software or networks do not allow for more advanced solutions.
Group learning sessions in the early stages provided staff with the necessary knowledge to understand the methodology of the dashboard when it was rolled out.",,,"a:2:{i:0;s:4:""3895"";i:1;s:4:""3894"";}",,https://youtu.be/NmL0QYm5QLE,
3897,"Persons At Risk Database (PARD)",https://oecd-opsi.org/innovations/persons-at-risk-database-pard/,,"Falkirk Council","United Kingdom",local,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Persons At Risk Database (PARD)",http://www.falkirk.gov.uk/news/article.aspx?aid=4620,2017,"An emergency event in a neighbouring authority highlighted how hard it was to identify vulnerable persons during a confirmed gas leak, Falkirk Council resolved to find a faster, more accurate and secure method for quickly identifying those in need during any type of emergency incident where local residents might be in danger. Data was cleansed and uploaded to an electronic mapping system which allows us to identify vulnerable persons in a few simple clicks and has been hailed as quantum leap.","A project team was set up in August 2012 to address the problem of identifying the most vulnerable individuals within our communities for the planning and response of emergencies or disruptive events. The aim was to establish a process to quickly acquire, match and process data relating to vulnerable individuals from across a range of local authority and National Health Service (NHS) services to enable appropriate care and support responses to be put in place. Regardless of the number of hurdles faced in terms of data protection and the security of personal information, the team have overcome these and Falkirk Council are now in an enviable position in Scotland to identify vulnerable individuals ahead of any incident our community may face. The methodology to identify the most vulnerable ahead of any incidents has now been presented at a local and national level and recognised as an example of good practice across Scotland by fellow local authorities, the Emergency Services and Scottish Government.
When an incident occurred in the Falkirk Council area, a paper list of potentially vulnerable individuals was made available by Social Work making it difficult to determine who may need priority assistance at the time of an incident. Sharing personal data legally in advance of an incident was also a barrier, however close working with NHS and colleagues from our Legal Dept we can now share both NHS and Social Work data. This resulted in the creation of a Persons At Risk Database (PARD) allowing for near instant identification of vulnerable individuals displayed via electronic mapping. This is in stark contrast to the endless lists of paper previously relied on previously. The Database is a quantum leap in terms of a robust and manageable mechanism to identify our residents who may require immediate assistance in response to an incident.
The data now resides in a Geographic Information System (GIS) that is reliable, regularly updated, secure, user friendly and available for use 24/7. This was set up on virtual server with ICT given a security brief to ensure the correct protocols were used to securely store personal data. We chose anOpen Source GIS to ensure costs have been kept to a minimum.
In response to an incident, Social Work provided information to Emergency Planning using manually produced paper lists derived from the Social Work Information System (SWIS). This proved to be a lengthy and inefficient manual process. having the data held in GIS means we now have access to pre-identified shared information that can be accessed quickly, effectively and electronically in the event of an incident. This enables responders to view information on a digital map enabling a fast and effective provision of appropriate practical and relevant assistance to those individuals who might be affected. Having this information digitally allows for further interrogation to highlight, for example, individuals living alone or suffering from physical or mental disabilities. We now have the means to pro-actively test various scenarios using this technology to identify vulnerable individuals and, at the same time, identify areas, roads, homes and schools etc prone to flooding where individuals may become vulnerable. This has recently been described by the NHS as a ‘game changer’.
Emergency Planning can now pro-actively plan for the impact of an incident in terms of vulnerable individuals and test various scenarios. We are now more confident to reach those in need and quantify who may be affected in our communities in advance of any incident. The close working relationship we have with partner agencies such as NHS, Police Scotland, Scottish Ambulance, Scottish Fire and Rescue Service and others within our Resilience Partnership allows us to come together in a multi-agency environment to ratify the information we have and identify any additional vulnerable individuals at the same time as allowing Social Work, NHS and the Voluntary Organisation attend to the already known vulnerable individuals.
The Vulnerable Individual Database has now been endorsed by the Forth Valley NHS Medical Director and the Director of Development Services for Falkirk Council. The project is being held up as good practice for other councils and Health Boards with a formal invitations from other partnerships to make presentations outlining the technical, legal and practical steps taken to achieve this complex process and offer the same level of success Scotland wide.","a:3:{i:0;s:3:""221"";i:1;s:3:""194"";i:2;s:3:""190"";}","We have revolutionised how the data is accessed and used and are now able to apply a level of scenario testing that would never have been possible under the old set up. Previously, users would print out an entire database onto paper and then attempt to manually find residents who may need assistance or to be evacuated due to a flood, gas leak, severe weather event or petro-chemical plant incident. The time taken to run this task manually risks life during time critical incidents.
Having the data cleansed and then stored in a GIS, the data can now be overlaid with other data sets such as the road network, bridges, schools, known flood risk areas and aerial imagery which allows for instant identification of vulnerable persons as well being able to quantify the number affected and even help rank which order the identified vulnerable persons should receive help.
The PARD now allows Emergency Planners to actively test out various mock scenarios to quantify levels of response needed.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The PARD project has officially been signed off as complete and Falkirk Council is currently helping other local authorities set up their own solution by offering technical advice, demonstrations and copies of all documentation used throughout our project. The PARD solution is constantly being fine tuned and will be demonstrated later this year to Ordnance Survey who have expressed an interest in the project.
The Scottish Government has also picked up our idea which is being hailed as an example of Best Practice and I have been touring with the Scottish Government representatives throughout 2018 to help give presentations regarding the project. The Scottish Government has recently sent letters to every Chief Executive across Scotland to highlight the solution and looking for an indication of uptake of any help.
The project recently won two awards at the 2018 Alarm Risk Awards in both the Partnership and Resilience categories which was also highlighted in local and national news.","Falkirk Councils Legal Dept - understood the need for the project and help set up Data Sharing agreements which are now used by other local authorities and a requirement after the new GDPR rules came into force.
National Health Service (NHS) - The NHS were shown the Falkirk Council solution and were so impressed that they decided to scrap their own plans for a similar system and instead agreed to supply their data to Falkirk Council for use within the PARD. This is a very big endorsement.","Scottish Government - In their own words ""It is very doubtful if our national system could have been developed without the work, support and assistance of the Falkirk team.""
Our local citizens benefit by having a system in place that allows the council to identify any of them classed as vulnerable in a near instantaneous manner during an emergency event where we would be coordinating a response with the Emergency Services.","During a multi-agency preparation and response arrangements exercise for the Commonwealth Games in 2014, the PARD was successfully tested at a National exercise. The results were immediate where all vulnerable individuals in the affected area were identified within 3 minutes of the request being made. This result was commended by our multi agency partners during the debrief process. We now have a system that is updated daily, is secure and accurate and accessible 24hrs a day. We have guaranteed a near instant and accurate response during any emergency scenario. Although the project is officially signed off the PARD solution is constantly reviewed to determine what further applications it can be applied to beyond identifying vulnerable persons. With the Scottish Government partnering with us and heralding the PARD as the definitive solution to be followed by all in Local Government it's expected that further uses will be developed.","The problems posed by the complex issue of sharing personal data in the planning and response to emergencies or disruptive events have long been recognised. The terrorist attacks and severe events witnessed across the UK and beyond highlighted some of the problems of sharing personal information. To date, no single area in the UK can claim to have completely resolved the issues. Our project has overcome many barriers and obstacles, both actual and perceived, and throughout all of this there had been a commitment to succeed. Without the support and tenacity of individuals within and outwith Falkirk Council, our project would not be as advanced as it is today. Easily one of the biggest wins was selling the business case to our Legal Dept as this underlined what we were attempting to achieve and the reasons behind it and their guidance on Data Protection and GDPR has proven critical to the overall success of the project.","Communication - a clear message of what the current issue is and how it could be resolved was fundamental and was summed up in a very simple but thorough business case.
Buy in - the idea being sold at a senior level can not be overlooked. With our Director previously having been a lawyer there was an immediate understanding of what our innovation was attempting to achieve hence why it should be supported.
Sheer Determination of Staff - due to data being sourced both internally from another department and externally from the NHS there is always a form of resistance when sharing data and goes beyond simple security concerns. There where several rounds of discussions that required the involvement from ICT and the Legal Department who had to help reinforce the same message.
Resources - one way that the project was made easier and allows it to be transferable at a local and national level is the fact that the solution is relatively cost free having opted for an Open Source GIS solution.","The solution is already being used by neighbouring Local Authorities who have their own versions of the PARD solution.
The Scottish Government through the National Centre for Resilience commissioned a system to identify the vulnerable in an emergency to provide assistance to them to mitigate the effects of an emergency. The SG system draws very heavily on the information management and data systems designed by Falkirk Council. The Falkirk team contributed heavily to the design of the national system and many of the lessons learned and practices they designed are incorporated in the adopted system.
The Scottish Government have gone on record to state the following ""It is very doubtful if a national system could have been developed without the work, support and assistance of the Falkirk team"".
There is significant interest from various health boards looking to replicate what was achieved locally between Falkirk Council and its local health board.","Innovation takes passion! If you have a genuine innovation it means that you need to champion it to people who may not immediately appreciate something which could be a game changer. The message needs to be kept simple to allow the idea to be easily transferable to other parties whom you wish to involve. This may mean encountering set backs or rejections but again if you are passionate about your idea to begin with it will help you overcome any objections or reservations expressed by other parties.",,"a:4:{i:0;s:4:""4063"";i:1;s:4:""4064"";i:2;s:4:""4065"";i:3;s:4:""4067"";}","a:1:{i:0;s:4:""4066"";}",,,
3956,"Irekia Civil Participation and Accountability Website",https://oecd-opsi.org/innovations/irekia-civil-participation-and-accountability-website/,,"Basque Country Government",Spain,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Irekia Civil Participation and Accountability Website",https://www.irekia.euskadi.eus,2010,"Governments through all over the world are struggling against disaffection from the people. Incapacity to participate in policy-making, it’s a common perception among citizens.
Citizens has the right not to participate, but administrations has to ensure the right to get involved in policy-making.
IREKIA was the first participation portal in Spanish & Basque languages and it has been made in Open Source Software and in its recent version offers and Government Program public tracking tool.","We are attempting to address the problem of the deep-rooted perception of the difficulty in effectively participating in political life outside electoral processes. Citizens underutilized options such as popular legislative initiatives. Another need not covered by traditional processes was mere consultative participation. There was no open and bi-directional channel to gather citizen opinions on government issues.
Also, there are difficulties on accessing to participatory processes ""in person"". The configuration of working groups makes it difficult for citizens to freely access these processes, due to physical distance or impossibility of schedules. This face-to-face participation became a real ""psychological"" brake for certain groups, such as people with disabilities, people belonging to ethnic minorities, etc ...
The Government was aware that citizens want to know firsthand what is being done in politics and want to have the opportunity to express opinions on issues of their interest directly to those who decide. They wanted to do it in an ""organized"" manner, so that they can mutually support their proposals. For this reason, a web platform was developed under the name Irekia - Open Government (irekia means ""open"" in Euskara (Basque)), where the activity of the more than 200 people with public responsibilities in the Basque Government. Born on January 2010, one of the pioneers at European level, was aimed to deepen transparency in the administration.
Currently Irekia houses a complete file of each public office, its agenda, the staff under its charge, its budget, its public resolutions and the government program initiatives under its responsibility.
In the new version of Irekia, an accountability section of the Government Program has been included, in which each responsible public office returns to the public in plain language the degree of compliance of the initiatives and policies under its responsibility.
Irekia maintains digital meetings on social networks such as YouTube, Facebook and Twitter between government officials and Internet users. In these digital meetings, the ministers and the president respond directly to questions with bigger support among citizens.
Objectives or goals of the innovation
1. Inclusion of groups normally removed from citizen participation.
2. Build a more informed citizen participation
3. Active listening to debates about the Basque political agenda.
4. Serve as leverage to continue leading the Spanish autonomous communities in the rankings as Transparency International
5. Internally strengthen the philosophy of accountability among government positions. Make it accessible to the public.
Irekia reports the government's activity to its more than one million visits per year, and also interacts in networks with nearly 100,000 profiles per year that share, answer and value their contents. (The Basque country has 2.2 million inhabitants)
There are also cases of implementation of Irekia software in America (Carchi region in Ecuador) as well as some more in Spain.
The Basque Country has become part of the local program of the Open Government Partnership, as a joint application of three Institutional levels. Irekia, because of its pioneering nature, has served as a medium of the value proposal that has been translated into the first Basque action plan presented last August.
Irekia must listen to young people to continue contributing public value. Before the end of 2018, it will have developed a participatory process focused on the citizens of the future to discover the keys to the new dialectic that the open government of the future should develop.
Irekia includes solutions aimed at the accessibility of groups with special needs, (news readers, automatic subtitling of videos, pages and newsletter in simple language ...) wants to deepen it by periodically developing Access-Clinics.
We believe that participation should take place as close as possible to the citizen and that technological tools are an important aid, but the main thing remains rooted in public-private collaboration, or ""Auzolana"" ""common good"" as the expression in Basque that encourages all the action of the Basque government","a:5:{i:0;s:3:""181"";i:1;s:3:""611"";i:2;s:3:""302"";i:3;s:3:""303"";i:4;s:3:""619"";}","In the design of the online platform, certain challenges that have been key in its subsequent development were assumed:
1. Rigorous approach to on-line processes in fixed-time phases and results: Presentation / Discussion / Contributions / Conclusions.
2. Public response statistics: each citizen petition initiates a timer in Irekia that publicly indicates the time it takes for the administration to respond.
3. Active listening to this initiative in social networks. These comments are incorporated into the web platform.
4. Measurement of the degree of satisfaction of the answers offered by the Government, via test mails.
5. Transparency in the first person: The government positions are accountable for the degree of compliance with the government program in their own words in an open manner.","a:1:{i:0;s:9:""diffusing"";}","The web site is currently immersed in a redesign process, for which it is intended to have, in addition to its regular users, other groups, usually more distant, as people with functional diversity, young people, traditionally away from politics ...
The main lesson learned in these first 9 years, is that citizen participation is already taking place outside official sites. Irekia has evolved from being web-centric, towards more and more multi-channel contents: the contents of the web are aimed to the interest groups where their conversations are.
The new audiences of Irekia know us for a content close to their interests, and therefore we must renew the opportunities for our visitors to repeat visits, offering new government proposals to support, assess or criticize.
In terms of what we are currently working on for the future of Irekia, we are developing with the environment of the Intellectual Disability.","The design of the Irekia platform, the progress and evaluation of the activities is subject to processes such as the PDCA model: Plan-Do-Check-Ad.
Citizens associations, the infomediary sector, the government's technology company, as well as the responsible positions and officials of the Government's Presidency Department take part in this process.","Irekia reports the government's activity to its more than one million visits per year, and also interacts in networks with nearly 100,000 profiles per year that share, answer and value their contents. (The Basque country has 2.2 million inhabitants)
Infomediary sector that uses Creative Commons By license content it's an important user too.
Government Officials and Civil Servants are beneficiaries of contents that are officially displayed on the Irekia web, (mostly on real time).","1. Leadership among the Spanish regions in the Transparency International ranking with 100% of indicators met in 2014-2016. Irekia contributes with an important number of indicators.
2. Response times to citizen requests continue to improve from the beginning. At present the medium response-time is around 5-6 days.
3. Irekia has been growing in traffic since its inception. It currently exceeds one million visits per year. (Population of the Basque Country 2.2 million inhabitants)
4. Irekia has received international recognition, highlights the United Nations Public Service Award in 2015. It also attracted the attention of the Organization of American States (OAS) and the Ibero-American General Secretariat, through separate agreements.
5. Publication of Irekia's free software for reuse. Various institutions from different countries have been interested in the Irekia software for their Open Government initiatives.","Challenges
Irekia faces the challenge of improving the connection with citizens. Simplify the language-code to facilitate bidirectionality and interactions.
Including the groups most distant from the consultative and policy-making processes.
Failures
Irekia started this journey with a web-centric strategy. Too many expectations were created around the web. Over the years, web-site activity and contents has been re-oriented towards social networks, closer to the citizen.","Leadership and political will.
Support of the infrastructure and information technology area.
Social groups involved in the co-creation of policies.","The initiative has been replicated in several institutions, the last and paradigmatic case has been El Carchi Regional Government in the north of Ecuador.
We encourage any institution to test the Open Irekia software before developing its Open Government initiatives at this very link (https://www.irekia.euskadi.eus/es/site/page/source_code)","We dare to propose a brief decalogue of lessons learned in case they are useful for someone trying to initiate/improve an Open Government project:
1. There is no need to start from scratch. Others have made the mistakes you will make.
2. The government is not the center around which everything gravitates.
3. Citizens are already criticizing us. It is better to listen to them and have the tools to answer them.
4. Sometimes a ""I heard you"" or ""I take note"" is better than a ""no answer""
5. ""Inclusion"" is the next revolution in the opening of governments, although it does not sound revolutionary at all.
6. ""Accountability"" is another revolution if we know how to make it accessible and involve the public.
7. Create Content Continuously, the three C's to generate opportunities for citizen participation. Your proposal has to compete in overcrowded social media.
8. Involve the departments of your government. They already do a lot of participation.
9. Open data: engagement involves visualizations
10. Fail to improve.",,,,,https://www.youtube.com/watch?v=sg0BZcN96po,https://bideoak2.euskadi.eus/2016/11/15/petri_balance_congreso/acces_denon_es.mp4
3991,"Civil Service Management Board: An Innovation in Reform Leadership and Governance",https://oecd-opsi.org/innovations/civil-service-management-board-an-innovation-in-reform-leadership-and-governance/,,"Department of Public Expenditure and Reform",Ireland,central,"a:1:{i:0;s:12:""public_admin"";}","Civil Service Management Board: An Innovation in Reform Leadership and Governance",https://www.per.gov.ie/en/civil-service-management-board/,2014,"The establishment of the Civil Service Management Board (CSMB) was a pivotal step in setting the future direction of strategic leadership in the Irish civil service. The CSMB enabled all Secretaries General/Heads of Offices, for the first time, to meet collectively to have strategic discussions on issues affecting all Government Departments and Offices. The CSMB implements the Civil Service Renewal Plan (CSRP), which seeks to tackle the biggest challenges facing the Irish civil service.","The civil service in Ireland is the core group of over 36,000 employees that work for Central Government. Following the 2008 financial crisis, the underestimation, and poor management, of fiscal and financial risks was considered to be a major contributor to the economic situation Ireland found itself in. In response to this, the 2011 Programme for Government emphasised that key elements of a successful turn-around strategy for the country were a more joined-up strategic centre at the heart of government and stronger civil service accountability and performance.
The OECD stated the need for a unified, responsive, accountable and professional civil service. Evidence obtained through a structured consultation process with over 2,000 employees and stakeholders provided a candid assessment of the strengths and weaknesses of the civil service. One issue highlighted was the need to collaborate, coordinate and join up Government more effectively. It was concluded that the civil service needed to be led and managed in a unified way with collective leadership and management structure.
In 2014, the Government approved the CSRP. This contained 25 actions (and 104 sub-actions) designed to transform the civil service. To pursue a meaningful and effective renewal programme, a strong governance structure with a powerful mandate was required.
A central action of the CSRP, and one of the first steps in implementing this plan, was the establishment of the CSMB. The CSMB consists of all of the Secretaries General/ Heads of Offices. They meet regularly to oversee the major reforms set out in the CSRP.
The CSMB provided a strong, dynamic, collective leadership and executive management team to deliver a wide range of whole-of-Government priorities with substantial outcomes benefiting the Irish public,employees of the civil service and Government itself. This unified governance model allows for far more cross-organisational working through secondments and project-based working. It not only provided support to the Secretary General cadre at an individual level, but it also provided for the development of centralised, high quality supports and guidance in the areas of HR, ICT, project management, procurement and communications thus accelerating modernisation and maximising potential for economies of scale.
Objectives:
• To ensure the Government has the support of a cohesive executive management team to deliver whole-of-government outcomes
• To agree on key outcomes for the year ahead and a business plan to achieve it
• To horizon scan, identify and manage strategic and operational risks
• To share ownership of reform by assigning officials at Secretary General/Head of Office level to the key CSRP actions to drive and deliver successful civil service reform
• To assign collective responsibility to the Board to drive the implementation of the CSRP under the leadership of the Secretaries General of the Department of the Taoiseach (Prime Minister) and the Department of Public Expenditure and Reform
The establishment of the CSMB resulted in a single, unified service with a shift to stronger citizen centric engagement; and clearer, comprehensive and consistent development and implementation of HR policies. It provides a focal point for discussion on key cross-government priorities which require collective effort to deliver. To date the CSMB has overseen and driven the implementation of a range of initiatives, including, but not limited to:
• Establishment of OneLearning - a shared suite of training programmes for the civil service
• Development of the National Data Infrastructure, linking administrative data sources from public bodies
• Development of a Civil Service ICT strategy
• Launch of the Civil Service Excellence and Innovation Awards
• Implementation of an employee mobility programme
• Development of a talent management scheme for senior civil servants
• Creation of a People Strategy for the civil service
• Design and issue of a biennial Civil Service Employee Engagement Survey
• Professionalisation of project management through a network, handbooks, tools and a portal
• Regular 'Town hall' events where employees of the civil service meet with members of the CSMB to engage in dialogue about the change programme
The CSMB also engages in strategising and planning for the future of the civil service and this will be formalised in the next phase of renewal which will be agreed and published by the CSMB in 2018.
The CSMB is now considered a vital mechanism to deliver a unified Civil Service. The next phase of Civil Service Renewal will endeavour to embed previously launched initiatives, support existing strategies and pursue new strategic priorities. The CSMB will continue its work in driving implementation of these core actions.
Stronger understanding and standardisation of governance approaches both internally and with key agencies has informed the agenda and implementation structures for Our Public Service 2020.","a:3:{i:0;s:3:""190"";i:1;s:3:""260"";i:2;s:3:""617"";}","The CSMB is an innovation in reform governance because:
1. It was new to the Irish civil service.
2. It provides a dynamic and effective means of implementing successful reform in a responsive way.
3. Each Departmental Secretary General has responsibility for a key area of reform. They commit employees and their time to delivery and are held accountable by the CSMB.
4. It facilitated - through its influence, power and mandate - greater collaboration, cross-silo working and project-based working.
5. It has overseen the implementation of a wide range of initiatives.
6. It has spread potential.","a:1:{i:0;s:9:""diffusing"";}","This innovation was implemented in 2014 and experienced significant scaling up (in terms of its workload and the number of initiatives the CSMB became responsible for overseeing) during 2015 and 2016. The CSMB has produced annual reports outlining its work, outputs and outcomes for each year since it was established.
This innovative governance model is now embedded. The CSMB is currently in the process of finalising new goals and objectives to drive the further development of the Irish civil service, ensuring Ireland's civil service is a world leader in innovation and delivery of public policy and services to our people.
The learnings from this transformational initiative are now being applied to Ireland's wider public service e.g. the value of a number of leaders from different organisations working together to drive actions; the need to engage the secondary leadership level to implement CSMB decisions; and the imperative associated with prioritising actions.","The creation of the CSMB was a direct consequence of a large stakeholder engagement process. Over 2,000 employees, academics, experts and members of civil society were consulted. A renewal taskforce made up of senior officials was established, in addition to an independent external expert group.","Citizens are provided with a more professional, unified, open and accountable civil service overseen by the CSMB. Employees of the civil service are beneficiaries through the implementation of key initiatives which the CSMB have ultimate responsibility for. The Government has a unified executive to tackle the most difficult, intractable issues facing the country.","The direct result of the CSMB governance structure is the implementation of the suite of initiatives outlined in the Renewal Plan. The CSMB provides real ownership of a shared agenda of dynamic, ongoing reform. The establishment of the CSMB has resulted in a transformational change in the way the Irish civil service operates and thinks.
The Irish civil service is no longer a group of discrete organisations working to meet their own individual agendas. Instead, it is a unified and accountable body under the direction of a committed management board with a strategic vision and implementation plan designed to meet the changing needs of our environment.
The 2017 Civil Service Employee Engagement Survey (itself a product of the work of the CSMB) showed improvements in 22 out of 24 areas being assessed with civil servants feeling highly engaged and supported in their roles; indicative of the success of the CSMB and the Renewal Plan generally.","A number of challenges existed for the CSMB, particularly in trying to begin implementing 25 core actions (and their associated sub-actions) quickly, in order to gain traction and maintain momentum for the CSMB's work. A key learning was the need to prioritise actions appropriately and realistically. This learning has been implemented with the prioritisation of a number of key actions and appropriate reporting at substantial milestones which ensures that these actions are achieved.
Failure to involve the secondary leadership level (Deputy/Assistant Secretary level) was a significant issue that needed to be addressed subsequently.
Another challenge encountered by the CSMB - and which continues to be a challenge - was the effective communication of the achievements of the work programme. Efforts have been made to increase communications through a network of Special Points of Contact in each civil service Department / Office, who effectively communicate achievements of the CSMB.","This initiative required acceptance and permission ('buy-in') from senior management across the entire civil service. Strong terms of reference and a dedicated work programme were also essential to the operation of the CSMB. It was also vital that the CSMB did not allow issues that were outside of its purpose to 'creep' onto the agenda. Strong support from the Centre was required. The success of the CSMB was also dependent on Cabinet level support of, and strong commitment to, the extensive programme of reform.
The CSMB is chaired by the Secretary General to the Government, its secretariat is provided by the Department of the Taoiseach (Prime Minister) and funding is provided by the Department of Public Expenditure and Reform. Support is provided by a Programme Management Office located in the Department of Public Expenditure and Reform.","The CSMB’s primary focus is the delivery of the Civil Service Renewal Plan. But, critically, it has now also moved to consider how to ensure the enhanced capacity of the civil service is brought to bear collectively on implementation of key cross-government policy and reform priorities.
As previously stated, this governance model has now also been applied to Ireland's wider public service of c.317,500 with the creation of the Public Service Leadership Board, which was established in March 2018. This new Board is overseeing 'Our Public Service 2020' - a framework of innovation and development for Ireland's entire public service.
Adapting the successful CSMB model, this governance Board has assigned leaders from key public service bodies to work collaboratively and across organisational boundaries to work on specific actions which will address some of the most intractable issues faced by the Irish public service.","The CSMB has provided an insight on how best to harness collective leadership to progress critical whole-of-Government reforms.
The cross-departmental and cross-sectoral ownership structures which are central to the CSMB have allowed for large scale projects to be successfully delivered which positively impact all levels of the civil service, including the establishment of a Civil Service Employee Engagement Survey; development of a National Data Infrastructure; formation of a centrally operated learning and development centre 'OneLearning'; Civil Service Excellence and Innovation Awards; an enhanced central Employee Mobility Programme; and development of executive leadership programmes as part of a new talent management initiative.
Four key strategies are also being progressed under the auspices of the CSMB, including the Shared Services Strategy, People Strategy for the Civil Service, the Public Service ICT Strategy and a Communications Strategy.
The shared ownership approach has been a key lesson from the development of the CSMB. It has allowed senior leaders to collaborate in tackling cross-civil service issues by applying a range of experience and expertise.",,,"a:1:{i:0;s:4:""4500"";}",,https://www.youtube.com/watch?v=JB8Ns7d1yZQ&feature=youtu.be,
3993,"Post-earthquake digital revolution in Nepal",https://oecd-opsi.org/innovations/post-earthquake-digital-revolution-in-nepal/,,"Kathmandu Living Labs",Nepal,other,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:30:""Open Data and Civic Technology"";}","Post-earthquake digital revolution in Nepal",,2016,"In April 2015, a 7.8 Mg earthquake hit Nepal that affected over 1 million households and 5.08 million people. Disbursement of reconstruction funds called for a massive door-to-door survey in order to identify true beneficiaries. For the first time, Nepal and the Kathmandu Living Labs deployed a team of 3,000 engineers armed with electronic tablets to collect 10 TB data and 10 million photographs from remote parts of Nepal in just over 120 days.","Most of the places worst hit by the 2015 Nepal Earthquake were remote mountainous villages. Reaching the people living in these places and quickly assessing the damage was of paramount importance to the Government of Nepal (GoN). Considering the fragile economic conditions of most people in this region and the short time before the onset of monsoon rains followed quickly by winter meant that affected people needed to receive their earthquake assistance as soon as possible. However, assessing the damage and identifying the beneficiaries would be too time consuming if done through traditional method of pen and paper survey. Use of electronic media to capture, transfer and process the data seemed to be the only plausible way of fulfilling this massive task in a reasonable timeframe.
The biggest challenge of collecting and transferring 10 TB of data from the remote parts of Nepal was the unavailability of internet. Nepal is not known for its reliable internet connection. In addition, this was a time when the internet network might have been poorer than usual due to the damages to telecommunication towers by the earthquake and its aftershocks.
Even in places where the internet was available, the other challenge was that of limited bandwidth. In such cases, there needed to be a mechanism to send only textual data (of small data size) to the central server; while retaining the photographs (of large data size) on the surveying tablets. Once a reliable internet connection would become available to the surveyors they would then have to upload these photographs to the central server. In order to make sure that the correct photographs were attached to the already uploaded text data a system that would automatically match these data had to be developed. Failure to automate this would mean manually mapping 10 million photographs to 1 million households which would be an impossible task.
Third, since many families were spending their nights out in tents and Internally Displaced Person (IDP) camps, this survey was highly time-sensitive. It meant that the collected data had to be processed and the list of identified beneficiaries had to be published at the soonest. This required near real-time validation of the collected data in order to inform and expedite the subsequent repair, retrofitting and reconstruction efforts. On the other hand, it had to be ascertained that the surveyors actually travelled to the sites of houses for ‘real’ inspection. Hence, there had to be a way to ascertain in the survey data that they actually travelled to specific locations
In addition, since this project would involve a couple of 1,000 engineers on field at any given time, it required a robust progress tracking and visualization system in order to steer this project correctly and in time.
Therefore, the goal of this innovation was to beat these odds and devise an end-to-end ICT solution that would expedite the process of capturing survey data on field, transferring them over notoriously poor internet connections (or holding them safely on tablets for later uploads), processing the transferred data at the Central Data Center and identifying and publishing the list of beneficiaries entitled for earthquake assistance.
In hindsight, now that the project is successfully concluded (and dubbed as the world’s largest mobile survey executed given the timeframe), this innovation benefitted all that were involved. On the back of this innovation’s success, the Central Bureau of Statistics (CBS), the nation’s authority on statistics, is now planning to do the next census using tablets. The National Reconstruction Authority (NRA), Nepal’s top authority on post-earthquake reconstruction, was able to publish the list of beneficiaries in record time. Also, this intervention has been most beneficial to the earthquake displaced people who were able to receive reconstruction funds quickly and judiciously.
One of the best things about this survey dataset is that it contains a goldmine of socio-economic data in addition to data on earthquake damages. Hence, the CBS has released an anonymized dataset. In addition, the National Planning Commission (NPC), Nepal’s apex planning body, has commissioned and launched eq2015.npc.gov.np - an open data portal developed to increase the usability of this dataset to the wider audience.","a:6:{i:0;s:3:""194"";i:1;s:3:""196"";i:2;s:3:""876"";i:3;s:3:""221"";i:4;s:3:""283"";i:5;s:3:""611"";}","Historically, all surveys led by the Government of Nepal prior to this one were pen-and-paper surveys. This was the first time that electronic tablets were being used to capture and transfer data at such a scale. Whereas traditional methods would have required additional time to capture, cleanse, transcribe and process data, use of electronic media curtailed this cycle by effectively removing transcribing process (and associated errors). It also made data cleansing easier by enforcing validation rules on the tablets, i.e. right at the source of data collection.
In addition, this system could capture data while remaining totally offline. It could not only capture photos but also compress them to save file storage space without compromising the visual quality of the images. Moreover, the system allows surveyors to split text data from photographs to be able to upload data using slower internet connections. None of these features existed in any single electronic survey tool at the time.","a:1:{i:0;s:9:""diffusing"";}","The survey is now complete in all 31 earthquake affected districts. It was done in three phases, each spanning an average of 40 days. A total of 10 TB data and 10 million photographs of 1 million households and 5.08 million people were captured in just over 120 days. Based on this data, the NRA published its first list of beneficiaries within days of starting the survey.
With the confidence gained from this survey, CBS is thinking about conducting its 2021 census using electronic tablets (at least in places where it is feasible). This is a wonderful example of the nation’s authority on statistics backing up new, digital technology. The NRA has also used the same system in order to collect and handle grievances related to the previous survey.","CBS managed the overall survey. Kathmandu Living Labs provided technical support to CBS on mobile app development and end-to-end ICT infrastructure management. UNOPS managed the overall logistics, HERD and Real Solutions hired and managed 3,000 engineers. The World Bank and DFID were the principal donors. Department of Urban Planning set out the damage assessment criteria and methods.
One of the biggest reasons for this intervention’s success was the smooth coordination between all stakeholders involved.","The primary beneficiary are the earthquake-affected victims who were desperately waiting for reconstruction funds in order to have a roof over their heads again. CBS, and along with it the GoN, are other beneficiaries who now have a proven, successful, replicable and scalable ICT intervention that can be used for many other data related endeavors.
The survey data have been made open by the CBS and the NPC, thereby, opening doors for wider public sector innovation using this rich dataset.","RESULTS
-----------
Total Surveyors Deployed 3,000
Nos. of Districts Surveyed 31
Buildings Assessed 1.05 Million
People Reached 5.08 Million
Photographs Captured 9.34 Million
Database size 10 Terabytes
IMPACT
----------
(A) Beneficiaries identified; reconstruction funds disbursed to the beneficiaries quickly and judiciously.
(B) Realizing that the survey data contains valuable socio-economic data also, CBS released the anonymized survey data for wider public use. This has opened doors for use of this data beyond the immediate reconstruction only.
(C) The NPC commissioned the development of eq2015.npc.gov.np web portal which is powered by the data collected during this survey. This portal was commissioned to increase the usefulness and usability of data by making it palatable to both kinds of audience, novice and experts.
(D) This proven system can be used for other data-related projects in Nepal and abroad.","In the beginning, not everyone was confident about mobile survey. Afterall, it had never been tried before.
Bulk of the total survey data size was due to photographs. Therefore, two technical solutions were devised to store and upload them. First, captured photo size was compressed by ten times without visible degradation in quality. Second, the mobile data collection app was designed to upload text and photos separately. Later, the app would automatically match photos to corresponding records upon upload.
The third challenge was to create a central data server system that was robust and scalable to handle half a million rows of data. Since there were about 2,000 engineers on field uploading data every day, the system had to be fail-safe also.
Since this was a time-sensitive project, course-corrections if any, had to be made in time. Therefore, a progress tracking system was developed that would give near real-time statistics of the completed survey to the decision-makers.","Coordination among stakeholders: This intervention had over 10 direct and indirect stakeholders (NRA, NPC, CBS, Kathmandu Living Labs, UNOPS, HERD, Real Solutions, World Bank, DFID, MoFAGA, DUDBC, and Department of Vital Registration).
Leadership and guidance: The leadership and guidance shown by the CBS and the NRA helped steer this project to success. UNOPS’ overall logistics management was also played a key role.
Motivation of stakeholders: This is the key. Motivated stakeholders meant that we were all ready to make necessary changes in our plans and approach to achieve the project goals.
Technical knowledge: This was essentially a data project using ICTs. Hence, technical knowledge of both data and ICTs are indispensable parts of this project. Data expertise was provided by CBS while Kathmandu Living Labs delivered the technical know-how.","On the back of the success of this intervention, the NRA is using the same system for its grievance handling survey (new survey).
CBS is planning to conduct a digital census using similar digital system in at least a few areas for its 2021 census.
Poor/no internet connectivity, difficult topography, dispersed human settlements are the realities of Nepal and it will remain so for the foreseeable future. The features of the system (such as offline mobile data collection, efficient data compression and transfer, near-real time progress monitoring system, and efficient server infrastructure that can handle tens of millions of rows of data) are now a proven method of efficiently collecting and processing vast amount of data even in such adverse conditions. Hence, this system can be confidently put in use in many other data-related projects in Nepal and elsewhere.","Communication and coordination is the key. In a multi-stakeholder project like this, clear communication across stakeholders is absolutely vital. Relaying relevant information quickly to everyone concerned is crucial.
Stakeholders should be steadfast on project goal - no doubt - but they should be flexible in their approaches towards achieving that goal. Situations evolve, priorities shift, original plans may not work. In addition, this was a crisis intervention - not everything works according to the plan. All stakeholders should understand and internalize this in order to steer the innovation to success despite changing scenarios.
Often times, impulsive reaction to crises such as this earthquake is to start with the action (in this case, the survey) immediately. While this may give the illusion of speed at the beginning, in the long run, lack of proper planning may actually cause long delays later in the project - sometimes, it may even lead to total failure. Therefore, in this innovation, we deliberately took the time up front in planning the mobile data collection aspect of the survey to the level we could. Careful planning helped us identify potential challenges such as slow internet connections, dispersed surveyors, bandwidth congestion issues at the central server, etc. Consequently, we could anticipate much of the challenges that would later surface as the survey progressed, and could work to mitigate them in time.",,"a:10:{i:0;s:4:""4006"";i:1;s:4:""4007"";i:2;s:4:""4008"";i:3;s:4:""4009"";i:4;s:4:""4010"";i:5;s:4:""4011"";i:6;s:4:""4012"";i:7;s:4:""4013"";i:8;s:4:""4014"";i:9;s:4:""4015"";}",,,https://www.youtube.com/watch?v=xRENHfeJMnM&app=desktop,https://www.youtube.com/watch?v=5WqdhQojUAw
4004,"Badges - Rewarding Data and Innovation Work",https://oecd-opsi.org/innovations/badges-rewarding-data-and-innovation-work/,,"Louisville Metro","United States",local,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Badges - Rewarding Data and Innovation Work",https://louisvilleky.gov/government/performance-improvement-innovation/louisville-metro-badges,2017,"The Louisville Metro Badge Program rewards employees for tasks like creating an open dataset, crowdsourcing information from citizens or collaborating with other departments on projects. There’s a tiered reward system for civil servants who participate, with prizes ranging from LinkedIn recommendations to recognition at a city-wide awards ceremony.
","The idea is to ingrain innovation in all government departments, rather than concentrating efforts in the typical fields for government innovation, data and digital.
Employees can join the Louisville Metro Badge group to browse available badges and track their progress. Once they finish a task, they submit evidence – a dataset, testimonial, screenshot or photo of them at an event – then can add the badge to their digital profile.
To complete a track, employees must collect 10 out of the 15 possible badges. They range from simple tasks – like reading an innovation-themed book – to more complex endeavors, like integrating voice activation into a project.
The Metro Badge Program is part of a larger effort to advocate for more innovation across all levels of government.","a:5:{i:0;s:3:""220"";i:1;s:3:""619"";i:2;s:3:""194"";i:3;s:3:""178"";i:4;s:3:""305"";}","Embedding and fostering innovation and data skills across all of our city government by rewarding existing work and encouraging new work by employees. The project encourages and recognizes employees for their efforts, where previous attempts at this have failed. It's a fun and light touch way to build a culture of data and innovation.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Over 50 employees have signed up to participate, and we've awarded well over 100 badges in less than a year. We've also created a framework for other departments to create their own Badge program, and it's been adopted by Cyber Security and Resilience and Community Services, with Information Technology and the Safe and Healthy Neighborhoods both working on creating their own programs. We have handed out many of our tiered rewards, and plan to have an end of year celebration and award ceremony with the mayor.","Badge List is the private company's platform we use to track all the progress. https://www.badgelist.com/Louisville-Metro-Badges
It's a program that spans all departments and aligns with the work of our Data Governance city-wide team.","Employees are the ones earning badges, at all levels, including front line employees up to leadership.","We've increased our participation in our Data Governance data trainings, innovation projects, data analysis, and open data because people are using the Badges as a way to justify this work and be recognized for their efforts.","So far we haven't had any failures and the program has been positively received. I would like some funding for it to increase the value of the rewards - right now all the rewards are mostly free to create.","You need a leader to run the program (ie, Chief Data Officer, Innovation Office, Performance Improvement, etc) and a small group to create and manage the Badges. A method of communication or group to have adopt the program is good to have. Leadership buy-in (eg, mayor) is important to show this is going to stick around. And you have to follow through on your rewards and recognition.","Pretty easy to replicate because we created a step by step framework for this on our informational website. Two departments have used this info to create their own program with only one meeting with the Innovation team to answer simple questions.","It's a simple and fun way to embed innovation in your government, and drive participation.","We are very excited about the success of our Badges program and hope to grow it more next year and spread it to other departments and to residents too.","a:7:{i:0;s:4:""4016"";i:1;s:4:""4017"";i:2;s:4:""4018"";i:3;s:4:""4019"";i:4;s:4:""4020"";i:5;s:4:""4021"";i:6;s:4:""4022"";}",,,,
4023,"Open Government Coalition",https://oecd-opsi.org/innovations/open-government-coalition/,,"Louisville Metro","United States",central,"a:9:{i:0;s:8:""external"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:12:""public_order"";i:4;s:7:""science"";i:5;s:9:""transport"";i:6;s:17:""Digital Inclusion"";i:7;s:11:""Open Source"";i:8;s:9:""Open Data"";}","Open Government Coalition",https://www.govintheopen.com/,2018,"The OGC framework allows governments to work together to build useful tools for us all at no cost. Governments become project managers and private companies pay developers to do the work to spec and publish the cloud infrastructure-as-code online for any other entity to use for free.
We have a successful mobility project with over 80 governments, multiple public-sector entities, and private sector companies to fund and build it, and there are 3 other projects under development.","The Open Government Coalition was started by the Office of Civic Innovation in Louisville, KY to build, fund, and maintain cloud projects for multiple city governments with development costs paid for by private partners. See www.GovInTheOpen.com.
We realized that governments were paying hundreds of thousands or millions of dollars to pay vendors to develop solutions to common problems, and we do not do a good job of sharing our work and deployment process. If instead we can develop a project plan around specific valuable use cases, gather sponsors from interested stakeholders, and have tech companies to the work, we could open source the entire procurement process and build products for free. The resulting code and detailed deployment process is all released online, and governments have a platform to use and build upon collaboratively.
There are currently 4 active projects (and more being scoped) under the OGC umbrella.
1. Waze CCP processor – database, API, visualizations and maps for Waze government partners to make use of Waze’s anonymized data immediately and get out-of-the-box tools like traffic studies, faulty traffic equipment discovery, and collision prediction analysis. 12 governments have deployed including Los Angeles, Peru, New Zealand, Anchorage (in 30 minutes from a plane!) and over 80 more are supporting the future roadmap. Support from Waze, Amazon, Slingshot, Microsoft, Carto, GovEx, UPenn, and more.
2. SpeedUp USA - open source nationwide map that pulls individual internet speed test data from M-Lab and breaks down the results on maps and charts by points, census blocks, ISP, date range, and speed. Essential for digital inclusion efforts and ISP agreements since a tool like this does not exist for free anywhere else. Support from NDIA and local developers and city govs.
3. IFTTT Open Data Action – Allows residents to get alerts on any changes from a city’s open data from any platform IFTTT supports (text message, email, Twitter, Slack, Hue Bulbs, etc). Support from IFTTT.com and multiple cities.
4. Street Quality from cameras – a method to assess your city’s street grid pavement quality from Open Street Cam data and get a pavement condition index using the images into a dashboard.","a:3:{i:0;s:3:""213"";i:1;s:3:""623"";i:2;s:3:""303"";}","The OGC pools government needs and resources, allowing for collective management and funding or universal projects that can be built upon and expanded. This saves millions of dollars and creates tools that are built better.
Features of OGC Projects:
- Code/Programming: open source and publicly developed
- Benefits multiple governments at once
- Can be easily deployed and is well documented
- Likely deployed to and integrated with existing city cloud accounts
- May deal with sensitive data or data partnerships
- Pools our limited and specialized internal tech resources
- Saves money, quicker time-to-live
- No RFPs needed - in house solutions
- Outside organizations can help develop/support/fund/promote/sponsor
Key factors that make OGC projects different than other open source projects are private funding, paying a developer to build and maintain, and using the cloud for ease of replication.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The OCG platform has proven itself successful, and is under constant re-evaluation to allow the building of new projects.
There is a detailed framework for how we can ingest and evaluate new potential projects. This allows other governments to show their support and align key sponsors and collaborators. https://www.govintheopen.com/how-to-run-an-ogc-project.html
The first successful project was Louisville's open source Waze CCP data processor that has over 80 governments on board (cities, states, countries), and allows the use of Waze's mobility data for use cases like traffic studies, safety analysis, and finding faulty equipment. It's a collaboration between Waze, Amazon, and the local developer Slingshot to build a tool that is useful for any of the 800 Waze CCP partners, and the only cost is for hosting in the cloud. It can be deployed in 30 minutes from a plane, instead of the months it took to develop independently. https://www.github.com/LouisvilleMetro/WazeCCPProcessor","Over 80 governments have either deployed (Los Angeles, New Zealand, Peru, Anchorage) or expressed interested in deploying the Waze OGC solution. This project has the support of Amazon, Slingshot, and Waze, and we are talking with Microsoft, Carto, Google, and Data for Democracy for additional support and integrations.
There are 75 government people on the OGC Slack channel.
We have support or potential support for other OGC projects from IFTTT, Merit.edu, NDIA, PIFs, Census.gov and others.","Residents save tax dollars and have better solutions sooner.
Governments have better solutions quickly and at no cost.
Companies show support and fund projects, aligning with causes they value and driving adoption of their products.","For the OGC project itself, you can see immediate impact and outcomes from the successful Waze project.
We see this as a method to pool resources and develop a new ecosystem using an innovative type of public private partnerships (P3s).
This is a new area of innovation, combining the cloud, P3s, open source, and city/government co-management and support of projects, all at no cost to govs.","Each project needs a dedicated champion that knows the space, the gaps, and has a vision for success that can spend the time rounding up the needed stakeholders, supporters, and sponsors. This champion is essential to the success of the project as it goes through it's main phases: proposed, in review, gathering support, in progress, and maintaining. Each phase can have a different champion, but it needs one to get it to the next phase.
https://github.com/GovInTheOpen/Project-Portfolio/issues","Clear documentation of how to use the product and it's use cases and benefits are essential to gain the right support and adoption of the product.","The OGC is very replicable and in fact is built to be that way. It is a framework to replicate the success of past projects for future projects. The projects themselves are built to be replicable, and be deployed to multiple governments with ease.","We learned there is real need and pent-up demand for an innovation like this. Government employees know it is possible to create better solutions and are frustrated that they are tied to the frustrating parts of current vendor/procurement systems and end up with less usable products. The OGC allows them to instead co-create a product that serves their needs and at no cost quickly. The OGC framework is only possible with advancements in cloud adoption, hiring tech-savvy government workers who have the vision to create something collaboratively, and the acceptance of open source solutions.","Please read these quotes for government employees who have learned about the OCG Waze project:
""Love everything about this project.""
""This is how software should be developed.""
""Great national collaborative project.""
""Very excited about it.""
""I think it is an amazing idea! ""
""I think it's great to collaborate with these open source options in a consistent workflow.""
""I am all for it.""
""I think it is a wonderful helpful solution for many cities.""
""Kudos to the team for all their efforts and sharing with the community.""
""This is really a great initiative and will make it a lot easier to work with Waze data and avoid every city has to start from scratch!""
""Thank you for sharing this exciting opportunity!""
https://github.com/LouisvilleMetro/WazeCCPProcessor/wiki/Waze-CCP-Collaborative-Processor","a:1:{i:0;s:4:""4729"";}","a:3:{i:0;s:4:""4726"";i:1;s:4:""4727"";i:2;s:4:""4728"";}",,,
4025,"Canada Beyond 150: Policy for a diverse and inclusive future",https://oecd-opsi.org/innovations/canada-beyond-150-policy-for-a-diverse-and-inclusive-future/,,"Privy Council Office and Policy Horizons",Canada,central,"a:1:{i:0;s:90:""Policy support for the Prime Minister and Cabinet, and, strategic foresight, respectively."";}","Canada Beyond 150: Policy for a diverse and inclusive future",http://www.canadabeyond150.ca/index-en.html,2018,"Canada Beyond 150 was an experiment in leadership development for a diverse cohort of new public servants, with the goal of encouraging a culture shift to a more open and innovative public service. Working in groups part-time over a year, participants learned foresight, design thinking and external engagement methods and applied them to complex policy issues, with a focus on diversity and inclusion. It demonstrated the power of experiential learning, especially from engagement with stakeholders.","The Opportunity and the Innovation
Canada’s 150th anniversary was in 2017, and presented an opportunity for the public service to look forward — to boldly take stock of the challenges facing us today and envision Canada as the even greater society that it can become. It was also a time to expand the policy development toolkit, grow the public service’s knowledge base and analytical insight, and foster a culture of innovation capable of delivering a visionary future. Canada Beyond 150 was an innovation championed by the Privy Council Office in partnership with Policy Horizons Canada to achieve these goals.
Design and Objectives
The innovation had many elements. First, it was designed on the principle that diversity and inclusion could enable better and more innovative methods, generate stronger analyses, and yield better outcomes and greater prosperity. Second, it used innovative screening techniques to recruit a diverse and inclusive cohort of more than 80 new public servants from across Canada. It selected an engaged and ambitious participant pool and honed their abilities to become change agents within the public service.
Finally, Canada Beyond 150 was an immersive professional development curriculum that emphasized open policy development and innovative methods. Participants learned methods and techniques in foresight analysis under the tutelage of Policy Horizons Canada, a knowledge organization within the Government of Canada focused on medium-term policy development. They experimented with design thinking and other tools, and engaged and co-developed policy analysis and proposals with partners both within and outside the federal public service. Most of the project’s work was conducted virtually and accessed by participants across the country, with training workshops in innovative methods and tools posted publicly for all to use. As a result, participants engaged a wide and diverse spectrum of partners in the development of longer-term analyses and innovative ideas to influence and inform future policy-making. They strove to work in the open and, in adopting new methods and tools, to up the game on transparency and accessibility to the public and partners.
Benefits
The project delivered a suite of analyses and policy proposals in five timely and important thematic areas: reconciliation with Indigenous peoples; open and transparent government; socio-economic inclusion; the United Nations’ Sustainable Development Goals; and feminist government. The work will benefit Canada’s policy agenda in the short, medium, and long terms. It has had a particularly beneficial impact on Canada’s approach to reconciliation with Indigenous Peoples and open and transparent government.
The innovation had a number of benefits beyond these tangible deliverables. It tested and modelled digital-enabled ways to engage citizens, businesses, and other institutions in the policy and program development processes. It developed analyses that look beyond the horizon of short-term priorities and products to think big about how macro-level challenges and trends could have cascading impacts on the Canadian policy landscape. It designed diverse and inclusive solutions that have been disseminated across the Government of Canada’s policy, programs and service portfolios, and which will have positive ripple effects for years to come. And it has trained a new cohort of public service leaders, positioning them to channel their drive and ambition to make a positive difference in concrete areas of policy development.
Building to Scale
The Canada Beyond 150 experience is now an open-source, shared resource for all corners of the Canadian public policy community. The participants themselves have become new leaders and change-makers in policy development, and the resources of the curriculum have been disseminated across the public service and are available for use.
More formally, the Canada School of the Public Service has committed to explore the use of immersive policy development exercises like Canada Beyond 150 to develop a broader suite of training tools and approaches for the public service. The federal public service is launching its Medium Term Policy planning cycle, and the learnings and methods from Canada Beyond 150 will directly inform the trajectory of its analysis. Finally, Policy Horizons Canada is exploring ways to take up the Canada Beyond 150 toolkit and learning model in its future foresight studies and learning modules.","a:10:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""211"";i:4;s:3:""217"";i:5;s:3:""260"";i:6;s:3:""623"";i:7;s:3:""616"";i:8;s:3:""317"";i:9;s:3:""302"";}","Methods and Tools
Canada Beyond 150 deployed a uniquely designed, easy to use platform to screen applicants in a name-blind fashion. It created statistical tools to observe bias and weight application assessments accordingly, which helped to recruit a truly diverse and inclusive field of candidates.
It also used a unique suite of methods. It blended the future-focused approach of foresight studies with the user-centred sensibility of design thinking, and prioritized close engagement with partners and stakeholders throughout. This tri-partite lens surfaced unique analyses, diverse perspectives, and truly creative proposals for policy interventions.
Finally, it used digital platforms to support the work across regions and sectors – work that brought an innovative approach to areas of public policy that had hitherto been unexplored or underdeveloped. These tools allowed for a greater degree of transparency, participation, and accessibility in the policy development process.","a:1:{i:0;s:9:""diffusing"";}","Diffusing Lessons
The learnings from Canada Beyond 150 are currently being disseminated throughout Canada’s federal public service.
At the level of content and analysis, the project reports and findings are being used to inform the Government of Canada-wide Medium Term Planning cycle.
At the level of tools and approach, the innovative model deployed by Canada Beyond 150 is being examined for broader use and applicability in public service training and professional development by the Canada School of the Public Service.
Finally, the participant cohort continues to lead on the issues identified under the project. For example, the team on reconciliation with Indigenous Peoples continues to meet regularly to discuss issues in this space, and to brief on its policy proposals and approaches to the senior management cadre within the federal civil service.","Canada Beyond 150 participants' learning, foresight analyses and policy proposals were enriched by ongoing dialogue with diverse partners from all sectors. Indigenous collaborators worked particularly closely with both the team designing the program and the participants working to better understand reconciliation with Indigenous Peoples. Many of the key collaborators elected to be recognized on this list: http://canadabeyond150.ca/collaborators-en.html","Each participant group engaged with stakeholders and beneficiaries on their respective policy analyses and proposals. This included citizens; private firms and companies; other government offices and jurisdictions; and civil society organizations in a wide range of sectors and domains. For a full list of Users, Stakeholders, Partners, and Beneficiaries please see here: http://canadabeyond150.ca/collaborators-en.html","Canada Beyond 150 has issued reports for each of the eight thematic areas and a ‘project magazine’ summarizing the methods, tools, analyses, and learnings. A post-project survey showed that these products and the participants' learnings have been shared with the participants' home departments (100%), and with civil society partners and stakeholders (33%). The same survey also found evidence that the program was promoting a shift to a more innovative public service. After the program, participants reported being comfortable: communicating openly with Canadians about their work (65%); with collaborative horizontal projects (95%); and trying new approaches to their work and experimenting with new methods (78%). In addition, it is expected that the analyses and proposals developed through Canada Beyond 150 will inform the Government of Canada’s policy suite and toolkit over the course of the medium-term policy planning cycle. An evaluation of the program's impact is underway.","The project encountered challenges in delivering on the curriculum timeline, which was strictly confined to a 10-month period from June 2017-March 2018. . The ambitious planning of the project design team often conflicted with the pedagogical needs of the participants themselves. Learning new tools and methods; testing them out and adjusting accordingly; listening and engaging meaningfully with partners – all of these take time. And the reality of the amount of time it takes to execute these tasks well forced the design team to re-calibrate and adjust the curriculum accordingly. The lesson was to be agile instead of rigid – to adapt to circumstances as they materialized.","Leadership and guidance from the senior levels of the public service, including the Clerk of the Privy Council (Canada’s most senior public servant), was essential for the success of Canada Beyond 150. This provided the oxygen to allow the project to breathe and license for it to flourish. Access to experts in the policy development cycle and the unique suite of tools and approaches deployed in the project were also key conditions for success. These needed to be paired with a degree of support with financial resources, particularly to support the face-to-face meetings of participants from across the country. These were vital to advance the analysis and development of products like the final reports. Similarly, the success of the project is a reflection of the ambition and competence of its participant base, which was motivated and valued success and making a difference.","The Canada Beyond 150 policy toolkit has been replicated across a number of policy portfolios within the Government of Canada. Strategic policy shops are engaging in weak signal scanning and analysis and foresight analysis. Broad government movements like OneTeamGov and the Policy Community Partnership Office are deploying the user-centred focus of design thinking and techniques for co-creation and meaningful engagement at a broader scale across the federal civil service. These efforts focus on federal public service learnings, to be sure, but also implicate partners and stakeholders in other sectors and jurisdictions.
The immersive professional development model of Canada Beyond 150 is also being explored for use at larger scale and in other fora across the Government of Canada, with a particular focus at the Canada School of the Public Service.","Canada Beyond 150 was designed to encourage a shift to a more inclusive and innovative public service. The project design team identified a number of lessons to carry forward its spirit of experimentation and commitment to listening to diverse perspectives. These encourage public servants to:
Create environments that enable experimentation and experiential learning
A crucial part of experimentation is accepting that not all steps will go smoothly. Low-risk environments that facilitate experiential learning can have a transformative long-term effect, and help to strengthen
and expand the policy toolkit.
Support engagement wherever possible
The Canada Beyond 150 experience shows the remarkable power of engagement to help advance policy analysis and refine the design of policy proposals. This could apply equally to service and program design.
Engage in reconciliation, expect that it will be difficult, and don’t give up
The participants who chose to work on reconciliation experienced setbacks and discomfort. Reconciliation calls on public servants to examine their work within painful and continuing patterns of colonial organization
and resistance, and support efforts towards renewed relationships and better outcomes for Indigenous Peoples. The lesson from this program is to seek help, including from Indigenous Elders; seek out and prioritize Indigenous voices and perspectives; listen, reflect, and adjust; and keep trying for individual and institutional improvements that will advance reconciliation.
Recognize that embracing diversity and choosing inclusion within the public service can be valuable not only for fairness, but also for effectiveness
The Canada Beyond 150 model for diversity helped participants and the policy development process be better attuned to Canadians’ realities, which contributed to more responsive policy making.",,,,,https://www.youtube.com/watch?v=e5EVCmKSMUI,
4045,"R&D Platform for Investment and Evaluation (""R&D PIE"")",https://oecd-opsi.org/innovations/rd-platform-for-investment-and-evaluation-rd-pie/,,"Ministry of Science and ICT(MSIT)",Korea,central,"a:1:{i:0;s:7:""science"";}","R&D Platform for Investment and Evaluation (""R&D PIE"")",,2018,"The Government of Korea is beginning to implement a new innovation investment model, 'R&D PIE', which leverages big data analytics and machine learning in order to assess disruptive changes in the technology landscape, and to identify overlaps and potential opportunities across the Korean ministries. Through this, the government has a way of identifying missing links in the innovation initiatives, fostering collaboration among agencies, universities, and companies, and solving social problems.","Technological innovation is a key to national growth and prosperity. Recent advancements in artificial intelligence and cyber-physical systems are accelerating technological and industrial transformation across multiple sectors. In response to fast-changing technological landscape, many governments are allocating their resources to research and development programs, based on policies that maximize each country’s innovative capacities. In Korea, government funding for research and development has been growing steadily. Yet, the increase in investments has not fully contributed to innovative outputs. The fast-follower innovation strategy that propelled Korea’s success has reached its limit.
It is in this context that the Government of Korea designed a new R&D investment and budgeting model. Ministry of Science and ICT has identified three key problems to existing innovation funding policies:
Research and Development programs are fragmented among 14 different ministries and agencies, and information sharing is limited from the planning stage.
Basic, fundamental research is not connected to later stages of applied and commercial research and development.
There are inadequate considerations for regulatory barriers at the development stages. Furthermore, the feedback cycle between evaluation and funding is often misguided.
In order to address these issues, the Government of Korea piloted a new investment process, the Research and Development Platform for Investment and Evaluation(R&D PIE), in order to put the national RD system on a sustainable innovative path. The PIE system is built for each strategic technology sectors and is based on big data analytics of academic research, patent analysis, economic impact, and market information. During the planning stage, PIE system provides a basis for public-private partnerships and consortium building, as well as inter-agency efforts in combining agency resources for cross-sector innovation. The system enables ‘fast-track’ implementation of multi-stakeholder research agenda formation and streamlines bureaucratic procedures coupled with large government programs. At the investment stages, PIE system interconnects individual research projects with relevant national and sector policies and relevant human resource planning for enhancing feasibility and success of national initiatives. At the evaluation level, the system aims to accelerate feedback process, so the programs and projects could change course in real time, instead of going through bureaucratic processes.
Started as a conceptual framework in April 2017, the PIE model was approved for development by Minister Yongmin Yu in June. More than 300 academic, industry, and technical experts participated to develop the model. In January 2018, we came up with four models — Autonomous Vehicle, Precision Medicine, High-Performance Drones, and Air-Pollution Mitigation. In March 2018, We added an additional four models — Smart Farm, Smart Grid, Intelligent Robot, and Smart City. Currently, we are building models for Artificial Intelligence and Alternative Energy.
The model was recognized as one of the best policies of the Ministry, and, on February 2018, the R&D Investment Innovation Plan, based on the model was approved by the Economic Ministers Meeting chaired by the Deputy Prime Minister for Economics. 2018 fiscal year budget of 250 billion KRW was allocated using the model, and, for the 2019 fiscal year budget, 800 billion KRW is in the process of National Assembly approval.","a:10:{i:0;s:3:""147"";i:1;s:3:""178"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""210"";i:5;s:3:""214"";i:6;s:3:""623"";i:7;s:3:""373"";i:8;s:3:""354"";i:9;s:3:""612"";}","The R&D PIE model creates impact in economies because:
1) It provides evidence-based policy platform for not only innovation policies but also for the wider public policy arena. Agencies can monitor, analyze and manage technologies, talents, and regulatory issues via the PIE model. (example: the PIE platform interconnects more than 700 pollution mitigation research programs with long-range policies of eight different agencies.)
2) It improves the quality of public service to citizens. Instead of vague R&D goals, projects would be clustered and connected, and the public policies would be designed with higher resolution, for more effective public service delivery. (example: personalized medicine initiatives from different ministries are being coordinated through the PIE model, adding improvements to the national medical service provider system.)
3) Most importantly, it enhances the credibility of government innovation policies and brings innovation stakeholders to the same table.","a:1:{i:0;s:9:""diffusing"";}","As of this date of submission in 2018, this model has completed its first round of implementation for the fiscal year 2018. We are in the process of adding more machine learning and deep-learning methodologies to enhance data-integrity, as well as prediction and counter-factual functions of the model. In general, we are trying to reduce the labor-intensive part of running the model.","Ministry of Science created and launched the program. Several other ministries participated in designing and fine-tuning the model, including Ministry of Industry, Ministry of Transportation, National Policy Agency, Ministry of Health, NIH, Korea Weather Service, Ministry of Culture, etc. Ministry of Finance and Economy, the lead agency responsible for national budgeting, fully supported the effort in realizing the model into implementation.","Investment and Budgeting officers are the first beneficiaries of the model. The model is already enhancing the credibility of public policy.
Ministries are benefiting from realizing potentially no-go projects. The model helps with the planning and implementation of research projects, as well as their feasibility.
Program Managers and researchers benefit from the model, especially from the rich set of data that they can reference, as well as creating collaborations and partnerships.","We were able to reconcile a number of national programs that were on hold because of differences among ministries. For an example, a national large-scale autonomous vehicle program was on hold for a year and a half because of the disagreement among ministries. We were able to design an agreeable program that emphasizes each ministry’s strength and their policy discretions.
The model is quickly taking hold across different agencies. We would gradually expand the model into a majority of the R&D programs. The Ministry of Economy and Finance is also contemplating using the model for government budgeting other than R&D programs. We might be able to see the model in national SOC programs or Social Welfare Programs as well.","This approach is still shaping, and, while it has a potential for effectiveness, it requires more attention than the traditional approach for now. The dataset for analytical framework are still not so clean and often requires extensive manual labor to be worthy of analysis. We hope things would get easier with additional years of experience in analytics, budgeting and evaluation. Dedication of the PIE team would be important in order to manage the complex analytical system with a not-so-perfect set of data. In the future, as data-consistency improves, and the deep-learning model gets more precise, we hope the model would contribute to making R&D budgeting much easier for the national policymakers.","Since the result of the model was extremely uncertain, support at the Ministerial level was essential. Furthermore, the model was a huge departure from how things have been done in many agencies. hundreds of government officials and program managers contributed to making this model work, by doing parallel work of both the old way and the PIE way.","The PIE model could be replicated in other countries. Given that it is a data-intensive analytical model, factors that would condition replication would include:
Factors that would condition replication would include:
– Availability of comprehensive R&D program data with sufficient integrity
– Availability of experts who can analyze the program data along with research publications, patent, and market analytics
– Ministries willing to change the course of their policy, and officials who are willing to test different approaches to their policy-making process.","One of the most important lessons from using the model was the power of data analytics. Stakeholders were able to settle their differences as a result of the evidence-based policy-making process. Often different agencies speak different technical languages and bring in different perspectives. For autonomous vehicle model, Ministry of Industry perceived autonomous vehicle as a unit of physical product, whereas the Ministry of Transportation’s perception was a system of roads and sensors. We were able to narrow the gap.
",,"a:1:{i:0;s:4:""4072"";}","a:1:{i:0;s:4:""4071"";}",https://youtu.be/LAVKVCFt_Po,https://youtu.be/TabDTQNTWRA,
4047,"2018 ASEAN-Australia Codeathon",https://oecd-opsi.org/innovations/2018-asean-australia-codeathon/,,"Australian Transaction Reports and Analysis Centre (AUSTRAC)",Australia,central,"a:3:{i:0;s:8:""economic"";i:1;s:12:""public_order"";i:2;s:7:""science"";}","2018 ASEAN-Australia Codeathon ",,2018,"AUSTRAC is the first known government law enforcement or intelligence agency to run a global Codeathon forum. AUSTRAC leveraged innovation, collaboration and exploited technology to improve its business operations, develop efficient new solutions in consultation with government partners, industry, academia and the private sector.","Australia’s financial system is vast, complex and vibrant. Organised criminal syndicates are sophisticated and dynamic and constantly develop new ways to exploit any vulnerability they can find to launder the proceeds of their illegal activities.
Those motivated to support terrorist ventures mimic legitimate activity in financing those who wish to cause harm.
How can an agency of 300 people possibly detect and disrupt terrorism financing and criminal abuse of Australia’s financial system? Simple… Have the courage to ask for help!
One the eve of the historic ASEAN-Australia Special Summit in Sydney in March 2018, the Australian Transaction Reports & Analysis Centre (AUSTRAC) hosted Australia’s first ever Codeathon – dedicated to generating novel approaches to solving Australia’s most complex law enforcement and intelligence problems.
Thirteen teams made up of highly experienced specialists from government agencies, industry, the finance and banking sector, FinTechs, RegTechs, consultancy firms and a range of academia across Australia and all of our ASEAN partner countries collaborated and competed to discover and develop new solutions in a gruelling 32 hour challenge. We also had AUSTRAC intelligence and compliance analyst expertise as ‘mentors’ on the ground throughout the event to fuse skillsets collectively in an attempt to best solve the money laundering, terrorism-financing and cyber threats we face on a daily basis.
Our participants pitched their solutions to our eminent panel of experts and following the judging, awards and bounties for the most innovative and pioneering solutions for the following categories were awarded:
• the use of big data to combat terrorism financing
• the disruption of money launderers across the ASEAN
• exploiting financial data to gain insights
• applying AI to improve compliance
• the use of blockchain
• collaboration and knowledge sharing.
The very best ideas from the ASEAN-Australia Codeathon will continue to be incubated and prototyped in AUSTRAC’s Innovation Hub, which provides a safe space for us to co-design potential solutions with partners.
The Codeathon achieved a global success with television, radio and print coverage estimated to have reached an audience of 700,000 people.","a:11:{i:0;s:3:""147"";i:1;s:3:""162"";i:2;s:3:""178"";i:3;s:3:""181"";i:4;s:3:""190"";i:5;s:3:""611"";i:6;s:3:""211"";i:7;s:3:""217"";i:8;s:3:""260"";i:9;s:3:""612"";i:10;s:3:""335"";}","Codeathons and hackathons have been common practice for the university and technology sectors for decades and has more recently become common for the public sector as a way to engage other sectors in public sector innovation. These events are generally specialised and involve participants with similar skillsets from similar locations.
A codeathon of this type was incredibly unique and required a strong commitment from our agency to ensure a successful event. An innovative approach to solving serious and organised transnational crime issues in such a transparent manner has certainly broken new ground for AUSTRAC and the government landscape and confirmed our appetite for engaging with risk by sharing financial intelligence processes, techniques and methodologies.
The success of this event has confirmed AUSTRAC’s standing as one of the most innovative government agencies and an exemplar in experimenting with novel and unusual methods to solve existing and long-standing problems.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";}","Our Agency, through its Innovation Hub has been working with the ‘Cyber Six’ team, which was overall runner-up with their ‘Cryptocollect’ prototype at the Codeathon. The team’s solution involved applying artificial intelligence toimprove AML/CTF compliance and suspicious matter reporting.
The Cyber Six team consisted of university students, all of whom have a passion for intelligence and countering terrorism and a thirst to learn more. The working prototype developed by the Cyber Six resonated with the judges and displayed applied learning from the many amazing AUSTRAC mentors who were on hand throughout the event.
AUSTRAC has also arranged for the team to receive a series of mentoring and development session from our Codeathon sponsor Accenture. The team’s goal over the next three-to-four months is to further develop their prototype for FIUs and the banking industry to detect ML/TF risk from financial data.","To ensure success, we arranged high-level attendance, including the Minister for Law Enforcement and Cyber Security, Angus Taylor, and Adam Spencer as the Codeathon’s Master of Ceremonies. AUSTRAC staff worked side by side (as mentors) with participants to share knowledge and expertise. We also had the full support and backing of the Austrac leadership team allowing us to run and deliver the event in an innovative way. Importantly, we also relied on private sector expertise in the space.","We are continuing to work with many of our participating teams to iterate, prototype and potentially commercialise these unique concepts. The event has also provided us with an opportunity to develop work experience and graduate programs with many of the university students that participated. We are also working with partner agencies within Government to promote the value of embracing innovation and helping them build their innovation capabilities using the Codethon as a successful example.","More than 10 potential solutions were provided by our participants following the conclusion of the Codeathon. Many of the prototypes developed at our event have the potential for full and complete commercialisation. The level of quality for all of the concepts submitted at the Codeathon was extremely high and could not have been achieved using traditional business problem solving techniques in such a short amount of time. These innovations could potentially have a strong impact on the way AUSTRAC undertakes it future work, as well as our industry partners.
One the most exciting impacts for us as a group was feedback from participants and AUSTRAC staff, stating that using codeathons within their teams and agencies had the potential to develop faster and more innovative ways of solving common issues.","AUSTRAC had hundreds of people (including Ministers and dignitaries) attending the historic event, including the lead-in to kick off, throughout the 32 hour event itself, and for the awards ceremony. Participants were from all corners of the globe, some had no idea what a ‘codeathon’ was, so our messaging could not be consistent at all times depending on the audience. This created many challenges for our organisers. From a very early stage in the event planning, we learned that differing languages, backgrounds and cultural barriers needed to be considered at all times. We were also mindful of creating an atmosphere where we were asking participants with no background in hacking or coding to team up and collaborate with those that had extensive experience for these types of events. Organic communication and event planning became the norm for the coordination team and it quickly evolved after the concept of our Codeathon was announced in 2017.","An event of this nature and magnitude relied heavily on the basic principles of innovation – including collaboration, co-design, continual iteration, continuous building and improvement and being open and sharing experiences throughout the event. As a team, we embraced the challenge of venturing into the great unknown and learning as we went!
The support of AUSTRAC's leadership meant that AUSRTAC was able to break down traditional barriers surrounding the perception of government by coordinating this event. We have shown that our commitment to co-designing with traditional and non-traditional partners can work and work very effectively. It has also been a critical tool to highlight how important collaboration and culture is as an effective component in innovation.","A ‘Codeathon’ of this nature has not been undertaken by another Government Agency, however AUSTRAC has been contacted directly by a range of not-for-profit organisations and international agencies seeking our assistance in helping them plan and develop their own codeathons and to share our insights on the intricacies of running an event of this type. This collaboration is tremendously exciting and also provides further and more tangible opportunities for us to engage with a broader sector of potential partners to continue expanding our skills and knowledge base.
These sorts of approaches to problem solving dramatically increase workforce productivity, efficiency and effectiveness, as opposed to the traditional project management approach generally utilised by government. These new methods of delivery also provide the potential for a more immediate and positive impact on local and international government.","AUSTRAC was able to break down traditional barriers surrounding the perception of government by coordinating this event. We have shown that our commitment to co-designing with traditional and non-traditional partners can work and work very effectively. It has also been a critical tool to highlight how important collaboration and culture is as an effective component in innovation.
The Codeathon has provided introductions to brand new connections that we will continue to leverage into the future and vice versa. Codeathons are tremendously rewarding experiences and are pure innovation in action. The benefits are multi-faceted, including the forging of new partnerships, new aspects of knowledge sharing, real-time collaboration and accelerated design and prototyping. Everyone at AUSTRAC, and many of our government partners, both locally and internationally, believe it will become an effective and ongoing mechanism for project success into the future.
The feedback in relation to the success of this event has personally shown us that our gamble has paid off and further emphasised how our investment in innovation continues to reap benefits for the agency.","In the current environment, ‘innovation’ is a term that is often used. AUSTRAC is passionate and committed to showing how it can deliver tangible outcomes in solving traditional and long-standing problems. We are creating ‘innovation as a culture’ at the agency, rather then one standalone Innovation Team. Delivering an event such as this was an irrefutable example that new approaches and ‘left field’ thinking can deliver incredible results for everyone involved. This event provided the opportunity for our entire agency to work as one, with an incredible sense of shared purpose, fun, audacity, solidarity and excitement bubbling throughout the 32 hours and beyond. The sentiment in the room reinforced that an event of this nature showcases that these sorts of innovative approaches to solving problems can be one of the most effective levers in tackling challenges in our work for everyone at AUSTRAC. In recognition of this innovation, AUSTRAC was awarded a Public Sector Innovation Award.","a:7:{i:0;s:4:""4055"";i:1;s:4:""4056"";i:2;s:4:""4057"";i:3;s:4:""4058"";i:4;s:4:""4059"";i:5;s:4:""4060"";i:6;s:4:""4061"";}",,,,
4069,"The convergence of IoT (Internet of Things) and Administration (Smartcity)",https://oecd-opsi.org/innovations/the-convergence-of-iot-internet-of-things-and-administration-smartcity/,,"Seodaemun-Gu Local govenment",Korea,local,"a:1:{i:0;s:22:""Public administration "";}","The convergence of IoT (Internet of Things) and Administration (Smartcity)",,2017,"The neighborhood of Seodaemun-gu in Seoul has implemented various Smart City/IoT activities:
1. The establishment of the control system of public trash bins
2. Operating the village bus information service for the safe return of residents
3. Establishment and operation of “Police security report app” for the safety of public restroom
4. Build a smart walking trail in Seodaemun An-san(An-mountain)","The city of Seodaemun-gu has implemented innovation incorporating high-end technology with administration. In the age of fourth industrial revolution, Smart City has been developing by integrating the IoT (Internet of Things) into administration.
In modern society, various administrative demands are generated such as women’s crime, health problems, and garbage issues. To solve these problems we have promoted the quality of resident’s service using IoT.
1. The establishment of the control system of public trash bins
- Clear street environment with the control system of public trash bins which predicts the amount of garbage loading and collection time in advance.
- After using the control system, effective garbage collection became possible.
2. Operating the village bus information service for the safe return of residents
- Supports the prevention of crime and safe return of residents such as women and students by operating a system that automatically connects the smart phone app with the beacon installed in the bus to send the information on boarding and getting off the buses to the guardian
- After the introduction of the service, no crime or incidents have occurred
3. Establishment and operation of “Police security report app” for the safety of public restroom
- Prevent crime and relieve the anxiety of public toilet users’ in the night time by installing beacons and emergency bells in the toilet
4. The first in the nation: we built a smart walking trail in Seodaemun Ansan(An-mountain)
- The smart walking trail of Ansan, a mountain climbing spot in Seodaemun-gu, operating mobile walking apps (called ""Walk On"") combined with IoT. Through this app which provides visitors with information about health information, history of the region and good restaurants, we activate local economy and encourage residents’ walking life.
- Develop health promotion policy for residents through utilization of big data from the walking promotion business
○ Main achievements:
- Smart Trash can prevents fire and decreases the number of collection times reducing collection fuel costs, greenhouse gas emissions and traffic congestion ▸ Reduced the budget by 45,911,200 won (40,421.91 USD)
- In terms of enforcement, the village bus information service impacted safety outcomes.
-The smart walking trail in Seodaemun Ansan is the first in the nation.
- Establishment of 31 local beacons broadcasting health and restaurant information around smart walking trail
- Creating a win-win for local companies by offering discount coupon and free admission ticket when achieving goal step by app users
- Establishment of official community for activation of residents' walking: 11 communities 3,278 people
Seodaemun-gu has been effectively and smartly solving many problems which are difficult administrative requirements using IoT, such as environmental problems, crimes, and health problems. Also, we are attempting to combat social order and light pollution by applying IoT.","a:3:{i:0;s:3:""239"";i:1;s:3:""354"";i:2;s:3:""283"";}","In response to the limited budget and the shortage of local government, administrative demands are gradually diversified. To improve residents' satisfaction and solve problems smartly, we attempt to integrate technology and administration.
1. Creating and preserving clean street environment by building a control system in the public trash bins which pre-predicts garbage loading detection and collecting time
2. Supporting the prevention of crime and safe return of residents such as women and students by operating a system that automatically connects the smart phone app with the beacon installed in the bus to send the information on boarding and getting off the buses to the guardian
3. Prevent crime and relieve the anxiety of public toilet users’ in the night time by installing beacons and emergency bells (18 places) in the toilet
4. Create a smart walking trail of Ansan, a mountain climbing spot in Seodaemun-gu, operating mobile walking apps (so called Walk On) combined with IoT","a:1:{i:0;s:9:""diffusing"";}","○ By presenting best practices for activating walking, we promote sustainable development and maximize ripple effect
○ Contributing to revitalization of local economy by connecting between local business owners and local residents through 'Ansan Smart Circle Road (walking trail)'
○ After the introduction of Smart Horizontal Recycle Bin, we prevent fire effectively, and reduce garbage collection frequency. Also, it helped reducing fuel costs of vehicle for garbage collection, greenhouse gas emissions, and traffic congestion
- Awarded the Presidential Award by the Ministry of Public Administration and Security","1. Partnership with local companies and stores engaging in the discounts programme:
- four beauty salons cooperating with Seodamun branch of Association of Korean hairdresser and several cafes and bakeries cooperating with confectionery bakery association.
History (Seodaemun Prison History Hall) and culture (Seodaemun Natural History Museum) Facilities: 2 places
2. Collaboration with residents
- Establishment of official community for encouraging residents to take a walk","Because the purpose of the administration is ultimately to make the lives of residents convenient and safe, basically, the residents are the largest beneficiaries. In our actions, which helps reduce the budget, we also share the benefit in the position of local governments. For example, Smart Trash bins can prevents fire and decreases the number of collection times reducing collection fuel costs, greenhouse gas emissions and traffic congestion.","
- Our work has resulted in fire prevention, reduction of waste collection vehicle fuel costs, greenhouse gas emissions and traffic congestion after introduction of smart wastebasket on the street. Net reduction to our budget has been by 45,911,200 won.
- We were awarded the presidential prize on ‘Korean E-Government Award’ supervised by Ministry of the Interior and Safety.)
- Both the two initiatives, the village bus safe-home-return guidance service and the creation of ‘An-mountain smart Dulle-gil(surrounding road)’"" are first in the nation initiatives, and have been set as benchmarks by other municipalities.
- We established a regional corporate symbiotic system by setting 31 beacons sending out health and gourmet information around the ‘Smart Dulle-gil (surrounding road)’ and serving discount coupons and free tickets when people achieve the target step.
","○ Limited budget
We are required to supply early project costs for system construction work, so it is difficult to introduce quickly the technologies into various fields. In order to overcome this, we are planning to expand our business by gradually adding a budget to business combining technology and administration every year and by participating in public projects implemented in related departments of central government.
○ Distinguishing between the implementation area and the non-enforcement area
One of our projects we are currently developing, ‘a village with zero light pollution’ project, faces difficulty and pushback because there are areas where the technology is installed and areas where it is not installed.
In the case of the first installation area, it was selected of the place where the light pollution damage was the most severe.
It is planned to assign the installation area with priority in the place where the light pollution is high in order.","○ We had to reduce the financial burden of our local government by budget support for initial construction of communication technology and system by the way of actively participating in the model projects of the ministry of Science and ICT and Seoul City.
○ We needed to make ""a place of communication"" to connect the internet and things by utilizing smart phones, things with people and eventually people and people.","○ The Internet of things (IoT) can be incorporated into various fields. Since it is the core of this technology that it is possible to extract and analyze information from the installation areas
1. By using IoT technology, we can have the physical fitness information of the residents exercising at the public sports center automatically measured and analyze which factors are lacking and what kind of exercise is needed and can recommend the proper sports program for specific people.
2.If you enlarge the Seodaemun-gu An-mountain jarakgil model and apply IoT technology to major sightseeing spots so that it suggests to you the perfect sightseeing package, where to dine gourmet, playing and lodging, etc. according to the each sightseeing course, it is not only convenient for tourists but also can be expected to be able to attract business to the local economic activity.","The consideration for the residents' best interests is the basis of administrative innovation where we experienced in the process of introducing IoT to the administration part and making innovation.
1. IoT technology-related smart wastebasket on the street
For the aesthetic satisfaction of residents walking on the road, we constructed a control system on the side of the wastebasket to predict in advance the amount of garbage loading, collection time and so on so that we can always maintain a clean street environment by the rational and efficient management.
2. The operation of “village bus safe-home-return guidance service.”
To promote crime prevention and safety, we operated a system that automatically transmits night bus passengers and night bus passenger information for families using signal devices installed in bus and smartphone applications
3. Establishment and operation of “Police security report app” for the safety of public restroom
In order to solve the feeling of anxiety of the user during the night time, beacon and emergency bell are installed in the toilet so that it can be used with confidence
4.Build a smart walking trail in Seodaemun Ansan(An-mountain)
We hoped for residents to live healthy life by walking in the clear air, and established a smart surrounding path on the An-mountain jarak-road which is the famous hiking attraction by combining Mobile Walking App (Walk On) and IoT, so that the information such as health information, history, culture, gourmet, etc. is offered to residents and tourists and people can have a habit of walking in ordinary life.",,"a:3:{i:0;s:4:""4124"";i:1;s:4:""4125"";i:2;s:4:""4126"";}",,https://youtu.be/cLag1QpjZuo,,
4074,"Design Academy for Public Policy (LabGobAR)",https://oecd-opsi.org/innovations/design-academy-for-public-policy-labgobar/,,"Undersecretariat of Public Innovation and Open Government",Argentina,central,"a:4:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}","Design Academy for Public Policy (LabGobAR)",https://www.argentina.gob.ar/academiadediseno,2016,"In Argentina, public servants are getting promoted according to their innovation level. To support this initiative, The Design Academy for Public Policy teaches public servants how to innovate. At the Academy, we teach the core skills and innovative tools public servants need to acquire in order to solve future public challenges, and at the same time empowers them to be part of a cultural change within the government.","As the formative space within Government Lab of Argentina (LABGobAr), Design Academy for Public Policy's main goal is to establish and scale innovation skills and tools in the public sector. It summons public servants and government officials to take part in inspiring meetups, trainings and workshops, in order to develop creative and collaborative dynamics to achieve its goals for innovative practices within the public sector.
The Design Academy for Public Policy is framed in three main working areas:
- KNOWLEDGE: research, systematization and spreading of knowledge, tools and experiences of public innovation
- SKILLS: development, design and execution of trainings in public innovation, open data, open government and digital economy to the public servants
- COMMUNITIES: identifying and bringing up specific-themed communities of practice and strengthening them, through different devices that promote inspiring meetings for action, participation and collaboration.
The Design Academy for Public Policy not only trains public servants in acquiring future skills and innovative tools to solve public challenges, but also empowers them to be part of a cultural change within the government. In order to achieve this goal, the Academy collaborates with the National Institute for Public Administration of Argentina (INAP). All the trainings, workshops, talks and meet ups the Academy organize are executed through INAP’s platform.
In 3 years, we have trained over 15.000 public servants across national and subnational offices and we are expecting to achieve 20.000 students by the end of 2018.
We have 6 specific skills that we promote throughout our different programmes: Iteration; Design Thinking; Digital Thinking; Data and Evidence Use; Curiosity and flexibility; and New narratives and cooperation.
Some of the topics we cover are:
- Design Thinking; Human-centered design, Open Innovation Agile methodologies, Prototyping;
- Big Data, Artificial Intelligence, Machine Learning, Data Visualization;
- Open Government, Transparency;
- Evaluation and monitoring, Theory of Change;
- Digital Transformation, Digital Economy and
- Storytelling, New formats of communication, design for non-designers.
Even though we have fixed training programmes we also offer tailor-made trainings and courses for the different government teams according to their needs.
Design Academy for Public Policy fixed programmes are:
1. Inspiring talks: Brief sessions in which specialized speakers spread inspiring and transformative concepts and experiences.
2. Virtual Courses: Cutting edge knowledge for distance learning.
3. Face-to-face Trainings: Learning by doing trainings with the aim to co-create knowledge from the practical experience of its participants and create a learning community.
4. COMMUNITY MEET-UPS
4.1 Digital Community Meet-Ups: an unconference made to exchange knowledge, experiences and technological tools. Speakers, lightning talks, clinics and self-organized debate tables.
4.2 Innovation Marathon: Bigger scale one-day inspiring session with several and simultaneous classrooms where different topics are being taught. It also has a space for participants to propose and give an inspiring talk or simply share an experience.
5. EXECUTIVE PROGRAMMES:
5.1 Agile Design for Public Policy Program (DAPP): Executive Program where high ranking public officials attend with their teams and bring a real challenge they face at work and tackles it through Design Thinking.
5.2 Innovation Ecosystems: Executive Program for high ranking public officials from sub-national governments and their teams where we transfer innovation skills through solving real challenges.
5.3 Multipliers: Training programme for capacity building teams throughout the public administration, focused on building capacities for research, design and evaluation of formative programmes in order to multiply innovative capabilities throughout the government. NOTE: In Argentina, every Ministry has a capabilities building team.
5.4 Emerging Innovators (hasn’t been launched yet): It is a Program where we form interdisciplinary teams of public servants from different Ministries and give them a real challenge that they have to solve through the application of innovation tools.
6 INTERNATIONAL TRAININGS: We have developed a virtual training program for Latin American public officials in collaboration with the Latin American Center of Administration for Development (CLAD) and the Ibero American School of Public Administration and Policy.","a:3:{i:0;s:3:""190"";i:1;s:3:""317"";i:2;s:3:""335"";}","Governmental organizations must deal with different challenges that are new and complex. Public institutions have to innovate. Public administration universities, where budding civil servants learn the fundamentals of policymaking, law and leadership, are common. But Argentina may be the only country with a government-run school devoted to teaching public servants how to innovate.
The Design Academy for Public Policy is transforming the way government works by offering a variety of trainings, with introductory sessions, specialized courses, team classes and creating materials, which are available to public officials in all levels of government. Our aim to establish and scale innovation skills and tools in the public sector is a novelty to a structure that has been working in the same way, and with the same methods, for more than 40 years. It has reached int its 3 years more than 15 000 public servants.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Design Academy for Public Policy, funded by the Government Lab of Argentina (LABGobAr), teaches public servants skills that will be central to the future way of working inside the government.
In 3 years, we have trained over 15,000 public servants across national and subnational offices and we are expecting to achieve 20,000 students by the end of 2018.
We train public servants, create communities of practice and develop academic materials for our students. We have published 7 sets of tools, 4 of which can be found in the OPSI of the OECD. Books and didactic kits are being developed to have are own library. New multimedia content, such as podcasts, are being explored.
At an international level, we are exploring the possibility to advise other countries on how to implement their own Design Academy.","The Design Academy for Public Policy main collaborator is Argentina’s Institute for Public Administration, which trains civil servants in the more traditional skills needed for government work. We acts as a lab for the public administration school. We also rely on government teams, both in the national and subnational level, to reach public servants from all over the country and, finally, on LABgobar's partners (such as NESTA, Harvard University and UK’s GDS, among others) to perform in our executive programmes.","We aim to serve public servants who work in all levels of Public Administration, at operational or official levels, regardless the specific tasks that they develop.
Our main users are those who haven’t been in contact with these topics and want to learn-by-doing. We also reach those who have been in touch with these methods, but need some guidance to solve their main issues, and other public agents who are already experts in our contents, yet require further trainings.","Measuring capabilities is an unresolved global debate, however, we have our own indicators that allow us to analyze and measure the impact of this Project.
Data Analysis: By collecting data through a training management system we can analyze training trajectories, ages, gender, professional training, etc.
Satisfaction: Surveys measure the satisfaction of students, and the possibility to use the tools acquired.
Success Cases: Through the approach of learning-by-doing we show substantial changes. For example, in the Ecosystem of Innovative Cities program in the City of Comodoro Rivadavia, a protocol for the prevention of natural disasters was developed and regulated in a municipal ordinance project worked with the community through human centered design.
Another way we hope to show impact is by creating communities of practice that encourage collaboration between public servants once they've left the classroom. We have done this with meetups, conferences and ""innovation marathons"".","One of the biggest difficulties was setting this new agenda in a public administration used to receiving traditional training. This situation was identified and worked on in advance, validating the progress in meetings and focus groups with people who fitted the student profile we were searching for.
To enhance receptivity and minimize resistance, we partnered with national and decentralized agencies in what we call the ""Academia District"": a cluster of 10 sites hosting the various training sessions. With this initiative, we achieved an Academy that goes to the work spaces of public servants.","The necessary conditions were:
. Institutional Context: The Modernization Plan, aims to move towards a Public Administration with professionalized technical teams trained to provide public solutions.
. Structure: The Design Academy is part of the Secretary of Modernization of the Presidency of the Nation through the Undersecretary of Public Innovation and Open Government. The area in charge of the project is the Directorate of Capacity Development for Innovation.
. Political will: Andrés Ibarra, Deputy Chief of Staff and Secretary of Government for Modernization, is a great promoter in our country of the importance of prioritizing and revaluing public employment.
. Human and Financial Resources: This project has its own budget of the Government Secretariat for the Modernization of the Presidency of the Nation, as well as strategic alliances with partners such as IDB, CAF and INAP. This project has its own team of 6 people and a committee of thematic experts.","National Institute for Public Administration: Given the experimental framework of the Academy, it has become the ideal place to try and implement new trainings, formats and methodologies, which are then to be replicated by INAP in other trainings.
Provincial and Municipal Institutes for Public Administration:Although the link with these organizations is incipient to date, we see an enormous opportunity to replicate the model of the Academy in provincial and municipal training institutes in Argentina.
International Training with the Latin American Center of Administration for Development (CLAD): For the first time, the Academy was invited to develop a virtual training for 22 countries members of CLAD.
Other Government Schools: The Academy is frequently consulted by other laboratories or government schools on how the model can be scaled or replicated in other countries.","We’d like to share the following lessons:
Listen-Empathize: When developing the project, one of our main concerns was whether public servants were willing to embrace a new training agenda, with topics that were out of the ordinary for the government environment. To our surprise, and after understanding our audience, we were able to design learning experiences that have been adopted by all levels of government.
Iterate and embrace mistakes: We weren’t afraid of implementing our programmes at a low scale and that allowed us to make improvements in the process.
Seize opportunities: There are times where the conditions of undertaking a project of this magnitude in the public sector are not the right ones. In our experience, capitalizing knowledge of the LABgobar team, searching for idle capacity in ministerial bodies that served as the academia district for our workshops, involving key partners in the project (Human Resources areas, for example), was what allowed us to undertake the project in a solid manner.
Internal partners: A main asset is to be able to identify the key partners of the project. In our case it was to associate with the National Institute of Public Administration, the directors of capacity development of ministries and government agencies and human resources areas. They have become the drivers of the project.
External partners:Involving external key partners such as IDB, CAF, national and international universities in the project has been key to legitimize the initiative.
Maintain: Introducing a new public policy naturally generates resistance. Keeping a clear vision of the purpose of the project and always communicating, is fundamental for prosperity.
Sustainability: Governments change, initiatives too. Leading projects is easy, but making them transcend is very complicated. In our case, the partnership with INAP was fundamental for our academic offer to transcend this administration.",,"a:22:{i:0;s:4:""4104"";i:1;s:4:""4081"";i:2;s:4:""4077"";i:3;s:4:""4078"";i:4;s:4:""4079"";i:5;s:4:""4082"";i:6;s:4:""4080"";i:7;s:4:""4083"";i:8;s:4:""4084"";i:9;s:4:""4085"";i:10;s:4:""4086"";i:11;s:4:""4087"";i:12;s:4:""4088"";i:13;s:4:""4089"";i:14;s:4:""4090"";i:15;s:4:""4091"";i:16;s:4:""4092"";i:17;s:4:""4093"";i:18;s:4:""4094"";i:19;s:4:""4095"";i:20;s:4:""4098"";i:21;s:4:""4097"";}","a:8:{i:0;s:4:""6250"";i:1;s:4:""6251"";i:2;s:4:""6252"";i:3;s:4:""6253"";i:4;s:4:""6254"";i:5;s:4:""6255"";i:6;s:4:""6256"";i:7;s:4:""6257"";}",,,
4114,"Lincoln Autonomous Shuttle Project",https://oecd-opsi.org/innovations/lincoln-autonomous-shuttle-project/,,"City of Lincoln, Nebraska Department of Transportation and Utilities","United States",local,"a:1:{i:0;s:9:""transport"";}","Lincoln Autonomous Shuttle Project",http://lincoln.ne.gov/city/pworks/shuttle/,2018,"This project is about how new transportation technologies can be integrated into an existing public transit system. The City of Lincoln successfully tested a demand-responsive autonomous microtransit vehicle that operated in the University of Nebraska's Innovation Campus. Use of autonomous microtransit vehicles in public sector transportation systems will play a critical role in ensuring safe, efficient, affordable and equitable access to many people across the world well into the future.","The Autonomous Shuttle Project is about the future of mobility, and how new transportation technologies can be integrated into an existing public transit system. In June and July, 2018, the City of Lincoln, Nebraska successfully tested a demand-responsive autonomous microtransit vehicle that operated in the University of Nebraska's Innovation Campus. As a result of that test project, the City will embark on one of the largest deployments of autonomous microtransit vehicles into a mixed traffic environment anywhere in the United States. The goal for year one is to develop the required infrastructure needed for deployment along a fixed-route in downtown Lincoln, and to operationally deploy five vehicles. Three more shuttles will be added to the fleet in year two and the route will expand to cover a larger footprint. By year three, ten shuttles will fully cover the downtown area and even expand south into an existing neighborhood.
The autonomous shuttle combines the benefits of public transit with the convenience of an on-demand operation. Commercially viable models are offered by several manufacturers with similar operational capabilities and passenger capacities. Vehicles are electric and have the computational abilities to observe and react to complex environments using a sensors that include radar, lidar, ultrasonic sensors, global navigation satellite systems, and optical cameras. Vehicles communicate using a combination of dedicated radio, cellular and short range communications. They have a seating capacity from eight to fifteen individuals with additional room to accommodate standing as well as accessibility ramps to accommodate wheelchairs. Maximum speed for the vehicles is 35 miles per hour.
On-board vehicle software allows the vehicle to interpret data streaming from its sensors matched against 3-dimensional maps of its environment. The software can determine what objects are permanent and what objects can potentially impact the vehicle's operation, such as pedestrians and other vehicles. The user-side software is the interface for a passenger to request rides, make payments, and monitor pickup times. This can be optimized for a downloadable smartphone app or be used through an interactive, stationary kiosk. The intent is to provide an easy and seamless user experience.
Public transit plays an important role in our society. As the City continues to grow, the problems associated with the overwhelming use of privately owned vehicles will become more and more acute. This is the time to explore new options for mobility and Lincoln has been at the leading edge of developing a concept for operational deployment of autonomous vehicle technology. Use of autonomous microtransit vehicles in public sector transportation systems will play a critical role in ensuring safe, efficient, affordable and equitable access to many people across the world well into the future. This is an exciting time, and Lincoln intends to be at the forefront of these emerging technologies for the good of its people.","a:1:{i:0;s:3:""876"";}","The project represents the largest deployment of autonomous microtransit vehicles into a mixed traffic environment anywhere in the United States. The autonomous shuttle combines the benefits of public transit with the convenience of an on-demand operation. Vehicles are electric and have the computational abilities to observe, interpret data and react to complex environments using a sensors that include radar, lidar, ultrasonic sensors, global navigation satellite systems, and optical cameras. Vehicles communicate using a combination of dedicated radio, cellular and dedicated short range communications.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:14:""implementation"";}","In June and July, 2018, the City of Lincoln successfully tested a demand-responsive autonomous microtransit vehicle that operated in the University of Nebraska's Innovation Campus. As a result of that test project, the City will embark on one of the largest deployments of autonomous microtransit vehicles into a mixed traffic environment anywhere in the United States. The goal for year one is to develop the required infrastructure needed for deployment along a fixed-route in downtown Lincoln, and to operationally deploy five vehicles. Three more shuttles will be added to the fleet in year two and the route will expand to cover a larger footprint. By year three, ten shuttles will fully cover the downtown area and even expand south into an existing neighborhood.","City of Lincoln, Nebraska - municipal government leading the project and public transit agency.
Bloomberg Philanthropies - grant provider in the amount of $100,000 to complete a test and prototype of the technology.
Allo/Nelnet - broadband network provider.
University of Nebraska - flagship university research partner.
University of Nebraska Innovation Campus - test host.
Navya - autonomous vehicle vendor.
HDR - technical consultant.
Downtown Lincoln Association - civic partner.","The testing of the shuttle has been highly successful in terms of operations, community acceptance, excitement and national visibility. Stakeholder groups and the general public were offered free shuttle rides over several weeks as an opportunity to interact firsthand with the technology. Project administrators measured the attitudes of people before and after the rides, which reflected overwhelming support for the technology.","The testing of the shuttle has been highly successful in terms of operations, community acceptance, excitement and national visibility. Stakeholder groups and the general public were offered free shuttle rides over several weeks as an opportunity to interact firsthand with the technology. Project administrators measured the attitudes of people before and after the rides, which reflected overwhelming support for the technology.
With that said, moving from a testing environment into a full deployment environment will come with many challenges. We are in the process of raising additional funds needed to fully support the project. In addition, our primary responsibility is the safe deployment of the technology into a mixed traffic environment. We expect the program to be wildly popular once it is fully funded and fully and safely operational.","Typical challenges emerged as a result of this trial period. We learned a great deal about the operational capability of the autonomous shuttle. Because this electric vehicle was operating during very hot days, the air conditioner was draining the vehicle's battery which had to be charged more frequently than we anticipated. This resulted in a adjusted ride schedules for people. We also learned about the regulatory environment associated with autonomous vehicle technology. In seeking a waiver from the federal government to operate the vehicle, we learned that we could not secure a waiver in time to operate directly on a public roadway. For the testing phase and to offer public rides, we utilized a private roadway and parking area in the University of Nebraska Innovation Campus, which turned out to be extremely accommodating and successful. However, we have learned a great deal from these minor setbacks and adjusted our approach accordingly.","The biggest condition required for any innovation to succeed is a healthy tolerance for risk-taking, and possibly failure. Because there are only two outcomes for trying something new - - success or failure. If we want innovation, we must embrace failure as a natural outcome. And that is really hard to do; especially in government. In Lincoln, Nebraska however, we know that failure is not a waste but a tool. It’s a lesson that can shape us and lead to our future success. And it is this healthy and pragmatic relationship with failure that creates an environment where innovation is possible, where testing Autonomous Vehicle Technology is even conceivable.","We strongly believe this program can be replicated around the world offering safe, efficient, affordable and equitable access to many people well into the future. While the City will embark on one of the largest deployments of autonomous microtransit vehicles into a mixed traffic environment anywhere in the United States, autonomous shuttles have been deployed in other cities including, Las Vegas, Minneapolis and Austin.","The pilot project taught us that our community is well-positioned and ready to embrace this technology. It was profoundly popular to people particularly our aging population and youth.",,,"a:1:{i:0;s:4:""4127"";}",https://youtu.be/J7zF7P2NpfE,https://youtu.be/dPLaDYDisIo,https://youtu.be/6g8l2P1HTUY
4128,"The People’s Virtual Power Plant",https://oecd-opsi.org/innovations/the-peoples-virtual-power-plant-based-on-blockchain/,,"Korea Power Exchange",Korea,central,"a:1:{i:0;s:22:""Electric Power Marker,"";}","The People’s Virtual Power Plant",,2018,"The Korea Power Exchange (KPX) set students and parents as policy targets and systematically connected electricity-saving activities with the performance of volunteer hours which reflected in grades of school students. This program, which estimates electricity savings as a service rather than money, is leading to changes in consciousness that are perceived as social values in the future. The People's Virtual Power Plant will eventually be fused with advanced technology (blockchain, AI, big data) to develop into national institutions.","Last 50 years, Korea has grown its economy through strong industrial policies and is planning to achieve an average national income of USD 30,000.00. Among these 50 years, it is noticeable that Korea has led the global market in many of fields especially on manufacturing, finance industry and the information technology. This can be interpreted as Korea has focused and centralized on industries that require tremendous amount of electricity, and thus produce a lot of greenhouse gas emissions. In order to reduce the constructional risk of the power plants and electricity cost and also to protect the natural environment, KPX has developed an electricity conservation program that all citizens can participate and experience. This electricity conservation program is a demand management program and considered to be different with any other electricity conservation program.
It is quite similar with many of western countries that the elementary, middle school and high school students' volunteer work is reflected to their grades. KPX was able to include students' electricity-saving activities as volunteer work and can be reflected to their grades based on their hours devoted to this activity. This policy does not require additional finances to initiate and thus this program has provided great satisfaction to both students and the Power Authorities. This program has enabled to change the concept that the electricity-saving as a volunteer service rather than money, and furthermore this program is changing the concept of electricity-saving as social values.
We acknowledge that Korean students want to concentrate on the college entrance exam and more studying time and are not inclined to perform the physical and time-consuming volunteer activities. However, the Virtual Power Plant suggests the volunteer activities the students and their families tend to be more gladly in perform.
Students now contribute in the following ways:
- In everyday life, finding the waste of electricity and taking a certifying photo : Adjusting the street light time to season, etc.
- Reducing the smartphone charge by controlling the amount to which they are texting and gaming
- Reducing the game time on their personal computers
- Proposing to measure electricity of their activities
- Proposing the government policy : Electricity usage compared to last month and year in electricity bill
- Moving the their family laundry time to the cheapest electricity bill time.
The People's Virtual Power Plant will be fused with an advanced technology (block chain, artificial intelligence, big data) to develop into national systems and institutions. KPX has a plan to do the small-scaled project the next year(2019) and we are currently setting a budget.","a:4:{i:0;s:3:""162"";i:1;s:3:""190"";i:2;s:3:""619"";i:3;s:3:""317"";}","Korea has one of the most power plants in the world with a power plant capacity of 117,966MW(Generation and GHG emissions are 10th in the world) As a result, greenhouse gas emissions from the power generation sector account for 40% of the total. The Korean government saves about 5,000 MW at a cost of $ 100 million in Demand Response Market.
2 million Korean students are required to perform 60 hours of voluntary service each year in middle school and high school. However, Korean students tend to concentrate on studying rather than on other activities, so they tend to be more easily in carrying out volunteer activities. In addition, the types of volunteer activities are not varied and are not performed in accordance with the original intention. Therefore, linking volunteer activities, which are social values, with electricity conservation is the purpose of the original service activity. It is also an innovative policy that leads to greenhouse gas reduction, environmental protection.","a:1:{i:0;s:14:""implementation"";}","KPX has designed an administrative system to secure trust among administrative organizations through our research activities. and developed an objective and quantifiable evaluation method and a formula to convert electricity saving activities into social service activities. KPX built a pilot system and confirmed policy realities by involving real students and the citizens. Through this process, various ideas suggested by the participants were applied. KPX has also created an advisory board to verify that these innovative systems work with the original concepts. KPX is also evolving with feedback from participants and consultants and discovering various electricity conservation activities, creating and verifying additional conversion formulas, and expanding on the basis of many cases. The goal of this innovation is to make students more accessible and easier to achieve, and when 2 million students are reduced to 1 KW each, reaching the equivalent of two nuclear power plants.","The general public, including students and parents, was strongly motivated to recognize the saving of everyday life as a vlounteer activity. In addition, the Ministry of Public Administration and Security, which conducts volunteer activities, thought that it was a great innovation to approach stagnant service activities with a new perspective. Therefore, the Ministry of PAS actively cooperated with the blockchain through system linkage and inter-agency authentication.","* Citizens: Students, parents, and people who are interested in volunteering have come to understand how saving electricity in their lives can benefit the country.
* Government Officials: Creating an idea-based innovation that solves large-scale national problems without funding.
* Civil Society Association: participating in establishing activity standards, they have become more active and interested.
* Companies : The tangible effect of realizing corporate social responsibility.","As a result of the pilot project, most of the pilot students participated in the pilot project of Naju city in Korea. Electricity saving activities uploaded to the system are measured in about 2,000 cases. The amount of electricity savings achieved by these households and their surrounding electricity-saving and related savings activities is approximately 10,000 KW. This is equivalent to the construction of one small sized power plant.
In 2021, which is the completion point of the three-year project in which service targets are secured nationwide in the future, publicity for the frontline schools can be continuously achieved. As more specific examples of activities are secured, the electricity savings for the next three years will be 20 times the current level. It is expected to have the effect equivalent to the construction effect of two nuclear power plants.","For students who are not accustomed to electricity conservation activities, there was a difficulty in joining the National Power Plant Site as a member and promoting their use. We collaborated with the Ministry of Government Administration and the local education administration offices to conduct public relations activities. At the beginning of the service, we introduced the service to parents through a family correspondence to increase student participation. In addition, various public relations activities such as the award of best case of electricity saving activity at school level were carried out.
In addition, we have organized a systematic and rational reward system with local university researchers to establish logic in which specific electricity saving activities and cases are converted to reasonable mileage. Students and parents were aware of the concept of compensation for their activities and made it possible to actually experience it. The reward system has been expanded.","Planning a policy by combining the actual compensation system through the block chain with the social value of electricity saving and volunteer activities is a key factor for success. Until now, educational activities have always been centered on altruistic volunteer activities based on the ideal of books. Therefore, it has been difficult to motivate the public and students to participate voluntarily as the actual value of the students' service activities or compensation is considered to be non-educational.
First, it was important motivation to calculate the electricity saving activity as the service activity score and to systematically configure the system that the service activity point can be converted into the future monetary value. Second, management of students' personal information, and conversion and storage of points were realized through blockchain. It is one of the success factors of this policy that it is planned to be used as a means of substantial value trading.","The national power plant model based on the block chain will be extended to the service for the students nationwide as well as the service for the elementary and junior high school students in the Jeonnam region through the three - year plan. In the third year, it is extended to a coin service based on a block chain. If so, these points can be used at substantial economic value through linkage with local coins in planning or running in the Korean local government. In addition, it is possible to expand the service to integrate services for the citizens' actions and compensation for various energy sources such as gas and oil as well as electricity.","In a complex modern society, government-led energy saving and enlightenment activities are limited to the public sphere, and they will disappear after they have stayed in formal practice. Efforts should be made to improve the awareness level of electricity conservation through continuous enlightenment activities, publicity and education. However, it is not easy to practice the waste of electric power and saving in preparation for the global environmental problems that are currently required by publicity of public values alone.
The NPP has combined these public and social needs with the needs of the educational scene.
We started with a plan that allows students to receive practical benefits by starting with students, making them familiar and familiar with the lives of the people, and converting them into economic values through the technology of block chains. We started with a plan that allows us to receive the actual benefits by converting social activities to economic value through the technology called block chain. In this system, the practice of community citizenship can be transformed into economic value and rewarded. An innovative approach to equilibrium exchange of social and economic values using a technology called block chain can be used to plan the actual compensation system for various forms of public interest activities. This can provide a dramatic opportunity to expand the passive involvement of past social and public policy.
The public sector policy planning officer should always be prepared to understand and learn about new IT technologies and trends and policies. When planning a policy, the person in charge should innovate in finding policy goals and solutions within the existing infrastructure and framework. Continuous attempts to integrate new IT technologies, trends and policies into a continuous, convergent and divergent planning can have dramatic policy effects that overcome the existing limitations.",,"a:2:{i:0;s:4:""4139"";i:1;s:4:""4140"";}",,,,
4148,"Adverse Drug Reaction(ADR) Relief System",https://oecd-opsi.org/innovations/adverse-drug-reactionadr-relief-system/,,"Korea Institute of Drug Safety & Risk Management (KIDS)",Korea,other,"a:1:{i:0;s:12:""public_order"";}","Adverse Drug Reaction(ADR) Relief System",https://karp.drugsafe.or.kr,2014,"Medicinal products, due to their nature, have potential for side effects along with therapeutic effects even when they are used correctly. Since 19 Dec 2014, Ministry of Food and Drug Safety (MFDS) and Korea Institute of Drug Safety & Risk Management (KIDS) have instituted Adverse Drug Reaction(ADR) Relief System to help people inflicted by such side effects to receive aid without legal action.","In 2012, MFDS had initiated a research project to prepare the ADR relief system in Korea. And the Pharmaceutical Affairs Act was revised in 2013 in consultation with industry-academy-government adverse drug reaction council consisting of pharmaceutical companies, consumer groups, and experts of relevant fields.
Furthermore, in 2012, KIDS was founded for systemic collection, analysis, and evaluation of information about adverse drug reactions. In addition, ‘Adverse Drug Reaction Review Committee’ was established to investigate the causal relationship between the medicinal product and side effect. These formed the foundation of Adverse Drug Reaction Relief System.
Adverse Drug Reaction Relief System was built on these inputs and its introduction was consulted with the National Assembly. As a result, revised Pharmaceutical Affairs Act to introduce the Adverse Drug Reaction Relief System was issued on 18 Mar 2014, and the ADR relief system was instituted on 19 Dec 2014 successfully.
We expect the Adverse Drug Reaction Relief System to be activated as a social safety net to protect people from unexpected, severe adverse drug reactions. Victims of ADR, medical service providers and stakeholders of pharmaceutical company, would benefit from this ADR relief system in Korea.
Since its institution on 19 Dec 2014, a total of 283 cases have been opened by the first half of 2018.","a:3:{i:0;s:3:""317"";i:1;s:3:""619"";i:2;s:3:""354"";}","Medicinal products, due to their nature, have both therapeutic effects and side effects. In general, side effects that develop during correct use of medicinal product gradually disappear when the concerned product is discontinued or switched to another product. However, in rare cases, side effects may lead to death, disability, or disease.
Adverse Drug Reaction Relief System provides lump sum death benefit, funeral expense, lump sum disability benefit, and medical expense to victims or their family in case of harm such as death, disability, or disease during correct use of medicinal product. Since its institution on 19 Dec 2014, this system has gradually expanded its coverage, encompassing lump sum death benefit in 2014-2015, funeral expense and lump sum disability benefit in 2016, and medical expense in 2017.
Adverse Drug Reaction Relief System is funded by fees from pharmaceutical companies based on their sales performance.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Before this system has started in Korea, victims of adverse drug reactions had to prove the causal relationship between the product and side effects personally via individual lawsuit, which took long time (5 years on average). Now, through this system, victims can receive indemnity in about 6 months from the reception. The system has given innovative benefits to the victims of unexpected ADR, performing a key role as a social safety net as a part of postmarketing safety regulation in Korea.","Adverse Drug Reaction Relief System is sponsored by MFDS, and performed by KIDS practically, as a government-affiliated institution under MFDS. KIDS plays a key role, such as investigation for causality assessment, and collection of fees paid by pharmaceutical companies.
Pharmaceutical companies, by paying yearly fees that fund the Adverse Drug Reaction Relief System, supports smooth operation of the system.","People inflicted by adverse drug reaction are indemnified via Adverse Drug Reaction Relief System. Pharmaceutical companies are cooperating for its funding, and experts including physicians and pharmacists are striving to analyze the causal relationship between medicinal products and side effects.","Since its institution on 19 Dec 2014, a total of 283 cases have been opened by the first half of 2018. The number of case has been increasing from 20 cases in 2015 to 65 cases in 2016 and 126 cases in 2017. 215 out of 283 cases have been reviewed until now. 168 out of these 215 cases have been accepted as adverse drug reactions, and thus lump sum death benefit, funeral expense, lump sum disability benefit, or medical expense have been paid to victims or their family. Payouts amount to approximately 40 billion KRW until now.
o Indemnity Payouts (2015 ~ 2017)
- Lump sum death benefit : 36cases(2,748,768,000won)
- Funeral expense : 36cases(234,099,380won)
- Lump sum disability benefit : 6cases(354,066,900won)
- Medical expense : 50cases(79,611,254won)","Although it was specified in the Pharmaceutical Affairs Act in 1991, Adverse Drug Reaction Relief System could not come into effect for a long time since details for its operations were not defined.
Proposal of revised Pharmaceutical Affairs Act during the National Assembly meeting in 2007 triggered social debate. However, the proposal was rejected and thus Adverse Drug Reaction Relief System was not introduced in Korea.",,"Adverse Drug Reaction Relief System fits domestic circumstances since pharmaceutical companies actively cooperated for its funding and consumer groups and experts of relevant fields actively provided inputs.",,,,,,,
4153,"The Service Innovation Lab",https://oecd-opsi.org/innovations/the-service-innovation-lab/,,"Service Innovation Lab, Department of Internal Affairs","New Zealand",central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","The Service Innovation Lab",https://www.digital.govt.nz/blog/2017-18-progress-report-for-the-service-innovation-lab/,2017,"The Lab is an all-of-government neutral space enabling agencies to collaboratively innovate to make it easier for people to access government services. It's a design & development lab to experiment, drive and enable the systemic change of government for the benefit of society. We are providing a way to direct public funding to systemic improvements, horizontal efforts around shared goals, capability uplift, high value reusable components and actionable innovation for all participating agencies.","Our focus is to always to collaborate and enable greater innovation throughout the public service in the course of our work, The Service Innovation Lab, working with agencies and partners across New Zealand, provides a good example of how genuine collaboration around shared goals can drive better outcomes for everyone.
During the 2017-18 financial year (its first) the Lab completed all deliverables. The team also explored the unique value proposition of the Lab which will help inform the cross-agency governance bodies on what work is best done through the Lab.
During the year we looked at emerging technologies and trends and their implications for government and we explored system barriers and opportunities for genuine digital transformation of the New Zealand public sector.
In June 2018, the Service Innovation Working Group (SIWG, the Lab oversight governance body) agreed to increase support for the Service Innovation Work Programme, including work done in and with the Lab, for initiatives agreed by the Service Innovation Reference Group (SIRG).
This vote of confidence, especially in the absence of a requirement for agencies to fund the work programme, speaks volumes about the confidence generated in the Lab and work programme as a means for agencies to accelerate the design and delivery of better services for the people of New Zealand Aotearoa.
The Lab is a credit to the Service Innovation Reference and Working Groups (our cross agency governance groups), the agency teams and partners who came together with the Lab around building better services for people around life events and proactive entitlements, and the dedicated Service Innovation team who have worked to deliver and support both an environment conducive to genuine collaboration, and a highly skilled workforce to support service innovation.
The Lab has had a good year moving through start-up phase to a small scale operational team that can support agencies in the design and development of better public services. A highly skilled team has been established around the key goal of improving government services for New Zealanders. It also aims to enable systemic transformation of the public sector through collaboration and apply design and development best practices with a whole of system, user journey and life event based lens. The team has operated under great uncertainty but delivered above expectations to prove the value of such a cross-agency function as an enabler of genuine service innovation.
The work and the way of working (openly) generates a continuous pipeline of opportunities which will continue to be presented to SIRG each meeting for discussion and prioritisation, where the opportunities align with and complement the work programme as agreed.","a:21:{i:0;s:3:""156"";i:1;s:3:""190"";i:2;s:3:""611"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""211"";i:6;s:3:""217"";i:7;s:3:""257"";i:8;s:3:""618"";i:9;s:3:""303"";i:10;s:3:""302"";i:11;s:3:""623"";i:12;s:3:""615"";i:13;s:3:""612"";i:14;s:3:""614"";i:15;s:3:""317"";i:16;s:3:""617"";i:17;s:3:""320"";i:18;s:3:""335"";i:19;s:3:""354"";i:20;s:3:""621"";}","We are a design and development lab which works across many government agencies to experiment, drive and enable the systemic change of government for the benefit of society.
We are providing a way to direct public funding to systemic improvements, horizontal efforts around shared goals, capability uplift, high value reusable components and actionable innovation for all participating agencies. We identify and explore system barriers to innovation and transformation of government, from policy through to service delivery, while actively working to deliver working prototypes of new approaches to integrated service delivery that is designed around the needs of the user.","a:1:{i:0;s:14:""implementation"";}","The Service Innovation team is gearing up for a big increase in activity following finalisation of funding and an approved work programme.
The Digital Government Partnership has now confirmed funding for the Service Innovation work programme for the coming year, showing the breadth of the work the Service Innovation Working and Reference Groups want to progress. We will continue to prioritise the work based on urgency and what our All Of Government agencies have the capacity to focus on. Several streams of work are underway at different stages including Rates Rebate, Renting a Property, Notice of Sale and some work on Better Rules across government. Others are emerging as we talk with agencies to scope what is needed.
To deliver the Lab team is growing to round out its skill set and capacity. We’re interested in hearing from anyone who could contribute to the core lab team and who is dedicated to making a difference for the people of New Zealand.","We’ve worked with people across central and local government, companies and non-government organisations to collaborate. By taking a cross-agency view and working openly in a neutral space our joint efforts have enabled a system approach to design and delivery, a lift in capability and better services. Where there is a shared need it creates new models for exploring and solving shared goals. For example we developed an easy way for low income ratepayers to find out what rebate they could get.","The key outcome achieved for citizens with the rates rebate project is that applicants feel empowered. With government agencies, non-government organisations and companies, all feel a sense of achievement, shared purpose and enthusiasm for the possibilities of reusing information components. When people from other agencies work with us they also 'learn by doing', getting an appreciation for the people who use public services, their context and what works for them.","Over the past year the Lab has delivered:
- 6 Scopings (tertiary education, city taxes, property rental, health immunisations, immigration and corrections)
- 5 pre-Discoveries and Discoveries (education, renting and turning 65)
- 3.5 Prototypes and Alphas (city rates rebates, police, turning 65, low income support)
- 6 Reusable Components (Services Register, Entitlements Engine/Legislation-as-Code, Open-sourcing, Data Model, Reusable Components, Service Analytics Proof of Concept)
Results can be seen from a commitment by agencies to continue and increase their involvement, the need for a major increase in staff to meet demand and response to the blogging of our work. We’ve measured the uptake of life event services. Other results include savings across government from reusable components.","Key barriers that continue to make progress harder relate to:
- Governance and Leadership – a lack of collective ownership and accountability
- Prioritisation – where agency priorities override agreed cross-agency priorities
- Funding –a lack of sustainable funding for both innovation and operational delivery of cross-agency initiatives.
We are working through these issues at a governance level.
We also had some issues over venues – after initially setting up, we identified we needed a space neutral. Unfortunately we needed to vacate the new space and had to relocate to our third venue. We now have a more secure and much better venue which is being well used.
We have responded through resilience, being able to work digitally, and the support of agencies thanks to the building of strong relationships at a variety of levels.","The success we’ve achieved has been due to:
- Growing maturity of the Digital Government Partnership to lead system-wide change
- Dedicated leadership and governance who consistently attend and engage in regular meetings and decision points, ensureing continued momentum on delivery of the Work Programme
- A prioritised work programme ensuring collaboration while keeping resources focused on common areas of need
- Consistent focus on evidence- and values-based, user-centred design for integrated and systemic solutions that work across agency boundaries
- A neutral Lab environment that uses a skilled core team and multi-disciplinary approach to:
- support agency collaboration
- facilitate a human-centric service design process using agile methods that develops reusable components and promotes system thinking.
","The Lab was established for agencies across government to work together to make it easier to deliver better services for people.
It has helped to break down barriers and silos within agencies (including set up and processing time and costs) by providing a neutral space, the tools and people to collaborate.
Our special way of working includes cloud-based tools on tap and an experienced team, skilled at navigating processes so projects get underway instantly, saving significant agency time in everyone getting up to speed. Additional benefits include results from work on better rules and legislation-as-code with system-wide impacts.
Other Lab environments do not offer neutrality, so they are generally only used across agencies or organisations when the host is involved.
Our work has earned us a national and international reputation, encouraging others to come and use the Lab. There is now a real groundswell of interest in our work and we can tap into a wide range of resources.","We have been helping create a revolutionary new way of doing government through establishing a uniquely cross-agency funded and governed all-of-government function, for collaborating on the design and development of better public services for New Zealand.
By taking a ""life journey"" approach, agencies have a reason to work together to improve the full experience of people rather than the usual (and natural) focus on a single product, service or portfolio.
The Service Innovation Lab has a unique value in providing an independent place and way to explore design-led and evidence-based approaches to service innovation, in collaboration with service providers across public, private and non-profit sectors.
Through our optimistic futures work we have explored what is possible, rather than just iterate away from pain, and our exploration of better rules for government including legislation as code. The next stage for the Lab is very exciting! We have an ambitious work programme to accelerate the delivery of more integrated and more proactive services with a growing team.
Everything we do in the Lab is focused on systemic change, and it’s doing a great job at having an impact on the NZ (and global) system around it. But there is a lot more than needs to be done to scale both innovation and transformation involving a rethink of how the entire system functions, especially at the policy and legislative levels.
We believe public services should engage constructively and respectfully with indigenous communities, not just because they are part of society or because it is the right thing to do, but to integrate important principles and context into the work of serving society. We have a lot to learn from them in how we live and work today.",,,,,,
4171,"Better Rules, Better Outcomes",https://oecd-opsi.org/innovations/better-rules-better-outcomes/,,"Service Innovation Lab (lead by Department of Internal Affairs) and Better for Business Programme (led by Ministry of Business, Innovation, and Employment)","New Zealand",central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Better Rules, Better Outcomes",https://www.digital.govt.nz/blog/labplus-better-rules-for-government-discovery-report/,2018,"The frameworks for creating and managing the rule of government, as reflected in policies, legislation and regulation, are still based on a paper paradigm. In a digital world this creates poor service experiences and often the intent of a policy is not achieved. Instead if we co-design authoritative machine-consumable rules we can provide better services for citizens, better delivery of policy intent, and enable communities, NGOs and private sector to be part of a government service ecosystem.","The models of creating, managing, using and improving the 'rules' of government (policy, legislation, regulation and business rules) are traditionally developed for use in a non-digital – paper – environment. In an ever increasing digital world, this creates inefficiencies and also can impact on the effectiveness of the policy – i.e. the original policy intent is not achieved.
New digital technologies and the effective use of government data present opportunities to better deliver to people’s needs. To fully realise these opportunities, policy and rules need to be developed in a manner that recognises the context of the business or citizen customer experience, and enables digital service delivery where appropriate. A different approach would be to apply a multi-disciplinary and multi-stakeholder approach to co-design authoritative and reusable sources of machine consumable legislation and rules in conjunction with the transparently equivalent human-readable versions. This enables software, artificial intelligence, blockchain and IoT applications to be primary consumers of government rules.
The benefits of this approach would be: faster and better delivery of policy intent through integrated policy and service design; services designed to be delivered in the most effective and user-centered manner, e.g. seamless and responsive services; reduced risk from misinterpretation of rules & effective communication of rule changes simultaneously for all systems relying on those rules; early error correction, modelling & testing of outcomes; digital transformation of government; legislative reform, & future proofed policy; better cross system rules management; accountability of public and private measures & decision-making, supporting open, transparent, government; enabling NGOs, communities, social enterprises and private sector to be part of a government services ecosystem.
In February 2018 a 3 week Discovery Sprint (Better Rules) explored this approach. The results were published in April 2018 and were subsequently reported by Apolitical, to much global acclaim. In July 2018, it was agreed that two existing cross-agency work programmes (Service Innovation Lab and Better-for-Business) will co-lead further development of this work. These two programmes represent 16 government agencies that are responsible for a large number of regulatory frameworks and provide the majority of government services to citizens and businesses. A global and distributed work programme has emerged since April 2018. In September 2018 a global online discussion forum was launched to shape a common vision and actions to realise this vision.
The Service Innovation Lab provided the environment and process for the 3 week Discovery Sprint, using a design-led and agile approach. The key feature was empowering a multidisciplinary, and multi-agency team to explore the problem space and co-create an approach. This team included policy developers, legislative drafters, service designers, rules analysts and software coders. The first week focused on understanding the problem and opportunity. The second and third weeks was spent working on two use cases to test the concept of developing machine consumable rules in parallel to human-readable legislation. The team used methods from the business rules community: concept diagrams, decision-trees and RuleSpeak, and used the software language Python to write the test legislation as code.
The Service Innovation Lab has since implemented two use cases of legislation as code: (1) to support a planning tool for parents, expectant parents and caregivers to assess what financial help is available; (2) a calculator to help low income ratepayers find out how much of a rebate they are entitled to and steps them through the application process.
The Ministry for Business, Innovation and Employment has taken the lessons learnt through the Better Rules Discovery into account as they review the Holidays Act, where the intent of the Act is widely supported, but the design of the Act makes it difficult to implement. The Discovery Sprint explored if a “rules” approach could help remedy some of the problems. Some of the findings are reflected in a Cabinet paper.
The next steps are to: (1) further test the approach on the end-to-end review and implementation of a piece of legislation; (2) bridge the gaps between professions (policy, service design, software developers) (3) connect up the global interests through an open online forum; and (4) harness the collective work and intelligence across communities to better understand the problems and opportunities in this space.
During our journey, we have been inspired by: Data61 (Australia) and their concept and tool for “regulation-as-a-platform”; the implementation of the OpenFisca software (France) as an open source rules and calculation engine; the business rules methods used by Inland Revenue (NZ) based on the Semantics of Business Vocabulary and Business Rules Standard.","a:17:{i:0;s:3:""190"";i:1;s:3:""618"";i:2;s:3:""876"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""623"";i:6;s:3:""147"";i:7;s:3:""162"";i:8;s:3:""611"";i:9;s:3:""302"";i:10;s:3:""303"";i:11;s:3:""615"";i:12;s:3:""317"";i:13;s:3:""616"";i:14;s:3:""617"";i:15;s:3:""320"";i:16;s:3:""354"";}","Previously people have looked at optimising the policy and drafting process while separately others were trying to develop code from existing legislation. We have brought the two professions together as part of a multidisciplinary team to co-design both human and machine-consumable legislation. The project is using methods, standards and a knowledge base that are shared and understood by all professional groups. The approach we developed can be used across groups and across sectors. By focussing on open-standards and open-source solutions, the single source rules of government can be easily shared across the whole government ecosystem, including communities, NGOs and the private sector.
This project moves away from digital being digitisation of existing government processes and enables true digital transformation. This work enables the public sector to capture more benefits from “going digital”, including capturing benefits from emerging technologies like AI, blockchain and IoT.","a:1:{i:0;s:20:""developing_proposals"";}","The “Better Rules, Better Outcomes” initiative doesn’t follow a linear innovation pathway and goes across multiple phases. Some of the use cases are being implemented, but they are domain specific. Scaling and systemising the concept to make it part of the core of how government operates is in the design phase. The approach is based on (1) prototype & iterate and (2) start at the “edge” and move slowly into the “core”. Part of our focus is to have more use cases to share with the wider government community to create more awareness and buy-in.","The founding partners were: the Service Innovation Lab (who provided the environment and lead the design process); the Ministry of Business, Innovation and Employment and Inland Revenue (agencies responsible for policy development and service delivery); the Parliamentary Counsel Office (the agency responsible for drafting legislation); and a private sector software company to provide implementation expertise. Others included government and non-government policy, legal and software professionals.","The application of this approach benefits: (1) citizens and businesses through better government services and greater transparency of eligibility requirements, rights and obligations; (2) government partners in the service delivery ecosystem, including non-government organisations and software developers; (3) policy developers and legislative drafters through improved and more agile process of developing and implementing policies and legislation that achieves the original policy intent.","Since the publication of the Discovery Report, the network of interested people has grown to more than 200 individuals affiliated with 50+ organisations worldwide. Many want to replicate our approach and expand on our work as they see potential impact on: (1) the pace and quality of policy development and implementation when co-designed by a multidisciplinary and multi-stakeholder team which is focused on the context of the end user and works to remove the translation gap between policy intent and implementation; and (2) the ease of service integration, innovation and change management based on single-source, openly available machine consumable rules.
The two implemented use cases of legislation as code that calculate eligibility for financial support for parents and low income ratepayers have proven the value of this approach, particularly to support integrated service delivery for eligibility calculations, and clarification of rights, obligations and for compliance purposes.","The biggest challenge is to balance the interest of the different groups and professions needing to participate to make this innovation a success. The value proposition for each group is different. The ultimate aim is to have better services for citizen and businesses. The concept is easier to “sell” to people in the service delivery and software development space. Policy developers and drafters may see this as eroding their profession. We have the support from senior executives in the policy and drafting professions, but we have to make sure everybody gets value out of this.","For an innovation like this to start required the interest, enthusiasm and commitment from a diverse group of people who held a common goal and could contribute their specialist expertise for a concentrated, but brief period of time. Building from this positive start was possible because the process was conducted completely in the open - inviting people in to peer review the work and publishing and promoting the final report. This and the fact that each person involved became a champion of the work in their respective professions has built considerable momentum for the continuation of the work, including gaining senior level support across government and future collaborative partners.
The all-of-government nature of the Service Innovation Lab and the Better-for-Business programme provided the right environment for this kind of innovation. This includes design-led and software developer delivered prototyping.","The innovation started with a small but diverse group.
Through co-leadership of two existing cross-agency programmes, representing 16 agencies, we are able to extend the reach across a large part of the NZ public and support new use cases.
Through support from senior executives this project is also championed at several All-of-Government forums and partnerships that will define the future of digital government in New Zealand.
By kick-starting a global community we have created the environment that will enable this innovation to be further developed and scaled around the world.","The design-led approach taken to explore the problem and opportunity space was a valuable way to approach this complex space. It helped the diverse group come to collective agreement even though this was sometimes uncomfortable and confronting.
Since the work was started as an experiment by practitioners and without senior level sponsorship, the idea, once proven, needed to then be ‘sold’ to senior leaders. This then delayed further progress on the broader work while these leaders were brought on board.",,,,,,
4179,"The Way Home",https://oecd-opsi.org/innovations/the-way-home/,,"Sarpsborg kommune",Norway,local,"a:3:{i:0;s:8:""economic"";i:1;s:6:""health"";i:2;s:7:""housing"";}","The Way Home",,2014,"The service concept is based on findings in two previous studies in the field of social housing conducted in Sarpsborg: The findings showed that our municipal services were fragmented and complex. But, they also showed that the number of homeless in Sarpsborg was lower than the average on a regional and national scale.
Housing conditions are of importance for people’s lives, health development. We decided to do more of what we did well, and improve it. This brought about the project Way Home.","The service concept is based on findings in two previous studies in the field of social housing conducted in Sarpsborg, showing that our municipal services were fragmented and complex. But, they also showed that the number of homeless in Sarpsborg was lower than the average on a regional and national scale.
Housing conditions are of importance for people’s health and lives. We decided to do more of what we did well, and improve it. This prompted the project “Hjemveien – Boligsosiale tjenester på brukernes premisser” (The way home – Social housing services on the citizens’ premises). The project was based on service design. Applied tools and processes were used to simplify and improve municipal services, taking into account both the user perspective and the system perspective.
By using service design, we have been able to improve social housing services between municipality sectors, while making efforts more targeted and better for the user. By seeing the complete picture and being able to take correct action on time, we achieve more motivated users who are interested in change to help themselves. We have also gained a more holistic commitment, anchored both politically through planning and organizational through routines.
In the process a working methodology has been developed with guidance folders:
The Way Home as a Guidance folder for those who rent a community residence
The folder is reviewed and handed over to the tenant when signing the contract. In the folder, the tenant finds useful information about moving in to a new home after the community residence. New tenants are followed up by housing contacts, who will observe the need for other municipal services. 1 year and 2 year conversations are conducted based on the contents of the folder. An individual plan is made for each tenant, and it is mapped to what extent the tenant can contribute. If the tenant does not find another property upon expiration of the contract, the tenancy can be renewed. At this point it will be considered if the tenant is in a position to get a start-up loan or in the need of financial advice in order to purchase a home at a later stage.
My Own Home- guidance folder for those who get a start-up loan
Once the start-up loan is granted, what now? Loan advisors often experienced many questions connected to housing purchases? What can I look for, what does all the words and expressions mean in a prospect? The folder “THE WAY HOME” was not enough to help everyone who got a start-up loan. A new folder “MY OWN HOME” was made. For those who have been granted start-up loans. The folder provides practical information about viewings, different housing types, and bidding. It also explains different words and expressions used in connection with a home purchase. In addition, conversations are offered for those who need further guidance.
A guide for the private rental market is in progress. Intended as guidance / information to those who personally deliver an application for municipal housing, and those who do not rent a municipal residence.
The process of securing permanent housing starts with application for housing assistance. The solutions have led to better procedures and instructions for cross-sectoral cooperation, both internally in the municipality and with other actors. Meetings are conducted on fixed frequencies, and random if necessary. At individual level, comprehensive individual plans are made in co-operation with users. Fixed contacts and follow-up lead to easy communication lines. Joint work tools have been introduced for different sectors, such as GERICA / LMP and Plania.
Advisors at Team bolig (Housing team) provide financial advice to those who rent municipal housing and to those who apply for start-up loans. Our customer area is equipped with wireless networks and PCs, making application processes easier. Other instances have begun referring customers/users with financial issues to Team bolig.
Service design as a tool can easily be used by other municipalities and on a multitude of municipal services. The way Sarpsborg municipality works and our tutorial folders are shared with other municipalities.
The work is rooted both politically and organizationally. Politically, guidelines are given by the municipal council and subcommittees in planning, budgets and single decisions. Organizationally, the work is rooted in the municipal management (councillor’s management team).","a:5:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""623"";i:3;s:3:""305"";i:4;s:3:""317"";}","THE WAY HOME method is based on the citizens’ perspective of what is right and efficient for them. They are involved and take charge of their own lives, and are thereby motivated to make changes in their lives to help themselves. Focusing on the home, and directing our efforts towards something that means so much to them have had a positive effect.
For the organisation it has been a new situation, and a different way to work.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The Way Home method is implemented in our organization and used every day. It is also a work in constant progress. As it is used on people, there always occur new situations that needs to be dealt with. Both in contact with the citizens and within our organization.
What started with one guidance folder, have now turned into two, and a third one is in the making. The folder has also been shared with other municipalities. We have found new ways to cooperate more efficiently with external partners and internally in the organisation, and joint tools have been put to use in different municipal sectors.","Sarpsborg has had a lower number of homeless people than the average in both Østfold (region) and the country. The project has proven to be a good tool to further reduce the number of homeless. There is always a specific plan on suitable housing for those are on waiting-lists, but there might be some waiting time due to relocation or maintenance.","The Way Home has shown us that service design is an efficient tool to improve municipal services.
It has also shown us that providing services on the users premises and let them take an active role in their own lives creates a positive spiral effect, as the users are motivated and more willing to make changes to help themselves.","Sarpsborg has had a lower number of homeless people than the average in both Østfold (region) and the country. In 2011 there were 186 homeless. By 2017 thighest number on waiting lists was 13 households. By 2018 the highest number on waiting lists is 8 . The Way Home has proven to be a good tool to further reduce the number of homeless. There is always a specific plan on suitable housing for those are on waiting-lists, but there might be some waiting time due to relocation or maintenance.
The municipality has not had to increase its municipal housing stock. By means of the concept ""Leie til eie"" (from renting to owning), a number of homes have been sold, and new ones built or bought to replace them.
Keeping focus on the housing situation and following up with housing contacts has also resulted to less arrears, overdue payments and evictions.
We report our results within Team bolig on a monthly basis. Report to the City Council every four months and are being measured according to plans and budget.","We have not experienced any challenges so far.","The will to change is the most important condition for an innovation like this. It is also necessary to root it throughout the entire municipality, both politically and organizationally. In addition to what mentioned before, it is also necessary to have the financial means and manpower to see it through.","We have already replicated and expanded the innovation internally in Sarpsborg municipality. The way Sarpsborg municipality works and our tutorial folders are shared with other municipalities.
Service design as a tool can easily be used by other municipalities and on a multitude of municipal services.
Within our organisation we use the method on different groups of citizens. In the years to come, it is possible that we might have to direct it more towards elderly as this group will increase rapidly. We might also direct and adjust it more towards immigrants and integration.","The Way Home has shown us that service design is an efficient tool to improve municipal services.
It has also shown us that providing services on the users premises and let them take an active role in their own lives creates a positive spiral effect, as the users are motivated and more willing to make changes to help themselves.",,,,https://www.youtube.com/watch?v=fG8wmY6ok-M,,
4185,"Cantor's World",https://oecd-opsi.org/innovations/cantors-world/,,"Fields of View",India,other,"a:6:{i:0;s:10:""employment"";i:1;s:13:""environmental"";i:2;s:7:""housing"";i:3;s:11:""information"";i:4;s:7:""science"";i:5;s:9:""transport"";}","Cantor's World",http://fieldsofview.in/projects/cantors-world/,2018,"For policy makers, using indicators such as GDP, HDI or IWI is about trade-offs. What are the limitations of using these indicators, especially in a context riven by challenges related to sustainability and growth? Cantor's World, a multi-player computer-based game designed by Fields of View (FoV) and UNESCO-MGIEP, provides participants a first-hand immersive experience of the tension between economic growth and the country’s available natural and human capitals.","Cantor's World is a game designed by Fields of View (FoV), a not-for-profit research group in India, and UNESCO-MGIEP, provides participants a first-hand immersive experience of the tension between economic growth and the country’s available natural and human capitals.
The Gross Domestic Product (GDP) is the most popular indicator used to measure a country’s economic progress, and the Human Development Index (HDI) was introduced to shift the focus to people’s capabilities. Both GDP and HDI do not bother about our dwindling natural resources, environmental issues, and its subsequent impact on our future. In order to address this gap, in 2012, a trio of organisations under the UN umbrella introduced the Inclusive Wealth Index (IWI), which measures a country’s natural capital, produced capital, and human capital. The IWI is a way to acknowledge and articulate the interconnectedness of the economy, environment, and human well-being.
How can economists, students of sustainability studies, planners, policymakers, and anyone critically engaged with the question of sustainable development understand the IWI? To answer this question, Fields of View in collaboration with UNESCO-MGIEP designed Cantor’s World, a computer-assisted game designed for classroom or workshop settings for students of social sciences and policy-makers. Games have been widely used to understand complex problems as they allow participants to reflect upon their choices, explore and experience multiple outcomes, and learn from failure.
Cantor’s World is built on a model whose source database contains inputs from 140 countries listed by the UN. The source database comprises the data points for IWI, which include produced capital, human capital, natural capital, and the country’s available resources of most of the independent or stock variables used to calculate the wealth of capitals. The game has been designed based on databases on all dependent and independent variables, incorporating both mathematical and in-the-game equations.
A game session involves briefing (explanation of the game’s rules), game play, and a debrief to reflect on the play experience. In the game, participants will play the role of a chief decision-maker of a country. They will set goals in terms of Sustainable Development Goals (SDGs). The game is played in rounds (each round marks a year) and in every round, players make choices about which policies to invest in. In other words, players can experiment with different policy choices, and experience first-hand the tug-of-war between short-term results and long-term sustainability. The game allows players to choose policies in each term and the impact of policy implementation will lead to changes in stock variables, and further changes to related capitals. As the game engages players to play the role of their selected countries’ chief decision-maker, they will be able to observe the impacts of changes made by them in the gaming platform. This will lead them to understand the theoretical part of their studies on Macroeconomic indexes and policy research methodology. At the end of each term or at the end of the game session, players will be able to map the in-the-game situation of produced, natural, and human capitals of their selected countries with the real world scenario.","a:6:{i:0;s:3:""609"";i:1;s:3:""317"";i:2;s:3:""220"";i:3;s:3:""623"";i:4;s:3:""156"";i:5;s:3:""194"";}","Games and simulations have been used to understand complex policy-making problems and explore ways to tackle them. By providing a space for reflection, collaboration, and learning, games allow participants to reflect upon choices, explore and experience multiple outcomes, and learn from failure. Such an approach is especially relevant in a context where there are constant tug-of-wars between economic development and sustainability. Use of games and simulations for public policy is an innovative approach for policymakers, civil society groups, and other stakeholders to have an informed dialogue and collaborate with each other to solve complex problems that we face. Thus we submit, that Cantor's World is an innovative approach that harnesses the power of games to address policy challenges. Recognising the innovativeness of Fields of View's approach, Nesta, The Innovation Foundation, featured FoV's work in 'Smarter Policy through simulations' section.","a:1:{i:0;s:14:""implementation"";}","The game has already been designed and validated and delivered to UNESCO-MGIEP and UNEP. From July 2018, the game is in the process of being integrated into the curriculum of different universities across South Asia. The game will be played by students of economics, sustainability studies, and public policy as part of a semester-long course. The game accounts several aspects of the social science and public policy courses by which the students will be able to map their theoretical studies with the in-the-game mechanism.
The Inclusive Wealth Report 2018 has recently been published by UNEP and UNESCO-MGIEP. The report also includes the game formulation and use of a game as a tool to understand impact of effective policy implementation.","Innovation requires diversity; we need a diverse set of disciplines and perspectives. In line with such a philosophy, Fields of View is an interdisciplinary not-for-profit research group designing games and simulations with researchers from different disciplines, including art, technology, and social sciences. Cantor's World was designed in collaboration with UNESCO-MGIEP which brings economic and policy research capabilities to the table and a worldwide reach as part of the UN family.","The game is designed for masters' students of economics, sustainability studies, and mid-career policy-makers. The game has been released under an open source license to facilitate maximum ease of use. The game is being included in courses in universities across South Asia. The game allows a fun, immersive space for students and policymakers to learn and explore different planning and policy strategies, and experience first-hand the tug-of-war between economic growth and sustainability.","Cantor's World has been validated by UNESCO-MGIEP and UNEP. The game is being used on-the-ground by different universities across South Asia and has reached the intended beneficiaries, who are students of economics, sustainability studies and mid-career policymakers. All the academics who have played the game have acknowledged the impact of the game for learning economic concepts and planning trade-offs; as the game, unlike traditional learning tools, offers an immersive, first-hand experience.
The game will be used by universities worldwide, as the game has been released under an open source license offering maximum ease of use and uptake. The game is set to be used at the UN University in Tokyo, where policymakers from all over the world come for mid-career learning sessions.","A critical challenge for designing such innovations is the lack of skilled personnel, as working in interdisciplinary groups is not everyone's cup of tea. Fields of View has overcome this challenge by networking with partners across government, academia, and civil society.","We think that appropriate funding avenues and structures are crucial for such innovations. Research in non-academic settings, and tool-building for public policy does not have adequate support in terms of funding, which leads to other challenges, including hiring and retaining talented people. It is incredibly hard to reach out to and find people who are motivated by factors other than economic incentives, and though Fields of View has managed to attract such people, it is an ongoing challenge.","Games and simulation as a tool to understand and grapple with complex problems can be replicated across different domains, and different geographical and cultural contexts. For instance, Fields of View's games and simulations are being used by local, state, and national-level governments in different domains, including public transportation, energy, disaster management, urban poverty, and participatory governance. In Netherlands, Fields of View's games are being used for participatory neighbourhood governance. These games and simulations have a tremendous potential especially in developing countries in the South Asian and African regions.","Interdisciplinary spaces offer tremendous potential for innovation. Though creating such interdisciplinary spaces, and nurturing such spaces is hard, the benefits in terms of innovation and creativity are huge. At Fields of View, we have researchers whose backgrounds range from technology, art, law, social sciences, and design, and the tools designed at the intersection of these disciplines offer a richer way to address complex challenges we face as a society.",,,"a:1:{i:0;s:4:""5690"";}",https://www.youtube.com/watch?v=ca3BirIdiys,,
4187,"Crowdsourcing alternative policy proposals' impacts on SMEs (small and medium enterprises)",https://oecd-opsi.org/innovations/crowdsourcing-alternative-policy-proposals-impacts-on-smes-small-and-medium-enterprises/,,"Ministry of Public Administration",Slovenia,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Crowdsourcing alternative policy proposals' impacts on SMEs (small and medium enterprises) ",https://presojaucinkov.gov.si/Msp/,2018,"Open and inclusive policy-making builds upon the idea of designing policies by broadening the evidence base. An innovative web-based tool called SME test enables the public (citizens, business entities, economic and other interest groups) to quantify the impact of their alternative policy proposals on SMEs, in addition to substantiating their comments and proposals on a public policy proposal. Despite the tool's ease of use, it enables users to conduct more sophisticated analysis.","We launched this project out of the desire to ensure that public policies are prepared in cooperation with stakeholders, who can provide new, invaluable inputs, innovative ideas and evidence about the problems as well as the solutions.
On the other hand, it is also based on the awareness that not all stakeholders have the capacity, knowledge and resources to be able to provide structured responses and suggestions to policy makers, which are based, inter alia, on data.
The result of activities is online application, which can be accessed by all interested public via eDemocracy portal, which is intended for consultation with stakeholders on public policies and regulations in the making.
Background
At the Ministry of Public Administration the application development started in 2015, primarily intended for regulatory drafters. The main goal was to integrate the application into The Modular Environment for the Preparation of Electronic Documents (MOPED), that enables the preparation of all documents, required in the legislative process. It combines different modules all based on the same information and applied the same standards, including the SME test.
The main functionality of the application is calculation of the costs and benefits of various alternative options to solve the identified policy problem. Although it is essentially based on the Standard Cost Model (SCM) methodology, it enables the identification of qualitative effects of proposed public policies, as well as all others compliance costs such as direct financial costs and costs of additional investments. It is linked to the public records, so users don‘t need to obtain information on individual parameters required for the calculation of costs and benefits (e.g. population).
In the first step, the user identifies various alternatives to solve the policy problem and assigns to them all the related obligations, that the stakeholders, to whom the regulation refers to, will have to comply with. For each obligation, the user enters the parameters necessary for the calculation, and then the system itself calculates predicted costs or benefits. It is important to note, that a calculation can be made not only for new obligations, but also assessment of impacts of amended or abolished obligations can be made.
The test was officially introduced into the policy process in 2016, and mandatory for use since January 2017.
Objectives, goals and beneficiaries of the innovation
During the development of the project, we witnessed the need for similar tools for the interested public who wish to participate in the regulatory process. Despite the desire for constructive cooperation with stakeholders, public reactions at different stages of drafting the regulation are often unstructured and come in the form of a free text. Regulatory drafters often do not get the concrete data needed for evidence-based policy design. So the decision to open the tool to the public was taken.
The public can thus access the tool through the eDemocracy portal, that enables citizens to actively cooperate and take part in the decision-making process. The most important part in that is the chance to influence the drafting of regulations by expressing opinions and sending proposals and comments on regulation drafts to those who prepare them and to the final decision-makers. The eDemocracy portal allows publishing of documents of regulation that is being created. The interested public (citizens, NGO’s, etc.) can, therefore, participate in the regulation drafting process by sending their comments, proposals opinions via the eDemocracy website.
From spring 2018, in addition to submitting a comment, the public can also provide a concrete calculation of the anticipated effects of the proposed policy alternatives.
In the future, we plan to continue to carry out activities aimed at encouraging use of the tool by the public as well as the implementation of similar tools for assessing the effects in other areas such as social, IT, the environment, etc.","a:8:{i:0;s:3:""181"";i:1;s:3:""210"";i:2;s:3:""623"";i:3;s:3:""302"";i:4;s:3:""615"";i:5;s:3:""317"";i:6;s:3:""616"";i:7;s:3:""621"";}","The project represents a unique and innovative way of stakeholder engagement and co-creation of public policies. It relies on an inclusive approach where all relevant actors are involved and attention is paid to marginalised, disadvantaged or less powerful groups, who do not have the necessary resources, to prepare similar analyses as those prepared by professional interest organizations. Individuals can thus base their position on concrete calculations, even if they have no knowledge in the field of statistical or economic analyses.
On the other hand, it allows drafters of regulations to get a concrete insight into the real situation in practice.","a:1:{i:0;s:14:""implementation"";}","The project is implemented, the public can access the application. Training of representatives of the largest interest groups was also carried out. Currently, activities are aimed at helping users and promoting the use of the application.","In the development phase of the application, the development was carried out according to the needs of the drafters of the regulations and the methodology for assessing the effects of draft regulations on SMEs.
When the application was adapted for use by external stakeholders, citizens and representatives of interest groups were included in the development. The application is thus adapted to the lay public, which does not know the methodology for estimating costs and benefits of public policies.","The first group of beneficiaries are government officials, which are expected to prepare an overall impact assessment on the economy, especially on the small and medium enterprises.
The second group are citizens, civil society organizations and also companies, enabling them to use the cost-benefit quantification tool, thereby reinforcing the arguments for their proposals.","Given the early stage of project implementation evaluation of the effects has not yet been made. According to the monitoring results, the share of impact assessments of regulations, submitted to government procedure, which include concrete calculations is increasing. An upgrade of the application is also being prepared, in the direction of obtaining accurate data or usage statistics.","Although it is not necessary to know the methodology for cost and benefits calculation in detail, it is necessary to enter certain parameters, which requires a careful consideration from the draftsman of the regulation. The problem was solved through permanent trainings of both, public officials and stakeholders. There is also help-desk available to the users and guidelines published on websites of the government.","Experience shows that personal values and motivation they are crucial when developing and implementing an innovation such as this. Given that the main objective is to facilitate the work of public officials on the one hand and, on the other, to strengthen the power of public argumentation, it is necessary to reconcile a multitude of needs and desires.
It is also important that people are aware that this kind of innovation does not make their every day job more difficult, but in the first place, as soon as taken on board, brings quality in the regulatory process.
Certainly, there is also leadership and support, especially in the initial stages of project development and implementation, when a certain share of people refuse to change the way they operate, even before they are well acquainted with an innovation.","The application can be replicated with the aim of adjusting for impact assessment to other areas. It is also not necessary to be strictly applied to regulations, it is useful in the assessment of the costs and benefits of all public policies that in one way or another affect the lives of citizens and businesses.","Certainly, the main lesson is that the process of project development and implementation is easier if the stakeholders or the target group are involved in all stages of preparation and implementation. If the innovator has their needs, wishes, and even problems as the main guide, his/hers success cannot fail.",,,,,,
4189,"INTIP DAQU (Information Tracer of Intellectual Property Documentation and Inquiry)",https://oecd-opsi.org/innovations/intip-daqu-information-tracer-of-intellectual-property-documentation-and-inquiry/,,"Indonesian Institute of Sciences",Indonesia,central,"a:1:{i:0;s:7:""science"";}","INTIP DAQU (Information Tracer of Intellectual Property Documentation and Inquiry)",http://ip-port.inovasi.lipi.go.id/,2014,"Conditions in Indonesia today are contrary to the principle of openness towards intellectual property (IP). The presence of a digital IP management platform called INTIP DAQU would uncover valuable information of technologies produced through R&D by Indonesian institutions. INTIP DAQU has been utilized by universities, R&D institutions and regional governments on a Free-License basis, while IP data between institutions are interconnected, creating a technology marketplace.","The ease of information access are increasingly important with the rapid development of technology. Likewise, an institution’s information openness becomes its indicator of performance and accountability to the public. As a state-owned R&D institution, LIPI is obliged to provide access convenience and disclosure facilities to the community. One information needed by the community is the technology from R&D.
The benefits from LIPI’s research-based technology for the people and industries are relatively still not widely felt. LIPI has not optimally represented itself as a quality R&D institute that would provide solutions on latest issues. An initial step to improve this is to form its image. External viewpoints are very crucial to establish perceptions of LIPI. This is similar to a story called “Elephant in the Dark”. When information is partially available/obtained by people, they will never fully recognize LIPI or its contributions.
One focus on information that must be provided is R&D based technology. The form of technology information potentially provided by LIPI and being used responsibly are available in patent documents. As of 2013, LIPI has yet to share them to the people. LIPI’s patent data are only intended for internal purposes. Hence it made sense when external parties are unaware of those technologies. Therefore, performance of LIPI’s researches are questioned as there is no form of accurate and open knowledge capitalization, thus less-known by the people, R&D institutions and even the government.
As of 2013, LIPI’s IP registration only averaged 25 per year. Therefore, a capable platform is necessary to provide technology information especially patent documents, as well as being an IP management integrated system. One could access LIPI’s KI information and data by typing “LIPI Patents” in Google and will be instantly shown a URL to LIPI’s KI management digital platform. INTIP DAQU is also known with the acronym IP PORT (Portal of Intellectual Property). Its front-end displays summary of the number of produced KI. All data in this platform are freely downloadable. This platform has proven to increase the productivity of patents and licenses at LIPI. In just 3 years, LIPI’s patent achievements exceeded 300 patents For the government, KI productivity is an indicator of competitiveness, while transparent R&D-based management is a manifestation of LIPI’s performance accountability to the public. This platform is freely replicable to other IP management institutions, hence building a IP management movement with the spirit of interconnection, synergy and information access openness for the public.
The most accessed feature is the clickable IP status visualization to assist users in obtaining the expected IP list instantly. Based on this list, a user may download digital files particularly digital Patent files such as Descriptions, Images, Certificate copies and Correspondence that are public. From this URL each user could browse all IP data belonging to institutions that are LIPI’s partners. To facilitate interaction between each INTIP DAQU user, We have prepared a “Discussion Forum”. Other benefits offered in this innovation – for researchers/inventors located far from the LIPI Innovation Centre can submit the description of a prospective invention through the “IP Submission” feature, hence the IP Manager at LIPI’s Innovation Center will respond swiftly through email or mobile phone. One prominent feature from this innovation is the Patent Producers Productivity Chart that triggers positive competition among inventors. Another main feature is the back-end or recording of IP development track record mainly patents, from registration, amendment (if any), granted, up until annual maintenance fees. The innovation’s display is accepted as user-friendly by LIPI’s partners that have it installed in their respective webservers.
INTIP DAQU is continuously developed from 2014 until 2018. Institutions funding on this innovation has increased, this year the allocation is Rp. 351.566.000 in 2018. This year’s major development is the addition of “Bi-Lingual”, SMS Gateway and Article Page features. IP E-Learning is also developed and will be integrated with INTIP DAQU. It contains IP teaching contents and is equipped with 3D Interactive Animation. Apart from local development, INTIP DAQU development will also involve cooperation with foreign parties. LIPI has collaborated with KIPO and KIPA in establishing the IP Learning Centre located in Cibinong, Indonesia. Thousand of dollars have been prepared for this purpose. In June 2017 the LoI to support this innovation was signed by four pillars of Governmental Institution.
The applied method in this innovation is the movement to gather all points with the potential to improve the quality and quantity of IP, known as “IP Centrum”. This movement has four interconnected main pillars: Giant Patent Producer, ICT & Multimedia, Networking and IP Services.","a:4:{i:0;s:3:""611"";i:1;s:3:""302"";i:2;s:3:""303"";i:3;s:3:""613"";}","R&D result is an effective benchmark in assessing the performance of an institution, however there is yet an access that facilitates the community, arising a question such as “What exactly do these institutions do?” Based on our experience, it takes about 1 month to discover patent productivity at six R&D institutions and public universities. These data are compiled by the IP Directorate General of Kemenkum-HAM RI, although we are still unsatisfied with the presented data basis due to incomplete data displayed and limited digital files available in the database.
INTIP DAQU attempts to answer those problems. All institutions affiliated with this innovation will store data in their respective servers and connected with the LIPI server, enabling people to easily access the IP data including digital description and image files that could educate the public. INTIP DAQU also visualize information on the IP. Management and stakeholder could monitor the institution performance for 24/7.","a:1:{i:0;s:9:""diffusing"";}","In its initial launch, INTIP DAQU only presented LIPI’s IP data. LIPI’s IP management is well organized, IP’s data traffic and number of licenses are increasing while the leadership greatly appreciate this innovation. Evaluation is regularly conducted annually for better development and enabling LIPI to serve stakeholders with excellent service, therefore this innovation is continuously supported by the stakeholders in terms of policy and funding. The positive impact felt by LIPI from this innovation is intended to be shared with external parties. Four years after the launch INTIP DAQU has been used by 10 IP Management Institutions and continuously increased. This platform serves as an entry point for collaboration and synergy through IP management network, containing IP management strengthening and productivity enhancement programs. All users of this platform expressed satisfaction and felt the benefits such that it deserves to be widespread.","INTIP DAQU is supported by:
1. Directorate General of Intellectual Property – Ministry of Law and Human Rights
2. Ministry of Research, Technology and Higher Education
3. Indonesian Creative Ecnomic Agency
4. Implementation of LIPI partnerships with foreign institutions is possible with the bi-lingual features (English and Indonesia).","1. Stakeholders could utilize IP data as performance access data of R&D institutions and universities accessing this platform
2. Mass media communities.
3. Industries and business practitioners could access the protected R&D technology to strengthen their businesses.
4. Replicator that have installed this platform in their servers expressed satisfaction in terms of ease of usage, free-license utilization scheme, HR and IP institution strengthening, swift response from LIPI.","The overall process of R&D results management conducted by LIPI is visible and accessible to public, thus became a magnitude in search for technology information. Upon using this platform, the productivity performance of IP partners increased as all activities are easily monitored in graphic and other visual modes. Moving forward this platform will be enriched with other features to help simplifying IP management process and technology transfers. After applying INTIP DAQU the IP productivity continually increased until 2017 reaching 159 patent registrations. Total number of patents in LIPI jumped 365% since applying this innovation. The similar happened to patent licenses. LIPI started producing patents in 1991, but until 2014 only 4 patents are licensed by companies. Whereas 4 years post INTIP DAQU 11 LIPI patents/technologies are licensed. The state revenue generated from these licenses reached 2.7 billion Rupiah and is projected to reach 5 billion Rupiah in the next 5 years.","The technical issue of INTIP DAQU is the server’s large capacity demands for managing the ever increasing data collages. But currently the stakeholder have migrated it into corporate cloud system. However on customer’s side, the availability of human resources to input data periodically as well as required minimum infrastructure are still limited. We are in the midst of further discussion for a solution.
The improvement of IP productivity especially patents have been echoed by the government, however this will not happen if the IP management in related institutions is still conventional. With INTIP DAQU, IP management becomes digitally standardized and communication between IP producers further improves. Approaches to various parties have been done namely the Directorate General of Kemenkum-HAM RI, Kemenristekdikti RI and Bekraf RI. LIPI has also coordinated with Asosiasi Sentra KI (Association of IP Centers) Indonesia to expand the application of this innovation.","1. Support from Stakeholders. Currently stakeholder directly support INTIP DAQU development to ensure its benefits expand
2. Sufficient Financial Resources for INTIP DAQU system maintenance and development. Budget is also needed for technical training and management enhancement
3. Human Resources are needed to input and manage data, maintain and develop systems, and customer assistance
4. Infrastructure - sufficient data processor and storage
5. Involvement from various stakeholders to potentially realizing this innovation’s big dream-uniting Indonesia by uniting National IP Centers
6. Commitment binding through MoU that is inseparable in this innovation. MoU contains activities that support the improvement of human resources, managers and strengthening of IP institution
7. The strength of national IP institution in terms of infrastructure, budget and leadership commitment is the success key to the increase of IP productivity in an institution","Innovation Platform Replication (10 Institutions):
- Lembaga Penerbangan dan Antariksa Nasional (LAPAN) (URL: http://ip-man.lapan.go.id/)
- Universitas Pembangunan Nasional “Veteran” Jawa Timur (URL: http://ip-port.upnjatim.ac.id)
- Universitas Gadjah Mada (URL: http://penelitian.ugm.ac.id/ipport)
- Universitas Dian Nuswantoro (URL: http://hki.dinus.ac.id/ip-port)
- Universitas Trunojoyo Madura (URL: http://ipport.trunojoyo.ac.id)
- Sekolah Tinggi Teknik – PLN (URL: http://sentraki.sttpln.ac.id)
- Universitas Indraprasta PGRI Jakarta (URL: http://sentrahki.unindra.ac.id)
- STKIP PGRI Bangkalan (URL: http://ipport.stkippgri-bkl.ac.id)
- Universitas Pendidikan Ganesha (URL: http://hki.undiksha.ac.id/ip-port)
- Universitas Negeri Makassar (URL: http://hki.unm.ac.id)","The more resources that are accessible and open to the public, the more accountability and trust will be given to the institution. INTIP DAQU is expected to become an indication on the implementation of Open Government principle by LIPI.
The commitment by top leadership towards increase in IP productivity is a self-challenge. The availability of human and budget resources for IP managers can be increased if the top leadership realize the importance of IP for their institution. INTIP DAQU becomes a triggering factor for LIPI leaders to be committed in increasing IP productivity as they could monitor the development of IP in real time. INTIP DAQU is a platform that facilitates attractive IP data management and presentation. On the other hand, it is also important to raise awareness among prospective investors to produce IP such that their hard efforts could be witnessed by everyone.","National Geographic Indonesia has gained the benefits of this innovation. They plan to produce an article on food research, and they discovered a number of patents in INTIP DAQU that are relevant with the mentioned article topic. The article will be published in the National Geographic Indonesia Magazine in 2019.","a:3:{i:0;s:4:""4210"";i:1;s:4:""4209"";i:2;s:4:""4208"";}","a:4:{i:0;s:4:""4212"";i:1;s:4:""4213"";i:2;s:4:""4214"";i:3;s:4:""4215"";}",,https://www.youtube.com/watch?v=xmjhH7YcvYU,https://www.youtube.com/watch?v=7lQZ6PHteso
4193,"My Open Library",https://oecd-opsi.org/innovations/my-open-library/,,"Local Goverment Management Agency",Ireland,central,"a:1:{i:0;s:16:""Local Govenment "";}","My Open Library ",,2015,"My Open Library is a customer service delivery project which extends public library opening hours from 8.00 am to 10.00 pm, seven days per week. New technology allows users to access the buildings and services at times that suits them best.","My Open Library transforms the use and value to the community of the services and the civic space provided by local libraries while also directly addressing community needs. In addition the initiative strengthens the prominence of the library service in the local community by providing a town’s only non-commercial, in-door meeting place, welcoming to all and open daily from early morning to late evening.
It is currently operational in 3 public libraries in Ireland, 2 in Offaly County Council – Banagher Community Library and Tullamore Central Library and 1 public library in Sligo County Council – Tubbercurry Library. An additional 23 sites in 20 Local Authorities across the country are due to commence the service in 2018.
My Open Library service provides for the public library to be open from 8.00 am to 10.00 pm, seven days per week (98 hours a week). New technology has been installed that allows users to access the buildings using their library card and PIN when staff are not present. During the regular staffed hours, library staff are available to provide expert and additional services, support users and develop community engagement. The development of My Open Library as a service in Ireland which delivers both additional access for the public and an augmented role for library staff in delivering more services to support the public is unique.
This innovation was developed to meet the objective of the National Public Library Strategy to increase opening hours and provide the public with access to the library service at their convenience.
My Open Library is a collaboration of local authorities, central government and the Local Government Management Agency.
This flexible service has increased the value of public libraries, provides significant benefits to their local communities and is contributing to regeneration in urban and rural areas. For example, in a small rural library service, opening hours have increased from 14 hours to 98 hours a week. The local community are now able to use the public space for a huge variety of activities e.g. class visits, community group meetings and life-long learning. It also provides support for local agencies to deliver services e.g. digital learning, employment and job seeking assistance. It also allows commuters, students, parents and families to visit the library outside of work hours. It means that the public and communities have access to this invaluable local resource when they need and want to use it most. It also strengthens the prominence of the library in the local community and positions it as a focal point for community engagement.
The roll-out of My Open Library is currently underway and the service is currently being expanded to to 23 library branches in 2018. Further funding will be made available for the initiative in additional branches over the coming years. This flexible service has the potential to immensely increase the value of libraries and provide significant benefits to their local communities.","a:9:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""217"";i:3;s:3:""234"";i:4;s:3:""260"";i:5;s:3:""616"";i:6;s:3:""617"";i:7;s:3:""620"";i:8;s:3:""619"";}","My Open Library transforms the use and value to the public of the services and the civic space provided by library services in local authorities.
The library is much more accessible for all users, particularly students, commuters and families. The service has provided greater flexibility and convenience for the local community and, as a result, it has attracted new customers who had not previously, or recently, been library members and it has increased the extent to which existing members are using the library services. There is a greater sense of responsibility and ownership of the library service in communities and the prominence of the service has been strengthened by providing a non-commercial indoor meeting space that is available when users can avail of it most. It supports urban and regeneration. The installation of the new technology allows the public to manage their lending activity on a self-service basis. This enables a transformation in the way staff work.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","My Open Library has been piloted in 3 libraries and has been extremely successful. It is currently being rolled out to 23 libraries in 21 Local Authorities across Ireland.
Under the Public Library Strategy, My Open Library is due to expand to at least 100 library branches out of the 330 branches around the country by 2022 with the goal of reaching 200 library branches over the next decade. The service model has been adapted to incorporate the learnings from the pilot and national policy guidelines and templates have been developed to support the roll out to local authorities.","My Open Library is a collaboration of local authorities, central government and the Local Government Management Agency.
The Local Government Management Agency managed the pilot development and national roll out.
The Department of Rural and Community Development provided policy and funding support. Local Authorities and their staff provided leadership and commitment to public service delivery in piloting the innovative initiative for the sector.","There was significant community and citizens involvement in the development of the initiative and continuously growing support, usage and promotion of the service. Users include parents and children, students, adults and the retired. Local stakeholders, such as development/training agencies, schools, businesses, community groups/organisations, are supporters, promoters and users of the service. My Open Library facilitates outreach, class visits, meetings, activities and groups' administration.","This service provides access to the library to members of the public who did not use it in the past. Feedback from users is extremely positive, with users comments that the library is now much more accessible for commuters, students and families. Users value the service and respect the civic space provided to them.
In Offaly Local Authority 21.5% (2439) of members have signed up for Open Libraries membership and are accessing the library mainly for study, Wifi access, printing and borrowing. In 2017, there were 30,741 visits to My Open Library outside of normal library hours. There were over 4,600 during public holidays, 594 visits at Christmas and 1263 visits during the Irish public holiday in June. Before the introduction of My Open Library, the public library was closed at these times. The June public holiday occurs on the weekend before the final school state examinations and the majority of the 1263 visits to My Open Library were students studying before the examinations.","Managing the change process has involved overcoming initial staff concerns in relation to the role of the librarian in this different and new way of delivering and expanding the service.
There were also technical challenges with the installation of the software and the integration and interfacing with the existing library systems. Keeping the communication channels open, demonstrating flexibility and adapting the project plan, all contributed to delivering this innovative project.","Strong leadership at local and national level and a commitment to continuous improvement of public service delivery was critical to delivering and ensuring a sustainable service.
The development of a project plan for My Open Library and communicating to all stakeholders a clear understanding of the goals, objectives and expected outcomes of the project was a key requirement.
Involving staff in the decision-making process and identifying line managers to champion the initiative has facilitated the transition process to such a significant improvement in services to the community. The service also benefited from extensive training to assist staff and users in both delivering and accessing the service.
Engaging with all stakeholders in the reconfiguration of the service, bringing them all to work together and deliver within the timelines.
The national partnership approach between local authorities, Local Government Management Agency and central government underpins the successful delivery.","The service is currently being expanded into new libraries across Ireland. Each new library service presents a new set of challenges as the My Open Library service must be adapted to fit local needs. New staff must be trained in the service, users must be informed, and the library buildings must be adapted to include the technology necessary for the operation of the service.
The national public library strategy, Our Public Libraries 2022, identifies the objective of a total of two hundred libraries to be My Open Libraries within the next decade, a huge expansion of the current service. This would extend the service to 60% of the library branches in the Republic of Ireland.","The success of this initiative has depended on having a vision and developing a strategy to deliver enhanced opening hours and improved access to public library services.
Critical success factors included:
• Effective two-way communication with staff, elected members and stakeholders
• Making changes to existing policies and procedures to incorporate and embed the new service.
• Continuous monitoring and review to ensure that improvements continue to take place and modifications can be made as required.
• Development of MOU’s with stakeholders using My Open Library has ensured clarity of responsibilities.
• Promotion and marketing to raise awareness, as part of user education and encourage stakeholder participation.","My Open Library now acts as a beacon of light in rural and urban towns attracting people in and contributing to regeneration of areas.
The rapid developments in self-service technology have made the introduction of My Open Library possible. Self–Service system technology provides an automated service which allows the efficient checkout and check-in by library users of all library materials which are identified by a barcode. My Open Libraries is an initiative under the new national public library strategy. The national library strategy recognises the continued need for libraries as a community space and the demand for extended opening hours. My Open Library forms part of an overall strategy to address this demand for extended opening hours. The development of My Open Library as a service in Ireland which delivers both additional access for the public and an augmented role for library staff in delivering more services to support the public is unique.",,"a:1:{i:0;s:4:""4418"";}",,,
4195,"GOV.UK step-by-step navigation",https://oecd-opsi.org/innovations/gov-uk-step-by-step-navigation/,,"Government Digital Service","United Kingdom",central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","GOV.UK step-by-step navigation",http://www.gov.uk/learn-to-drive-a-car,2018,"Every week millions of people use the UK government's GOV.UK website to do complex and sometimes life-changing tasks, such as learning to drive, getting a visa, or starting a business.
In the past, finding the guidance, forms and online services you needed could be difficult and time-consuming.
Step-by-step navigation is a new feature on GOV.UK that allows any service to be represented as a series of simple steps.","Every week millions of people come to the UK government’s website, GOV.UK, to do complex and sometimes life-changing tasks.
The GOV.UK team run extensive user research and analysis of user journeys. We saw consistently that many users struggled to find what they needed and to complete complex tasks.
The difficulty was that to complete these tasks users often had to find and read multiple pieces of content and then fill out a series of forms or online transactions.
These content items, forms and transactions might have been owned by separate and siloed parts of government. Users were often left to figure out for themselves the right time and order to complete them.
Because these content items and transactions were all hosted on GOV.UK, we were able to bring together all of the separate pages and present them as simple, clear services. These services are broken down into easy manageable steps. We call this step-by-step navigation.
You can see this feature in action at: www.gov.uk/learn-to-drive-a-car
The process might sound simple but it required unprecedented collaboration between multiple government departments. Facilitated by the GOV.UK team, these departments worked together using service design methods to map end-to-end user journeys.
These journeys range from ‘becoming a driving instructor’ to ‘setting up a charity’.
The innovation also required GOV.UK’s web developers to create a new interaction design pattern to present this journey in a simple, clear and accessible way.
Step-by-step navigation isn’t just a one-off improvement to a single service that government provides. What we have created is a model of collaborative workshops and re-usable design components, which means this process can be replicated for any government service.
For citizens, step-by-step navigation presents complex tasks as a series of clear, manageable steps, giving users the right information at the right time and in the right order.
The GOV.UK team iterated these designs over 8 rounds of usability testing, each time making it a little easier to use and more accessible.
Around this time we also launched a new feature on GOV.UK that allows users to provide feedback on every page of the site.
We knew this pattern had potential when we started seeing that the new step-by-step pages consistently scored higher than existing content. By measuring usage and usefulness, we were able to demonstrate the value of this new approach.
There are now 18 step-by-step journeys live on GOV.UK, including some of most important and difficult tasks a user might ever need to do. These include:
- Employ someone: step by step
- Apply for a Standard visitor visa: step by step
- What to do when someone dies: step by step
The GOV.UK team is now collaborating with more than 12 different government departments to roll out this approach to every area of government.
Oliver Dowden CBE, the UK’s Minister for Implementation, describe the work like this:
“ Work like this improves life for people. We are enabling people to interact with government in the most straightforward way. [...] It should be the direction that all departments are going in.”","a:12:{i:0;s:3:""184"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:3:""283"";i:4;s:3:""302"";i:5;s:3:""303"";i:6;s:3:""615"";i:7;s:3:""612"";i:8;s:3:""617"";i:9;s:3:""320"";i:10;s:3:""618"";i:11;s:3:""147"";}","The step-by-step navigation project used service design methods to enable new collaborations between government departments, putting the needs of the citizen first.
Extensive user research, usability testing and iterative user-centred design resulted in interaction design patterns that are intuitive and accessible.
The team’s use of data allowed them to be confident the improvements were benefitting users of the site.
The team’s use of structured data means the step by steps can be understood by search engines and voice assistants and used as a source of answers.","a:1:{i:0;s:9:""diffusing"";}","At the moment we are busy scaling up this approach to some of the most complex areas of government including visas, childcare and exporting goods.
We are also sharing the learnings with other governments and a range of organisations that might benefit from this approach.","Each step-by-step journey required collaboration between multiple government departments. For example, Employ someone: step by step required content designers, user researchers and policy experts from 5 different departments to work together to make sure all of the parts the journey were represented.","Millions of citizens have benefitted from this work to make complex government processes simple.
More than 1.2 million users used Learn to drive a car: step by step in its first 6 months.","What began life as a promising prototype is now being used at a national scale by millions of citizens.
Using web analytics we know that Learn to drive a car: step by step was used 1.24 million times in its first 6 months. Apply for a Standard visitor visa: step by step was used 125,000 times in just its first 3 weeks.
Thanks to the feedback buttons on every page of GOV.UK we also know that citizens are finding this new feature valuable.
To date 5,859 users have given us feedback on Apply for a Standard visitor visa: step by step, with 77% saying they found it useful.
In the future we want to investigate the wider impact on government departments of tasks becoming more manageable. We’re hopeful this will result in a reduction in phone calls from citizens to departmental call centres and a reduction in citizens completing processes incorrectly. Both have the potential to provide significant cost savings for government.","We ran an iterative design process and there were many ideas that looked good in a prototype form but confused users when we tested them in our user research lab.
We also took our prototypes to the Digital Accessibility Centre, where specialist users with a range of access needs helped highlight areas where we needed to improve our designs. For example, an early version of our designs included a bright yellow progress indicator, which worked well for many users. However we iterated our designs once it was pointed out that using colour to indicate progress would make the pages very difficult to use for citizens with visual impairments like colour blindness.","The team was given the support to experiment and iterate in a fundamental manner with the way government communicates online.
This required backing from the GOV.UK programme and the wider Government Digital Service as a whole.
We were also reliant on government departments who were prepared to collaborate with us and dedicate time to help us with this work.","The project has been designed to be replicated right across government. There are already 18 examples live with many more in progress and planned for the future.
We’ve been talking to other public and third sector organisations including the UK’s Citizen’s Advice Bureau and the New Zealand government about how a similar approach might apply to their work.
We think this approach could benefit any organisation presenting their users with complex multi-stage tasks to complete.
All of our code is open source and hosted on github at: https://github.com/alphagov/govuk_publishing_components","The work wouldn’t be possible without the creation of the Government Digital Service, an expert in-house digital team working at the heart of UK government.
This has allowed multi-disciplinary teams like ours to work in an agile, experimental and iterative way to solve problems and put users first.
We think this is the best way to ensure government innovation is focused on the needs of users.","Behind what users see on the front end, we’ve also applied a data structure to the step-by-step pages that means machines can now read it like a recipe. This structure will be a source for increasingly high-quality answers in search engines and voice assistants over time.
This is what happens today if you ask Google Assistant ""How do I learn to drive a car?"". There’s a video demo at: https://www.youtube.com/watch?v=069EiXX7-XI","a:7:{i:0;s:4:""4237"";i:1;s:4:""4234"";i:2;s:4:""4232"";i:3;s:4:""4230"";i:4;s:4:""4233"";i:5;s:4:""4235"";i:6;s:4:""4238"";}",,,,
4200,"Mobile JKN, Health Insurance Services in Your Hand",https://oecd-opsi.org/innovations/mobile-jkn-health-insurance-services-in-your-hand/,,"BPJS Kesehatan (Healthcare and Social Security Agency)",Indonesia,central,"a:4:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:16:""Health Insurance"";}","Mobile JKN, Health Insurance Services in Your Hand","https://play.google.com/store/apps/details?id=app.bpjs.mobile , https://itunes.apple.com/id/app/mobile-jkn/id1237601115?l=id&mt=8",2014,"BPJS Kesehatan is the largest health insurance provider in the world, serving 201 million people in 2018 (80% of Indonesia’s population). In January 2014, BPJS Kesehatan transformed from a state-owned company (PT Askes) with 16 million members into a service suddenly responsible for 121 million people. BPJS Kesehatan has over 7,000 employees, yet this is still not enough to serve the huge number of people requiring their services. This led to the innovation of creating a mobile application.","The National Health Insurance program (referred to as JKN) is managed by BPJS Kesehatan, determined as such by Law number 24/2011. It aims to provide health insurance to all Indonesian residents. By 1 September 2018, 201.6 million people were already registered as JKN participants. Based on Law no 40/2004 on the National Social Insurance System, BPJS Kesehatan must achieve universal health coverage by 2019; this means an effective time period of just five years. In 2014, 121 million Indonesians already had health insurance through the scheme, with a goal of 250 million participants by 2019. Originally, most participants were from similar backgrounds (civil servants, police, armed forces) but now are more varied.
When BPJS Kesehatan began operating, the Indonesian population was very enthusiastic and quickly began enrolling in the program, updating their data, their insurance history, and giving feedback/complaints. This led to long queues at many BPJS Kesehatan offices, with an average of just under 300,000 people visiting the offices every day. This caused inconvenience for participants and led to a drop in user satisfaction survey results, especially in indicators such as responsiveness, speed, and complaint handling. Over the course of three years beginning in 2014, the user satisfaction survey did not meet its target, falling from 81% in 2014, to 78.9% in 2015, and 78.6% in 2016.
This led to BPJS Kesehatan developing a mobile application based on web service called Mobile JKN that can be accessed anywhere and at any time by users. Mobile JKN makes accessing services much easier – participants can register, update personal information, retrieve insurance information, look up premiums needing to be made, register for appointments at health facilities, ask questions about the program, and submit complaints.
Mobile JKN also has an effect on BPJS Kesehatan itself. It has increased efficiency through ensuring that no new offices need to be established or additional staff employed; reducing the amount of paper and electricity used; and reducing transportation costs. Evaluation results of the app’s use have shown that the number of participants visiting BPJS Kesehatan offices fell by 68.5% and user satisfaction increased by 0.9% at the end of 2017.","a:3:{i:0;s:3:""876"";i:1;s:3:""283"";i:2;s:3:""617"";}","Since the beginning of the National Health Insurance Scheme (JKN) in 2014, the number of participants has grown significantly. However, this growth has not be matched by a similar growth in human resources or facilities. BPJS Kesehatan offices are open only eight hours a day, Monday to Friday, and there are insufficient customer service staff and service kiosks, leading to less than optimal services. Additionally, some health facility workers do not understand JKN and its administrative requirements, meaning that users feel the bureaucracy is overly complicated and too much legwork falls on them.
With the JKN Mobile app, administrative services can now be accessed online at any time and from any place. Users of JKN can also obtain medical services at health facilities by simply showing their digital card in the app – they do not need to bring the physical card any more. Thus the whole process is now digital, from registering for the insurance through to using it.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","With the restructuring of the private company PT Askes to become BPJS Kesehatan, huge changes took place in people, processes, and tools. Human resources were reduced; business processes were decreased from 1,700 to 833; and innovations in tools were developed to automate services, such as the Mobile JKN app.
Mobile JKN has now been implemented for four years and continues to be updated and improved daily. Visits to BPJS Kesehatan offices have decreased by 68.5% and user satisfaction has increased 0.9% from 2016 to 2017. Users can now also access their medical treatment history through Mobile JKN, and BPJS Kesehatan hopes the app could become the single platform for all patients and health facilities throughout Indonesia.","In developing Mobile JKN, collaboration between stakeholders was required to ensure that BPJS Kesehatan can provide health insurance as legally obliged. Citizens provide feedback on BPJS Kesehatan and individual health facilities. Ministry of Home Affairs validates user data and ensures participants are eligible. Ministry of Communication & Information raises awareness. Companies encourage employees to join BPJS Kesehatan. Banks provide services for users to pay their premiums through the app.","The Ministry of Home Affairs was able to improve its data on Indonesian citizens, thanks to enquiries from users of Mobile JKN. Citizens gained new knowledge of their correct citizenship data because they were required to register through Mobile JKN.","1. Increase in user satisfaction index
After introducing Mobile JKN, user satisfaction increased from 78.6% to 79.5% between 2016 and 2017, according to a survey of users.
2. Decrease in number of users visiting BPJS Kesehatan offices
After the grand launching of Mobile JKN, the average number of users visiting the BPJS Kesehatan offices every day to obtain services fell from 298,593 to just 94,542 (a drop of 68.5%).
3. Increase in services available through Mobile JKN
Many features have been added to the app since it was launched, thanks to the enthusiasm of users. Now over 2.6 million people have downloaded and registered on the app, with just under 2 million active users.
4. Increase in responses to user complaints
In August 2018, 2,623 complaints were submitted by users through Mobile JKN. 98.69% were deemed ‘complete’ within the five day maximum working range.","The biggest challenges, and those which may cause the entire innovation to fail, include a range of factors. One is Indonesia’s geography: being an archipelago leads to difficulties in infrastructure such as internet access, especially in rural areas. Another is that the app must be constantly maintained and updated so that users remain engaged and active. Thirdly, it can be said that the middle and lower classes of Indonesia are not yet used to using technology to assist them in their everyday lives. Fourth, the type of device (smart phone) required to download and use Mobile JKN is a challenge. The final challenge is the user registration target of 10 million, to be achieved by the end of 2018, whereas the current number of users is just 2.6 million.","Things supporting Mobile JKN’s success include cooperation between stakeholders; routine maintenance and improvement of the app; large-scale awareness raising campaigns to encourage citizens to use the app; competitions both internal and external to increase the rate of registration and use of Mobile JKN; media coverage of Mobile JKN through all forms of media and public information sources, working with the Ministry of Communication and Information.","Mobile JKN has become a single platform for three stakeholders: participants, health facilities, and BPJS Kesehatan. Mobile JKN has put for an example of a public service that is transparent, easily accessible in real time, and can be replicated by other public service providers such as National Electricity Company and Telecommunication Company. This is important because if public services are slow or of poor quality, this will have a negative impact on users’ trust towards the provider. An innovation like Mobile JKN greatly helps us to reduce the number of visitors to BPJS Kesehatan offices and makes it simpler for patients when seeking treatment at health facilities, making services more effective and efficient. BPJS Kesehatan is optimistic that this innovation will be adopted by other countries that are also newly introducing and implementing social and health insurance programs so that their programs can become high-quality, fast, and transparent, too.","Based on our experiences implementing Mobile JKN, we believe there are a number of useful lessons learned:
1. Mobile apps are able to successfully fulfill the needs of users without them having to visit offices to register, obtain services, make payments, and submit complaints.
2. Mobile apps are able to reduce queue lengths and waiting times at service offices. This could be easily replicated to other public service providers.
3. In the digital era, IT acts not just as a supporter but rather an enabler to achieve business aims and develop a competitive edge.
4. In order to develop a useful innovation, knowledge of the environmental conditions (internal and external) is required so that the innovation can achieve its goals.
5. Investing in IT can be seen as too expensive, but the value it provides to service providers and users outweighs this.
6. The top management must be aware of and fully support the innovation to ensure it is implemented successfully.","We have some recommendations we would like to put forward:
1. Additional evaluation of the app and how its users use it is required, to ensure that in the future we can improve the app to make it in line with user expectations.
2. To improve health services, in developing the Mobile JKN app, BPJS Kesehatan made significant use of best practice information on mobile health.","a:1:{i:0;s:4:""4222"";}",,https://www.youtube.com/watch?v=lzGnSTZZogQ,,
4217,"The Public Private Collabroation model, eZdorovya, and the transformation of the healthcare system in Ukraine",https://oecd-opsi.org/innovations/the-public-private-collabroation-model-ezdorovya-and-the-transformation-of-the-healthcare-system-in-ukraine/,,"SOE eZdorovya (eng. eHealth)",Ukraine,central,"a:3:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:7:""science"";}","The Public Private Collabroation model, eZdorovya, and the transformation of the healthcare system in Ukraine",https://portal.ehealth.gov.ua,2018,"17 million of people joined the eHealth in less than 6 months, which is every third Ukrainian. Such growth determined by the Public Power Corporation model of organizational process of the eHealth implementation in Ukraine. It was developed by the state-owned enterprise eZdorovya in cooperation with the government, business, IT and civil society. It enables to create a national highly secure eHealth system fast, effectively and transparently. Today, the eHealth in Ukraine is one of the key anti-corruption initiatives.","Until 2016 the medical system in Ukraine was stuck in the 80s - old, poor infrastructure, enormous amount of paperwork, endless queues, the Ministry of Health lacked data to make strategic decision. More than a half of payments were done out of pocket in to the health system. In 2016 Ukrainian government started the financial reform of the healthcare system aiming to substitute the outdated one with the result-based model. The eHealth system was determined as the main tool to make these changes happen. State-owned enterprise eZdorovya was defined as the main institution that would lead the process of the eHealth implementation.
Firstly, eZdorovya team together with the Ministry of Health, business and international consultants analyzed the strengths and weaknesses of Ukrainian economy in general, and the healthcare system in particular. In terms of weaknesses, there were three main challenges:
- The whole Ukrainian healthcare system worked on paper.
- Government had not enough human and financial resources to develop all the necessary software.
- The question of time was very critical due to the electoral cycle.
One of the main strength is the IT sector. IT industry in Ukraine is among the top three industries with the largest share of GDP in the country. IT products make more than 3% of the state's GDP. The total income of the industry in 2017 amounted to $ 3.6 billion. So, the working team decided that the growing IT will help to digitalize the healthcare system using best IT solutions, that is the reason the Public-Private Collaboration model was developed.
In April 2018 the Public-Private Collaboration model was introduced and there have been already remarkable results. Almost every third Ukrainian joined eHealth system in 6 months. The model made the process of transformation effective, transparent and fast. This model of organisational process of eHealth implementation in Ukraine was developed by government, business IT, civil society, and the eZdorovya team.
The cornerstones of the Public-Private Collaboration model for eHealth implementation are:
1) Open source and open code. All repositories should be publicly available. This minimizes the risk of vendor lock-in (binding to a particular developer), and gives the possibility of developing the system by other teams, including volunteers and small and medium enterprises. Such open data approach demonstrates the highest level of transparency and allows a wide community to contribute to the National eHealth project.
2) Developing the eHealth together with business. The state didn’t have enough resources, so the Ministry of Health and other state bodies decided to share the responsibility of the PPC model development with business. Moreover, business in Ukraine is more experienced in using new technologies, providing customer support and dealing with sales, on this wise the eHealth system can only benefit from it.
3) Two-component system. The government saves the necessary data and provides the business with the tools to cooperate with the Ministry of Health and the National Health Service in Ukraine.
Business enables the medical institutions to interact with the Ministry of Health and the National Health Service providing the IT platforms for them. Respectively, the new markets emerge, respectively. The free competition within these markets encourages businesses to improve the quality of service in such manner this is the end-users (patients) win.
4) Autonomy of the system. The involvement of business keeps the system stable regardless of the political situation in the country. Government determines the policy and strategy and works as a partner with business in order to digitalize the healthcare system in Ukraine.
5) Minimizing the burden for taxpayers. Everyone pays for what he chooses depending on which Medical Information System (developed by various certified business enterprises) the medical institution working with. Business creates the user-interfaces so that state spends less budget money for the development of the eHealth.
Three main components are crucial to the model. The newly created National Health Service in Ukraine is responsible for all the purchase, cost-analysis, and fraud prevention. The Ministry of Health is responsible for eHealth strategy and policy in the health sector. SOE eZdorovya is responsible for digital transformation of the health sector.
In 6 months more than 17 million Ukrainians joined the eHealth system. The newly created National Health Service has received its first funding (8.6$ million) and has already financed the medical institutions around Ukraine. The medical facilities are starting to get more money from the National Health Service.
eZdorovya helps Ukraine to take a huge step to European integration. eZdorovya is being financed by international organizations and governments donors to implement the public private collaboration model.","a:13:{i:0;s:3:""303"";i:1;s:3:""143"";i:2;s:3:""876"";i:3;s:3:""305"";i:4;s:3:""320"";i:5;s:3:""214"";i:6;s:3:""617"";i:7;s:3:""234"";i:8;s:3:""181"";i:9;s:3:""194"";i:10;s:3:""239"";i:11;s:3:""612"";i:12;s:3:""354"";}","The innovation that was developed is the public private collaboration model. It Can be described as following :
- facilitates the process of eHealth implementation in Ukraine. In 6 months every third Ukrainian joined the eHealth system
- сreates the open source and the open code in the way that the ecosystem of eHealth is 100% open and any programmer, SME and volunteer from IT community can contribute to it
- assists the cooperation among the state, business, IT and civil society that makes the process transparent, fast and effective
- uses all the innovative IT tools to fight corruption in the healthcare sector that was never done in Ukraine","a:1:{i:0;s:14:""implementation"";}","The Public Private Collaboration model is in the process of implementation, it is flexible and adaptive for any changes. Some of the IT solutions are already in place, and some of them still need to be designed. Since the beginning of 2018 doctors and patients are signing the declarations to be able to work in the eHealth system. This is the transformation of primary health care with the introduction of capitation. So far more than 17 million citizens have signed the declarations with the family doctors. This is the first step to automatization of the medical process. Till the end of 2019 medical events are going to be included in the eHealth system so all the data on this issue will be available online. Also, the data in the eHealth Сentral Сomponent database will be supplemented by the description of the patient’s complaint, diagnosis, and electronic prescription. Also, later we are going to introduce fee for service and DRG-based payment for the entire scope of medical services in the country.","The minimum viable product of the Central Component of the eHealth was designed by NGOs and the Ministry of Health specialists. Right now it is state-owned and is administered by eZdorovya. The main eHealth stakeholders are eZdorovya, the Ministry of Health, National Health Service in Ukraine and Medical Information Systems.","Our users are medical institutions, doctors and patients. Business partners are Medical Information Systems. For the moment there are 15 Medical Information Systems which cooperate with the eHealth. Our main stakeholders are eZdorovya, the Ministry of Health of Ukraine, National Health Service, and international partners (Transparency International, USAID, WHO, The World Bank, the governments of Canada, Germany and the United Kingdom, the Global Fund, Deloitte, All-Ukrainian Network of PLWH).","Each of the 1500 medical institutions, that have signed contracts with National Health Service, has received its funding proportionally to the amount of declarations that have been signed between doctors and patients. This data collected and stored in Central Component database controlled by eZdorovya. Medical institutions began to receive more money from the state. For example, centre of primary healthcare of Mizhyhiria, Zakarpatya region, received twice the amount of fundings in July 2018. Implemented system helped to reveal the most and the least effective medical institutions and to allocate fundings and salaries accordingly to the number of patients who have already chosen their doctors. For example, the medical center in Poltava region increased the salaries by 30%. They also used money to buy new software and medical equipment. Also, eZdorovya achieved good results in business developing establishing business relations with 15 private Medical Information Systems and creating the new market.","The main struggle for us is to overcome the skepticism and the mentality of Ukrainian society.Ukrainian medical system hasn’t been reformed for a long time and mired in corruption since the 1980’s until now, so the trust in the healthcare system was vanished.That’s why, one of the challenges of the eHealth is to build solid loyalty from citizens.For now, after 6 months since launching the eHealth in Ukraine, we can confidently say that we’re going in the right direction.
Recent studies show that the support for all the healthcare government initiatives significantly increased. More than 50% of Ukraine’s population supports the ongoing changes in the healthcare system.
Another challenge for eZdorovya is to keep the public private collaboration model stable.Each novation should be coordinated with stakeholders on a business-negotiation level. Although the process is complicated and requires a lot of efforts and resources, it’ll provide solid stability and inviolability to the whole system in a long-run perspective.","The conditions for such a rapid success are:
- Unique Public-Private Collaboration model which made the process of transformation effective, transparent and fast.
- Open source and open code as the part technological implementation demonstrated the highest level of transparency and allowed a wide community to contribute the National eHealth project.
- The effective cooperation with all the key stakeholders.
- International partners provided the project with all the essential financial and human resources
- The implementation of eHealth is the prominent part of the whole healthcare reform and one of the key anti-corruption initiatives that majority of Ukrainian put as high priority","The designed public private collaboration model can be replicated by other countries. The developed solutions based on the open code can be used worldwide. We follow the idea of sharing technologies with other countries to make eHealth the global trend. Recently, Ukraine joined the Global Digital Health Partnership Summit to be involved in the constant exchange of best practices with 18 member-countries and WHO and the successful introduction of digital services in the health sector.","In 6 months, Ukraine managed to start the transformation of its devastating healthcare system. Without a well-thought-out public private collaboration model and well-organized cooperation among the key stakeholders such results could not be reached. eZdorovya played a leading role to facilitate all the necessary steps were taking. 17 million of declarations between doctors and patients have proved that the digitalization of healthcare services is the key to the overall transformation of the medical system in which every citizen feels involved.",,"a:1:{i:0;s:4:""4356"";}",,,,
4220,"Slavery from Space",https://oecd-opsi.org/innovations/slavery-from-space-2/,,"Rights Lab, University of Nottingham, UK","United Kingdom",other,"a:1:{i:0;s:7:""science"";}","Slavery from Space",https://www.nottingham.ac.uk/rights-lab,2017,"High resolution satellite data were used to make a credible estimate of the number of brick kilns across the ‘Brick Belt’, helping to calculate the scale of modern slavery present. Brick kilns are high slavery-prevalent industries and before this work, the full scale of brick kilns and by proxy, slavery, was unknown, making action from the appropriate agencies difficult. This innovation provides data to help NGOs and governments fight modern slavery. This approach scales in time and space.","There is a global political commitment to ending slavery (UN Sustainable Development Goal 8.7), however, the difficulty of accurately estimating the number of slaves and their locations is a significant barrier to successful antislavery action. Remoteness in particular can make it difficult to locate and monitor sites of contemporary slavery on the ground, whilst the dynamic nature of the human system is an added challenge. Whilst a free worker cannot be distinguished from an enslaved worker from satellite remote sensing data, reliable, timely, spatially explicit and scalable metrics extracted from that satellite data can be used to reveal the location of sites associated with illegal, potentially slave-based labour. As shown in a recent documentary, NGOs on the ground in the “Brick Belt” have used the expertise from the University of Nottingham's Dr. Doreen Boyd's team to underpin rescue efforts. In short, NGOs gained more intelligence, and enslaved people were freed as a result of the data shared with NGOs by Boyd and team.
Slavery from Space specifically embraces the advantages of all forms of satellite remote sensing data (and other complementary and synergistic (geospatial) data) to unlock valuable knowledge about slavery activity and accelerate progress to its complete abolition. By combining image processing with machine learning algorithms within a number of methodological approaches, Slavery from Space aims to detect slavery but also to monitor antislavery intervention and ultimately, by being eyes in the sky, prevent slavery. The approach also includes a citizen-science component to bridge any gaps in the machine-generated knowledge, as well as aid algorithm development. A new citizen-science platform will allow citizen scientists to upload qualitative observations (e.g. notes, photographs) to further inform on spatial patterns and prevalence of slavery. Thus the objective of this innovation was to establish a methodology for using satellite data to develop reliable estimates of high slavery prevalent industries, such as brick kilns, as a proxy for slavery numbers. In common with other initiatives (e.g., the Global Partnership for Sustainable Development Data), we aim to fully harness the data revolution for antislavery and use the resultant new knowledge to eradicate slavery once and for all. Ending slavery will mean a better world for everyone: safer, greener, more prosperous, more equal. The aim is to demonstrate the role that satellite data will play in achieving this “Freedom Dividend”.
Boyd and team are currently working with private sector data providers to access even more spatially- and temporally-rich satellite data and to start thinking about other high slavery-prevalent industries to locate. The team is in dialogue with the UN to understand how to apply geospatial innovations to the wider modern slavery agenda, and open source information about the approach will be shared internationally through the UN’s Delta 8.7 knowledge platform.
Of the ILO estimates of slavery, Boyd and team estimate that a third of slavery may be detectible from space, as it takes place in stone quarries, brick kilns, fisheries, mines, forests and construction sites (rather than in domestic service, food and hospitality services, or sexual exploitation). Using satellite technology along with artificial intelligence and geospatial science methods and tools (e.g., crowd sourcing (both with proprietary and open source platforms); convoluted neural network machine learning), we can provide up-to-date, spatially explicit and defensible estimates of slavery. For example, charcoal camps are visible in Brazil, brick kilns in Cambodia, stone quarries in India, and gold mines in Tanzania. Our Slavery from Space work will extend the reach of antislavery enforcement. As one NGO (Free the Slaves) noted in a newspaper article: “Slavery from Space is a necessary addition to the Global Slavery Index, which focuses on the presence of slavery at the macro level. Slavery from Space, on the other hand, works at micro level, on the ground, and allows NGOs to tackle specific and localized cases of modern slavery. Most companies that operate illegally remain under the radar but are exposed by Slavery from Space.” The full technical methodology of one method (statistical inference and crowd sourcing) is described in ‘Slavery from Space: Demonstrating the role for satellite remote sensing to inform evidence-based action related to UN SDG 8’ in ISPRS Journal of Photogrammetry and Remote Sensing 142 (2018).","a:9:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""221"";i:3;s:3:""611"";i:4;s:3:""303"";i:5;s:3:""194"";i:6;s:3:""196"";i:7;s:3:""610"";i:8;s:3:""623"";}","This innovation deploys an approach typically used in the study of fragile ecosystems to explore instead the traces that humans leave on the surface of the Earth. In doing so, it provides for the first time an accurate estimate of the prevalence within a specified geographical area of types of industry known to have high incidence of slavery. Key is that this innovative turn on data and methods can be scaled over space and time. It provides supporting evidence for anti-slavery action never seen before.
By adopting methodologies designed with other applications in mind for use with satellite data in partnership with satellite providers we have innovated how anti-slavery action is tackled. We strive to do this in as cheap and accessible way possible in order to support the drive for a slavery-free world.","a:1:{i:0;s:10:""evaluation"";}","Having undertaken a first round of data processing, machine learning and geospatial analysis, the satellite data is now being re-used with tweaks to methodologies to reduce the margin of error in the mapping. For instance the neural network is being retrained with more examples of kilns across a wider geographical area. We now know the limitations of the crowd contributing to the intelligence on kiln locations. Once we have eliminated any error our plan is to apply our satellite data-based approach to anti-slavery to new industries, and new locations where ground intelligence points to risk of slavery. The information and intelligence provided by the mapping will be used to inform antislavery activity in two principal ways: (i) to inform liberation and (ii) to inform the growing interest in the environmental degradation/slavery nexus which has realised that ending slavery has benefits beyond that of freeing those enslaved.","Citizens were involved as scientists through their role in visually verifying satellite images via the citizen science platform, Tomnod and Zooniverse.
Companies (e.g., DigitalGlobe, Planet) are involved through the provision of satellite data as an ‘in kind’; contribution to the innovation
Civil Society organisations (i.e., NGOs) were involved, who used the data provided by Boyd and her team to underpin rescue activity.","Citizens were empowered with new skills and gained personal satisfaction from using these skills in the service of antislavery.
Civil Society organisations gained new capability in understanding geospatial data, and access to accessible data and analysis about a wider geographical area than had previously been available.
Companies fulfil corporate social responsibility requirements by supporting this activity.","The results so far show that the new data helps NGOs plan and execute rescue missions on the ground. The results are measured on two vectors: area of territory effectively mapped (1.5ma square km); utility of resultant data for NGOs and Government (measured qualitatively and evident in the documentary file included as an attachment to this application.
It is feasible that in the future, the approach can be applied on request to support government agencies and NGOs to plan and design their missions. We are in conversation with the Office for the Special Rapporteur on Contemporary Forms of Slavery to discuss application to forthcoming missions to Italy and Togo.
It is also possible that future applications of the technology focused on understanding patterns of migration might be able to anticipate population movement, and feed data to NGOs who can help people to move safely, and thereby reduce trafficking risks and prevalence.","When we first started working with citizen science platforms, we experimented with paid or unpaid citizen scientists analysing visual data. We had assumed that paying members of the public would increase uptake and accuracy. We actually found the opposite: unpaid citizen scientists process more images and produce more accurate data. This has informed how we will work with citizen science platforms- a crucial part of our methodology and approach – in the future.
Costs of up-to-date high resolution satellite have been something to consider. To overcome this we have established partnerships with key providers. We also are exploring the utility of free satellite data (e.g., the ESA Sentinel-2 constellation) so that future mapping is not hindered by costs and is therefore accessible to all invested in anti-slavery action.","This relies on a fluid and supportive R&D relationship between the public and private sector – the latter to provide geospatial images, the former to undertake the analysis. It requires a supportive senior management at the University, who have funded and supported the early-stage research of Dr Boyd’s team through their sponsorship of the Rights Lab (www.nottingham.ac.uk./rights-lab) to ensure that she was able to build the relationships and approaches successfully. And it has benefited from input and advice from some of the world’s leading antislavery scholars who have been able to help Dr Boyd’s team understand where to deploy their technology, and what kind of data would be valuable to NGOs.","‘Slavery from Space’ is at the stage of having been deployed ‘deeply’ in one context and is currently being evaluated with a view understanding how it can be applied in other ways, other geographies, for other industry types. We believe this innovation can be deployed by larger organisations and governments who are interested in using geospatial data to trace slavery-prevalent industry and activity.","There is much to gain by thinking laterally about data and technology and in bringing together those invested in anti-slavery action with whatever expertise that have. Having the United Nations Sustainable Development Goal highlighting the prevalence of slavery has focused action.","We are at the start of a journey that has the end goal of ending slavery by 2030. Data in all its forms is so important and this innovation is an example of Data4Good. We need support to ensure that the 40 million + people we estimate (via the GSI - https://www.globalslaveryindex.org/2018/findings/highlights/) in enslavement and would be so grateful to see this innovative use of satellite data recognised.",,"a:2:{i:0;s:4:""4298"";i:1;s:4:""4304"";}",,,
4223,"The Indonesian Timber Legality Assurance System (SVLK)",https://oecd-opsi.org/innovations/the-indonesian-timber-legality-assurance-system-svlk/,,"Ministry of Environment and Forestry Republic of Indonesia",Indonesia,central,"a:2:{i:0;s:13:""environmental"";i:1;s:8:""Forestry"";}","The Indonesian Timber Legality Assurance System (SVLK)",http://silk.menlhk.go.id./index.php/info/svlk,2013,"Two decades ago, 80% of Indonesia’s timber exports consisted of illegally-sourced wood. In order to combat this problem and to promote more sustainable forest management, the Government of Indonesia developed an innovative multi-stakeholder approach to ensure that wood products and raw materials would only be obtained or come from sources whose origins and management were legal and sustainable. Thus, the Timber Legality Assurance System (Sistem Verifikasi Legalitas Kayu – SVLK) was born.","According to media reports, Indonesia supplied 219 million cubic meters of unreported or illegally-sourced timber between 1991 and 2014. This had a devastating effect both environmentally and economically. Not only did it result in the loss of 2.3 million hectares of forest, the country also lost up to USD 9 billion in uncollected non-tax revenue between 2003 and 2014. Against this backdrop, the SVLK initiative was introduced to combat illegal logging and the trade in illegal timber, while at the same time improving governance and the management of Indonesia’s forests – both those under state and private ownership.
In addition to combating illegal logging and the illegal timber trade at home, Indonesia’s SVLK was also established to meet growing demands from international markets (particularly the European Union, Australia, and the United States) for guarantees of timber legality through the certification of sustainable, legally-sourced timber exports.
The innovative SVLK scheme contains a tracking system that aims to ensure that all entities in the timber supply chain obtain their wood and timber products from sustainably-managed forests and conduct their trading operations in accordance with prevailing laws and regulations. Developed with the active participation of a range of different stakeholders, from both government and civil society and public and private sectors, the SVLK system works to:
(1) assess and, where satisfied, verify relevant parties (including concession holders, timber businesses and traders) dealing in the production, processing, transportation, distribution, transfer and domestic trade of timber and wood products;
(2) trace the origin of all timber and wood products, and
(3) issue documentation and/or licenses that certify the legality of timber and wood exports.
The SVLK assurance scheme is a mandatory system that requires all timber from state-owned and private forests to obtain verification of legality – as a guarantee that the timber originates from legal, sustainably-managed sources. It took around 10 years of development before reaching the point in 2013 when the scheme was ready to be implemented.
During the development phase, the government engaged with all stakeholders to determine the definition, criteria, indicators and verification tools on timber legality and forest sustainability; the institutional framework, mechanisms and procedures surrounding SVLK certification, and the requirements for SVLK entities including certification bodies, auditors and independent monitors. The results of these multi-stakeholder gatherings formed the basis for the development of legislation via a series of focus discussions and public consultations at both regional and national levels, as well as implementation pilots, all of which fed into a final, formal process by the Ministry of Environment and Forestry.
Transparency is one of the SVLK’s key principles; therefore, independent third-party certification bodies, which are accredited by the National Accreditation Committee, award legality-assurance certificates to domestic timber and wood products and Verification Legal (V-Legal) documentation to SVLK-certified exporters, while the system’s implementation is monitored by civil society organisations concerned with forestry issues.
Since implementation began, the SVLK system has benefited both people and planet. By promoting better forest management, the SVLK scheme is playing a leading role in environmental protection and is helping to safeguard Indonesia’s forest areas for the wellbeing not only of current inhabitants but also for the next generation. In terms of the international timber trade, the scheme benefits purchasers of Indonesian timber by providing legal assurances that any timber and wood products they import meet internationally-recognised standards with regards to legality and sustainability.
In this way, the SVLK system has also brought great benefits to Indonesia by helping to restore the country’s reputation as a responsible and trusted trader and exporter of timber and wood products. Within the past four years, for example, the SVLK has gained widespread recognition and acceptance from major international markets including the EU and Australia. The SVLK system also benefits other countries (including China, Ghana, Malaysia and Vietnam) that are considering implementing similar timber-verification schemes by providing a reference and lessons learned on how to develop and implement a robust and credible timber assurance system.
In addition to becoming a benchmark for foreign replication, the SVLK system is already providing a framework for similar schemes that aim to trace and verify the source of other commodities in Indonesia. As an initial step towards domestic replication, the SVLK certification mechanism is being applied to palm oil, but there may well be scope for more widespread replication across different sectors in Indonesia.","a:14:{i:0;s:3:""143"";i:1;s:3:""178"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""610"";i:5;s:3:""260"";i:6;s:3:""302"";i:7;s:3:""305"";i:8;s:3:""612"";i:9;s:3:""317"";i:10;s:3:""616"";i:11;s:3:""617"";i:12;s:3:""354"";i:13;s:3:""621"";}","The prime innovation of the SVLK initiative is its cross-sectoral, multi-stakeholder approach. From the earliest stages of its development through to its implementation, the SVLK has involved a wide range of representatives from a variety of different sectors to help determine the system’s structure and working practices. Stakeholders have included government officials, civil society organisations, business people from the private sector, members of the general public and academics.
Although the Government of Indonesia provides the legal framework for adherence to the SVLK system and certification, independent third-party bodies conduct the certification process, while civil society organisations concerned with forestry matters conduct regular monitoring to ensure entities within the timber industry comply with the assurance scheme. Another notable feature is the SVLK’s appeal and dispute-settlement mechanisms, which aim to ensure an equitable, fair and transparent approach in all dealings with relevant parties.","a:1:{i:0;s:14:""implementation"";}","The SVLK assurance scheme has required mandatory compliance from all entities within Indonesia’s timber industry since January 2013. During the past five years, the scheme has enabled responsible timber producers, traders and exporters to obtain certification verifying that their timber and wood products are legally sourced and support best practice in forest sustainability, in keeping with rigorous domestic and international legal standards.
The success of the SVLK in combating illegal practices in Indonesia’s timber industry led to its being officially recognised by the EU, which has strict rules against illegal logging under its Forest Law Enforcement, Governance and Trade licencing framework. Since recognition was granted in November 2016, Indonesia has exported more than USD 1.9 bn worth of SVLK-certified timber products to the EU. The SVLK obtained similar recognition from Australia in 2014, in accordance with the latter’s Illegal Logging Prohibition Act.","To balance inputs, including on the economic, social and environmental aspects, development of the SVLK involved a diverse range of stakeholders, including representatives from government institutions; forestry-related business associations; civil society organisations including the Indonesian Ecolabelling Institute and World Wild Fund Indonesia, citizens including members of customary and indigenous communities, academics, and donors including the United Kingdom’s Multistakeholder Forestry Programme.","The SVLK innovation has been utilised by a number of different individuals and groups, all of whom have an interest in forest management and/or the production and trade of timber and wood products. Beneficiaries include among others communities surrounding forests, businesses within timber industry, and the consumers. The SVLK benefits the communities with a better environment and living condition; the businesses with a better market access; and the consumers with certified legal wood products.","The greatest impact that the SVLK initiative has been the marked rise in international confidence in Indonesian timber and wood products. Formal recognition by the EU and Australia, as being in accordance with their respective Forest Law Enforcement, Governance and Trade and Australian Illegal Logging Prohibition legislation, has not only helped improve Indonesia's reputation on the international stage, but also provided economic benefits for the country and its people as a result of ever-increasing exports. Since 2013, Indonesia has issued nearly 900,000 V-Legal documents for timber exports to more than 207 countries with a total value of USD 51.3bn. Breaking this overall figure down, Indonesia’s timber exports carrying V-Legal documents have shown incremental increases year to year, from USD 6.1bn in 2013 rising to USD 10.9bn in 2017. This trend has continued this year as of August 2018 Indonesia has exported USD 8.7bn worth of certified timber products overseas.
In the future, impacts on social and environmental aspects need also to be determined.","One key challenge during development was the period of more than 2 years to gain agreement from stakeholders about the definition, shape and form that the SVLK should take, which postponed the system’s implementation. It also took more than 9 years (2007-2016) of lengthy negotiations for the Government of Indonesia to persuade members of the international community to put its trust in the new SVLK system, given the scale of illegal logging and timber trading in Indonesia in the past. When implementation began, some business groups rejected the scheme due to the complexities involved in obtaining SVLK certification. Over time, compliance has steadily increased as those businesses that initially resisted witnessed the benefits to be gained, especially in opening up export markets. Separate concerns for some of the scheme’s users are the costs involved in obtaining certification. The Government of Indonesia has addressed this by providing state funds to facilitate the process, particularly for small forest and business owners.","Strong political will and government commitment are crucial to success; so too is the involvement of a wide range of stakeholders, including those from the private sector who, in the case of the SVLK, supported the process by selling certified wood products. It is necessary to provide an environment for open, honest communication between stakeholders; this formed the basis for the development of the SVLK’s regulatory framework, which governs the system’s implementation. A motivating factor for those involved in the scheme’s development was to improve Indonesia’s international reputation; there was a desire to eradicate the long-held perception that Indonesia was full of “illegal loggers” and instead regain trust from the international community for its timber industry and exports. Throughout development and implementation, high quality human resources, strong international cooperation, and financial support from the state and external donors all contributed to its overall success.","The SVLK innovation has begun to gain widespread recognition and regard. It has become a reference for the potential application of similar timber-assurance systems in a number of countries across three continents, among others Chile, China, Ghana, Laos, Malaysia, Myanmar, Thailand and Vietnam. Some of these countries are also in negotiations with the EU with a view to securing the same kind of voluntary partnership agreement that Indonesia possesses, which would enable them to export certified timber to European markets.
In Indonesia, the approach and methods used by the SVLK scheme to determine the origin and legality of timber has been replicated to one of the country’s other major commodities – palm oil. The scheme’s framework is being applied by the Indonesian Sustainable Palm Oil system, proving that the SVLK initiative could be used in any sector where the origin of products, good governance and sustainability are of paramount importance.","Based on the achievements and challenges of the SVLK initiative, we would like to share the following lessons learned:
(1) A long-term commitment is required from all those involved in the development of such a system, as it can take time to accommodate different views, concerns and aspirations;
(2) A wide range of different stakeholders is also recommended within a cross-sectoral structure, to ensure that all voices are heard and a variety of ideas considered;
(3) Laws and regulations pertaining to the scheme should be regularly reviewed and, if and when required, amended in order to incorporate the latest developments;
(4) The implementation of such a legality-assurance system can be a complex and expensive process; therefore, financial and capacity-building support should be sought and made available for any party that lacks the required knowledge or financial means to participate fully;
(5) Greater cooperation is needed at the international level to increase awareness about the SVLK model and to promote replication of similar schemes.","Implementating SVLK in huge territory of Indonesia is also a challenge with regards to assessment costs, in particular for transportation costs of auditors. The Government of Indonesia facilitates trainings for auditors in outer areas, and encourages the certification bodies to occupy those auditors. The Government of Indonesia also developed a website of Legalwoodmarket.com that contains information on legal and sustainable timber and wood products. This website allows for buyers to search for certified legal and sustainable timber and wood products. To encourage consumption of legal products in domestic markets, the Government of Indonesia also developed a regulation to provide legal foundation governing the processes involved in the procurement of goods and services, including for timber and wood products. Among other things, the regulation lays out requirements pertaining to legality and sustainability in the procurement process. The Government of Indonesia also formulates incentives to encourage procurement process of certified legal timber and wood products","a:19:{i:0;s:4:""4265"";i:1;s:4:""4266"";i:2;s:4:""4267"";i:3;s:4:""4268"";i:4;s:4:""4270"";i:5;s:4:""4271"";i:6;s:4:""4272"";i:7;s:4:""4273"";i:8;s:4:""4274"";i:9;s:4:""4275"";i:10;s:4:""4276"";i:11;s:4:""4277"";i:12;s:4:""4278"";i:13;s:4:""4279"";i:14;s:4:""4280"";i:15;s:4:""4281"";i:16;s:4:""4282"";i:17;s:4:""4283"";i:18;s:4:""4284"";}","a:3:{i:0;s:4:""4285"";i:1;s:4:""4286"";i:2;s:4:""4287"";}",https://www.youtube.com/watch?v=cFL4r01hQpo&t=26s,https://www.youtube.com/watch?v=4F2wOFPVzBs&t=27s,"https://www.youtube.com/watch?v=-V7P1ysbSgM https://www.youtube.com/watch?v=ph9JJdk2SZg"
4301,"‘VENTURE NARA’ cyber shopping mall for start up and venture company",https://oecd-opsi.org/innovations/venture-nara-cyber-shopping-mall-for-start-up-and-venture-company/,,"Public Procurement Service",Korea,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","‘VENTURE NARA’ cyber shopping mall for start up and venture company",http://venture.g2b.go.kr:8311/index.jsp,2018,"For ventures and start-ups to overcome Valley of Death (failure to survive within the first 3-7 years from start) and to explore sales channels in the early stage, the Korean Public Procurement Service designed VENTURE NARA. VENTURE NARA is a ""stepping stone"" where ventures and start-ups can promote and sell their products in the early stage, and prepare for jumping into the broader markets. As a prior stage to the Online Shopping Mall, VENTURE NARA is put in place where any ventures and start-ups can promote in early stage.","VENTURE NARA, dedicated to start-ups and ventures, was established in October, 2018 with an aim of exploring the public procurement market and laying foundation for growth.
Start-ups and ventures have an innate difficulty in registering with Korea On-line E-Procurement System (KONEPS), falling short of required conditions for contracts (i.e. framework contract (K-MAS), designation for the Government Supply Products). Start-ups and ventures with excellent technologies are unlikely to have their manufacturing facilities or records for sales. Tender officials from public organizations have no way of purchasing products unregistered with the KONEPS Online Shopping Mall. Under the circumstance, ventures and start-ups take advantage of VENTURE NARA as a platform where they can promote to and trade their products with public organizations.
VENTURE NARA, an online shopping platform for Ventures and Start-ups
Recruitment is proceeded on a quarterly basis in cooperation with 18 advisory entities (as of Aug. 2018) being comprised of the central government bodies (i.e. Ministry of Trade, Industry and Energy, Ministry of SMEs and Startups, Korea Intellectual Property Office) and public organizations (i.e. Center for Creative Economy and Innovation, Korea Technology Finance Corporation, Korea Institute for Advancement of Technology, Innopolis Foundation, Korea Institute of Energy Technology Evaluation and Planning) and metropolitan local governments (i.e. Deajeon Metropolitan City, Ulsan Metropolitan City, Chungcheongbuk Province, Gyeonggi Province, Daegu Metropolitan City, Gwangju Metropolitan City, Jeollabuk Province, Busan Metropolitan City, Seoul Metropolitan City, Gyeongsangnam Province). Excellent technology and high quality products from ventures and start-ups are promoted and registered with VENTURE NARA.
As exclusive to Ventures and Start-ups, VENTURE NARA is used to promote and trade products in the public sector.
Thanks to VENTURE NARA, ventures and start-ups, whom used to have no way of approaching the public procurement market, are now able to register and promote their excellent technology-based products. Purchase officials from public end-users can proceed with direct contracts using the convenient ordering system of VENTURE NARA. VENTURE NARA products are promoted and the export is supported through setting up the VENTURE NARA booth, and consultations with foreign buyers regarding purchase, at the Korea Public Procurement Expo (KOPPEX). Apart from it, VENTURE NARA itself is introduced to public based on various channels such as SNS product review, and other exhibitions.
Modification and improvement to the corresponding rules and regulations are planned related to VENTURE NARA so that more ventures and start-ups make inroads into the public procurement market.
In the past, the start-ups and ventures recommended by the 18 advisory entities are exclusively entitled for enrollment on VENTURE NARA through the quarterly recruitment announcement, causing a difficulty. However, improvement has been made for ventures and start-ups to directly apply for enrollment without recommendation from the 18 entities. The evaluation for new technology products with a short life cycle has been more frequent (once per month). Plus, training and education opportunities on PPS policies and registration on behalf of those of ventures and start-ups with difficulties is expected to be expanded from 4 to 6 times per year. The venture and start-up dedicated team will be formed to provide an one-stop supporting service covering from enrollment to contracts.","a:3:{i:0;s:3:""316"";i:1;s:3:""317"";i:2;s:3:""617"";}","VENTURE NARA is a sole platform on behalf of ventures and start-ups with difficulties in meeting contract conditions with PPS to be registered with the KONEPS Online Shopping Mall, potential suppliers required to have previous sales records, operation status, and manufacturing facilities. Such conditions play a role as a laborious obstacle, in many cases, pushing ventures or start-ups to give up entering into the public procurement market. VENTURE NARA does not require to meet conditions regarding previous sales records, operation status, manufacturing facilities. With excellent technology-based products, ventures or start-ups can access the public procurement market through VENTURE NARA at any time.","a:1:{i:0;s:14:""implementation"";}","In cooperation with the 18 advisory entities including Public Procurement Service, Ministry of Trade, Industry and Energy, and metropolitan local governments, excellent technology and quality products are discovered and enrolled through a quarterly recruitment announcement.
From the foundation of VENTURE NARA in Oct. 2016 to Aug. 2018, excellent ventures and start-ups are promoted through the 9 recruitment announcements in total (2 times in 2016, 4 in 2017, 3 in 2018).
VENTURE NARA products are conveniently traded based on the simple ordering system so that purchase officials in the public sector can easily purchase.
VENTURE NARA products can be purchased at any time as long as conditions for a direct contract are met. Ventures and start-ups without previous sales records can proceed with sales. The channel of VENTURE NARA sets up a path for ventures and start-ups to advance into the KONEPS Online Shopping Mall. As of now, 12 of them have finally landed in the Online Shopping Mall.","Government officials
Central government bodies and metropolitan local governments collaborate to help ventures and start-ups advance into the public procurement market.
As of Aug. 2018, the 18 advisory entities are comprised of three as central government bodies, five as public agencies, and ten as metropolitan local governments. Enrolled firms and products are projected to increase as the number of advisory entities will rise to 25 by the end of 2018.","Companies
Ventures or start-ups with difficulties in registering their products with the PPS-run platformcan secure channels for sales through product enrollment with VENTURE NARA.
For example, firm A, as a LED light producer, enrolled its product on VENTURE NARA and promoted it at the booth of KOPPEX, gaining recognition from purchase officials and their excellent technology and quality product ended up being posted on the KONEPS Online Shopping Mall.","As of Aug. 2018, 2065 products from 438 firms are enrolled with VENTURE NARA.
For those of whom intend to advance into the public procurement market, VENTURE NARA has grown as a critical platform. totally 12 ventures and start-ups ended up posting their products on the KONEPS Online Shopping Mall.
Starting from 2019, a monthly recruitment (12 per year) is planned with an aim of finding about 1000 ventures or start-ups and of helping them advance into the public procurement market.
In addition to products from ventures and start-ups, products of new-technology, composition, R&D prior to commercialization, and local regions are to be promoted at the dedicated supporting center.","At the beginning of VENTURE NARA in Oct. 2016, merely 4 of advisory entities existed.
Recommendations from the small number of advisory entities were limited in quantity. With such insufficient recommendation, VENTURE NARA enrollment was not easy to be done. The barrier in approaching the new platform made it even harder for ventures and start-ups to enter into the public procurement market.
Decision on a dramatic rise of the number of advisory entities was made and PPS began signing MOU agreements with them starting with local authorities since Mar. 2018.
The number of advisory entities rose from 4 to 13 in 2017 and the quarterly recommended ventures or start-ups skyrocketed from 80 to 130 on average in 2017.
As of Aug. 2018, totally 18 advisory entities appeared to the scene and the increase initiative is scheduled to continue until reaching the number of 25 by the end of this year.","For ventures and start-ups to successfully enter into the public procurement market, there is a need to approach the platform for sales promotion like the Online Shopping Mall and as a pathway to it, VENTURE NARA was set up.
Mere discovery of and designation as excellent ventures or start-ups carries innate limitations to successful access to the public procurement market. 5 years back, there were supporting policies for start-ups. The designated group as excellent start-ups was provided with education, consultation, and promotion opportunities to make inroads into the public procurement market. However, without such sales platform like the Online Shopping Mall, sales of ventures or start-ups by the purchase officials from public end-users was not easy to be conducted.
So, VENTURE NARA was designed to help smooth landing of ventures and start-ups into the public procurement market.","VENTURE NARA is set to be transformed into the comprehensive platform where innovative products like composite goods can be nurtured from the online supporting tool for ventures.
Firms with innovative or composite products have as much difficulty as ventures and start-ups in entering into the public procurement market. Classification code is hardly assigned to composite goods and purchase officials from public end-users are reluctant to buy new products without previous sales records. VENTURE NARA will be transformed into the comprehensive platform where innovative products are to be enrolled and promoted. The comprehensive platform will match various innovative products such as those from ventures and start-ups, with technology certificates, and pilot and R&D products with end-users in demand for contracts. Expectation is high about transformation of VENTURE NARA into the comprehensive procurement platform with innovative products enrolled in 2019.","These are the lessons that we share with ventures, start-ups, and firms with innovative products.
First, concentrate on unique technology development to obtain patents or technology certificates. Once manufacturing industry-centric public procurement market is now being transformed into the innovative product-centric market, putting an emphasis on technology. It is believed that firms without manufacturing facilities, but through outsourcing, should be able to enter into the public procurement market. PPS urges firms with excellent technologies to more actively approach the public procurement market.
Second, ventures and start-ups should study about and take advantage of various beneficial supporting policies in the public procurement market.
In addition to using VENTURE NARA, consistent study about beneficial procurement policies and supporting tools for promotion should be accompanied so that they can efficiently promote their products to purchase officials from end-users. Being incorporated into KOPPEX by setting up a booth can be a good way as a marketing strategy.
Lastly, constant research and development for new products should be conducted even if their current products turn out to be not perfectly fitting the public procurement market. The list of products required by public end-users is mostly predetermined. Therefore, studying about purchase environment analysis should be conducted by firms. However, constant product research and development would allow firms to provide public end-users with what they really need. Based on analysis of purchase patterns of about 50,000 public end-users across the nation and active marketing efforts, firms need to promote their products.",,"a:5:{i:0;s:4:""4305"";i:1;s:4:""4306"";i:2;s:4:""4307"";i:3;s:4:""4308"";i:4;s:4:""4309"";}",,https://www.youtube.com/watch?v=HIvisIdl1qw,https://www.youtube.com/watch?v=28B5iHFQVB4,
4310,"Vitamin Lab: How to Take Citizen Responsiveness and Integrity in Health Services to the Next Level",https://oecd-opsi.org/innovations/vitamin-lab-how-to-take-citizen-responsiveness-and-integrity-in-health-services-to-the-next-level/,,"Transparency International Lithuania",Lithuania,other,"a:4:{i:0;s:9:""education"";i:1;s:6:""health"";i:2;s:12:""public_admin"";i:3;s:16:""Civic engagement"";}","Vitamin Lab: How to Take Citizen Responsiveness and Integrity in Health Services to the Next Level ",https://www.transparency.lt/wp-content/uploads/2016/11/Social-design-experiments-in-healthcare_2016.pdf,2016,"The innovation was developed to tackle the problem of corruption in the Lithuanian healthcare sector. We conducted a Vitamin Lab experiment to find out if the change of the clinic’s environment indirectly affects the behaviour of patients, how it can influence their attitudes towards the clinic, increase transparency and reduce bribery. To our knowledge, it was one of the first initiatives to use this type of measured social design interventions in the context of healthcare sector corruption.","The problem: Over 50 per cent of Lithuania’s population believe that the healthcare sector is corrupt. 2 out of 5 Lithuanians admit to having paid bribes at the national level healthcare institutions over the period of five years, what makes the healthcare sector the most corrupt public sector in Lithuania. Compared to the EU level, Lithuania has the second highest percentage of bribery at healthcare institutions. While the problem of corruption is attracting increasing attention in the public domain, there has been no firmly demonstrated interest from the policy-shapers to change it, citizens do not have a sufficient sense of empowerment to demand better, more accountable services and the motivation of doctors to initiate change has remained unsupported by systemic political will.
An innovative solution: Given the lack of progress in tackling healthcare corruption through conventional instruments, we developed a bottom-up ambient accountability initiative – Vitamin Lab - to create good case examples and examine the potential of a broader range of innovative citizen-centric mechanisms and their potential to change expectations and relations between customers and service providers, to give more salience to values of professional integrity and work towards empowering patients to make themselves and their feedback heard.
Vitamin Lab is an initiative which features an interactive installation that we created together with the community of Lazdynai Outpatient Clinic (our partners in this initiative) and installed it in the clinic’s waiting area. The volunteers were actively inviting patients to evaluate the quality of services they received that day with the help of installation. Patients were given five evaluation balls, or “vitamins”, and asked to allocate them to one or several of the evaluation categories: (1) Thank you, (2) Service was pleasant, (3) I did not like it, (4) The procedures were clear, (5) I would recommend this clinic to others. Patients were also offered to leave a more detailed written feedback in a Vitamin Lab’s suggestion box.
Qualitative and quantitative research methods were used to assess the importance of feedback and overall success of the initiative: a survey of patients (representative survey, proportional quota sampling, two waves: N = 416, N = 380, total sample size N = 776); in-depth interviews with the polyclinic’s personnel of the Lazdynai Polyclinic; a focus group with Vitamin Lab volunteers; and a focus group with patients of the Clinic.
Goals of this experiment: (1) Better understand the criteria by which patients evaluate the healthcare services; (2) understand how giving patients the opportunity to give feedback impacts their satisfaction with the services they receive; (3) improve patients’ satisfaction of the services they receive; (4) increase patients’ sense of empowerment and demand for good service as well as the salience of values of integrity and service quality in the clinic’s environment; (4) understand how such initiatives contribute to the change of patients’ behaviour and their attitudes towards corruption in healthcare.
Results: The Vitamin Lab experiment provided an opportunity to gain a deeper understanding of doctor–patient relationships and how things actually work at the polyclinic. Thus, as the first initiative of this kind in Lithuania and, to our knowledge, one of the first to use this type of measured social design interventions in the context of healthcare sector corruption, it provided valuable insights into both the healthcare sector in the country and the potential of such interventions and allowed us to have a stronger connection to our stakeholders.
Our main insights from this initiative are as follows: (1) patients who believe that gifts and informal payments do not help to get better services were much more likely to recommend the clinic to others; (2) patients who participated in the ‘Vitamin Lab’ were less likely to believe that unofficial gift-giving or giving money or any other material reward helped them to receive better treatment in the Lazdynai Polyclinic; (3) the possibility to leave a feedback contributes to the better evaluation of the services provided. Patients who participated in the Vitamin Lab were more positive about the services in Lazdynai Outpatient clinic (40.6 (Net Promoter Score) compared to 26.4 (the overall score)).","a:7:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""181"";i:3;s:3:""623"";i:4;s:3:""617"";i:5;s:3:""619"";i:6;s:3:""621"";}","Our project is innovative in approach, intervention design and implementation. First, we adopted a bottom-up, social design approach, in order to understand the existing culture in healthcare institutions from ‘the practitioners and clients point of view’ through stakeholder workshops and use of participatory design and applied theatre. This led us to co-design and create change through a unique, yet very simple and engaging ambient feedback mechanism that empowers patients and makes feedback highly salient in the clinical arena to all involved. The approach is unique in marrying behavioural insights with TI’s innovative tactic of “ambient accountability” (http://ambient-accountability.org/what) – using creative interventions to promote integrity in the very places and situations where it is challenged. Vitamin lab was the first initiative of this kind in Lithuania and, to our knowledge, a first in the world to use ambient feedback and social design in healthcare corruption.","a:1:{i:0;s:9:""diffusing"";}","The Vitamin Lab experiment helped to showcase the importance of small victories – that healthcare institutions need to adapt a measured approach in order to change the status quo and to take in the patients’ feedback. As a result of this initiative, Vilnius city municipality is currently planning a pilot initiative – to carry out representative patients’ surveys in all the public healthcare institutions in the city and rank them based on the results. In addition, other healthcare institutions started thinking about smaller measured initiatives in their environments.","(1) Lazdynai Outpatient Clinic – main partner;
(2) patients of the clinic – intervention participants; valuable feedback on quality of service of the clinic;
(3) medical community of the clinic – contribution to the design of the intervention;
(4) social designers – application of social design methods in public healthcare institution;
(5) Transparency International Secretariat – research and methodological support;
(6) volunteers – collection of patients’ feedback.","(1) citizens – more willing to recommend clinic; changed perception of entitlements;
(2) doctors – more polite, value-aware to patients and each other;
(3) clinic administration – increased knowledge of service perks/flaws; useful insights for its organizational management;
(4) other healthcare institutions – presented with easily applied tools to increase the service quality;
(5) Vilnius City Municipality – inspired by intervention to consider broader feedback systems in healthcare.","It is a first proof of concept that strategic social ambient design interventions can set into motion positive dynamics of change. Simple visible feedback system can rewire the social dynamics, sense of entitlement, trust and expectations.
To measure impact more systematically we carried out: a baseline and ex-post patient surveys (n=416 and n=380), focus groups, interviews, engagement tracking. After the intervention:
(1) patients were more likely to recommend the clinic to friends (rise in net promoter score);
(2) doctors and patients perceive less gift giving and soliciting.
Quotes from stakeholder interviews: “Why I like this system is that when everyone is in a hurry, running, you can very quickly and easily evaluate the service, and don’t need to write or fill out anything.” (patient, male, 76)
“As time went by there were some constant patients who were coming probably… every week. And they were saying: ‘Give me those vitamins, I’ll evaluate the service.’ (volunteer, female, 24)","(1) While we had the buy-in from the administration, it took us more time than expected to get the support from the medical community of the clinic;
(2) we experienced that it can be quite difficult to convince the polyclinic’s community that social design methods can be useful, as they were perceived as overly creative and abstract for the medical personnel not used to such interventions;
(3) we encountered the lack of willingness of the medical personnel and doctors to engage as they chose to isolate themselves from exercises they believe were aimed at changing their everyday routines. In order to address these issues, it was important for us to form a team of experts well in advance and to develop a map of possible risks and their mitigation plans and to act when such risks arise;
(4) last but not least, we hoped to be able to change the behaviour of patients with this intervention, but we managed to change only their attitudes.","(1) Leadership and involvement from the top management of the clinic - we started communication with various healthcare sector institutions in Lithuania, however, only managed to build a stronger relationship with Lazdynai Outpatient Clinic;
(2) Human resources - feedback collection requires constant communication with patients; in addition, we put a lot of effort to keep constant communication with the healthcare institutions interested in testing transparency initiatives in their environments, including communication with the management of the Lazdynai Outpatient Clinic;
(3) Personal values and motivation – high level of engagement of medical community in the initiative strongly contributes to its successful implementation.","The aim of the innovation was never to replicate it but rather to ensure that its DNA is adopted and replicated by other institutions in the country. The initiative gathered a lot of media attention, was widely discussed in the sector and received an award for the best anti-corruption initiative of the year from the Ministry of Health. Last but not least, it encouraged the Vilnius City Municipality to initiate the ranking of the healthcare institutions based on the feedback of service delivery by the patients, inspired the Ministry of Health to set more concrete anticorruption goals and laid first stones for the creation of culture of good case examples in healthcare.","(1) It is essential to continuously keep in mind, manage and adjust the expectations of various actors involved in the initiative – it was sometimes challenging and time-consuming to ensure that the activities agreed on were understood in the same manner;
(2) Implementation of such pilot transparency initiatives requires high level of engagement and buy-in of top management of the institution. Moreover, the topic of corruption is very sensitive to the medical personnel and administration of healthcare institutions. Thus, it might take time to identify institutions that want to create change and be good case examples;
(3) It was essential to ensure that such initiatives are measured in a representative manner. The engagement of patients into evaluation of service in the Vitamin Lab was not the goal itself – it was the visual installation that allowed us to receive so much attention for this topic of service quality and contributed to our advocacy goals. The most important part was surveying the patients before and after the Vitamin Lab – this allowed us to measure our involvement and its success / failures;
(4) For our advocacy goals it was important to keep the constant communication with different stakeholders working in the sector (other healthcare institutions, municipality, Ministry of Health, among others). This allowed us to present the approach of small measured interventions in a better manner and create a community of institutions interested in implementation of similar initiatives in the future.",,"a:1:{i:0;s:4:""4328"";}",,,https://www.youtube.com/watch?v=G31HLtVdqyo&t=1s,
4321,"Best Way to Resolve Issue of Skills-Jobs Mismatch, ""Work-Learning Dual System""",https://oecd-opsi.org/innovations/best-way-to-resolve-issue-of-skills-jobs-mismatch-work-learning-dual-system/,,"Human Resources Development Service of Korea",Korea,other,"a:2:{i:0;s:10:""employment"";i:1;s:26:""Human Resource Development"";}","Best Way to Resolve Issue of Skills-Jobs Mismatch, ""Work-Learning Dual System""",http://www.hrd.go.kr,2014,"Korean government has been calling for the innovation of education and training system to narrow the gap between school education and employers’ requirements and to address the high youth unemployment rate issue.
The Ministry of Employment and Labor and the Human Resources Development Service of Korea introduced the Work-Learning Dual System in 2013.
It was adopted to get rid of mismatches between school education and workplaces based on the National Competency Standards led by companies.","According to the OECD, Korean youths’ labor force participation rate was low, 42.0% for males and 44.4% for females compared with the OECD average (64.1% for males and 53.0% for females) although they showed the highest level of achievement in the Survey of Adult Skills. Notably, as the proportion of young NEETs is on the uptick, we recommended providing education and training that is more closely relevant to the labor market. Under these circumstances, the Korean government has been strongly calling for the innovation of the national education and training system in order to narrow the gap between school education and employers’ requirements and to address the high youth unemployment rate issue.
The Ministry of Employment and Labor (MOEL) and the Human Resources Development Service of Korea (HRD Korea) introduced the Work-Learning Dual System (WLDS), a Korean apprentice education and training system based on German and Swiss apprenticeship systems, in Korea in 2013. The WLDS is a new vocational education and training (VET) program that closely links vocational training such as learning at school and job skills at workplaces. Korea traditionally has a culture that emphasizes academic achievements, incurring considerable amount of social costs. As young people enter university regardless of their aptitude, and they are bent on improving their resumes in college or university to get good jobs, the time they get out of college and enter into society to get a job is gradually getting later. In addition, companies have to pay enormous re-education cost in order to develop human resources with excellent job skills. This is blamed on problems in VET along with Korea's academic background-oriented culture. The content of current VET was selected by schools, which are the providers of human resources, and current VET focused on curriculums which mismatch demands from industrial fields. There have been mismatches between on-the-job training programs and joint industry-academy programs to take into consideration demands from industrial fields, too. As a result, students were not able to stay at companies after their on-the-job training programs and have to make additional efforts such as new job searches, or advancing into higher level schools. Unlike developed countries, such as Germany, there is a lack of Korean companies’ efforts to develop human resources in the field and are big differences among companies in terms of human resource development infrastructure.
SMEs have problems in human resource management such as unsystematic human resource management and a lack of training infrastructure. Mid-sized companies are interested in training talented people to maintain their technology but they do not have good conditions such as training infrastructure. Large companies have and run their own specialized human resource development programs through their own facilities and instructors. In this context, the Korean government introduced the WLDS to help young people enter the labor market quickly without forming nice academic backgrounds or working hard on improving their resumes and help companies establish human resource development programs. The government tentatively ran the system in 2013 and began to implement the system on a full scale in 2014.
However, the system had many limitations in attracting young people and their parents in the Korean culture that emphasizes education and prefers white color jobs. Through the diversification of training management models, we prepared ways for participation by school education levels and promoted the WLDS by informing the effects of the system through the discovery of various successful cases. Unlike current VET, the system led companies to promote the hiring of young people by hiring them first and letting them both work and learn at the same time. Based on the National Competency Standards (NCS), which systematized work capability units at the national level, training courses required by companies were designed to boost on-site suitability. We prepared a high school model, a technical college model, and a four-year university model by education levels (job training levels), thus establishing various entry routes so that young people could work and learn at the same time when they want. Companies can also make young people participate in training by directly hiring them. We are also striving to spread the system with the participation of private vocational training institutions, universities, the Korea Chamber of Commerce and Industry, and Industry Skills Council (ISC) among others.","a:4:{i:0;s:3:""234"";i:1;s:3:""612"";i:2;s:3:""317"";i:3;s:3:""335"";}","We provide optimized training courses for companies by having industry experts and companies' core personnel (trainers) participate in the development of training courses and secured the quality of training courses based on the NCS, in order to reflect the requests by the industry. This is a flexible operating model that closely links companies’ business climates with academic calendars. Training programs run in various forms - linear, cyclic, and hybrid - depending on Off-JT and OJT configuration methods. A customized training model for each job level is provided by diversifying entry paths for participating in the WLDS.
We provide integrated solutions for companies’ human resource development by developing training courses and training materials based on jobs in the field for companies, and strongly protect socially weak learning-workers. We have a national support system involving the government including the HRD Korea, private vocational training institutes, universities, etc.","a:1:{i:0;s:14:""implementation"";}","The innovation of Korean VET through the WLDS is now in the full implementation stage. Since 2014, the WLDS has become a brand representing systematic on-the-job training. There is a dramatic increase in the awareness of the WLDS among participating schools, students, parents, and the general public.
“OECD Economic Surveys Korea (2016)” recommended the expansion of the WLDS as a solution to the problem of youth unemployment and the strengthening of a connection between education and employment based on the NCS. In order to improve the performance of young people in the labor market, the OECD has continuously been analyzing policies and cases to support a smooth transition from school to labor market. It can be said that Korea also reemphasized the importance of and necessity of the WLDS. The current WLDS requires the spread of the system to more schools and more companies in order to be established as an innovation program for VET to solve labor market problems in Korea.","During the task development phase, the vice minister of the MOEL as the chairperson established a WLDS Preparation Committee composed of experts in related departments, economic organizations, labor organizations, and research institutes.
This WLDS is an innovative program introduced through the participation of various stakeholders and the gathering of opinions from companies and the general public, rather than just a system led and designed by the government.","Many institutes are participating WLDS, and universities and training institutions participate as joint training centers. The key personnel of the companies are involved in the development of their training courses.
Through the operation of WLDS, ①young people can adapt to the field early and work in good jobs; ②companies can contribute to increase of productivity by cultivating skilled people with their own initiative; and ③government can enhance youth employment and national competitiveness.","In a short period, the system became a representative on-the-job training system with over 13,000 companies and 70,000 learning workers. According to a study in 2016, it is expected that in 2018 NCS-based systematic training through the WLDS will save Korean companies KRW 2,300,000 in reeducation and recruitment cost, up from KRW 2,080,000 in 2016. The per capita productivity of learning workers in 2016 was KRW 19.82 million, which was 42% higher than KRW 13.94 million of workers at companies who that did not participate in the WLDS. In 2020, the gap is expected to exceed KRW 10 million.
These innovation efforts raised Korean people’s recognition of the WLDS by pushing up the public awareness of the WLDS to 65.5% in 2016 from 30.5% in 2015, the early period of the system in Korea, according to a survey on the system. The WLDS is expected to contribute to boosting Korea’s adjustability to rapid social, industrial and technological changes and solving mismatch problems in labor market.","The biggest challenge for this innovation was the deep-rooted academic background-oriented culture in Korea. We improved access for young people so that they can participate in the WLDS by diversifying their participation paths by preparing the system for each school in order to encourage young people to take part in apprenticeship training to learn job skills required by companies in a situation where young people got jobs late and social burdens expanded in spite of a lack of labor force in the labor market. In addition, we let them enjoy both their jobs and training as workers via labor contracts at the start of their training programs.
The purpose is to lay the groundwork for young people to overcome prejudice over academic backgrounds and grow into skilled workers through the innovation and help companies to develop necessary human resources effectively.","A right understanding of problems and collaboration with various stakeholders hold the key to the success of the WLDS. We diagnosed that not academic backgrounds but practical VET was needed in order to improve the Korean culture that emphasizes academic backgrounds, address the youth unemployment problem, and boost companies’ employment vitality, to which ministries of the government and the industrial world agreed on. This made the innovation possible.
In addition, we carried out the innovation to enable students to receive school education and job education simultaneously by leading schools to insert training courses of the WLDS in curriculums, and spread and established the system through collaboration with private VET institutions and the industrial world.","Demographic changes in Korea such as a decrease in the Korean population after rapid economic growth, an economic recession and a drop in the youth employment rate is making it difficult for Korean companies to secure necessary human resources. To resolve these difficulties, Korean government is constantly striving to boost youth employment and help companies secure excellent human resources through the innovation of VET.
Newly emerging Asian countries are also experiencing situations similar to that of Korea. They achieved rapid economic growth based on strong passion to study in the parents' generation and abundant human resources. However, companies’ situations are changing very fast, so VET must respond to demands from the industrial world. Therefore, we are expecting that Korea will be able to spread the results of the WLDS to emerging countries in Asia that have national emotions and industrial structures similar to those of Korea as a nation carrying out VET innovation.","We adopted the WLDS as a solution to resolve the problems of the complex labor market in Korea, which should actively cope with rapid changes in industry and technology, along with the resolution of Korea’s youth employment rate lower than the OECD average and mismatches between education and training and demands from companies. As recommended in “OECD Economic Surveys Korea (2016)”, we feel that the WLDS was the best choice for enhancing the utilization of Korean human resources and mitigating mismatches between school education and demands from the labor market, and confirmed growth potential of apprenticeship training that suits situations in Korea through the achievements of learning workers and companies which took part in the WLDS.
In the early days of the introduction of the WLDS, the participation of young people and companies was low due to doubts about the unfamiliar new system and inexperience in it. However, the system has grown into a representative brand of training in the field in Korea through collaboration with stakeholders, continuous system improvements and the spread of successful cases.
The innovation of VET in Korea via the WLDS sparked off the change of the subject of job education and training from schools (suppliers) to companies (users) and enabled work and learning to be practically connected. Companies boosted their productivity by selecting and nurturing skilled talent based on field training and practical experience and inducing long service through the growth of the WLDS. Students became able to have more interest in studying through practical field education and select jobs that suit their aptitudes. It is our ultimate goal to transform Korea's academic background-oriented culture into a culture that emphasizes ability via the WLDS. We will continue to innovate in order to enable schools and companies to run the WLDS on their own without the government’s interventions.","1) Status of Work-Learning Dual System as of July 31, 2018.
- (Participating companies) 12,822 companies
- (Learning-workers) 10,567 companies employed and trained 70,014 learning-workers
2) Status of participating companies as of July 31, 2018.
- (Status by size) 95.8% of the participating companies were SMEs with less than 300 employees
- (Status by Business Types) Machinery and Robots: 31.1% > Electricity and Electronics: 13.8% > IT: 12.4%
3) Status of learning workers
- (Status by educational backgrounds) 52.0% of the learning-workers received high school education or lower.
- (Status by ages) 20s: 45.2% > Teens: 30.2% > 30s: 15.5%
* Males: 52,942 (75.6%), females: 17,072 (24.4%)
* Young people (15 to 34 years old): 59,901 (85.6%)
- (Status by training periods) Average training period: 16 months (12 months: 46,889 workers, 67.0%)",,"a:1:{i:0;s:4:""4335"";}",,,
4326,"Sick leave e-certificate",https://oecd-opsi.org/innovations/sick-leave-e-certificate/,,"Ministry of Health",Latvia,central,"a:1:{i:0;s:6:""health"";}","Sick leave e-certificate",https://www.eveseliba.gov.lv/,2016,"The sick leave e-certificate was introduced to reduce the administrative burden related to the processing of sick-leave paper certificates, both for institutions and inhabitants, as well to provide complete data on issued certificates in Latvia. Since 2018 sick-leave certificate are issued only electronically in the national E-health system which provides processing and circulation of certificates electronically among health care institutions, patients, employees and social insurance institution.","Sick leave e-certificate is one of the modules of the national eHealth system supervised by National Health Service. The national eHealth system, including sick leave e-certificate has been implemented through the digitization of health care to improve the quality and efficiency of health care services and to decrease the administrative burden, both for institutions and for the patients. To reduce the administrative burden related to the processing of paper sick-leave certificates, both for institutions and for inhabitants, to provide complete data on issued sick-leave certificates in Latvia sick leave certificate can be issued only electronically in the national eHealth system since 2018.
Before the introduction of sick leave e-certificates health care institutions issued sick leave certificates in paper format. The processing of paper forms created a certain administrative burden for both patients and institutions. For example, if a patient had several employers doctor had to issue several copies of sick-leave certificate. To claim for sickness or maternity benefit to State Social Insurance Agency the paper form sick leave certificate had to be submitted either by post or by appointment, which, in turn, created additional costs and was time-consuming. In its turn for State Social Insurance Agency it meant the necessity to serve customers in customer service centers, as well processing and storage of paper forms.
These were also no complete data on issued sick-leave certificates. Considering that the sick pay is covered by the employer from days 2 to 10, the data on sick leave paper certificates issued for the first 10 days (including) were not centrally collected and available for policy planning.
In the processing of sick leave e-certificates following institutions and persons are involved: health professionals, patients, State Revenue service and employers, Health inspectorate, State Social Insurance Agency, National Health service, State Labour Inspectorate.
Functionalities provided by sick leave e-certificate module
1.For health professionals:
a)to issue the sick-leave e-certificate and to cancel it if it was issued unreasonably,
b)to see the data about sick-leave e-certificates issued to patient by other health professionals, if it is necessary for the treatment process.
Health professionals can issue and access sick-leave e-certificates in eHealth portal (www.eveseliba.gov.lv) or in the health care institution’s information system which is integrated with eHealth system.
Benefits for health professional: time and resource savings - less paper, fast and easy to issue, no need to issue several copies of certificates if the patient has more than one employer, fast and easy to overview data about all issued sick-leave e-certificates by him/herself.
2. For patients:
a)to view sick-leave e-certificates, print them out (if necessary) send information to the employer (or other person) about the sick-leave. Patient can access his/her sick-leave e-certificate in his/her Electronic Health Record in eHealth portal.
b)to apply for sickness/maternity allowance electronically in eHealth portal or national e-service platform www.latvija.lv.
Benefits for inhabitants: time and money savings - if submitted electronically to State Social Insurance Agency for sickness/maternity allowance.
3.For employers:
a) the data about issued sick-leave e-certificates to employees’ is available for employers in the State Revenue Service’s Electronical Declaration System the next day after doctor has signed the e-certificate.
b) employee can send the information about the e-certificate to employee before doctor has signed it.
Benefits for employers: less paper, fast and easy access to sick leave e-certificates issued to employers.
4.Health Inspectorate
Health Inspectorate can access sick leave e-certificates in eHealth system in order to fulfill its functions in the field of the quality of work capacity checks.
Benefits for Health Inspectorate : more effective control options.
5. National Health Service, Ministry of Health, Ministry of Welfare etc.
Benefits: access to the statistics on all sick-leave certificates issued.
6. The State Social Insurance Agency
a)to access sick-leave e-certificates electronically if the applications for the granting of a sickness or maternity benefit has been submitted by patient.
Benefits for The State Social Insurance Agency: time and resource savings – no need to store and process paper forms, less clients in the customer service centers, as the application for a sickness or maternity benefit can be submitted electronically.
7. State Labour Inspectorate
Has the right to process in the eHealth System sick-leave certificates in which an accident at work has been indicated as the cause for incapacity for work.
Benefits: fast and easy access to the information about the cases of the incapacity to work due to accidents at work.","a:8:{i:0;s:3:""190"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""612"";i:4;s:3:""617"";i:5;s:3:""615"";i:6;s:3:""317"";i:7;s:3:""320"";}","Sick-leave e-certificate circulation process between health professionals, patients, employers and State Social Insurance Agency is a process of digitalisation. Since 2018, certificates are issued only electronically in the eHealth system and institutions and persons involved in the process can access them electronically and there is no need to print out the certificates in paper format.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Sick-leave e-certificate project is implemented. The module is available for users since 3rd quarter of 2016, but since 2018, sick-leave certificates are issued only electronically in the eHealth system. However, in collaboration with eHealth System users the necessary usability developments of sick-leave e-certificate module are identified.","National Health Service was responsible for development and implementation of the sick-leave e-certificate module. It was developed by company chosen in the procurement procedure. In the development of the module also other institutions (State Social Insurance Agency, State Revenue Service, Health Inspectorate) and health professionals were involved. Health professionals were involved in the testing, including usability testing of the module.","Health professionals
Patients
Employers
Public institutions","In 2017 State Social Insurance Agency have received 381 600 applications for sickness/maternity benefit, 3,4% (13 000) of them were submitted electronically, using e-service. On the contrary, in 2018 (January-August) State Social Insurance Agency has received 319 400 applications for sickness/maternity benefit, 52% (166 700) of them were submitted electronically, using e-service.
The sick-leave e-certificate module is available for users since 3rd quarter of 2016, but since 2018, sick-leave certificates are issued only electronically in the eHealth system. The main goals of the innovation has been reached – to reduce the administrative burden related to the processing of paper sick-leave certificates, both for institutions and for inhabitants and to provide complete data on issued sick-leave certificates in Latvia. In general, medical practitioners who issue sick-leave e-certificates evaluate this module positively and indicate that its use is convenient and fast.","1.The technical complexity of the project: the development and implementation of sick-leave e-certificate module took place simultaneously with the development and implementation of other modules of the eHealth system and eHealth portal. Due to the technical complexity of the project, its implementation has been extended several times.
2. Doctors' resistance to the implementation of the module and unwillingness to use e-forms of the sick-leave certificates instead of paper forms. The main reasons of the resistance were insufficient digital skills and fear of the transparency. Due to the resistance the term from which the sick-leave certificates should to be issued only electronically was postponed. To reduce the resistance and raise awareness about the utility of the module and its implementation goals trainings for health professionals were organised. Also eHealth Help desk and the possibility to submit proposals for the necessary improvements of the module are provided.","1. Health professionals’ involvement in the development and implementation process. It is particularly important to involve opinion leaders, as well as to provide feedback.
2. Well managed change implementation.
3.Sufficient time for doctors to get to know the system before it is implemented mandatory by regulation.
4. Competent and sufficient number of professionals in Help Desk.","The lessons learned during implementation process of sick-leave e-certificate will be used when implementing other modules of the eHealth System in the future.","1. Involve health professionals in the development and implementation process. It is particularly important to involve opinion leaders, as well as to provide feedback.
2. Be well prepared for change implementation (including team, responsibilities of team members, management of the team, goals, tasks, terms e.tc.).
3.Provide sufficient time for doctors to get to know the system before it is implemented mandatory by regulation. If the decision about mandatory implementation is done, don’t let to postpone it only because of the resistance of the users.
4. Provide competent and sufficient number of professionals in Help Desk.",,,,https://www.youtube.com/watch?v=VxE1t5V2qx8,https://www.youtube.com/watch?v=nHM-hfKfl04,
4337,"Sabooj Sathi (Green Companion) -Wheels of Change",https://oecd-opsi.org/innovations/sabooj-sathi-green-companion-wheels-of-change/,,"Backward Classes Welfare Department, Government of West Bengal, India",India,regional,"a:3:{i:0;s:9:""education"";i:1;s:12:""public_order"";i:2;s:10:""recreation"";}","Sabooj Sathi (Green Companion) -Wheels of Change",https://www.wbsaboojsathi.gov.in,2015,"Government of West Bengal provided 7.0 million bicycles to students of class IX to XII standard in Government run and aided schools as mobility support under “Sabooj Sathi” scheme – a pioneering initiative towards universal access to higher education.","Though universal coverage under primary education was ensured through several interventions, India is still facing the challenge of universal access to high school education. While Primary schools are available in almost every village or within walking distance, high schools are far from the habitations, particularly in rural areas. In rain season, adverse climate coupled with varying road conditions, accessibility becomes difficult in remote rural areas.
Students particularly the girls were found dropping out from schools at the threshold of high school education due to this critical factor. There might be several other social causes, but accessibility was found to be the most critical issue to be addressed to achieve the goal of universal coverage under high school education.
State Government tried a simple intervention providing bi-cycle as a mobility support to girl students of a particular segment in the remotest region where accessibility is critical due to difficult terrain and vast forest areas. Within two years of the experiment it nearly ensured 100% retention. Therefore, State Government decided to replicate the project both for Boys and Girls across the State.
The initiative to increase access to high school education began in the financial year 2015-16 with the commitment to provide bi-cycles as mobility support to all the 4.00 million Boys and Girls of class IX to XII standard in Government run and aided schools and Madrasahs in 18 months. The policy of universal coverage is based on the principles of equity and creating equal opportunities for all, irrespective of class, caste, creed, religion and socio - economic status.
The Honorable Chief Minister of West Bengal christened the scheme as “Sabooj Sathi” and released the insignia and declared “these would be the green companions of the students who are destined to achieve remarkable feats in future”.
Apart from its primary objective of increasing accessibility, Sabooj Sathi is expected to meet additional objectives like:
- Increasing retention in high schools, encouraging students to take up higher studies,
- Inculcating confidence especially among the girl students by promoting mobility and promoting environment-friendly and healthy means of transportation.
These objectives are in conformity with four Sustainable Goals of agenda 2030; United Nations which are: SDG3 of Good Health & Well-being, SDG4: Quality Education, SDG5: Gender Equality and SDG13: Climate actions.
Initially Implementation of the scheme implied delivery of 2.50 million bi-cycles in 12,235 Govt. run school locations across length and breadth of the State within a time frame of six months followed by another 1.5 million in next academic year. This unprecedented scale of operation had multifarious challenges like developing a blueprint of operations, Mapping of Schools, Delivery Points, Bi-cycle Fitting areas, aligning implementation machinery, arranging resources, putting in place proper monitoring framework and resolving huge supply chain issues. These apart, accuracy, transparency at every stage of implementation and minimizing operational expenses were other issues of concern.
Implementation was planned through existing human resources available with different Departments of the State Government who were sensitized, trained and digitally empowered to play their defined job-roles. ICT based communication accelerated implementation process. Sabooj Sathi Online (www.wbsaboojsathi.gov.in), the e-Governance mechanism was developed in house. It provides a single window ICT based solution for management of entire processes like capturing students’ record, finalizing bi-cycle requirements (delivery point wise), supply chain from factory to distribution point, updating distribution records online. Particulars of distribution were made available in the public domain. The web site recorded phenomenal 2.1 billion hits during the initial phase.
Some innovative approaches in implementation like adopting e-Tender, defining a unique colour code for bi-cycles, recording unique frame no. of each of the bi-cycles for identification, attaching special reflectors as per riders’ safety norms and standards are mention worthy.
Hon’ble Chief Minister flagged off bi-cycle distribution on 29th October 2015. During 2015-16 to 2017-18, around 7 million students were benefitted. State Government is continuing the scheme. Students are assured mobility support immediately after they are admitted in class IX.
A follow-up study by “Pratichi (India) Trust”, an organisation founded by Nobel Laureate Dr. Amartya Sen, revealed “Apart from its immediate goal of ensuring accessibility to high schools the programme has had a huge societal impact by enhancing the general mobility of the population and that of the girls in particular. The bicycles distributed among the students are not only used for schooling but also for several other Domestic and Social utilities. The bicycle, indeed, is breaking many boundaries.","a:11:{i:0;s:3:""181"";i:1;s:3:""196"";i:2;s:3:""234"";i:3;s:3:""317"";i:4;s:3:""260"";i:5;s:3:""623"";i:6;s:3:""613"";i:7;s:3:""316"";i:8;s:3:""617"";i:9;s:3:""618"";i:10;s:3:""335"";}","The decision to provide each of the high school students with a bicycle was for meeting the challenge of inaccessibility. The Government went against the popular global current of selective facilitation, and decided to make the programme universal, for two reasons; (a) the intrinsic priority of non-discrimination in education, and (b) experiences of public programme delivery, both at home and away. It is seen that programmes for select, “needy”, group of population, have often met with limited success, if not failed entirely. The reason is simple: the implementation of schemes for selected population often lacks social watch dogging. On the other hand, when universalized, the section that may not be that needy but is empowered with information, voice, and social connections, plays an inspectorial role in the implementation of the programme.
Using ICT based solutions for robust delivery mechanism is another element of innovation in such in-kind distribution programme.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","‘Sabooj Sathi’ is in the third year of implementation. Nearly 7.00 million students of Government run and aided schools were provided mobility support meanwhile. Mobility support is now being offered to all students as soon as they are admitted in class IX.
A quick study conducted by Pratichi (India) Trust revealed that Enrolment in high school education has witnessed a steady growth of around 12%. Girl examinees in the Board Exam are around 10% more than the boys indicating considerable decrease in dropout among girl students. Some startling responses given by the girl students :
a) With the mobility support our attendance in school is now regular.
b) We are saving transportation cost and can buy food.
c) We are getting more time for study since journey time has been reduced.
d) Parents are no longer dependent on brothers for outdoor work
e) Our bi-cycles are being used for many other activities related to livelihood of the family
f) Our mobility has considerably been increased.","This is a State Government scheme entirely operated by Government machinery. State Government Departments collaborated at different levels for various operations. National Informatics Centre, under Ministry of Electronics & IT of Union Government, collaborated and developed the e-Governance solution which is the key factor for successful implementation.","Implementation process involved stakeholders like teachers of 12 000 schools, 750 inspectors, Nodal officers at District level, Block Development Officers, students and citizens at large. Users at different levels were sensitized, trained and given specific job roles in the implementation process. Nearly 7.00 million Students, the primary beneficiaries and their parents were performing social audits. The website witnessed phenomenal 2.1 bn hits during initial stage of implementation.","The project is primarily targeted to increase enrolment and retention in high school by increasing access. During post implementation phase, an increase by 12% in class IX enrolment has been witnessed. Girl examinees in Xth standard Board Exam are around 10% more than the Boys indicating considerable decrease in dropouts.
According to “Pratichi (India) Trust”, an organization founded by Nobel laureate Dr. Amartya Sen, “Apart from its immediate goal of ensuring accessibility to high schools the programme has had a huge societal impact by enhancing the general mobility of the population and that of the girls in particular. The bicycles distributed among the students are not only used for schooling but also for several other Domestic and Social utilities. The bicycle, indeed, is breaking many boundaries”.
Other measurable outcomes include creating a replicable model of robust delivery mechanism which ensured accuracy, transparency and digital inclusion.","The scale of operation of this bi-cycle distribution programme was unprecedented in the country. Major hurdles included Bulk procurement, management of huge supply chain, micro level planning for assembly of disintegrated bi-cycle components and transportation to school locations, creating database of eligible students of 12,000 schools and developing a robust, transparent and sustainable delivery mechanism.
Implementation model involved existing Government resources both infrastructure & IT. Services of Government official and staff were harnessed through sensitization, training and clear communication through Government protocol. Teachers of 12,000 schools, 750 Inspectors, 341 Blocks, 129 Municipalities, 20 Nodal officers at District level and the suppliers were assigned to play defined roles through a single window platform, www.wbsaboojsathi.gov.in, the e-Gov. Mechanism of the scheme which managed all the issues critical for implementation.","1. Setting priority for implementation of the flagship scheme
2. State Government’s commitment to maintain steady flow of resources
3. Relying on existing Government machinery and resources for sustainability of implementation model
4. Inclusion of large no stakeholders and users in a participatory process through sensitization, capacity building and role playing which developed sense of ownership among them.
5. Extensive use of ICT tools, SOP based communication and structured flow of information.
6. E-governance mechanism which ensured end to end solution of all relevant issues and provided platform for monitoring at decentralised levels.","In the E-governance mechanism all national master directories were used. The system was developed using open source technology. Cloud based server hosting environment ensures resources availability dynamically as per user requirement. The stakeholder’s logins were password protected and latest encryption algorithm (md5) has been used for password authentication with an additional security of “dynamic salt"".
Both the Union and State Governments in the Country are implementing various schemes of individual benefits in different sectors. In all such schemes direct benefit transfer is impressed upon so that the target group can derive maximum benefit out of the schemes. In all such cases this could be a replicable model.
Present database created out of the scheme is being used for health scheme of a particular segment of students. It has the potential of being used for tracking various aspects in education, health, nutrition and providing other benefits to the target group.","
- Roll out plan: E Governance has been considered as the most dynamic component in the project planning. ‘Agile Development’ methodology followed for faster development of ICT based solution. The grassroots level managers interacted through ICT based support system (Voice, Email, and Video Conferencing). The stakeholders were given access to one module at a time for ease of work.
- Inclusion: The stakeholders, users were taken into confidence & empowered to take part in crucial decisions and implementation. It developed sense of ownership among them.
- Sustainability: One key learning of the project is reliance on available Government resources. The entire ICT platform was managed through various teams of NIC, the e Governance major.
- Social Audit: The scheme has been designed keeping in mind ‘Social Audit’ as a key & core component. Details of each beneficiary including the frame number of the bi-cycle have been kept in the Sabooj Sathi Portal for public viewing which is unprecedented and can track each and every bicycle.
","SaboojSathi Online was selected for “Order of Merit Award” by SKOCH Smart Governance Award 2017. The initiative has been conferred “Award of Appreciation” by CSI Nihilent e-Gov Award, 2017. It also won National e-Governance Award (silver)for innovative use of ICT by Central/ State Government PSU.","a:15:{i:0;s:4:""4384"";i:1;s:4:""4383"";i:2;s:4:""4382"";i:3;s:4:""4381"";i:4;s:4:""4380"";i:5;s:4:""4379"";i:6;s:4:""4378"";i:7;s:4:""4376"";i:8;s:4:""4375"";i:9;s:4:""4372"";i:10;s:4:""4371"";i:11;s:4:""4370"";i:12;s:4:""4363"";i:13;s:4:""4362"";i:14;s:4:""4359"";}","a:2:{i:0;s:4:""4402"";i:1;s:4:""4405"";}",,https://www.youtube.com/watch?v=3cGqmvn0oAE&t=75s,https://www.youtube.com/watch?v=gpfhNfZ3nL4
4351,"Air-purifying billboard",https://oecd-opsi.org/innovations/air-purifying-billboard/,,"Skopje Lab - City of Skopje Innovation Lab",Macedonia,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:64:""• Public Service innovation generation and testing environment"";}","Air-purifying billboard",http://socialinnovation.mk/portfolio/air-purifying-billboards/,2018,"The air-purifying billboard is a Macedonian innovative prototype that aim to clean the ambient air mainly polluted from traffic. There are currently 2 pilot billboards implementing this technology.
The vacuum cleaning based solution, if set to all 820 billboards in Skopje can reduce air pollution by up to 20%, as the filter can purify 2.5 million cubic meters of air per month. The filters can absorb the PM10, PM 2.5 and other harmful particles. Around 200,000 bus passengers and 150,000 more pedestrians will directly benefit from this innovation every day.","Air pollution poses a major environmental and health concern for Macedonia’s population of two million people, particularly for those living in the capital and all other larger cities. Per the European Environment Agency, the capital city of Skopje is among the most polluted cities in Europe. The latest Ministry of Environment report indicate that household heating practices (biomass burning) constitute 32% of total emissions. Together with traffic congestion (19%), large-scale construction works (19%) and industry (18%), these emissions have led to the highest average concentration of pollution in Skopje in history, with a record level (1219 μg/m3 hourly) of harmful PM10 particles in winter. The actions of the relevant institutions are extremely slow, and burdened by bureaucracy. The situation is highly critical in the past 5+ years, yet, no action has so far been undertaken. The costs from the air pollution are very high, both for the state, but more importantly for the citizens. As usual, the burden is carried most heavily by the most vulnerable, poorest citizens.
The idea for an air-purifying billboard was the fruit of a Climate Challenge for citizens, which was designed to find innovative solutions to the most pressing urban challenges. The idea was developed into solution at a weekend social innovation camp. Two prototype billboards are already constructed by a local company and currently being placed at two very frequent crossroads in Skopje. The billboards will aim to clean the air mainly polluted from traffic congestions. As the personal exposure to air pollution showed, the citizens that walk or cycle are mostly exposed to the pollution, and particularly to the pollution caused by traffic congestions, because it remains at the height of the people while walking or cycling on the streets.
While the strategies to reduce the congestions, and decrease the number of highly polluting vehicles are not efficient, it is critical to develop such cutting-edge innovations that can achieve quick wins. The solution, if set to all 820 billboards currently placed at the whole territory of the city can reduce air pollution by up to 20%, as the filter can purify 2.5 million cubic meters of air per month. The filters can absorb the PM10, PM 2.5 and other harmful particles. The solution is rather simple, based on vacuum cleaner process of working, with several types of filters installed with proper devices to suck the air and let it out after cleaning. The two prototype billboards will be used to test in detail all the possibilities and specifications before the project can be replicated on a large scale.
Around 200,000 bus passengers daily and at least 150,000 more pedestrians will directly benefit from this innovation every day, and the rest of Skopje residents indirectly while driving, or those living very near to the congested streets. If the prototype is successful, City of Skopje will add this feature to all existing billboards.","a:8:{i:0;s:3:""181"";i:1;s:3:""211"";i:2;s:3:""239"";i:3;s:3:""257"";i:4;s:3:""623"";i:5;s:3:""614"";i:6;s:3:""178"";i:7;s:3:""619"";}","There is nothing happening in Macedonia to clean the air, or to sustainably address the problem with systematic solutions. This billboard and some other small isolated civil society driven actions are expected to trigger the reaction of the institutions to stimulate similar citizens initiated and driven innovations. Despite its simple design and easy installation and functioning, this type of air purifying billboard is unique and different, and it will be the first time to test such a solution. At the second stage of prototype testing, the team will add air quality sensors and develop IoT solution for data analytics and predictions. The air purifying billboard is currently being patented (there was no other such solution found globally, while there are other that work on different technologies). If the prototype is successful, it will be commercialized and produced and sold internationally.","a:1:{i:0;s:14:""implementation"";}","The two prototype air purifying billboards are, as we write this application, being placed at two congested crossroads in the City of Skopje. The deployment of the solution has been delayed for a year, and instead of installing them last September, they are being installed now. The challenges and reasons for delay were multiple, and will be described later in the application.
The story started in 2016, with the citizens Climate challenge where citizens were invited to compete with their innovative ideas in solving 4 critical urban challenges in Macedonia. Out of the 68 very good quality ideas, in 2 rounds of selection, the air purifying billboard idea was among the 9 finalists. Ranked as 2nd, the air-purifying billboard triggered the interest of the City of Skopje Mayor, and got a funding to produce and test the prototype. Skopje Lab, aimed to design and test innovative public services and solutions is now leading the process of deploying and testing the solution.","The innovation came from an employee of the City of Skopje who first pitched his idea within the Citizens Challenge, which was led by UNDP and USAID, in partnership with the City of Skopje. The UNDP’s partnership with the City of Skopje was critical in this case to make this innovation see the light of day. Mechanical faculty then joined in preparing the designs and drawings, which private companies owning the billboards gladly provided two billboards for no costs to test the prototypes.","Numerous mentors worked with the team to develop the prototype. The solution was redesigned several times until the best one was made, currently the business model of the product is being developed with another team of mentors, all of it facilitated by Skopje Lab. Citizens were able to visit the team booth at the challenge weekend camp and provide feedback. However, the greatest involvement and feedback from the citizens will be solicited in the next phase of prototype testing.","The results of the innovation are yet to be seen in terms of the power of the filters and the quantity of air that can be cleaned, however all mathematical calculations indicates to great success. If successful, and scaled up and installed at all 820 billboards in Skopje, it could reduce air pollution by up to 20%, with the filter purifying 2.5M m3 of air per month.
The solution has attracted huge attention among the citizens and among the relevant authorities. This will have huge impact for all citizens and visitors in Skopje, estimated to around 1M during work week (with 650,000 estimated residents plus commuters and tourists). The investment is estimated to around $2M, which is very low compared to the impact expected to achieve and the health costs decrease.","The roll out of the project was delayed a year, initially projected to start in 2017, which was a challenge.
Another challenge was to identify the best possible locations, near to one of the air quality monitoring stations – that will enable to measure the results of the billboards and near to congested crossroad as most polluted spots. This has been resolved and the two locations are identified.
However, there was a challenge that resulted in a significant delay of deployment of the prototypes. Political turbulences and change in power in the local government caused significant delay in obtaining the approvals due to additional project and design reviews. Again, this was resolved and the billboards are now being deployed, but one whole year was lost.
Still the team behind the solution did not give up and the innovation will be tested.","In our case, the most important success factor is the motivation and personal values, while the critical precondition was the financial resources and supporting infrastructure. The support of the municipal authorities was the break-through point.","Testing and prototyping of citizens’ ideas have indeed proven potential for replication to all government problems, which is actually the main purpose of Skopje Lab and other public service innovation labs. As for the solution itself, if successful it will be replicated in Skopje and then produced commercially.","'- Be persistent and fight for the idea, especially if you are working in countries where innovation is not high on the agenda of government officials. Macedonia is country with very limited opportunities for ideas generation, especially for citizens and individuals, and it counted on the partnerships with the UNDP to execute the innovation.
- Believe in the innovation, even when others doubt it (there are still very simple things that no one else has yet thought of, and this can be an idea of your friend, colleague or neighbor.)
- Provide thorough support to the team in all possible areas of prototype development.
- Iterate, as many time as it is needed, but do not overdo it, as you might lose the momentum of interest.",,,,,,
4416,"Malopolska Incubator for Social Innovation",https://oecd-opsi.org/innovations/malopolska-incubator-for-social-innovation/,,"Regional Centre for Social Policy in Krakow",Poland,regional,"a:1:{i:0;s:13:""Social Policy"";}","Malopolska Incubator for Social Innovation",https://www.rops.krakow.pl/lewa/malopolski-inkubator-innowacji-spolecznych-25/o-projekcie-96.html,2016,"Malopolska Incubator for Social Innovation is a funding space for bottom-up, widely-consulted and fully-supported innovations in the field of care services for dependents: elderly and disabled. We use everyday non-standard ways and practices unprecedented in local government administration: Design Thinking, creating open-sourced products, bureaucracy reduce, financing 100% of costs. Incubator is implemented by Regional Center for Social Policy in Krakow.","The number of dependents in Malopolska is constantly increasing. Many of them need medical assistance and the usual attention be able to maintain the independence and meet the challenges posed in front of them everyday. According to the forecast in 2050, every third Malopolska citizen will be 65+, and every tenth 80+. Most of these people will require care in the place of residence as the system of residential care will not be able to provide appropriate assistance. This will mainly burden families and informal care-givers. In addition, care services and assistants are required by people with pronounced disabilities which accounts in Malopolska for almost 12% of the population. Believing in the potential that lies in local communities, which measure with such a challenge, Malopolska Region through the Regional Center for Social Policy in Krakow under the Operational Programme Knowledge Education Development launched a project: Malopolska Incubator for Social Innovation - pilot and an innovative project that would not have a chance to develop without adequate support.
To increase in the quality and effectiveness of local care services for dependents through the development of innovative and bottom-up solutions.
- We were aware that some elderly and disabled, whom go to care institution, could function in their own home, after creation of appropriate conditions, including support for informal carers (families). That way we have realized about needing to support any ideas of transfer of supporting activities to the place of residence of the person. Both caregiver, organizational and technological support.
- We focus reduce the 24-hour institutional care provided in public and private institution and strengthen the independence of dependent people including support solutions for caregivers.
- We inspire and support the idea of empowerment through initiating constants between the Grantees and local environment. And participation both of them in the planning, implementation, and testing process. As well as its evaluation after the implementation and dissemination phase.
To realise the aim, we have created an experimental space and we award grants.
Since 2016, we have been inspiring, developing, testing and implementing modern solutions in care for dependent people. Among them 87 submitted ideas we have selected 40 that have been verified and funded. Among them: 7 products, 26 services, 7 IT solutions. Each of them is a new or improved solution that responds to the needs of dependent people in a more efficient and effective way. Each solution required cooperation, creating new opportunities and efficient use of resources. The Incubator turned out to be a place where active, stakeholders and organizations could safely test their ideas with the financial (we awarded grants up to 20,000 €) and specialist support of experts at every stage of developing and implementing.
The target group:
the recipients and users of new solutions, the dependent people and their caregivers.
The Innovators were selected in the two-stage competition. They could be an institutional or private person with an idea for an innovative tool, a method and a solution for care services for dependent people. The selected projects have submitted by individuals, public sector, non-governmental organizations, businesses (including the social economy), churches and religious associations, partnerships. In total, 100 elderly and 40 disabled people tested 17 solutions from the first and second round of the competition.
The innovation envisioned for the future:
- good practices continuation. The operate model tested will be continues and recommended us a useful innovative practices for other offices
- Every tested innovation tested by Incubator will be given an “open source” formula to be available for ever one who will be interested in
- The best and most needed will be taken by the Ministry of Development and prepare us a system solution for all country
- Implementation of solutions that have achieved the best test results and are most needed. We will do it by publishing publications, a regional conference, finding financing for implementing solutions in regional programs, meetings with local authorities and government. By the Internet, social media, movies, blog, press, radio and television
- Participatory impact on Influence the modernization and increase the efficiency of the care system in Poland (recommendations resulting from evaluation and social consultations)
Examples of Innovation prepare and tested:
- a raincoat for the wheel chair users
- Design, pattern, sewing and how to do instruction itself (individual or commercial). Taking into account specific needs like: will-locking by raincoat, discomfort of an umbrella use, arrangement of buckles, zips etc.)
- The application supporting neighbourhood assistance for the elderly
- simple and big phone keys, four basic option to use to request and connected with neighborhood volunteer.
","a:3:{i:0;s:3:""619"";i:1;s:3:""615"";i:2;s:3:""213"";}","
- We do not expect complete conception in the applications. It was judged by the ideas and potential itself. On the final version we worked together during the workshops, using design thinking. The Grantee is treated as a business partner–not client.
- A bottom-up recruitment process–every single person could be the Grantee.
- We supported all process – conception building, testing, evaluation, implementation, dissemination. Every grant had his own personal support.
- All reviews were important- innovations was public conducted at every stage of implementation.
- One test does not have to give success - we accepted right to incorrect conceptions. Settlement of grants based on the effects without invoices.
- Financing 100% of tasks.
- Non-standard operations of official - we organized business meetings in cafes, different cities, even in private homes. Small group mostly-conducive to open dialogue.
- Setting-up a Social Innovation Board to evaluate and select the Grantee.
","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","Incubator is a perfect option for all wishing to bring about major positive change in what is currently called “social care for dependents and their supporters”. For those who want to take part in imagining, creating and communicating a future where what we currently creates will makes a major contribution to the health, well-being and success of people, communities and our economy.
Incubator do so by providing innovative solutions about what the social care do, how it can do this and the promising practices that should be built on, grown and spread dialogue and the sharing of ideas for anyone whom have vision or stake in the future of social.
At the moment we focus on popularization and create an implementing environment for arising solutions. We maintain the cooperation by groups willing to work together and supporting each other on the way to positive changes. Incubator instill unscientific thinking of young people by initiative and do workshops for students at the university.","Regional Cooperation Platform – space for social consultations
Social Innovation Board - 27 people conducting substantive and strategic evaluation applications, selecting innovations to disseminated. They ensure participation and transparency
Universities, cultural institutions, cafes - providing space and conference equipment for organizing meetings with interested activities of the Incubator
Institute for Educational Research
European Commission","Dependents and their caregivers, local governments and their units, the service of transferable securities, NGOs, health and medical companies, business companies, scholls, media companies, or any others who is ready to introduce the innovative solutions.","The main result of the Incubator is the creation of an environment to which ordinary citizens apply, and innovative solutions to social problems. The incubator has already supported 40 Innovators whom have developed, for example, models of work and support for older and disabled people, a cookbook for people with intellectual disabilities with 2nd and 3rd degree obesity, 2 mobile applications, a model for self-service shops, which supports blind people. Innovations change institutions from inside, support innovative thinking, open their eyes, motivate to a different perspective. For many people, participation in the Incubator was the first step to start working differently and changing the world around them.
The project has developed a full, blank evaluation study. It is divided into 3 stages: ex-ante, mid-term and ex-post. The study is based on individual and group interviews, analysis of developed models.","The biggest challenge of the Incubator is to support innovators who have no design experience and have never settled grants or subsidies. On the other hand, it is the core of the Incubator’s activity. For this purpose, the Incubator has appointed each innovator a guardian who supports and helps throughout the innovation test period.
The incubator in its model of action assumed also that the innovation may fail, that the solution that will be tested will not work. We consider such incubator designs to be a project's success.
However, the challenge for the incubator are administrative procedures, which do not always adequately and quickly respond to the pace of innovative projects.
The challenge is also a closed catalog of costs that can be implemented in the project and the lack of funds for the promotional activity of the Incubator.","The operation of projects such as the Social Innovation Incubator requires meeting several conditions that will allow not only to act but to increase its effectiveness and influence the long-term effects of the undertaken activities:
- a motivated, well-coordinated team that can act in flexible and adaptable way and adapts to the needs of innovators
- educated, experienced professionals, leaders,
- relevant legal provisions
- lack of administrative barriers and excessive documentation
- reduction of bureaucracy
- ordering chaos in legal regulations
-communication between the administration, business and universities
-long-term projects including the budgets, that can build and create the innovative environment for citizens.","At least 6 of the 40 innovations tested within the Incubator will be disseminated at the national level. Innovations are chosen by the Social Innovation Council, consisting of regional leaders and representatives of institutions helping the elderly and disabled people.
Right now, after the first stage of the project, we can see a lot of interest in the models that have been developed. We also can see that the institutions that operate as part of the Incubator are starting to cooperate with each other. This is an added value to the grant that we received from us.
We have also met with great interest from international partners within the ITHACA project, where 9 regions from EU share experiences and good practices on smart health and care innovation to improve active and healthy ageing of the population.","After two years of building the Incubator and supporting the inhabitants of Małopolska in innovations, we see that one of the most important areas of our activity is fuelling innovation, showing citizens that they do not have to be scientists, employees of large companies to come up with a new solution to the social problem.
We often meet with disbelief that we are not a technology incubator. On the other hand, after a few sentences of discussion, our discussers themselves admit that technology incubators are most often supported and by that we lose contact with people and society.
In our work, we believe in the power of bottom-up initiatives, that everyone can come and tell us about their idea. We also think that Malopolska residents have the potential and the best knowledge about social problems, because they are often the closest to them.
The second course of action, which worked very well for us, is the establishment of a regional Social Innovation Council, which consists of leaders, representatives of many aid institutions, universities, scientists and representatives of non-governmental organizations. Every day, members of the Council have influence on social policy in the region, they know problems of the elderly and the disabled people. They are interested in new solutions that can be implemented to the institutions they work with.
After 2 years of operation, we can see that the Council is also a guarantee of the long-term impact of innovation in the region. Thanks to it, developed, good and working innovations have a chance to enter the system and change it for the better.",,,,,,
4450,"Methodological material “The Journey into the Industrial Property World”",https://oecd-opsi.org/innovations/methodological-material-the-journey-into-the-industrial-property-world/,,"Patent Office of thr Republic of Latvia",Latvia,central,"a:1:{i:0;s:12:""public_order"";}","Methodological material “The Journey into the Industrial Property World”",https://www.lrpv.gov.lv/en/patent-office/news/8458/new-methodological-material-journey-industrial-property-world-has-been,2018,"EUIPO studies show that young people are lacking information on intellectual property, and the available information is presented in an ineffective way for the specific age group. Starting the new 2018/2019 school year in Latvia, general education, academic secondary education and vocational secondary education teachers will have the opportunity to integrate intellectual property issues in their lessons, thus contributing to the formation of a responsible and innovative new generation.","Latvia is widely notable for its innovative potential, which is rapidly growing and manifests itself in innovative technologies, dynamic start-up ecosystem, as well as young and creative minds. The formation of a responsible and innovative new generation is one of the priorities of the competence-based lifelong learning, which takes the central place in the Sustainable Development Strategy of Latvia until 2030.
Taking into account the availability of a wide range of digital content and fast development of innovations, understanding of the value of intellectual property is more important than ever. This would help teachers and advisors to gain knowledge about the intellectual property rights, develop an emotional relationship to IP by encouraging young generations to create their own work and see in practice the rights and the obligations, which come with creativity.
The Patent Office of the Republic of Latvia together with the National Centre for Education of the Republic of Latvia are part of a specialised network of education experts and stakeholders “Intellectual Property in Education”. The main purpose of the network is to coordinate and develop appropriate, modern resources and programmes for pupils and teachers, including various examples of videos, games, tutorials, e-learning portals and other online content, which could be disseminated through the schools with the aim of helping future generations understand the central role that IP plays in the economy and society.
Taking part in the above-mentioned network in order to improve teachers’ and students’ understanding of intellectual property rights, the Patent Office of the Republic of Latvia in co-operation with the external service provider National Centre for Education of the Republic of Latvia have developed a methodological material “The Journey into the Industrial Property World”.
The methodological material “The Journey into the Industrial Property World” is the first such material in Latvia and among the few in the European Union, which interdisciplinary and broadly covers such industrial property topics as patents, trademarks, designs, geographical indications and protection against counterfeiting. The main goal of this project is to change the mind-sets of teachers and young people regarding intellectual property and creating their positive relationship to intellectual property rights, thus improving their skills in protecting their own and other people’s rights in the future.
Currently, Latvian educational standards pay more attention to copyright and related rights issues. However, the new competency-based learning curriculum will put emphasis also on industrial property. Starting the new 2018/2019 school year, general education, academic secondary education and vocational secondary education teachers in Latvia will have the opportunity to integrate industrial property issues in their lessons, thus contributing to the formation of a responsible and innovative new generation.","a:4:{i:0;s:3:""623"";i:1;s:3:""317"";i:2;s:3:""335"";i:3;s:3:""619"";}","In the digitalised century, creativity, innovation and entrepreneurship are at the heart of EU economic, cultural and social wealth. The protection of your own work and respect for the work of others plays an increasingly important role in the society. The knowledge of basic principles of intellectual property (IP) protection should be gradually integrated in the education. EC´s objectives is to boost digital skills and learning. The methodological material “The Journey into the Industrial Property World” is the first such material in Latvia and among the few in the EU, which interdisciplinary and broadly covers IP issues. The material will help to promote skills and competences that young people should acquire in the classroom in order to become familiar with IP, understand its potential to generate income and economic growth and lead them to respect IP rights, whether their own or those of others.
An integral part of this material is four animated films.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Despite the fact that the material has already been developed, the overall project is at the implementation (knowledge transfer) stage. In order to introduce teachers to the new methodological material and the covered topics, representatives from the Patent Office will visit several schools in various regions of Latvia and offer educational seminars in the following weeks.
In collaboration with the Social Welfare Company and an expert in business education in Latvian schools “Junior Achievement Latvia”, the Patent Office of the Republic of Latvia will train and educate Student Companies as well as teachers on industrial property protection issues in entrepreneurship.","The main collaboration partner involved in the project was the National Centre for Education of the Republic of Latvia (NCE).
In order to improve teachers', methodologists' and students' (in grades 1. – 12) understanding of industrial property rights and to integrate these issues into the learning process, it is very important to maintain the dialog and exchange of views between the NCE and the Latvian Patent Office.","The main stakeholders, users and beneficiaries affected by the outcomes of the project:
• Social Welfare Company and an expert in business education in Latvian schools “Junior Achievement Latvia”.
• Junior Achievement Latvia Student Companies
• Latvian Teachers' Network.
• Students, etc.","The material was highly valued by the authorities from the NCE, Social Welfare Company and an expert in business education in Latvian schools “Junior Achievement Latvia”, patent attorneys, student companies.
IP, creativity and innovation – are expected from our future students. These issues should be included in the new content of education. This material will encourage and help educators to teach about IP, its role and value, as well as, to promote skills and competences that young people should acquire in the classroom in order to become familiar with IP and the commercial side of innovation, understand its potential to generate income and economic growth and lead them to respect IP rights, whether their own or those of others.
Young people themselves create and realize business ideas that are based on technical or artistic creativity, which require protection of IP.
Our initiative in the long-term perspective will contribute to higher innovative capacity and technology transfer.","Providing effective guidance on achieving IP education-learning outcomes is still a clear challenge, one that requires political consciousness as well as specific teacher training provisions and materials.
One of the main challenges is the lack of training possibilities and resources in Latvian regions, which could delay the knowledge dissemination process.","The main precondition for the successful knowledge dissemination is the support from the local government. Intellectual property issues (especially industrial property issues) should be integrated into national curricula.
Other conditions for success may include:
• Support from local teachers;
• Continuous awareness raising activities;
• Teachers training.","The developed methodological material could be further replicated and used as an example in order to enhance creativity and knowledge dissemination in the related fields.
The methodological material could address various target audiences and raise an overall awareness in our country. By teaching students, we could reach also adults.","Intellectual property professionals should better cooperate with representatives from the education sector. It will facilitate the knowledge dissemination and will help to adopt right measures to integrate intellectual property issues in the learning process.","An integral part of this methodological material is four animated films that provide a better understanding of the subject and contribute to the fulfilment of the tasks included in the material.
Animation ‘What is Intellectual Property, Trademark, Patent and Design?’ is available:
https://www.youtube.com/watch?v=OeldSWzBxEk
https://www.youtube.com/watch?v=T4-QcqoxsNI
https://www.youtube.com/watch?v=RqxBnAo2DJ0
https://www.youtube.com/watch?v=jFUk5MppPgU
https://www.youtube.com/watch?v=rhrUZ1tvyVE","a:1:{i:0;s:4:""4457"";}",,https://www.youtube.com/watch?v=OeldSWzBxEk,https://www.youtube.com/watch?v=T4-QcqoxsNI,https://www.youtube.com/watch?v=RqxBnAo2DJ0
4461,"Business Process Automation (BPA) in Revenue",https://oecd-opsi.org/innovations/process-automation-in-revenue/,,"Office of the Revenue Commissioners",Ireland,regional,"a:2:{i:0;s:12:""public_admin"";i:1;s:8:""Taxation"";}","Business Process Automation (BPA) in Revenue",https://www.per.gov.ie/en/public-service-reform/,2016,"BPA or technology-enabled automation of rules based business processes was identified as an opportunity to streamline the operational business of the Organisation, to achieve simplicity, improve service delivery and reduce costs. The innovation engages BPA to digitally transform workflows from conventional data manipulation and record-keeping functions, to efficient automated systems. BPA has benefitted front line staff, where the burden of processes has transferred from humans to technology.","In early 2016, as part of the Civil Service Reform agenda, the Department of Public Expenditure and Reform began exploring how Business Process Automation (BPA) could improve processes across the Civil Service. The Management Information Services (MIS) team in Revenue decided that this represented a significant opportunity for the Organisation as service delivery is built on complex business processes. The team became one of four Government bodies tasked with investigating the capabilities of BPA in the civil service.
The innovation is the automation of complex business processes using robotic technology to achieve simpler work flows, better service delivery and to engage front line staff in more challenging and fruitful employment.
Following a strong commitment from a small unit, incorporating intensive up-skilling on robotic software and analysis of many business processes across the Organisation, opportunities for improvements were identified. Solutions were built achieving significant efficiencies.
At the outset, it was envisaged the initiative would be confined to the Collector General’s Division in Revenue. However, as the opportunities presented across the Organisation the remit of the team expanded. Buy-in was sought and secured from the IT Board of Revenue to ensure strong governance and to progress the initiative on a greater scale. Since then, savings have been realised in other Revenue Divisions, while the initiative continues to gain traction.
The vision is to digitally transform all conventional business processes in the Irish civil service using BPA technology. To institutionalise BPA into the fabric of the Irish public service, it is necessary to build the perception of technology-enabled automation as the tool of first preference to apply to operational processes.
For instance, promotion and recruitment is a cornerstone of any large Organisation. Within the public sector the procedures are designed and governed to deliver results and achieve transparency. While campaigns to recruit and promote are tailored to achieve the best results there is little variation between the work flows engaged to facilitate the process. This describes one of the projects developed as part of the Revenue BPA agenda; BPA has been successfully employed to process thousands of applications to support recruitment and promotion campaigns. Scale within the Organisation has been achieved and this is now the accepted tool of first preference to facilitate such campaigns.
The processes engaged to support recruitment and promotion transcend the boundaries of Government offices. Already, work has begun to transfer the BPA technology to one other office. The potential for scale is to digitally transform the processing of all recruitment applications across the public sector in a manner that is both low-cost and agile in its adaptability.
This represents one example of how the BPA Agenda will scale and become institutionalised across the Irish public sector. The Revenue team have become mentors and advisors to Government colleagues with the aim of driving the digital transformation","a:5:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""613"";i:3;s:3:""617"";i:4;s:3:""354"";}","To remain relevant, Organisations are required to adapt to changing markets; the public sector is no different. This happens by aligning processes to the realities of the new digital economy. In reality, this means leveraging digital tools to create better channels of productivity. Our project is defined by these terms, engaging advanced robotic tools to build better and smarter work processes; a transformation of service delivery which takes talent, experience and innovation.
Innovation in this context relates to the development of new and better solutions and is underpinned by experimentation. Before we built smarter work flows, we explored the potential as a pilot group led by the Civil Service Renewal Programme; as a group we introduced BPA to the Irish civil service. Within our own Organisation we introduced a new and different innovation, by applying digital technology to deliver positive change","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The status of the innovation could be categorised as any of “Implementation”, “Evaluation” or “Diffusing Lessons”. The innovation phases suggested best describe an innovation project with a set time frame and structure. Our innovation has evolved and has already begun to scale. What began as a pilot programme based on exploration has become an established tool to deliver smart solutions. We have evaluated and diffused lessons from each individual project to build the BPA capacity in Revenue.
Currently, 26BPA processes have been delivered, 1 under development, and a further 3 work flows are being examined for suitability. Governance requirements are being finalised to ensure BPA supports Revenue’s wider IT architecture and does not embed as stand-alone functionality. Communities of practice have been established across Government offices. Our team have begun to provide expertise and mentor our public sector colleagues to scale solutions we have delivered in our own Organisation.","We partnered with Government officials based in other offices across the public sector engaged in BPA projects. Initially as pilot groups, we collaborated in driving the Civil Service Reform Agenda. Over time, a community of practice was built, as we worked through technical challenges and established a network of valuable shared learning and support.","There are different sets of stakeholders for every process identified for BPA. We have secured engagement of the operational teams and their direct management teams by offering solutions, and secured their confidence through diplomacy and delivery of results. This group are also users and beneficiaries as human capital is redistributed to more rewarding employment. Indirectly, citizens benefit from better and smarter service delivery from their tax administration.","Success is measured by the resource saving, the level of risk mitigated and the potential adaptability of the process within Revenue and beyond.
The three completed projects (Competition Process, Local Property Tax Process and Inward Processing Unit Process) to date have resulted in resource savings of approx. 150-200 FTE days per annum, with a fourth nearing completion, expected to yield further savings of 100 FTE days. The risk of human error with highly sensitive data has been eliminated and each project has yielded the potential to adapt new approaches to other manual processes within Revenue and to duplicate these to similar projects across the wider public sector.
What started as a “proof of concept” of BPA within Revenue has already delivered significant success in its first year but will deliver on-going and greater benefits into the future, resulting in multiples of the resource savings already achieved.","The greatest challenge related to upskilling and time management as this innovation was delivered by a team who already had a comprehensive business plan to execute. Nobody on the team worked exclusively on the BPA agenda, but instead managed their workloads to accommodate this significant undertaking. The approach taken was proactive, committed and intense with a vision of building skills from within the Organisation rather than buying in expertise. The level of formal up-skilling necessary required a significant commitment from individual team members. Skills were built collaboratively through hard work and intensive research.
Since inception, securing buy-in has been a consistent feature of the BPA programme. Without the support of officials from all levels of the Organisation, BPA would not have taken hold. Some projects were met with more resistance than others. However, our response was to build solutions through co-creation with the front line, which has yielded result.","A large established public sector Organisation such as Revenue does not enjoy digital agility. The IT infrastructure has evolved through decades of manipulation and upgrading, and faces many legacy challenges in the face of the digital transformation. For the BPA agenda to succeed, automations need to be configured and managed within an IT governed framework. It is not an alternative to conventional systems developments, but adds value by complementing and supporting the structures already in place.
BPA tools enable business operations to be agile and efficient through rapid automation of rules based administrative processes. Strong leadership and governance is required to ensure that the agility and flexibility is not exploited i.e. that the innovation is not used to automate poor processes, but is used to digitally transform conventional channels of work, such as rules based administrative tasks through automation. BPA will not rectify poorly designed work processes.","Following initial successes, advice and guidance has been provided to other Government bodies to drive the Civil Service Reform Agenda. For example, the team have engaged with a central Government office “the Houses of the Oirechtas” to replicate the Revenue recruitment and promotion campaign model. Workforce planning across all Government offices face similar issues in respect of such campaigns, with prohibitive cost associated with building new systems to facilitate them. The work carried out in Revenue presents a viable alternative, which is scalable and transferable. The team have also work with a Regional Municipal Government Office to guide them through BPA process selection.
Finally, the centralised Office of Government Procurement have visited the team to achieve a greater understanding of how to build BPA capabilities on wider scale. The cost saving of building internal capability to the level achieved in Revenue was discussed as a blue print for future developments.","1. Automate the simplest processes first
Skills and expertise are built through experience. There is greater scope for learning if an incremental approach is taken. We began with short processes executed by one or two front line officials. This approach worked well for our team.
2. Define BPA for your Organisation
In most larger Organisations there is a waiting list for systems developments. We learned that BPA could be applied to many of these requirements, which to the end user would yield the same result as a conventional systems development. Integrating a strong BPA capability to the Organisation requires a robust method of selecting appropriate processes. Poor governance in this regard could lead to over-automation which conflicts with core IT strategy.
Systems developments are often the best solution. However, in some cases these developments will be prohibitively expensive or consistently fall to the end of the prioritisation list. A balance must be struck in an Organisation to determine which processes are suitable to apply BPA and which should be developed into the wider core systems. This will be defined by the prominence of BPA in the Organisation’s IT strategic vision.
3. Business Analysis
We learned that in our Organisation the contribution of BPA is enhanced through autonomy and exploration. Our team consider the potential of BPA for many processes. The approach is to begin with a detailed analysis of what it is that we want to automate, to explore, analyse, suggest and recommend how the process can be improved without any obligation to apply BPA. This yields results in process selection, and also ensures other technological solutions have not been overlooked.","BPA is asserting itself as a disruptive force within large process-orientated organisations presently. The Team’s proactive engagement with this technology represents a significant innovative success. The full benefits are yet to materialise as work to identify appropriate processes to implement BPA continues. Asides from quantifiable metrics the success should be measured in terms of innovative advancement – the underlying technology has been proven in the private sector to be a key enabler in reducing costs and improving accuracy.",,,,,
4464,"MyGovID – Single Login for Government Services in Ireland",https://oecd-opsi.org/innovations/mygovid-single-login-for-government-services-in-ireland/,,"Department of Employment Affairs and Social Protection ",Ireland,central,"a:2:{i:0;s:10:""employment"";i:1;s:17:""Social Protection"";}","MyGovID – Single Login for Government Services in Ireland ",https://www.mygovid.ie/,2016,"In meeting our own online identity and access management requirements the Department developed MyGovID as a single online account for all government bodies in Ireland.
The innovation was in building a trust framework that provides a high level of assurance to government agencies. Customers accessing online services only have to sign up once.
MyGovID was developed as a responsive user experience using a cloud based identity and access management service.","In meeting our own online identity and access management requirements the Department saw an opportunity to develop a robust and secure online identity authentication solution that could be used by all public service bodies in Ireland in the delivery of government digital services. International best practice indicated that the best approach would be to deliver a trust framework using open standards and with separation of concerns between the relying parties, e.g. government websites, and the identity service provider.
The Department was well positioned to fulfil the role of identity service provider as it already had an existing robust face-to-face registration process where, on proof of identity, a person is assigned a unique Personal Public Service (PPS) number and issued with a Public Services Card which is required in order to access public services in Ireland. This registration process was extended to include validation of the person’s mobile phone so that a second factor authentication could be used in online identity verification. The change management process was supported by a purpose built online appointment system that allows citizens, and those looking to work or access services in Ireland, to make an appointment to have their identity registered and multi-factor authentication mechanism set up.
The Department engaged with Microsoft to utilise their (then) new and innovative identity management service called Azure Active Directory (Azure AD) B2C. We also sourced external expertise and had to learn new skills in utilising cloud based technologies and services, including best practice in building identity services. We were supported in the work by our ICT partners, Deloitte Ireland, and during the project worked closely with the Microsoft product team to ensure that the various secure registration and account management journeys were developed to provide a responsive design and frictionless user experience.
The project also had to work within a key data security constraint whereby all personal identifiable information is mastered on premise in the Department’s data centre. As a result a hybrid cloud/on-premise solution was developed which involved new system architectures, but also new operational and support mechanisms had to be put in place.
The project combined a new approach for us in developing the technical solution using the enterprise-grade secure cloud-based identity and access management solution along with a new near real time on-premise identity verification processes. The team also put in place new agile and iterative software development approach focusing on user experience and behavior driven design.
This was a very challenging project that has delivered an online identity service, called MyGovID, that is now a key pillar of the Irish government ICT strategy for development and innovation in the Public Service to 2020 and beyond. MyGovID brings safe and secure online government services to our citizens and to an expanding the range of public services available online. The MyGovID identity service is now utilised by the Department of Employment Affairs and Social Protection [www.mywelfare.ie] , the Revenue MyAccount service [www.ros.ie/myaccount], the National Driver Licence Service [www.ndls.ie], and the Student Grant service [www.susi.ie ] with more services coming on board including the Health Service patient portal.","a:6:{i:0;s:3:""876"";i:1;s:3:""190"";i:2;s:3:""617"";i:3;s:3:""373"";i:4;s:3:""618"";i:5;s:3:""620"";}","We implemented a cross-government secure and robust online identity and access management service that removes friction for customers and encourages users to engage with government using digital services.
The innovation came in both leveraging and enhancing the face-to-face registration processes already in place in Ireland; utilising a new policy based technical solution being developed by Microsoft at the time; hiring and developing new skills; building new hybrid cloud/on-premise solution that meets data protection constraints; new responsive design approach focusing on user experience; and putting in place a new operational and support model.
The solution follows best practice international standards such as GPG (UK) and NIST (US) as a flexible trust framework for identity services. MyGovID is now the government standard online identity service for individuals accessing online public services in Ireland.","a:1:{i:0;s:14:""implementation"";}","The MyGovID is built as a whole of Government identity service that is now utilised by the Department of Employment Affairs and Social Protection [www.mywelfare.ie ], the Revenue MyAccount service [www.ros.ie/myaccount], the National Driver Licence Service [www.ndls.ie], and the Student Grant service [www.susi.ie ] with more services coming on board including a new Health Service patient portal. To date some 740,000 accounts have been set up on MyGovID with 4 million logins to access government services. MyGovID will also facilitate Ireland’s compliance with the eIDAS electronic identification services for the EU.
New relying parties continue to be added to the MyGovID service, and a central oversight group representing government departments and agencies, and chaired by the government CIO, has been put in place to oversee quality standards and the continued expansion of the service.","Staff in the IS Division who took on the problem, did the research and analysis, did the technical exploratory, made the business case, and with support of Deloitte Ireland developed and implemented the solution using Agile software development methods. Staff in the Department’s client identity service who led on the change processes and new data governance arrangements. Office of Government CIO who established new oversight governance and led in the on-boarding of other Government departments.","Citizens: MyGovID is a single account that lets you use government services in Ireland. This means you only have to sign up once and remember one password. It provides security around your identity and how your data is shared with other government bodies.
Government: A key pillar of Ireland’s public service ICT strategy it provides government agencies with a quick-to-market secure and robust identity management platform which enables digital services for citizens across the public service.","Ireland now has a single online identity service for citizens. To date some 740,000 accounts have been set up. Some 4 million logins have accessed welfare support services, job activation supports, Revenue tax services, driver licence applications, and student grant services online.
MyGovID is a quick to market identity and access management service put in place for use by all government agencies. Currently 5 agencies are using MyGovID for authenticated online accounts with more in the pipeline.
Customers can complete public services across multiple Government entities using a single sign-on. Having citizen identity information in one central location allows Ireland to combine proofing methods under a secure centralised identity service and thus reduce risk of fraud. MyGovID provides relying parties with an online identity that meets a substantial level of assurance and positions Ireland to implement eIDAS as the national eID scheme for Ireland.","Technical: Had to master personal data on premise, but we wanted to leverage the native availability, scalability and cost benefits from using cloud services. Developed new hybrid architecture.
Design: Implemented a new service design approach focused on user experience and user behavior. Initial designs were revised after the first year based on analytics and stakeholder feedback.
Skills: The solution required hiring in and learning new skills on the team, both in using and managing cloud based services, and in developing a world class online identity service.
Operation: New procedures to support multi-factor authentication were put in place across the Department. New system support arrangements were put in place which extended our service level and data sharing agreements with departments and agencies.
Take Up: Success relies on support of central government and departments/agencies coming on-board. It has the support of senior management and government CIO, and our media campaigns are underway.","You need individuals who want to tackle this type of ‘wicked problem’ working within a management structure where there is an appetite and space for risk and exploration. There must be a governance structure that facilitates allocation of finance and resources in that context. In our organisation this is in place and all new projects must go through an exploratory phase before proceeding.
The exploratory project was approved which commenced with researching as to how the identity problem was addressed in other countries. The work done in setting out digital identity standards and guidelines in the US and UK heavily influenced our subsequent thinking and supported the business case for us to solve this for all public services in Ireland. We also sourced the right skills/knowledge onto the team.
Following extensive engagement across government we also got support of the Civil Service Management Board and MyGovID became a key part of the Government ICT Strategy.","MyGovID is currently used by five organisations within Ireland for their online services. The Government CIO oversees on-boarding of all other public service bodies. We are currently actively engaged with 18 other organisations in this regard. We have a new MyGovID partner portal now in place that provides live information about the service as well as technical and design documentation for organisations building out the identity service on their own website.
We have provided briefings to a number of agencies and service providers in other countries including UK, Finland, Australia and USA. In these engagements we shared information about MyGovID and the approach to using a trust framework in Ireland, as well as the robust registration processes that we have in place. We also shared our experience in using a customisable cloud based identity management services and our experience in implementing the MyGovID project.","It is crucial to do extensive research in relation to the problem and possible solutions. It was very useful to learn from work done in other countries where approaches and solutions have been successful and where problems arose. This also informed our approach; including establishing principles such as using open standards and follow best international practice. The time bound exploratory phase of the project proved to be very useful as it better positioned the project team to assess the possible solutions, identify challenges and approaches, and to assess our own capacity to deliver. It also confirmed that there were no shortcuts and that a considered rigorous approach would best serve the Department and the wider public service in the long run.
Bringing the right skills and knowledge to the project was very important. We had an external support partner in place who was able to bring very skilled people onto the team at the right time. When we got these on board, and we put in place a process where we worked very closely with the experts on the cloud service product team, we were able to make significant progress. We also invested heavily in getting our own people up-skilled.
The project was delivered in a phased approach, with each phase building on the previous phase and learning as we progressed. The project team got excellent support from other technical and support teams as we introduced new technology and new infrastructure. We used an agile approach which was crucial, especially in the early phases of the project where we were working very closely with the cloud service product team.
Getting other public bodies to use the service was a challenge and it was difficult to get traction at the start. Getting the Revenue tax online service on board first proved pivotal. This gave us leverage with other organisations. With the support of the Office of the Government CIO we were able to get other departments and offices engaged.","The innovation came because a very small number of people wanted to take on a very big project. The technology was a challenge but was solvable and once we were able to source/build the right skills we knew we could do it. There are certainly quick wins, but there are no shortcuts. It always requires hard work and taking a risk. If it was easy someone would have done it already. One hard challenge is to get everyone else on board. This involves stepping outside the project and selling it. Convincing people that they should support it, and providing the evidence that it is worth doing and that the approach is right. The MyGovID service is built and in use, but the challenge to get customers using it, and having it as an identity service on all public service websites and mobile applications, goes on. We want to increase take up through media campaigns and offering more online services that use MyGovID. These are our long term goals and we will continue to innovate and learn.","a:1:{i:0;s:4:""4486"";}",,,,
4478,"Speak up via WhatsApp: A Qualitative WhatsApp Survey of Syrian Refugees and Lebanese Host Communities",https://oecd-opsi.org/innovations/speak-up-via-whatsapp-a-qualitative-whatsapp-survey-of-syrian-refugees-and-lebanese-host-communities/,,"United Nations Development Programme (UNDP)",Lebanon,central,"a:4:{i:0;s:10:""employment"";i:1;s:13:""environmental"";i:2;s:12:""public_admin"";i:3;s:12:""public_order"";}","Speak up via WhatsApp: A Qualitative WhatsApp Survey of Syrian Refugees and Lebanese Host Communities",http://www.undp.org/content/undp/en/home/blog/2018/_speak-your-mind-to-prevent-conflict.html,2018,"The United Nations Development Programme Lebanon used WhatsApp to conduct qualitiative surveys to listen to Syrian refugees in Lebanon dealing with conflicts with the local Lebanese community. Using Whatsapp is an effective tool for collecting qualitative data from vulnerable communities at scale. WhatsApp is widely used, with 84% of refugee households in Lebanon on WhatsApp. WhatsApp's voice message function allowed us to send survey questions as voice messages and collect people’s stories directly including from people who are illiterate. 1036 people participated in our survey showing its success as a bottom-up, people-driven method.
","Seven years into the Syrian crisis and with almost a million Syrian refugees residing in Lebanon, a country of 6 million inhabitants, surveys show that fatigue is rising in host communities. In 2014, when there was still hope that the displacement crisis would be temporary, 40 percent of Lebanese said that there were no tensions with Syrians. By 2018, that number had dropped to 2 percent.
What exactly drives Lebanese-Syrian tensions and how can conflict be prevented? In the absence of rich qualitative data from the people themselves, it is left to the media to shape that discourse; and that media narrative increasingly uses blunt stereotypes and pits one supposedly homogeneous Lebanese community against an equally homogeneous Syrian community.
Our WhatsApp tool ‘Speak Your Mind’ aims to address this data gap by more effectively harnessing Lebanon’s vibrant social-mediascape. Digital literacy is widespread among both host communities and refugees in Lebanon: 84 percent of refugee households use WhatsApp (VASyR 2017) and younger people in particular consider information relayed through WhatsApp as more trustworthy than traditional media. Tapping into these digital possibilities helps UNDP Lebanon have a more egalitarian relationship with people on the ground and collect real-time, localized data to strengthen its conflict-prevention systems.
The desired outcome is that Lebanon will remain stable and refugees will be safe through a crisis response that proactively responds to people’s fears and needs and detects early warning signs to prevent conflict.
We piloted our first WhatsApp survey in November 2017 in the village of Qaraoun in the Bekaa region, which hosts the highest number of Syrian refugees in Lebanon. The WhatsApp tool was developed together with target users, using a design thinking approach, during a one-day workshop. We then sent the survey questions as voice messages to mobile phone numbers registered in the area. Participants were asked to tell a story recorded as audio WhatsApp messages responding to questions on community needs, conflict dynamics and feedback on stabilization projects in the area.
The voice message option helped us to reach people who struggle with literacy. The survey ran for a whole month, with a new topic starting each week. A total of 242 people participated in the first survey, and 794 people participated in a second WhatsApp survey that we implemented in Bar Elias (also in the Bekaa) in March 2018.
The unique contribution of WhatsApp surveying is that it makes the collection of a large qualitative sample possible in a very short time. The narrative data we received was very rich, giving us a data volume comparable to conducting 1036 qualitative interviews (which would take months if not years). The story data added much nuance to our understanding of host community/refugee relationships in tense and vulnerable areas. It also shed light on some ‘hidden barriers’ to stabilization projects for vulnerable populations in the area, which will help us to refine these projects in the future. Crucially, our respondents gave positive feedback on the tool itself, saying it was an easy way to communicate their needs and concerns to international organizations.
We have now integrated the WhatsApp deep-dive qualitative survey tool as part of our regular early warning and tension analysis. Going forward, our objective is to use WhatsApp more broadly to support research, programming and coordination in the humanitarian and development sector in at least three ways:
1) Human-Centred Design (HCD) Tool: HCD is a problem-solving strategy that incorporates the needs, feedback and suggestions of end users of services at every stage of the design process. As an HCD tool, WhatsApp can facilitate consultation, prioritization, ideation, and prototyping with end users to ensure that our services are accessible and relevant for people on the ground.
2) Real-Time Monitoring Tool: WhatsApp can also support programming as a ‘real time monitoring’ tool by collecting input and feedback from beneficiaries and the wider community before, during and after project implementation. As such, the tool helps to remove barriers to inclusivity, facilitates ‘on the spot’ adjustments to programming and measures the impact of our interventions.
3) Cross-Country Communication Tool: The tool also allows for continued contact with respondents after they cross borders. Even when people change phone numbers as they move to new countries, they often maintain their WhatsApp contacts either by linking their existing WhatsApp account to a new phone number or by continuing it on the previous number. Such cross-country communication could help protection actors to better understand the protection needs of refugees who returned or resettled. For instance, the tool could offer a means of communication with Syrian refugees after they leave Lebanon.","a:12:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""196"";i:4;s:3:""876"";i:5;s:3:""616"";i:6;s:3:""617"";i:7;s:3:""615"";i:8;s:3:""283"";i:9;s:3:""338"";i:10;s:3:""619"";i:11;s:3:""618"";}","The project is innovative, because it taps into people's everyday communication habits to produce better, people-generated data.
Rather than inventing a new app or form of communication, we tried to pick up people where they are by using an application that already forms an integral part of their everyday life. This made communication more natural and may explain why many refugees felt sufficiently comfortable to talk about sensitive issues such as army raids, detention and harassment. From our side, we also tried to shed the image of an overly technical and removed bureaucracy by personalizing our voice messages to foster two-way communication between people on the ground and international organizations. By more effectively integrating WhatsApp in our research, programming and coordination, we can enhance the legitimacy and effectiveness of development work by systematically including people's perspectives in a cost-effective (WhatsApp is free) and prompt manner.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","We have finished the two survey pilots and are currently finalizing the project outputs. We are now trying to scale up by securing more funding for multi-sector, inter-agency WhatsApp facilitated community engagements. We are also trying to promote the survey tool more broadly as a research and programming tool through broader outreach with other international organizations, civil society and academia.","Lebanese host communities and Syrian refugees were key as their participation produced the survey design and the data. Local civil society organizations and community stakeholders facilitated the implementation on the ground through community outreach, phone number collection and conflict sensitivity advice. Other UN agencies supported the initiative through advice and data. The Lebanese government supported the initiative and has expressed interest in WhatsApp as a citizen engagement tool.","The survey helped to amplify the voices of very vulnerable communities whose stories are not usually
heard by using a form of communication that they are comfortable with. For international organizations, civil society and the government, the tool enhances the relevance and effectiveness of their services (through citizens' input) thereby making them more accessible and legitimate.","The WhatsApp survey tool has added much nuance to our understanding of host-community/refugee tensions in Lebanon, thereby helping us to upgrade our conflict prevention system. The surveys have also produced deeper insights about the needs, fears and safety concerns of Syrian refugees and Lebanese host communities which will support humanitarian and development programming in Lebanon. For example, the survey found that a solar lighting project alongside a community promenade was less accessible to Syrians than assumed due to a de facto curfew in place that made it difficult for men to move after dark. Better understanding such hidden barriers helps to design projects that are equally accessible to Lebanese and Syrians in the future. The data also showed that communication around assistance needs to be improved as the criteria for assistance are often not clear to refugees which fuels suspicion and tensions between Syrian refugees. Another concern was that the supermarkets for which refugees get food vouchers are more expensive and often further away than more local supermarkets – an issue we have raised. The data will be published as a conflict analysis report in the next couple of weeks that will help UNDP and its partners in Lebanon to design their peacebuilding interventions in a way that is conflict sensitive.
Our WhatsApp participants told us that this was a much needed tool to create direct two-way communication between vulnerable communities and international organizations. The innovation project also yielded broader impact within the organization. Our programming colleagues from UNDP are now piloting the WhatsApp survey as a real-time monitoring tool for their livelihoods and peacebuilding programming with youth. We are publishing two research reports (one was already downloaded 795 times), one WhatsApp surveying guide and one podcast to promote the wider impact and usage of the WhatsApp tool.","One key shortcoming of the WhatsApp survey was an underrepresentation of women. Women only represented one third of our respondents. Among refugees, female participation is lower as women have less access to the household phone. Their participation can be increased by varying the times at which questions are sent and running surveys for longer time periods to ensure women have more chances to reply to questions. Yet, lower female participation was not only a function of restricted mobile phone access but also reflected an underlying assumption that our survey questions were addressed to men. Some women would write to us that their husbands are currently at work and would reply to our question when they come home in the evening. For future surveys, we would suggest labelling a few questions as ‘for women only’ to make sure men hand over the phone to female household members.","Community mobilization and outreach are key for co-designing the survey, building the survey's credibility and ensuring conflict sensitivity. In both pilot locations, we organized a community workshop that also served as a platform for community mobilization and outreach. One key obstacle in terms of building the survey’s credibility was that people are not used to the United Nations communicating through such an informal application and thus suspected the survey to be spam or fraud. We encouraged community stakeholders and refugee focal points to promote participation in the survey especially among younger people and vulnerable communities. They received flyers and posters to distribute. We also put up posters in the municipality and in the Informal Settlements (IS) announcing the survey and asking people to save our phone number to receive the survey questions.
Support by senior leadership is key for mainstreaming the WhatsApp tool more broadly within the organization.","There is great potential for the replicability of this innovation project given the popularity of WhatsApp in most development and humanitarian contexts. We have already been approached by other UN agencies in Lebanon as well as from other countries to advise them on the implementation of such a survey. To faciliate replicability, we have devised a WhatsApp surveying guide which lays out the key steps and practical considerations involved in WhatsApp surveying and reflects on our lessons learnt. The WhatsApp surveying guide will be published shortly on UNDP Lebanon's website.","In our experience, WhatsApp surveying works best as a deep-dive qualitative tool to better understand particular localities or demographics. The ideal sample size is between 2000 and 3000 numbers which should give you between 340 and 510 respondents. Our response rate in both surveys was 17%. Our pilots suggest that the response rate varies substantially depending both on the question as well as the sending and follow-up strategy. We found that the response rate can be significantly increased through individual follow-up via WhatsApp and SMS messages. Calling respondents (which we did not do) could also increase the response rate. Going forward, WhatsApp business, a new App developed by WhatsApp, can boost the survey’s credibility and thus the response rate as it verifies the account of ‘businesses’ (in our case UNDP) and allows for automated messages and better organization of data.
Collecting phone numbers through local stakeholders: Since we did not have access to a database of phone numbers, we had to collect the numbers ourselves. In Qaraoun, the municipality supplied us with the phone numbers of Lebanese and Syrians registered in the village. In Bar Elias, local informants helped us to collect phone numbers through Shawishes (local camp managers), local NGOs, professional and private networks. Such collection was facilitated by the fact that much information sharing and organization around refugees and aid distribution already works through WhatsApp. Using different sources to collect phone numbers helps to create better, more representative samples. That said, the best route to representative sampling would be by accessing phone numbers directly through a data sharing agreement with a phone company. The phone company could then supply a database of phone numbers stripped off all personal identification (other than locality of phone registration, if the survey is focused on a particular area) which could be then used for administering the survey.","Ethics: There is a risk that such a WhatsApp survey raises expectations of concrete assistance among people who struggle to survive on an everyday basis. We tried to manage these expectations through a carefully worded introductory message that explained the purpose of the study. However, some of the messages we received showed that it is almost impossible not to raise expectations when engaging with very vulnerable communities. We compensated survey participants with phone credit for their time and data use at the end of the survey and with the hope that this may somewhat offset the frustration with research work that does not provide any tangible benefits.
Data Safety: We ensured data security by holding as little personal data as possible in the first place. Once the phone numbers entered our data systems, they were already stripped of any personal information (e.g. names). We also advised people not to give out any personal information (e.g. names, ID numbers) in their messages.","a:1:{i:0;s:4:""4552"";}","a:1:{i:0;s:4:""4550"";}",,,
4482,"Limerick 2030 Strategic Development DAC",https://oecd-opsi.org/innovations/limerick-2030-strategic-development-dac/,,"Limerick City and County Council ",Ireland,local,"a:3:{i:0;s:8:""external"";i:1;s:7:""housing"";i:2;s:12:""public_admin"";}","Limerick 2030 Strategic Development DAC",http://www.limerick2030.ie/,2016,"In response to a failing property market, Limerick City and County Council took the ambitious step to create the first, Local Authority wholly owned special purpose vehicle created in Ireland to deliver a city and countywide programme of property investment. It required the local authority to take on the role of developer of derelict properties in the core of the city setting up this legal entity and raising the investment funding needed to develop key strategic sites.","In 2014, the ‘Limerick 2030 - An Economic and Spatial Plan for Limerick’ was developed by Limerick City and County Council (LCCC) to address the problem of a lack of economic activity and physical dereliction in Limerick City centre. Small by international standards, with a population of 194,899, Limerick faced structural, economic and social problems that required special policy interventions and an innovated approach.
LCCC took a very bold decision to purchase a number of strategic properties in the city, which were on the market for a number of years. Linked to the financial and banking crisis in the state, the private property development market had failed. The situation of physical dereliction and lack of commercial / business /office space in the city centre led to the situation where the local authority had to act on these projects to create a public investment opportunity. The development of these strategic sites fully embrace social and environmental development for the city as well as assisting its economic objectives.
The aim of LCCC is the development of these key strategic sites, which will act as anchors for enterprise and investment development across Limerick. The innovative delivery mechanism implemented by LCCC for the development of these sites was the creation of 'Limerick Twenty Thirty Strategic Development DAC (Designated Activity Company)' (LTT) - the first, local authority wholly owned special purpose vehicle created in Ireland to deliver a city and countywide programme of investment and property development.
LCCC recognised the need to appoint a highly respected Executive Chairman and Board with strong financial management, specific business expertise and delivered by a dedicated executive team – to drive the Limerick 2030 programme of investment. LTT is tasked, in the first instance, with delivering over €500m worth of transformational investment infrastructure projects across Limerick, focussing on the strategic sites capable of record inward investment and jobs.Each of LTT projects stem from a keen understanding of the needs of the property market, market demands, an understanding of the people who live in, work in and visit Limerick. Critically, LTT’s programme is plan-led, ensuring that all developments fit under the wider objectives of the economic and spatial plan and are entirely complementary to each other and Limerick.
The core objective of LTT is to invest in Limerick through the master planning and development of sites, thereby directly impacting employment levels and improving the general socio-economic conditions of Limerick. LTT is also work in partnership with education providers to provide enhanced education opportunities in the City as well as other stakeholders to maximise the economic, physical and social return to the region.
The 5 key Strategic sites are.
• Gardens International: This office development will be completed by the end of 2018, providing 112,000 sq.ft of Grade A office accommodation. It will be Limerick’s first city centre LEED Gold Certified office scheme meeting the exacting demands of large-scale, knowledge-based enterprise looking to locate in Europe. The building is capable of delivering more than 750 jobs.
• Opera site: This 3.7 acre site will be a landmark commercial development in a regional and national context. It will be developed at an estimated cost of circa €200 million and is funded, in the main, to €170 million from the European Investment Bank and the Council of Europe Development bank.
•Troy Studios: This was a statement of ambition of the emerging new Limerick. Troy Studios is the first fully let and operational facility in LTT portfolio. The 340,000-sq.ft hub includes 70,000sq.ft of sound stages with a 50ft working height.
•Cleeves Riverside Campus: The master planning of this 10-acre site is due to finalise in 2019 but the vision is to provide Limerick with a European type development with a mix of residential, educational and visitor attracting type development.
•Mungret Park: LTT has taken the first step towards one of the largest planned residential projects outside the capital. Located less than ten minutes from the city centre, the site will have the capacity for up to 850 residential units, significantly boosting Limericks residential market.
An investment of this scale into Limerick strategic sites will have a significant social impact on the city and its hinterland. The social impact of the investment is connected with its economic (investment, jobs, skills, enterprise) and environmental impact (removal of physical dereliction by bringing strategic sites back into use for economic purposes, protection of heritage and improving the physical environment).This physical development will act as a catalyst for other investments in public infrastructure and housing, from both public and private sources.This is an innovate model,the first of its kind in Ireland, that can act as a demonstrator for other local/regional authorities","a:5:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""196"";i:3;s:3:""213"";i:4;s:3:""260"";}","'Limerick Twenty Thirty Strategic Development DAC (Designated Activity Company)' (LTT) is the first, local authority wholly owned special purpose vehicle created in Ireland to deliver a city and countywide programme of property investment. It required the local authority to take on the role of developer of derelict properties in the core of the city because of market failure, setting up this legal entity and raising the investment funding needed to develop the sites. LTT is led by a highly specialized company with a respected Chairman, Board and executive with strong financial management, property development and business expertise who’s focus is solely on the delivery of the key strategic sites. In place since 2016, LTT has completed ‘Troy Studios’ with the Gardens International office space due to complete by year end. Combined these sites are expected to deliver in excess over 1000 jobs, with the first production in Troy studios directly employing 320 people.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","Of the five key strategic sites, TROY studios is complete and operational. ‘Nightflyers’ the first production at TROY studios was produced at a cost of €53 million with an estimated economic benefit in Limerick of €122 m. Gardens International office space is due to be completed by the end 2018 and has a current committed tenant with an occupancy rate of 52%. The Opera site has received €170 million in EU funding from the European Investment bank and the Council of Europe Development Bank and is at pre-planning stage. Over two hundred residential units are to be delivered by 2021 at the Mungret Park site with master planning of the Cleeves site expected in 2019.","Collaboration took place with property developers, citizens, local and national government officials and those with sectorial expertise. The Board members of LTT include 4 public representatives and two executives from LCCC who bring a range of expertise and represent various societal interests. Citizens engaged with the development of all key strategic sites especially Mungret Park plans to ensure the plans would translate the needs of society and build trust in the Limerick 2030 plan.","The ultimate beneficiary will be the citizens of Limerick and local government. With the development of the key strategic sites by LTT it will directly impact positively the employment levels and improve the general socio-economic conditions of Limerick. For example, Mungret Park will provide in excess of 850 residential units, which will help, in part, to respond to the current housing crisis in the region.","ECONOMIC IMPACT OF “NIGHTFLYERS” AT TROY studios (fist production)
• €53m spent over 9 months
• 320 people directly employed
• 91% Irish crew
• 91 production trainees
• €4.5m spent on Limerick accommodation/living
• €104k average annualized salary
The ambition of Troy Studios is to have this impact doubled annually. The construction of a new sound stage and support buildings is what will enable this ambition to be achieved.
The Gardens International has secured tenants who will occupy 52% of the building with a capacity within the building to deliver 750 jobs at full occupancy.
EU funding and support from two of the major European Banks totalling €170 million has been secured for the Opera site which is currently at the pre planning stage.","As with all large scale capital projects the main challenges will be the correct scoping of the sites (delivering what is required), delivering them on time and within budget. To make sure these issues are managed and monitored, excellent project management principles and procedure along with good corporate governance have been implemented. The appointment of key personnel and board and executive level within LTT with the experience and skills of delivering major projects had also been implemented.","LTT is proving its success with the current results from Troy Studios and Gardens international to the economic impact and job creation to Limerick. The ultimate condition for success will be the rise in Limericks commercial and residential property market, increased employment and an improvement in social and economic of Limerick.","Yes with other local authorities and regional authorities both nationally and internationally.","To implement such a unique and innovate approach, the setting up a wholly owned local authority property development company, Limerick City and County Council had to be very cognisant of both ‘state aid rules’ and ‘competition law’. As all stages in the development of LTT, Limerick City and County Council checked that these two major issues didn’t impact and stop LCCC work.
Limerick City and County Council are always making sure that LTT comply with both public procurement policies and procedures along with good public sector corporate governance.",,,"a:1:{i:0;s:4:""4484"";}",,,
4495,"Poverty Stoplight",https://oecd-opsi.org/innovations/poverty-stoplight/,,"Fundación Paraguaya",Paraguay,central,"a:7:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:6:""health"";i:3;s:7:""housing"";i:4;s:7:""science"";i:5;s:9:""transport"";i:6;s:19:""Poverty Elimination"";}","Poverty Stoplight",https://www.povertystoplight.org/,2011,"The Poverty Stoplight (PS) seeks to activate the potential of families to eliminate multidimensional poverty beyond traditional income measures through a self-evaluation tool. PS is used by communities, businesses and governments to support families in assessing their poverty levels and implementing practical solutions, empowering the poor to be architects and protagonists in the process of eliminating poverty.","There are 1.3 billion poor people in the world whose capabilities are thwarted by inequality and who are not allowed to enjoy the freedoms necessary to achieve their human potential. According to various sources families across the globe are facing the following challenges:
2 billion+ people live on less than $3.20 per day, while 783 million people live on less than $1.90 per day in extreme poverty (World Bank)
815 million people worldwide do not have enough food to eat (FAO)
800 million+ people lack adequate access to clean drinking water. Diarrhea caused by inadequate drinking water, sanitation, and hand hygiene kills an estimated 500,000 people every year globally (WHO)
Almost 1 billion people live without electricity (World Bank)
Over 800 million people have not completed primary education and nearly 1 billion people are considered to be illiterate (World Bank)
Solutions presented by various organizations, companies and governments attempt to solve these problems, but the complex nature of poverty makes it difficult for one entity to work toward real lasting change.
Traditional ways of measuring and combating poverty face certain challenges when designing quality responses. First, poverty has many more dimensions than simply insufficient income. A family may have an income above the national poverty line yet still be poor due to a lack of decent housing, clean water, access to education, quality health care or other requirements for a decent life. Second, poverty does not affect families uniformly. Each family is poor in its own way and therefore has a different set of poverty-related problems to resolve in order to overcome poverty. Third, the main protagonists in eliminating poverty must be the poor themselves. Institutions, however far-sighted or well-funded, do not have sufficient insight into the poverty-related problems of individual families or adequate resources to permanently eliminate poverty on their behalf. Moreover, an individual must adopt certain behaviors and attitudes to overcome poverty in all its dimensions and to maintain a standard of living that is not poor. Finally, a poverty-elimination strategy must be scalable, which implies that it must cost very little to implement and, ultimately, must be financially self-sustaining. Taking these points into consideration, Fundación Paraguaya (FP) created the Poverty Stoplight.
The Poverty Stoplight is an innovative tool used globally to support individuals, households and communities to measure and take action against multidimensional poverty. It is both a metric and a methodology: through a visual survey using photographs and text to describe each scenario, families self-assess their level of poverty in 50 indicators grouped into 6 dimensions of poverty: Income & Employment, Health & Environment, Housing & Infrastructure, Education & Culture, Organization & Participation and Interiority & Motivational. Each indicator is defined as Red (extreme poverty), Yellow (poverty) or Green (not poverty). Staff then works directly with families to design plans and prioritize action to address their greatest challenges. Actions are not dictated by FP or by FP staff, but rather innovated with the family based on existing resources and partnerships in their community. Follow up surveys are taken to measure the impact of these actions and to reevaluate family priorities. The data collected through the Poverty Stoplight methodology is easily shared with various stakeholders, and has proven to be useful across organizations, including for NGOs and businesses, and the public sector.
With thousands of families in Paraguay having self-diagnosed their level of poverty and prioritized indicators; data produced by the Poverty Stoplight is proving to be an extremely useful resource for the Paraguayan government at both the local and national level; additionally, the data can be used to inform international indexes, making the national context comparable internationally. The geo-referenced data produced by the Poverty Stoplight gives a snapshot overview of prioritized indicators and challenges that communities identified and act on. Furthermore, through individualized coaching, families are informed of public services available to them in the community and encouraged to actively seek these services. PS also being applied through the Paraguayan Ministry of Justice for example, where prison inmates who work during the day create their life maps. They are accompanied throughout the process of improving the indicators they prioritize. Currently, PS is also being carried out through the national government volunteer program - AROVIA. Volunteers work directly with families to coach families on their life maps. The Poverty Stoplight should become the reference of choice for participatory poverty assessments and as such can help design larger-scale development initiatives, implemented by the government, based on data taken from the beneficiaries themselves.","a:20:{i:0;s:3:""178"";i:1;s:3:""184"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""196"";i:7;s:3:""610"";i:8;s:3:""876"";i:9;s:3:""210"";i:10;s:3:""211"";i:11;s:3:""221"";i:12;s:3:""234"";i:13;s:3:""619"";i:14;s:3:""257"";i:15;s:3:""260"";i:16;s:3:""623"";i:17;s:3:""283"";i:18;s:3:""611"";i:19;s:3:""303"";}","It is directed by the families, giving the poor a voice in the definition of poverty and instigating behavioral change through mentorship that empowers them to be architects of solutions to their biggest challenges
It goes further than traditional multidimensional poverty metrics by analyzing the family’s perception of their ability to change their situation and their motivation to take action
It breaks down the overwhelming concept of multidimensional poverty into smaller, manageable problems solved through simple interventions, making the ""invisible"" manifestations of poverty visible through simple, understandable indicators
It helps generate actions and channel existing resources by promoting creation and collaboration among all stakeholders
It spurs dialogue and collaborative action between individuals, communities, and organizations across the public and private sectors that redistributes the power to affect change equally among stakeholders","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Identify Problems: PS discovers new and different ways that poverty affects families, opening up new opportunities for innovation
Generate Ideas: Once the data is collected, families work with the PS team to design and implement solutions using available goods and services in their communities, or innovating new ones
Develop Proposals: PS team constantly develops proposals to continue scaling up the model. From funding proposals to agreements to offer technical assistance to replicating organization, the PS is attracting much attention
Implementation: PS is always in implementation: 100+ businesses in Paraguay, 12 hubs guiding 218 organization in 23 countries. Technology makes replication and adaptation even easier to scale
Evaluation: With key partners PS team focuses on validating/improving the methodology through evaluation, comparing results at every level
Diffuse Lessons: PS implementers make up a global PS network, sharing best practices and constantly improve implementation","The Skoll Foundation, Benetech, CAF - The Development Bank of Latin America - support upgrades to technological platform and evolution of the methodology
Peery Foundation- financed 5-year Poverty scale-up strategy co-created w/ IMAGO Global Grassroots
OPHI - review indicators and match to international index
US universities help with audiovisual, impact studies and adaptation of the tool to different contexts.
Actively working with 100+ public sector organizations to implement solutions","Citizens: The main protagonists, citizens are families that take the survey and work with FP to innovate and implement solutions
Government officials: FP works with government officials at all levels to implement PS in Paraguay, including SENAVITAT
Companies:Empresas sin Pobreza. Over 100 (20 new in 2018) have implemented the PS in their organizations with employees,
Civil Society Organizations: Globally, civil society organizations implement the Poverty Stoplight with their beneficiaries","Since its inception in 2013, 55,500 families have taken the Poverty Stoplight survey worldwide. Through strategic partnerships, the Poverty Stoplight is implemented with private businesses, government entities, and other nonprofit organizations worldwide. Through 13 international hubs, 218 organizations across 23 countries are implementing it alongside their interventions, and the results have been used to design and implement contests, workshops, and events that reached an additional 200,000+ people worldwide. Each partner is in a different phase of implementation, from adaptation of the indicators, to resource mapping, to field implementation of baseline surveys, to follow-up surveys/analysis. In Paraguay, 100 public/private businesses have used the tool since 2013 to improve the quality of life of their employees, reaching 15,000+ employees and their families.","Interesting insights emerge from experience implementing the Poverty Stoplight. For instance, poor families often pick priorities that are not what we were expecting, strongly asserting the importance of participatory programming. An example for a more challenging insight is that a recent program evaluation showed that the Poverty Stoplight program is particularly effective for families who suffer from moderate poverty, while there is some room for improving the program's effectiveness for those who suffer several extreme deprivations. Proof of this is shown on the first results gathered from the report on year 1 Cerrito Project, where overall progress was not evident, as for families in extreme poverty is harder to overcome most indicators. This result may also be due to the change there has been in the indicators of the Poverty Stoplight. The baseline survey in Cerrito used the previous version of the PS indicators, while the second round of surveys used the new aligned indicators.","Rethinking resources: Acknowledging that resources already exist within families, companies and other sectors and the challenge is how we can make better use of those resources in development.
Rethinking the role of the families: They should be the real protagonists of poverty elimination.
Technology, access and development are crucial to better reaching families.
The participation of different sectors in actively eliminating poverty is very important. The public sector must not be the sole responsible party for poverty elimination, but a key player.","What started as a local endeavor in Paraguay has quickly expanded internationally. The Poverty Stoplight strategy is scalable and replicable because it can be adapted to any country. Every country will have its own definition of what it means to be not poor and will accordingly adapt the indicators. This flexibility means that the Poverty Stoplight embraces the extreme diversity within communities and individual families.
Our Scale-up Strategy envisions the creation of Poverty Stoplight HUBS in 50 countries by 2021, which will serve as focal points for the dissemination of the tool in their country. We aim to have 200,000 Stoplight users by 2021.","Poverty is multidimensional and involves subjective indicators, which are equally important.
Every family has the potential to overcome poverty.
Each family is poor in their own way.
Indicators must be adapted to reflect the local context, as achievable goals are key to empowering families to take action.
Multiple stakeholders can have an active role and be committed, and they have an important role to eliminate poverty, not just the government.
Bureaucracy and lack of resources translates into the inability of governments to implement the methodology. Governments have a very crucial role in our framework but other organisations are more efficient in working directly with impoverished families.
Organisations like ours or private companies can have a direct and significant positive effect in eliminating poverty worldwide.
Headcount is good for metrics, but when providing result-oriented solutions, families need to be your unit of analysis and intervention.
Technology can help us reach millions of people and manage multidimensionality by allowing families to self-select subjective indicators that are not observable.",,,,https://www.youtube.com/watch?v=13OQWAfUI0w,,
4512,"“POLAND – selected statistical data” – the Braille elaboration",https://oecd-opsi.org/innovations/poland-selected-statistical-data-the-braille-elaboration/,,"Statistical Office in Łódź",Poland,regional,"a:1:{i:0;s:21:""Public administration"";}","“POLAND – selected statistical data” – the Braille elaboration ",http://lodz.stat.gov.pl/edukacja-statystyczna/materialy-statystyczne/polska-wybrane-dane-statystyczne-w-2010-r-publikacja-w-jezyku-braa/,2011,"The Statistical Office in Łódź has created three volumes of publications of extensive statistical data (graphs, tables, etc.) in Braille version on a variety of topics, to create the opportunity of statistical education of blind children and youth.
Now the publication is published on the internet to make an opportunity for educational institutions for blind children and youth to download and duplicate it limitless.","One of the unique educational activities undertaken by the Statistical Office in Łódź was the preparation of a statistical publication written in Braille - ""Poland - selected statistical data"". The study was created in cooperation with the Special School and Educational Center No. 6 in Łódź.
The publication was published in December 2011 in Łódź, it contains three volumes and statistical issues related to culture, education, tourism, migration and the study of economic activity of the population. It was also printed in the so-called Big-Black-Letters - for young people who do not see well.
Preparation of materials to work with students was one of the activities carried out as part of the project co-financed by the European Union from the European Social Fund.
The activity undertaken by the Statistical Office in Łódź was aimed at shaping the skills of collecting, processing, interpreting and using statistical data.
The publication was dedicated to a specific group of recipients - people with difficulties of the access to common information channels. It was a response for the needs of students with special educational needs. The publication is available for download on the Office's www portal, which allows its use by any educational institution.","a:4:{i:0;s:3:""184"";i:1;s:3:""194"";i:2;s:3:""609"";i:3;s:3:""619"";}","The publication is based on adaptation of tables and graphics containing statistical data to the Braille language. Printing on a special thermal-sensitive paper and then usage of heating engine to make the printed material convex, allowed to obtain the finger-perceptible didactic material.
There were a lot of details which were necessary to apply such as several line thicknesses or appropriate distances between elements of the side.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The publication was completed and printed in 2011. After printing it was transferred to the Special Educational Center in Łódź - the school which has been cooperating with the Statistical Office in Łódź during the EU project, which enabled the creationof the publication. The study is used during education of blind children and youth now.
In addition, the publication has been published on the Office's website in electronic form, so that after downloading, it may be limitless printed and adapted by educational institutions.
In the Statistical Office in Łódź, the elaboration is used during apprenticeships for the not fully seeing youth","1. Special Educational Center No. 6 in Łódź – the school for blind children. The teachers from this school helped to adapt the publication into the Braille language.
2. The Special Education Center for Blind Children in Laski – the Center supported the Statistical Office in Łódź to eliminate defects in the publication.
3. Braille language experts.","The beneficiaries of the project were children and youth from educational institutions for blind. The institutions were able to download the publication from the Internet and duplicate it limitless.","After preparing the publication the possibility of statistical education occurred.
The employees of Statistical Office, involved in statistical education, has now an opportunity to work with blind children. There was no such an opportunity before.
There were no this kind of publication before in Poland and in whole Europe (to our knowledge).","The employees of the Statistical Office in Łódź were obliged to get to know the rules of Braille language.
The problem was also the cost of the special thermal-sensitive paper. The thermal-paper often got damaged after putting it in the heating engine.
Another problem was the volume, size of the publication. Only several statistical topics generated many pages, therefore the publication had to be divided in 3 parts.","The success of this kind of innovation depends most of all on the accuracy of the realization of publication. Every line, shape and space are very important to enable the blind society to use the most of it.
The financial resources are also desirable, because of the costs of the special thermal-paper.
It was very important to have the involvement of Braille experts and qualified and motivated human resources.","The study is used during education of blind children and youth now.
In addition, the publication has been published on the Office's website in electronic form, so that after downloading, it may be limitless printed and adapted by educational institutions.","The publication created by the Statistical Office in Łódź was aimed at shaping the skills of collecting, processing, interpreting and using statistical data. It helped in the educational proces of many young people.","The creators of the publication recommend to everybody to create a product that will be useful for a specific group of recipients and will generate so many positive and useful experiences. The reaction of blind children and youth as much as the information feedback from the school was an award in itself for the creators of the publication.","a:10:{i:0;s:4:""4556"";i:1;s:4:""4557"";i:2;s:4:""4560"";i:3;s:4:""4562"";i:4;s:4:""4563"";i:5;s:4:""4564"";i:6;s:4:""4567"";i:7;s:4:""4568"";i:8;s:4:""4571"";i:9;s:4:""4565"";}","a:8:{i:0;s:4:""4574"";i:1;s:4:""4575"";i:2;s:4:""4576"";i:3;s:4:""4577"";i:4;s:4:""4578"";i:5;s:4:""4579"";i:6;s:4:""4580"";i:7;s:4:""4581"";}",,,
4538,"Clear My Record",https://oecd-opsi.org/innovations/clear-my-record/,,"Code for America","United States",other,"a:3:{i:0;s:10:""employment"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","Clear My Record",https://www.codeforamerica.org/what/clear-my-record,2016,"Tens of millions of Americans are eligible to clear their criminal record, but due to a complicated, costly, and time-consuming process, only a small fraction have been able to do so. Clear My Record makes automatic record clearance possible by using an open source algorithm to review records, determine eligibility, and produce clearance motions. It shifts the burden of record clearance off of individuals by enabling the government to clear all records at scale and reinvest in communities.","1 in 3 adults have a criminal record in the United States. In California alone, there are 4,800 obstacles that people experience as a result of a record. These obstacles affect every area of life, making it difficult, if not impossible, to: find and keep a job, get a professional license, enroll in public benefits, secure housing, or obtain a student or small business loan. Furthermore, it impacts the economy by shutting the tens of millions of people with criminal records out of the labor market, resulting in the loss of as many as 1.9 million workers and costing the U.S. economy up to $87 billion each year in lost GDP.
In 2016, we launched Clear My Record as an individual service for people seeking record clearance. However, we quickly recognized that this kept the burden of record clearance on individuals, and that even when they submitted clearance paperwork, local governments were not equipped to process these applications in a timely manner. To achieve record clearance at scale, we shifted our focus and built Clear My Record (Automatic) to support a full systems change from within government.
In May 2018, Code for America launched an initiative to help the government automatically clear all eligible criminal records and remove a significant barrier to work, education, and housing for people. The core technology reads a criminal record, then maps the record data to applicable record clearance laws through an open-source and transparent algorithm, and completes the appropriate forms to be filed with the court. Our technology can currently process 100 records in under 5 minutes. This means that an attorney can review records, determine eligible, and prepare motions to be filed with court for 1,000 people in under an hour.
We are currently piloting this technology with 3 to 5 California counties, partnering with district attorneys. Our goal is to help clear 250,000 eligible convictions by mid-2019. Since news of our initial partnerships broke, we have been inundated with inquiries from governments wanting to implement Clear My Record. Our vision is to create a blueprint for automatic record clearance of all eligible criminal records, first in California and then across the country. By bringing transparency on how the technology works and enabling local governments to do what is right for their residents in a quick and inexpensive way, we are creating a shining example of how government can work for the people who need it most, helping to break the cycle of poverty and incarceration for millions.","a:4:{i:0;s:3:""612"";i:1;s:3:""303"";i:2;s:3:""609"";i:3;s:3:""354"";}","When we launched the first version of Clear My Record, it was as a tool that made it easier for people with criminal records to connect with a lawyer to apply for record clearance. Through this service, we gained an in-depth understanding of bottlenecks in a process that put the burden of record clearance on each individual. This caused us to ask the game changing questions: “What if an individual didn’t have to apply to clear their record in the first place?” “What if our goal was to clear ALL eligible records instead of just a few thousand a year?” To help people at scale, we had to pivot our approach and rethink the process to fundamentally change the system. We need to partner with local government to build trust in how to leverage technology to implement policy reforms, and we need to join the national stage to advise on broader policy reforms. We are now building a model that can scale across the U.S. and be a blueprint for automatic record clearance in all jurisdictions.","a:1:{i:0;s:14:""implementation"";}","We officially launched Clear My Record in a pilot project in May in partnership with the San Francisco District Attorney’s office. Our partnership has facilitated a state-level process to provide county jurisdictions with bulk access to criminal record data, which will allow the tool to work fully at scale. In the meantime, we have processed over 3,500 records: 3000+ misdemeanors and 500+ felonies. Our tool can process over 100 records in under 5 minutes. We are working actively with partners to gain that bulk access, which is the biggest risk in the project. With access to bulk criminal record data, our work should quickly accelerate.
We recently secured our second partnership with Contra Costa County, and we will begin processing the records in November. We are in the final stages of selecting our remaining three county partners, including Los Angeles County, Sacramento County, San Joaquin County, and Santa Clara County. We aim to finalize our partnership cohort by mid-October.","San Francisco DA Gascon was a crucial partner in the shift to an automatic clearance model. He was interested in proactively clearing convictions eligible under state law, but expected the effort to take years. Because of our goals alignment, we approached him with with our technology as a much more efficient alternative to increased government staffing. This collaboration was the jumping off point for DAs across the country to see that doing the right thing could be economically feasible.","District Attorneys offices are a key user/stakeholder, as Clear My Record enables the government to review more records and generate more motions with its limited resources.And the tens of millions of people across the country with criminal records are the intended beneficiaries, as automatic record clearance removes the significant barriers to work, education, health, housing, and more.","While we are early in the launch of our initiative, we have several key outcomes and impacts as a result of our work. Through our first partnership with the San Francisco DA, we have further refined the algorithm to maintain an accuracy rate of 100 percent. Our tool consistently processes 100 criminal records in under 5 minutes, compared to the 20-30 minutes it takes for a paralegal/attorney to review 1 record. In our partnership with San Francisco, we are on track to affect over 7,000 convictions in 6 months (only 6,200 petitions have been filed with the court in the 16 months since the passage of Prop 64 in California). With a full cohort of partners, we will measure five key outcomes to ensure that our work impacts individuals with criminal records: number of records (RAP sheets) received; number of motions created; number of motions filed with the courts; number of motions granted by the courts; and number of individuals who no longer have felony or felony/misdemeanor on record.","The greatest challenge we have faced since launching our pilot in May has been in obtaining access to RAP sheets in bulk. We are working actively with partners to gain it, but the speed of that access remains the biggest risk in the project. The reason this is hard on the government side is a result of out-of-date technology. Once we get access to bulk RAP sheets, our work quickly accelerates.
The policies themselves also remain an obstacle: Nearly all states have record clearance statutes, but not necessarily robust automatic record clearance policies with an expansive view of the types of convictions eligible. And implementation often serves as a reason to not deliver on them.
A final risk is that while open source technology builds trust and reduces cost, many governments don’t have the know-how to pick up the technology and modify/use it. This means our organization is needed to partner in implementation and we are relatively small compared with the size of the opportunity.","The most important condition for success for our innovation is partnership with state governments who share our vision about the importance of automatic record clearance. In the words of San Francisco DA George Gascon: “California has decriminalized recreational cannabis use, but a marijuana conviction continues to serve as a barrier to employment, housing, student loans and more. Lack of access to employment and housing are two primary drivers of recidivism, so until we clear these records, it’s government that is effectively holding these people back and impeding public safety. I’m hopeful that this partnership will inspire many prosecutors who have cited resource constraints to join this common sense effort and provide this relief.” If we are able to find like-minded government partners across the country, we can move towards clearing tens of millions criminal records at a national scale.","The Clear My Record (Automatic) tool has not been replicated at this stage. We are building the tool in full partnership with government, with the intent to deliver the tool directly to governments across California and across the country. Indeed, in the four months since our launch, we have identified a way to scale the technology across the country. We are interested in leveraging the technology and insights from our partnerships to shape broad, bipartisan policy reforms to ensure automatic record clearance laws are a reality in every state. In addition to expanding to counties across California and states across the U.S., we also plan to expand the types of convictions that can be cleared proactively through the use of the tool.","It is important to invest time in building trust with your stakeholder in the design, technology, and application of the innovation. We have also found that it is important to understand the political landscape such that you are able to identify unique opportunities to leverage technology to affect larger policy change. Our deployment of user-centered design methodology in building the initial service ensured that we had proximity to those most impacted by criminal records. Through that delivering that service, we gained key insights into the experience of finding a lawyer to help file the record clearance paperwork with the court. Those insights positioned us to say, like many have said before us, “There has to be a better way.” However, our organizational structure and approach allowed us to try something new to find a better way.",,"a:6:{i:0;s:4:""4630"";i:1;s:4:""4631"";i:2;s:4:""4634"";i:3;s:4:""4635"";i:4;s:4:""4636"";i:5;s:4:""4637"";}","a:3:{i:0;s:4:""4555"";i:1;s:4:""4623"";i:2;s:4:""4639"";}",,https://youtu.be/PVvQe3jwnjw,
4572,"Integrating Design and Behavioural Insights to increase the take-up of an education savings program for Canadians living in low income",https://oecd-opsi.org/innovations/integrating-design-and-behavioural-insights-to-increase-the-take-up-of-an-education-savings-program-for-canadians-living-in-low-income/,,"Employment and Social Development Canada",Canada,central,"a:3:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:16:""Citizen Services"";}","Integrating Design and Behavioural Insights to increase the take-up of an education savings program for Canadians living in low income",,2018,"The Canada Learning Bond, a government education savings program providing a financial incentive to low income Canadians, turned to behavioural insights (BI) to tackle persistent low take-up. Following unsuccessful BI trials based on academic literature and expertise, we turned to Design. In a Government of Canada first, combining lessons learned from human centred design processes including stories from citizens and BI we developed outreach that significantly improved the take-up of the Bond.","The Canada Learning Bond (CLB) is a financial incentive administered by Employment and Social Development Canada (ESDC) to encourage parents living on a low income to save for their children’s post-secondary education in Registered Education Savings Plans (RESPs). As of 2015, only 1 in 3 eligible children had received the CLB. Today, approximately 2 million children are eligible to receive the CLB. ESDC is running a program of research including iterative randomized controlled trials (RCTs) and qualitative design thinking approaches to understand the issue at greater depth and increase CLB take-up.
In 2016 ESDC conducted its first Behavioural Insights (BI) based RCT trial looking to increase the take up of the CLB through a promotional mailing to eligible families. The design of the letters was based on the latest and most relevant BI literature and was also peer reviewed by academics. Results from the trail were underwhelming. Though we were able to successfully conduct a RCT internal to government (a rare feat), many of the test letters statistically reduced take-up of the CLB when compared the standard letter used by the program in past outreach. The results suggested that the existing literature was insufficient to develop solutions to increase savings behaviours among Canadians living in low income.
In order to better understand the educational and financial decision-making of families living in low income we launched a Design project. Combining qualitative findings from a Design project to a quantitative BI project was a first for the Government of Canada. We engaged with 146 individuals through Interviews, workshops and ethnographic observations of service interactions. We engaged with parents and children (including Indigenous and rural populations), teachers, RESP providers, interdisciplinary stakeholders across government and community-based organizations. Iteratively co-creating research tools with our clients and other stakeholders ensured thorough qualitative data collection.
We were then able to design letters based on findings and insights from qualitative field research. Through this research numerous insights were gathered, including the ones outlined below. These insights/observations were translated into letter interventions which were tested in the trial to evaluate their effectiveness. For example:
Observation from qualitative research → lead to → Intervention/Hypothesis tested in the letters
Uncertain information in the letter (e.g., minimum or maximum CLB amounts that the child may receive) were highlighted by citizens as the most confusing parts of the letter. Moreover, older children are eligible for higher CLB amounts which they can claim retroactively (although most parents did not know about this). → lead to → Customizing the letter by presenting the exact amount of money that the child is eligible for (to date) could reduce confusion and increase CLB take-up.
An emphasis on ‘savings’ does not resonate well with all families living on a low income, as some may feel that they cannot afford to save. → lead to → Reducing the emphasis on savings in the letter could increase CLB take-up.
In order to test these insights, we developed a RCT targeting over 140,000 eligible children aged 12-13. Our previous trial found that this cohort, the oldest of eligible children, were also the least likely to sign up for the bond.
The findings from the trial were very positive. The letter which combined a the two insights described above improved the take-up of the CLB by 55% compared the standard letter (8.8% vs 5.7% take-up respectively). In practical terms, if we sent 10,000 standard letters we would expect 573 beneficiaries to sign up for the CLB. Combined, these families would receive $570,000 in education savings from the government. If instead we sent the letter informed by BI as well as the Design project, 878 beneficiaries would sign up. Combined, these families would receive $978,000 in education savings from the government.
The findings from this innovation have been implemented into the CLB communications and are now being received by eligible children.
The design project also provided a number of other insights that will be tested with other populations of CLB eligible children through RCTs.
Given the success of this mixed methods approach, we are considering it for a number of new challenges faced by the department.","a:10:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""211"";i:7;s:3:""257"";i:8;s:3:""616"";i:9;s:3:""617"";}","This project demonstrates the successful use of mixed-methods that combined Design and BI, a first in the Government of Canada. Specifically, we gained a deeper understanding of the needs and experiences of Canadians living in low income using ethnography, and then integrated those insights into behaviourally informed communications. These were then tested using rigorous experimental methods (Randomized Control Trial). Given the success of the trial in that the letters based the insights derived from the ethnography outperformed the standard letter used in regular communications with eligible families, this project shows the complementarity of both methods and benefits of being able to test lessons learned from the design project (qualitative) at a large scale (quantitative) in a BI trial. The findings from this trial have been adopted by the CLB program for broader use.","a:1:{i:0;s:9:""diffusing"";}","With the successful completion of the first BI trial directly informed by a design project, the Government of Canada is now implementing principles from the highest performing letter into regular communications of the CLB program. Provincial and municipal governments, and community organizations are also looking to integrate these findings into their communications. We are now involved in a number of new trials to test and validate other insights generated from the design project, thus building knowledge rigorously and incrementally. Other insights generated by the design project remain to be integrated to BI interventions beyond letters and we plan to test and validate them in new trials. Additionally, we seek to extend the use of mixed-methods to other sticky problems faced by the department, given the success of this innovation. We are also disseminating these findings across the Government of Canada and hopefully globally in the near future.","The initial BI project involved academics contributing expertise in the field of behavioural science. The design project collaborated with provincial and municipal governments to better understand the inner workings and challenges of the program. We interviewed 126 Canadian citizens to gather their stories, concerns and aspirations regarding post-secondary education. Community organizations and teachers informed us about the best practices regarding working with Canadians living in low income.","The main beneficiary of the innovation is Canadian families living in low income. Because of this innovation, more of them are now benefiting from the CLB. Community organizations as well as other levels of government are also benefiting from our lessons learned as we continue to share our findings so that they may better promote the CLB to eligible families. Having such a project in government has also stirred interest in using mixed methods across other areas.","Outcomes included improved program take-up (i.e., increased education savings for Canadians living in low income), a greater understanding of the users (e.g., their perceptions of education savings, post-secondary education), and improved ability of the department to serve this population. A randomized controlled trial was used to conduct mailing trials comparing the effectiveness of different letters. Receiving the standard (no nudge, original) letter increased CLB take-up (5.7%) compared to a group that did not receive a letter (2.2%). Based on design project insights, presenting the exact amount of money they would receive when opening up an account increased take-up over and above the standard letter (8.0% take-up), and reduced emphasis on “saving” (living with low income, many participants felt this term did not resonate with them) further improved take-up (8.8%). Combining BI with design insights resulted in a 55% increase in take-up above sending the standard letter.","This project may not have taken place were it not for the failure of the first BI mailing trial conducted in 2016. This trial showed that the best nudges developed performed only as well as the program’s standard letter, and the other nudges significantly reduced CLB take-up. These failures revealed our lack of understanding of our clients and spurred the development of the design project. Getting the design project up and running required substantial investments in time, including the lengthy process of obtaining clearance from the privacy division to be able to speak with Canadians. Though we have had successes integrating BI into the letters and increasing take-up, it is clear that letter communications will not fulfill the program’s enrolment goals. Other lessons learned from the design project that are more transformational in nature for the program have been suggested. However, these larger scale recommendations have been met with a degree of resistance by the program.","The Innovation Lab brought together design and BI, two complementary approaches, which was critical to the project’s realization. Another crucial component to this projects success is our access to eligibility and enrolment data for the CLB. This allowed us to conduct a randomized controlled trial and analyze its results all in house. The Innovation Lab has a high level of engagement and support from senior management. Without their support of experimentation and innovation in government, this project would not have happened. We were able to hire appropriate skills sets, including design, ethnography, behavioural insights, and data analytics. Funding covered travel costs to go meet Canadians in their homes and community organizations. Regarding values, this project could not have happened without the openness of the CLB program owners to be sometimes uncomfortable with innovation, and without the Canadians’ interviewed trust in government and belief in the value of education.","A project of this scale is a first in the government of Canada. Given its success, here at ESDC we are currently considering using this mixed-method approach to other program areas, such as employment insurance and student loans. There are also other similar efforts, though smaller in scale and complexity to conduct mixed-method projects in other federal departments. This approach does have the potential to be replicable in government and other types of organizations (e.g., private and non-profit). However, the Innovation Lab provides a unique environment conducive to innovation and experimentation and skills set that are unfortunately uncommon across other government organizations. Nonetheless, it does emit a strong signal of the value in building internal capacity for innovation and experimentation in government.","Much was gained by combining Design and BI to better understand Canadians living in low income. We achieved a better understanding of how living in low income interplays with programs that incent savings. For example, framing such programs as benefits instead of savings incentives, and removing uncertainties such as “could benefit up to”, can have positive impacts on program uptake. Finally, Canadians have expectations of government letter communications. We learned that “Bland is the Brand” (flashy, modern letters with images sometimes reduced take-up) and we should respect this for our communications to appear legitimate (not mistaken for spam).
Experimental methods can shed light onto the effectiveness of our programs and services. When management realizes the effectiveness of experimentation they are willing to act to learn more and innovate.
The success of this project depended on skills atypical and rare to government including ethnography, design, and behavioral science. From a broader perspective, the successes and failures experienced in our trials revealed the limits of using a one-size-fits-all approach with BI. Although BI principles are supported by decades of research, the reality is that interventions informed BI principles do not readily generalize across contexts, behaviours, and populations. Our research suggests that this seems to be especially true with vulnerable populations (low income families) who face unique challenges and barriers. As these populations have seldom been represented in the research supporting BI interventions, there is a need to adopt a tailored approach to their specific needs and experiences. The mixed-method approach proved to be a powerful tool to help us craft more tailored messages. Specifically, the qualitative research helped us better understand the program’s users, and in turn generated insights instrumental for designing more effective messages.","Here are a few quotes from citizens living in low income illustrating their complex situations which inspired some of our BI interventions.
“It’s hard to even picture something in the future now, because it’s hard to know what it will bring.”
“It seems really big – it’s adult – to talk about Registered Education Savings Programs (RESP) – It’s such an adult word. It scares me a little bit and it’s a bit intimidating.”
“I have heard about RESPs. The issue with that, it’s hard enough to save for the future for retirement – I don’t even have any retirement savings, let alone savings for education.""
“It’s difficult as a low income person to take advantage of the programs that they do have.”
“Our kids, they need to have education, the same as the other kids. It doesn’t matter if you have low income, or high class.”
“Education is important for me for my kids, because I don’t want them to have to walk in my shoes.”
“I can see why people wouldn’t do it, because it is a process.”",,"a:5:{i:0;s:4:""5052"";i:1;s:4:""5053"";i:2;s:4:""5054"";i:3;s:4:""5055"";i:4;s:4:""5056"";}",,,
4582,"LABcapital: Online Public Innovation Course for Public Officials",https://oecd-opsi.org/innovations/online-public-innovation-course-for-public-officials-labcapital/,,"Veeduría Distrital of Bogota, Colombia",Colombia,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:18:""Preventive Control"";}","LABcapital: Online Public Innovation Course for Public Officials ","http://formacion.veeduriadistrital.gov.co/ (for access to the course, the username is jyepes and the password is jyepes).",2016,"This online course seeks to foster an innovation ecosystem in Bogota’s public offices, offering Bogota’s public officials the tools to gain capacities for public innovation.
Through practical exercises that are related to drawing and mapping, among others, public officials gain insight on ways to approach the users of public services.","One goal of Bogota’s Development Plan ""Bogotá Mejor para Todos 2016-2020” is to create a Public Innovation LAB in the Veeduria Distrital. By june 2016, the LAB was created with the objective of creating innovative solutions to solve public challenges and improve public management, increasing trust between citizens and public offices.
LABcapital has 3 lines of action: Promotion of innovation in public management, Innovative initiatives and Innovative public policy evaluation. For its first component, LABcapital has implemented initiatives such as the Best Practices bank on its online platform, and its goal of developing public officials’ capacities through an online course.
The Online Public Innovation Course is the effort of Bogota’s Veeduría Distrital on capacity building for public officials in public innovation. To do so, the course has been developed as a mechanism to engage public officials of at least 16 of Bogota’s public offices in a learning community. Since 2016, the course has sought to strengthen the public officials’ capacities for problem identification, idea generation, user centricity and many other relevant tools and methodologies that allow them to solve complex problems. Through practical activities, public officials are tasked with learning about the Lab’s own methodology, the AEI of Public Innovation, consisting of Empathy, Intuition and Action. Additionally, the course focuses on developing the skills of the public officials so that they become beacons of innovation within their own offices, further spreading innovation within the public sector. As of August 2018, approximately 420 public officials have taken the course. The course aims to continue improving its methodology for engaging public officials, hopefully becoming an example for scalability in other cities, the national level public offices and maybe even opening the course to citizens.
The course’s design started out in 2016 through a pilot exercise that was implemented with the Veeduría’s public officials. After the initial course and the requested feedback, the course entered a second phase during 2017, where three new cohorts of public officials engaged in the learning experience. In 2018, the course faced a second adjustment from the feedback received, reaching its third version. Currently, the course has started its 6th cohort.
The third version of the course is structured around practical exercises in order to facilitate the adoption of the concepts and practices related to public innovation by public offices. All the contents are derived from research and practical exercises, so that students understand the environment and principles of innovation in context.
The course is divided into four modules: the first one aimed to develop a landed and everyday life concept of innovation; the second one is related to the concepts of public innovation; the third one provides tools to evaluate the culture of innovation in their own public offices, and the fourth one is a face-to- face meeting related to the Methodology AEI of Public Innovation.
As an example of practical and landed exercises, the first activity we propose in the course is called “Cuéntanos tu Chicharrón”: “Tell us your Chicharrón (Setback)”. In it, public officials are tasked with visually representing a problem they previously had, whether it is one from their personal life or one they had in their job as public officials. Through a series of drawing spaces, the public officer builds a 4 step storyboard that details how the problem was, what ideas they had for solving it, how it was solved and what outcomes the solution generated. Through this, public officials not only practice visual thinking, which is not commonly used within the public sector, but also engage in a reframing of how to think about problems in need of a solution for their everyday activities. The course has eight more activities, each one focusing on a different skill and/or concept that fosters their innovation capacity. Additionally, the platform used for the Online Public Innovation Course has forums in which discussion on the activities is periodically held. In the same vein, Webinars are held every 3 weeks when closing the Module’s activities in order to engage in dialogue over the different insights that the public officials gathered from the assigned exercises.","a:8:{i:0;s:3:""234"";i:1;s:3:""257"";i:2;s:3:""260"";i:3;s:3:""623"";i:4;s:3:""613"";i:5;s:3:""317"";i:6;s:3:""617"";i:7;s:3:""335"";}","The Online Public Innovation Course has been designed for public officials, especially considering their agendas and their workloads. Thus, the course is flexible in the times allotted for the fulfillment of all the activities. This flexibility was introduced to the current version as a result of the constant feedback process that the Lab engages in, aiming to improve every iteration of the course. Another innovative aspect of this course is the focus on capacity building to foster an innovation ecosystem in all of Bogota’s public offices, as well as aiming to develop public innovation leadership from within through the strengthening of each of the public officer’s skills.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Online Public Innovation Course has been implemented since 2016. As previously stated, the course has already had 6 Cohorts (groups of students) and with each one, the main goal is to receive feedback through surveys done to all the public officials, as well as through interviews to some of the students. The idea is to gather both quantitative and qualitative information that allows to rethink aspects of the course, focusing on the needs and desires of the course’s users: Bogota’s public officials. Aside from this process of evaluation on the course’s impact, the Laboratory is currently seeking to establish partnerships with other organizations to further spread this type of initiatives in other public offices.","LABcapital and the Veeduria’s team in charge of developing courses involved in designing, follow-up, monitoring and evaluation of the course. Additionally, LABcapital has engaged in conversations with other public innovation Labs, including Chile’s Public Innovation Lab and the US Office of Personnel Management’s Lab. These partnerships are key to share best practices and lessons learned in order to improve the team’s efforts on building innovation capacities in the public officials.","The course’s main users are public officials from Bogota’s public offices. Approximately 420 have taken the course, coming from almost 16 different public offices. LABcapital has set the goal to gather students from all of Bogota’s public offices, in order to foster the strengthening of a public innovation ecosystem, which in turn will generate shared value for Bogota’s citizens, as public service delivery is further improved.","The Online Public Innovation Course has managed to reach 420 public officials from 16 different public offices, which represents approximately 58% of the City’s 56 public offices. Additionally, the LAB is constantly monitoring the results of its course by engaging the community of public officials in surveys. In its most recent survey, 53 public officials answered, and 52% took the course in order to foster innovation in their public office. Additionally, 47% considered the course allowed them to seek solutions to public challenges. Overall, the course continues to expand its reach to other public offices, aiming to achieve full coverage of the entire City’s public sector.","Throughout the course’s implementation, there are four main challenges that the team has identified: working around public official’s schedules, barriers for teamwork, student retention and measuring results and impact. For the first three, LABcapital has managed to reduce the negative effects with each redesign process, improving the methodologies or activities used in the course. For example, the course is less intensive, while also being flexible in the due dates for activities in order to accommodate itself better to the workloads of public officials. Regarding measuring impact, LABcapital is seeking to learn from peers on the best mechanisms to ensure a relevant and focused way to measure impact.","In order for an initiative like the Online Public Innovation Course to be successful, teams that wish to replicate it must consider who they are preparing the initiative for: public officials.
Using design thinking and service design in order to focus on the public official’s needs and desires is key to incentivize positive results. Additionally, the more user-friendly the online platform and tools used are, the more engaged public officials become. Finally, another key component for success is the role of senior and mid-level leadership within public offices. Whenever we are counting with their support, the course has better results.","The course has been done in 3 different versions throughout its 6 Cohorts. In its first version, the course was only a pilot done with some public officials from the Veeduría Distrital. In its second version, the course consisted of two halves: the first one being focused on a theoretical development of the concepts and reading comprehension exercises, and the second one being an effort to solve a public challenge in teams. Unfortunately, the second half of the course did not run smoothly due to busy work schedules and lack of coordination between teams. Thus, for its third version, the course shifted towards individual practical activities, so every public official can fit them the best they can to their own schedule. Additionally, the group section was transformed into a one day workshop, and instead of trying to aim a public challenge, the public officials seek to identify a challenge for the promotion of innovation in their public office.",,"The Online Public Innovation Course is an effort to generate capacities within public officials as LABcapital believes that fostering these types of initiatives is a more lasting way of boosting innovation within the public sector. Through the course, LABcapital seeks to nurture the innovation ecosystem with public officials that serve as beacons of innovation within their own public offices. Therefore, these public officials later become the leaders when working on solving public challenges and/or conducting policy evaluations, which are the other two lines of action of LABcapital’s mission.","a:12:{i:0;s:4:""4595"";i:1;s:4:""4596"";i:2;s:4:""4597"";i:3;s:4:""4598"";i:4;s:4:""4599"";i:5;s:4:""4600"";i:6;s:4:""4601"";i:7;s:4:""4602"";i:8;s:4:""4603"";i:9;s:4:""4604"";i:10;s:4:""4606"";i:11;s:4:""4621"";}","a:2:{i:0;s:4:""6063"";i:1;s:4:""6064"";}",https://www.youtube.com/watch?v=qbB5IBQEtEk&feature=youtu.be,"https://www.youtube.com/watch?v=UanabSOnlJU (Please select Closed Caption for English Subtitles)",
4592,"""Transportation as a Benefit"" (TaaB) Program",https://oecd-opsi.org/innovations/transportation-as-a-benefit-taab-program/,,"City of South Bend","United States",local,"a:1:{i:0;s:9:""transport"";}","""Transportation as a Benefit"" (TaaB) Program",,2018,"Reliable transportation is the primary barrier to stable employment for shift workers. Our solution leverages existing technology to provide “transportation as a benefit” through an integrated network of on-demand transportation options. We will quantify savings for employers due to reduced turnover and increased employee productivity, incentivizing them to fund the program long-term.","Reliable transportation is the primary barrier to stable employment for shift workers, contributing to annual turnover upwards of 55%. Turnover costs approximately $3,000 per employee and has cascading socio-economic impacts.
Our solution delivers transportation as a benefit by connecting shift workers with the most appropriate and reliable transportation service through an integrated network of on-demand providers. As a result, employers benefit from reduced turnover and increased employee productivity and by quantifying these savings, we will incentivize them to fund the program long-term.
South Bend was named a Champion City in the Bloomberg Mayors Challenge in February 2018. We spent the past six months running a series of transportation pilots to refine our innovative solution. The results from this pilot phase were compelling:
All participating employees reported that the program made it easier for them to get to work reliably and that they would be interested in participating again, even if they were responsible for paying a portion of the ride costs. The majority of participants were able to work more hours and their employers experienced a significant reduction in absenteeism and late arrivals, leading to benefits including increased scheduling flexibility and decreased overtime costs.
Our four employer partners from the pilot phase, including South Bend’s two largest employers, have committed to providing financial and operational support moving forward. As we transition from reliance on grant funding towards employer contributions, we will refine the cost structure of the program and continue to explore cost-sharing between employers and employees to deliver the benefit as efficiently as possible.
The TaaB program will increase take-home pay by preventing attendance-related job loss and allowing employees to work previously inaccessible shifts. Employers will benefit from reduced turnover and increased employee productivity, leading to cost savings and greater workforce capacity. New businesses will be drawn to South Bend and contribute to a stronger local economy.","a:8:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""211"";i:6;s:3:""283"";i:7;s:3:""619"";}","Previous solutions have focused on increasing access to existing transportation providers to alleviate transportation problems. These efforts have been inefficient and unsustainable due to reliance on public subsidies and high operational costs.
Our solution does not require costly capital assets, instead leveraging on-demand, data-driven transportation providers (i.e. Uber, Waze Carpool) to lower cost of delivery and increase ridership. By pooling the demand of participating employers, the TaaB program achieves economies of scale to distribute overhead costs and risk of underutilization.
We will integrate data from transportation and HR platforms to demonstrate the financial impact of the program for employers. Cost-benefit analysis of turnover and productivity will allow us to quantify savings. Based on data-driven results and strong support from community partners, employers will be incentivized to become the program’s primary funders, ensuring long-term sustainability.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","In February 2018, South Bend was chosen out of 300+ cities as one of 35 Champion Cities in the Bloomberg Mayors Challenge and received $100,000 to pilot our innovation.
Over the past six months, we partnered with four employers and one vocational training school to test ridesharing solutions, including South Bend’s two largest employers. We offered transportation assistance via ridesharing to over 500 shift workers in food service, housekeeping, maintenance, and home medical care.
To conclude the pilot phase, we facilitated a co-creation workshop with managers, directors, and HR staff from our employer partners, inviting them to share their experiences, concerns, and ideas for the program. All four employers have committed to providing financial and operational support moving forward.
We have diffused lessons from the pilot phase and submitted a final application to Bloomberg Philanthropies in August based upon data analysis, employee survey results, and employer feedback.","We partnered with Uber and four local employers, including South Bend’s two largest employers, to pilot the TaaB program. Moving forward we will partner with additional transportation providers and employers to scale up the program. To avoid publicizing sensitive data, we will continue to work with a mission-aligned nonprofit partner to collect and anonymize ride and HR data. We will work with a local tech company to build a customer service platform and an integrated data management system.","The TaaB program provides benefits for employees and employers by preventing attendance-related job loss and allowing employees to work previously inaccessible shifts. As a result, employees experience less stress, increased take-home pay and opportunities for upward mobility. Employers benefit from reduced turnover and increased employee productivity, leading to cost savings and greater workforce productivity.","Pilot program participants unanimously reported that the program made it easier to get to work and reduced the stress of their commute, and 83% were able to work more hours. All said they would be interested in participating again, and 92% said they would participate even if they were responsible for cost sharing at $2 per ride.
Employees with access to ridesharing were 8 percentage points less likely to be absent, 1.2 percentage points less likely to be late, and worked an average of one additional hour per shift. Increased scheduling flexibility led to dozens of additional shifts worked, greater take-home pay, decreased overtime costs, and increased client satisfaction.
Our four employer partners, including South Bend’s two largest employers, have committed to providing financial and operational support moving forward.","We thought Uber could be a comprehensive transportation solution. However, some employees faced barriers including a lack of smartphones, low tech-literacy, and discomfort riding with strangers. This informed our shift to incorporate additional transportation providers into an integrated, transportation solution.
We thought pilots would not require much time from frontline managers, but our most successful tests involved substantial time commitments and assistance in recruiting participants. In the future, we will clearly communicate expectations and provide additional administrative support to participating employers.
There may be pushback from employers who do not initially see the value in TaaB. However, program data collected over time will allow us to make an even stronger case for financial benefit to employees and employers.","Leadership and human/financial resources will be crucial for the success of the TaaB program. South Bend has already allocated financial support and a full-time project manager. This support will continue to grow as a team of full-time employees is hired to manage the program long-term.
We have formal commitments of financial and operational support from pilot phase employer partners who co-created this program with us from the beginning. Our solution will ultimately generate its own revenue to sustain operations.
TaaB’s success will depend upon two additional factors: 1) ability and willingness of employers to share data and 2) ability to leverage multiple on-demand transportation services. We will ensure that these needs are met by establishing strong relationships with employers and a local service-oriented tech company that will build an integrated transportation platform. We will provide additional administrative support and sign formal data-sharing agreements with employers.","Our innovation has not been replicated elsewhere, although the problem of transportation as a barrier to stable employment is shared by countless cities around the world.
Baltimore, San Francisco, and Detroit have identified transportation as a barrier for their low-income shift work populations, and they reached out to learn from our pilot phase results.
The Smart Cities Network invited us to share our initial findings, and we learned about Austin and San Antonio’s early-stage collaborations with private-sector transportation providers to address similar transportation issues.
Amazon identified transportation as a barrier for its warehouse workers in Pittsburgh, and we spoke with a Waze Carpool employee who wanted to learn more about the TaaB program and how they could improve their pilots with Amazon.
We were also invited to be the keynote speaker at the Mobiliti Conference in Pittsburgh in October where we will be sharing our preliminary results and lessons learned.","1) Start small. Consider which transportation barrier you as a municipality are best-positioned to solve. After you identify this barrier, co-create and test with the target population to refine your solution. Only once you have a solution that works well for this group should you move on to other transportation barriers.
2) Be humble. It is important to have a strong initial idea, but equally important to adapt based on feedback from those who are closest to the problem. Residents experiencing transportation barriers are the experts in understanding their own unique challenges.
3) Don’t go it alone. Transportation solutions are complex and require partners from different fields. Be proactive in seeking out employers, residents, transit agencies, nonprofits, and anyone else you think might provide unique insight. Once you find your niche, consider which partners can fill gaps to ensure residents have access to a comprehensive suite of transportation services.","We submitted our Bloomberg Mayors Challenge final application in August with the hope of receiving $1 or $5 million to make the “Transportation-as-a-Benefit” program a reality long-term. Finalists will be announced in October.","a:2:{i:0;s:4:""4607"";i:1;s:4:""4608"";}","a:3:{i:0;s:4:""4611"";i:1;s:4:""4612"";i:2;s:4:""4609"";}",,,
4647,"The Mayor’s Fix-It Team",https://oecd-opsi.org/innovations/the-mayors-fix-it-team/,,"City and County of San Francisco","United States",local,"a:1:{i:0;s:12:""public_order"";}","The Mayor’s Fix-It Team",http://sfmayor.org/neighborhoods/fix-it-team,2016,"In May 2016, the Mayor of San Francisco launched the Safe and Clean Neighborhoods Promise. This was a new initiative to improve the quality of life in San Francisco with a coordinated approach to delivering City services better and faster. He issued an Executive Directive to Department Heads responsible for quality of life issues directing them to prioritize services so all residents have access to clean, safe, maintained public spaces and facilities. To ensure success, the mayor created the Fix-It Team.","When Fix-It was formed in 2016, it immediately began work in five areas within San Francisco neighborhoods (“Fix-It Zones”), where a significant amount of residents had been voicing quality of life concerns to the Mayor. In an effort to utilize data as the Fix-It Team expanded its scope of work in 2017, the Fix-It Team worked with the Mayor’s Office of Civic Innovation to create an equitable, transparent and data-driven model to determine the Fix-It Zones. This process included collecting resident feedback through community surveys and an analysis of mapped 311 data and police data.
The Fix-It process is summarized over 5 stages: Identification of the challenges and opportunities (data and information gathering), Evaluation (mapping concerns and walking the area with the residents), Validation (walking the area with the responsible City agencies), Execution (action plan creation and service monitoring), and Reporting (sharing successes and roadblocks with residents, survey and feedback).
When working in Fix-It neighborhoods, residents are encouraged to voice any and all issues pertaining to their neighborhood’s public spaces. However, the Fix-It Team works to set expectations with residents by defining quality of life issues as issues primarily focused on the built environment, issues that do not require a capital investment to address and resolve, such as sidewalk cleanliness, street lighting, bus stop and street conditions, graffiti, and more. In addition to these types of issues, Fix-It works with City agencies in order to provide residents with timely and accurate information about processes to address health and human service concerns, such as encampments and discarded syringes, as well as infrastructure concerns, such as streetscape improvements and traffic calming efforts.
Most of the Fix-It Team’s time is devoted to problem-solving by analyzing data, listening to residents, and working with City agencies to create a set of specific, measurable, and realistic actions to take in each zone. After creating an action plan, Fix-It is responsible for executing quality service delivery and ensuring follow through from agency partners. Throughout the entire process, residents receive consistent communication, with responses to their questions and reports back with results. Fix-It is also active on social media, posting before/after images, providing resident information, and soliciting feedback.
The Fix-It Team works directly with City agencies to implement the Action Plans for each Fix-It Zone. The Fix-It Team relies on these collaborations to implement the varied requests from residents. These partnerships enable Fix-It to utilize a diverse range of City services to address issues immediately while simultaneously illuminating complex City processes for residents. This makes Fix-It a “one stop shop” for residents, removing barriers to accessing city officials and agency representatives.
Fix-It provides a service to two groups: city agencies and residents. Its process is designed to meet the needs of both groups and deliver value to them. Fix-It defines value proposition to both groups by 1) Fixing safety and cleanliness concerns; 2) Offering direct contact in city government for quality of life issues; 3) Improving neighborhood resilience; 4) Understanding what services residents need most; and 5) Packaging the highest priority service requests for the appropriate agencies.
Fix-It’s success hinges on delivering value to these two groups. As part of the “Reporting” stage in the Fix-It process, several tools and methods are utilized for evaluating work. Fix-It tracks the completion level of its action plans, ensuring all concerns were addressed, and conducts trainings and community clean-ups to empower and assemble residents. Residents are surveyed before and after Fix-It’s work, and individuals are interviewed as well for qualitative feedback. The Fix-It Team visits its neighborhoods at various times of day and night to evaluate conditions, and has an in-house database to assess its impact on quality of life via data analysis of 311 and crime data.
Over a two-year period Fix-It has engaged with nearly 1,500 community members, completed nearly 4,000 identified “fixes,” and hosted nearly 60 community meetings over 30 zones throughout San Francisco. In 2018 Fix-It expanded its scope to propose wider-ranging quality of life solutions, such as offering motion-sensor LED lighting to residents on darker blocks, contracting with cutting-edge waste technology to improve public garbage cans in key areas, working with non-profits to engage with and improve the lives of unhoused and at-risk individuals, and taking over management of supplemental cleaning contracts awarded by the City to ensure that residents’ needs are being met.","a:11:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""210"";i:5;s:3:""211"";i:6;s:3:""623"";i:7;s:3:""611"";i:8;s:3:""302"";i:9;s:3:""612"";i:10;s:3:""621"";}","While the idea of listening and responding to residents may not seem ""innovative,"" in a complex municipal bureaucracy like San Francisco this can be harder than it appears. Fix-It uses its multi-agency partnerships, unique data analysis abilities, and dedication to transparency to ensure that residents' concerns are not only addressed effectively, but sustainably, comprehensively, and with consistent communication. Fix-It has a toolbelt of solutions due to its versatile and experimental nature that are not always realistic to deploy in the silo’ed reality of traditional City government. Fix-It’s work with the community is not bound by legacy processes, allowing Fix-It to be positioned with a wider range of possible solutions. Furthermore, Fix-It is committed to measuring its success through pre- and post-intervention data analysis, surveying, and site review. A dedication to transparency and measurement is essential to Fix-It’s daily approach.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Because Fix-It is a model that is only two years old and being applied to new neighborhoods throughout the year, it’s clear that the cycle of this innovation currently touches on all 6 statuses. Fix-It’s data analysis and ongoing community partnerships lends itself to constant problem/opportunity discovery, with ideas and solutions to address a given issue dependent on the issue’s unique circumstances. As root causes of various quality of life concerns are looked into, new proposals and pilot projects are critical to Fix-It finding sustainable success. Because Fix-It partners with new neighborhood zones throughout the year it is constantly implementing and evaluating efforts. The lessons learned from those efforts inform the solutions and proposals for the next problems/opportunities, and the cycle continues.","Although the Mayor created the Fix-It Team with work overseen by the Controller’s Office, San Francisco residents serve as primary partners – residents generate all of Fix-It’s work. Fix-It also officially partners with 7 different City Departments to complete field work, and Fix-It is dedicated to partnering with existing community organizations in each of its zones, including non-profits, community benefit organizations, resident and merchant associations, etc to ensure maximum impact.","All San Francisco residents, merchants, and visitors benefit from improved quality of life and public space. Departments tasked with cleaning and maintenance see efficiencies that make better use of resources, and can more directly assist residents with their needs when facilitated through the Fix-It Team. Indeed, Fix-It’s model provides verified, validated concerns to agencies that can then have significant positive impact for businesses and residents.","Fix-It uses a variety of evaluation tools and methods to measure its impact and success. The most basic measurement analyzes Fix-It’s Action Plan completeness, to evaluate the comprehensiveness of Fix-It’s direct response to community concerns. Fix-It staff also visit zones regularly to visually assess conditions and confirm whether agency modifications have positively affected quality of life. Furthermore, Fix-It both surveys and interviews residents before and after its interventions to ensure its having the desired impact. Finally Fix-It performs rigorous data analysis of 311 service request and crime data, using algorithms developed to assess year-over-year trends and perform correlative before/after intervention analysis. Over a two-year period Fix-It hosted nearly 60 community meetings over 30 zones throughout San Francisco, engaged with nearly 1,500 community members, completed nearly 4,000 identified “fixes,” and found overwhelmingly positive feedback from the community.","The biggest challenge to Fix-It’s success is thoroughly assessing quality of life in a consistent and quantifiable manner across a variety of neighborhoods. There are many factors that sway both street life conditions and data results, and larger socioeconomic trends and City policy can make effecting lasting change regarding a given issue a challenge. In addition, as Fix-It expands to additional zones, scaling the operation to ensure continued productive partnership with its stakeholders becomes a greater challenge. Fix-It has found that effectively communicating expectations to both residents and City agencies builds the trust that is critical to a long-term successful process. Fix-It is also not afraid to pilot possible solutions, which is understood by stakeholders as an experiment which may or may not produce the desired results.","For the Fix-It model to be successful, clear support from higher levels of local government (Mayor’s office, City Administrator, Department Heads) is critical, as is buy-in from agency representatives to ensure work is being done. In addition internal employees who are knowledgeable about City processes and have community engagement skills is important. The Fix-It model relies on a shared understanding that the effort is not politically-oriented but rather politically-neutral, with only an improved quality-of-life as the goal. This foundation of trust brings a variety of stakeholders to the table, which creates enhanced conditions for success.","The Fix-It model is easily replicable to other municipalities, although it would require some modifications depending on governmental structure and relevant issues in a given city. Fix-It can also be incorporated into a city’s existing oversight and accountability structure. The City of Seattle did have a “Find It, Fix It” program with some similarities, such as neighborhood walks hosted by City officials for residents, with quality of life concerns prioritized and addressed. However the Seattle program did not have a significant data analysis component nor sustained follow-up and ongoing partnership. However the Seattle program did have a grant aspect to fund community projects, a feature that San Francisco Fix-It would like to incorporate in the future.","We’ve learned the classic lesson that simple can often be better. When City agencies communicate effectively, are consistent and logical in their strategies with simple information, follow-up, and follow-through, residents are incredibly understanding. This builds trust and enhances partnerships with the community. Another key mechanism for building trust are “quick wins” – oftentimes residents want to see large-scale changes and feel frustration and helplessness around challenging quality of life issues. However, when a partnership achieves simple, quick fixes (getting a crosswalk re-painted, having a tree trimmed), a foundation of trust is built that gives a City agency time to work on a larger-scale approach to endemic quality of life challenges, and residents feel heard, empowered, and confident in their civic representatives.","At this point, the Fix-It Team is comprised of only 5 staff: Director, Deputy Director, Strategic Manager, Community Outreach Manager, and intern. The small team allows us to be individually versatile and unified as a group, although it limits the amount of projects we can work on simultaneously. We anticipate adding one staff member in the near future to assist with contract and financial management, as our success has led to City agencies requesting support for supplemental cleaning contractor management. We think the small team is an advantage but we look forward to adding another team member to increase the height of our ceiling.","a:11:{i:0;s:4:""4651"";i:1;s:4:""4652"";i:2;s:4:""4653"";i:3;s:4:""4654"";i:4;s:4:""4655"";i:5;s:4:""4656"";i:6;s:4:""4657"";i:7;s:4:""4658"";i:8;s:4:""4659"";i:9;s:4:""4660"";i:10;s:4:""4661"";}","a:1:{i:0;s:4:""4650"";}",https://youtu.be/tk3A13MMUcQ,,
4666,"CityScope FindingPlaces: HCI Platform for Public Participation in Refugees’ Accommodation Process",https://oecd-opsi.org/innovations/cityscope-findingplaces-hci-platform-for-public-participation-in-refugees-accommodation-process/,,"City Science Group, Media Laboratory, Massachusetts Institute of Technology",Germany,local,"a:4:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";i:2;s:7:""science"";i:3;s:9:""transport"";}","CityScope FindingPlaces: HCI Platform for Public Participation in Refugees’ Accommodation Process",https://www.media.mit.edu/publications/finding-places-hci-platform-for-public-participation-in-refugees-accommodation-process/,2016,"In reaction to the sudden arrival of tens of thousands of refugees to the city of Hamburg (DE), MIT and Hafen City University's City Science Lab created a public participation and decision-making process for refugee accommodation in Hamburg neighbourhoods. 'CityScope FindingPlaces', an Human Computer Interaction platform, was designed and deployed to facilitate dozens of community meetings with ~500 participants, resulting with 160 locations accepted by Hamburg’s citizens to be developed for refugees housing.","Nearly 21 million people fled their home countries during 2015. A total number of 1.2 million asylum applications were filed in Europe, 442,000 in Germany alone. The persistent influx of asylum seekers posed major challenges for German federals and municipalities. As a consequence, available solutions were ad-hoc implemented and in many cases refugees were accommodated in tents, warehouses or gymnasiums.
In the City of Hamburg, Germany, accommodation facilities concentrated in certain neighborhoods while others received little to no refugees at all, sometimes stimulating civil protest against refugees. In early 2016, Hamburg's mayor Olaf Scholz assigned MIT and HCU CSL the development of a participation process that would enable citizens to engage in finding accommodations for a predicted influx of ~79,000 refugees. The goal was to incorporate the citizens’ personal experience and local knowledge into the political and administrative evaluation of potential locations. The results and proposals emerging from the participation process were to become recommendations for political decision-making. The project was named 'FindingPlaces'.
To enable a well-documented, accessible and scalable citizen participation, MIT CityScope was proposed as a decision-making and knowledge-support tool. Featuring an Human Computer Interaction (HCI) urban modeling and simulation platform, CityScope is able to present contextualized information in an easy-to-comprehend and easy-to-interact manner. A series of public participation workshops was planned to be centered around interactive CityScope stations displaying task-related data to citizen groups as they worked out decisions. The main conceptual components of FindingPlaces included 1) a workflow design for the overall workshop series, 2) a choreography ('procedure') for the individual participatory workshops, 3) the technical adaptation of CityScope interactive tables, and 4) extensive pre-processing of urban data.
CityScope is an ongoing research at the MIT Media Lab’s City Science group, featuring different iterations of an urban simulation platform with the goal of making complex urban questions accessible and tangible to various audiences. What differentiates CityScope from other highly-specialized, experts-focused planning tools is its tangible, user-oriented design, prompting a discussion not limited by expertise or prior knowledge.
In recent years, real-world CityScope deployments took place in the UAE, Shanghai, Andorra, Boston, Helsinki, Taipei and more, each of which dedicated to a local urban challenge. A common CityScope platform features a tangible urban model (city, neighborhood or street scale), a local computational analysis unit, data & analysis server integrated with a Geographic Information System and a feedback module. CityScope usually includes a set of color-tagged LEGO bricks acting as intractable spatial UI elements. The computational analysis unit has sensors or cameras and computers for real-time scanning of interaction in the scene. The feedback module contains display screens, projectors and as well as AR, MR, VR or touch feedback.
Between May and July 2016, a total of 34, two-hour workshops were held at HCU campus with nearly 400 participants. Each workshop focused on one of the city’s seven districts. In total, 161 locations were suggested by the participants and evaluated by the authorities. With these, accommodation solutions for almost 24,000 refugees were proposed, exceeding the initial targeted goal of 20,000. More than half of the parcels were designated parks, green areas in inner-city locations, landscape, or agricultural spaces in rural areas, that are mostly subject to nature or landscape conservation. Another 15% of the suggested parcels were used as sports fields or playgrounds. Others were parking lots, commercial and industrial areas, parcels designated for future housing projects or port area parcels. Almost three quarters of the suggested locations were rated as not suitable in the initial assessment, leaving 44 rated as feasible. A further 24 were excluded after a detailed examination. Ultimately, 6 received recommendations for implementation and 10 were taken into consideration for future planning.
Using CityScope platform for refugee accommodation has shown how digital technology can effectively support social challenges and physical changes. The core issue of Finding Places– the refugee crisis and global migration – will probably remain a challenge of high urgency. Global socio-political developments may yield new migrant waves soon, and the challenge of accommodating refugees in cities of the destination countries remains acute. Beyond the Hamburg case, MIT and HCU CSL are actively promoting CityScope solutions to other world cities facing similar issues.","a:5:{i:0;s:3:""181"";i:1;s:3:""609"";i:2;s:3:""302"";i:3;s:3:""620"";i:4;s:3:""373"";}","CityScope FindingPlaces suggests a novel approach for public participation in complex planning processes. In contemporary planning, incorporation of the public's opinion is not standardised; Even in cases where participation is implemented, the degree of interaction and the ability to explore design alternatives is limited. CityScope novelty is in its accessibility, tangibility and simplicity while tackling multilayered urban questions. FindingPlaces workshop methodology and CityScope technology enabled a high level of involvement and direct discussions between experts and non-experts, leading to evidence-based and goal-oriented interaction. Adapting CityScope for the FindingPlaces project also excelled to platform design itself. While core CityScope concepts, setup and interactions were maintained, new components (such as: networked communication between end-devices, integration of a Geographic Information System (GIS) and persistent data management) were introduced.","a:1:{i:0;s:9:""diffusing"";}","Although FindingPlaces reports were concluded in 2017, the core issues of the refugee crisis and global migration still remain a challenge of high urgency. Looking ahead to emerging world conflicts, the EU as well as other research bodies around the world highlighted FindingPlaces as a viable path to sustainable planning for refugees. Beyond the Hamburg case, MIT and HCU CSL promote the solution to other European ‘Arrival Cities’ facing similar issues, like Thessaloniki, Patras, Messina or Amadora. Solidified through the FindingPlaces deployment, CityScope platforms is now providing a large spectrum of applications to urban challenges worldwide. CityScope capabilities span from urban planning, architecture and real-estate development to logistic, data analysis and human-dynamics. Deploying CityScope platforms in Living Labs such as Hamburg, Andorra, Helsinki, Quito or Shanghai enables a fruitful exchange between academic research and real-life challenges of the hosting cities.","MIT Media Lab City Science Group created the CityScope [CS] platform. In cooperation with MIT, CSL in HafenCity Uni. deployed CityScope for the FindingPlaces project. FindingPlaces was developed in coordination with the City of Hamburg's mayor's office, the Central Refugees Coordination Staff (ZKF), district administration representatives and the Hamburg Urban Development and Revitalization Agency (steg), a company specialized in citizen participation processes who moderated the public engagement.","Between May and July 2016, a total of 34, two-hour workshops were held at HCU with ~400 participants. Each workshop focused on one of the city’s seven districts. The workshops were advertised via various media channels and ~40,000 brochures distributed all over the city, having an overall reach of ~5 million citizens. Participants were asked to register online; up to 20 people per session were eventually invited, due to space limitation and CityScope platform dimensions.","In total, 161 locations were suggested by FindingPlaces participants and evaluated by the authorities. With these, accommodation solutions for ~24,000 refugees were proposed, exceeding the initial targeted goal of 20,000. More than half of the parcels were designated parks, green areas in inner-city locations, landscape, or agricultural spaces in rural areas, that are mostly subject to nature or landscape conservation. Another 15% of the suggested parcels were used as sports fields or playgrounds. Others were parking lots, commercial and industrial areas, parcels designated for future housing projects or port area parcels. Almost three quarters of the suggested locations were rated as not suitable in the initial assessment, leaving 44 sites rated as feasible. A further 24 were excluded after a detailed examination. Ultimately, 6 received recommendations for implementation and 10 were taken into consideration for future planning.","A key challenge was the tight schedule in which the project needed to be implemented, since common developments of CityScope platforms requires time and testing. Further, logistical limitations reduced the overall exposure of the CityScope tool: Due to the physical size of CityScope , workshops were bound to be held at HCU; This naturally reduced the number of potential remote participants, thus contributing to a selection bias which is well-known in public participation projects. Another constraint was the lack of available urban data. Despite thorough pre-processing of urban data, non-expert participants had trouble understanding the professional planning content. As participants were not used to working with maps and satellite images, orienting the projected images and assessing them adequately was difficult. Most of these challenges are currently being addressed in the development of new CityScope platforms: Open-source, mobile and easy-to-deploy CityScope platforms are currently being designed.","Overall, successful CityScope deployments occur in the domain of three nodes: Clear research question [refugees housing, mobility modeling or urban design, for example]; a strong collaboration with local liaison [HCU for Hamburg]; and system/UI/UX design that mitigates both [i.e, multi-station CityScope platform]. Additionally, public recognition and support from professional stakeholders is crucial for successful CityScope research and innovation. Yet if a project is of high public or political interest – as the case was with FindingPlaces – the approach runs danger of becoming instrumentalized by political forces or interest groups. As well, sufficient data sources, research transparency and clarity about participants´ roles are critical to the users' acceptance and participation.","Since 2013, CityScope deployments took place in the Riyadh, Shanghai, Andorra, Boston, Helsinki and Hamburg as well as in many other cities where the open-source platform [or its components] where replicated. In some cases, such as in Andorra, Hamburg or Boston, CityScope is in active use by both stakeholders and communities.
At MIT, much of the current development of CityScope next generation revolves around creating an open-source, components-based and scalable platform. This effort has the developing world in mind, so that less privileged cities could eventually incorporate CityScope in their planning and decision making toolset. Currently, several global organizations are working with the CityScope team to allow deployments at scale for cities in their regions.
In the context of FindingPlaces project, several bodies dealing with immigration [including the European Commission] have made CityScope FindingPlaces a case study and part of their future toolset for refugees' accommodation.","Applying a CityScope platform for refugees' accommodation has shown how digital technology can effectively support social challenges and physical changes. By both stakeholders and participants, FindingPlaces was evaluated as a positive experience, and CityScope was recognized as a highly supportive instrument for public participation and real-time decision-making. FindingPlaces succeeded especially on the ‘soft’ level of human interaction: Citizens felt as partners in an ‘eye-level’ dialogue with policy makers and city administration, being able to supply planning authorities with relevant information based on their local knowledge. The project built up acceptance towards refugee accommodation in Hamburg and triggered high-quality feedback. Making administrative procedures and decisions transparent effectively contributed to the ‘political literacy’ of the general citizenship.
Nevertheless, these positive outcomes are subject to strong governmental support, not always available in other cases. Yet, if a project is of high political interest, there is a danger CityScope tools will become instrumentalized by political forces or interest groups. As well, decisions made by CityScope developers might affect and even bias some of the outcomes, making CityScope more subjective and less open-ended.
The core issue of CityScope FindingPlaces – the refugee crisis and global migration – will probably remain a challenge of high urgency and tools and approaches as such will be needed again. Deploying CityScope platforms in Living Labs such as Hamburg CSL enables a fruitful exchange between academic research and real-life challenges of the hosting cities.",,"a:15:{i:0;s:4:""4814"";i:1;s:4:""4802"";i:2;s:4:""4811"";i:3;s:4:""4810"";i:4;s:4:""4803"";i:5;s:4:""4816"";i:6;s:4:""4813"";i:7;s:4:""4804"";i:8;s:4:""4805"";i:9;s:4:""4806"";i:10;s:4:""4815"";i:11;s:4:""4809"";i:12;s:4:""4807"";i:13;s:4:""4808"";i:14;s:4:""4812"";}","a:1:{i:0;s:4:""4817"";}",,https://www.youtube.com/watch?v=gKq5SVItIII,https://www.youtube.com/watch?v=tyEZyYyZpyM
4673,"Legal Information System",https://oecd-opsi.org/innovations/legal-information-system/,,"Government Office of Legislation",Slovenia,central,"a:1:{i:0;s:60:""Legal Services and Informatisation of Legislative Procedures"";}","Legal Information System",http://www.pisrs.si/Pis.web/,2014,"Office of Legislation has introduced a single national legal information system offering to the public the information on adopted laws, regulations and other legal acts free of charge, including EU and national case law, consolidated texts, and other information with significant impact on the application of national law. In addition to efficient and quick search through all sources of law, users can easily monitor the process of planning and adopting laws and regulations.","Both the professionals public (notaries, lawyers, civil servants, etc.) and the citizens need to be acquainted with applicable legislation and related case law, legislative proposals of the Government, status of ongoing legislative procedures, as well as with their obligations and rights under EU law.
In order to have all this information in one place, free of charge, the Government Office of Legislation introduced a single national portal, called Legal Information System of the Republic of Slovenia (PIS).
There are two types of beneficiaries of this project:
- public authorities which devoted a considerable amount of budget funds to the use of commercial legal and business information systems in order to have relevant information gathered in one place,
- professional and general public which had no single platform to easily find relevant legal information.
The implementation of this national legal system resulted not only in enhancing public access to national and EU law and jurisprudence, but also in implementing open data strategy and in budget savings of 1,2 million EUR per year.
Since its launch in 2014, the portal has been gaining popularity in various end-user segments and is expected to keep gaining users attention as analytical figures increase by about 10 percent annually. In 2017, there were 10 million page views and 150,000 active monthly users recorded, indicating usefulness and exceptional importance of providing free, transparent and reliable legal information.","a:1:{i:0;s:3:""876"";}","The Legal Information System is an innovation because:
1) It is user-friendly and responsive. Despite the huge amount of information that originates from the very nature of complex and frequent legislative procedures, the portal is clear and transparent, without unnecessary data and links.
2) It addresses both the inexperienced users as well as legal professionals; that is why the structure of the website was designed from the perspective of the end user. Information is available in a very structured way, e.g. basic legal metadata and corresponding texts and documents are front-lined and covered by a larger structural unit, with the advanced levels of display where data grouping is enabled and leading the user from basic to more complex information, if needed.
3) It integrates more than 15 registers and databases which are administered by different public authorities, several of them being available online solely via this portal.","a:1:{i:0;s:9:""diffusing"";}","As of the date of launch in 2014, the portal has already achieved its goals.
We are now at the stage of gathering proposals to upgrade the portal in order to be even more user-friendly, to offer additional legal information by integrating new databases and registers, and to adapt it to the technical progress.","Office of Legislation launched the project. However, in order to integrate all necessary data and documents from several administrators, it was a must to collaborate closely with different public authorities, i.e. Supreme Court, Constitutional Court, Parliament, Secretary-General of the Government, Publications Office, State Attorney's Office etc.","Public officials use the portal on a daily basis. It is no longer needed to use commercial legal and business information systems to obtain relevant information.
Professionals (notaries, lawyers, legal experts) also use the portal on a very frequent basis, some of them daily.
General public use the portal daily. In addition to the possibility of searching for information, a mailbox is created for questions which are, if necessary, forwarded to the competent authority to provide an answer.","Since 2014 the portal has been gaining popularity in various end-user segments.
In 2017, there were 10 million page views and 150,000 active monthly users recorded.
It is expected for the portal to keep gaining users attention as analytical figures increase by about 10 percent annually.","The main challenge is to monitor efficiently if data has been processed in total coverage and on time. Several Service Level Agreements has been established to this end. However, there is still a great data independence risk.
In response, Office of Legislation is in daily contact with all data administrators to ensure no data gaps. In the future, we would like to introduce common standards of data integration to be applied by all sources and service providers.","For the implementation of this project it was inevitable:
- to have support from senior management;
- to gain interest and to present advantages of the portal for other public authorities (data providers);
- to obtain financial resources for IT programming;
- to have focused and goal oriented leadership.","This innovation could be replicated by other countries, governments, or organisations.
Part of the portal design and structure has already been used by the public company in Slovenia, namely for the register of regulations adopted at the level of municipalities (http://rpls.pisrs.si/).","The project required high end performance in planning, budgeting, contracting, structuring and presenting arguments, leading and coordinating legal and IT experts. In our opinion, the project could be implemented much faster and more efficiently by having in-house IT experts rather than outsource that part of the job.",,,,,,
4680,"Personal Micro Credit (PMC)",https://oecd-opsi.org/innovations/personal-micro-credit-pmc/,,"Joint application of Department of Employment Affairs and Social Protection (DEASP), and Citizens Information Board (CIB)",Ireland,central,"a:2:{i:0;s:10:""employment"";i:1;s:12:""public_admin"";}","Personal Micro Credit (PMC) ",http://itmakessenseloan.ie/,2015,"The Personal Micro Credit (PMC) initiative aims to move people who cannot access mainstream credit away from high cost moneylenders, by providing an alternative, legitimate, low cost personal loan scheme, delivered through the nationwide network of credit unions. Innovation stems from a multi stakeholder approach (government, agencies, regulatory and the social economy). PMC offers a path to those excluded from affordable credit to ‘graduate’ to having access to mainstream financial services.","Initial discussions took place in 2013 with CIB, Social Finance Foundation (SFF) and others to debate (i) why the most vulnerable in Irish society are finding it difficult to obtain small affordable loans to meet genuine needs and (ii) why is there such a thriving licensed moneylending sector in Ireland. The resulting proposal submitted by CIB to the DEASP outlined the scale of moneylending taking place and the experience of advisors across the network of 53 Money Advice and Budgeting Service (MABS) companies. Further research produced a report in 2014: ‘Creating credit, not Debt’ by George Gloukoviezoff and work amongst stakeholders moved this from concept to pilot. DEASP established and chaired an Implementation Group (IG) in 2015 to develop, pilot and launch the scheme. The IG includes membership from CIB/MABS, SFF, Department of Finance (DoF), the Central Bank of Ireland (CBI), Credit Unions (CU) and their representative bodies, An Post and St Vincent De Paul (representing the NGO sector). The IG oversaw a pilot (funded by CIB and SFF) in 2015/16 and is now driving full scheme implementation across the country.
The objectives of PMC are to: offer an alternative to moneylenders; encourage education and sound money management; create a useable credit history; and create a path to ‘graduate’ to mainstream financial services. In Ireland, there are approximately 350,000 customers of licensed moneylenders who can pay rates of up to 278%. In 2017, a total of €268 million was advanced in loans to those borrowing from licensed moneylenders. PMC commenced as a pilot initiative in November 2015 with 30 credit unions across the Republic of Ireland. Branded the It Makes Sense Loan (www.itmakessenseloan.ie), the aim was to prove that credit unions could offer a loan product that matched the convenience and ease of moneylenders’ offers, address the exorbitant rates charged by them and yet was within prudential lending guidelines. The pilot was a success and as a result a national roll-out was approved mid 2016. The significance of the initiative is reflected in its inclusion in the 2016 Programme for Partnership Government “Specifically we support…the rollout and extension of the Personal Microcredit Scheme, which is providing simple microloans to members and helping to combat the use of moneylenders .”
PMC offers greater accessibility to credit, ease of loan repayments coupled with a facility to save - these are key features to success. Participating Credit Unions can process a membership application and accept a loan request from someone who lives or works in their common bond area. Loan assessments are fast tracked, with decisions on eligibility typically within 24 working hours. An agreed prudential lending policy allows for applications with a default history, no savings and new membership to the credit union to be considered. Loans under the scheme range in value from €100 to and €2000, and have a maximum interest rate of 12% pa. Repayment options are available by deduction through the household budgeting service (HB), operated by An Post (on behalf of DEASP) for social welfare recipients, or by way of direct debit or standing order into the credit union account. The deduction of the loan repayment via HB is a new innovation as it reduces the loan risk significantly. Strong feedback on the need for a savings element was found in the pilot, therefore the initiative was enhanced to include a savings dimension in 2016. The initiative is aimed at social welfare recipients and those on low income. It enables those with no credit history to build a track record. Crucially it teaches individuals to save and gives them a level of financial education that enables them break the debt cycle associated with high cost loans. An evaluation of the pilot revealed a customer satisfaction rate of 97% with the initiative being described as transformative. PMC loans are currently available in over 260 credit union locations across the Republic of Ireland, representing approximately 50% of credit unions. In 2017 an estimated 8,250 PMC loans were written, with 90% repaid via the HB system.
The ultimate aim is to have PMC embedded in the suite of Credit Union financial products available nationwide. It allows Credit Unions the flexibility to lend to borrowers who heretofore might have been considered part of a higher risk category of borrower - the PMC default rate is around 6%. Arrangements put in place to facilitate loan repayments through weekly deductions either through the HB scheme or direct debit or standing order, help and support borrowers to meet their repayment commitments. This obviates excessive interest payments up to 278% on alternative moneylender credit sources, which is a significant benefit to borrowers. The national rollout is currently being funded by CIB, SFF and the Irish League of Credit Unions (ILCU).","a:3:{i:0;s:3:""190"";i:1;s:3:""614"";i:2;s:3:""214"";}","PMC is the first government level personal micro credit initiative that brings together financial, social and public sector interests, working towards a common goal to achieve maximum social impact for citizens. The PMC offering is designed so that a person can avail of two and in certain circumstances three PMC loans and there is also a savings mechanism. The credit history built over the first two loans, coupled with small savings allow the borrower to qualify for standard loan products and other financial services. A significant learning from the PMC initiative is that unless there are triggers to assist a borrower to move from repetitive borrowing habits, it will not happen. The moneylender model does not allow a borrower to evolve. A person is stuck in a repetitive cycle of borrowing, repaying huge interest, borrowing again. Statistics from both the Central Bank 2013 survey and recent FCA UK data supports this statement. PMC is a path to financial inclusion.","a:1:{i:0;s:14:""implementation"";}","As of this date of submission in 2018, the project has moved beyond pilot and evaluation stages and is being rolled out nationally to credit unions. Almost 50% of Credit Unions have signed up to participate in the scheme and work continues with this cohort on training, helpline support , marketing and communications. Strategies to recruit the remaining cohort of credit unions continue. Activities such as presentations and attendance at relevant events as well as feature articles in credit union publications are all aimed at raising awareness of the initiative and encouraging the individual credit unions to join the scheme.
Business and technology processes are regularly reviewed to make participation in the scheme more attractive. Improved data collection methods are also being explored.","Ongoing commitment and collaboration from all stakeholders is required. DEASP on legislation , CIB promotes citizen needs and MABS provides financial education expertise. An Post facilitates weekly repayments. CBI ensures alignment with prudential lending guidelines. Credit Unions are the delivery vehicle and integral to success. Representative bodies promote. Individuals continue to prove the concept. DoF contribute finance policy, NGOs refer borrowers and SFF project manage.","The ultimate beneficiaries of this initiative are the borrowers and their communities. Those on social welfare and low income, those with ties to moneylenders. On a €500 loan a person typically saves €130 in interest. That interest is saved or spent elsewhere in the community. PMC offers an opportunity to break the cycle of debt. Credit unions can leverage PMC to deliver on their ethos of serving the community. The commitment under the Programme for Partnership Government is being achieved.","272 credit union sites offer PMC having grown from 30 in the pilot. It is estimated that 8,250 PMC loans were written in 2017. Participating Credit unions describe it as a key tool to deliver to those with no credit history, defaults and no savings. It grows their loan books. The impact of the borrower has been described in focus groups as life changing and transformative, many borrowers hear about PMC via word of mouth as family and friends recommend it.
An independent study was undertaken by Amárach Consulting to assess the success of the pilot scheme, taking account of the views of the members of the IG, the participating pilot credit unions and participating borrowers. The study concluded PMC had a positive outcome from the differing perspectives and priorities of all three groups involved. Borrowers now feel they have moved from exclusion to inclusion, having been previously embarrassed to “walk into a bank with as little as €10” and “having been refused credit everywhere.”
","Two key challenges exist:
1. Achieving national coverage as not all credit unions are signed up. This is an ongoing priority for the project working with each credit union individually. Political backing and acknowledgement from CBI and Government Departments play a key role.
2. How to get people to switch from using moneylenders to avail of the PMC alternative. A PMC focus group participant noted in April 2016 “[moneylender] loans are addictive. I sometimes get them when I don’t need them.” In further focus groups, March 2018 the importance of family influence on an individual’s borrowing habits could not be underestimated also, there is a confidence that you will not be turned down for a moneylender loan, that confidence does not exist with other lenders. This challenge is clear in looking at take up figures on PMC vs. moneylender customers. The reality likely lies in the supply side of the market where the environment of interest rates of up to 278% is ultimately challenged.","There are a number of elements critical to success:
1. Political support. This initiative has had particular vocal and varied political backing since early 2015. This gave it recognition. The support has been from a number of quarters and significantly includes a commitment under the 2016 Programme for Partnership Government.
2. Collaboration of all stakeholders. Each stakeholder involved is committed to achieving the PMC objectives. All dedicate time and provide leadership and guidance as the initiative is rolled out nationwide.
3. Financial commitment: CIB and SFF committed financial and capability resources from the outset. Further financial support was then given by ILCU. This caters for dedicated project resources tasked with co-ordinating stakeholders, product improvement, national rollout and addressing challenges.
4. Belief: This initiative grew from a belief that affordable loans should be available to all. Those involved are dedicated to making this happen.","The project has shown that with collaboration and the engagement of a diverse range of both public and private stakeholders working to a common aim, most obstacles can be overcome, or ways found to accommodate different views and requirements. In that context, the project serves as a model for tackling any cross-organisational project or problem space that involves a range of stakeholders with diverse roles and priorities.
An informal whole of government approach led to effective action in the area of financial inclusion and to the development of an alternative financial product available to one of the most vulnerable sectors of our communities. All involved in the project were committed to delivering a solution and proved that working together as a dedicated team delivers more than individual agencies, organisations and Departments working in isolation. This is something that could apply to the universal problem of credit exclusion that exists in every country.","A number of lessons have been learned:
1. The importance of having a product that people need and want
In 2012 the Irish Government were involved in an initiative on financial inclusion related to a basic bank account. The success of this initiative was low and take up was poor. What we have learned from PMC is that credit is a real need for those financially excluded. By leading with this product, individuals can experience the relevance of financial inclusion for them by giving them something that they need. Most PMC borrowers now have some form of savings coupled with the loan.
2. Stakeholder Collaboration
PMC requires multiple stakeholders, each to contribute so that it is robust and sustainable. Without this we would have failed. As noted above, each stakeholder has a role in play in providing the PMC solution both currently and to address challenges.
3. Continuous improvements
There is a continuous feedback loop through the project team on issues and challenges. It is acknowledged that PMC needs to continuously evolve e.g. inclusion of a savings element in 2016, process improvements between An Post and Credit Unions.
4. Credit unions.
Credit unions in Ireland have been going through a huge period of change with consolidations and pressure on business models. Also, the credit union structure is such that each credit union is an individual entity. Therefore each has to sign up to PMC separately. The IG and project team are working to understand best how PMC fits and what is needed from the project to enable credit unions sign up and to try where possible to deal with them as a collective.
5. Patience
Switching a person from high cost credit is a slow process. Feedback from PMC borrowers is that they will always be given the loan from a moneylender but do not have the same confidence in alternatives. It is a combination of education, providing the right experience and giving people the tools so that they can graduate to mainstream financial services.","Through the instigation of CIB, the project delivered a new financial product which provides a credit solution tailored to the most vulnerable and financially excluded, while meeting the regulatory requirements of the Central Bank. The scheme, now led and politically backed by DEASP and Government, is supported by all stakeholders in the Implementation Group and informed by its collective expertise understanding the needs of customers. It is considered to be a very innovative approach to providing an alternative access to low cost credit for those who heretofore had no option but recourse to high cost loans from moneylenders.
The PMC initiative is always looking to improve and to further understand the complexities around micro credit and the use of moneylenders. Lessons learned in other countries are important inputs for the project. Research conducted in 2017 by SFF and CBI on interest rate caps in other countries is currently being evaluated by stakeholders in the context of PMC.",,,,,
4682,"GOV.UK Verify – the digital identity platform for the UK public sector",https://oecd-opsi.org/innovations/gov-uk-verify-the-digital-identity-platform-for-the-uk-public-sector/,,"Government Digital Service","United Kingdom",central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","GOV.UK Verify – the digital identity platform for the UK public sector",https://www.gov.uk/government/publications/introducing-govuk-verify/introducing-govuk-verify,2016,"GOV.UK Verify is a secure way for people to prove who they are online. It enables people to create a ‘digital identity’ that can be trusted by public or private sector organisations. We have worked to align and map identity standards and ensure that GOV.UK Verify can be internationally interoperable.","The Internet has evolved without an identity layer. A cartoon caption that first surfaced in the New Yorker in 1993 read “On the Internet, nobody knows you're a dog.” This cartoon is still used today to articulate the importance of identity in remote digital transactions. The requirement for identity is essential to be able to establish trust with a customer. As digital services have evolved organisations have addressed the identity challenge for their own perceived risks.
The result has been variegated identity verification standards that leave customer data exposed and customers confused. Fraudsters exploit the current complexity of users having to remember multiple usernames and passwords. Data hacks make commonly-used identity verification processes based on personal data increasingly insecure. Cybercrime is a growing threat and identity fraud now accounts for over half of all fraud. A secure approach to digital identity is important to prevent identity fraud and cybercrime. When planning for future threats and risks, strong identity checking protections are an important consideration.
The UK government recognised this landscape when it commissioned the development of GOV.UK Verify, a federated digital identity infrastructure. Seven private sector ‘identity providers’ have been certified as meeting government standards. A user of digital public services may choose an identity provider to verify his or her identity. The resulting ‘digital identity’ is maintained by the identity provider and may be used in any subsequent transaction.
Each identity provider has different ways of verifying your identity. The identity provider may ask you some questions or perform other checks using photo identification and financial information before confirming your identity to the government department you’re trying to use (e.g. to HMRC if you’re doing your tax). Using identity providers makes GOV.UK Verify a safer, simpler and faster way of accessing government services online. It’s safe because information is not stored in one place and there’s no unnecessary sharing of information. The identity provider you choose doesn’t know which service you’re trying to access and the government department doesn’t know which identity provider you’ve chosen. It is all done online, without having to prove your identity in person or wait for something in the post.
GOV.UK Verify places the citizen at the heart of the transaction, considering their security and privacy. A citizen will be able to use their digital identity across their full digital life without their actions being tracked or profiled. An independent group of privacy advocates has been set up to provide advice to government on the development of the service. The Government Digital Service (GDS) has developed the platform through which public services can access the user’s choice of identity provider. A ‘limited visibility’ solution has been implemented to avoid any inference being made about the user’s choice of identity provider.
In addition to continuing with the rollout of GOV.UK Verify across central government, we also continue to explore the wider applications for GOV.UK Verify for secure citizen identity verification in both the wider public and private sectors. Collaborative projects have been conducted with banks, pension companies, airlines, employers and other companies to inform how this market should operate.
GDS has worked with international governments to align and map identity standards and ensure that GOV.UK Verify will be internationally interoperable for public and private sector transactions. GOV.UK Verify is designed to allow technological evolution. It takes about 15 minutes to verify your identity the first time you use GOV.UK Verify and a couple of minutes any time after that.","a:7:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""303"";i:5;s:3:""617"";i:6;s:3:""320"";}","Most European governments run national identity schemes that typically involve centrally-run public sector databases and national ID cards. The growth of digital services has motivated governments to implement electronic ID cards to allow their citizens to assert their identity for remote digital services. The UK Government closed its national ID card scheme in 2010.
The core of the innovation for GOV.UK Verify is that it places the citizen in control of their identity and protects their privacy. This approach is completely opposite to traditional governmental thinking for services, where the government is able to track a citizen's activity. Research has shown that the willingness for citizens to engage when the state is involved is very limited. The GOV.UK Verify method recognises citizens' needs for trustworthy identity across both public and private sector services.","a:1:{i:0;s:10:""evaluation"";}","To deliver transformed online services, it is necessary to establish that the user is who they say they are to a high degree of confidence. A secure digital identity is a prerequisite for government departments’ digital transformation programmes. Following two years as a beta service, GOV.UK Verify went live in 2016 and now provides access to 16 UK government services. This year, the first digital mortgage deed was entered into the UK Land Register. This service uses GOV.UK Verify to enable borrowers to securely verify their identity before digitally signing their mortgage deed online. Work has also begun collaborating with the NHS.
GOV.UK Verify is working on private sector involvement to grow the number of digital identities. The aim is for a ubiquitous digital identity for services in both the public and private sector. The aspiration is also that these would be interoperable with those from elsewhere. By working around the same standards, this interoperability can be ensured.","GOV.UK Verify is delivered through collaboration between the public and private sector. The GOV.UK Verify team delivers the integration point to government services and the private sector companies deliver the identity provider technology and operational environments. The innovation is in the collaboration between both public and private sectors to achieve a trustworthy environment.","Core to developing GOV.UK Verify was the placement of the citizen at the centre of the service and therefore understanding their feedback was essential. Multiple user research activities were conducted and the feedback from these sessions were fed into an agile and iterative delivery process.
As privacy is a key aspect to secure digital identity, it was also essential to engage with the UK Privacy and Consumer Advisory Group (PCAG) to get their specific views on privacy.","More than 3 million users are currently using Verify. It aims to provide a safe, secure, and simple service that will enable people to prove who they are online so they can access the services they need. We have seen a growing use of GOV.UK Verify, which now provides access to 16 government services, with more due to come online soon.
The act of creating GOV.UK Verify and the standards that surround it have had a profound effect on the identity ecosystem, both nationally and internationally. Verified identity is a basic building block of the digital economy, enabling users to interact with greater safety but also providing an approach for more meaningful digital transformation.","The key challenge for GOV.UK Verify has been to engage with government departments and to convince them to adopt the service. It can be challenging to think of a customer-centric solution rather than a department-centric solution.
One of the challenges for the GOV.UK Verify team was innovating in a collaborative way across the public and private sector. By joining the board of Open Identity Exchange, we were able to drive forward innovation in an open, collaborative and transparent way. Proactive engagement with customers and understanding requirements from services, as well as appreciating the needs and expectations from industry and local authorities, have ensured continuous innovation.
The number of services using GOV.UK Verify is growing week by week but scaling the service has taken longer than originally anticipated, reflecting the complexity involved in building and transforming good digital services.","It’s critical to be solving a current service or delivery problem that is well understood, well defined and agreed by stakeholders. It must be a problem that requires a technology innovation to solve it and for which the answer won't be obvious or already available in the market. Ideally other organisations will be able to benefit from this challenge being solved so they too can use the solution.
In the case of digital ID, having this clear vision has set a strategic direction for the Government, which has unlocked a whole new market of identity services. There is real value in government showing leadership in the areas of standards and product development, as well as fostering a culture of collaboration. In the UK this has enabled successful cross-over with other sectors, for example, digital identity has a role in facilitating compliance with Know Your Customer (KYC) and Anti-Money Laundering (AML) regulations.","The core innovation of thinking about the citizen first and placing them in direct control of their data could be leveraged across government departments for other citizen-facing services. The transition from service-led design to design informed by the needs of the citizen is challenging but essential. This is a cultural shift for many government departments. Engaging critics early on in the design process is also a practice that could be replicated by government departments.","There is significant value in working with a range of stakeholders to ensure balanced delivery. This includes engaging with critics and sceptics. A transparent approach to engagement across the public and private sectors ensures that all stakeholders are involved in the journey. Working to change something that will have a significant impact on people's lives can be a continual challenge.
For digital identity, communicating the security benefits is important, particularly the role of these benefits in preventing cybercrime and identity fraud. A secure approach to digital identity is essential to preventing cybercrime and mitigating the risk of a major data breach. When considering and mitigating against future online threats and risks, it is worthwhile to examine stronger identity checking protections for online transactions.","Successful innovations need a strong team who can build confidence in the idea, with markets, users and other parts of government. The key to this is getting the upfront investment right, both in terms of strong senior support and enough money to allow the idea and team to move quickly. A clear policy will underpin the vision, which is outcome-focused ideally, rather than specifying solutions, to allow the team or the market to innovate in the space. The policy will add enough support to make it easy for people to invest time and money in the idea but not be so prescriptive that it stifles or curtails how the idea progresses.",,,,,
4686,Förnyelselabbet,https://oecd-opsi.org/innovations/fornyelselabbet/,,"Förnyelselabbet Sweden",Sweden,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:6:""Design"";}","Förnyelselabbet ",http://www.fornyelselabbet.se,2016,"The lab brings citizens and stakeholders together in a structured design process to form a common realisation of present challenges and pathways to the future. The stakeholders engaged are all identified and relevant to the target group. They are part of a national ecosystem from user, practitioner to policymakers locally, regionally and nationally. The design methods used in the lab are visualizations of processes, gap analysis and aesthetic disruption to enable needed cultural transformation.","There is a need for more cross-sectoral collaboration, user-centredness and cultural awareness for transformational change. In Sweden we have tried to build such a platform on which to come together to create innovations on our most critical social challenges. We started out in 2016, commissioned by the Department of Social Affairs and the Swedish Association of Local Authorities and Regions (SALAR) to build a policy lab with and about unaccompanied minors.
Since 2018 we are being funded by the Swedish Inheritance fund, working on the wider scope of newly arrived minors. Two of our participants in the first lab have commissioned us with lab processes 2018-2019. The agency for education Skolverket have asked us to co-design a holistic approach to family-school collaboration in one of their local contexts and the UNHCR Nordic region have asked us to co-design a more holistic approach to the initial reception of refugee children. One of the innovations that we have held on to from our first lab, born out of the insight that information was a challenge for the unaccompanied minors themselves and the professionals working with them on a daily basis as well.
The agency for innovation has funded us to prototype an app for newly arrived children serving to collect data from the many hundreds of contacts they have in the first year. The app is intended to facilitate storing information and making the process smoother. The prototype is called Meet Sweden, and has since it started to be tested proven to be important to develop further. We are now working on facilitating the information exchange between different stakeholders involved in the process through new digital technique.
The lab process has been designed as a first step of creating insights and a second step bring them into testable prototypes in a joint structure between many stakeholders. The policy lab dimension intends at creating agency amongst the participants to aid transformation to happen but also highlight hindrances to transformation due to legal or cultural mindsets. When a lab process such as the lab with UNHCR comes to an end, a hearing is held where the findings make up a basis for a joint plan forward. This stage is new and will be beneficial for the local/national level to seek advice from the design team on how the procurement and implementation best will be designed. This is also thought to help advance and make sure the ideas are indeed turned into reality. We believe this to be a crucial step that is often overlooked in innovation processes and much needed.
It is only when we, as SALAR states, brings a new, needed idea into action that it actually becomes an innovation. From a citizen or stakeholder perspective participating in our lab processes this is just as crucial. It is only when innovations are implemented that their agency and empowered selves are manifested. We believe this to be a way for democracy to be vitalised. For scale we arrange labs in many different local or regional contexts to then aggregate insights on a specific theme or target group such as newly arrived minors on a national level. The lab process derived from many local and regional contexts dealing with the same target group is important to create credibility for the insights and also create environments where there will be a will to maybe test new national policy once it has been produced. The aggregated data on what national hindrances there are to provide innovative and collaborative services will serve new policy being produced well. Our current idea is to have three such local/regional lab contexts before moving it up to a national level as insights for policymakers there to take action. The innovations locally/regionally are important since they are hands on and quick manifestations of change and they will be scaled through conferences, webinars, and our own webpage and hopefully the webpages of our participants. The policy hindrances are summarized to the right national government branch for them to take future action on.","a:9:{i:0;s:3:""257"";i:1;s:3:""184"";i:2;s:3:""162"";i:3;s:3:""181"";i:4;s:3:""190"";i:5;s:3:""609"";i:6;s:3:""217"";i:7;s:3:""613"";i:8;s:3:""615"";}","How do we support civil servants in the transformation from an old paradigm to a new? Can a lab environment such as Förnyelselabbet serve as a bootcamp for future skills, such as a more user-centric, holistic, collaborative and therefore more innovative practice? Insights into what hinders civil servants today and what they believe would release even more potential in their work are collected. When aggregated in different labs across the country, these insights are assembled and presented to the national policy level. We therefore provide momentum for change locally, regionally and nationally. The lab contexts learn about the challenge and the culture that upholds it and test different hypothesis of change. Most problems will be solved locally, but there will be systemic hindrances that need addressed on a national policy level. When new policies are suggested, the same lab environments serve as test arenas for these new policies-thus short-circuiting the policy process.","a:1:{i:0;s:14:""implementation"";}","By prototyping alternative futures, social transformations shared by many stakeholders and their users are made possible. We believe there is a an urgent need for the public sector to open up to other stakeholders, empowering their inhabitants and learning to prototype. We are now in the midst of forming methods for aesthetic interventions evaluation methods. Being a partner to Salar, we have access to the database of all local municipalities and regions and can thereby share good ideas and work practices. The lab is also forming partnerships with state agencies and the government to make it accessible for other societal challenges requiring investigation. Our hypothesis is that middle ground between the state and local legislature is needed, an explorative design practice such as ours can also serve to gain insights and better foundations for policymaking, well in advance of either procurement, national investigations or innovation funds being made available.","The lab was initially launched by SVID-the Swedish Industrial Design Foundation. The lab is made up by government officials throughout the system, locally, regionally and nationally. The target group at stake in the complex societal challenge is also engaged as well as citizens and social entrepreneurs who want to take part in the making of a brighter future. By allowing the innovation process to be build on data from users and practitioners we lessen the risk of innovations not creating value.","Insights about the situation and everyday life of the target group has been of great value to the stakeholders involved in developing a shared understanding of their needs and challenges.The opportunity to have a common process,where the stakeholders can relate to their different roles and missions, is useful to the organizations. A large group of newly arrived minors have been engaged. Stakeholders express that they have been inspired and the unaccompanied minors strengthened by the lab process.","Approx. 15 innovations have arisen out of the lab processes as well as many new relationships and better understanding of each other as partners in tackling complex challenges. While testing the app Meet Sweden with one municipality, Sollentuna, the results are both verification that the idea adds value to the lives of unaccompanied minors but also when testing a deepened understanding from practitioners that the real problem is them not exchanging information.
The lab has been run as a series of prototypes, first a lab on the challenge of unaccompanied minors for the department of social affairs and Salar. A second lab was set up on same subject with UNHCR. The national board of education also has a lab testing better ways to collaborate between school and families. These prototypes form basis into what kind of lab design is needed in a Swedish context and formed basis of our renewed lab structure now being launched with the National inheritance fund.","In the initial phase of the innovation process different stakeholders found it hard to understand complex legal and regulatory language and processes involved in the situation as a whole. Some stakeholders had an understanding of “their part” of the context. Thus, a big need was identified for mapping out different legal and regulatory issues. A test was carried out with an advisory board of legal officers representing stakeholders. The civil servants need more space to innovate and collaborate, and governing principles are needed to aid this shift. There is also a need to combine the societal challenges from the national level to the local, something that Sweden has no history of doing and which we now launch. While exploring methods most suitable for the lab, aesthetic disruptions arose impacting the outcome in a positive way. Complexity is difficult to handle. Art, design and aesthetics can make it easier to envisage, reflect upon and more importantly act upon collaboratively.","An important aspect of a co-creative process across sectors is to invite stakeholders to contribute to the process on equal footing. For instance, we noted that civil society organisations were explicit about the added value of them being invited to contribute with their competence and perspectives on equal footing with different public sector organization. A key success factor of the Lab process regarding unaccompanied minors is the assignment from the Swedish Government. For this type of cross-sectoral co-creation lab to be successful, clear legitimacy and political will to renew the way the public sector operates is key. From the different stakeholders such as municipalities, county councils and government agencies, we also see that legitimacy and buy in from top level managers is crucial. Currently in Sweden, 290 municipalities are struggling to address the situation of e.g unaccompanied minors in a cost-effective and impactful way. We believe our lab to be a vessel for this.","By involving stakeholders from different sectors and from different levels in the public sector in a co-creative process with the target group, we believe the methods and ideas will be relevant to a larger number of organisations. For instance, the first lab involved seven municipalities of different sizes and from different parts of Sweden. The situation in the 290 municipalities regarding e.g unaccompanied minors is quite similar to the seven participating. Thereby, competencies, methods, tools, and ideas that are able to make positive impact in the seven participating municipalities should have a high potential for being spread and scaled up. In our new labs digital platforms within Salar are being explored to further help communicate insights, ideas and tested results. We use our own website to showcase our different assignments to inspire others and to help stakeholders apply them to their own challenges.","Förnyelselabbet's idea is to connect stakeholders with their users and each other and through design methods enable them to make better policies. Key in this is the structured process where the now and the future are being explored and developed by aesthetic interventions. According to design research, aesthetic interventions are identified as key for transformations in social systems. The lab is meant to be a safe zone for exploring away from the buzz of everyday life.
It is also meant to be a supportive function for cross-sectoral collaborations in social change. When we care about and are curious about our users' views, dreams and resources as well as our collaborators and planet-we believe a resilient society can be achieved. The public sector has a tendency to develop from the perspective of its own business and assumptions instead of user needs . You are then left with uncertainty about where innovation is required and what consequences that follow. The result is complex welfare systems that provide services without a holistic perspective on the users' entire reality, we risk developing unfounded services and, moreover lack of trust from people. By combining relevant actors, we explore behaviors that can underpin an experienced problem. With our design practice, we want to contribute to a shift in working methods in the public sector, from assumptions to needs assessment and testing of ideas. In this way we want to contribute to new ways of attacking root causes for social challenges and problems.Today, we develop two successive offers; In Activation Lab, the public sector receives needs and insight platforms with integrated development areas. Step two is ActorNetwork Lab, where we prototype potential prospects for strategic decision making. When needs assessment and future prototypes have clarified which relationships and solutions need to be developed, we can assist in linking social companies to produce the solutions in partnership with the public sector.","We had an article published about our work at Serv Des in Milano this year. Please read here; http://www.servdes.org/wp/wp-content/uploads/2018/07/50.pdf",,"a:1:{i:0;s:4:""4685"";}",,,
4690,"Processing of invasive alien plant species into new, useful products",https://oecd-opsi.org/innovations/processing-of-invasive-alien-plant-species-into-new-useful-products/,,"City of Ljubljana, Dept for Environmental Protection",Slovenia,local,"a:1:{i:0;s:13:""environmental"";}"," Processing of invasive alien plant species into new, useful products",https://www.ljubljana.si/en/applause/,2016,"Instead of composting or incinerating invasive alien plant species, we are developing new ways how to process them into new, useful products (paper and wood products, dyes and hybrid coatings, extracts for controlling of plant harmful organisms, food source, input materials for the industries of the future and 3D composites). Invasive alien species are a locally accessible and abundant resource and opportunity for a new business model, promoting zero‑waste approach and circular economy.","Invasive alien plant species (IAPS) are one of the biggest challenges in European ecosystems. They displace local vegetation, destroy agricultural land and cause damage to European economy in billions of euros every year. Many of them are daily removed and mainly burned. Ljubljana, like many European cities, is faced with overgrowth of Japanese knotweed, one of the top 100 most invasive alien species in the world. Its rapid growth and strong, deep roots result in dense stands that quickly displace local vegetation and cause economic disadvantages.
In the past four years, the City of Ljubljana has offered its residents free deposition of removed Japanese knotweed in waste collection centers, before transferring it to an incinerator. Seeking to find innovative solutions to deal with this invasive plant and its further reuses, we have shifted the perspective, recognizing this undesirable plant as a locally accessible and abundant material for producing cellulose.
Currently in Slovenia, the pulp and paper industry is using somewhere between 350,000 and 400,000 tons of cellulose, all of which is imported from abroad. As part of promoting the title of European Green Capital 2016, the evolving initiative gathered five partners from different disciplines and sectors to test the first small scale industrial process of paper production from the widespread invasive plant. Approximately 100 volunteers and partners of the project were invited to take part in a series of urban harvesting actions organized by the City of Ljubljana, which included collecting 1,520 kg of Japanese knotweed stems. Taking the advice from the University Botanic gardens in Ljubljana, the volunteers collected dry winter stems. In this way, the new shoots of Japanese knotweed are weakened and the production process is shortened as the material doesn’t need additional drying. With the help of Snaga Public Waste Management Company, the gathered materials were cut into smaller pieces and taken to the Pulp and Paper Institute where they were carefully processed into a final amount of 415 kg of paper.
Two very useful products have emerged, namely notebooks and paper bags, designed by the Re-generacija collective. In autumn 2016, a campaign among vendors at the central open market in Ljubljana was carried out, promoting the replacement of plastic with paper bags, in which 1,600 bags made from Japanese knotweed were distributed among the vendors and buyers. The industrial-produced paper is also used for environment protection publishing.
In 2017 we have upgraded the pilot project with a hand crafted paper production from Japanese knotweed. The paper was used for the promotional purposes of the landscape park Tivoli, Rožnik and Šišenski hrib which lies right in the city centre. With more than 1.7 million visitors each year it is also the most frequently visited area in Slovenia. The area is covered with natural forest and is home to numerous species that are important in terms of nature conservation and appear on the Red List of endangered species. 12 motifs of landscape park’s natural features and activities were designed and printed onto a memory game, calendar, graphics and postcards. The promotional products are addressing not only the foreign visitors of the park, but also the residents of Ljubljana.
From November 2017, the City of Ljubljana is implementing the APPLAUSE project in which IAPS are considered a RESOURCE and starting point of a NEW BUSINESS MODEL: through large-scale educational and awareness raising campaigns citizens are encouraged to participate in IAPS harvesting and use. Collected IAPS feed three main ways of their further transformation that is performed at home (e.g. food, dyes), at tutored workshops (e.g. to produce wood or paper products) and in craftsman laboratories (e.g. to manufacture innovative products with market potential in social enterprises, employing vulnerable groups).
New green technologies are introduced (e.g. pilot enzymatic processing of IAPS fibers instead of chemical, reuse of wastes generated during primary wood processing and paper production, transformation of residues into liquefied wood, development of biotech-based biorafinery device for the conversion of liquor, production of 3D novel bio-composites, production of dyes, production of IAPS coloured coatings, development of a model of IAPS’s dye based solar cell and development of home-made formulations against plant harmful organisms).
ICT technology is used to address target groups and to produce open data, new knowledge and develop new services like IAPS monitoring with data from aerial orthophotos and Sentinel-2 satellites.
The results of the project are presented at public events and discussed at different expert meetings. The residents are strongly supporting the activities, linking the results with the higher quality of the living environment. New products are strong ambassadors, drawing people's attention to the IAPS issues and solutions.","a:7:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""211"";i:4;s:3:""221"";i:5;s:3:""613"";i:6;s:3:""614"";}","With the help of contemporary technologies and the knowledge of traditional craft making different IAPS serve as an input material for production of paper and wood products, industries of the future, 3D composites and liquefied wood, food dishes, dyes, hybrid coatings and extracts for controlling of plant harmful organisms. We are developing a new bio-technological process and greener technologies. Firstly, the waste residuals that is generated during the process is upcycled into new green components with high-added value and secondly, the existing paper production, which is environmentally harmful and no alternatives are yet to be found in practice is changed by the pioneering innovation on the manufacturing level to ecological production of paper pulp. We are working towards developing a pilot device for enzymatic processing of IAPS fibres and waste products to replace chemical treatment of the biomass and create a pilot example of a sustainable alternative.","a:1:{i:0;s:14:""implementation"";}","We are carrying out laboratory analysis of suitability for processing selected IAPS into paper and wood product, food dishes, dyes and hybrid coatings. Field tests are carried out for extracts for controlling of plant harmful organisms. We are veryfing the possibility of using clones of microbes for the production of ferulic acid, which will be used together with lignin for chemical transformations into useful chemicals (e.g. vanilla, which is an intermediate in the production of pharmaceuticals, cosmetics and other fine chemicals). We are testing sugars that are present in wood as a substrate for the cultivation of microbes. Microbes will further on convert these sugars into polyhydroxyalkanoate (PHA), which are suitable for the synthesis of polyesters with wide applicability. We are organising the first Festival of the application of invasive alien plants. Project APPLAUSE is co-financed by the European Regional Development Fund through the Urban Innovative Actions initiative.","The consortium of project Applause includes the City of Ljubljana, Snaga, d. o. o., University of Ljubljana: Biotechnical Faculty, Faculty of Chemistry and Chemical Technology, Faculty of Natural Sciences and Engineering, Jožef Stefan Institute, National Institute of Chemistry, Pulp and Paper Institute, TISA, d. o. o., GDi, d. o. o.,, Trajna Association, Studio tipoRenesansa, Centre of Excellence for Space Sciences and Technologies. The citizens and NGO’s are also participating.","The results of the project are presented at public events and discussed at different expert meetings. The residents are strongly supporting the activities, linking the results with the higher quality of the living environment. New products are strong ambassadors, drawing people's attention to the IAPS issues and solutions.","The main focus of the first phase of the APPLAUSE project is on localisation and harvesting of the alien plant species. In Ljubljana there are more than 180 different alien plant species identified, approximately 40 of them are invasive. Within the project we are working on 25 alien plant species. More than half of these species are woody and can be found as shrubs or trees. So far we have managed to get 11 different species; altogether we collected 30 m3 of raw wood material (approximately 27.000 kg) of alien plant species. All collected raw material as well as residuals will be used for innovative products. We are finishing the testing of suitability for processing into wood product for 17 woody IAPS and of suitability for papermaking for 3 woody and 4 herbaceous IAPS. We have set up a collection point for IAPS with 7 different containers. The collection point is also equipped with communication board with written instructions for users.","We are testing two new IAPS as a source for paper making: Canadian Goldenrod and Black locust. The main concern is the respond of paper making machines to pulp made of these two plants. The paper making machines are very sensitive to the size of the submitted fibre, therefore the pre-treatment of the pulp had to be very carefully calculated and carried out. The same applies for the hand-crafted paper production. A few restrictions regarding the printing on hand-crafted paper were encountered. By hand-crafted paper the thickness of the paper slightly varies which might cause problems to the printing machines. When printing hand-crafted paper, it should also be taken into account that the paper contains more impurities, so the colours might behave a bit different than on industrial-produced paper. Therefore, more attention to the printing techniques has to be paid.","A basic condition for project success is a general agreement that IAPS are a serious threat to local biodiversity, land use and economy. The project requires a shift from linear to circular thinking. A new perspective has to be introduced, presenting IAPS as a locally accessible and abundant resource and opportunity for a new business model. A highly motivated coordinator with a good organizational skills is therefore required. A lot of attention has to be paid to biomass harvesting and preprocessing. Products with high added value need to be introduced in order to maintain the business model.","IAPS are one of the biggest challenges in European ecosystems. They displace local vegetation, destroy agricultural land and cause damage to European economy in billions of euros every year. Many European cities and urban areas face the problem of IAPS. Most of them already have some practical policies for IAPS management but none is using IAPS as useful source or material for further zero waste production or manufacture. We strongly believe the issue is an important factor, very relevant for other urban authorities in Europe and thus bearing great potential to attract a lot of attention and interest. When applying project in another environment, diversity and abundance of IAPS needs to be considered. The project has the potential to include new IAPS by adjusting production and manufacture processes.","IAPS are a complex subject that requires an interdisciplinary approach. As many stakeholders as possible should be involved, each contributing their views, thus enriching the project. The involvement of residents (f.e. as a volunteers) is highly desirable, thus new valuable channels for information dissemination are gained and the transparency of the public institutions is improved. An implementation of actions must be adapted to local conditions. Small and medium-sized enterprises and NGOs should be invited to participate too, since they represent a huge opportunities for new green jobs and make an important contribution to the local economy, but most of all are highly susceptible to new business models. The paper manufacturing process is developed and is applicable and transferable to all other areas.","The City of Ljubljana is aware that public participation and involvement is a key to success in every project. That’s why we have involved all our local communities in our past and present IAPS activities. We are running a very successful campaign “Gloves on” which includes free of charge guided tours and educational-working actions of IAPS removal. After three years, our campaign is now already locally and nationally recognized, representing a successful trade mark for holistic approach to IAPS issues. Special attention was and is given to activities that concern youngsters, starting with kindergarten children and continuing with elementary schools pupils. Campaign “Gloves on” therefore engages all categories of residents, including a large number of seniors and their associations. From 2009 we have also co-financed 23 NGOs project involving IAPS.",,,,,
4694,"FÉILTE – Festival of Education in Learning and Teaching Excellence",https://oecd-opsi.org/innovations/feilte-festival-of-education-in-learning-and-teaching-excellence/,,"Teaching Council (of Ireland)",Ireland,central,"a:1:{i:0;s:9:""education"";}","FÉILTE – Festival of Education in Learning and Teaching Excellence",https://www.teachingcouncil.ie/en/FEILTE/,2013,"FÉILTE (Festival of Education in Learning and Teaching Excellence) was developed because teachers are innovating and wish to share their learning. But teaching has been an isolated profession. Research indicates that we are not good at sharing learning across the public sector.
FÉILTE is a celebration of teaching and learning by teachers for teachers, students and parents. FÉILTE shares teaching so as to connect learning.","Engagement with teacher Continuing Professional Development events by the Teaching Council has demonstrated that teachers are innovating in their professional practice, including the area of research e.g. Instructional Leadership. Yet feedback from the Department of Education and Skills’ Inspectorate indicates that such innovation has not yet had systemic impact.
Teachers who innovate talk about the need for space and time not only to innovate, but to share their learning with their peers.
FÉILTE turned this problem on its head. Led by the national professional standards body for teaching, it creates a space where teachers can choose the time to share their innovations on a national stage. They can thus encourage their adoption by their peers in a positive, vibrant atmosphere. Traditional channels of dissemination have not worked, or certainly, have not met expectations.
FÉILTE is a festival, not a conference. According to Sloman and Fernbach (2017), ""Sharing skills and knowledge is more sophisticated than it sounds… In the language of cognitive science, we share intentionality…. We actually enjoy sharing our mind space with others. In one form, it’s called playing."" This is what FÉILTE does. It creates a space where teachers can “play” with their ideas and share them with others.
FÉILTE consists of:
- 50 showcases of innovation led by teachers in collaboration with others across primary, post-primary and further education.
- Keynote conversations from leading national figures (sport, journalism, broadcasting) to enthuse and energise teachers as they take risks in pursuit of innovation
- Panel discussions inclusive of a diversity of voices on trending topics e.g. should homework be banned?
- Teachmeet – an innovative format for sharing resources and methodologies led and developed by practising teachers.
- Researchmeet – a Teachmeet focused exclusively on connecting research with practice.
- Rang Bianca [Bianca’s classroom] – an informal café space where teachers who have an idea but don’t know what to do with it can access guidance, support and advice.
- 15 workshops for teachers who prefer that format for sharing and receiving new ideas
FÉILTE is a diverse environment carefully designed so as to support the flow and sharing of diverse ideas.
- FÉILTE seeks to connect teaching so as to share learning.
- Through FÉILTE, the Teaching Council of Ireland creates the space for teachers from schools around the country to share their innovation with peers, students, parents and the wider public.
- FÉILTE seeks to celebrate and acknowledge the innovation that is already happening in teaching and learning, so as to augment it.
- FÉILTE seeks to support and encourage teachers who have ideas on new innovations but do not know where to go or how to start.
- FÉILTE seeks to enhance the connections between research, policy and practice.
- Teachers continue to benefit from the innovation. Each year over 1,000 people engage in the festival – both on foot and online.
- Teachers are helping the innovation of FÉILTE to grow. Kinsale Community School in Cork developed the first FÉILTE Scoile [School FÉILTE] where teachers ran 6 workshops over two hours to share their learning and innovation.
- Parents and students are enthused and reassured by what they see and hear at FÉILTE. They see how teachers are constantly seeking to innovate to enhance the quality of learning.
- Ministers for Education are inspired and reassured by what they see at FÉILTE.
- FÉILTE has been the direct inspiration for a similar festival in Lithuania.
- FÉILTE 2013 was the direct catalyst for the establishment of the first network of teachers from the Further Education sector in Ireland.
- FÉILTE will grow through FÉILTE Scoile [FÉILTE for schools]. This is a recognition scheme from the Teaching Council for any school which organises its own mini-FÉILTE. In this way, FÉILTE Scoile brings the spirit of innovation of the national event right into schools and classrooms where it matters the most.
- For the first time this year, FÉILTE will be hosted in a Higher Education Institution outside of Dublin. This recognises the need for regional balance and diversity in the hosting of the event.
- FÉILTE will need to scale and grow, in particular to take account of other sectors of society – SME’s, industry, voluntary and third sector, regional communities. Council may explore the possibility of social enterprise and / or philanthropic sponsorship.","a:5:{i:0;s:3:""184"";i:1;s:3:""211"";i:2;s:3:""260"";i:3;s:3:""354"";i:4;s:3:""615"";}","'- FÉILTE is a festival, not a conference. It is the single largest gathering of teachers on the island of Ireland, and its primary focus is the celebration and sharing of teaching and learning. There is nothing else like FÉILTE.
- FÉILTE’s innovation is how it connects diverse voices from different places in an environment where everyone feels comfortable in sharing learning.
- FÉILTE seeks to celebrate what is, in order to re-imagine what might be.
- FÉILTE seeks to enhance the systemic impact of innovations that are already happening at the local level.
- There are many conferences and seminars for teachers. But most tend to be subject or theme specific, and focused on formal input for later reflection. FÉILTE is a big space for lots of different ideas to be discussed in the moment. It is designed to maximise opportunities for sharing of diverse ideas and creation of new ones.","a:1:{i:0;s:14:""implementation"";}","'- FÉILTE is an annual festival held on the first Saturday of October to mark World Teachers’ Day. As a cyclical recurring event, it goes through each of the three stages identified above. Each year, new issues and challenges are identified. The event’s theme and content are designed around these. And at the end of each event, we seek feedback and then debrief on lessons learned.
- For the first time, FÉILTE will take place outside of Dublin this year in Limerick. And it will be the first time to be hosted by a Higher Education Institution (HEI). It will also take place over two days. The President of Ireland will officially open the event for the first time ever.
- FÉILTE has grown from a lecture for 150 people in 2012 to a festival for almost 1,500 people, including workshops, Teachmeet, Researchmeet, StudentMeet, panel discussions, music and fringe social events! Online audience has now reached Europe and Australia.","The Teaching Council establishes a working group each year for FÉILTE to assist with the planning, organisation and implementation. The working group helps to ensure that a diversity of voices is heard at all stages of FÉILTE.
The Working Group includes HEIs, Professional Development Service for Teachers (PDST), Association of Teachers’ / Education Centres in Ireland (ATECI), National Parents’ Councils, National Induction Programme for Teachers (NIPT) and Centre for Effective Services (CES).","Teachers
o Sharing of innovation with peers
o Enhanced confidence to try new ideas
o Affirmation as to the importance of their profession
Parents and students
o Enhanced confidence in the teaching profession and quality of teaching and learning
Government officials, wider public and national stakeholder organisations in education
- Enhanced connections with teachers “from the frontline” who are spearheading innovation that fulfils the highest policy ambitions – and more.","'- FÉILTE has grown from a lecture to 150 teachers to a festival of almost 1,500, including teachers, parents and students.
- The first network of further education teachers in Ireland was established as a result of the first FÉILTE in 2013.
- Since 2013, FÉILTE has hosted over 200 showcases of innovation led by teachers, over 60 workshops, 3 Teachmeets, 2 Researchmeets. It has created a new space for teachers to explore new ideas from scratch – Rang Bianca [Bianca’s classroom].
- FÉILTE 2017 was the first paperless event. The event programme was provided through an app.
- In 2017, FÉILTE’s Twitter account had 49,000 organic impressions, 806 engagements, 570 likes and 216 retweets.
- FÉILTE has trended number one in Ireland each year for the past few years.
- It has enhanced the national profile of teaching. Leading national figures have acknowledged the contribution of teachers to our society. Anne Looney; Ryan Tubridy; Dr. Maureen Gaffney; Mark Pollock; Joe Schmidt; Fintan O’Tool","How to enhance the national reach of FÉILTE beyond the capital city
- Solutions:
o FÉILTE Scoile – where the Teaching Council recognises schools for organising their own mini-FÉILTE
o Hosting FÉILTE outside of Dublin for the first time this year.
- How to grow FÉILTE so that it enhances teachers' connections with other sources of innovation?
o We have opened discussions with Higher Education Institutions regarding other events that would wrap around FÉILTE.
o Teachmeet and Researchmeet were included to diversify teachers’ engagement.
- Ongoing challenge is to ensure that FÉILTE adapts to the changing interests of teachers, students, parents and Government.
o Feedback is gathered from attendees at the close of the event.
- Early departure by some attendees before close of event on a Saturday.
o Hosting FÉILTE over 2 days and closing earlier on the Saturday.
- Ongoing challenge is to enhance the diversity of the event while ensuring cohesion around sharing teaching so as to connect learning.","Strong connections between lead / host organisation (Teaching Council) and national support services and stakeholder bodies
Large, flexible space
Professional event management company – 34 staff deployed in 2017
Policy alignment, conceptualised as a framework, between Government and independent regulator
Small number of simple, clear rules for the event e.g. all showcases to be led by teachers
Clear, consistent focus on teaching and learning across all policy
Clear consistent leadership from CEO level
Strong leadership at middle management level with autonomy to innovate
Support and endorsement of Government department and Minister
Budget spend by Council on the national FÉILTE is approximately €200,000.
3 members of permanent staff work on FÉILTE throughout the year
Working group consists of 12 people
Our commitment to and love of teaching and learning; our belief in importance of sharing learning to enhance teaching
A desire to enable teachers to share innovation already happening.","'- FÉILTE has been the inspiration for a similar festival of teaching and learning in Lithuania.
- Education Workforce Council of Wales have approached us seeking to adapt FÉILTE model to their context.
- FÉILTE Scoile means that any school can apply for recognition for hosting their own mini-FÉILTE. Kinsale Community School in Cork was the first to do so. Coláiste Bríde, Clondalkin, Dublin hosted its first FÉILTE Scoile recently. This needs more pro-active promotion.
- FÉILTE offers a model for any profession to enhance the quality and impact of its innovation and learning, and to strengthen connections with end users e.g. learners, patients etc.
- FÉILTE format has been applied to seminars on school placement for schools and HEIs. We host a Teachmeet on good practice and then time for attendees to talk with innovations of most interest to them.
- FÉILTE is an exciting model for enhancing the impact of teachers’ learning / CPD. Education support services are active participants.","'- Teachers need encouragement to lead innovation, an invitation, as well as space and time, to share that innovation and encourage their peers.
- Once there is clear, consistent backing at a national level for the creation of a space in which teachers can share their innovation, they will do so generously. It appears that if you do build it, they will in fact come!
- Once you give frontline professionals autonomy in their leadership of innovation, you will find that they are focusing on national policy priorities anyway. The process of wrapping themes or titles around what they generate is a positive force in encouraging further innovation across the system.
- We have adjusted the end time of the event to take account of attendees’ preference over the past few years.
- It is really important to get the food right – in terms of quality, price and variety!
- Entry to FÉILTE is free of charge. This leads to a high attrition rate in terms of expressions of interest but we are at capacity in terms of actual attendance.
- We have worked hard at enhancing the festival atmosphere of FÉILTE over the past two years. This is important in terms of enhancing attendance and engagement.
- We need to put more thought and energy into supporting FÉILTE Scoile so that it can carry the systemic impact forward more coherently. Where it has happened it has worked really well but it has been too sporadic.
- The establishment of an event like this will depend on tapping existing professional networks of teachers. Thereafter, it should be possible to issue open calls to provide scope for discovering the “wow” factor in innovation.
- It will be important to include a diversity of event formats as the event grows to cater for a diversity of interests.
- A key challenge now is how to grow the event further. The matter of sponsorship has been raised but this can be a difficult question for a public sector regulator.","How the idea came into being:
In 2012, I attended a conference on Instructional Leadership in 2012 in the middle of my home county of Carlow. I remember leaving with my head and heart buzzing at the quality and energy of professional learning which teachers were sharing with each other and wondering – who else knows about this? Here was a wonderful example of the State investing in an innovative approach to enhancing professional practice – yet so many other teachers not only could not attend, but could not engage with its impact, and were not aware of it. It also ran counter to the stereotype that some people would hold of the teaching profession. It struck me that the Council was ideally placed as “the glue in the middle” (Michael Fullan) to offer a space where such innovation could thrive and flourish. 6 years on, here we are!","a:13:{i:0;s:4:""4696"";i:1;s:4:""4697"";i:2;s:4:""4698"";i:3;s:4:""4699"";i:4;s:4:""4700"";i:5;s:4:""4701"";i:6;s:4:""4702"";i:7;s:4:""4703"";i:8;s:4:""4704"";i:9;s:4:""4705"";i:10;s:4:""4706"";i:11;s:4:""4707"";i:12;s:4:""4708"";}",,,,
4715,"Arovia, Paraguay's first national volunteer program",https://oecd-opsi.org/innovations/arovia-paraguays-first-national-volunteer-program/,,"Secretaría Técnica de Planificación del Desarrollo Económico y Social",Paraguay,central,"a:2:{i:0;s:29:""national development planning"";i:1;s:0:"""";}","Arovia, Paraguay's first national volunteer program",http://www.arovia.gov.py/,2015,"The National Secretariat of Technical Planning in Paraguay created the first National Volunteer Program Arovia, a public volunteer platform that promotes increased access to information on public services and opportunities for the implementation of grassroots projects that strengthens citizen participation and local governments structures. Arovia volunteers are young professionals who bring innovative social interventions to territories prioritized within the national poverty reduction strategy.","The Republic of Paraguay is in development and continues to face challenges in regards to moving millions of people out of poverty, challenges such as creating effective decentralized public institutions, strong local governments, improved access to information on public services, and strengthening participation in civil society. Paraguay has, at the same time, a demographic dividend, a large population of youth with a declining older adult population, yet there is a severe lack of opportunities for young people. For these reasons, the National Secretariat of Technical Planning (STP) created the first national volunteer program, Arovia (or “I believe” in the local indigenous language Guarani). Arovia volunteers are young professional who are called on to implement grassroots, social interventions for at least one year in a territory prioritized by the national poverty reduction strategy. The volunteers live in the selected districts, mobilizing local citizens to participate in a process of sociocultural transformation, by connecting them to local opportunities, actors, institutions, and resources. They are the first local planners from the STP office. This is the first time that the national government has initiated a volunteer platform to achieve development goals based on the local priorities to improve the territorial articulation management and the local citizen participation. The program creates new alliances, connecting special interests from different sectors, to strengthen local governments and to bring information of social services to the local community, thus benefiting the local population.
The main objective of AROVIA is: dynamize local development in socially vulnerable territories by connecting them with professional volunteers who mobilize the participation of the local actors and facilitate multisectoral collaboration. We achieve this by:
1. Implementing local projects related to the local development plans
The key to developing a successful project is to plan it according to multi-stage intervention cycle (entering community, diagnosis, project planning, presenting the project proposal to the local community, implementation, evaluation, scaling up). The projects are implemented in cooperation with local citizens and are linked to the territorial priorities expressed by the local government. The volunteers have to identify and use local resources and to connect public and/or private services related to their projects.
2. Strengthening social participation. The volunteers organize the participants of the projects in:
a. Community groups: to understand the needs of the community group, construct and validate the main objectives.
b. Local government counsels: Arovia volunteers invite a variety of actors from the public and private sectors and civil society, who have interest in working together on project proposals, to increase communication, to share their expertise and best practices.
3. To develop volunteer competencies
The program has developed a training program with technical and social skills for the volunteers. There are two different kinds of trainings: local and national. The volunteers are trained on the main competencies during the national trainings (4x/year), as well as monthly meetings held locally with their coordinators. The coordinators follow up with the volunteers to ensure the volunteers are using the Arovia methodology in their local interventions.
4. To increase visibility and the continued sustainability of the program
Arovia creates different alliances to improve the main content of the program, to strengthen the local interventions and to scale up the number of volunteers in territories through alliances with:
a. Public institutions: to connect local communities to information and services provided by public services and to implement the Arovia methodology in other public institutions.
b. NGO´s: create alliances to strategic organizations for technical support in interventions, such as knowledge specific to the sector
c. Universities: Internships, University Extensions (all Paraguayan university students are required to perform service related to their field of study), and University Laboratories (to create prototypes for local interventions).
d. International cooperation: Arovia was inspired by several international programs, such as Fundación Superación la Pobreza from Chile, the Peace Corps, and Innovation Centre from the Social Prosperity Dept. in Colombia. A mix of their best practices, adapted to the Paraguayan context, resulted in AROVIA.
For the last three years Arovia has functioned as a consolidated volunteer platform, an alternative intervention for local and national challenges in the public sector, bringing benefits to local governments, communities and the volunteers. Arovia has consolidated its base and is ready to scale up through the addition of more volunteers and through new alliances.","a:4:{i:0;s:3:""317"";i:1;s:3:""619"";i:2;s:3:""181"";i:3;s:3:""196"";}","This is the first time that the Paraguayan public sector has utilized volunteers as decentralized planners in promoting socio-cultural transformation processes that involve the local community in participating in project development methodologies from the National Secretariat of Technical Planning.
Arovia uses a promotional instead of charity approach. Volunteers identify and use local, already existing resources of different kinds (local knowledge, natural resources, financial resources, etc.) to build grassroots solutions. The utilization of local multidisciplinary groups from differing sectors (civil society, public sector, private sector and universities) and a multidimensional approach to poverty, creates new possibilities for the co-construction of solutions for intractable social problems.
Arovia has created a methodology that utilizes volunteers in creating interventions that promote decentralization, transparency, citizen participation and articulation at the grassroots level.","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","At this moment our third group of volunteers are in the last stages of their intervention cycle. We are evaluating the program by surveying community leaders and local government allies about the interventions and implementing evaluations of our training program.
Additionally, we have started two South-South cooperation projects. One with the Ministry of Social Inclusion and Development from Perú and the other with the Department of Social Prosperity from Colombia. Both cooperation projects were created to share our experiences and best practices as well as to support the creation of new national volunteer programs.
At national level, we are developing four proposals to implement the Arovia methodology in other public institutions and international cooperation agencies, with allies in the Ministry of Public Health and Social Wellbeing, Ministry of Education and Sciences, UN FAO, and the Ministry of Social Development together with the UN Development Program.","The National Secretary of Youth assisted with budget and content for the training program in 2015. Arovia's structure was designed in collaboration with Fundacion Superacion Pobreza in Chile, and Arovia has incorporated manuals from Peace Corps. The Social Prosperity Dept. from Colombia helped by sharing their experiences with social innovation projects. Local governments as well are fundamental partners in ensuring the sustainability of the projects and sharing knowledge of the local context.","For the volunteers, it is a unique opportunity to gain experience in project management and multisectorial articulation within a public institution. The local community is exposed to a different approach to local development in the public sector, where they are involved in initiating proposals and implementing projects to solve local challenges. Local governments recieve support from a new public figure who brings information to their community and strengthens civic participation.","77% of the volunteers who finished the program are working or pursuing educational opportunities. 80% of the volunteers with jobs are working within the public sector, and 91% are still collaborating with local development initiatives. 88% believe their experience with Arovia helped them acquire employment. Since 2015, 77 local projects were implemented and 204 social services were connected benefitting 96,572 citizens.
Arovia received recognition as one of the 20 best public innovations from Latin America.
Arovia wants to strengthen public sector innovation at the local and national levels to develop more projects with the creation of alliances with outside institutions.","Paraguay does not have statistics on the number of people volunteering in the country. This is why the program supported the process of creating a national law on volunteerism with other civil society organizations.
The training program has been reorganised with new materiales to achieve increased efficacy during the intervention process.
Many times, the development plans and goals created by the local governments do not reflect the reality of territory. To increase the impact of the interventions, Arovia meets with local government actors prior to the insertion of volunteers in the territory to develop plans and agreements for volunteer's service before they even arrive in the territory. That is why we consider the strategic planning of each district as one of the most important stages to ensure a successful intervention.","The profile of the volunteer is fundamental to the program. Arovia's goal is to implement, maintain and expand a new government approach to helping vulnerable communities. Every volunteer must have the same high level of motivation and commitment, understanding the essence of profesional volunteerism and be proactive in developing inverventions. That is why the selection of volunteers is very important. The vocation to service must be a stronger motivating factor than renumeration.
The success of each intervention depends on:
1. The effectiveness of the volunteer in acquiring the right local information in the first weeks of each intervention
2. Permanent technical and personal support to each volunteer from the territorial coordinators
3. To make clear your main goals of your social intervention
4. The inclusion of local actors from day one in the project planning process
And above all controlling, frustrations and not losing sight of the main objectives of the program.","This solution has received interest from different national and international :
- The Dept. of Social Prosperity of Colombia: they want to create a national volunteer program to support Colombians who are living in extreme poverty
- The Ministry of Education and Sciences: to implement the AROVIA metodology of project design in their teacher training institutes
- The Ministry of Public Health and Social Wellbeing: to strengthen the local health councils by implementing a volunteer program
- UN Volunteers: We are planning to activate a UN Volunteer program within the UN community volunteer framework to apply to the program ""Opportunities For the People"", to reduce extreme poverty in cooperation with the Ministry of Social Development and with the PROEZA ""Poverty, energy, reforestation and climate change"" project.
And to strengthen the South-South cooperation, we want to create a regional profesional volunteer network, starting with Chile, Paraguay, and Colombia.","To grow it is important to present quantitative data on your achievements to policymakers, but the people you are working with in the field place more importance on the bond you create with them, the support you give them day to day, and how you involve them in the process of creating solutions to challenges. They appreciate the commitment the volunteers make, choosing to live in the same context and conditions as they do. Living in the same lived experience of the people helps to gain their confidence and to promote their participation in groups.
It is not necesarry to reinvent the wheel. This innovation has been inspirated by international and national experiences that were adapted to the local context within the government.
A social innovation never has to stop its innovation process. Arovia is a continuing, growing process. Just because you achieve goals does not mean that you should stop looking for ways to improve. That is the secret to achieving sustainability, recognition, and resources to develop more opportunities for young, interested volunteers and for the people experiencing poverty.",,"a:10:{i:0;s:4:""5989"";i:1;s:4:""5832"";i:2;s:4:""5833"";i:3;s:4:""5831"";i:4;s:4:""5828"";i:5;s:4:""5827"";i:6;s:4:""5826"";i:7;s:4:""5825"";i:8;s:4:""5824"";i:9;s:4:""5822"";}","a:3:{i:0;s:4:""5834"";i:1;s:4:""5835"";i:2;s:4:""5836"";}",https://www.youtube.com/watch?v=2K_tIIgyjMM,https://www.youtube.com/watch?v=GBfLw0dHB9U&t=65s,https://www.youtube.com/watch?v=IRZ5Cd4mTqg
4717,"Augmented Nature",https://oecd-opsi.org/innovations/augmented-nature/,,"Imperial College London","United Kingdom",other,"a:2:{i:0;s:9:""education"";i:1;s:7:""science"";}","Augmented Nature",http://www.augmentednature.co.uk,2018,"Αugmented Nature is a set of robotic tools that help animals adapt to the mass extinction. The tools enhance the capacities of so called Ecosystem Engineer species to reclaim and change their own habitats.","The 6th Mass Extinction
The rate of extinction is about a thousand times what it used to be before humans. One species goes extinct every 5 minutes. Over the past 30 years 75% of all insects went extinct. 95% of all large predatory fish that roamed the seas are now gone. It probably comes as no surprise we are living in the 6th mass extinction. The big difference with the previous five is that this one is induced by humans.
Αugmented Nature is a set of robotic tools that help animals adapt to the mass extinction. The tools enhance the capacities of so called Ecosystem Engineer species to reclaim and change their own habitats.
Ecosystem Engineers
The resilience of an ecosystem is strongly related to its biodiversity. Ecosystem engineers are species that engineer their environment and are highly interconnected within the ecosystem. Think for example of a beaver building a dam and creating wetlands that form the habitat for hundreds of other species. By actively enhancing these types of capabilities in endangered species we aim to provide an answer to the sharp decline in biodiversity.
A new approach to conservation
We propose an active and animal-centered alternative to the current conservation efforts. Our premise is that humans are part of nature. Hence, efforts that try to separate species or revert nature to a certain state in the past (re-wilding, preservation) are not realistic. Nature is a dynamic system and evolution is equally driven by species adapting to change but also by transforming the environment for their purposes.
We worked in close collaboration with scientists to develop the next generation of high-tech biologging tags. These experimental interventions are the first step towards a future where instead of mitigating our impact on nature, we aim for a positive impact. We demonstrate this approach with two example animals: humpback whales and collared peccaries.
Whales
Whales (Megaptera novaeangliae)carry nutrients, such as nitrogen, from the depths where they feed, back to the surface via their feces. This transfer allows for more phytoplankton to grow at the surface, which is the basis of the entire food web. However, whales are at risk due to climate change, ship collisions and ocean acidification. Additionally, ship engines and sound explosions interfere with their vocalisations and disorient them.
Current advances in biologging technology have enabled scientists to passively gather ocean data and shed more light on whale behaviours. Our proposed tag attaches to the whale but does more than just measuring data on noise, depth and position. With its integrated underwater speaker the tag can actively communicate with the whale and use sound to inform them about the positions of nearby ships.
Peccary
Peccaries (Tayassuidae Suina) are a type of pig that live in the Amazon rainforest. They are critical to the Amazonian ecosystem as they disperse seeds and form the habitats for hundreds of amphibians by rolling in the mud. However, they are at risk of extinction due to deforestation, habitat loss and illegal hunting.
Our new biotag supports the ecosystem engineering capacities of the peccaries and enables them to rebuild their habitats. It uses vibrations to convey information about the forest and guides peccaries towards deforested areas where they can disperse seeds. The tag also has the capacity to locate valuable new resources in the forest, i.e fruit, herbs that are useful to the local communities and can provide new income sources as an alternative to logging.","a:3:{i:0;s:3:""609"";i:1;s:3:""217"";i:2;s:3:""620"";}","We propose an active and animal-centered alternative to the current conservation efforts. Our premise is that humans are part of nature. Hence, efforts that try to separate species or revert nature to a certain state in the past (re-wilding, preservation) are not realistic. Nature is a dynamic system and evolution is equally driven by species adapting to change but also by transforming the environment for their purposes.
The focus should not only include saving charismatic animals, reverting ecosystems back to an arbitrary previous states or minimising human impact on nature, but rather it should embrace that we (humans) are part of nature and have a role to play.","a:1:{i:0;s:20:""developing_proposals"";}","In its current form Augmented Nature is a proposal for a new approach to conservation. We have gotten considerable media attention and several exhibitions to raise awareness, inspire and to slowly open people up to a more symbiotic and active interaction with nature. Currently we are working on leveraging the media attention we have to find funding to set up a research collective and program based on the values of Augmented Nature. (The first attempt of which can be found on https://www.sustainablerainforests.com/ ) We are building a network of influential organisations (Imperial College London, Amazonian Alliance and other partners in Brazil, Sri Lanka, Indonesia, UK, Netherlands and Ecuador) to warrant the request for funding and to push our project from design speculation to an effective international research collective.","Dr. Nanayakkara, Reader in Design Engineering and Robotics, at Dyson School of Design Engineering, Imperial College London, and head of the Robotics and Manufacturing Research theme. Dr. Nanayakkara is our main academic partner and our main route to founding a research program. Through his network we are in touch with:
Amazonian Alliance, Red Pill Group, University of Sussex, and a multitude of local partners in rain forests all over the world.","For citizens, scientists and governments Augmented Nature provides a new and alternative approach to conservation. It identifies problems with current efforts and proposes how we can leverage human strengths in light of shockingly high extinction rates.
The true end user of our designs are the animals in ecosystems where we hope to fortify biodiversity and increase resilience. We are still working towards having this impact and hope to be able to measure it soon thereafter.","The main impact so far has been engaging people with a topic they are passionate about, but feel unable to engage with. It has proven powerful to make people aware of a problem and to provide a pro-active and actionable strategy to do something about the problem identified. The project also raises the right questions about implicit assumptions many people have about how humans should interact with nature. We have gained significant attention in the press and are hoping to transfer this into feasible impact through founding a research program. For now we are preparing for the opportunities we have in public engagement.","The biggest challenge was and still is finding funding to warrant the time spent on these non-commercial endeavors. We (the four designers behind the project) are all young professionals with ample opportunity to apply our skills and knowledge elsewhere.
Another challenge is managing peoples expectations. A design project like this one will not solve the conservation problem. It might however ask the right questions and establish a different line of thought that was previously not considered. Sadly people often have the naive notion that one project like this one can 'fix' a systemic problem.
The biggest setback we've had was the rejection of a big research proposal we were part of. Currently we are looking at the continuation of the research collective and hoping to have Augmented Nature take a more significant role in that.","The success of this project is hugely dependent on the goodwill of experts around the world. We have managed to gather incredible insight by talking to world leading scientists via Skype. Through the successful execution of the prototypes and storytelling we have managed to get more people excited about our work and that specialized knowledge leading to the surge in media attention we are currently experiencing. From here we hope to go the next phase where this success is transferred in actual capital to create the impact we envision for real and not just in people's minds.","Get more technologically literate people involved.
Get more people with specialization in design involved.
Be genuine in your aims and dare to reach out to experts and to be wrong.","The problems the world is faced with in this day and age are hardly ever solved by a single intervention. Wicked problems require systematic change, lateral thinking and long term commitment, which is hard. Multidisciplinary teams are an effective way of dealing with such multifaceted problems and significantly help in generating truly innovative and effective solutions.","Augmented Nature started as a four month postgraduate graduation project by a team of designers and engineers from the Royal College of Art and Imperial College London in collaboration with scientists all over the world. The project is only a starting point and is only now moving towards actualizing the envisioned impact. In its current form the project and prototypes are somewhere between speculative design and a pragmatic research proposal. We hope that with the right support we can start instigating real change in research, politics and the general public.","a:5:{i:0;s:4:""5753"";i:1;s:4:""5754"";i:2;s:4:""5755"";i:3;s:4:""5756"";i:4;s:4:""5757"";}",,https://vimeo.com/251036967,https://vimeo.com/251023556,https://vimeo.com/251034434
4734,"R2D3 : Active-waiting robot for the disabled people's waiting room at Bobigny, France",https://oecd-opsi.org/innovations/r2d3-active-waiting-robot-for-the-disabled-peoples-waiting-room-at-bobigny-france/,,"Seine Saint Denis",France,central,"a:1:{i:0;s:12:""public_admin"";}","R2D3 : Active-waiting robot for the disabled people's waiting room at Bobigny, France ",https://www.slideshare.net/slideshow/embed_code/key/f2zgSFDglQz1W8,2017,"The active-waiting robot was developed by the French local-level Seine Saint Denis Innovation Lab. We created the robot R2-D3 to help reduce the digital gap with Departmental Home for Disabled Persons (Maison départementale des personnes handicapées) users. It informs users on various topics in a playful and simplified way. It can speak and understand many languages, which is useful in the context. And it can also collect data from users.
It is user-oriented and it's built upon new robotic and open-source technology.","The challenge: how could we improve the experience for people waiting for their turn for service at the reception desk of the Department’s Home for Disabled Persons? We designed this interactive robot after a 4 day Design sprint with designers, final users and professionals, the SP Lab co-prototyped R2-D3 together with Hectora (the robotics Think Tank) and the Fablab ICI Montreuil.
The R2-D3 prototype was launched on June 22, 2017 and then tested on-site with a psychologist analyzing and reporting its impact on users. The aim is to collect opinions - does it calm the mood in the room, does it deliver the desired information? There was also a focus on digital mediation which made people eventually perform better their administrative tasks online their administrative procedures.","a:1:{i:0;s:3:""147"";}","Digital technology pushes boundaries forward and consists in the evolution of the spatio-temporal framework, the possibility of providing services that better meet users’ needs, multimodal interactivity, user participation in building services, etc. Going digital means that management has to know how adapt in order to ensure its effectiveness while upholding the values of public service. Our innovation is in harmony with those values while being very innovative using an emerging tech (robotic), with a product that has never been done this way before.","a:1:{i:0;s:9:""diffusing"";}","The robot R2D3 has been tested in situ in the waiting room in Bobigny several times. It is now in the study phase for industrialization.","Collaboration with :
- fablab Make Ici
- robotic think tank Hectora
- developping company Cesgensla
- an independant psychologist for the study on the test in situ
- institutionnal partners : CafLab (social services), Ministry of Modernization (state) and Region ile-de-france","Citizens : disabled citizens are the final users who can interact with the robot by searching for their files, asking questions and answering a satisfaction questionnaire. It can interact in several languages which is very useful in the department of Seine-Saint-Denis with has a lot of diversity.
Employees at the waiting room : it can ease up the atmosphere (results of the tests in situ), help with answering basic questions
Civil society organisations : digital mediation / it can help to empower people about the digital","In terms of patients in the waiting rooms, the reactions were generally positive, as they felt valued. Medical waiting rooms are generally far removed from digital services, and as such, we received positive feedback. The patients particularly appreciated the utility of the tool - the robot circulates on its own, giving patients the freedom to engage with the robot, or not.
For more information about the robot in action, see:
https://www.youtube.com/watch?v=xinXJGvtNX8&list=PLeYuaFkYN3O8V-vU-z2tII1H9me_NR93F&t=0s&index=9","
- A robot in such an environment can be tense. For employees, we faced the challenge of perception: there were concerns about the feedback mechanism, for it is hard to be rated high when the service in question is a waiting room. We also had to overcome employee fears that this was somehow an automation that would replace jobs.
- It was a new product with new tech for the first time
- There was a complication around noise - as a waiting room, we want to minimize noise so as to not bother anyone. At the same time, there are patients who want to engage with R2D3, speak with it, etc., so we had to find the right way to balance out these competing values.
","'- strategical support
- experimental approach
- a mix of employees, designers, tech, psychologist and project managers","The methodology is easily replicable.
http://www.lagazettedescommunes.com/578910/labo-cluster-quimporte-le-nom-pourvu-que-les-idees-naissent/","Robotics can be very powerful and a very fast moving sector.
People like the attention of having new tech in their public services.
Design thinking is key in digital innovation.
Innovation can be done for a limited budget in a short amount of time (6 months).",,"a:3:{i:0;s:4:""4737"";i:1;s:4:""4738"";i:2;s:4:""4739"";}",,https://youtu.be/xinXJGvtNX8,,
4764,"MY LIFE Service Integration Model",https://oecd-opsi.org/innovations/my-life-service-integration-model/,,"City of Kuopio",Finland,local,"a:4:{i:0;s:9:""education"";i:1;s:6:""health"";i:2;s:7:""science"";i:3;s:14:""Social welfare"";}","MY LIFE Service Integration Model",https://www.innokyla.fi/web/verstas1918709/elamanhallinnan-3x10d-arviointi,2016,"With the complex service system, it is difficult to help young people with numerous problems. The MY LIFE working method is a co-created, human service integration for young adults, complete with case management, a survey assessment, and an ePlatform.","The Finnish welfare state is based on large scale of universal public services funded through taxation. The human services are mostly provided by diverse public organizations such as health/social centres, hospitals, or by the private sector as outsourced services. In addition to the multiple organizations, funding, services and various professions there are numerous technologies, personal data records, legislation, processes and working methods are utilized simultaneously. This kind of multi-layered and complicated system has become a problem for individuals, especially for the disadvantaged customers with multiple services. Various professionals provide services to citizens according to legislation. Due to the legislation and the service system, the customer has overlapping and parallel service plans and service need assessments. If we could make the welfare system more effective and efficient, this could save a notable amount of Finnish tax payers’ money.
The “MY LIFE” Service Integration Model was innovated and developed as a part of the Finnish national development project leaded and funded by the Ministry of Finance and a subproject of the Municipality of Kuopio and its partners. The co-creation project was in 2015-2016 and was based on the experimental development. In this project Kuopio innovated, tested and developed a new model called “MY LIFE” for the human service integration for young adults.
The model includes the case manager, integrated services and brings the separate service plans together. The model was planned to be as digital as possible and to increase the customer participation. Experimental development approaches were used together with young people, professionals of the several services, process experts, scientists and technology specialists. In addition to the professionals, 34 young adults aged 16–29 years participated in the development project.
During the two years (2015–2016) project, we innovated, tested and evaluated new Quality of Life self-assessment called 3X10D Survey. The questionnaire and the visualization of 3X10D are together called as ”MY LIFE”. After filling the questionnaire, the young adult customer and one of the workers nominated as a personal case manager discuss about the life situation and plans. The customer and the professionals together make a Personal Welfare Plan together to the by using the 3X10D data. The Personal Welfare Plan and the questionnaire were carried out by the professionals’ and the customer’s common eService platform.
MY LIFE as a digital and multi-organisational service integration model was developed and tested with cooperation between the professionals, customers and the specialists. The aim of Kuopio’s new MY LIFE model was to include service integration and a case manager method as well as to bring the separate service plans together. Another aim was to construct an integrated model as digital and customer inclusive as possible. During the two years, 17 professionals and 34 youngsters innovated, tested and evaluated the model together.
The “3X10D Survey” consists of 10 themes as studies/work, family, health, friends, personal development, housing, finance, life satisfaction, self-esteem and resilience. The customer considers each theme from three different viewpoints: importance, satisfaction and future. During the experimental project the “3X10D Survey” was used as a 30-point questionnaire carried out by the eService platform. The experimental development project creating the MY LIFE method based on the temporary special legislation. Without the law, it is not legal to integrate the customer data between different services.","a:18:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""210"";i:6;s:3:""211"";i:7;s:3:""234"";i:8;s:3:""260"";i:9;s:3:""623"";i:10;s:3:""283"";i:11;s:3:""305"";i:12;s:3:""613"";i:13;s:3:""617"";i:14;s:3:""320"";i:15;s:3:""618"";i:16;s:3:""335"";i:17;s:3:""354"";}","Our model is new way to integrate services by integrating information, working methods and planning as well as engaging the young people for co-creation.
One crucial task was to bring parallel service plans of different sectors and professions together. Under the temporary legislation there was much more freedom to use collective customer data than usual. In spite of the permission to bring the plans together, the professionals were initially unable to benefit from the legislations, as we lacked a customer-friendly holistic plan. Therefore, we developed a holistic and need-based quality of life self-assessment system for the young adults: the “3X10D Circle of Life” survey. The visualized “3X10D Circle of Life” is used when the customer’s personal case manager interviews the young adult about his/her life situation for the first time. The visual version helps the customer to structure their life and identify different challenges.","a:1:{i:0;s:20:""developing_proposals"";}","The MY LIFE method has been applied to school children of different ages in elementary school. The national ODA project utilized the model developed in Kuopio's municipal experiment and applied it to the multiprofessional work of school nurses. The 3X10D Survey has been developed for 7-9, 10-13 as well as 14-17 years old pupils. In addition, a similar questionnaire has been developed to assess the family situation. The tests have been conducted in spring 2018 and will continue in the autumn of 2018. By the end of the year, the method is also available to other municipalities at national level. Technical progress has shifted to a Finnish state-owned limited liability company.","The customers (young adults) were key actors and co-creators. The specialist’s scientific knowledge was necessary to create and innovate the MY LIFE self-assessment. The technology firm delivered and customized the ePlatform in place. The Ministry of Finance and the Municipality of Kuopio made possible to implement and fund the experiment developing process. The project coordinator realized the project work in the real world as a full-time two-year job.","The customers gave their own opinions of their service experiences, life situation, future plans, ideas how to develop the model, technology and services. The professionals tested the experiment legislation in action, tested the technology, reflected and innovated new ideas. The administration supported and made possible to work, to achieve the goals and use resources. The project coordinator’s main objective was to co-operate, co-ordinate and harmonize the whole work of the Project.","Thanks to the MY LIFE Service Integration Model, more young people said that they feel that they are listened to, they can participate more and they can give more feedback on the services they use, and they have a greater feeling of empowerment. The young people in this experimental project believed that the same model could also benefit other young people with varying needs.","The technology was the biggest challenge. The workers and the customers had ideas but it was impossible to implement those to the ePlatform. Two years was a short period to innovate, test and evaluate a multi-sectoral process based on new legislation, technology and co-operation network. The field work period should have been longer than 9-10 months. Experimental development was new method for us. When starting the work we did not have tight plan and not an exact idea of the model. We had just a new legislation, and ideas. Even if the developing process was sometimes chaotic, we were very satisfied to the results. As a national level, the aim was to innovate an integrated model by using the possibilities of the temporal legislation. After two-year timeline, we had quite unpredictable return to the normal situation. We found several opportunities how to utilize outcomes and advance the implementation at the national level.","Depending on the welfare system or the operational environment, the Service Integration Model and the details must be tested and developed further. This is possible if you have policy and rules for the human service integration, supportive stakeholders, good leadership and specialists and financial resources. With your own information and innovation you can make the model even better.
ICT-Company Sotedigi Oy (owned by Ministry of Finance) develops and tests the use of the 3X10D survey digitally as part of the work of professionals. The number of users is likely to increase to thousands, so it is possible to test how well the respondent's information about his / her life situation can be utilized in multiprofessional and multifunctional environments. This is enabled by nationally defined digital processes and secure data storage and monitoring.","Parliament has not yet taken a decision on social and health reform, but most provinces have begun the process of modernizing service structures in the region rather than the previous municipal level. The first Mobile Version (Me Foundation and Diak) has been built on the 3X10D survey to facilitate self-evaluation of a life situation for any young person. Since the fall of 2018, the mobile version has been used in governmental development program for evaluating possible changes in the life of the young clients. The programs are holistic and emphasize young people`s own voice.","Early results have shown that the personal welfare plan based on the customer’s quality of life self- assessment, designed together with the case manager and the customer, completed with customer’s other workers and carried out with eService platform is a reasonable way to integrate services and actors together. We recommend this integrated approach to other structures where there are multiple organisations providing services to the same customer- without the holistic view, this could be wasting resources.
The integrated collaboration of services enabled a common understanding of the young person's life situation. The comprehensive self-assessment methodology of 3X10D Survey for the young adults’ life situation and goals helped the professionals understand the young peoples’ needs more widely than before. The questionnaire was visualized by the 3X10D Circle of Life, which enabled the professional and the young to launch a holistic life management discussion. The MY LIFE method helped employees discuss the needs for prioritizing services and even the division of work between professionals.
We found that the 3X10D Survey can be used as a common window for professionals in the life of a young client. The use of this model in the customer works across the sectoral boundaries. A holistic approach to customer life management as well as a plan for service delivery, prioritization and division of labour between the customer and various professionals was a cultural change in work orientation",,,,,,
4772,"Bandera Street Promenade",https://oecd-opsi.org/innovations/bandera-street-promenade/,,"Municipality of Santiago",Chile,local,"a:10:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:13:""environmental"";i:3;s:6:""health"";i:4;s:7:""housing"";i:5;s:12:""public_admin"";i:6;s:12:""public_order"";i:7;s:10:""recreation"";i:8;s:7:""science"";i:9;s:9:""transport"";}","Bandera Street Promenade",https://www.municipalidaddesantiago.cl,2017,"Paseo Bandera is a street in the heart of Santiago that for 5 years was closed for work on the construction of the Santiago new subway line. Because of the closure, it was used for parking and passage of cars all day, being one of the worst streets in terms of quality in the center of the capital. In 2017, it was authorized for 10 months to be pedestrian. With artistic and technological innovation was possible to improve the quality of public space, accessibility, environment and mobility.","Bandera Street was closed for 5 years due to the work of the new metro line. During this time, this street in the heart of Santiago was in poor condition, being used by parked vehicles, loading and unloading for commerce and passing vehicles that used the section closed to return, notoriously damaging pedestrians and the established business.
In view of this situation, the Mayor of Santiago requested to change the use of the ground from vehicular to pedestrian street, with the purpose of benefiting sustainable mobility and delivering a quality public space to the people who visit the center.
By giving space to pedestrians, painting the road and installing furniture to encourage people to stay, it allowed people to prefer this street to travel and to share time. The stay generated by the people activated positively the businesses surrounding the street. In addition to walking and commerce, the quality of public space and safety improved, making the street a tourist attraction.
The project has brought great support from the citizenship, so much so that the permission given by the ministry of transport to change the use of the street from vehicular to pedestrian was only until August 2018, but due to citizen pressure, this temporary permission change to definitive. This intervention came to rethink the way in which public spaces are being used in the city, opening up to study how to improve public spaces.
The idea to use the street closure as a means of building a more welcoming city began. We also used the opportunity to further push for the idea that the city center should have a mobility centered around people (and not cars). And for the first time, the Municipality sought to create a big alliance in order to intervene the public space. By working with the private sector and talented designers and urbanist, we set out to use tactical urbanism to bring art into the public space, create opportunities for people to meet, make the city more walkable and friendly. Dozens of liters of paint followed, creating the largest floor mural in Latinamerica, as well as urban furniture in sync with the same design.
The method used for this project was tactical urbanism, which by its good reception, became definitive. Today, Paseo Bandera is one of the highlights of the downtown area for tourists and locals. The pedestrian flow has as least tripled. But the people don’t just traverse it. Many stay in the public space, hang out, and share with their fellow citizens. At the same time, Paseo Bandera is also a promise from the municipality that we will start to rethink the city under new logics, a city that is built first and foremost with the person in mind, with more colour and more happiness for our citizens.","a:9:{i:0;s:3:""609"";i:1;s:3:""211"";i:2;s:3:""213"";i:3;s:3:""257"";i:4;s:3:""623"";i:5;s:3:""616"";i:6;s:3:""317"";i:7;s:3:""618"";i:8;s:3:""338"";}","Our Project is innovative because we took a space (street) in disuse and we turn it into the most famous pedestrian promenade in Latin America, through its color on the floor and its spaces that invite to share among the diverse people that every day they spend for the place.
This Project was also transformed into an open laboratory for various entities that had smart industries initiatives to try in the promenade and that could be used for free by the citizens that circulate in the street.
All of these efforts have allowed the Bandera “experiment” to carry on and build more and more momentum. They have all been free of charge to the taxpayer.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";}","Today, Paseo Bandera is one of the highlights of the downtown area for tourists and locals. The pedestrian flow has as least tripled. But the people don’t just traverse it. Many stay in the public space, hang out, and share with their fellow citizens. At the same time, Paseo Bandera is also a promise from the municipality that we will start to rethink the city under new logics, a city that is built first and foremost with the person in mind, with more colour and more happiness for our citizens.
We also hope that this effort helps us to rethink city intervention, making institutions less complacent and citizens more demanding towards the urban potential.","Bandera promenade was an idea of the municipality of Santiago, but due to the lack of economic resources asked Victoria Studio Productions to get financing for the design and execution of the artwork on the floor the benches and other urban elements for the renovated space. This is how Studio Victoria got resources through a bank and a beer brand, to execute the project. Permits to change the use of the street were granted by the Ministry of Transport.","The main beneficiaries of the remodeling of Bandera promenade were the people who daily walk through the center of Santiago, as 27,000 people passed through the street daily, now after the project was finished, about 88,000 people pass daily, in addition security was increased in the street. As for the commerce, sales rose considerably due to the number of people circulating around the place and the turistic enviroment that was gained. The collaborating companies were benefited by visibility.","The impact of remodeling Bandera promenade, led to an increase of the number of people who traveled daily from 27,000 to 88,000, all this through changing the use of vehicular street to pedestrian and where the public space that used to be for parking cars, became a quality public space, where not only generated greater pedestrian traffic, but, more time of stay by people in the place, improving the established business and the generation of new spaces to share.
The innovation of the Bandera promenade was such, that sales in neighboring businesses increased by 20%, where 96% of respondents of a poll approved the remodeling of the street.
Due to the touristic nature of the change, in just 2 months of the beginning, the promenade reached 2,602 Instagram posts (public accounts only).
In August 2018, due to the success and pressure from citizens, the Ministry of Transport authorized Bandera street to remain pedestrian forever.","Because the business model to maintain the promenade was innovative, challenges arose at the beginning, mainly in the field of street maintenance, since human capital had to be incorporated to protect the uniqueness of the walk due to the great number of people who started to circulate. It is important to point out that although the idea of generating this trip was a challenge, as a municipality we never thought it would be so successful among the citizens, which led people to begin to demand that the street maintain the standard of the beginning , so the municipality and its technical and commercial allies had to redouble their efforts to meet the needs of the people.
The striking of Bandera made many people and organizations want to use the street to carry out events, propaganda, press releases, cultural activities, among others, which led to many of these not requesting the corresponding permit, which forced the municipality to generate special procedures for the promenade.","Santiago is a commune that receives about 2.5 million people daily and Bandera is a street in the heart of downtown Santiago, an area where the walk is the main tranport mode, besides being close to the pedestrian network of the center. These conditions contributed the change in the use of vehicular to pedestrian street and strongly influenced the increase of people.
The other condition that contributed to the success was that before Bandera, the characteristics of the pedestrian network of the downtown area was only for pedestrian traffic (just circulation), So Bandera changed the way on how to captivate people, through public space infrastructure and colorful art. Bandera invites people to ""stay"" and enjoy the public space, whether to talk or to have a cup of coffee. The qualities has led many people now, to value and demand more quality public spaces in Santiago.","The innovation of the Bandera promenade has led Santiago to analyze the current situation of the commune and propose improvements for the mobility of sustainable transport. That is why, professionals from the municipality began to prepare a report that prioritizes sustainable modes in the city center, applying divert traffic and traffic calming methodology, generating an extension of the pedestrian network, areas to implement quality urban spaces that contain friendly spaces for people. This study also seeks to discourage arrival at the center by car, increasing restrictions on them.
The creation of the business model and operation of Flag is being followed by many municipalities and cities both in Chile and abroad to be replicated, so that comitivas from different parts of the world have come to know the benefits of Bandera.
Internally, the project and its methodology have also been validated by various areas of the municipality, which is contributing to other areas outside mobility.","The lessons that the Bandera promenade brought were quite a lot, since its implementation, it had to be aligned to the public and private sphere for a common purpose. As the idea progressed and once its execution was completed, we got to see that if we deliver quality, harmony and sense of belonging to a public space, the people have the best reception. Since in the center of Santiago is a little gray, the people appreciated the contribution of artistic color to the walk.
It should be noted that the project made us improve many internal processes that we will promote in future interventions and that will streamline administrative and operational processes. Additionally, it improved the way of complementing with the relations with the private sector, in terms of working together for the benefit of the city.
Finally we learned that through innovation and creativity we can deliver public spaces with an added value that the public greatly appreciate and that through this type of interventions, everyone benefits, commerce, pedestrians, security, public space, culture and the sense of belonging that this trip has come to have.","With only one year of operation, Bandera promenade is the most popular promenade in Chile. It has won several awards for its benefits and innovation.","a:17:{i:0;s:4:""5803"";i:1;s:4:""5804"";i:2;s:4:""5805"";i:3;s:4:""5806"";i:4;s:4:""5807"";i:5;s:4:""5808"";i:6;s:4:""5802"";i:7;s:4:""5801"";i:8;s:4:""5800"";i:9;s:4:""5798"";i:10;s:4:""5797"";i:11;s:4:""5796"";i:12;s:4:""5795"";i:13;s:4:""5794"";i:14;s:4:""5793"";i:15;s:4:""5792"";i:16;s:4:""5791"";}","a:1:{i:0;s:4:""5829"";}",https://twitter.com/i/status/1035266126660489216,https://www.youtube.com/watch?v=qw_zfKQSE5g,https://www.streetart.tv/m/45849/bandera-street-turned-into-a-colorful-urban-art-in-santiago-chile.html
4785,LawMaker.io,https://oecd-opsi.org/innovations/lawmaker-io/,,LawMaker,"United States",other,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:22:""Public policy ideation"";i:3;s:36:""Government/Constituent collaboration"";}",LawMaker.io,https://LawMaker.io/,2018,"LawMaker is a lobby for the lobbyless – a free advocacy tool for those of us who don’t have a professional working for them to influence our governments. LawMaker allows Americans to (1) crowdsource ideas for new laws, (2) build voter coalitions, and (3) engage politicians to advocate for change. Our mission is to democratize democracies by empowering the creation of new laws that originate from real people at the grassroots, instead of from lobbyists and wealthy special interests.","LawMaker was created to address a troubling downward trend in citizen confidence in democratic institutions. This has resulted in a cynical, frustrated, and volatile electorate, as well as polarizing politicians who campaign on cultural division instead of concrete policy. LawMaker was designed to benefit both voters and elected officials by addressing the root causes of civic frustration.
A 2014 Princeton University study found, “the preferences of the average American appear to have only a miniscule, near-zero, statistically non-significant impact, upon public policy.” It is thus no coincidence that trust in the US government is at an all-time low. According to the Pew Research Center:
• 76% of Americans say their government “is run by a few big interests looking out for themselves.” (2018)
• 61% say it is “unlikely their elected officials would help them address a problem if contacted.” (2018)
• 74% believe that most elected officials put their own interests first. (2015)
• Only 18% say they can trust the government to do what is right. (2018)
Dissatisfaction with the U.S. government is at 77% after a steady incline from 29% in 2002. In the same period, voter communications to politicians have increased by 400%. Voters are looking for ways to be heard by their representatives, and feel a growing discontent toward a government that isn’t listening.
In light of the 2016 US Presidential Election and the subsequent increase in political engagement, LawMaker has been able to provide a productive tool for the burgeoning numbers of concerned and active citizens. In the past two years, civic engagement numbers have spiked dramatically. According to Pew, 2017 saw a 19% increase in policy-focused action compared to 2016. Popular event organizing site, Eventbrite, saw a 30% increase in political events in 2017 with a mammoth 93% increase in participation. The LawMaker team is utilizing this opportunity to provide voters a new way to engage that allows them to propose and build support for their own ideas for legislation, rather than solely put their energy into supporting the platforms of parties, lobbies, and special interest groups.
LawMaker’s objective is to create a more active and informed citizenry by empowering policy ideation and collaboration that sparks real civic change from the grassroots. The platform gives voters a tangible way to engage their elected officials and advocate for specific policy changes for their communities. LawMaker's user experience is summarized with the following steps:
Step 1. Propose a Policy: Users propose an idea to improve their city, state, or nation. There is no need for complex legal language – just a problem statement and how the user thinks government can address it. Authors can use text or video.
Step 2. Share the Idea: Authentic shares have great power online. Users share their ideas on their social networks to earn support among people who see the same problem and envision similar solutions. All supporters are verified to be real people with confirmed addresses, so their support can be quantified and conveyed to the appropriate elected officials.
Step 3. Crowdsource Amendments: Users can improve their proposal with like-minded people using LawMaker’s “amendment” tool. Other users propose amendments to a policy idea, and the author chooses the ones that best complete her/his vision, thus adding “co-authors” to their proposal to help spread awareness.
Step 4. Advocate for Change: Once an idea has earned a foundation of support, LawMaker helps users engage their elected officials in a public online dialogue to advocate for change.
Step 5. Political Accountability: Before each election, LawMaker will send users a rundown of how each of their elected officials and candidates responded to or voted on the LawMaker policies the user supported and opposed, allowing users to make better voting decisions than ever before.
As with all civic movements, as our numbers grow, so will our impact. LawMaker aims to earn 50,000 users in California before expanding to New York, Florida, Illinois, and Texas. Exposure in these influential states will ease expansion into the remainder of the country. LawMaker also has strategic plans to expand into Canada, Mexico, England, and India.","a:8:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""302"";i:5;s:3:""317"";i:6;s:3:""619"";i:7;s:3:""621"";}","LawMaker innovates on the three main ways people engage with their government between elections:
1-PUBLIC HEARINGS are largely held during working hours, a challenge for people with jobs, stay-at-home parents, and youth. LawMaker simulates public hearings on any policy topic. Content is public, permanent, and always open for comment.
2-CALLING/EMAILING POLITICIANS often results in no response. Additionally, callers have no idea if their message was one of 10 on that topic, or one of 10,000. With LawMaker, users can communicate collectively, and the platform incentivizes a response from politicians.
3-SIGNING PETITIONS may feel good, but rarely results in political change. Petitions lack an accountability loop in which signatories are notified how/if elected officials respond. Through LawMaker, each politician’s reply (or lack thereof) is conveyed to users before the next election, empowering more informed voter behavior and incentivizing officials to respond to constituents.","a:1:{i:0;s:14:""implementation"";}","LawMaker launched our California beta in 2018 to cover city, county, state, and federal government officials. Thus far, over 500 policy drafts have been initiated or submitted.
From the bottom-up, LawMaker reaches out to civic groups, grassroots advocacy organizations, and local councils to inform them of the opportunity to propose policy ideas & develop larger civic coalitions.
From the top-down, we partner with elected officials to issue LawMaker Challenges. Politicians use the platform to offer a 60-day opportunity for their constituents to propose policy ideas on specific topics. The elected officials commit to use the policy with the most support as inspiration for their next piece of legislation.
We have conducted two LawMaker Challenges with US Congresswoman Julia Brownley and LA City Councilman David Ryu. Brownley’s legislation is pending. Ryu has already introduced his winning policy before the LA City Council, where it is currently undergoing legislative review.","After completing the first LawMaker prototype, we interviewed 100 voters and surveyed nearly 5,000 citizens on the platform’s features, experience, and design. We used this detailed input to modify LawMaker into the micro-lobbying platform that it is today.
Since our launch, we have partnered with two government officials, Councilman David Ryu and Representative Julia Brownley, to launch LawMaker Challenges, and have Challenges with four new elected officials pending for early 2019.","LawMaker has two beneficiaries—voters and elected officials.
Voters propose policy ideas they would like to see their politicians introduce. Thus far, one such proposal has been written into an ordinance that is under review in Los Angeles. Another pends before a US Congresswoman.
Officials that issue LawMaker Challenges are also beneficiaries. Through their participation, they get a unique public outreach opportunity to collaborate with voters who feel ignored by their elected officials.","Approximately 20,000 Californians have signed up for LawMaker and over 500 policies have been initiated or published on the platform.
Of those policies, two have been officially recognized by elected officials. Congresswoman Julia Brownley is currently considering her policy action on a LawMaker proposal on campaign finance reform. Los Angeles City Councilman David Ryu has issued an ordinance before the LA City Council (http://clkrep.lacity.org/onlinedocs/2018/18-0045_mot_01-16-2018.pdf), which uses the words of LawMaker users to propose a change to public hearing regulations. The ordinance is currently in legislative review. Because of the awareness around the unique way this ordinance was created, nearly 40 civic organizations and local councils have written to the City in support of the policy.
LawMaker will launch four LawMaker Challenges in 2019 that will result in new civilian-inspired legislation being introduced by four members of the California State Assembly and Senate.","LawMaker’s long-standing challenge, one that is faced by nearly every civic action organization, is public awareness. Voters are generally loath to participate in civic engagement unless they have significant experience with or recognition of the method they are choosing. Protests and phone call campaigns get so much participation because voters are familiar with such engagement. New forms of political action, like LawMaker, require strategic awareness campaigns to familiarize voters with a new avenue for action.
Fortunately, we have not experienced any failures due to this obstacle. We face this challenge by finding new, cost-effective ways to increase awareness, usage, and sharing. Earned media has been a huge success, and media articles about LawMaker have resulted in nearly 50% of all users. Participation at civic events also sees a high rate of return. We are also currently putting funds into social media marketing that has resulted in nearly 25% of all new users.","LawMaker is currently built to accommodate users from all 50 states in the US. We narrowed our early launch to California to strategically target financial resources for marketing and awareness. Additionally, the platform relies on the purchase of specialized data that connects each user, based on their address, to a full list of their elected officials (from city to federal level). This data costs approximately $2,000 per state each year, or approximately $98,000 a year for an additional 49 states.
Our first condition for success in California will be earning 50,000 users in California. Once we hit that milestone, we aim to raise the funds necessary, through public grants and small/medium private investors, to purchase the data and wage awareness campaigns in four additional states. Once LawMaker is active in five major states, awareness and user acquisition in other parts of the US becomes considerably cheaper and more effective.","As LawMaker is an ongoing endeavor, it is always available and continually being improved. Thus we have not needed to “replicate” the model. That being said, once the platform is refined based on the usage of 50,000 Californians, there is significant potential for expansion into all 50 states, as well as into democracies around the world.
Outside groups have yet to simulate their own micro-lobbying platforms based on our success, but we will soon be offering use of the platform to grassroots groups for them to use as a hub for their members’ policy ideas, discussions, and formal proposals.","We learned a considerable amount prior to LawMaker’s launch, during our prototyping and iteration process. We found that voters did not want to be educated about civic issues in isolation. They preferred to be given an opportunity to participate and contribute to the policymaking process, and were then motivated to educate themselves on civic issues to increase the efficacy of their efforts. This learning led to a strategic pivot that resulted in the LawMaker platform as it exists today.
Since launch, we have learned that third-party validation is of considerable importance to convince voters to spend time and energy on a new civic engagement opportunity. Users that hear about LawMaker through media mentions or from their elected officials are significantly more likely to sign up and begin using the platform. This informs our ongoing marketing and awareness-building efforts.","LawMaker has developed plans for a 14-month Homelessness Policy Dialogue. This effort aims to solve the problem of public resistance to homeless services in Los Angeles County, where 58,000 people go unsheltered each day.
Los Angeles residents oppose many government plans to tackle this crisis due to inaccurate information about homelessness and lack of participation in the policymaking process. LawMaker aims to solve these problems with a multi-stage facilitated dialogue that starts with a countywide open call for problem statements, and ends with 15 detailed policy proposals to combat homelessness.
This project is not yet a foregone conclusion, but we are confident that we can realize its potential. LawMaker is currently building partnerships with other organizations, raising the necessary funds, and forming the Leadership Board that will guide this dialogue (made up of 16 elected officials and civic leaders). Additional information can be found uploaded as a supporting file.","a:8:{i:0;s:4:""4789"";i:1;s:4:""4788"";i:2;s:4:""4795"";i:3;s:4:""4794"";i:4;s:4:""4793"";i:5;s:4:""4790"";i:6;s:4:""4792"";i:7;s:4:""4791"";}","a:1:{i:0;s:4:""4797"";}",https://www.youtube.com/watch?v=mH8x6av0XTA&feature=youtu.be,https://www.youtube.com/watch?v=m7nff1qqzt0,
4798,"Crowdsourcing the Mexico City Constitution",https://oecd-opsi.org/innovations/crowdsourcing-the-mexico-city-constitution/,,"Laboratorio para la ciudad",Mexico,local,"a:1:{i:0;s:41:""Experimentation and citizen participation"";}","Crowdsourcing the Mexico City Constitution",http://www.constitucion.cdmx.gob.mx/,2018,"With the drafting of its first Constitution, Mexico City had a great opportunity: to explore innovative ways of crowd-sourcing this historic document, setting an example to other cities in the world on how to design important democratic experimentation at the scale of a megalopolis. The result of the entire Constitutional process is a forward-thinking document with progressive social policy and human rights at its heart. It became a legal reality in September 2018.","Mexican citizens’ trust in government was at a historic low. Nationally, only 6% of Mexicans were satisfied with their democratic system and just 2% of the population trusted their government. Though the federal government granted Mexico City the ability to create a city constitution, the process allowed for very little input from the people. Only 60% of the city’s constitutional assembly was democratically elected and it was presumed that the draft would be made exclusively by the mayor. The fact that citizens were not initially given a seat at the table to draft their city’s constitution further deteriorated their trust in government.
In order to build trust and include other voices, the Mayor Mexico City asked Laboratorio para la Ciudad - the experimental arm of the Mexico City government - to created a multi-tiered and citywide campaign to collect citizen opinions and proposals for the city’s constitution. One part of the campaign included a survey was called Imagina Tu Ciudad (Imagine Your City) that asked citizens about their hopes, fears, and ideas for the future of the city, and garnered 31,000 submissions. The mayor also created a working group to draft the constitution, consisting of academics, activists, former mayors, and other citizens representing a diverse cross-section of the population. The city also used Change.org to capture citizen petitions for the constitution. Petitions that received 10,000 signatures were presented to three representatives of the working group. Petitions that exceeded 50,000 signatures were presented directly to the mayor, who committed to including them in a draft of the constitution for approval by the constitutional assembly. Also, citizens were allowed to form their own meetings to discuss topics, uploading the date of the reunion as well as the results on the official web page of the Constitution; more than 100 groups formed to discuss topics such as mobility and indigenous rights. All of these inputs were handed over to the drafting group.
The draft was submitted to a national constitutional assembly for final approval.
On the Change.org platform, Citizens submitted 341 proposals, receiving over 400,000 votes. Four petitions surpassed the 50,000- signature threshold and 11 received 10,000 signatures. The new constitution, which went into effect in September 2018, includes 14 articles based on citizen petitions through this mechanism, including proposals from 17 year-olds who do not yet have the right to vote. The result is an historic document that includes an increased autonomy for Mexico City and a new series of human rights and social policies. The rights outlined in the constitution now bolster a number of other efforts aimed at engaging citizens and transforming communities. The democratization of the process led to a constitution that has been recognized by the United Nations as a “historical document that addresses the central challenges of development and peace” and as “a guide to fulfill the universal, indivisible and progressive nature of human rights.” It has also increased trust and strengthened ties between citizens and local government and became a historic moment for cities world-wide, provoking much reflection on urban futures and the place of cities in global conversations. This historic process and document will have an impact in generation after generation of inhabitants of the fourth largest city in the world.","a:7:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""184"";i:3;s:3:""211"";i:4;s:3:""217"";i:5;s:3:""221"";i:6;s:3:""613"";}","The Constitution of Mexico City is paradigmatic in several ways:
- The highly participatory mechanism designed for its drafting, using both technological and analogue methods
- The creation of multi-tiered participatory practices so as to include different sets of people in different ways; a balance between simple mechanisms for engagement coupled with making the input substantial and layered
- The final document sets a global precedent for new urban autonomies and human rights","a:1:{i:0;s:14:""implementation"";}","The first Constitution of Mexico City was legally born in September 2018. It will now be up to the new Mayor of Mexico City, the new local congress and the citizens of Mexico City to have this document become a blueprint for better urban and social realities. it has also sparked a wave of conversations in Latin America of the role of cities in advancing human rights and quality of life, plus rethinking our socio-economic models as well as what is the future of urban autonomy and agency.","The Constitution was an historic effort between government, civil society and citizens in general.","The method used for drafting and crowd-sourcing the Mexico City Constitution gave all stakeholders a sense of the importance of public participation, as well as the experience of having said participation become a true source of ideas and intellectual resources, instead of participation for participation's sake. It also gave the government insight on how to create complex and multi-layered participatory scaffolding by designing mechanisms ad hoc to different audiences and participatory intensities","Mexico City had an opportunity to draft its first-ever constitution which is legally binding since September 2018; a chance to define and reshape social, political and economic structures for the Western hemisphere’s largest metro area and will impact the lives of the 16 million people that live and work there.
For its creation, in the face of deep public mistrust, the city administration appointed a diverse, non-partisan drafting panel and then opened up channels for public input. First was a collaborative drafting tool to go along with citizen-led meetings (more than 100 took place), then a visioning survey (31,000 people surveyed), and a Change.org petition campaign which generated more than 350 proposals signed by more than 277,000 users. Twelve proposals exceeded 10,000 signatures (with four of those exceeding 50,000) and saw relevant language included in the draft constitution. Many of the young people involved have since become activists.","The first order of business was to draft a brand new local constitution. But the political legitimacy for this exercise was already in question, because the amendment granting local rule had been negotiated between political party elites with almost no civic participation. Acknowledging this challenge, Mayor Mancera appointed a commission with 28 local representatives. They were chosen in an attempt to provide a cross-section of the city’s intellectual life, with historians, artists, politicians, human rights organizations, sports figures, activists and scholars represented, and with gender balance. They were tasked with formulating a constitutional drafting process and developing a first draft. To this, the crowd-sourcing aspect was added: the possibility of organising local meetings and publishing results on platforms; a city-wide survey was added so as to capture different voices from an array of backgrounds; plus a record-breaking collaboration with Change.org.","
- Political will from the very top
- Willingness to experiment in public with very high-profile projects
- Not over-simplify mechanisms and notions of public participation; design multiple and complementary mechanisms
- Ability to work on the ground and not only with tech mechanisms if there is an important digital gap
- Leadership and guidance
- Good communication and community outreach
- True willingness to take citizen ideas seriously
","The individual components that made up the participatory aspect of the Constitution can be replicated for other purposes:
- City-wide surveys to better understand ""urban imaginaries"" and take into account how people perceive different aspects of the city, which can be just as important as objective reality
- Crowdlaw practices (we have used this mechanism several times, including to create Mexico City´s first road safety plan)
- Petition platforms articulated to government procedures
- Hybrid participatory practices that combine face-to-face meetings with processes for publishing results on digital platform to reach wider audiences
- Use of PubPub platform, which we worked and programmed with MIT to make into a powerful collaborative policy tool for open documents
And last but not least, taking into account the increased importance of cities and Mayors on an international scale, plus their increased autonomy, mega cities should explore creating their own constitutions","Avoiding partisanship
The decision to anchor the consultation process in a commission that was broadly representative of residents, rather than of political parties, was surprising and confidence-building, receiving praise even from the administration’s critics. The pressure brought to bear by social groups was also fundamental to the process, according to the general counsel’s office. “If we had broken along the ideological axis of the city, we wouldn’t have been successful,” Granados said.
Ownership
The decision to use a third-party petition site represented a new “hands-off” approach for the city government. Advantages include a proven model and access to a large existing user base--it is always easier to meet people where they are instead of enticing them to join a new social platform. However, this also means losing at least some control over the user interface, features and privacy policy--and private ownership of public data can also raise concerns about transparency and document retention.
Multilayered mechanisms for public participation","Mexico City created a citywide campaign to elicit citizen opinions and proposals for the city’s new
constitution using a citizen working group and online petitions, many of which were incorporated into
the final constitution. This story is emblematic of one of those incorporations:
When Francisco Fontana heard about the process for the new constitution, he thought it was silly.
“Nothing will happen,” he thought, but went ahead and submitted a proposal anyway, thinking it
wouldn’t amount to much. Using the Change.org platform, Francisco submitted a petition calling for a
minimum area of greenspace per person in the city, an issue he was passionate about.
He thought his petition might receive a few thousand signatures, but came home one day to
find 14,000 people had signed on to support it. Eventually, his petition exceeded 50,000 signatures.
The next step was to meet with then-General Counsel, Manuel Granados Covarriubias, to discuss the
proposal. “I started studying to give a proper presentation about my topic,” he said. “I was so nervous.”
Little did he know that Mr. Granados was also nervous, unsure about what to expect.
The meeting went very well. Francisco came away feeling that he was taken seriously, and Mr. Granados
couldn’t wait for the next meeting. “I thought we had a government that didn’t pay attention,”
Francisco said. “They listened to me.” A version of Francisco’s proposal is now part of Mexico City’s
Constitution.",,"a:1:{i:0;s:4:""4801"";}",,https://vimeo.com/210525894,
4820,"Earthquake preparedness and response modelling toolbox (acronym: POTROG)",https://oecd-opsi.org/innovations/earthquake-preparedness-and-response-modelling-toolbox-acronym-potrog/,,"Republic of Slovenia, Ministry of Defence, Administration of the Republic of Slovenia for Civil Protection and Disaster Relief",Slovenia,central,"a:1:{i:0;s:29:""Disaster management authority"";}","Earthquake preparedness and response modelling toolbox (acronym: POTROG)",http://potrog2.vokas.si/,2013,"For the purpose of earthquake disaster management (preparedness, response, recovery) a comprehensive web-based modelling toolbox was developed enabling earthquake hazard simulation with selectable epicentre and intensity, affecting real housing stock in Slovenia, modelling its seismic resistance and related people occupancy. This is now enabling development of significantly improved preparedness and response mechanisms, initiating through the public awareness campaign also refurbishing process.","The innovation is in an efficient use of existing public registers and a parametric model of seismic risk of real buildings. This model was developed on individual seismic assessment of more than 1.500 existing buildings in Slovenia. It took more than 30 years to develop such extensive database. Innovation is therefore also a long-term orientation of the development.
Within the project development additional modules were added, forming one comprehensive toolbox:
- Rapid assessment toolbox – assessment of damage grades (EMS-98 scale) and usability of buildings modelling each building individually;
- Assess your own building – modelling tool for citizens;
- Assessment of seismic risk of critical infrastructure.
- Did you feel it module;
- Assessment of necessary response capacity;
- Daytime occupancy model, seismic risk of population and human life loss models;
Different tools/knowledge/aspects were integrated into one toolbox, paving the way to more earthquake resilient society.","a:3:{i:0;s:3:""196"";i:1;s:3:""623"";i:2;s:3:""210"";}",,"a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The toolbox is now implemented and operational. After its core component developed in 2012: assessment of the earthquake consequences, using complex modelling tool in developed, it was significantly upgraded ever since.
It is now a starting point for any stakeholder in Slovenia addressing earthquake issues. Recently the dissemination process is intensified with “Assess your own building” tool, which is now often used in the real estate transactions.
The innovation was also a user-friendly application. For a rough assessment of a single building the user has to enter the data on the building and the result is provided in the form of probability curve, according to definitions of EMS-98. Innovative dissemination process is now under way with the development of new modules – improving the daytime occupancy and seismic resistance assessment of buildings, development of state/municipial subsidy system for vulnerable buildings rehabilitation, improvement of insurance mechanisms and other.","Lead partner is the Administration for Civil Protection and Disaster Relief. Supporting partners are City of Ljubljana, with the largest earthquake damage potential, Slovenian Environment Agency, Dept. for Seismology, with integrations of earthquake hazard modelling and observations. Slovenian National Building and Civil Engineering Inst. developed methods for seismic resistance assessment of buildings, and company Water Science Institute providing IKT solutions and disaster response procedures.","The main users are civil protection planning services with a need for improved information on the anticipated earthquake consequences, and general public in order to increase their awareness and preparedness. Planning services are now able to timely support the responders with information providing comprehensive support during earthquake disaster. Now it is also addressing also real estate market, insurance companies, public real estate funds, and links to other disasters for multi-hazard management.","Operative use of the POTROG toolbox started in 2012, when it was used to support the field, and table-top earthquake exercise in Ljubljana. Important outreach of the operational POTROG toolbox happened during the earthquake event in 2014 (Brežice) with EMS intensity of 5.0.
During and after this event the toolbox has registered 2.400 entries in the “did you feel it” module, and achieved widely recognized position in the society as a reference toolbox and model for earthquake topics. Now, almost all national/regional/local earthquake disaster preparedness/response mechanisms are based upon the data provided by the toolbox, with exercises and real response mechanisms based upon it.
With media coverage and improved contents, the overall earthquake risk awareness has increased, improving the implementation of different mechanisms on different levels and domains reaching beyond disaster management framework (legislation, spatial planning, water supply, traffic, individual owners etc.).","We were confronted with following challenges:
- Individual evaluation of building seismic resistance:, it was recognized that poor earthquake resilience of specific building can have negative impact on their real-estate value. Resolved with applied data protection on assessment of non-public buildings.
- Integration of large registers (i.e. building reg., population reg. oth.) and related uncertainties.
- GPDR data protection – the tool applies data protection, using also mainly public registries. If protected data is involved the encryption is applied which could be open in the case of force-major (earthquake).
- Modelled general assessment v.s. individual assessment; while the model uncertainty could be managed on the level of aggregate (i.e. municipality), it has limitations on specific building.
- The necessity for the parallel improvements of old buildings – while energy performance is a recognized priority, seismic resilience performance and its improvements is not.","The main precondition was a long-term commitment of all partners to the project objectives. The first individual evaluations of buildings used for the model development started in 1980s. All partners as institutions and to large extent persons have a strong commitment in this field, reaching often beyond the definitions of the listed short-term project task.
Stable partnerships and step-by-step development of the modules was supported with the continuous stakeholder communication process. Feedback from the stakeholders provided information on necessary corrections thus avoiding potential failures.
The project was also well-suited to the national IKT and data availability, legal framework on disaster management, and policy framework.
Seismic hazard is in Slovenia recognized as the major hazard for large-scale disasters, which was motivation for all external stakeholders.","Large-scale modelling of earthquake disasters were developed in some earthquake-prone countries, but not with the same precision, using detailed public registries for the detailed large-scale modelling.
Replication is preconditioned by (1) availability of maintained public registries of buildings with sufficient and reliable data to enable seismic response assessment of each individual building and (2) database of individual assessment of representative buildings.
Some components of the toolbox, which are not directly related to the building resilience, that is specific for Slovenia, could be easily replicated (i.e. module for the development of shake maps). The replication is of course limited also by the availability of the knowledge provided to the project by all involved stakeholders. The challenge of replication is now also recognized in Slovenia, with the enabled replication to the next large scale risk with increased occurrence due to the climate change – floods.","An important lesson learnt was regarding the long term commitment towards the development of specific solution. The data that was collected for more than two decades, together with the state-of-the-art use of registries, and modelling could be efficiently applied for public purpose. Also the toolbox development itself is now in its seventh year, which is important for such large scale efforts.
Next, the remark is sometimes made that very little or almost nothing could be done against the specific natural disaster – earthquake. The toolbox and all related outputs are proving opposite – with objective-oriented work of several stakeholders important improvements could be made.
The system could be also identified as general rapid-response system for the management of natural disasters. It enables relatively seamless transition from the preparedness stage of disaster management cycle to disaster response support. It is dynamically managing hazard (intensities of different earthquake return period for different regions in Slovenia), vulnerability (buildings, population, critical infrastructure), coping capacity (i.e. necessary/available USAR units), and by different measures identifies overall reduction of earthquake risk.
From this experience the system has already overgrown narrow limitations of seismic hazard, as it is providing basis for multihazard vulnerability. National Disaster Management Council of Slovenia has recognized the system as potential raw model for DSS supporting other large-scale disasters.
Another important lesson is addressing the gap between research community and disaster management. Aim of the research community is often to analyse the problem to very detail, even if it takes some time. The disaster management DSS have to be robust, providing the information very fast, even at the cost of its precision. The developed toolbox has considered both issues, with the gap between the two approaches now gradually closing.","The toolbox and related activities have resulted in many interesting developments. Beside the improved disaster management response, the process resulted in structural strengthening and seismic upgrade of many, especially public buildings: hospitals and schools.
The impact on general population: in the last three months of 2018, 30 earthquakes in Slovenia and vicinity were reported via “did you feel the earthquake” module.
The tool is therefore an efficient general communication canal with target information on behaviour on their behaviour before, during and after the earthquake event.
With increased penetration of apps and use of mobile phones as general access points this type of solutions is almost expected, following advances, in the field of IKT technology.
Synergetic effects of digitalization process i.e. INSPIRE directive, real estate taxation, mobility data, legislation on structural stability of buildings (i.e. EU EUROCODE 8) go hand in hand with each other.",,,http://potrog2.vokas.si/#,,
4901,"UNA – the first virtual assistant of public administration in Latvia",https://oecd-opsi.org/innovations/una-the-first-virtual-assistant-of-public-administration-in-latvia/,,"About us The Register of Enterprises of the Republic of Latvia",Latvia,central,"a:1:{i:0;s:12:""public_order"";}","UNA – the first virtual assistant of public administration in Latvia ",https://www.ur.gov.lv/en/about-us/una/,2018,"Within the framework of the pilot project, the Register of Enterprises of the Republic of Latvia by using the artificial intelligence technologies established the innovative tool for the client service sector – virtual assistant UNA, which provides answers in writing, in Latvian to the frequently asked questions of the clients for 24/7h on the website of the Register of Enterprises as well as on the Facebook Messenger application of the Register of Enterprises.","Establishment of the virtual assistant UNA complies with the strategic target of the Register of Enterprises that the authority will provide a possibility for clients until 2020 to remotely and regularly (without support of mediators) to perform registration of legal subjects and legal facts, therefore the virtual assistant is a tool, currently already providing support to clients during the process of registration. The virtual assistant substitutes a visit in presence or call to the call centre and provides a possibility to receive answer to the question being of interest at any time of the day and night, besides the provided answers are established by using understandable and simple, but at the same time business-like communication style.
Establishment of the virtual assistant UNA in the Register of Enterprises is a pilot project, which is implemented during the period of seven months with five members of the core team. At the beginning of the project (in November 2017) the Register of Enterprises agreed to cooperate with the Latvian company Tilde, specialising in the use of the artificial intelligent technologies, to create a virtual assistant for the Register of Enterprises. The platform of virtual assistants, neuron networks and natural language technologies were used for creation of the virtual assistant, which helps to ensure that it is possible to freely communicate with the virtual assistant, like with the employee of the Register of Enterprises. The virtual assistant UNA is an assistant for change management processes of the institution, providing a possibility for employees to substitute the technical routine work, enabling them to focus on the work of higher added value.
The key clients of the Register of Enterprises are the current and future entrepreneurs and it is important that the virtual assistant is functional and works in the interests of clients. Currently the virtual assistant is trained to provide answers to the frequently asked questions of the clients. It is important to indicate that the virtual assistant of the Register of Enterprises UNA is regularly learning; colleagues of the Register of Enterprises are attracted for this work, who are teaching the virtual assistant on the preparation of new answers to questions and that means that the virtual assistant is intensively studying from communication with clients and constantly expands its areas of competence.","a:1:{i:0;s:3:""147"";}","The virtual assistant of the Register of Enterprises of UNA is the first virtual assistant of public administration in Latvia and, probably, also elsewhere in the public sector in the world, where the artificial intellectual technologies are used. UNA answers in writing and in Latvian to the frequently asked questions regarding registration of a new subject, progress of submitted registration documents and liquidation on the website of the Register of Enterprises, as well as on the Facebook Messenger application of the Register of Enterprises. UNA is an effective communication tool and an innovative solution in the client service area for public administration services in Latvia, constantly acquiring new knowledge on the topics being of interests of clients.","a:1:{i:0;s:10:""evaluation"";}","The virtual assistant of the Register of Enterprises UNA commenced the work on 13 June 2018 and since that time it has answered more than 22 600 questions, which has been used by almost 3 700 unique users. Already the first performance indicators of the virtual assistant shows that in 44% of cases the tool is used for establishment of general questions, in 33% of cases the clients want to establish information about registration, in 8% - about liquidation, in 3% - about the progress of documents, in 12% - about other topics. The virtual assistant UNA makes the communication with the client more available and friendly; clients do not have to attend the client service centres in presence, saving their time and money, they do not have to wait for a conversation with the operator of the Register of Enterprises in the call centre, because replies to questions of clients are provided immediately.","The Register of Enterprises, when establishing the virtual assistant, cooperated with the Latvian company Tilde, using artificial intelligence technologies in its work and being able to ensure operation of the virtual assistant in Latvian. The platform of virtual assistants, neuron network and natural language technologies were used for creation of the virtual assistant UNA, which helps to ensure that it is possible to freely communicate with the virtual assistant.","Clients of the Register of Enterprises include both, state and local authorities, as well as entrepreneurs, representatives of non-governmental authorities, who are interested in entrepreneurship. UNA gives a possibility for clients to receive answers to the frequently asked questions for 24/7h. The virtual assistant may be used as a training tool also by new employees of the Register of Enterprises.","The statistics of use of the virtual assistant shows that it is used on the daily basis on the website as well as on Facebook application of the institution.When commencing work,the virtual assistant of the Register of Enterprises was able to answer 15000 questions by using 400 answers.Already now UNA is being trained to provide answers to 17500 questions by using 530 answers. Since the virtual assistant of the Register of Enterprises has commenced the work, it has answered more than 22600 questions,which has been used by almost 3700 unique users.The target of the Register of Enterprises until 2020 is to provide a possibility for clients to remotely and regularly perform registration of legal subjects and legal facts, therefore the virtual assistant is a tool,providing support to clients during the process of registration and communicating with the authority only in e-environment,at the same time facilitating clients to use e-tools for communication with the authorities of public sector","The pilot project of the virtual assistant was a big challenge for the whole project team of the Register of Enterprises, because there were no virtual assistants created so far in public sector of Latvia, therefore we had to find information ourselves and to develop a work plan for the project, to look for cooperation partners in order to create the virtual assistant. Currently we share the experience obtained during the pilot project with other authorities of the public sector. The pilot project made to delimit ourselves from the broad number of competencies of the authority and to promote core topics, to which the virtual assistant provides answers. Currently the establishment of the virtual assistant in the authority provides a unique possibility to be the first representatives of the public administration sector in Latvia, creating a new profession – a chat bot trainer.","The success key for the pilot project of the virtual assistant is a team and the involved cooperation partners, because the project was implemented during a very short period of time – seven months. One of the success factors is the fact that there is a company operating in Latvia, using artificial intelligence technologies in its work and being able to provide operations thereof in Latvian. Important support for implementation of the project was support of representatives of government, who emphasize that the State has a duty to make communication with a client more available and more friendly, and that the virtual assistant of the Register of Enterprises is a step forward, in order to promote clients to operate in the e-environment at the time and place convenient for them, increasing the client service standards.","Creation of the virtual assistant of the Register of Enterprises greatly shows how the AI can be successfully used for the work of state administration. Probably, in the further future such kind of virtual assistants will be able to register also new companies as well as will provide consultations not only in writing, but also verbally. In the perspective UNA may become as the internal training tool of the authorities for new employees of the Register. Such technological solutions, promoting also social changes, will enable the state administration of Latvia to become more effective in the future and to better serve the interests of inhabitants. For example, the Ministry of Environmental Protection and Regional Development of the Republic of Latvia plans to develop solutions of the artificial intellect for the portal www.latvija.lv, in order the system would be able to offer customized services for each person, which will be directly related to the socio-economical profile.","When working on the introduction of innovation, it is important to assess the range of clients for which the innovative tool is created. For example, the clients of the Register of Enterprises are innovative and use modern technologies for receipt of services, submit applications for registration electronically, therefore they are open to communicate with the Register of Enterprises also on e-environment by using the virtual assistant. The aspect of the same importance during creation of the virtual assistant was communication with employees of the authority, involving them in the development process of the project, in order not to create an impression that current employees will be discharged, when the virtual assistant will commence the work. Colleagues of the Register of Enterprises got involved in the selection of the name of the virtual assistant – initially proposing recommendations and afterwards voting. Besides, all colleagues of the authority were involved in testing of the virtual assistant, in order a high quality tool would reach the clients. During the communication with employees of the authority it was important to indicate that such tool will enable to use the operational capability of current employees in the more effective way. Customer communication through virtual assistant will enable employees to settle much more complicated situations of clients, thus the labour force resource will be usefully used by performing more qualified work.","The Register of Enterprises is an authority, regularly visited by clients, asking questions, requesting for advice and using our services both in presence as well as e-environment. For example, in 2017 150000 thousand clients were serviced in presence across the whole Latvia, our colleagues have answered more than 67 500 clients phone calls in the call centre of the Register of Enterprises. In addition, the clients of the authority search for the information necessary to them on the website of the authority, which is proved by the number of visitors of the website, which on average reached 10 000-12 000 times per month during the previous year. Such statistical data served as a signal that the information provided by the Register of Enterprises is necessary for clients on the daily basis, therefore a modern tool was created – the virtual assistant, available to clients for 24/7 and providing support for settlement of standard issues.","a:1:{i:0;s:4:""4895"";}","a:1:{i:0;s:4:""4896"";}",https://www.youtube.com/watch?v=Lj_qJHdJfwo,https://www.youtube.com/watch?v=qcoCc4yJTzQ,
5011,"City Incubator",https://oecd-opsi.org/innovations/city-incubator/,,"Public Institute Young Dragons",Slovenia,other,"a:6:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:13:""environmental"";i:3;s:12:""public_order"";i:4;s:10:""recreation"";i:5;s:34:""Youth work and non-formal learning"";}","City Incubator",https://www.mladizmaji.si/mestni-inkubator/,2016,"The challenge the city Ljubljana wanted to address was how to approach young people who have ideas. What works well, and what could be even better? City Incubator is a programme for the implementation of the ideas of young people in Ljubljana. It is a sustainable tool for implementation and co-financing of local youth initiatives. Individuals or groups may put ideas forward and in the frame of the programme, they receive professional support for the fine-tuning, and financial support for the realisation.","City Incubator represents an implementation of one of the measures to increase the support to young peoples’ initiatives, included in the Strategy of City of Ljubljana for Youth 2016-2025. It was developed and first put into practice in 2016 by Public Institution Young Dragons in co-operation with NGO TiPovej!
The innovation addresses young people who have ideas on how to increase the quality of life in the city, and who wish to be actively involved in the life of the city. The city Incubator asks a simple question: What works well, and what could be even better?
City Incubator is a sustainable tool for implementation and co-financing of local youth initiatives. Individuals or groups may put ideas forward and in the frame of the programme, they receive professional support for the fine-tuning, and financial support for the implementation.
Taking into consideration the specifics of youth, a lot of thought and effort was put into answering following questions: How to approach young people? How to activate them? How to support them toward the realisation of their idea? How to empower them, so that when they stumble on the way, do not give up, but rather learn something from the experience and try a second or a third time?
To give it a space, City Incubator was thought to be an opportunity to support initiatives suggested by young people active in the youth centres and those who were not (yet) visitors of the youth centres. Thus youth centre becomes a place that offers to youth resources for creation, challenges for getting experience, opportunity to prove themselves and a chance to lead their own project. All this develops competences that increase employment opportunities.
Programme of City Incubator includes:
- 9 hours of working with professionals for the realisation of ideas;
- 5 individual hours with very experienced mentors (carefully selected matching with the needs of young people and their idea in mind);
- For selected 10 projects at the end of the training process from 200 € to 1.000 € financing for the realisation of the idea.
Young people are invited to propose their ideas that address the following issues:
- Ljubljana is a green capital (ideas that promote sustainable living);
- Youth for youth (co-create a programme and activities for young people);
- Intergenerational co-operation.
Young people at first apply with an idea, which they later fine-tune through the workshops, discussions and fun activities of the programme. Than a committee selects 10 of them, who are ready for the implementation. This takes place in collaboration with other public institutions founded by the City of Ljubljana and with NGOs for youth.
Criterion for the selection is as follows:
- feasibility of the proposed project;
- positive effects for the city;
- applicability of the project;
- motivation of the applicant.
By now, two full cycles have been realised.
In 2016:
- Marko Klemen: My Kleče. My Savlje. (pocket map for the promotion of one of Ljubljana districts);
- Sara Lucu: Stage connects – summer theatre gatherings (cross-generational connections through theatre performance);
- Nejca Vašl in Miha Miklavčič: Urban sculptures (polygon for daily skating in the city).
In 2017 (8 projects, currently being implemented):
- Anita Volčanjšek: From Ljubljane to Tirane (social and charity rally);
- Doroteja Mesarič: With playing into sport (sport workshops for learning about different sports);
- David Velkovski: Street football of Slovenia (non-competitive and creative street football);
- Lana Urbančič Rak: Legend of dragon and terragon (connecting the dragon of Ljubljana with culinary experience);
- Maša Cvar: Social game What Makes me Happy (informative card game for fun and for learning, connecting personal interests with the city);
- Maja Krnaič: Communicating without keys (campaign for alternative free time activities);
- Staš Kramar: Studio Basement (project for sound isolation of the existing musical studio);
- Zoran Fijavž: Rainbow rhetoric (cultivating empowerment skills for youth LGBTIQ+ persons).
The plan is to continue the implementation and to get more public institutions and companies involved. We wish to build a bigger pool of mentors and to adapt the future challenges to the real needs of the city and youth living here. Future challenges are (and will be) communicated in regular consultations with youth in the process of the evaluation of the city strategy for youth and in the Network of Youth Centres of Ljubljana (that now involves 12 youth centres managed by public institution Young Dragons (4) and NGOs).","a:8:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""211"";i:3;s:3:""234"";i:4;s:3:""623"";i:5;s:3:""317"";i:6;s:3:""335"";i:7;s:3:""619"";}","This is a new tool for Ljubljana. Project allows the development and the realisation of ideas of young people, who are not organised in the frame of organisations, associations or other formal groups. Young people in the process of writing the Strategy of the City of Ljubljana 2016 – 2025, proposed it. City reserved funds for the implantation of it in the frame of public institute, which was founded with an aim to develop and run activities for young people.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The City Incubator is an on-going activity. Each implementation is a circle that starts with call for proposals of ideas and continues with the training programme for fine-tuning the ideas. After that, assessment and selection of 10 projects follows and then the implementation of the projects. Every cycle is evaluated with the young people and mentors. Each new circle is planned with relation to actual topics relevant for the city and young people.
The City Incubator connects business sector, NGO, public companies and institutes with young people with ideas for better society.
Each cycle is evaluated, and findings are brought forward to the next cycle.
The programme is being presented as a good practice in different frameworks (magazines, conferences, meetings).","The idea to develop a programme was stated in the Strategy of the City of Ljubljana for Youth 2016-2025 that was adopted by the City Council at the end of 2015. The programme was developed, based on previous experiences, by the Public Institute Young Dragons and a NGO TiPovej!
In the phase of realization of the youth project more companies (public and private) public institutes and NGOs are involved as incubators for developing of project ideas and as supporters of young people with ideas.","Youth - new knowledge how to move from wish to ideas and to the project. Experience, financial and mentor support for realization of the project and social network.
Local communities and citizens - services, products that aim at increasing social cohesion.
Companies, NGOs - opportunity for working with innovative youth and learning from a different perspective. New programmes, services and products.
City officials - the insight into the lives of youth and ideas for better city.","1. 11 projects of young people in 2 implementation cycles
2. developed programme of workshops and mentorship
3. Networking of 20 companies and NGOs
4. Pool of mentors (18)
Evaluation was done by the questionnaires and interviews with young people, trainers who delivered workshops and mentors. The results of evaluation were taken into consideration for preparation of second cycle but anyway the feedbacks from anybody involved shows that the instrument is educational and interesting for making changes in the city.
The most important sign of the success of the process is the feedback of the special committee that evaluated and select young people’s projects.
We plan to continue with the next development cycles and we believe that we will increase the number of projects and young people involved and the number of companies and public institutions involved.
In the future, tool can be used to address one concrete challenge of the city.","Today, because young people are bombarded with too much information, it is challenging to find right channels to address young people with ideas. Partly we found solution in the promotion through the Network of Youth Centres of Ljubljana and through street youth workers. We also promoted City Incubator through monthly newsletter Ljubljana, Youth Information Network L’mit and among NGOs.
The second challenge is how to involve more companies and NGOs and how to make them see the projects of young people as opportunity and not just as additional work. We would like to achieve that young people are recognized as agents of changes and solutions.
For some young people it is crucial to get a more intensive (personal and professional) support for realisation and sustainability of their project. This is another challenge.","'- Support of city administration (recognition of importance of programme);
- Human and financial resources (pool of mentors, finances for longer support);
- Motivation of the project group.","So far some other municipalities have expressed their interest for the project. We are already sharing our methodology and experience with them. We present the project as good practise example at different meetings and conferences on local, regional and national level. The project was recognised as especially interesting by National network of youth centres MaMa.","We believe in young people and their potential that they can develop solutions for challenges of the local communities and city nowadays. They just need to get space, knowledge and trust.",,"a:5:{i:0;s:4:""5025"";i:1;s:4:""5026"";i:2;s:4:""5027"";i:3;s:4:""5030"";i:4;s:4:""5029"";}",,,,
5014,"The Local Digital Declaration",https://oecd-opsi.org/innovations/the-local-digital-declaration/,,"Government Digital Service","United Kingdom",central,"a:3:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","The Local Digital Declaration",http://www.localdigital.gov.uk,2018,"The Government Digital Service and the Ministry of Housing, Communities and Local Government launched the Local Digital Declaration to support and unite local authorities around a shared understanding of good digital practice.
It is a unique call to action that addresses the legacy IT contracts, isolation of procurement practices and siloed digital projects that have left local government services vulnerable to high delivery costs and low customer satisfaction for the public they serve.","The Local Digital Declaration is a call to arms for local and central government, their influencers and the private sector that supplies them, to join together in a mission to support “building the digital foundations for the next generation of local public services."" It sets out principles that support local authorities to follow open standards and best digital practices with view to developing a common, open approach to digital service transformation across government.
Each signatory of the declaration commits to the co-published principles of good digital and to supporting local authorities in following them. It has been written for local authority leadership to embrace and use as a central point for cultural change that supports the embedding of digital transformation within the organisations.
Local authorities in the UK have developed their digital services disparately, which has been further hindered by procurement models that have remained behind digital progress and are dominated by a small number of suppliers. Some local authorities can boast exemplary services delivered in agile, cost-efficient frameworks. However, until the Local Digital Declaration there has not been a single vision for what good is, or a route to measure against. Local authorities have procured services in isolation, unaware of best practice examples or progress in other areas of the UK. With the support around the Local Digital Declaration all those who sign up are able to expose and utilise best practice including successful business cases, procurement briefs, service design and more.
This is the first collective agreement that has brought central and local government together in consensus on what good digital practice is. It was developed through one-to-one engagement and relationship building. Workshops teased out an understanding of what prevented digital innovation, why procurement was isolated and why change had not been forthcoming.
A key element has been to examine why digital opportunities and standards published and adopted across central government has not been picked up across the local sector. As a result, where standards have not included local nuances these are being re-addressed with the ambition there is one set of standards that is applicable to any level of public sector. In addition, supporting local authorities to understand and access the UK Digital Marketplace will be key to transforming outdated procurement practices.
A platform-based website pulls the audiences around the Local Digital Declaration together into a community, giving them a space to seek training, share success and use tools, frameworks and patterns that have worked for other local authorities. It also highlights opportunities of collaboration where local authorities, regardless of their location, can join together in a supportive way through development of a service.
At the start of its journey the Local Digital Declaration launched with more than 40 co-publishers, showing the demand for support and change but also offering testimony to the detailed and exemplary engagement bringing together voices from across the public sector, their influencers and suppliers.","a:21:{i:0;s:3:""156"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""609"";i:5;s:3:""876"";i:6;s:3:""217"";i:7;s:3:""260"";i:8;s:3:""623"";i:9;s:3:""302"";i:10;s:3:""303"";i:11;s:3:""615"";i:12;s:3:""612"";i:13;s:3:""613"";i:14;s:3:""316"";i:15;s:3:""614"";i:16;s:3:""617"";i:17;s:3:""618"";i:18;s:3:""335"";i:19;s:3:""621"";i:20;s:3:""373"";}","The innovation underpinning the Local Digital Declaration is that it provides a platform for cultural change for digital transformation. It surmounts blockers where leadership may not fully understand nuances around the benefits of digital practices such as open standards, shared learnings and new procurement frameworks and practices. It is written in non-technical language to accommodate all levels of understanding, highlighting the benefits of building digital services in an open and supportive community against open standards.","a:3:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:9:""diffusing"";}","The Local Digital Declaration launched in July 2018 with over 40 co-publishers. Local authorities, influencers and private sector suppliers are now able to sign up. The declaration is being socialised by the co-publishers via their own communication channels and engagement practices to encourage take-up.
The co-publishers continue to support local authorities with their own unique commitments, for example the Government Digital Service is running a consultation with local authorities to include their voice and needs in the next published version of the Digital Service Standard.","The Local Digital Declaration was crafted from conception to product to delivery through collaboration between central and local public sector colleagues. Opinion and influence was sought and incorporated from all levels of government - from digital influencers to ministerial support and outreach. Private and public sector influencers also contributed. Each party was able to highlight and champion a different area of influence on the local authority sector.","UK local authorities have been the most vocal stakeholder group in support of the Local Digital Declaration. The platform website will be their route into support from central government but also an avenue to support and collaboration with each other.
The beneficiaries of the declaration will be citizens, who will be able to access services that meet their needs as these services develop in line with the users-first digital development models outlined in the declaration principles.","The first success measurement for the Local Digital Declaration is demand. 144 public sector organisations have signed up to the Local Digital Declaration. These organisations from across central, local and public sector influencers, alongside the private sector, agree with the principles for best digital practice and are committing to support digital transformation for local authorities. This demonstrates there is substantial collective demand to influence a positive change towards digital services that impact on citizens.
Success will continue to be measured in the number of local authorities who sign up to the declaration and access the training opportunities. It will take 18 months of continued development of support to be able to track an uplift in key markers such as local authorities accessing the UK Digital Marketplace and developing digital transformation strategies.","The UK Local Government sector is geographically and politically diverse. In addition, there is a wide spectrum of understanding around what digital transformation means to an organisation. Engagement on the declaration had to take into consideration over 400 nuances to conclude with a piece of work that remains impactful for a desired cultural change but mindful of the separate considerations and autonomous nature of local authorities.
Engagement was detailed and consisted of many workshops being carried out across the UK. Drafts of the declaration were managed with painstaking change control to ensure all stakeholders were represented. The team was fortunate to have been working at a time when there was universal desire for stakeholders to work together. Where there were differences of opinion, these were addressed and compromises made. On rare occasions when a compromise was not achieved, it was accepted that stakeholder would need to withdraw from participation.","The Local Digital Declaration is designed to help local authorities ‘fix the plumbing’ of digital to ensure they can scale around users and expectations for infrastructure and services. It is building a policy that will form the basis for guiding principles on what good digital is that any local authority, regardless of size, location or political governance, can follow. It is because so many local authorities have tried and failed to digitally transform in isolation that there is such groundswell and support for a unified approach.
The ability to share good practice is highly valued. Recruitment for digital professionals remains an issue within the public sector and is compounded in pockets around the UK where there is no digital community. Local authorities recognise the Declaration offers an opportunity to utilise other local authorities' work by ensuring the adoption of open standards and scalability at the centre of the original briefs.","The Local Digital Declaration can be replicated as an approach to unite diverse public sector organisations in a united mission. The model is developed around intense and detailed engagement. The concept of targeting leaders to steer the way towards creating a common non-technical declaration that draws on published and agreed best practice can be translated across geographic boundaries as well as sectors.","The declaration was designed to be signed off at a Chief Executive level and with these individuals as the primary audience. However the demand and understanding of opportunities and benefits is held by the 'digital doers' - those who have a specific role in providing frontline services in a digital way to UK citizens. Retrospectively, and moving forward, the team working on the Local Digital Declaration could look to address the divide between the digital doers and their leaders. While training is being offered via a separate fund via MHCLG for leadership, GDS can and will do more to bridge the communications and understanding gap between these levels of influencer.",,,,,,
5065,"Zika Mozzie Seeker",https://oecd-opsi.org/innovations/zika-mozzie-seeker/,,"Metro South Health",Australia,regional,"a:1:{i:0;s:6:""health"";}","Zika Mozzie Seeker",http://metrosouth.health.qld.gov.au/zika-mozzie-seeker,2017,"Zika Mozzie Seeker (ZMS) transforms traditional presence/absence surveillance for invasive mosquito species by synchronizing citizen scientists set egg traps to provide 'early-warning' networks. Eggs from Do It Yourself ovitraps are aggregated and rapidly screened using a world-first method that can detect 'DNA' of one Aedes aegypti amongst 5,000 of the local species. Eggs from many (10-25) traps are batched into each polymerase chain (PCR) cohort, with results fed back to each participant.","Zika Mozzie Seeker (ZMS) is one of Australia’s first health-based citizen-science projects. The aim of ZMS is to enlist large numbers of citizen scientists to set mosquito egg traps as a means to efficiently expand 'early warning' networks for invasive species that can vector disease (Zika, dengue or chikungunya). In Queensland there are two invasive species of ‘Zika mosquitoes’ (Aedes aegypti and Aedes albopictus) - but both are absent in the most highly urbanised region of South East Queensland. Zika mosquitoes exploit water-bearing containers in urban environments and have very limited flight ranges (200-500m) – making it extremely difficult for health authorities to detect a localised invasion early. Evidence of Zika mosquito absence will increase confidence that our largest communities are not infested with ‘Zika mozzies’, as a preventative strategy against Zika outbreaks. Why is this important? The impacts of Zika infection can be profound for individuals, families, communities and health systems. In 2015-16 Zika outbreaks prompted World Health Organization (WHO) to declare a ‘Public Health Emergency of International Concern’ following recognition that infection can cause congenital defects due to microcephaly (small skull) and neurological complications (e.g. Guillain-Barre Syndrome) in adults.
Zika Mozzie Seeker aligns with WHO recommendations to develop novel community-based Zika risk management measures and Office of Chief Scientist Australia aim to promote citizen science. Traditional urban mosquito surveillance is transformed by linking citizen scientists to a world-first method of rapidly screening large amounts of mosquito 'DNA' for Zika mosquitoes by using highly sensitive polymerase chain reaction (PCR) tests. One Ae. aegypti can be detected amongst 5,000 of the local mosquito species. This allows eggs from many (10-25) traps to be combined into each PCR cohort; removing the need and time to individually examine many thousands of mosquito larvae by microscopy.
Education and partnership programs with health authorities can empower individuals and communities to adopt preventative behaviours (e.g. tipping out water-bearing containers each week) to mitigate risk of cryptic Zika outbreaks. Zika Mozzie Seeker is a powerful tool for countries and/or regions that are not yet affected by Zika outbreaks to engage communities and confirm the absence of Zika mosquito species. This information is critical to assist health authorities to both ascertain the risk of exotic mosquito-borne disease transmission, and to detect an invasion early enough to implement eradication programs. The contribution by each citizen scientist is important – a detection of Zika mosquitoes in SE Queensland will trigger a comprehensive, costly and protracted eradication protocol, as described in a recent economic analysis of Ae. albopictus invasion in Brisbane.
Since mid-2016 Metro South Health (MSH) has partnered with its community (1 million people across 3,856 km2) to monitor for invasions of Zika mosquito (Aedes aegypti). The project combines three innovative elements, namely:
- Synchronized citizen science to conduct biannual sampling of urban mosquitoes using Do-it-Yourself egg trapping in trapping ‘rounds’ – managed by MSH
- A ‘Decision Support System’ coordination hub. All participation, mailing and sampling result processes are managed for timely feed-back to individuals and community – created by MSH
- PCR diagnostic testing to screen large amounts of 'DNA' (genetic material) from local mosquitoes for Ae. aegypti DNA – by Queensland Health’s Forensic and Scientific Services.
Citizen scientists register on-line (MSH ZMS website). The ‘egg collection kit’, self-addressed envelope and PCR testing is provided free by Queensland Health. Twice a year, participants are invited to deploy an ovitrap in their backyards for a few weeks. A ‘green policy’ is promoted by directing participants to recycling bins to source mosquito trap buckets, and using electronic communications (email, SMS) to minimise paper use. Eggs are sent to MSH for counting (by automated software) and batching (up to 25 traps), prior to PCR testing for Ae. aegypti DNA. The process of mailing out ‘egg collection kits’ and batching the returned eggs into PCR cohorts enables ZMS to deliver an efficient, loosely synchronised trapping ‘Round’.
A sophisticated ‘ZMS Decision Support System’ has been developed by MSH that is efficient, flexible and scalable to coordinate the data and information streams between each citizen scientist and MSH (e.g. registration details, egg data, email and SMS texting for reminders and the provision of individualised results for egg abundance, PCR diagnostics and thematic mapping outputs). The project places an emphasis on two-way communication (e.g. by responding to all SMS/email enquiries), providing forums to accommodate volunteers, and enabling face-to face feedback to improve 'user' experience.","a:4:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""257"";i:3;s:3:""617"";}","Innovative synchronised citizen science, IT solutions and rapid 'DNA' testing;
- Participants sign up on a ZMS website to set Do-It-Yourself mosquito egg traps and mail eggs in for analyses. The carbon footprint is minimised by;
- suggesting recycled containers (from rubbish bin) as the bucket for egg traps
- minimal paper use by using ZMS website instructions for trap assembly, electronic communications (emails and SMSs) and maps.A novel Decision Support System coordinated data flows to and from each participant. Features include mass mail-out, barcoding functionality, automated egg counting software, email and SMS texting for reminders, individualised results for egg abundance and 'no Zika mozzies', diagnostics management and thematic map outputs.
- World-first method of using Polymerase Chain Reaction (PCR) diagnostics to rapidly screen mosquito genetic material for two target species. High sensitivity enables eggs from multiple traps to be pooled into cohorts.
","a:2:{i:0;s:20:""identifying_problems"";i:1;s:10:""evaluation"";}","Zika Mozzie Seeker to date has;
1. Completed four rounds of synchronised trapping in the jurisdiction of Metro South Health.
2. Commenced the exploration of alternative strategies that enable focal implementation (school project and depot trial) with the objective to minimise costs in a scaled-up program, and
3. Protected IP around the Decision Support System. Functionality is being reviewed to improve reporting, outputs and user experience.
We are preparing for an assessment of potential roll-out into SE Queensland in 2019. Staff costs and quantitative data has been compiled to describe key performance indicators for future rounds of trapping. A manual to guide future subscribers to deliver ZMS and to navigate the Decision Support System is under review to assist to successfully replicate the process with a high degree of confidence.","Citizens: Set mosquito egg traps, sent eggs to MSPHU
Metro South Public Health Unit: Created and managed project, engagement, decision support system, egg counting and packaging for PCR
Metro South Health: ZMS website
Queensland Health Forensic and Scientific Services: Developed & delivered PCR tests
Communicable Diseases Branch, Department of Health: Seed funding for project & subsidised PCR tests
Toohey Forest Environmental Education Centre - developed high school resources","Citizens - empowered to minimise Zika outbreak risk at home and in their community through knowledge (mosquito vector and disease) and practice (DIY traps). Egg abundance 'heat maps' published on the ZMS website may motivate behavioural changes to regularly check rainwater tank screens or empty containers.
Metro South Health - evidence-base of species absence and a blueprint that is scalable, flexible and transferable to regions that are vulnerable to Ae. aegypti and/or Ae. albopictus.","Four synchronized 'rounds' of trapping was conducted over 18 months (Feb 2017 - May 2018). Each round attracted on average 694 registrants on the ZMS website (total 2,778). Participation (return of eggs in a self-addressed envelope) in each round exceeded 50%, with an average 59% (all rounds). Half (47.9%), of the participants collected eggs, with an average of 216 eggs in those envelopes containing eggs Automated egg counting software, developed in-house within the DSS, is very accurate when samples are clean with less than 1,000 eggs. Thematic maps are generated automatically. High diagnostic efficiency was demonstrated by processing of 169,000 eggs (all four rounds) by 81 PCRS (20 per round).
Turnaround time 36 hours.
Website views 20,000, Facebook impressions 24,000, SMSs 18,000, emails 1,200.
We hope to develop system efficiencies and have partners deliver school-based modules as an alternative/complementary strategy to address spatial holes in community participation.","The exploratory nature of the project made it difficult to forecast specific outcomes and end points at the planning stage. Therefore timelines were indicative and require adjustment as the project progressed.
A defined pathway to guide the project through to commercialisation would have been helpful. Most project staff were part-time and competing priorities from outside the project disrupted and delayed timelines and some communications.
The major challenge was the uncertainty in attrition rates over successive trapping rounds. How many registrants would stay or leave and translate to participants? How many eggs would be collected? How many PCR tests would be required? Delivering iterative rounds clarified and identified the trends to these uncertainties in the local context. Alternative delivery strategies in focal areas were explored to mitigate participant 'burn-out' but require more work.
Inability to access the cloud meant that some IT functionalities were not tested.","New resourcing models that support partnerships between community and health authorities are necessary to build effective invasive mosquito 'early warning' across broad highly urbanised geographies. Access to innovation funding process to employ project staff was provided by existing committees within Metro South Health and Queensland Health. Provision of a ZMS website was a key tool to coordinate information to the public. Clarity of vision in a project plan enabled a small team of inspired individuals to focus on solving emerging issues, with minimal red tape, to provide innovative outcomes.
A hub created by co-location of Metro South Public Health Unit and the diagnostic laboratory (Queensland Health Forensic & Scientific Services) facilitated the initial development of the novel diagnostic method, project management networking and access to lab space. Governance by a project management team that represented the various organizational stakeholders was key to success.","The objective of the ZMS project was to develop a blue-print to deliver a citizen-science platform for invasive mosquito surveillance, and prepare for market-readiness. It has yet to be replicated in other health districts in Queensland. The focus of the project is to use low-cost consummables (egg collection kit and recycled containers) to promote scalability and sustainability across larger future programs. The intent by the Department of Health in early 2019 is to ascertain the feasibility of the ZMS system for roll-out throughout the remainder of the South-east Queensland region, which shares vulnerability to re-invasion by Ae. aegypti.
The blue-print can be adapted to Ae. albopictus across the remainder of Queensland, Australia or overseas in regions where presence-absence of target species is critical to ascertain risk of invasion in large urban geographies. The PCR can be readily adapted to accommodate other target invasive container-breeding species (e.g. Ae. koreicus).","Do not be afraid to challenge the norm; look for opportunities to promote innovation within your organization. Understand and align project proposals with the strategic directions of your own and other organizations (national, international) to strengthen the project sponsors understanding of the merit and relevance of the work.
Be prepared to collaborate with partners that have different areas of expertise, recognizing that their availability may be constrained. Ask lots of questions from different stakeholders early in the project to gain the clarity required to identify and navigate past any hurdles (financial, legal, organizational) that may impede progress to project completion.
Be prepared to advocate and commit to specialised community engagement staff into any project that is required to engage with the community and a range of organizational stakeholders. The engagement process needs to be structured and measured to provide opportunities for partners to be consulted adequately, provide feed-back and adjust accordingly. Construct a dissemination plan to ensure that new ideas are spread to external stakeholders over time. Allow enough time for those processes to be completed and keep all stakeholder appraised of progress in open, honest and transparent way.
Identify pathways to innovation both within your organization or accessible through partnerships with other institutions. Nominate your project for relevant awards to increase awareness of the project at an executive level.
Consult with specialists in IT solutions early to increase efficiency in the data management and reporting process.
Repeatability of results is important to demonstrating a projects success, so build iterative components into a project plan and articulate the quantitative and qualitative measurables.","
",,,https://metrosouth.health.qld.gov.au/zika-mozzie-seeker,,
5069,MyService,https://oecd-opsi.org/innovations/myservice/,,"Australian Government Department of Veterans' Affairs",Australia,central,"a:3:{i:0;s:6:""health"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}",MyService,https://www.dva.gov.au/myservice,2016,"The Australian Government piloted and developed MyService, a simple, intuitive and innovative digital solution significantly improving veterans' experience when accessing Health Care, Compensation, Income Support and Commemorations for war veterans, members of the Australian Defence Force, their dependants and certain members of the Australian Federal Police. It empowers veterans by helping them get the assistance they need with less stress and increased trust in the outcomes.","The Department of Veterans’ Affairs (DVA) delivers Health Care, Compensation, Income Support and Commemorations for war veterans, members of the Australian Defence Force, their dependants and certain members of the Australian Federal Police.
The Australian Government is making a significant investment in transforming veteran services. The government is investing in a ""Veteran Centric Reform"" to provide the community with a higher standard of service. DVA is doing this by improving business processes and culture, to shift the focus to the veteran and away from the claim process, identification and implementation of best practice service options and targeted ICT redevelopment.
DVA is the main avenue of support for most veterans and their families; however it suffers from a less than ideal reputation with the younger segment of its client cohort. For DVA to be seen as successful it needs to address the needs of this cohort, not just in services available but ease of access, quality of service delivery and responsiveness to client expectations.
In response to a growing need for DVA to modernise its service delivery to veterans, an exemplar project, called MyService, was initiated by DVA in partnership with the Department of Human Services.
Taking a human-centred design approach, in just 20 weeks the project designed and delivered a simple, accessible way for clients to digitally navigate the complicated administrative claims process. This work brought together service design capability from Department of Human Services, external user research and interaction designer expertise, and DVA subject matter experts.
MyService has continued iterating after the initial trial phase and has added additional services and client groups. The initial offering was developed in support of DVA’s 2nd pass business case to Government. This business case was successful, and MyService is now being further developed and continues to be the most tangible outcome supporting DVA’s further submission to Government for additional funding in the next Budget round.
MyService is a simple, intuitive and innovative digital solution that significantly improves veterans' experience. It empowers veterans by helping them get the assistance they need with less stress and increased trust in the outcomes.
MyService:
• reuses client information by collecting service information directly from the Department of Defence and Attorney-General’s Department through the document verification system
• reuses historical data and known service activity to satisfy rules without the need for clients to provide it again
• streamlines the paper-based process (that currently involves more than 35 questions) into an online system with three to seven intuitive questions designed to be specific to a client’s circumstances
• removes the need for follow-up questions in many cases
• assists clients to understand and optimise information collection when submitting a claim
• shows the claim requirements and medical statements relevant to the health condition being claimed
• maintains the currency of those requirements as they change
• uses predictive text and prompts to communicate to users what information is required
• electronically verifies the identity of clients
• provides clients with instant access to health providers through a Digital Health Card
• identifies a client’s needs at the point of claim
• provides for instant approval for access to treatment for mental health conditions for current and former Australian Defence Force members
In addition to digitising and simplifying the claim process, MyService has identified significant policy changes and commenced work driving the automation of decisions for specific medical conditions. By researching and analysing service conditions and prior claim data MyService has been able to remove any evidentiary burden from clients or claims assessors for 40 health conditions. With the recent passing of the Veterans' Affairs Legislation Amendment (Digital Readiness and Other Measures) Act 2017, the DVA Secretary has delegated MyService to make decisions to accept claims. This allows MyService to immediately accept simple conditions when the client submits the claim and advise the client online. Same day acceptance of some more complex claims occurs after manually checking the provided diagnosis. This will be automated shortly.
MyService is playing a significant role in changing client perception of DVA, easing the processing burden on processing staff and providing evidence for DVA to present to Government to ensure continuing funding of its Veteran Centric Reform journey.
DVA has proven the benefits of digital service delivery through the MyService project. Clients and advocates are engaged and promoting the value of DVA’s transformation. The success of this project will be scaled across the Veteran Centric Reform.","a:11:{i:0;s:3:""147"";i:1;s:3:""156"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""623"";i:6;s:3:""612"";i:7;s:3:""617"";i:8;s:3:""317"";i:9;s:3:""618"";i:10;s:3:""373"";}","MyService is innovative because:
Increased digital information sharing across Australian Government Departments. By sharing data, we removed the burden from our clients, speed up our processing and have continued to iterate
Undertaking research into service conditions that affect the Defence Force globally has removed the need in some cases for individual clients to prove their claims. It is already done for them.
Implemented an end-to-end digital process for clients to, prove their identity, provide critical information, automatic update of legislative instruments, and adopting a risk-based approach through evidenced-based policy development and application of AI/ Machine Learning to provide instantaneous determinations to clients in specific cases, improving consistency and speed of claims processing, allowing more time to deal with complex case management.
For some claims types the need to lodge a claim has been removed and eligibility is advised when it is met through service.","a:3:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","Importantly, the project has started to change the culture within DVA, moving the focus from claims to clients. The new perspective to help veterans be healthy and productive has gained significant traction with the DVA leadership group. At a department-wide executive forum, over 25% of those present listed this as a critical takeaway, despite not having heard the expression ‘to be healthy and productive’ before the forum.
Apart from the client benefits the most telling outcome has been MyService has moved from being a demonstration project to becoming the new DVA client Portal with no changes required. The lack of change can be attributed to engaging with and understanding the users. This was to be a separately funded project for the Department and has meant a savings of millions of dollars.
Riding on the success of this project, future projects are flagged to commence using the same approach and has led to the adoption of an agile, client-centred and multi-disciplinary approach.","MyService is a joint effort between multiple Australian Government Departments in partnership with private sector consultancies and our end users. Government departments provide subject matter expertise, infrastructure development, information sharing capabilities, and experience in project delivery. The collaborative user design approach has been supported by service/ interaction design and user research expertise and is enabled by innovative policy development.","MyService improves client experience streamlining the paper-based process into an online system with a minimum number of intuitive questions designed to be specific to a client’s circumstances and provides clients with instant access to health providers. Reduced effort, improved efficiency and consistency of decision making supports staff to take a client-centred approach and aligns to the whole of government strategic directions.","In April 2017 the 3-month MyService Beta trial was completed. Claims processing reduced from 117 days average to 33 days, with a needs assessment compliance rate going from approximately 30% to 90% completion. This success resulted in the adoption of MyService as the future client facing portal.
As at 14 March, 2,808 clients were registered, with 2,739 claims submitted. In December 2017, 54% of MRCA claims received were lodged through MyService, an increase of over 150% of the previous incidence of electronically lodged claims.
Flash forward to October 2018, 33,590 clients had registered to submit 11,255 claims lodged electronically. 217 instant determinations have been made since the implementation of this feature in July 2018.","The project team included all disciplines necessary for success. Engaging the policy and operational sections of the department needed to be better. The policy sections were initially involved in the earlier stages of the project. However, this level of engagement decreased throughout the project. Operational subject matter experts were embedded in the project and as a result communication with the business areas was reduced. A critical consequence of this reduced engagement resulted in significantly delaying the considerations regarding policy change and slowed business changes. Change management to operationalise business process also proved to be difficult.","The Australian Government is making a significant investment in transforming veteran services to provide the community with a higher standard of service. DVA is doing this by improving business processes and culture, to shift the focus to the veteran and away from the claim process, identification and implementation of best practice service options and targeted ICT redevelopment.
MyService was initiated in response to a growing need for DVA to modernise its service delivery to veterans. Senior executive support and buy-in the broader Australian government to endorse and fund this provided the impetus to work in a very different way to previous attempts to transform veteran service delivery.","Following the Digital Service Design and Delivery methodology delivered a simple, accessible way for clients to digitally navigate the complicated administrative claims process in a repeatable method. The innovations in ICT and evidence-based policy development can be and are encouraged to be replicated by other Australian Government Agencies. The Policy and legal innovations developed are directly relevant to several other international governments who leverage the same legislative instruments in determining liability for their government for veterans health and compensation services. DVA is adopting the same approach for other benefit types not already available by MyService.","There continue to be lessons learned as part of the MyService project ranging from the importance of listening to clients lived experience, building team capability, to lack of easy access to clients to undertake user testing.
Clients expect Government agencies to work together sharing data to benefit clients. Where Government can proactively source data and information it should removing the burden on individuals. Defence know what its members experience and information should be available to DVA when required. Forcing individuals to source this information is inefficient, costly and demonstrates a lack of empathy to individuals by Government. This is unacceptable in an environment such as for Veterans where the Government has a moral obligation to help.
Multi-disciplinary teams achieve far more than individual business and ICT project teams. The cross-agency collaboration was a key strength with all team members co-located allowing the team to develop a united culture focused on delivering better outcomes for veterans.
There is value in all team members engaging with our clients and staff, and IT iterations cannot be carried out in isolation from users. This creates empathy and reaps huge dividends later. An additional finding was it is vital for all team members, regardless of their skills and role, to participate in user engagement.
Keeping staff skills and knowledge up to date ensured the team had the capability to deliver the project. Too often we look to outsource technological risks instead of owning them. We try to solve the easy problems, instead of taking on the difficult ones, doing it right, to begin with. MyService showed this is possible to do but also this way of working can be challenging and does not suit everyone.
Another important lesson was the importance of engaging the policy section of the department. Initially engaged early in the project, this was allowed to lapse. Continued consultation could have enabled earlier outcomes.",,,"a:3:{i:0;s:4:""5851"";i:1;s:4:""5852"";i:2;s:4:""5854"";}",,,
5074,"Interprofessional Emergency Service",https://oecd-opsi.org/innovations/interprofessional-emergency-service/,,"South Savo Social and Health Care Authority (ESSOTE",Finland,central,"a:3:{i:0;s:6:""health"";i:1;s:7:""science"";i:2;s:15:""Social services"";}","Interprofessional Emergency Service",,2017,"A customer-friendly emergency service model from Finland where the public can find all the assistance they need at one point of service, instead of across several sites. In addition to somatic emergency services, psychiatry, substance abuse and violence prevention, crisis and social work, and child protection are available. The interprofessional model means collaboration towards a shared goal. The operational model, available anywhere in the world, improves emergency services.","The South Savo Social and Health Care Authority comprises 9 municipalities with a total population of 105,500. The population is decreasing, the rate of ageing in the region is high, and the proportion of older people is the highest in Finland. The decision was made to integrate basic healthcare, special healthcare and social services into a single functional whole in Southern Savonia. It required development of functional processes and the operational environment. The inter-professional emergency service model was developed within a project funded by the Ministry of Social Affairs and Health (2013–2016) to support functional integration. A core aim of the project was to integrate the social work and healthcare emergency services into one system. As a result, the interprofessional emergency services were implemented on 1 Jan. 2017.
In the beginning of the project, the functionality of emergency services was studied. We discovered that the customers in need of the services were scattered across the system in an impractical manner. Problems were identified in allocating services matching customers’ needs. Customers were often offered help within a medical framework, regardless of their primary service need. The results formed a basis for the structure of interprofessional emergency services.
After the analyses, actual work to design the operational model began. The work progressed in phases. An important tool in the development was an interprofessional workgroup with participants representing all emergency services players: healthcare, social services, the police, the emergency response centre and NGOs. We used Service design in the development work. To create the operating model, 2 major collaboration meetings were held in summer 2015, and an interprofessional working group met 7 times by spring 2016. The groups covered themes such as interprofessional customer situations, the core tasks of different players and the common working area, starting customer processes, crisis communication, revising experiences from the emergency service trial, and revising the draft for the model.
Between the working group meetings, the project coordinator met with different players, gathering material for the model. Meetings were also held with different working groups such as nurses from acute workgroup, emergency social workers, the team responsible for initial evaluation in child protection, and psychiatric workgroups. In addition to working with the groups, the coordinator benchmarked the 24/7 social and crisis services in Espoo and Kouvola.
Major functions that supported the drafting of the operating model were trials with an acute psychiatry nurse working on weekends (9/15) and social workers’ on-call duty on weekends (2/16). The trials facilitated customer-facing work in future operating environments, work in interprofessional pairs and testing and developing collaboration. During the trial, customer situations were monitored using interviews carried out by the duty acute psychiatry nurse, Webropol monitoring of the emergency services and evaluation meetings between those involved in the trial and their supervisors. A survey of emergency service personnel was also carried out during the pilot. The trial showed that a revised service provision changed the customer base structure that contacted the services, and the number of face-to-face meetings between customers and workers in social emergency services increased. Customers received a more complete service while the personnel felt that their work was easier and the customer service chain smoother. The operating model for emergency social and crisis work was finalised in spring 2016, and its implementation on 1 Jan. 2017 was approved by the Board of the municipal consortium on 9 June 2016. Mental health and substance abuse emergency service and child protection on-call duty during office hours were integrated into the emergency social and crisis work. The operating model responded to changes to the national act on emergency services and the section on emergency social services in the act on social welfare being drafted.
Towards the end of the project in autumn 2016, implementation of the model was supported by development meetings organised with executives in the service industry. The project coordinator also continued analysing the results of the emergency service trial, developed recording practices and communication, and implemented hands on customer work with interprofessionality in mind. As for the innovation, the model is in use. However, a lot of work is still needed before the benefits of interprofessionality can be reaped in full. The development of the model continues based on reflection with workers, monitoring KPIs and collecting customer experiences. The operating culture in emergency services is becoming interprofessional.","a:11:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""210"";i:4;s:3:""260"";i:5;s:3:""617"";i:6;s:3:""623"";i:7;s:3:""612"";i:8;s:3:""335"";i:9;s:3:""354"";i:10;s:3:""618"";}","From the customers’ point of view, interprofessional emergency service differs from the traditional model in that they can find all the assistance they need at one point of service instead of visiting several sites, regardless of the fact that the organisation has to divide the service need into smaller parts. From the professional’s point of view, a variety of complex services form a single, controllable whole that addresses the customer’s service needs in mutually agreed collaboration. So far, it has not been possible to address a customer’s somatic service needs at the healthcare emergency service. Instead, they have been referred onwards, the issue has not been dealt with, the customer has been sent away or they have received overlapping and redundant services. In a unified operational model, each professional’s role is a part of the whole, making the customer experience smooth. The current model helps avoid organising overlapping services and improves the customer experience.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The development of the model continues. As part of our emergency services we started (2017) a telephone service provided by experienced General Practioners outside office hours. Our analysis showed that the need for referrals to emergency care reduced remarkably in elderly care. See more attached poster.
In 2018 we started children emergency care process with the aim not only to cure somatic problems but also aid families with the social aspects of life. All these function work in the same premises and are adjacent to each other.
As a reward leading Finnish healthcare magazine Mediuutiset named the innovators social care project coordinator Katja Saukkonen and Chief Physician Santeri Seppälä as the number one influencers on Finnish healthcare on their list of 100 most influential healthcare people in Finland. Still a lot of work needs to be done to integrate acute care in social and healthcare.","A strong network has been built around the interprofessional emergency service. We partnered with:
- The local Crisis Centre
- Pastoral care at the hospital
- Medical and healthcare social work, municipal and organisational social services
- mental health services, acute psychiatry and substance abuse work, partners
- violence prevention organisations
- The emergency response centre and police as state representatives
- Emergency care
-Elderly care","The innovation was developed in close cooperation with customer-facing workers, supported by the management:
1. Initial analysis and a draft of the structure of the interprofessional emergency service
2. Individual and collective meetings with players
3. An interprofessional workgroup that all the participants, network players and process owners took part in
4. Experiments and assessment
5. Decision on resourcing and implementation by the ESSOTE Board","So far the surveys carried out during trials in particular have shown that organising social emergency services within the framework of shared emergency services increases the number of face-to-face encounters with customers and active work. The time invested in the service can be used more efficiently to meet the customer and assist them as necessary, instead of wondering where to handle the issue.
The results obtained from the trial enforce the view that services are most useful for the customer when the interprofessional collaboration works and all the parties understand and consider not only their own field but the whole service the customer needs and receives. The survey revealed that without a ‘one-stop-shop’ approach, 25% of the customers would probably not have contacted the emergency social worker or mental nurse at all, despite a clear need for the service. This was most pronounced in the case of substance abusers and patients with multiple illnesses.","A challenge during development was securing broad commitment amongst middle management. The model was drafted rapidly, but the pilot and implementation were delayed because not all middle management personnel saw any need for change within the proposed time frame. A significant factor here was the lack of qualified social workers, particularly in the field of child protection. However, the project was advanced purposefully by realising practical trials with the support of higher management. The delay turned out to have a positive impact. It gave us more time to drive the change step by step with the support of the project coordinator and to learn practical interprofessional operations with customers. During implementation, a high worker and supervisor turnover slowing down the change was a challenge. The development unit and the strong commitment of the emergency service management helped with the implementation.","A common understanding of the need for change and necessary measures are required for this kind of an innovation to succeed. Plans must be made according to identified problems, and challenges must be solved together with employees with managerial support. Political decision-makers must be informed and updated during planning stages. Before implementation, resources must be reserved, necessary decisions made and a common understanding of the grounds, goals and means of implementation for the change ensured. We recommend commissioning bottom-up, i.e. by learning interprofessional methods. The benefits of the innovation should be analysed regularly, and operating models should be revised according to the feedback received from employees and customers, if necessary. In addition, new employees should be initiated into the interprofessional operating culture that differs from traditional on-call duty.","This could include replicability of the problem (i.e., widespread public challenges), as well as replicability of the solution (i.e., the ease at which the solution can be adopted by others) Challenges related to emergency services are similar around the globe. Crises, mental disturbances, substance abuse, social issues and somatic illnesses exist everywhere. Would it therefore not be wise for us to make it possible for our customers to seek help for all these issues in one place? The interprofessional emergency service model can be implemented anywhere in the world. Implementing it requires learning about interprofessional operations in the local operating environment, change in the operating culture and patience in waiting for results.","The need to refer customers from one worker to another has decreased and a wide variety of customer needs can now be addressed at the emergency unit. This requires workers being able to collaborate to pursue common goals together. We recommend practising collaboration in real-life customer cases. Collaboration helps everyone learn about each other’s work and realise that collaboration creates more added value for customers. This reduces the amount of overlapping and partly redundant work. Our operating model was developed in long-term collaboration with customer-facing workers to guarantee its success.",,,"a:2:{i:0;s:4:""5072"";i:1;s:4:""5073"";}",,,
5490,"ID2020 Alliance",https://oecd-opsi.org/innovations/id2020-alliance/,,ID2020,"United States",other,"a:2:{i:0;s:7:""science"";i:1;s:43:""humanitarian affairs and global development"";}","ID2020 Alliance",https://id2020.org,2018,"ID2020 is a public-private partnership dedicated to improving lives through private and user-controlled digital identity. Today, over 1 billion people live without any form of legal ID, which can leave them economically marginalized and robbed of the opportunity for active citizenship. ID2020 is setting technical standards and launching pilot projects aimed at finding scalable digital identity solutions for world's most vulnerable populations, particularly refugees and stateless persons.","According to the World Bank, 1.1 billion people worldwide lack any form of officially recognized identity. The majority are children, and tens of millions are refugees, forcibly displaced, or stateless persons. A lack of legal identity leads to a cascade of consequences over an individual's life. Without identity, it is often impossible to access health care, open a bank account, receive an education, or vote. Lack of identity also puts individuals at greater risk for displacement and human trafficking. And for the public and private organizations mandated to serve these populations, inaccurate population data makes it exceedingly difficult to broadly and accurately deliver the most basic of human services.
Succinctly put, ID2020 believes that: (A) identity is a fundamental and universal human right; (B) all people should have the capacity to assert and prove their identity, equally and free from discrimination, and without reliance on any single government or institution; and (C) all people should have control over their own digital identities, including how personal data is collected, used, and shared. We are acutely aware that digital identity carries significant risk if not thoughtfully designed and carefully implemented. The right to privacy and security are inviolable principles that underpin ID2020’s mission and ethos.
ID2020’s initial pilot phase will test a variety of digital identity interventions, all of which adhere to our stringent set of technical requirements and guiding ethical principles. The data from these pilots will generate the robust evidence base required to accurately assess the impact of digital identity on people's lives, and identify the most effective and efficient pathways to scale, so as to meet the needs of the 1.1 billion who are currently living without any form of legal identity.
Two initial pilots will launch in 2018. The first will be led by Alliance partner iRespond, and will be conducted in close partnership with the International Rescue Committee (IRC). The pilot will offer blockchain-based digital identification, linked to individual users through iris recognition, for refugees accessing the IRC’s services in the Mae La Camp in Thailand. Initially, these digital identities will enable the recipients to access improved, consistent healthcare within the camp through an accurate and secure electronic medical record. In the future, the same system may electronically document both educational attainment and professional skills to aid with employment opportunities.
The second 2018 pilot project will be led by Everest working in close partnership with The Indonesian National Team for the Acceleration of Poverty Reduction (TNP2K) in the office of the Vice President of the Government of Indonesia. The pilot will facilitate the transfer of liquid propane gas (LPG) subsidies by delivering them to a biometrically validated digital wallet over a transparent and low cost blockchain. The goal of the pilot is to modernize delivery, reduce financial leakage, and enable banking services through financial inclusion. Addressing the current problems of delivery inefficiencies and lack of transparency will provide economically disadvantaged individuals greater access to energy subsidies.
Future pilots projects, currently in development, will include vaccination delivery and childhood health records, increased financial inclusion through the provision of a verifiable credit history, refugee resettlement, humanitarian passports, among other use cases. In order to ensure continued implementation of these high-impact digital identity projects, the ID2020 Alliance continues to raise a pool of funds and channel those funds towards high-impact programs that meet our core technical and ethical criteria. By driving this type of coordinated approach, on both the technical level and by providing sustainable financing for interoperable identity systems, our operating and governance model supports both our initial pilot phase, currently in progress, and scaled-up implementation beyond 2020.
We firmly believe that scaling to reach the 1.1 billion currently living without identity is not only technically feasible, but eminently possible. One need only point to several existing and ongoing digital identity initiatives -- most notably India’s Aadhaar program -- to see how this is possible. India's Aadhaar program has enrolled 1.2 billion Indian residents since its launch in 2009, streamlining government service delivery, enabling broader financial inclusion through eKYC, and proving that implementation at massive scale is indeed possible. However, Aadhaar (like many other programs) clearly does not go far enough to protect individual privacy or data ownership. The risks inherent to the Aadhaar approach are, from ID2020's technical and ethical perspectives, unacceptable. That is where our innovation -- driving user-centric, privacy-ensuring digital identity -- is necessary.","a:6:{i:0;s:3:""876"";i:1;s:3:""190"";i:2;s:3:""610"";i:3;s:3:""196"";i:4;s:3:""162"";i:5;s:3:""619"";}","Identity is a prerequisite for financial inclusion, universal healthcare, equal access to education, and gender equality. As such, perhaps no other development intervention offers the same leverage to create systemic change in global development outcomes.
Yet, the robust evidence base needed to accurately assess how, why, and in what manner digital identity can improve lives simply does not exist. ID2020's integrated approach to technical development, pilot programs, and monitoring, evaluation, and learning, are all critical to amassing the information necessary to conduct methodologically robust analysis of digital identity interventions, find the best pathways to scale, and inform policy efforts going forward.
Our partners are working together to develop these technical and ethical standards, fund and implement pilots that are rigorously monitored, and pool innovation, building broad confidence in outcomes and opening up opportunities to rapidly disseminate learnings.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","As of this date of submission in 2018, both of our first two pilot projects are approved by our board and agreed to by all pilot partners, and are poised to launch within the next few months. Several other pilot projects are currently in various stages of development. We anticipate that two additional pilots will the approved prior to end end of Q4 2018, with expected launch dates in early 2019.","ID2020’s current partners include Accenture and Microsoft on the private sector side, and FHI360, Gavi, Hyperledger, iRespond, Kiva, Mercy Corps, Simprints, UNHCR, and UN-ICC on the public sector end. Alliance partners each come to the table with their own relevant and essential expertise. Microsoft, for example, alone manages 1 billion digital identities, while UNHCR has a international legal mandate to protect refugees, forcibly displaced communities and stateless people.","All human beings are potential beneficiaries when it comes to digital identity. Additionally, there is great utility for organizations working to address poverty, hunger, global health, education, and all other global challenges. Organizations are often stymied because they do not know how many people they are trying to serve, nor can they accurately measure progress. Digital identity alone cannot solve these issues, but it can facilitate accurate population data and amplify ongoing work.","As our pilots are still in progress, results are not yet available. However, we have several broad, expected outcome measures for all ID2020 pilot projects, which will be closely monitored. At least five broad ""buckets"" of outcomes will be assessed across all pilots, including: (1) the feasibility of broad adoption; (2) success of enrollment for intended beneficiaries; (3) ensuring that the highest level of privacy standards are met; (4) access of the beneficiaries to the intended services; and (5) user-centricity -- that is, the extent to which users understand the consent process, how their data will be used, and their own control over that data.","One key challenge for ID2020's overall pilot phase was methodological in nature. As ID2020 is piloting a variety of different digital identity solutions, in a number of different geographical jurisdictions, focused on a host of different target populations, we are essentially comparing apples to oranges. This initially posed some methodological hurdles in terms of planning for data gathering and cross-pilot impact assessment. However, through the development and adoption of a robust monitoring, evaluation, and learning framework across all ID2020 pilot partners, we believe that this challenge has been effectively managed.","One key criteria for success will be support (tacit or explicit) from host governments and civil society organizations. This is not only essential for the successful roll-out of our current pilot projects, but will be even more necessary when attempting to scale. Due to the fact that ID2020 is focusing our pilot phase on the world's most vulnerable populations, this involves working in higher-risk, more volatile political environments. Careful risk assessment and due diligence can mitigate some of these risks, but ultimately developing good working relationships on the ground between our pilot partners and governmental and NGO actors will be critical to the success of ID2020's initial pilot phase.","Assessing the potential for replication, scale, and sustainability is central to the overall model of ID2020's initial pilot phase and to our monitoring, evaluation, and learning (MEL) framework. For example, one key metric we will be tracking in all our pilot projects is the cost-benefit ratio. Gathering data on a pilot’s projected cost per enrolled user will allow ID2020 to compare both cost-benefit ratios across pilots, as well as assess the financial sustainability of each pilot long-term.","ID2020's pilot phase was developed out of critical lessons learned from existing digital identity programs globally. We are highly cognizant of the fact that digital identity brings with it significant risks of data misuse and abuse, particularly when systems are designed as large, centralized databases. India's Aadhar program, for example, has experienced massive data leaks and security breaches.
We believe there is a better way. Our main lessons taken from existing programs is that: (1) identity needs to be approached from a human rights first perspective -- digital identity is not just a service we are providing, but the capacity to assert a fundamental human right. (2) Everyone must have control over their own digital identities, including how their personal data is collected, used, and shared. And (3) we need broad agreement on principles, technical design patterns, and interoperability standards in order for user-controlled digital identities to be trusted and recognized. But this is not something that will emerge spontaneously. To do this, we need sustained and transparent collaboration aligned around these shared principles. That is what ID2020 has been developed, and is mandated, to do.",,,,,https://youtu.be/X5qwH45Ar4w,
5503,"Locally Grown Food Exchange",https://oecd-opsi.org/innovations/locally-grown-food-exchange/,,"Ljubljana Tourism (Turizem Ljubljana)",Slovenia,other,"a:1:{i:0;s:8:""Tourism "";}","Locally Grown Food Exchange ",https://www.visitljubljana.com/sl/pisma-iz-ljubljane/marec-2018/uspesna-prva-borza-lokalnih-zivil/,2018,"The Exchange was developed to raise awareness in tourism industry on the importance of serving local food and drinks even in urban destinations (Ljubljana). The project objective is to positively affect the living standard of local farmers whereby quality and quantity of local food in hotels and restaurants will increase. With this project, Ljubljana has successfully and uniquely linked tourism sector and local agriculture to bolster sustainable economic growth and create new opportunities.","The mission of the project is in line with the Ljubljana's mission: the main intention of the project is to positively affect the living standard of local farmers and create conditions for their long-term operations whereby quality (and quantity) of (local) food in hotels and restaurants will increase. The project will result in an increased satisfaction of visitors and eventually bring them back to the city or turn them into destination's advocates.
Modern tourists are increasingly searching for green and responsible destinations with real and authentic experiences, which is the reason why sustainable forms of tourism are becoming a necessary direction of development. Since cuisine is an indispensable part of the tourist offer, it is only right we build our competitive advantage on locally grown food.
The objective of the project is to increase the % of locally grown food and drinks in the hotels and restaurants in Ljubljana and its surroundings.
Following steps were taken to achieve the objective:
1. Identification of project partners.
2. Study of best practices and potential solutions.
3. Development of a model of cooperation between public body as main partner and financer, private cooperative as main executioner, businesses as consumers and farmers as suppliers.
4. Organising the Locally Grown Food Exchange.
5. Implementation – start of active sales and delivery.
6. Promotional activities.
We designed the Exchange as a wide area, since we invited local producers, the representatives of restaurants and hotels, as well as schools and day-care centres; and in the area of organisation, we are collaborating with the Department for Environmental Protection of the City of Ljubljana, the Regional Development Agency of Ljubljana Urban Region (RRA LUR), the Agricultural and Forestry Regional Institute and the Ekometer Institute. The Exchange of local products represents an important business opportunity to the hoteliers and restaurant owners, where in one place, they can meet the producers of local products in person and even taste some of the products.
The Locally Grown Food Exchange has managed to raise awareness among tourism businesses about the importance of serving local food and drinks even in urban destinations, such as Ljubljana. The project is used by the Slovenia Green Consortium as best case to follow in other destinations that have set the same goal of increasing the % of locally grown goods.
The project has also contributed in some of the key areas of the International Year of Sustainable Tourism for Development:
- Inclusive and sustainable economic growth.
- Social inclusion, employment and poverty reduction.
- Resource efficiency, environmental protection and climate change.","a:4:{i:0;s:3:""184"";i:1;s:3:""190"";i:2;s:3:""612"";i:3;s:3:""354"";}","Modern tourists are increasingly searching for green and responsible destinations with real and authentic experiences, which is the reason why sustainable forms of tourism are becoming a necessary direction of development. Since cuisine is an indispensable part of the tourist offer, it is only right we build our competitive advantage on locally grown food in our kitchens. These are the foundations on which we began the Exchange of local products projects, with the objective to encourage the Ljubljana's hoteliers and restaurant owners, as well as schools and day-care centres, to use 100 % locally grown food in their kitchens.","a:1:{i:0;s:14:""implementation"";}","The first Locally Grown Food Exchange was successfully concluded in February 2018. There were 39 local producers, as well as 19 representatives of Ljubljana schools and day-care centres, and 9 restaurant owners and hoteliers present there. In the area of organisation, we collaborated with the Department for Environmental Protection of the City of Ljubljana, the Regional Development Agency of Ljubljana Urban Region (RRA LUR), the Agricultural and Forestry Regional Institute and the Ekometer Institute. The Exchange of local products represents an important business opportunity to the hoteliers and restaurant owners, where in one place, they can meet the producers of local products in person and even taste some of the products.
The Ljubljana Tourism later implemented a professional analysis of project value and set direction for the future. In the following month, we are planning the second Exchange of local products, which is to be more extensive and elaborate in content.","Project went public via several channels; the population’s knowledge on sustainability and self-supply positively affects the development.
The awareness the tourists are looking for responsible destinations affects hoteliers’ activities pursuant to the sustainability policy and the local products offer.
Farmers contribute by introducing their offer to the final user.
The organisation partners assist with coordination with their channels and by recruiting local farmers for this project.","Using local ingredients in hotels and restaurants introduces an advantage for the guests, the local community and others.
Buyers (hoteliers and restaurant owners) become personally acquainted with the producers of local food and taste their products.
Farmers directly receive information which product is in demand; useful for their annual planting calendar.
It has a positive financial effect; it encourages the population towards self-supply and supports the local economy and preserves agriculture","The Locally Grown Food Exchange is an example of good business practice and a result of good collaboration between various institutions or organisations, which are striving for encouraging local self-supply in the City of Ljubljana. The purchase and use of local ingredients in Ljubljana’s hotels and restaurants benefits both the guests and the local community – by purchasing local ingredients, we can reduce the pressure we put on the environment; the shorter transport path lowers the carbon footprint and exhaust of the greenhouse gases; we support the Slovenian farmers, local producers and the agriculture itself and make path for local self-supply; we contribute to the development of the local environment, preserve genetic diversity and the countryside; we maintain a harmonious regional development and assist in creating new employments positions.","Until now, farmers, hoteliers and restaurant owners were not involved in the organised partner network, which would stimulate important business opportunity. In a collaboration with with the Department for Environmental Protection of the City of Ljubljana, the Regional Development Agency of Ljubljana Urban Region (RRA LUR), the Agricultural and Forestry Regional Institute and the Ekometer Institute we successfully overcame this barrier. Now hoteliers and restaurant owners, can meet the producers of local products in person at the Locally Grown Food exchange. With successful coordination between the project developer and the shareholders we encouraged the system of local self-supply, because shorter supply chains show positive effects on several perspectives of the sustainable development of the city and the wider region, as well as on the field of economy, the environment and social relationships.","The key element of the project implementation is the successful coordination between the project developer and the shareholders in the largest number. The important aspects of the project implementation are financial means, constant monitoring and the motivation of all involved in the project. We also established an appropriate connecting infrastructure for communicating with the shareholders, who form the basic core of the human resources, believe in the project and continue to upgrade it. The project implementation itself is also important from the perspective of implementing various strategies.","The Locally Grown Food Exchange is an excellent model for application even in other sectors, and mostly it is an example of good practice for introducing same activities in other destinations, locally and abroad. The example of good practice has been presented on various presentations of the Ljubljana Tourism in the past year, and we learned many other destinations are interested in the implementation of the Locally Grown Food Exchange.","The project shareholders are impressed by the Locally Grown Food Exchange, as it is an example of good business practice and a result of good collaboration between various institutions or organisations, which are striving for encouraging local self-supply in the City of Ljubljana.
After the Exchange of local produce, we forwarded all the participants the catalogues via e-mail. The shareholders recognised the business potential of the Exchange; some have already concluded collaboration agreements, which can only mean they welcome the implementation of similar projects also in the future.","The Ljubljana Tourism believes the Locally Grown Food Exchange project has connected the shareholders in a unique and innovative way within this project. It is of key importance that the involved shareholders are satisfied with the wholesome experience and wish to upgrade it.
The locally grown food is incredibly important for the quality of life of the residents and the sustainable development of the destination. Satisfied visitors and citizens are an indicator of the fact the project of Exchange of local products is being successfully developed in the right direction.","a:6:{i:0;s:4:""5506"";i:1;s:4:""5509"";i:2;s:4:""5510"";i:3;s:4:""5511"";i:4;s:4:""5508"";i:5;s:4:""5507"";}",,,,
5517,"“STOP the Bureaucracy” portal in conjunction with Single Collection of Measures",https://oecd-opsi.org/innovations/stop-the-bureaucracy-portal-in-conjunction-with-single-collection-of-measures/,,"Ministry of Public Administration",Slovenia,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","“STOP the Bureaucracy” portal in conjunction with Single Collection of Measures",http://www.stopbirokraciji.gov.si/domov/,2013,"The reason for the development and launch of our e-solutions was to facilitate the collection of initiatives and proposals to eliminate administrative burdens and review their implementation in one place.
Our innovation provides users with an on-line one-stop-shop solution, where they receive all information about activities in eliminating administrative burdens and preparing better legislation, and enables systematic collection, resolution and monitoring of implementation of proposals.","The preparation of improved regulations and the elimination of administrative barriers has been handled by the Ministry of Public Administration (Ministry), which often noticed that more and more citizens, business entities, interest associations and public servants are greatly burdened by administrative barriers which arise from legislation, as well as by barriers that emerge from the implementation of legislation. At that time, our Ministry did not have a special channel/electronic address (except a general one) to which the interested public could send their questions, proposal, initiatives and complaints.
Therefore, many proposals or initiatives did not reach the appropriate recipient, so the appropriate or competent person was not informed, and the proposal was not considered, leading to the fact that the competent authorities, which could have replied with appropriate content to the message, were not notified about the problem, and so the initiators did not receive any feedback. Since our Ministry had noticed that the elimination of administrative barriers was a very current topic and is necessary in Slovenia, we set up a special e-mail address in the first phase, i.e. oao.predlogi@gov.si.
The ministry set up the above electronic address as a channel to be used by the interested public to contact us in cases when they encounter administrative barriers which aggravated the implementation of procedures during their activities and everyday lives. The electronic address has become quite well recognised and visited, and is thus used by an increasing number of the interested public. In this way, we ensured that initiatives, proposals and questions are collected at one place and sent to competent line ministries for further resolution in the shortest time possible. The way that the system worked was that new initiatives, proposals and questions (messages) were received through the electronic address. The receiving ministry studied the initiative and forwarded it to the competent authority. Firstly, the ministry had to adapt the mentioned initiative to the operations of the state administration, appropriately transforming it and then sending it to the competent authority. When the ministry received a response from the competent authority, it sent the answer back to the proposer. The ministry did not have an opportunity to publish the proposal with the answer on the website or to notify the interested public. This fact is also one of the key reasons for establishing the online portal STOP the Bureaucracy.
The STOP the Bureaucracy portal plays a key role, since it represents a link between the administration that prepares regulations and controls their implementation and the public, who can find information about the administrative measures for reducing administrative and legislative burdens in one place.
The public can use this portal to monitor proposals, initiatives, their implementation and effects in one place. Users can also review all proposals by category (e.g. finance, the economy) or by competent authority. The website intended for proposals provides access to statistics on initiatives at any time, i.e.: the number of initiatives published, the number of replies from authorities and the number of incentives which have not yet received replies from the competent authorities. The support application enables the ministry to rapidly prepare statistics according to a larger number of parameters. It is important that users notify and inform the portal about the administrative barriers they encounter. The STOP the Bureaucracy portal enables users to do this, since it is ensured that information about barriers is forwarded to the competent authority. In this way, users contribute to the common goal set at the beginning of the project, i.e. to improve the legislative framework and make the economy more efficient.
At this moment, the current portal is being renovated from the content and visual standpoint.
In the Single Collection of Measures application, we publish proposals that are in the process of realization. We also publish best practice cases that result from cooperation between citizens, business entities and public administration bodies via the Stop Bureaucracy portal. Competent ministries report about the progress on proposals that they are dealing with every four months. This application is available online and it is a great tool to control government work.
Every year, minimally 10 measures from the STOP the Bureaucracy portal are evaluated on their concrete effects on the business environment or citizens/general government.
In the future, we plan to unify management and classification of proposals in the area of better legislation for the entire state administration.","a:16:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""210"";i:4;s:3:""194"";i:5;s:3:""623"";i:6;s:3:""283"";i:7;s:3:""614"";i:8;s:3:""616"";i:9;s:3:""317"";i:10;s:3:""618"";i:11;s:3:""619"";i:12;s:3:""338"";i:13;s:3:""354"";i:14;s:3:""621"";i:15;s:3:""612"";}","We implemented a channel that offers two-way communication between the state and users, enables the involvement of the public in the drafting of regulations, enhances cooperation between ministries and stakeholders, all with the goal to continually introduce simplifications and offer useful solutions to users.
The introduction of the one-stop-shop concept also provides many functionalities in addition to useful content that provide users with information on the activities of the Government of the Republic of Slovenia in the field of better legislation.
We enable:
- A possibility to initiate your own initiatives,
- Review of all initiatives,
- Review of the state of implementation of initiatives,
- Review of the responsiveness of ministries,
- Overview of good practices,
- Links to Single set of measures for a better regulatory and business environment,
- Price comparison of any two services using the web calculator ""My Calculator""
- Video content related to better legislation","a:1:{i:0;s:14:""implementation"";}","The portal is published and in everyday use, the public can also access the Single Collection of Measures web site/application. Currently, activities aimed at helping users and promoting the use of the application are being carried out.
Same statistical details about the portal for the period 2014 - 2018:
- more than 500 proposals, of which already 400 realized and completed,
- 50.000 users,
- 110.000 page views monthly,
- 12.000 Facebook users
- 90 % returning visitors,
- 10 % new visitors,
- 33,5 % users are between 25 and 34 years old
- mobile app, responsive design","To ensure maximum usability, we regularly organize content workshops, which, using different methods of work and techniques with target groups, determine their needs for additional improvements on the portal.
We place great emphasis on promotion, where we are collecting suggestions for portal improvements. In terms of optimizing work and constant improvement in the field of cooperation with target groups, we implement the best suggestions. We regularly inform users about portal upgrades.","Our user group is comprised of citizens, companies and civil society officials. Government officials cooperate with these groups and the better regulation team members.
Representatives of interest groups – mainly economic associations and the non-governmental sector - are regularly involved in preparing the basis for improvements. With their experience and suggestions, economic associations represent significant partners in co-shaping solutions.","Users emphasize transparency and ease of submitting proposals and monitoring of implementation in parts of the Government. Users have a full overview of the implemented initiatives in the measures and good practices throughout the Stop Bureaucracy portal.
In the future, we must exert further focus on reducing the deadlines for the implementation of initiatives and measures.
Our biggest achievements:
- between 2009 and 2015, 365 million EUR of savings were realized, based on changes in regulations and simplification of procedures on an annual level, counting for more than 30% of the perceived and measured administrative burdens by SCM Methodology.
- a uniform set of measures has been put in place, which allows for an overview of all the measures taken by responsible authorities by its priority, overseeing their realization and an advanced search engine that enables customized user data outputs.
- IT support for impact assessment on the economy during regulation drafting phase.","To summarize, we mainly had to deal with organizational problems. When the system was first set up, we had to solve problems that concerned dealing with the matter with individual ministries and how to integrate them successfully, i.e. “get them on board”, so that we could actually begin with changing the then-existing concept step by step:
- how to obtain relevant persons at respective ministries, who would be involved in the removal of administrative obstacles,
- problems with frequent changing of contact persons without prior notice,
- mistrust in the existing system,
- preparing of responses, that were too general and non-specific,
- the preparation of partial and non-inclusive solutions,
- unresponsiveness.","For society it is important that the state enables cooperation and establishes channels that allow two-way communication.
We achieved excellent cooperation between ministries by forming a so-called group of coordinators. The group consists of members and their deputies, all coming from high positions within each ministry. In this way, we ensured that the information does not exist only within one specific organizational unit, but is spread throughout the entire ministry. The coordinator at the ministry acts as a single point for all activities related to the STOP bureaucracy portal. The system has proven to be a good practice example of interdepartmental cooperation. The group has meetings monthly, where we exchange experiences, views and suggestions for further work. At the same time, regular work with individual coordinators is very important, because that is where goals are defined and progress is monitored.
We also acquired EU financial funds for the development the portal.","The Chamber of Commerce of Slovenia is active in the field of collecting initiatives and proposals. Our cooperation also influences the growth of concrete proposals, since we are encouraging micro and small companies to engage in the process of eliminating administrative barriers by selecting our channels for this end. The initiative, which is supported by several companies or even associations, also deserves more attention, since it can affect many business entities, which, considering simplifications, also means more savings in time and money.
The municipality of the City of Ljubljana has also moved from solving of the initiatives on a partial level to a single capture system. The treatment is better and faster, it provides quality statistics, analysis of work done and helps in the planning of the future activities of the City of Ljubljana.","When introducing new solutions aimed at the general public, it is essential to include public involvement already in the reflection phase. The use of new techniques and methods, conducting surveys and workshops with stakeholders represent the basis for the preparation of the draft proposal. The solution implemented in this way is useful, understandable, and thus brings added value.
Our experience shows that, to fully coordinate the operation of the system of capturing and solving initiatives through the STOP Bureaucracy web portal, the bureaucracy plays an important role as coordinators and facilitators within ministries, transferring knowledge and experience to their colleagues. Solutions and simplifications should be continually presented and explained to the public. Administrators need to monitor analytics on a regular basis and respond to the problems encountered, while preserving and promoting dual-way communication.
The field of better regulation represents activities that are carried out at a horizontal level in the broader sense. Cooperation and communication between the state, people, businesses and the interested public is crucial for the development of society and values. We also do the same ourselves, dealing with examples from practice that call for changes and simplifications of the existing system, which we encounter daily.",,,"a:2:{i:0;s:4:""5711"";i:1;s:4:""5710"";}",,https://www.youtube.com/watch?v=cE4DkYB1BBU,https://presojaucinkov.gov.si/MojKalkulator/#/
5527,"Minneapolis Public Schools ""Street Eats"" Food Truck",https://oecd-opsi.org/innovations/minneapolis-public-schools-street-eats-food-truck/,,"Minneapolis Public Schools Culinary and Wellness Services","United States",local,"a:1:{i:0;s:6:""health"";}","Minneapolis Public Schools ""Street Eats"" Food Truck",http://www.journalmpls.com/news/schools/2018/06/minneapolis-public-schools-food-truck-summer-food-program/,2018,"Minneapolis Public Schools Culinary and Wellness Services rolled out the ""Street Eats"" food truck in the summer of 2018; designed to increase access to no cost, healthy meals for all youth ages 18 and under. The truck serves at community locations during the summer months where food access is currently limited, such as parks, schools, camps, and libraries.","In Minneapolis, Minnesota, over 21,000 children rely on free or reduced price meals during the school year. When school is out for the summer months, many of these children do not know where their next meal is coming from. While the United States Department of Agriculture (USDA) does operate a federal summer child nutrition program, many youth and families are either not aware of the program or do not have a food site within close proximity to their home.
Through a partnership with the Cargill Foundation and the Super Bowl Legacy Fund, Minneapolis Public Schools Culinary and Wellness Services (MPS CWS) developed a ""Street Eats"" Food Truck; designed to bring food to youth during the summer months when food access is scarce. The truck was designed with the goal of producing fresh, hot, nutritious meals that would be served at no-cost to youth as well as providing increased awareness and increased participation in the USDA's Summer Food Program through the truck's presence in and around the community.
During the summer of 2018, the truck visited multiple locations that were readily accessible and safe for youth, serving no-cost meals to those ages 18 and under. Locations were chosen through local community partnerships with existing organizations that saw a need for food access during the summer months. These locations included Minneapolis Park and Recreation sites, Hennepin County Library sites, Minneapolis Public School sites, local apartment/housing complexes, and community summer camps. A set schedule was chosen for each stop so local youth and families knew which days and times they could depend on a food truck meal. Information about food truck stop dates and times was posted on the MPS CWS website and was also available through a state-wide ""Summer Eats"" app designed by Hunger Impact Partners. With the free download of the app, users could identify sites nearest to their location at which no-cost meals were being served.
MPS CWS staff persons drove the truck to the assigned stops, prepared/cooked food, and served youth each day. Menu items included Certified Angus Beef Burgers with house-made potato salad, nachos made with local free-range turkey, black beans, salsa, and seasoned sour cream, and burrito bowls with whole grain rice and vegetables. Each meal also included fresh and cupped fruit options and milk.
The benefits of the Street Eats truck were far reaching. Nearly 4,000 meals were served from the truck at no-cost during the summer months; as part of a larger MPS CWS Summer Food Program that fed over 300,000 meals and snacks during its ten-week operation. Summer Food Program participation increased due to the increased awareness of the program's availability. Partner sites reported reduced behavioral problems among youth on days that food was readily available. Youth were also exposed to fresh, nutritious meal options on a daily basis.
MPS CWS plans to expand the use of the food truck next summer to include additional stops to reach more youth and continue to increase both food access and program awareness . Furthermore, since the start of the 2018-2019 school year, the truck has been utilized to visit MPS schools to offer an alternative food service line to increase student meal participation during busy lunch hours, feed youth and families at schools and community events, and provide important outreach and education to youth and families in our community about healthy eating and wellness.","a:5:{i:0;s:3:""612"";i:1;s:3:""618"";i:2;s:3:""354"";i:3;s:3:""190"";i:4;s:3:""196"";}","The MPS Street Eats Food Truck:
1). Brings fresh, nutritious, hot, no-cost meals directly to youth during the summer months when food access is restricted
2). Partners with existing community locations to build relationships and strengthen current support services","a:1:{i:0;s:9:""diffusing"";}","MPS CWS looks to build on the foundation of the Street Eats Food Truck's work that was completed in the summer of 2018 by enhancing and expanding as the program grows. In addition to the summer work, MPS CWS is currently exploring ways to utilize the food truck during the school year to maximize its effectiveness and reach.","The Cargill Foundation and the SuperBowl Legacy fund were integral to secure start up funding for the project. Local community organizations such as the Minneapolis Park Board, Hennepin County Libraries, and Minneapolis Public Schools were and are essential to the continued success of the model by providing resources and locations at which the truck executes its mission.","The Cargill Foundation and the SuperBowl Legacy fund provided initial start up funding as part of their mission to improve access to nutritious food, increase healthy food consumption and behaviors to enable students ages 2-12 to learn.
Community partners have benefited through the MPS CWS food truck relationship by providing a no-cost food source for youth that attend programming or visit their locations during the summer months.","As a result of the Street Eats Food Truck, nearly 4,000 meals were served from the truck at no-cost during the summer months; as part of a larger MPS CWS Summer Food Program that fed over 300,000 meals and snacks during its ten-week operation. Summer Food Program participation increased due to the increased awareness of the program's availability. Partner sites reported reduced behavioral problems among youth on days that food was readily available. Youth were also exposed to fresh, nutritious meal options on a daily basis.
In the future, we see increased meals served, sites visited, and Summer Food Program presence as the result of the Street Eats Food Truck.","One of the main challenges was communicating that meals served from the Street Eats Truck are in fact, no-cost - and with no strings attached. This required a community presence and relationship and trust building. Another challenge was weather. On inclement weather days, the truck still visited sites to serve but saw lower participation as youth were served in an outdoor location. Several sites navigated this challenge by opening up community rooms or other service areas in the event of inclement weather. Another challenge was adult meals, which are not funded through the program and cannot be provided at no cost. This was addressed by offering low cost adult meals for purchase. One final challenge was/is ensuring the USDA's Summer Food Program guidelines are met in the service of the meal. This is done through educating MPS CWS staff, the community, and youth about the importance of following the guidelines to ensure continuation of the program.","Initial start up funding will be essential to the success. In addition, sustained funding for meals will also be essential to the success. In this model, the USDA's Summer Food Program provides the sustained reimbursement funding for meals served from the food truck. This model of funding will require continued federal government support for the Summer Food Program. Finally, community partners and local support are essential in the delivery model; providing the locations at which meals are served and the youth that consume the meals.","The Street Eats Food Truck could be replicated across the United States, especially in those areas qualifying for the USDA's summer food program. This would provide a sustained funding for the no-cost meals served to youth over the summer months. In addition, the model could be replicated worldwide with a sustainable funding source for food; with the idea that bringing food access directly to the community benefits all involved.","Start the process of connecting with community partners early on in the planning process. Work with existing programming to maximize resources. Youth feedback about menu items is also a plus!",,"a:4:{i:0;s:4:""6002"";i:1;s:4:""6003"";i:2;s:4:""6004"";i:3;s:4:""6005"";}",,,,
5530,"Queensland Fire & Emergency Services Futures Service Demand Forecasting Model",https://oecd-opsi.org/innovations/queensland-fire-emergency-services-futures-service-demand-forecasting-model/,,"Queensland Fire and Emergency Services",Australia,regional,"a:1:{i:0;s:12:""public_order"";}","Queensland Fire & Emergency Services Futures Service Demand Forecasting Model",,2017,"By applying state-of-the-art data science approaches to both Queensland Fire & Emergency Services (QFES) data (internal, public, or otherwise), the project forecasted the likelihood of major hazards (e.g. cyclones, fire) which drive the service demands for QFES. Using these likelihoods, the project generated 1,000 statewide 10-year service demand scenarios. Each service demand scenario was assessed regarding proposed capital and operational investment plans. With this innovation, data rather than tradition now drives investment decisions.","Historically Queensland Fire and Emergency Services (QFES) have used the opinion and experience of their senior executive in consultation with key stakeholders to determine where and when to make capital and operational investments in its evolving emergency response capability. In this digital age there are now decades of available data which can be used to forecast and model the likely future demands upon Queensland's Fire and Emergency Services in the coming years. This valuable input has not yet been deployed to QFES's long term strategic planning.
In response, QFES worked with Queensland's Department of Housing & Public Works to develop a joint emergency service demand forecast based on the objective data. Data was sourced from both department's holdings, Queensland government Open Data, and other 3rd party data sources to inform sophisticated machine learning forecasts of hazard probabilities (e.g. flood, cyclone, fire, road crash, rescue etc) and evolving exposures (e.g. people, assets) over the coming 10 years. This stream, the first of 3, in this project used self-organising maps, Bayesian algorithms and regression techniques to generate the daily probabilities in each location over the coming 10 years.
Based on these probabilities, a data science team (comprising the 2nd of the 3 streams) generated 1000 potential emergency service demand scenarios using stochastic randomisation processes. Each service demand scenario generated 10 years of statewide service demands including incident type, location, severity and duration. Service demands included structure fires, bushfires, swift water rescues, entrapment rescues, road crashes, false alarms, animal rescues, requests for assistance and many other categories of QFES emergency responses. The 1000 10 year scenarios included some scenarios where seemingly everything goes wrong at once and others where there seems little to do in between relatively easy demands on QFES capabilty. Most scenarios are somewhere in between these two extremes.
The third and final stream used Python and in-memory SQLite to (i) generate an artificially intelligent demand response dispatch engine and (ii) simulate the servicing of the 10 years of service demands (including travel time and response escalation). With access to all of the resources available to QFES across the state, combined with the future planned changes to capability (either new, enhanced or decommissioned), the AI dispatches the closest available resource to each of the service demands, tracking which service locations exhaust their resources and when. Across the entire 10 year scenario, a count of local service location and network-wide resource exhaustions is maintained as well as the proportion of times that response time targets were achieved (e.g. x% of responses achieved within 14 minutes). This was repeated for each of the 1000 scenarios to identify which locations are the most frequently unable to service their local service demands. Differing investment plans are also assessed to identify which investments provide the greatest benefit to the community in terms of reduced local resource exhaustion and increased likelihood of adequate response times.
Once all 1000 scenarios are simulated and assessed against each of the candidate investment plans, an assessment is made regarding which of the investment plans is most value for money for QFES and the Queensland community. The project has left QFES with the capability to continue assessing further investment options against the generated scenarios and also the ability to re-generate the scenario with differing assumptions regarding the impact of investment in PPRR (prevention, preparation, response & recovery) and the impacts of changing environmental factors like climate change. A range of geospatial animations have been produced for the more interesting snippets of scenarios (e.g. where network-wide resource exhaustions occurred) and to demonstrate which incident types are varying their duration, frequency and/or severity by season, by location and over the 10 year period.
The results are being used to determine which locations throughout the state are most likely to produce the biggest improvement in emergency response per dollar invested. The timing of these investments is also being assessed to ensure the most beneficial investments are being made at the earliest time feasible.
The model itself will undergo continual improvement. Some of the assumptions of the model were based on scant sets of data, whilst other simplifications were taken to save on computational overhead. As more data and computational resource is made available, the model can evolve to become a closer and closer reflection of reality. Further, post-hoc assessment of how the scenarios reflected subsequent actual events will allow further refinements to the model to further improve its accuracy and utility.","a:5:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""214"";i:3;s:3:""221"";i:4;s:3:""617"";}","Previous efforts to ascertain the best timing and location for new emergency services capability has been based upon the opinion of experienced executive informed by the feedback of key stakeholders. Although well meaning and professionally conducted, the final decisions lack the hard objective evidence to demonstrate that the decisions are indeed the most beneficial options. This can lead to accusations of political interference and boondoggling, even when none has occurred. The data and evidence basis upon which the project develops its forecasts and investment plan assessments eliminates any charge of subjectivity. This project has achieved this in an ostensibly uncertain environment where service demands are driven so strongly by random events like storms, earthquakes and bushfires. QFES believes this approach will be invaluable in many similar environments where random events hold such significant sway over the effectiveness of capital and operational investment decisions.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","The innovation has delivered its initial phase of developing the three streams of work to an initial level of inter-operable capability. These initial investment plan assessments have been completed and are for the first time being used to infuse objective data into the strategic investment plans of the department. However the model requires significant enhancement and real-world testing to demonstrate reliable robustness against the variability of reality. Further the ubiquity of the approach is untested. Can this approach be used by Ambulance, Police, or Defence for instance? Can this be used in other countries and jurisdictions? The coming period will demonstrate the reliability and applicability of this innovative approach to emergency agency strategic planning.","The project involved the collaboration of several universities, Queensland's Fire & Emergency Services (QFES), Dept of Housing & Public Works (DHPW), and data science companies: DeepConnect & Data Analytics Consulting. Adelaide University and QFES provided expertise in emergency event simulation & data, QUT provided a PhD intern, DHPW provided geospatial and python coding expertise. DeepConnect and Data Analytics Consulting provided data science expertise, toolsets & project management.","The key users will be Strategy and Planning personnel within the Qld Fire & Emergency Services department. Stakeholders include the personnel of QFES, the central agencies who manage the funding of QFES, and most importantly the people of Queensland who will obtain a better prepared, more capable statewide emergency service capability for the money invested.","The project has provided the first data-based assessment of proposed emergency investment proposals ever available. This feedback has enabled the development of data-driven changes to proposed investment plans which will lead to better ""bang-for-each-buck"" spent on emergency services in the coming few years. It is expected that the ability to balance Prevention, Preparation, Response, Recovery (PPRR) investments against investments in emergency response will also be facilitated. The model will be further improved and tested against real world outcomes further increasing the trust in its results and further increasing its utility for strategic investment planning.","One of the most difficult issues was the paucity of data available. Sometimes this data was strong in some areas but missing in others leading to patchy overall coverage, whilst other datasets were simply insufficiently granular to be of value. In many cases the project was forced to make assumptions and test those estimates with Subject Matter Experts for ""reasonableness"". Further data improvements will come as legacy systems are being replaced by more modern, comprehensive information systems and as more data becomes available that may have been beyond the budget of the initial project.","All the primary stakeholders were open, motivated, appreciative of other's skills and experience, and simply very interested in being part of the project. No hurdle was considered to be a showstopper, simply a barrier needing to be worked around (or under or over). The final client (QFES Futures) was very supportive and included members of her team on the project as well as securing funding for the external members of the team. A clear and repeatedly communicated vision for the project enabled all project team members to know how they fit within the project and helped convey the purpose of the project clearly to all stakeholders.","This approach to assessing investment options in an uncertain environment is applicable to many use cases. Not just Ambulance and Police, but any service that is dependent on uncontrollable random events for its workload. The approach should also be applicable in any jurisdiction around the globe who provide such services. In Australia alone, we estimate there are over 40 agencies that could deploy this approach, collectively with budgets in the A$10Bs of dollars.","A key lesson is simply ""Aim high and don't let anything become a roadblock"". By compromising on the vision, rather than abandoning it, we were able to achieve far beyond what new stakeholders expected was possible. This momentum has allowed the project to attract further resources, which is bringing yet more progress into the realm of the achievable.",,,"a:1:{i:0;s:4:""5534"";}",https://youtu.be/lYVMko3RXf4,https://youtu.be/YFwBXS8CUnw,
5532,"Counterfeit Medicine Detection Using Blockchain and AI",https://oecd-opsi.org/innovations/counterfeit-medicine-detection-using-blockchain-and-ai/,,"The Specialized Inspection Agency of Tuv Province",Mongolia,local,"a:1:{i:0;s:12:""public_order"";}","Counterfeit Medicine Detection Using Blockchain and AI",https://medium.com/@farmatrust/press-release-london-blockchain-startup-farmatrust-partners-with-mongolian-government-to-stop-2adeffd63608,2018,"The Specialized Inspection Agency of Tuv Province and the Government of Mongolia Feasibility Study and piloted a project called “Counterfeit drug detection using Blockchain and AI” to eliminate fake drugs from the market, and save the thousands of lives. The project will increase safety and transparency of the drug industry, tracing the pharmaceutical supply chain in Mongolia, as well as globally.","To track, trace and organize a pharmaceutical supply-chain effectively is costly; it is a challenge that goes from the manufacturer to the end user. Due this difficult challenge, about 200 million USD fake medicine enters the market, with the result of millions of people dying around the world.
The objectives of feasibility study and pilot:
1) Pilot the elimination of the counterfeit drugs using advanced technologies such as Blockchain, Artificial Intelligence (AI) and Big data analysis, to save thousands of lives.
2) Demonstrate the benefits of Blockchain Technology practical novel way in the public sector, as well as to the society.
3) Increase the transparency of the pharmaceutical supply chain.
The feasibility study covers national-wide system implementation, while the pilot covers one of the provincial levels out of 18 to demonstrate the system.
Using the mobile application all the stakeholders, government inspection agency, pharmaceutical industry, whole sellers, distributors, retailers, consumers will scan the label of drugs, thus all the history information from manufacturers to the retailers, as well as the consumer can check the expiration date easily from the app.
It will be innovatively contribute to the specialized inspection agency to track and trace the non-standardized or fake medicine for the public safety. Customers will know the history and originality of their purchased medicine. Manufacturers will benefit the elimination of their brand fake medicine producers.
Ultimately, the project aims to save thousands of lives due to fake medicine, not only at national level, but also globally.","a:5:{i:0;s:3:""162"";i:1;s:3:""147"";i:2;s:3:""611"";i:3;s:3:""612"";i:4;s:3:""621"";}","Advanced technologies used include blockchain, AI and big data analysis. Blockchain enables the immutable shared records of database among all stockholders in the pharmaceutical supply chain more efficient and easily track and tractability inspection. Moreover, blockchain technology enables to check the authenticity of drugs. AI will detect the counterfeited drugs along analysis of all the supply chain, and report automatically. Thus, the solution with these advanced technologies is first time introducing to the public sector the Specialized inspection agency of Tuv Province, for the public safety in Mongolia to prevent non-standardized and fake medicine at national level.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";}","We started a cooperation project since February of 2018, and made MoU between The Specialized Inspection Agency of Tuv Province, Mongolia and The FarmaTrust company of The United Kingdom. As submission of Oct 2, 2018, the Feasibility Study report is at the final stage and Pilot system test is at a beginning stage.","Collaboration and Partnership for Feasibility Study and Pilot:
The Specialized Inspection Agency of Tuv Province, Mongolia.
Companies: The FarmaTrust Ltd., The United Kingdom.
Civil Society Organization: The Mongolian e-Government Center NGO, Mongolia.
Further at the national scale project, planning to include other Mongolian government organizations, and pharmaceutical industry supply chain related companies in Mongolia. The main consumers will be the citizen in the future.","Citizens and Government will benefit enabled to track & trace non-standard and fake drugs,
Pharmaceutical companies will benefit to track and trace their products until to the consumers, and eliminate the fake products from the market if exists.","Conceptually, we expect that this innovative solution will transform the transparency and visibility of the pharmaceutical industry, and effect better world with saving thousands of lives eliminating the counterfeit drugs. Moreover practically to see how the advanced technologies such as blockchain, AI and big data analytics are helping on this initiative as piloting.","The challenges faced on the national regulatory framework on the falsified medicine directory. It also requires all the supply chain partners work as together, and imported medicine cases need to cooperate with the overseas pharmaceutical industries to promote them to use the app in the future.","The Specialized Inspection Agency of Tuv Province is highly interesting in this new solution and technology to adopt for against the counterfeit drugs. Through the Feasibility Study, we will recommend necessary policy and rules to Mongolian government organizations for the national scale project.","The solution started from the pilot in one provincial level test lead by government organization, then replicated to national scale including rest of 17 provinces.
The solutions can be replicated by other government, as well as able to extend by global pharmaceutical supply chain in the future.","Piloting new innovative technologies such as blockchain, AI and Big data analytics to public sector, will be bring greater efficiencies, enables a safer environment to protect against counterfeit drugs.",,"a:2:{i:0;s:4:""5543"";i:1;s:4:""5542"";}",,https://www.youtube.com/watch?v=p0teXjW-pTs&t=17s,https://www.youtube.com/watch?v=AnufkWJsf5Y&t=8s,https://www.youtube.com/watch?v=bskkionz0WI
5558,"Coming Soon",https://oecd-opsi.org/innovations/coming-soon/,,"Jerusalem Innovation Delivery Team ",Israel,local,"a:1:{i:0;s:8:""economic"";}","Coming Soon",http://bekarov.jerusalem.muni.il/en/,2017,"Coming Soon fosters small & medium business creation across Jerusalem through an innovative means of connecting entrepreneurs with the real needs of the residents. Through innovative crowd-sourcing platform, we asks vast numbers of Jerusalemites what businesses are missing in their neighborhoods. This data is then shared with entrepreneurs, who receive a package of government-subsidized training and incentives to help them build a sustainable businesses based on what Jerusalemites actually needs.","In Israel, 50% of businesses close within 5 years of opening. In a study we conducted we discovered three reasons that contribute to this:
1) Entrepreneurs don’t sufficiently understand what the market needs;
2) Entrepreneurs are not sufficiently adept at running a business;
3) Entrepreneurs aren’t equipped to deal with government bureaucracy at the national or local level.
We created Coming Soon, which is a digital crowd sourcing platform that was accompanied by a broad public campaign, to ask Jerusalemites themselves what new businesses they need in the neighborhoods where they live and work. More than 15,000 Jerusalemites participated through our smart platform, which asked a series of questions and allowed users to offer their own ideas, providing more than 100,000 insights. This data was then offered to entrepreneurs interested in creating or growing businesses in Jerusalem, and was accompanied by a tailor-made package for each entrepreneur that included consultation, training, and assistance in navigating governmental bureaucracy.
The direct beneficiaries of this initiative are the entrepreneurs for whom this initiative meaningfully improves their chances for success. Additionally, Jerusalemites from neighborhoods across the city get the services they are currently lacking.
Regarding the future of this project and scaling, Israel’s Ministry of Economics is interested in bringing Coming Soon to other cities around Israel.","a:3:{i:0;s:3:""194"";i:1;s:3:""623"";i:2;s:3:""611"";}","The Jerusalem Municipality typically plays a regulatory role vis-à-vis businesses and entrepreneurs in the city. In this case, the Municipality stepped out of its comfort zone to proactively advance business development.","a:1:{i:0;s:14:""implementation"";}","The project is currently close to completing implementation. The crowd-sourced data has been gathered, processed and disseminated, and entrepreneurs have begun accessing the information, as well as participating in trainings, consultations, etc. The city of Beer Sheva is currently adapting Coming Soon to fit its needs. The platform exists in multiple languages and can therefore be adapted in many places around the world.","The Office of Digital Israel, which provided funding and technical knowledge.
The Maof Agency for Small &Medium Businesses and Economics Ministry, which are in charge of creating incentive packages for entrepreneurs, including consultation, training and navigating government bureaucracy.
The Business Development Department, Jerusalem Municipality, which assisted with regulatory processes at the local and national level.
More than 15,000 residents who participated in the crowd-sourcing platform.","Jerusalem residents were able to communicate their needs to entrepreneurs. Entrepreneurs were able to get a better understanding of their local market, as well as a tailored package intended to help them start or expand their businesses successfully. The Jerusalem Municipality and participating government agencies were able to foster new business creation and business expansion, a key priority. growing fast and supporting the Local economy and increasing the GDP.","More than 15,000 residents participated in the crowd-sourcing platform; several hundred entrepreneurs attended the Coming Soon conference, which introduced the project to them and showed them how to take advantage of it; 478 entrepreneurs have signed up for the tailor-made business development packages, which include training, consultation and help in navigating governmental bureaucracy. Businesses have started to open. In addition, many entrepreneurs decided not to open a particular business following their consultation with Coming Soon, as they realized their idea didn’t fit the needs of the market. We see that as success, as well.
In addition, the project increased the discussion regarding small and medium business in the public and more important among official decision-makers, it seems like the officials and the public are looking with more intention about the needs of small businesses and they all agree how it's important to buy local.","Jerusalem is a highly diverse city, comprised of vastly different communities, including two communities who are particularly challenging to engage: the ultra-orthodox (many of whom do not use computers or internet), and Palestinian Arabs (many of whom are hesitant to participate in any project affiliated with the Jerusalem Municipality or an Israeli organization). To deal with this challenge, we adapted the platform to each community in terms of language and culture. In addition, we worked with trusted intermediaries from within the different communities to understand how to approach residents in a way that they would see as trustworthy.","The most important condition for a complex innovation such as this is the willingness by diverse individuals and agencies to collaborate and cooperate for the benefit of all. In a government setting, this cooperation cannot be taken for granted. Coming Soon required collaboration between local government, national government, community organizations, entrepreneurs and residents of vastly disparate backgrounds.","Coming Soon has already been adopted by the Beer Sheva Municipality and has been embraced by the Ministry of Economics, which plans to scale it to several additional cities around Israel. As the platform exists in several languages, it could easily be adopted beyond the borders of Israel to other cities around the world.","The great power of the wisdom of the masses.
Planning and identifying the exact need of two unparallel communities (public, entrepreneurs and business owners) and finding the technological tool that will connect their needs and aspirations.
Technology is just a tool and in order to succeed you have to harness a lot of people and organizations who want to cooperate and make it happen.",,"a:4:{i:0;s:4:""5978"";i:1;s:4:""5979"";i:2;s:4:""5980"";i:3;s:4:""5981"";}",,https://www.youtube.com/watch?v=gMRp98OwPMQ,https://www.youtube.com/watch?v=bG9x2jwmN0w&feature=youtu.be,
5564,"Data Science Campus",https://oecd-opsi.org/innovations/data-science-campus/,,"Office for National Statistics","United Kingdom",central,"a:1:{i:0;s:11:""information"";}","Data Science Campus",https://datasciencecampus.ons.gov.uk/,2018,"The Office for National Statistics (ONS) Data Science Campus was set up to work at the frontier of data science and Artificial Intelligence (AI), to deliver research with impact and build capability across the UK public sector. We build skills and apply tools, methods and practices; creating insight to improve decision-making for public good. We work with UK and international partners, drawing on their expertise and resources, sharing the benefits of our education and research programs widely.","In March 2017, the Campus launched with a core of well-qualified professionals, recruiting mainly from industry and academia to strengthen ONS and government expertise in data science across the UK. The Campus has delivered a series of high profile data science projects providing insight into key policy themes and stakeholders across government, making the results and code widely available for others to use.
The objectives of the Campus are to (i) deliver data science projects for public good in collaboration with stakeholders in the UK and worldwide; (ii) grow data science skills and support the data science community; (iii) assess the value of non-traditional data sources and new technologies; and (iv) develop data science methods and apply them to provide decision makers with greater insight.
Data science for public good
Our research programme is delivering tangible results in 2018 that have been used by policy-makers and analysts across the UK and internationally. Examples include:
• Analysis of new big data sources on ships and goods to inform trade, transport and environmental policy in the UK. We have worked with Statistics Netherlands and assisted the UN Global Pulse Lab in Jakarta to use our findings and methods in their own work.
• Development of a re-usable interactive open source tool to enable the UK and other governments to monitor performance against Sustainable Development Goals (SDGs). This tool was published by ONS and reused by numerous international partners.
• Analysis of free-text manifest data collated by ferry operators to understand port-level trade flows. This project applies modern techniques of natural language processing (NLP) to process these datasets automatically and generate a classification of the type of goods being transported.
We now have a pipeline of innovative projects, including using street level image recognition to identify trees in urban areas, automated free-text analysis to identify trade at UK ports and assessing the ease of access to services across multiple transport modes.
Capability for innovation
Since its launch the Campus has grown to nearly 60 data scientists, academic managers, and business delivery support officers. In addition, two cohorts of apprentices have been trained in the Campus and are now contributing to official statistics in other parts of ONS.
New learning and development pathways in data science were created at a range of different levels from Apprenticeships to providing Doctoral and post-doctoral project support. A new Masters in Data Analytics for Government is being delivered by three universities and modules from this course are being provided to UK civil servants. By 2018 we have trained over 150 civil servants and are on track to help train over 500 Government Analysts in data science by 2021.
International and cross-sector partnerships
Data Science is most effective as a team sport, depending cross-sector working to maximise impact. Our partnerships with industry and academia helped to jump-start the operation quickly and the Campus draws on their vital expertise as we grow and develop. Agreements are in place with over a dozen universities and the UK’s Alan Turing Institute for data science and AI. These have led to several successful learning and research initiatives. Agreements with commercial organisations are in place. These have already led to some effective joint research and learning activities. For example we are working with Barclaycard to analyse their payments data to provide new insights into the modern economy.
Internationally the Campus is working with several National Statistics Institutes, including helping to develop data science capability in Rwanda and help implement the Institute of Statistics there implement the code developed by our research programme. Around 150 delegates from across the world who were attending a Data for Development Festival toured the Campus: feedback from this event was particularly positive, such as this Tweet:
“Think official statisticians can't innovate? Visit .@ONS .@DataSciCampus for amazing example of #datascience research and excellent practice of transforming #NSO from within through #datainnovation and capability building #data4devfest”
With the International Monetary Fund, we are leading work to make use of mobile payments data to create methods for monitoring the remittances SDG indicator
The reputation of the Campus has grown rapidly. We have shared our experience and learning at international events - including the UN World Data Forum - and with visitors to our Campus in Wales from statistical agencies from across the world, including Canada, Mexico, New Zealand, Australia, Indonesia, China, Singapore and Rwanda.
Based on the recognised success of the Campus to date, the ONS is planning to extend its operations, significantly expanding the learning opportunities offers and the increasing the scale and impact of the innovative research programme.","a:9:{i:0;s:3:""147"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""876"";i:4;s:3:""610"";i:5;s:3:""623"";i:6;s:3:""303"";i:7;s:3:""317"";i:8;s:3:""335"";}","We work at the frontier of data science, machine learning and Artificial Intelligence to deliver impact for public good. We investigate big data sources and new methods that have not been used before in government to inform policy-makers with new insights, indicators and statistics. The novel data sets we have analysed for public good include street level images, ships’ transponder data, hand written manifests and social media posts.
The Campus has recruited data scientists with excellent skills and experience in data science, hitherto a rare commodity across the UK public sector. Projects are run in close collaboration with a range of partners: policy-makers, to understand the big questions; other national statistical institutions, to share knowledge and experience; subject matter experts and academic data scientists, to draw from their skills; and commercial enterprises, to provide new data sources.","a:1:{i:0;s:14:""implementation"";}","In 2018, we will deliver at least 20 significant research outputs with policy impact. This will scale to over 30 next year and outputs from our research programme are being used by our stakeholders to support decision making. The Campus has also developed, from scratch, an extensive capability-building programme across the UK Government and Devolved Administrations, helping over 20 different departments and agencies. A new Masters Degree framework is being delivered in different universities, a PhD programme in collaboration with the Alan Turing Institute was launched and we have worked with Treasury, the Ministry of Justice, Department for the Environment, Farming and Rural Affairs and the Northern Ireland Statistics and Research Agency, in particular, to enhance data science skills among their analytical communities. We are on track to help train over 500 government analysts in data science by 2021.","We work with others to maximise our effectiveness and impact. We have collaboration agreements in place with industry, academic and international partners and we draw on their expertise as we grow and develop. Agreements are in place with over a dozen universities, UK’s Alan Turing Institute for data science and AI and industry partners. We have launched joint research programmes, co-funded PhD research programmes, accessed new data and delivered education programmes through these partnerships.","Our programmes are benefiting public policy makers in the UK and beyond. We have worked with stakeholders in over 20 government departments and agencies to enhance decision making and service delivery for the benefit of the UK population. Our outputs and code are freely available and have been reused widely. We have supported international agencies and governments and developed mutually beneficial partnerships with industry, charities and schools to enhance data science impacts and skills","Just 18 months after its formal launch, our research outputs are being put to use by others in the UK and abroad and we have strengthened UK government data science capability with a multi-disciplinary team of nearly 60 drawn from different sectors. We have worked with more than 20 UK agencies and collaborated with international partners. In 2018, we will deliver at least 20 significant research outputs. This will scale to over 30 in the next year.
Our early work, including that on Sustainable Development Goals, estimating calorie intake in the population, analysing port and shipping operations and social media analysis has been used by our stakeholders to support decision making. We have delivered a successful apprenticeship program which has supplied 13 trained data scientists for the benefit of the wider ONS organisation, introduced a new Masters degree framework and are training over 150 analysts across UK government in data science, aiming for over 500 to be trained by 2021.","As a new concept within UK government, we were initially unsure of the scope for applying data science within government and the appetite of other organisations partnering with us. We were also uncertain of our ability to recruit the skills we needed but were overwhelmed with high quality applications, exciting opportunities to address important public policy issues and others wanting to work with us.
Our research projects are run in an agile way with a brief, early discovery phase to assess feasibility. Some are stopped early where relevant data are not available or initial analysis shows that the stakeholder need is unlikely to be met by the approach. We have learned from the projects have been ended on this basis and do not regard them as failures, rather as a necessary part of an innovative programme of work. Our challenge going forward in to mainsteam the work of the Campus to maximise the impact of what has been achieved for public good.","Among the key ingredients leading to the successful implementation of the new data Science Campus was (i) a clear drive plus support from the top of ONS to move at pace and to be different; (ii) a “greenfield” site with no legacy outputs or systems to distract from innovation; (iii) core funding from the UK Government, so did not have to focus on bringing in more income or having our focus determined by purely commercial considerations; (iv) our culture, location, working environment, variety of work and – most importantly – our mission for public good were conducive to recruiting new talent into ONS; and (v) we were asked to innovate continually in what we did and how we did it and were not over-encumbered from the outset by a focus on putting a formal governance framework in place.
These factors meant that we could experiment with different approaches, establish a track record of early success and be rapidly responsive to what we were learning from those early experiences.","We learned from Statistics Netherlands’ Center for Big Data Statistics which launched six months ahead of the ONS Data Science Campus. We have had considerable interest from other statistical agencies worldwide in our experience and have an active partnership with The Institute of Statistics Rwanda in setting up their equivalent facility and programmes.
We have also supported the UN Global Pulse Lab and shared experiences with agencies from as far afield as Canada, Mexico, New Zealand and the Republic of Korea. Within the UK we are helping several departments build capability in data science, based on our experience. We publish the results from our research projects. The methods and our open source code can be adapted for use across multiple domains and is made available openly, for free.","We learned the importance made some good early external hires mixed with some experienced people from within ONS who had the ability and enthusiasm to get things done. We needed to learn quickly and adapt our plans accordingly.
In a ""start-up"" environment, it was necessary to take some risks, change our minds about the best approaches and adapt our plans in the light of experience. It was important that we accepted that we did not have all the answers, so we reached out to partner organisations for help and inspiration: we weren’t afraid to copy what works elsewhere. We partnered with industry and academia to help jump-start our operation quickly and continue to draw on their expertise as we grow and develop.
There are a number of specific adaptations we have made in the light of learning from our early experience. Initially we spread the skilled people we had too thinly between separate projects, and our data scientists did not have all the support they needed to deliver end-to-end projects most effectively. We introduced new roles and stronger – but still light touch – project delivery structures. We have raised the level of our apprenticeship programme in the light of the high calibre of our first hires and will offer a degree-level scheme from 2019. To maximise the value of our university links we will offer more short-term PhD internships rather than extend the programme of co-funded PhDs.
A principle lesson was the level and types of support we needed to provide in order to increase the impact of our data science projects. As a result, many of project deliverables include reusable packages and open source code, training programmes and secondments from our team to help embed our innovation into mainstream activity.","Several agreements with commercial organisations are in place. These have already led to effective joint research and learning activities. For example, we have launched a project, with ONS staff working at Barclaycard, to investigate if detailed payments data held by the bank could provide more granular economic insights for local areas. We have also held joint learning events such as a “Hackathon” and a share and learn day for data scientists and apprentices from both organisations.","a:8:{i:0;s:4:""5566"";i:1;s:4:""5567"";i:2;s:4:""5568"";i:3;s:4:""5569"";i:4;s:4:""5570"";i:5;s:4:""5571"";i:6;s:4:""5572"";i:7;s:4:""5573"";}",,,https://theodi.org/event/odi-fridays-lunchtime-lecture-how-data-science-is-transforming-government/?utm_content=73997711&utm_medium=social&utm_source=twitter,
5578,"The Spark Innovation Programe",https://oecd-opsi.org/innovations/the-spark-innovation-programe/,,"National Doctors Training and Planning (NDTP), Health Service Executive (HSE)",Ireland,central,"a:1:{i:0;s:6:""health"";}","The Spark Innovation Programe",https://www.hse.ie/eng/staff/leadership-education-development/met/spark-innovation-programme/,2017,"National Doctors Training and Planning has commenced The Spark Innovation Program, designed to empower junior doctors to innovate and make positive changes within the public health system.
In a traditionally bureaucratic environment where innovation is not encouraged, the Spark program not only enables innovation but actively encourages it. Through this empowerment of initiative, creativity and expertise, retention of staff is also addressed and morale increased.","The Irish health service is a traditional hierarchical organisation. With an overdeveloped bureaucracy and a silo mentality, it is easy to understand why innovation has not been adopted as a central strategic tenet, particularly because in healthcare, where patients are the clients, the risk appetite for change is particularly low.
Worse, not only is innovation and change not encouraged it is actively frowned upon. This stagnant culture has an impact not just on patient care but also on retention and recruitment of staff and in particular junior doctors. Irish healthcare is currently suffering from a workforce crisis, hemorrhaging junior doctors at a much higher rate than our National Doctors Training and Planning Agency can train them.
The Spark Innovation Program, through its initiatives that engage, enable and empower innovation from even the most junior doctor on a team, also raise morale to aid retention of staff.
The Spark Program has 6 initiatives:
Spark Curiosity, Spark Seed Funding, Spark Ignite, Spark Generation, Spark Connects and BrightSpark.
• Spark Curiosity: This suite of initiatives is designed to start the conversation with regard to innovation and systemic openness to change, cultivating a culture where doctors are encouraged to explore new technologies, processes and practices, and consider how they could be adapted for use in Ireland.
The Department of Public Expenditure and Reform (DEPR)/NDTP ""Pop up"" Innovation Pod is a space that tours hospitals and engages staff and patients alike to own and drive an articulated Innovation Thinking approach, through workshops on Design Thinking, Business Model Canvas, Customer Journey Mapping etc as applied to healthcare.
The Spark Summit on Innovation and Technology in Healthcare is a one day event in partnership with Royal College of Surgeons of Ireland, showcasing new and exciting technology in healthcare such as Artificial Intelligence, Augmented and Virtual Reality, Surgical Simulation, Blockchain, Deep-learning and Chat Bots to name a few. The 2018 summit was sold out and attended by 500 doctors, academics, policy makers and MedTech Innovators.
The HSE EXPO, planned for March 2019, invites all stakeholders in health to showcase what innovation their sector is involved with. This will be targeted at all allied healthcare professionals and will have both plenary expert speakers and open paper sessions. This again creates a culture where innovation is to be celebrated and encouraged.
• Spark Seed Funding puts out two calls per year for innovative ideas and projects from junior doctors and provides funding of up to €3,000 to those who successfully pitch their ideas for process improvements, platforms or device design. Participants are mentored and given transferrable skills via workshops and by the National Innovation Fellow, who also liaises with hospital management to support the iterative process of a project within the system. For those projects out of scope of the funding available we link with an appropriate academic or industrial partner.
• Spark Ignite calls for medical device ideas that have demonstrated potential for scalability, and is open to all staff in hospital and community health organisations. We are trialling in one hospital group in 2018 with the aim of expanding nationwide in 2019. One-page ideas are submitted to a panel who vote on the best ten ideas. These project owners are then invited to participate in a mini-accelerator program to further develop their idea over six weeks, culminating in a pitch night where the winning pitch is awarded a bursary for further development.
• Spark Generation: The aim of this initiative to address some of the shortfall in skills and knowledge evident in our health service, with a focus on junior doctors. As part of this program we are developing a Health Informatics and Innovation diploma for junior doctors and also a Health Informatics Fellowship in Radiology that will upskill our future doctors to meet the technical needs of the future.
• Spark Connects develops the Innovation in Healthcare network by providing links and brokering relationships between like-minded individuals. By developing links with industry, academia and other stakeholders in healthcare, clinicians will have a network of resources to develop their own innovation projects and ultimately improve patient care.
• Bright Spark: Annually, all initiatives and projects within the SPARK umbrella are invited to compete for a Bright Spark award. Winning projects are celebrated and published. The individuals involved receive national recognition for their efforts, to reinforce the message that innovation is to be encouraged and celebrated. By recognising projects in this way, not only does the individual gain but so does their organisation and profession, which are recognised as milieu that foster a positive culture of excellence and innovation, and thus are great places to work.","a:6:{i:0;s:3:""213"";i:1;s:3:""617"";i:2;s:3:""257"";i:3;s:3:""335"";i:4;s:3:""234"";i:5;s:3:""260"";}","This is a revolutionary concept in Irish Healthcare. The Spark Program is creating a cultural shift by dismantling the traditional hierarchical structure that prevents and blocks innovation at every corner. By empowering those on the front line and the most junior of doctors to have a voice and seek independent funding for improving patient outcomes, we are building capacity for experimentation, openness to risk and a learning mindset to make the organisation more adaptable to change and the innovation process. Through the Spark Program the organisation as a whole starts to view innovation as a positive experience.
The Spark Program is adaptable and modified to quickly and responsively encompass lessons learned. The Program is managed by The National Fellow in Innovation and Change, a junior doctor taking a non-clinical year to manage the program; a clinician leading the initiative removes barriers and fosters better understanding of the difficulties encountered by doctors.","a:1:{i:0;s:14:""implementation"";}","As of October 2018 The Spark Program is in the implementation phase. The Initiatives are developed and are being rolled out. While we are beginning to see the benefits of the Program, we predict that it will take another 2 years for the innovation dividend to be fully realized.
By assessing feedback, and taking action on the lessons learned from our experience thus far, we have been able to adjust the strategy and adapt accordingly, to make provision for the implementation of new initiatives in the near future, such as Spark Disrupts, which will actively seek out transformational change ideas and medical device ideas. We are collaborating with our partners to address any gaps in our skill-set such as patents, commercialisation and up-skilling our team accordingly.
The Spark Seed funding has increased in applications this year by in excess of 300% demonstrating engagement with the scheme and an appetite for change.","The Department of Public Expenditure and Reform (DEPR) partner: ""Pop Up"" Innovation Hub. We showcased the Spark Innovation Program at their recent Public Service Innovation Conference.
Health Innovation Hub Ireland (HIHI) is an Enterprise Ireland funded body, who has partnered with us on the Spark Ignite initiative.
The National Library Service: together we have appointed a Health Wikipedian-in-residence – this is a global first! We are creating an open access Health library for all citizens.","Staff- increased ownership of the system, better morale, more job satisfaction.
Managers- clear pathways for innovation; innovation stories that illustrate processes, challenges & rewards of innovation.
Patients– improved care and better outcomes.
Med Tech Start Up ecosystem- clinicians can help develop and test new products, improving patient care and outcomes, & bringing better products to market quicker.
Hospitals- attract brightest and best workforce with their culture of innovation.","Spark Summit 2018 daylong event was successfully executed. The feedback was highly positive and the day was attended by 500 medical professionals.
Spark Seed Funding 2017-2018 has created improvements for patients and doctors alike in Irish healthcare with projects such as the Pediatric Medicine Passport and the Online Genetic Counselling Family Tree being shown to improve patient outcomes.
The 2018-2019 Seed Funding Round has received 300% more applications in its first call for submissions than last year. There are projects that we will support that will have significant cost savings to hospitals at a local level and subsequently the health service at a national level. This demonstrates an appetite for the program with junior doctors and is evidence that we are communicating the message to them.
The HSE EXPO will create a morale boost amongst all allied health care staff and aims to showcase in a positive light an industry normally highlighted for negative reasons.","Challenges:
Achieving buy in from senior staff is always a challenge. By creating a pilot and demonstrating positive results it can be possible to overcome this resistance.
Our objective is to use the promotion and support of innovation to lay down new pathways within a healthcare system seriously hampered by legacy bureaucracy and silo mentality. Can we activate a new ecosystem, founded on principles of excellence, improvement, innovation and learning, that might eventually supplant the old system?
Failures:
Some seed funding projects have failed, but they have failed fast and hard minimising the financial and personal loss. We have created a culture where failure is accepted as a part of the learning curve. We can learn just as much from why a project failed as from one that succeeded.","Leadership and Guidance:
The Spark Program created a pathway for innovation to be accepted in healthcare & made it achievable for the most junior of doctors in our health service.
The role of the National Fellow for Innovation in liaising with doctors and hospital management ensures a deeper understanding of the problems and difficulties encountered on the front line.
Creating a safe space where innovation can be explored and developed and promoting a culture that it's ok to fail but fail hard and fast encourages innovation from those who may have been deterred previously.
Collaboration with all stakeholders within the Innovation in Healthcare space develops the innovation culture and promotes it across several disciplines
Financial resources: although we have seed funding available, many of the projects submitted required very little financial assistance, but by having some money available to promote projects we could give them a validation that encouraged their development.","The Spark Innovation Program could be expanded to encompass all of the health sector in terms of other allied health professionals such as Nursing, Physiotherapy and all hospital staff. No member of staff works in isolation in a healthcare environment and any innovation projects that are implemented generally require collaboration between more than one discipline. Expanding the program would create a culture of innovation that truly reaches all areas of the organisation. Encouraging such collaboration between staff would further develop the ideas coming through and enhance overall morale, team work and communication within organisations.
The HSE Expo is the first step in consideration for this expansion. By assessing the appetite from other disciplines we will be in a position to make a business case to expand the program.","Over the past 15 months we have learned from all our initiatives, for example:
The Spark Summit: There has been such a huge interest in the Spark Summit, both from delegates & exhibitors, that we are planning on expanding and commercialising the event next year. We want to develop the Summit into an international Innovation in Healthcare conference which will be hosted over two days and can potentially host 2,000 delegates. This will attract bigger exhibitors and we will have a more diverse offering. Proceeds from this event will be used to fund the program & fund additional resources.
Logo: We received feedback from doctors that our original logo had problems. Some people found it difficult to understand. We listened to them and we have worked on improving this, creating a more logical design flow and changing some of the initiatives. For example, the Spark Connects replaces Spark Debate. The Spark Debate function has been encompassed by the Spark Curiosity function but there was a need for developing connections and enhancing the network to improve our program, hence we developed Spark Connects.
Spark Disruption: We have received a number of projects through the Spark Seed funding initiative that were out of the scope of this project. The project owner either required much larger amounts of funding or skills that we did not possess such as patenting. We are developing the Spark Disruption arm to develop these large scale projects.
Collaboration: By collaborating with other departments such as Department of Public Expenditure and Reform, National Library Service and Health Innovation Hub Ireland we have truly realised an innovation dividend. The collaboration projects enable both parties to develop and grow, we both learn from each other and ultimately the clients of the service will benefit. In cases such as the DEPR/NDTP ""Pop up"" Innovation Hub, this has benefited both organisations but ultimately will lead to better health outcomes for Ireland.",,"a:4:{i:0;s:4:""5739"";i:1;s:4:""6061"";i:2;s:4:""6060"";i:3;s:4:""6062"";}","a:2:{i:0;s:4:""5651"";i:1;s:4:""5740"";}",,https://www.youtube.com/watch?v=fmMsQpH2oZo&t=6s,
5585,"SPID – Digital Identity System (Sistema Pubblico di Identità Digitale)",https://oecd-opsi.org/innovations/spid-digital-identity-system-sistema-pubblico-di-identita-digitale/,,"Agency for Digital Italy",Italy,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","SPID – Digital Identity System (Sistema Pubblico di Identità Digitale)",https://www.spid.gov.it/,2016,"SPID (Sistema Pubblico di Identità Digitale, or Digital Identity System) is a solution for accessing public administration online services through once-only digital identity (user & password) generated by private Identity Providers. It can be used from any device (PC, tablet & smartphone) by citizens. SPID aims to improve the relationship between citizens & the public administration by expanding the digital approach in using public services.","SPID is the new login system that allows access to online government services with a single digital identity (username and password) from any device (computers, tablets and smartphones). SPID was launched in March 2016 with the aim of simplifying and improving the relationship between citizens and bureaucracy, making digital services easier, safer and faster to use.
SPID is released by private Identity Providers (IdP), which, while respecting the rules issued by Digital Italy Agency, manage the authentication of users by ensuring full personal data protection. Once obtained, citizens can use it to access public online services: from citizen wifi to payment of school fees. In the near future the use of SPID could also be used by the private sector to provide access to their services.
By adopting a unique digital identity system, two goals have been achieved: the rationalization of access systems for public administration online services and simplification on the citizen side, favoring the simple and secure use of online services. In addition, SPID is compliant with the European Union eIDAS regulation on digital identity services.
Spreading SPID at all levels of the public administration is an important part of improving the relationship between citizens and bureaucracy, giving impetus to the development of digital citizenship. Just over 2 years after its activation, 2.823.050 digital identities have been released. 4200 public administrations are granting access to more than 4850 online services through SPID. Among the public administration that have allowed the use of SPID to access their services there are 11 regions (Italy has a decentralized system composed of 20 regions). Among the latest ones to join Basilicata, Lazio and Piedmont. Among them, Basilicata is the first region to join from south Italy, granting access to more than 10 services (including online payments and public consultations).
Several hundred municipalities that have allowed the use of SPID to access their online services, joining other important cities like Milan or Bari, Genoa and Florence. The city of Rome is already providing digital access to more than 60 services, including online payments, school registration and tax services). Recently, the Municipality of Trento (and the entire autonomous province) and the City of Bologna joined SPID giving way to the ""Iperbole 2020"" platform, a unique portal that ensemble all digital local public services.
SPID is a public-private partnership to grant services to citizens. SPID is a service at zero cost for the Public administration. The Digital Italy Agency defines a strict set of rules to become SPID Identity Provider, but the costs related to the maintenance of the service are borne by the Identity Providers.
The once-only digital identity system is an innovative process in the public administration providing simplification for the use of public services by the citizens. At the same time, it promotes interoperability among public administrations and secures savings in the public budget.","a:6:{i:0;s:3:""876"";i:1;s:3:""617"";i:2;s:3:""612"";i:3;s:3:""623"";i:4;s:3:""283"";i:5;s:3:""317"";}","The Digital Identity System is the first central project of this kind in the Italian public sector. The single digital identity is an innovative process that aims at simplifying the relationship between citizens and the various online services provided by the public administration, which so far requested a different registration for each website or/and online service. The uniqueness of the model comes also from the methodology with which SPID has been launched: it is a public-private partnership at zero cost for the public administration.
Citizens can get SPID through a series of private companies (Identity Providers); once the verification procedure is completed (which certifies the applicant's identity), credentials are generated to be used on PA's websites (Service Providers). Also the verification procedure uses many innovative forms of citizens’ authentication.","a:1:{i:0;s:14:""implementation"";}","Currently the SPID system is rapidly growing in terms of adoption from public administrations as a gateway for citizens to use more their online services. Municipalities, regional governments and central authorities are involved in this fast-growing exercise, in synergy with an overall change of projection in speeding up the approach towards a digital government.
Also the number of Identity Providers has been growing in the last few months, reaching 8 private companies that adhere to the set of regulations provided by the Digital Italy Agency.
SPID was launched in the first months of 2016, as one of the priorities of the Italian Prime Minister to accelerate the simplification of online services of the public administration.","Numerous stakeholders were involved in the process of realization and dissemination of the Digital Identity System: administrations, identity providers, service providers, and citizens, according to a participatory model open to public and private subjects. SPID is the result of a public-private partnership that merges technical creativity by the public sector with financial resources and maintenance of the service by the Identity Providers.","Citizens can access all digital public services with one single username and password.
Government officials benefit from SPID by reducing bureaucracy and redundancy in compiling forms as SPID carries all data of the service user.
Companies will soon be able to use SPID to provide access to their digital services.","Citizens that have registered to SPID are 2.8 milion, simplifying their online administrative procedures. All public administrations have been obliged to grant access to their online services with SPID since December 2017.
The system is constantly improving thanks to the collaboration of the developer professional community ""Developers italia"" - channeled to the GitHub platform - where the collaborative discussion is underway to define a first SPID design roadmap.","The most important challenges have been the diffusion of SPID among users and the integration of the SPID authentication feature in the online services of the public administration.
To accelerate the authentication progress of citizens to SPID the Ministry of Education, together with the Digital Italy Agency and the Ministry of Culture, promoted the creation of two SPID-only services: 18App: a culture bonus for citizens born in 1998 (also confirmed for those born in 1999); and the Teacher's Charter: a personal money bonus for professional development of schoolteachers. These two services boosted the registration of more than 750,000 citizens.
Another important challenge is the sustainability of the system for the Identity Providers that bear all the costs related to the authentication and maintenance of SPID. The opening of SPID to private companies might be one of the solution in the future.","SPID is an innovation made possible by a set of conditions: a successful model of public-private partnership, and a vision to be a tool at disposal of both the public administration and the private world. The policy that imposed the use of SPID for all public administrations has relevantly helped the public administration to acquire the system in their online services.
The role of the Digital Italy Agency and the Digital Transformation Team as facilitators and boosters of the system has been pivotal in the progression of SPID making it a successful innovation.
The easy infrastructure behind SPID has helped the tool to be easily acquired by Identity Providers and Service Providers.
Multiplicity and diversity of Identity Providers makes SPID easy to be obtained by citizens.
The system is constantly improving thanks to the collaboration of the developer professional community ""Developers italia"" - channeled to the GitHub platform - where the collaborative discussion is underway to define a first SPID design roadmap.","SPID has high potential of replicability and adaptability in other contexts requiring the use of a digital identity. The public Digital Identity System has already been praised as a possible login tool also for public Wifi and its possible use in the private sector contributes to the innovative capacity of this tool to serve in other contexts than the public administration.
The system has the flexibility and extensibility features that make it interoperable, implementing it by applying official technical rules, contained in (beta) on Readthedocs http://spid-regole-tecniche.readthedocs.io/en/latest/","The use of SPID has already reached 2,800,000 citizens and more than 4,200 public administrations, securing access with one-only password and reducing accessibility barriers to online services. Future developments include:
1-Progressive adherence of digital public services to the digital identity system.
2-Development of the project and its use by citizens that shall stimulate the creation of new digital services, which are created with the aim of bringing people closer to digital culture.
3-Recovery of preceding identities in the SPID system. SPID will replace the old identification systems used individually by each PA with a single login system, that is safer and usable in every Service Provider.
4-Use of SPID by private companies, as this will increase the knowledge and use of SPID by a larger number of citizens, secure more online services to the population, and guarantee sustainability of the system, making it profitable for Identity Providers.
5-Make SPID the only national tool for access online services and stimulate participatory processes, including public consultations to foster the development of e-democracy.",,,,,https://www.youtube.com/watch?v=w5Z5EBG1R1M&t=9s,https://www.youtube.com/watch?v=vffDgy_wPU4
5588,"Decreasing corruption in the Colombian School Meals Programme PAE - A bottom-up approach",https://oecd-opsi.org/innovations/decreasing-corruption-in-the-colombian-school-meals-programme-pae-a-bottom-up-approach/,,"Public Innovation Team (EiP) of the National Planning Department (DNP)",Colombia,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","Decreasing corruption in the Colombian School Meals Programme PAE - A bottom-up approach",https://innovacionpublica.atavist.com/proyectos-piloto-de-innovacin-pblica,2017,"The Colombian Public Innovation Team ran a trial aimed to improve the quality and quantity of food served in the Colombian government’s school meals programme (PAE). It combined SMS messages to encourage parental engagement in the programme and lighter audits by a third party (local university students). Behavioural insights were applied to inform message design. The project included a learning phase to test and adapt elements of the intervention and an experimental evaluation (RCT) in the territories of Nariño and Cesar.","Tackling the corruption that affects the provision of school meals is a priority for the Colombian government. Since a video in 2016 revealed the extent of fraud and deception, the issue has become a national scandal. The video showed a provider taking photos of children with one same plate full of food, as supposed evidence that the food was being provided, but also the reality that , immediately after the photos were taken, children were actually receiving much smaller portions of food, directly into their hands.
The project involved a collaboration between several units in the Colombian government (National Department of Planning, Secretariat for Transparency, Ministry of Education, and Ministry for ICTs), the UK's Behavioural Insights Team and the Inter-American Development Bank, with the support of local government entities and universities. We followed the TEST (target, explore, solution, trial) methodology proposed by the Behavioural Insights Team (BIT). In the target and explore phases, we conducted field work (direct observations, focus groups, semi-structured interviews) with members of local school communities in Colombia (government officials, principals, teachers, students, parents, food providers, cooks) and found that (a) parents usually had little knowledge about the food programme and the spaces availaible for their participation, and that (b) the vast majority of parents, even in remote rural areas, had access to cell-phones with SMS capabilities.
Text messages have proved to be an effective way of informing and engaging individuals in a variety of contexts, including parents of school children. This inspired us to test an SMS component in the intervention.
The implementation of the intervention was divided into two phases. In the first, or ""learning"" phase, we focused on understanding how to communicate with parents to increase their engagement with PAE. The second phtase tested the approach at scale with an RCT. The intervention combined SMS messages, based on results from the first stage, with spot-checks conducted at the schools. We tested whether the intervention improved the quantity and the quality of the food.
In the learning phase, we gained knowledge about logistical needs and tested messages sent via a two-way SMS platform, i.e. parents were able to respond to the messages we sent, and receive back an automated response. We used the Ministry of Technology’s SMS platform Urna de Cristal. We texted parents information on the entitlements of their children within PAE e.g. ""Hola Manuel, Hoy Daniel debio haber comido pollo, arroz y brocoli. Si comio eso?"" For 5 weeks approximately, 3000 parents in 8 schools in Nariño (Southwest Colombia) and Cesar (Northern Colombia) received our messages. Parents were randomly allocated each week to see a variation in the content of the message, or to receive it at a different time of day. This allocation allowed us to test the impact such variations on the likelihood of getting a response from parents.
The messages followed an adaptive or “winner stays on” design. Each week we adapted the messages based on what we found to be the most successful variation the week before. Specifically, we tested the impact of the following on parents’ level of engagement: 1) to what extent personalisation of the message matters; 2) to what extent timing of the message during the day matters; 3) whether response rates are higher if we provide parents with more or less information about what their child should have received; 4) whether parents are more likely to respond to a closed- or open-form question.
After the learning phase, we deployed an RCT with a sample of 208 schools, randomizing at the school level. The intervention showed no effect on the primary outcome measures: quantity and quality of food supplied by providers (as assessed during the data collection audits) and parents’ satisfaction with the food served (data collected through a household survey).
We knew before the launch that, given the experimental design, the minimum detectable effect size was relatively ambitious. Considering the high cost of the intervention, expecting or requiring such an effect size for the intervention judged to be a ‘success’ seemed reasonable. However, the confidence intervals are not very wide, suggesting that the actual impact of the treatment was close to 0. Apart from the intervention genuinely not having an impact on provider behaviour, we think there might be 2 reasons leading to spillover effects and thus a smaller effect size:
-Baseline survey as treatment conducted by the university students in both Treatment and Control schools (providers adjusted their behaviour in response if they interpreted these as a sign of increased oversight).
-Providers adjust behaviour across the board, since they served both Treatment and Control schools, they improved food delivery in both.","a:3:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""211"";}","We used a behavioural-insights-inspired approach to tackle a complex policy problem going ""beyond nudges"". We divided the project into 2 phases: The first phase focused on understanding how to communicate with parents to increase their engagement with PAE. We used the Ministry of Communication and Technologies two-way SMS platform ""Urna de Cristal."" The second phase tested the approach at scale. The intervention combined SMS messages, based on results from the first stage, with spot-checks conducted at the schools.
Using our adaptive approach, we learned a lot about how to engage parents in monitoring the school meals provision. Each week we found a statistically significant difference between the two variations of the content of the messages.","a:1:{i:0;s:9:""diffusing"";}","We are currently striving to take this project to a new iteration that builds upon the results and insights gains in the first. We believe that there are good reasons to persuade government officials in Colombia to continue experimenting with approaches to both, increase parental engagement in the PAE as well as a redesigning the audit mechanisms for the program to make them cheaper and smarter. We have also found that there is a lot of learning value involve in the project despite the fact that we did not see significant differences for the primary results variables of the experiment. We are looking forward to transform this learning value into different communication vehicles and formats in order to support policy and decision making for the school study program.","The Programa de Alimentación Escolar (PAE) is a Ministry of Education policy that aims to encourage school attendance and retention. The trial was designed and implemented in collaboration with the Inter-American Development Bank (IDB) as well as the President’s Office Transparency Secretariat (Secretaría de Transparencia, ST), the National Planning Department (Departamento de Planeación Nacional, DNP) and the Ministry of Education in Colombia.","Children: are the main and only users of the PAE. Understanding their behavior was fundamental for the project because in the field trips the interaction with them allowed us to understand the program failures. Professors: indirect viewers of what happens at school. We realized the need to empower them to inform parents about the PAE. Parents: are the main allies in making social control of the PAE. We understood the importance of being informed about the menus that their children received.","This trial aimed to improve the quality and the quantity of the food served under PAE through a combination of encouraging parental engagement in the monitoring of the programme and through highly visible audits.
We find a statistically significant impact on response rates of:
1) asking closed questions instead of open-ended questions - a 163% increase,
2)naming 3 food items their child should have eaten instead of 1 - a 59% increase,
3) sending messages in the morning as opposed to the afternoon– a 45% increase,
4) sending messages about the specific child as opposed to messages talking about thousands of similar children –32% increase.
We did not find any statistically significant impact on the primary outcome measures - quantity and quality of the food served and parents’ satisfaction. We did not find any statistically significant impact on the other secondary outcome measures (parents’ knowledge about PAE and their report).","During fieldwork we observed some of the barriers that might explain the lack of engagement from parents:
1) Lack of knowledge: parents do not know what the delivery mechanisms of PAE are, what their child is entitled to and what their child should receive on a given day. Additionally, parents seem unaware of channels they could use to effectively raise concerns and lack information on the performance of providers.
2) Collective action problem: parents might be scared to take action individually, fearing repercussions by providers or other stakeholders involved in sub-provision of PAE. Some parents perceive PAE as a favour and fear that, if they were to complain, their child would stop receiving food or would be kicked out of the school. Parents may also fear that individual actions and requests will not be listened to because they do not carry sufficient weight to change the operator’s behaviour.","There has been a lot of interest in this work from very high political level. First, the former Director of the DNP mentioned it as one of their core innovation projects both at the UN General Assembly and at the World Economic Forum in Davos. Second, the Colombian President – Juan Manuel Santos - also mentioned the project at a presidential broadcast as one of the government’s main innovation policies to fight corruption. On September 19th, President Iván Duque launched the new PAE whose three main areas are: greater financing, coverage and transparency. This restructuring takes up several of the findings found in this project, which indicates that it will continue to be a key input when the new program begins to be implemented.","There were two main implications from this project. First, we found that we can engage parents in the school food provision by using two-way SMS messages. These trials show that SMS messages can elicit responses from parents and so act as a cost–effective mechanism to collect valuable information from citizens. Second, we found that small variations in the content of text messages significantly change how effectively they engage their recipients.
In that sense, we consider that what we discovered in terms of citizen control is fundamental for any type of public policy. It is necessary to not underestimate the auditor character of a citizen, in this case of a parent, teacher or school rector, throughout the whole procurement process. From the public tender to the food delivery.","We confirmed findings from other studies, that suggest that personalisation of messages can be a powerful way of getting individuals to respond to communication addressed to them. Additionally, we showed that parents are more likely to respond if they receive a closed rather than an open-ended question. Parents were more likely to respond when we named three rather than one food item that their child should have received on the day in question. One possible interpretation of this result is that their was more likely to be a discrepancy between the food served and the food on the menu for the former case and that parents are more likely to respond if their child did not receive the food they should have received. There is some (weak) indication that this might be the case: among the parents who provided a ‘correct’ response, 54% in T 1 indicated that their children did not receive the food they should have compared to 46%. We also found that parents were more likely to respond to text messages sent in the morning compared to the afternoon and if asked to help to improve the food for their own child (rather than other children in the same ETC). Furthermore, the trial has provided valuable lessons on how to run a large-scale RCT trial in general and more specifically using Urna de Cristal’s messaging platform.","During the first phase we decided to randomly allocate a sample of roughly 2000 parents to receive a variation in the content of the messages. We called the model a winner stays on design because each week we would adapt the messages based on what had one the previous week. We tested the impact on response rates from parents and we sent them the information on what their child should have received on a given day. In the second phase we randomly allocated 220 schools to and control. Ideally we would have allocated providers to T & C, because one provider covers several schools but there were only 4 providers in the two states where we were running the trial. One of the main limitations of this study.","a:13:{i:0;s:4:""5593"";i:1;s:4:""5594"";i:2;s:4:""5595"";i:3;s:4:""5596"";i:4;s:4:""5597"";i:5;s:4:""5598"";i:6;s:4:""5599"";i:7;s:4:""5600"";i:8;s:4:""5601"";i:9;s:4:""5602"";i:10;s:4:""5603"";i:11;s:4:""5604"";i:12;s:4:""5671"";}",,https://www.youtube.com/watch?v=ATTGW9zcajA&t=316s,https://www.youtube.com/watch?v=fMqvYsR8E-0&t=1s,https://www.semana.com/nacion/multimedia/aguachica-asi-recibirian-los-alimentos-los-ninos-de-un-colegio-oficial/467333
5605,"Carrot Rewards: A Healthy Living and Public Engagement Platform for Canadians",https://oecd-opsi.org/innovations/carrot-rewards-a-healthy-living-and-public-engagement-platform-for-canadians/,,"Carrot Rewards",Canada,other,"a:1:{i:0;s:6:""health"";}","Carrot Rewards: A Healthy Living and Public Engagement Platform for Canadians",https://www.carrotrewards.ca/home-2/,2016,"Carrot Rewards is a platform promoting healthy living and public engagement that leverages behavioural economics, mobile tech and the power of loyalty programs to motivate and educate users to make better everyday lifestyle choices for themselves, their families and the planet. Created in collaboration with public sector agencies, leading Canadian health NGOs and the private sector. With over a million downloads, Carrot is driving sustainable positive behaviour change on a population scale.","What problem the innovation solves or what opportunity was taken advantage of?
The cost of healthcare in Canada is increasing at an unsustainable rate. A large portion of this upwards drive in healthcare costs is due to the increasing prevalence of chronic conditions among Canadians. Regular physical activity (PA), defined as “any bodily movement produced by skeletal muscles that require energy expenditure”, has undisputed health benefits, however most Canadians fail to meet the recommended PA guidelines. Even though it has been proven that moderate intensity PA, such as brisk walking, reduces the risk of many chronic, non-communicable diseases, Canadians still fail to meet these guidelines.
It is widely accepted that preventative healthcare methods must be adopted. Behavioural changes like increasing physical exercise, maintaining a healthy diet, and reducing stress can lead to a reduction in the prevalence of chronic diseases like cardiovascular disease, cancer, chronic respiratory disease, and diabetes.
What the innovation is:
The Carrot Rewards app was developed as part of an innovative public-private partnership with the Public Health Agency of Canada and the Government of British Columbia, the provincial founding partner to reward Canadians with loyalty points for engaging in healthy behaviors such as walking and learning about their health & wellness.
Carrot’s free incentive based platform offers users rewards for engaging in a variety of wellness promotion activities in the app. Examples include rewards for achieving daily step goals and for consuming content (surveys, quizzes, informational videos and more) related to a wide range of wellness topics including physical and mental health.Carrot is used by a number of other partners to engage Canadians in other policy domains such as financial literacy, environmental awareness & civic engagement.
The Carrot Rewards app includes many proven behaviour change techniques such as goal setting, self-monitoring, identifying barriers (i.e. not enough time to exercise), facilitating social comparison (i.e. inviting friends to Step Together Challenges), biofeedback (i.e. feedback using a smartphone) and graded tasks (i.e. set easy to perform tasks and increase difficulty). The following behavioural insights are also implemented in the app: accessing public health resources (i.e. directing users to informative tools such as helplines and videos), shaping knowledge (i.e. by delivering micro-learning quizzes and surveys), goals and planning (i.e. allows users to create action plans, problem solve, identify barriers and set trackable health goals), feedback and monitoring (i.e. can monitor personal walking behaviour and receive immediate feedback), social support and comparison behaviour (i.e. allows users to connect to friends to challenge or collaborate to achieve a common goal) and external rewards (i.e. users engage in external programs utilizing the motivation of loyalty programs). The combination of these behavioural change techniques and insights allows the app to facilitate an environment for users to achieve and sustain behaviour change.
Who benefited from the innovation?
In contrast to traditional promotion platforms, the Carrot platform enables clear and precise evaluation of behavioural impacts from campaign. The rewards offered to Canadians for participating in the Carrot app are in the form of everyday popular loyalty points providers, such as Aeroplan, Scene, RBC Rewards, Petro Canada, More Rewards and Drop Loyalty points. The diversity and popularity of reward options contributes to Carrot’s relevance for any demographic segment that the public sector would like to reach, including the sedentary population.
How is the innovation envisioned for the future?
Carrot plans to expand nationally in Canada in November of 2018, launch in the United Kingdom in 2019 and is planning to expand to other markets including Australia, Mexico and in select regions in the U.S.
Carrot is based in Toronto and employs approximately 30 specialists in behavioural economics, consumer loyalty, technology, marketing and business development. Total headcount is expected to double over the next 12 months. In the next 5 years, the business is projected to grow to 20+ million users in 10 countries.","a:7:{i:0;s:3:""156"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""283"";i:4;s:3:""617"";i:5;s:3:""619"";i:6;s:3:""211"";}","Similar health and wellness tools have been developed and rolled out in various forms, but typically to closed populations such as employee wellness programs and insurance products. This program is unique in two ways; in that it has a direct reach to a broad range of users through the ubiquity of mobile technology, and secondly, that it rewards users with popular loyalty rewards they already collect such as Aeroplan Miles and SCENE Points. This makes the program appealing to a broad range of users, particularly those who are not typically inclined to participate in wellness programs. Health-risk behaviour change campaigns have been delivered through a variety of mechanism including mass marketing techniques. Various health behaviours have been targeted to address population health problems - there is potential in testing new ways to reach Canadians.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Carrot Rewards is currently launched in three provinces across Canada: British Columbia (BC; March 3rd, 2016), Newfoundland and Labrador (NL; June 14th, 2016) and Ontario (ON; February 17th, 2017). The Steps program has been running since June 14, 2016 and rewards users with points (equivalent to CAD $0.04/day) for reaching individualized step goals, as tracked by a built-in smartphone accelerometer (e.g. Health Kit, Google Fit) or wearable activity monitor (e.g., FitBitTM ).
Carrot is about to cross the million registered users’ milestone in these provinces and are averaging 1,200 new downloads a day.
Peer-reviewed papers that evaluate the effectiveness of our innovation, including one on our first 3 months and one on our steps program, have been published.
Carrot continues to approach new partners with new ways of harnessing the engagement power of our platform to continue to help users make better lifestyle choices for themselves, their families and their planet.","Carrot Rewards partnered with the Public Health Agency of Canada (PHAC), the governments of each province it is currently launched (British Columbia Ministry of Health, Newfoundland & Labrador’s Ministry of Children, Seniors and Social Development and Ontario Ministry of Health and Long-Term Care), the BC Healthy Living Alliance, Diabetes Canada, the YMCA and the Heart and Stroke Foundation. These partnerships have helped shape the development of the platform, content and knowledge disseminated.","Carrot helps citizens make better everyday lifestyle choices for themselves, their families and the planet. The platform incentivizes positive behaviour change on a mass scale. Carrot helps their unique partnership ecosystem, that includes both private & public agencies, to deliver an impactful message and encourage healthier lifestyles to an engaged audience. It does so by harnessing the power of loyalty points and combining it with the ubiquity of mobile phones and behavioural economics.","In a relatively short amount of time, Carrot Rewards has become one of the most popular wellness app in Canada, with over a million downloads, over half a million monthly active users, and a third of a million daily active users. It is also the world’s first national wellness rewards platform, has been voted Canadian App of The Year, has been acknowledged as a Top 10 North American Engagement Program in the 2018 Bond Brand Loyalty Report and is a recent winner of the 2018 Startup 50 Ranking of Canada’s Top New Growth Companies.
Carrot has tracked over a trillion steps, and had over 20 million micro-learning quizzes and surveys completed by users. The app had an install and uninstall rate of 36% in its second year of activity, which is far less than the health app industry average (89%).
Carrot's results have been published in peer reviewed journals that show that we have seen a 20% increase in physical activity in the lesser-active population of Carrot.","Being a private technology start-up, Carrot Rewards was able to move at a quicker pace than the partnership allowed. Another difficulty in the partnership was that Carrot Rewards did not have any pre-existing framework to follow, since they were the first technology start-up to partner with PHAC. In terms of evaluation, it was challenging to know exactly how much information was required for reporting. These challenges were responded to by the development of a robust reporting process that was beneficial for partner relationships as it was able to be agile and tailored to their needs.","For the innovation to be a success it was necessary to have champions or advocates in the workplace of our clients and partners who understand the importance of leveraging technology and behavioural science to help with sustained behaviour change. These innovation champions believed in the potential and had to work hard to see it through the ideation phase all the way through to launch and beyond. Also, having a culture that supports experimentation, innovation, creativity, and collaboration helps set the stage for a company's value and motivation to be at the forefront of a wellness initiative. It's essential to have a team with diverse background expertise (scientist, marketers, partnerships, development) and think outside the box in order to optimize available resources. The innovation should be developed to solve a relevant problem in a unique way and have the potential for scalability across different sectors and policy domains.","Over the course of 3 years, we've been able to replicate the innovation in various provinces (British Columbia, Newfoundland & Labrador, Ontario), each of which have differing health and wellness needs and realities. Similarly, we've been able to replicate across different sectors and agencies where we've started our focus as a health app to expand to broader wellness topics such as consumer health, financial literacy, environment literacy and more. Lastly, we've expanded the initiative from an exclusively government focus to a private sector setting. Most recently, we're exploring the opportunity for international expansions.","The constantly changing environment of today’s technology organizations makes it imperative for partners to have flexible decision-making and adapt their goals from initial plans. Carrot Rewards benefitted from being associated with the Public Health Agency of Canada to increase their credibility, which helped Carrot Rewards to gain trust for subsequent partnerships and future users.
Another key to the success of the partnership, and in turn the innovation, was that PHAC was committed to experimentation and facilitated the partnership with Carrot Rewards; real change was attainable because there was a sense of open-mindedness and leadership who supported the app and was committed to its success.
A multi-sectoral team comprised of individuals from business, academia, health and technology sectors is imperative to make the innovation run smoothly and effectively. Another lesson learned was the importance of ensuring to build time and flexibility and shared understanding into partnership arrangements. Finally, it is important to keep in mind the organization you are working with and understand their limitations (i.e., speed in implementing changes to the agreement) and ensure any expectations on either side are aligned with the nature of companies from that sector (i.e., not expecting all organizations to act like a private company).","One of Carrot’s most novel campaigns was the Flu Campaign which used mobile “push” notifications and geo-location technology to encourage vaccine uptake and awareness for BC users. Of eligible BC users, 38% (30,538/80,228 users) completed the Flu Campaign quiz. Users were eligible to participate in the full campaign with the location-triggered “push” notifications if they resided in a participating city. Of these users (n=21,469), 41% (n=8,766) clicked on the in-app map to locate the nearest sponsored pharmacy and 78% of these users enabled their smartphone’s “location” feature allowing the push notifications to be sent. Over the course of the four-week campaign, 21,509 push notifications were sent to users with an average of 1.3 notifications per participating user.
This is one of many possible examples of the unique power and potential of the Carrot platform for influencing positive behaviour change on a population scale. This innovation deserves to be recognized and celebrated!",,,https://vimeo.com/223813442,https://www.thestar.com/news/queenspark/2017/07/11/carrot-rewards-app-gets-15-million-boost-from-ontario-government.html,https://beta.theglobeandmail.com/globe-investor/globe-advisor/carrot-rewards-nudge-users-toward-healthy-wealthy-habits/article36434258/
5611,"Ensa Joura",https://oecd-opsi.org/innovations/ensa-joura/,,"United Nations Development Program - Live Lebanon Initiative ",Lebanon,other,"a:3:{i:0;s:13:""environmental"";i:1;s:6:""health"";i:2;s:12:""Development "";}","Ensa Joura ",http://livelebanon.org/Project/263/Ensa-Joura---National-Campaign-for-Better-Roads,2016,"UNDP - Live Lebanon in collaboration with the Ministry of Public Works and Transportation, the National Council for Road Safety and MTV (media partner), introduced a new pothole patching technology called ""Velocity"" and launched a campaign called ""Ensa Joura"". whereby citizens can pinpoint potholes using a mobile application. The state of the art truck will go to the reported locations and instantly fix the potholes.","Out of the many problems Lebanon is facing, road safety is a major one. The roads bad infrastructure especially the existence of many dangerous potholes is causing a lot of accidents resulting in losses in lives and money. According to WHO, the yearly death toll is around 1,088 due to car accidents in Lebanon. The Lebanese Red Cross estimates over 10,000 accidents per year and over 14,000 injuries other than the fatalities. According to the Ministry of Public Works and Transport, traffic accidents in Lebanon are estimated to cost the national economy about 1.5 per cent of its GDP. Potholes are a major cause for those accidents.
The government traditional way of fixing potholes required two to seven working days using a cutting machine, which caused more damage to the asphalt, a truck full of hot asphalt, a bulldozer and many workers. It left waste on the sideways and caused a lot of traffic. The work is usually guaranteed for 3 months only.
UNDP Live Lebanon launched Ensa Joura campaign with its media partner MTV (Ensa meaning forget - Joura meaning pothole) in collaboration with the Ministry of Public Works and the National Council for Road Safety in Lebanon by introducing a new technology to fix potholes: Velocity Machine.
The new eco-friendly state of the art technology is fast, efficient and durable. The potholes are closed in less then 2 minutes. It does not cause traffic, produces zero-waste and does not require cutting the asphalt, which causes impairment around it. The results are guaranteed for 10 years.
The campaign engaged the civil society where citizens could pinpoint potholes and send us coordinates using a mobile application with one click.
Within days of its launching, people started reporting potholes on their way home, to work, or any other destination. We received over 17,000 unique requests from different citizens in less then a week. The data was gathered and published on a map on livelebanon.org. The branded truck roamed the streets fixing potholes prioritizing the heavily reported areas. A weekly news report, which was aired on Friday prime time, morning, afternoon and midnight news showcased the work with before and after pictures.
Ensa Joura hashtag trended on social media and the campaign went viral and lasted 8 months. In total 86 news reports were aired.
Bloggers, Journalists and citizens praised it. Pictures of truck were all over social media and people awaited anxiously the arrival of the truck to their city.
Originally the campaign was funded by 5 Lebanese expats for the amount of 300,000 USD and it was supposed to last for three months. Due to its success, around 30 municipalities and union of municipalities joined the campaign and provided additional funds through a 70/30 % cost sharing agreement with Live Lebanon.
In total, 6,000 potholes were repaired in 92 different areas around Lebanon enhancing road safety and decreasing the number of accidents. This technology is now adopted by a lot of municipalities, union of the municipalities and the Ministry of Public Works.","a:5:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""221"";i:3;s:3:""619"";i:4;s:3:""617"";}","1- The Velocity Truck is new and innovative technology used for the first time in Lebanon, whereby the government and municipalities adopted it after the project was completed. It was a solution to a long lasting problem.
2- Engagement of civil society by pinning the location of the potholes that need repair on the application, with pre and post pictures of the same pothole. An online map showed the reported potholes and b4/after pics were published.
3- The response to the public was rapid and efficient, reaching more than 92 areas in Lebanon
4- The technology used is eco-friendly, fast, efficient and durable. The pothole takes up to a maximum of 2 minutes to be closed, there is no waste produced and it doesn't cause traffic unlike the traditional way used.","a:1:{i:0;s:9:""diffusing"";}","As of June 2017, the project has already been implemented. Now, we are at a stage of using what we learned from this project and trying to incorporate innovative ideas in all the projects under implementation. There is always something we can do better, work on more and improve.
After this technology was adopted by the government and municipalities, we are now looking into different innovative solutions for challenging problems facing Lebanon.","UNDP Live Lebanon in partnership with MTV (media channel) launched ""Ensa Joura"" Project in Collaboration with the Ministry of Public Works and Transportation and The National Council for Road Safety(NCRS) in Lebanon.
MTV: A full media campaign was done. More than 86 news reports, videos for the campaign and the application was used for the project
Ministry of Public Works and Transportation and NCRS: Facilitate our access to road and managing traffic during process","Citizens using the application were engaged in the project by pinpointing potholes that needed fixing. All Lebanese citizens were effected by this project since potholes is a major problem facing our roads.
The government is now using the technology that was introduced.
Municipalities also started adopting the new technology being efficient, easy and reliable","Ensa Joura project was a breakthrough introducing a new technology that was used for the first time in Lebanon. The government now uses this technology which is considered easier and more efficient than the traditional way it used to work.
Citizens are more involved in the solution that was implemented for a problem that all Lebanese people face on the roads every day.
Our initiative is now more interested in finding more innovative ways to solve problems facing Lebanon.
The project won the WARC award for MENA strategy which is a world media award for the media coverage of ""Ensa Joura"", the application, citizen engagement and the videos and news reports that were created throughout the campaign.
Although we don't have accurate data but the campaign helped reduce the number of accidents.","The challenges that we faced in this project were with the locations of some of the works to be done. Sometimes, the potholes that are pinned are on main roads or very congested areas. To avoid traffic in congested areas and to ensure safety of workers and drivers, we had police escorting the team.","Support from the government, citizens and contributors were all success factors to the project.","As mentioned before, this technology has been adopted by the government and the municipalities.","This project helped us realize that Innovative solutions for problems facing a developing country like Lebanon are very important and relatively easy when the right entities work together.
Citizens, NGOs, public entities, local authorities and private sector are more interested in being involved in innovative projects since its impact is visible and reaches out to the biggest number of people and lives.
Always engage citizens in these types of projects, giving them the chance to feel they are part of the change.","Velocity is now being used in many countries in the region.",,"a:1:{i:0;s:4:""5653"";}",https://www.youtube.com/watch?v=CijivlZ63UM,https://www.instagram.com/p/BTTpNkAB8q4/,https://www.mtv.com.lb/news/articles/651946/بلّغ_صحّ_و_انسى_جورة!
5619,"Emergency and Primary Services for People with Disabilities",https://oecd-opsi.org/innovations/emergency-and-primary-services-for-people-with-disabilities/,,"ServiceLab, Public Service Development Agency of the Ministry of Justice of Georgia ",Georgia,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","Emergency and Primary Services for People with Disabilities ",http://servicelab.sda.gov.ge/en/reforms/co-designing-112-emergency-services-for-people-with-disabilities/,2015,"This project presents the new approach in service delivery, through which we enabled deaf and hard of hearing persons to have an access to the most essential services, such as emergency call and civil registry services. Tireless engagement of deaf community in service design resulted in elaboration of user centered and People with Disabilities-tailored services, enabling beneficiaries to contact emergency services using a text-based or a video calling system and squire necessary civil documents online via video call.","Georgia has achieved significant results in service delivery through its one-stop-shops and electronic systems, However the equal access to the public service for People with Disabilities remained a challenge. Thus, the Georgian government has prioritized the increased accessibility to the services for People with Disabilities, which is an ongoing process, involving different stakeholders including Deaf and hard of Hearing Union, as well as the Union for Blind and Visually Impaired and people with mobility problems.
The process started with the most important service - 112 Emergency Services. Before the elaboration of the service, deaf and hard of hearing persons were not able to call an emergency number independently, in case of emergency they had to ask neighbor or a friend who knows sign language to call for 112 services instead of them, which caused problems and delay in time for emergency services. Moreover, to solve this issue Deaf and Hard of Hearing Union was requesting an expensive device from 112 Agency, enabling the Deaf to call for emergency by simply pressing the button. However, due to budgetary constraints 112 Emergency Services was not able to provide such devices. Therefore, the UNDP Georgia and ServiceLab engaged in the process with the initiative from 112 Emergency services to tailor the emergency services for deaf and hard of hearing persons.
The adapted services and its delivery options have been designed with a full engagement of people with disabilities, Using the Design Thinking Methodology the user experiences and expectations were outlined the first prototype elaborated. Surprisingly, through the process it became clear, that the Deaf and Hard of Hearing persons, use video calls to communicate with each other or another option for those without smartphone was the text messages. This enabled us to start negotiations with the Deaf and Hard of Hearing Union on using the video call and the text messages as a means for communication with 112 emergency services. Which turned out to be a very acceptable for to receive the emergency, as well as to provide it from the government perspective. Thus, the video-calling option with a sign language operator receiving the calls and text-based option, whereby the person in need can text 112 services about the emergency and the kind of help needed was introduced.
Furthermore, the process was continued by introducing the online services for the deaf and hard to hearing persons by the Public Service Development Agency, which is also responsible for the civil registry and affiliated services, such as birth certificates, passports, ID cards and etc. Even though the PSDA operated many service delivery centers across the country, the accessibility for hard of hearing persons remained problematic, as the front line operators did not know the sign language People with Disabilities had to bring an interpreter with them, which most of the times was related to the extra expenses to be able to access the services. So, though incorporation of the video call possibility with a sign language operator on the other side provided an opportunity for the deaf and hard of hearing to access the primary public services online.
The goal of the above-mentioned innovation is to ensure that every person with hearing loss has access to the modern telecommunication tools necessary for them to receive services and have full access to the public good offered by the government.
The primary beneficiaries of the project are deaf and hard of hearing persons. It should be mentioned that these people – as a target group, are not only the end user of the product produced in the framework of the project, but their tireless and full of motivation engagement is also noteworthy in the whole phase of the project. During the held workshops, several innovative methodologies have been introduced, including Design Thinking which is frequently used and a proven approach by the ServiceLab and which ensures the equal engagement and participation of the interested parties.
By partnering with the beneficiaries, in this case with the members of the deaf and hard of hearing community, the representatives of the 112 Services, the ServiceLab and UNDP had an opportunity to solve problems in the most efficient way, resulting in highly user-friendly services.
In terms of international recognition, it is noteworthy, that the emergency service for People with Disabilities gained the award for Outstanding Emergency Services Innovation by the European Emergency Number Association in 2016.
Moreover, the ServiceLab transformed into the platform for service development for People with Disabilities and continues to tailor services for people with different impairments. including the adaptation of the PSDA and the Community Centers operating under the PSDA web sites for blind and visually impaired (www.voice.sda.gov.ge; www.voice.center.gov.ge).
the above mentioned, demonstrated that the user engagement in service design and delivery is a crucial component for the implementation of the successful services.","a:6:{i:0;s:3:""618"";i:1;s:3:""617"";i:2;s:3:""302"";i:3;s:3:""257"";i:4;s:3:""612"";i:5;s:3:""615"";}","The service itself is a demonstration of the effectiveness in delivering public services for People with Disabilities, taking into consideration the low-cost, high-impact approach, with a simple solution approved by the users themselves. Furthermore, the service enables the government to offer emergency and civil registry services to the deaf and hard of hearing persons and fulfill the primary function of the government to serve people without excluding anyone.
The innovation of the project also lies in the service development process, with its user-centered approach and engagement with an end users in the service design and delivery process. Previously, public services were designed and delivered the way the government officials or civil servants perceived it, which result in increased dissatisfaction and low level of accessibility to the services. User engagement and service design together with the users is a new step forward for the Georgian government towards the communication with end users and open government.","a:1:{i:0;s:9:""diffusing"";}","Both the emergency services and the civil services for People with Disabilities were introduced in 2015 and the processes were fully implemented in the daily process of service delivery for 112 Agency and the PSDA. Since then, to ensure the quality maintenance of the services the random checks are being conducted.
Moreover, the above mentioned projects motivated the ServiceLab to adapt the web sites of the PSDA and the Community Centers (operating under the PSDA) to the needs of Blind and visually impaired. In 2017 with an engagement of Beneficiaries the web sites were adapted websites were introduced, to provide information to visually impaired on civil registry services.
Currently, ServiceLab is developing and concept for the project targeting the 66 territorial offices and 56 community centers across Georgia. As a result deaf, hard of hearing, blind, visually impaired and people with mobility problems will have full access to the front line physical service providers.","Overall, ServiceLab involved all necessary stakeholders in the service design process. particularly for the above mentioned service design following organization were involved. UNDP Georgia provided the support of the project initiated by the 112 Agency, as well as the service related to the civil registry. ServiceLab of the Public Service Development Agency had a role of facilitator, serving as a platform for engagement of service providers and service users (Deaf Union and Union for Blind).","The main beneficiaries of the project and its product are people with disabilities, particularly the ones who are hearing impaired. The Union of the Deaf of Georgia and their representatives appeared to be the collaborators and the beneficiaries at the same time within the frames of this project, as it would be hard develop services without their engagement in each step of its designing process.","As the tangible numbers are the best thing to demonstrate the results and effectiveness of the any goal, basing on the data provided by the “112”, we are able to conclude the results in the following way:
There are 380 registered hearing impaired persons in the database of the 112 emergency services (the pre-registration in required for text messaging service, in order to identify the phone number as a number of deaf person), There were 107 cases of using the video-call option and 99 cases of using SMS text option registered since 2015.
As for the civil registry services, since 2015, 32 citizens requested different services, some of them were video calling from abroad.
In addition to many other values of the service, one of the most important thing is the ability of its transfer-ability, which can be used as one of the main measure of the project’s effectiveness. This can also be the demonstration of its sustainability and further development.","As it is expected, we were not exempt from challenges. One of the challenges during development of 112 services was a communication problem due to its specificity. As it appears the text messaging for the deaf was conducted in a different manner, than regular Georgian language, particularly the grammar and wording of the sentences are simplified and most of the times the tenses are not used among deaf community. For example even asking a question about location sounds different (operator should not ask, ""could you please tell us your location?"" Rather, they should just ask, “where?”). In response to this challenge, through a tireless and active engagement of hearing impaired persons during the whole project operators became able to customize the manner of text messaging with deaf users, to be able to respond to their needs.
Overall, the process and implementation went well. however, many still are not aware of the services, even though we organized the meetings in different communities across Georgia.","From our point of view, the main reason of the success of a project is the full engagement of a product’s “end-users” from the very beginning of a service design, which led us to synchronize every concern or a remark automatically and take into consideration on each stage of the process - which itself is a merit of using an innovative methodology.
In terms of material conditions causing the success of the project, is an infrastructure not different from a standard infrastructure determined for typical service delivery. The space has been allocated and the working area of the stuff was equipped with an appropriate computer technique. A cost-effective approach was considered from the beginning of the idea and this, in fact, allowed us to avoid usage of the expensive devices and equipment for the staging the service. As to human resources, it was truly responsible and necessary issue due to the need of attracting people with specific knowledge and experience, able to use a sign language.","The approach and the service design enables any organization to replicate the approach, as it is very cost efficient, does not require high tech solutions and is easy to adapt to. Good demonstration of this is the implementation of video calls for Deaf within the PSDA, as the project followed the implementation of 112 services for the 112 Agency.
The services were modified to the People with Disabilities with the help of sign language interpreters. This was all largely determined by ServiceLab’s active engagement and facilitation during the 112 emergency services project. This project also had the purpose of capacity building as a result of what replication of the innovation happened.
Moreover, due to the replicability of the project, other government organizations such as Public Service Hall and the Service Agency of the Ministry of Internal Affairs are interested in replication of the services.","From the very beginning of the project the goal was to create and provide an adapted service for People with Disabilities in such a way that these services to be fully tailored to their own needs and allow them to receive the adequate and high-quality service. It should be noted that this only became possible through beneficiaries’ active involvement and great motivation. Consequently, we believe that in order to create an effective product, it should be generated from directly those people, to whom this service is determined for.
Basing on our achievements, it is clear that project’s results are quite efficient and successful. The main indicator to measure its effectiveness is that it was replicated by other entities and new adapted services have been introduced. The effect of “spill-over” has materialized.","Overall, the above mentioned project transformed ServiceLab into the platform for service development across the Georgian government. With a new mandate, ServiceLab supports the ongoing Public Administration Reform, elaborating the unified service delivery policy, where the user engagement and customer oriented service design lies as a basis of the policy. Thus the process grew from the sandbox to implemented policy - from the first, initial project with ""112 Emergency Services"" to replication and incorporation within the service design and delivery policy to be approved by the government by the end of 2018.","a:7:{i:0;s:4:""5646"";i:1;s:4:""5647"";i:2;s:4:""5648"";i:3;s:4:""5649"";i:4;s:4:""5650"";i:5;s:4:""5688"";i:6;s:4:""5689"";}","a:1:{i:0;s:4:""5693"";}",https://www.youtube.com/watch?v=fiAk_R8gcjI,https://www.youtube.com/watch?v=ZzfQdmJsDwE,https://www.youtube.com/watch?v=6jmEv73Kkco&list=PLAuBrNEvppxGIEhb1bRE5o441W3cigeqw&index=4
5624,"Global Digital Marketplace",https://oecd-opsi.org/innovations/global-digital-marketplace/,,"Government Digital Service (GDS), Cabinet Office","United Kingdom",central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Global Digital Marketplace",,2018,"Globally, public procurement is in desperate need of reform and must embrace the tools, techniques and culture of the digital age. It’s a government’s top corruption risk as it’s where money and discretion collide.
The UK has begun to address this; GDS is leading the Global Digital Marketplace project, which is embedding user-centred, design-led, data-driven and open approaches across digital, data and technology planning, procurement, contracting and service delivery.","The UK Digital Marketplace was launched in 2014 not only to help make it simpler, clearer, faster and more cost efficient for government to buy technology, but also in response to the UK Government’s relationship with the technology market.
Government technology was described as an ""oligopoly"" by Parliament; according to the National Audit Office report 'Information and Communications Technology in Government: Landscape Review’, in 2009 fewer than twenty companies retained 80% of the UK’s £16 billion of annual IT spending.
GDS has helped the UK digital, data and technology (DDaT) sector to evolve from a highly concentrated, uncompetitive market in 2009 to a highly diversified, competitive market; as of 1 October 2018 almost 5,100 suppliers are available to the UK public sector through the Digital Marketplace, over 92% of which are small and medium-sized enterprises (SMEs).
Since its launch, the Digital Marketplace has seen over £4.3 billion worth of business pass through it, with just under half of that going to SMEs. It’s accelerated the growth of many hundreds of businesses distributed across the UK.
The Digital Marketplace offers an opportunity to support growth of the UK digital sectors, particularly for start-ups and scale-ups; a contract from government can transform a small business, giving it credibility, income and the crucial first customer.
Given the success of the Digital Marketplace, the UK seeks to use its expertise to support other governments. The UK’s Global Digital Marketplace is a partnership between GDS and the Foreign and Commonwealth Office (FCO) that aims to help international governments make their procurement more transparent to prevent corruption and to boost their DDaT sectors. Its delivery model includes working in partnership with international and domestic DDaT service providers and educational institutions in host countries. GDS plans to introduce new learning and development curricula that are consistent with the skills in demand from the private, public and voluntary, community and social enterprise (VCSE) sectors, lowering the barriers to multilateral DDaT trade and talent flow.
The Global Digital Marketplace is a commitment to Priority 4 ‘Reduce corruption in public procurement and grants’ of the UK Anti-Corruption Strategy 2017 to 2022. GDS will use UK Government expertise to support the digital transformation of government procurement services in 4 countries, drawing on its experience of establishing the Digital Marketplace.
The Global Digital Marketplace project interventions include:
1. Assuring plans before money is spent - planning, business case development and spend controls, including associated codes of practice [https://www.gov.uk/government/publications/technology-code-of-practice/technology-code-of-practice]
2. Designing procurements and contracts - the Digital Marketplace [https://www.digitalmarketplace.service.gov.uk/] commercial routes to market, and associated procurement and contracting reforms
3. Assuring service delivery - contract award, managing service delivery and supplier relationships through DDaT service assessments, associated standards to assure delivery [https://www.gov.uk/service-manual/service-standard] and ways of working with suppliers [https://www.gov.uk/government/consultations/supplier-standard-for-digital-and-technology-service-providers/supplier-standard-for-digital-and-technology-service-providers]
4. Embedding the Open Contracting Data Standard (OCDS) - throughout all 3 delivery stages outlined above, to support the progressive public disclosure of information relating to forward-look plans, procurements, contracts awarded and service delivery. Now an adopted UK Government standard [https://www.gov.uk/government/publications/open-standards-for-government/open-contracting-data-standard-profile], OCDS information will be human-readable and machine-readable (all 5 stages of the OCDS map directly to the 3 delivery phases of the Global Digital Marketplace)
5. Building capability and capacity - developing new professions within government such as the DDaT profession and its associated capability framework [https://www.gov.uk/government/collections/digital-data-and-technology-profession-capability-framework], building institutional capacities in the civil service and private sector through targeted learning and development modules covering the above areas, with training delivered through an academy model [https://www.gov.uk/government/groups/gds-academy], focusing on integrity, procurement reform, digital service delivery and government transformation
Throughout 2018 GDS has visited a variety of countries in Latin America, Southern Africa and South East Asia, to conduct feasibility studies. Building on these engagements, GDS and the FCO will establish who to work with over the next three years, to tackle corruption through sustainable procurement reforms and digital transformation, at national and sub-national government levels.","a:14:{i:0;s:3:""143"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""196"";i:4;s:3:""610"";i:5;s:3:""217"";i:6;s:3:""612"";i:7;s:3:""316"";i:8;s:3:""317"";i:9;s:3:""617"";i:10;s:3:""320"";i:11;s:3:""156"";i:12;s:3:""876"";i:13;s:3:""213"";}","The Global Digital Marketplace innovation uses open approaches in their broadest sense (data, civil society engagement, budgeting and planning, commissioning, delivery assurance, etc) throughout the end-to-end lifecycle of government ICT delivery. It connects the reformers and social entrepreneurs who are passionate about delivering better public services and fighting corruption, using open approaches as enablers.
In doing this, the Global Digital Marketplace helps people to see how their actions (or inactions) directly impact the ability of others to make their contributions to meeting users’ needs in value chains and more broadly to systemic change.
Complex government structures and silos create friction and inertia to change. People need to rise above these constructs, seeking out the like-minded, mobilised around small yet collectively purposeful, practical and impactful actions, united by common principles. This is the Global Digital Marketplace model.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";}","Identifying or Discovering Problems or Opportunities: GDS has completed feasibility studies with 6 countries, using a standard diagnostic framework to establish common, as well as country-specific, problems and opportunities. Consistent stakeholder groups were engaged, including government officials responsible for ICT, procurement, planning, DDaT supply chain, chambers of commerce and civil society groups (e.g. open government advocacy groups, anti corruption campaign groups, etc).
Generating Ideas or Designing Solutions and Developing Proposals: From October 2018 to March 2019 GDS will run ‘discoveries’ in the 6 countries, drawing on GDS SMEs to cover their elements of the Global Digital Marketplace project. The discoveries will scope ‘alpha’ and ‘beta’ missions, delivered up to 2022 (the period covered by the UK Anti-Corruption Strategy). Lessons learned and further opportunities identified from the missions will be shared across the network of Global Digital Marketplace countries.","Government officials, civil society organisations and companies have been involved. Citizen engagement will be added during the ‘alpha’ missions. Co-design/co-delivery involving stakeholders at national and subnational government levels are key to the Global Digital Marketplace project.
Collaborators/partners have shared their views of what has/hasn’t worked and what they see as future opportunities. Having broad representation of perspectives is key to capturing the needs that must be met.","Government officials - reforming procurement; building integrity and transparency in end-to-end delivery, to increase competition and achieve better value for money
Civil society - co-designing/co-delivering improved public services, easier to engage with government to hold it to account
Companies - advocating/working through government standards, ways of of working that support integrity building, collaborative delivery & economic growth
Citizen engagement will be added during alpha missions.","The Global Digital Marketplace project is currently in its ‘discovery’ phase - ‘Innovation Status’ of ‘Identifying or Discovering Problems or Opportunities’, and ‘Generating Ideas / Designing Solutions’ and ‘Developing Proposals’. GDS has been able to observe results and impacts in terms of the positive engagement from stakeholders and potential collaborators.
GDS is developing its evaluation and monitoring approaches to support project governance, in line with the reporting needs of FCO (relating to the cross-government Prosperity Fund Global Anti-Corruption Programme) and Home Office (relating to the UK Anti-Corruption Strategy).
The results and impacts we expect in the future include: DDaT products and services delivered as part of transformation programmes at national/subnational government levels, free from corruption, evidenced using open data and civil society engagement throughout the end-to-end delivery lifecycle.","Identifying the right stakeholders and organisations to engage with in complex and often highly devolved government structures is a challenge.
As the Global Digital Marketplace project is currently in its ‘discovery’ phase, we’ve not yet entered into implementation and delivery to experience failures. The project team is taking an incremental and iterative approach to delivery; each phase builds on the findings, insights and lessons learned from the previous stage.
This aligns with the UK Government Design Principle #5: The best way to build good services is to start small and iterate wildly. Release minimum viable products early, test them with actual users, move from alpha to beta to live adding features, deleting things that don’t work and making refinements based on feedback. Iteration reduces risk. It makes big failures unlikely and turns small failures into lessons. If a prototype isn’t working, don’t be afraid to scrap it and start again.”","As previously stated, in complex government structures where silos create friction and inertia to change, people need to rise above these constructs, seek out the like-minded, and mobilise around small yet purposeful, practical and impactful actions, united by common principles.
Policies, procedures, rules, regulations and processes can change but if the people aren’t bought in and motivated to make a difference, the smallest amount of non support can introduce friction and inertia like a virus, contaminating the very system that needs reform.
Behavioural change and cultural change, championed from the very top of the organisation and institution (political and official levels), are absolutely central to this.
Innovation needs room in its broadest sense to flourish; experimentation, reimagining failure, prototyping, etc. The people involved need this room to challenge the status quo, to try things never considered possible before and to learn when things don’t turn out as expected.","Some elements of the Global Digital Marketplace project have been or are being individually replicated to varying degrees by other governments. For example, the Australian Digital Transformation Agency (DTA) has replicated the UK’s Digital Service Standard and associated service assessment process, as well as the Digital Marketplace.
As all elements of the Global Digital Marketplace project are open source and/or based on open standards, scaling and replicating is relatively straightforward.
Closer to home in the UK, the Digital Service Standard has also been replicated for use by the local government sector [https://localgov.digital/service-standard].
More recently, the Local Digital Declaration was launched [https://gds.blog.gov.uk/2018/07/04/launching-the-local-digital-declaration/] to show what good digital transformation looks like, It contains 5 principles that describe what organisations can do to achieve this.","The primary users of the Digital Marketplace are public sector buyers (the DDaT delivery teams working on transformation programmes and projects) and supply partners (of DDaT products and services).
Since the inception of the Digital Marketplace, GDS has been conducting research with these users at least every two weeks, to design and deliver new features within the end-to-end DDaT commissioning process.
Secondary users with whom we’ve been conducting research include procurement, commercial and legal practitioners within the public sector, as well as their supply partner counterparts. This is important because supporting functions such as these, which play a vital part in managing public sector demand and supply, also have needs that often get overlooked.
Recognising the broad cross-section of people who are involved in the end-to-end lifecycle of DDaT delivery, and the diversity of their needs, is paramount to bring about systemic change.
Changing culture and behaviours in the public sector takes time and it’s an organic process. The mindsets of individuals will either help or hinder this change, so building a ‘coalition of the willing’ by seeking out the like-minded (those who are mobilised around small yet collectively purposeful, practical and impactful actions, united by common principles) is key to overcoming the complexities of government and inertia to change.
Building trust through successful delivery that meets users’ needs helps to shift the mindset of individuals. Trust is vital for the adoption of new ideas, and openness and transparency are vital for trust to develop.
Tackling corruption through public procurement reform is fundamental to building civil society’s trust in national and subnational governments.
Everything stated under the ‘Conditions for Success’ section applies here.",,,,,,
5642,"Positive Deviance Pilot: strategies for enhancing women’s public participation in Pakistan’s Federally Administered Tribal Areas (FATA)",https://oecd-opsi.org/innovations/positive-deviance-pilot-strategies-for-enhancing-womens-public-participation-in-pakistans-federally-administered-tribal-areas-fata/,,"United Nations Development Programme (UNDP)",Pakistan,other,"a:1:{i:0;s:25:""International Development"";}","Positive Deviance Pilot: strategies for enhancing women’s public participation in Pakistan’s Federally Administered Tribal Areas (FATA)",http://www.pk.undp.org/content/pakistan/en/home/blog1/2018/1/15/Necessity-is-the-mother-of-invention-tradition-women-in-public-life-and-the-space-for-innovation-.html,2017,"UNDP wanted to understand what strategies women outliers or “positive deviants” in remote and deeply conservative areas which have minimal technology coverage, used to successfully join the workforce, become educated and serve their communities. Positive deviance is an experiential problem-solving approach that identifies locally designed solutions and ensures narratives of the outliers are understood before designing a programme; this is critical for designing behavioural change interventions.","Pakistan’s Federally Administered Tribal Areas (FATA) is a remote mountainous region in western Pakistan, bordering Afghanistan. Due to decades of conflict and weak governance structures, poverty is pervasive and private and public infrastructure and livelihood opportunities have been limited in the area. In FATA, the prevailing cultural system attaches great importance to the concept of male honour, signifying independence, self-respect, being a provider, and protecting female family members. This attitude results in very few women in FATA being allowed to engage in employed work or public life and discourse outside the home. In the tribal areas, transgressors of the cultural norms are taunted by the rest of the community members. As such, women rarely engage in paid employment outside the home, or even public life and discourse. UNDP Pakistan projects have struggled to find ways to include women in FATA due to these constraints. We realised we did not truly know the women of FATA. Consequently, to design a better targeted and locally relevant programme we decided to first gain an understanding of the FATA women and their needs by investigating the restrictions on women’s engagement in public. We knew that there were women from and in FATA working in public spaces such as hospitals and schools. Therefore, our hypothesis was: if we could understand these few women outliers’ strategies to overcome resistance of their families and communities, we could design a more effective and sustainable women empowerment programme using locally accepted behaviour change strategies. This approach also provides an insight on issues women face that could be easily missed during traditional project design stages. This innovation not only aims to benefit the women and their communities but also UNDP in finding more inclusive and impactful ways of designing programming for the very hard-to-reach marginalised groups.
With the financial and technical support of the UNDP Global Innovation Facility, we used Positive Deviance (PD) because it combines an ethnographic approach with rapid prototyping. PD has only been used in Pakistan for newborn care by Save the Children. From Save the Children’s example, we felt that PD could be a suitable method to understand sensitive and complex issues through a solution that is participatory. PD is an experiential problem-solving approach based on the premise that in every community there are a few individuals whose uncommon but successful behaviors and strategies enable them to find better solutions to overcoming challenges than their peers, while having access to the same resources. The approach is participatory as it is entirely led by communities identifying indigenous strategies. UNDP entered the communities with a “learning hat”; as listeners; making no assumptions. The identification of “positive outliers” was entirely community-driven. Through interviews and community discussions, we were able to identify how women in tribal areas overcame constraints through the communities perspectives as well as the women themselves. The process of walking in with no assumptions is entirely contradictory to traditional programme design stages but one that we found should be a critical step when it comes to trying to address complex and sensitive development contexts.
The PD methodology itself was a new approach for the Pakistan Country Office. The approach is quick and cost effective – we invested USD 30,000 over 9 months. Further benefits of this approach were: i) inclusive and community-led method that is effective in its targeting; ii) draws a deep insight into the lives and needs of marginalised individuals – in this case women – on sensitive issues iii) capitalizing on solutions that already exist; making the approach more sustainable because of it minimizes resistance as examples are extracted from their community.
The PD pilot has given us a solid evidence base from which we hope to further test and scale-up interventions in support of women’s engagement in public life in the future. UNDP Pakistan is looking to strengthen women’s access to livelihoods and income generating opportunities in the tribal areas, as well as their role in governance and public discourse. These findings offer a platform for considering the design of more comprehensive interventions. As next steps, UNDP would like to scale up a small number of the identified key strategies into more comprehensive interventions, potentially in partnership with other UN Agencies. UNDP is also looking to see how PD approaches for women empowerment could be used in other parts of the country for other portfolios to complement project design.","a:3:{i:0;s:3:""156"";i:1;s:3:""211"";i:2;s:3:""610"";}","As far as we are aware from our desk review, UNDP Pakistan is the first organisation to use PD to understand how to develop a women’s empowerment initiative – additionally, the tribal areas are the most difficult region in Pakistan for working on women’s empowerment. Therefore, PD is novel as an approach to women’s empowerment, to working in the tribal areas, and for the country office.
Traditional project design methods are top-down and prescriptive instead of disruptive. Traditional survey methodologies were simply not providing us with the necessary information on the lives of women in FATA. PD is less time consuming; cost-effective; offers ethnographic insights on sensitive issues; is locally led and participatory and therefore has the ability to foster more ‘trusted’ and sustainable solutions.","a:1:{i:0;s:9:""diffusing"";}","The final report of the positive deviance pilot is being edited to prepare a more concise, strategic, and focused document that looks at lessons learned and potential next steps. An infographic has been prepared as well and UNDP Pakistan’s innovation portfolio is now meeting with various projects and programmes to share strategic findings from the pilot and consider ways in which these could be scaled-up as more comprehensive project interventions. Further, innovations is also looking to use PD as complimentary approach to designing strategies for remote, conservative and extremely marginalized groups.
Further, the findings have been shared with partner UN Agencies working on issues of women’s empowerment to consider joint initiatives based on the pilot findings. The ambition is to iterate a small number of the key strategies identified as being used by the positive outliers to determine whether they can be successfully replicated in similar contexts.","Pakistan’s tribal areas suffer from being both remote and unstable – as such, it is a difficult area for UNDP to access. This resulted in the need for the pilot project to be implemented on the ground through a local partner – in this case an NGO that had strong experience working on the ground in the tribal areas and had well-established relationships with communities there.","Citizens: in this case, women and men in the community are the direct beneficiaries. In our project we could not test out the strategies but we foresee that the PD approach would lead to behaviour change within the communities.
Development practitioners: The findings offer insights on new way of gathering data and new insight on women empowerment programmes for development practitioners.","The key result of the positive deviance pilot was to generate behavioural insights and deeper information sets on psychometrics which provided us with a strong evidence-base. We now hope to move to further rounds of iteration and later scaling-up of tested and proven strategies which would allow for more comprehensive measurement of results.
From the approaches implemented by positive outliers, the key strategies we would wish to implement and further test are:
1. Establishing a network of employed women who can serve as role models
2. Demonstrating women are able to work and maintain honour
3. Creating channels of connection with employment spaces friendly to women
4. Using influential male members of the family to advocate on women’s behalf
5. Facilitating women’s employment in public service roles that earn community respect","Unable to access the tribal areas, UNDP needed to work through an established local implementing partner. While the partner gave us access, positive deviance was an approach not previously used by the UNDP Pakistan office or the partner. Maintaining the focus on testing this new approach, and ensuring the partner did not implement a traditional top-down community sensitization scheme was challenging.
Despite constant engagement, the final round of our pilot which would have been iteration (i.e. applying the strategies identified as being used by positive outliers in similar communities) was not fully completed. The partner focused on facilitating sessions with similar communities where the strategies were shared, but a rigorous iteration phase was not implemented. As such, this remains a next step in the process that we still wish to implement, in order to be able to more concretely determine results and scalability.","UNDP provided a safe space to fail – in traditional development projects, there is not often the space to fail and in order to encourage testing, learning, adaptation and growth, this is critical.
Constant communication and reflection on the innovative initiative as it is implemented is also crucial to ensure learning and course correction as necessary. We need to constantly reflect on what we are trying to achieve, and to ensure that all colleagues and any partners remain informed and on board.
Human resources seemed to be more important than financial resources – testing an innovative approach required time and focus to ensure we did not slip back into “old habits” of doing what we already knew how to do.
Last but not least – motivation, curiosity and a willingness to learn by those involved in the innovative approach. You need the right energy in your team.","To date, the innovation has not yet been replicated but the office has every intention to do so. As a starting point, we would like to complete rapid prototyping by testing the identified positive outlier strategies in the relevant UNDP projects (likely in early 2019). Thereafter, we will have a more concrete results base from which to scale-up to more comprehensive development interventions.
The PD approach has received significant interest in the office as a way of gathering insights on hidden behaviours that we are often not able to see. Many of the projects implemented by UNDP Pakistan focus on behaviour change – be it in relation to electoral processes, addressing environmental issues, or regarding individual income generating behaviours. As such, our experience to date is being shared with other projects with a view to replicating.","Atypical successful individuals (or groups) can give us insights into what could be possible for typical groups with additional guidance – therefore, positive deviance is an approach for identifying and observing these outliers. It is a methodology that values collective intelligence; the belief that intelligence is not dispersed from the leadership down but is instead distributed throughout the entire community. This concept is something that is often overlooked by development practitioners – getting a broader insight into the behaviours and psychometric characteristics of those people you are looking to engage with is extremely important. It will help us to improve our understanding of currently underserved groups, finding nuances and differences between people that may not be clear from their wider contexts alone.
To uncover hidden behaviours, it is necessary to build trust and do “respectful digging”. As such, if you are implementing PD directly or through a partner taking the time to build trust with those you are studying is critical.
There are various stages to completing a successful positive deviance initiative and it is important to dedicate adequate time and resources to each. The initial work of identifying positive outliers and studying their behaviours can be done relatively quickly. However, for us it was the iteration round that proved challenging; this requires additional resources, monitoring and a significant amount of time to see whether the behaviours can be adopted and applied by other individuals or communities. We were unable to complete it during our initial round but we through sharing our findings with other projects, we plan to test some of these strategies in iteration rounds over the coming year.
Finally, from experience we would recommend that the PD process is included at the project design stages as a compliment to baselines/part of agile development methodologies and for sensitive issues and hard to reach groups.",,"a:1:{i:0;s:4:""5683"";}",,,,
5654,"Partnering with EMC Dell to Infuse Big Data Analysis into the Ministry of Public Administration of Republic of Slovenia",https://oecd-opsi.org/innovations/partnering-with-emc-dell-to-infuse-big-data-analysis-into-the-ministry-of-public-administration-of-republic-of-slovenia/,,"Ministry of Public Administration of Republic of Slovenia ",Slovenia,central,"a:1:{i:0;s:12:""public_admin"";}","Partnering with EMC Dell to Infuse Big Data Analysis into the Ministry of Public Administration of Republic of Slovenia ",http://www.mju.gov.si/en/media_room/news/article/12447/8631/,2017,"The pilot project “Big Data Analysis for HR efficiency improvement” has been established as part of the strategy supporting data-driven public administration in Slovenia. It ran within the Ministry of Public Administration in collaboration with the company EMC Dell to learn how big data tool could improve the efficiency of HR data.","The pilot project has been established two common objectives: to increase the efficiency of public administration and to create a favourable environment for economic development. It was executed in collaboration with international company EMC Dell which in 2015 signed a letter of intent for cooperation with Ministry of Public Administration (MPA) of the Government of Republic Slovenia.
The Big Data pilot project launched in April 2016, with the objective to learn what a big data tool installed on the Governmental State Cloud Infrastructure could enable in terms of the research of HR data in the Ministry of Public Administration to improve our efficiency, develop organisational capacity, improve effectiveness and efficiency and staff satisfaction.
The project started with several introductory workshops aiming to select adequate data resources for further analysis as follows: data on employee’s time management (Codeks), ISPAP – salaries data, HR data and finance data (MFERAC) and data on public procurement. Since some databases contained personal data, the Ministry of Public Administration contacted the Slovenian Informational Commissioner. Analysis was performed within MPA premises on MPA IT infrastructure under strict security rules. Masking and anonymization of personal data was conducted to disable any possible identification on individual level. Furthermore, several interviews with data owners were conducted to clarify the content and to get interpretation of intermediate results. Additional external data sources -open data were added, such as historical weather data and geographical distinct. During prioritization process, three business initiatives (out of 40) were selected for further exploring. They were about HR management, real estate management and public procurement. One of them was the development of Employee Profiles. The employee’s profiles were segmented into relevant groups (clusters) based on multiple internal datasets containing employee job grade or specific role. HR features associated with high performance and low performance employees were analysed. Based on over 250 employee’s characteristics, five different groups (clusters) were designed containing different average performance scores. Also, open data - external data sources such as weather and geographic distances were included to provide additional insights on the behaviours of employees.
One of the fruits of this pilot project was that we learned that combining different data sources can enrich information and give us new value and new perspective. Using big data tools, we found new characteristics in our databases. Second learning point was that we should collect more data related to performance management systematically to enable more accurate analysis in this field in the future. Third learning point was that big data tools could enable us performing predictions for better planning process. Another learning point was related to personal data security where we gained knowledge how to handle personal databases in sense of data protection according to GDPR. The main lesson learned was about importance of establishing trust, firstly among IT experts and data sources owners which had to learn to listen each other and to understand each other’s needs. Secondly it was of utmost importance that our data source owners realized that they are the only one who can properly interpret their data and gained results since they have the most valuable knowledge on it.","a:5:{i:0;s:3:""147"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""211"";}","Since some databases contained personal data, we had to consider GDPR and to design Impact assessment of privacy for Informational Commissioner to get approval for launching the project. In second step we had to mask and anonymise personal data properly. This was a challenge and it was done under strict security conditions with external partner in a close involvement of the employees - owners of data sources. Big challenge was the adequate interpretation and validation of mid-results and close collaboration of all involved parties: data owners, technicians (i.e., data scientists) and IT experts. Data owners were crucial part of the pilot working close with data scientists; this was challenge, but also a success factor of the project.
This pilot project confirmed that using big data tools could provide an effective and solid basis for predicting process, planning policies and decision-making process on all managerial levels in public administration based on existing internal data sources combined with open data. Gained experiences showed that big data analytics could help to improve the efficiency of the Ministry of Public Administration as basis for decision making by using different statistical and quantitative analysis.","a:1:{i:0;s:9:""diffusing"";}","Based on results and lessons learned from big data pilot, MPA realised that we should strengthen awareness on digital knowledge and to develop digital skills. Therefore, the first conference on Big Data Tools was performed in spring 2017 and since autumn 2017 also, new training program has been running by Ministry of Public Administration Administrative Academy in collaboration with experts University of Ljubljana and University of Maribor. The training program consists from different modules adopted for different focus groups such as managers, analysis and IT experts with different levels of complexity and as follows:
- Data science for beginners,
- Business Intelligence,
- Introduction to text mining,
- From questionnaires to content for decision-making,
- Protection of personal data and open data.
The public employees are very interested in the program, in six months (until now) our Administration Academy has performed over 15 workshops and over 150 participants have been trained in the field of data analytics.","In the Ministry of Public Administration, the project group consisted of 23 people - governmental officials were involved deriving from different parts of MPA: Secretariat, HR services, Financial services, Directorate for Public Sector, Public Procurement Directorate and IT Directorate. There were different profiles of the people on different levels collaborating in the project, both managers and professionals. From EMC Dell 5 experts participated.","Both parties in the project – MPA and EMC Dell participated in a project on their own expenses. From EMC Dell 5 experts participated. The EMC provided their knowledge on data science, MPA provided data, knowledge about data interpretation and both parties had win-win situation which enabled learning and gaining experiences. For MPA experiences with emerging technology and its benefits, for EMC Dell experience to work with governmental administration in the field of governmental HR, real estate management and public procurement.","This partnership changed the way the Ministry approaches public governance, as we gained knowledge what tools big data could bring. We shifted towards using more complex, sophisticated tools as our modus operandi. This pilot confirmed using big data tools could provide benefits supporting prediction, planning and decision-making process. Based on gained experiences we decided to launch project for implementation of business intelligence and data warehouse to support data based decision making for repetitive reports. To raise awareness training program by MPA Administrative Academy in collaboration with experts University of Ljubljana and University of Maribor was launched. Beside we are developing big data infrastructure as a sand box to enable testing in this field. We believe personal data security in terms of GDPR is one of the fundamental rights. On the other hand, using big data tools brings other undefined issues related to personal data security. It seems to be a gap in-between which we believe will be resolved in the next few years in sense of development and support of usage emerging technologies in public administration where we deal with great amount of personal data.","Since we used emerging technology - big data tools, in the beginning of the project some of data sources were sceptic about the project. They meant that this should be done by informatics. By the time when they were strongly involved in the interpretation and validation of their own data, they changed their minds, they saw their crucial role and were very satisfied with the outcome of the project. Data owners were crucial part of the pilot working close with data scientists and interpreting gained results; this was challenge, but also a success factor of the project.","There are multiple conditions needed for success of such kind of project. Firstly, strong leadership and promotion of the main goal of the project from the highest level in organisation. Secondly, developing awareness and communication with employees is of outmost importance. Thirdly, close collaboration of all involved parties is very important. Our project group consisted from people from different departments of MPA such as: Directorate for Public Sector, Directorate for Informatics, HR, Finance, Law and Directorate for Public Procurement. On the other hand, 5 experts from EMC Dell covered also different roles such as data scientists, data presenter, interpreter etc.","Based on experiences of big data pilot we realized that using big data tools could be successful used for research and providing new ideas. On the other hand our public administration needs tools which enable support for repetitive tasks which are used for decision making. Therefore, we launched project for business intelligence and data warehouse which is planned to be horizontal service for all governmental agencies by 2023.
We continue to develop big data infrastructure as a sandbox for further testing activities on our governmental cloud. We share our knowledge and experiences within Slovenian governmental agencies and wider on several international events.
Furthermore, we will continue with training programme on data analytics within MPA Administrative Academy in collaboration with University of Ljubljana and Maribor.","Data security was very important part of this pilot project, especially from the point of view related to personal data and GDPR. We followed our national legislation in the field of personal data security and directions which we got from our Information Commissioner on anonymization and data masking.
In the phase of data preparation and processing is very important factor development of trust among employees: IT experts and “non-IT people” – internal users which have to understand each other, develop common language and learn to listen each other to be able to work together for the common goal. Therefore, also good communication, “speaking the same language” among employees within (and outside) the project is of outmost importance. We realized that close collaboration of all involved parties is very important for success of this kind of activities. Our project group consisted from people from different departments of MPA, people who usually do not work together, therefore establishing trust and open atmosphere among them was of crucial importance.
At beginning of the project some data source owners did not see their role in the project, they thought IT people should deal with the data without their participation. They were not aware of their knowledge of the content of the data which is an important part of this process. In later phases of the project when they were actively included in data preparation and interpretation they realized the benefits of this tools on one side and the value of their knowledge on the other side.",,,,,https://www.youtube.com/watch?v=psPrJrXPEyw,
5660,"Career Rising Program",https://oecd-opsi.org/innovations/career-rising-program/,,"Government of Nova Scotia",Canada,regional,"a:2:{i:0;s:10:""employment"";i:1;s:7:""housing"";}","Career Rising Program",,2017,"Department of Community Services has piloted Career Rising program which provides a continuum of employment-related supports that help break the cycle of inter-generational poverty. The program is designed to provide youth with comprehensive and sustained support that will lead to increased participation in academic and economic activities. Youth participants gain employability and leadership skills, build confidence, connect to community, engage academically, and help meet labor market needs.","Within the Department of Community Services, the Employment Support and Income Assistance (ESIA) Program is undergoing a Transformation to better meet the needs of Nova Scotia’s most vulnerable citizens. Part of this transformation is a shift to provide more comprehensive, coordinated and integrated preventative supports for youth at risk to break the cycle of inter-generational poverty and welfare dependency.
In general, there are many factors that impact a youth’s ability to attach to the labor market, such as a lack of work experience, age, a lack of high school completion, and limited knowledge of the labor market. Youth attached to Department of Community Services often face additional barriers to employment and self-sufficiency, such as a lack of familial support to engage in labor market attachment, stigma for being attached to Department of Community Services financial benefits, and a lack of positive role models in their life. Preventative interventions tailored to these barriers are required to provide youth at risk with the sustained supports they require to build a career path independent of ESIA.
The Career Rising Program was designed to provide youth with the wrap-around supportive services they needed to find success. It is delivered in partnership with the Nova Scotia Co-operative Council and targets sectors with high labor market needs, such as the agricultural, fisheries and natural resources.
There are four components to the program:
1. A two-week long skills development camp focused on building self-confidence, leadership skills, work readiness, financial literacy, and career exploration.
2. A paid work experience with a local employer within identified sectors.
3. Post-work experience support (resume development, ongoing part-time work and/or connection to community, development of a post-secondary plan)
4. A Post-Secondary Grant comprised of matched wages by ESIA (up to $1,200/year) and $500 from the Community Credit Union to support participants with future post-secondary costs.
The program focuses on addressing specific barriers that dependents of ESIA, or youth in care of the Minister may face. In addition to the typical barriers youth generally face, including limited work experience, age, a lack of high school completion, and limited knowledge of the job market, these youth may face additional barriers to employment and self-sufficiency, such as a lack of family support and stigma.
The Career Rising program aims to expose youth at risk to opportunities within their own communities to live, work, and earn a good living. It has also fostered social responsibility within the employer community, and with the work experience success of the participants, has helped overcome local stigma and lessened negative stereotypes of youth at risk.
Additionally, Department of Community Services has implemented a post-secondary grant component to the program. The grant is administered by the Nova Scotia Co-operative Council through the Community Credit Union, and matches earned wages up to $1,200 per youth per year of work towards post-secondary costs (about 25% of earned wages). The Community Credit Union (CCU) has committed to providing a one-time $500 contribution per youth to enhance the grant. Participants who return to the program each summer are eligible each year for the maximum grant contribution. For example, if a youth attends the program for three years and maximizes the provincial contribution, they would have $4,100, plus interest, available for their post-secondary studies. Like a Registered Education Savings Plan, the funds are only released to the youth upon proof of attendance at a student loan-approved post-secondary institution in or out of province (community college, private career college, or university).
The Career Rising post-secondary grant compliments existing post-secondary support programs offered by Community Services. The Educate to Work for Dependents of ESIA Clients Program provides funding support to dependents to attend Nova Scotia Co-operative Council core programming. Eligible youth in care have access to three post-secondary support programs.
1. The Educational Bursary Program covers the costs of tuition, books and related expenses, in addition to regular maintenance up to the age of 19.
2. The Secondary Educational Foundation Program provides support to youth exiting care at age 19 to complete high school in order to pursue post-secondary studies.
3. The Extension to the Educational Bursary Program supports former youth in care with their post-secondary studies, up to their 24th birthday.","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""335"";i:3;s:3:""619"";}","Concerning the Career Rising program:
1. It is not the typical interventions for youth which have a start and end date that often leave youth fearful and uncertain for what comes next.
2. It is fully committed to each participant all the way through to post-secondary.
3. It is focused on creating sustained impact; on top of immediate impact; in increasing youth’s academic engagement, active community participation and workplace or university readiness.
4. It involves four integrated yet staggered support components for youth; each appropriate for stages of engagement.
5. It involves community partnerships and promotes holistic relationship building to sustain its impacts
6. It breaks the cycle of inter-generational poverty and acts as a prevention method to systemic dependence
7. It addresses labor market needs with a supply of local human resources
8. It acts as a safe space that nurtures early connection between youth and local employers through mentorships","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Career Rising was piloted in summer 2017 and fully launched in summer 2018. Year 1 underwent an evaluation and identified best practices and areas of required improvement, resulting in the program launched this year. Year 2 is still in the implementation phase as we implement the post-secondary grant component and begin to track longer-term outcomes for participants. Additionally, the program has many opportunities for expansion and ESIA is in discussion with other government departments to support expansion into new sectors and to identify new funding avenues. ESIA is also working with our community partners to proactively identify new program participants for summer 2019.
The learnings from the pilot and implementation phase of Career Rising will influence existing and future programming. The robust evaluation completed to date has ensured that the participant, stakeholder and employer feedback has shaped the program to meet all needs and provide a rewarding experience for all.","Local employers create sustainable employment opportunities for youth in industries chronically facing labor shortages.
Nova Scotia Co-Operative Council acts as a delivery partner and shares a mandate with all their member employers.
The Colchester Community Credit Union has committed to providing a one-time $500 contribution per youth to enhance the post-secondary grant.
Dept. of Natural Resources and Dept. of Agriculture are involved in discussions of future program support and expansion.","Youth participants build confidence, learn essential employability skills and engage meaningfully in their communities. Dept. of Community Services benefits from the reduction of new youth intakes into ESIA system and of inter-generational reliance on income assistance. Local employers benefit by meeting their labor market needs and building a returning workforce. ESIA parents of youth recipients build their own economic independence; often resulted by the employment success of their dependence.","In 2017, 27 youth enrolled at 2 project sites, 26 completed the skills camps, 23 went out on paid work experience, 15 completed work experience, and 13 employers participated. In 2018, 61 youth enrolled at 4 project sites, 51 completed the skills development camps, 51 went out on paid work experience, and 30 completed work experience.
As the program is still in implementation phase, the evaluation has only focused on the outputs of the participation. A framework is in development to measure the objective and sustained impacts of the program. Surveys and focus groups are the primary tools designed to achieve the 3 areas of outcomes:
1. Increased academic engagement by means of enrolling into the higher education through the grant
2. Sustained community engagement by means of stakeholder participation in the program both service providers and employers
3. Increased workplace readiness by means of improving youth's self-confidence and financial literacy, leadership, interpersonal skills.
","Last year, the skills development component was for only 1 week, and this year it was increased to 2 weeks to provide more opportunity to visit employers and their job sites to ensure youth readiness and understanding of the sector.
However, due to late summer drop-outs from the program (most youth were tracking to fully complete until the last week), the program saw that youth require a break between work and returning to school. Respecting this and wanting to ensure youth are set up for success, the Department decided to build in a week break for youth that request it at the end of the summer.
The pilot also saw transportation as a significant challenge, particularly in rural communities. Special travel arrangements were made to ensure rural youth could participate, but this access provision is expensive and hard to secure or maintain.
The transportation challenge will continue to exist when the program expands; and the Dept. is currently looking into ways to address this.","Legitimacy or the underlying support that the public has for a government is compulsory for a government program to achieve its public impact. This program saw local employers’ willingness to participate and commit to the program by accepting, providing opportunity and supporting youth who face barriers to entering workforce and engaging in community. The Dept. also engages different stakeholders namely the NS Co-Op Council and Community Credit Union effectively by identifying and leveraging their divergent roles and interests.
A good program design is a crucial condition for success and these are characterized by clear objectives and an understanding of what is feasible to implement. The Career Rising program is put in place because there is an understanding that the target youth need integrated and holistic support. The objective is clear: which is to provide sustainable well-targeted support. Because youth’s needs change, the implementation needs to also be agile and nimble.","The program's innovative elements can be replicated by other jurisdictions. It is a model that addresses the essential challenges faced by youth in poverty with specific outcomes dedicated to youth empowerment. Key elements that will precondition successful replication and scaling up are:
- Understanding of underpinning needs that youth in poverty face
- Development of lasting youth-community relationships
- Variety of support that is focused on youth empowerment
- Clear impact outcomes and strong evaluation framework
The Career Rising program isn't yet replicated but there is an intention to scale it up:
- It intends to include more underrepresented groups, specifically Aboriginal and African youth. Community partners have been identified.
- The Dept. is working with other departments to bring in work experience and equip all parties to execute their part of the initiative.
- Other jurisdictions in Canada have contacted the Dept. to explore potential replication of the program.","The pilot helped us learn key lessons that will help us improve our environment for success in the future:
• Strong pre-assessments on youth are required to ensure appropriate referrals and right fit with employers.
• Establishing community trust and investing in their interest are key. Having a community development lens to understand how the program will best benefit not just the youth recipients but also the community they engage in will bolster community’s commitment.
• A youth empowerment lens must be the primary filter applied to all components. Youth’s needs change and support needs to be delivered in ways that address these needs accurately. Youth empowerment in this case is not a “giving power” to youth to develop their skills and mindset but to support youth “discover the power” they already have within themselves.
• Employers and mentors must be provided with regular check-ins and support to mitigate any issues before they become significant. This allows quick feedback loop that will enable timely adjustment of program as well as promoting employers’ success as primary support delivery.
• Reducing the possibility of stigmatization to occur to youth participants; while building youth resilience in the time of struggle. There is always a stigma attached to people living in poverty and while preventing stigma from happening is essential, youth also need to be equipped with emotional resilience that will help them understand where the stigma is coming, how to navigate through them and how to successfully overcome them.
• Long-term commitment to the program and the building of public perception of it is important. It builds youth trust in government support, an otherwise distant entity that does not have a lot of touch points with them. Short interventions may lead to perpetuated sense of abandonment and create a band-aid solution that doesn’t build empowerment and sustained resilience.","Ultimately, the relationships formed between the participant and the employer had the biggest and long-lasting impact. it is crucial to choose employers who are willing to invest their time, energy and compassion into the youth. They act as mentors who challenge and empower youth to be better and celebrate all their successes, no matter how minor.
What makes Career Rising different is the variety of support types and designs that are consistently provided through a period of time and through a range of stakeholders. We want to break the cycle of inter-generational poverty and Career Rising combines significant financial support element to engage academically in community college with holistic relationship building that youth can exercise with the people in their lives. These may eliminate the need for student assistance debt for the youth while at the same time achieve economic independence and the confidence to sustain it.","a:6:{i:0;s:4:""5746"";i:1;s:4:""5748"";i:2;s:4:""5749"";i:3;s:4:""5750"";i:4;s:4:""5751"";i:5;s:4:""5752"";}","a:4:{i:0;s:4:""5662"";i:1;s:4:""5663"";i:2;s:4:""5664"";i:3;s:4:""5665"";}",,https://vimeo.com/287093665/a8d467086b,
5673,"Experimentation Works (EW)",https://oecd-opsi.org/innovations/experimentation-works-ew/,,"Government of Canada -Treasury Board of Canada Secretariat ",Canada,central,"a:1:{i:0;s:12:""public_admin"";}","Experimentation Works (EW)",https://medium.com/@exp_works,2018,"Experimentation Works (EW) is a Government-of-Canada initiative to build public servants’ capacity in experimentation skills and practice through a learning-by-doing model that supports and showcases 5 small-scale experiments in the open. EW seeks to generate practical examples of experiments and ensure open access to learning materials, progress updates and results for broad impact. It works by connecting project teams with each other, and with experts in a open-by-default “cohort model.""","The Government of Canada has an ambitious agenda for experimenting with new approaches and measuring what works to support evidence-based decision-making and instilling a culture of rigorous experimentation into government. Despite a range of separate efforts, the government’s vision for rigorous experimentation exceeds both the level-of-readiness across the public service (see challenges below) and the number and type of resources dedicated to support and enable departments and agencies to advance this work. As a result, there has been a risk that the Government of Canada commitment to build capacity and connect experimentation with evidence-based decision-making will not be met. Specific challenges include lack of understanding (e.g. difference between innovation and experimentation), lack of known examples of experimentation, lack of capacity and access to expertise, lack of training, lack of open sharing and reporting, lack of horizontal networks, and lack of supporting resources. Amidst these challenges, there are inspiring examples and lessons to learn from: how the Canadian federal policy innovation community has evolved and matured over the past five years; how leading-edge countries are embracing experimentation, and how our current Canadian public service is embracing a collaborative, open, agile, and action-oriented approach to learning and doing.
This is why the learning-by-doing experimentation model called Experimentation Works (EW) was born. This initiative combined the creation and broad dissemination of a series of modules and other supportive tools and resources with a unique “experimenting in the open” approach. EW builds public servants’ capacity in experimentation skills and practice through a unique learning-by-doing model designed to support and showcase 5 small-scale experiments ran by- and for- public servants. By showcasing and supporting department-led experiments from start to finish, EW seeks to build capacity and practical understanding related to the value and process of experimentation, while generating new examples of federal experiments and ensuring open access to related learning modules, progress updates and results for broad impact.
EW has have four distinct phases, as briefly described below:
(1) SETUP phase is where the validation and formalization of partnerships (i.e. participating departments) and any
relevant contracting/contribution agreements. This is also where we create and curate training modules and resources with experts internal to government. Finally, the experimentation selection process and creation of EW teams happens during this phase.
(2) EXPERIMENT phase is the onboarding and customization of training for EW teams. The execution of department-run experiments (define, design, run and evaluate) with support from the core EW team and the EW experts.
(3) RESULTS phase is all about plain-language results blogging on individual experiments. This happens throughout the experiment phase as well. This phase is also where the high-level reporting on EW process as a whole takes place.
(4) IMPACT phase is where departments conduct a six-month post-mortem (e.g. blog post) on their EW experiment(s) and publicly share what they learned, what changes they may be making based on the results of this experiment (e.g. follow-up experiment, invest in building more internal capacity) and impacts, if any, on decision-making.
What does success look like?
●Showcase and support concrete experiments to illustrate what experimentation is, what it takes to run an experiment, the value of
experimentation, and Canada’s commitment to an experimental and evidence-based government.
● Provide hands-on training to a specific cohort of public servants through a
process that will support taking action, problem-driven and rigorous
experimentation, learning by doing, partnerships, and open government.
● Provide open-access training to all public servants through the development of
learning modules on the experimental process available to everyone.
● Build networks of capacity across the federal government by developing a
cohort of public servants who would gain practical experimentation experience,
taking inspiration from other cohort development models","a:5:{i:0;s:3:""211"";i:1;s:3:""302"";i:2;s:3:""613"";i:3;s:3:""335"";i:4;s:3:""623"";}","The Experimentation Works model is an innovation in the experimentation field because:
1) Experimentation Works (EW) is about building Government-of-Canada capacity in experimentation mindset and practice through learning by doing. We see EW as a new and concrete way to help build the experimentation capacity that has not been tried in any government.
2) EW showcase small-scale experiments in the open. By showcasing and supporting department-led experiments from start to finish, EW hopes to show the value and process of experimentation, while generating new examples of federal experiments in the open. We also want to share the process, outcomes and lessons learned as broadly as possible.
3) EW is developed as a cohort. Cohorts learn better, as it is all about relationships. Participants grow together and build the knowledge of what it takes to go from the beginning to the end of an experiment.","a:1:{i:0;s:14:""implementation"";}","As of this date of submission in 2018, Experimentation Works (EW) is in its first cohort. We are now at the experimentation stage which means that the project teams from each department are running their experiments (i.e. defining, designing, running, and evaluating). As this happens, the EW cohort is receiving customized support and training to run their experiments.
Further, they are beginning to share that information within government and to the public (design decisions, how the experiments are going, challenges etc.) through our Medium blog.","Experimentation Works (EW) is about building Government-of-Canada capacity. We partner with departments and agencies across the Government of Canada to run (project teams) and to support the experiments (EW experts). We currently have 4 departments offering experts and 4 departments running 5 experiments.
The initiative is governed by an interdepartmental Assistant Deputy Minister Committee on Experimentation which consists of senior management across 16 different departments and agencies.","Participation in EW provides participating departmental project teams with a number of benefits, including:
- Access to a range of learning materials and expert advice
- Access to a cohort of other public servants going through the same experimentation process
- Exposure to senior management and to the public through blogging about experiences
As part of our commitment to open by default, materials, events and lessons learned are available widely for public benefit (e.g. other governments).","We are in the process of launching an internal review of the initiative. This review will focus on three main questions:
1. To what extent did this initiative enhance experimentation capacity in participating departments?
2. To what extent did the EW core team contribute to the successful implementation of the experiments?
3. How appropriate is the governance structure for the EW initiative to support experiments?
Notably, the subsequent phases of Experimentation Works are focused on results, outcomes and impacts.
Phase III: Results
Focuses on the results of each individual experiment through different fora (e.g. blog). This phase includes this review led by the Internal Audit and Evaluation Bureau.
Phase IV: Impact
A post-mortem from each participating department would be the main focus on this phase. The results, contribution made, the lesson learned and the key challenges would be shared on one or more of the public platforms.","One of our initial assumptions was that teams from departments across the government would be fully willing and able to fill out our proposal template. However, we found that many teams, even those very interested in running an experiment, did not have enough capacity to even answer the questions we laid out in our template in a way that would allow us to properly assess their proposals. While participant teams are clearly subject matter experts, they had less grounding in experimentation than we anticipated. We were required to provide a lot of early level support.
Another major challenge was that one of the project teams dropped out. Their agile approach to the project was at odds with the EW frame to run a thoughtful and rigorous experiment. This was a key lesson and critical insight about the relationship between agile and experimentation. We believe this was an important failure and lesson to capture in the open. We have an upcoming blog post about this experience.","Strong support from leadership was an enabler for all the organizations involved. As the experiments developed, this was a helpful foundation but we relied less heavily on this the projects progressed. Formalizing the partnerships with the different organizations involved strengthened the interdepartmental approach and provided the necessary clarification on roles and expectations. The cohort model also helped create a de-facto community of practice in experimentation.","The Experimentation Works model is ripe for replication. Factors that make this possible include:
- The belief that rigorous evidence should inform decision-making
- A need to build experimentation capacity in government
- The ability to leverage internal resources and experts
- The interest domestically and abroad to learn from and apply this model
However, to be sure a review was undertaken following a request from the Experimentation Works (EW) initiative in order to report on the effectiveness and replicability of this initiative by December 2018.
The Internal Audit and Evaluation Bureau will review the relevance and the effectiveness of EW initiative, its value to departments and its replicability. Consequently, this research will review the causation (e.g. how this initiative causes the change) and attribution (e.g. whether observed changes can be attributed to this initiative or where caused by other things) of the EW initiative.","As we started planning for EW we had a number of ideas and assumptions about how it would work. And, to be frank, we had a number of fears as well (which, really, are just negative assumptions). This part of the EW process has caused us to reflect and question many of the ideas that underpin the project, and develop some next steps if / when we run a future EW, or similar projects like it.
Lessons for the future
1) In near-term, it is important to bring the experts in very early, forego or delay the complete application process, and instead work closely with teams to get their subject-matter expertise translated into ‘experimentable’ questions.
2) Implications from lesson above are that the role of experts becomes more important than previously thought (and we already thought they were pretty important!).
3) We seem to need our experts more and earlier than we had imagined. In the medium-to-long term, there might be a possibility to return to the ‘purer’ up-front application system if departments’ experimentation capacity increases across-the-board and we again fear that our expert-to-department ratio would be imperiled.
4) Finally, build in flexibility into the model so that projects that do not end up being experimental by design or cannot meet the timelines can still participate in the initiative. Those products, outcomes and lessons learned should equally be apart of the process as the projects that succeed in producing experiments.","The Experiments
Health Canada Experiment: Improving Consumer Incident Reporting is an experiment on the incident reporting website to better understand if changes to the page can increase the number of Canadians that fill out the report form.
Canadian Heritage Experiment: Paul Yuzyk Award for Multiculturalism allows young Canadians to apply for micro-grants to support projects that advance diversity and inclusion. This experiment seeks to understand the impact of the grant and the potential to scale.
Natural Resources Canada Experiment (1): EnerGuide Label for Homes is an experiment to better understand if the EnerGuide label effectively conveys energy efficiency information to homeowners
Natural Resources Canada (2) EnerGuide Label Experiment is an experiment to better understand if the EnerGuide label effectively conveys energy efficiency information to homeowners
Canada Digital Service Experiment: Rescheduling Citizenship Exams is a project aimed at developing a new and agile approach.",,"a:4:{i:0;s:4:""5837"";i:1;s:4:""5838"";i:2;s:4:""5839"";i:3;s:4:""5841"";}",,,
5724,#OpenCameraCosenza,https://oecd-opsi.org/innovations/opencameracosenza/,,"Camera di Commercio, Industria, Agricoltura e Artigianato di Cosenza (Chamber of Commerce - Cosenza, Italy)",Italy,local,"a:1:{i:0;s:8:""economic"";}",#OpenCameraCosenza,https://www.cs.camcom.gov.it/it/content/service/opencameracosenza,2014,"In order to rebuild the relationship between the administration and its stakeholders, the Chamber of Commerce of the Italian city of Cosenza has initiated project #OpenCameraCosenza. To achieve this objective, #OpenCameraConsenza rearranged the organizational and communication structures and together with the legal representative, the communications team used different tools to reach the administration's stakeholders: Facebook, Twitter, Instagram, Aurasma app, Qr-codes and the website.","#OpenCameraConsenza insists on “openness”: an administration ready to engage with and listen to its stakeholders. The final goal of #OpenCameraCosenza is to reach the majority of stakeholders with useful information through informal channels (social networks, apps, etc.). In this way, the Chamber of Commerce of Cosenza becomes closer to users' needs, involving them in a virtuous circle of improvement of both the services and functions of the administration.
Organizational restructuring was necessary to foster change in units’ daily work, to accommodate units’ priorities, initiate new programs, enhance organizational effectiveness, and address budget reductions. After the reorganization and the job rotation in 2016, the workload has now been redistributed, and each employee is able to carry on duties aligned with his/her skills. Employees particularly interested in new media, who followed specific training, are now responsible for the communication of the Chamber.","a:8:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""302"";i:3;s:3:""234"";i:4;s:3:""305"";i:5;s:3:""335"";i:6;s:3:""338"";i:7;s:3:""621"";}","#OpenCameraCosenza is an innovation because:
1. The project has resulted in a reduction in the cost of communication
2. Each member of the Chamber's staff has a higher level of accountability thanks to the reorganization of offices. This decreases the response time of employees.
3. It has been possible to reach a great portion of stakeholders, involving them in the decision-making process of the Chamber.","a:1:{i:0;s:14:""implementation"";}","As of this date of submission in 2018, the innovation has been fully implemented. The Chamber of Commerce of Cosenza has been developing new projects around #OpenCameraCosenza.
In this first phase, the reorganization of the staff was conducted entirely by the management and the employees themselves.
To make the change happen, the Chamber’s staff undertook training and the management revised the Performance Measurement.
The staff in charge of communication developed the plan to raise the engagement of the stakeholders using social networks (Facebook, Instagram, Youtube, Twitter, Yelp), Augmented Reality and QR-Codes. The use of social networks reduced the amount of printed material with economic and ecological impacts.
Through the use of video tutorials on Youtube, the employees of the Chamber explain both the role of the institutions and how to access its services.
In 2018 the Chamber began using a web-based, free platform to keep track of staff proposals, new performance measurement, and anti-corruption.","The Chamber of Commerce of Cosenza has developed numerous partnership with different institutions in the spirit of ""openess"".
The Chamber has signed over 24 MoUs with different organizations. Those listed are the more significant: Ufficio Scolastico Regionale (Regional Education Offices), National Library, Community of the Universities of the Mediterranean, University of Calabria and Liaison Office, municipalities of Cosenza.","The Chamber has been consistently evaluating users' and employees’ satisfaction through customer care and reporting.
Open.ImpreseCosenza gives public access to open dataset from Cosenza and Italy.
Webinars help stakeholders and employees to stay up-to-date on numerous subjects.
The Chamber of Commerce of Cosenza is also part of Open Government Partnership, an international platform for domestic reformers committed to making their governments more open, accountable, and responsive to citizens.","In 2015 and 2016, to test the efficiency of such a significant change, the Chamber of Commerce of Cosenza developed a system of feedback and reporting.
For each event (call for proposal, training opportunity for employees and stakeholders, discussion forum, etc.) the Chamber has listened to the opinion of stakeholders.
62,43% of the Chamber’s employees are now related to “real” services to stakeholders. The job rotation involved 55% of the employees, the majority of whom had remained in the same position for several years – (in some cases up to 30 years).
In 2016, a new performance measurement of the Public Administration was introduced.
In 2017, the Chamber of Commerce established a Corporate Social Responsibility Think Tank for the purpose of openness of #OpenCameraCosenza.
Pursuing the objectives of transparency and openness, the Chamber produced its first Social Balance Sheet in 2016.","The management of the Chamber of Commerce of Cosenza faced three major challenges developing the #OpenCameraCosenza:
- Transparency problem: the Chamber adopted AGEF platform. Through an automatic tracking system, the platform guarantees the proper conduct of both the Institution and the applicant.
- Natural resistance to change: training programs and bottom-up decision-making processes were the solutions to this problem. Staff training is fundamental to realigning competences to a role, and this is why in 2016, 100% of employees followed at least 30 hours of classes.
- Skepticism: the networking activity of the Chamber of Commerce won over skepticism from other institutions and stakeholders.","To make the change happen the Chamber’s staff undertook training activities.
The staff in charge of communication developed a plan to raise the engagement of the stakeholders using social networks (Facebook, Instagram, Youtube, Twitter, Yelp), Augmented Reality and QR-Codes.
Through video tutorials on Youtube, the employees speak directly to stakeholders.
In 2018 the Chamber began using a web-based free platform to keep track of staff proposals.","This solution could be replicated by other institutions.
It is s model that is usable for a variety of projects, with a focus on transparency, communication and new media.","Job rotation and reorganization based on an increase in accountability produces more engaged employees.
New technologies should be considered a solid partner for public administration.","Numerous institutions acknowledge the success of #OpenCameraCosenza. In particular, the President of Italy’s National Anti-Corruption Authority, Raffaele Cantone, recorded a video for the Anticorruption Day 2017 of the Chamber of Commerce in which he highlighted the keys to the success of #OpenCameraCosenza:
- The ability to combine inner digital transformation with transparency/integrity system.
Finally The Chamber’s Corporate Social Responsibility Think Thank was presented with success during the annual CSR Conference held in Milan in October 2017.",,,https://www.youtube.com/watch?v=o7Kgabn9Y-8,https://www.youtube.com/watch?v=Hn-jAfxV7Rg,https://www.youtube.com/watch?v=T7sE2QDVh14
5741,"Carrefour des innovations sociales / Social innovation Crossroad",https://oecd-opsi.org/innovations/carrefour-des-innovations-sociales-social-innovation-crossroad/,,"General Commission for Territorial Equality",France,central,"a:3:{i:0;s:8:""external"";i:1;s:7:""science"";i:2;s:9:""transport"";}","Carrefour des innovations sociales / Social innovation Crossroad",http://www.carrefourdesinnovationssociales.fr,2017,"Social innovations offer many new solutions to today’s challenges. Yet, they encounter difficulties in becoming known. Social innovation Crossroad offers a precise vision of social innovations in France. To do so, a search engine gives access to 5000 projects already capitalized by 50 actors. Financers, coaches, academics and projects holders now get reliable information, automatically up-to-date and enter a new community. Small as well as big projects are highlighted the same way.","Social innovation offers today new solutions to 21st century challenges of mobility, housing, education, etc. Even if these projects are numerous on the ground, they encounter troubles to become known, scale-up and inspire the evolution of public policies. Through a casual internet research, you may find only the 5 most known of every domain and it is hard for everyone to get a complete vision of what is going on.
As an answer, Social Innovations Crossroad gathers every actor that already highlights social innovations to get a collective approach to the problem, considering the wealth of information on social innovations as a Common. 50 actors from public institutions, networks, foundations, or associations are today federated in a community. Their daily work includes supporting diverse social innovations from employment issues to social economy, ecology or web access. The Commissariat général à l’égalité des territoires (CGET) works in tandem with La Fonda, an associative think-tank, to impulse and moderate the project.
Thanks to an open-source scraping application, 5 000 projects can be ‘’read’’ directly from the websites of the partners and accessible through one search engine. 2 more custom-made applications guarantee that flow of heterogeneous data is aggregated, consolidated and readable. No effort neither from the contributors, nor from the users of the search engine is asked. A reliable, up-to-date and complete view of social innovations in France is starting to get accessible to everyone. More contributors are daily joining the project and 10 000 projects will soon be accessible in every French territory.
Social Innovations Crossroad is managed in a collective manner, every member of the community being placed on an equal level. An open definition of social innovation has been adopted, every member being guarantor of the innovative approach of the projects he shares in the search engine. The aim is clear; to provide an immediate access to every social innovation projects disseminated on numerous websites, covering the whole diversity of social innovation, all over France. The community also works on analysing social innovations gathered and improving the methods to convey the teachings between the projects.
Social Innovations Crossroad now enables coaches, financiers of social innovations and academics :
o To find innovative projects for prospective purposes or benchmark use ;
o To localize projects in territories and understand territorial ecosystems of projects they support or may support ;
o To measure social innovation trends and emerging themes at the national or at a territorial level ;
o To boost the potential of social innovations through direct links between projects holder and better visibility.
And tomorrow? Since its conception with the partners in 2017, the reflection about the institutionalisation of such a collective and innovative process has been enhanced. With the support of an external audit, an association has been created in December 2017.
For the development phase, 2 public interest entrepreneurs bring digital expertise (one web developer and one UX/UI designer) from January to November 2018, financed by the State Programme d’Investissement d’Avenir (“future investment program’’). What’s more, the project also associates private financial partners for the 3 next years. For instance, it is now financed by the National Federation of Caisse d’Epargne, one leading bank in France and a foundation, the Fondation La France s’engage.
As advised in the external audit, a whole reflection of the business model for the operating phase of Social innovation Crossroad will be concluded in about a year (after 2 years of development). Activities of adapting and teaching the use of the applications designed to scrape, aggregate, consolidate and view the data are already been tested.","a:15:{i:0;s:3:""190"";i:1;s:3:""194"";i:2;s:3:""611"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""210"";i:6;s:3:""211"";i:7;s:3:""221"";i:8;s:3:""623"";i:9;s:3:""303"";i:10;s:3:""613"";i:11;s:3:""302"";i:12;s:3:""614"";i:13;s:3:""619"";i:14;s:3:""373"";}","First, it is a social Innovation :
o Every actor already highlighting social innovations can join the community and participate to the governance of a Common;
o They don’t have to fill again all the information, their websites are automatically scraped;
o An open approach of social innovation is adopted, trusting the professionalism of the members of the community and guaranteeing a holistic approach
Moreover, it is a digital Innovation :
o An investment has been made on conception and development of custom-made applications to scrap, aggregate, consolidate and visualize heterogeneous data
o These applications are open-source in an operational way. They are starting to be adapted to other needs of actors working the public interest","a:1:{i:0;s:14:""implementation"";}","• 2017 - Co-conception of Social Innovations Crossroad : elaboration of a charter, external audit to work on the business plan and creation of an association
• April 2018 - Social Innovations Crossroad Beta website is launched. OpenScraper, the scraping application and Apiviz, the visualising application are developed
• October 30th, 2018 - Opening Social Innovations Crossroad website is launched (end of the Beta period), 10 000 projects now accessible online
• January 2019 - Large communication on the opening of Social Innovations Crossroad website including a national mapping of social innovations. Solidata, the application to consolidate and aggregate data is finished","The community gathers institutions, networks, foundations and associations including 3 financial partners: State Programme d’Investissement d’Avenir, the National Federation of Caisse d’Epargne (FNCE), and the Fondation La France s’engage. They all participate to the governance; meeting twice a year for strategic orientations. A steering committee is composed of the 6 members, meeting every 2 months to pilot the development. Workshops are also organised.","Parts of our beneficiaries are the members of the community. Our designer led 20 interviews with them and potentials beneficiaries in January. The Beta website aims at inviting beneficiaries to give feedback. User tests are also regularly led, focusing on qualitative feedback from our prior beneficiaries: financiers, coaches of social innovations and academics. One experimentation is led with each of them: the FNCE, ATIS (a social business incubator) and Institut Godin (a research center).","So far, the results are :
• 50 actors involved in Social Innovations Crossroad
• 10 000 projects accessible on the search engine developed with a user-centric approach
• 3 web applications developed
• 119 tweets and 469 followers
The methodology used is an assessment of the situation at each steering committee.
Impacts expected in the future are:
• to facilitate the appropriation of every social innovation, objective of showing 20 000 projects taking place in every French territory;
• to equip the digital transformation of social innovation actors: to equip 3 new projects of one or several applications developed during the following year;
• and to boost cooperation between actors : project holders, financiers, academics and coaches.","Two main challenges encountered are :
• Leading a project that is bothpartner-based and lean, in the administration. Before being joined by two “public interest entrepreneurs”, challenges have been to mobilize an IT service provider for small tasks (POC, MVP), not being the only beneficiary of the service and having an iterative approach: not knowing in advance what the result. To candidate and having been awarded by the ”public interest entrepreneurs” allowing us to have 2 digital experts joining the project team for 10 months;
• Consolidate information with unequal data in order to offer a quality service, including a geo-localisation of every project. It has been more difficult than what we expected. As an answer, we got support for a new developer to go further on the website in order to deliver a new version at the end of October. This strategy helps to answer to the expectations of our beneficiaries and let our team focus of more difficult web development.","As for as our experience is concerned, conditions for success may have been
• Leading a collective policy : to get together 50 actors of diverse backgrounds and built a common interest in the project, letting every actor finding a role in the group without asking too much
• Getting IT engineering within the team : having one UX/UI designer and one web developer working in pairs for a complex project
• Enough financial resource to get a team composed of people that mobilizes partners, leads the project and get a strong enough digital team
• Personal motivation: looking at the project as a Common, experiencing new collective governance, including questions of structuration of the organisation, of business model, of contribution of every partner, of open-source of the web applications, etc.","Two ways are being considered today to replicate part of the project :
• Adapt the web applications to help other projects aggregate, consolidate and visualize data. The 3 applications supporting Social Innovations Crossroad have been designed and developed in order to be easily adapted. An adaptation may start in the few months with the French Finance Ministry in order to give a clear vision of all the actors helping for an inclusive web (in French : ‘’médiation numérique’’)
• Start an European benchmark with the AEIDL association in order to see if such a hub could be enhanced at an European level. Meetings with the European Commission at the Web Summit are organised in Lisbon early November in that objective.","There are two main lessons that I’d like to share :
• As far as a web interface is concerned, start small with a MVP (minimal viable product), get the maximum of both quantitative and qualitative user feedbacks and go bigger progressively, answering to the needs of the beneficiaries
• Digital is just the tool: get the project sustainable by enhancing a collective group carrying a national policy, a vision of the project in 3 years, common rules of governance, of collective work.",,,,http://carrefourdesinnovationssociales.fr/static/videos/video_cis_son_V3.m4v,,
5758,"BA Obras (Open Urban Works)",https://oecd-opsi.org/innovations/ba-obras-open-urban-works/,,"Gerencia Operativa de Cooperación Internacional",Argentina,central,"a:1:{i:0;s:12:""public_admin"";}","BA Obras (Open Urban Works)",http://www.buenosaires.gob.ar/baobras,2017,"Online and interactive platform that allows citizens to access information on more than 1000 public projects of the Buenos Aires City Government (hereinafter, “GCBA”). Providing data visualizations and geo-referenced maps, BA Obras facilitates citizen control. The initiative seeks to increase transparency in public management based on real-time monitoring with up-to-date and structured data.
The government of Buenos Aires City published BA Obras code in Github, so other governments can replicate this platform and developed manuals with general guidelines on how to implement an open public works site using BA Obras code. There is a help desk for technical support to governments that wish to replicate it.","Closeness to citizens is a key value for the GCBA. A proximity government improves neighbours’ trust in the administration. As part of this strategy of proximity with the citizens and the conviction that the state should be accountable for its administration, the GCBA launched in November 2017, BA Obras a web platform which shows in a georeferenced manner almost 1000 public works of the City, in a citizen-friendly way.
Through the platform, neighbors can browse public works per neighbourhood and topic of interest, and access reliable and easy-to-understand data on public works, see renders and photos, get to know in detail the name, type of work, description, execution terms and progress status, location and budget of works and know which company is in charge, the amount of workers hired and access to information about the hiring process.
With this site, the City fulfilled one of the 54 Government Commitments undertaken by the Mayor, Horacio Rodriguez Larreta, at the beginning of his term, “to have an online system on open public works.” Likewise, BA Obras fulfils the subnational commitment taken on by the Ministry of Urban Development and Transport within the Third National Action Plan on Open Government (2016-2019) developed with the Open Government Partnership.
This platform constitutes one of the initiatives, which shape the Open Government Ecosystem of Buenos Aires City (www.gobiernoabierto.buenosaires.gob.ar); it centralises and unifies data about the public works carried out by 11 different areas of government. Thus, it improves the internal management of information. Moreover, such information can be downloaded in an open format, so it adjusts to the international standards of open government in terms of purchase, hiring and public works.
BA Obras has expanded, and it is currently much more than a portal on open public works: it is a new way of interacting, being accountable and enabling dialogue channels with neighbours through public works.","a:4:{i:0;s:3:""194"";i:1;s:3:""611"";i:2;s:3:""181"";i:3;s:3:""876"";}","BA Obras completely defies the status quo of provision of public work information in the City of Buenos Aires, since it now provides a complete and integrated dataset in open format that is periodically updated and can be easily downloaded. At the same time it introduces a “one – stop” site that concentrates all the information about public works that has been disperse.
It also raises the bar, including more than 30 indicators looking to comply with the highest international standards on data and transparency.
Furthermore, the participatory and collaborative axis of the initiative gives to BA Obras an innovative approach and highlight that open government innovations are not just about technology. Buenos Aires neighbors can have access to trustworthy and easy data on public works, explore the projects in detail, and even ask for more information if they need it.","a:1:{i:0;s:14:""implementation"";}","The first version of BA Obras was originally designed during 2016 as part of Mayor Larreta‘s 50 Government Commitments, and was expected to host only major public works, mainly infrastructure and transport projects. However, between March and May 2017 there was a pre-launch testing event, and a series of dialogue tables with members of different government agencies, civil society organizations and other stakeholders that provided feedback on the initiative.
As a result of this collaborative spaces the City Government took into account many of civil society demands and suggestions, and committed to enrich the initiative by adding new indicators, developing more participatory spaces, and scaling up the observatory to include information of all the public works carried out by the city government (today BA Obras contains almost 1,000 projects from more than 11 government agencies).","To enhance the platform user-friendly design the government contracted Sociopúblico, a communication agency focused on public issues.
Within the government, the General Secretariat and International Affairs worked with the Ministry of Urban Development and Transportation in the development of the website and the political and communicational strategy of the project.","Citizens, civil society organizations and companies were asked for feedback when the first version of the platform was designed, and will be invited to take part on the collaborative design of indicators. Also, as it was mentioned before BA Obras is the result of different areas of government exchanging information, updating their databases, being open to outside feedback, and working as a team to enrich the innovation and scale it up to make it truly useful for both gov. officers and citizens.","For us, public works is what changes and improves the quality of life of citizens, not only in the short-term but --specially-- in the long term. Investment in infrastructure is 23 per cent of our annual budget. Therefore, citizens would benefit from learning that what we do is out there from them to check, compare and learn. It is a way of being accountable.
We hope this platform, citizen-oriented, also has an impact in terms of how accountability on public works happen at the internal level of government. By adding an extra layer of accountability, we hope the product improves the quality of delivery of commitments made within government. In addition, a better quality of public works data contributes to a more efficient administration and the development of evidence-based public policies.","An important challenge that has been encountered in the development of BA Obras was to found “information silos” in many areas, especially in the ones whose main activities are not related with public works. So to break these barriers and modify this situation, first it was important to clearly communicate the Mayor´s vision and the goal we would strive to achieve and show which were the gains and incentives for achieving the goal. Secondly, to develop a standardized protocol on how to manage the data, and finally provide constant support and guidance on the “conversion” process.","The main condition that is necessary for the success of an innovation such as “BA Obras” is political willingness at the highest level of the administration to adopt open government tools and standards. To execute that mandate it is important to designate a person or agency to be the project leader, to coordinate the individual efforts of the agencies and guide them in how to implement the different steps of the process. At the same time, each of the dependencies involved should designate a public work data officer who would be responsible of accomplishing the required standards of data quality and keeping the database updated. Of course, supporting infrastructure and services such as those required to design and launch a web platform would be needed.","BA Obras has a great potential to be replicated to address transparency, credibility and predictability to government management and contracting, and reduce the level of mistrust from civil society. In addition, it would help to provide better information and enable citizens to take part in the design and monitoring processes of construction projects that will have an impact on their community.
Finally, the Government of Buenos Aires City published BA Obras code in Github, so other governments can replicate this platform and developed manuals with general guidelines on how to implement an open public works site using BA Obras code. There is a help desk for technical support to governments that wish to replicate it.
Opening the code allows it to be improved and enhanced among all. A government does not have all the answers and this policy of collaboration gives us the opportunity to learn on how other governments adapt BA Obras to their local contexts.","1. Have a clear understanding of which is the baseline regarding data availability and management in each area. Do not expect that it will be homogeneous across the government dependencies
2. Do not underestimate the importance of designating a coordinating agency to support and provide guidance to the areas for the collection, management and standardization of information.
3. Open the process to civil society scrutiny in early stages of design and implementation, since this will provide you with very useful feedback about what type of information citizens and private organizations expect to find in these platforms and the use they will give to it.",,,,https://youtu.be/tV59iH0RxjE,https://youtu.be/Wqebl0mQ-fg,
5760,"Portugal Participatory Budget",https://oecd-opsi.org/innovations/portugal-participatory-budget/,,"Administrative Modernization Agency",Portugal,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:18:""Citizen Engagement"";}","Portugal Participatory Budget",https://opp.gov.pt/english,2017,"The Portugal Participatory Budget (PPB) is a democratic, direct and universal process that allows civil society to decide on public investments in different governmental areas.
It is the first nationwide public participatory budget in the world, enhancing its originality. PPB helps to bring people closer to politics and decision-making, while promoting a deeper connection between regions, integrating the coastline and interior areas, as well as the rural and urban areas.","The Portugal Participatory Budget (PPB) is a democratic, direct and universal process that allows civil society to decide on public investments in different governmental areas. And it is deliberative, which means that Portuguese people are presenting investment proposals and they will be the ones to choose, through voting, which projects are to be implemented, in a very transparent and open way.
It is the first participatory budget of the world done at countrywide level, allowing citizens to propose and vote on ideas for public investments funded by the National State Budget of Portugal.
To ensure the maximum engagement of citizens from all over the country, the PPB consists of a hybrid participatory model that combines face-to-face interactions between citizens and the State, with the use of ICT tools specifically developed to bring the initiative to all citizens and ensure that everyone can fully participate.
The face to face approach is mainly based on participatory meetings held nationwide, in which the population is able to present and discuss their ideas in person, with the assistance of specialized personnel managing these sessions. Still, the citizens can also submit their proposals at the Citizens Spots (assisted digital services counters) and at some public libraries all around the country. The citizens can use digital tools to participate, but also more traditional channels, so anyone can take part of the initiative, even the ones with fewer digital skills. Anyone can participate, which fosters social inclusion and at the same time enhances trust in the public administration.
For the ones that are more comfortable using ICTs, the proposals can be presented online at the PPB portal. In fact, the PPB 2018 webportal plays a central role in the implementation of the initiative as it presents three key features: aggregates all the info about the project; allows citizens to submit their ideas for proposals; allows citizens to vote on the final set of proposals (which can also be done through free-of-charge SMS).
The projects can be regional, or national, thus connecting different areas of the country, and encouraging a broader public participation. It has the potential for becoming an essential tool in creating national networks, and integrating coastline and interior areas, as well as rural and urban areas, since it incorporates groups of proposals with different territory scope - regional and nationwide. The voting phase, which is now in place for this second edition of the PPB, allows each citizens to vote twice: one vote for regional projects and another for national projects.
The PPB really brings people closer to politics and decision-making, compelling them to present sustainable proposals regarding other cities/regions besides their own, fostering an inclusive view of the country. Besides, the process of proposing initiatives and vote for them makes people more aware of the political processes, the civic responsibilities and the context of allocation of public resources, which empowers the population. Additionally, populations traditionally that are not as heard as they should be, such as the rural communities, have now an open channel to directly participate in the policy making process.
The first edition of the PPB was carried out in 2017 and gathered 1015 ideas (Phase 1 – Collection of citizen’s ideas), which resulted in 599 projects to be voted (Phase 2 – Technical analysis of the submitted ideas according to defined rules and criteria), 78 815 votes by the Portuguese population (Phase 3 – Voting) and 38 winning projects, to be implemented by the government and by the respective sectorial services of the Public Administration, in articulation with the proponents of the proposals.
The ongoing edition confirmed the success of the PPB model, with a total of submitted proposals (1418) and voting projects (692), surpassing the numbers of 2017. The voting phase of 2018’s edition ended on September 30 and the winning projects will be known on the second week of October.
Thanks to the first edition success, and some lessons learned, the PPB 2018 edition has introduced some new features, comparing to the previous one. It has a new and improved website, it had a budget increase from three to five million euros, and it is now open to all the governmental areas, instead of being limited to only six areas, like it happened in the first edition.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""302"";i:3;s:3:""613"";i:4;s:3:""616"";i:5;s:3:""621"";}","There are other examples of participatory budgets but, as far as we are aware, the PPB is the only one designed and carried out at the national level, all others being local initiatives. Besides, this is an initiative financed by the national State budget, open to all the governmental areas, so the citizens have a direct saying on how to spend part of the Portuguese state budget.
Another interesting feature of the PPB 2018 is its online portal, which plays a central role in the implementation of the initiative as it presents three key features: aggregates all the info about the project; allows citizens to submit their ideas for proposals; and allows citizens to vote on the final set of projects to be implemented by the Portuguese government (which can also be done through free SMS).
The PPB webportal has proven to be an effective way of using ICTs to promote openness, transparency and inclusiveness, at the same time that it enables citizen’s engagement.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The PPB first edition was in 2017, and the projects of that exercise are already being implemented, so the innovation is happening and is already producing results. In fact, after the result evaluation of the first edition, it was decided to do a second edition in 2018, with changes reflecting some lessons learned from the 2017 experience.
Instead of a 3 million euros budget, the PPB 2018 now has 5 million, and instead of being limited to only six areas (education and adult training, culture, science and agriculture in the mainland, and also justice and home affairs in the autonomous regions), this new edition has been extended to all the governmental areas, which considerably expanded its field of action.
Additionally, the face-to face participatory meetings of the first edition were maintained in the second edition, but a new impetus was given to the ICT tools, namely through the online portal of the initiative, which was completely reformulated.","Led by the Secretary of State of Administrative Modernization, and operationalized by AMA with several partners:
• Ignite Portugal/All, a platform that uses specific approaches to encourage people to present their ideas and entrepreneurial projects
• City/Parish councils and Universities: availability of public spaces for the Participatory Meetings
• Public Figures: participation on the communication campaign
• All ministries: evaluation and implementation of the projects.","The main beneficiaries of the PPB are the citizens. The PPB is an instrument to present the community needs, promoting the collaboration with public institutions and a more efficient use of resources, since it enables the investment in proposals that respond to what the citizens see as a priority. Besides, people are now more aware of the political processes, civic responsibilities and the context of allocation of public resources, which fosters transparency and empowers the population.","The PPB 2017 gathered 1015 ideas (Phase 1 – Collection of citizen’s ideas), which resulted in 599 projects to be voted (Phase 2 – Technical analysis of the submitted ideas according to defined rules and criteria), 78.815 votes by the citizens (Phase 3 – Voting) and 38 winning projects (2 nationals and 36 regional ones). In 2017, there were 45,531 votes in regional projects and 33,284 in national projects.
Given these positive figures, the second edition of the PPB, which started in January 2018 and just finished the voting phase, registered a budget increase from 3 to 5 million EUR 5 million and is now open to all areas of governance, instead of being limited to only six areas, like it happened in the first edition.
This year’s edition has 691 projects to be voted, 272 with a national coverage and 419 regional ones. The top three areas, with more projects submitted to the vote are: culture (229) ; education and sports (98); and agriculture (64).","To inspire a participatory mindset in the Portuguese population, but also in foreigners living in the country, and translate their ideas into sustainable and feasible proposals is not an easy task. The ideas can’t be outside the scope of the State functions, have to be in line with the Portuguese legislation, be feasible, can’t imply the building of infrastructures, can’t exceed the 300.000EUR budget, etc. This analysis and this transformation of ideas into projects is a challenging one and the work of very dedicated teams in all the governmental areas.
Besides, to compel citizens to present sustainable proposals regarding other cities/regions besides their own, fostering an inclusive view of the country, was also a challenge. The participatory meetings held nationwide, the new PPB website and a strong communication strategy proved to be essential to explain the initiative to the citizens and promote their participation.","The top level political support is always an essential condition for the success of any transversal initiative to all the governmental areas and the PPB is no exception to this rule. The fact that the Secretary of State and the Minister of the Presidency and of Administrative Modernization were very active campaigning for the initiative, and even taking part in the participatory meetings, gave a big push to the project.
To raise awareness for the PPB, it is also essential to allocate sufficient time and resources to communicate the project main ideas and phases, focusing on media/social networks. In an initiative in which citizen’s engagement is one of the primary goals, a good communication strategy is a key feature.
Highly skilled, multidisciplinary and motivated teams in the gathering ideas phase, and afterwards in the analysis and selection of the most relevant, suitable and feasible proposals, and in its transformation from ideas to projects are also key conditions for success.","Participatory budgets, at least at the local level, are already well-known initiatives, which can be used and replicated in several contexts. The important thing to keep in mind is that there is no single recipe, and even though the project can be easily replicable, it always needs some adaptation to the context and intended beneficiary group.","In a nationwide participatory budget exercise, it’s important to notice that the regional projects register more votes, meaning that the creation of project categories by regions with non-competing financial allocations is a good option for a participatory budget at the national level. Besides, cities that already have local participatory budgets, and smaller communities, seem to present a higher level of citizen involvement and participation.
It is also important to engage the citizens in all the stages of the PPB, namely in the implementation phase, so that they understand the overall process and feel they’re part of the solution.
Another lesson learned from the first edition that was considered into the design of the PPB 2018, is that this type of initiative can be open to all the governmental areas. The 2017 edition accepted projects only in six areas, but the 2018 edition is open to all the governmental areas, and has received very interesting proposals for the remaining areas.
The use of ICTs can also act as a condition for success. From the first edition to the second one, the PPB webportal was completely reformulated with a more user friendly approach, aggregating all the info about the project and allowing citizens to submit their ideas and to vote on a final set of projects. It has been designed to provide a simple, intuitive and dynamic “one page app”-type of user experience, including a responsive web design approach to deliver an optimized mobile experience.
Nevertheless, it is also important to maintain the face to face approach in parallel, since not all the citizens feel comfortable, or want to use the digitals tools at their disposal. The use of a hybrid model makes it a more inclusive process, open to everyone.","It’s important to reinforce that by engaging the citizens in an inclusive and transparent way, the PPB gives them a sense of belonging and recognition of their power to influence political decisions, at the same time that enhance both the transparency and public trust in the policy making process.
The electronic voting system allows citizens to vote directly on the PPB website, with the civil identification number or the Digital Mobile Key, or via mobile phone by sending a free-of-charge SMS.
Regarding the last part of the process, the winning projects are carried out by the sectorial services, in articulation with the proponents, prompting confidence and increasing the responsiveness of the government initiatives to the citizen’s real needs. The time of completion of the winning projects is different for each case, depending on its nature and scope, but citizens can follow up on the projects.","a:1:{i:0;s:4:""5765"";}","a:1:{i:0;s:4:""5766"";}",https://www.youtube.com/watch?v=WAeZR2HQn40,https://www.youtube.com/watch?v=fwamLtd7BO8,https://www.youtube.com/watch?v=KJ2yi2y15QQ
5770,"IRS automático – automatic filling and assessment of individual’s income tax return",https://oecd-opsi.org/innovations/irs-automatico-automatic-filling-and-assessment-of-individuals-income-tax-return/,,"Administrative Modernization Agency + Tax and Customs Administration",Portugal,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:20:""Taxation and Customs"";}","IRS automático – automatic filling and assessment of individual’s income tax return",http://www.portaldasfinancas.gov.pt/at/html/index.html,2017,"The automatic filling and assessment of individual’s income tax return enables the tax return to be delivered in a simple, convenient and timely manner, as it exempts the taxpayer from any interaction except the confirmation of the pre-filled values.
The tax return is fully filled out by Tax Administration with the data gathered (income and expenses) from third parties information (employers, businesses, banks, etc.) and from the individual elements declared by the taxpayer in the previous year.","The need to reduce the administrative burden on citizens and on businesses has been a driving force for modernization and improvement in the Portuguese public administration. Along with the need to use technology wisely and to increase new capabilities to tackle larger amounts of data and to do it timely and efficiently.
Past initiatives led by the Tax and Customs Administration (Administração Tributária), such as projects on electronic invoicing, or collaborative projects within the Portuguese public administration (such as the collection of master data) and on the approval of rules and laws that establish a single requirement of information from the citizen, granted the opportunity for the simplification of declarative obligations.
For a large number of taxpayers, the Tax Administration already gathers all the relevant information needed to fill out provisional tax returns and, therefore, to assess their taxable income. In 2016 the government and the administration decided to gradually start phasing out the obligation for submission of IRS tax returns. The chosen set of first beneficiaries were the taxpayers whose only sources of income were employment or pensions, with no dependents in their care and no deductions or other tax benefits, among other pre-established criteria.
In light of the results of that first experience, in 2018 the decision was made to go further and to remove from the range of beneficiaries the restrictions on having no dependents in their care and having no tax deductions derived from donations made.
It was thus decided to make the necessary legal adjustments, in internal proceedings and in information technologies in order to start shifting the burden from the taxpayer to the Tax Administration, making it responsible for providing a provisional statement of income based on the data gathered, along with the corresponding provisional assessment of tax and the detail about the elements that supported the calculus of tax credits. After, the taxpayer has the option to accept and confirm the provisional statement or to submit, under normal terms, a tax return on an official form. The acceptance and confirmation of the provisional statement are considered to be tacit, if no action is undertaken by the taxpayer until the end of the deadline for submission under normal terms, which runs from April 1st to May 31st. The provisional statement becomes definitive and it is considered as submitted by the taxpayer for all legal aspects.
The development of information systems and software to support the provisional statements and assessments was made possible because there was a strategic investment in the simplification and enrichment of ancillary obligations (which provide the needed data on income) and with the mandatory communication of electronic invoicing (which provides the needed data on expenses eligible for tax credits). For eligible taxpayers, this saves time and prevents mistakes (by action or omission), when filling out income and gains tax returns. It also contributes to the reduce litigation between the Tax Administration and taxpayers, by facilitating and promoting voluntary compliance.
In short, this innovation helps to achieve goals such as:
- Facilitating compliance with tax obligations;
- Providing a faster response to citizens;
- Increasing the quality of the services provided to taxpayers.","a:7:{i:0;s:3:""214"";i:1;s:3:""612"";i:2;s:3:""617"";i:3;s:3:""181"";i:4;s:3:""194"";i:5;s:3:""283"";i:6;s:3:""876"";}","The most disruptive aspect of this innovation is the shift of the burden, from the taxpayer to the Tax Administration. For those eligible under this initiative, the responsibility rests on tax administration to provide a provisional statement of income based on the data it has gathered (along with the corresponding provisional assessment of tax and the detail about the elements that supported the calculus of tax credits), instead of obliging the taxpayer to submit a tax return on an official form.
This kind of approach had already been implemented on several initiatives within the Portuguese public administration, but they focused on granting benefits or issuing official documents (in situations when all the relevant information was already available to public administration bodies) without a formal request. With this initiative, the administration seeks to greatly reduce the burden of administrative obligations, imposed on citizens, using the data already submitted by the citizen or by a third party.","a:1:{i:0;s:14:""implementation"";}","The implementation started in 2017 regarding 2016’s income and gains tax campaign. This phase was considered to be a prototype for the desired phasing out and the criteria set for establishing eligibility, covering the least complex tax frameworks.
Since the results were considered to be in line with expectations and no relevant constraints arose, the next phase was immediately set for the tax campaign regarding 2017’s income and gains (which took place in the second quarter of 2018). This second phase enlarged substantially the range of beneficiaries with the inclusion of taxpayers who had dependents and/or were eligible for tax deductions derived from donations made.","The project was implemented by Tax Administration as part of its regular activities.
Nevertheless, some of the prerequisites for this project are connected with several projects that Tax Administration develops or participate with other public bodies. E.g., the case of the Citizen Card project (the main source on personal identity data) and those of ancillary obligations projects, implemented in collaborative efforts with social security, financial supervision, healthcare, statistical supervision and others.",,"In 2018, the volume of declarations (and subsequent assessments) handled under this initiative was 1 543 430, which made up to 30% of total IRS tax returns, an increase of 14 percentage points. These figures amounted to twice the volume of submitted tax returns via the automatic IRS, comparing to the previous year.
Building capacity for expanding the range of beneficiaries is the medium-term goal set for this initiative.","The complexity of the tax framework allows many variables to be considered in the tax assessment. As not all relevant data is reported to Tax Administration through third parties ancillary obligations, some eligibility criteria had to be met, obliging taxpayers excluded to submit a statement under normal terms. The tax Administration is actively working on other criteria, to accomplish the long-term objective of turning the submission of a tax return into a residual exception, leaving to Tax Administration the responsibility for gathering a full provisional income statement.","In matters as complex and sensitive as taxation, it is a prerequisite that the legal framework is clarified and that it is communicated to the general public well in advance of its’ implementation so that few errors, complaints and litigation occur. The rules must be known by all potential beneficiaries and there must be a careful preparation of the response capacity of both IT and officials/services because a significant change of proceedings may induce an abnormal demand for information and/or services.
In initiatives that tend to relieve citizens from redundant efforts is also critical to assure, in advance, that all the relevant information is gathered through other sources. It is essential to assure that the quality will not decrease from the change in the source of the data inputs.","The innovation has the potential to be replicated in other areas of government, reducing the volume and complexity of declarative obligations imposed on individuals.
Also, as part of the indirect impacts of this initiative and those of other complementary projects, there is a goal, cross-cutting the entire Portuguese public administration, of reducing significantly the need for citizens to deliver to any service of the administration documents that were issued or information that was already gathered by another service of the administration. This fast and/or automatic sharing of information (always within the boundaries set by personal data protection regulations), will create suitable conditions for other services to, in turn, also disoblige citizens from having to submit information that the administration, as a whole, already has knowledge of.","It is crucial to communicate clearly the changes the new frameworks and rules, and to monitor and manage the taxpayers’ expectations, providing them a timely and relevant set of information and also standard replies to frequently asked questions. Technically, the test phase must be very thorough and must also be fast to identify and to tackle software mistakes that reach the implementation stage.",,,,,,
5772,"Latvia's E-index",https://oecd-opsi.org/innovations/latvias-e-index/,,"Ministry of Environmental Protection and Regional Development of the Republic of Latvia",Latvia,central,"a:1:{i:0;s:135:""Implementing policy in three areas - environment protection, regional development as well as information and communication technologies"";}","Latvia's E-index ",https://www.eindekss.lv/lv/3-kas-ir-latvijas-e-indekss,2018,"Latvia’s E-index is the first national-level initiative helping central government institutions and municipalities to evaluate and recognize their level of digital transformation, foreseen solutions and learn from other institutions. This enables and motivates the development of the e-environment. Within the spirit of positive competition, the common goal is raising awareness of digital transformation, learning about policy and tools, and increasing quality and accessibility of services to citizens and business.","The monitoring and evaluation of digital transformation and public service delivery modernization and use of technologies, among governmental institutions of Latvia, started its implementation in 2014, both in central government institutions and municipalities. Since then the evaluation is run annually and Latvia’s E-index is carried out each year. The beginning of Latvia’s E-index started with a partnership with 6 different members from the government, NGOs, and businesses:
- Ministry of Environmental Protection and Regional Development of the Republic of Latvia (MEPRD),
- The Latvian Association of Local and Regional Governments,
- The Association of Major Cities of Latvia,
- Latvian Information and Communications Technology Association,
- Latvian Chamber of Commerce and Industry, and
- The state limited liability company “Lattelecom”.
This is the first measurement and evaluation activity of such a big magnitude. It involves national governmental institutions and municipalities.
Latvia’s E-index so far included 2 measurements with slightly different methodology, but same goals: central government institutions E-index conducted by MEPRD, and municipalities E- index conducted by a State limited liability company “Lattelecom”.
In the year 2017, 104 central government institutions were involved.
The goals of Latvia’s E-index are:
1) by encouraging a positive competition, help central and local authorities identify shortcomings and opportunities for improving service delivery, and digital transformation of service delivery processes and identify the most appropriate development directions;
2) promote the development of e-government and the efficiency of public administration processes through the service delivery, digital transformation, usage of shared services, digital communication and use of electronic solutions;
3) promote access to services and a more efficient use of EU funds.
Central government institutions' E-index and municipality's E-index, both, include evaluation methodology involving self-evaluation, publicly available data, research and expert evaluation methods to measure digital transformation and use of technologies. There is a distinction in focus in the methodologies used for central institutions and municipalities due to the diverse nature of the operations and goals. The result of Latvia’s E-index expresses the e-governance maturity level of an institution. Each level has the description and also recommendations for reaching the next level.
The evaluation for central governmental institutions focuses on the following criteria: digital transformation, communication with the public and public participation, availability of open data, provision of services, customer service and support and use of technologies in the internal processes and inter-institutional cooperation. Regarding municipalities, the evaluation focuses more on the digital transformation, technology use, and availability by measuring such criteria as development level of e-environment infrastructure, use of internet resources among clients and e-skills, e-government level and information system and security.
Implementation of Latvia’s E-index results has several high-value impacts. E-index is an important tool in measuring the results and raising awareness of digital transformation and e-environment development policy. Results and conclusions are used to support the government with evidence-based decision making and policy planning. Latvia’s E-index created a motivating effect on the digital transformation of institutions and municipalities involved.
On the other hand, the major success factor to facilitate top management engagement in the E-index process is public communication. The annual award ceremony is being organized for the announcement of results of Latvia’s E-index. Institutions and municipalities with the highest score receive Latvia’s E-index award. Each year, we run a special campaign that involves a special web page, press release, infographics, videos, and other activities to promote the results of E-index and encourage institutions to increase and upgrade their service provisions by digital means and learn from the successful experience of other institutions.","a:6:{i:0;s:3:""178"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""611"";i:4;s:3:""302"";i:5;s:3:""617"";}","Latvia’s E-index has a national scale of evaluation of the digital transformation of the institutions and service delivery where all levels of administration are involved: central government institutions (ministries and agencies) and municipalities. The methodology has innovative aspects such as indicators resulting in definitions of maturity levels of institutions digital transformation. For each maturity level, there are elaborated set of recommendations to proceed to the next level of maturity. The technological tools used in Latvia’s E-index information gathering and displaying also has innovative aspects, for instance, the information is analyzed and displayed by using business intelligence software that gives an opportunity to demonstrate and explore results dynamically and efficiently.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Since 2014, 2 Latvia’s E-index evaluations were applied, one of them involved central government institutions, all ministries and major service providers that accounts for more than half of institutions. At the moment we are working on the evaluation of Latvia’s E-index evolution to create a single, universal methodology that will involve both central government institutions and municipalities.
It means the new and unique set of key performance indicators have to be developed and focused to evaluate digital transformation and use of technology both in central government institutions and municipalities by using a single and universal methodology. Efforts are paid to create the possibility to provide individual recommendations based on the maturity level of the digital transformation of certain institution and data provided for the evaluation.","In 2014 Memorandum of Cooperation was signed to join efforts and resources of six partners: MEPRD, The Latvian Association of Local and Regional Governments, The Association of Major Cities of Latvia, Latvian Information and Communications Technology Association, Latvian Chamber of Commerce and Industry and state limited liability company “Lattelecom”. The diverse experience, expertise, operations, target groups and information channels of partners promote the success of Latvia’s E-index.","The target beneficiaries are citizens, companies, institutions, and policymakers.
-Citizens and companies are receiving more efficient and high-quality services.
-Institutions have an extensive evaluation of their digital transformation, receive recommendations and learning possibilities from other institutions.
-Policymakers have hard data for evidence-based policymaking and higher policy goals awareness.","For instance, in 2014 the level of electronically send and received documents was 14%, in 2018 44%.
Last few years adaption of technologies has increased. 81% of all institutions use ICT systems in HR management and 91% of institutions used digital document management systems. Latvia’s E-index has a significant contribution to the achievement of national goals set in the National Development Plan.
In the process of evaluation, several workshops were organized this year. Participants agreed that they are exploring results in detail and are using them for evidence-based planning. The future impact expectations from this initiative are the increase of awareness of the digital transformation policy, shared services and tools, as well as secure reliable data for data-based policymaking.","Currently, we have identified 3 main challenges:
-One of these is data quality during the self-evaluation of institutions, for both central government institutions and municipalities. That’s why the next stage of the process was to contact each institution, which results were not clear or incomplete, and gather the missing information.
-Another challenge was the evolution of the methodology, on one hand, it has to reflect current policy goals and their evolution, on the other it has to be stable to be comparable year by year. The solution for this was running workshops with institutions on the methodology and processes of self-evaluation.
-Another challenge was to generate informative reports with relevant and actionable data, but at the same time - to keep them short and visual enough to be attractive to the top management to read and use them.","There are several preconditions of success:
• Creation of relevant research and benchmarking framework and methodology by combining best practices of international evaluation frameworks and taking into account national specific and current needs. External analysis and co-creation approaches have to be combined.
• Gathering valid data from the institutions and conducting a comprehensive evaluation of that data. In order to have the expected outcome, the best decision is to outsource the task to a professional research team.
• Ensuring live interest and engagement of top management in the institutions. That can be reached by combining both relevant data and gap analysis in combination with public awareness and communication's campaigns.
• To use data, conclusions, and recommendations as one of the sources for evidence-based decision making and policy planning across different government policy sectors.","Latvia’s E-index is a successful tool to monitor the development of the digital transformation nationally at all levels. The methodology of Latvia’s E-index is elaborate, well described and is completely replicable in similar areas of policy.
Some aspects of Latvia’s E-index are already used as a source of inspiration in building a component for evaluation of the public administration digital maturity in the HORIZON 2020 project CITADEL.","'-At the beginning of the Latvia’s E-index activity, MEPRD identified that in order to ensure representation of all institutions of both administrative levels (national and local), a slightly different methodology had to be elaborated. Now one of the lessons learned is the need to evolve to a more unified and universal methodology for both central government institutions and local administrations.
-The biggest condition for success was to build a research framework and methodology, which takes into account the specifics needs of different institutions and provides meaningful comparisons. The biggest challenge was to ensure the data quality received from the institutions. That’s why lots of work was done to contact institutions to clarify the data, checking data with the main source if necessary, or to involve expert analysts.
-Another lesson learned was to base the evaluation on hard data and not only in questionnaires.
-The reports themselves have to be comprehensive and at the same time short and visual enough to be attractive to the top management to make them actionable.
-The use of technological solutions for effective information submission and analysis.
-The major success factor to facilitate top management engagement in the E-index process is public communication.",,,,,,
5776,"Public services go to the streets: the Citizenship module",https://oecd-opsi.org/innovations/public-services-go-to-the-streets-the-citizenship-module/,,"Administrative Modernization Agency (AMA)",Portugal,central,"a:1:{i:0;s:12:""public_admin"";}","Public services go to the streets: the Citizenship module",https://tomiworld.com/,2018,"TOMI is a network of interactive street kiosks that allow every citizen to freely use public services on-the-go, in a simple, fast and convenient way, while performing their daily routines on the city streets.
By using TOMI, people can search for a specific public entity/service, choose the one that’s closer to their current location and take a virtual queue ticket to a given public service, with the possibility to require an SMS alert when their queue number is approaching.","TOMI is a user-friendly network of interactive street kiosks that offer a unique way to promote multiple activities and points of interest, such as public services, tourism, culture and local commerce. This solution allows citizens to save time, energy and money, by providing a myriad of information in a simple, accessible and free way. TOMI operates like a community/proximity service that gives everyone the same opportunities to access public services while walking on the streets, thus promoting both social and digital inclusion.
TOMI has five main modules (besides a “photo and GIF” feature, that adds a fun factor with the possibility to take giant selfies/GIFS):
- News (with curated urban local information);
- Events (aggregate everything that’s happening in the city, by categories);
- Search (helps to explore every corner of the city, listing places to eat, nearby points of interest or where to sleep);
- Transports (promotes mobility, allowing users to search for the routes for any destination);
- and the more recent Citizenship module, which represents the core of this application and was just launched in June 2018, endowing TOMI’s network with a brand new public services’ feature.
The main objective of the Citizenship module, which embodies a partnership between TOMI and the Administrative Modernization Agency (AMA) – the Portuguese public body responsible for administrative modernization and simplification and for the digital transformation of the Public Administration – is to bring public services closer to all people, taking advantage of TOMI’s network to provide a location for e-services and public services search.
In this way, it’s possible to strengthen ties between people, cities and the State, by making public services more accessible and easier to use.
The Citizenship module further concurs to enable multidimensional smarter cities, by providing georeferenced information about all the public services available and the possibility to get virtual queue tickets for these services, informing the number of people waiting and the average time of service in each public entity.
Users can select the public service of their choice and the public entity that is more convenient to them (based on location and/or queue lines), receiving the virtual queue ticket by SMS and also SMS alerts when there are 3 tickets left for their turn. Services include requesting and renewing the Citizen Card and Passport, obtaining Civil Registry certificates (birth, marriage, death) or scheduling an attendance at the Tax Authority or Social Security Services, to name just a few. The citizen can also take virtual queue tickets for services of public interest provided in the Portuguese network of Citizen Shops (one-stop-shops), namely by water, energy and telecom utilities. As such, users can wait for their turn anywhere they want and just go to the public entity when their turn is close.
This feature allows public entities to better organize queue lines and to reduce the waiting time in their physical offices, thus contributing to a better citizen experience and to improve the overall level of service.
Another standout feature is the possibility to use TOMI’s network to foster an effective citizen engagement, either by launching important alerts (such as a street being closed for works), by gathering citizens' opinions on matters of public interest, by providing relevant information or simply by collecting citizens’ feedback.
Furthermore, the Citizenship module ensures that everyone can interact and access public services, even people who don’t normally have access to technology. By providing useful and accessible information to all, regardless of gender, ethnicity or age, TOMI’s network promotes inclusion and equity and contributes to more informed, educated and participatory citizens.
Taking public services to the streets with TOMI is a strategy devised to make cities smarter, more tangible and with added value to the citizens.
TOMI Citizenship module is already installed in its Portuguese network, and is registering great feedback from users and coverage from the media.","a:7:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""876"";i:4;s:3:""617"";i:5;s:3:""619"";i:6;s:3:""373"";}","The Citizenship module stands out as a unique project in an outdoor environment, being a forward-thinking way of helping citizens.
This partnership between AMA and TOMI brings a new dynamic to the digital transformation of cities and it’s the step up that cities need to promote more connected and accessible public services to their citizens.
The possibility to take a virtual ticket in any TOMI of Portugal and choose the onsite public entity based on queue lines and proximity, beforehand, significantly decreases the waiting times and helps citizens to access public services in an easier way. This disruptive and unique service worldwide will definitely contribute to the advance of smart cities.
TOMI also fosters mobility in public services by showing routes to intended public entities through public transportation or by foot, as well as ETAs & costs.
Finally, this solution is friendly to people with disabilities, readjusting accordingly (e.g. adapting screens for people on wheelchairs).","a:1:{i:0;s:14:""implementation"";}","At the current stage of implementation, the Citizenship Module is available in about 100 Portuguese cities. These include the main cities of Lisbon and Porto, and also a variety of cities in the North region (e.g. Porto, Guimarães, etc.), in the Algarve region (e.g. Albufeira, Faro, etc.), in the Centre region (e.g. Figueira da Foz, Viseu, etc) and in the Azores archipelago.
TOMI is continuously expanding its network in Portugal, and is currently planning to implement the Citizenship module in new cities.
This new feature is operating since June 2018 and has achieved very positive results, generating remarkable feedback from the users and high media coverage.
At a later stage, several digital services will also be made available in TOMI Kiosks.
The project is currently moving towards the evaluation phase, and TOMI will continue to implement this service in new cities, and simultaneously collect feedback and improve accordingly.","This project was a collaboration between the company TOMI WORLD and the Administrative Modernization Agency – AMA, which is the Portuguese public body responsible for the digital transformation of the Public Administration.
AMA provided key data about public services and TOMI WORLD made all of these services and information available on its network. This way it was possible to integrate AMA’s data right in the streets, through interactive urban devices.","The citizens have new ways of becoming informed and actively participate, which ensures easier access to public services and improves their engagement with the city.
For the tourists, is now possible to more easily find needed public services, in their own language.
Cities can now provide an easy-to-use, accessible to all platform, that is a unique tool for the public sector to interact with the citizens, and a great way to upgrade access to all public services.","We expect to reduce the waiting/queue times in the public entities, improving levels of service while helping the citizens to better manage their daily tasks and be more productive.
These results will be measured in the medium term, by crossing AMA’s data regarding citizens’ user experience with TOMI’s statistics (e.g., number of interactions, number of tickets taken and number of queues consulted).
One example is Lisbon’s case study. Lisbon is the most populated Portuguese city and where the waiting times are usually the highest. At the beginning of this service, in June 2018, we registered dozens of virtual tickets being used daily and queue lines being consulted. Just two months later, in August 2018, the public services feature was the second most used category in the Search module.
We also expect to increase our interactions with this service. Right now, TOMI registers on average 3 million interactions per month.","Making public services available in TOMI’s network is an ongoing challenge, since it involves the implementation of a platform that allows searching for thousands of public entities and services in a simple, accessible and user-friendly way. As such, a major effort was required to seamlessly integrate AMA’s services and contents with TOMI’s own design, user-interface and contents, in order to provide the best possible user-experience to all end-users.
To overcome these challenges, several pilots were carried out with real users, which allowed for continuous improvement until reaching an impeccable usability status of the Citizenship module.
All these challenges really defined the direction of this project, as they simultaneously represented a perfect opportunity to develop an entirely innovative service.","The main condition for the success of this project is meeting citizens' expectations on different levels. As such, the Citizenship module needs to be continuously updated to guarantee a positive and improved user-experience, which implies a good combination of several resources (human, financial, technological) dedicated to this innovative project.
Also, this kind of innovation benefits from providing a completely free service to the community, in line with the public services’ dynamic in the cities, while being useful for the people who interact with it.
Finally, it’s essential to communicate the project in an integrated way, involving all stakeholders – private, central government and local government – to guarantee a bridge between the cities and the citizenry.","All cities provide public services to their citizens, usually issuing tickets to manage the waiting queues. The successful partnership between AMA and TOMI for the development of the Citizenship module shows that it’s possible to implement new ways of delivering public services, while contributing to the digital transformation of cities.
In our point of view, the potential for replicating this proposal in any city is very high, since TOMI is a platform that is continuously improving, adapting to its environment and to its users’ needs. In Portugal, this service will continue to be replicated in every new city where TOMI arrives.
AMA and TOMI are working on some new features for the Citizenship module, in order to strengthen citizens’ engagement and to provide new ways to add quality of life in the cities.","Taking public services to the next level is a great journey, and the best advice we can give to other people when trying to improve the quality of life for citizens is to always think about the citizen first and to continuously develop and co-create any particular solution from there.
This citizen-centered and participatory approach is the basis of every new digital transformation solution developed and sustained by the AMA, and the Citizenship module was no exception to this rule.
Likewise, TOMI relies on the analysis of its daily user-metrics system for a better understanding of users’ needs and to comprehend how to improve TOMI on a daily basis and how to give smarter recommendations.
Also, when developing an innovation in the public sector, it’s important to realize that you’re trying to extend the connectivity between everything that is already happening in a given place. In fact, promoting citizen’s engagement is all about trying to bring innovations and solutions together to create a more dynamic city; therefore, it is essential to assess the possibilities to create synergies with other solutions that are already taking place in that municipality.
The best innovation in the public sector is the one that gives people the tools to engage with the city itself, improving the quality of life and promoting more informed, educated and participatory citizens. To make this possible, it’s essential to know each individual municipality’s context and society’s needs, their daily life challenges, and what matters to them and being able to present a great device which they’re willing to interact with.",,"a:3:{i:0;s:4:""5781"";i:1;s:4:""5782"";i:2;s:4:""5783"";}","a:1:{i:0;s:4:""5780"";}",https://youtu.be/eHCoLLtBVFU,https://youtu.be/KAphEHGWaqM,https://youtu.be/PCRH25Tp694
5778,"Digital Mobile Key",https://oecd-opsi.org/innovations/digital-mobile-key/,,"Administrative Modernization Agency",Portugal,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:20:""Citizen's Engagement"";}","Digital Mobile Key",https://www.autenticacao.gov.pt/a-chave-movel-digital;jsessionid=63404F3F811BEA4BB967ECBE249093A4,2014,"The Digital Mobile Key is the Portuguese mobile eID solution, for secure authentication in public & private websites.
Instead of relying on different usernames/passwords for each entity, or using their eID Card, citizens now use the Digital Mobile Key, made of a single 4 digits PIN + an OTP(by SMS, email or messaging platform), or a push notification (Digital Mobile Key app)
In addition to authentication, Digital Mobile Key also allows digital signatures, both in a personal or a professional capacity (e.g. as a citizen, an engineer, or a public official)","The Digital Mobile Key is the National mobile eID solution which allows citizens to electronically identify themselves in most public, and some private companies websites in order to perform digital services, through their smartphones, tablets or laptops. Besides, it also enables qualified electronic signatures.
By creating a safe and easy authentication instrument that only takes a mobile phone to operate, citizens now have a safe access to hundreds of online services that can be completely accessed in the comfort of their own homes 24/7, entirely free of charges. It is an accessible service that can be used everywhere.
Very easy to use, the Digital Mobile Key consists of a keyword (a 4 to 6 digit PIN) chosen by the user. When authenticating him/herself in a website, the citizen inserts this PIN and immediately receives a one-time temporary code number in his mobile phone (SMS text message), email or twitter account. The mobile app allows the citizen to receive the security code through a push notification in the smartphone. With this code, they can authenticate themselves and access the services of the website they have chosen, which brings not only easiness, but also efficiency and quickness to the overall authentication process.
Before the Digital Mobile Key introduction, the citizens had to authenticate with either the username and password provided by each one of the service providers, or rely on the Citizen Card, which presupposed the use of a card reader that most of the Portuguese people did not have. With the Digital Mobile Key, the reader is no longer needed and instead of several usernames and passwords, the citizen only has to memorize a four digit pin to be able to perform hundreds of digital services.
It has a great focus on security and privacy, and it is essentially user-driven. In fact, instead of forcing the users to change their behavior to accommodate the service, which in this case was the citizen’s card with the card reader, AMA created the Digital Mobile Key as a more user-driven instrument.
And besides allowing authentication, the citizen can now sign electronically with the Digital Mobile Key, which is an innovative new feature of this project, especially if you consider that citizens can also sign as certified professionals. The Electronic Signature has the added value of the Professional Attributes Certification System (SCAP), which means that lawyers, engineers, doctors, or public officials, among other professionals, can sign as such, being certificated by their respective professional associations that they are indeed such professionals at the time they’re signing the documents.
This new and alternative authentication and e-signature method can be used both by Portuguese citizens and foreigners. The Portuguese nationals can request their Digital Mobile Key with their Citizen’s Card or an old ID card, while the non-Portuguese citizens can require it using their Passport. The Digital Mobile Key can be obtained online, with a Citizen Card and a smartcard reader, or face-to-face in a Citizen Shop or Citizen Spot. The registration for the Digital Mobile Key is simple and available to all citizens, regardless of their gender, age, location, economic context, etc.
The initiative was implemented and is coordinated by the Administrative Modernization Agency (AMA) of Portugal, which acts under the superintendence and tutelage of the Secretary of State Assistant and of Administrative Modernization by delegation of the Ministry of the Presidency and of Administrative Modernization.
Apart from AMA’s leading role, the Agency has partnered with several important national entities such as the Social Security, the Shared Services of the Ministry of Health and the Ministry of Justice, among others, that eventually made the Digital Mobile Key available in their websites to facilitate interactions with citizens.
Even though the Digital Mobile Key is already implemented and in full use, there’s still room to grow, so the objective is to extend the reach of this solution, namely to the private sector. At the moment, there are already protocols with EDP, the main energy supplier in Portugal, Millennium, one of the Portuguese major banks, and MEO, one of the three main telecommunication companies in the country, which have adopted the Digital Mobile Key as their default authentication mechanism. The goal is that in the near future, most private companies enable their clients authentication with the Digital Mobile Key, and fully adopt it as an e-signature instrument as well.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""302"";i:4;s:3:""612"";i:5;s:3:""617"";}","The Digital Mobile Key is the National ID mobile solution which allows citizens to electronically identify themselves in most public, and some private companies websites in order to perform digital services, through their smartphones, tablets or laptops.
It’s a simple electronic authentication mechanism that concurrently (i) safeguards a greater citizen comfort, (ii) supports more efficient public services and (iii) allows for greater complementarity, since a single password provides access to most of the Portuguese State portals, and even some private ones.
Apart from the mobile authentication feature, it also enables qualified electronic signatures both as natural persons and in a professional capacity. The Portuguese Professional Attributes Certification System (SCAP), brings the added value of allowing Public Officials, lawyers, engineers, doctors, among other professionals, to sign as such, being fully certificated that they are indeed those professionals.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Digital Mobile Key has already been implemented, and is completely operational and being used by more than 215.000 citizens. At this point, one of the main goals is to continue to disseminate the Digital Mobile Key, increasing the number of citizens and private companies adopting this solution in their daily lives and businesses.
With that in mind, AMA developed a communication strategy which included: promotional products; the development of a single concept and image; the participation in public events to target multiple audiences; videos explaining how it works were published on youtube and on social media; and there were several publications on social media and an extensive media coverage.
The up-scaling of the connection with the private companies and the creation of new synergies, are also a priority at this stage. Whether regarding the use of the Digital Mobile Key as an authentication mechanism in their online platforms, or its expansion as a certified electronic signature instrument.","There are several entities endorsing the Digital Mobile Key, including central government bodies, municipalities and the National Post.
Also, MUDA, a national movement committed to the promotion of digital services, has been actively promoting the adoption of the Digital Mobile Key in Portugal.
The goal is also to increase the number of private companies adopting the Digital Mobile Key. Nevertheless, at the moment, there’re already protocols with EDP, Millenium, and MEO.","The registration for the Digital Mobile Key is simple and available to all citizens, regardless of their gender, age, location, economic context. And by using it, citizens can now access and perform hundreds of online public services in a free, easy and secure way.
Moreover, this alternative authentication method can be used either by Portuguese citizens or by non-Portuguese citizens living in Portugal, which can now start using Portuguese-based online public services.","By using the Digital Mobile Key, citizens can now access and perform hundreds of online public services in an easy and secure way, using a solution that brings greater convenience for citizens when interacting with the public administration, as well as the private sector.
Besides, the authentication can now be performed without a card reader and Portuguese citizens in other countries may also have access to the Portuguese online services, anytime, anywhere.
Since the Digital Mobile Key was implemented in 2014, there were more than 215.000 people adopting it as their authentication instrument and, since April 2018, as a way of electronically sign documents. Social security and the tax authority are the entities registering more authentications through the Digital Mobile Key.
Digital Mobile Key performance is made available at www.autenticacao.gov.pt, providing performance measure regarding Digital take-up and Digital Service Completion Rate, among others.","To become a viable authentication instrument, the Digital Mobile Key needed to be disseminated and adopted by several public entities. Since some of these entities feared to lose some control of their online platforms and security protocols, that was not always easy to do. It took a lot of negotiation to make them realize that this was an initiative that would benefit all.
Another challenge was its adoption by the citizens themselves. To make the initiative known to everyone, and to make citizens realize that this is an easy and secure way to authenticate took some effort and it is still a work in progress through communication strategies.
The fact that the Digital Mobile Key consists in a qualified electronic signature also needed to be addressed in terms of legislation, which presented a political challenge. At the beginning, for legal constraints, the qualified electronic signature was only possible using a smart card, but with the eIDAS Regulation (Regulation (EU) No 910/2014), that is no longer a problem.","The top level political support is always paramount for the success of any transversal initiative to all the governmental areas. Only with that kind of support, can we really implement an initiative which needed to change legislation and coordinate with different entities, breaking silos and harmonizing procedures throughout the public administration.
The fact that the Digital Mobile Key scaling was one of the 255 measures of SIMPLEX+, a collaborative and nationwide simplification program launched by the Portuguese government in 2016 to co-create new online public services, optimize existing ones and de-bureaucratize the relationship between public institutions and civil society, was also an element to success.
Finally, a flexible and hardworking team, prone to out-of-the-box thinking and committed to the citizen’s needs and the creation of an efficient, user friendly and secure authentication instrument are also key features to the success of the Digital Mobile Key.","Digital Mobile Key is an initiative which is already part of the citizen’s daily relationship with most of the public entities and is also used by private companies, so it is a replicable solution. Besides replicability, it’s also adaptable, using agile methodologies and technology, which facilitate its reuse.
Through the use of SAML 2, oAuth 2, CAS 3, among others, it’s based on open standards and developed using agile procedures, such as two weeks sprints that ensured its continuous improvement according to the user’s feedback. The source code can also be reused under the EUPL license.
Besides, the Digital Mobile Key was built as a GaaP approach, provided to public and private organizations with a standardized and open API which supports authentication and signature reuse across government and third party service providers. It is intended to break silos, facilitate the relationship between the citizens and the state, and at the same time bring costs reduction benefits.","One of the lessons learned is that it should never be forgotten that the solution is being built for the citizen, and if he/she doesn’t believe that the innovation is something needed and that can easily be used, the solution won’t be adopted.
Besides the emphasis on usability, an instrument such as the Digital Mobile Key also has to have a huge focus on security. In fact, the balance between mobility, user friendliness and security has to be kept in mind, since all of these aspects are essential for the success of the initiative. Only by doing so, will the citizens, and the private companies, trust and adopt the solution.
This being said, not only does the initiative has to be technologically consistent, secure, user friendly and useful, it also has to be properly communicated to its users, who need to understand it and trust it. This means that it helps to have a sound communication strategy supporting the launch of initiatives such as the Digital Mobile Key.
Another important aspect is the engagement of all the relevant stakeholders from the beginning. It’s important that they feel they’re part of the solution, and that their points of views are considered. The entities using the Digital Mobile Key, for instance, are renouncing a part of the control they had in terms of security of their online platforms, so it’s important that they trust the Digital Mobile Key, and that they feel comfortable using it.
The use of open standards also brings benefits, such as interoperability and data exchange, minimizes the risk of an application to become obsolete and enables the solution’s reuse. Its reuse being a very important feature of this innovation.","Since its reuse is an important feature, it’s also worth mentioning that there are several services being reused by the Digital Mobile Key, namely:
• National SMS Gateway (http://www.iap.gov.pt/services/SMSPlatform.aspx),
• National Interoperability Platform (http://www.iap.gov.pt/services/IntegrationPlatform.aspx),and
• National Identification Provider (https://autenticacao.gov.pt/). The Digital Mobile Key solution is implemented over the National Identity Provider (Autenticacao.gov), available in a website, and receives SAML requests from external Portal and Systems.",,"a:1:{i:0;s:4:""5784"";}",https://www.youtube.com/watch?v=pU0zWTwTw7w,https://www.youtube.com/watch?v=yyCK22ZzKsc,https://www.youtube.com/watch?v=FfBkPLZ1-F4
5786,"A Free Education Portal: An Education Strategy for the 21st Century",https://oecd-opsi.org/innovations/a-free-education-portal-an-education-strategy-for-the-21st-century/,," Brazilian Industrial Social Services (Serviço Social da Indústria, SESI in Portuguese)",Brazil,central,"a:1:{i:0;s:9:""education"";}","A Free Education Portal: An Education Strategy for the 21st Century",https://www.edulivre.org.br/,2017,"The Free Education platform is an open and collaborative learning space that seeks to awake the interest of Brazilian youth in their personal and professional development. It is a free, open platform, and its practical, interactive content is especially directed at lower income youths (between the ages of 16-24), that have not completed high school and do not have the necessary skills to find employment or interest in continuing their studies through formal education.","42% of Brazilian youth do not graduate from school and lack the necessary skills and/or interest in continuing formal education that will help them become employed or entrepreneurs. This makes youth more vulnerable to poverty, entering illegal activities, emotional difficulties, among other issues. From the private-sector's perspective, Brazilian growth in the last decade has created new employment opportunities, but companies face significant difficulties recruiting minimally qualified youth. Without dramatic improvements in education and skills training, the country’s economic and social gains could be undermined.
To address this challenge, the government, industry and non-for profit sector are working together to close this skills gap, innovating the way educational contents are designed, produced, shared and learned.
The Free Education platform is an online-learning community. Its contents have been developed after carrying out several investigations regarding youth's interests, learning and social challenges, as well as skills gaps identified by various companies.
The lead organization, Industrial Social Service, has the advantage of working within the formal educational sector closely related to various government agencies and non-for profit organizations, but also being part of the Brazilian National Industrial System, a confederation of medium and large industries. It therefore has close ties with companies' employment processes, challenges and future prospects, which is a key element in identifying skills gaps and linking learning processes to real market needs.
There was a great deal of trial and error regarding content design and production and technological issues. After researching national and international current online learning platforms, nothing quite fit Brazilian youths’ and the industry's needs. Either the platforms were too complex, the contents were not related to specific skills gaps or were too similar to ""formal educational formats"" that were not attractive to youth.
This research enabled the project not only to identify exactly the pool of necessary skills that is need to improve personal and professional development, and the way these skills can be related in ""learning trails or routes"", but also the right formats and language to effectively engage target youth groups.
In this regard, the project experimented with developing its own contents with universities students, target youth groups, teachers and even theatre performers. The idea being that the platform increasingly becomes an open system where people can produce, curate, upload and interact around innovative contents produced from multiple sources, particularly young people themselves.
The platform was officially launched mid-2017 with a mixture of self-produced contents and existing contents curated through what is already freely available on the internet in primarily on YouTube channels. The contents are mainly short videos and small questionnaires, organised in specific learning ""trails"". Alternatively, these can be viewed freely by searching specific skills, making it simple to navigate the platform according to each person's needs and learning rhythm. The platform can collect data on each user's progress and direct content according to their needs.
As a collaborative community, the platform can engage volunteers, people of all ages that are interested in producing or curating contents or mentoring youths. A face-to-face mentoring scheme between company directors and target youth was piloted in 2017, as a useful tool to complement online learning with face-to-face learning a workplace environment.
In collaboration with companies, different job or apprentice opportunities are posted and users must pass custom-designed learning trails to be able to apply to that post. This has developed into an innovative selection process for companies that usefully have difficulties identifying and selecting this target group.
There are a number of future challenges:
1. Scaling-up the use of the platform. Today around 10.000 youths use the platform regularly. The goal is to reach at least 200.000 through a number of public-private sector partnerships and enhancing interaction with social media as the principle means of access and engagement.
2. Expanding learning resources, especially the custom-made learning trails associated to specific opportunities (scholarships, apprenticeships, jobs) and include tools for more collaborative learning and interaction.
3. Expand the content-producing community to include a wide range of people, and give target group youths tools to develop and share their own contents.
4. Guarantee financial and institutional sustainability through public-private partnerships. Today the project in financed by the Industrial Social Service, but as a useful tool for companies, NGOs and government agencies, the idea is for it to diversify is funding through projects and customised services that the platform can develop.","a:12:{i:0;s:3:""876"";i:1;s:3:""147"";i:2;s:3:""190"";i:3;s:3:""178"";i:4;s:3:""220"";i:5;s:3:""234"";i:6;s:3:""303"";i:7;s:3:""317"";i:8;s:3:""617"";i:9;s:3:""335"";i:10;s:3:""619"";i:11;s:3:""338"";}","It is a non-formal, free and open educational tool that has been developed after researching specific needs of youths, companies and a network of governmental and social organizations. Although it was inspired by innovative platforms world-wide (i.e. Khan Academy), the project sought the need to develop its own design, functionalities and contents. There was a great deal of trial and error, involving several pilots where target youth groups actively participated. It is expanding into an open learning community where contents are uploaded from various sources, within a framework that ensures quality and defined learning objectives. The self-produced and curated contents are customised according to specific needs, linked into real job and study opportunities through public-private partnerships. It challenges the formal educational system to innovate learning in terms of content and methods. It uses a combination of open source software, making it flexible and able to rapidly evolve.","a:1:{i:0;s:10:""evaluation"";}","After several pilot projects, the platform is currently working with an ample pool of creative contents and learning trails associated with specific opportunities. It is now at the stage where these experiences need to be scaled up in terms of number of users and number of posted opportunities (which depend on increasing the number of public-private partnerships in several regions in Brazil).
We are developing the software necessary to retrieve data and evaluate the platform’s quantitative and qualitative use to understand youths learning process and develop new contents and tools. Furthermore, to measure impact in terms of 1. overall skills improvement, 2. access to opportunities, 3. improved attitudes regarding their future.
The project is also scaling up different volunteering schemes that were piloted, such as the face-to-face mentoring scheme between youths and company directives, and hundreds of volunteers that “curate” videos online according to their area of expertise.","The Industrial Social Service brought their expertise in formal educational system, professional training and business-sector needs and 80% of the funding. The Inter-American Development Bank, international expertise and 20% funding. UNESCO with expertise and networking capacities. Government agencies linking their programmes with the platform. Several local NGOs and schools piloting content design and appropriation of the platform. Companies (i.e Alpargatas) using the platform for youth employment opportunities.","Youth target group (aged 16-24) with access to free and creative educational contents linked to real opportunities for further study and employment.
Volunteers (individual citizens or groups within partner companies interested in using their knowledge to help others).
Government agencies, schools and NGOs using the platform as a tool within their social programmes with youth groups.
Companies using the platform to identify potential employees or develop social responsibility initiatives.","We have conducted a qualitative survey with youth that have used the platform showing that the majority felt that that platform was an important everyday tool that could help them start their career and overcome some of the common obstacles. They recognise the language is “clear and simple”, the contents are diverse and “to the point” and related “to everyday life”, and navigating the platform was easy. Today there are 10.000 users and we are in the process of evaluating the quality of their use of the platform in terms of reaching learning objectives and access to opportunities, to adjust and scale-up to 200.000 users by mid 2019. We are already in conversations about linking the platform with the Bolsa Familia governmental programme that reaches 50 million families.
Through the pilot schemes we have developed with companies, approximately 2.000 young people have developed specific tailor-made lessons, and around 15% have obtained employment and/or apprentice opportunities.","Initially, it is was difficult to identify contents that would really engage our target group and software that was easy to use and collaborative. There were previous versions of the platform that were unsuccessful, however important to gain more insights into where we needed to innovate.
Due to this we didn’t meet the Inter-American Development Bank's quantitative targets in the set times and it has taken longer to scale up.
It is an innovation with an organization (Industrial Social Service) that works within the traditional educational system. It has taken time to prove that the platform is a powerful tool to address a real problem in the current educational system and influence future changes within it.
When the programme was conceived Brazil was going through an economic boom and companies were in need of labour. The crisis in recent years has led to greater unemployment and companies are less able to hire youths that have not completed their basic schooling. We are working with them to overcome this challenge.","Support with the top management in the Brazilian Industrial System and operative directors. This is needed to scale the use of the platform, make sure it is fully integrated into the system’s needs and the institution’s vision and mission.
Diverse partnerships with government agencies, integrating the platform into large-scale policies and programmes such as digital learning centres, professional training and employment services, etc. Likewise, with community based organisations, NGOs and schools that can use face-to-face processes to enhance the platform’s use and appropriation. Purely online and individual use of the platform is still an obstacle and it needs to be complemented through blended learning schemes to achieve greater impact.
The platform should not be a tool for target youths but their tool, jointly built and in constant evolution by means of their participation. Although the pilots have enable this to some it extent, it one of the principal challenges we face.","The innovation is of interest to several international companies and governments and could be replicated in different social and economic contexts. More than replicate the platform, one of the most important lessons learned and that can be replicated is the process that was necessary (research, trial and error and co-creation with stakeholders) to develop a successful platform and appropriation model, in constant evaluation and evolution. Within the Industrial Social Service, there is now interest in seeing how the platform can be used within schools associated with the formal curriculum. Several companies that have piloted selection and training processes with the platform also want to see how it can be used as the main means of selecting personnel and training processes. Several private-sector foundations that have sought to develop their own online learning platforms have seen the platform as an opportunity to integrate their own contents, given its capacity to tail-make contents and functionalities.","These lessons learned are taken from errors and challenges the project faced and is responding to.
The importance of working with key stakeholders from the beginning, and understand the needs before thinking about the technological solutions. More emphasis must be given to the challenges regarding social appropriation of the use of technology, rather than the than the tool itself. In this sense, teams developing this innovation must be interdisciplinary and the areas of development should not be compartmentalized, for instance, between the technological development and social and educational processes. Every team member must have a holistic approach and in constant interaction with the stakeholders.
It is key to involve target youth groups in the design process. We tried producing and curating several videos with pedagogues and universities students, but the most successful curation process is when we hired several young apprentices that fit the target group criteria (low income youths aged 16-24 that are currently not studying or working). Under our educational team’s orientation, they were able to detect hundreds of creative YouTube channels and videos that are now included in the platform.
Although these is growing access to technological devices and the internet, it is difficult for youth to engage with online learning, particularly if one of their limitations is their lack of motivation. Online tools must interact with processes connected to their daily lives, for instance, cultural groups, and where they can access face-to-face support.
Rather than setting high quantitative targets in terms of number of users, it is better to focus on quality use and results in terms of consistency and outcome. Once the model has shown positive results and the ability to scale-up, then quantitative targets should be set and evaluated progressively. If not, the project may feel pressure to show more superficial results and scale up without measuring impact.","Using an artificial intelligence, we designed a bot that identifies videos daily through YouTube channels, previous identified by our youth apprentices as been pertinent for their learning. The bot sends the videos to a team of 200 volunteers working within the Industrial System that curate the videos according to set criteria and their area of expertise.
The contents of the platform are divided into competences according to international and national frameworks related to 21st century skills, as well as the skills gap identified with each partner company. An an image of these topics is attached in the following materials section.
The platform can currently produce material regarding the learning experience of each individual student: for instance, time spent on each content, difficulties, the number of times tries before passing, etc. This is key for selection processes but also to begin to create personalised learning paths and interact with the learner around these.","a:2:{i:0;s:4:""5997"";i:1;s:4:""5998"";}","a:1:{i:0;s:4:""5994"";}",https://www.youtube.com/watch?v=btsaYWJkUnk,https://www.youtube.com/watch?v=omsC3Fv_pAs,https://www.youtube.com/watch?v=vxUJwTrzmBI
5843,"Potential for mapping the world’s land resources using satellites and artificial intelligence: an Australian case study in land use.",https://oecd-opsi.org/innovations/potential-for-mapping-the-worlds-land-resources-using-satellites-and-artificial-intelligence-an-australian-case-study-in-land-use/,,"Queensland Government Department of Environment and Science",Australia,regional,"a:2:{i:0;s:13:""environmental"";i:1;s:7:""science"";}","Potential for mapping the world’s land resources using satellites and artificial intelligence: an Australian case study in land use.",https://qgsp.maps.arcgis.com/apps/Cascade/index.html?appid=ede05699466e46c69dc0290489548ae0,2018,"The Queensland Government is using machine learning and computer vision to automatically map and classify land use features in satellite imagery. Successfully applied to the mapping of banana plantations, the method is extremely efficient compared to current methods of mapping compilation. Using this technology the Queensland Government can accurately map and classify the land use in a timely manner, aiding response to biosecurity and natural disaster events.","The Queensland Land Use Mapping Program (QLUMP) has been mapping and assessing land use patterns and changes throughout Queensland, Australia for twenty years. Although many advances have been made automating processes, the main methodology of QLUMP requires manual interpretation of imagery and ancillary data at the desktop, hand digitising features to map on-screen and classification of land use features by a team of skilled staff. Queensland has an area of 1.7 million square kilometres (seven times the size of Great Britain and two and a half the size of Texas) and as a result, this process is time and resource intensive. To map land use for the whole state would take one person approximately 30 years to complete.
Machine learning as a sub-discipline of artificial intelligence has in recent years progressed with enhanced computing power so that methods of computer vision and deep learning in image analysis and classification approaches are now viable. Machine learning algorithms allow for computers to train on data inputs and use statistical analysis in order to output values that fall within a specific range. For these reasons, machine learning facilitates the building of models from existing land use data in order to predict the land uses of a new image.
Following these principles, we used existing land use mapping of banana plantations to test the capability of computer vision to map land use features as a proof of concept. We trained the computer to map banana plantations in the Johnstone catchment in north Queensland and used the model to predict banana plantation in another area, the Tully catchment. The results were very encouraging with an overall mapping accuracy of 97%, well above the 80% requirement.
With a trained model we can now readily update banana plantation mapping and rapidly respond to critical events such as natural disasters and biosecurity incidents - Queensland is threatened episodically by tropical cyclones and recently the viability of the local banana industry has been threatened by the detection of a very damaging fungus disease, Panama Tropical Race 4.
Future work will expand this method into other land use classes in an attempt to fully or semi-automate land use mapping in Queensland. Using the manual method, it took one person approximately six weeks to map all land uses in the Tully catchment, including banana plantations. Running the trained model on the same area to map banana plantations took a matter of minutes. With a fully trained model consisting of all land uses, we estimate we could reduce the state wide mapping of land use from 30 years to less than a year.
The proof of concept using machine learning and computer vision on existing land use data was highly successful for banana plantations and it is anticipated to be just as successful for other land use classes. This is a paradigm shift for the way land use is mapped from the traditional manual hand digitising to full or semi-automation.
A rapid approach to mapping land use, land use change, land management practices and the impact of disasters such as floods, fires, tsunamis, typhoons, hurricanes and tropical cyclones would be a major benefit to the developing world and disaster zones. With machine learning in fusion with high performance supercomputing, cloud computing, big data technologies, and readily available global satellite imagery from international sources like the European Copernicus and the US Geological Survey programs combined with growing commercial providers, a new era in land resource mapping can be envisaged.","a:4:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""303"";}","Traditional remote sensing classification approaches use the colours (spectral bands) of individual image pixels or dots to determine what the feature is. The problem is that different features can have similar colours such as banana plantations and rain forests or even grasslands as they are all green. In interpreting land use, humans also take into account the context of the whole image so we can see that the banana plants are planted in rows, near roads and packing sheds and have a distinct leaf texture. This is why using computer vision has been so successful; the computer learns about all the components which make up a banana plantation, not just the colour.
Traditional approaches are also resource intensive, the benefits of computer vision are their capacity to process big data, which is increasingly being acquired at ever greater spatial and temporal resolutions, to output extremely timely land use information.","a:1:{i:0;s:9:""diffusing"";}","As of October 2018, we are writing a paper on the proof of concept with the hope it will be peer reviewed and published to aid the scientific community. We are also seeking to operationalise the method into the land use mapping program and extend its capability to inform other land use classes. Initial work has commenced to automate sugar cane crop mapping with promising results.
We are looking for opportunities to work with other states and territories of Australia to assist with their mapping programs and international collaborations to use these technologies to assist other countries to map their features of interest.","The Queensland Government initially collaborated with a private company, Envista, in the initial proof of concept stage. Envista assisted with their computer vision experience to accelerate our learning in this area and introduced us to a new state-of-the art algorithm.
We have also started initial collaborations with the New South Wales Government and the Australian Federal Government to apply our methods to other parts of Australia.","Other Queensland Government agencies, industry groups and catchment managers can now can access an updated banana plantation map. This is of great benefit to the current biosecurity response and containment incident affecting the banana industry in Queensland.
The Queensland Government is part of the Australian Collaborative Land Use and Management Program so other states and territories will be able to access this technology and apply it to their own land use mapping programs.","Using a stratified random sample of points throughout the catchment, the accuracy assessment of banana and non-banana plantations was 97% accurate. Assessing the banana plantations separately from other land use features we found the model was 80% accurate. The main confusion the model had was separating banana plantation from other tree fruit crops such as paw paws. Further training of the model using additional data will likely resolve some of these issues and increase the accuracy. We anticipate expanding the methodology to other land use classes to create a fully or semi automated land use map of Queensland. This could potentially reduce the time it takes one person to map the state of Queensland from 30 years to less than a year.","The biggest challenge was the lack of literature in this application. This is a new areas science and limited research has been conducted.
Managing expectations of colleagues and other interested parties was also a challenge. These methods do not work without training and training data. I had to manage the expectation held by some colleagues that this technology can map anything and everything automatically.
Securing on-going funding to continue this research and to operationalise and integrate this method into the existing land use mapping program has been a challenge. Although this is cutting edge science producing encouraging results, the current economic environment has restricted the available resources to continue this work.","This work is computationally intensive and high end Graphics Processing Units (GPUs) are required to process the data. We found using a GPU (Nvidia Tesla P100) was 70 times faster than using the computers Central Processing Unit (CPU) (Intel Xeon).
Support from management and securing resourcing to conduct research into new methods is imperative.
The results have been encouraging to further pursue the work, the potential efficiencies to expand the computer vision into other land use classes is real.","These methods have started to be replicated to other applications such as mapping sugar cane plantations and woody vegetation. It is anticipated these methods could be used to map other features in satellite imagery and aerial photography such as fire scar mapping, woody vegetation change detection and monitoring of mining and coal seam gas well infrastructure.
Computer vision has the capability to greatly assist the efficiency of compiling mapping to support large-area landscape management and monitoring programs, in support of natural resource management and monitoring by government and non-government and aid organisations.
As Queensland is part of the Australian Collaborative Land Use and Management Program (ACLUMP), this work was presented to all other states and territories at the 2018 ACLUMP workshop. This research has generated interest across the country, particularly in states who do not have enough funding to conduct a state wide land use program.","Data preparation and quality training data are required for an accurate model. Although we already had quality land use mapping data, some errors were identified and fixed to produce quality outputs.
Communication to promote the science, including tailored content suited to both technical and non-technical audiences was vital to promote the work and for support to continue.
Comprehensive field survey data has strengthened the validation of our results. Our research team is fortunate to have access to high performance computing resources and substantial archives of satellite imagery. The choice of machine learning algorithm has been critical for our project.",,,"a:1:{i:0;s:4:""5845"";}",,,
5849,"Design and implementation of a simple risk management methodology to support the Enterprise Risk Management Framework for the Australian Taxation Office",https://oecd-opsi.org/innovations/design-and-implementation-of-a-simple-risk-management-methodology-to-support-the-enterprise-risk-management-framework-for-the-australian-taxation-office/,,"Australian Taxation Office",Australia,central,"a:1:{i:0;s:8:""Taxation"";}","Design and implementation of a simple risk management methodology to support the Enterprise Risk Management Framework for the Australian Taxation Office ",,2017,"Risk processes in the Australian Taxation Office (ATO) were inefficient, onerous and under scrutiny from a number of reviews.
A revised Enterprise Risk Management Framework was released and supported by a simple risk methodology. The framework and methodology supports the ATO to achieve its strategic objectives, harness opportunities and better manage risk.
The innovative approach moved risk to be part of the conversation and supports planning. The methodology ensures we harness opportunity, and supports governance.","Risk processes within the Australian Taxation Office were inefficient, causing risk management to be an afterthought, duplicating effort, and causing poor engagement between the work we were doing and risk management.
A revised Enterprise Risk Management Framework was released in late 2017, along with the appointment of a Chief Risk Officer and Enterprise Risk Management Committee, a new Enterprise Risk Register, and supported by a simple easy to use risk management methodology.
The supporting risk methodology is innovative in how it supports risk management across the ATO. By using four simple questions, it supports a movement to a positive risk culture, is practical and easy to use enticing more people to be naturally involved in risk management (non-specialists), reduces the burden of pages of paperwork and duplication of effort, fits easily and constructively into planning activities, and supports the ATO to harness opportunity.
The risk methodology asks four key questions to focus risk discussions:
1. What are our objectives?
2. What must go right? (what are your strategies to achieve the objective?)
3. What may go wrong? (what are the uncertainties or risks within the strategies?)
4. Are the strategies working and risks being managed effectively? (assurance)
Discussions are held with specialists and key stakeholders and led by risk experts directing the discussion. This ultimately makes risk part of the conversation, making risk easy to apply and understand makes risk part of day to day operation in the organisation. Making everyone a risk practitioner and accountable for risk.
The methodology creates a reduction in governance burden and duplication of effort as it is based around conversations, short succinct artefacts, and prepared strategy documents are used in the discussion to drive conversation and direct the risk. The strategy aligns the goals and objectives of the organisation to what may go wrong, or the risks and ensures accountability and adequate oversight by ATO executive.
At the operational level, risk management is supported by risk documentation that meets Public Sector requirements and guidelines. While oversight at the enterprise level reduces layers of risk and duplication across the organisation. A new Enterprise Risk Registered (ERR) was developed by the branch using a Protecht system. The ERR is an easy to use risk repository that can track and record the risk and risk documentation. It ensures risk assurance is met by automating alerts to the accountable risk owners when it is time to review their risk. It can be used for reporting purposes. System training and awareness sessions have been run to relevant or interested staff across the organisation.
The introduction of the framework and particularly the risk methodology has reengaged the organisation with risk. As an easily consumable product, staff at all levels are engaging with risk management practices, and through the processes understanding how their work contributes to the Corporate Plan.
There has been shift towards a positive risk culture. Looking at risk as an opportunity and encouraging ongoing risk discussions. A communication strategy supports risk awareness and a community of risk managers. Specific, targeted communication has included:
• Creation of two communities of practice (one for all levels and one for Senior Executives) joining risk specialists across the organisation through regular meetings to communicate risk messages and raise emerging risks
• A risk awareness month with risk roadshows at six locations across the country. These were half day sessions with external guest speakers, an executive risk discussion panel and interactive internal presentations
• Internal ATO wide news articles, Internal social media (yammer) announcements and yammer groups
• New corporate risk branding and signage, providing risk a new fresh look that is easily identifiable.","a:3:{i:0;s:3:""210"";i:1;s:3:""623"";i:2;s:3:""612"";}","We have designed a risk management methodology that is easy to use and contemporary. It supports planning activities by aligning risk to organisational objectives. It encourages a positive culture by bringing risk to the forefront of discussion, harnessing opportunities, reducing governance and duplicated effort. The method is easy to apply and moves risk to part of day to day practices applied by non-specialist staff.
The framework is a unique, non-traditional risk methodology to manage risks, plan activities and identify opportunities. This increases engagement with risk and risk management increasing the robustness of our processes.
It is innovative as it has created efficiency gains for the organisation by saving time, reducing duplication and paperwork. Unnecessary and onerous processes have been replaced with streamlined methods that reduce workloads and create a clear accountability and assurance of risk processes across the organisation.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The status of the Enterprise Risk Management Framework and supporting risk methodology has elements in implementation, evaluation and diffusing lessons.
The framework was released twelve months ago. Some elements we are still forming and implementing. In the main, we are evaluating and diffusing lessons.
The risk methodology has been applied across the business lines resulting in the population of the ERR in accordance with international guidelines and standards. This provides the risk picture for the enterprise and business levels across the organisation.
To promote a positive risk culture and promote risk awareness we deployed a Risk Roadshow to engage people face to face with risk management more broadly and to increase capability and a common risk language with using the framework and methodology. This process provided great support to the ease of use of the methodology, broad applicability, and general support for the new process.","The development of the ERMF and risk methodology was completed by the Corporate Risk and Assurance branch from the recommendations of external reviews by Deloitte and Protiviti.
The ERR was created using Protecht software. It was developed internally with technical assistance from Protecht as required.
During the risk road show external speakers from: PWC, Protecht, Comcover and Deloitte shared their experience and risk management insights.","This benefits all ATO staff, with particular benefit for Senior Executives who have better oversight of enterprise level risks. The ERR provides better support to risk owners/managers/contacts to manage their risks and have their efforts linked to the Corporate Plan.
The organisation benefits as risk practices are in accordance with Public Governance, Performance & Accountability Act, International Standards ISO 13100, and other regulations that require adequate oversight/accountability.","The ERMF and risk methodology have identified and assessed risks which have been uploaded onto the ERR in accordance with ANAO standards. It has successfully created a level of accountability for risks and aligned risks to risk owners and organisational objectives. It has successfully provided internal assurance through an Enterprise Risk Management Committee and independent assurance through an Audit and Risk Committee.
All levels of the ATO have been very receptive of the new ERMF, and particularly the new risk methodology. Feedback from the recent Risk Roadshow where staff were engaged face to face about risk management, the framework and methodology, was very positive. Staff provided feedback that 94 percent increased their knowledge of risk and the risk methodology and believed they would be able to apply the information they acquired to their projects and business as usual work.","There have been two key challenges
- multiple frameworks
- fear of job loss through reduced paperwork
A number of risk management frameworks and different registers exist across the ATO. Moving to an overarching enterprise wide model has been a challenge where business areas are used to doing things a certain way, and where business decisions have been built into their risk framework. However, it has led to positive discussions on what needs to be considered within a risk framework, and how risk can be used in business for the selection of compliance and audit work. It has refreshed the organisation and created an awareness of unnecessary layers of complexity within different approaches to risk.
The new framework reduces the amount of paperwork to capture the key components of risk by specifying the information required and limiting the amount of detail. This has come with a significant cultural shift to release the need to have in-depth research, calculations and documenting evidence.","The success of the enterprise risk management framework has required backing from senior leaders and senior executives to provide guidance to staff to support the on boarding required to make it work.
The appointment of a Chief Risk Officer sent a key message from the Commissioner that risk is important and it provided the leadership required for execution of the framework.
The CRA branch provides support directly to users. Having the correct tools, particularly people to guide people through the change has been essential.
The push from supporting staff has driven the implementation of the framework to occur and meet timeframes. Support staff were required to update guidance material, communicate messages, update systems, and foster a positive risk culture with stakeholders and across the organisation.","Not at this stage.","There have been many lessons learned along the way, many of which have led to adjustments and improvement in processes in how things are done and communicated. Innovation creates change. Change is not a single event and we are still working on bringing the framework and all it supports to maturity.
Improvement to processes has involved providing additional information where key stakeholders wanted more detail. Adjusting templates and the way work was presented to make it easier to read or more visually appealing. Using technology such as Microsoft Office Communicator to screen share presentations in workshops where participants weren’t co-located meant we could be more interactive and participants were more engaged.
Communicating messages to stakeholders who have different levels of understanding, different agendas, and different end goals has meant being flexible and adaptable when engaging with staff. Working with different schedules and levels of availability has meant engaging with fewer people, or contacting separately rather than a workshop scenario.
During the risk roadshow presentations were shortened and made more interactive based on feedback. More time was spent on quality and standards, for example making sure things went right on the day, including technology, catering and presenters.
Generally as the framework matures and knowledge increases we are able to make tweaks and adjustments along the way to make improvements to all aspects of the work and the outcome we are trying to achieve.",,,"a:1:{i:0;s:4:""5848"";}",,,
5867,"Policy Jam",https://oecd-opsi.org/innovations/policy-jam/,,"Government Office for Development and European Cohesion Policy",Slovenia,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:20:""Development Policies"";}","Policy Jam",,2017,"The Government of Slovenia has developed a new approach to preparing government services and public policies. Through specially designed workshops with a 360° approach to different stakeholders, these so-called ˝Policy Jams˝ aim to develop citizen-centred policy solutions. Based on systems theories and service design principles they open up the discussion space, while gearing participants toward finding viable innovative solutions.","The purpose of a Policy Jam is to move from macro topics to concrete challenges that Slovenia is facing. To achieve Sustainable Development Goals by 2030, governments will need to develop sustainable and future-fit solutions that will better address societal needs. Moreover, they will need to meet stakeholders' expectations while remaining viable in complex settings.
Policy Jam is a series of interactive workshops (clustered in a multiple-day event or organized over a longer period of time), where stakeholders:
- come and work on a pre-defined public policy issue,
- try to understand the key challenges,
- and seek possible solutions.
Policy Jam workshops use system approach and design thinking techniques as a method for addressing complex societal challenges and developing sustainable solutions for better services in a complex and multimodal environment.
So far, two such iterations were successfully carried out, with two very different policy areas:
1) The national system of long-term care, and (in cooperation with the Ministry of Health)
2) Future-fit economic diplomacy (in cooperation with the Ministry of Foreign Affairs).
In each case, Government Office for Development played the role of initiator, coordinator, organizer and promoter of the event. As for the content of the jam events, we partnered with “internal clients” - ministry responsible for the policy issue at hand, realizing the objective of better interdepartmental cooperation (whole-of-government approach). Both policy areas are in line with the Slovenian Development Strategy 2030.
By creating a multi-stakeholder innovation platform, Policy jam tackles some of the most pressing issues in the Slovenian public domain:
- poor delivery due to ill-designed systems;
- a siloed approach in organizational behaviour;
- poor division of labour in policy delivery;
- a widening gap between citizens' expectations and the public administration’s ability to deliver quality services in an era of complexity;
- low trust levels between stakeholders.
The underlying goal of Policy Jam workshops is to develop better policies and solutions that will contribute to Slovenia’s implementation of the 2030 Agenda for Sustainable Development. Furthermore, they help to improve cooperation and trust among stakeholders through empathy and exchanging experience and bridging the gap between citizens' needs and service delivery.
Results of both events are now being used by each client in further steps toward implementation. In essence, the beneficiaries of the first two Policy Jam are divided between direct internal client – the responsible ministry, all the stakeholders involved as well as the broader society that will directly be affected by the implementation process.
The Ministry of Health has been developing a new legislative framework for systemic implementation of long-term care and Policy Jam served as a unique opportunity to harness different views and knowledge regarding long-term care from various stakeholders. 17 organizations and institutions that have an active role in providing a quality service of long-term care have actively participated in the event, varying from representatives of the Ministry of Health, retirement homes, centres for social work, pensioners’ associations, caregivers, medical staff, etc. The results of the first workshop that dealt with designing national long-term care are being used in the preparation of pilot environments in two Slovenian cities where our new long-term care system is currently being tested by the Ministry of Health.
The second version of Policy Jam event was done with the Ministry of Foreign Affairs of the Republic of Slovenia. Instead of service design, this event had more to do with system design. The two-day event was meant to join all the stakeholders in one place in two different settings. The first part of the day was for all the systemic stakeholders – twelve organizations, including the Ministry of Foreign Affairs, Ministry of Economic Development and Technology Ministry of Infrastructure, Ministry of Finance, Ministry of Agriculture, Forestry and Food, and various chambers of commerce. The second part was done alongside different export-oriented companies, that are direct users of economic diplomacy services. The results of the second workshop that addressed the challenges of providing future-fit economic diplomacy are now a part of the Ministry of Foreign Affairs' internal reorganization process.","a:9:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""305"";i:6;s:3:""614"";i:7;s:3:""317"";i:8;s:3:""620"";}","Policy Jam workshops:
1) Go beyond just asking stakeholders about their needs, but rather involve them in developing solutions. They increase empathy among stakeholders, build potential for more trust and they create an environment for better cooperation by bringing stakeholders together for the hands-on experience of policy development.
2) Provide a tool for public officials (policy creators) to develop policies that are not just politically, economically and legally viable, but are also user-centred and future fit.
3) Provides policy creators with the information about needs, challenges and new opportunities for all of those involved in the implementation of a certain policy (politicians, public officials, implementation organisations and individuals, direct beneficiaries and their communities.)","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","As of October 2018, two full iterations of a project have been executed. However, shorter trial workshops, discussions and events were held before the full first pilot was executed in order to test specific segments of the project.
After the initial ideation and planning phase, the weeks-long process led to the first successful execution of the Policy Jam (Ministry of Health, Long-term Care).
Basic evaluation has been performed afterwards and some improvements have been made to the process and methodology. Then, the second iteration was initiated (MFA, Economic Diplomacy).
After the second project, a major in-depth evaluation has been performed in order to identify the main benefits and also challenges of the project. Currently, we are planning a series of events in collaboration with the Ministry of Economic Development to address the ways Slovenian companies could implement SDGs.","Government Office for Development plays the role of initiator, coordinator, organizer, and promoter of the project. As for the content and ownership, we partner with “internal clients” - ministry responsible for the policy issue at hand. Then, we invite all stakeholders to cooperate with us depending on a policy issue. For example trade unions, users (citizens, companies), those who implement policies (doctors, nurses, caregivers,...), academia, and others.","Long-term care:
- policy creators (from ministries)
- stakeholders: caregivers, medical staff, retirement homes, social workers
- elderly (care recipients) who will be the end users of long-term care.
Economic diplomacy:
- policymakers (ministries of foreign affairs, economy, environment,...)
- diplomats
- chambers of commerce, public agencies, business associations
- companies (users)","Both of the ministries that we worked with so far have used the results in developing specific policy solutions & public services. They reported better relationships with their stakeholders, and especially a better understanding of the issues they tried to solve. Several hidden challenges have been revealed during the process.
We can conclude that Policy Jams provide an excellent opportunity to boost policy development process, however, it takes a lot of organisation, learning, time, and energy to implement such tools into the policy process at first. In the future, we would like to work with as many directors-general as possible in order to help them and their teams to develop more functional and citizen-centred policies. Furthermore, we would like to continue to improve the methodology of the project, especially how we motivate various stakeholders to invest two full days in such an undertaking.","Challenges that we faced when organizing Policy Jam events can be divided into internal and external.
Internal challenges are connected to:
- Internal governmental capabilities and resources;
- the willingness of internal clients (governmental bodies and institutions) to actively participate. The key role of the initiator lies in finding the right people in various governmental institutions who are willing to experiment;
- developing a most suitable format of the workshop with the optimal time frame and agenda;
- defining challenges participants will work with potential tangible results;
External challenges include:
- attracting and retaining participants throughout the event
- the managing expectation of all stakeholders
- breaking down the silo and preconceived notions among stakeholders
- dealing with challenging personalities among participants
- harnessing knowledge for best results","For this project, we received full support from the minister for development whose views on public policy innovation were fully aligned with the goals of this project. This was essential for initiating the project. Furthermore, securing the initial funds was extremely important, however, funding is more easily acquired once leadership support is secured. Probably most important for the development of this project is the tireless core team, who are willing to operate like bureaucrat hackers to bring change to a stiff environment such as public policy.","We have replicated this model twice so far, and we are currently planning a series of events in collaboration with the Ministry of Economic Development to address the ways Slovenian companies could implement SDGs.
Such policy development tools could be used in most of the policy creation settings in order to better understand the needs of the users and different other stakeholders in the policy executions (education, health, social care, justice,...).
However, further development of such a tool is needed in order to improve the ways to motivate high-quality participants to devote enough time to such exercises.
Also, such Policy Jams will be most effective if used as a tool by very committed teams. This is why we plan for an even better preparation period with the internal clients (main ministries) in the future. Also, further investment in the skills of public officials would be needed in order to further improve the execution of such workshops.","In order to improve governance and better respond to modern issues, working in silo should be left behind. Sustainable development goals call for horizontality and better cooperation among ministries and institutions. Public innovation events such as Policy Jam directly address that issues by incentivizing inter-ministerial cooperation and collaboration. However, different departments usually find it difficult to work together. Using design techniques in the public sector and policymaking could improve participation and cooperation of stakeholders as well as policy-makers themselves.
New policy measures in Slovenia aren’t usually tested in a small-scale environment but rather directly implemented on a national level, creating many unforeseen problems and in the end bad user experience for the citizens who consequently see public institutions as incapable of meeting their needs. Large or national scale implementation brings higher risks and higher costs for governments. Alternatively, smaller-scale testing and prototyping decrease risk and public expenditure costs, while testing new measures and services in a more controlled environment with iterations and faster improvements from feedback.
Such an approach helps to improve final products and services that address the demands and needs of citizens in a much more reliable way, thus improving citizens’ experience and ultimately their trust in the institution as well as their well-being. The design approach is based on testing, prototyping, gathering feedback information and using it to make improvements. It thus increases understanding of users' needs allowing us to respond in a much faster and appropriate way. Policy Jam events were designed and had end-user testing incorporated in the process. Implementing this on a more systemic level could bring better overall results throughout the public sector.",,"a:10:{i:0;s:4:""5909"";i:1;s:4:""5905"";i:2;s:4:""5906"";i:3;s:4:""6147"";i:4;s:4:""5907"";i:5;s:4:""5908"";i:6;s:4:""5910"";i:7;s:4:""6148"";i:8;s:4:""6156"";i:9;s:4:""6157"";}","a:2:{i:0;s:4:""5903"";i:1;s:4:""5904"";}",,https://youtu.be/XaKvj5dC5AA,https://youtu.be/hG7pzx0tnJs
5870,LabZéro,https://oecd-opsi.org/innovations/labzero/,,"Préfecture de Région Provence-Alpes-Côte d'Azur",France,regional,"a:1:{i:0;s:12:""public_admin"";}",LabZéro,http://www.lelabzero.fr,2017,"Le LabZéro est un laboratoire d’innovation publique qui poursuit des objectifs “zéro”, comme “zéro personne à la rue”. Afficher une forte ambition permet de mobiliser les énergies et d’encourager la créativité. C’est un lieu tiers, piloté par l’État régional et animé par une équipe d’horizons différents, qui rassemble tous les acteurs concernés et volontaires pour trouver de nouvelles réponses aux questions de politiques publiques.","Le LabZéro s’appuie sur la société civile, notamment les acteurs socio-économiques, pour créer des services innovants susceptibles d’enrichir et prolonger le service public.
Il rassemble pour cela depuis son inauguration en février 2017 tous les acteurs locaux, qu’ils soient institutionnels, associatifs, économiques ou culturels, pour construire ensemble des expérimentations qui visent à inventer le service public de demain. Le Lab Zéro s’est investi dans deux horizons « zéro » que sont le « zéro sans-abrisme » et le « zéro non recours aux droits », pour remettre au cœur des préoccupations de l’administration les objectifs plutôt que les moyens, en s’appuyant fortement pour cela sur le tissu économique et associatif local. Le LabZéro marche sur deux jambes, l’action et l’inspiration : il faut agir pour démontrer les effets d’une innovation (et tester pour améliorer) et il faut inspirer les agents des services publics pour transformer les manières de faire de l’administration.
Le Lab Zéro est le prototype d’une nouvelle façon de fabriquer du service public et de la politique publique.
Pour citer un seul exemple parmi les quatre expérimentations catalysées par le LabZéro, il a rendu possible, en fédérant les acteurs du sans-abrisme pour trouver des solutions innovantes, la mise à disposition d’un bâtiment vacant de l’État, pour la première fois en France, afin de créer un lieu de vie qui accueille à la fois des personnes sans logement, des salariés, des habitants, des acteurs associatifs, des touristes etc. Le Lab Zéro a mis autour de la table des entreprises de l’économie sociale et solidaire, des acteurs associatifs, des services de l’État (Direction Régionale et Départementale de la Cohésion Sociale et services de l’immobilier départemental et régional) pour construire ensemble ce projet, qui est un prototype pour essaimer ensuite. Ce mode de travail est un changement de paradigme par rapport à une puissance publique interventionniste ou délégataire. Les projets ont été construits avec tous les acteurs volontaires à partir d’un objectif commun et de principes d’action définis et acceptés par tous, le tout animé par un État agile et soutenant.
Le Lab Zéro est un catalyseur du changement culturel au sein de la fonction publique.
Les acteurs qui participent aux travaux ont changé leurs pratiques et se mettent par eux-mêmes à la construction de projets innovants. C’est ainsi que la Caisse Primaire d’Assurance Maladie (CPAM) et la Caisse d’Assurance Retraite et Santé Au Travail (CARSAT) se sont rapprochées pour faciliter les échanges de données et éviter les ruptures de ressources des travailleurs invalides qui demandent leur retraite. Des acteurs qui se rencontraient uniquement lors de réunions institutionnelles ont monté ensemble des projets, d’autres institutions se sont impliquées après le démarrage et ont soutenu des expérimentations (le Conseil Départemental et la Métropole via le dispositif du Fonds Solidarité Logement) et enfin, plusieurs acteurs du territoire (l’établissement public d’aménagement, Euroméditerranée et la Caisse des Dépôts et Consignations) se sont financièrement impliqués dans le projet de lieu de vie au sein d’un bâtiment de l’État.
C’est ainsi un véritable écosystème vertueux de l’action publique qui est expérimenté depuis plus d’un an. En 2018, ce sont 80 personnes sans domicile hébergées, un lieu de vie ouvert au cœur d’un quartier prioritaire de Marseille, 100 autres personnes nouvellement à la rue directement mises à l’abri via un dispositif innovant d’orientation des personnes qui demandent un hébergement, une automatisation des droits de la sécurité sociale pour les bénéficiaires du dispositif Garantie Jeunes mise en œuvre (2000 jeunes concernés sur le département des Bouches-du-Rhône), un projet d’ambassade des droits co-construit avec les habitants d’un quartier prioritaire, sans oublier un lieu de rencontre pour tous les acteurs publics et privés qui veulent contribuer à l’innovation sociale au service de leur territoire.
En résumé, la méthodologie du Lab Zéro a consisté à :
• Construire et formuler une vision et une pensée globales
• Faire émerger un langage commun pour agir (exercices de projection vers un “scénario idéal”)
• Donner le chemin vers le zéro (identifier des leviers d’action prioritaires ou des opportunités)
Faire émerger et monter 2 projets expérimentaux
• Utiliser des méthodes diverses (brainstorming, “focus groups” usagers…)
• Identifier et accompagner les acteurs porteurs des projets
Acculturer à l’innovation les acteurs concernés
• Prévoir des visites à l’extérieur pour inspirer les agents de l’État
• Développer l’organisation d’événements en interne pour acculturer,
former
Cet outil et ses méthodes peuvent être modélisés à toute échelle de territoire pour co-construire de manière efficiente les services à la population.","a:9:{i:0;s:3:""190"";i:1;s:3:""211"";i:2;s:3:""257"";i:3;s:3:""615"";i:4;s:3:""612"";i:5;s:3:""317"";i:6;s:3:""617"";i:7;s:3:""619"";i:8;s:3:""354"";}","Le LabZéro innove dans la fabrication du service public :
1 - L’association entre puissance publique et acteurs privés au service de l’intérêt général dans le pilotage du LabZéro : travailler en collaboration avec Marseille Solutions (entreprise propulseuse de solutions innovantes) a permis de construire à partir de visions et de compétences complémentaires des projets innovants
2- La focalisation sur un objectif “Zéro” pour concentrer les énergies sur la finalité plutôt que sur les moyens : elle a obligé les acteurs à travailler en forte collaboration et à sortir de leurs postures habituelles
3- La co-construction d’une vision commune avec les acteurs concernés par un sujet : institutions, associations d’envergure nationale ou locale, collectivités locales, tous les acteurs ont contribué à construire des principes d’action consensuels qui cadrent les expérimentations
4- Des tests rapides et à petite échelle : pouvoir déroger aux règles, preuve de concept (POC) avant essaimage","a:1:{i:0;s:14:""implementation"";}","1- Le LabZéro volet inspiration
Nous avons mené des projets pour impliquer les agents dans le changement de leur pratique de travail comme la formation action “zéro mail inutile” ou les “Vis ma Vie” (pour décloisonner l’administration). Ces projets ont été expérimentés et évalués à petite échelle et sont désormais en cours de développement.
2- Le LabZéro volet action
Nous avons développé quatre expérimentations qui sont aujourd’hui pilotées par des acteurs de terrain. L’une d’entre elles a démarré en avril 2018 et les autres démarreront d’ici la fin de l’année. En complément de ces premiers tests, le Lab développe une dynamique territoriale sur la question des personnes sans logement en rassemblant le plus d’acteurs possibles, publics ou privés, pour multiplier les solutions.
Le Lab a mené une première démarche interne d’évaluation en mars 2018 (un an d’existence) et cherche les moyens financiers de conduire une évaluation externe.","1- Entreprise : Marseille Solutions, associée depuis le départ à la création du LabZéro a joué un rôle essentiel, d’analyse extérieure par rapport aux habitudes de travail de l’administration et dans ses compétences d’animation de collectifs
2- Un spécialiste de la sociologie des organisations : il apporte un regard extérieur aux projets et aux méthodes puisqu’il n’est pas impliqué dans les travaux concernant les différents champs, ce qui permet toujours de garder de la hauteur de vue","1-Participants aux projets (services de l’État, associations, institutions etc.) : ils ont découvert une autre manière de collaborer et ont formé une communauté d’acteurs qui échangent des informations et montent des projets
2 Les usagers : les expérimentations nées au sein du lab devraient par exemple permettre de loger plus de personnes et d’éviter que d’autres connaissent la rue
3-L’Etat : le LabZéro a montré qu’une autre façon de travailler, un autre positionnement de l’État était possible","Les effets observés au niveau des organisations montrent une meilleure collaboration et une plus grande capacité à sortir du cadre pour régler les problèmes, que ce soit l’administration ou les autres acteurs impliqués.
Le LabZéro a permis aux acteurs de tester les bienfaits de l’intelligence collective, le décloisonnement dans la construction de projets, et l’aptitude du collectif à pouvoir innover dans des champs de politiques publiques compliqués, qui paraissent “bloqués”.
Voici les résultats en chiffres synthétiques :
- 2 projets transformateurs de l’administration
- 4 projets développés sur le territoire
- Plus de 100 agents publics touchés
- Plus de 60 structures fédérées
- Plus de 5000 bénéficiaires potentiellement concernés
Dans le futur nous voudrions investir d’autres champs d’action pour impulser la même dynamique collective (Institutions publiques, associations, entreprises, citoyens etc.) afin de faire converger toutes les énergies vers la résolution des problèmes.","Le LabZéro promeut une méthode qui est inhabituelle dans l’administration. Il a donc été nécessaire de convaincre que l’originalité de la démarche n’était pas qu’un écran de fumée, mais bien une nouvelle manière de construire des projets et des politiques publiques. La résistance au changement, l’inertie, sont des freins courants de l’administration particulièrement compliqués à lever. Le LabZéro a réussi à lever ces freins grâce à des réalisations concrètes et rapides qui montrent qu’il agit véritablement sur le terrain et qu’il transforme les politiques publiques.
Un autre obstacle est la pluralité d’acteurs avec un pouvoir de décision, qui a mis en échec certaines idées, comme l’élargissement de l’automatisation des droits.
Enfin, nous avons rencontré des difficultés pour assouplir l’interprétation des règles de droit qui bloquaient la mise en œuvre des expérimentations, comme l’occupation temporaire des bâtiments vacants de l’État.","1 Un soutien politique fort : le portage du LabZéro par le Préfet de Région Provence-Alpes-Côte d’Azur, et son secrétaire général aux affaires régionales (SGAR)
2- Une équipe pluridisciplinaire motivée : le fait d’avoir des agents publics, des acteurs de terrain reconnus, des entreprises (de l’économie sociale et solidaire)… qui croient au projet
3- Des expérimentations qui se construisent et se mettent en place rapidement
4- Un partenaire très compétent pour animer les sessions de créativité au LabZéro : Marseille Solutions
5- Le temps dédié aux projets : deux agents publics dédient une grande partie de leur temps de travail à développer ces projets
6- L ’accessibilité des membres du LabZéro : tout citoyen, association ou entreprise peut facilement venir rencontrer les coordinateurs du LabZéro
7- Un fond d’amorçage pour lancer le LabZéro de 170 000 euros pour 18 mois","Même si le LabZéro est unique car il est le résultat des singularités du territoire, des acteurs mobilisés en son sein et du portage politique actuel, il a inventé un nouveau positionnement de la puissance publique qui peut être adopté par toute structure publique.
Voici les facteurs principaux de réussite qui combinés ailleurs pourraient permettre de reproduire cette initiative :
- S’appuyer sur un “prestataire” externe très compétent (qui utilisera des méthodes et des outils innovants pour changer les postures),
- Avoir une identité (des objectifs clairs),
- Avoir une équipe pluridisciplinaire,
- Avoir un lieu en dehors de l’administration porteuse,
- Être ancré sur le territoire par les sujets choisis et par les acteurs impliqués
- Avoir une gouvernance très souple : le principe “doers decide” et le pilotage par une instance interministérielle régionale
- Avoir un budget propre : pouvoir financer l’amorçage des expérimentations sans perdre du temps à lever les premiers fonds","'- Le décloisonnement des structures permet le décloisonnement de la pensée
- Faire confiance au collectif, y compris dans une organisation pyramidale, cela fonctionne
- L'innovation est nécessaire pour faire évoluer les grandes organisations, notamment dans les domaines clé comme les politiques sociales et plus généralement les actions au service de l'intérêt général","Verbatims de participants
« Le LabZéro a ouvert un terrain de jeu neutre, créatif et rassembleur, pour travailler en collaboration avec les acteurs de terrain et ainsi aller plus loin dans l'innovation au service des usagers. »
« Le LabZéro a permis de donner une nouvelle énergie et de transformer les pratiques existantes. »
« Les sujets choisis sont de vrais sujets, qui remettent en question tant les acteurs que les institutions, ça oblige à faire bouger les lignes. Le Lab a réussi quelque chose d’intelligent. »
« Une initiative pertinente qui dépasse l’entre-soi, les inerties, les imaginaires... J’ai été « fan » de cette démarche et « fan » du fait que cela vienne du SGAR, parce que c’est de là que cela devait partir. »
« Une excellente idée, qui est en plus pilotée par l’État. [...] tout le monde est à égalité… pour nous c’est la richesse du Lab. »",,"a:1:{i:0;s:4:""5918"";}",,https://www.dailymotion.com/video/x6u9ynx,
5872,"PIA tool",https://oecd-opsi.org/innovations/pia-tool/,,"Commission Nationale Informatique et Libertés (CNIL)",France,central,"a:1:{i:0;s:11:""information"";}","PIA tool",https://www.cnil.fr/en/open-source-pia-software-helps-carry-out-data-protection-impact-assesment,2017,"The General Data Protection Regulation (GDPR) requires that organisations carry outData Protection Impact Assessments (DPIA or PIA) prior to starting a likely risky processing operation. The PIA tool is a free and open source software tool, available as a standalone and “server” version. It helps organisations to conduct PIAs by guiding them through the process step-by-step, and thus to demonstrate compliance with the GDPR.","The GDPR became applicable in May 2018. While increasing the general awareness on data protection and privacy issues, it also places new regulatory pressure on organisations processing personal data. Organisations are now required to carry out Data Protection Impact Assessments (DPIA or PIA) before starting processing operations likely to result in a high risk on the individual.
Since carrying out a PIA is a complex matter, the CNIL has developed guidance and a software tool to help public and private organisations.
The PIA tool is part of a global PIA initiative developed by CNIL. It includes (https://www.cnil.fr/en/cnil-publishes-update-its-pia-guides) :
- a PIA method, models and a code of practice, published in 3 guides which are based on the regulation and leading practices (https://www.cnil.fr/en/PIA-privacy-impact-assessment-en);
- frameworks adapting the method to specific business activity context (such as internet of things: https://www.cnil.fr/sites/default/files/atoms/files/cnil-pia-piaf-connectedobjects-en.pdf) and giving specific guidance;
- case studies providing practical examples rolling out the method (https://www.cnil.fr/sites/default/files/atoms/files/cnil-pia-captoo-fr.pdf);
- a software tool to carry out PIAs by unfolding the method step-by-step and which includes the aforementioned materials by providing contextual information, and by including the use cases as examples in the tool (https://www.cnil.fr/en/open-source-pia-software-helps-carry-out-data-protection-impact-assesment).
Within this global offer on PIA, the software tool’s development process has also followed an innovative approach. It was based on a design thinking methodology, involving potential users in the making process through several discussion and testing sessions. From those have arisen the following three principles: a step-by-step approach to PIA, contextual content and modularity & openness.
Indeed, the tool unfolds progressively the PIA method developed by the CNIL. It allows the user to easily understand the method, the regulatory requirements, and the leading practices. To do so, the tool relies on a user-friendly interface that allows to simply carry out PIA as well as easily manage them. This step-by-step approach is completed with several visualisation tools that offer ways to quickly understand the risks associated with the data processing.
Additionally, the tool’s content takes into account the whole regulatory framework as well as norms and best practices set out by standards bodies widely used in organisations. Thus, the tool includes the legal points ensuring the lawfulness of processing and the rights of the data subjects as well as technical and organisational measures to manage and reduce the risks on the data processing.
All this rich information is presented through a contextual knowledge base, available along all the steps of the PIA, which delivers the aforementioned information according to the aspect of the processing studied.
Finally, we adopted a highly modular and open approach to the development of the tool. Since organisations have specific needs depending on their sector of activity, we decided to make the tool as customisable as possible. Therefore, the source code is published under a free licence, allowing for anyone to modify the tool and its features, for easier integration in the information systems of various organisations.
The tool was first released in November 2017, in French and English. Other language versions were submitted by the community and it is now available in 14 languages. The PIA software was downloaded 70 000 times in the first 6 months after it was released. The tool has been widely adopted by the data protection community and used by many organisations, ranging from global corporations to public bodies such as hospitals or local administrations.","a:10:{i:0;s:3:""609"";i:1;s:3:""876"";i:2;s:3:""623"";i:3;s:3:""303"";i:4;s:3:""615"";i:5;s:3:""612"";i:6;s:3:""614"";i:7;s:3:""617"";i:8;s:3:""320"";i:9;s:3:""373"";}","The PIA software is the first project of its kind within the CNIL and within the community of data protection regulators. It complements and provides a useful toolkit for the PIA guides previously published by the CNIL. The PIA software has been considered as a product since it was first imagined and designed, which is a real novelty for a regulatory institution. Not only did it rely on design thinking and co-design practices to shape software developments, it has been also fully managed in an agile way to allow more flexibility and responsiveness in its different releases, in order to evolve based on user feedback.
Publishing the tool as an open source software has also been a new approach tested by the CNIL and has also exposed us to new models of project governance through the Github platform we use to publish the source code. Indeed, it has allowed to experiment with direct contributions to a CNIL’s product, asking us to create ways to evaluate and accept quickly those inputs.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The project is at the end of its implementation phase and we will soon start the evaluation phase. It has been released in November 2017 in a beta version in order quickly adapt the development planning to the users’ feedback. The final version of the tool should be released in October 2018 ; the next step will be an evaluation phase where we will measure our users overall satisfaction with the tool and assess precisely the whole process internally in order to produce sets of guidelines for future projects of the same nature, potentially to be shared with other public institutions.","Following a collaborative design approach, our users have been key partners in the tool’s development. Their feedback (600 emails commenting on the tool) has provided useful input and material to inform design decisions about the tool. Other key collaborators are Github contributors. With their contributions (80 issues opened), they have actively improved the tool. For example, they’ve helped to translate the interface in 12 more languages, improved its documentation and the code quality.","Our users come from the public and private sectors (small to medium businesses, multi-national corporations, municipalities, hospitals, government’s ministries...) worldwide, as well as a broad range of roles (Data Protection Officer, Chief Information Officer, Project Manager...).
Data Protection Authorities across the world are key stakeholders as they benefit directly from the tool and are increasingly involved in its development.","The initiative has been largely welcomed by organisations, thanking the CNIL for providing a practical tool to help them build their compliance. Six months after it was released, the tool had been downloaded 70 000 times. Since it is open-source, the tool has successfully fostered an active international community around the PIA topic. Through its contribution, especially the translation of the tool in more of 14 languages, it encourages global adoption of the GDPR and of PIAs.
In addition, the project has enabled a new kind of collaboration between data protection authorities, going beyond legal cooperation to a more practical one that will hopefully encourage similar initiatives at a European level. It also has a very positive impact on CNIL’s image, showing that the institution actively looks at innovative ways to implement the regulation. It has also been an opportunity to bring a new kind of skills in-house, namely design, that shows to be highly appreciated and needed in such endeavour.","One of the main challenge we’ve encountered is the lack of previous experience on managing a “fully” open-project. Indeed, the management of the open-source community is particularly demanding and we would need more tools and additional resources to properly address it. However, several lessons have been learnt and we have established a whole model of open governance that we will deploy and test by the end of the year.
The project is running smoothly and because it has been used by many organisations worldwide, our main challenge has been to organise feedback processing in order to address without undue delay the issues faced by our users.","We identify three conditions for success:
1. The European regulation and the applicability of the GDPR in May 2018 that made PIA mandatory in some cases, as well as a need for organisations to demonstrate compliance;
2. Bringing design skill in-house, allowing the project to be developed and implemented with a design mindset and putting the user at the center of the approach;
3. An overall collaborative approach by allowing external contributions to the tool through the open source community","The tool being open source, several stakeholders have deployed the project in their organisations (hospitals, government ministries, multinational companies and SMBs from various fields), and coupled it with existing tools and methodologies. Others, such as consulting companies, have seized the tool and developed new kinds of business activities on top of it.","So far, we have learnt some general lessons:
1. Getting the proper in-house resources: it is essential to get in-house the proper human resources with skills that match the nature of the project. In this specific case, a design approach was definitely needed to reach a high quality product by properly implementing a user-centric methodology to design the product. It is also essential to have this kind of knowledge in-house in order to have smooth interactions with service providers helping you to build the product;
2. Valuing the community contribution: be keen to involve progressively the relevant stakeholders in the project from the start in order to deliver a product that realistically answers the need of the final users. Confronting what you imagined with the requests of the users and other stakeholders is also a perfect way to challenge preconception or belief you might behold as the initiator of the project. This is particularly true when the project is openly released. From that point, contributions can be freely proposed and are bound to be discussed by all stakeholders.
3. Planning ahead: having an innovative will is important, but it is as important to thoroughly analyse the action and skills needed to deliver an innovative initiative or product. This helps to identify which trouble you might encounter and imagine how to handle them, as well as finding the opportunities that might help to promote the initiative.",,"a:4:{i:0;s:4:""5878"";i:1;s:4:""5879"";i:2;s:4:""5880"";i:3;s:4:""5881"";}",,,https://www.youtube.com/watch?v=-SdA9L4j0a8&feature=youtu.be,
5874,"CivTech® Scotland",https://oecd-opsi.org/innovations/civtech-scotland/,,"Scottish Government CivTech® Programme","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","CivTech® Scotland",https://civtech.atlassian.net/,2016,"CivTech is the Scottish Government’s challenge programme for innovation. The programme pioneers a smarter, faster approach to public procurement to harness entrepreneurial tech innovation and citizen engagement, improving public service delivery, creating economic development opportunities and fostering an entrepreneurial mindset within government.","In a world where technology moves quickly, the problem for public sector organisations is this: how can they procure what they don’t know exists? A new approach is needed, one which shifts from a place of closed prescriptive tendering to that of open challenge based questions. And with that shift a move away from the traditional method of procurement that favours larger supplier companies who can afford the time and money to navigate their way through the complex public procurement process and open ourselves up to small, talented tech companies, who have rarely been engaged by the public sector.
In 2016, the team devised the CivTech Innovation Flow, an end-to-end project methodology - a six-stage, nine-month process, from challenge definition to delivery of a minimum viable product with ongoing pre-commercialisation support. This model encourages the rapid development of innovative, cost-effective solutions.
From a pilot in 2016, to a successful consolidation in CivTech 2.0 in 2017, CivTech 3.0 is now underway, and the programme continues to evolve. Across the three cycles, CivTech has collaborated with challenge sponsors from a wide range of Scotland’s public services:
•Scottish Government - Justice, MyGov, Cyber Security, Digital, Planning
•Public bodies - Transport Scotland, SEPA, Cairngorms National Park, SNH, Historic Environment Scotland, NHS NSS & NHS, Scottish Enterprise, Scottish Housing Regulator, the Scottish Anti-Illicit Trade Group
•Local authorities - Glasgow City Council, Stirling Council
•Third sector – YoungScot (working with Young People)
To date the team has run 26 challenge-based procurements on behalf of 20 organisations over three cohorts comprising between 7 and 11 eleven challenges.
Challenges are varied: how can we improve flood warning capability for communities; how can we improve access to NHS data; how can we prevent illicit-trading; how can we use data to improve social housing standards; how can we help young people start a conversation about mental health?
CivTech empowers challenge sponsors to take a less risk-averse attitude towards procurement and to benefit from exposure to cutting edge thinking and innovation. Phased contract sizes (£3k (Exploration), £20k (Accelerator), <£220k (post-accelerator) with break clauses in the process ensure that any delivery failure is captured early and, if necessary, terminated.
Once shortlisted, up to three teams are selected to work with the Challenge Sponsor for three weeks to refine their proposed solution. With that initial funding, companies have produced better quality applications, for example delivering 3D print outs of flood warning capabilities, or buying a car and strapping an iPhone to the dashboard to use the ""accelerometer"" data to grade the quality of roads. This vital ‘Exploration stage’ gives sponsors a better idea about the cultural fit of the applicant teams, which in turn leads to a better selection decision.
One company is selected for the accelerator to develop their product in collaboration with their Challenge Sponsor, and with citizen participation in a four-month product development cycle. Included in this Accelerator stage are 40 workshops on product, business and personal development led by providers who have built, sold or crashed their companies. An additional benefit to companies is they keep 100% of their IP and their equity. All this activity takes place in a co-located studio within CodeBase, Edinburgh, supporting the cross-pollination of tech, skills and expertise, not just amongst the companies, but amongst the sponsors.
At the end of Accelerator period, the Challenge Sponsor has the opportunity to continue the contract with the participant team under a pre-commercial contract and thereafter is eligible for a royalty-free license.
By virtue of the CivTech process, challenge sponsors understand public service problems better through ongoing interaction with tech innovators, citizens, innovation centres and academia.
During CivTech 2.0 we tested an Intrapreneurship Leaders Programme for challenge sponsors, to enable them to learn alongside the companies in the workshop programme. For CivTech 3.0 we have responded to feedback and developed this to a fully immersive programme with more public service tailored content to give public servants the tools and confidence to spot opportunities and create public value within their own organisations.
Also for CivTech 3.0 we have innovated again. Two challenges include elements of direct citizen engagement starting right from the definition of the challenge - in these cases involving young people. As these go through the CivTech accelerator process, the citizens will work with the company selected to develop solutions which best meet their needs. Testing this new model of citizen-sourced challenges opens up the potential for future innovation in citizen commissioned and selected products and services.","a:20:{i:0;s:3:""147"";i:1;s:3:""162"";i:2;s:3:""178"";i:3;s:3:""181"";i:4;s:3:""190"";i:5;s:3:""194"";i:6;s:3:""184"";i:7;s:3:""876"";i:8;s:3:""211"";i:9;s:3:""213"";i:10;s:3:""257"";i:11;s:3:""239"";i:12;s:3:""260"";i:13;s:3:""623"";i:14;s:3:""302"";i:15;s:3:""615"";i:16;s:3:""316"";i:17;s:3:""617"";i:18;s:3:""320"";i:19;s:3:""619"";}","CivTech works as challenge 'scaffolding' to generate greater interest in innovators outside of large corps who dominate the public bidding process. Public sector challenge funds are a well-trodden path, like SBIR in the US and SBRI in UK and Australia. However, these operate in linear, single challenge calls. CivTech set out to prove that running concurrent challenges from across the public sector – health, cyber, transport and environment – develops a more compelling bedrock for change. The cross-pollination of innovation, not just between the 8-11 companies working on their respective challenges but also between challenge sponsors, builds a critical mass and act as a beacon for other change programmes. CivTech has sought to further capitalise on this cross-pollination by developing an intrapreneurship programme for challenge sponsors, sharing the learning the companies receive and building workshops that allow them to bring an entrepreneurial mindset back to their organisations.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","CivTech 3.0, launches on 9 October 2018 and will be opened by the Cabinet Secretary for Finance, Economy and Fair Work. It brings together eleven challenges from: Scottish Natural Heritage, NHS NSS, SG Digital, SG Digital Planning, Scottish Housing Regulator, Scottish Anti-Illicit Trade Group, Young Scot, Glasgow City Council and Stirling Council. The challenges range from asking how young people can start the conversation about mental health to how can we use tech to enhance engagement with the outdoor environment.
In July 2018, 15 months after leaving CivTech, the beta cohort of companies had won contracts worth £1.3m, investment of £1.5m and created 30 full-time employee positions created (excluding founders). In the 3 months since leaving CivTech 2.0, companies have won £135k contracts and created 8 full-time employee positions.
CivTech has now set up an Academy to share our learning internationally, with two deep dives by Victoria State and Polish Governments completed.","Challenge sponsors bring domain expertise, resources and data. The role of citizens in co-production is paramount. Products/services are designed with, not just for them. CivTech has collaborated with 20 different sponsors on 24 challenges – from local government, central government and public bodies. For CivTech 3.0 in 2018 there is a citizen challenge led by young people, and a challenge sponsored by Scotland’s youth engagement organisation YoungScot with co-production with young people.","A challenge example that demonstrates the collaboration: the Scottish EPA submitted a challenge around improving flood-warning capabilities in rural communities. One trader responded with his 3D printed sensor and LED receiver, which was shortlisted through to the accelerator. The Innovation Centre for Sensors provided academic support. The Flood Forum provided extensive community engagement. The whole process delivered a community focussed product far cheaper than conventional systems.","As a pan-public sector tech Accelerator, CivTech is pioneering a fresh approach that has created new pathways for tech SMEs and startups to compete for public sector contracts. To date, 16 out of 18 of our challenge sponsors have continued a contractual relationship with companies post-accelerator, recognising the value of the approach. Companies have won over £2.0m in contracts outwith the programme, creating over 40 FTE jobs with a local economic impact of over £2m/year. Stirling Council made a cost-avoidance of over £1.5m through their challenge.
CivTech 3.0 saw 129 applications from across the UK. 3 successful companies on the accelerator will relocate from London and Bristol. This shows the attraction to move city to be part of a ground-breaking programme. All these figures bode well for future cohorts as we are asked, by both the business community and political community, to scale in location and number of challenges.","As is normal for start-up culture, our initial expectation was that 50% of these projects would fail. Between January to June 2016 we held 146 meetings (twice a week with procurement) across the Scottish public sector to garner interest and collect challenges. We tested the concept with over 200 businesses and went back and forward refining the process before we launched. Finally, after four false starts and ten months passing, we managed to secure premises within the tech incubator CodeBase in Edinburgh.
From our pilot cohort, 8 /9 businesses are still operational. The founder of the 'failure' retrained as a coder and worked for a company in the 2.0 cohort, recycling his knowledge. A challenge failed on 2.0 and we worked with the challenge sponsor to ensure a successful IP transfer. As a result we altered the legals for 3.0 to take this eventuality into account.
All learnings are captured and transfered through regular retrospectives.","Strong leadership from the Director Generals. Acceptance that with innovation comes failure.
Get a mixture of people around the table - public / entrepreneurial / third sectors / academia.
Allow procurement rules (as opposed to laws) to be more flexible.
Push on citizen engagement and interaction.
Immerse public servants in entrepreneurial environments, not just send them on training courses.
Ringfence a small budget and give operational freedom to experiment
Celebrate success","Increasingly we are being asked by governments and public sector organisations both within the UK and around the world about implementing either identical or similar programmes. As a result, we have set up the The CivTech Academy - a structured, comprehensive programme by which the overall methodology and ethos of the CivTech Programme can be passed on to partner organisations. The methodology includes the infrastructure, systems and operating principles that need to be put into place, and the knowledge and knowhow required to successfully operate them.
We are regularly visited by foreign governments. Over the summer we had deep immersions by the Victorian State Government, Australia and the Polish Government’s GovTech team.
On the 1st October 2018 CivVic Labs (civvic.org.au) was launched in Melbourne. The preceding year’s collaboration prompted the Premier of Victoria to write to the First Minister of Scotland “inspired” by CivTech. The letter is attached.","1. Have a compelling mission that people can get behind.
2. Team culture - Underpinning our team is an entrepreneurial culture - the persistence to move forward, resilience to take the flak and urgency to get results.
3. Start today to get lessons tomorrow even if things aren’t perfectly in place.
4. Prepare for failure - it will come - just capture the lessons learnt and act on them.
5. Challenge sponsors need to be sufficiently seeking, curious and daring to try new ways of procurement and delivery and crucially, prepared to spend time to articulate the problem, not predict the solution.
6. Run in cohorts with set fast-moving timescales. This enables comparable shared concurrent learnings, and if a challenge drops or a company fails, there are still sufficient numbers to make it a success - particularly important when trialling new processes, lest a linear single ‘failure’ kybosh appetite and revert the organisation to back to conventional ways.
7. The value of a cohort is multiplied by utilising a colocation collaboration space - this enables the cross-pollination of tech, skills and expertise, not just amongst the companies but also amongst the challenge sponsors.
8. You aren’t going to create public entrepreneurs simply by following an innovative process – but you might just tilt public servants towards that mindset by immersing them in an entrepreneurial environment over six months.
9. Understand the law before you obey the rule/perceived wisdom. The law is often flexible, but we put around it rules that make the execution inflexible and the guidance bears no resemblance to the legislation.
10. Bring together public, private, third sectors, academia, investors and citizen groups where everyone plays a part in a curated manner. Blending these sectors within a studio creates an energy around the delivery of product that is rarely seen in policy making.
11. Put evaluation methodologies in at the start.","“I am so inspired by what I have seen at CivTech. It is truly transformative. It has changed the mindset within procurement and I want to evangelise for this kind of work across the Scottish Government and our agencies. It is a game changer and is disrupting public sector ways of working in the way digital is disrupting the private sector. It is transformative to the point where I want us to revisit our systems to make sure this kind of project can flourish.""
Derek Mackay MSP, Cabinet Secretary for Finance, Economy and Fair Work,
“I was really inspired when I heard about CivTech, because I saw your agenda doing two things. One is driving innovation within, not just through, the public sector - being daring, being willing to take risks, being willing to invest in your explorative capacity. And the second is really using the power of the digital revolution to improve public services.""
Professor Mariana Muzzacato, Director of the UCL Institute for Innovation & Public Purpose","a:2:{i:0;s:4:""6088"";i:1;s:4:""6090"";}","a:4:{i:0;s:4:""6078"";i:1;s:4:""6085"";i:2;s:4:""6084"";i:3;s:4:""6094"";}",https://youtu.be/r_LqFirCwZA,https://youtu.be/vDbl8IOuBr4,https://youtu.be/L2kIe32RUtI
5885,"Nigeria Open Contracting Portal (NOCOPO)",https://oecd-opsi.org/innovations/nigeria-open-contracting-portal-nocopo/,,"BUREAU OF PUBLIC PROCUREMENT",Nigeria,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:39:""Public financial management/Procurement"";}","Nigeria Open Contracting Portal (NOCOPO)",http://nocopo.bpp.gov.ng,2017,"Corruption is endemic in Nigeria and Africa in general and has become an anathema to development. The award-winning Nigeria Open Contracting Portal is a solution developed to curb the menace of corruption, achieve transparency and openness as well as facilitate citizen engagement.","As at 2016, Nigeria is ranked 31st from the bottom in the Transparency International Corruption Perception Index. In 2012, Nigeria was estimated to have lost about $400 billion to corruption. According to the Independent Corrupt Practices and other Related Crimes Commission (ICPC), 60% of corruption cases in Nigeria are procurement related. In a recent report by the Economist, it was indicated that an investigation revealed that about $15 billion was estimated to have been diverted by the previous regime through dodgy arms procurement.
It is with these devastating statistics in mind that the Nigeria Open Contracting Portal was conceptualized. The portal publishes procurement records and information on all stages of the procurement process, from planning through advertisement, tendering and award. Through the portal, Ministries, Departments and Agencies (MDAs) submit their procurement plans and records to include information such as project title, cost, name of vendor, procurement method, project location, and implementation status. The two crucial features on the portal are the contract administration and citizen feedback. Contract administration has always been a major challenge in Nigeria as we have a lot of prevalent cases of abandoned projects scattered all over the country which were caused by several factors principally due to lack of proper project monitoring and evaluation. With the Nigeria Open Contracting Portal, we aim at reducing significantly the cases of abandoned projects through proper record management and project monitoring. The other aspect is citizen engagement which is also very important. Through the Nigeria Open Contracting Portal, citizens can be able to track projects in their localities and monitor implementation. They can access the portal and view details about contracts and projects including the cost, name of vendor and status. They can also report and give feedback directly on the quality of delivery and whether the project was not even delivered as claimed by the vendor.
The portal aims at making procurement data and records open and accessible to all citizens. Procurement information from more that 700 Ministries, Departments and Agencies will be made available in the portal. The information include name of the contractor, contract amount, scope of work, duration and location of the project. The portal conforms with global Open Contracting Data Standards (OCDS) and has a feature for citizen engagement and feedback mechanism whereby citizens can report project performance. The OCDS mandates, for example, that all contracts have unique ID by which they can be identified and tracked.
The portal was developed in a co-creation process together with Civil Society Organizations. Their input was critical as they have closer tie with the citizens. The portal is also part of Nigeria's commitment in the National Action Plan for the open Government Partnership (OGP) of which Nigeria is a member.
So far, a Federal Government Circular has been issued mandating all government MDAs to use the portal and the portal is already being populated with data. We are now working on data analysis to establish trends in government spending, impact of projects on communities and how government can do things differently based on the feedback available.
The benefits of the portal are numerous to all stakeholders ranging from government, civil society organizations, private sector and more importantly the citizens. The government becomes more transparent, civil society become more effective in project monitoring, the private sector has access to more information for research and the citizens have more information to engage government.
The Nigeria Open Contracting Portal won a global innovation award in 2017 organized by the Open Contracting Partnership and Open Data Institute.","a:3:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""876"";}","Open Contracting is a global movement and this is the first initiative in Nigeria. Before now, procurement information is not often disclosed and numerous corrupt practices thrive as a result. Even with the Freedom of Information Act (FOI), Ministries, Departments and Agencies are still reluctant to release procurement information. The compelling aspect of this initiative is that this information is now made available in a central portal and it employs Information and Communications Technology to enable ordinary citizens in remote areas to have access to procurement information and engage government for the delivery of projects
The citizen engagement feature is also innovation. Prior to this portal, there is no platform for citizens to give a direct feedback on project status which in effect explains the incessant cases of abandoned projects as contractors claim to have done projects and there was no way to confirm.","a:1:{i:0;s:14:""implementation"";}","The portal was developed in 2017 in a co-creation process between government and civil society. The portal was developed to address the problem of unavailability and lack of access to procurement data and information in Nigeria which is believed to aid corruption in the sector. The portal is modelled in conformity with the Open Contracting Data Standards (OCDS) which is a global standard for presenting contracting data which is expected to be accessible, readable and reusable. The Bureau of Public Procurement in Nigeria is committed to the project and has sought the technical support of the Open Contracting Partnership (OCP). Federal Government circular has since being issued to more than 700 Ministries, Departments and Agencies (MDAs) mandating them to use the portal. There is a substantial compliance as the portal keeps on growing with data from the MDAs. Training and sensitization is also on-going so as to address the issue of capacity and technical know-how in the use of the portal","The portal was conceptualized by the Bureau of Public Procurement, representing government. However, development was through co-creation process, in conjunction with different stakeholders. Civil Society Organizations, especially those working on public procurement, project monitoring and fiscal transparency provided useful input. We also interacted with key government ministries and agencies on data provision and availability. Technical support was provided by the Open Contracting Partnership.","Citizens are the primary users of the portal. they have access to a vast data on project and they can report implementation status. Government derives benefit in the sense that citizens have more trust in government and transparency and openness is achieved. Civil Society Organizations become more active and will be able to more effectively monitor projects and measure government's transparency efforts. The private sector has more data for research, projections and statistics.","The portal has been well received as a solution that is capable of combating corruption in Nigeria's public procurement sector. It won Government Innovation Award and was presented at the Africa Open Data Conference in Accra in July, 2017 and has the potential of inspiring other African countries to implement similar initiative. The stakeholders, including the Civil Society Organizations are also enthusiastic about the initiative. The initiative when adopted by other African countries will go a long way in institutionalizing transparency and accountability in the continent while significantly reducing incidences of corruption, especially in public procurement. Officers in Ministries and Agencies are excited about the portal as it makes them to be proactive in disclosure of procurement information. With the Freedom of Information (FOI) Act, citizens can request for information, procurement records inclusive. However, with the portal, such information are made readily available.","Initial challenges encountered include adjusting to the new Open Contracting Data Standards (OCDS) which is an improved method for presenting procurement data and information away from the conventional method. Another challenge was trying to secure stakeholder buy in and understanding in respect of the new system. Capacity building for the personnel was also an issue. However, we have been able to address most of the issues as we progress in implementation.","Strong political will is necessary to give a political backing for the initiative. We are lucky anti-corruption is one of the key focus of the present administration. Infrastructure is also critical and government must invest heavily on that. The Bureau has a dedicated data-centre which we are working to expand. We have policies and regulations in place. Already the Public Procurement Act is emphatic on transparency, accountability and efficiency. Regulations are also in place and a Federal Government Circular has been issued for effective use of the portal by ministries and agencies. Finance and budgeting are also important and the Bureau is exploring various funding sources to sustain the portal. Capacity Building, training and sensitization is on-going.","The portal was presented at the Africa Open Data Conference in Accra in July, 2017. The portal was also showcased in Sierra-Leone. Other African countries are also showing interest in the portal.
The Open Government Partnership (OGP) is about transparency and accountability by government across all sectors. Nigeria is a member of the OGP and the Open Contracting Portal is part of the country's commitment in the OGP National Action Plan. Other organizations are also working on openness and transparency as it relates to their mandate and statutory responsibility. The Nigeria Extractive Industry Transparency Initiative (NEITI) is working on transparency and openness in the extractive sector while the Federal Ministry of Budget and National Planning is working on Open Budgeting.","In the 21st century, corruption must be fought digitally using innovative solutions. We believe that employing Information and Communications Technology to combat corruption will make it more effective and would make governments all over the world to be more accountable to the citizens.
We also learnt that citizens have more trust in government when they are engaged in, in the governance process and they have a feedback and a stake in government activities.",,,,,,
5892,"Experimentation accelelator",https://oecd-opsi.org/innovations/experimentation-accelelator/,,"Finnish Innovation Fund",Finland,other,"a:1:{i:0;s:12:""public_admin"";}","Experimentation accelelator ",https://kokeilevasuomi.fi/en/frontpage,2018,"The Government of Finland has launched an “Experimentation Accelerator” as a network-based self-organising platform for innovative public servants to develop cross-sectoral solutions through co-creation, mutual learning and sparring from inspiring innovation champions. This year there are 17 teams involved in the process consisting of 4 co-working sessions, with experiments ranging from Lean Start-up, deepened service thinking in and across the participating organisations to AI and strategic HR.","The Experimentation Accelerator seeks to put service-dominant logic and the people at the heart of public sector innovation, both in terms of the customers, stakeholders in the service ecosystem and citizens. By so doing it addresses the challenges of silo-based administration and barriers to collaboration, as well as supports the shift to a more self-organisational learning in developing innovative working practice in the public sector working environments.
It provides encouragement to think and to act differently and by so doing empowering the people at their work places it strengthens the internal motivation for transformation in the public sector, whilst ensuring people feel motivated to work in the public sector working places and see the connection between their internal motivation and external satisfaction and trust in the public administration. By providing a safe environment to experiment in, the accelerator allows people to try new things and learn from them without fear of failure. Failure can rather be seen as an opportunity for maximizing the learning that place. In the 4 co-working sessions the teams learn from each other and create an understanding of what experimental governance and experimental development mean in practical terms.","a:3:{i:0;s:3:""190"";i:1;s:3:""211"";i:2;s:3:""234"";}","In a culture where careful planning is seen as a priority above all else, a truly self-organising process, based on peer-learning and co-creation is still a novelty. Only the process and basic structure of 4 co-learning sessions is pre-determined, almost everything else is determined in the process, by the participants themselves and all learning and lessons along the way can influence the implementation. Though the selection of focus and content is determined by the participants themselves, this time we hoped to have themes focusing on collaboration and cooperation, as these were seen as the key areas in the first round of experimentation acceleration.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";}","The first accelerator was organised in 2017-2018, now the lessons from that have been taken into consideration and the power of learning as self-organising teams taken a step forward. The experience from the first round of accelerator activity was positive and the uncertainty of an open process, only defined in terms of the times and venues for the shared sessions worked well. The teams learned from each other and the mutual innovation support was even more valuable than the support of inspiring experts, though they were also important.","Collaboration is not pre-detemined, partnerships can be forged and expanded during the process. In addition to public sector, also PPPs are possible. Amongst the organisers in the last (1st ever) round of accelerator (Work 2.0. project, Ministry of Finance, D9 design team, ""Experimental Finland"" at PMO etc.) this time also the Finnish Broadcasting Company and Finnish Innovation Fund Sitra have joined the team of organisers.","Mainly other public sector organisations, but also citizens, companies and third sector organisations and collaboration partners through activities such as PPP collaboration and customer panels.","The process has only started, but from the first round done in 2017-2018. This time around a new tool for mutual learning and sharing ldeas has been tested (""Idea Factory"" or ""Ideatehdas"": https://www.ideatehdas.fi/t/ideataulu/?f=aWRlYXRhdWx1VElEPW9UeGc3dlFQM0UmZmVhdHVyZT1pZGVhdGF1bHU).
Expected results and impacts are connected in particular to change in thinking and mentality in the public sector, increasing the courage and empowerment of professionals to take ownership over their own learning and innovation processes and making the hurdles for collaboration easier to overcome.
Results are new processes, practices and forms of collaboration, connected to better quality and effectiveness of innovation and experimental activities and impacts change in thinking, working and collaboration, basically resulting in empowerment and cultural change.","The dynamic and self-organising nature of processes involved makes the processes also difficult to foresee through traditional planning and control mechanisms. It creates uncertainty and insecurity and can of course also lead to failure. The utilisation of external sparring partners and coaches is dependent on many contextual factors and human aspects of the process. Success cannot be pre-determined.
Self-organisation is a relatively new principle, which demands a lot from all participating parties and can lead to discouragement or even some of the teams dropping out, if they are unable to find time and maintain energy and motivation. This is where the peer support and openness of the processes comes in: there will hopefully always be a colleague, who can help to retain interest and energy in the accelerator process.","Leadership has been identified an important factor: already in the first round the Prime Minister's State Secretary and all Permanent Secretaries provided their support and encouragement. The stories shared in the sessions and the acceptance of failure (e.g. Day of Failure events) were also a central part of supporting experimentation in practice.
The rules and policies are determined in the process, by the participants, which keeps the process open and dynamic.
The infrastructure includes the already infrastructure of ""Experimental Finland"" and other participating organisations. External and neutral facilitation of collaboration has been found very valuable in forging new partnerships and practices in new areas.","There is no direct replication as such, but the first round of accelerator was certainly used as inspiration and base for learning, when a similar process was designed at the Finnish Association of Local Authorities https://www.kuntaliitto.fi/asiantuntijapalvelut/johtaminen-ja-kehittaminen/kokeilujalostamo. Service Designers who were behind this process also collaborated with the Accelerator in its first year of activity.","Lessons from this round are still to be identified, as we have only started, but there were lessons from the first round, e.g. on the importance of external facilitation and support, as well as flexibility or the processes required. The experimental and innovative governance network has expanded and new methods, organisations and platforms have been emerging. One of the lessons is the need to keep the community connected and open. Instead of any single method or tool, the importance of network facilitation and governance has been important and we still have a great deal to learn there.","A shared understanding of the goal and vision is important, as is the forging of a shared culture and language, based on mutual trust and learning. This requires time and patience. The Finnish community of experimental and innovative governance is growing all the time and we think one can perceive a change in thinking from a problem-driven to solution-driven. It is a self-organising way of working, which requires a high degree of self-reflection is still in the early stages and there is a lot to learn. This requires a lot of time and one of the main effects of the process may actually be the time it ""creates"" for the participants: having half day or 1-day sessions of co-creation is a major help in people’s everyday working life today, allowing them to stop and reflect on their practice.",,,,,
5925,"Ireland's Open Data Initiative",https://oecd-opsi.org/innovations/irelands-open-data-initiative/,,"Department of Public Expenditure and Reform",Ireland,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Ireland's Open Data Initiative",http://data.gov.ie,2014,"Ireland’s Open Data Initiative (ODI) is a key element of the government’s Public Service Reform activities. It aims to increase transparency, stimulate new business, build trust in Government and improve the lives of citizens by delivering better services. The ODI involves significant engagement with citizens, business, the data community, researchers and public bodies. Over 8700 datasets from 100 publishers are available on the ODI Portal which provides free access to data via a central portal.","Openness and transparency is a key priority for the Irish government. Open Data (OD) is about making data held by public bodies available and easily accessible online for use and redistribution. The public sector produces vast amounts of data often held in service related siloes. Due to legal and technology constraints the providers of public services in Ireland often face problems gaining access to information already held by other public bodies, leading to a disjointed service for citizens.
An innovative restructuring of service provision was undertaken which placed the management of data as the pivotal enabler for efficient and effective public services. Ireland’s Open Data Initiative (ODI) is aligned with key government priorities such as:
• Digital and ICT Strategy
• Public Service Reform
• Civil Service Renewal Plan
• eGovernment Strategy 2017-2020
• Open Government Partnership (OGP) National Plan
• and the National Data Infrastructure (NDI) initiative
A collaborative and constructive approach has generated the foundation platform for an integrated and interoperable public service from a number of previously aspirational initiatives. Coherence between the various working groups is maintained by cross pollination of members while maintaining the independence of each group.
Data sharing will facilitate policy analysts with access to a greater range of data held across the public service, this will significantly improve policy decision making and evaluation. Implementing single authoritative sources for basic information in respect of key categories of data, such as people, businesses and locations through the development of the NDI for Ireland will further support and drive innovation in the delivery of public services, measurement and evaluation of public policy outcomes.
Our OD mission is to encourage and drive the uptake and use of open data. In doing so to add value to the economy by increasing transparency and stimulating new business applications. Providing free access to public sector data builds trust in Government and improves the lives of citizens by delivering better services. This is being achieved by:
Encouraging the release of all appropriate high value government data as open by default
Building a value driven economy by making data publicly available and freely usable
Engaging with a broad community of stakeholders to promote and encourage the reuse of OD
Opening up government data provides new opportunities for research, innovation, engagement and greater efficiencies for all sectors of the economy. It has the potential to generate business opportunities, stimulate economic growth and contribute to Open Government. The aim of the ODI is to put in place an ecosystem to enable the potential of data to be exploited across the public service, business and the general public. This will be underpinned by the coordinated drive to standardise and share publicly held data. Providing:
• Social, economic and political benefits
• Transparency, citizen engagement and improved services
• Improve risk management, depth of policy analysis and create efficiencies
• Business innovation and economic growth
• Increase data sharing and innovative use across Public sector
• Data is recognised as a strategic and valuable asset
The development of a NDI will allow for an innovative approach for policy development and service delivery. Recent reforms have focused on Public Service Bodies implementing a consistent code of practice and standards for the gathering, use and dissemination of data. Future work will focus on embedding the NDI and the Digital and ICT Strategy across all the Civil and Public Service. This incorporates 5 fundamental pillars:
• Build to Share
• Digital First
• Data as an Enabler
• Improve Governance
• Increase Capability
Two key governance structures have been established to advance the ODI in Ireland:
• An Open Data Governance Board (ODGB) provides strategic leadership and governance in line with best international practice
• A Public Bodies Working Group (PBWG) provides technical advice and support
A public consultation document on Open Data Licences was published in February 2015. The Creative Commons Attribution licence (CC-BY) was subsequently selected as Ireland’s OD licence of choice.
A Technical Framework was developed in 2015 to ensure that the publication of datasets on the portal is done in a consistent, persistent and truly open way. Key components are licences, formats, metadata, standards and Unique Resource Identifiers (URIs).
An Open Data Strategy for 2017-2022 was published in July 2017 and adopted as government policy. The Strategy was prepared under the leadership of the ODGB with input from key stakeholder representatives from business, civil society groups, researchers/academia, librarians/information professionals and the PBWG.
In 2017 Ireland was ranked in overall 1st place in the European Open Data Maturity survey.","a:9:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""239"";i:4;s:3:""611"";i:5;s:3:""302"";i:6;s:3:""317"";i:7;s:3:""617"";i:8;s:3:""621"";}","The cross-government coordinated approach which encompasses digital infrastructure, data standards and access is expected to result in much wider sharing and reuse of public sector data. Benefits will include realisation of the “once only” principle that persons should not have to provide the same information multiple times to different public bodies.
The Data Sharing Bill provides for the creation of base registries that will act as single authoritative sources of basic information for public bodies in respect of key categories of data. These registries will underpin the development of the National Data Infrastructure, which will further support and drive innovation in the delivery of public services and policy.
The value of Open Data ultimately lies in the use made of the data. The ODI involves significant engagement with citizens, business, researchers, and public bodies. This includes organisation and attendance at outreach, dissemination and collaboration events.","a:1:{i:0;s:14:""implementation"";}","OD Strategy 2017-2022 implemented as government policy.
Irish OD Portal rated as No 1 in European OD Maturity survey 2017. The portal hosts over 8,700 datasets with an average 12,000 visitors a month.
OD Liaison Officers have been appointed in all public bodies
The Open Data conference ‘Harnessing Open Data’ will be held on November 19th showcasing innovative reuse of data
The ODI continues to engage with the public and data professionals by participating in conferences to showcase and promote OD including: Data Summit, Dublin, 19th Sept.; Public Service Innovation, Dublin, 26th Sept.; Predict, Dublin, Oct. 2nd; ODI will attend the global CoderDojo in Kilkenny, 19-21 Oct.
2018/2019 grant based OD Engagement Fund open for entries until Friday 26th Oct. Any organisation or individual can apply for up to €5000 in grant aid.
A National Data Infrastructure (NDI) champions group representing all departments is in place
Work to establish a Unique Business Identifier is nearing completion.","The Minister for Public Expenditure and Reform provides the funding to support a 'best in class' OD infrastructure.
The Open Data Governance Board is comprised of representatives from business, civil society groups, researchers/academia, librarians/information professionals who provide strategic leadership and governance in line with best international practice.
Public Bodies Working Group provides technical advice to ensure a coherent and consistent approach to the publication of Open Data.","The business community can take commercial advantage of the data developing applications based on the data on the OD portal.
Citizens become more informed and hold public bodies to account. They receive a unified and more efficient service.
Media use OD to ensure transparency and accountability gains and keep citizenry informed.
Research Community play a key role in identifying economic, social and democratic opportunities.
Public Bodies have embedded OD in their knowledge management processes.","The Data Sharing Bill has passed the first stage of the parliamentary process. When implemented the customer service experience will be improved for users of public services and transaction costs will be reduced for public bodies. The Unique Business Id Number will also improve government-to-business service delivery and regulation. Policy analysts will gain access to a greater range of data held across the public service, which will significantly improve public policy decision making and evaluation.
Theme 4 of the ODI implementation plan incorporates supports to develop commercial reuse of the data. Over 50% of the business users who download data from the Portal are Start-ups or SMEs.
Measuring the impact Open Data has on society is becoming more important. Each year the EU Open Data impact indicators look at political, social and economic impact. Between 2016-2020 the market size for Open Data is estimated to increase by 36.9% to a value of 75.7 bn EUR.","The key challenge has been balancing the need to make better use of data by facilitating greater data sharing with the need to respect citizens’ right to privacy and protection of their personal data. Particularly considering the manner in which the GDPR strengthens the public’s control over their personal data and the purposes for which it may be used. Therefore, as well as providing a clear legislative gateway for public bodies to share data, the legislation must also provide a framework for public bodies to share data in a manner that is compatible with the requirements of the GDPR – that bodies must be transparent with the public about exactly what data is to be shared and for what purpose.
The identification and preparation of datasets for release as Open Data has been challenging for several organisations. A targeted training schedule and a Technical Framework, which provides standards for the publication of data, has been put in place to raise capability levels.","The support at Ministerial level coupled with funding for the ODI has been crucial to the implementation and success of the initiative. The subsequent development of the Open Data Strategy 2017-2022 document and publication as government policy provided the platform to advance the initiative with full governmental backing.
The governance structures implemented involving business, academia, the data community and public bodies has provided leadership to the ODI while engendering cooperation and trust across all sectors.
The inter-linkages with the proposed NDI, Digital Strategy and the Data Sharing Bill underpin the ODI and enhance the provisions for better data management from reception to publication.
It has been important to sell the benefits of the legislation and policies to all stakeholders and reassure them that it is being drafted against the background of ensuring citizens’ rights to privacy and data protection are fully respected and enhanced by what is proposed.","Ireland’s Open Data Portal is provided as fully open source code on Github. Other European countries have used the Irish example to develop similar portals. At a recent EU workshop on ‘Advanced Portals’ contacts were established with several countries with a view to sharing experience and development initiatives to mutual advantage.
The National Data Infrastructure currently being developed is defining standard data definitions and unique identifiers for implementation across government services. These standards will be transferred in time to the local government sector to provide further efficiencies and effective service provision. Joining the circle of service provision will be challenging given the range of systems implemented in the local government sector. However parties in this sector are beginning to examine standards in-line with the proposed National Data Infrastructure.","Public consultation is to be encouraged where possible. The ODI conducted a broad public consultation to inform the development of the Open Data Strategy published in July 2017. This consultation helped shape a more inclusive and open by default approach. The ODI continues to gather feedback from the public through several engagement forums.
A Regulatory Impact Analysis (RIA) for the Data Sharing Bill, which was informed by a public consultation, concluded that there is a need to update the legislative regime to provide for a flexible legislative gateway that will simplify the complex legal landscape that currently slows the pace of government’s efforts to modernise and improve the services it provides to people and businesses. The RIA also concluded that there is a need to allow for data sharing to be carried out in a systematic, consistent and transparent way, so that the public can be confident that their personal data is being used for the right purposes and remains securely held.
Supports are required to assist people to embrace new initiatives and build capabilities. To this end the ODI instigated a training program which introduced people to the basics of Open Data and data sharing through to publishing, data visualisations and anonymisation techniques. Linked data courses are provided for more advanced users.
A Technical Framework was also put in place to provide guidance and standards in relation to using licences, metadata, recommended data formats and unique identifiers.","The Government Reform Division under Lucy Fallon-Byrne strives to put in place a progressive, responsive and innovative public service. The approach taken is to educate and empower public servants to position them to meet the challenges of a changing workplace.
Operation of the Open Data Initiative and Portal is managed by a small team in the Open Data Unit in Government Reform. Technical assistance is provided by a contracted supplier, Derilinx Ltd.
Implementation of the Open Data Initiative in Ireland and the establishment of the Government portal Data.gov.ie is leading to more open, transparent and accountable government and has the potential to reap significant economic, social and democratic benefits. Open data can drive new innovation and provide opportunities - including commercial opportunities - for businesses, citizens and public servants.","a:6:{i:0;s:4:""5990"";i:1;s:4:""6103"";i:2;s:4:""5991"";i:3;s:4:""6100"";i:4;s:4:""5992"";i:5;s:4:""6105"";}","a:2:{i:0;s:4:""6104"";i:1;s:4:""6102"";}",https://drive.google.com/open?id=1EP0hk7PWuMfuKGXyliLhkuKc9EZhtyKJ,https://www.dropbox.com/s/makwnvb57r62w9h/Ireland.mp4?dl=0,
5937,"Safematics Smart Safety System - 4S Solution",https://oecd-opsi.org/innovations/safematics-smart-safety-system-4s-solution/,,"Electrical and Mechanical Services Department (Hong Kong)","China (People's Republic of)",local,"a:2:{i:0;s:7:""science"";i:1;s:9:""transport"";}","Safematics Smart Safety System - 4S Solution",http://greensafety.com.hk,2018,"Under the Public Sector Trial Scheme, this project aims to examine how to enhance the drivers' behavior by trial on the public sectors' vehicles by using driving safety modules - Safematics Smart Safety System (4S Solution) and Advanced Driver Assistance Systems, or ADAS to help drivers in the driving process. Through this, the government has a way of improving drivers' driving behavior and get more useful data to study the road design in urban settings.","Our product Safematics Solution targets the newly-emerged segment of connected cars, makes good use of their characteristics and promotes driving safety among them. Safety is of the utmost importance for driving, but a universal standard of safe driving has never been set up however. In light of this, Safematics Solution strives to formulate such a standard, turning the abstract concept of driving risk to a quantifiable variable and then reduce the risk.
To attain this, a host of relevant and accurate data is being collected and analyzed. The accuracy of the data is guaranteed by linking up with an advanced driving assistance system (ADAS) such as Mobileye, which minimizes and sometimes eradicates the probable errors inevitably incurred by using other technology like GPS. Yet Mobileye is not the solely applicable ADAS to Safematics Solution, other ADASs could also be utilized if required. Other than ADAS, Safematics Solution also has the expansion capability to link up with other in-vehicle safety devices such as speed limiter, with which patented technology will be allowed to dynamically control vehicle speed in the presence of a micro controller.
Furthermore, Safematics Solution is the first hardware which comprises both car camera function and driving behavior analytics. Other than the typical functions of a car travelling data recorder, Safematics Solution has data overlay on video, which could further enhance the management efficiency of the fleets.","a:3:{i:0;s:3:""156"";i:1;s:3:""194"";i:2;s:3:""239"";}","The Safematics Solution targets the newly-emerged segment of connected cars, makes good use of their characteristics and promotes driving safety among them. That claiming safety is of the utmost importance for driving should receive few objections, a universal standard of safe driving has never been set up however. In light of this, Safematics Solution strives to formulate such a standard, turning the abstract concept of driving risk to a quantifiable variable and then reduce the risk. To attain this, a host of relevant and accurate data is being collected and analyzed. The accuracy of the data is guaranteed by linking up with an advanced driving assistance system (ADAS).
Safematics Solution is the first hardware which comprises both car camera function and driving behavior analytics. Other than the typical functions of a car travelling data recorder, Safematics Solution has data overlay on video, which could further enhance the management efficiency of the fleets.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","As of this date of submission in 2018, this project has conducted its first pilot to install the Safematics Smartbox and ADAS into EMSD vehicles. We are now at the stage of the second pilot - install the devices in more vehicles from different government departments. This implementation is a mixed methods approach, compiling data from qualitative methods. The data can be found on the backend platform. In this platform, we can get the big data analytics with video captures that can reflects the drivers' behaviour and performance. Based on the performance, we can design the most suitable driving safety solution for fleets users.","An innovator for vehicle & mnagement & smart mobility and the government department were involved in the project. GreenSafety Technology Limited collaborated with Electrical and Mechanical Services Department to conduct a trial project of ""Public Sector Trial Scheme"". With the government's participation, it was helpful for us to examine how to enhance the efficiency of driving safety by using Smartbox and ADAS Device. The pilot of vehicles will be established in different departments.","The solution is highly conducive to fleets, insurance companies, business and government, to conduct road design and consider driving safety issues.","About the impacts that we expect in the future, we anticipate that the solution has a high impact with regards to drivers, private fleets of vehicles, insurance companies, and society at large. It will create a fleet - society - economic ecosystem mutually benefiting these parties.","The competitor of Safematics Solution and ADAS System are the similar brands of products, and also black box, car camera or automobile data recorder which may apply in public widely. However, our innovation is more precise in data collection and analytics. It contains 11 kinds of warning alerts, not only about speed or break, but also headway monitoring, pedestrian or forward collision etc.
By the comparison with competitors, we found that the functions did not appeared in the other devices. The device can record any potential dangerous driving behavior with sound alert on live, then put the datas and auto-captured video to the back-end cloud platform to show the comprehensive driving data analytics. Even though the competitor has the similar devices, the accuracy of recorded data is below average.","Support from governments, civil driving & road safety experts with this Safematics Solution was essential. To be successful in this project, the cooperation between particular governments departments and civil experts are crucial. Their advice, suggestion and feedback will helpful for company to develop the pilot project well. Even the human and financial resources are not much, our core team are become professional in driving safety and fleet management aspect that can apply the experience into another scenarios.","Safematics Solution can take advantage of Mobileye’s internationally highly extensive distribution network and reputation built by its about 20-year history in the safety product industry to gain access to such a highly potential market.","The pilot gave us an opportunity to collaborate with governmental departments. Through the collaboration process, we had learnt how to examine how to enhance drivers' driving behavior by install driving safety modules in the vehicles. We can get the driving behaviour data from the backend platform, then get know the particular fleets or drivers' driving behavior via the detailed data analysis.",,,"a:2:{i:0;s:4:""5987"";i:1;s:4:""5988"";}",,,
5960,"Innovate in the listening of the farmers to act in confidence",https://oecd-opsi.org/innovations/innovate-in-the-listening-of-the-farmers-to-act-in-confidence/,,"The group ""les idéacteurs"" ; Ministry of agriculture and food ; ",France,central,"a:3:{i:0;s:8:""economic"";i:1;s:34:""agricultural and rural development"";i:2;s:20:""Food and feed sector"";}","Innovate in the listening of the farmers to act in confidence",http://agriculture.gouv.fr/le-film-petit-paysan-recoit-le-cesar-du-meilleur-premier-film,2018,"There are two projects to co-build the relationship change between administration and farmers, organised by the group “Les IdéaCteurs” :
- “la parole aux jeunes” an innovative form of debate with 80 technical students to become farmers
- a creative session “pour simplifier la vie des agriculteurs” organised in june 2018, with 40 people (half of farmers, half of public officers) which allowed, in a very constructive climate, to generate around 20 ideas about 3 possible axes of simplification.","There are very important challenges that concern agricultural field : climate, food, new business models, change skills and practises of farmers. Public policies have to sustain and lead this transition; our innovation proposes new methods to organise direct debates with farmers or future farmers.
The general directorate for economic and environmental performance of enterprises includes around 350 civil servants to lead national policies in order to implement a more successful agriculture and food sector in both environmental and economic pathways.
Regulations of market and competition, each products industry (vegetables, animals, etc.), common agricultural policy, better organisations are the mains subjects of this administration.
The new main challenges are to increase new agro-ecologic practices in our farms, to develop more autonomy and quality in local food production and distribution, to help agriculture to contribute to resist to the changing of climate.
These challenges need an important change of mindset of everybody and we have to call new forms or policies and new policy design to do it.
The main challenges for our administration now : create new ecosystem and new perspectives to lead agriculture policies.
Main problems facing the administration:
- to introduce new ways of discussion between partners, news paradigm for discussion.
- to cut the usual habits of discussion, to introduce new ways of mindset and news ways of discussion, and new public profile of administration, new legitimacy,
- to introduce more open and bottom-up methods and with less walls between different offices in the administration.
Objectives :
- To introduce new methods of work inside our organisation
- To demonstrate it is possible to have new forms of debate which give good results and not problems;
- To capture news ideas and give them a follow-up.
Who benefits from the innovation
- Farmers
- Employees in administration (people feel better in their work if there is more sense and more positive returns)
- administration (new public profile and legitimacy)
What was concretely happened ?
There have been two projects to co-build the relationship change between administration and farmers, organised by the group “Les IdéaCteurs” :
- “la parole aux jeunes” organised during the French week of public innovation (November 2017) with 80 students/pupils of an agricultural technical school (Chaumont, Haute Marne) on their sensitive feelings (motivations & fears) about the job of farmer, with the generous presence of the director of the very rewarded movie “Petit paysan”, Hubert Charuel
- a creative session “pour simplifier la vie des agriculteurs” organised in June 2018, with 40 people (half of farmers, half of public officers) which allowed, in a very constructive climate, to generate around 20 ideas about 3 possible means of simplification, in the framework of the French law “for a State in a service of a reliable society”
- for the project “ la parole aux jeunes” : national administration meet directly students in agriculture in interactive workshops, supported by a film to speak about what is to be a farmer.
- for the project “pour simplifier la vie des agriculteurs”, national administration organised a workshop with individual farmers (and not with classic professional organisations) and supported by design methods to discussadministrative process of simplification
How can we change the scale?
We can do this by multiplying this kind of projects, by catching very concrete questions embedding important societal challenges (animal well-being, decreasing of pesticides, farmers ‘s income, etc.)","a:6:{i:0;s:3:""194"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""211"";i:4;s:3:""305"";i:5;s:3:""317"";}","There are two different workshops with design methods:
- a debate with young rural students after a projection of the movie ’Petit paysan’ : use of methods which stimulate creative & intelligence, both individual & collective (ice breakers, snowball, etc), in a sensitive approach to complete the technical work made during a huge momentum called “Etats généraux de l’alimentation” (July to December 2017), organisation of an original artistic restitution with the improvisation of 2 theater actors), appointment of a documentary film-maker who lives in this rural territory, to make a 30 minutes film which takes the time to really listen to these new generational farmers
- a debate with 40 people, all recruited intuitu personae, to co-build very practical propositions on the big issue of the simplification of the relations between farmers and administrations : use of a high professionnal external service provider to balance the risks of the project, who implements “makestorming” collaborative tools","a:1:{i:0;s:16:""generating_ideas"";}","Currently, we are generating ideas or designing solutions, which is especially relevant for the session “pour simplifier la vie des agriculteurs”.","Civil society organisation and government officials","
- workers
- citizens
- employers of administration
","For the session “pour simplifier la vie des agriculteurs”, on the results and impacts :
- it occurred after 2 postponements ; the project-team (5 colleagues) showed a lot of tenacity! Especially in the radical choice to recruit 40 participants intuitu personæ, what is very unusual for the administration
- great satisfaction for the team but also into the whole group of 50 colleagues ”Les idéaCteurs, for this transverse work, the collective acquisition of knowledge and experience
- huge satisfaction of the participants (feedback survey very good) on the methods & the results
- the 2 sponsors/pilots (members of the direction board) convinced by the relevance of the used method of co-design & the quality of the services provider for photos/videos
- around 20 concrete ideas co-created by 5 mixed groups between farmers & public officers. It is possible to generate an action plan to implement simplification in different frameworks","It’s absolutely necessary to convince each hierarchical level of the structure, even if we had a caution of general direction (for example, for some budget problems).
It’s difficult to give a good understanding about we want to do ; all the minds are not necessarily open to these approaches. It’s difficult for each of the group “Les IdéaCteurs” to devote time to work on these projects, which are still perceived as in addition to usual work to be done.
It’s very important to organise internal feedback to make progress on writing a methodological “memo” which will be very helpful in the organisation of such creative debates in the future.","Few words about the group “Les IdéaCteurs” : 50 public officers in the whole general directorate which count 350 people, who wishes to invest time & energy in the field of innovation in all forms it can take : public innovation, private innovation of economic actors of the agriculture, food, environment & health sectors, social & organisational innovation…
This group started in April 2017, works by project or continuously, meets every month, tries to get fresh ideas by forging links with other networks (Direction Interministerielle de la Transformation Publique -DITP-, 27eme Region, etc.)
The dynamism of the group is built on the motivation of the individuals who belong to, their desire to “play collective” to transform an idea in result. But the sustain of general direction is essential.
Few funds (not lot but a minimal) are necessary.
Few leaders to do it, having knowledge about new design of public.","“Les IdéaCteurs” are a vector of transformation on our technical/policy subjects and\or a team of facilitation on the use of new methods.
In terms of methods, IdéaCteurs learn about unusual methods of work for the administration. In terms of ourtechnical/policy subjects, there is progressive infusion via the acculturation of the group. Since a “IdéaCteur” begins to design an innovative action on one of his/her technical/policy subject for which he/she is responsible in his/her core business.
A major stake for the organisation of such creative workshops is to clearly identify what is expected form the ideation process, after a clear identification of the needs and the ways of use of the results. These workshops must come in addition to traditional circuits of consultation & expertise.","
- to take a lot of time for explanation
- to be sure to be supported by the management
- to have and capitalize some communications tools to explain and illustrate what we have done
",,,"a:1:{i:0;s:4:""6172"";}",,,
5962,"Dk Plus de Mobilité",https://oecd-opsi.org/innovations/dk-plus-de-mobilite/,,"Dunkirk Urban District Council",France,local,"a:2:{i:0;s:8:""economic"";i:1;s:9:""transport"";}","Dk Plus de Mobilité ",http://www.dk-mobilite.fr/page/12,2018,"« DK Plus de Mobilité » is an ambitious transportation policy led by the Dunkirk Urban District Council. This project aims to increase the share (less than 7%) of public transit in the Dunkirk area (200 000 inhabitants). The main challenge and specificity of this project – developed in consultation with local population - consists in combining the upgrading and modernization of transport infrastructures with the implementation of free public transport for all.","On the 1st September, Dunkirk has become the largest European urban zone to have its bus network entirely free for all. By taking this step towards free bus, local authorities wanted to participate in a revolution of mindsets, a deep-rooted paradigm shift in urban mobility.
The mobility in Dunkirk was indeed characterised by an over-representation of the use of vehicles. The share of public transportation recording a constant fall in recent years, falling beneath 5% in 2015. This major place of car in the city has widely effects on pollution, city-centre congestion, household expenses, etc. The development of public transit was even more important that a quarter of the 200,000 inhabitants of the urban region of Dunkirk do not own a car. These problems have placed the issue of free public transport at the centerpiece of the 2014 local elections. Leaded by Patrice Vergriete, the aim of the new majority was to develop free public transport to reach a share of 10% by 2020.
In this sense, development of public transit has been thinking as an active cross-cutting policy against all forms of social, economic and environmental inequalities. In addition to fight against decongestion and pollution, public transit policy is also a mean of combating social exclusion, geographical isolation of districts and individuals by giving to anyone the chance to access leisure activities, public infrastructure, shopping areas, jobs, etc. Moreover, implementation of new public transportation infrastructure has given the possibility to rethink the city and its uses, with the local population being involved in the decision-making process. Thus, the urban district council coordinated many public meetings before and during the urban redevelopment work and also implemented, within Dunkirk, what was called the « Fabriques d’Initiatives Locales » [Local Initiative Factories] which allowed residents of a neighbourhood to work with representatives and technical experts to provide concrete solutions to transportation requirements. It also organised a vote, of which 25,000 people participated in, to select a project of pedestrianisation place in the main square of the city. Beyond the choice whether or not to close one of the main roads, it was dealing with the role of the city centre, the way we encourage its animation, economic and business development.
The global cost of the project is about €60 M excluding VAT. We intervened in six large sectors of the conurbation and there were many interventions throughout urban area to improve the sharing of the public space, safety of travel, quality of life and the performance of the bus network. « Dk Plus de Mobilité » was implemented without increasing the tax burden and by controlling the debt level of local authority. The anticipation have allowed to make a provision for the investment required to roll-out our new network. The service itself was already widely funded by the local authority as the price of a ticket only covered 10% of the cost of a trip. For Dunkirk, free transportation is therefore a strong political choice, but also a smart one.
The first results of bus attendance are very positive. Since the introduction of the entirely new and free network on September 1st 2018, the bus transport patronage has risen by around 50% on weekdays and 120% on weekends! With a more effective, quicker and more comprehensive network, which is socially fair, over 80% of the population is now located less than 300 metres from a bus stop which will be served every 10 minutes.","a:5:{i:0;s:3:""619"";i:1;s:3:""317"";i:2;s:3:""616"";i:3;s:3:""211"";i:4;s:3:""620"";}","With “Dk Plus de Mobilité”, Dunkirk has become has become the largest european urban zone to have its bus network entirely free for all – both inhabitants and tourists. The implementation of this free access has been combined with the improved offer of bus services and in close connection with local population. Finally, « Dk Plus de Mobilité » was implemented without increasing the tax burden and by controlling the debt level of local authority.","a:1:{i:0;s:14:""implementation"";}","The aim of « Dk Plus de Mobilité » was to develop free public transport to reach a share of 10% by 2020.
The new bus network has been operational and entirely free since September 2018.
From its introduction, the bus transport patronage has already risen by around 50% on weekdays and 120% on weekends.","Citizens : the local population has been involved in the decision-making process. Thus, the urban district council coordinated many public meetings before and during the urban redevelopment work and also implemented what was called the « Fabriques d’Initiatives Locales » which allowed residents of a neighbourhood to work with representatives and technical experts to provide concrete solutions to transportation requirements.
The transport operator was also a key partner of the project.","“Dk Plus de Mobilité” is an opportunity for all the territory's stakeholders: inhabitants, tourists but also companies that are taking advantages of a territory even more attractive to recruit and retain their personnel.","The project was implemented in two phases. As of September 2015, the bus network was free during the weekends and on high pollution days. This first phase has allowed to test the disposal and to make a first survey on partially free travel. The initial results were very encouraging, showing an increase in use of 29% on Saturdays and 78% on Sundays. More important perhaps: the image of bus travel had changed. Contrary to certain long-standing prejudices, we observed a drop of uncivil behaviour on board buses (less 66%). It was usual, during the week-end, to see old people enjoying bus trips and to go more often to visit their city.
The second phase started from the 1st September 2018 with the entire network becoming totally free, every day, for all people. Since the introduction of the entirely new and free network on September 1st 2018, the bus transport patronage has been expanding ever since this date, risen around 50% on weekdays and 120% on weekends.","A main challenge was to get inhabitants and bus users informed about the development work. To facilitate the transition towards the new mobility plan, we relied on digital mobile tools. However, we did not forget the risk of a digital gap and the feeling of exclusion which may be felt by those who are unable to use these tools. This is why free transportation will allow us to redeploy human resources, previously used in ticket control and issuing fines, to support and inform users.","A strong political, administrative and social support were necessary conditions to ensure the successful implementation of the project.","Dunkirk has based its experience of other towns having already taken the step of free public transport such as Tallinn in Estonia or, in France, Châteauroux, Aubagne and Niort.
We need to pool the experiences, to have a coherent analysis of the implementation of free travel. Policy makers have to prepare other forms of mobility to offer to all citizens easy travel options, better shared and quiet public spaces. The challenge for the cities of the future is to make urban development a tool for social cohesion.
This need of shared experiences led Dunkirk to organize The First Meeting of Free Public Transport Cities on September 3rd and 4th 2018. This meeting was an opportunity to structure the network of cities and urban areas which have chosen free transportation. The second meeting will take place in Chateauroux next year.","The challenge for the city of the future is to make urban development a tool for social cohesion. Civil Society and decision makers have to prepare other forms of mobility! Organisation of our transportation methods, whether public or individual, motorised or not, should lead us to offer to all citizens easy travel options, better shared and quiet public spaces.
Mobility may be regarded in this sense as a common society project. Through the long process which led us to make Dunkirk the largest area in Europe to implement free public transport for all, we have illustrated the idea that cities are the best places for experimentation and awareness of citizens expetations. Implementation of new public transportation infrastructure has definitely given us the chance to rethink the city and its uses, with the local population being involved in the decision-making process. Social, economic, urban or technological innovation to improve social and democratic inclusion.",,,,,http://www.leparisien.fr/economie/nouvelles-mobilites/des-transports-gratuits-pour-une-plus-grande-mobilite-13-09-2018-7887111.php,
5999,"Future Ready",https://oecd-opsi.org/innovations/future-ready/,,"United Nations Development Programme ",Somalia,other,"a:1:{i:0;s:23:""Sustainable Development"";}","Future Ready","http://https://www.facebook.com/119299661572301/posts/869288679906725/; https://www.facebook.com/119299661572301/posts/888456724656587/; https://www.facebook.com/119299661572301/posts/820565301445730/; https://www.facebook.com/119299661572301/posts/878076795694580/; https://www.facebook.com/events/1547203138712168/?ti=icl",2017,"“Future Ready” is a project which develops young women and men computer science and entrepreneurship skills. Future Ready enables youth to develop technology solutions that addresses societal challenges and contribute to the growth of the national economy. Overall, the project bridges the gap between public education and job market needs and creating entrepreneurial opportunities for them.","Somalia is a complex political, security, and development environment, and much of its recent past has been marked by poverty, famine, and recurring violence. After decades of conflict and instability, a federal government was established in 2012, built through national dialogue and consensus. The socio-economic situation of the country is very poor. Poverty cuts across sectors, locations, groups and genders, and approximately 69% of Somalia ‘s population live below the poverty line. Furthermore, critical thinking, life skills as well as technological skills are not taught at school, and there is a demand for tech skills by large companies.
""Future Ready” aims to develop a cadre of job-ready and entrepreneurial youth. The project gives Somali youths and women hands-on experience creating new software and applications to develop critical-thinking and skills for life and careers in the digital world. Future Ready contributes to youth learning and skill-building through advanced curriculum and programming within the STEM fields in addition to creating a cadre of highly motivated, skilled, and engaged women and men innovators and job-ready recruits with universal skills for the 21st century, and to provide readiness and credentials for college and careers. Participants are encouraged to engage users through field visits and testing their prototypes.
This approach has garnered attraction and support as a social aspect is considered within the “future ready” methodology, which goes beyond a technical training. The vision is for “future ready” to expand across Somalia, localizing the materials and building the capacities of national organizations to be able to deliver the training to more young women and men. UNDP Somalia has designed an innovative curriculum whereby participants are addressing real Somali challenges identified through initial studies and proposals in the applicaDons, incorporating elements of human-centered design with the technical training in coding for prototyping in addition to extensive entrepreneurial training to ensure 2 UNDP Innova+on Facility | 2018 Call for Proposals the apps are economically viable. The program aims to introduce technological skills amongst youth, to build a large community of app developers that are contributing to real social impact whilst creating new employment opportunities.","a:8:{i:0;s:3:""876"";i:1;s:3:""213"";i:2;s:3:""234"";i:3;s:3:""181"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""196"";i:7;s:3:""257"";}","1) “Future Ready” is a project which aims to develop young women and men computer science and entrepreneurship skills.
2) Furthermore, Future Ready will enable youth to develop technology solutions that address societal challenges and contribute to the growth of the national economy.
3) Overall the project will bridge the gap between public education and job market needs and creating entrepreneurial opportunities for them.
4) Moreover, trainings are implemented in physical spaces that are attractive for youth, such as local innovation spaces, rather than hotels or government offices.
5) The course content, which is very technical, has been adjusted to incorporate human-centered design methodology in the development of the appideas","a:1:{i:0;s:20:""developing_proposals"";}","1) 90 young women and men have participated in the first two rounds of “future ready”.
2) Five of the participants have found employment as app developers, and the others are working on developing their prototypes with the support of UNDP partners such as Shaqadoon and IriseHub, who are highly motivated to become trainers and to train other youth using the same framework and curriculum.) UNDP Somalia’s ambition is to scale Future Ready to other cities that lack youth driven activities to move beyond the two main cities (Mogadishu and Hargeisa).
3) The project is ready to be scaled up in Garawoa and Kismayo as a start.
4) In the short term, we aim to engage at least another 500 youth in “future ready” within the duration of this project and to create at least 50 new job opportunities. In the long term, UNDP Somalia aims for “future ready” to become a recognized movement in Somalia.","1) UNDP and Microsoft ensure that the programs are effective and are implemented to the highest of the standard by the trained organizations.
2) Future Ready is reaching to young women and men through universities, youth centers, local incubators, and accelerators in addition to existing programs implemented by the UNDP and other UN Agencies.
3) This is also a government-supported project, which provides legitimacy and ensures political support.","1) Young people are given holistic long-term capacity building program that integrates socially impactful solutions and incubation with local partners.
2) Working with the government in creating an innovation ecosystem, mechanisms and structures that support the start-ups.
3) Working with I-rise hub and Hano Academy- two local partners that support the incubation process of innovative ideas of the young people
4) Working within a dedicated incubator environment","90 young women and men have participated in the first two rounds of “future ready”. Five of the participants have found employment as app developers, and the remainder are working on developing their prototypes with the support of UNDP partners such as Shaqadoon and IriseHub, who are highly motivated to become trainers and to train other youth using the same framework and curriculum.). Furthermore, positive feedback has been highlighted from prominent UN figures such as the Administrator Achim Steiner, Michael KeeDng and Mark Lowcock as seen below:
1) https://twitter.com/ASteiner/status/958831028621078528
2) https://twitter.com/SRSGKeaDng/status/958797571614560257
3) https://twitter.com/UNReliefChief/status/958683687352131586
4)https://twitter.com/UNReliefChief/status/958710605929635845
5) https://twitter.com/UNDPSomalia/status/958628109753966593
Out of more than 1000 applicants, 60 youth were selected for the design thinking, training and business development sequence.","1) Lack of financial resources: Additional financial resources will be committed by the private sector. Companies already approached have expressed interest and UNDP Somalia is currently approaching other companies with the intention of formulating agreements, to ensure resources are available beyond this project timeline.
2) The government is in full support of “future ready” and no risks are anticipated in terms of political interference.
3) Inconsistent or low-quality training: UNDP, with the support of Microsoft, will monitor and evaluate the quality of trainings. Furthermore, the methodology has already been tested and reiterated to ensure the best results.
4) Lack of capacity among local organizations to implement and sustain the project: A major component of this project is building the capacity of local organizations, such as innovation labs and incubators to be able to implement the future ready themselves.","• Government officials: The Federal Government of Somalia, since 2012 has made strong steps towards maturity. We will also work with the government in creating an innovation ecosystem, mechanisms, and structures that support the start-ups.
• Civil society organizations: Numerous NGOs and civil society have seen the light of day in recent years and increasingly they perform functions in a professional manner in the field of service delivery, advocacy and accountability. The intervention will support civil society organization takes up their role in development, bridging the gap between the citizens and government.
• Companies: Private Sector development – and associated with this employment creation - is one of the biggest priorities in the country and it is expected that the same and similar innovative approaches used for service delivery arrangements like challenges, innovation weekends, and hackathons but in a dedicated incubator environment can help develop businesses.","What makes Future Ready a unique innovation program is that it is not a traditional one-off training program for coding, but has transformed into a holistic long-term capacity building program, taking young participants on a journey from ideation to the implementation of solution.
The aim for UNDP Somalia is to expand Future Ready into a large-scale programme, covering all missing aspects needed to transform ideas into services and products whilst also ensuring income-generation for participants. The latter can be achieved either through the establishment of entrepreneurial ventures or finding employment opportunities incorporates and organizations. Specifically, in the long term, UNDP Somalia aims for Future-Ready to become a recognized movement in Somalia whereby the initiative it implemented across the country, reaching at least 20,000 youth within the next five (5) years, and to create at least a thousand (1000) new job opportunities.","1) There is a need for incubation, mentoring, coaching and teaching the participants how to access to finance
2) As we are trying to develop supporting ecosystems (for future coders/IT entrepreneurs, itd..) there is a need to think and act as a platform - by connecting Government with NGO and Private sector and finding a common language that will, in the end, help youth to develop, upscale and later sell their ideas and service on the domestic and international market","By the end of 2019, the UNDP aims to expand Future Ready into a full-fledged programme by localizing content, integrating STEM learning, providing access to finance through crowdfunding in addition to tapping into the network of Somali diaspora for follow-up mentoring and coaching.
With total 90 Somali young youth participated and formed 10 teams, and by the end of this training camp, they now have 10 running-live apps, 10 business plans and ready for pitching.
Examples of apps: 1) A mobile application that can help people with disability to facilitate the connection of accessible places like markets, hospitals and taxi drivers. 2) A Mobile App that connects patients with doctors and makes making appointments easy and helping Doctors, Patients and Hospital Administration. 3) A mobile application that consumers and suppliers/sellers can easily use to improve their business.","a:6:{i:0;s:4:""6010"";i:1;s:4:""6011"";i:2;s:4:""6012"";i:3;s:4:""6013"";i:4;s:4:""6014"";i:5;s:4:""6015"";}",,https://drive.google.com/drive/folders/1DPPVavGhMmDP9EkhrHoF1P0Lm-WWWVJn,,
6006,"Air Incident Response: Public Safety using Autonomous Drones in Urban Environments",https://oecd-opsi.org/innovations/air-incident-response-public-safety-using-autonomous-drones-in-urban-environments/,,"Louisville Metro Government","United States",local,"a:1:{i:0;s:20:""Municipal Government"";}","Air Incident Response: Public Safety using Autonomous Drones in Urban Environments",https://mayorschallenge.bloomberg.org/ideas/louisville/,2018,"Louisville, like many cities, experienced a spike in homicides starting in 2016. Recent deployment of gunshot detection technology has been effective at pinpointing where and when gunshots occur. On average, police officers arrive long after the critical, first ten minute window to stabilize injuries. Placing drones strategically throughout our city, we will be able to deploy a camera to the scene within 90 seconds of when a gun is discharged and rapidly dispatch emergency medical personnel.","Homicides have nearly doubled over the ten year average, resulting in 100+ lives lost annually, 300+ people injured by gunshots and less economic development in distressed neighborhoods. Current crime-fighting and peace-building initiatives are yielding promising results, but it remains a challenge and more needs to be done.
Our project integrates existing gunshot detection technology with autonomous, aerial drones to enhance emergency medical response time to injured persons. Through intelligent coding, drones will deploy to detected gunshots within 90 seconds of detection in geographically predefined areas. Drones will be equipped to stream video to the Real Time Crime Center to augment the existing fixed position surveillance system, allowing personnel to rapidly identify injured persons, dispatch emergency medical personnel, and assist with first responder situational awareness and safety until officers arrive. This innovative solution will be the first of its kind while integrating into our existing peace-building initiatives. The hospital-based Pivot to Peace program approaches victims of gunshot injuries and their loved ones, with the assistance of Community Health Workers and Case Workers, to identify and address the factors in their lives that have put them at risk of violence at a moment when they may be rethinking their choices. No More Red Dots and Cure Violence deploy Violence Interrupters into the community to de-escalate conflicts and break the cycle of violence. In addition, our public engagement effort includes educational and small business creation opportunities including a drone camp for children and Part 107 certification workshops to address the root causes of gun violence in communities.
The consequences of homicide are vast and have rippling effects throughout a community. A combination of factors has shaped an average 12.6 year reduction in life expectancy for residents living in neighborhoods where gun violence is concentrated, as opposed to other neighborhoods in Louisville. Improved medical response times create the opportunity to save lives and connect those impacted by gun violence to our existing ecosystem of emergency first responders, hospitals, violence interrupters, and wraparound services. This program will build trust with the community. Residents will be empowered to promote safety in their neighborhoods and take back public spaces for community use. Businesses will relocate to target areas and residents will feel a renewed sense of local and civic pride. An increased feeling of safety will lead to more outdoor opportunities, increasing public health outcomes for identified neighborhoods.
Louisville was selected to be a 2018 Bloomberg Philanthropies Mayors Challenge Champion City (finalist) for this project and we are awaiting to hear the status of the grant award for our final application at the end of October 2018.","a:12:{i:0;s:3:""317"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""211"";i:5;s:3:""217"";i:6;s:3:""221"";i:7;s:3:""257"";i:8;s:3:""239"";i:9;s:3:""621"";i:10;s:3:""617"";i:11;s:3:""178"";}","Based on our research, no city has implemented the use of autonomous drones in public safety in this manner. Police departments across the country may have a drone program that deploys officers as drone operators for visual line of sight flight operations. They may also have public safety camera surveillance programs and have deployed a gunshot detection technology platform. However, they have not combined the various technologies together in a single, fully integrated system. This project will be the first of its kind.","a:1:{i:0;s:14:""implementation"";}","Our proposal has been submitted to the 2018 Bloomberg Philanthropies Mayors Challenge. It included identification of the various work streams required to implement the project, a three year project plan, and metrics of success. The final grant award will be announced in late October 2018 and will be the funding for our implementation of the project. We are also in the process of obtaining authorization to operate drones in the city of Louisville from the FAA as outlined in our proposal to Bloomberg.","Our stakeholders can be largely categorized as Louisville Metro Government employees, state and federal government agencies, community and faith partners, advocacy groups, educational institutions, corporate and philanthropic partners and residents. Public support from residents is important to the success of the project. The University of Kentucky's Unmanned Systems Research Consortium partnership provides drones operation and testing experience to implement our solution.","The primary beneficiaries are residents who will have safer neighborhoods and improved emergency medical response. Government first responders will benefit from the situational awareness drones will provide prior to their arrival at a location. The private sector (drones and gunshot detection technology platforms) will benefit from having an innovative new line of business to sell to cities.","For non-catastrophic injuries, the lifesaving benefits of faster medical response are well-documented. Emergency personnel stabilize and transport injured person(s) to the University of Louisville Hospital Level I Trauma Center, one of two in the entire state and the only one in the city. However, improved medical response is only one tool to address gun violence. Multiple studies demonstrate that survivors and witnesses of gun violence are also at an increased risk of gun carrying and dying by homicide. Identifying and disrupting the spread of gun violence is the basis for the Pivot to Peace, No More Red Dots and Cure Violence initiatives in our city. Studies of the Cure Violence model in some other cities have demonstrated a 41-73% drop in shootings and homicides. Our own results have demonstrated some promising steps in the right direction as it relates to homicides and violent crime and we expect the drones to add to accelerate progress.","City leadership can overcome technical and regulatory challenges, but success requires community partners. Even though many residents approve of fixed-position cameras, they have safety and privacy concerns when the cameras are on drones. Like many cities, we are working to strength relationships between the community and the police. In the absence of educational information, it is easy for residents to draw inaccurate conclusions. While residents want homicides to be solved to bring closure to families, they’re also frustrated with over-policing and want a focus on root causes. Despite local media coverage in newspapers, television and radio and on social media platforms, we continue to encounter residents who haven’t heard about the program. The success of the program will
require community outreach and first responder training to be incorporated continuously into the implementation.","Conditions for success include alignment with the strategic plan of governmental leadership, public support, integration into first responder methods, co-creation of public policy with the public and lawmakers, and authorization from governing bodies that regulate air space.
To test the impact of drones on first responders and the value of the video, we conducted roleplay, tabletop exercises that
included low and high-fidelity drone camera videos with 25 first responders and collected surveys. Higher fidelity tabletop exercises with richer scenarios need to be developed for testing with and training of first responders.
The success of the program will require community outreach and first responder training to be incorporated continuously into the implementation.","Many cities are seeing a spike in homicides and are turning to technology to help them address the challenge. Shotspotter, our gunshot detection technology platform vendor, is implemented in over 100 cities and there are regular reports of new cities procuring the technology. The demand for our idea since it became public has been overwhelming. The National League of Cities, National Science Foundation and over a dozen law enforcement agencies from across the country have reached out to learn more. One heartbreaking example occurred immediately after the Parkland, FL Marjory Stoneman Douglas High School shooting. Residents from that community called, emailed and reached out through our webpage to see if it could be used to make schools safer. Over twenty drone vendors have contacted us to see if their technology is suitable. In June 2018, DJI and Axon, the Taser and body camera manufacturer, announced a partnership to offer drones linked to Axon's cloud-based evidence system.","It is a critical mistake to forgo public engagement. In May 2018, CBS13 in Sacramento, CA reported that the Sacramento Housing and Redevelopment Agency was flying drones over two nearby housing communities for patrol and surveillance. Resident input was not sought, and neighbors disapproved of the perceived invasion of privacy. One resident stated, “It just doesn’t feel good. It hovers around. You don’t know what they’re looking at and monitoring.” Even with public support, not all cities will immediately benefit from the program. Our proposal depends on established processes for monitoring, response and continuous community engagement.
The Real Time Crime Center and Office for Safe and Healthy Neighborhoods are key components and should not be overlooked by another city in its adoption of the proposal. Lastly, the geography of the city, concentration of gunfire and location of an airport are important factors for success.",,"a:5:{i:0;s:4:""6050"";i:1;s:4:""6049"";i:2;s:4:""6066"";i:3;s:4:""6067"";i:4;s:4:""6065"";}","a:1:{i:0;s:4:""6068"";}",,https://twitter.com/louisvillemayor/status/966330692442443776,
6008,"Crecer con Salud - Virtual Assistant for pregnancy and early childhood",https://oecd-opsi.org/innovations/crecer-con-salud-virtual-assistant-for-pregnancy-and-early-childhood/,,"Undersecretary of Digital Government - Government of Argentina",Argentina,central,"a:3:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","Crecer con Salud - Virtual Assistant for pregnancy and early childhood",http://m.me/chatcrecer,2018,"In Argentina 30% of women do not comply with prenatal check-ups and almost 1 in 10 have their first contact with the health system at the time of birth.
""Crecer con Salud"" is a virtual assistant based on Facebook Messenger that works outside the health system, identifying and recruiting pregnant women where they are. The bot is designed to accompany women during their pregnancy and the baby's first year with personalized information and reminders of attendance to pre and post natal check-ups.","The reduction in three quarters of the ratio of maternal mortality (RMM) in 2015 was the 5th of the Millennium Development Goals. Argentina assumed this commitment, in order to fulfill it, the RMM of 2015 should have reached 1.3 x 10,000 live births. However, the ratio for that year was 3 times higher than desired. Infant mortality rate in Argentina is also higher than expected, reaching 9.7 per 1,000 live births during 2016. 70% of these cases of infant mortality are preventable.
One of the most successful strategies to reduce morbidity and mortality of pregnant women and their babies is to have at least 5 prenatal check-ups, being the first within 13 weeks of gestation. In Argentina more than 30% of women do not comply with these prenatal check-ups and almost 1 in 10 have their first contact with the health system at the time of birth.
""Crecer con Salud"" is a virtual assistant (a bot) based on facebook messenger designed to accompany women during their pregnancy and the baby's first year with personalized information according to the week of gestation and to baby’s age when born, and reminders of attendance to pre- and post-natal check-ups.
“Crecer con Salud” aims to:
- Increase the number of prenatal check-ups in women who use it.
- Reduce the absence to check-ups by tackling the fear of going through check-ups
- Empower women
-- Respected labor
-- Know what is the basic standard of practices that should receive and when.
- Promote breastfeeding
- Provide personalized official information about pregnancy, baby's first year and health care
- Simplify the access to social benefits linked to pregnancy
More than 20 million people do not have health coverage in Argentina, ""Crecer con Salud"" targets pregnant women and mothers with babies under 1 years of age in Argentina.
We chose the communication channel for the bot thinking about the needs of women in Argentina, looking for a simple, direct and easy way to interact.
Argentina has 40 million mobile phone lines of which 70% are prepaid, which showed a low predisposition to send text messages due to the cost to the user.
Our research in maternity hospitals and interviews with pregnant women revealed that 90% used facebook and whatsapp on their mobile phones.
This result led us to think and develop the bot based on Facebook Messenger, given that more than 30 million users are Argentines.
The first stage of implementation is Pilar, Province of Buenos Aires, that has 4,000 deliveries per year and a infant mortality rate of 11 per 1,000 live births.
We are enrolling a population of pregnant women to see the evolution and adoption of the bot. Together with the epidemiological team of the Ministry of Health of Argentina, we will evaluate in a sample of 800 women the sanitary impact of the tool, by measuring the prevalence of women with proper prenatal control.
If the result obtained from the first stage of implementation shows an positive impact will continue to the stage of expansion, deploying the bot nationwide.
""Crecer con Salud"" is simple to access and easily scalable (does not require geographic adaptation or additional cost). It bridges accessibility to health services for a population that is away from it.","a:5:{i:0;s:3:""156"";i:1;s:3:""196"";i:2;s:3:""211"";i:3;s:3:""317"";i:4;s:3:""620"";}","“Crecer con Salud” is a high-scale health strategy that occurs outside a health institution and can be scaled independently of health personnel in the field.
Where the mass communication strategy can be so personalized and perceived as unique to the user, who share and disseminate the tool without having a health professional as a link.
It is a public policy initiative that will be evaluated with a scientific method and must prove to be effective and safe before being implemented on a large scale. It is innovative that the public health system is going to look for people and not waiting for them inside a hospital.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The first stage of implementation is Pilar, Province of Buenos Aires, that has 4,000 deliveries per year and a infant mortality rate of 11 per 1,000 live births.
We are enrolling a population of pregnant women to see the evolution and adoption of the bot. Field implementation is in charge of a team of 10 university students who act as digital literacy teachers who find pregnant women in the waiting rooms of primary care, in school canteens or social events.
Interviews are conducted, individual or group and printed material is delivered with instructions on how to use the bot.
Obstetricians during controls promote the use of the bot. At the same time, tests of usability and analysis of the platform are carried out (topics consulted, questions asked) that allow to implement improvements in the content and the performance of the tool.
Since July 11, 2018 and until now, 1273 pregnant women and 478 mothers of babies under the age of 1 were contacted. Of these, 670 are using the platform.","Florencia Rolandi works as a health advisor of the Undersecretary of Digital Government. She is in charge of the bot from the initial idea and leads the development of strategy, product and implementation of the solution.
Undersecretary of Digital Government’s UX team that conduct the research and user test.
Epidemiological team of the Ministry of Health of Argentina who designed the research study
National Office of Maternity and Children of Argentina team that provided the contents","Beneficiaires include:
- Pregnant women and mothers of babies under 1 year
- Public Health system
","The number of active users in the bot to October 2018 is 847.
The strategy of enrolling users in the bot was focused on a field team of 10 university students who attended 29 Pilar primary care centers daily and worked in conjunction with the obstetricians. In the waiting rooms, the tool was presented to the women who waited their appointment and graphic support material was distributed.
Between July and October 2018, 2657 people were contacted, which represents half of the population of pregnant women attended in the public health system of the town of Pilar: 90% were active users of Facebook.
1 in 5 women who were presented with the tool began using the bot at the time of contact, scheduling their next appointment for prenatal check-ups.
Of those who could only receive a demonstration but were not enrolled at the time, 20% didn't have the phone at that time or have no data plan and / or access to mobile internet on their device, reason why which since September we provide the field team with mobile Wi-Fi devices to facilitate the adoption of the bot.
We will evaluate in a sample of 800 women the sanitary impact of the tool, by measuring the prevalence of women with proper prenatal control.
We designed a non-randomized intervention study with two comparison strategies. One is historical controls reported in a health management system (perinatal information system) employed by the public health services.","During the implementation of the first stage we have the following challenges:
- Mobile phone connectivity problems
- Problems of insecurity, women in vulnerable areas did not bring mobile devices to health centers for fear of being stolen
- Low adoption of the bot by digital divide
To solve these challenges, we created a program of digital literacy teachers (10 university students) who visit health centers enrolling pregnant women in the bot.
With a presence in all health centers and mobile hotspots to provide Wi-Fi access during digital literacy, the literacy teachers had interviews with almost 2,000 pregnant women (50% of deliveries per year that Pilar has).","'- Political and health decision by the national health authority for the development of content and bot platform
- Development of a second level of response through physical operators that can answer medical consultations in the bot
- Communication campaign for the promotion of the platform.","The bot can expand to cover the issues of teenage pregnancy, childhood obesity and child care during early childhood.","We have learned many lessons from the initial design of ""Crecer con Salud""
During the user research stage we learned that the channel was Facebook and we discarded the use of the text message.
We learned that we had to make printed support material and about the use of Facebook Messenger, it was not enough to say: “it is on Facebook”.
We learned that we had to look for pregnant women not only in health centers.
We learned to monitor the platform to implement small improvements, adding new content, which at the beginning we had not considered relevant as contractions or colics. We discover how important it is to adjust the contents in real time according to the demands of the users.",,"a:2:{i:0;s:4:""6028"";i:1;s:4:""6031"";}",,,,
6019,"Social Challenges Innovation Platform",https://oecd-opsi.org/innovations/social-challenges-innovation-platform/,,"META Group",Italy,other,"a:2:{i:0;s:8:""economic"";i:1;s:7:""science"";}","Social Challenges Innovation Platform",https://www.socialchallenges.eu/,2017,"Social Challenges Innovation Platform is a far-reaching European action aiming to create an online ecosystem encouraging the interaction between social innovators and SMEs for the co-development and take-up of sustainable and marketable innovations with clear social impact. Social Challenges Innovation Platform (financed by the European Commission under Horizon 2020) granted 81 social entrepreneurs with a total 2,5 million Euros to solve real challenges in different cities around Europe.","If the promise of social innovation is to be realised across Europe, it is time for it to engage a much wider section of the economic population, and the SME sector is by far the most relevant. After all, SMEs represent 99% of all businesses across the EU and in the past five years they have created some 85% of new jobs and provided two-thirds of the total private sector employment in the EU.
Social innovation can in this sense fill the growing gap between what governments and philanthropic organisations provide, and what SMEs can offer. However the interaction among these actors needs to be facilitated. To this end, Social Challenges Innovation Platform provides a challenge award mechanism to:
1) Give voice to communities bearing interests about hard-to-solve, high impact social problems: the so- called “challenge owners”. The social needs that SCHIP considers are not limited to a particular category, but the solutions need to pave the way for lasting social change, whichever the chosen category.
2) Incentivize more SMEs to pioneer innovation within the social sector through ground-breaking entrepreneurial ideas responding to concrete social needs that are formulated as clear challenges. In the SCHIP framework, SMEs need to demonstrate the capability to make a change and to contribute achieving social outcomes, within well-defined trans-European growth objectives.
3) Encourage contamination between social entrepreneurs/social innovators and SMEs by asking them to team up before proposing solutions to social challenges.
4) Help the combination of solution providers and challenge owners to scale up by accessing key actors such as impact investors, multinationals, other stakeholders.
5) Achieve all the above by leveraging two (Impact Hub & EBN) major European SME and social entrepreneurship networks’ ability to support challenge-generation, idea-testing, business-incubation, mentoring, capacity-building and above-all transnational scaling.
In this framework SCHIP provides support and financial incentives to turn innovative ideas into viable solutions to challenges with a social dimension with the aim of putting social innovation at the core of the European innovation ecosystem, as one of the drivers for European competitiveness and growth, to overcome the crisis, create jobs and opportunities, and meet the societal needs of European citizens.
Social Challenges Innovation Platform aims at stimulating and supporting bottom-up approaches to social innovation, encourage and enhance the participation of SMEs in the development of high-impact solutions, incentivize cooperation paths for social innovators and SMEs, increase awareness on social innovation opportunities among a wide spectrum of European Stakeholders (mainly intermediaries such as business support organisations, investors and alike) by enabling multi-level, multi-actor and multi-sectoral connections through an online challenge platform and an impact driven funding scheme.
Social Challenges Innovation Platform collected a total of 83 challenges, from 18 EU countries (involving a total of 47 cities).
The core audience (55%) are cities under 250.000 inhabitants, which are the most common type of city in Europe (83%). According to the Commission’s report: “Cities in Europe - The new OECD-EC definition” , the average city in Europe has between 50.000 and 100.000 inhabitants (51% of European cities).
To facilitate the application process, 10 main topics have been pre-identified for the challenges:
- Aging
- Education
- Employment/Skills
- Energy
- Environment/Food
- Health/Disability
- Youth
- Refugees/Migration
- Smart Cities/Mobility
- Social Inclusion/Gender
Three call for solutions have been opened on-line:
- The application period of the 1st call, with 30 challenges on-line, ended on 21st December 2017. In total 225 applications were received.
- The application period of the 2nd call, with 29 challenges on-line, ended on 15th April 2018. In total 167 applications were received.
- The application period of the 3rd call, with 24 challenges on-line, 15th July 2018. In total 110 applications were received.
Applications have been received from 36 countries. The top 5 countries from which applicants to the call participated have been 1) Italy, 2) Netherlands, 3) Spain, 4) UK and 5) France. Applicants from the top 5 countries together represents the 55.53 % of the total applications.
After a careful revision and analysis of the Solutions, a total of 81 grants that had been distributed across Europe, for an overall funding of 2.430.000 Euros.
Each selected solution has been granted with a total of 30.000 Euros, to co-develop together with the challenge owner and with the support of local mentors, over a period of 6 months, an MVP [Minimum Viable Product] or pilot of the proposed innovation.
The goal is to help Social Entrepreneurs to scale-up internationally and to prove that their solutions can solve real challenges.","a:4:{i:0;s:3:""619"";i:1;s:3:""178"";i:2;s:3:""213"";i:3;s:3:""181"";}","Four innovative aspects:
1) Encourage bottom up, networked definition of social and societal challenges and needs, by breaking down the existing silos that prevent growth by encouraging contamination between social and innovation based entrepreneurship, alongside the formulation of social needs at local/regional level and the subsequent sharing of solutions at larger scale.
2) Support the formulation of societal challenges and promote the co-development of solutions with collaboration between social innovators and SMEs.
3) Enable the emergence of an online ecosystem for social innovation, by making available a European ‘go to’ platform where social innovation demand and supply can meet, and encouraging the interaction between social innovators and SMEs for the definition of sustainable and marketable innovations with clear social impact
4) Provide financial support to the most promising solutions, enabling the testing and market-uptake of some of the most promising solutions.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","Social Challenges Innovation Platform currently provides support and financial incentives to turn innovative ideas into viable solutions to challenges with a social dimension with the aim of putting social innovation at the core of the European innovation ecosystem, as one of the drivers for European competitiveness and growth, to overcome the crisis, create jobs and opportunities, and meet the societal needs of European citizens.
Social Challenges Innovation Platform already provided 2.450.000€ to SMEs and social innovators (third parties) who submitted a eligible solution to a social challenge published on the platform (www.socialchallenges.eu) and supported with a clear commitment by the challenge owner to test the selected solution. Solutions have been selected on:
- innovation potential
- social impact
- clarity of the expected economic benefits
- proposed implementation plan
- coherence of the activities to reach the planned objectives
- qualification of the team for the purpose","The innovation process mostly happened at local level through the Impact Hub and EBN networks, using a combination of online and offline tools to mobilise entrepreneurs and to mentor them, and through the collaboration with local municipalities and NGOs, to co-design and co-develop innovative entrepreneurial solutions to pressing social challenges.","Users, Stakeholders and Beneficiaries:
- social entrepreneurs (benefitted from financial support to scale-up nationally/internationally
- business acceleration and support centres (acted involving local innovation ecosystems, gathering interest and challenges from public stakeholders on one side, and giving support to selected entrepreneurs on the other side)
- NGOs/local authorities/municipa (identifying challenges to solve, selecting entrepreneurs, and co-designing solutions with them)","'- More SMEs engaged in the field of social innovation, finding new markets, creating new jobs and testing new business or growth models;
- More unmet social needs or societal challenges found solutions;
- Concrete connections and further business opportunities made possible between social enterprises and other SMEs;
- More business intermediaries, incubators and investors engaged in the field of social innovation, supporting social enterprises and helping them to address specific challenges;
- Larger European cities are generally more successful at attracting startups from elsewhere, and keeping the startups which emerge from within them. The risk is that most of Europe’s small to mid-sized cities could be ‘hollowed out’ of talent and growth. Despite this, some of the smaller cities active in Social Challenges Innovation Platform achieved better results than their larger counterparts [Lieuwaarden (NL; population: 108k) and Angiers (FR, population: 148k) were among the best perfomers].","Main challenges:
- The challenge platform services and basic tools did not match with the users’ needs: several tests and iterations have been done during the platform development;
- Critical mass of proposed social challenges not reached: customized communication campaigns developed and involvement of local stakeholders to buy in the approval of municipalities and local authorities;
- Difficulties in aggregate an appropriate critical mass around the call for grants: use of additional and already existing networks to spread the knowledge on the call throughout Europe;
- Difficulties in managing too many applicants: support by external experts and stakeholders during the evaluation of applications;
- Difficulties in monitoring awarded actions: ad-hoc evaluation framework defined to monitor all awarded actions.","The importance of unleashing cross-sector collaboration in the social innovation sector, and particularly building strong bridges between SMEs and social innovators, is widely acknowledged by policy-makers and practitioners alike.
Social Challenges Innovation Platform adopted a multi-sector approach by considering a large variety of sectors where the social innovation can take place, such as e.g.: education, employment, public administration, corporate social responsibility, culture and the arts, environment, energy, mobility, health care, social care, poverty reduction, sustainable development etc.
Promoting social innovation within European societies entails both the mobilisation of a wide range of actors whose potential action has an impact on key social aspects, such as inclusion, cohesion and well-being, and the aggregation of different skills, backgrounds and businesses to provide innovative outcomes not focussing only on business products.","Social innovations are new ideas that meet social needs, create social relationships and form new collaborations.
Social Challenges Innovation Platform allowed us to test an innovative funding mechanism/scheme for demand-driven social challenges and related solutions.
The EPIM (the European Programme for Integration and Migration), an initiative of currently 25 private foundations, has been the first external stakeholder to recognise the key role of our platform, and during last summer 2018 decided to use Social Challenges Innovation Platform and to self-sponsor a new, ad-hoc, independent and private call for solutions to identify socially innovative solutions (project, process, service, practice) located in an EU, EFTA or Western Balkan country addressing the migrants inclusion challenge, with a whole-of-society approach and driven by local communities. With this call, through the platform, 120 innovative solutions have been received from all over Europe (evaluation in progress).","The requirement to put national/regional innovation strategies for smart specialisation in place led in many EU States and regions to a significant change in policy-making culture in terms of stakeholder involvement, inter-departmental cooperation, evidence-based policymaking and a shift towards a holistic and systemic innovation policy concept.
Against this backdrop, Social Challenges Innovation Platform made available a new support ecosystem to promote social innovation at the regional, national and EU levels, exploiting the best possible actions in order to stimulate the interaction between social innovators and SMEs and challenge owners for the definition of sustainable and marketable innovations with clear social impact, able to efficiently and timely cope with social challenges.
Social Challenges Innovation Platform stems from the recognition that social innovation has a complex landscape with a number of actors, varying socio-economic conditions, several different historic and cultural contexts. The “value” aspect of social innovation is one of its central characteristics; it is based much more on social outcomes rather than economic purpose. This value orientation comprises generalized social expectations, such as simplification, relief, replacement, enhancement or stabilization and also the creation of methods and means of effectiveness. The evaluation of the social impact of this “efficiency increase” is in turn dependent on the given local perspectives of the involved stakeholders. Therefore, social innovation solutions often do not translate into larger-scale projects, do not trigger significant changes in public policies, or do not inspire similar projects elsewhere. Promoting social innovation at larger-scale is extremely important, however it entails mobilizing a number of actors for combining skills, business and services that is usually hampered by the lack of visibility of the “social innovation” due to an absence of an engaging discourse.",,,,,https://www.youtube.com/watch?v=iJPHf66eA58,
6021,"The Better Government Movement + Innovation.gov",https://oecd-opsi.org/innovations/the-better-government-movement-innovation-gov/,,"Better Government Movement + Innovation.gov","United States",central,"a:1:{i:0;s:12:""public_admin"";}","The Better Government Movement + Innovation.gov",https://innovation.gov/,2016,"The Better Government Movement (BGM), housed on Innovation.gov, builds a 21st century, delivery-driven government. BGM creates an inclusive space where public servants can grow their creative capacity and learn new tools, approaches, and mindsets to jumpstart innovation. This is in service of solving government-wide problems and affecting positive change within agencies and government writ large.","The Better Government Movement (BGM) seeks to create a more responsive and effective government through the innovative work of federal employees with powerful ideas; a vision rooted in the idea that innovation requires a movement to mobilize and convene great minds within the government rather than a mandate.
As a crowdsourced, grassroots movement, BGM amplifies innovative practices to enable and empower a modern government by activating the collective abilities and knowledge within the federal enterprise.
Understanding the shape of public sector innovation, BGM established the systems and structure necessary for innovation so it can be fostered and championed across the government. Additionally, BGM sourced an innovation toolkit and playbook that captures specific principles, and tools and techniques across government.
Through this movement, innovators across government can link to one another and collaborate, embracing and promoting innovation even if their individual department, group, or agency may not be ready for or supportive of the concept. By working across government, ideas and skills can germinate freely, absent of the localized constraints that inhibit lasting innovation progress in government. So far, the Movement has accomplished:
- One Website: Innovation.gov
- Convened more than 2,000 people from 112 agencies in nearly 100 co-creation workshops and two design-a-thons
- Nearly 200 active volunteer that built the Movement
- One Movement, Four Pillars:
- User Experience Research
- Toolkit/Storytelling
- Community
- Ambassadors Program
- Co-created six principles and 15 reports (600 pages) in four verticals","a:15:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""211"";i:6;s:3:""257"";i:7;s:3:""260"";i:8;s:3:""623"";i:9;s:3:""302"";i:10;s:3:""612"";i:11;s:3:""613"";i:12;s:3:""335"";i:13;s:3:""354"";i:14;s:3:""621"";}","The Design Challenge is the first of several pilots of the Better Government Movement (BGM) to empower changemakers to solve complex problems while learning 21st century concepts and methods.
This cohort-based program was designed as a repeatable mechanism to spread and scale these innovative practices across government. It also helped created momentum to propel learning from Innovation.gov into practice and catalyze beacons of change amongst public servants.
Forty participants from 34 agencies were mentored by 16 “Sherpas” to help them through solving three government-wide problems over 15 weeks during the Design Challenge. The three problems focused on a business model and decision-making framework to enable IT to run as a business and a Digital Citizen-first Experience. Along the way, participants learned eight methodologies (e.g. HCD, Lean, Agile, pitching), completed 12 assignments, attended seven masterclasses by 14 instructors while applying those concepts to these problems.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The first cohort of the Design Challenges cohort graduated in June 2018.
The Better Government leadership facilitated a retrospective of the experience with Design Challenge participants. The leadership team is now incorporating participant’s feedback to design and launch the next iteration of the Design Challenge, now renamed the Better Government Bootcamp, for a launch in January 2019.
The first cohort of the Design Challenges cohort graduated in June 2018.
The Better Government leadership facilitated a retrospective of the experience with Design Challenge participants. The leadership team is now incorporating participant’s feedback to design and launch the next iteration of the Design Challenge, now renamed the Better Government Bootcamp, for a launch in January 2019.
In the Fall of 2018 we are also launching the 21st Century Government Leadership Program, where 30 leaders from across government will learn and apply modern-day approaches to leading change.","The Better Government Movement has partnerships across public, nonprofit, and private sectors including academia. Since its inception, we have convened more than 2,000 people from 112 agencies, and the following partners outside of government:
- Design Thinking DC
- University of Virginia Darden School of Business
- The Partnership for Public Service
- The Schmidt Foundation
- The Moore Foundation
- Code for America
- Agency partners from across government
- Private sector start-up founders","BGM Core Team: Leaders & contributors to the development, implementation, and promotion of the program
Federal Changemakers: Changemakers across government are our primary users, and share & leverage innovation best practices, methods, and approaches
BGM Internal Stakeholders: BGM partners with oversight bodies in government, including the Office of Management and Budget & the White House
BGM External Stakeholders: BGM partners with the private sector and academia to infuse diverse best prac","The Design Challenge has achieved the following:
- Created a growing community of changemakers collaborating across government in a Better Government “Support Group” to solve their agency’s problems
- Increased awareness of innovation.gov and the associated toolkit of innovation methods and techniques
- Identified and validated what the federal government needs in the 21st century to solve the large, complex problems unique to the government
- Catalyzed beacons of change to amplify and evangelize innovation in government as part of the Better Government Ambassadors","To create the BGM we needed to overcome the inherent barriers to innovation, such as siloed thinking and working, lack of resources, lack of access to users, an infrastructure that doesn’t support proven innovative approaches, burdensome/outdated requirements and a very tough political climate.
The Design Challenge, being a free, community-led program required an army of volunteers and champions to make this project come to fruition. We were “building the plane as we were flying it”, meaning that we were creating the assignments each week to build the curriculum. Because we were so focused on execution, we also were not able to publicize it widely and to focus on measuring the exact success of the innovation. Finally, since it was also 15 weeks long, it was difficult to keep 40 public servants and volunteers motivated.
Fortunately, on the heels of this work the lead was given more resources and team to lead this work as a Transformation Center of Excellence. Huge win!","This work requires a series of senior champions to push it through the hurdles towards survival and to continue the funding stream through supporting the innovative work. We also need that champion to secure space and other resources to run programs like this regularly.
Since this project is only funded for one full-time person, there requires nearly 200 volunteers to actively work to keep it alive and thriving. It’s about building capacity in the people we do have within government (using programs like Open Opportunities), and for us to partner with organizations outside of government such as the Partnership for Public Service and foundations to continue to create innovative programs and services.
We must inspire shared values across the program including leaders who are passionate about building government transformation, and those who can realistically set goals with the ever-changing government environment, to weather the storms in between Administrations and reorganizations.","At the conclusion of the Design Challenge, the BGM team provided a roadmap and workbook for the first cohort to take the problems that they see at their own agencies and help solve them to make their work actionable. This work has spurred a Better Government Support Group where public servant changemakers help others foster change at a larger scale.
Based on an retrospective completed after the first cohort, the BGM Leadership team is leading a team of cohort members to improve and run the next iteration of the Design Challenge (now called the Better Government Bootcamp). This next iteration is being designed with a “franchise” model where it can be run within any agency or department.
Amy, the BGM Founder, has been promoted as the Director of the Transformation Center of Excellence, where she and a team will design a repeatable process for positive change through 21st century tools, mindsets and approaches, which will further spur the spread of these practices in places like HUD.","We must create a 21st century government, full stop. The phrase “Better Government” focuses our work on the outcome rather than the means to get there. This work is nonpartisan.
We abide by these six principles and plays in our Playbook:
1: Everyone can and should build a better government.
2: Keep the customer at the center of your design.
3: Embrace change. Experiment and seek feedback to make incremental continuous improvements and reduce risk.
4: Build a culture of collaboration, communication, and sharing with partners inside and outside the government.
5: Let data inform your decision making and be a key part of your story.
6: Innovation is not a one-size-fits-all approach.
Technologies will come and go, but a principles-based approach will allow you to be ready for what’s next. Technology won’t save us--culture will. We must focus on the culture of delivering great products and services to our users.
We need many tools in our toolbox to spur the culture change towards delivery-driven government.. The Design Challenge shows that government employees can be exposed to many ideas at once and build out their toolbox.
A program like the Design Challenge unequivocally demonstrates that government employees care and are willing to actively learn concepts and methods to improve the state of our government. It also shows that there is a wellspring of people wanting to make our government better day after day. It shows that Federal government employees are not ready to give up on our democracy.
To develop a truly inclusive program, we must develop a way to actively engage virtual participants in different geographies outside of the Capitol center. We should also spend more time enrolling participants in a plan for how to implement innovation initiatives in their own agencies after completing the Design Challenge. Finally, we need to clearly articulate roles, responsibilities, and processes for volunteer staff in the administration of any new program.",,,"a:3:{i:0;s:4:""6114"";i:1;s:4:""6115"";i:2;s:4:""6116"";}",,https://www.youtube.com/watch?v=SOj8f2lkTko&t=1510s,https://www.youtube.com/watch?v=M9IiYtG0ovE
6024,"Blockchain of Frequencies",https://oecd-opsi.org/innovations/blockchain-of-frequencies/,,"ANFR (French National Agency of Frequencies)",France,central,"a:1:{i:0;s:12:""public_admin"";}","Blockchain of Frequencies",http://anfr.blockchainpartner.fr/login,2018,"This innovation was developed in order to help to prevent interferences, providing a solution for booking frequencies in the general authorization bands.
The main innovation is that this solution is based on the blockchain technology, and open to everybody. This way, our solution guarantees the integrity, the immutability, the transparency, the traceability, the audibility of the reservations of frequencies.","With the fast growing development of new digital services and the explosion of connected objects, frequencies are becoming a crucial asset in the new economy. The spectrum being finite, frequencies are a scarce resource. The performance of their mode of management is therefore essential to guarantee both their availability and their quality. In this regard, dynamic spectrum management appears as a good candidate to address both issues. Nevertheless, achieving dynamic spectrum allocation requires completing different steps. First we need to acquire an accurate knowledge of the radio electric environment and radio embedded services. Then we have to design, develop and implement a method to dynamically manage frequencies while avoiding interference between users and equipment.
To avoid signal interference, most frequencies are assigned individually to users. Nevertheless some of them can be used freely, that is to say, without prior authorization. These are, for example Wifi frequencies, frequencies used by wireless microphones during major special events and more generally frequencies that fall under the so-called general authorization frequency bands.
Due to the proliferation of IoT devices and to growing demand for radiofrequencies in general authorization frequency bands, the risk that systems may collide and that QoS may collapse is dramatically growing. Frequency jamming is nowadays becoming a real trouble.
To avoid the tragedy of commons, ANFR has developed, on a Blockchain, a solution for booking frequencies in the general authorization bands and in particular, in the PMSE bands. This solution aims at preventing signal interference between the numerous wireless microphones that are likely to use the same frequencies during major special events, such as sport, cultural or political events (Roland-Garros, Ryder Cup, …) .
The solution had, indeed, to satisfy several features:
- being secured
- being transparent
- being agile enough to adapt to a central organization management as well as a decentralized self-organized governance, according to the frequency band considered.
- being automated
- guaranteeing a high availability
- respecting the sovereignty of each countries, and facilitating collaboration
The Blockchain technology clearly appeared as the relevant answer to these issues.
Because it is based on a Blockchain, our solution guarantees the integrity, the immutability, the transparency, the traceability, the audibility of the reservations of frequencies.
It also addresses sovereignty issues by implementing nodes in countries that desire to use the blockchain (consortium). Spectrum organization is transparent where it needs to, allowing each actor to see which organization has booked a frequency.
This well-known use case should pave to way for a future extension of the solution designed to manage
- cross-borders events, involving the participation of several national spectrum regulation authorities.
- non PMSE spectrum assignment issues so as to promote a real dynamic frequency sharing strategy across the spectrum range.
Through this solution, frequencies sharing among countries that raise sovereignty issues could also be addressed by creating a consortium and providing nodes. Each country of the consortium could therefore have the same accesses and share the same data, on servers based within their own organization.
We are also developing a Software Designed Radio based spectrum organization to complement the solution and allow connected objects to dynamically organize their spectrum occupation through the blockchain.
For the frequency project, we are working with a start-up (Blockchain Partner), and we are using the Ethereum Blockchain. Blockchain Partner provides us with their expertise, and set-up the infrastructure, codes the smart contracts and the webapp. We provide our professional expertise in term of frequency management. The blockchain application was developed using the Agile Method.","a:4:{i:0;s:3:""162"";i:1;s:3:""876"";i:2;s:3:""211"";i:3;s:3:""612"";}","Our solution presents two major innovations.
From a technological point of view, it is the first use of a distributed ledger technology in the field of radio spectrum management where centralized databases are the general rule.
From an organizational point of view, it empowers a brand new collaborative self-management of frequencies by the users themselves, without relying to a trusted third party, in the general authorization bands where freedom of exploitation prevails.
By the way, the solution offers a low cost alternative to a full cognitive radio spectrum management and paves the way for more efficient frequencies bands sharing methods across the full range of the radio-electric spectrum.
As it is based on a technology that is totally compatible with connected devices, the solution is ready to quickly expand, scale, collaborate, and address the huge frequencies management challenges which will happen in a few years.","a:1:{i:0;s:14:""implementation"";}","The project was kicked off in March 2018.
The project has been managed in an agile mode through six development sprints before the final delivery in September.
A first release has been delivered end of September 2018 and tested on several events. We are currently implementing the solution.
A second version of the solution, that will include new features for an improved user experience, will be delivered by the end of this year. This version will be tested, in particular, to evaluate the contribution of the solution for optimizing Wifi availability and QoS in places where the concentration of users and important.","The solution (front-end, blockchain and smart contract underlying the service) has been developed by the start-up Blockchain Partner that provided technical expertise in the blockchain field.
For alpha-testing, we used a publically open meet-up.
Several actors involved in special events frequency managements, events organizers (Roland Garros, France Galop…), site managers (FrenchTech central at Station F), frequency applicants (France TV) contributed to drafting, designing and testing .","The project is aimed to be open to every user and citizen. The solution has also been designed to be used by professional and governmental organizations, providing then the level of safety, reliability and shared sovereignty that is needed.
The first version benefits to events organizers, broadcasters, participants operating in the general authorization frequency bands. Nevertheless the future evolution of the project will cover a much larger scope as it will address all users of frequencies.","The go-live of the solution is too recent to assess its business impacts, outcomes and results. Nevertheless this very first initiative to use blockchain technology for frequency management is already being followed with a high interest by several national administrations and European frequency agencies.","Technology understanding: Blockchain is a very different way of thinking. We needed to study it well in order to grab all the implications, make sure that it was fitting our requirements, and adopt a way of thinking our mission that would fit its requirements.
Process understanding and simplification: we needed to precisely understand the way we were working, in order to retranscribe it properly in an app. Thinking about it, we have simplified some of these processes.
Failures: we met a lot of design failures during the testing phases. The Agile method, with iterations and a lot of testing, allowed use to fix them before releasing the first version.","The success of the solution will be its adoption by users. The key factor of success of our project is the user-friendliness of the frequency booking interface and its ability to mask the complexity of the underlying BC technology.
We also opted for a simple architecture including a private blockchain, implemented on Ethereum and associated with a consensus protocol by proof of authority.
There were three reasons for this:
• Avoiding mining and the complexity of the miners' mode of payment
• Favoring a simple and energetically sober consensus process
• Ensuring the future portability of our solution on a public blockchain, the BC Ethereum.
We also think that full transparency, experience and sharing as well as a step-by-step approach is a condition for international adoption. We bet that the experience and the benefits that we will get from this project will be tomorrow our best assets to convince the administrations with which we work on a daily basis to extend, the use cases.","A solution relying on a blockchain technology is, by nature, intended to be open, widely deployed and strengthened through nodes replication.
It's important to understand that blockchain technology can be used in all sectors of activity. Even though this technology is not mature yet it is essential to take an interest today in the possibilities it offers to companies so that business decision-makers can appropriate it as quickly as possible.
Spectrum management blockchain is a precursor on the application of this technology in the field of the administration. This approach could naturally be replicated in the broad domain of the allocation and management of administrative rights (licenses, certificates, agreements, authorizations, ...) so that to guaranty transparency, immutability, authenticity, traceability, auditability, security.
We are eager to share our experience and feed-back with all the administrations and economic actors interested in the blockchain potential.","First of all, we earnt that it is essential to precisely understand and define the process before starting designing the solution (listening to people working on field is thus central).
It is also important to work with all the stakeholders, to plan and think about all the implications and consequences of the solution.
Simplifying as much as possible the ecosystem impacted by the project is necessary to favour time-to-market, so far as searching a prior consensus within a complicated ecosystem may be very time-consuming.
Addressing a MVP on a limited scope, and developing it through quick iterations, is a good option.
The collective imaginary often associates BlockChain and productivity gains, thus giving meaning is essential along the project cycle. To gain full meaning and impetus, the Blockchain approach should be part of the digital transformation of the administration. The ANFR is engaged, since many years, in a digital transformation plan (including request dematerialization, opendata, opensource, digital straighthrough processing of business activities) within which the BC project has a rightful place.",,,,,,
6073,"AIR Louisville",https://oecd-opsi.org/innovations/air-louisville/,,"Louisville Metro Government","United States",local,"a:1:{i:0;s:20:""Municipal Government"";}","AIR Louisville",https://www.airlouisville.com/,2014,"The city of Louisville has one of the highest asthma rates in the U.S. AIR Louisville was a community program that used smart connected inhalers to help improve the asthma problem in Louisville. AIR Louisville enrolled 1,147 citizens of Louisville to improve asthma for everyone. Citizens benefited by receiving personalized care. Louisville Metro benefited from crowdsourced, hyperlocal data of air quality challenges our residents face.","The AIR Louisville project equipped 1,147 residents with sensors for their asthma inhalers that tracks when, where and how often the inhaler is used. This information can help patients manage their symptoms. It can also help city leaders make smart decisions about how to keep our air clean enough to avoid asthma attacks in the first place.
Using the data collected, AIR Louisville was able to create a map of asthma risk for each neighborhood in Jefferson County, based on the environmental conditions found in each region. AIR Louisville found that rescue medication use happened more often on days with higher temperatures and air pollutant levels, including: Nitrogen dioxide (NO2), ozone (O3) and sulfur dioxide (SO2).
The AIR Louisville team also has calculated the healthcare costs of living in polluted air. Based on the data collected from 1,147 participants, we can estimate the healthcare costs of a high ozone day. When ozone exceeds the EPA limit of 70 parts per billion, the community could expect to see more than 65,000 asthma rescue inhaler uses among all people with asthma in Jefferson County. That adds up to healthcare costs of up to $129,000 on just that day. In 2016, ozone exceeded the 70 ppb limit on 19 days, so those high ozone days could translate to more than $2.4 million in healthcare costs.","a:5:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""221"";i:3;s:3:""257"";i:4;s:3:""239"";}","In 2014, we attempted to measure air quality through low cost air quality sensors, but the data quality of the sensors was too poor. So we decided to use humans as proxy sensors and measure instead where, when, and how often rescue asthma and COPD inhalers were being used. We ended up crowdsourcing an enormous amount of data and combined it with environmental data to develop predictive models for asthma risk and now share those dynamic models with the public.","a:1:{i:0;s:9:""diffusing"";}","The project concluded in 2017: the final report out has been shared with the Robert Wood Johnson Foundation as the funding agency and numerous papers have been submitted to peer reviewed journals for publication. We hope that our learnings will be shared widely and that other institutions will adopt and adapt this work to address their own air quality challenges.","The public served as citizen scientists, agreeing to share their medical information to better their community.
Government officials across multiple agencies worked together in novel, collaborative ways to act on the results of the project - traffic engineering addressed congestion through traffic light re-timings, sustainability worked to plant more trees, public health added their input on the impact for living/working/going to school near busy roadways.","
- Enrolled citizens benefited from having a passive method to collect their rescue inhaler usage data and receiving personalized care to increase their asthma free days.
- Citizens throughout the city benefit from having cleaner air to breathe.
- Government officials, for the first time, have hyper local data about where air quality is a challenge and an use that data to create new policies.
The private partner, Propeller Health, had a large population to validate their product and ability to publish
","AIR Louisville helped participants improve their asthma and COPD. Over 12 months, we saw:
- An average of 82% reduction in asthma rescue inhaler use
- 29% of uncontrolled participants gained control of their asthma
- On average, AIR Louisville participants more than doubled their symptom-free days
- AIR Louisville participants slept better, with an average 19% increase in symptom-free nights
Many enrollees felt they received so much benefit from using the device that they requested permission to use it beyond the 12 month program.","There was a subset of the enrollees who failed to use the device for the entire 12 month duration and experienced less of a positive impact.
It is also unclear whether or not enrollees need to continue to use the device or if they have developed long term behavior change for the better.","Part of the success of the Air Louisville project had to do with reciprocity among all stakeholders:
- Citizens had a free, super easy way to track actual rescue inhaler usage (traditionally, they are expected to keep a paper journal) and ability to track location, not just date/time
- Citizens received individual interventions (and remarkably, those interventions resulted in changes to health outcomes measurable by months, not decades)
- Propeller Health received a large scale platform to demonstrate the efficacy of their product and compensation to do so
- Louisville Metro received crowd-sourced, novel data to develop data-driven policies to improve air quality for all
- The Robert Wood Johnson Foundation had an innovative, breakthrough proposal aimed at improving the health for all
- Primary care physicians and respiratory specialists received accurate data to allow them to tailor the patient's treatments
","We are in conversations with multiple cities and countries who face similar challenges with air quality and its impact of public health. They are interested in replicating the AIR Louisville project in their own communities.","Define the reciprocity of all stakeholders upfront.",,"a:1:{i:0;s:4:""6077"";}",,,,
6081,"Bogota’s Citizen Complaints Dashboard",https://oecd-opsi.org/innovations/bogotas-citizen-complaints-dashboard/,,"Veeduria Distrital of Bogota",Colombia,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:18:""Preventive Control"";}","Bogota’s Citizen Complaints Dashboard ",http://tablerocontrolciudadano.veeduriadistrital.gov.co:3838/BogotaDashboard/,2018,"Bogota’s Citizen Complaints Dashboard (Tablero Control Ciudadano) is a preventive and social control web tool that displays the requirements that the citizens put before the public offices. The Citizen Complaints Dashboard gives access to public officials and citizens to the analysis and monitoring of complaints, claims and compliments entered into the System.
The Citizen Complaints Dashboard highlights alerting data related to issues regarding time of attention to the requirements as well as greatest concerns to citizens, promoting efficiency of the administration.","The District System of Complaints and Solutions from the city of Bogota compiles nearly 300,000 annual data since 2013. Citizens who receive services at the public offices have provided the data in the form of complaints, claims, and compliments. This information, which rests in the servers used by the Citizen Service Offices, is highly misused and in most of the times, it is incomprehensible for any decision making process and for the population itself.
The citizen’s concerns that rest on the District System of Complaints and Solutions are of valuable importance for the improvement of services for several reasons: they work as valid service improvement suggestions, they allow analyzes regarding different phenomena related to the efficiency and effectiveness of the actions of the City Administration, and lastly, they are an important resource for both, executives as well interested citizens in social accountability.
The Veeduria Distrital, which functions as a preventive control agency, verifies that the authorities in charge of handling complaints and claims respond in a timely manner and generate solutions to citizens' requirements. In addition, for the past five years, the Veeduria Distrital has been developing a six-month report on the District System of Complaints and Solutions delineating entities’ behaviors.
The Bogota Citizen Complaints Dashboard is a preventive and social control web tool that displays the requirements that the citizens put before the city offices. It allows the various city offices to improve their customer service, based on an evaluating tool for the information contained in the District System of Complaints and Solutions. In addition, it also allows an analysis of citizen concerns and complaints, presenting them in an informal language, promoting a better understanding between citizen’s requirements, in terms of issue, administrative sector, location and response time.
The Citizen Complaints Dashboard gives access to city officials, citizen advocates, and citizens themselves to the analysis and monitoring of complaints, claims and complements entered into the District System of Complaints and Solutions – “Bogotá te Escucha”. It highlights alerting data related to issues regarding time of attention to the requirements as well as greatest concern to citizens, generating an opportunity to formulate public management solutions.
In addition, the tool’s performance is fundamental within the preventive action framework, because it allows city officials and citizens to have an interactive tool to help them understand the citizens' behaviors and concerns based on monthly monitoring. The tool promotes a visualization of the agile data and facilitates its search by promoting information from graphs, search options by sector, subject and location.
The Citizen Complaints Dashboard mainly benefits the citizens as well as the many offices directors, as it promotes social accountability and within the offices, it promotes the data analysis assisting the decision making process that will have the capacity to monitor, evaluate and formulate preventive actions, projects and public strengthening the Administration's capacities to respond to the needs of citizens, thus improving their quality of life.
Within the City Network of Complaints and Solutions (District Decree 371 of 2010), the Veeduria Distrital identified the need to have a tool for entities and citizens that allows them to know in an effective way and in informal language, the results of the behavior of the citizen requirements. Consequently, the Veeduria Distrital decided to implement the Citizen Complaints Dashboard and began the functional design of the tool in which its scope was defined.
In 2017, the project was submitted to an international competition organized by Bloomberg Associates Organization where the Veeduria Distrital was a proud beneficiary of a technical assistance of data scientists supporting the effective development of the idea. Among other beneficiaries were initiatives by Paris and New York, who had the opportunity to develop projects with the support of Bloomberg Associates.
At the end of 2017, the scope of the project was extended to 15 additional sectors of the District Administration that incorporate 54 city public offices.
The project was carried out through 13 Skype meetings with the participation of the District Oversight team (7 public servants) and the Bloomberg team in New York - USA and Buenos Aires - Argentina.
In addition, weekly training sessions were held between data scientists and Veeduria Distrital's staff in order to analyze the programming language used by the Citizen Complaints Dashboard as well as the adjustment related to the design, structure and presentation of the data, among others.
The Citizen Complaints Dashboard construction was completed during the first quarter of 2018 and put into service in April. During the months of May and June of 2018, a total of 15 training sessions were held with each of the 15 secretaries and their management teams. In addition, within the framework of the administrative committees, sessions were developed in which the participation of the executives of the offices affiliated and linked to these administrative sectors was counted.","a:13:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""611"";i:3;s:3:""876"";i:4;s:3:""210"";i:5;s:3:""221"";i:6;s:3:""302"";i:7;s:3:""612"";i:8;s:3:""317"";i:9;s:3:""617"";i:10;s:3:""618"";i:11;s:3:""354"";i:12;s:3:""621"";}","Bogota has a District System of Complaints and Solutions System, which is an application that allows the managing and transferring of citizen’s requests addressed to the different city offices according to their nature. Despite having this information system, up-to-date there was no tool that allowed the geo-referencing of these requests, in order to arrange them by localities and citizen’s complaints allowing the execution of programs and policies that address this kind of weaknesses.
The Citizen Complaints Dashboard provides the City Administration with an information management tool of around 300,000 annual data through a friendly graphic interface,which presents citizen’s most frequent complaints,complains and solutions in the District System of Complaints and Solutions. Thus, public officials have the possibility of monitoring the behavior of citizens' concerns, and vice versa, citizens receive some indicators of the city offices’ attention response time.
Citizen Complaints Dashboard is developed in coding ""R language"", it has an object-oriented programming and it operates an integrated interface with R styles.","a:1:{i:0;s:14:""implementation"";}","The Citizen Complaints Dashboard has been implemented since April of 2018. The Citizen Complaints Dashboard construction was completed during the first quarter of 2018 and put into service in April. During the months of May and June of 2018, fifteen training sessions were held with each of the fifteen secretaries and their management teams. In addition, within the framework of the administrative committees, sessions were developed in which the participation of the executives of the entities affiliated and linked to these administrative sectors was counted.
The Veeduría Distrital has been advertising this tool and it has provided a space on the entity’s website where an entry button can be found leading to the Bogota Citizen Complaints Dashboard that can be accessed by entities and citizens. In addition, information has been published in the Veeduria’s social networks and similarly, it has been disseminated in meetings with other city’s public offices.","In 2017, the project was submitted to an international competition organized by Bloomberg Associates Organization where the Veeduria Distrital was a proud beneficiary of a technical assistance of data scientists supporting the effective development of the idea.
At the end of 2017, the scope of the project was extended to 15 additional sectors of the City Administration that incorporate 15 Sectoral Secretariats, 21 Affiliated Entities, 14 Related Entities and 4 sub-networks of integrated health services.","The Citizen Complaints Dashboard benefits the citizens as it promotes social accountability, also the city offices as it promotes the data analysis, assisting the decision making process that will have the capacity to monitor,evaluate and formulate preventive actions, projects and public policies strengthening the Administration's capacities to respond to the needs of citizens, thus improving their quality of life. (56 city offices, as well as citizens who are involve in the social accountability processes in Bogota).","From May 2018, the Citizen Complaints Dashboard has had 47,234 visitors. This tool promotes a data analytical environment and it fosters the technical capacities within the city public offices to implement preventive actions, generating a culture where preventive actions and social accountability are a key to ensure efficiency in public management.
The Citizen Complaints Dashboard allowed the identification of issues within the “Bogotá te escucha” District System of Complaints and Solutions system and it has given tools and instruments to improve the categorization and management of the information that rest in this platform.
From a citizen perspective, in Bogota are more than 850 citizen oversight initiatives, therefore the Citizen Complaints Dashboard has provided the citizens with information regarding topics of interest from all the 15 administrative sectors of the city.
Finally, through the implementation public officials have a better understanding about citizen service as they are appropriating an open data tool that contributes to the improvement the city as a whole.","One of the main obstacles faced with the implementation of the Citizen Complaints Dashboard, is related to the quality of the information that is collected in the District System of Complaints and Solutions, so this exercise allowed to diagnose the need to improve collection methods of data and thus have more consistent information.
Some of the risks that may arise in this project are those of a technological nature among which are the interruption, alteration or failure in the functioning and operation of storage systems or the District System of Complaints and Solutions system as a source of information of the Citizen Complaints Dashboard.","There are two main conditions for success; the first one is a high level of engagement of the public offices by using the Citizen Complaints Dashboard and providing training for public officers for the appropriation of this management tool. The second one is the automatization of the platform so users can access in real time to all information.","The Bogota Citizen Complaints Dashboard is replicable in any public office, ranging from the local to the national level and in any country as it works as a decision making tool, providing the information about what citizens are most concerned within the public administrations or the way services are provided. Having a tool like the Citizen Complaints Dashboard makes any city administration more efficient as it puts needs, compliments and requirements of the citizens in the core of the way public policies, programs or plan are being design and implemented.
That way, the agenda of public offices and officials is citizen centered; therefore, trust between public administrations and citizens is strengthen.","The lessons learned from the Citizen Complaints Dashboard project are to continue with the advancement and improvement of the quality of the information reported in the ‘Bogotá Té Escucha’ - District System of Complaints and Solutions system and verify the importance of having updated and refined databases to guarantee the effectiveness of the tool. The Citizen Complaints Dashboard is the best example of how an open data technology tool contributes directly to consolidate an open government.",,"a:3:{i:0;s:4:""6091"";i:1;s:4:""6092"";i:2;s:4:""6093"";}",,https://www.youtube.com/watch?v=PfiEwhkKzwE,"https://www.techatbloomberg.com/blog/cities-show-promise-data-good-theme-data-good-exchange-2018-held-sunday-september-16-2018-bloombergs-global-headquarters-new-york-city/ Minute 20'",https://www.youtube.com/watch?v=_0MGKMZgjpU
6086,"Certificado Único de Discapacidad (CUD) - Redesign of the granting service of the Unique Certificate of Disability",https://oecd-opsi.org/innovations/certificado-unico-de-discapacidad-cud-redesign-of-the-granting-service-of-the-unique-certificate-of-disability/,,"Undersecretary of Digital Government - Government of Argentina",Argentina,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Certificado Único de Discapacidad (CUD) - Redesign of the granting service of the Unique Certificate of Disability ",https://www.argentina.gob.ar/cud/consulta-requisitos,2018,"Obtaining a Certificado Único de Discapacidad (CUD, a disability certificate) in Argentina was a complex, painful and difficult process. It was a citizen’s right, but did was not a digital service. The process lasted up to 7 months and had 4 steps. There is now one step. A wizard guides citizens in the requirements of the application, an online appointment system schedules the interview and proactively provides notifications in the citizen's digital profile. The redesign of the service put citizen needs before bureaucracy in order to provide high-quality service.","The experience of obtaining a Unique Certificate of Disability (CUD) in Argentina was a complex, painful and difficult process for citizens.
Obtaining the Unique Certificate of Disability (CUD) is a right for the people with disabilities but it did not have an appropriate digital service and it was imperative to reformulate its process to help citizens in this stage of their lives.
How can Government accompany citizens at a time when they are requesting a certificate that only makes the pain more evident when you ask for it? Making the process simpler, easier and more accessible.
For 4 months we worked as a team with the National Agency for Disability. At the end, a procedure that lasted up to 7 months and had 4 steps now has only 1.
Redesigning a service to a single step is the summary of implementing a wizard assistant to guide citizens in the requirements for applying for the CUD according to their needs, preventing them from going to the offices to see what documentation they must bring with them. Implementing an online appointment system, to schedule the interview with the Medical Evaluation Board and thus avoid hours and hours of waiting in queues in public offices. It is to integrate the CUD in the digital profile of the citizen “Mi Argentina”, setting proactive reminders of the expiration dates of the CUD and offering help with the renewal, giving access to personalized information and new services.
Redesign a service such as the granting of the CUD is to put in the people, that is in a stage of vulnerability in their life, in front of the bureaucracy and provide a service of quality.
In Argentina it is estimated that 3 million people have some disability. To certify this disability, the Medical Evaluation Boards distributed throughout the country issue a Unique Certificate of Disability (CUD) that allows people to access the rights and benefits provided by the Government. According to the National Agency for Disability, 1,405,687 certificates have been issued to the present.
Until a few months ago, obtaining the CUD was a process that consisted of multiple steps, all of them require going in person to a public office:
• Inquire the requirements, documentation and studies needed according to the type of disability and the age of the person;
• Submit all the documentation to obtain an appointment in the corresponding Medical Evaluation Board;
• Attend to the evaluation by the Board;
• Get the paper certificate.
We interview people with disabilities, their families and health workers, to understand how was the better way in which Government could improve this service:
""My son Tomás is 6 years old and he was diagnosed with Asperger, so he needs to attend school with a therapeutic companion. We needed the CUD to access medical and healthcare benefits; It is a painful process, it takes a lot of time, and you get confused every time with the information that is given, each time some document was missing or they have forgot to tell me it was necessary. The information given is different according to which person attended to you in the public office.""
""The forms are in PDF and my reader does not understand them""
With the aim of simplifying the process, and in order to avoid that the people need to go to an office to find out about the requirements, documents and medical studies needed, we work together with the National Agency for Disability in a unique system of consultation in Argentina.gob.ar, with accessible and personalized forms, according the age, health problem category, place of residence and type of procedure (renewal, obtaining for the first time, change of gender).
In this way, we unify the list of requirements, avoiding discretional information in the requesting of documents and granting of appointments, digitizing the beginning of the procedure.
The second step was to simplify the access to an appointment for the in person evaluation, not only so that people can choose the day and time of attention that best suits their needs, but also receive a notification reminding of the appointment and documentation needed by email.
In this order, we launched a strategy to implement the National Appointment System in the 453 Medical Evaluation Boards that evaluates the obtaining of the CUD throughout the country.
Finally, we incorporate the CUD obtention process to citizen’s digital profile “Mi Argentina”, where citizens can access reminders about the expiration dates of the CUD and get personalized information about the services that they can access once the CUD is obtained: as how to get an appointment for the Automotive Symbol and which benefits I could have with it.
When redesigning a service such as the obtention of the CUD, we are not only simplifying, speeding up, giving transparency and digitizing a procedure, we are also accompanying people in a difficult process to provide them with the service they deserve.","a:4:{i:0;s:3:""876"";i:1;s:3:""617"";i:2;s:3:""618"";i:3;s:3:""317"";}","We developed a unique system of consultation in Argentina.gob.ar, with accessible and personalized forms. We unify requirements, avoid potential discretionalities when requesting documents and digitize the start of the process.
We also simplify the access to the evaluation, we created a strategy for the implementation of the National Appointment System throughout the country, so that people can choose the day and time of attention, but also receive by email a reminder with the requirements to access the query.
Finally, we incorporate the process of the CUD to Mi Argentina, where the citizen can see reminders of the expiration of the CUD and obtain personalized information about services.
Through creativity and innovation, we redesigned a service such as the Granting of the CUD but not only simplified, streamlined, transparent and digitized a procedure, but we accompanied people in a difficult process to provide the service they deserve, transforming the experience of the citizen.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","We are in the process of implementing the National Appointment System in the 453 Medical Evaluation Boards across the country, which includes infrastructure and training.
Also, we are in permanent review and evaluation to find improvements and provide a more efficient and quality service.","This project is the result of the work of an interdisciplinary team composed of programmers, developers and designers, but also psychologists, political scientists, anthropologists and sociologists, among others, and the collaborative work of related government offices, as the National Agency for Disability.
We used different tools to provide quality public services, always thinking in building user-centred and user-driven services.","Citizens: People with disabilities and their families, only need to go one time to the Medical Evaluation Board, for the evaluation and getting the certificate, they can access online all the information and the appointment.
National Agency for Disability: Get clearer visibility about how many people is demanding the service and useful data to improve appointments offer (time and geographical).
Medical Evaluation Boards: Get to manage appointments in order, without people queuing for hours.","
- The number of times that citizens had to approach a Government office in person to obtain information or perform some type of procedure was reduced from four to one.
- Through the simplification, transparency and digitalization of the procedure.
- Currently we have 15.500 CUD users in registered in Mi Argentina, from where the citizen can see reminders of the expiration of the CUD and obtain personalized information about the related services.
","The greatest challenge is the implementation of the National Appointment System in the Medical Evaluation Boards, as they are part of the local governments health systems and the implementation is carried out thanks to an agreement between them and central Government.
First of all, not all the Medical Evaluations Boards have Internet. In some cases, the local governments are taking care of the issue bringing connectivity to the office. In other cases, central Government is working in fixing connectivity issues through the National Telecommunications Company (ARSAT) with the Internet Federal Plan.
The second challenge is to change the service delivery culture of public employees, to one centered on citizen needs to improve service quality overall. This is being carried out throughout a training program centered on the professionalization on citizen service delivery, these courses give points that allow the public employee to advance in the public administration career.","The success of this innovation it was necessary, Supporting infrastructure and services, Policy and rules, Leadership and guidance
Human and financial resources, Personal values and motivation, but the most important, the capability of believe that it would be possible.","Building user-centred and user-driven service is innovative in Argentine Government.
Its replicability is possible in any local government or organization, Focusing to provide quality services to people, reversing the traditional relationship between the government and the citizen. The government provide proactively personalized information, anticipating the need of people.
This is being accompanied with a training program centered on the professionalization on citizen service delivery, these courses give points that allow the public employee to advance in the public administration career.","When we are working in service delivery, especially those for vulnerable population or in vulnerable stages in the life of citizens, as it might be obtaining a disability certificate for the first time, we need to keep the processes that citizens need to do with Governments to the bare minimum.
User research must be carried out frequently, as there is no such thing as a perfectly designed service, and the services need to be improved regularly based in the feedback of its users.
Changing delivery culture in the public sector, as difficult it may seem or as many barriers one may encounters, is mandatory if real change in service delivery is intended.
Implementing projects in coordination with different government levels (municipal, provincial and central) will take time. But, as we simplify processes than in other way make citizen act as “delivery boys” going from one Government agent to another, carrying documentation and making them responsible for getting the whole and correct information needed to access to a service that is, in fact, a right of the person, as it is the Unique Certificate of Disability (CUD), we have the chance to make the most significant impact, implementing good and simple services. Once the model or pilot is implemented in first places, replications become easier, cheaper and faster.",,"a:2:{i:0;s:4:""6097"";i:1;s:4:""6096"";}",,,,
6098,"Citizen control strategy through the Economic Transparency Portal of the Ministry of Finance y Public Credit of Colombia",https://oecd-opsi.org/innovations/citizen-control-strategy-through-the-economic-transparency-portal-of-the-ministry-of-finance-y-public-credit-of-colombia/,,"Ministry of Finance",Colombia,central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:7:""science"";}","Citizen control strategy through the Economic Transparency Portal of the Ministry of Finance y Public Credit of Colombia",http://www.pte.gov.co,2018,"The Government of Colombia has developed the Economic Transparency Portal, www.pte.gov.co, a web-based initiative to make visible to the citizens the national and regional public budgets and all public contracting. A strategy was designed with the objective of inviting citizens to carry out social control and oversight of public resources based on the data published on the Portal. Hackathons, rallies and other contests have been held in 2018 in order to achieve feedback and public participation.","This innovation is about a citizen control strategy through the Economic Transparency Portal of the Ministry of Finance and Public Credit.
In the OECD Study of Integrity in Colombia (27 Oct 2017), it is established that after a long war period of more than 50 years has ended in Colombia, it is necessary to change the mentality of citizens and institutional strengthening to focus efforts in overcoming an old enemy that was present in all the years of conflict: corruption. Although the study establishes that the country has gradually strengthened institutionally in the last decade with the adoption of several management standards, it still takes a lot of work at the local and national level in which citizens will definitely have to play a key role.
Therefore, the study establishes that citizen participation initiatives should be promoted in a way that help national and local governments in the efficient administration of public resources and budgets. In the next paragraphs, some of those initiatives that have been carried out since the beginning of 2018 will be described. Those initiatives seek to fulfill the objective of empowering the civilian population in the oversight of public money and in the generation of proposals for the solution of sensitive social problems.
The Government of Colombia, specifically the Ministry of Finance and Public Credit, has developed the Portal of Economic Transparency, www.pte.gov.co, a web-based initiative to make visible to the citizens the fiscal figures, the national and regional public budgets, the public contracting all in the form of lists, maps, infographics and indicators.
A strategy was then designed with the objective of inviting Colombian citizens to carry out social control of public resources based on the data published on the Portal. The strategy includes several actions of which two have already been carried out in the first semester of this year 2018: a rally-like race of visits to public works and infrastructure projects throughout the country, inviting citizens to upload photos and videos to social networks like Facebook and Twitter, thus giving an account of the progress of said works; also a hackathon for the development of collaborative computer applications in order to solve some problems presented in the state student feeding program - PAE, initiative of the Ministry of Education.
The response of the citizens was about 70 teams of Colombians from all over the country for the rally and about 10 student teams of programmers who developed applications or computer models in the hackathon. The winning teams were connected with the responsible state entities in order to achieve feedback on the respective processes.
The objective of these efforts is to advance the principles of open government in Colombian society as a way to fight against corruption and encourage the public to collaborate in the control of public resources.
It is proposed within the National Open State Committee, of which the Ministry of Finance and Public Credit is a member, that a strategy related to Transparency, Open government and the culture of accountability and public participation will be included in the National Development Plan 2019-2022, which is established every four years as the roadmap of the Presidency of the Republic. It is expected to continue strengthening tools such as the Portal of Economic Transparency with a greater number of reports, the improvement of the language of dissemination to the citizen and the programming of similar events to invite citizens to oversight public money using the Portal data, at least twice a year. The above with a view to strengthening the participation of the Colombian citizens in the management of public resources and, on the other hand, continue to advance in the rankings of transparency and Open Government.","a:8:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""210"";i:3;s:3:""611"";i:4;s:3:""302"";i:5;s:3:""316"";i:6;s:3:""621"";i:7;s:3:""338"";}","This project is innovative because:
1) It engage citizens through prizes in order to invite them to raise their interest about public money and the efficiency on the contracting processes.
2) It encourages the three main principles of open government in just one project: transparency, accountability and effective public participation, as well as simplicity and collaboration through open data.
3) It uses social media and mobile phones as a way of easy access for citizens to participate.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:10:""evaluation"";}","As of this date of submission in 2018, this project is completing its first part. We are now at the stage of designing the next step which is the engagement of citizens in not only the execution of budgets but also the programming of budgets.
Also the national government is now planning in issuing a decree that institutionalizes rallies and hackatons end events alike with defined features and with a periodicity of at least twice a year in order to attract public interest in budget spending.","The organization of the event was in charge of the Ministry of Finance and Public Credit, the Secretary of Transparency of the Presidency of the Republic, the Ministry of Information Technology and Communications and the Crystal Urn, the agency in charge of the synergy in communications among the government bodies.
Also the project has the support of international organisms like Open Contracting Partnership - OCP, Global Initiative for Fiscal Transparency - GIFT and Open Knowledge Foundation.","Of course, in a project of this nature, the citizens are very important because one of the main goals is the citizen engagement in budget processes, contracting processes and procurement. Also, the main beneficiaries are the entire colombian society because of the better and more efficient use o public money.","The race had an important reception considering that it is its first version: 70 teams of citizens across the country visited 53 infrastructure projects. More than 345 photos and videos were shared on Facebook and Twitter social networks among other resources. Government press reports were published to publicize the results of citizen follow-up. The national government is now interested in issuing a decree that institutionalizes the race with defined features and with a periodicity of twice a year.
The Ministry of Education, responsible for the PAE program was contacted to organize working groups in order to study not only the winning proposal but all 10 submitted in the contest in order to analyze the relevance of each one and adapt the solutions to help in the solution of the program problems. This adoption is in process.","As said, the project has the challenge to engage citizens in the design process of public budgets. We have a lot of ideas to put in practice in the next half a year.","Support from senior management and high direction level with this project was essential. As well the legal framework with the laws of transparency, the right access to information and open contracting was very important.
The power of robust information systems in budget processes, contracting and procurement is also very important for the project.","We are very open to share these experiences with other local or national governments. We tend to think that the process is easy to achieve if a government has the will to put these ideas in practice and the appropriate legal framework in terms of budget information systems, public contracting and procurement systems and transparency systems.","We now know that people are really very interested in what governments do with tax money. And the challenge is to achieve the engagement through innovative and easy ways. We have to explore the interest in designing the public budgets.",,"a:3:{i:0;s:4:""6107"";i:1;s:4:""6110"";i:2;s:4:""6111"";}","a:2:{i:0;s:4:""6112"";i:1;s:4:""6113"";}",,,
6108,"Using Behavioral Science to Reduce Corruption Within Mexico’s Public Service: An Innovative Way to Fight Corruption",https://oecd-opsi.org/innovations/using-behavioral-science-to-reduce-corruption-within-mexicos-public-service-an-innovative-way-to-fight-corruption/,,"Ministry of Public Service, in collaboration with the Unit of Innovation, Behavior and Experimentation (UCEx), from Mexico’s National Laboratory of Public Policy (LNPP)",Mexico,central,"a:3:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";i:2;s:56:""Corruption and honesty in the public service/rule of law"";}","Using Behavioral Science to Reduce Corruption Within Mexico’s Public Service: An Innovative Way to Fight Corruption ",,2017,"Corruption in Mexico is a daunting problem that negatively affects the lives of millions, despite the growing expenditure in fighting it. UCEx’s evidence-based innovation is an alternative solution resulted from a rigorous field experiment. It used behaviorally informed-messages sent to 157,586 real public officials to increase the reports of gifts they receive and may pose a conflict of interest.This intervention puts “a foot on the door” towards the long path of controlling corruption.","Mexican families consume, on average, 14% of their income in corruption and it is perceived as one of the most pressing public problems. Transparency International ranked Mexico 1st place in the Latin American and Caribbean Region for the highest percentage of population that has had to pay a bribe for a public servant. Bribes can take the form of gifts for public servants and the Mexican law requires them to report and deliver any gift over 35 USD to the Ministry of Public Service (MPS) to avoid potential conflicts of interest.
The current approach to fight corruption focuses on increasing the resources, human and monetary, dedicated to supervising, punishing, and diminishing corruption benefits. It assumes individuals behave fully rationally and has been insufficient to make public officials comply with the law: between 2012 and 2017, on average, only 22 federal public servants (out of more than 150,00) reported receiving a gift.
This is why, exploring new perspectives in the complex path towards controlling corruption, the Unit of Innovation, Behavior and Experimentation (UCEx), from Mexico’s National Laboratory of Public Policy (LNPP), decided to “put a foot on the door” and take the chance of making a small change in the real world with potentially big outcomes. UCEx formed an alliance with the public sector’s MPS and focused on gift reports because it is not a highly sensitive topic, as other corruption-related issues that are much harder to even approach, let alone to transform.
UCEx designed and implemented an enhancement and mission–oriented innovation that builds upon existing structures and regulations to achieve greater effectiveness and efficiency, aiming for the clear outcome of making public servants behave ethically. The intervention was based on a rigorous field experiment that tried five types of behaviorally informed messages that tapped into different psychological shortcomings that prevent people from acting ethically and go beyond mere utility calculations:
1) The importance of law compliance: a simplified description of the required actions and clearly stated what is mandatory by law (if individuals know what they have to do and how to do it, they will do it).
2) Social norms: It stated the number of public servants that reports the gifts they receive to the MPS (humans tend to act according to what is acceptable in their social group).
3) The moral norms: This message recognises the honesty of the public servants and invite them to show it.
4) The impact of gifts on impartiality: It pointed out the fact that receiving a gift can affect the official’s impartiality (people has limited awareness of the implications of their [un]ethical actions, but if they become aware of them, they will behave more ethically).
5) The possibility of being sanctioned and reported by someone else: It stated the possibility of being sanctioned due to violation of the law and the possibility of whistleblowing.
To discern what kind of message could cause a bigger change in behavior, and to inquire if the frequency of messages sent could also impact the compliance, UCEx implemented a randomized control trial, where a total of 157,586 federal government officials were assigned to one of 13 groups (four treatment groups with three varying levels of intensity in the number of emails each group received, plus one control group that received no message). The messages were sent through 998,030 emails: all were personalized and included a simple Word format attached to elaborate a report if they needed to. The experiment took place from December 13th 2016 to February 28th 2017. The message that appealed to the importance of law compliance had the bigger impact in all outcomes measured. The number of individuals reporting gifts was higher in every treatment group than in the control group (which was zero). The total of gifts reported was 438, and, although it was slightly smaller than the previous year (445), the total number of individuals reporting gifts, the main outcome, was higher (22 v. 72).
Although the results seem small in magnitude, they are big in their significance, given the level of normalization of corruption within the public sector and the lack of awareness of the potential effects that a gift can have on public servants impartiality. The MPS benefited from this intervention because, today, they use an innovative tool to strengthen the compliance with a rule they enforce and they also have a new understanding of the reasons why public servants may behave unethically. The public officials in the federal government now have better information and tools to fulfill their obligations. UCEx currently explores the use of similar interventions for other important institutions, public and private. Also, this can be a first step to have a stigma-free understanding of the causes of dishonesty and create new strategies to control corruption starting with small steps.","a:8:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""190"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""612"";i:6;s:3:""317"";i:7;s:3:""621"";}","The current approach to control corruption is costly and insufficient. UCEx’s evidence-based, cost-effective innovation builds upon current rules and institutions, using a behavioral perspective to understand and fight dishonesty:
1) At the same time, honesty is regulated by the maximization of individual utility and the need to preserve an honest self-concept.
2) It is easier to cheat when individuals cheat “a little” and can rationalize it, and when the impact of dishonesty is not direct, like taking a gift instead of money.
3) The human mental bandwidth is limited and can result in a “blind spot” where lack of awareness facilitates dishonesty.
4) Individuals tend to cheat more when it seems socially acceptable in their groups and contexts.
UCEx proved that behaviorally-informed messages increased officials’ compliance. It is a first step towards controlling more complex types of corruption and these behavioral insights are being applied in interventions with other institutions.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","We could already measure the effect of behaviorally informed messages. Currently, recommendations resulted from the intervention are used within the MPS, like improvements to the process of reception of gifts and to the filling of simpler formats. Right now, UCEx is applying behavioral insights to increase honesty and compliance with the law within National Security institutions and one of the most important private companies in Mexico. This intervention can also be the basis of future qualitative and quantitative research and public policies aimed to tackle public servants unethical acts.","UCEx brought the research work, necessary to design the behaviorally informed field experiment, implement it, and to evaluate the results obtained
The Ministry of Public Service provided support and guidance, as well as the databases with public servants data, all necessary for the design and implementation
The Public Service Officials across all the federal agencies were subject of the intervention and their voluntary collaboration was fundamental attain the results","Public servants can behave more ethically thanks to the reduction of cognitive barriers they face, systematization of information, and simplification of processes. The MPS now has a new perspective to approach unethical behavior and learned about the importance of experimenting in policy making and cooperating hand-in-hand with an academic institution. UCEx main goal is to improve individual’s lives and this was a unique opportunity to create cost-effective and impactful solutions for corruption.","The number of individuals reporting gifts was higher in every treatment group than in the control group (which number was zero). The total of gifts reported was 438, and, although it was smaller than the previous year (445), the total number of individuals reporting gifts, the main outcome, was higher (22 v. 72).The message 1, Appealing to the importance of law compliance, had the bigger impact in the main outcome (17 of 72 public servants reporting) and in all other three complementary outcomes: number of gifts reported (99 out of 438), the total amount of the gifts reported (16,000 USD of 28,919 USD), and the total number of emails replying to the original messages (82 out of 270). This means that, usually, public servants do not report the gifts they receive out of ignorance and not a selfish, deliberate decision-making process. We learned that simple reminders about the law have an important effect and that there are corruption-related problems with unexpectedly simple solution","It was also challenging to find a strategic ally within the government that would be willing to support the research, cooperate, and implement the recommendations resulted from the study.
There were complications in putting together a reliable database that comprised the information of all the 157,586 public servants in the federal government, since the Ministry of Public Service did not have a unique database, but multiple databases from different institutions.
Technology also fails sometimes and the automatic service to send the total of 998,030, presented some problems that limited obtaining reliable results to measure the effect of frequency of emails received on the total number of officials reporting gifts. This implied that the initial methodology had to be adapted.","Strategic ally inside the government: Cooperation by the head of the offices involved in the intervention
A complete, up-to-date record of public officials information (ID, names, emails)
A legal requirement for public officials to report and delivery gifts to the authorities
Technology to send and manage the amount of emails necessary for the intervention
The necessary, rigorous research on behavioral economics-behavioral sciences to inform alternative solutions to a problem like corruption
An applied-research unit that believes in the importance of designing solutions for public problems and with institutional liaison capabilities to form solid alliances with government institutions
Sponsorship to make any necessary assessment of the contexts and conditions where the intervention will be placed
The public need and commitment to control corruption","This intervention has the potential to become a national public policy for different subjects because of its efficacy and cost-effectiveness. UCEx aims to repeat the exercise using only the messages that proved to be more successful in the federal government context and can explore the replication of the experiment in other levels of government (state or municipal), other public institutions, like some related to National Security, and in one of the most important private companies in Mexico. This, to find ways to increase ethical behavior in multiple contexts and continue the path towards controlling corruption in wider, more complex environments.","One of the most inspiring lessons was to learn that it is actually possible to innovate within the public sector, usually one of the hardest areas to propose and implement new ways to do the job. The alliance between innovative laboratories and public or private institutions can lead us to have a better understanding and improve the lives of a wider number of people. In the process, everybody learns and the potential for future cooperation increases. This is an alternative to the usual implementation of policies: by experimenting, we can pilot a policy first, go back, tweak it, and maybe try it again before extensively implementing it. We showed this to the government institutions and it opened the door for future similar interventions. In the words of behavioral economist Sendhil Mullainathan, “[e]xperimentation is an act of humility, an acknowledgment that there is simply no way of knowing without trying something different.”
We could understand the power of behavioral sciences to contribute with useful insights that could help us solve multiple interrelated problems in different countries, such as corruption, poverty, and crime. This intervention helped us comprehend dishonesty from a perspective that reduces the stigma attached to corruption matters and individuals behaving unethically. Turns out, these behaviors may not be rooted in a selfish and corrupt nature or in malicious intentions. They may be rooted in cognitive barriers that public officials face in order to comply with the law.
The process was not EAST: Easy, Attractive, Social and Timely (term created by the Behavioral Insights Team in the UK) and, therefore, it was very unlikely that the public officials were going to comply. After simplifying the process, making it socially acceptable, and giving timely reminders, the number of officials reporting gifts increased. And it only took some carefully designed messages sent through an email. Small changes can have great, significant effects.","At UCEx, we are currently applying behavioral insights to promote honesty and ethical behavior within National Security institutions and within one of the most influential private companies in Mexico.
UCEx is also currently working on other pressing issues for Mexico and Latin America, such as gender discrimination. In a partnership with the World Bank, we are exploring alternative ways to increase the participation of indigenous women living in disadvantaged rural areas in programs that aim to foster environmentally sustainable productive activities.
Also, we are looking forward to forming new alliances world wide to continue with our mission of applying behavioral sciences for the betterment of people’s lives. We know that the OECD can be a great platform to enhance our capabilities of impact and to match our mission with other potential allies that share it and want to nudge for the good with us.",,"a:1:{i:0;s:4:""6319"";}",,,
6122,"M♡THer - Support for Women with Gestational Diabetes Mellitus",https://oecd-opsi.org/innovations/m%e2%99%a1ther-support-for-women-with-gestational-diabetes-mellitus/,,"Commonwealth Scientific and Industrial Research Organisation",Australia,central,"a:2:{i:0;s:6:""health"";i:1;s:7:""science"";}","M♡THer - Support for Women with Gestational Diabetes Mellitus",https://metrosouth.health.qld.gov.au/innovationcentral/project/gestational-diabetes-app,2017,"M♡THer is a novel interactive system designed to support women throughout diagnosis of gestational diabetes to the birth of their baby. It also improves multidisciplinary care co-ordination by providing shared access to the women’s clinical information. Clinicians saw an opportunity to improve service delivery to patients, and improve care provision, particularly as referrals to GDM services dramatically increase. No other technology like this could be found, at the time of development.","Gestational diabetes mellitus (GDM) is an increasing problem among pregnant women worldwide. Estimates of its prevalence vary widely because of varying threshold values. The increasing number of pregnant women being diagnosed with GDM is leading to snowballing healthcare costs. The condition has adverse effects on pregnancy outcomes and implications for the long term well-being of mother and infant. The risks GDM imposes are largely related to uncontrolled high blood glucose levels and its consequences. Treatment resulting in better control of these levels can reduce risks of adverse pregnancy outcomes considerably. It is important for women with GDM to carefully monitor their blood glucose levels and daily monitoring appears to be superior to intermittent clinic monitoring. In Australia, after a confirmed diagnosis of GDM, women are required to monitor their blood glucose levels up to 4 times a day, as per current clinical guidelines. It is general practice that women are provided a paper-based blood glucose levels diary at diagnosis. These paper-based results are brought to regular clinic check-ups, to be reviewed by a multidisciplinary team. There are several logistical problems associated with this system. To address these, an innovative information communication technology enabled solution, called M♡THer, was developed through a collaboration between Metro South Hospital and Health Service, and the Commonwealth Scientific and Industrial Research Organisation.
M♡THer is a novel interactive system designed to support women throughout diagnosis of GDM to child birth. It also improves multidisciplinary care co-ordination by providing shared access to the women’s clinical information. The M♡THer platform was developed from a clinically validated home-care delivery model developed by Commonwealth Scientific and Industrial Research Organisation, to manage cardiovascular disease. The care delivery model integrated in M♡THer was designed in alignment with existing clinical work flows, making it feasible for wide pre-natal services adoption. Development was guided through very close alliance with clinicians, involved in all levels of pre-natal care, but also with iterative consultation sessions with pregnant women, with a diagnosis of GDM.
The main goal of the platform was to support not only the pregnant women diagnosed with diabetes mellitus, but also practitioners providing healthcare to them, thereby offering several benefits to the provision of GDM services.
The M♡THer solution utilises technologies which integrate a smartphone app, the Internet, measurement devices and multimedia content to support the management of women with GDM. The smartphone is carried by the woman throughout the day to allow for capture of blood glucose levels and other clinical measures such as weight, stress, sleep and symptoms. It also provides educational multimedia content, and links to educational materials regarding diet and exercise in GDM. A secure web based clinical portal enables healthcare practitioners from different specialised disciplines to assess the women’s weekly progress and to provide early care intervention dependent on the review. Data can similarly be reviewed by the healthcare practitioners during clinic appointments to aid in discussions with the women. Each woman has her own profile compiled through the clinician portal, to ensure that the app is tailored and individualised according to specific needs.
M♡THer was tested in a feasibility study with 40 participating women at Redland hospital, Metro South Hospital and Health Service, Queensland, Australia from August 2017 to April 2018. The app was well received by the women as an alternative to the paper-based blood glucose levels recordings. All respondents agreed that the app was user friendly, convenient and helpful in managing their GDM, making them feel confident in the management of their condition. Treating clinicians reported improved communication with the women in their care and experienced an increase in multi-disciplinary co-ordination amongst themselves. The platform enabled early intervention for a number of women identified with elevated blood glucose levels readings in the first week of using the app, and due to elevated fasting blood glucose levels , a number of women were timely commenced on Metformin or insulin treatment.
M♡THer has further implications. It can expand access to, and improve, the quality of healthcare for women in regional and rural areas and those reluctant to attend clinic appointments for a number of personal situations. It reduces burdens for these women in receiving access to speciality care, and can improve monitoring, timeliness, and communications within their care teams. It has been identified to be a suitable solution to continue monitoring of the women after the birth of their babies for early intervention should their blood glucose intolerance not improve. There are many solutions aimed at diabetes management but few cover GDM. Most are developed without patient input, clinical input, evidence-based practices, adherence or citation of recognised medical guidelines. The pilot trial has proven the potential for widespread adoption of this technology.","a:3:{i:0;s:3:""612"";i:1;s:3:""876"";i:2;s:3:""283"";}","To the project team’s knowledge, the M♡THer platform is the first solution of its kind in Australia. Due to the increasing number of women engaged with maternity services at Redland Hospital, a search was undertaken to find potential solutions already on the market. A myriad of mobile technologies purport to help individuals living with diabetes, albeit a lesser number specifically for Gestational diabetes mellitus. However, majority of these technologies have not been created around evidence-based practices. M♡THer offers a comprehensive care model with health measure monitoring and sharing capability between pregnant women with Gestational diabetes mellitus and their treating clinicians and was developed based on a mature clinically validated home-care delivery model developed by Commonwealth Scientific and Industrial Research Organisation, to manage cardiovascular disease. Data input received from the M♡THer app include physiological measuring outputs and supports decisions on patient management that can impact clinical outcomes and patient care.","a:1:{i:0;s:10:""evaluation"";}","Our feasibility study at Redland Hospital concluded in April 2018. Study outcomes were evaluated through compiling data from quantitative surveys, logs from the M♡THer server and information collected from Redland hospital in terms of services utilisation.
The study has generated national and international interest and successes. The platform won a 2017 Health Round Table innovation award, a Metro South Hospital and Health Service Board Chair's Award and is a finalist in the International Hospital Federation Awards (winner to be announced 10th Oct 2018). Negotiations are currently underway to conduct implementation studies in a number of Australian hospitals and to further use the platform to detect early risk of Gestational diabetes mellitus and provide support to women diagnosed with Gestational diabetes mellitus in the US (part of Central Georgia Health System). Both Metro South Hospital and Health Service and Commonwealth Scientific and Industrial Research Organisation are keen to see the app and portal develop into a commercialised product so that it can be available to any Gestational diabetes mellitus service users. Negotiations are currently underway to make this happen.","Metro South Hospital and Health Service provided the clinical setting, clinical teams, and patients. Additionally, they provided access to historical data sets for evaluation, co-funding to support the initial development of the platform, and project management. Commonwealth Scientific and Industrial Research Organisation provided the engineering and research skills. Commonwealth Scientific and Industrial Research Organisation engineers developed the app and portal and provided maintenance and technical support. The research team developed the research protocol, evaluation of the historical and current data, and the evaluation report.","Forty women who consented to the study utilised the app. Results from user satisfaction surveys indicated benefits from increased efficiency, ease of automatic upload of blood glucose levels to the app and not having to carry the paper diary around. Also, there was a feeling of assurance knowing the clinical team could access their data and follow their progress at the hospital. The multi-disciplinary staff identified benefits through increased team collaboration and improved care provision.","Results from patient and clinician satisfaction surveys were:
Majority of women agreed that the app was helpful and supportive throughout their pregnancies.
• Benefits identified: ease of use, convenience, and accessibility
• 100% of clinicians agreed that the platform improved the efficiency of care
• 90% of clinicians agreed that the app was preferred over the paper-based diary
Other results from historical data comparison:
• Pre-pregnancy BMI and time of diagnosis were similar
• Time to treatment and ante-natal clinic visits were comparable
• blood glucose levels clinical reviews were significantly higher with the introduction of M♡THer
All involved are keen to see widespread availability of the app and portal. It is expected that over time, evidence of a decrease in clinic visits will emerge. It is also anticipated that this technology will integrate with electronic medical records for further integrated and efficient patient monitoring.","Contract negotiations between Commonwealth Scientific and Industrial Research Organisation and MHS were initially challenging as this was the first time this type of innovation and collaboration had occurred. Legal and business teams from both organisations supported each to problem solve effectively.
There was a technical failure of the system over the Christmas period and while technical staff were on compulsory leave during the Commonwealth Scientific and Industrial Research Organisation's annual Christmas Shutdown. This caused a few days of system shut down which was stressful for all stakeholders. It was quickly resolved by Commonwealth Scientific and Industrial Research Organisation and due to the back up of results to the cloud, no data was lost.","Effective team work: the project team were a proactive group of professionals willing to help in any way possible. This proactive team work style was the foundation of the success of this project.
• Executive level support from both organisations provided decision making capability and leadership.
• Overall project management was necessary to drive the project and to not take away from the clinician’s patient hours.
• Onsite project officer support was invaluable in the smooth implementation and running of the pilot.
• Administration support was crucial in achieving meeting targets, documentation targets, and survey completions.
• Clear research protocols to guide and contain the research
• Uptake by patients and clinicians to utilise the technology
• Financial support to develop the technology
• The availability and willingness of the research governance officers to answer questions and help.
Technical reliability and support","Running beside this project was the development of the PD-Buddy platform, also collaborative between Commonwealth Scientific and Industrial Research Organisation and Metro South Hospital and Health Service. PD-Buddy is based on a similar concept but designed to assist in the management of patients requiring peritoneal dialysis. Additionally, both projects stemmed from the Commonwealth Scientific and Industrial Research Organisation's original work in cardiac rehab utilising a similar clinically validated platform. This technology alone could extend to private practice, GP share care models, and midwifery models of care. The service offered through M♡THer is clinically equivalent to the Gestational diabetes mellitus services offered in usual care. This warrants the integrity of the platform for potential future commercialisation, once it is validated through rigorous trialling. Future planned implementation studies will further inform improvement and advancement and provide a mature solution which, with little modification, can be adapt to continue monitoring of the women after the birth of their babies for early intervention if necessary.","• Securing survey responses was time consuming and challenging. It required a great deal of follow up to achieve results
• Bluetooth connectivity can be problematic and make an impact on what people think of the technology, even when the technology is not the actual problem
• More time was required, than originally planned, for contract negotiations
• What is promoted to the patients is what will be used. E.g. the blood glucose level recording was promoted heavily to patients and they predominantly used this function only. Other aspects, such as food recording, were not utilised but also were not strongly promoted by clinicians
• Ideally regular training needs to be implemented to account for staff turnover due to clinical rotations through wards
• Partnering with external organisations is challenging but can be a fruitful experience for professionals and create highly desired outcomes and improvements for patients.","The M♡THer app is available for Android and iOS operating systems and available from Google Play and Apple Store, respectively. However, the app requires a Username and Password that is only available through registration to the clinician web-portal. The mobile web app and clinical portal are compatible with all Internet browsers in both smartphones and PCs. The clinical portal is integrated with a communication interface for patient’s data exchange to other clinical information systems to enable patient progress update to GPs and other external care teams. Commonwealth Scientific and Industrial Research Organisation implements process evaluation as an activity that is conducted with rigour and clinical guidance during platform design and development to verify effectiveness, performance and interoperability. The multi-disciplinary engineering staff operate in a highly connected-interactive socio-technical environment, adopting international standards for healthcare data electronic management.","a:2:{i:0;s:4:""6126"";i:1;s:4:""6127"";}",,https://www.facebook.com/MetroSouthHealth/videos/1094979714016987/,,
6138,"Cross Agency Collaboration in the Criminal Justice System",https://oecd-opsi.org/innovations/cross-agency-collaboration-in-the-criminal-justice-system/,,"Institute of Public Administration",Ireland,central,"a:2:{i:0;s:9:""education"";i:1;s:12:""public_admin"";}","Cross Agency Collaboration in the Criminal Justice System",,2017,"This programme was developed to address critical strategic challenges in the Criminal Justice Sector in Ireland so as to enhance sectoral leadership and public value. A cross agency collaborative learning and implementation methodology was used. High profile reviews of deep seated cultural and procedural challenges have inspired this programme. The IPA and agencies across the criminal justice system have taken an innovative approach to collaboration, learning and implementation. .","The need to find new ways of working across the criminal justice sector in Ireland became more urgent following a number of high profile reviews, which clearly articulated systemic and deep-seated cultural issues and challenges
It was recognised that a key strategic change and leadership challenge in enabling senior leaders to park organisational allegiances would be to build trust with partners in other agencies and to work collaboratively to resolve common, strategic problems. By doing so they strengthen their chance to find more sustainable, innovative, ground breaking ways to improve service quality, efficiencies, outcomes and critical to the criminal justice sector, to, restore public confidence and trust in the criminal justice system.
What did we do?
In a three-way collaborative design process, the Strategic Committee of the Criminal Justice Sector, the Department of Justice and Equality and the Institute of Public Administration developed a programme of multiple interventions and supports to aid change at the collective and sectoral level. This enabled change and development at the individual and organisational level
We developed a process to bring together senior leaders across all agencies in the criminal justice system to resolve common, strategic problems.
Participants worked in cross agency groups to identify through an evidenced based approach, new ways of thinking about a number of strategic challenges the sector faced and to identify new ways of working.
The mix of interventions were designed:
• Challenge established patterns of behaviour, thinking and working by incorporating a range of fresh perspectives.
• Build understanding, trust and thus relationships and a partnership approach across the agencies of the sector, essential in collaborative working.
• Provision of a process of problem solving involving all agencies in the sector to review key strategic issues and dialogue about the various interpretations of the problems and the best solution for a cohesive, systemic, sectoral resolution.
• Provision of an avenue for unifying the diverse participants around a common purpose- an element critical to effective collaboration.
• Extensive involvement and support provided by the strategic committee for the sector and project sponsors ensured accountability and a systemic approach.
• Success in implementation was enhanced through the involvement of citizen perspective in planning. Key stakeholders were involved using an evidenced based approach and holistic thinking and planning.
• There was a focus on building relationships across the groups to enhance understanding and trust and group learning. This was complemented by a focus on individual leadership development. All participants received a thorough 360-degree leadership diagnostic and individual and group coaching.
• Conviction and confidence in own leadership thought and practice was developed to ensure system benefits from wider range of voices, perspectives and commitment in delivering fundamental change and in thinking regarding the delivering of better services, outcomes and public value.","a:7:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""234"";i:5;s:3:""623"";i:6;s:3:""615"";}","In the criminal justice system, problems were addressed at an individual and organisational level , and not at a cross agency and strategic level. Previously there would have been duplication of effort on various occasions, different IT and data systems, poor use of data through lack of visibility and poor use of existing systems especially in data gathering and using data to help joined up decision-making. Prior to this initiative, processes did not help people to work in a truly collaborative way i.e. through solving problems without allegiance to their own organisation. This process enabled the building of basic understanding of each others organisations unique contributions and roles. In order to develop leadership capacity and change in the criminal justice sector, the process was used to address deep seated service delivery problems and each organisation was enabled to trust and a sense of interdependency.","a:1:{i:0;s:9:""diffusing"";}","With the inaugural programme, we are at the stage of sharing and presenting lessons learned to key stakeholders and a wider audience across the public sector. These lessons and recommendations may influence strategic priorities for the sector and subsequent cross agency programmes. For the next cross agency leadership programme, we are currently identifying new strategic problems to underpin the learning and implementation process for 2018/2019. We expect to evaluate the next programme in ten months’ time. The recommendations stemming from the strategic group projects as part of this programme will be tried and tested over the coming months through various policy formation and decision-making channels.","The purpose of this programme was to help generate more citizen focused decision-making and service delivery. Citizens will ultimately benefit from organisations working in a more coordinated, streamlined and cohesive way. Government officials were fundamental in initiating; developing, driving, managing and participating in the programme and in ensuring lessons and outcomes are transferred to the sector.","Citizens – Services and policies better reflecting the needs of a diverse and contemporary society and more thoroughly capturing the complexity of policy development and implementation.
Government Officials – The Department of Public Expenditure and Reform’s understanding of more appropriate skillsets, tools and behaviours to continue working in a more joined up collaborative way to address future challenges.","Business Level – cross agency teams undertook projects to identify steps and solutions to enhance policy formation and implementation. Project processes emphasised evidenced based decision making and holistic thinking. Joined up recommendations were shared with sectoral strategic committee through a written report and presentation of projects. Actionable recommendations covered a broad range of areas, potentially enhancing public awareness and education, strengthening legislation, and data sharing .
Relationship Level- the building up of a network of people across agencies in different functions is a key outcome and sign of success. consistent feedback across the cohort was the strengthening of understanding, trust and network created - the basis for good future collaboration and joint problem solving. The outcomes are more about innovation in thought, behavioral, and new ways of working. The process resulted in the generation of fresh perspectives and ideas on steps and solutions.","The challenge in the process is building the relationships based on trust and respect to enable sharing of perspectives, information and full commitment to a common purpose. A ‘simple’ task of the group, who didn’t know each other at the time, was to choose a project theme from a range of options. Many immediately sought an ‘authority’ figure (programme director) to ‘tell’ them what project to choose. Others ‘entrenched’ themselves in their project camps and didn’t want to share with the wider group For collaboration and joint problem solving to work, the participants need a supported environment of openness and dialogue. This requires building a common purpose and willingness to share. This was the first evidence of the mindset and behavioural obstacles the participants and by extension, their colleagues in the system.","The partnership approach developed between the committee, the programme provider and the intermediary project team in the Ministry was key. The pragmatic openness and commitment to a common purpose of a successful programme ensured challenges were easily overcome and excellence in service was delivered.
A Co-creation approach was adopted as part of programme creation – this included involving not only stakeholders in programme development but participants- ensuring they had a voice in programme content and process and could lead out on delivering aspects if necessary.
Commitment by all stakeholders to ensuring success due to innate understanding of the need to try a different approach to learning, development, problem solving and change than had hitherto been the case..
A process is as good as those who are part of it and ‘you get out of something as much as you put it’- these sayings were clearly evidenced in this programme.","This model of working and learning and applying outcomes to the sector is highly relevant and necessary for a broad range of complex issues faced in society. It is ideally suited to ‘wicked’, adaptive or complex problems, where there are many interpretations of the problem and many ideas of the solution. These are the complexities and challenges our civil servants and public sector employees deal with on a daily basis. If we want to really address issues so that they don’t fester and magnify, if we want to really deliver a high quality, cohesive public service, people have to work together more, work across a proliferation of organisations and manage the multiple priorities and pulls on their time and focus by identifying quickly how they can work together and differently to get sustainable outcomes.","• Working and learning in different ways requires courage, commitment, support.
• Quite often smaller steps to take a more ‘trial and error’ approach to build confidence and broader commitment is needed and is a good approach as the learning from the process can strengthen not only the next iteration but the commitment to a new way of working.
• Solutions to complex issues are rarely stemming from one source but require interaction, engagement and collaboration with a broad range of people.
• “Keep your friends closer but your enemies closer” – in this way you can build understanding and appreciation of differences and it is the differences which strengthen the thinking and the outcomes.
• How sometimes it is the simple differences between people and organisations that can keep them miles apart- it takes one initiative, one person, one step to break the dynamic and build that bridge.
• When issues fall between the cracks, it is not because people don’t want to exercise leadership but because it is so hard to take a bigger perspective on issues. We don’t always see what is in front of us.
• Building a collaborative culture between organisations needs to start with developing the appropriate mindset in individuals, building a sufficient cohort of people agreeing practices and behaviours which support collaboration and innovation in problem solving and it requires encouraging collaboration within organisations, so that there is a platform to extend this mindset and set of behaviours to a more complex and broader arena, between organisations.
• How much people seek direction and see authority figures to make decisions for them. For people to demonstrate leadership, they need to conviction in themselves and self-reliance on themselves.
• How challenging it is for those deeply involved in delivering services (be it policies, services etc) for the public to keep the public at the forefront of what and how they work and deliver on those responsibilities",,,,,,
6205,"MyInfo – Citizens’ Electronic Profile for Online Transactions",https://oecd-opsi.org/innovations/myinfo-citizens-electronic-profile-for-online-transactions/,,"Government Technology Agency ",Singapore,central,"a:1:{i:0;s:11:""information"";}","MyInfo – Citizens’ Electronic Profile for Online Transactions",http://www.myinfo.gov.sg,2016,"MyInfo allows Singapore citizens to provide personal data, only once (if not already made available), instead of doing so for every government digital service. It aims to increase convenience and save time in digital transactions, while reducing cost by reducing hardcopy document verification.","Personal data is one of the most widely-used datasets in the Singapore government today, with 83% (545 out of 651) of unique e-services requiring it. However, all of these datasets reside in many different agencies across the Government. Due to the lack of a single, authoritative personal data repository, many agencies still continue to obtain these data directly from citizens. For example, of the 334 services requiring an individual’s personal particulars, 69% (or 230 services) continue to require their customers to fill in these details and submit supporting documents when the information can actually be pre-populated. On the other hand, the Government already generates and collects large volume of data from citizens, which should be shared easily with the consent of users. Citizens should not be required to provide Government with data that it already has. Agencies should not be required to validate information that is already validated by another agency.
MyInfo addresses two challenges in how personal data is currently collected and verified from citizens:
-Electronic forms in e-services are pre-populated with personal data, saving time and increasing the convenience to the citizens. This also improves the public impression of an integrated Government and agencies working together to serve the public. For government agencies, resource-intensive exception handling is also minimised as instances of erroneous data are reduced.
-Validated data from authoritative sources is now made available to Government agencies reducing the need for personal data verification against physical supporting documents. This also minimises the need for citizens to produce physical documents by appearing at a counter with their identity card, or sending in physical copies of their social security balances/income tax notices of assessment. The costs of service delivery are also reduced as fewer physical counters are potentially needed, while similarly, citizens’ compliance costs in terms of printing out and submitting physical documents are similarly reduced.
To achieve these goals, MyInfo has been developed as a service which allows Singapore citizens, permanent residents and work pass holders to provide personal data only once (if not already available to the Government), instead of doing so for every government e-service transaction. The platform aims to increase convenience and time savings to citizens in their e-service transactions, while reducing the cost of service delivery to government agencies by reducing hard copy document verification. It does this by making available authorized sources of citizens’ own personal data securely by facilitating control and consent-based sharing of this validated data in government transactions.
MyInfo was launched in January 2016 with digital services such as applications for public housing and family planning schemes, so that consenting users need not fill in personal information which the Government already has, such as date of birth, registered address, and marital status. It is progressively being rolled out to 120 government-to-citizen digital services. There is strong interest in the MyInfo Commercial service from the banks. The Government is exploring extending the Pilot to other financial products such as credit cards, loans and insurance. The MyInfo Commercial Pilot service has seen good response from the public, with more than 500 profile retrievals per month for bank account applications since launch; and banks have experienced an average productivity increase of about 10% so far. This is expected to increase further as banks streamline their back office operations and implement straight through processing of applications made using MyInfo in the coming months.
The platform benefits citizens, businesses and governmental e-services providers. Citizens will enjoy time and cost savings, while finding it more convenient to transact electronically with the Government. Businesses will experienced productivity increase and a lower business costs. For the government, enhanced digital integration will raise public sector productivity by removing the need for manual data collection and verification.","a:3:{i:0;s:3:""181"";i:1;s:3:""617"";i:2;s:3:""194"";}","Citizens have access to an electronic identity profile containing verified data from authoritative sources that they can control for use in online transactions. Users will be able to update their digital profiles via an online interface, and control the use of their personal data by providing consent for prefilling e-services forms. Their data will only need to be updated once, and it can be re-used several times. MyInfo breaks new ground in the use and disclosure of personal data for online Government-to-Citizen (G2C) transactions.","a:1:{i:0;s:14:""implementation"";}","As a whole-of-government multi-agency initiative, it was recognised from the onset that MyInfo would be implemented in phases to reach all the 230 e-services owned by 60 agencies. In terms of programme governance, a three-tier governance structure comprising steering committee, working committee and project management team was setup. The steering committee is co-chaired by Deputy Secretary at the Ministry of Finance and Senior Director, Ministry of Home Affairs, and comprises members from the data source and consuming agencies in Phase 1. It is expected that the composition of the steering committee will evolve in subsequent phases to better represent other agencies who will be contributing new datasets as well as making use of MyInfo data in their eservices. With the successful implementation of MyInfo Phase 1, the Ministry of Finance intends to mandate all government agencies to prioritise MyInfo data in e-service transactions within a reasonable transition timeframe.","The successful implementation of MyInfo was through the close collaboration between multiple agencies to join efforts and go beyond their current mandates, so as to unleash the next phase of data-sharing in the Public Service. The collaboration of the agencies were critical to the project as they have to adapt their current processes to allow for MyInfo. Agencies are also at the front end to deal with citizens, and are thus automatically the project’s advocate.","The immediate next steps are to review the learning points from Phase 1 so as to deploy MyInfo government-wide in the next phase. Future phases of MyInfo will include additional functionalities such as extending its use to selected private sector organizations (e.g. banks, telcos). The private sector is thus a key partner, as they have to extend or modify their system to allow for MyInfo.","We note that it has improved customer service, reduced compliance cost, and improved data governance.
MyInfo is the first step towards allowing secure citizen-centric access to verified personal data so that it can be shared across organisations, with the citizen’s consent in a manner where they retain control over how much and with whom the data is shared, so as to receive personalised service. It is envisaged that in this future economy, firms can collect and use personal data to support individualised service delivery business models, governments can employ personal data to provide critical public services more efficiently and effectively, and researchers can access personal datasets to accelerate the development of new products.
MyInfo’s “collect once, use many times” approach to data management yields significant cost savings for Government agencies. Hence, services which traditionally require verification of physical personal documents now use the verified data from MyInfo instead.","Prioritise citizen-centricity – To gauge user acceptance, MyInfo was launched as a five-month public pilot which included a public usability test to verify the design and user experience of MyInfo. The tests made use of eye tracking technology in a controlled environment to observe user interaction and gather insights so as to improve the system design.
Increase coverage within the Public Service – With the initial successful launch of MyInfo, the Government started a consultation process to mandate all government agencies to prioritise MyInfo data in eservice transactions by 2018. The directive will facilitate the adoption of MyInfo across all Government e-services, making it more attractive for citizens to sign-up for the service and create a significant user base for it to support other types of online transactions in the future.","What was helpful in this project was that there was a real problem that was ready to be solved. Public officers were motivated to make this project work as they see clear benefits of eliminating burdensome repetitive information filling by citizens, as they themselves are citizens too. Clear leadership in this case was exercised in mobilising the entire government to come up with a good solution using technology. Further, resources were made available for the team to initiate the project and to see it through. It was further helpful that the project was scoped in phases, with clear timeframe drawn up. Agencies were also helped onto this project in phases. This reduces the anxiety of the implementation team, as it breaks down the whole project into smaller sizes.","As MyInfo is a whole of government collaborative pilot project, regular consultations were held with the 11 participating ministries and statutory boards (i.e. 7 data sources and 17 e-services) to communicate MyInfo’s benefits to them, and understand their specific needs and feedback for refining the product. With its initial success, the government has started to engage and plan for the integration of all relevant government digital services with MyInfo by 2018. There is scope for the solution to be replicated to other countries. Almost all governments face the same need for their citizens to transact with their government, and in almost all cases, the governments either already possess the information of the citizens or will need the citizens to authenticate themselves in some form. Given so, a common solution of a self-authenticated system, and the concept of a vault of personal information of citizen, is an idea that could be adopted in most countries.","In the public usability test conducted as part of the MyInfo public pilot in Jan 2016, pilot users demonstrated an average task completion rate of 85% across the 14 system navigation tasks assigned. In the post test survey, the pilot users also rated the visual design, overall satisfaction and confidence of security for the system highly (i.e. above 8.3 on a 10 point scale). These findings were used to prioritise and design fixes that improved on the features and usability of the MyInfo system. What worked well was the keen coordination among government agencies to work together to see to the project implementation. Another area that work to our favour was the emphasis on usability and the team’s willingness to act on feedback quickly. The ability to be agile to resolve problems, the boldness in concept and implementation and the collaboration among different agencies are key to the project’s success.","Please refer to the following YouTube links for the overview video of MyInfo: https://www.youtube.com/watch?v=bdiSXeQ2i5s
https://www.youtube.com/watch?v=-ru5pII7xUE",,,,,
6207,SmartStart,https://oecd-opsi.org/innovations/smartstart/,,"New Zealand Department of Internal Affairs","New Zealand",central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}",SmartStart,http://smartstart.services.govt.nz,2016,"SmartStart was the first cross-agency online life event service in New Zealand. SmartStart makes it easier for New Zealanders to access information and services around the birth of a child.
New Zealanders can:
1) learn about having a child;
2) navigate government services;
3) access and engage with services; and
4) consent to reuse information provided to one agency with another agency.","SmartStart makes it easier for New Zealanders to access information and services around the birth of a child. SmartStart is the first of a number of integrated digital services based around critical life events, and is underpinned by the twin concepts of digitally integrating information and services to the customer and federating data. It enables New Zealanders to:
1) learn about having a child;
2) navigate government services around the birth of a child;
3) access and engage with government services in the simplest possible manner; and
4) consent to reuse information provided to one agency when seeking assistance from another agency.
Four government agencies – the Department of Internal Affairs, the Ministry of Social Development, Inland Revenue, and the Ministry of Health have worked collaboratively with two Non-Government Organisations (NGOs), The New Zealand College of Midwives and Plunket NZ (delivering advice and support to new mothers). This partnership has been integral to success. A Stewardship Group, in which all four agencies and the two NGOs are represented, oversaw the development. The agencies shared information (in collaboration with govt.nz), shared skills (through secondments to the development team) and shared expertise (in regular meetings of reference groups focused on communication, customer design, policy and architecture). Content was developed by a dedicated internal team in partnership with participating agencies.
SmartStart product development relied heavily on co-design principles (i.e. customers involved in design and testing), cross-agency governance, iterative agile development, and benefits driven decision-making throughout the process. By integrating information and access to services into a new digital channel that worked on any device (smartphone, tablet or computer), parents and health practitioners, now and in future, save time and effort.
Three key outcomes were envisaged in the proposal for funding: reducing customer pain points, improving the effectiveness of government services, and building a dynamic ecosystem. SmartStart achieved its first intended outcome: to reduce customer pain points. SmartStart facilitates navigation across all relevant government services, integrating 55 services and shares data between departments with minimal effort by the customer. It reduces the need for the customer to provide the same information over and over again. SmartStart provides New Zealanders with neutral trustworthy information on their journey from conception, to the birth of a child, and into parenthood.
Along this journey, parents are encouraged to select a Lead Maternity Caregiver (e.g. a midwife), apply for paid parental leave, seek immunisation for the mother, register the child’s birth, access additional financial assistance, engage with child health services, and be assisted by a Plunket nurse or WellChild service provider. Information and services can be accessed from any digital device.
SmartStart achieved its second outcome: to improve the effectiveness of government services. The Ministry of Social Development provides a proactive service to their existing clients by removing the need for many clients to be interviewed and the need to purchase a birth certificate. Unnecessary client interactions between the Ministry of Social Development and Internal Affairs have also been reduced. The uptake of parents consenting to share their birth registration information is 33% higher than anticipated. The service has been well received by the Ministry of Social Development clients. In addition parents can request an Inland Revenue number for their child while registering the birth of their child, and by supplying their own Inland Revenue identification number, updating the tax department on their situation with respect to Working for Family tax credits. 91% of customers consent to share their information with at least two services, 25% with three services and nearly 5% with four services.
SmartStart has helped to show what is possible towards achieving its third outcome: to build a dynamic ecosystem. The ecosystem has already been reused in other digital products. Reuse of the team, the software vendor and the technology allowed a second life event to be developed with around half the budget and in half the time: Te Hokinga ā Wairua End of Life Service (http://endoflife.services.govt.nz), which focuses on integrating death and bereavement public services, was released 30 June 2017.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""876"";}","SmartStart innovated along a number of dimensions:
• providing a web service to work on any internet device including mobile devices
• integrating web content for all government services (over 100 webpages) that revolve around the birth of a child, to provide succinct, authoritative and easily accessible information
• integrating service access for selected services around birth registration, meaning that customers no longer have to fill in multiple forms and provide the same information over and over again
• working collaboratively across four government agencies (including staff secondments) and NGO advisory support
• drawing on a stewardship model of governance
• involving agency staff in reference and advisory groups
• speeding up the procurement process and quickly developing a Minimum Viable Product
• producing a Lessons Learnt document within six working weeks of the product going live","a:1:{i:0;s:10:""evaluation"";}","The team has also led the development of a second life event (Te Hokinga ā Wairua End of Life Service).
Following two major release cycles in December 2016 and August-September 2017, the product has a growing feature set. However, we plan on doing much more to improve the customer experience, including further integrations with new sectors (health and education) and further features to reduce the time and effort that parents need to put in to identify relevant services and engage with those services. SmartStart covers one life event in a continuum of life events, so we are also working to link life events in future.","Partnering between four agencies and two non-government service providers has been central to SmartStart’s approach. Partners have strongly supported this approach. For example, the NZ College of Midwives says about the lead agency that they “have been impressed by the ability to work in partnership with a range of stakeholders. Their genuine desire to understand our views and experiences in order to inform their work was apparent in all our interactions with them.""","Right from the start, New Zealanders were involved in the development. We listened to parents from different backgrounds describe their experiences in dealing with government. This information helped identify the pain points New Zealanders experience in navigating government services. New and expecting parents then tested out online service and options for web content and services. Parents continued to be involved throughout the delivery phase in product improvement.","SmartStart has obtained these results:
• 365,000 visitors since December 2016 (drawn from a maximum population of 120,000 parents (60,000 live births a year, 95,000 births registered).
• 90,000 tax numbers requested
• 6,000 less visits to MSD to have a child included in a benefit (now child included and birth record shared from their couch)
• 4,500 BestStart applications (new government initiative as part of the Families Package)
• Six partner agencies
• Referrals of New Zealanders by midwives and friends via social media
• Referrals to partner websites are steadily growing.
SmartStart achieved its intended outcomes of:
• reducing pain points for customers who faced difficulty in navigating services across agencies.
• allowing customers to navigate all relevant government services (55 different services).
• supporting integration of services between three government agencies. 91.3% of customers integrate at least two services, 25% integrate three services","In developing SmartStart, we encountered the following challenges:
• a false start – with a waterfall style business case, lacking management support
• differing maturity levels of agencies needing to work collaboratively
• challenges with procurement timeframes
• misunderstandings about agile development - particularly variable scope
• complexity in relation to accountability
• failure to get a technology integration approach to work.
The SmartStart development team responded by:
• a market engagement phase to re-scale and re-focus on a Minimum Viable Product
• shifting the development focus to an outsourced software vendor and agile approach
• cross-agency governance focused on product stewardship and customer-led design
• encouraging monitoring agencies/staff to accept fortnightly dashboard reports
• developing reflective practice with learning documented (including failure)
• identifying an alternative approach to delivery when one technology integration option failed","From experience, achieving a successful life event innovation requires:
• high level research and thinking on the problem
• committed funding
• partners that are committed to achieving the goal
• determined leadership and a skilled delivery team
• cross-agency collaboration (not just consultation)
• shared governance
• customer-led design
• focus on fast delivery to deliver a minimum viable product on time
• good risk and roadblock management with clear exit ramps
• maintaining flexibility in responding to external accountability requirements
• agile development with fixed timeframe and budget and flexibility around scope reflecting on what you learn
• regular demonstrations of work in progress","Research in 2014 showed there were common pain points experienced by New Zealanders when dealing with government services, and that two pain points were frequently found: the need to repeat personal details, and the lack of authoritative and integrated information. SmartStart has already been replicated within New Zealand. The launch of Te Hokinga ā Wairua End of Life Service (http://endoflife.services.govt.nz), aimed at New Zealanders preparing for and managing bereavement, reused much of the development just seven months of the release of SmartStart. A third life event is at the prototype stage of development (with a different agency lead).
Replicability was, however, the result of a strong similarity in the pain points experienced by the different population segments. This included the lack of credible and authoritative integrated content knowledge, and difficulties with having to provide similar information to difference services around the same life event.","The SmartStart team engaged a company to assist us in producing a case study report to document learnings and achievements. These findings have been shared widely to assist other cross-agency initiatives (see
http://www.ssc.govt.nz/sites/all/files/smartstart-lessonslearned.pdf)
This report highlighted:
• Customer insight was transformational and critical in addressing pain points
• Being agile, not just doing agile was important
• Getting started with a minimum viable product can result in benefits that are strongly supported by New Zealanders, agencies and NGOs
• New ways of governing the project were essential
• Bringing on-board agencies and nongovernment stakeholders was important in building support and commitment
• Developing strong relationships was critical to doing things on a low budget
• Meeting the governance requirements across partner agencies and central agencies requires time and effort.",,,,,,
6214,"Death and Bereavement Services Prototype (“Espaço Óbito”)",https://oecd-opsi.org/innovations/death-and-bereavement-services-prototype-espaco-obito/,,"Ministry of Justice",Portugal,central,"a:1:{i:0;s:12:""public_order"";}","Death and Bereavement Services Prototype (“Espaço Óbito”)",https://justicamaisproxima.mj.pt/index.php/portfolio-item/espaco-obito,2017,"The decease of a relative is a very tough and sensitive moment. What if a simpler, more comprehensive and especially a more humane service was available, helping the citizen to solve the main issues this situation involves? Using research and experimentation, the death and bereavement service was successfully tested and is becoming a reality as an integrated, one-stop solution.","The “Death and Bereavement Services Prototype” started with a problem: public and private entities struggling how to address, in an integrated manner, a difficult moment in people’s lives: the death of a family relative or someone close. There are multiple public and private services related to death and bereavement that need to be addressed at this fragile moment. Citizens’ have to deal with registry; taxes; social security; Health; Banking Services; Insurers or even telecommunications contracts. These services will require multiple interactions, from simple death certificates to Inheritance taxes, or finding out all the bank accounts and having the necessary permits.
Because these services are provided by different entities, citizens’ will need to find out the required information from different sources and places, both online and offline and often this information is explained differently or even incoherently. This experience often causes frustration and anxiety.
The project aims to provide a better service, with more integration, from public services to private entities, and create a one-desk solution that can provide multiple information, services and also support and care for someone that has to deal with the death of a relative. But rather than creating the final solution, based in part of the information, or simple assumptions, from a one-sided government to citizens traditional view, we looked for the user perspective and experience to build this user-driven new point of contact.
We developed a user research and experimentation, to find out user behaviour, their full experience when interacting with the different services, and the problems and opportunities to improve. We utilized a Service Design methodology. From research, to co-creation design and prototyping, we made a fully functional one-stop service-desk that gathered 6 different entities to address the citizens’ needs. All the interactions with citizens were mapped and the citizens’ interviews helped us to understand the experience, from the research phase to the prototype, creating more than 75 journey maps that reflect the vast majority of use-cases. With this methodology, after the experimentation stage, we have greater knowledge and more decision-making ability to offer a better service. This way, our service is more integrated, closer to the citizens, and more humane.","a:4:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""211"";i:3;s:3:""617"";}","When we started working in this project, we had a history of different life-event oriented services available in Portugal (one-stop service desks for new-born citizens, marriage, purchasing a house and even for company establishment). At the same time, 9 years ago, we started offering a one-stop service that combined services from registry with taxes, for death certificates to inheritances. We felt that the project needed to evolve to include more services, better integration, more information available and a more humane approach. Also, citizen expectations have become more demanding, and this service has to know the citizen better at a fragile time.
For research and user feedback, we started by developing an experimental approach using service design tools to gather information about the current different processes available to citizens. This innovative process of deep prior research, including investigation, analytics, co-creation design and prototyping with citizens, took 3 months.","a:1:{i:0;s:14:""implementation"";}","In mid-April 2017, the Cabinet of the Ministry of Justice gathered all the information from the service design, and wrote a final report. This report had a detailed analysis on the actions taken, the Citizens’ opinion, the attendants’ opinions and problems, and the first proposal of priorities for the final solution, based in the experience of the prototype, the co-creation workshop, and the user cases from the journey maps (from a total of 75 interviews).
We then created full communications materials to explain the methodology, including video, even press articles to help spread this good practice in Public Administration. The second phase of this project (the final solution) is currently under development, and fully scoped within the lessons obtained by the experimentation phase.","The partnership with the LABX, Portuguese Experimentation Lab provided techniques, support, evaluation materials. All the Government and Public Administration areas intervened with ideas, and with a fast and agile response. Two academic research centres with strong journey map knowledge, provided better information accuracy. Private data analytics specialists, with knowledge in user online and offline behaviour provided information about current demand and where online priorities should be set.","Being a user-driven project, the citizen was in the centre of the whole project: interviews at different stages of the project that resulted in detailed journey maps that described both the flow but also their opinion on the service, experience and mindset at the time. For stakeholders, they were invited during co-creation to help design and create a new experience. The civil servants that were also interviewed in creating the prototype, both for daily feedback and for their final remarks.","With this project we have achieved:
- Better user feedback from current services
- Good service evaluation from the prototype interviews: 4,55 (1-5 scale);
- Good evaluation from the co-creation workshops, where public servants that came from small towns, like Resende, where invited to be part of the solution: 4,8 (1-5 scale);
- User workflow time-oriented;
- Better definition of service priorities: technology, processes, regulation and psychological support from use case statistics and qualitative data;
- Definition of information materials required: single and clear guides with use-cases;
-online costs simulator; and
- language simplification.","Initially there was some quite understandable scepticism about the methodology.
That was answered with:
- Full alignment of key stakeholders, confirmed through the regular project meetings that reminded about the scope and goals of the project;
- Close collaboration with the whole project team, including LABX team, co-creation participants, researchers and specially the public attendants at the prototype (daily debriefing for fast solving issues in time for the next day, so that the prototype would be improved daily);
- Team training for the prototype on best practices for service, considering the Death and Bereavement subject. Training was conducted by AMA – Agency for Public Services Modernisation that manages the network of one-stop-shops. With a strong knowledge on Service, and being “external to the team”, it was not considered by the team as one entity trying to lecture another.","You must be willing to take some time for experimentation and research as first step for a public project; You have to choose the right experimentation tools. That’s why it is important to have good professionals in a team such as LABX;
Teams must be motivated – this is done by explaining the goals and scope (that can be different from the final solution).
Nurture opinions and conversations.
Ask for stakeholders’ feedback: at workshops, prototyping, and at the end of the project. It will contribute to team motivation.
Produce conclusions, based in all data collected that will allow decision-making.
Good project management: keep track of scope, deadlines, obstacles, regular meetings, documentation. Communication: during the project to all the stakeholders but also after, to better promote methodology.","The methodology used by the Death and Bereavement Prototyping can be replicated in different realities with the right adjustments and tools:
- To problem-oriented and “life” event services. There are several life-events that can be addressed as a one-stop physical or an online integrated solution;
- Using a research methodology to research and test before and gather conclusions prior to the final service;
- Using analytics as a source of information. Web analytics provide a strong knowledge on user behaviour by tracking searches, exit pages, completion rates or even keyword; rating, that can be useful for better pages with clear texts, comprehensible goals and expected page behaviour;
- Using blueprint tools to track the flow. The blueprints used in the prototype phase allowed the team and service attendants to understand better the entire citizen flow prior to the prototype start, but also the required process back office.","We learned more about data analysis both for in-store demand and for online behaviour. We learned how to execute prototyping operation in less than two weeks.
Proximity – we had to work closely with all the teams. We were continuously questioning and in search for improvement. We learned that we needed top down sponsorship and empowerment from all the stakeholders. We used a User-driven methodology, mapping use-cases to define priorities. We needed openness for team to Design above constraints (IT, regulations, costs, etc).",,,,,,
6216,"Online Tool for Systemic Change",https://oecd-opsi.org/innovations/online-tool-for-systemic-change/,,"City of Onkaparinga",Australia,central,"a:1:{i:0;s:12:""public_admin"";}","Online Tool for Systemic Change",http://wickedlab.com.au,2017,"The Tool for Systemic Change assists communities and government to address wicked problems by diagnosing the different types of wicked problems that affects the communities, accompanied by an scorecard that highlights the gaps in the current efforts and proposes strategies to address the problems.","The online Tool for Systemic Change has been developed to assist communities and governments to address complex wicked problems. “Wicked problems” cannot be successfully addressed through traditional linear, analytical approaches because of their multi-causality and interdependencies, and governments have difficulty in taking a complexity approach.
The product of a PhD research project, the tool addresses all wicked problems. Our methodology asserts that there must be a systemic innovation and solution ecosystem approach that is underpinned by complex adaptive system. We have turned this approach into an online, diagnostic tool.
The online Tool for Systemic Change has of nine focus areas. The first 5 focus areas and 26 initiative characteristics assist communities to transition to more coherent and effective ways of working by taking a systemic innovation and solution ecosystem approach when addressing wicked problems. The final four focus areas and 10 initiative characteristics enable governments to actively support this approach.
In addition to assisting governments and communities to address wicked problems, the online Tool for Systemic Change measure systems change: it measures impact by tracking and measuring the occurrence of the Tool’s 36 systems change characteristics as a community addresses a wicked problem.","a:4:{i:0;s:3:""184"";i:1;s:3:""194"";i:2;s:3:""210"";i:3;s:3:""354"";}","The tool is used by entering all of the current initiatives of a solution ecosystem into the tool, which enables a scorecard for addressing the problem in the target community to be produced. Once all of this data is entered, the scorecard shows the density of effort at each of the 36 initiative characteristics for any selected time range. The gaps in current effort, where initiative characteristics are not currently included in the initiatives of the solution ecosystem, can be highlighted by selecting the software’s ‘show gaps in effort’ button. With the gaps in current effort clearly identified, strategies can be developed to address the gaps and increase the system functioning and performance of the solution ecosystem.","a:1:{i:0;s:10:""evaluation"";}","A 6 month pilot of the program is nearing completion which has been undertaken with four diverse participants: a European consultant, a South Australian local government employee, a South Australian state government employee and a community leader from the Northern Adelaide region. The local government employee is from the City of Onkaparinga. Wicked Lab will be conducting an evaluation at the completion of the pilot. Learning to date from the pilot has resulted in Wicked Lab choosing two main focus areas for the tool: using it as a solution innovation lab methodology and using it as a lens to increase the systemic impact of innovations. Wicked Lab has recently developed two new programs: a Program for Systemic Innovation Labs and a System Entrepreneur Program.","The model was developed in partnership with City of Onkaparinga staff and active citizens from its leadership program. The City of Onkaparinga supported the pilot of the Complex Systems Leadership Program by funding a staff member to participate and allocated additional staff to enter data into the tool.","Society at large, and geographical communities benefit, as the tool takes a solution ecosystem approach: the tool increases the coherence of all the initiatives in a geographical community that are addressing any of the interdependent causal factors that underpin a targeted wicked problem. Governments benefit because tackling wicked problems requires emergent community responses, which encourages improving upon the traditional models of governance.","Part of the tool, the Complex Systems Leadership Program provides participants with the knowledge and skills required to use the tool to support community transitions in “real time”. The learning outcomes of the participants will be validated at the completion of the pilot: the four participants will complete a post-program online survey form and be interviewed to confirm the knowledge and skills that they have gained during the program.","The key challenge has been that the tool is a disruptive innovation and therefore a market has needed to be created for the tool. A disruptive innovation also requires a whole product solution to be created to encourage customers to adopt the tool. Techniques used to create the market include providing webinars called ‘complexity snapshots’ to enable potential adopters of the tool to have exposure to this approach for a minimal investment, publishing in peer-reviewed journals to further validate the approach, and presenting at practitioner events. Packaging the tool within the Complex Systems Leadership Program has been Wicked Lab’s first attempt at providing a whole product solution. Learning from the program’s pilot has resulted in Wicked Lab deciding to offer two programs in the future that will provide separate whole product solutions for the tool’s two identified key target markets: solution innovation labs and system entrepreneurs.","Key success factors include: having a strong, diverse and experienced team and a lead customer that embraces innovation.","The need for the tool is widespread as all governments are tackling wicked problems and are confronting the reality that traditional linear, analytical approaches do not work when addressing these problems. The tool can be used by any level of government to support the transition of solution ecosystems to more appropriate ways of working for addressing wicked problems. Both state and local government employees participated in the pilot of the Complex Systems Leadership Program and Wicked Lab recently provided a submission to the Inquiry into the Australian Government's role in the development of cities. The feedback received from presenting at international forums has confirmed that the tool’s use goes beyond being just used by Australian governments; the first participating customer in the pilot program was from the Netherlands.","Being part of a global community that is advancing complex adaptive systems approaches for addressing wicked problems has provided opportunities for learning, reflection, support and recognition through the innovation process.",,,,,,
6218,"Social Outcomes Fund",https://oecd-opsi.org/innovations/social-outcomes-fund/,,"Department for Digital, Culture, Media and Sport","United Kingdom",central,"a:5:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:17:""Social Investment"";i:4;s:0:"""";}","Social Outcomes Fund",https://www.gov.uk/government/publications/social-outcomes-fund-how-to-apply,2012,"The Social Outcomes Fund (SOF), launched in 2012, was the world’s first Social Impact Bond (SIB) linked to government outcomes. This £20m fund catalysed the use of SIBs to address complex social issues in the UK by helping to align local and central government budgets. Today, the UK has had over 50 SIBs helping to improve people’s lives across the UK, and a substantial proportion of this growth has been stimulated by SOF.","The traditional delivery of public services has not succeeded at tackling entrenched social problems, such as homelessness or youth unemployment. In general, it does not incentivise innovation nor the delivery of better outcomes for the most vulnerable people in society.
Against this backdrop, the UK government has identified SIBs as a mechanism to tackle complex social issues and improve outcomes for vulnerable individuals. SIBs involve social investors that supply the upfront funding to providers to deliver a service. The key advantages of SIBs include:
- Driving innovation: SIBs transfer the risk of service failure to social investors, so if an intervention fails to achieve outcomes, government commissioners do not have to pay. This allows government to experiment with novel and innovative services that tackle complex social issues.
- Enabling early intervention. In contrast to reactive services that respond to crises, SIBs can channel investment into early interventions that prevent future problems and generate savings.
- Delivering results for vulnerable individuals: SIBs can help get better results from existing services, by driving the delivery of better outcomes through payments. SIBs typically target vulnerable service users that have so far not been helped by existing services.
- Building partnerships: SIBs bring a range of stakeholders from the public and private sector together and break down traditional fragmented and ‘siloed’ services, solving complex issues through a multi-agency approach.
- Scalability and system-wide impact: SIBs are improving and transforming the delivery of public services in partnership with social investment. They can have an impact at scale on some of society’s most pressing challenges.
The UK Government recognised that SIBs have the potential to transform the delivery of public services, and therefore looked for ways to catalyse their development and overcome the barriers to adopting them across the public sector, which included:
- Cultural inertia: there is a lack of awareness of SIBs and their benefits among commissioners, which are often risk-averse and hesitant to try new ways of doing things. This results in a lack of drive and funding to develop SIBs within central and local government.
- Structural impediments: Fragmented and ‘siloed’ public services result in a) difficulties to aggregate savings of SIB projects that accrue across multiple public sector spending silos b) reluctance among local commissioners to pay for outcomes in SIBs that generate savings to the wider public purse and to central government. After reviewing a number of possible solutions to overcome these barriers and drive the development of SIBs, the £20m Social Outcomes Fund (SOF) was created in 2012
- the first central government outcomes fund in the world.
SOF has played a key role in helping to grow the use of this innovative funding model in the UK. The objectives of SOF were to:
-catalyse the development of SIBs;
-overcome barriers to adopting SIBs;
-improve the cooperation between local and central government; and
-improve public service delivery and tackle complex social issues.
SOF provides top-up funding for outcomes payments in locally developed SIBs and thereby directly benefits local commissioners and service providers, enabling them to develop SIB projects in order to address the most complex social issues in their local areas. It empowers them to define the outcomes they want to pay for and gives them the flexibility to design the service and procure the service provider they think is best placed to deliver these outcomes.
In addition, SOF fosters partnership working and aligned budgets across government to tackle specific social issues. It contributes funding to central government departments to develop centrally-led outcomes funds for Social Impact Bonds:
-The £16m Youth Engagement Fund
- a partnership between the Centre for Social Impact Bonds, the Department for Work and Pensions and the Ministry of Justice pays for outcomes in four SIBs supporting young people not in employment, education or training.
-The £15m Fair Chance Fund, created by the Centre for Social Impact Bonds and the Department for Communities and Local Government, pays for outcomes in seven SIBs delivering significant educational, employment and accommodation outcomes for homeless young people.
Ultimately, these SIBs support the most vulnerable individuals with complex social issues, which include older people struggling with loneliness, young people without employment or training, children in care or people with long-term health conditions. SOF was a major milestone for the UK Government, primarily because it led to the growth of the Social Impact Bond market in the UK, but also because it enabled cooperation between a range of local commissioners, central government departments, social investors and voluntary sector organisations.","a:9:{i:0;s:3:""194"";i:1;s:3:""213"";i:2;s:3:""190"";i:3;s:3:""211"";i:4;s:3:""217"";i:5;s:3:""623"";i:6;s:3:""317"";i:7;s:3:""617"";i:8;s:3:""354"";}","Typically, government has contracted service providers on a ‘fee for service’ basis, i.e. commissioners pay for a service that is intended to lead to desired outcomes. However, this approach has not succeeded at solving entrenched social issues. The Social Outcomes Fund improved the delivery of public services to address complex social issues in several ways:
- Putting outcomes at the heart of commissioning public services: SOF was the world’s first central government outcomes fund that drives the development of outcomes based contracts or “Social Impact Bonds”. Paying for outcomes gives providers the flexibility and the incentive to iterate constantly in pursuit of better performance. This, in turn, stimulates more entrepreneurial solutions to some of our most intractable social problems.
- Aligning local and central government funding and empowering local stakeholders: We identified the need for SIBs to be constructed around local ownership, so the project’s impact reflected local service users’ needs.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","Today, SOF has completed its final year of providing top-up funding. The SIBs it supported have all successfully delivered outcomes, and many of them are continuing beyond the end of the initial support from SOF. SOF has created a market for SIBs, which provided evidence and case studies to support the replication of Outcomes Funds and SIBs to other services. We used the following methods to extend this innovation to other services: evaluating the performance of SOF SIBs helped us to identify the models and respective policy areas that work well for SIBs and are easy to replicate (e.g. children in care, social prescribing, young people not in employment, homelessness). When setting up the Life Chances Fund to replicate SOF, we divided the fund into six policy areas that reflected the successful SIBs developed under SOF.","SOF demonstrates how successful collaborations between different stakeholders from the public and private sectors can transform people’s lives. SOF became a success, as organisations collectively focused on commissioning the intervention that will deliver the best outcomes, rather than focusing upon their individual interests.","SOF asked applicants to engage local services users in the service design of the SIB to ensure that projects meet their needs. As a result, multiple stakeholders, ranging from voluntary sector organisations to individual service users and social investors were involved in service design of the SIBs. We were also early adopters of user-led design to test and refine the application form for SOF. An even greater emphasis was placed upon this in the development of the Life Chances Fund.","SOF has supported the development of 17 SIBs across the UK and has delivered against its original objective. We now have SIBs tackling a range of issues from youth unemployment to loneliness amongst older people. SOF has proven that commissioners and providers will actively seek to use this approach on a local and national level, and private investors have a real appetite to invest in social impact.
This growth in demand for outcomes based commissioning is a crucial outcome of SOF and has led us to develop further outcomes funds and SIBs across central and local government. SOF completed in 2018, having supported up to 28,000 people, many of whom are the most vulnerable in society (e.g. children in care).
SOF has helped to generate over £28m in additional funding from local commissioners to pay for outcomes and tackle a range of intractable social problems. SOF also catalysed over £16.6m in funding from social investors to set up projects that deliver outcomes","Challenges:
Slow Market Growth: When SOF was first launched, very few SIB proposals were initially submitted.
Lack of focus: It took commissioners significant time to progress the development of SIBs. While it is naturally time consuming to understand a new funding model, there was a lack of focus among commissioners to get SIBs launched.
High failure rate: The delays in SIB developments sometimes lead to the failure of SIBs.
Solutions:
SIBs and outcomes funds are new and there is inevitably a barrier to entry. We have ensured that applicants to the Life Chances Fund (the successor of SOF) receive clear, structured guidance and development funding for technical support to reduce these barriers. SOF initially gave the applicants the opportunity to submit proposals on a rolling basis. We learned that there is a need to compress the development timescales by creating clear deadlines that provide applicants with a structure and incentives to progress the SIB.","Top up funding: SOF was used to top up outcomes payments in locally developed SIBs, putting local commissioners in the lead to develop innovative solutions to entrenched problems.
Clear structure and guidance for applicants: Initial low applications and high failure rates of SOF SIBs showed that it is important to give applicants more guidance around clear policy areas, deadlines and scale of SIBs.
Development Grants: We set aside additional funding to help with the development of the SIB proposal for the Life Chances Fund.
A dedicated team that supports the use of outcomes funds/SIBs across government: The Centre for Social Impact Bonds promotes the development of more SIBs at scale across government departments.
Partnerships with external organisations (incl. intermediaries) that can provide bespoke support to develop SIBs: For example, we created the Government Outcomes Lab at Oxford University to provide commissioners with bespoke support with the SIB development.","Across the world, government organisations struggle to address complex social issues, such as homelessness or youth unemployment. We have already seen evidence that SOF can easily be replicated to address a range of these complex challenges. Learning and evidence from SOF provided a foundation on which the Life Chances Fund and the New Rough Sleeping Fund were developed. Based on an analysis of SOF and other existing SIBs, the Life Chances Fund was set up to develop SIBs that are easy to replicate by focusing on specific policy areas: children's services, early years, young people, drug and alcohol dependency, healthy lives and older people's services. In a nutshell, Outcomes Funds and SIBs can easily be replicated for specific social issues with clearly defined cohorts and outcomes that can be improved by an intervention.","Aligning central and local money can be a powerful way to solve entrenched social issues that existing services failed to address. Cooperation between a range of stakeholders on a local and national level has been vital in solving complex problems.
Better performance monitoring: As SIBs require continuous performance evaluation and data collected to evidence the delivery of outcomes, service providers will know sooner if an initiative does not work. Using the right language to get stakeholders on board: The ‘SIB’ brand is well known but it can cause confusion and misconceptions. By using language familiar to commissioners, they began to understand that SIBs have the potential to transform the delivery of public services. The need for evidence SOF demonstrated the necessity to have case studies and evidence that show that SIBs are a successful policy tool. So as part of the Life Chances Fund we are rigorously evaluating the impact of the SIB model in terms of better value for money.",,,,,,
6239,"Use of Public Lighting System to Deploy a Comprehensive Smart City Platform",https://oecd-opsi.org/innovations/use-of-public-lighting-system-to-deploy-a-comprehensive-smart-city-platform/,,"CITY OF PARIS",France,local,"a:1:{i:0;s:9:""transport"";}","Use of Public Lighting System to Deploy a Comprehensive Smart City Platform",,2014,"The City of Paris aims to reduce its public lighting energy consumption by 30% by 2020. Paris has made a smart city-ready lighting grid covering the entire city. This helps minimize its lighting system’s environmental impact and improve citizens’ public safety and user experience. It can be used to easily scale its service area to connect future smart services.","To meet the demands of growing urban populations and adhere to the Paris Climate Agreement, cities across the globe are looking for ways to get the most out of the critical services they already have, while trying to meet citizen expectations to become more responsive, efficient, and help reach climate change goals.
The City of Paris aims to reduce its public lighting energy consumption by 30% by 2020. In order to help reach this goal and achieve a more resilient and suitable lighting system, the City of Paris has deployed a radio network to connect above-ground and subterranean cabinet-based controllers for street and traffic lights across the 105 square kilometers of Paris. With no modifications to the existing infrastructure, new and upgraded control boxes are installed to establish a command of the public lighting system that also provides smart city capabilities.
The deployment—in partnership with energy services company EVESA and Silver Spring Networks—initiated in 2015, saw dramatic results within the first nine months, including:
• 180,000 streetlights connected through 16,000 cabinet meters.
• Communication capabilities for precise timing of 1,800 existing traffic signals.
• Ambient brightness detection to switch on / off controls
• 99.5% network reliability to enable real-time street light switching factoring in the level of ambient light and turning on the public lighting of the whole city in 2 minutes from east to west.
• Real time command of the public lighting and illumination sites, specific timetables upon request.
• Better management of the public lighting system via data returns, metering capabilities, and fault detection.
The standards-based network infrastructure that the City of Paris has deployed can also be used to easily scale its service area to connect future smart services, such as environmental sensors, smart parking, exploitation and sharing of data, traffic management, and individual lighting controls, predictive maintenance. The initial scope of implementation included a pilot deployment in the very centre of Paris (around the Halles, Louvre, and Palais Bourbon area). Today, it is implemented all across the city.
Current State of Implementation : The implementation of smart streetlight and traffic signal controls has been fully deployed across Paris nine months of implementation, 180,000 streetlights and 1,800 traffic signal cabinets across the City were connected, and those streetlights had 99.5% reliability for real-time switching.
Results : The control of the lighting is more reliable than it used to be, and entirely adjustable to the requests and schedule of the City. The system allows for real-time control, better maintenance, and is smart city ready. The project is fully deployed, its performance confirmed, and the capabilities for real-time control and remote management were tested. It is considered operational.","a:3:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""239"";}","This radio communication network is now owned by the municipality, throughout its whole territory, to control their own lighting system, and it can support smart city applications. What is different now is ownership of the infrastructure, openness to various fields of application, resilience of the system. A need was identified by the obsolescence of the previous network used by the city. It was crucial that the city of Paris would, through this innovation, become the owner of the technical infrastructure. This makes it possible to adapt the system to the needs of the population and various users. For instance, the city of Paris decided last year to open all the public gardens 24 hours a day, as a response to the heat wave issue during the summer.","a:1:{i:0;s:10:""evaluation"";}","Current State of Implementation : The implementation of smart streetlight and traffic signal controls has been fully deployed across Paris. Within nine months of implementation, 180,000 streetlights and 1,800 traffic signal cabinets across the City were connected, and those streetlights had 99.5% reliability for real-time switching.
Since 2017, the radio communication network is also used to make light point remote management. In new projects, light dimming uses this radio communication network and no longer 3G.
Finally, in 2018, presence detection sensors also communicate via this network.","EVESA had the technical expertise and the knowledge about the previous system SSN bring the innovative technology for software and hardware IT Department of the City of Paris bring the possibility to connect to the broadband network of the city Public Lighting Department provided the necessary coordination between the actors.","Citizens can see the experimentation in their neigborhood. The initial scope of implementation included a pilot deployment in the very centre of Paris (around the Halles, Louvre, and Palais Bourbon area). Today, it is implemented all across the city. Citizens can see the experimentation in their neighborhood, whereas public awareness is hard to get in the field of public lighting, and citizens usually only react when there is a problem.","Results : The control of the lighting is more reliable than it used to be, and entirely adjustable to the requests and schedule of the City. The system allows for real-time control, better maintenance, and is smart city ready. The project is fully deployed, its performance confirmed, and the capabilities for real-time control and remote management were tested.","The most important challenge was to assure the lighting continuity of service during deployment phase.","A good communication between the stakeholders is essential. Also; rushing through the project is not the solution and it is better to take more time for thinking and planning the right way.","There is a strong potential for replication in other cites which have the same needs as Paris. Lyon and Nantes have already made contact with Paris.","Software is very important in this kind of project. We put a lot of efforts into deploying the connecting boxes, but the performance of the software is crucial to control everyday the performance of the system.",,"a:1:{i:0;s:4:""6236"";}",,,,
6248,"The Model Hospital",https://oecd-opsi.org/innovations/the-model-hospital/,,"NHS Improvement","United Kingdom",central,"a:1:{i:0;s:6:""health"";}","The Model Hospital",https://model.nhs.uk,2017,"The Model Hospital allows trusts across the NHS in England to benchmark their productivity and identify areas to improve across the range of services they delive. For the first time, it provides data on productivity, performance and quality in the same place,
highlighting opportunities to improve productivity and reduce variation. The Model Hospital leverages the power of benchmarking to provide concise, insightful, actionable strategic information to support trusts to improve care for patients.","The Model Hospital has grown out of Lord Carter’s review of operational productivity and performance in NHS Acute hospitals, published in February 2016. The review found significant unwarranted variation across trusts, as well as a lack of awareness amongst trusts of how their performance compared to others. The NHS also lacked a ‘standard measure’ of productivity, making it difficult to compare and benchmark the performance of different trusts. Lord Carter’s review estimated that if all trusts could perform as well as the current average performers in all areas, the NHS in England could save at least £5bn per year.
Reputation and peer effects targeted at both individuals and institutions have been shown to be effective in driving improvement across the public sector, and the Model Hospital plays on these drivers by increasing the transparency of relative performance and productivity at a macro and micro level. Importantly, this model is not based on setting benchmarks or targets that are then
imposed on the service through regulation. The Model Hospital aims to make trusts themselves more aware of existing variation, pinpoint specific opportunities for improvement, and provide them with the contextual information and guidance to take action. To address these, the Model Hospital provides, metrics, benchmarks, case studies and best practice related to productivity, efficiency and quality across all areas of a trust’s work. Benchmarking and comparison is at the core of the Model Hospital, and trusts can compare their data with the ‘national median trust’ and with a selected 'peer group' - either one they've chosen themselves or picking from a number of pre-loaded peer lists, including their region, similarly sized hospitals or community trusts, or a list of ten calculated 'recommended' peers, chosen based on a range of factors including demographics, geography and case mix.
The latest edition of the Model Hospital, launched on 26 September 2018, includes a number of developments and features that take users more directly to the highest priority areas for improvement they might want to explore further. Using a benchmarking approach, we estimate the potential productivity gain possible in an area - for example, corporate services or geriatric medicine - both in terms of potential cash release, and potential additional activity that could be carried out at the same cost. Within each of those areas, we are then able to algorithmically identify potential drivers of those opportunities - for example, outpatients, or staffing costs, and directly provide users with relevant case studies or contact information for a subject matter expert.
At the centre of the Model Hospital's capabilities is the ‘Weighted Activity Unit’, created specifically for the Operational Productivity programme and Model Hospital. This is a single, standardised unit of clinical activity, roughly analogous to £3,500 'worth' of clinical output. The Weighted Activity Unit allows us to compare all of the clinical activity carried out between different trusts on a like-for-like basis, vital if benchmarking is to be credible.
The Model Hospital is structured around six ‘lenses’ (Board-Level oversight, Clinical Service Lines, Corporate Services, Care Settings, Clinical Support Services and People). Each lens contains a number of ‘compartments’ covering a specific area, for example, estates or nursing. Data and metrics in these compartments range from the high-level headlines, giving an at-a-glance view of overall performance, to more granular trust-level and ward-level data.
The immediate beneficiaries of the Model Hospital are trusts in England. The NHS collects more data than ever on its patients, procedures, procurement and workforce. The Model Hospital gives trusts access to easily comprehensible, standardised and comparable outputs from these data sources, all in one place. In an environment where many trusts have significant deficits, and staff time is focussed on servicing inexorably increasing demand from an aging and growing population, the Model Hospital provides comprehensive and easy to understand information to support trusts to take control of their finances and productivity. Crucially, the ultimate beneficiaries of the Model Hospital are the more than 1 million patients the English NHS sees every 36 hours. Greater productivity and better use of resources is not just a fiscal necessity, it saves lives by allowing available resources to be more effectively deployed, targeting areas of greatest opportunity and where patient need is greatest. As demand for services continues to increase, and patient expectations of health services rightly rise, the imperative to ensure that every penny is spent as effectively and productively as possible increases with it. The Model Hospital is at the forefront of that work within the English NHS and across the world.","a:3:{i:0;s:3:""194"";i:1;s:3:""617"";i:2;s:3:""623"";}","The scope and simplicity of the Model Hospital concept is unprecedented. As an in-house tool, the range of data
collections included is huge, and covers every service and area of expenditure of meaningful size across all trusts in England. The development of the Weighted Activity Unit (WAU), a standardised measure of output, and the related Cost-per-WAU, a standardised measure of productivity gives trusts in the NHS in England a way of visualising and comparing what they get for their money in a way that simply was not previously possible.
The Model Hospital is also taking a far more user-centred approach to development than the regulation-led approach that has often prevailed previously - by working directly with our users, who are managers and clinicians working at the front line of care, we can provide them with the tools they need to make better decisions to ensure their patients receive the best care and their organisations are sustainable for the long term.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Model Hospital has recently been released in a v2, and continues to go from strength to strength. We now have 13,000 registered users, a 4-fold increase from July 2017, and remarkable for a potential market of 167 acute trusts. We continue to improve and iterate on our initial concepts, continuing to seek out fresh insights that we can provide to our user base.
Now that we have an established core of users visiting the product at least monthly, and a mature product available for over a year, we are beginning to see more direct evidence of projects and improvement programmes built on the data and insight that we provide. We are beginning to evaluate these, but the early signs are very encouraging - in its first year, the Top 10 Medicines programme, of which the Model Hospital was a critical part, saved £324 million pounds across the NHS in England, simply by encouraging pharmacists to use less expensive biosimilar or generic replacements for expensive drugs.","We have developed collaborations and partnerships with a variety of key organisations – from central government agencies or programmes such as NHS England, the Care Quality Commission, NHS Digital and the Getting it Right First Time (GIRFT) programme with whom we coordinate strategic priorities and aim to develop one shared ‘version of the truth’ for the NHS in England, to independent sector organisations who provide bespoke data collections for the product.","NHS Patients - access to more productive services, able to deliver more, better quality care to more patients, more efficiently.
Managers in NHS trusts - greater understanding of their services, better decision making, sharing of innovation and good practice.
Government officials and NHS managers - deeper understanding of the challenges faced by NHS Trusts, and better understanding of NHS performance on a range of measures.","We are currently in the early stages of a project to more fully evaluate and explore the impact of the Model Hospital. However, we already have evidence of its value in use. One trust, who identified that their water costs were significantly higher than that of their peers, found that fixing the leak responsible saved them in excess of £100,000 per year. Other trusts have reported savings of a similar magnitude from similarly simple fixes. The ‘Top 10 Medicines’ feature introduced last year provides trusts with 10 medicines currently in use that could be replaced with much cheaper biosimilar medicines, with no impact on patients – in its first year this saved over £300 million.
In future, we expect to see further improvements on this scale, as well as the range of NHS organisations using and seeing the benefits of the Model Hospital expanding significantly into ambulance, mental health and community trusts.","First amongst these is the timeliness of data. In many areas, where other datasets are available, we are already updating data every month, at a less than one-month lag, a significant achievement. In other areas, particularly relating to financial data, the delay in gathering and reporting data remains a barrier. This is currently unavoidable in some cases, but work is currently under way to find proxy measures and datasets that will enable us to provide a more real-time indication of performance. The next key challenge for the Model Hospital is in making the data and information within the tool more actionable for trusts. Whilst in some areas this has been straightforward – the top 10 medicines feature is one example – in others understanding the actions a trust might want to take to address a high cost area, or to further investigate an under-performing area is less clear. We are exploring ways in which we can work with trusts to unlock the value provided by their data.","High level backing, giving the time and space to research and develop a high-quality product, and the relatively
large resource required to get a large-scale digital product up and running. Buy-in from users and ‘the system’ more
widely is also essential, in this case both to ensure high-quality data are provided to integrate into the tool, and to
ensure that they are willing to engage with and use a self-serve tool once it has been provided. These conditions
can be pro-actively created or promoted through active stakeholder and user research and engagement. Finally,
the availability of timely, high-quality data either direct from a central system or collection, or the ability to collect
pro-actively from users to populate the tool is critical to success.","A similar tool could be created and replicated across any public service comprised of multiple delivery organisations where there is unwarranted variation to be addressed, for example education or police services. We have had discussions with the departments in UK Government responsible for these services to explore where they may be able to replicate or re-use our work, although this has not as yet progressed. Critical to any expansion to other areas, however, will be availability of high-quality data and willingness to share this data widely – where private sector systems are used, for example for staff records or procurement, this may be a barrier to successful adoption of the methods used by the Model Hospital.","It is vital to clearly define a scope and core strategic objectives for a digital tool like this. Once success had been demonstrated, we received requests and comments for a wide range of additional functionality or content for different target audiences or purposes. Whilst there may be a case for some additions or widening of scope, or indeed for new products to target these new audiences, a clear sense of core strategic goals and direction is very helpful in these discussions.
Our user-centred approach to development has also been essential to the success of the Model Hospital. being responsive to the needs of the sector allows us to provide real value to our users, rather than providing tools we think should be useful. In some areas, particularly data development, we still have some way to go on this as we continue to build analyses that cut to the heart of the challenges our users face, but we continue to improve every day.
Finally, although there has at times been resistance to our focus on productivity, often perceived as overly focussed on financial gains, we have persevered with a consistent message that productivity and our work is about both inputs and outputs i.e. cost and clinical performance and quality. Both elements are essential. By acknowledging the importance of the service itself, we have engaged more effectively with the people delivering services on the front line, and built a productive relationship with them that we hope will continue into the future.",,,,https://www.youtube.com/watch?v=CJ3RhKBbppw&index=2&list=PLHpuGzxwlagzssh0Gr146R3E6D6kfIUgO&t=1s,https://www.youtube.com/watch?v=5LBUULouhrw&index=3&list=PLHpuGzxwlagzssh0Gr146R3E6D6kfIUgO&t=5s,https://www.youtube.com/watch?v=HZZx2vU35GI&index=4&list=PLHpuGzxwlagzssh0Gr146R3E6D6kfIUgO&t=0s
6260,"Spatial intelligence to reduce water consumption in the Federal District",https://oecd-opsi.org/innovations/spatial-intelligence-to-reduce-water-consumption-in-the-federal-district/,,"Companhia de Saneamento Ambiental do DF (Caesb)",Brazil,regional,"a:1:{i:0;s:15:""Water and Sewer"";}","Spatial intelligence to reduce water consumption in the Federal District ",http://atlas.caesb.df.gov.br,2016,"The Environmental Sanitation Company of the Federal District of Brazil uses of spatial intelligence to reduce water consumption, increase revenues and optimize process.","The population of the Federal District (DF) is increasing, and consequently the consumption of water increases. The DF has registered rainfall indices below historical averages and the expectation, with climate change, is that this trend will continue. The situation of water crisis experienced by the DF led to a situation of conflict of interest for the use of water, especially in the Rio Descoberto basin.
This spring provides water to 65% of the DF population and the agricultural activity is intense in its basin. The water reduction led the local government to order an agricultural activities restriction, causing damage to the production of agricultural products consumed in DF. At the same time, the 2008 economic crisis continues to suppress the investment capacity of companies in Brazil, including those that provide water and sanitation services, such as Caesb.
Caesb asked itself the question, how can we re-invest in new water supply systems, in spite of this compromised investment capacity? We found a solution utilizing GIS (Geographic Information System), which involves technology to help reduce consumption and increase revenue. This further Caesb’s objective to promote the rational use of water and minimize financial losses by ensuring the recovery of the company's investment capacity.
The spatialization ensures efficiency in the use of resources via the purchase of new hydrometers which indicate the priority areas for substitution, and reduces the apparent losses by sub-measurement. The analysis of aerial photographs helped us identify areas close to water and sewage networks that did not have registered customers; thus locating numerous clandestine connections. The revenue of these connections reduces the financial losses of Caesb, and encourages the conscious consumption of water since customers tend to save when they start to pay for water use.
The analysis of the aerial photographs also pointed out the clients that should be reclassified according to the residential, commercial and industrial categories. The correct framework of the clients allows a fair collection and contributes to the social development that benefits lower income clients.","a:5:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""210"";i:3;s:3:""221"";i:4;s:3:""617"";}","The Geographic Information Services allows us to apply policies that reduce water consumption and increase revenue from water distribution and sanitation. It contributes to the sustainable development of water distribution, especially as the increase in revenue contributes to the possibility of enlargement of water and sanitation systems. It also increases water-use efficiency, helps to deal with periods of water shortage, and reduces the severity of those suffering from water shortages.
The integration of geographical information infrastructures, which can be obtained with the correct use of GIS, contributes to the integrated management of water resources and international cooperation in activities and programs related to water and sanitation. The inclusion of customers in the user portfolio of the sewage system, obtained through analysis of aerial photographs and spatialized data, contributed to the expansion of adequate and equitable sanitation, and reduction of water pollution.","a:1:{i:0;s:9:""diffusing"";}","Currently, Project Atlas is a corporate system that improves the process, assists in decision making and assists the operational team. Since its implementation, the Atlas Project has allowed the increase of revenue in value higher than its implementation cost.","Important internal partnerships were signed between the Geoprocessing Area and the IT Department, that supports the GIS’ IT infrastructure and data integration to Maps generation that permits the analysis. The Caesb Superintendence Commercial is another important partner, that used the GIS solution to make analyses of irregular connections and take appropriate actions to solve this problems.","CAESB directors benefited from the maps produced that pointed out the main areas with irregular network connections, thus making data-based decisions, to combat these clandestine connections. Citizens benefited from the final result of the solution, since after identifying and combating clandestine connections, service delivery tends to improve, as the water distribution network has fewer problems of leakage or pressure caused by irregular connections.","In 2017, Caesb began to observe a reduction in losses in the water supply system. In April of that year, the loss index was 370 liters per extension/day on the average of the last twelve months. The expectation is that the loss is reduced to 250 liters per extension/day. In addition to improving the company's results, we initially identified 116 areas with more than 40 000 possible clandestine connections, which was responsible for a potential water loss estimated at 8,731,368m³/year. By identifying these possible clandestine connections, this allowed us in 2016 to regulate more than 4 000 connections, with a potential financial return of around R $ 3.7 million (approx. 915 000 $USD).
With the increase in revenue, Caesb will recover its investment capacity. It will also allow the creation of new systems so that more people can receive water in enough quantity and quality for their needs. In addition, a greater amount of wastewater will be treated before returning to nature.","Identifying fraudulent or clandestine links is a complex and virtually unachievable task relying only tabular data and files. The challenge overcoming was achieved through complex spatial analyses using the GIS system, images produced by aerial photogrammetry and georeferenced data. After a deployment of the infrastructure, the challenge was teaching Caesb's employees to work with GIS. The company invested in internal and external training. Several employees acting like multipliers of the knowledge that was acquired. After the initial challenges, the lack of spatial data challenge emerged. It took a colossal effort by the company to scanning plants and convert files from CAD (computer aided design) format to GIS data architecture. Equipment that collects the coordinates at the time of reading the water consumption was acquired, allowing the geo-referencing of all the clients.","Caesb's experience has shown that to succeed in projects like these, it is necessary, above all, to have the commitment of those involved, since the implementation of this solution necessarily generates a change in the processes of the daily work of some areas. Besides adaptation in the way of working, it also requires some investment in GIS editing software and user training.","A similar solution is perfectly applicable in other agencies or companies, even in sectors other than sanitation, since practically all utilities have a customer registry. The next step is to perform the geo-referencing of these clients. Using the right techniques and appropriate technological tools, this work is not so complex.","The initial costs of implementing a GIS system in Caesb were considered high and we did not have a tangible perspective on how and when the return on investment would occur. Due to the complexities associated with the use of GIS, there was a risk that the technology would be overlooked by the employees and not incorporated into the company's processes. It is possible that mistakes can be made in the process of identifying clandestine connections, causing waste of time and resources.
However, these losses are insignificant to the benefits obtained. These problems that were identified during the implementation of this solution in CAESB were solved with a lot of communication, presentation of prototypes and results and active participation of the end users of the solution and important stakeholders. This experience of CAESB may interest other water and sewer agencies to follow similar paths.",,"a:9:{i:0;s:4:""6262"";i:1;s:4:""6270"";i:2;s:4:""6269"";i:3;s:4:""6268"";i:4;s:4:""6267"";i:5;s:4:""6266"";i:6;s:4:""6265"";i:7;s:4:""6264"";i:8;s:4:""6263"";}","a:4:{i:0;s:4:""6271"";i:1;s:4:""6272"";i:2;s:4:""6273"";i:3;s:4:""6274"";}",,https://www.youtube.com/watch?v=cqIyUll_fGA&t=10s,
6297,"Angaza Zone",https://oecd-opsi.org/innovations/angaza-zone/,,"Kenya Revenue Authority (KRA)",Kenya,central,"a:1:{i:0;s:12:""public_admin"";}","Angaza Zone",http://innovation.kra.go.ke,2017,"The Kenyan Revenue Authority has implemented an Idea Management System called Angaza ZONE. It provides a structured way of tapping into innovative ideas from employees and the public. It permits the KRA to amalgamate the best solutions from various sources, via open innovation.","The Kenya Revenue Authority (KRA) is the Kenyan government’s revenue collection agency in charge of administering all laws related to revenue. It is in the backdrop of digital explosion and evolving social behaviour that the Authority recognised the urgent need to innovate to solve challenges in Tax Administration and to enhance Service delivery to meet taxpayer needs.
The Kenya Revenue Authority established an Innovation function to drive innovation within KRA and help re-write the rules in tax administration. KRA seeks to crowdsource innovations from staff and the public with an aim to:
1. Create an enabling environment that unlocks the potential of employees and
2. Tap into the thriving Kenyan Innovation ecosystem by collaborating with innovative minds in the adoption of creative ways of doing things, all in a bid to improve the services offered to the public and increase revenue.
The success of innovation relies mostly on the structures put in place to ensure an effective innovation ecosystem that nurtures an innovation culture. There has to be a clear and structured way for people to submit their ideas to build trust by having a transparent process for innovation.
This is what led to the development of an idea management portal dubbed Angaza ZONE. Angaza is Swahili word meaning to shine upon or spread the light. Angaza ZONE is KRA’s idea management portal that enables staff and the public to share their ideas with the Authority and be able to track their ideas through all the approval stages in a very open and transparent way. Viable ideas are then selected for implementation and the relevant innovators awarded. To encourage participation of the registered users, there is a monthly forum to discuss the ideas submitted to make them better following the 5X model of innovation which was developed as a model for problem solving that focuses on one problem and 5 ways of solving the problem/ways in which the current situation can be done better.
This is a comprehensive crowdsourcing platform for the staff and the public with the objectives of providing a structured and transparent idea submission, implementation, monitoring and reward. Idea management is an important component of the overall innovation process. While many think of idea management as a funnel process – they tend to end up with a piped process where the pipe is slightly wider at the entrance than at the exit. At KRA we realized that it should be a funnel process full of feedback loops and forward loops. The entrance of the pipe wider by getting many more people involved in the process and by being “always-on” for idea capture.
At KRA we recognize the power of open innovation and building collaborations. Angaza ZONE is a Web-based application that makes it possible to solicit targeted ideas from all employees and the public — regardless of their geographic location — and gather them into a centralized online database. Innovators can discuss their ideas and collaborate with one another. Angaza ZONE also provides a structured process for evaluating and sharing ideas, so managers can quickly zero in on those with the greatest potential. In conclusion, the benefits of the implementation of Angaza ZONE include but not limited to:
1. Enable staff and the public to share their ideas and get rewarded (Royalties will be given to innovators)
2. Focus employee’s creativity around a single goal - Staff will seek to improve their work by use of innovative methods/processes and products
3. Foster internal collaboration thus breaking silos
4. Provide centralised management of ideas and a transparent process to the innovation process
5. Foster open innovation and collaboration with other innovation ecosystem players.
6. Foster entrepreneurship and intrapreneurship: Creation of an environment that enables young innovators to form startups that provide certain innovative product or services to the organization or its customers (Tax payers).","a:3:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""302"";}","Before the implementation of Angaza ZONE, KRA did not have a structured way of crowd-sourcing innovations from staff and the public except for the use of a suggestion box system which was only available to staff. After an employee contributes an idea to the box, they never usually learn what the company did with it. This will normally make employees less trusting when it comes to contributing new ideas in the organization. The old school suggestion box systems were never really focused on a specific goal. Thus, they usually attracted low-quality ideas and a small volume of submissions. Paper box systems made it hard to evaluate ideas in a timely and consistent fashion. Angaza ZONE – KRA’s Idea management portal helps gather ideas from employees and the public. The Organisation can now evaluate those ideas and bring them to implementation faster. The Kenyan citizens now have the power to contribute ideas and innovations that would improve the services they access from the organisation.","a:1:{i:0;s:10:""evaluation"";}","Angaza ZONE came about during the development of KRA’s innovation framework and strategy. In the spirit of creating a healthy innovation ecosystem that value ideas and innovations from various sources thereby fostering open innovation and citizen participation, there was need to have an idea management system that will provide a structured way for ideas to be submitted and implemented. Development then followed while involving users to ensure their needs were well captured. The system was launched in June 2017 upon successful development and hosting. There is an adoption strategy for the system that includes sensitizations and innovation forums both within the organization and outside, use of articles in the staff newsletter and videos in the Authority’s TV Screens in various locations.","KRA has partnered with local hubs and innovation spaces that draw young talented minds with a knack for innovation. This partnership formed the basis for the early adoption of the platform. During the formulation of the Intellectual Property Rights policy, KRA held consultations with the Kenya Industrial Property Institute (KIPI) which is the Kenyan government semi-public organisation that administers Intellectual Property rights.","Employees and the general public were involved in the ideation and User experience design sessions not only for their unique perspectives, but also to ensure ‘buy-in’ of the solution. The general public included innovators in hubs and other citizens that access one or more of KRA services.","So far there are two innovation ideas submitted through the portal with 100 registered users in the portal. It is expected that more users will register and more ideas submitted as the innovation team embarks on an aggressive sensitization and training program for staff and the public.","User Adoption – innovation is always a grey area when it comes to “what is in it for me” perspective by users. People still want to hold onto their ideas thus affecting use of the system because they are not sure of their protection. The innovation came up with a strategy to increase adoption that included marketing through videos and sensitization forums.
2. Negative perception of the organization by members of the public – The citizens are not willing to participate because they believe the organization is going to use their information to target them. Changing this perception is the most challenging part. One of the ways used to address this problem is to conduct aggressive taxpayer education to sensitize the citizens on the need to contribute their ideas to better facilitate tax administration.","1. Have the intellectual property rights policy in place before the system goes live.
2. Involve key stakeholders - It’s essential to involve employees and the general public in ideation with an innovation management platform not only for their unique perspectives, but also to ensure buy-in throughout the organization afterward.
3. Do not push employees, pull them in - Employees need to be explained the importance of ideation, the potential they have to benefit the organization, its customers, or broader business goals. Employees need to be motivated about participating through rewards & recognition.
4. Reward and recognition for innovation - Happy Employees = Happy Clients = Happy Profit. Therefore, developing and maintaining an effective reward and recognition system is a key aspect of maintaining and encouraging innovation.","The innovation can easily and very well be implemented in government or government agencies to spur national innovation culture making an ecosystem with a platform to submit innovative ideas that will help in nation-building through ideas/innovations that enhance service delivery, citizen participation and solving the problems that citizens face. An Idea Management System or platform such as Angaza ZONE will go a long way in promoting open innovation and breaking the silo mentality in government.","1. Design for the user – every innovation should be centred around the user. What is the main goal of the system, what the key things users look forward to having in the system and how will they interact with the system? This will greatly affect adoption.
2. Collaboration and Co-Creation - Engage stakeholders from the start. This helps in getting the buy-in from the onset of the project as all partners will understand the project, its intended objectives and their roles towards making the project a success.
3. Leadership support - Support for technological innovation at the executive and administrator level helps foster a campus culture where innovation is encouraged, allows for some level of risk, and strengthens the overall potential for success.","KRA benefits from the system as it offers a structured and transparent platform for managing ideas and innovations. In the long run, the fruits of the innovations will be seen through an enhanced tax administration system. The portal will help in tax administration reforms in Kenya by giving a platform to staff and the Kenyan public to share their innovative ideas while giving them the power to own and earn from their ideas and innovations.",,,,,
6301,"Decide Madrid",https://oecd-opsi.org/innovations/decide-madrid/,,"City of Madrid",Spain,local,"a:1:{i:0;s:12:""public_admin"";}","Decide Madrid",https://decide.madrid.es/,2015,"Decide Madrid is an online platform for public participation in decision-making, launched by the Madrid city council. The platform is designed for citizens to voice their concerns and participate through the development of proposals, votes for new local laws, debates, participatory budgeting and consultations.","In 2011, the 15-M Spanish indignados movement brought thousands of citizens out to the streets demanding a better democracy. The cries for “we want a real democracy” followed several pervasive issues in the country – notably, the financial crisis, housing crisis, high unemployment rates, lack of job prospects for young people, corruption, and a sense of lack of political legitimacy of democratic institutions. This movement sought to improve democratic processes and institutions, especially by increasing transparency, accountability and participation. As a result, the city of Madrid was set to find a new way to engage with citizens and promote an active participation in matters of public life.
Following the decline of trust in public institutions propelled by a series of corruption scandals in Spain, the Madrid City Council launched the Decide Madrid platform in 2015. Decide Madrid is the official open governance platform serving as a one-stop shop for all official open governance processes in the municipality, including issues of transparency, open data and participation. It makes use of an open source civic technology called CONSUL, which is used to engage the public in decision-making. The platform has many distinct areas for participation – namely, through its features providing spaces for debates, citizen proposals and participatory budgeting. As argued by Sam De Jhon from the Gov Lab UK: “The goal is to empower citizens, promote transparency and foster open government practices”.
The platform follows a very user-friendly approach, notably through its three main phases to submit, support and vote initiatives. Decide Madrid allows citizens to propose new local laws through a simple questionnaire. Subsequently, other local residents (aged 16+) are able to support their favourite proposals and prioritize the most interesting and relevant proposals. Proposals that receive support from at least 1% of the population are sent to the final voting phase. Finally, registered users can contribute to the debate on the select initiatives, vote for or against motions and provide additional comments.
Even though proposals receive a majority support in the voting phase, these initiatives still have to go through a process of revision by the Madrid City Council. A 30-day study of any such proposal is made, with a thorough evaluation of the legal, competence and economic feasibility of the initiative to determine if it will be approved. If the report rules in favour of the proposal, an action plan is written and published. In case of a negative review, the Council is responsible for drafting an alternative proposal to address the issue, or publish the reason which prevents its full implementation.","a:5:{i:0;s:3:""302"";i:1;s:3:""303"";i:2;s:3:""181"";i:3;s:3:""184"";i:4;s:3:""616"";}","Decide Madrid marked a turning point for the city of Madrid serving as the first channel for citizens to directly take part of debate, submit proposals and decide how to better administer the city’s budget. A particular innovative feature of the platform’s model is that public participation occurs before and during the design and development of the initiatives.
The initiative has taken advantage of the latest cutting-edge technologies available to modernize the municipality and engage citizens through an e-participation tool. Decide Madrid is part of a new generation of open source civic technologies. This has allowed for other platforms, such as the case with decidim.barcelona, to contribute to the software development of the platform and add several new features to its core.","a:1:{i:0;s:9:""diffusing"";}","Platform online (and implemented)","The creation of Decide Madrid has been the result of a collaborative effort led by the Madrid City Council in close collaboration with the Open Government Partnership.
The CONSUL open source software used by the platform evolved from a protest tool designed after the 15-M movement. As previously mentioned, the software has also seen contributions from other users of the software, such as the Barcelona council working to improve the features of its platform decidim.barcelona.","All citizens (aged +16) are able to register to Decide Madrid and participate through its diverse features.
• Decide Madrid has promoted greater inclusion of underrepresented segments of the population. It has also promoted the participation of women and youth.
• Civil society organizations, in particular local neighbourhood organizations, are encouraged to participate.
• Government officials were involved in the design, dissemination and are important users of the platform","• The platform has achieved a high level of participation, with more than 400,000 people registered.
• Regarding the proposals feature: as of November 2017, almost 20,000 proposals were submitted since the launch of the platform in 2015. The Decide Madrid platform was very successful in leveraging the participation of citizens in a project to remodel the city’s Plaza de España, where 26,961 citizens voted and commented on the proposals.
• Regarding the participatory budgeting feature : From 2016 to 2017 the amount allocated to these projects rose from €60 million to €100 million and the total number of participants rose by almost 50% from 45,531 to 67,132 people. This initiative was able to reach several segments of the population, as 49.12% were women and most participants were those between the ages of 35 – 39.
• Due to its high success, the platform has been exported to over 90 countries.
• Decide Madrid received the public service prize from the United Nations in 2018.","One important challenge has been the resistance to the online platform by several traditional neighbourhood associations, which were used to face-to-face interactions and mediation processes. To address this issue, the Decide Madrid team set up several face-to-face deliberative spaces (i.e. local forums, physical voting booths) which aim to be more inclusive and cater to the different needs of stakeholders involved. The aim with any e-participation tool should be to promote collective deliberation and foster bottom-up exchange of proposals to guarantee a diversity of participants.","Set clear objectives, develop a plan, and adopt processes to citizen’s needs: A stakeholder-analysis is relevant to identify different needs from audiences. Involving the user as part of the design and operating with full transparency ensures the initiative’s continuity. Furthermore, engaging with traditionally underrepresented groups such as women and youth are key to encourage participation at all levels.
Ensure buy-in and support (i.e. including leadership): The success of Decide Madrid was backed by a strong political vision. Other conditions include working closely with lawmakers to align with regulation, ensure necessary human and financial resources are in place as well as communication recourses to promote the platform.
Choose the right tools: The right software and user-friendly features of the platform help improve the user’s experience, understanding of the issue and consequently creates spaces for them to engage.","As part of its commitment to OGP, the Madrid team has shared its platform with other governments worldwide. Today more than 90 local authorities are making use of this platform, in places such as Barcelona, Buenos Aires, Paris, Jalisco, La Paz, Nariño, Porto Alegre, Valencia and Oviedo.",,,"a:1:{i:0;s:4:""6300"";}",,,https://www.youtube.com/watch?v=zThn8778sW4,
6312,"1DANA-Centralized Public Funding Portal for Malaysia",https://oecd-opsi.org/innovations/1dana-centralized-public-funding-portal-for-malaysia/,," National Innovation Agency Malaysia",Malaysia,central,"a:1:{i:0;s:12:""public_admin"";}","1DANA-Centralized Public Funding Portal for Malaysia",http://beta.1dana.gov.my,2014,"Malaysia established the country’s first facilitation, monitoring and evaluation platform, the 1DANA portal. It places a particular emphasis on Research and Development, commercialisation and innovation output. This works aligns with Vision 2020 and beyond political agenda.","Since the launch of 1DANA portal phase 1 in October of 2014, the portal has played a key role in the Malaysia public funding ecosystem landscape. The initial idea was to provide a centralized information repository (data warehousing) and platform for all the related Research & Development, Commercialisation and Innovation public funding programmes and projects in the country at one central reference point. This portal allows the Government, Industry, Academia, Entrepreneur and Netizen to connect virtually online in order to improve the outreach and the awareness of R&D, commercialisation and innovation public funding programmes availability in the country.
Apart from the outreach, the key innovation was centralising the process of monitoring and evaluation into an online platform via a Key Performance Index Dashboard integrated into the portal. 1DANA plays a crucial role as a performance monitoring system to better manage R&D, commercialisation and innovation programs and projects as part of DE budget disbursement and monitoring for the country.","a:3:{i:0;s:3:""194"";i:1;s:3:""181"";i:2;s:3:""190"";}","Previously, it was complicated and siloed to access information on public funding programs and projects related to R&D, commercialisation and innovation from 14 different ministries and more than 20 different sectoral agencies websites. We went from brick and mortar, decentralized centres of information in the countryside, to a centralised birds eye view dashboard. The dashboard aims to monitor the performance of the government funded projects and programs, and reports their outcomes and impact to the country based on national priority areas.","a:1:{i:0;s:10:""evaluation"";}","To date, 1DANA has facilitated R&D, commercialisation and innovation public funding by reducing funding duplication disbursements and fragmentation of public innovation funding by streamlining efforts. It also ensures projects and programmes related to R&D, commercialisation and innovation are guided and aligned to \Malaysia’s growth priority areas and sectorial focus; Apart from the above, the business process innovation instills Ministerial and Agencies collaborative efforts and initiatives for wealth creation from R&D, commercialisation and innovation activities and strengthening the National Innovation Agency Malaysia quadruple helix initiatives.","1DANA has partnered with 14 different federal Ministries of Malaysia including more than 20 Agencies under the said Ministries. Thru the monitoring and evaluation mechanism, year on year we have seen projects and programs are align to national priority areas and there are more inter Ministries and Agencies collaborations on R&D, commercialisation and innovation projects and programs initiative.","Our stakeholders are mainly the projects and programs owners, the decision makers, who are the senior government officials. On monitoring and evaluation, project owners will report the performance of each projects and programs funded by public funding via 1DANA on a quarterly basis online. The performance in Output Key Performance Indexes is translated into a meaning full dashboard indicators which then the senior government officials can use for decision makings and strategic planning.","To date more than 457 projects and programs are being monitored for their research output performance, which hopes to create better R&D, commercialisation and innovation outputs and impacts for Malaysia. The KPIs output are in the forms of
1) # of publications, citations IPR filed, Awarded, Researchers, Job Creations, Entrepreneur ;
2) The wealth creation output which are sales, investment ROI ;
3) Conversion Rate in the stages of research and development ;
4) Commercialisation Rates of the public funded projects and programs.","There are many challenges, even though we dealt with internal government matters.
Major challenges include:
1) To define the strategy of the monitoring and evaluation mechanism itself;
2) To get buy-ins from senior government officials of the Ministries and Agencies as the involves governance and transparencies and can dilute the Ministries mandates;
3) To get support resources representatives as not Ministries are willing to support and share;
4) To overcome silos mentality and to educate the vision and mission of the mechanism;
5) Collecting historic and current R&D, commercialisation and innovation data from Ministries and Agencies as some are not very accurate, some are very raw and some may not have them as part of a repository.","First and foremost, you must understand your country's innovation landscape then you would know how to tackle and strategize a road map. Policies, regulations, Institutions, infrastructures, investments, incentives, talents, capacity building, great minds, visionary leadership must all be in place to ensure success in streamlining the landscape and ecosystems.","I believe a lot of countries have the same issues such as Malaysia and with the proven solutions that was build and tested for the period of 5 years, I believe other countries can also learn from this projects as part of building capacities and improving their R&D, commercialisation and innovation ecosystems.","The task was challenging as it has to go thru layers of bureaucracies within the government hierarchies. The best way to win is to be diplomatic about everything you do and negotiate for the sake of the country. You must have the charm to face senior officials and of course solid experience in the skills and arts of negotiations and diplomacy.",,,,,,
6496,"Di@vgeia - The Transparency Portal - Publication of Government Acts and Decisions",https://oecd-opsi.org/innovations/divgeia-the-transparency-portal-publication-of-government-acts-and-decisions/,,"Hellenic Ministry of Administrative Reform",Greece,central,"a:1:{i:0;s:12:""public_admin"";}","Di@vgeia - The Transparency Portal - Publication of Government Acts and Decisions",https://diavgeia.gov.gr/en,2010,"Institutions in the Greek government upload their acts and decisions on the Transparency Portal. Each document is digitally signed and assigned a unique number ensuring that acts and decisions are not valid unless published online. An open data tool enables the re-use of published information. The direct accountability brought by means of the Portal upon the administration, provides fewer opportunities for corruption since citizens and interested parties can monitor the publications and report potential maladministration issues.","The Di@vgeia programme was launched in 2010 with the aim to compel all government institutions to publish their acts and decisions on the internet in order to make them fully available to the public.
The main objectives of the Programme concern:
- Safeguarding transparency of government actions
- Eliminating corruption by exposing it
- Observing legality and good administration
- Reinforcing citizens’ constitutional rights, such as the participation in the Information Society
- Enhancing and modernizing existing publication systems of administrative acts and decisions
- Making all administrative acts available, easy to access, navigate and comprehend, regardless of the citizen’s knowledge of the internal processes of the administration.
The transparency programme introduced unprecedented levels of transparency within the Greek public administration and established a new “social contract” between the citizen and the state. This initiative has led to a tacit but profound impact on the way officials handle their executive power. Due to the Transparency programme, the administration is directly accountable for any form of corruption which is diminishing since it is exposed more openly by citizens and any interested party. Such collective in depth scrutiny can be extremely effective, since it allows citizens to be directly involved or concerned with an issue, rather than leaving public scrutiny to the media, whose choice of issues necessarily may be restricted and oriented towards sensational topics.
Public authorities adopted the Programme in three phases: Ministries in October 2010, Extended Public Sector and Independent Authorities in November 2010, Regional and Local Authorities in March 2011. In those 10 years, 31 millions acts and decisions have been published from 4.613 public authorities. The current rate of uploads is 16.000 decisions per working day (https://diavgeia.gov.gr/stats).
The system includes the following innovation characteristics:
Access to Information
Government acts and decisions are valid and come into force only if they are published on the Transparency Portal. The uploaded document prevails over all other versions of the act (prototypes in paper). Uploaded acts can be used by citizens and the other public authorities without validation, by solely referring to their unique number.
The Transparency Portal functionality
Accessibility and user inclusion [e.g. for people with disabilities].
Efficient access to government information and documents through a powerful portal search-mechanism.
Online communication channels enable greater user interaction and engagement e.g. possibility of commenting on decisions and acts. Citizens put forward the publication of a particular decision or act and define the reason why it is considered problematic. This information is forwarded to the competent public authority whose responsibility is to ensure that the reported issue will be addressed and the publication be corrected. This communication channel is further supported by a ticketing information system to ensure an effective information workflow for the processing of any reported issue. In case the submitted comment is related to a potential issue of corruption or maladministration, the message is also forwarded to the Controllers of the Inspectors-Controllers Body for Public Administration so they can investigate the issue and take relevant action. The ticketing system ensures that the citizen or the organization who reported the issue will receive feedback on the processing of the reported information.
Project Management
Beyond the leadership and political will from the top, transparency and collaborative governance policies required culture changes that propagate bottom up. In this respect, the function of a dynamic nationwide human network of Project Task Forces that share strong authority to coordinate and educate their associates, as well as to communicate the merits of the programme, contributes to the rapid spread of the new values of transparency, responsibility, accountability, participation and collaboration. The Ministry of Administrative Reform supports the network of the Project Task Forces with focus on providing strong cooperation between the task forces, solving common problems, sharing best practices and collecting feedback. An online Help Desk is the main channel for the submission of suggestions and requests for assistance. Furthermore, popular social media such as Twitter and Facebook is used to achieve the widest possible publicity and as an additional means to circulate and re-publicize the day to day material that is posted on the official Transparency websites.
Technological Infrastructure and Applications
The technological implementation model is based on an agile strategy of “open content” and “open architecture” and allows the dissemination and re-use of Public Sector Information (PSI), providing the necessary tools for open and thorough access to it OpenDataAPI. Various applications have been built, mainly by private companies, NGOs and academic institutions, upon the Transparency open data access tools.
Monitoring and Control
The transparency portal is a powerful tool for reporting and is used by Greek controlling bodies to observe legality and good administration in the public sector, investigate complaints, detect and track down corruption and maladministration phenomena. For example, the Controllers working for the Inspectors-Controllers Body for Public Administration (ICPA) have access to reports from the transparency portal to monitor legality and good administration in public legal entities. In addition, complaints that are received through the online communication tool of the programme are forwarded to the Controllers of the ICPA. A ticketing system is used to ensure the effective information flow of the complaints and any other feedback received by the Citizens.","a:3:{i:0;s:3:""143"";i:1;s:3:""302"";i:2;s:3:""621"";}","Openness dimension
Readily available government information can be accessed by every citizen or institution. Government transparency is enhanced by permitting the real time monitoring of all administrative decisions.
Collaboration dimension
Citizens and institutions monitor the publications of government decisions and can report potential maladministration issues. Controlling Bodies observe cases of illegality and maladministration in the public sector.
Management dimension
A network of action and results oriented Project Task Forces, one team within each public entity, execute the project and cooperate on solving common problems and sharing best practices.
Technology dimension
The implementation model is based on an agile strategy of “open data”, “open content” and “open architecture” that allows for the dissemination and re-use of Public Sector Information (PSI). Various applications have been built upon the Transparency open data access tools thus adding value to the programme.",,,"The initial development in 2010 followed an innovative agile approach and was based upon the available human power and technical infrastructure of the Greek Public Sector. A total of 12 staff members worked for five months on the design, implementation, support and additional development of the system. In 2014, a new version of the portal has been implemented in cooperation with the private sector. Civil society observe legality and good administration and submit complaints and denouncements.","The beneficiaries of the Programme are all Greek citizens and business who need to exercise their constitutional right to be informed, as well as all public servants who need to use public acts and decisions on a daily basis as part of their work. A dynamic human network of project task forces has been activated nationwide during the implementation phase and are responsible for the efficient execution of the Programme.","Di@vgeia is regarded as the most extensively and widely used public value initiative. During the first ten years, 31 million acts and decisions have been uploaded by 4.729 public authorities. A total of 90.000 public servants have been involved as active users with an average of 16.500 uploads per working day. This has resulted to a rapid spread of the new values of transparency, responsibility, accountability, participation and collaboration.
Savings generated from the reduction of printed documents is a direct positive impact. By publishing the documents in an electronic format, public institutions directly reduce printing costs. The yearly savings for central government would amount to around € 5,000,000 (calculation method: measuring the savings in one Ministry and multiply for all Minitries). In addition, private companies re-use PSI and implement commercial solutions thus monetized benefits stem from the technology and openness dimensions leading to the opening-up of data.","'- The main challenge was change management which addressed the resistance to change in the public sector. The project team, therefore, introduced an effective training and internal communication programme and focused on building a culture of trust and openness within the public sector.
- The agile development approach resulted in functionality problems and few technical issues during the first period of operation. These problems where effectively addressed with the use of an effective feedback mechanism supported by an online ticketing system for the project to run smoothly.
- No dissemination or communication campaign was introduced for the new initiative. It took time for the civil society to learn about the transparency portal and trust the new initiative. Word of mouth was the main means for communication of the portal.","'- Coupling the implementation with a culture for change management in the public sector
- Giving no alternative route, all public sector institutions were forced to enter the Programme
- Finding the right balance for communication - avoiding too much, not enough or too late dissemination of information
- Involvement and listening to public servants and citizens was a key factor in the success of the project
- Clear vision and strategy from the senior hierarchy of the Greek Government
- Building on the talents and dedication of the public servants and providing autonomy to the project team","The initiative has been evaluated, adapted and replicated in the Greek Parliament in 2014 (https://diafaneia.hellenicparliament.gr/).
This programme can potentially be replicated to any governmental or non-governmental organisation aiming to enhance corporate and government transparency by permitting the monitoring of all administrative decisions. It is applicable to all types of organizations (Multinationals, Governments and NGO’s). It is suitable for large organizations that need internal or external transparency, which permits target communities of users to review all decisions. The platform operates as a transparent ‘middleware’ between an organization’s information systems and the external or internal stakeholders. All decisions are assigned to an organization wide unique transaction code.
For financial decisions, the transparency platform can monitor the life cycle of any expenditure, inter-operate with existing electronic procurement systems, ERP’s etc.","The most important strength of the Transparency programme is the combination of closely interrelated legal conditions, operational processes and technological strategies. It is considered that these factors should be carefully combined for the effective formulation and implementation of innovative public policies.
As far as the legal choices are concerned, Law 3861/2010 introduces for the first time in Greece the requirement to post all the actions of government and administrative bodies on the Internet, with special attention to acts concerning national defense and sensitive personal data. What makes the obligation innovative is that the acts and decisions of the entities may not be executed unless they are uploaded on the Programme web sites. Once the uploading has taken place, the act acquires a unique Internet Uploading Number (IUN) certifying that the act has been uploaded. Thus, unless the act is also published in the National Printing Office website, the acquisition of the unique Internet Uploading Number is a legal precondition that directly affects the executability of every decision.
The Transparency programme opens the Public Sector Information, sharing, as a result, the decision making power with citizens and leading to a new government model moving government from the hierarchical model to a network model. Open and free access to Public Sector Information constitutes a vital component to ensure citizens’ participation to social, economic and political life as well as the Information Society. The programme guarantees wide publicity and access to information, progressively contributing to a culture change in the whole of the Greek Public Administration. The implementation of the Di@vgeia (Clarity) programme will substantially contribute to the creation of a new model in the citizen's relationship with the State. From now on, the citizen has increased possibilities to enjoy his constitutional rights, such as the right to be informed and to participate in the Society of Information. At the same time, the compulsory uploading of the decisions and acts on the Internet leads to the reinforcement of responsibility and accountability on the part of the bodies exercising public authority
The above mentioned innovative legal choice of radical transparency is implemented and supported by equally innovative operational processes. Beyond the leadership and political will from the top, transparency and collaborative governance policies require culture changes that propagate from the bottom up. In this respect, the function of a dynamic nationwide human network of Project Task Forces that share strong authority to coordinate and educate their associates, as well as to communicate the merits of the programme, contributes to the rapid spread of the new values of transparency, accountability, participation and collaboration.
Last but not least is the technological implementation model that is based on an agile strategy of “open content” and “open architecture”. In this way, the interested citizens and enterprises will be able to “build” applications with added value using the programme’s content while at the same time the project will constantly evolve from a technological point of view in order to offer advanced possibilities to the citizens with the focus being on easy search for uploaded decisions and the customization of information (e.g. a given group of professionals searching for specific decisions).","Public Sector Information (PSI) re-use and access tools
Publishing acts of public entities on line is an important step which has been integrated into an “open service”, allowing re-use and further processing of public sector data, as well as the query of specific legal acts, by using a wide range of search criteria.
An open data API offers the opportunity to find decisions and administrative acts published under the Transparency portal, by using open data standards. All data acquired from the system are available under a Creative Commons License. This type of licensing means that anyone can use, reproduce or modify these data without any restrictions, except for the obligation to state their source and to explicitly state as different any secondary data, derived from the original data.","a:2:{i:0;s:4:""6510"";i:1;s:4:""6511"";}","a:1:{i:0;s:4:""6512"";}",,,
6688,"Consul Project",https://oecd-opsi.org/innovations/consul-project/,,"Madrid City Council",Spain,local,"a:1:{i:0;s:12:""public_admin"";}","Consul Project",http://consulproject.org,2015,"CONSUL is an online platform for public participation in decision-making, launched initially by the Madrid city council and subsequently adopted by several governments all over the world. The platform benefits from its open source code, making it free for any government, or CSO, to make use of it and propose improvements. CONSUL is designed for citizens to voice their concerns and participate through the development of proposals, votes for new laws, debates, crowd laws, participatory budgets and consultations.","In 2011, the 15-M Spanish indignados movement brought thousands of citizens out to the streets demanding a better democracy. The cries for “we want a real democracy” followed several pervasive issues in the country – notably, the financial crisis, housing crisis, high unemployment rates, lack of job prospects for young people, corruption, and a sense of lack of political legitimacy of democratic institutions. This movement sought to improve democratic processes and institutions, especially by increasing transparency, accountability and participation. As a result, the city of Madrid was set to find a new way to engage with citizens and promote an active participation in matters of public life.
Following the decline of trust in public institutions propelled by a series of corruption scandals in Spain, the Madrid City Council developed the CONSUL software and launched it in Madrid under the name Decide Madrid in 2015. Decide Madrid is the official open governance platform serving as a one-stop shop for all official open governance processes in the municipality, including issues of transparency, open data and participation. The platform has many distinct areas for participation – namely, through its features providing spaces for debates, citizen proposals and participatory budgeting. As argued by Sam De Jhon from the Gov Lab UK: “The goal is to empower citizens, promote transparency and foster open government practices”.
The platform follows a very user-friendly approach, notably through its citizen proposals module by submitting, supporting and voting initiatives. Decide Madrid allows citizens to propose new local laws through a simple questionnaire. Subsequently, other local residents (aged 16+) are able to support their favourite proposals and prioritize the most interesting and relevant proposals. Proposals that receive support from at least 1% of the population are sent to the final voting phase. Finally, registered users can contribute to the debate on the select initiatives, vote for or against motions and provide additional comments.
Even though proposals receive a majority support in the voting phase, these initiatives still have to go through a process of revision by the Madrid City Council. A 30-day study of any such proposal is made, with a thorough evaluation of the legal, competence and economic feasibility of the initiative to determine if it will be approved. If the report rules in favour of the proposal, an action plan is written and published. In case of a negative review, the Council is responsible for drafting an alternative proposal to address the issue, or publish the reasons preventing its full implementation.
Other channels of participation in the platform include:
- Consultations: The government may submit important issues to consultations, as it has been the case in Madrid for the redevelopment of the main square of the city, building a pedestrian friendly space on the main road or the redevelopment of 10 different squares of the city.
- Crowd-law: All the main regulations are published in the platform. Citizens can select sentences or paragraphs and make comments, as well as to support other comments.
- Participatory budgeting: Each year citizens of Madrid decide how to spend 100 million euros of the municipal budget. Citizens propose, select and vote the most interesting projects.
- Debates: There is an open space for citizen debates, where citizens create and prioritize the most interesting issues, defining their own city agenda. This is used as a space for citizen engagement and community building, as well as for citizen interviews with politicians.","a:4:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""302"";i:3;s:3:""616"";}","CONSUL marked a turning point for the city of Madrid serving as the first channel for citizens to directly take part of debates, submit proposals and decide how to better administer the city’s budget. A particular innovative feature of the platform’s model is that public participation occurs before and during the design and development of the initiatives.
The initiative has taken advantage of the latest cutting-edge technologies available to modernize the municipality and engage citizens through an e-participation tool. The project has also received the United Nations Public Service Award 2018, and is being used in different UNDP projects.",,,"CONSUL is the result of a collaborative effort led by the Madrid City Council. CONSUL’s open source software has seen contributions from more than 90 governments and civil society organizations from all over the world aiming to improve the code. The open collaboration has created a network of governments and organizations around the world that work and learn together. The network not only takes advantage of online skype meetings to share best practices, but also on-site learning visits.","In Madrid, for example, all citizens (aged +16) are able to register and participate through Decide Madrid.
• Decide Madrid has promoted greater inclusion of underrepresented segments of the population, including women and youth.
• Civil society, in particular local neighbourhood organizations
• Government officials were involved in its design and are important users of the platform to better understand citizens’ needs.
• The media has played an important role in disseminating information.","• The platform has achieved a high level of participation in Madrid, with more than 400,000 people registered.
• Regarding the proposals feature: as of November 2017, almost 20,000 proposals were submitted since the launch of the platform in 2015. The Decide Madrid platform was very successful in leveraging the participation of citizens in a project to remodel the city’s Plaza de España, where 26,961 citizens voted and commented on the proposals.
• Regarding the participatory budgeting feature: From 2016 to 2018 the amount allocated to these projects rose from €60 million to €100 million and the total number of participants rose by 100% from 45,531 to 91,032 people. This initiative was able to reach several segments of the population, as 49.12% were women and most participants were those between the ages of 35 – 39.
• Due to its high success, the platform has been exported to over 100 governments.
• CONSUL received the United Nations Public Service Award in 2018.","One important challenge in Madrid has been the resistance to the online platform by several traditional neighbourhood associations, which were used to face-to-face interactions and mediation processes. To address this issue, the Decide Madrid team set up several face-to-face deliberative spaces (i.e. local forums, physical voting booths) which aim to be more inclusive and cater to the different needs of stakeholders involved. The aim with any e-participation tool should be to promote collective deliberation and foster bottom-up exchange of proposals to guarantee a diversity of participants.","Set clear objectives, develop a plan, and adopt processes to citizen’s needs: A stakeholder-analysis is relevant to identify different needs from audiences. Involving the user as part of the design and operating with full transparency ensures the initiative’s continuity. Furthermore, engaging with traditionally underrepresented groups such as women and youth are key to encourage participation at all levels.
Ensure buy-in and support (i.e. including leadership): The success of Decide Madrid was backed by a strong political vision. Other conditions include working closely with lawmakers to align with regulation, ensure necessary human and financial resources are in place as well as communication resources to promote the platform.
Choose the right tools: The right software and user-friendly features of the platform help improve the user’s experience, understanding of the issue and consequently creates spaces for them to engage.","As part of its commitment to OGP, the Madrid team has shared its platform with other governments worldwide. Today more than 100 authorities are making use of this platform, in places such as Buenos Aires, Paris, Torino, Jalisco, La Paz, Nariño, Porto Alegre, Valencia and Oviedo. Its recent adoption in April 2018 by Uruguay at a national level displayed the high potential to scale up efforts, followed by Colombia.","• E-participation platforms using the open source software CONSUL stand to benefit greatly from collaboration between intermediaries – including civil society, the media and government officials on a continuous basis.
• A key to the success of any e-participation platform is to involve the end users and all relevant stakeholder in its design to ensure buy-in. It is also important to consider the needs of the different stakeholder groups to maximize the initiative’s impact, for example including those of underrepresented groups and users who would prefer face-to-face mediation opportunities.
• Successful e-participation platforms have viral potential and can quickly spread to other sectors and applications, or be replicated in other countries.",,"a:1:{i:0;s:4:""6687"";}",,https://www.youtube.com/watch?v=zThn8778sW4,,
6739,"We the Citizens",https://oecd-opsi.org/innovations/we-the-citizens-first-citizens-assembly-in-ireland-2011/,,"Dublin City University",Ireland,central,"a:1:{i:0;s:9:""education"";}","We the Citizens",http://www.wethecitizens.ie/,2011,"We the Citizens is a democratic participatory project to ignite citizen involvement in democracy in Ireland. A pilot project found striking shifts in how participants feel about their ability to influence politics. The project tested whether a more participatory form of democracy could work in Ireland at a time when people felt adrift and disconnected from power. In the project, a representative group of citizens were randomly chosen to attend a Citizens’ Assembly in June 2011.","We the Citizens is a democratic participatory project to ignite citizen involvement in democracy in Ireland. The project tested whether a more participatory form of democracy could work in Ireland at a time when people felt adrift and disconnected from power. In the project, a representative group of citizens were randomly chosen to attend a Citizens’ Assembly in June 2011.
After the assembly, participants showed a greater interest in politics, expressed more willingness to discuss and become involved in politics, and felt more positive about the ability of ordinary people to influence politics. The findings persuaded leading politicians to introduce the methodology in a state sponsored Convention and it became a template for the Irish Constitutional Convention and later for the Citizen Assembly. Many of the team were also part of the Academic And Legal Support Group of the Convention and two were also involved with the Assembly.",,"This was the first deliberative experiment in Ireland. It examined the possibility that randomly selected citizens could engage with complex policy trade-offs and come to sensible decisions. ‘We the Citizens’ is an independent initiative aimed at demonstrating how Ireland can benefit from its citizens engaging in new forms of public decision making. The objective is to test whether new forms of public decision making such as the national citizens’ assembly model could work in Ireland.
The national citizens’ assembly met on Saturday June 25th and Sunday June 26th 2011 in the Royal Hospital Kilmainham. It was made up of a cross-section of Irish society and those who attended were selected randomly and independently by IPSOS MRBI – a polling company.",,,"We the Citizens was run by a number of political scientists: Professor David Farrell of UCD; Dr Jane Suiter of DCU; Dr Eoin O’Malley of DCU; and Dr Elaine Byrne. It was funded by Atlantic Philanthropies. The board was chaired by Fiach Mac Conghail, Director of the Abbey Theatre and Independent Senator . The Executive Director was Caroline Erskine . Soem 100 citizens were randomly recruited to the mini public.","Citizens were randomly recruited through a polling company
Civil society and academia were involved as expert presenters on the topics at issue","The final reprot was presented to to all political party leaderships.
At the following 2011 election almost all parties had promises of some form of citizen assembly in their manifestos.
The subsequent Programme for Government negotiated between Fine Gael and Labour made provision for a Constitutional Convention based on the model.
This Convention recommended both marriage equality and a referendum on the issue among many other provisos. This was subsequently passed by the people. A Citizen Assembly followed and there have been renewed political discussions on a further assembly.","The most significant challenge was securing the very generous funding from Atlantic Philanthropies which allowed this experiment to happen.
This addressed the other major challenges in introducing deliberative democracy to Ireland: the skepticism at governmental level that randomly selected citizens could in fact be trusted to make complex decisions.","1. Set clear objectives, develop a plan
– Make sure to work with a reputable polling company to ensure that the citizens are in fact both randomly selected and representative. Work hard to ensure that the selected citizens are keen to participate and make regular contact to minimise drop off.
2. Ensure buy-in and support
- We the Citizens was back by Atlantic Philanthropies who provided financial support not only for recruitment but for hosting 100 citizens at a hotel over a weekend. Consider paying a small honory amount and childcare support
3. Engage
invest in a good website; in a videographer who can capture the citizens' perspective and ensure taht all briefing materials are easy to understand and balanced.","The format was replicated by the Irish government at the Constitutional Convention and the Citizen Assembly. Other areas and districts are considering similar innovations.","Be very careful with recruitment to make sure it is above reproach.
Pay attention to the citizens and make them valued and welcome.
Pay attention to having independent experts.
Bring in civil society and legal expertise as inputs and not participants.
Engage with the media and let them see the process; be as transparent as possible.
Engage with politicians; this is a bonus for representative democracy not a replacement.",,"a:1:{i:0;s:4:""6743"";}","a:1:{i:0;s:4:""6742"";}",https://youtu.be/m3JmtZIu_0Q,https://youtu.be/kQwXqmnijcA,
6767,"Ensuring Impartiality through Identity-Neutrality Provisions: the Case of Freedom of Information in Brazil",https://oecd-opsi.org/innovations/ensuring-impartiality-through-identity-neutrality-provisions-the-case-of-freedom-of-information-in-brazil/,,"Getulio Vargas Foundation (FGV), Rio de Janeiro",Brazil,central,"a:1:{i:0;s:9:""education"";}","Ensuring Impartiality through Identity-Neutrality Provisions: the Case of Freedom of Information in Brazil",https://esic.cgu.gov.br/sistema/site/index.aspx,2018,"The Internet has facilitated online services for citizens, but it has also facilitated Internet searches of service-seeking citizens by public officials, triggering conscious or unconscious bias. Via freedom of information (FOI) requests, academics provided evidence of this phenomenon at work. Brazil's Comptroller General (CGU) responded by implementing a check-box in its online FOI requesting system so that requesters could choose to remain anonymous. This innovation is a first for FOI regimes.","In Brazil, as in many other countries, citizens must provide real names and identification numbers (ID requirements) when using public services, whether offline or online. In the case of freedom of information (FOI) laws, among other policies, ID requirements may deter citizens from requesting information, for fear of official reprisals. Indeed, intimidation, aggression, and even violence against FOI requesters are commonplace around the world, particularly in emerging democracies (see India’s Wikipedia page on RTI Assaults). ID requirements also facilitate 'identity-questing' (on the Internet) of service-seeking citizens by officials, resulting in preferential treatment - an affront to governmental norms of impartiality.
Researchers at the FGV-EBAPE (a university/think-tank) found strong evidence of identity-questing and preferential treatment after conducting a field experiment in which identical, FOI requests (with no identifiers in the request) sent to nearly 700 of the country's largest cities – asking for information pertinent to another study on FOI – resulted in high levels of preferential treatment for one among two set of identities (male/female & institutional/non-institutional affiliations). The study showed highly significant levels of preferential treatment in favor of institutionally-affiliated requesters, with these requesters boasting nearly 50% higher odds of receiving compliant responses than non-institutional requesters.
Based on these results and complaints of preferential treatment owing to ID requirements, in 2015 civil society representatives involved in developing Open Government Partnership plans with Brazil's Federal government formally requested protections to ensure identity-neutrality of FOI requesters. Brazil's Federal Comptroller General (CGU) responded by commissioning a report on ID requirements in FOI regimes and their impact around the world and in Brazil. After sharing this 2016 report with the Auditor General and the National Ombudsman's Office, among other agencies, the CGU was able to secure support for a check-box option for citizens to request anonymity. If citizens check the box, details of their identity remain with the CGU, and the request travels to the target agency with no personal identifiers. The innovation is the first of its kind in the world, and is expected to increase the use and efficacy of the federal FOI law.
The effort to secure identity-neutrality was no easy task. Brazil’s constitution includes a provision requiring that citizens identify themselves when making use of government services. Yet the CGU was able to advance the cause of identity-neutrality by a) arguing that citizens who seek accountable government must be protected under the aegis of ombudsman guarantees; and, b) advancing a new law (13.460), whose Article 10 guarantees new protections for citizens. Although impressed with the CGU’s commitment to open government and citizen demands, advocates fear that citizens who check the box as a means of remaining anonymous may trigger red flags among officials, resulting in discriminatory treatment. The optimum option would have all requesters remain identity-neutral by default, checking a box only if they wish to disclose their identity during the requesting process. After all, FOI is a fundamental right, according to UNESCO and the Organization of American States, among other international and regional organizations. Why should citizens be obligated to identity-themselves to practice a fundamental right?","a:3:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""194"";}","Brazil's new identity-neutrality provisions are innovative as both a policy and a policy process of co-creation. As a policy, the ability of freedom of information (FOI) petitioners to guarantee anonymity is the first of its kind in the Americas, if not the world. Only 6 countries have FOI laws that provide Identity-neutrality provisions, but their implementation is uncertain. Identity-neutrality provisions remain few in number internationally, but the scholarly literature increasingly shows that discrimination and intimidation represent threats that are given too little attention. The co-creation process that led to the development of this innovation was exemplary, with citizen stakeholders providing the demands and the evidence, and Brazil's Comptroller General (CGU) responding in a proactive and assertive manner - commissioning a study, fostering consensus, enacting new legislation, and implementing identity-neutrality provisions.",,,"The initiative began by Open Government Partnership meetings including NGOs Artigo 19, ABRAJI (Investigative Reporters) Transparency Brazil, and Transparency International, and academics (FGV and USP). The FGV's Public Transparency Program (FGV-EBAPE and FGV Law School) began to research the problem in 2014, and even wrote about it for the OGP Blog (http://bit.ly/2rd74xe). The Federal Comptroller General was critical in working with advocates and advancing a policy solution.","Beneficiaries of this identity-neutrality provisions include all citizens, especially citizens in politically sensitive positions - journalists, opposition politicians, NGO activists, among others - and citizens with little knowledge of government who may be intimidated by providing their identity.","It is still early to report the impacts of identity-neutral provisions in Brazil's federal FOI law, as the innovation went into effect in early November, 2018. We expect an increase in the number of requests and more impartial treatment of citizens.","The challenge was marshaling the evidence to prove - beyond a doubt - that identity requirements were having adverse consequences for citizens. The field experiment undertaken by FGV researchers was fundamental, but the study experienced several false starts as the validity and reliability of the design was repeatedly tweaked before it could take place. Other than that, working with Brazil's Federal CGU was easy, as they are very responsive and highly motivated to improve the quality of government responsiveness and accountability. The only reservation we have is that identity-neutrality is optional for citizens, whereas we believe it should be the default i.e. identifying oneself should be optional.","The Open Government Partnership (OGP) meetings were fundamental in bringing together civic advocates to discuss their shared challenges. The ability to coordinate actions among advocates in Brazil is and remains difficult, as each organization is busy with their own agenda and civil society has historically lacked cohesiveness. But once the demands were made at the OGP, the constant meetings and reminders from Brazil's Comptroller General (CGU) were fundamental. The CGU's commitment to the Open Government Partnership and to the cause of good governance was essential. Finally, the integration of academia with government and civil society organizations proved critical, as academics provided the 'hard' evidence while NGOs provided the experience, presented demands, and engaged legal knowledge that helped move the initiative forward.","The provision of identity-neutral guarantees for citizens using public services - online and off - should be replicated in other jurisdictions, across Brazil and abroad. The internet has transformed the relationship between citizens and officials, and norms of impartiality have become more important than ever as populations diversify.","A first lesson is that multi-stakeholder initiatives such as the Open Government Partnership can lead to real policy victories. A fundamental aspect, in this sense, is to join multiple stakeholders in union. The citizens-v.-government relationship is transcended through face-to-face meetings in which more stridently activist citizens (NGOs) are tempered by more research-based citizens (academics) and government. In this sense, academia should be more attuned to the public policy imperatives. Nonprofits have always been there, as have governments, but it is rare to find all three actors integrated. The Open Government Partnership opened up this possibility.
A second lesson is that many of our institutions are simply anachronistic, especially given the changes that are occurring in the internet age. Identification requirements may have been necessary when the digital means of keeping track of individuals did not exist, but now they do. Even so, governments have been extremely slow to change or to realize that the costs of requiring proof of identity or not protecting identities far outweigh the benefits of requiring identity.","A forthcoming article regarding the field experiment will be provided as soon as it completes its blind-review process.",,,,,
6877,"The People's Budget",https://oecd-opsi.org/innovations/the-peoples-budget/,,"Committee for a Better New Orleans","United States",central,"a:3:{i:0;s:7:""housing"";i:1;s:11:""information"";i:2;s:16:""Civic Engagement"";}","The People's Budget",http://www.bigeasybudgetgame.com,2015,"The People’s Budget is an interactive, mobile-friendly website that demystifies local spending by asking residents to play ""mayor for a day"" by balancing their city budget. Users learn more about how government works and how it spends money before deciding for themselves how to divide discretionary funds. The answers to these questions are synthesized and reported back to the community and city leaders to help get limited tax dollars to the programs that need them the most.","Since Hurricane Katrina in 2005, the City of New Orleans has changed drastically. Developers and city government have worked to rebuild and rethink not just our city’s infrastructure, but our priorities as a tourist destination, oil and gas hub, and most importantly, a home to return to for 384,000 diverse residents. New Orleanians have struggled to be a part of these decisions, and without a formalized citizen participation plan or a structure for input into our city budget, residents lack any real opportunity to have a voice in the way their city works.
The Committee for a Better New Orleans, a 51-year-old non-profit organization and civic engagement advocate has found a way to put a finger directly to the pulse of resident needs and priorities in the community with the People's Budget, an interactive site that lets everyone in New Orleans play “Mayor for a Day” by balancing the city budget. With an average play time of 10 minutes, the People's Budget makes it easy for everyone to participate in what was previously an opaque, complex process: spending tax dollars.
Though valuable as an input tool, the People's Budget also offers what has long been lacking in the discussion of city spending: financial education. In a city where 71% of residents have a subprime credit score and 13% of residents are unbanked, CBNO feels it is crucial to ensure our neighbors are given an equitable opportunity for financial literacy. Informed input is meaningful input; anything less is denying our neighbors a real seat at the table. Residents must balance the budget, choosing how to spend tax dollars based on previous year spending and personal priorities. Players are given the opportunity to learn more about how departments work and how they spend their money, as well as to give additional feedback on specifically how they’d like funds to be spent. What happens if you give a department less funding? What could they do with more?
The answers to these questions are synthesized and reported back to the community and our city leaders throughout the fiscal year. In the game’s initial year, residents in New Orleans pointed to a 35% increase in spending to improve city infrastructure, additional resources for mental health care, and smarter spending to reform our juvenile justice system.
In its first year, the People's Budget captured the voices of over 700 New Orleanians, 77% of whom had never participated in the city budget process before. For some of these new voices, the Spanish-language version of the People's Budget was their first time engaging in local politics on any level. Bringing fresh perspectives into the conversation about the way our communities work and where our tax dollars flow is ground-breaking in a Southern U.S. city with a history of deeply entrenched disenfranchisement, particularly in of communities of color.
In New Orleans, the lack of input into the budget was not just based on the lack of financial education of our residents. In many cities, it is an issue of the lack of political will. Balancing public budgets is not easy. Cities (or school boards, or national level budgets, or any public budget) are limited by tax code, but that does not stop the needs of residents from growing. Knowing how to balance this endless need with very finite tax dollars is not easy; for many elected officials, it is an exercise in frustration. We want to help those limited dollars go to the places where they’re needed the most.
The data created by the People's Budget is clean, usable, and novel. Never before have our city leaders had such a quantifiable look at the needs of residents across the city in a way that translates directly to the language of our city budget. Likewise, we’ve empowered our local community leaders and advocates by opening this data to everyone. By looking at the game’s quick poll questions or crowd-sourced budget report, now our neighbors can sit at the table with access to the same data as our elected officials.
The People's Budget was developed to meet a need in the New Orleans community, but has created a solution that can be used worldwide. Since its launch, CBNO has partnered with two U.S. cities and hopes to scale into two countries in Latin America in 2019. Scaling the site creates an exciting opportunity to learn about the priorities of communities around the world and to improve the way local governments respond to the needs of their residents. Meaningful resident input and genuine government response are crucial to the recovery of New Orleans, but they are every bit as necessary and in every way as powerful to all of the cities of the world.","a:3:{i:0;s:3:""181"";i:1;s:3:""214"";i:2;s:3:""302"";}","It was obvious that we needed to find a new way to talk about complex financial processes with a distrustful, disenfranchised community. With an average play time of 10 minutes, the People's Budget avoids spreadsheets and professional financial language to cut to the chase: here's how much money our city has, now what shall we do with it?
The key to sharing this information is finding a common language. While New Orleanians have more city data available to them than ever before, much of it is raw and difficult to navigate. One of the biggest successes of the site is speaking a readable, plain English (or Spanish) that doesn't require a degree in accounting to understand. Linking real dollars and city departments to the things New Orleanians see and feel in their communities every day makes wonky civic budgeting real: potholes get filled, parks get programming, parks get programming, and our streets get safer.",,,"CBNO partnered with local web design firm Legnd to develop the technology for the People's Budget. A community council of beta testers helped us identify and work through design and content flaws to create the best possible experience for users. We work with a local collaboration of policy advocates to draft poll questions each year to create the most timely, useful data.","CBNO has partnered with thirty-six local neighborhood organizations, non-profit organizations, and community centers throughout the city to ensure equitable participation. In 2018 we launched a partnership with the New Orleans City Council and hosted events in four of the five district councils with elected officials.","In the three years since the People's Budget's launch, over 2,000 residents in New Orleans have participated, spending over $1.2 billion in virtual dollars. Our reports have generated changes in the actual city budget: most notably a 2017 allocation for more infrastructure repair and a 2018 allocation for better mental health services for youth.
We measure our success by the number and diversity of users each year. A demographic survey helps us understand which user groups (age, race, education or socioeconomic status) are not participating so that we can better outreach to achieve a representative set of residents. For example, we learned in 2015 that our smallest user group were seniors over the age of 69. In 2016 we partnered with senior centers to grow our senior users by 30%.
On average over the past three years, 75% of our users have never participated in the budget process before, meaning we are hearing from fresh resident voices that would have otherwise been silent.","We have encountered two main challenges since deploying the People's Budget three years ago. Equitable representation of traditionally underserved minority groups has been difficult. Specifically, because of US President Trump's immigration policy over the past two years, engaging Latinx community members is almost impossible as many fear repercussions for gathering in public or political action. We have tried to address this issue by partnering with trusted Latinx community partners to forward our site, reaching people from the safety of their homes. Secondly, we have struggled to scale to other cities in the United States as much as we would like. We have begun working with other civic technology groups to better understand how to communicate the success of our program to other elected officials.","It is our hope that the city of New Orleans will institutionalize participation in the budget process by making the People's Budget a codified piece of our local government. We are currently working with the mayoral administration to form a more equitable budget participation policy to allow for this adoption. On a larger scale, it would help us to scale to other cities if there were a mandate that cities, school boards, or other governing bodies need to proactively request input into their budgets before passage. Funding for this kind of advocacy would be immensely helpful to organizations like ours.","To date, we have scaled the People's Budget to two other US cities: Cambridge, MA and Nacogdoches, TX. The two cities are very different: Cambridge is a large, liberal East Coast city with a formal participatory budgeting process and rich history of civic engagement, while Nacogdoches is a small city of just under 33,000 in Eastern Texas. For both cities, the ability to provide the game in an unlimited number of languages to encourage participation by minority and immigrant groups was key. In Cambridge, which has not formally launched yet, they hope to translate into the five languages featured on their traditional participatory budgeting ballots. Following the Open Government Partnership Summit for the Americas in Buenos Aires in 2017, we have formed relationships with civic engagement groups in Mexico and Argentina and hope to expand there in 2019.","First: understand the real problems facing your community before attempting to solve them. Standard community organizing in New Orleans after Hurricane Katrina often focused on rebuilding homes, parks, and churches-- activities that encouraged hands-on participation in dearly needed ways, but did not solve systemic problems that New Orleanians were desperate to solve in their government. Likewise, the budget that is passed each year does not necessarily line up with the crowd-sourced budget created by residents in the People's Budget. Our community council of beta testers were also crucial. They taught us things like the need for a department tracker at the bottom of the page, identified glitches, and pointed out wonky policy-type words that didn't translate to lay-people. Listening to your community on the front end will always yield a better product on the back end.
Second: The data you create is only as good as the number and the diversity of the people who participate in it. Engaging seniors, working families and illiterate members of our society is hard work. It takes many volunteer hours and coordination, but it is worth it. For many of the seniors that we play the People's Budget with, it is the first time--sometimes in 90 years-- anyone has ever asked them what they need. Equitable work is worth your time and your investment.",,"a:4:{i:0;s:4:""6885"";i:1;s:4:""6886"";i:2;s:4:""6887"";i:3;s:4:""6891"";}","a:1:{i:0;s:4:""6890"";}",,https://www.youtube.com/watch?v=YPDOGBGwVEs,https://www.youtube.com/watch?v=wIYO5x6y1qk&t=43s
6954,RomaDecide,https://oecd-opsi.org/innovations/romadecide/,,"Roma Capitale",Italy,local,"a:7:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:7:""housing"";i:3;s:11:""information"";i:4;s:12:""public_admin"";i:5;s:10:""recreation"";i:6;s:9:""transport"";}",RomaDecide,https://www.comune.roma.it/web/it/processo-partecipativo.page?contentId=PRP156137,2018,"The Administration of Rome had to decide how to use about 17 million euros for public works in the territory of the VIII District for projects concerning the environment, landscape and public green spaces, sustainable mobility and accessibility, urban regeneration and infrastructure, ideas or proposals for transversal projects. The innovation concerns the decision-making approach. For the first time, city users were involved in deciding how to allocate these resources.","To allocate about 17 million euros in the best way in a district of Rome, it is important to involve those that live in this area (residents, workers, students) and are familiar with the conditions of the environment and landscape, the impacts of actions on mobility and accessibility and priorities for urban regeneration and infrastructure of public works. So, the Municipality of Rome decided not only to publish its own proposals online, but also to put in place an innovative system to involve citizens in decision-making about how to distribute the budget, through a process structured in different phases:
(i) select a focus group of 60 citizens or representatives of associations that work on the district to develop a list of proposals to be submitted on the city portal
(ii) each citizen can also write a suggestion and submit it on the portal. To be admitted to the next phase this proposal has to be voted for by at least 50 people
(iii) all proposals, by the administration and by citizens, are published on the portal and can be voted for online
(iv) the proposals with most votes are submitted to a Commission constituted by the Urban Planning Department and the District General Department, that evaluates the proposal's feasibility.
(v) The validity of online voting is guaranteed by authentication and each user can vote for a maximum of 6 projects
(vi) Finally, taking into consideration the outcome of the Commission and the economic aspects, a group of projects are selected to be implemented.
The innovation is complex and relates to the participation process by integrating different points of view: the Rome Statute was changed to improve participation, transparency and inclusion - namely through facilitating the processes and introducing participatory budgeting; the online platform to vote is put in place; citizens know and contribute to the evolution of the decision-making process. Not only citizens, but also the administration benefit from this innovation that easily allows the sharing of ideas, the improving of citizens satisfaction and selecting the best approach to urban regeneration. This approach is scalable in that it can be applied to a wide range of projects, and it is institutionalised through clear regulations and procedures.","a:3:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""616"";}","The described process is more innovative than what has been tried previously at the Municipality of Rome, for several reasons:
(i) the Statute was changed to facilitate citizens' participation
(ii) the “let’s participate” section was created on the institutional portal
(iii) digital participation was introduced.
In Italy and in other countries, other local public administration did the same.",,,"Citizens and civil society organizations are our first target to listen to. We also involved the innovators that are employed at the Municipality of Rome because real change starts from within. For some specific projects, to stimulate private and public partnership, we also involved companies through open agreements.","Citizens and Civil society organisations are affected by this innovation via their involvement from the beginning of the project. One of the most common benefits for each target is transparency improvement that enhanced citizen trust and participation.","The participatory budgeting process lasted more or less 6 months in total. 2256 city users voted. 80 projects were selected to be implemented, 43 proposed by the administration and 37 by citizens and focus groups. 17 million euros are now allocated in one district. It was the first big experience and we will adopt this participation method for other similar projects.","Never before had a participatory budget been implemented in Rome, so the first challenge was to introduce this new approach and the bureaucratic process was not easy to navigate. Removal of silos and collaboration among administrative structures was necessary to realize it. The real challenge was to balance the dynamic nature of participation and citizens' expectations with administrative processes and regulations that remain highly rigid.","Policy and rules are necessary to introduce participation processes and to guarantee privacy (ex GDPR too), and the selection of citizens that intend and have a right to be involved in the process. Motivation is a must-have for any successful initiative.","Participation processes were applied not only for the budget but also for any digital innovation we introduced. For example, we asked citizens their opinion about layout and services of the new institutional portal and we did the same for the new open data portal. Together, we built the guidelines for the Municipality’s digitalization.
We involved citizens in the Urban Plan for Sustainable Mobility.
We also understood that digital participation is not enough. For this reason an Innovation Forum was created. It is both a physical and online place where administrators meet quarterly with citizens to discuss about digital competences, smart cities and open government.","For a local public Administration it is crucial to listen to citizens and civil society through an open dialogue, but often it is not easy to establish the boundaries of the roles and responsibilities of each stakeholder. So the most important lessons learned are:
(i) always check the feasibility of the proposed solutions
(ii) never give false expectations to citizens. Trust is the key word for effective participation.
(iii) listen, accept and answer all comments and criticisms.",,,,https://www.facebook.com/virginia.raggi.m5sroma/videos/romadecide-al-via-bilancio-partecipativo-per-viii-municipio/1678429035600434/,,
6962,"Social Media and Local Police in Regione Emilia-Romagna",https://oecd-opsi.org/innovations/social-media-and-local-police-in-regione-emilia-romagna/,,"Regione Emilia-Romagna",Italy,regional,"a:1:{i:0;s:12:""public_admin"";}","Social Media and Local Police in Regione Emilia-Romagna",http://autonomie.regione.emilia-romagna.it/polizia-locale/approfondimenti/promozione-della-polizia-locale/Azioni/copy3_of_social-network,2014,"The Regione Emilia-Romagna has, since 2014, developed a pilot strategy to promote and coordinate the use of social media by local police departments.
Keeping in touch with citizens is the core business of every local police, but today, traditional communication tools and skills are not enough to respond to citizens' needs and demands.
As such, we established a network of people inside local police departments to share expertise in the area of social media.","The core business of the local police in Italy is to be a sort of first ""front office"" of the municipality, directed to listen, understand and try to solve the needs of the community.
Social media today has created new opportunities for government-citizen interactions.
In Italy local police is the police force vocationally closer to people, the first that citizens turn to, in case of any need or doubt. It is in this context that Regione Emilia-Romagna piloted a model of use of social media for local police in 2014.
The main idea was very simple: encourage and back local police to open and manage an official profile/page on Twitter or Facebook, just as other police forces are doing in other countries.
The objectives were two:
- establish a new communication channel to give trusted and verified information to people
- experiment a new way of interacting with communities, to share information, promote engagement and cooperation, and to strengthen mutual trust.
-From the regional perspective, there was also a more general goal: to experiment a model of use of social media specifically for local police departments, to disseminate it across the region and to establish a network of police officers with shared vision and adequate skills. Indeed, there were some sporadic experiences of use of social media by local police departments across Italy, but these were isolated and have diverse goals, targets and methods.
Two ""field tests"" were first launched with the local police of Cesenatico (a small touristic city on the seaside) and Frignano (a municipalities Union in the mountains) who started with Facebook and Twitter. In the preparatory phase, Regione Emilia-Romagna and their partners worked together to define the key steps of the project:
- identifying the internal formal documents needed
- developing policies for the internal and external use of the page/profile
- selecting the team in charge
- education and training
- communication strategies, tools and style
- communication pillars (what, how, to who communicate)
- information to all police department's staff
- public launch of the project
These key points, informed by the findings of the first 2 years of experimentation, became the framework of the regional model of use of social media for local police departments: today they're included in a regional guideline directed to all local police departments interested in developing this new plan of action.
The Region also started a dissemination initiative which is currently ongoing, aimed to promote this experience in other local police departments, supported by training sessions, dissemination events, and conferences. In five years, there are now 25 local police departments in Emilia-Romagna who are managing their official profile on Twitter, Facebook and Instagram.
The innovation is still being implemented, but we are already able to indicate some results as well as next steps.
Main results:
- the establishment of a framework of social media use for local police departments
- the inclusion of this social media model in official regional documents and in the new regional law
- the creation of a network of local police departments who are offering this service to their community
- setting the standards for goals, strategies, education and training on this topic at a regional level
- at a local level, improving the quality of the service offered by local police departments to their community, with a new channel of information, communication, participation and engagement
- at an internal local level, improving the professional identity of officers and their organizational climate
Next steps:
- enlarging the network to involve other local police departments
- continue to support the active local police departments
- promoting the use of other social media (especially Instagram which is only used by 5 local police departments)
- continue to update and explore new tools and strategies (following international trends)
- promoting a regional approach such as launching common campaigns and sharing messages/communication strategies
- continue to analyse results in term of impact (internally and externally)","a:3:{i:0;s:3:""338"";i:1;s:3:""181"";i:2;s:3:""190"";}","This is the first experience in Italy for a regional approach targeting the local police and aimed at strengthening communication. It is also innovative given that the initiative is continuously striving to improve and update the related strategies, tools and tips.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","After the first pilot, we are in the disseminating and evaluating phase, both directed to enlarge the network of actors (local polices) involved and to constantly innovate and update the action's contents and strategies.
With regards to the dissemination: the Region is contacting and promoting the model, with focused meetings with local police chiefs and mayors, official documents, and public events.
With regards to the evaluation: we are carrying out research on the internal effects of this innovation and its impact on communities (in terms of relationship with local police, engagement level and citizens' feedback).
With regards to the continuous update: we are constantly working (both physically and virtually) with the local officers' to seize new ideas and insights and to understand failures.","The key partners are the local police departments of the region: those that chose to be involved in opening official social media accounts, as well as those participating in the dissemination or meetings.
At local level, the following stakeholders were also key partners and collaborators:
- municipal administrators
- local police chiefs and officers
- other public officers (i.e. press agents, communication bureau representatives)
- experts
- local influencers
- traditional and online press representatives","Based on the first results of the innovation, we can identify 2 main categories of beneficiaries:
- social media users (and their networks), meant as people who receive the messages and are involved in participation actions through social media
- local police officers themselves, who are pushed to review their role, their professional identity, their (engagement) skills and the meaning of being in touch and being at the service of their communities","A main (and unforeseen) internal result was the improvement of the organizational climate in the local police departments who engaged in this initiative. The work process required a correct, transparent and empathetic use of social profiles/pages, which stimulated te cohesion among colleagues and improved their sense of pride in their role and their organization. To sustain this finding, a questionnaire and interviews have been conducted during the first 2 pilots (Cesenatico and Frignano).
The external results, ie the impact on the community is still to be analyzed: the perceptions of the actors involved are extremely positive in terms of people's appreciation and improvement of the relationships, but this requires more in depth analysis. As such, we are conducting a qualitative evaluation research on the Riccione local police's efforts.","In Italy there was strong skepticism toward the presence of local police on social media: doubts on the effectiveness of this initiative, fear to become a target of hate speech, suspicion that this could be a diversion from police officers' duties, prejudice about the superficiality of the tools, etc. The first pilot showed that social media could effectively be a new way to provide a service and to improve the relations with citizens. That approach is breaking through also outside the region.
Other challenges include:
- lack of resources for focused training
- organizational problems in identifying the ""right"" people to be part of the team and in gaining trust and cooperation from other people working in the local police departments
To address these challenges, a greater emphasis was put on internal communication and on skills, in addition to offering more opportunities for training. In addition, the Region is continuously updating the social media model to provide interested local police departments with a framework to encourage them to take part in this project and help them start on the right foot.","To achieve the best results, our findings show that there are some key point to achieve:
- focus on information sharing and awareness raising about the initiative and its basic pillars within the public administration (local police's staff, but also other sectors and politicians)
- constantly work on the team's motivation, communication skills and relationships within the team
- adopt an open minded approach namely to accept different points of views (namely those of citizens)
- don't underestimate the importance of basic and continuous training, especially given the continuously evolving scope of social media.","The core of this innovation is replication. Since 2013/2014, when the Region started the project with 2 local police departments, the idea was to pilot the action (in order to adopt the adjustments needed) and to spread its philosophy all over the region. In 4 years we passed from 2 local police departments involved to 25, reaching 20% of all regional departments.
We're also getting in touch with other local police departments and other innovative PA networks in Italy to share our experience, our principles and our findings, in order to spread our innovation past the regional boundaries.","There are many details we considered and fine-tuned during the implementation, but the main lesson learned is about the importance to ensure the starting point is solid, especially for what concerns the organizational framework:
- how to organise teamwork, taking in account personal inclinations and motivations, while also respecting hierarchy
- how to organize tasks inside a team (ie who's in charge of ""posting"", who are the real editors, what's the role of the operations centre, what's the role of the patrols, and so on).
Another key point is the creation of a network between the active local police departments, to share good practices.","During last two years we had the chance to participate in a european project (Medi@4sec) on the topic of the use of new media for security and safety. This opportunity gave us a lot of new ideas to explore how to better innovate and revise our strategies.
Therefore a wider key for the success could be to enlarge our networks and connections in Italy and abroad.",,,,,
7175,"National Open Data Catalog of the Czech Republic (NODC)",https://oecd-opsi.org/innovations/national-open-data-catalog-of-the-czech-republic-nodc/,,"Ministry of the Interior of the Czech Republic ","Czech Republic",central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","National Open Data Catalog of the Czech Republic (NODC)",https://data.gov.cz,2018,"The NODC is a data catalog fully compliant with DCAT-AP, the European standard for dataset metadata. It is open source, developed on GitHub, and consists of other open source projects. It can be reused on various levels of government and addresses an important issue with currently available data catalog implementations not in compliace with today’s metadata standards.","In 2015 when the Czech Republic decided to establish a national open data catalog, only two existing open source implementations were available, CKAN and DKAN. They both have a hardwired data model for metadata, which was not sufficiently compatible with DCAT (W3C Recommendation) and DCAT-AP (Recommendation by the European Commission). Therefore, it was decided that a proprietary solution using existing IT infrastructure of the Ministry of the Interior would be developed. However, it was not user friendly and was considered a temporary solution. A new, open source and standards compliant solution had to be developed.
The current NODC is a national open data catalog implementation focused on data standards. It is an open source software developed on GitHub, consisting of multiple open source projects and their configurations. Its primary function is to harvest open data catalogs at lower levels of the government, creating an open central repository of metadata about open data published in the Czech Republic. The data is fully compliant with DCAT-AP, the European Commission recommendation for data catalogs. The data is decoupled from the rest of the catalog, which comprises a viewer of the harvested data intended for human users, and input forms intended for public administrations not willing to run their own local catalog instance. Everyone is therefore welcome to reuse the data as they wish.
The viewer and the input forms can be directly reused by anyone wishing to view DCAT-AP compatible data or create a machine readable, standardized metadata for their datasets.
In future we aim at creating a standards driven, ready to be deployed alternative to the well established, but non-standard and rigid catalog implementations like CKAN or DKAN.","a:3:{i:0;s:3:""611"";i:1;s:3:""303"";i:2;s:3:""302"";}","It is open source, developed on GitHub, and consists of other open source projects. The NODC is a data catalog fully compliant with DCAT-AP, the European standard for dataset metadata. It can be reused on various levels of government and addresses an important issue with currently available data catalog implementations not being compliant with today’s metadata standards. It divides data and applications into several cathegories.",,,"Data publishers - they contributed requirements on the harvesting part of the solution (Ministry of Finance, Ministry of the Interior, Ministry of Regional Development, Czech Statistical Office, State Administration of Land Surveying and Cadastre)
Data consumers - they contributed requirements on the frontend of the solution
Academic researchers - they contributed the technology and know-how behind the data model and API (Charles University of Prague, University of Economics Prague.","Citizens - City of Prague, City of Brno, City of Pilsen , City of Ostrava, City of Bohumin, Hlidac Smlub
Government officials - Czech Police, Ministry of Finance, Ministry of Interior, Ministry of the Environment, Czech Telecommunication Office
Civil Society . Open Society Fund Prague
Companies - DHL Company, Financial Portals - Finance.cz","Two main results were observed:
- potential users of open data are finding the data viewer UI friendlier than the original open data catalog. This was measured using the System Usability Scale (https://www.usability.gov/how-to-and-tools/resources/templates/system-usability-scale-sus.html)
- users are appreciating the availability of the metadata from the catalog as open data
- the fact that the software is open source, in fact it is one of first developed for the public administration as open source, sets a good practice for other software developed for the public administration, which should be made open source to, e.g. avoid vendor lock-in.","The main challenge we face is the deployment of the solution within the environment of the Ministry of the Interior. Even though the hardware requirements are not high, the process of acquiring them takes too long.
Another challenge is the lack of understanding of the need to primarily focus on having clean, standard data before dealing with how to show the data to people. The solution to this challenge is patient, thorough education of civil servants involved in IT decisions.","Diminishing the fear of open source software and explaining the need of separation of well-documented data from functionality through education of civil servants. These concepts go against the desires of software suppliers wanting to create vendor lock-in, which for them is a very favourable position. They purposefully misinform civil servants about these concepts to maintain their advantages.","Not yet. Replication of this solution is currently in progress. In the near future, it will probably be used by one of Prague’s universities to establish its local open data catalog.","'- It is important to focus on having standardized data, which can be reused by various applications. Only then the focus should shift to applications working with the data in an interoperable manner.
- Open source and software reuse is key to lowering high costs of public administration IT systems",,,,,,
7183,"Openstat Madagascar",https://oecd-opsi.org/innovations/openstat-madagascar/,,"MAdagascar Initiatives for Digital Innovation (MAIDI)",Madagascar,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Openstat Madagascar",http://www.openstat-madagascar.mg,2018,"Launched in June 2018, Openstat Madagascar is an open data platform to highlight the ""how"" Government should release their data. Developed in a country where there is no Access to Information law, data available on the platform are all under Creative Commons and used as tools for Open Data advocacy program. Other national entities which want to make their data available to the public are welcome for partnership.","The political will of Madagascar to enter the Open Government during the OGP 2016 though there is no suite until today in addition to a great lack of ""open data"" in Madagascar constituted both the motivation and the opportunity to built the platform.
Madagacsar 2017 Open Data Inventory (ODIN) score of 6 ranked the country amongst the three last ones in the world. While one cannot even download machine readable data from the National Institute of Statistics official website, a platform where data could be free and regularly updated is a best strategy for civil society to for an open government advocacy.
Openstat is a platform where data are available to all under Creative Commons. The main objective is to advance open data concept and establishing partnership with governmental bodies which have no technical capacity or skills to work on their own data to make it freely open to therefore improve the Access to Information situation in Madagascar.
Six months after its launch in June 2018, we haven't yet monitored the reuse of data available on the platform, but we can identify from our back office people downloading some. However, it has helped in leading open data training and we are on our way in building partnership with local authorities in publishing data on it provided that open data principles are respected.
The website also has an "" Open Contracting"" component for foreign investment transparency.
Many technical adjustments are on-going. Currently, the platform is being upgraded to become as well an open data demand platform to later on enable the public to demand data to Government. This is expected to be done by 3 April 2019. The future is to match in a one stop digital platform the demand and supply sides of data.
The platform will offer :
- A space for citizen to ask for data
- A space for National Ministry to respond to data request and explaining why the data is not available.
- A space for National Ministry to publish their data
- An Open Contracting space where Government Contracts will be available for transparency and accountability purpose.","a:3:{i:0;s:3:""611"";i:1;s:3:""302"";i:2;s:3:""876"";}","Previous projects were often left behind in Madagascar and some open data platforms don't even contain machine readable data. Unlike these so-called open data platforms, Openstat Madagascar seeks to be the reference where the Civil Society initiator has become itself a data provider to the public.
Associated with a ""Datajournalism for SDGs"" project funded by CIVICUS World Alliance for 2019, data available on the platform are available nowhere else in Madagascar.
The website also gather all aspects of open data and contracts transparency in one place preventing the public from the issue of remembering different website names when trying to find data and ask for data that's not available.",,,"Before it was launched, many institutions have used the absence of an Open Data Charter as an excuse to not make open their data and the drafting of it has lingered for 2 years now.
Openstat Madagascar comes from the initiative of the Civil Society. Through its own data collection project, it shows how possible we can do Open Data without a national Open Data Charter. From this strategy then try to reach National entities to work hand in hand in the direction of Open Government.","'- The General Public who need data for their work, this includes
student journalist, journalists, digital entrepreneur
- Civil Society : to monitor their transparency requests.
- Government Officials who use the platform as a data sharing and ease interaction with citizen (G2C and C2G)","From MAIDI :
8 datasets published so far
1 Data reuse competition organized in July 2018.
17 more dataset to be published by December 2019.
5 data stortelling analytics video broadcast until December 2019
From potential partners:
3 national entities expressing their willingness to partner with us in data cleaning and publishing.
It's hard to estimate the data published from the potential partners as it depends on many factors and a certain political engagement level ..","Before its design, one of the most important challenge was the absence of support from Government in terms of data sharing. This forced us to become data provider and built datasets in a creative manner to avoid data we know certainly exist. But connection to key people happened little by little enabling us to partner with local authorities.","1- Access to Information Law
The formulation of an Access to Information Law would validate the right of citizen to access to data and will force the competent authorities to comply with the law.
2- Ensure Open Data Interest
People should be interested in data.
Like a propaganda, the innovation should be made known by all nationally by all means (TV, Radio, notices, .. ) to encourage participation in all regions.
3- Drafting a National Open Data Program & an Open Government Action Plan.
Having a single open data platform to implement a successful open government is necessary for horizontal transformation in public administration. This will determine identify in each ministry the responsible in building datasets, answering citizen request.
4- Putting data availability before profit","The platform is the combination of different open government best practices we have seen online.
From now, it's now unique of its kind in Madagascar. That's why the essential is now to establish partnership with other actors for data sharing to avoid multiple open data platform as per the recommendation of the latest African Data Revolution Report in 2018 but also because a partnership between Government and Civil Society is essential for the Open Government whole process.
The platform can be a better choice for other countries which haven't made any steps toward Open Government at all. Insteading of building different websites for all ministries, it's a cost-saving solution.","'- When almost non one is listening to you, prioritise concrete action than research project or endless workshop activities (Sometimes, key persons you want to address won't attend your workshop anyway)
- Instead of asking for the change to happen or denouncing the system (Rude strategy) , Civil Society should start changing the situation and there will always be a way to do so, no matter how strange and unusual it appears or even rejected at first (Soft strategy) as Openness is a sensible subject mostly if you are based in a country with high Corruption Perception Index.
- The purpose of your innovation will only be recognised following your consistency.","Our platform was initially funded by Mozilla Foundation in 2018 and can be now upgraded because of Civicus World Alliance grant as part of the Goalkeepers Youth Accelerator 2019.","a:2:{i:0;s:4:""7434"";i:1;s:4:""7527"";}",,,,
7191,"Artech- Art and Open Data competition",https://oecd-opsi.org/innovations/artech-art-and-open-data-competition/,,"Israeli Government ICT Authority",Israel,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Artech- Art and Open Data competition",http://ict-authority-artech.cio.gov.il/pages/artech_homepage.htm,2018,"The Artech project invites artists, entrepreneurs, and developers to use public data as a ""raw material"" for works of art based on traditional arts or digital media. Being a well-known and respectable medium to broad audiences, we see art, as an original and fresh way to expose new audiences to the importance of open data and its relevance. This is the first time that a government agency in Israel has directly sponsored a creative and innovative experience of this kind.","Artech is an innovative, competitive initiative led by the Government ICT Authority since 2018. The Artech project invites artists, entrepreneurs, and developers to use public data on data.gov.il as a ""raw material"" for works of art based on traditional or digital media, interactive, graphic and plastic arts. This is the first time that a government agency in Israel has directly sponsored a creative and innovative experience of this kind.
The ICT authority sought to make ""Open Government"" and ""Open Data"" accessible to wider audiences, in addition to the more traditional public groups that take part in the social discourse on these issues such as CSOs and FOI activists. Being a well-known and respectable medium to broad audiences, we see art, and in particular, the connection between data and art, as an original and fresh way to expose new audiences to the importance of open data and its relevance.
The core idea of Artech was to invite the artists to create a personal and even critical statement, and interpretation to the data within the datasets, based on insights from the data study and analysis. We thought that this is a unique and colorful opportunity to ""market"" government databases to the general public and demonstrate an innovative government approach, one that is not afraid of criticism but invites the public to speak out.
Project development:
• The open Kick-off event was where the work teams were formed, sometimes spontaneously, after meeting and finding common interests and understanding the value of cooperation.
• The work teams registered for the competition on its official site. After an examination process, 16 teams were chosen to take part in the competition.
• Hackathon- the teams met for 24 hours of creation and development of their exhibits. During the hackathon, the teams completed their works for the final exhibition.
• Gala event - Open Government Day: At this special exhibition-opening event, we presented the artworks and announced the competition winners. The rating components were:
o Judges panel: The panel was assembled from opinion leaders in the civil society, the government, the academy and art.
o The event participants online rating. This rating gave further expression to the cooperative dimension of the process and its connection to the open government principles.
• All the artworks were presented in an open exhibition.
Throughout the process, we ran a campaign in various media outlets - television, newspapers and social networks. The campaign was designed to give a high public profile of those activities, and to reflect it and its values of the broadest possible audiences.
The civil society sector was a significant partner in the initiative production: The ""Ruach Hadasha"" (""New Spirit"") organization, which works to promote independent artists at the beginning of their careers, took an active part in the project, both in terms of content and logistics. In addition, the events took place at ""Beit Alliance"" - a unique Jerusalem building, located in the bustling center of the city, near the famous ""Mahane Yehuda"" market. Throughout the year, this building houses artists who work with the support of ""Ruach Hadasha"".
The events were held in the presence of a diverse audience - government officials, artists, developers and ordinary citizens.
We consider the project to be a great success for open data, in terms of:
• The scope of response to the competition: Many teams formed and submitted applications for participation in the competition, compared to similar events, which dealt only with development without a combination of art (developers' Hackathons).
• The competitors chose to deal with a wide range of significant issues which are at the heart of the public discourse, some of which were critical of government policy. For example: traffic accidents, education in the geographic and social periphery, air pollution and environmental protection, the experience of patients in psychiatric hospitals and immigration.
• The works were of a high artistic level, especially considering the limited time that was given to create them. In addition, they combined surprising and original works of art with technological developments, which made the final exhibition a multidisciplinary experience.
• The project helped us exposed our open government data activity and the data.gov.il portal to new and broader audiences, increasing participation and engagement from public groups we haven't seen before.
The initiative's success reflects the potential of broad public participation in open government projects, and encourages us to continue thinking about creative ways of increasing the awareness of its importance and relevance.","a:3:{i:0;s:3:""178"";i:1;s:3:""302"";i:2;s:3:""184"";}","This is the first time that a government agency in Israel has directly sponsored a creative and innovative experience which called people from different disciplines such art and code development to cooperate and create their own unique and personal statement.
Moreover, bringing art to the Hi-Technological oriented ICT authority is an excellent example of willing to go out from the organization comfort zone, in the name of spreading Open Government and Open Data importance.
Finally, although the main issue was data and computerized analysis, we insisted on letting all kinds of artists to take part in the competition, not only the digital experts but also traditional artists too.",,,"The civil society sector was a significant partner in the initiative production: The ""Ruach Hadasha"" (""New Spirit"") organization, took an active part in the project, both in terms of content and logistics.
The competition judges panel was assembled from opinion leaders in the civil society, the government, the academy and art. Additionally, the exhibition-opening event participants rated the works online, during the event.","Citizens: We wanted to make ""Open Government"" and ""Open Data"" accessible to wider audiences, in addition to the more traditional public groups that take part in the social discourse on these issues such as CSOs and FOI activists.
Government officials: We wanted them to be even more committed to the opening datasets process, thanks to the project and the public interest that followed.","A. Many teams formed and submitted applications for participation in the competition.
B. The competitors chose to deal with a wide range of significant issues which are at the heart of the public discourse, some of which were critical of government policy. For example: traffic accidents, education in the geographic and social periphery, air pollution and environmental protection, the experience of patients in psychiatric hospitals and immigration.
The works were of a high artistic level, especially considering the limited time that was given to create them. In addition, they combined surprising and original works of art with technological developments, which made the final exhibition a multidisciplinary experience.
• The project helped us exposed our open government data activity and the data.gov.il portal to new and broader audiences, increasing participation and engagement from public groups we haven't seen before.","We wanted our judges' panel to include opinion leaders from who have an affinity for government activity, data and art. After a deep fieldwork, we assembled a panel that included: Rector and Vice President of Bezalel College - Dr. Y. Karniel, Director of the Innovation Center at Shenkar College - Ms. T. Warshavsky, Director General of the Ministry of Justice - Adv E. Palmor, Digital consciousness researcher - Mr. N. Manela, and Head of the ICT Authority - Mr. Y. Frank. We wanted to expose Artech to target audiences that are not usually interested in the ICT Authority's activities: artists, entrepreneurs and data scientists etc. For this purpose, we initiated well-targeted advertising on social networks and other media channels. So far we haven't found the right way to leverage the events' momentum to create long-term collaborations. We are looking for a way to increase the exposure to the artworks, to its public statements, and promote awareness of Open Data and Open Government.","We consider the project to be a great success for open data, in terms of:
• The project helped us expose our open government data activity and the data.gov.il portal to new and broader audiences, increasing participation and engagement from public groups we haven't seen before.
• The scope of response to the competition: Many teams formed and submitted applications for participation in the competition.
• The competitors chose to deal with a wide range of significant issues which are at the heart of the public discourse, some of which were critical of government policy. For example: traffic accidents, education in the geographic and social periphery, air pollution and environmental protection.
• The works were of a high artistic level, especially considering the limited time that was given to create them. In addition, they combined surprising and original works of art with technological developments, which made the final exhibition a multidisciplinary experience.","The project hasn't been replicated to address similar problems, but we consider to run such initiative each year from now on.","This initiative showed us:
a. The importance of multi-sectoral cooperation to promote such events and initiatives.
b. Importance of well-targeted advertising campaign.
c. The importance of branding events, their exclusivity, and detailed oriented production. All this contributes to trust increase between the relevant government bodies and the citizens' participants.
d. The importance of rich databases to provide artistic freedom and creative interpretations.
e. The importance of the connection between art, data and the government as an experimental laboratory of creating unexpected and new links, which will encourage the government to open up and adopt new ways of thinking, like design-thinking methods.",,,,,https://www.youtube.com/watch?v=EmW3f_GRCwU&feature=youtu.be,
7280,SEMA,https://oecd-opsi.org/innovations/sema/,,SEMA,Uganda,central,"a:3:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";i:2;s:7:""science"";}",SEMA,https://talktosema.org/,2018,"East Africa has an urgent need for innovative accountability mechanisms, as many public services are inefficient and corrupt. SEMA helps to improve the quality of public service delivery, by gathering real-time citizen feedback and presenting this data in digestible formats. We use low-tech tools, such as custom-made hardware devices and interactive voice response technology, that help citizens from all backgrounds to have a voice in evaluating their public services.","Millions of citizens in East Africa rely on public services that are inefficient, ineffective and corrupt. This is a huge problem, since public services are essential in the lives of citizens: think of victims seeking help from the police, or mothers applying for birth certificates to enroll their children to secondary school. What we see is that the quality and accessibility of these services often depends on the efficiency and integrity of civil servants, and the good governance of public institutions. According to Transparency International (2018), almost 40% of Ugandans reported paying bribes to access a public service. Corrupt public services disproportionately impact the most vulnerable, who cannot afford to pay bribes, and therefore often cannot receive the necessary public services such as police assistance. According to the HiiL Justice Needs in Uganda Report (2016), citizens generally do not trust formal service providers in solving their justice problems (compared to informal service providers). SEMA’s data (n=9762, 2018) demonstrates that a.o. women have to wait longer in order to be helped at a public office, and more often do not receive a resolution to their problem. Uganda’s government sees the problem, too: the Second National Development Plan listed “poor public sector management” as the country’s most binding constraint to development.
At the same time, only minimal concrete solutions to improve service delivery are introduced. For instance, there are no solutions for combating corruption at public service level proposed in the fourth strategic vision for the Justice Law and Order Sector of Uganda, although it is part of their core mission (SDP-IV, 2018). Civil servants and public offices do not feel they are held accountable for inefficiency, discriminatory practices or taking bribes while delivering services. Citizens lack effective ways to raise their concerns about public service delivery in their own communities. Currently, the only way in which citizens can give immediate feedback to their local offices is through a wooden suggestion box that is never emptied.
A commitment to comply with SDG 16.6 (‘to create transparent and accountable institutions at all levels’) is translated in national strategies that advocate for policies that improve service delivery. For instance, the SDP-IV of the Ugandan Ministry of Justice has as one of it’s main goals to increase public satisfaction and trust with all its services.
If local governments - such as the Ministry of Justice of Uganda - have the data that shows them which services receive higher public satisfaction rates compared to others, they can make targeted interventions and evaluate their programmes over time. If public offices would be given monthly feedback from citizens on how they are performing (compared to other offices, compared to other months), and by receiving concrete suggestions on how to improve and guidance on how to go about this - public services can improve their quality and lower their corruption rates. Moreover, if local civil servants feel they are being held accountable (by citizens and their managers), and rewarded for good performance, they would be directly incentivised to improve their client care.
All of these are assumptions which we have tested and continue to test to date. We have piloted a combination of three citizen feedback mechanisms at 8 public offices in Kampala (5 police offices and 3 municipality offices):
(a) a locally produced (IoT) rating device where people can press a button on a scale from 1-5 (smiley faces), placed at public offices
(b) an Interactive Voice Response line that allows people to give feedback in their own language over the phone, toll-free; and
(c) a face-to-face interview with one of our trained volunteers stationed at public offices.
Since March 2018 over 15000 citizens have given feedback through these mechanisms. Moreover, we ran impact surveys and have seen how different methods of gathering and presenting citizen feedback to local public offices and local government can incentivise quick improvements leading to higher citizen satisfaction rates within four months at 3 out of 8 offices.
We believe that by 2050 every public institution in East Africa should use a citizen feedback tool that helps them improve their services. Working with low-cost and easy-to-use technologies, public-private partnerships that allow for fast iterations, and smart data-to-action strategies that incentivise real changes, we believe we can easily scale this solution across the region in the coming 5 years.","a:4:{i:0;s:3:""181"";i:1;s:3:""623"";i:2;s:3:""616"";i:3;s:3:""302"";}","SEMA uses sensible, effective systems to gather citizen feedback on public services, and deliver this data in a way that lets local governments make improvements in low-income countries like Uganda. This is unique, as all citizens are able to give feedback and recommendations on the service they have received, immediately following their interaction with a public office. Our offline technologies and in-person interviews build a rich database that gives the right information for offices and governments to make effective improvements. Importantly, our methods of collecting citizen voices are measured on a continuous basis, in real-time - which means that we can compare satisfaction rates and performance over time. Discussing monthly reports with civil servants leads to direct changes of work ethic and mindset, and the continuous presence of SEMA at local offices has proven to create a sense of accountability leading to better client service from day one.",,,"We designed our technologies together with citizens and civil servants, on location. We went through various iteration cycles to come to the right prototypes. We have partnered from the outset with the Justice Law and Order Sector of Uganda (Uganda Police), and the Kampala Capital City Authority, who gave us formal permission to test technologies and gather data on-site. Impact surveys with civil servants help us understand how data leads to change.","The main beneficiaries of SEMA are users of public services who visit offices in-person. These are generally citizens from all layers of society, including those who don't have access to internet, who have their voices heard, and benefit from service improvements the next time they visit an office. The second most important beneficiaries of SEMA are civil servants and local governments, who can find out how their services can be improved, and are commended for better service delivery.","So far, our impact has been achieved at three distinct levels:
1) By giving their feedback, citizens feel their voice matters and regain confidence in public service delivery. Citizens benefit directly from better public services as they improve according to their feedback. We have measured an increase in satisfaction at 3 out of 8 offices after four months.
2) By monitoring their services, local public offices can tackle service delivery issues every month, see their performance increase over time and feel recognized for their achievements. During the pilot, we noticed offices improved already on the sanitation of their stations, the treatment of prisoners, bribery incidences, their friendliness towards citizens and the waiting time.
3) By analyzing performance of different offices, the government of Uganda can comply with SDG 16.6, improve its public image and monitor and improve the quality of services. We held various stakeholder meetings at HQ levels to discuss policy changes.","At the outset it took time to convince the government to partner with SEMA and to see the start-up as a viable route to improving their services. For that reason, piloting happened in stages and even today we face challenges in convincing the government to pay for our tools/services (which have to date been funded by external donors). Regarding data validity, we encountered challenges in implementing our first prototypes as they were still dependent on electricity plugs and wifi - both of which are not available in many public offices in Kampala (let alone in rural areas). So we developed devices that run on batteries and have their own 3G chip to send data. Sometimes the devices are abused as we see patterns of buttons being pressed multiple times in a row in a short period. We addressed these with different officers and have been able to delete this data from our reporting. Currently we are lacking the financial resources to invest in local production of new devices.","Conditions for success:
1) a cooperative government to facilitate access and resources
2) cooperative civil servants who don't interfere with device implementations
3) willing-to-learn civil servants who listen to the citizen feedback data reports and commit to making improvements to their services
4) an independent data team and protection of our independence in data-analysis so data outcomes are not biased by a corrupt government
5) investment to lower the costs of device production and bring all production to Uganda/East Africa
6) a talented team with leaders who are able to recruit, coordinate and motivate the growing network of volunteers (data-collectors)","Tech platforms that have been introduced to evaluate public services in Uganda include AskYourGov, IPaidaBribe and WeSpeak. The common problem with all these platforms is that they do not generate enough (action-driven) data that can incentivise local offices to make direct improvements, for primarily the following reasons: (a) the threshold to use these services is too high, because they require an internet connection, are costly or simply unknown to citizens (b) consequently, these platforms receive mostly complaints and therefore do not sketch a neutral (let alone positive) image of the public service.
Feedback devices are used at airports in western countries and are being taken up fast in the private sector, even in East Africa. It's now time to adopt such devices for public sector improvements in countries where corruption is rife and many citizens don't have a voice in evaluating the public services they rely on.","The most important lessons are around data-to-action: If you have citizen feedback, how do you present it to civil servants and policy makers in a way that actually incentivises change? We're working on figuring this out through SEMA, and have recently published our first findings in our strategic framework report (see attachments).
Deploying technologies in low-income countries can be tricky as many public offices are not yet adapted to high-tech tools like blockchain, and the reality is that many citizens still can't use smartphones to communicate with the government. This makes for an interesting breeding ground for conversation about transparency and accountability (in line with SDG 16.6) innovations in low-income countries, as compared to such initiatives in high-income countries.","We're actively looking for partners that we can learn from and work with to increase our reach in the region, but also globally. Thank you for taking our work into consideration! We are still a start-up with a lean team and very limited resources so we hope that doesn't limit our chances to be included in the global dialogue on open government and innovation.","a:4:{i:0;s:4:""7291"";i:1;s:4:""7288"";i:2;s:4:""7292"";i:3;s:4:""7293"";}","a:2:{i:0;s:4:""7294"";i:1;s:4:""7295"";}",https://www.youtube.com/channel/UCYbSS1HMRi-FXtToFTCu-5Q?view_as=subscriber,https://www.youtube.com/channel/UCYbSS1HMRi-FXtToFTCu-5Q?view_as=subscriber,
7282,"Proactive Transparency Initiative in Bosnia and Herzegovina",https://oecd-opsi.org/innovations/proactive-transparency-initiative-in-bosnia-and-herzegovina/,,"Public Administration Reform Coordinator's Office","Bosnia & Herzegovina",central,"a:1:{i:0;s:12:""public_admin"";}","Proactive Transparency Initiative in Bosnia and Herzegovina",http://parco.gov.ba/en/transparentnost/proaktivna-transparentnost/,2015,"Proactive Transparency initiative in Bosnia and Herzegovina is the first policy to address proactive disclosure of government information, co-created by the public institutions and civil society organisations. The result of of this collaboration was a policy document, 38 defined standard pieces of information, research conducted by civil society and improvement of government transparency.","In line with the need to improve the level of proactive transparency of public administration bodies in Bosnia and Herzegovina, the members of the inter-institutional working group for communications, established within the Programme for Strengthening of Public Institutions, implemented in Bosnia and Herzegovina by the German GIZ on behalf of the Government of the Federal Republic of Germany, in joint work with representatives of the civil societies, co-created the following documents: Proactive Transparency Policy and Standards of Proactive Transparency in Public Administration. The document is designed not only to encourage public disclosure of information of relevance to the work of institutions, but also to intensify the exchange of information with the citizens. The recommendations offered by the document are applicable to all institutions of public administration and public bodies. Therefore, its intermediary goal is for institutions to use their own example as a gateway to increasing the level of transparency and openness of institutions in BiH, sharing the gained experience and knowledge of proactive transparency in the field of communication through the structures for public administration reform and multipliers of public opinion.
Proactive transparency standards include a set of 38 types of information that should be available on public institutions' websites. These standards are defined in cooperation between representatives of institutions and civil society in order to reflect the capabilities and capacities of institutions as well as the needs of the civil society for information.
This is the first attempt to elaborate and then implement a systematically set, comprehensive framework for proactive transparency in BiH, which would address the problem of obsolescence and fragmentation of existing laws and policies in that area.
The four institutions of the Council of Ministers of BiH (the Agency for Statistics of BiH, the Agency for Development of Higher Education and Quality Assurance of BiH, the Directorate for European Integration and the Public Administration Reform Coordinator's Office), who have participated in the drafting of the Standards, have begun implementing the defined proactive transparency standards in September 2015, and Standards were presented to other institutions at the BiH level as an example of good practice in proactive transparency.
Conscious of the importance of the implementation of public administration reform, which, through the new Public Administration Reform Strategic Framework (2018-2022) in the areas of accountability, strategic planning and policy coordination, and public services, inter alia includes measures relating to the principles of proactive transparency and the fight against corruption and increasing the participation of citizens in public affairs, which is not possible without a satisfactory level of information, in the course of 2017, up to now, four institutions have continued to update the data on their websites, and to publish relevant information available to the public in their possession and relevant to Proactive Transparency Standards.
Proactive publication of information directly contributes to realization of the concept of good governance in BiH, restores public confidence in the work of public institutions, and provides citizens with information in order to achieve their participation in the work of public administration.
Following a series of trainings, conferences and other measures aimed at improving the awareness of how important proactive disclosure is for government and citizens alike, the Policy of Proactive Transparency and its 38 standards were adopted by the Council of Ministers in December 2018. All state-level institutions are now required to implement the standards and report on their progress to the Public Administration Reform Coordinator's Office.
The initiative if also included in the draft OGP Action Plan with measures aimed at further dissemination of good practices and increased transparency.",,"The uniqueness of this initiative was the co-creation process of developing the policy and standards of proactive transparency. Representatives of three major civil society organisations in Bosnia and Herzegovina active in the area of transparency and freedom of information (Transparency International BiH, Centre for Investigative Journalism, Centre for Social Research Analitika) worked closely together with the representatives of government bodies to define the standard pieces of information to be proactively disclosed by government. This is a rare example of high-level involvement and collaboration between civil society and government in Bosnia and Herzegovina and represents the spirit and principles of Open Government Partnership.",,,"Collaboration between institutions within the inter-institutional working group as well as between the government and civil society organisations are one of the main characteristics of this initiative. Civil society representatives were able to address their needs and concerns when it comes to government information and the government representatives could present priorities as well as practical limitations.","Civil society organisations helped co-created and implement the initiative but are also some of main users of government information. Investigative journalists looking for government financial or procurement information are able to save time by not requesting this information under FOI Law. Academia, researchers are all users of proactively disclosed government information. Civil servants and officials from other institutions are an important user group.","'- The co-created Policy and Standards of Proactive Transparency were adopted by the Council of Ministers of BiH at their session on 3 December 2018
- Institutions involved in the initiative have shown considerable progress since first research conducted by civil society (e.g. Public Administration Reform Coordinator's Office fulfills now all 38 standards and is leading institution in BiH)
- In co-cordination with civil society the initiative was disseminated to other administrative levels, e.g. with Transparency International BiH","Main challenge for the implementation of the initiative was lack of legal provisions regarding proactive disclosure. Freedom of Information Act of BiH does not have provisions on proactive transparency. However, various other laws (e.g. Public Procurement Law) stipulate proactive disclosure obligations. This represented a significant obstacle when it comes to early adoption of the initiative by the civil servants.
In the administrative culture in BiH there is evident insufficient readiness for proactive publication of information. It stems from the view that the promotion of the rights of the public to know increases administratively the burden of human, financial and technical resources, or falls under the domain of the protection of personal data and, consequently, provokes the resistance of the accountable officers.","In the early stages of the Proactive Transparency Initiative in BiH building trust between civil society and government representatives was crucial for not only success, but any progress. Technical assistance and expertise provided by German GIZ in this case ensured that a multi-stakeholder dialogue was constructive, based on mutual respect and goal-oriented.
Important principle in development and implementation of proactive transparency initiative was pragmatism. Lack of solid legal basis was not to be seen as stopping the efforts of those institutions willing and capable to make a step forward in terms of their transparency.
Another important aspect relevant for the success was inter-institutional effort, making it easier to advocate towards other institutions. Having such champions of proactive transparency within the government was of crucial importance for the initiative.
Management buy-in was secured through meetings and presentations of the initiative.","Even before the policy document was adopted by the Council of Ministers, thus making the implementation of standards a requirement for institutions, there was concrete effort to replicate the success of four involved institutions with other government bodies. Training on Open Government was organised in December 2016 with over 40 civil servants taking place; proactive transparency was one of main elements of the training. Talks with management of other institutions were held in 2018 and the institutions nominated their representatives to take part in further trainings. A survey tool for measuring the rate of implementation of standards was developed by the inter-institutional working group and piloted on 12 institutions in December 2018/January 2019. Through a series of trainings organised by Transparency International Bih the initiative was furthermore disseminated to the institutions at the sub-national level as well.","One of the main lessons learned was that bottom-up approaches like this initiative require sufficient time in order to address the challenges of administrative culture, inadequate trust between government and civil society, lack of human resources within the bureaucracy. These issues need to be dealt with in a systematic and continuous manner in order for the initiative to take off. This is one of the reasons why the inter-institutional working group drafted a Frequently Asked Questions document about proactive transparency,
Furthermore, flexibility and continuous adaptation are required to address questions raised regarding the initiative. This on-going improvement of the policy and especially standards of proactive transparency has led to re-thinking some of the standards, making them more explicit and reflective of the actual practices within government bodies.
Further dissemination of the proactive transparency initiative in BiH towards other administrative levels would be necessary for the initiative to have a transformative effect on the citizens.",,"a:4:{i:0;s:4:""7891"";i:1;s:4:""7892"";i:2;s:4:""7893"";i:3;s:4:""7894"";}","a:2:{i:0;s:4:""7885"";i:1;s:4:""7886"";}",,https://youtu.be/Jh_mkyCp1lc,
7327,"Citizens’ Packet of Silesian Voivode",https://oecd-opsi.org/innovations/citizens-packet-of-silesian-voivode/,,"Silesian Voivodeship Office",Poland,regional,"a:1:{i:0;s:12:""public_order"";}","Citizens’ Packet of Silesian Voivode",http://www.katowice.uw.gov.pl/biuro-obslugi-klienta/pakiet-obywatelski-wojewody-slaskiego,2016,"We have launched the Citizens’ Packet to make Silesian Voivodeship Office (SVO) a more friendly and serviceable place for users. The core of the packet consists of practical facilitations for our clients who seek information or help. Our client-oriented solutions comprise diverse solutions on every level of our customer care and spread to every organisational unit in the SVO.
The Citizens’ Packet is available online via our brand-new official website.","Our clients had serious difficulties to access services of SVO. We provide general scope of governmental services on regional level so it is easy to get lost. In many cases, citizens were required to be physically present in SVO to push forward their case.
The Citizens Packet has been created to remedy all these difficulties. We did much to facilitate citizens' contact with the office. Some cases you can arrange electronically, because there is a chat channel where you can obtain all valid information online – and you are chatting with real civil servants, not with bots. Plenty of information, with forms-to-fill-in and advance contact channels (social media including) are easily accessible via our brand new website: katowice.uw.gov.pl. The website has versions for people with various visual or hearing disabilities.
Nevertheless, if you decide to or it is indispensable to visit our office, you will not be disoriented. We have invested in plenty of information boards, direction arrows and general information leaflets. If they provide you with not entirely satisfactory information, you can always refer to the information desk occupied by helpful staff. As many people work from Monday to Friday and cannot get their new passports in these days, we created “passport Saturdays” – you can visit our office on Saturday and ask for your passport. In addition, new passport service points have been opened to make it easier to apply for this document.
The office headquarters is a historical building and as such is not ideal for people with disabilities. So we provided a customer’s assistant whose job is to help people with disabilities in every respect and to see a client has access to all rooms in the building. All official notes and forms can be obtained in the Braille system. People with disabilities and pregnant women have a priority in all the services offered by SVO.
Until now SVO was not a digital public administration in Poland. To change that, we introduced payment of administrative charges by debit or credit card. While waiting to be attended to, our customers can use a free Wi-Fi hotspot. It is not only possible to make a passport photo on the spot but one is allowed to get some electronic copies of the photo for free. If a person collapses in SVO, he or she may count on a special emergency unit sponsored by SVO which will come to rescue in no time.
If our client comes to SVO with children there is nothing to worry about. The children will surely be delighted with the opportunity to have fun in the children’s room full of toys and books and drawing accessories. They may choose to watch fairy tales and children’s music on TV. Meanwhile the adults have the opportunity to watch live informational channel on an alternative TV set in the main customer service room. If your child is still a baby you can take advantage of a special baby change spot.
Everyone knows how annoying is to pay a visit to an office with no effect because your document is not ready yet or you are required to perform additional duties. To cut such absurdities, we introduced a special SMS notification to inform our client that his or her case is concluded and s/he can arrive to SVO and be sure to obtain the documentation s/he has applied for.
The customers have access to more specialised services. A free-of-charge legal advice for people in difficult life situations is provided, as well as general information on social security and pension system is easy to access on weekly basis.
The above mentioned amendments are from different scopes of SVO activity and are directed to various people groups. But all of them are client-oriented and aim to facilitate our customers, contact with the office and provide that they are satisfied with the quality service they have received. The whole project was the launch by the Silesian Voivode in 2016. We are perfectly aware we have not make a break-through in public service and our improvements have similar ones in other public administration offices. But we do believe the overall impact of those so many small improvements creates a significant change for our client and they really appreciate it. As the proverb goes: even the longest journey starts with the very first step.","a:3:{i:0;s:3:""196"";i:1;s:3:""234"";i:2;s:3:""876"";}","Every single piece of the packet is nothing new or innovative, but their combination is. We provide our clients with complete, full coverage, but at the same time, unobtrusive, help. No reasonable action is refused if it accounts for the customer satisfaction. In Polish governmental administration you cannot expect to settle your business remotely. Usually a few personal visits in the office are necessary. But in SVO, some businesses can be completed only through internet channels. Other cases cannot be completely virtually-handled, but we make sure you pay us only one or two visits and the whole set of documents and arrangements is waiting for you. You can bring your dog, cat, or arrive with your whole family – in all instances you and your companions are welcomed and we take good care of you.","a:1:{i:0;s:10:""evaluation"";}","Our Silesian Voivode Packet is fully implemented. It has been operational for almost three years and we are collecting feedback information all the time. A helpful tool for us is the customer satisfaction survey. We made many improvements based on our clients' responses and remarks and on day-to-day observations of our staff. The cornerstone of the innovation is therefore the idea of constant improvement.","We invited co-operation with public institutions. The reason for this was to provide our customers with complementary aid and to facilitate processes which overlap between SVO and other public administration units. Therefore we included into our innovation The Polish Social Insurance Institution and Polish self-government administration units from the whole Silesian Voivodeship (uppermost administrative district).","Our first and predominant users and beneficiaries are the Polish citizens who want (and sometimes have) to use our services. The whole project is citizen-centred. We took pains that our clients were not fined with any additional charges or fees in connection with the project. When we mention citizens we mean not only natural persons trying to settle their administrative issues. The notion comprises a foreigners seeking for permission to stay and work in Poland, small entrepreneurs and others.","The aim of the innovation was to enhance customer satisfaction. This goal, we are reasonably convinced, was achieved. The clients are happy about service improvements and added remote tools for contact with SVO. We can measure the level of this client satisfaction growth by a dedicated customer questionnaire and doing some statistics on to what extend the new service opportunities (chat, website, electronic payment) are used. The scope of feedback is gathered on the spot – via direct daily contacts our staff with clients. Our employees collect customers opinions and remarks. The information from these different sources is aggregated, refined and used to make further improvement. We plan to expand all the fields of internet services and to diminish the flow of paper documentation.","We have also encountered many impediments. First was the attitude of our staff. Some civil servants still prefer “old ways” of doing administrative business and prefer our clients to be humble and unassertive. Changing their attitude and awareness was and still is the greatest challenge as the project progresses. Not so predictable was the similar mind-set of some of our customers. Those clients were accustomed to being treated with a sense of superiority by civil servants and when that had changed, they were a bit suspicious. It took some time to convince them that the change is real and permanent. Due to the fact that we projected only small, precise changes which required really modest investment or no money was needed at all, we encountered no serious failures. One may say that the failure was we refrained from not taking into account bigger and more expensive changes but the SVO budget restraints are impassable.","First of all, the change has to stem from, or at least be strongly supported by, the highest management. Only if this condition is fulfilled the whole staff takes the change into the core of their business and treats it seriously. The second condition is to properly assess the organisation's human and material assets and to compare them to the projected task – you have to be reasonably ensure the change has any chance to be implemented successfully.
Once you have started your improvement you should persevere. There have to be some (on the surface) impassable obstacles, unexpected situations and for some time it appears that the change does not change anything. But with time, the impediments are subdued and people start to feel the difference and become more and more engaged.","Due to the nature of the innovation, it hasn't been replicated.","We have learned how complicated it is to implement such a big change in reality, even in such a microcosm as our office. It is not easy to satisfy users’ needs because the clients are so different. You have to be prepared to invent multi-choice solutions as your users expect different things for you and sometimes their wishes contradict each other. What a person perceives as a facilitation for another person presents an obstacle and danger to her or his habits. You must project in advance really separable service processes to satisfy various groups of customers. Moreover, sometimes all the staff thinks that a particular solution is superb and that it will surely be loved by the users. But in reality, people do not appreciate your treasured solution and prefer something completely different. So to listen to your users and follow their advice cannot be a lip-service but something you put into practice and make your daily routine.",,,,,,
7346,"Integrating Firms' Perspectives into Policy Making: A Behavioural Approach",https://oecd-opsi.org/innovations/integrating-firms-perspectives-into-policy-making-a-behavioural-approach/,,"Republic of Turkey, Ministry of Trade",Turkey,central,"a:1:{i:0;s:8:""economic"";}","Integrating Firms' Perspectives into Policy Making: A Behavioural Approach",http://kolaydestek.gov.tr,2018,"Nudge Turkey undertook a project to increase the uptake of government subsidies by SMEs. Analysis showed our subsidies were used by a limited number of big companies, and government could reach the SMEs who need financial support the most. By interacting more closely with the firms, they clarified the pain points for the SMEs. Based on firms' feedback, organisers created a user-friendly website for explaining subsidies, and sent over 30,000 emails that used behavioural messages to nonapplicant firms.","Nudge Turkey, is the first official body in the Turkish public sector that incorporates behavioural insights into the policy design process. We believe that public policy should be human-oriented and evidence-based. Therefore, our project used behavioural principles and conducted a randomised control trial (RCT), which makes it first of its kind in Turkey.
In Turkey, as in many countries, there is no comprehensive exploration phase where we can gather information about the roots of a particular behaviour. Another reflection of this type of policy design is the language of the legislation and the way of communication. Experts talk the language of experts to explain an issue to people who might have no background in that particular area. By focusing on the citizens, we try to understand the causes of specific behaviours, therefore, the experts take into account the citizen perspective and shape the legislation accordingly. Another contribution is the frequent use of experiments to analyse the impact of different policies with small samples where possible. In the Turkish public policy environment, the conventional policy design does not include testing alternative policy proposals.
Our project was funded by the British Embassy in Turkey. The Behavioural Insights Team (BIT) from the UK provided consultancy and EY Turkey managed the implementation. BIT provided technical assistance on how to set up a nudge unit and how to apply behavioural insights to the issue we selected.
The major goal of our first project was to increase the utilisation of the subsidies, particularly by SMEs. Our analysis showed that 86% of the registered exporters who are eligible for at least one type of subsidy did not get support from our ministry. The data reveal even a more significant problem about utilisation of the subsidies. Our subsidies are used by the big companies who are familiar with the processes and have the necessary resources to manage the application process. However, we can not reach to SMEs who need our financial support the most.
Nudge Turkey's project had three main phases namely explore, intervention and analysis. In the first phase, we randomly chose exporters who did not receive any subsidy and made face-to-face interviews. The survey results indicate 77% of the firms did not know how to apply, 43% of them received positive feedback about the subsidies and more importantly, 62% believe that even if they apply they can not receive the subsidy. The main arguments of the last group include reasons such as they can not finish the application process due to complex procedures, they do not have sufficient resources to successfully complete the application process or they can not receive the subsidies due to their political association. It is important to note that these firms have never gone through the process and at least half of them received positive feedback from other firms. Therefore, Nudge Turkey decided to focus on awareness and accessibility. They designed an intervention that increases awareness for the subsidies but also encourages them to apply by addressing their concerns and prejudices.
In the intervention phase, we designed our randomised control trial (RCT). They first identified the target firms and randomly allocated these 30,000 nonapplicant firms to 1 control and 4 treatment groups.
Two separate tools were created for intervention: The e-mail messages and the subsidy website (kolaydestek.gov.tr).
Four different e-mail messages were designed.
1. Standard email – this is a basic email that introduces what the subsidies are and sets out that the recipient is likely to be eligible.
2. Message from a Minister + reciprocity – this message is directly from the Minister and seeks to create a sense of reciprocity between the Minister and the business
3. Honest + salient benefits + preparedness – this message builds on the previous one by also preparing the recipient for their application with five simple steps.
4. Testimonial - this message is directly from a business that has received the subsidies.
In addition to the e-mails, a new website has launched in order to provide information to the SMEs. The main advantage of this website is the way of providing information. There is no reference to the sophisticated legislation. The main takeaways are explained in a few sentences. The application process is shown by infographics with a few steps. The application documents can be directly downloaded from this website. Also, the firms can contact directly the experts for each subsidy.
As of submitting, Nudge Turkey were in the final phase, the analysis. The preliminary results show that applications increased by 33% with the testimonial message compared to the control group (at the 8% significance level)","a:12:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""184"";i:4;s:3:""211"";i:5;s:3:""257"";i:6;s:3:""623"";i:7;s:3:""612"";i:8;s:3:""614"";i:9;s:3:""617"";i:10;s:3:""320"";i:11;s:3:""620"";}","Two main concepts make this project innovative; being human-oriented and evidence-based.
For the first time in Turkish public policy context, an official public body used behavioural insights to shape public policy and conducted an RCT for impact assessment. They improved the way of delivering public service based on the feedback they received from the exporters and created a new website that is designed according to the pain points of the firms. Second, a short video was filmed in which the Minister himself conveys a short statement that targets the cognitive biases of the firms. Finally, four different messages that include behavioural insights was sent to 30,000 firms to increase awareness and motivate them to apply to our subsidies. On the evidence-based policy side, organisers separated the firms into control and treatment groups to analyse the impact of our project and to scale up the successful messages.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The final assessment was done in February 2019. This was due to the fact that the firms needed time to find the appropriate subsidy for their needs and then apply for it. For example, a firm might need to attend an international exhibition. The firm needs to attend the exhibition, then apply to the ministry with the necessary proofs.
However, a preliminary analysis was done in December 2018. This analysis showed that the firms who received testimonial messages have 33% higher applications compared to the control group, who did not receive emails (at the 8% significance level).
Also, Nudge Turkey compared e-mail openings and link clicks data, which indicate different responses to the e-mails. The preliminary results show that the e-mail from the minister has the highest opening rate, which might imply Messenger effect. In terms of the link (to kolaydestek.gov.tr) clicks, the standard e-mail with very brief information has the highest ratio.","The first set of important partners were the firms that provided feedback about the applications process of the subsidies. Both the email messages and the new web site was designed based on their feedback.
Second, the implementing authorities, which can be defined as the local offices of the ministry, were partners. Organisers also got feedback from the experts who interact with the firms. Finally, the BIT consulted our department for the whole project from design to analysis.","The main beneficiary of the project is the SME exporters. Nudge Turkey's messages motivated them to apply for the subsidies, and the new website provided a very user-friendly way of communicating. Since March 2018, more than 120,000 unique users visited our website.
The second beneficiaries are the experts in the ministry. The exporters frequently contact the experts to receive general information about the subsidies. The new website has become a common tool to easily explain the subsidies, thus meaning less time is taken up of the experts explaining general information.","Google analytics show that more than 120,000 single users visited the new web site. When the monthly visit to the new website is compared with the related page on the ministry web site (trade.gov.tr), there is almost 10 times higher traffic. This clearly indicates that the firms are using the new website to get information.
Second, an RCT was conducted to analyse the impact of the email messages. The preliminary results show that applications increased by 33% with the testimonial message compared to the control group (at the 8% significance level).
The initial work also informed the future direction of the project: first, Nudge Turkey will update the communication channels based on the success of the new website, and other subsidies will be added to the website. Second, the most successful email message will be replicated to communicate with the firms.","One of the main challenges was changing the application procedure in April 2018 just after we opened the website and sent the emails. Many firms could not apply to the subsidies due to technical problems, even though Nudge Turkey attempted to create awareness and provide simple information about the subsidies.
The second difficulty was the lack of proper databases to track the applications of the firms in our control and treatment groups. Just to accomplish this, organisers created a totally new online interface (davranissal.ekonomi.gov.tr) so that experts in the implementing authorities can submit information on new applications.","Organisers believe one of the most important conditions is to control the experiment's environment. New procedures, legislation etc, which is beyond your control can seriously disrupt your experiment by putting your analysis at risk.
Another vital issue is the cooperation with the partners. Many things can go wrong, but strong communication with the partners (in this example, the local offices) can help policy-makers to overcome many challenges.
Also backing by the top management is vital. Innovation requires changing many traditional approaches which create resistance. This can be solved through simple and clear messages to the top management which can show the importance and value added of the project","The results had not been shared with other departments and public authorities. Therefore, it was too early to see a replication of the email messages. However, the success of the new website kolaydestek.gov.tr is apparent, and some departments within the ministry were therefore planning to add their subsidies to the newly created website.","Organisers learned that communication with the top management and the partners is vital for overcoming resistance and handling challenges regarding the experiment.
Also, Nudge Turkey put significant effort into gathering reliable data. It is important to plan the data collection process right at the beginning.",,,,,,
7357,"Fast-Track procedure for handling access to EU documents (FOI) complaints",https://oecd-opsi.org/innovations/fast-track-procedure-for-handling-access-to-eu-documents-foi-complaints/,,"European Ombudsman (EO)",Belgium,other,"a:1:{i:0;s:65:""Working to keep the EU administration transparent and accountable"";}","Fast-Track procedure for handling access to EU documents (FOI) complaints",https://www.ombudsman.europa.eu/en/letter/en/89730,2018,"Under the Fast-Track procedure for access to EU documents complaints, the EO aims to take a position within two months on whether the document should be released to the complainant by the EU administration. This represents a substantial Ombudsman reduction in inquiry time, achieved by creating a separate dedicated team to process these complaints quickly. The aim is to increase the chances of complainants getting information while it is still relevant and useful.","When people turn to the European Ombudsman with an access to documents (FOI) complaint, it is because their request for information has been wholly or partially refused by the EU body concerned and they are not satisfied with the outcome.
To reach the point where they can turn to the Ombudsman, the complainant has already gone through a series of legally required steps with the institution, which also include the institution setting out its reasons for its decision. Therefore the European Ombudsman decided that - for access to document complaints - there is no value in taking the normal intermediary step of asking the institution for its views at the start of an investigation, which it already gave to the complainant, a practice which has led to delays in decision-making.
Removing this step allowed the Ombudsman to set up a procedure under which the complainant should have an answer from the Ombudsman within 40 working days of their complaint being received.
Also crucial is quick identification of FOI complaints and the creation of a separate dedicated team to process these complaints (on a separate ‘track’ from other complaints). The template for opening such Fast Track inquiries was pre-agreed with management and so can be issued quickly by the case team.
If the Ombudsman finds the EU institution or body was wrong to refuse access to the document she may recommend that it grant either full or partial access to the documents in question. This means that the complainant has the chance to receive the information they are looking while the information is still relevant and useful.
The main beneficiaries of this innovation are journalists, academics, researchers or anyone for whom the timely access to information from the EU institutions is important.
One of the goals of this innovation was to make EU institutions more responsive to the needs of those looking for access documents and to stop slow decision-making rendering the information irrelevant as it becomes out of date.
The new procedure started in pilot phase in autumn 2017 and was rolled out fully in February 2018. The Fast-Track procedure is now an integral part of the European Ombudsman’s case-handling scene, with three case-handlers working on it and has led to some important successes, including getting information to a complainant in time for them to react to draft legislation.","a:1:{i:0;s:3:""302"";}","The project is innovative as, until it was introduced (in February 2018), the European Ombudsman office treated all complaints in the same manner. Internal analysis showed that there was a way of speeding up the procedure for handling access to document complaints by removing the normal intermediary step of asking the EU institution concerned for its views at the start of an investigation.
This is because by the time the complainant turns to the European Ombudsman, the EU institution will in general have already fully outlined its reasons for its decision to refuse or grant only partial access to the requested document(s).
Under the Fast-Track procedure, the Ombudsman aims to have a decision on the complaint within 40 working days. This is an innovation aimed at making the European Ombudsman office more relevant to academics, journalists and researchers as it increases the likelihood of the sought-for information being released in a timely manner.",,,"The European Ombudsman office kept the main EU institutions informed of the steps, and consulted with them in order to ensure that they knew how and why we were introducing this procedure.
Keeping them informed meant there was more acceptance and understanding as to why were introducing the new procedure. It would have been too abrupt to simply introduce the procedure without any prior explanations.","While anyone filing an access to document complaint to the European Ombudsman can be a beneficiary of the Fast-Track procedure, journalists and academics - for whom timely access to information is integral to their jobs - may benefit in particular.","We have had around 80 inquiries using the Fast-Track procedure since it was introduced (For reference the office opens around 400 inquiries per year). The office is still developing internal methodologies to measure the impact.
We hope that as word spreads about the fast-track procedure and its successes, we will receive more access to documents requests.","The Fast-Track procedure proved to be more popular than the office had hoped so instead of one person working on such access to document cases, we now have three. This posed a challenge as we needed more human resources than had been foreseen but as the benefits of the new system were so clear, it was relatively easy to restructure internally to make this happen.","The conditions for success are that your own organisation is fully aware and committed to the new initiative. It was also useful to inform the main EU institutions - i.e the institutions that receive the bulk of access to documents requests - of the new procedure and what it would entail for them. This ensured that the administration knew what to expect and there was no confusion about why we were implementing this new procedure.
We also set up a dedicated team to handle the Fast-Track procedure.
Other conditions for success include publicising the new policy (in a special briefing, in a press release, on social media) and highlighting the access to document complaints dealt with under the Fast-Track procedure in the Ombudsman’s annual report.","This Fast-Track procedure for access to documents requests might be replicable in other ombudsman offices if there is a way of shortening the steps taken in these inquiries without compromising the right of the public administration concerned to explain why it is not granting full access to the requested documents.","Lessons learned:
- The importance of fully explaining the procedural changes to all affected, including case-handlers; complainants and the public administration. Internally the new process was explained to case-handlers and a dedicated team was set up to take of the inquiries. The main EU institutions were also informed so there was no confusion about why were introducing the procedure. We publicised exactly how to the new procedure work in special briefing for journalists; in a press release and in an infograph Twitter. In our communication we were careful to not oversell the new initiative. In other words, we made it clear that the Ombudsman would aim to take a decision on whether the complainant should get the documents they want; it is then up to the institutions to release the document - in most cases the institutions do follow what the EO proposes. Additionally, it could be that following the inquiry, the EO agrees that the EU institution concerned was justified in not releasing the information.",,,,,,
7409,"Comprehensive consultations on Europe",https://oecd-opsi.org/innovations/comprehensive-consultations-on-europe/,,"Centre for Public Policy PROVIDUS",Latvia,central,"a:1:{i:0;s:12:""public_admin"";}","Comprehensive consultations on Europe",http://providus.lv/en/article/report-on-citizens-consultations-on-europe-in-latvia,2018,"2018 was the year of reflection on the future of Europe. In order to understand the hopes and fears of citizens of Latvia regarding the future of European Union, more than 1500 citizens have been engaged in consultations that took place both in the regions of Latvia and online. Consultations were co-organized by state institutions and civil society organisations using various experimental formats.","SHORT OVERVIEW
Around 837 people took part in 23 events on the future of Europe organised in Latvia during the summer and autumn of 2018. More than half of these events were organised by civil society organisations experimenting with different formats to engage general public in the debate on Europe.
In addition, a large-scale idea crowdsourcing action was organized online in a dedicated online platform Dialogi par Eiropas Nākotni (Dialogues on the Future of Europe) collecting citizens’ ideas on creating more wealth, happiness, security and justice for Europe. Altogether more than 370 ideas were collected, and 721 registered participants (around 1 500 not registered participants) took part in online voting casting their votes 26233 times for the ideas they considered as being the best.
***
EXTENDED OVERVIEW
Citizens’ consultations on Europe in Latvia were organised from summer through to November 2018. Consultations took place in various regions of Latvia, in Riga and online.
About a half of all citizens’ consultations were organized by civil society organisations active either locally or at the national level, and the Ministry of Foreign Affairs provided funding to cover their expenses.
Organizers of citizens’ consultations were free to choose their own formats for arranging the consultations; some of organizers chose a traditional discussion format while others opted for more innovative formats, such as workshops or brainstorms. All event organizers were prompted to choose conversations with the audience over lectures and expert commentaries. Organizers of the events and/or civil society observers wrote a summary about each event, particularly noting the main thematic categories and concerns discussed by participants, as well as the ideas on the future of Europe.
In parallel to regional consultations, the ideas on the future of Europe were collected on the online platform Dialogi par Eiropas Nākotni (Dialogues on the Future of Europe) https://manaeiropa.manabalss.lv. This platform is part of the popular e-petitioning platform ManaBalss. Both the citizens who attended the consultations and everyone else were encouraged to come up with their own ideas and to vote on ideas submitted by others. Ideas collected during the regional consultations were also added to the idea pool on the platform.
Overall, 374 ideas on the future of Europe were collected on the Dialogi par Eiropas Nākotni platform, and 721 participants voted on the ideas collected there casting their votes 26233 times for the ideas they preferred. Citizens of Latvia were asked to vote for ideas separated into randomly chosen pairs within specific thematic groupings (for example, how to make Europe more secure?) This method was chosen in order to enable the idea collection and voting to happen in parallel. This method allows to discern the ideas that are the most and least often supported by participants when these ideas are contrasted with some other suggestion proposed by participants in that thematic grouping.
At the conclusion of the regional consultations and online idea collection, two Latvian civil society organisations – Centre for Public Policy PROVIDUS and Civic Alliance Latvia – wrote a summary report on citizens’ consultations on Europe in Latvia.
The summary report is available on PROVIDUS website here: http://providus.lv/en/article/report-on-citizens-consultations-on-europe-in-latvia","a:4:{i:0;s:3:""181"";i:1;s:3:""616"";i:2;s:3:""619"";i:3;s:3:""302"";}","These consultations were innovative because:
1) Ministry of Foreign Affairs and various civil society organisations cooperated to set up an innovative framework for consultations and to organise consultation events both online and offline.
2) Consultations provided the space for experimentation on different formats for public engagement (brainstorms, debates, conversations, idea crowdsourcing actions, etc).
3) The summary report of the consultations was drafted by civil society organisation, and its main conclusions were presented by the prime minister of Latvia during the European Council meeting in December 2018. The summary report was also part of parliamentary deliberations on Latvia's foreign and European policy in January 2019.","a:1:{i:0;s:16:""generating_ideas"";}","The project is finished, but it is sill relevant in Latvia's deliberations on the future of Europe. Its main conclusions were presented by the Minister of Foreign Affairs of Latvia to the Parliament for their annual deliberations on Latvia's Foreign and European policy. It is expected that the summary conclusions will be important for the Prime Minister of Latvia during informal European Council on the future of Europe in Sibiu (May, 2019)","About a half of all citizens’ consultations were organised by civil society organisations active either locally or at the national level, and the Ministry of Foreign Affairs provided funding to cover their expenses. In parallel to regional consultations, the ideas on the future of Europe were collected on the online platform Dialogi par Eiropas Nākotni. At the conclusion of the regional consultations and online idea collection, two Latvian CSOs (Providus, LPA) wrote the summary report.","About a half of all citizens’ consultations were organised by civil society organisations active either locally or at the national level, and the Ministry of Foreign Affairs provided funding to cover their expenses. In parallel to regional consultations, the ideas on the future of Europe were collected on the online platform Dialogi par Eiropas Nākotni. At the conclusion of the regional consultations and online idea collection, two Latvian CSOs (Providus, LPA) wrote the summary report.","The project is finished, but it is sill relevant in context of Latvia's deliberations on the future of Europe. Even those these consultations were held specifically for the European Council of December 2018, the insight gained during consultations events is still relevant. Main conclusions of summary report were presented by the Minister of Foreign Affairs of Latvia to the Parliament in January, 2019 for their annual deliberations on Latvia's Foreign and European policy. It is expected that the summary conclusions will be important for the Prime Minister of Latvia during informal European Council on the future of Europe in Sibiu (May, 2019)","1) It was not easy to coordinate information exchange between organisers of different events.
2) We would have preferred to have more time to organise the events.
In the future, we would suggest a more closely coordinated consultation process throughout the EU. A common schedule of events would allow us to link up via the internet participants in Latvia with participants in similar consultation processes in other Member States. This would encourage participants to see themselves more clearly as Europeans deliberating together on the future of Europe.","It was important that the state institution - Ministry of Foreign Affairs of Latvia - is not afraid of experimentation and does not try to micromanage the events organised by civil society organisations.","We will try to replicate conversations on the future of Europe in 2019-2020","With the benefit of hindsight, there were several particularly successful elements in Latvia’s
Citizens’ consultations in Europe, notably the following:
1) The innovative digital platform made it possible to involve a large number of people
in idea sourcing as well as put those ideas for voting in order to test their popularity.
2) The most successful events were structured as conversations and brainstorms having
maximum participant engagement and minimal thematic input from the moderator
and/or experts.
3) Inviting local civil society organisations to organize part of consultations and covering
their expenses in organizing such events. It was the local civil society organisations
who proved to be the best in attracting general public to their events, sometimes
linking consultations on the future of Europe with other topics relevant to their
respective municipalities.
4) Finding media partners for idea crowdsourcing on the future of Europe. The public
broadcasters’ website lsm.lv informed a broader public both about the interim
results of the voting and embedded in its platform a widget that allowed its audience
to propose new ideas.",,"a:1:{i:0;s:4:""7452"";}","a:1:{i:0;s:4:""7451"";}",,,
7415,"Open Justice Policy",https://oecd-opsi.org/innovations/open-justice-policy/,,"National Commission for Justice Administration Improvement (CONAMAJ) ","Costa Rica",central,"a:1:{i:0;s:12:""public_order"";}","Open Justice Policy ",https://justiciaabierta.poder-judicial.go.cr/,2018,"The justice system is fundamental for democracy. To ensure citizen confidence, to transparent all its actions and to ensure the legitimacy of judicial decisions, the Judicial Branch joined the worldwide effort to promote open government partnership with the creation of an institutional policy of Open Justice, unique in the region, which promotes judicial management based on transparency, citizen participation and institutional collaboration. It will benefit all users of the Judicial Branch.","The Open Justice Policy comes to solve problems such as the delegitimization of the Judicial Branch, due to acts of corruption, lack of transparency in their actions and lack of accountability. The implementation of the Open Justice policy expands and improves the way in which the population can obtain information about the institutional work, which facilitates the accountability, the public debate and citizen participation. Likewise, meeting spaces and communication channels are created, so that citizens can assume an active role in the design, proposals and policies making processes of the Judicial Branch. Recovering the confidence of citizens and preventing acts of corruption are the main goals of the Open Justice policy.
The Costa Rican Judicial Branch, through the National Commission of the Justice Administration Improvement (CONAMAJ), is the first to implement an Open Justice policy in the world. This policy aims to transparent the management of the Judiciary for the fulfillment of access to information through opening data processes, and also seeks to guarantee the participation of civil society in the design, execution, evaluation of processes, policies and services, and promotes spaces and co-creation mechanisms, alliances and networks for collaborative work. It aims for a quality public service that responds to the needs of citizens.
In order to ensure that this innovation is sustained over time, a strategic action plan was drawn up with specific objectives, goals and indicators, through which the policy will be monitored for the next 5 years. In addition, this strategic action plan was included in the strategic plan of the Judicial Branch itself and the Open Justice topic was placed as one of the institutional strategic axes.
The judiciary has been immersed in a process of paradigm change that seeks to open up and seeks to put as the center of its work the institution users and civil society, taking into account the contributions that society can generate for the improvement of the work performed in the different areas of the institution, benefiting all users of the services that the Judicial system offers.","a:5:{i:0;s:3:""619"";i:1;s:3:""611"";i:2;s:3:""302"";i:3;s:3:""621"";i:4;s:3:""190"";}","The Costa Rican Judicial Branch responds positively to the call of the Open Government Partnership and incorporates policies and strategic action plans aimed at producing greater satisfaction in the Costa Rican society by offering breadth, dialogue and the creation of public value in all the services that offers. All this through the implementation of the first institutional Open Justice Policy at national and regional level, which was co-created with civil society and citizens.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","The policy is already approved. We are now in the stage of identifying new opportunities, generating ideas, developing proposals and implementaing them. Also discovering new ways for the implementation.","The Open Justice Policy was co-created with the collaboration of international and national experts, as well as the partnership with civil society, organizations and universities. This includes strategies that lead to optimal responses in more competitive, dynamic and complex social, economic and technological environments. Likewise, the participation of civil society was not limited to the co-creation of the policy, since spaces were guaranteed for working groups for collaborative processes.","The promotion of a more transparent management, greater access to public information, a more understandable language, modernize processes, and consolidate accountability, will benefit every Judicial Branch user and the society itself.
In addition, work has been done on identifying the Judicial Branch open data users, to promote the use of public information interest in order to transparent judicial management through technological mechanisms.","The implementation of the Open Justice policy began in January 2019; therefore there are still no tangible results.
However, it has begun with a process of awareness and training to all judicial officers about the Open Justice Policy and its benefits. In addition, a working group conformed by civil society is supervising the institutional processes and the implementation of the policy.
Citizen participation initiatives have been carried out and a Transparency Commission has been created that has developed norms and actions for the promotion of judicial management based on ethical values.
It is expected that with the implementation of the policy and its strategic action plan, there will be an open data portal with institutional information, and spaces for citizen participation will be strengthened; there will be open courts and open public defense offices, among other initiatives that conforms the strategic action plan for the next 5 years.","One of the challenges of the policy construction process was the cultural change in the Judicial Branch officers, to democratize the decision-making spaces by opening channels for listening and dialogue.
Questioning the technocratic and legalistic vision that has prevailed for decades, by recognizing and validating the citizen’s contributions, who offer many ideas and proposals to improve the institution management.
The lack of participatory culture of the Costa Rican society, and the lack of civic education, was also challenges that we had to face.","The Open Justice Policy has budgetary and human resources strengthened.
The Council of Magistrates, which is the decision-making body, approved the Policy, and adjusted institutional rules to the requirements of the Policy as the obligation to incorporate specific actions and open justice activities, such as citizen participation in every office in the Judicial Branch.
The institutional policy has a strong politic support, being a priority in the decision –making body of the Judicial Branch.","The initiative has not been replicated yet, because it is the first Open Justice Policy in the world. But it could be replicated in other judicial Branches in the region, adapted to the idiosyncrasies, conditions and characteristics of each country.
It is possible to replicate spaces for citizen participation and open data strategies, transparency and accountability.
Costa Rica's experience in the co-creation and implementation of this policy can serve as an example of co-created public policy for the entire national and international public sector.","One of the lessons learned is the processes building from the public value perspective. This innovative perspective requires the institution to rethink itself in terms of the citizen needs and to question whether its actions contribute value, not to itself as it was usually prioritized, but to the society.
Creating this policy in conjunction with civil society, from design to implementation, has been a positive way of knowing the real needs and demands of society, which can often be different from what the institution itself believed. In this way, it responds effectively, efficiently and maximizing the resources available, executing actions that respond to a real need.
Bringing the institution closer to the communities, forced judicial officers to relearn even the way they talk and communicate, it was learned that true access to justice entails the use of popular language, and that there are different needs in different areas and communities of the country, therefore we must know the users and their social and cultural contexts.",,,,,,
7460,"Making EU law-making more accessible to the public",https://oecd-opsi.org/innovations/making-eu-law-making-more-accessible-to-the-public/,,"European Ombudsman (EO)",Belgium,other,"a:1:{i:0;s:65:""Ensuring a transparent, ethical and accountable EU administration"";}","Making EU law-making more accessible to the public",https://www.ombudsman.europa.eu/en/special-report/en/94921,2019,"It is currently difficult for the public to follow how EU laws are made. This is because the Council - where Member States are represented - remains relatively inaccessible. Documents are difficult to get hold of and Member States’ positions on a given law are not public. The EO opened an own-initiative inquiry into Council legislative transparency and has called for a series of transparency steps to be taken.","There are two co-legislators in the EU - the European Parliament and the Council of the EU. While it is easy to follow how a draft law progresses through the various committees in Parliament until the final vote in plenary, the same cannot be said of the Council, where Member States are represented.
Once a draft law is proposed by the European Commission, it essentially disappears from public view as it makes its way through various Council working groups before being agreed at the political level.
The lack of transparency means that citizens do not know what their government’s position is on a given draft law. The EO’s inquiry and subsequent proposals for change are meant to shed light on the legislative process so citizens can better hold their governments to account.
Among the Ombudsman’s recommendations are that the Council systematically record Member State positions both in its preparatory meetings and in COREPER (ambassador) meetings; and that it draw up clear criteria for the classification of Council documents as the current practice severely limits their timely accessibility.
The Ombudsman also proposed that the Council set up a dedicated webpage for each legislative proposal and that it make its public register of documents more user-friendly.
Recording Member States’ positions on a draft law will also help bring the ‘blame Brussels’ culture to an end as it will be clear how governments shaped a given law or policy. The general public will be the main beneficiary of a more transparent legislative process, while EU democracy as a whole will be strengthened.
The ultimate aim is to change the culture in the Council so that Member States accept that increased public oversight on how EU laws evolve is good for the political and democratic esprit of the European Union.","a:1:{i:0;s:3:""302"";}","In EU Member States it is normal for citizens to know their government’s position on draft laws. At the EU level, Member States tend to approach law-making in international diplomacy mode. In other words, deals and compromises are made behind closed doors with the expectation that details on national positions remain undisclosed to the public. The EO’s innovation is to challenge this way of thinking and make it possible for citizens to closely follow the evolution of a draft piece of legislation to its final shape.","a:1:{i:0;s:14:""implementation"";}","The EO's inquiry in the legislative transparency of the Council of the EU began in 2017. and was closed in 2018. However, the case status can be considered to be ongoing as the process of cultural change that the Ombudsman is asking for takes time to occur. Since closing the inquiry, the Ombudsman has received the overwhelming support of the European Parliament for her transparency proposals in this area. The EO will continue to monitor how the Council implements her proposals.","The EO held a public consultation on how to improve legislative transparency in the Council and took the responses on board when drawing up proposals to improve accountability. The use of public consultations by an Ombudsman can help illustrate the strength of public interest in an issue and therefore increase the pressure for change.","While certain stakeholders who rely on knowing the status of draft laws - such as journalists and civil society organisations - are likely to be directly affected by increased transparency in this area, the benefits will also be felt by EU citizens as a whole as the law-making process will become more familiar and easier to understand.","The EO sent a Special Report to the European Parliament, asking for its support for her measures. Her three Recommendations and six proposals to make it easier for citizens to follow law-making in the Council were strongly endorsed in plenary in January 2019. This sent an important political signal ahead of the European Parliament elections in 2019. As of the time of writing, the Council has not yet formally replied to the EO’s proposals.","One factor that had to be taken into account was that transparency means different things to different Member States. What is seen as a normal level of law-making transparency in one country may be seen by another as too little or too much. In addition, Member States have been shaping EU laws in this manner for several decades so instilling change agreed by all takes time.
The EO anticipated these issues by making proposals that would be of real benefit to the public while still being feasible for Member States. For example, governments would still have space to negotiate on laws even after the implementation of all of the EO’s suggestions. The EO also anticipated that the Council would ask for longer than the given time (3 months) to come back with a response to her proposals, and noted in the original proposal that no extension of deadline would be granted. When Council did ask for a deadline, the EO decided to turn directly to the European Parliament for support.","One of the first and most important steps was to build a strong accurate case for opening the inquiry. This entailed looking into how exactly a draft law makes its way through the Council, and detailing how decisions are made and recorded. This meant that not only the Ombudsman’s team but, as importantly, the public could see where the problems were and where potential changes needed to be made.
Other conditions for success were the public consultation (to which the EO received several valuable replies and which lends a certain public pressure for change) and the regular press work to highlight the different steps of the inquiry, why we were doing them and what we hoped to achieve.","There is no reason why the pillars of this investigation
- thorough preliminary research
- listening to stakeholders
- holding a public consultation
- eliciting the support of the local parliament or assembly
- maintaining media interest through interviews and press releases and via social media
cannot be replicated in a similar inquiry by ombudsman offices elsewhere if there is a need to open up opaque decision-making processes.","The lessons taken from this inquiry are similar to those arising from other inquiries, namely that it takes time to change culture in a public administration and that sometimes success comes only incrementally.
As with other major inquiries of this nature, EO case-handlers took time to explain what the EO wanted from the inquiry and why; and also took time to listen to explanations as to why things were done in a certain way. Even if the EO ultimately found that certain processes had to be changed, the exchange of views helped to foster a constructive atmosphere.",,,,,,
7474,Pirika,https://oecd-opsi.org/innovations/7474/,,"Ministry of the Environment",Japan,regional,"a:1:{i:0;s:13:""environmental"";}",Pirika,http://en.corp.pirika.org/,2011,"We aim to solve environmental problems with the power of science and technology, and have focused our efforts
on solving the global litter problem. We offer Pirika, an anti-litter smartphone app, and Takanome, an AI-based
program that maps and measures litter using visual recognition technology.","Pirika, Inc. is working on solving the global litter problem by developing a system that measures the global distribution of litter and using the data collected from that system to develop effective solutions. Many people understand that litter is a global issue, and great efforts have been made over the years to clean up neighborhoods through legislation, labor/volunteerism and litter education. These efforts include zoning laws and other anti-litter laws, regulations and ordinances, mass clean-up efforts, as well as education and other awareness-raising efforts through public campaigns and other publicity.
However, we remain unable to accurately assess how bad the current litter problem is or measure the impact of anti-litter efforts due to the absence of well-developed measurement methods or standards. For example, people are generally unable to tell whether any particular public campaign to improve smoking manners or establishment of a new smoking-designated area reduced cigarette butt litter. These anti-litter efforts, without the implementation of some standardized method to measure their impact, may have no meaningful impact on the global litter problem.
Our services, principally Pirika and Takanome, can be differentiated from other anti-litter services in their use of technology to measure such impact. In particular, Takanome has made it possible to conduct cost-effective litter research and analysis with consistency over a wide area. Numerous governments in Japan have begun to assess their local litter problems and measure the impact of their anti-litter efforts using our Takanome-based research services. Pirika is a widely used smartphone app that has over 40,000 individual users and over 300 corporate, government and other organizational users, across 77 countries. Pirika allows its users to upload and share with other users pictures of litter that they pick up, and maps the litter data based on those uploads. We also provide free data visualization services for clean-up efforts of companies and other organizations.
Over 30 million pieces of litter have been picked up through Pirika. Takanome is an AI-based program that maps and measures litter using visual recognition technology. Takanome-based research has been used in numerous projects to identify anti-litter solutions, by providing, among others, analyses of placement of designated smoking areas and public trash bins and effectiveness of anti-litter patrol and education. We aim to contribute to designing litterless cities by evaluating anti-litter efforts with our cutting-edge research and providing other consulting services. Pirika, our smartphone application, has been used by more than 300,000 individuals across 77 countries. More than 60 million litter pieces have been picked up through Pirika.",,"A variety of methods have been tried around the world to address the litter problem, including community service, environmental education, patrolling and legal restrictions. Even backed with significant financial resources and personnel, these methods have not been proven to be effective because there are currently no universal standards to accurately measure the severity of litter. With no way to accurately measure the impact of any anti-litter effort, such an effort could end up being simply self-satisfying for the group making that effort, with no meaningful impact.
We believe we are different from other existing organizations that tackle the problem of litter, whether governments or private enterprises, in that we place value and have focused our efforts on developing a method to measure litter in order to solve the problem. We have also succeeded in growing a sustainable anti-litter business with growing revenue and profit, despite being a player in a market that has traditionally not been seen as a market where money can be made.","a:1:{i:0;s:20:""identifying_problems"";}","Our organization have been giving a lot of efforts on running applications/social network software for those who collects litters and find solution to littering caused by human. However, we realized that there is no such method to measure how our services effect to make our environment clean. At first, we thought this conflict is only afflicting our organization,but turns out to be common conflict for municipalities,which tries to improve cleanliness of environment.
We started by manually measuring picking up litter by people, however, we faced a conflict that always varies based on how carefully those human researcher look for litters. In such a situation, our expert of image analysis came up to with a great idea to count litter which are detected in image or videos.
Fundraising was very difficult, but we were able to fulfill investment costs by using crowd fundraising services and the investigation business which we provided before we develop them.
At first, not many municipalities implemented our system, and sales did not increase at all. As we promote our system to the House of Representatives, who has right to designate municipalities for their litter problem, municipalities implemented our system spontaneously in order to prevent designation.
We are continuously performing R&D to find effective method to prevent littering by analysing data.","We received financial and human support from the group called SVP Tokyo. It was very important for key members to be able to concentrate on sales and development as staff with diverse backgrounds like lawyers, certified public accountants, consultants, engineers supported them.","The most important stakeholders for Pirika are local governments. In Japan, to provide a service to a local government, it is always a key issue if the service has been used by another local government. Thus, providing a new service to a local government is extremely challenging. In addition, local government employees are highly risk-averse, since they are not rewarded for taking risks; instead, they are only punished harshly if any risk they take materializes. It was then expected that Pirika would initially face a challenging time finding local governments to try our research business. Our strategy in light of this situation was to focus on developing a relationship with the national Ministry of the Environment, because we knew that junior members of the Ministry are seconded to local governments from time to time. If we could develop strong relationships with those junior bureaucrats, they could provide us with a way inside local governments when they were seconded.","Pirika, our anti-litter smartphone app, has over 500,000 users and over 300 corporate, government and other organizational users, across 77 countries. Over 68 million pieces of litter have been picked up through Pirika. Since launching Takanome, our AI-based program, in May 2016, over five local governments, including Kanagawa City, have retained us for our Takanome service, and in March 2016, we commenced an experimental research project in New York City using Takanome. As our research results have become increasingly available among local governments and our services have gained recognition through the media, we have created healthy competition among local governments to keep their local communities clean and improved the measurement of and introduced solutions to the litter problem.","When we decided to do littering survey as a business, we knew that it would be possible to develop a littering image recognition system by spending money and time. However, it was difficult to borrow or receive an investment out of concern of not knowing whether our program would become popular. For that reason, we began with preparing paper materials to explain to the local government and succeeded in taking two orders thanks to our approach.
As a result, we had strong demands on our capacity to delivery on time for the first investigation report, so we employed part-time employees in large quantities and, everything by visual inspection, we had no choice but to deliver the types of litter and numbers as data. As a result,this pushed us further and it brought about the system development by letting AI learn a result judging from viewing then.","We think luck and the environment to be important, but think that it is important to maximize quality and quantity of the work that we can control in ourselves because they are the factors that they cannot control. I commit around 100 hours a week in an aim for the establishment of the business, but it is important to keep up nutrition, sleep, moderate exercise.","In order to make an innovation, we need to obtain sufficient human resources and functioning systems. Governments still rely on systems that that are not suitable for making innovation. At the same time, typical gov. representatives are those who are not willing to take risks. Speaking in terms of the Japan, the systems are changing, however, people are not adapting to its environmental change.","At first, we were unsure how to judge our success: if we succeed, there was risk to prove that the social network software or application was not effective because it would be perceived as not needed. Nevertheless, we strongly believe that this development is necessary to make the world clean. Later on, we have realized municipalities also have a strong belief in having such a system.
For our lessons, the possibility to make the news that our world needs this kind of innovation was very difficult. A key of succeeding is that it is never predictable and we never know until we try. If this world is giving us difficulty in succeeding, then we should rise to the challenge, for it is something that is really valuable and worth trying. We should not dedicate our lives an business that will not motivate us.",,,,,,
7480,"Global Innovation Policy Accelerator",https://oecd-opsi.org/innovations/global-innovation-policy-accelerator/,,"Innovate UK","United Kingdom",central,"a:1:{i:0;s:7:""science"";}","Global Innovation Policy Accelerator",http://www.nesta.org.uk/project/global-innovation-policy-accelerator,2016,"The Global Innovation Policy Accelerator is a UK government-funded development programme building a worldwide network of collaborative senior innovation policy ‘entrepreneurs’, introducing the latest thinking through practical projects, and using international collaboration to accelerate system-wide change. It is delivered by a ‘best of UK system’ consortium of UK organisation in 14 countries.","The Global Innovation Policy Accelerator is a collaborative international executive development programme for senior innovation policymakers from ‘emerging powers’ countries around the world - developed and delivered with the UK. The Policy Accelerator is funded by the 14 national governments taking part, and the UK’s ‘Newton Fund’, a GBP£750m fund for developing science and innovation collaborations between the UK and ‘emerging powers’ being delivered through InnovateUK.
The Policy Accelerator offers a new vision for international government to government collaboration on one of the most important areas for growth and development: innovation policy. It is a challenge-focused initiative driven by the UK’s innovation agency, Innovate UK, and offers an innovative approach by combining a key area of UK expertise: the development of effective innovation policy, with capability and network building across multiple countries and regions of the world. In doing so it aims to build self-sustaining networks and centres of expertise which strengthen the UK’s connections to innovation systems around the globe.
The Policy Accelerator’s main programme is a nine-month intensive practice-focused experience, which brings together teams of 5-6 senior policy ‘leaders’ to focus on a single challenge of their choosing, and then matches their needs to cutting-edge capability from a range of expert UK partners from the public, university and third sectors. The programme is delivered by a consortium of leading UK expert organisations including Nesta, the UK’s innovation foundation, and the universities of Manchester and Oxford.
The Policy Accelerator was designed to tackle four main challenges, common to the emerging national innovation policy systems it targets:
- There are problems in sharing best practice, particularly in innovation policy design and delivery across national systems and between nations, who see each other more as being in competition rather than facing shared challenges tackled more easily in collaboration.
- There is a lack of coordination between actors of a single national innovation system, which results in inefficiencies in the design and implementation of innovation policy at the national level.
- Senior policymakers lack access to support in designing and implementing cutting-edge practice in innovation policy, and they do not have enough time to look for support through traditional training programmes.
- Senior policymakers from emerging powers countries regularly go on international visits, but knowledge and learning is rarely embedded in their ministry, agency or system.
The resulting programme structure sees two strands run in parallel: a Leaders Programme and a Programme Managers Programme. The Leaders Programme brings together small teams of senior policymakers from different agencies within an innovation system to work on a collaborative innovation policy project. It has three main objectives:
- Building a network: through working closely across a national system and with UK experts, participants build a strong and supportive network of capability to be drawn on in the future.
- Providing support to prototype and pilot a new innovation programme or policy: as if they were a startup’s set of founders developing a new organisation through an Accelerator programme, participants get structured support to embed new ideas and ways of developing effective innovation policies as a core part of their participation.
- Learning about the UK system, its expertise and how it can be tapped into: participants get tailored support from UK experts with direct relevance to the challenges and projects they are tackling on behalf of their governments.
The Programme Managers Programme is a lower-intensity programme designed to help embed the learning and activities of the Leaders Programme teams into the wider participating organisations. It provides support to more junior innovation policymakers, through tailored training, workshops or materials, and is entirely guided by the challenge chosen by the Leaders teams. The Global Innovation Policy Accelerator was successfully piloted with the four countries of the Pacific Alliance (Chile, Colombia, Mexico and Peru) in 2016-17, and hass been expanded in 2018- 19 to five South East Asian countries and to India, and to Brazil, South Africa, Egypt and Turkey in 2019-20.","a:3:{i:0;s:3:""615"";i:1;s:3:""190"";i:2;s:3:""211"";}","The Global Innovation Policy Accelerator is an unique attempt at jump-starting three types of collaborations to accelerate the development of an effective public innovation system. It aims to strengthen collaboration:
- Between the ministries and agencies within a national system
- Across a grouping of countries (for example the Pacific Alliance grouping of Western Latin American countries) and
- Between those groups of countries with the United Kingdom.
The Policy Accelerator is the first structured development programme designed to develop government innovation system capacity through the creation of a robust network of expertise sharing - particularly between a developed economy (the UK is consistently in the top 4 countries on the established ‘Global Innovation Index) and a range of emerging powers economies.
It is the first initiative directed at innovation system capacity building which focuses both on prototyping innovation policy projects based on cutting edge practice in the field, and on sharing lessons with other countries in the process. The unique selling points of the Global Innovation Policy Accelerator include:
- Bringing together the very best of what the UK system has to offer, through a delivery partnership comprising charities, leading UK universities, and private sector consulting expertise
- A distinctive action-focused design approach, helping policymakers identify pressing national challenges and immediately apply new knowledge, methods, experience and networks to address them.
- The integration of an intensive programme for Leaders in the UK with an in-country, lower-seniority programme for Programme Managers to maximise reach across system and help Leaders embed capabilities in implementation teams.
- Building peer networks and collaborative problem-solving capabilities within and between national and regional systems that will persist far beyond the programme duration.
- Developing and testing a proven model process and a set of high quality resources and workshops which has the potential to be replicated at scale, beyond the initial scope of the Newton Fund.","a:1:{i:0;s:14:""implementation"";}","The lessons from this pilot run are being embedded in a revised Programme to be rolled out to 11 more countries in 2017-19. The team’s projects are evaluated according to their own system criteria, but also by the degree to which they foster new connections and networks between institutions within a country and internationally. This multi-layer collaborative approach can then be taken up and deployed much more widely within the institutions and agencies who have taken part in each country. For sponsoring UK innovation agency InnovateUK, GIPA acts as a ‘capstone’ programme: helping to link senior policymakers’ actions and planning to the benefits of the many international collaborative research projects being funded through the UK’s Newton Fund.","GIPA is by nature collaborative, promoting cross-system partnerships between participating countries. Working closely across a national system and with UK experts, the participants build a strong and supportive network of capability to unlock new opportunities to work together through the Newton Fund. The different GIPA stakeholders each brought separate skills for the overall impact:
- The UK partners from foundations, universities and consultancies brought technical expertise and evidence of what works in innovation policy.
- For each participating country GIPA engaged a local partner to help navigate the specificities of the national innovation system
- The UK government’s Science and Innovation Network officials brought diplomatic savvy and understanding of their national innovation system.
- Each policymaker team comprised 3-4 different innovation institutions, and through GIPA engaged a range of businesses and other stakeholders across the innovation system.","UK innovation agency InnovateUK’s vision for GIPA was to reach out to a stakeholder group previously missing from the international research collaborations of the Newton Fund: very senior policymakers setting the framework for innovation collaborations. So GIPA’s mandate from commissioning has been to include a previously-excluded group from such kinds of development programmes. The structure of the Programme engages stakeholders from across national innovation systems, connects them with counterparts in other ‘emerging economy’ countries, and with UK policymakers. Each team project developed through GIPA engages directly with innovation policy ‘users’ and beneficiaries: these would include entrepreneurs and business in each country GIPA operates with, and, because of the overseas development aid focus of the sponsoring Newton Fund, each project also seeks to directly benefit the underprivileged in society, and tackle pressing national challenges for the benefit of all citizens.","GIPA was successfully piloted in 2016-17 in the four countries of the Pacific Alliance: Chile, Colombia, Mexico and Peru. To give a Leaders project example, the Chilean team chose to design and run a pilot programme of creative and innovative learning for technical colleges across the country. Post-programme, the team continues collaboratively working on their project, having secured follow-on funding from their organisations. Skills developed through GIPA include:
- Better identification of new challenges and scoping collaborative projects to tackle them
- Adoption of design for policy approaches and the adaption of models or practices from the UK and elsewhere to national context and priorities.
To-date, the other primary benefits stem from the networks that were built through the Programme. Examples include:
- GIPA participants (from Chile, Mexico and Peru) designing and running a session at the prestigious South by Southwest conference, independently from the Programme
- A 2017 Chilean conference bring together Pacific Alliance country innovation agency directors with Policy Accelerator delivery experts - not a topic which was on their diplomatic agenda before the Policy Accelerator
- New streams of funding from the IDB to support collaboration for innovation across the Pacific Alliance
- supporting the new agenda on innovation policy collaboration fostered by the Policy Accelerator
The expected longer term impact:
- A sustainable international network of innovation policymakers across the 15 countries involved
- built from a core of alumni from GIPA - A stronger understanding of what works in international collaboration on innovation policy
- A set of successful new innovation policies and programme developed teams who participated in the Programme.
- An important tool in the UK government’s agenda to be seen as a global hub for knowledge and expertise on innovation policy and its development","Given the experimental nature of the Policy Accelerator, we encountered some challenges during the pilot run. As we roll the programme out to other countries and regions, we are responding to these in the following ways:
- Managing personal and inter-agency dynamics within teams was more challenging than expected
- we are designing a more structured, tailored programme of team coaching support that will run throughout the programme
- Some teams had difficulty defining a clear project
- we will frontload and boost the support provided by project mentors
- Some teams found it hard to communicate what they were doing to senior national stakeholders
- we will offer more ‘pitch coaching’ and help teams create a communications strategy for their projects early on
- We did not share enough information with participants about the design choices that underpinned the Accelerator
- we have built a ‘blueprint’ to help participants navigate the programme and know when they have to do what.","We see three conditions in the success of a programme like GIPA:
- Firstly, building trust between the participants. This can be achieved by convening groups of similarly senior policymakers in a safe space, away from their daytoday activities to specifically talk about challenges they share.
- Secondly, the participants’ openness and willingness to collaborate. Participants from different countries bring different perspectives, but the programme wouldn’t work if participants were not interested in the benefits of collaboration. Participant selection is therefore critical.
- Finally, the ability to balance the focus between team projects and the process of collaboration itself. We expect national projects to generate change in the long term, but nine months is not long enough to demonstrate major change at a national level. The processes behind projects (team dynamics, motivations to open up to and scale collaboration, adopting new points of view, etc.) are more important.","The Global Innovation Policy Accelerator has been specifically designed to be scalable in two ways:
- Firstly it was designed to provide a consistent by flexible generic structure informed by its learning objectives: to be collaborative, action-oriented and challenge led. The main elements of a collaborative small senior team and the structured programme of support is held constant at any programme scale and for any number of countries.
- Secondly, an ‘end-to-end’ coherent process tailoring the Programme was conceived from the beginning: starting with a research phase which maps institutions and key policy challenges for each nation, the provision of control of topic and content choice according to the needs of the national team, and a close partnership between UK expertise and local partner assets. The emerging network of participant ‘alumni’ provide a constantly growing set of expertise to draw on for future iterations.","We have 3 main lessons to share from running the Policy Accelerator pilot:
- Only a ‘safe space’, removing participants from their day-to-day environments and work pressures, can give them the chance to reflect deeply on challenges they face, and share lessons with each other about what works and what does not.
- In introducing design tools to participants, (prototyping, user personas, etc.) practice what you preach: make sure programme tools are tested and tailored for the different situations that different national and international context require.
- Collaboration at different levels, within organisations but also across countries is crucial. Participants have underlined how much they valued the opportunity to meet with their counterparts in different countries, after realising they were sharing many challenges.","Feedback from senior innovation policymakers from the Pacific Alliance countries run of GIPA: “This programme is different because it was able to gather different stakeholders from across Mexico and Latin America to discuss in a quick and focused way what can be improved and main challenges faced”
– Mexican innovation agency director “It is very new to have all of us together in one room, working and sharing experience, information, data, strategies. It is very important because it is something we are not used to, that culture of collaboration with others”
– Chilean innovation official “I think it’s a great advantage to be working with other countries. Personally, I didn’t realise how important it was. I had no idea that they were encountering the same problems that we were. It could be great to see how to continue, even after the Accelerator, to see how we can benefit from each other’s experiences and good practices”",,,,,
7483,"The Madrid Territorial Rebalancing Fund",https://oecd-opsi.org/innovations/the-madrid-territorial-rebalancing-fund/,,"Ayuntamiento de Madrid/ Municipality of Madrid",Spain,local,"a:1:{i:0;s:8:""economic"";}","The Madrid Territorial Rebalancing Fund",,2016,"Madrid's Territorial Rebalancing Fund (TRF) is a new policy instrument created to tackle urban vulnerability and segregation based on a sound scientific methodology, able to dynamically map social vulnerability in detail. It redistributes resources aimed at implementing feasible projects defined in the context of participative processes managed by the district councils.","Madrid has historically been characterized by a high level of territorial imbalance from the point of view of social cohesion. The reason for this is that from the 1960s onwards, social vulnerability has become concentrated in certain districts. According to academic studies (Leal y Sorando, 2015; Musterd, 2016), due to a consolidated dynamic of lack of policy attention, Madrid has become the most segregated European capital.
In 2015, the Municipality of Madrid set the achievement of social cohesion as a policy priority in its agenda, building on an approach of territorial solidarity. To realise this, a new urban policy instrument was created: the Territorial Rebalancing Fund (TRF), based on a solid scientific methodology (AHP, Analytic Hierarchy Process) that is able to map social vulnerability in detail, taking into account the complex and changing nature of this concept. The TRF pursues 3 main objectives:
1. To advance in the social cohesion and territorial balance by introducing and consolidating the principles of co-responsibility and inter-territorial solidarity in the policy approach of the city of Madrid.
2. To address the needs of the most vulnerable neighbourhoods, assuming an integrated approach (social, environmental and economic) implemented through viable projects.
3. To foster the participation of the local community through an inclusive strategy that aims to integrate the voice of the most vulnerable social groups in the process.
The TRF is acting on three different levels:
1. Mapping and understanding the concentration of vulnerability in the different districts based on a sound diagnosis, specifically designed to take into account the multidimensional nature of social vulnerability, and able to be used as an evaluation tool as well.
2. Acting with an area-based approach on the basis of the results in the most disadvantaged districts, but also addressing social vulnerability on the neighbourhood scale when it is present in the richest districts. The TRF concentrates financial, technical, and governmental resources, creating a multidimensional leverage effect aimed at reversing the negative dynamic described before.
3. Acting with a people-based approach, prioritizing the needs identified by the local community in the context of participative processes in which the gender factor is present.
The TRF interventions are classified in 4 groups, in which the number of interventions and the annual budget are noted.
1. Social, cultural, and educational interventions: 2016: 1,903,345 €: 19 interventions. 2017: 8,289,565 €: 66 interventions.
2. Public Housing, in which the main partner is the sectorial agent EMVS (autonomous municipal housing development company) 2016: 4.045.000 €, 8 interventions. 2017: 8.310.010 €, 14 interventions.
3. Employment, training and insertion in the labour market, in which the main partner is the sectorial agent ApE (municipal employment agency) 2016: 11,226,059 €: 12 interventions. 2017: 15,167,312 €: 36 interventions
4. Urban Development, public spaces and urban facilities: 2016: 4,764,805 €: 13 interventions. 2017: 42,252,766 €: 95 interventions.
The TRF is achieving concrete results in the neighbourhoods in which it is acting through an integrated urban regeneration approach that encompasses economic, social and environmental action, framed in the context of participative processes where the specific measures are discussed and agreed on by all the relevant stakeholders and the local community. This results in effective and feasible projects that are reducing social vulnerability by adopting a placebased and people-based approach with a gender perspective. These projects are developing local capacity and making neighbourhoods resilient to social vulnerability. The TRF is also providing the Municipality with an important knowledge base on how local governance (multi-level and interdepartmental) might be improved, particularly in the context of the current decentralization process. Some of its elements are being integrated in other local policies and the whole instrument is being transferred both nationally and internationally. Within Spain, it has been transferred to be replicated in the city of Oviedo (the capital city of the autonomous region of Asturias, with 220,000 inhabitants) and in the Spanish Municipalities and Provinces Federation (FEMP), an association that assembles 7.324 Spanish municipalities, as well as provincial and island councils. Internationally, it has been transferred to Buenos Aires, the capital of Argentina. Moreover, the TRF is coherent and is contributing notably to the implementation of Spain’s 2016 New Urban Agenda and Pact of Amsterdam (Urban Agenda for the EU) commitments.",,"The Madrid TRF has introduced innovation to the traditional approach adopted by the Municipality in the past towards urban vulnerability and segregation. This innovation encompasses different aspects:
• Since the 1960s, social vulnerability has traditionally been concentrated in some city districts . This trend had been repeated and consolidated in the following decades until 2015. In that year, the new local government decided to fight against social vulnerability and its spatial concentration as a policy priority, adopting a mixed place-based and people-based approach.
• In order to undertake the aforementioned objective, the Municipality sought academic support. A team of scientists from Carlos III University of Madrid developed an innovative methodology able to take into account the changing and multi-dimensional factors that result in urban vulnerability and spatial segregation. The so-called Analytic Hierarchy Process (AHP) is a multivariable analysis methodology that assigns a vulnerability indicator to each of the neighbourhoods and districts in the city. The level of neighbourhood disaggregation allows urban vulnerability to be mapped in detail. As a result, this methodology identifies the large areas of concentration of vulnerability in the most deprived districts, as well as smaller areas located in richer districts.
• The economic resources of the TRF are distributed based on the specific needs of each district, and managed directly by the district councils. This is another relevant innovation. In the last decades Madrid has been a very centralized city, where the districts (the institutional bodies closest to the citizens) did not have capacity to act regarding this and many other matters. The TRF is advancing in the decentralization strategy that the Municipality has been undertaking since 2015.
• The district councils also manage the participative processes of the TRF methodology, aimed at selecting the measures to be undertaken in each district. In these processes, all the relevant local stakeholders are involved, including the citizens and their associations. In this regard, the TRF methodology is also introducing innovation in decision-making, as previously Madrid did not have experience in sustained participative processes.
• As a result of all this, the TRF is creating a new way of building up social capability and reinforcing local resilience.","a:1:{i:0;s:14:""implementation"";}","The city of Madrid has traditionally been characterized by significant territorial social unbalance. This tendency began in the 60s, was clearly identified in the 80s, and has persisted up until the present day, consolidating a pattern of spatial organization that concentrates social vulnerability in some districts, making Madrid the most segregated european capital.
The TRF as a tool to identify social vulnerability is the result of years of scientific research that have resulted in the development of the AHP multicriteria methodology. The AHP provides a neighbourhood vulnerability index based on 12 objective indicators, structured in 5 groups with a relative weight: population (14,2%), socio-economic status (24,7%), economic activity (33,3%), urban development (17,6%), and social care needs (7,5%).
Apart from budget allocation, these indicators are also used to evaluate the results of the process. As a result, the TRF has entailed the transfer of knowledge and data to and from the world of Academia and local authorities and policy-makers.
• The TRF has caught the interest of different city councils in Spain. For example, the Municipality of Madrid has been asked to provide information on this instrument by the Municipality of Oviedo (the capital city of the region of Asturias, with a population of around 220,000 inhabitants), that aims to implement a similar instrument, and has set a task force to study how the TRF methodology can be transferred to its specific situation.
• The TRF has also caught the attention of local authorities from other countries. This has become evident following all the international and national events at which the TRF has been presented, and its dissemination in the media (newspapers, online, radio, tv, etc.), on occasions when different cities have requested the Municipality of Madrid to inform about it. In this regard, the TRF is not only transferring its methodology and experience to other local administrations, it is also drawing the attention of different stakeholders to the importance of facing social vulnerability at a municipal level, showing that it is possible to do so in an effective and equitable way.","The Territorial Coordination Department of the Municipality of Madrid is the leader of the TRF initiative. It provides the funding, distributes it amongst the district councils according to the AHP methodology and provides them with technical and administrative support. The district councils contribute with their proximity to the citizens, organizing dialogues and participative processes that decide which projects receive funding and in some cases, the guidelines of the project’s design. Sectorial agents provide their expertise in their area of interest (EMVS in public housing, ApE in employment policies, Madrid Salud in health programs) developing the projects according to the participative processes. NGOs and neighbourhood associations are also involved in the implementation of the local projects, especially in the 22 Integrated Neighbourhood Plans, contributing with their key knowledge of the affected areas and communities, proposing innovations and developing their initiatives.","Users, stakeholders and local communities are involved after the allocation of the budget to each council. Then different projects are presented in a concertation process, prioritized by the different agencies, that can also present their own proposals. The content of some of these iniciatives will then be defined in depth through further voting processes. Finally, some of the projects are executed by local organizations. From 2016 to 2017, the “Local Forums” (LF) have been established as permanent participative spaces in which decision-making and concertation processes take place. This has been a successful new initiative that is enhancing the capacity of the instrument to address the requirements of all social groups. LF are independently structured in each district, but they generally have working groups for each of the TRF areas of action: Social Intervention, Housing, Employment and Urban Development.","The 3 original objectives have been achieved:
1. Inter-territorial solidarity, cohesion and the territorial balance of the city: - The TRF is the first of Madrid’s instruments to address vulnerability, based on a solid methodology that compares and monitors the situation of all the districts annually, reducing both the social, and the urban deficiencies of the neighbourhood. - The transference of coordination and responsibility between different institutional levels is increasing. The TRF involves local government, 3 local agencies and 21 district councils.
2. Integrated sustainable development:
a. Environmental dimension:
- 37 public spaces are being regenerated and made universally accessible.
- 15 socio-cultural facilities and 8 sports facilities are being improved or created.
- 5 social housing buildings will be constructed, some of them with a specific gender approach.
b. Economic dimension: - 9 out of 24 approved workshops are dedicated to women and to the long-term unemployed.
- More than 1,500 unemployed citizens are being trained/reinserted into the labour market.
c. Social dimension: - 22 mediation, security, and Integrated Neighbourhood Plans have been approved.
- 67 out of 178 (2017) approved initiatives are focused on gender equality and vulnerable social groups.
3. Citizen participation in government:
- Public debate: More than 165 projects were debated between different stakeholders in 65 meetings with more than 550 people, and where 243 entities were represented.
- All the actions have been approved by all the relevant actors and institutions. As a result, district councils are being empowered and recognized as institutional bodies that give the local community a voice in decision-making.
- Digital governance: 30 % of the projects were proposed by the public using the online participative platform of the Municipality (http://decide.madrid.es).","The TRF implementation process has faced two main challenges:
1. First, the TRF had to be able to count on a consistent methodology to be able to identify Madrid's vulnerable areas. This challenge was met by integrating academic knowledge into the instrument's design, in particular, by researchers from Madrid's Carlos III University, who developed the multivariable analysis methodology able to take the complex nature of urban vulnerability into account.
2. The second challenge consisted in making the TRF an instrument that integrated local knowledge and demands (non- expert contribution) with the knowledge and experience of specialists and decision-makers (expert contribution). This problem was solved by turning the TRF into a participative instrument. The TRF allows participation in the context of ""Local Forum"" meetings and e-government polling through the Municipality participation platform (http://decide.madrid.es).","The TRF has been a successful initiative so far, thanks to the political leadership of the Municipality of Madrid, that created a new Area of Government, the Territorial Coordination Council (TCC), that centralizes the financial resources and is focused on the task of territorial organization (the TRF used about 90% of the TCC budget in 2016 and 2017, and is estimated to consume about 80% of it in 2018). The CRC also provides specialized technical human resources to the district councils. It is necessary that district councils are motivated in the implementation of the projects, which they usually are, as the TRF represents an extra contribution to their ordinary budget and a significant help in developing projects that, in most cases, the local communities have long been demanding.","Social segregation and urban vulnerability are common problems in contemporary cities, especially in the countries of southern Europe, and in Latin America. However, they are also present in all the OECD sphere, for instance northern and central European and North American cities. Increased urban segregation is correlated with a reduction in social cohesion. Therefore, the TRF is tackling a widespread and potentially conflictual challenge of urban societies all over the world. The AHP scientific methodology used by the TRF for budget allocation is objective, uses a relatively simple set of statistical data and is therefore easily replicated elsewhere; the AHP has allowed a quick, non-contested distribution of the financial resources of the TRF, which commonly is the main obstacle in complex initiatives and is known to drag out the process. In addition, the participative methodology makes the instrument adaptable to different contexts and local characteristics.","• The TRF is providing the Municipality with experience on how to improve local strategies for urban regeneration by involving all the relevant stakeholders in the process, trying to overcome the lack of participative tradition in Madrid
• The TRF is also gaining practical experience on how the devolution of competences to the district councils can take place at a larger scale, in the framework of the Municipality’s undergoing decentralization process.
• The TRF is improving local horizontal governance as district council departments are making a concerted effort to collaborate with the people, helping the Municipality to better understand their needs and adjust the characteristics of the projects. For instance of this collaboration is the creation of the Integrated Neighbourhood Plans in 2017.
• Hence, now the TRF is a permanent instrument with a proven ability to address social vulnerability.","The TRF has been developed at a great speed: in 2015, the Decentralization Strategy of the Municipality was approved. The TRF was first introduced in 2016, is being developed throughout 2017 and is set to continue in 2018. It has been widely accepted by all the agents, both institutional and civil.",,,,,
7489,"Urbana single city card system",https://oecd-opsi.org/innovations/urbana-single-city-card-system/,,"Administration at the City of Ljubljana (Mestna uprava MOL)",Slovenia,local,"a:1:{i:0;s:12:""public_admin"";}","Urbana single city card system",https://urbana.jhl.si/,2009,"The Urbana single city card is a no-contact smart card by which the residents and visitors of Ljubljana are enabled
for most city services using only one system and a only one no-contact (contactless) card.","The Urbana single city card is a no-contact smart card by which the residents and visitors of Ljubljana are enabled for most city services using only one system and a only one no-contact card. Prior to the introduction of the unified card system ''Urbana'', the city had no centralized use of urban services, in the public passenger transport, an old self-payer payment system was used, using tokens and paper tickets on the show. The introduction of the card system ''Urbana'' started with the confirmation at the highest level of decision makers in the city, where it was decided that the ""Urbana"" card would not only be a public transport payment system, but to serve users in the use of maximum number services. For the development and start-up of the system, the implementation cost was € 2.4 million, which besides the hardware included software solutions and 200,000 cards that were distributed free of charge to the first users as a promotion of the system. This amount was doubled for further development in the ten years of operation and maintenance of the system. The highest challenge in design and implementation was how to convince users about the usefulness of system replacement in public transport and the introduction of the system in all other services. The solution to this challenge was the continuous informing of public and the introduction of services and the long-term transition from old systems to the new one. This transition took about one year. The potential for introducing the system also in other parts of Slovenia has proved to be the implementation of an integrated passenger transport system, since it has largely summarized the implementation method as implemented at the introduction of the card system ''Urbana''. With all modern systems, the system's multi-operability is key to success, since such a system reduces the number of systems that each user has to handle.","a:2:{i:0;s:3:""623"";i:1;s:3:""283"";}","The uniqueness of innovation is reflected in the multi-operability of the system and in the cooperation of all stakeholders (all of the customers).","a:1:{i:0;s:9:""diffusing"";}","The public procurement for hardware and software implementation was carried out in 2008, and the implementation was launched gradually in the spring of 2009. At first the ""Urbana"" system was used for public passenger transport (at the beginning with monthly tickets, an later with ‘’one-time use’’ tickets) in 2009 and at the beginning of 2010, the use of the system was extended to parking lots, parking garages and parking machines, then to the system for renting city bikes, libraries, funiculars, admission to the city galleries and the Ljubljana castle. In the last year, the city card system ""Urbana"" is also connected with a single public transport ticket at the state level and is thus used for all public transport operators in Slovenia, including railways. Its use much wider than in the city (Ljubljana has about 250,000 inhabitants), since more than 800,000 Urbana cards are in circulation and actively used. Effective performance is also confirmed by international awards such as MasterCard Transport Ticketing Awards in the category of the most successful payment systems on mobile phones and a prize called ‘’Informacijska Jagoda 2012’’ which presents the award for the best achievement in the field of information society in Slovenia. In addition to the planned services of the city, the system is also used for services that do not have a direct connection with the city, such as business hours records, entry and exit records in various buildings and premises, use as an electronic key for lockers,
authentication at events etc.","During the preparation stage, ''Javni Holding Ljubljana'' was authorized to carry out its activities with its subsidiaries and the company ""Ljubljanska parkirišča in tržnice"", which takes care of the parking systems in the city. In the introduction phase, the majority of departments of the city administration of the city of Ljubljana and public libraries, the provider of urban bicycles and many other organizations were involved.","The users, partners and political stakeholders were involved in the process from the moment of planning the introduction of the service, which was introduced simultaneously with the change in the traffic regulation of the city centre. The users were informed about each planned change through public information (press conferences, website of the city, a free newspaper issued by the municipality of Ljubljana that was distributed to all households ...), and all campaigns and adjustments were also coordinated between Political attendants at meetings of the city council.","The planned and successfully realized transition between the payment systems in the city passenger transport with
the smooth functioning of passenger traffic and the subsequent phase-in of other services.","The highest challenge in design and implementation was how to convince users about the usefulness of system replacement in public transport and the introduction of the system in all other services. The solution to this challenge was the continuous informing of public and the introduction of services and the long-term transition from old systems to the new one. This transition took about one year.","For the success of this project, coordination of all project phases and coordination of all stakeholders is necessary before the beginning of each phase. The flexibility of performance and purpose is also important; in this case, this is a change in the purpose of using from mobility-impaired to all visitors and residents in the city.","The potential for introducing the system also in other parts of Slovenia has proved to be the implementation of an integrated passenger transport system, since it has largely summarized the implementation method as implemented at the introduction of the card system ''Urbana''. With all modern systems, the system's multioperability is key to success, since such a system reduces the number of systems that each user has to handle.","The involvement of users is crucial in the development of social projects. In particular, it is important to inform in a timely manner.
When designing and implementing the project, it is most important that you do not fear changes, but rather identify with constructive proposals and implement them in practice as soon as possible.",,,,,,
7615,"Kol Zchut",https://oecd-opsi.org/innovations/kol-zchut/,,"Kol Zchut",Israel,central,"a:1:{i:0;s:69:""Public accessibility to information regarding rights and entitlements"";}","Kol Zchut",http://www.kolzchut.org.il,2010,"In most countries residents are entitled to a number of social benefits, but few people ultimately claim these benefits as they may be unaware of them, of who is eligible, how to apply for them etc. Israel was no different, until recently when Kol Zchut developed www.kolzchut.org.il, which holds over 6,000 information pages, serving more than 6 million unique users annually (>50% of Israelis), dramatically increasing public accessibility to information, and boosting claims to benefits.","Rights and entitlements take-up – the social challenge:
In Israel, many rights and entitlements (R&Es) are legislated and budgeted for, but actual take-up is much lower than what the government, especially socially-oriented ministries and agencies, wish for. A major factor in this is an information gap – people are often unaware of their rights, of what the claiming process involves (which forms, how and where to submit them), etc. Moreover, rights are written in legal bureaucratic language that can be difficult to understand, and information is often dispersed between various places. These factors contribute to a reality in which the government is far from realizing the social values and policies it aspires to.
Kol Zchut is an innovative systemic solution to the information gap of R&Es:
Kol Zchut (Hebrew for ""All Rights""), making its first steps in 2009, took the aforementioned challenge as a basis for its mission statement: ""Creating a fundamental improvement in the take-up of R&Es by Israeli residents, through bridging the information gap"".
The objectives of KZ were designed to address the causes of the information gap:
A. Missing information – we must create a comprehensive database of as much information as possible, about as many R&Es, in as many life situations as possible.
B. Additional information is essential for actually realizing R&Es – any core information regarding R&Es must come with actionable information on how to consume these, where to go first and where later, relevant forms etc.
C. R&Es are written in formal, legal language – information must be in simple and accessible Hebrew and Arabic (the largest minority language in Israel) while maintaining the essence of the information itself
D. Information regarding the same life situation is dispersed between various sources – the data should be reorganized and list the R&Es from all relevant sources
E. Those who need the information most probably have less capacity to reach and use it – we must make our solution useful to help-givers such as social workers and volunteers, and translate all the information for the benefit of the Arabic speaking minority in Israel.
When setting out to pursue these objectives, we carefully considered our core values and relative potential as a socially-driven NGO, and chose the following strategic components [see section 3.1] :
A. Developing a highly interconnected web site, using a free, customized & open-source, Wiki-based infrastructure
B. Developing cross-sector collaborative processes for writing and updating the contents of the web site, as well as disseminating if for public use [see section 4.1].
C. Assuring the web site is available to all sectors of the public – free of any charge.
Who and how many benefited from Kol Zchut so far:
The direct outcomes KZ are far beyond what we envisioned for 8 yeas of operation [see more in sections 4.2 & 5.1]:
A. More than 6 million unique users visited KZ in 2018. This is estimated to represent 2-3 million individuals using KZ, out of 6 million Israeli adults (out of 9 million residents). These numbers are growing steadily since day-one of KZ.
B. The ""helpers"" community. Social workers / NGO volunteers have a ""system of record"" that they use whenever in need to help a client
C. Through a large number of surveys - 26% of the users stated they have been assisted by KZ to realize at least one right .
D. KZ is widely used by all sectors of society, including low income, lingual, ethnic, cultural and religious minorities etc.
Kol Zchut also created a systemic effect by a) thousands of social workers and volunteers integrating KZ into their professional work and procedures; b) many government agencies voluntarily collaborating with KZ as a complementary component in promoting information to the public; c) since 2017 the Ministry of Justice and Ministry for Social Equality (with the assistance of JDC-Israel) heavily supporting KZ and dramatically improving KZ integration within the public system.
How do we plan and foresee the future of Kol Zchut:
A. We see Kol Zchut expanding to more comprehensive coverage of content, regarding R&Es in many more life situations, with full translation to Arabic, and maybe to other languages.
B. We see Kol Zchut being used by more Israeli residents and more public professionals, raising not only the actual level of R&E take-up, and also the public sense of self-efficacy in realizing rights in Israel.
C. We see Kol Zchut connected and enabling the development of related capabilities serving the public (such as R&E calculators, location-based service search platforms etc.)
D. We see Kol Zchut integrated more deeply into the government system.","a:8:{i:0;s:3:""612"";i:1;s:3:""619"";i:2;s:3:""181"";i:3;s:3:""302"";i:4;s:3:""354"";i:5;s:3:""190"";i:6;s:3:""303"";i:7;s:3:""621"";}","There have been similar efforts in other countries focusing primarily on a) government-citizen relationship b) government services c) computation engines of the citizen rights.
KZ looks at the problem differently:
1. People search for R&E's in a context of an EVENT e.g. cancer / layoffs / childbirth etc.
2. They need 360 degrees of information including labour laws, medical insurance regulations etc.
3. They need plain language with as many examples as possible
4. In many cases R&Es are a result of court rulings that are not necessarily embedded into public sector web sites
Based on these assumptions we translated the legal system into meaningful ""blocks"" that can be utilized in one or more specific context.
On top of that, we created a fabric of methodologies, technical features and collaboration strategies that allow us to benefit from the professional expertise and experience of public services professionals as well as from the wisdom of the crowd.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";}","Kol Zchut was launched in 2010, and as of 2019, it is implemented and mature, influencing a vast number of Israelis on a regular basis.
However, it is still developing and adapting in several ways:
A. Increasing the coverage of R&Es to new fields
B. Keeping up-to-date with the continuously changing legislation and regulations
C. Updating our UI to fit the potential of technology and needs of the public (mainly those who need KZ most)
D. Deepening our cooperation and integration with government organizations and processes
E. Encouraging and supporting the development of related infrastructures (e.g. R&E calculators, GIS -based services etc.), of which Kol Zchut can serve as a vital component.","Kol Zchut holds a fundamentally collaborative approach – not assuming to own the knowledge in this field, but rather creating the collaborative process, in which organizations from all sectors – public sector, non profit and academia – participate for the benefit of the public. Dozens of these organizations take part in proofing the information, and disseminating it to the public. The public is also part of updating the web site, through a heavily used ""content change proposal"" mechanism.","Every person or family in Israel holds R&Es in many life situations, in fields such as education, housing, social security, health, and many more. KZ therefore aims to be used on a regular basis by EVERY resident of Israel, as well as EVERY professional assisting people who are in acute need but less capable of using KZ themselves.
The results listed next show that KZ is getting close to meeting this objective.
We see government agencies and other NGOs as collaborative stakeholders in KZ.","Kol Zchut is continuously measuring results and impacts mainly through extensive use of Google Analytics and random user surveys (~4,000 answers in 2018).
In terms of direct results (data is relevant to 2018):
A. KZ was used by 6 million unique users (Israel has 9 million residents), generating 26 million page views, and the numbers are growing continuously. Around 260,000 returned to use KZ 8 times or more.
B. KZ directed users 1.5 million times to specific places (e.g. forms) in government web sites (a 71% growth from 2017).
C. 82% of the general users and 92% of professionals reported a high level of satisfaction in using KZ
D. 26% stated they have realized at least one right assisted by the information of the web site and an additional 29% started working to realizing their rights after using KZ.
E. KZ contains more than 6,000 information pages in Hebrew, out of which 55% (in 2 years 90%) are translated Arabic.
We see KZ and its vast usage growing even further in coming years.","The main challenge in the development of Kol Zchut was promoting the possibility of meeting its objective (all information in one ""place""), as the problem of R&E take-up seemed insolvable in a systemic way. Our main approach was showing the results in a very clear and tangible way, one step at a time.
A few more of the challenges were:
A. Leading a collaborative approach in an arena that is conflictual and confrontational at times, and gaining the trust of potential partners. Our approach here was clarity and consistency with our values, patience and attentiveness to the needs of partners, and maintaining a respectful culture of partnership and in everyday life.
B. Prioritizing between the important components, such as writing and updating content, translation to Arabic, and development of new technological capabilities.
C. Achieving financial sustainability, while offering the information totally free of charge to the public.","We can name the following enabling conditions for success in the context of Kol Zchut:
A. Wide agreement about the notion that whatever R&Es are legislated and budgeted, the public should be aware of them and be able to claim them independently in most cases. When there is a fundamental dispute over the objective, a participatory-collaborative strategy will not hold.
B. Collaboration with public services is relevant when they see the citizenry as ""customers"" and not as ""beggars"". As such they look at KZ as a partner rather than as competition or as a nuisance.
C. Most of the information should exist in some obtainable form – Kol Zchut set out to make information accessible to the public, and could not have done the task if the information was not available on the Internet in whatever kind of format.
D. Independent resources for the first, proof of concept phase, followed by government funding as the initiative develops to a growing scale and dependency of the public.","As far as we know, Kol Zchut has not yet been replicated either locally or worldwide, although we were invited to give presentations in several places. We believe that the challenge of R&E take-up and the information gap at the heart of it is relevant to many countries, states and local authorities. It is reasonable to believe that with adaptation to the local context, the factors causing these problems are similar, and therefore the approach, as well as some of the actual tools developed by Kol Zchut, are applicable.","1. Patience. Especially when starting small. It takes a long time to author content and it takes a longer time for the public to access and appreciate it.
2. Measure. As a digital operation everything should be measured and be used for day-to-day management as well as strategic changes (e.g. the shift to smart phones),
3. Collaborate and do not compete. Our strategy was to recruit the public services with KZ usage. You cannot do that and in parallel compete with them. Identifying key collaboration-oriented stakeholders is crucial.
4. Respect the constraints public services have and do not use that as a reason to over-criticize them.
5. Listen to your customers via their e-mails, surveys, analysis of site usage (Google Analytics. Hotjar etc.), personal comments, site visits (social services departments) etc.
6. Continuous adaptation. Responding to your customers, adapting to technologies etc,
7. Numbers are not everything. What is more important? 10,000 page views of information allowing a Eur 2 discount on some bill, or 100 page views of information relating to specific rights of someone with some rare life-threatening illness?","Kol Zchut is eager to promote its usage elsewhere. We believe that it is relevant everywhere. We will be happy to share our experience, methodology and naturally our Open Source technology.",,"a:2:{i:0;s:4:""8480"";i:1;s:4:""8481"";}",,,
7656,"Biodiversity Atlas",https://oecd-opsi.org/innovations/biodiversity-atlas/,,"Dept of Premier and Cabinet, Victorian Gov, Australia",Australia,central,"a:1:{i:0;s:12:""public_admin"";}","Biodiversity Atlas",https://www.vba.se.vic.gov.au/vba/#/,2017,"Chosen as part of the Code for Victoria program, the Department of Environment, Land, Water and Planning (DELWP) was paired with technology fellows, and over 26 weeks, DELWP worked to find better ways to engage citizen scientists in the collection of biodiversity data across Victoria.","The Victorian Biodiversity Atlas (VBA) is a state-wide database of all wildlife sightings and distribution. The VBA analyses changes in wildlife over time, which informs decision-making, investment and planning. While a robust tool in its own right, the VBA used technology that was almost a decade old, making it clunky and difficult for people to use. The technology the VBA failed to live up to meet the DELWP’s core principles, which include leveraging the experience and ideas of others, connecting effectively with users and communities, and ensuring contributors feel included and their input valued.
The VBA thus partnered with Code for Victoria and several technology fellows. The fellows were directed to improve the ease with which people were able to submit biodiversity data. The fellows quickly identified that citizen scientists were giving time and energy to submit biodiversity data to the system and getting very little back in return. They spend a lot of time looking at possums, looking at birds, looking at plants in their spare time and then they give that data to the government. We built tools but we also tried to provide something that the citizen scientists can use in return. The fellows introduced new ways of working to DELWP. By focussing on a user-centred design approach and using agile methods, the department discovered not only new practices of working, but also developed new capabilities amongst the team.","a:1:{i:0;s:3:""181"";}","In terms of community engagement, the fellows took a user-centred design approach reaching out to citizen scientists, Parks Victoria rangers and other contributors to find their pain points and inviting them to contribute to the design process. A historical lack of openness around IT projects had established a lack of trust and engagement between DELWP and the biodiversity community. The fellows focused on building trust and connection with users by holding testing sessions, interviewing users and incorporating their feedback into an iterative design.
The fellows also introduced new technology platforms to the team at DELWP. Using tools like Slack and Trello, the fellows were able to demonstrate the value of cloud-based platforms, and highlight best practices for using them to achieve transparency, collaboration and clarity. The DELWP uses Trello as an interactive way for sharing ideas across the team and keeping on everyone on track with what we’re doing.","a:1:{i:0;s:14:""implementation"";}","The fellows built a mobile web application that has reduced the average time taken to record biodiversity data from 4 minutes and 12 seconds, to just under 2 minutes - making the process 225% faster than before. The mobile nature of the tool means citizen scientists are able to participate in data collection efforts from almost anywhere in Victoria. The fellowship has also been extended to continue work on a feature that allow users to more easily access recorded data from the area they are visiting.","The fellows brought their skills and understanding of leading web development processes from the private sector. Working alongside the DELWP staff, who brought insights and knowledge of the department, and citizen scientists who gave insights and feedback into ways to contribute to the database, the team built a solution that met the needs of the users, engaged the community and streamlined the process for biodiversity data collection.","Parks Victoria and citizen scientists were also key actors in the program, alongside Code for Australia Fellows and the DELWP team","The project allowed DELWP to experience a completely new way of breaking down a problem, and experimenting to find a solution. One employee found that it “opened up our eyes on better ways of dealing with innovation and technology, whereas our old approach... gets quite heavy, this process is light.”
The team implemented an iterative approach, which rapidly gathered feedback and used it to shape their next steps of the design process. This required DELWP to work in the open and engage users in the design approach, necessitating a radical shift in thinking about failure and how it is measured. We had to shift from seeing failure as a catastrophe to seeing it as an opportunity to learn or explore a new direction.
The project has brought renewed vigour and enthusiasm to biodiversity. From the stakeholder’s end, the contributing scientists are excited about the application we’re delivering, which has injected more warmth and more engagement around the sharing of wildlife data.","To enable innovation projects, government needs to have a welcoming space in which people can start interacting and playing with technology rather than it being all the red tape and procedures, where you can go six months without a project being finished.
Interacting with the biodiversity community in a way that was honest was a vulnerable experience for DELWP. Building connections with users and seeing the fellows use feedback, both good and bad, helped to emphasise the value of engagement.
We are working with records from the 1970s, so there’s thousands of records. Redefining the expectations of those from a non-technical background of the power required to process that data was overcome with time and a lot of discussion.","We've found these conditions create a good working environment for fellowships:
* Endorsement from Senior staff
* An appetite for doing something different
* A project owner within the government agency - one who is passionate about learning something new, prepared to license code under open source and has the authority to make decisions on the project.
* If data may be required, the data should be available immediately or obtainable within 6 weeks.
* The hosting team should be able to provide staff time to support the team, workspaces for the fellows and tools (systems logins / profiles, building access).
* The hosting team are willing to follow an Agile/Lean approach, focusing on delivering working software regularly, and fast feedback loops between team members and between building software and the users using it
* The hosting team has a plan for long-term support, including an internal tech team with the capacity to run another modern web service.","The solution was created for the Victorian environment department (DELWP), but because it is open source, it has the ability to be replicated across other states in Australia and around the world.","Empathy with citizens will be the hardest part of your work because our fears can get in the way of our ability to be confronted with another reality. You will learn from your users and will have to educate your stakeholders, particularly with concepts they’re not familiar with. Make sure you have a backup plan because, as Murphy’s Law states, it helps your preparedness to assume that anything that can go wrong will go wrong.
It is also important to not forget what brought your team together. Public Service involves actors who are dreamers who want to do things for the common good.",,,,,,
7665,"Education in Open Government",https://oecd-opsi.org/innovations/education-in-open-government/,,"Ministry Of Territorial Policy and Public Service, General Directorate Of Public Gobernance",Spain,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Education in Open Government",http://transparencia.gob.es/transparencia/transparencia_Home/index/Gobierno-abierto/EduGobAbierto.html,2018,"Education in Open Government is a project whose main objective is to foster social and civic competences for the exercise of one's democratic citizenship in children and young people. It involves three phases:
1) Teachers' training via a massive online open course (MOOC).
2) Implementation of educational projects in schools: for this purpose, 3 guides of Education in Open Government have been published: Primary Education, Secondary Education and High School.
3) Evaluation of the experiences.","Nowadays, there is a decline in trust in public institutions and a lack of interest in public affairs. Open Government gives citizens the opportunity to demand transparency and accountability from public administrations, as well as to participate actively in public decision-making. It involves a cultural change that is expected to repair trust in democracy. Education in Open Government aims to accelerate this cultural change, transmitting the principles of Open Government to those citizens who will be making decisions in the future.
The project seeks to educate children and young people to be responsible citizens. Open government education guides for Primary, Secondary Education and High School show open government initiatives adapted to each educational stage, so that students can understand its importance and how they can demand transparency and participate in public affairs. The target population at the present is students, but the benefits will reach the whole of society.
The project started in 2018 in Secondary Education schools in 8 regions of Spain, as well as in 1 Spanish center of Portugal. During the 2018/2019 school year, it is being expanded to other regions and to Primary and High School students. The coordination is carried out by the General Subdirectorate of Open Government (General Directorate of Public Governance).
The evaluation of the pilot project was carried out through a seminar-workshop with participating teachers. In terms of areas of improvement, the following were highlighted: 1) to facilitate the recognition of participating schools, through prizes or awards, and 2) the inclusion of open government education in the academic curriculum. The General Directorate of Public Governance is working on both issues in order to scale the impact of the project.",,"It is the first time that a comprehensive educational project specific to Open Government has been carried out. All educational stages have been taken into account: teacher training through a MOOC, elaboration of guidance material, students' education and project evaluation. It is worth noting the coordination process that took place between different public administrations, since Education in Spain is managed by the Autonomous Communities. The project has been led by the General Directorate of Public Governance, through the General Sub-directorate of Open Government. Work has been carried out jointly with the Ministry of Education and Professional Training, through the National Institute of Educational Technologies and Teacher Training (INTEF), as well as with different departments of the Autonomous Communities (transparency and education departments). In addition, all the levels of Public Administrations and representatives of civil society have participated.",,,"'- General Directorate for Public Governance: coordination and supervision.
- Ministry of Education and Professional Training, through the National Institute of Educational Technologies and Teacher Training: developing the MOOC to train teachers and publishing the educational guides.
- Experts in Open Gov from University: elaboration of the guides, MOOC dynamization and teachers' advice.
- Open Government Forum (Public Administrations and Civil Society organisations): guides review.","'- Students of Primary, Secondary and High School: they learn the Open Government concept and its principles, as well as practical cases to apply them in their school, city, etc.
- Teachers: they learn the concept of Open Government and its principles, in order to teach their students.
- Civil Society: the project helps to spread the values of Open Government into society, fostering responsible citizens committed to public affairs.","Data from pilot experience (2017/2018 school year):
1) Participation data (data collected by the National Institute of Educational Technologies and Teacher Training: INTEF):
- MOOC (Massive Online Course): 130 out of 532 teachers from Spain passed the Course.
- Educational project in schools: 20 teachers from Spain developed an educational project in their schools.
2) Teachers' conclusions (data collected from evaluation seminar-workshop):
- Teachers demands:
• Better initial information.
• Coordination in the schools to develop the project
• Institutional support of the schools
• Follow-up during the training process
• Better Scheduling
Success factors:
• Students' interest
• Closer coordination among various bodies of the public administration
• Linking learning and school activity with life and community experience
• Teamwork among the teaching staff
• The support of the management teams
• The exchange of experiences
• Flexibility in the work rhythm of the MOOC
It is expected to have impact in the future: increased participation in public life","The main challenge is to ensure that Education in Open Government reaches all Spanish schools. The best way to achieve this is by including Education in Open Government in the school curriculum. The General Directorate of Public Governance is working on it in coordination with the Ministry of Education and Professional Training.
The challenges encountered during the project implementation involved difficulties in coordination between public administrations, because Education is a competence of the autonomous communities. In addition, there are two kinds of departments in autonomous communities related to Education in Open Government: Transparency or Open Government department and Education department. These communication problems are being solved through the Sectorial Commission of Open Government, where coordination is being addressed.","1. Institutional support.
2. Coordination between public administrations.
3. Leadership and guidance from General Directorate for Public Governance, though General Subdirectorate for Open Government.
4. Involvement of school management teams: e.g. by giving awards to involved schools.
5. Teachers' motivation: e.g. course certificates.","The project can be replicated for students in other age groups (University, Professional Training, etc.) and in other countries, adapting the didactic resources: guides and MOOC*. In fact, the pilot experience has been shared in a seminar-workshop with countries of Latin America and Caribbean organized within the Intercoonecta Plan of the Spanish Agency for International Development Cooperation (AECID).
*MOOC objectives:
- Learn more about Public Administration and the Government in the digital society.
- Learn how to evaluate social and civic competences related to Open Government.
- Share a common conceptual framework regarding Open Government.
- Know good national and international practices related to transparency, accountability, participation and collaboration in Open Government.
- Identify the potential of information and communication technologies to improve each of these Open Government spheres.
- Promote new democratic values and open up information","The seminar-workshop held to assess the pilot experience was useful to learn about the successes of the project and what can be improved, as well as to maintain a close relationship with the teachers involved. We learned it is necessary to improve the coordination between the involved public administrations, because sometimes the teachers did not receive information in a timely manner or it was not properly explained.
We also learned that it is worth including the Education in Open Government in the school curriculum, in order to increase the schools managing teams’ commitment and to adapt the academic schedule.","The project is being developed during the 2018-2019 school year in Primary, Secondary and High School centers. For the moment, 13 regions have joined the initiative, as well as 3 Spanish centers abroad. Guides are being published in the co-official languages of different regions of Spain.",,,,,
7680,"Legal Aid Checker",https://oecd-opsi.org/innovations/legal-aid-checker/,,"Department of Premier and Cabinet, Victoria",Australia,regional,"a:1:{i:0;s:11:""information"";}","Legal Aid Checker",http://lac.vla.vic.gov.au,2017,"In 2016 three teams of three technologists were paired with three Victorian government agencies and departments to create change through innovation. Victoria Legal Aid (VLA) partnered with Code for Victoria program, created the Legal Aid Checker, which helps individuals assess whether they are in scope to receive assistance from VLA.","The Victoria Legal Aid (VLA), is responsible for making legal services more accessible for the most disadvantaged people in Victoria. It works to find and introduce new ideas and new ways of working, in order to solve complex challenges in the legal assistance sector. One of the biggest problems the VLA grapples with is a sector-wide disconnect in how individuals are matched to services and how clients are referred to different organisations across Victoria.
“One way of looking at referrals, and the way we assess people, is as a whole lot of unstructured data,” Khoi Cao-Lam, Manager of Client Access explains. Taking that data and translating it into a tool that could match people to services, in a way that was consistent and efficient, was the initial proposal that VLA submitted to the Code for Victoria challenge.
The fellowship team took this proposal as a starting point, and set out to explore the problem by conducting user testing. Over four weeks they shadowed duty lawyers in court matters, sat in on phone calls, pored over surveys and data, and visited regional offices and community legal centres. During the discovery phase, the fellows identified key themes from VLA clients and staff. On the client-side, many people were being referred to places that couldn’t actually help them and as a result, were having to tell their story over and over again. It was also unclear to them what kind of advice or service legal aid offers unless they were already familiar with the organisation. On the internal side, they heard from employees that if they could do anything, it would be to decrease the queries they could not help with. From these findings, the fellowship team identified two projects to begin work on: an SMS tool and an online Legal Aid Checker.
SMS Reminder
The first tool launched by the fellows was an SMS reminder tool. From early research, the team discovered that administrative staff across the organisation were sending appointment reminders to clients manually, which was time consuming and left a lot of room for error. The SMS tool helps to automate the process by allowing staff to send all SMS reminders for a day at once. The fellows estimate that this tool decreases the time spent texting clients by about 80%.
Legal Aid Checker
The second tool developed by the fellowship is an online checker, which helps individuals assess whether they are in scope to receive assistance from VLA. The team estimates that the tool will approximately save 30 hours per week for the Legal Help team.",,"The fellows introduced new ways of working to VLA. By focussing on a user-centered design approach and using agile methods, the organisation discovered new practices of working and also developed new capabilities amongst their team. Improved Transparency The fellows adopted open working practices - running open workshops where participants could see the progress they’d made, ask questions and provide feedback, as well as making their code publicly available and documenting their journey through blogging.","a:1:{i:0;s:9:""diffusing"";}",,"The fellows brought their skills and understanding of leading web development processes from the private sector. Working alongside the VLA staff, who brought insights and knowledge of the department, and clients who gave insights and feedback into ways the justice system, the team built solutions that met the needs of the users, improved process for VLA and saved time for the VLA team and clients.","Clients and other Community Legal Centres were also key actors in the program, alongside Code for Australia Fellows and the VLA team.","Change in approach
The project had an impact on the VLA team at a strategic level, in terms of how they approach problem solving within the organisation. As the fellowship progressed, the Manager of Client Access Khoi was amazed to see “the influence, and the credibility they developed across the organisation”. What he saw by the end of the fellowship, was that the fellows were being asked to provide advice and contribute to other projects within VLA.
Project extension
Over the six months, the VLA team quickly recognised the benefits of having the fellows and their technical backgrounds involved in their work, which has led to VLA funding an extension to the project to continue work on another referral tool called ORBIT. Khoi explains that, “it follows on from the capacity building they’ve done with us, so we feel there’s continued value in having the fellows work with us and our IT area on a big IT project to improve referrals.”","The fellows and the team both identified the biggest challenge as getting up to speed on Victoria Legal Aid; their processes, structure, documentation, as well as the nuances and complexities of the legal assistance sector as a whole. While bringing fellows in who had no previous experience in the sector meant that the challenge was approached with a fresh set of eyes, it also required that the team have a period of getting up to speed. The discovery phase allowed the fellowship team to discover how things worked for themselves, approach every process without assumptions, and objectively assess where improvements could be made.","We've found these conditions create a good working environment for the Fellowship Program:
* Endorsement from Senior staff
* An appetite for doing something different
* A project owner within the government agency - one who is passionate about learning something new, prepared to license code under open source and has the authority to make decisions on the project.
* If data may be required, the data should be available immediately or obtainable within 6 weeks.
* The hosting team should be able to provide staff time to support the team, work spaces for the fellows and tools (systems logins / profiles, building access).
* The hosting team are willing to follow an Agile/Lean approach, focusing on delivering working software regularly, and fast feedback loops between team members and between building software and the users using it
* The hosting team has a plan for long-term support, including an internal tech team with the capacity to run another modern web service.","Both solutions (Legal Aid Checker and SMS Reminder) are open source, meaning different applications can be pursued by any organisation that requires a similar solution. For example, other public services where the identification of priority information that determines an outcome is required (eg: Social care, Centrelink etc.) The tool received a wide amount of press coverage from publications such as Australian Financial Review, Australasian Lawyer, and Lawyers Weekly which has led to Legal Aid agencies outside Victoria reaching out, and enquiring how they can adapt the code for their own use.","Collaboration and working as a team has been key—be open to learn new things from your teammates as well as the other way around. Be your government partner’s critical friend by showing (not telling) how things can be done differently.
Start by deeply defining the problem—government partners likely will have lots of ideas that they are super excited about, but often the user is overlooked.
Be prepared to open your mind to new technologies and to break down traditional IT silos. Be prepared to build better relations between IT teams and organisations too.",,,,,,
7683,"Be Badges",https://oecd-opsi.org/innovations/be-badges/,,"FOD BOSA - DG Recruiting - Selor",Belgium,central,"a:1:{i:0;s:10:""employment"";}","Be Badges",http://www.bebadges.be/,2016,"Be Badges (2016) and EscoBadges (2017) are tools where people can showcase talents & skills they have acquired and share them with the labor market following the inspiration of the Open Standard of Mozilla Open Badges. A 90 seconds pitch of Be Badges via this video: https://youtu.be/jlYUuwwy3v4","The Be Badges and Escobadges projects are tools to get formal recognition of informal learning & recognition of skills obtained (either through lifelong learning or through experience) and the digital sharing of these skills with others & the labor market. This is done via digital badges demonstrating the acquired skills. The badges contain the necessary information to assign value to the skills, so everyone is sure that the skills are really gained or demonstrated.
Selor has launched the Open Badges principle in 2016 to the Belgian labor market. In 2017 Selor also co-initiated an Open Knowledge Summer of Code project to build a tool that links Open Badges to the ESCO taxonomy of the European Commission.
On the Be Badges platform, 3 parties come together:
* Issuers: Companies that assess the presence of competencies and / or experiences of candidates (training centers, recruiting & selection agencies, etc.)
* Earners: People who have demonstrated certain competencies and receive a badge for this purpose (the badge contains digital information that confirms the value of this recognition, what has the person demonstrated, how has it been tested, which criteria were met ...)
* Displayers: These are organisations that come into contact with a badge via an earner. The organisation can receive the link through a job application or via social media. They will consult the badge and accompanying information and act accordingly (e.g. use it in a recruiting & selection procedure, as access-gate to a training , etc ...).
By linking this also to the new European ESCO taxonomy we make it easier for displayers to correctly assess the exact skill that was demonstrated in the badge (via the principle of linked open data).
The project is derived from Selor's social commitment: Selor screens a high number of candidates for the presence of competences each year (up to 100,000). Only 2 to 3% effectively makes it to a job. Many more candidates have had a screening that was (partly) positively but didn't got the job. We want these candidates to bring their positive test results to other employers, so that they do not have to be tested again for the presence of identical or similar competencies. With this project Selor wants to look further than only formal degrees and education and by doing so formulate an answer to existing problems like:
- talent & job mobility
- waste of talent
- employability
- talent mismatch.",,"This project is a new and digital innovating way of tackling the problems that exists in the recognition of Previously Acquired Competences, an existing longer running project. We do this by introducing the digital Open Standard of Open Badges & actively supporting the Open Badges community in spreading this standard not only as outcomes of learning experiences but also as entry point in a labor market & building blocks of a digital CV or resume.
It is unique to do this kind of innovation from within government & with the perspective on the labor market application of Open Badges. From day 1 this was setup as an ongoing open source community effort and several open meetups were and still are being organised to get anyone involved who are interested to help out on this (both within gov as outside, both private/public organisations as individuals/users). For this we initiated an open meetup group and open slack channel and are actively participating and contributing to the worldwide Open Badges community.","a:1:{i:0;s:14:""implementation"";}","Improvements & a redesign of the tool has been started in the summer of 2017, following up on the release of the 2.0 version of the Open Badges Standard in March 2017. This is being done as an open source community effort initialized with a project (http://escobadges.eu/) at the Summer of Code organised by Open Knowledge Belgium (http://2017.summerofcode.be/) & hosted at Selor.","From the start of the project a bottom-up, we used an open approach. We didn't start with formal partnerships and collaboration but with open meetups and events, capturing bottom up interest from others (both inside as outside the organisation) & allowing anyone to collaborate on this.
We became active in the international Open Badges community & connected to different organisations already working on badges worldwide. Sharing knowledge and expertise in the spirit of open innovation & open source philosophy. Top down & Bottom up approach were connected in Belgium after the first POC & the Be Badges website was developed. The Be Badges website was developed by a start-up & with the same mindset & processes as start-ups work. Within an experimental ilabs environment & not via our regular IT environment. By using an Open philosophy & Open Linked Data, collaboration is facilitated and formal partnerships are replaced by open collective efforts with a common goal of spreading Open Badges.","In 2016 the website Be Badges was deliberately launched too early & in beta-version to early capture interest, feedback & support of users. We presented our project at several national and international events. Feedback & community support was gathered via social media accounts (twitter, facebook, linkedin) & an open meetup group for in-person meetings. Users are considered as co-developers & partners in helping spreading open badges. In 2017 the community launched as a working group within Open Knowledge Foundation Belgium & with Selor as one of the members co-operating on this. So the Federal Belgian government in the role of initiator & facilitator of a community that is further spreading Open Badges in Belgium. This kind of setup, makes it a cooperative & collective effort with open access for everyone who wants to support the same goal & ongoing effort of spreading this Open Standard in Belgium.","Selor launched the platform to answer following challenges:
* Getting rid of (useless) retests: so candidates don’t always have to invest in performing identical or similar tests (especially PC tests that measure generic competencies). Employers can save money by not needing to test candidates again. We got impact here with badges issued by Selor & used by the City of Ghent to dispense candidates from a first selection phase, letting them enter directly into a 2nd stage based on competence test results at Selor, proven by badges.
* enhancing talent mobility: Only formal degrees or diplomas are accepted in many cases (especially within context of comparative government examinations). Recruiting, screening & also promotions are not always as skill-based as they should be. Here we see badges as a digital innovation in the area of ""Previously Acquired Competences"", shifting the focus from ‘diplomas-only’ to broader entry possibilities with also skills acquired elsewhere (lifelong learning, experience,...). * talent mismatch & employability: the use of structured linked open data within the Open Badges Standard & the fact they can be linked to frameworks like the European ESCO taxonomy, makes it possible to have a better future job seeker - job matching. Be Badges offers value to all types of users: * Issuers: are now in a position to get more evidence based certification. They can digitally manage their certification path and replace paper certification processes. * Earners: Can digitally manage & share badges with evidence-based information and use badges as building blocks of their CV & on social media. Share them with possible future employers & gain access to more & better matched job opportunities. * Displayers: Can save time & money by awarding value to a badge. e.g. the use-case of badges to prevent useless retesting (badges can have an expiration date, which makes them more flexible for competences or skills that need re-assessment over time).","The main challenges were:
- technical implementation: getting the correct people on board that understand the working of Open Linked Data principles & could help put this into a working application
- technical understanding: explaining the usefulness of an Open technical inter-operability standard to a non-technical audience (e.g. also to management levels, policy makers,..)
- save guarding of the project's Open & User-centric approach. Making sure there is no 'ownership' but a de-centralised, open sourced approach in spreading the standard.
- Getting everyone to understand that the application being built is never really finished but continuously being improved, which has an impact on ongoing efforts needed. Contacts & help offered by technical skilled community members (e.g. within Open Knowledge foundation) & communication expertise helped tackling these challenges.","Since the application grew from a bottom up approach, it is necessary to have an organisational culture & IT development environment which doesn't obstruct but facilitates this. Since a lot of open source tools & basic cloud-hosting services come with a very low or sometimes even no financial cost, budget is not the biggest issue. And maybe even an obstruction to an open source development process, since budget brings in more time spend on administration & more commercial interests into the development.
An open source community effort based on volunteers and internal motivation (and not on financial motives) could be a more solid base to built on for long-going continuous development & improvement. Budget and the presence of payed human resources working full time on it, helps of course and is necessary to go from a POC to a full grown application, but my believe is that budget alone can not built a community to spread an Open Standard like Open Badges.","Since Open Badges are an Open Standard, every organisation facing the same challenges can assess if Open Badges could bring a solution to those challenges. Everyone is free to implement this and built together on a bigger network of inter-operable open badges & open badge applications. Open badges as building blocks of online resumes (linkedin, europass, etc. ), against diploma fraud, and as a tool for open recognition of verifiable skills across countries (e.g. recognition of refugee skills) are all use cases being developed within the international Open Badges community.","My personal experience is that opening up processes, meetings and adapting an open source philosophy for this project helped enormously to bring in the best expertise without spending a big budget. By following an open source philosophy, we got some fast results and managed to build a community surrounding this. The lessons we learned is that this process goes with ups and downs. An application built in this way is not from a first release as qualitative solid or reliable as some other governmental applications following a more classical approach, which needs to be understand by all of your users.",,,,,,
7693,LabHacker,https://oecd-opsi.org/innovations/labhacker/,,"Chamber of Deputies",Brazil,central,"a:1:{i:0;s:11:""information"";}",LabHacker,http://labhackercd.net/,2014,"LabHacker is a space within the Brazilian Chamber of Deputies open to citizen participation and experimentation. It works with a network of citizens, lawmakers and public employees in projects that enhance transparency and participation. One of the main projects is an open source website - e-Democracia - that enables citizens to suggest amendments to bills and to participate in public hearings.","LabHacker is a laboratory for innovation within the Brazilian Chamber of Deputies open to citizen participation. One of its main goals is to work with a network of Citizens, Lawmakers and the Public sector, in projects that enhance transparency and participation. (http://labhackercd.net/) LabHacker was created in 2013, following the positive experience of the first Hackathon of the Chamber of Deputies. During this event, Hackers developed civic apps and gave invaluable feedback on the Chamber of Deputies’ open database. Hackers proposed then a permanent space to experimentation and continuous collaboration within the Chamber. Two months later, LabHacker was created.
Since its inception, LabHacker has been an open space and has held several events that brought together specialists, hackers, students, politicians and public employees to discuss new technologies and new ways of promoting participation and transparency. All events are broadcast live on youtube and open to online participation. We have been developing technologies concerning popular participation and transparency.
Our main project is the e-Democracia web portal (https://edemocracia.camara.leg.br/) that offers several tools, like “Wikilegis” and “Audiencias Publicas” The “Wikilegis” tool enables citizens to suggest amendments to any portion of a Bill. Users can like or dislike the suggestions of each other or simply support the original version. This way, we intend to offer the rapporteur interesting ideas that can help improve the Bill. The “Audiências Públicas” tool enables participation in public hearings in real time. Citizens can watch the hearing, interact with other users and send questions to lawmakers and guest speakers. Any logged-in user can vote on the questions sent by other users. The most voted questions rank first and will have the preference to be answered by lawmakers or guest speakers, in case there are too many questions.
To develop this new version of the e-Democracia webportal, and its tools, we have made several usability tests. Civil servants and regular citizens have participated in those tests and made decisive contributions to the web portal. We have devised a new version that features a responsive Web design so users can access it on their cell phones and tablets. We have been making technological improvements on one front. We strive to collaborate with other units so to see all those possibilities of participation really implemented. We are co-creating with those units a participatory culture in the Chamber.
Feedback from users on one end and civil servants on another can help us engage lawmakers in increasingly using these tools. We have been gradually integrating the e-Democracia webportal with the Chamber’s main website. When citizens look for information on the committees’ work, they can find icons indicating the possibility of participation on a public hearing or session. We are also working on a new tool called Tenho dito (“I have said”). This is intended to be an improvement of an earlier concept where bubbles showed the most discussed topics. The bigger the size of the bubble, more discussed was the topic.
However, “Tenho dito” now shows a map where you can see which topic is being most discussed by lawmakers of an specific state. And, additionally, you can have a far better understanding of all the topics that concern the lawmaker, through a comparison between his speeches and propositions. (http://tenhodito.labhackercd.net/)",,"Labhacker was created in 2013 meeting a request from Hackers themselves. It is the first case in the world which an innovation Lab is institutionalized in a national Legislative Branch. The main project of Labhacker, the e- Democracia webportal, offers a tool to citizens to make suggestions of Amendments to Bills. Some actual laws in Brazil were developed in this participatory model centred in the e-Democracia Program, such as the Civil Rights for Internet Users, Youth Statute and the Act for Disabled persons.","a:1:{i:0;s:14:""implementation"";}","We consider the Lab itself to be a breeding hub for innovation. Our current endeavors largely involve citizen participation. This takes different forms, according to the type of participation, the level of expertise of the participating citizens, We have had much freedom to propose ideas. We have monitored that the participation online in Public Hearings has increased. We hope that with “Pauta Participativa”, a new a tool that enables citizens to participate in the definition of the legislative agenda, the participation rate in e-Democracia will further increase. One case of spread of this innovation was the creation of a LabHinova, an innovation lab, inside the Chamber of the Federal District. We helped them with some advice and by sharing our experience. Now we are proud to say that, as they are experimenting so much on their own, we’re also learning from them now.","In the earlier version of e-Democracia webportal, the broadcast of a Public Hearing needed a direct demand from a Committee. We had to management the creation of a Participatory Chat for each request. But with the new version, the IT team of the Committee Department has developed a way that now the whole process is automatic. The new application “Tenho Dito” is having the support of the Committee Department. We are sure that through this collaboration we’ll have a fully reliable application available to the wide public in the next months.","We had several user tests that help shape the applications within the e-Democracia Portal, mainly the “Audiencia Publica” and “Wikilegis. Hackers and Civil Society organizations are regularly invited to share their opinions on our work and evaluation.","Among the results:
1) A complete new version of the e-Democracia website (design responsive and suitable to all screen formats) and an increase in participation rates as a consequence.
2) New work processes, devised with the Committee Department, to better use the e-Democracia website and enable better participation. An increase in interest in Open Parliament concept by some Lawmakers and other civil servants. More discussion about these concept, through events, meetings, lectures and talks.
3) LabHacker became a space within the Chamber where people can come to discuss ideas to implement changes in processes that can foster participation, and we provide them with support for that, suggesting ideas.
4) A space to experiment social technologies. Some were abandoned like “Mapa Participativo”. But we learn from our Failures. “Retorica Parlamentar”, for instance, gave us experience to a new project, “Tenho dito”.","We thought at first that collaboration would be continuous. But we've learned that this is not always the case and that we should keep working in the applications development, communicating our efforts, so that the door to collaboration is always open. We can say that we see more and more potential collaborators coming, as we proceed. One initial challenge was political turbulence and a misunderstanding of the work of LabHacker. However, with our efforts of spreading the news, we've noticed a growing interest and respect for our work.","An accessible space for social meetings and a space to computers are certainly necessary. Support to allocate people to the lab, a director with some expertise - or at very least committed - with participation and transparency, the understanding of the whole staff of need of collaboration, and an open mind to try new projects, considering new tools, like Design Thinking.","The innovation can be replicated in Legislatures, for there is a need of innovation in Legislative processes everywhere. We had our beginning through a Hackathon, but that is not necessary to have a innovation Lab such as ours. What is needed is a political will and commitment to increase participation and transparency in a Legislature. An innovation lab, in collaboration with other units, can help.","It's possible to have a space as our within a public institution, as long the experimentation process is fully explained. Its necessary to have the freedom of trial and error. It is important to constantly receive feedback from citizens to our work.
",,,,,,
7696,"Rede Bem Cuidar",https://oecd-opsi.org/innovations/rede-bem-cuidar/,,"Secretaria Municipal de Saude – Pelotas Local Health Department",Brazil,local,"a:2:{i:0;s:6:""health"";i:1;s:7:""science"";}","Rede Bem Cuidar",,2014,"Rede Bem Cuidar (Well Caring Network) is a network of Local Health Units, each acting as a multi-generational social hub. We developed the project to improve the quality of public health services offered to the city of Pelotas’ citizens, establishing community participation as a precondition for unfolding the project. The resulting renovations are designed to improve healthcare facilities and services, support employee well-being and create much-needed community space.","Rede Bem Cuidar (Well Caring Network) is a network of Local Health Units, each acting as a multi-generational social hub. We developed the project to improve the quality of public health services offered to the city of Pelotas’ citizens, establishing community participation as a precondition for unfolding the project.
Pelotas Public Health Services lacked a full regulation between the distinct health attention levels (primary, secondary, tertiary), leading to service deliverance problems such as long wait times for first attendance and crowded ER’s, raising the policy basic costs. Furthermore, the front-line bureaucrats didn’t have standardized working methods in their day-by-day work, relying on highly discretionary actions. This created non-reliable processes for dealing with citizens’ demands.
Those were the challenges the consultancy had to deal with, and were symptoms of the questions we strived to answer. Our objective was to create a full diagnosis of the Pelotas City Health Department, delving into the problems regarding all stakeholders- citizens, public servants, health department managers, NGO’s and other local institutions fellows.
To align the distinct levels of attention within the health system, we focused on:
- primary health care and a prevention-oriented health culture,
- providing standards for citizen attendance within Local Health Units,
- reducing waiting time and improving reception,
- developing innovation to better respond to citizens demands, and
- improving the quality of service delivered.
","a:1:{i:0;s:3:""181"";}","By using the Design Thinking approach, we established a user-centred view amongst all process, combining the public and public servants to find solutions for common problems. This was possible by developing a deep understanding of the user experience and needs, creating a complex set of different points of view and enlarging the challenge first issued. The major stakeholders were involved and every step was approved by the stakeholders, leading to better supported solutions at the end.
Although recognized as important, community participation and empowerment at public policies is not a common practice for governments in Brazil. There are several issues blocking this kind of procedure, including a lack of knowledge and/or skills on how to involve people to discuss public policies. This project aims at this challenge, bringing people closer to the policy core and attaining their point of view to policy elaboration. This resulted in a much more clear approach to the real citizens' problems and needs, developing an innovative Public Health policy, even awarded by the Brazilian Central Government.","a:1:{i:0;s:9:""diffusing"";}","We conducted in-depth interviews with stakeholders, including experts, and made several visits to the public health units to understand everyone’s experiences within the “Health Journey"". Among the insights into how people see and think “Public Health,” we understood more about the poor quality of public health service delivered, with high complaints rates related to the length of waiting lines and poor reception from health workers.
This feedback built our core concept for the project: Continuous Care. Then, we hosted a solutions workshop, which were open to the public. We invited experts and public servants, providing technical insights and widening the common point of view. From our findings, we used a systems thinking approach, and implemented the first project. It went through a complete repair of its new services, freshly created in the last phase of the Project. There, we implemented most of our solutions and framed them within the Primary Services scope.","The approach we used relies on collaboration through all the process, regarding to people's distinct needs and points of view every outcome designed. So, by bringing their own experience to the discussion, we were able to create a deep understanding of the context, resulting in more long-term solutions.","We used several tools, such as workshops of many kinds (ideation, exploration, co-creation, prototyping), interviews, surveys. We also visited citizens’ houses and accompanied them through their days, understanding how that Health service impact their lives. Basic research on data and historic models of service deliverance in Pelotas were also used, especially when talking to experts on that field.","The project delivered outcomes, ranging from the building of new health facilities to the development of a public manager training focused on health management. Here are some of the deliverables:
- At first, people had to arrive at 5:00AM to receive treatment. Now, since the change in the reception procedure, people come by anytime and can be treated, even if they do not have a scheduled appointment.
- The reception architecture has significantly changed, with new seats, bathrooms, televisions showing Health tips, and all reception procedures being electronically made.
- The first attendance time has reduced, from two months to 2-3 weeks
- Every unit has its own pharmacy, delivering medicines to nearby neighbourhoods.
- With the SuperAgentes program, the quality of household medical care has significantly improved. The public servers use tablets to quickly search for families’ information and to update information directly to physicians and nurses, making diagnosis easier to define.","Developing such project is not easy and many challenges must be overcome in order to keep functioning. Projects that deal with public policy are slower and harder to implement. However, the complexity of projects greatly improves the range and scale of solutions, and if we think that, despite of all problems, their results are looking for a “greater good”, that is what keeps us going.
The major issues we faced were:
- Adopting innovation in a highly conservative environment
- Finding the correct stakeholders to develop a focus group towards maintaining the project going
- Little time to fulfil research on a complex system such as Public Health
- Public budget and the purchase of legal equipment
- Articulation between different stakeholders and Departments
- Poor internet infrastructure in the city","No matter how good the project is, if there is no formal leadership inside the government, nor resources available for maintaining the project after unfolding the pilot, it won't work. So it is of primary importance to create the political conditions for the project to establish within the government.","We already have replicated it within the same city (Pelotas has, today, 4 Well-Caring Network units, and 3 more are soon to come). since the project has been awarded by the central government, many other politicians from around Brazil are visiting Pelotas. These politicians are looking forward to understanding the units creation, using the network's ideas to implement inside their own units.",,,,,,,
7704,"Bonus Cultura - 18app",https://oecd-opsi.org/innovations/bonus-cultura-18app/,,"Presidenza del Consiglio dei Ministri, Dipartimento per l’informazione e l’editoria",Italy,central,"a:1:{i:0;s:11:""information"";}","Bonus Cultura - 18app",https://www.18app.italia.it/#/,2016,"Based on the idea that cultural consumption is important both for enriching yourself as a person and strengthening the fabric of our society, in 2016 the Italian government introduced a 500€ cultural bonus for all 18-year-old people living in Italy. Young people can spend it on cultural items and activities such as going to theatres, concerts and museums, buying books, etc. They have to register online and then spend the money through the dedicated website 18app.it, accessible from any device. This was promoted through an extensive online campaign on social media by the government.","Bonus Cultura represents a welcome for those who reach the age of 18 and a reminder of how crucial culture is, both for personal enrichment and for strengthening the social fabric of the country.
The initiative has been welcomed by 18-year-old citizens, who face a difficult economic landscape when they leave school: high unemployment, a lack of secure, long-term contracts and an economy that has performed dismally for a decade. Every 18-year-old has been entitled to claim 500€ and spend it on culturally enriching pursuits such as going to theatres, concerts and museums, visiting archaeological sites, and buying books.
Young people who turn 18 can access the fund by registering through their unique digital identity (SPID), and then spend the money, through the dedicated website 18app.it, accessible from any device. They have six months to register and one year to spend all the credit. The process is entirely made online: each user can create vouchers which can be used to make purchases. The vouchers can be printed or downloaded to smartphones and tablets for making in-store purchases and can also be used to shop online.
Giving each teenager 500€ to spend on culture means investing in their future and allowing them to participate directly to their county cultural and social life. In order to make the initiative well-known and to make the users a pro-active part of it, a social media campaign has been made on Facebook and Instagram. For the first time ever, the Italian government decided to choose social media as the main medium to talk to citizens and the results are outstanding.
The official Facebook fan page gives information and collects users feedback also through direct messaging. At the moment, the numbers are the following:
Facebook (18app)
Followers: 49k; Reach: 3,5 mln; Engagement: 12 %; Messages received: 15k
Instagram (18app_official)
Followers: 14k; Reach: 1,4 mln; Engagement: 6 %
Young citizens are not the only one who benefited from the innovation. Also cultural merchants were part of the project since the very beginning: not only big players, but small ones too. The participation of merchants is relevant and the result of the hole project is a measurable growth in cultural consumption.
A mobile native app is about to be released. It is an open source software. The open collaboration has created a network of digital specialists that work together in order to constantly improve the innovation.
The innovation is now at its third edition and a fourth one is already provided for the following year. In the meantime, government has changed twice. The social media campaign is still ongoing and the expected results are even bigger than the present ones. The constant activity on social media, including direct messaging, is extremely helpful and effective in terms of accountability , web reputation, transparency and stakeholder participation. As a result, the users seem to be more trustful towards the government and more involved in its proposals.",,"Bonus Cultura is a unique case all over the world. By giving each teenager 500€ to spend on culture, Italy promoted a cultural policy where the focus is on the demand instead of the supply, and the recipients are very young.
The project is entirely digital and for the first time ever, the Italian government decided to use mainly social media to promote it and to establish a direct and pro-active interaction with citizens.",,,"Bonus Cultura is the result of a collaborative work led by the Italian Ministry of Culture and the Italian Presidency of the Council of Ministers. It sees the contribution of different actors: Digital Team of Italian Presidency of the Council of Ministers, Italian Digital Agency (Agid), Computer Technology General Society (Sogei), Public Insurance Services Society (Consap).
The users themselves are involved in the design process of the innovation by giving feedback and comments.","– All citizens born in 1998, 1999 and 2000.
– Businesses part of the culture sector
– Government officials involved in the design and users of the platform/social media to better understand citizens’ needs.
– The media, which played an important role in disseminating information.","We are able to make a comparison between the three editions of the project. It is possible to measure the results and impacts on users and stakeholders by looking at data and by analysing the social media insights. The entire amount of potential users is approximately 550k per year. Here below, some numeric results.
First edition - 2016/2017 (ended): 356k people registered - 162mln € spent - 4,4k merchants active -30k Facebook fans - 3k Instagram followers - 6k messages received on Facebook
Second edition - 2017/2018 (ended): 417k people registered - 192mln € spent - 5,3k merchants active - 46k Facebook fans -11k Instagram followers - 8k messages received on Facebook
Third edition - 2019 (ongoing/started on January 7th): 283k people registered -27mln € spent - 5,3 merchants
49k Facebook fans - 14k Instagram followers -1k messages received on Facebook
We expect for the current and future year a significant increase in the number of people registered and in the total amount spent.","The main challenge has been the relationship with young citizens about cultural supply which is not very familiar to them. Young recipients had problems with the online platform and revealed to be more comfortable with face-to-face interactions and mediation processes.
At the very beginning, there were technical problems, mainly related to the unique digital identity (SPID) which is the preliminary step before the registration. The two different deadlines (June 30th for the registration and December 31st for spending) were also difficult to be communicated to the young people and their families. Another critical issue was the illegal use of the Bonus made by some recipients and merchants.
To address this issues, a social media and crisis management staff was created. This working group has been able to face different problems acting both on front and back office and making connections between all the actors involved in the project.","The success of Bonus Cultura is due to different conditions:
1. a strong political will allowed the project to begin;
2. a complete regulation was written;
3. effective processes and guidance were implemented;
4. the right tools were chosen (platform and social media);
5. an organizational model was created, with the involvement of different professionals;
6. human, financial and communication resources are in place;
7. citizen’s needs and feedback are crucial;
8. the staff members are professional and motivated.","Due to its success, a similar platform, named Pass Culture, is being experimented in France.
In my opinion, the innovation has a high potential to be replicated and further developed in the future, in Italy and other countries. It could eventually lead to a European Cultural Bonus.","As we know, internet and the digital experience are part of our everyday life. Therefore, an effective open government innovation should have a deep digital implementation.
From the Bonus Cultura experience I had the opportunity to learn that the principles of transparency, integrity, accountability and citizens participations need to be promoted through digital solutions and that effective digital solutions are based on a complete process engineering and on the collaboration of different government bodies.
The positive and pro-active relationship between people and governments can be translated into digital services accessible by any device, and mainly by smartphone. Moreover, a daily and quality communication with the public services users can significantly contribute to the improvement of the institution reputation and accountability.
Bonus Cultura - 18app is a best practice also from the organizational point of view. In particular, it revealed that the approach “open collaboration with a clear guidance” is effective and enables to constantly monitoring and improving the innovation.",,"a:12:{i:0;s:4:""8026"";i:1;s:4:""8029"";i:2;s:4:""8032"";i:3;s:4:""8033"";i:4;s:4:""8034"";i:5;s:4:""8035"";i:6;s:4:""8037"";i:7;s:4:""8021"";i:8;s:4:""8022"";i:9;s:4:""8039"";i:10;s:4:""8040"";i:11;s:4:""8042"";}",,,https://www.youtube.com/watch?v=lFZVM3tJIzA,
7712,"Open by Default Portal",https://oecd-opsi.org/innovations/open-by-default-portal/,,"Government of Canada",Canada,central,,"Open by Default Portal",http://pilot.open.canada.ca/open-by-default-pilot,2017,"Open government carries the promise of more effective, accountable government. To capitalize on this potential, governments like Canada’s have made commitments to becoming open by default. Canada has launched a pilot to implement its vision, providing access to working documents to inspire innovation and create exponential benefits for citizens.","The Government of Canada has made ambitious commitments to being open by default. Government and its information should be available its citizens, except in select cases when there might be a detrimental impact on privacy or security. In an effort to make the Government of Canada truly open by default, the Treasury Board of Canada Secretariat (TBS) has partnered with other federal departments to provide access to working documents and data through a pilot portal (http://pilot.open.canada.ca/open-by-default-pilot). The draft documents include a diverse selection of reports, field notes, project plans, meeting minutes and more. The portal represents an important step in Canada’s ongoing effort to become more transparent and strengthen collaboration with the public. TBS developed the Open by Default pilot project to provide a behind-the-scenes look at the federal government’s works in progress.
For the first time, the federal government has provided access to some of the raw materials used in government decision making. The rationale behind this experiment in radical transparency is to capitalize on the opportunity to shine fresh light on what government does and create greater scope for citizens and stakeholders to engage and collaborate with their government. The main objective of the initiative is to implement our commitment to being open by default.
The Treasury Board of Canada Secretariat has repeatedly made commitments to openness and transparency, stressing the importance of openness by design. The Open by Default pilot takes this vision a step further; equipping citizens to observe government processes from their inception is one way to better understand how the Government of Canada works for its people. This experiment also encourages public servants to be open by default from the get-go, never forgetting the people they serve. As such, the beneficiaries are not only open government stakeholders, but all individuals and groups, inside and outside of government, that deal with public policy in Canada.",,"The Government of Canada has been very intentional in releasing data. With roughly 120,000 open data sets from about 60 federal departments, Canada was recently ranked 2nd globally in the Web Foundation’s Open Data Barometer. However, this data is only released once it is refined and prepared, rather than when it is created. The new Open by Default portal offers a platform to provide access to working documents as they are being conceived.
As such, the new portal represents a new experiment in government transparency. Of note, the new portal effectively automates the process of providing public access to non-sensitive federal information and data, in a timely manner. In so doing, it encourages public engagement, moving from a passive engagement model to a proactive, community-driven one. It also represents user-centric design thinking thanks to the use of an agile procurement process to maximize the usability and findability of content provided through the portal.","a:1:{i:0;s:14:""implementation"";}","The Open by Default Portal is a pilot project; it includes works in progress that have not necessarily been created or formatted for release. Still a beta site, it is housed within Canada’s Open Government website (Open.Canada.ca). It presents draft documents from four federal departments. The presentation of the current content has gone through several iterative improvements. The Treasury Board of Canada Secretariat has also leveraged a new procurement mechanism to capture innovations to enhance the usability and findability of content on the portal. The new pilot portal is housed with the Open Government website, which was launched in 2012 as a single purpose data portal.
The team spread the initiative to departments by seeking participation in the pilot phase; more departments have since sought to join the pilot having observed successes to date. The pilot will be evaluated on an ongoing basis, including from the citizen perspective, once the initial pilot phase concludes.","This was an interdepartmental, collaboration of departments that aligned around shared commitments of transparency. Several departments revealed significant dedication to troubleshooting and implementing solutions. They uploaded numerous documents to enable the pilot, which helped address back-end user concerns and needs. Their insight regarding converging and diverging atmospheres in government helped conceptualize the portal for broad application while beginning on a relatively small scale.","During the pilot’s problem definition phase, we considered user needs, via open government consultations and requests for government information and data. The innovation of this project is most clearly apparent in its conceptualization, in its implementation, and the agility with which the portal was launched and iterated. The improvements occurred through a procurement process meant to further encourage SMEs to engage with government procurement and diversify our approaches to problem solving.","The Open by Default Portal has elicited a fair degree of interest from the public. There have been a significant number of visits to the site, comments on the documents, and downloads of the Call for Proposals (CFP) for the usability challenge. The pilot is already well on its way to bringing about a more user-centric design process as the CFP included various criteria on this front and the winning bidder is required to deliver a user-focused, innovative digital solution. We anticipate the overall impact of the pilot to include greater levels of public engagement, more advanced knowledge around how to practice Open by Default within the Government of Canada, and solutions for pressing concerns around sharing working documents, including the provision of work in both Official Languages and fully accessible material.","One of the biggest challenges was balancing a transparent government with accessibility needs and official language requirements. While these are not mutually exclusive, there was also no legal precedent to follow that lent well to opening draft documents by default. This meant we had to be our own way-finders in order for the project to proceed nimbly.
Furthermore, concerns were raised about whether or not government was ready for such a culture shift. This challenge is on-going, however the Open by Default pilot sets a precedent for government to more effectively engage with citizens, which in turn informs how government must realign itself to respond accordingly. We are confident that continued investment in open government will continue to drive this cultural shift.","In the case of this pilot, crucial elements included commitment to open government, vision for deepening our leadership, alignment of appropriate resources and skills, and a high degree of commitment to making the pilot a success against all odds.","We designed the pilot project to be scalable from the outset, with the first iteration of agile procurement for the Open by Default portal serving as proof of concept for subsequent iterations. Currently, we are developing project plans for the second and third challenges, which will target further enhancements to the portal in areas that will support better accessibility by all Canadians. All code powering the pilot and Open.Canada.ca is available for reuse via GitHub.","Scaling and iterating can be powerful tools for driving systems change. One of the crucial strengths of the Open by Default pilot was diving in without necessarily having all the answers from the beginning. This approach allowed for rapid, iterative progress, but also revealed a plethora of interim lessons learned, including the need for sustained leadership from senior management among all participating departments, clear policy guidance and operational instructions to reduce risk aversion.",,,,,,
7719,"Adaptive Design Approach for the Policy Toolkit (ADAPT)",https://oecd-opsi.org/innovations/adaptive-design-approach-for-the-policy-toolkit-adapt/,,"Natural Resources Canada",Canada,central,"a:1:{i:0;s:7:""science"";}","Adaptive Design Approach for the Policy Toolkit (ADAPT)",https://www.youtube.com/watch?v=O1aLDEaTjSk&feature=youtu.be,2015,"ADAPT was established to increase awareness and use of novel policy tools (e.g. Prizes, Open Policy Making, AI, Experimentation, etc.) across the ministry. Instead of using the typical research, write, consult model for building organization-wide policy, the team a Lean Startup methodology.","Adaptive Design Approaches for the Policy Toolkit (ADAPT) was a dedicated Policy and Program Innovation/Experimentation incubated within Natural Resources Canada’s (NRCan) Innovation Hub. Functionally the team reports to Director General of Strategic Policy Branch and the Assistant Deputy Minister of the Strategic Policy and Results Sector. In the past, the ADAPT members had observed a number of efforts to onboard new policy tools/methods/approaches within bureaucracies that focused investing in a few early adopters and then showcasing their success, and/or an organizational policy was established endorsing new innovation. This classic approach never really seemed to shift the organization from business as usual. Taking an orientation was based on testing hypothesis and probing various interventions options to determine strongest ROI seemed to be the only way forward given the limitation of previous whole of organization policy innovation exercises.","a:1:{i:0;s:3:""612"";}","Lean Startup model has not been mainstreamed in the public sector. Its principles and process often run in direct opposition hierarchy, policies, and incentives of bureaucracy. For example, our team had three operating principles: be cross-sector, collaborative, and apply a lean startup approach. In practice, we could engage any executives within government or outside of government going through the typical approvals.","a:1:{i:0;s:9:""diffusing"";}","Current Phase:
We've handed off the departmental policy on policy and program experimentation, and associated products, to the Strategic Policy Division. We have handed-off the whole of government products/services, e.g. Policy Innovation Portal and the Policy Community Conference, to a new team responsible for revitalizing the policy function across the federal government.
Essentially, our mandate was to gain clarity on what would be required to drive more contemporary policy instrument choice, identify levers for our desired impact, create the minimum viable products/services to shift the target levers, and then to have what we'd built absorbed into core operations. Because we used a Lean Startup approach, one of the key implementation tools that we used was working directly with departmental teams advancing policy and program innovations/experiments (e.g. project scoping, design and implementation, and barrier navigation).
We supported both small teams (with $15K) and large teams (responsible for building a $1B program). Another core principle for our team was reporting out on what we were learning, as it:
- It helped us reflect on what has and hasn’t worked
-It supported other practitioners responsible for similar work
-We wanted to model the behaviours we feel are most appropriate
-It drives greater research and development (R&D) in public and social impact sectors","X-sector: - One of the teams core principles was to be crossed sector. It mean that we constantly engaged experts outside of government on new policy tools, change management, social R&D, etc. in order to increase our ability to thoughtfully implement the work we were pursuing and avoid rookie mistakes.
Government of Canada: Given that we were a smaller team, we always engaged other teams with similar mandates across the federal government to share work. Often we would create and maintain the platform, and we'd have other teams input the content or expertise.","Lean Startup model prioritizes engagement with end-user, so we spent a lot of time providing direct support for teams and then mapping where they're work was getting sped up or slowed down. Using that knowledge, we then crafted our theory of impact and core work streams. Our close working relationship with operational staff also allowed up to close the often large gap in trust and language between the innovation team and everyone else.","37.5% conversion rate: (add a prize/challenge to medium-term planning, use a prize/challenge for interdepartmental coordination, host a policy innovation practitioner conference, use a hackathon to prioritize data for publishing, use blockchain back-end for public disclosures, apply data analytics to administrative data, add public sector innovation publications to weekly policy research summaries, embedding policy innovation into results & delivery)
Client Request Growth Rate - Linear growth of support requests, i.e. 2 requests in Oct 2015, and 15 requests in Oct 2016
Policy Innovation Portal - Over it's initial 8-months the Portal had had approximately 7,000 unique visits and 25,000 total page views. The Portal consistently captured 70% of policy innovation content consumed on Government of Canada wiki.
Symbolic Gestures - Deputy Minister sign-off on policy on policy and program experimentation, including associated performance metrics for executives - “My Director General told me that experimentation is going to be in our performance agreements; which of these experimentation options would be best?” is an example of the impact on the middle management layer that is often hard to engage with regards to public sector innovation initiatives.","Most execs don’t think about public admin. R&D (they’re too busy, it’s too hard, they’re aren’t good incentives, etc.). If there is buy-in, it’s seen as a nice to have, not an essential function to be resourced appropriately. To address this, we took on the added responsibility of trying to shift organizational culture (e.g. exec performance agreements), as well as coordinating resources and influence across teams with similar mandates.","Leadership: our DG and ADM applied a “light touch” so we were given the time to clarify our mission and flexibility to pursue it in the way we thought most effective; they also supported our principles (cross-sector, collaborative, lean startup), and our theory of change.
Institutional location: working within the coordinating policy shop, and reporting to the responsible DG and ADM legitimized our work and provided access to high-value intervention points.
Incubation model: the IN.spire team’s incubation model provided accelerant (core team skills available; ecosystem primed; conducive culture, space and tools available), a shield (reduced exposure to bureaucracy and executive taskings), velocity maintenance (core team skills available, risk manage budget, team recruitment and onboarding, administrative hacks)
Team members: entrepreneurial, networked, cross-sector Timing: alignment with GoC priority areas (i.e. results & delivery, experimentation).","High replicability if there are appropriate conditions.","Thoughtful implementation: get good design and implementation tactics from experts who are often outside of the public sector.
Managing up: you can't provide strong advice if you don't protect time to think, and create space to engage with experts, end-beneficiaries and other networks/organizations responding. Creating and articulating a theory of change helped push back on tasking.
Leadership alignment: need leadership all the way up the chain of command to be on side. Even one missing link will create fatal bottlenecks for your innovation.
Leadership pelotons: execs move often, so you need a community of leaders championing your work.
Take an asset based approach: work with what is already working within your environment.
Move the middle: don't focus on early adopters as this will not result in the system change you seek - you need to find a way to change the habits and routines of the early- and late-majority.",,,,,,
7723,"Clear Bills",https://oecd-opsi.org/innovations/clear-bills/,,"LABORATORIO DE GOBIERNO CHILE",Chile,central,"a:1:{i:0;s:12:""public_admin"";}","Clear Bills",https://www.lab.gob.cl/convocatorias/proyecto-cuentas-de-la-luz-claras-simples-y-transparentes/,2016,"Studies carried out in 2014 by the Superintendency of Electricity and Fuels and the National Consumer Service, showed as a result that the people did not understand or trusted the electricity bill. This was the starting point of the work developed jointly with the Laboratory of Government, using a design thinking approach, which resulted in a new bill co-created with our citizens. This new, user-centric bill vastly improved readability and improved citizen trust in the government agency.","In Chile, the electricity service is distributed by 34 private companies and supplies over 6 million of homes. The service provided by the electricity companies is regulated and supervised by the Superintendency of Electricity and Fuels (SEC) and in parallel, on the side of the users, by the National Consumer Service (SERNAC), a public entity tasked to protect consumer rights. According to a public poll implemented by SEC through its website, and over 30 thousand face-to-face interviews carried out with the SERNAC in 2014, 51% of the population at national level, declared not to understand the content of the electricity bills. In addition, 47.5% of the sample stated that the electricity bills we ““little trustworthy”.
In light of these results, a working group was formed, including SEC, SERNAC and the Laboratory of Government with the objective of co-creating with the citizens a new design, clearer, more simple and transparent to the users. Having declared the challenge of “Elaborating clear and transparent bills for our citizens” the first step was that the Laboratory of Government made available its methodologies, from service design to social sciences used to approach users and design with them a way to improve the review and understanding of the electricity bills.
During the first stage, a series of “discovery workshops” were implemented with views to understand the problems and needs of users with the respect to the electricity bills. As a result, we were able to understand the depth of the initial challenged stated, reformulating the problem from 3 new perspectives:
(1) Difficulty to find the relevant information and does not invite people to read.
(2) Difficulty to understand the processes and charges related to the electricity service
(3) Absence of tools to encourage a more efficient use of electricity.
These three problems were the basis for the second stage, where the citizens themselves made their knowledge available to propose solutions in the “ideation workshops”. Several ideas came out of the workshops, and after being prioritized by the citizens, all of them were shaped into a variety of solutions which led to the following stage: the design and iteration of prototypes.
During this phase, we had to convey these ideas on to the prototypes which allowed the progressive construction of the new electricity bill. The co-creation activities included, apart from the citizens, a deeper review made by experts, representatives from the consumer associations and social leaders. Finally, for each of the 3 dimensions of the problem we reached a solution, approached by the following improvements: Design, Language and Comprehension. Design: The new bill groups content in a coherent way and allows a sequential reading of the information.
The contents are hierarchised, grouped and placed in a certain order in accordance to what users defined as priorities. In a first level, there is the amount to be paid, the due date and cut date. However, in a first level of information we also had to respond to another type of user: the bill distributor. This is why there is also included the Client ID Number and contact information, in order to ensure the correct delivery of the bill.
In a second level of information, the user can find all the detailed information about the charges, where we find electricity consumption levels, and the service operation. In the third level, there is the supplier’s contact information, helpdesk and means of payment. In order to reinforce the intention of the narrative of the bill and the sequential reading of the information, we passed from a plain format on to a booklet format, which makes it easier to prioritize, allowing the most relevant data to be the first appearing on the first page: the detail is inside for those users who want a better understanding and on the back, there is the supplier’s contact details, help desk and means of payment.
Language: the new bill uses an engaging language, which invites the user to review his/her consumption data. It reduces abbreviations, technicisms, uses simpler terms and interrogative language. The charges are described in common terms, proposed by the same citizens during the process. In addition, it includes a glossary to explain the more technical aspects of the charges, which are the less familiar to the people.
Comprehension: There is a chart that explains the most relevant data contained in the histogram. The chart compares two things: current month consumption compared to the previous month’s levels; and the consumption of the current month compared to the same month the year before. This comes with a graph and percentages, which simplify the information and gives a concrete data, with views to give users a tool to make decisions and take energy efficiency actions.
Following this idea to give users tools towards energy efficiency, there are also easy tips to save electricity.",,"The Laboratory of Government uses an innovation methodology in public services based mainly on the “Double Diamond” design process. This methodology has four stages, from a discovery stage to the management of the knowledge raised throughout the project. Before implementing this project, each of the organizations involved in the service, acted independently and at the same time, each of the distribution companies designed their own bills, using their own language and non-standardized information. The methodology used allowed the Government of Chile to sit all of the relevant actors at the same table, coordinate them and put them to the task to develop jointly a standardized solution with a focus on the beneficiaries.","a:1:{i:0;s:9:""diffusing"";}","The methodology used for the development of the innovation is a model called “Double Diamond”, designed by the UK Design Council. It divides the service or product design in four stages: 1) Discovery, 2) Definition, 3) Ideation and 4) Delivery, applying a divergent and convergent thinking approach, which orients the problem-setting process as well as the solution-creation process. The initial problem stated was that the users were unable to understand the electricity bills and didn’t trust the electricity service. This was the starting point that triggered the first part of the Double Diamond, where –through divergent processes- we were able to deepen our understanding of the problem from the user’s perspective, in order to set the innovation challenge.","The ecosystem of actors involved in the electricity service in Chile includes public institutions, private companies, clients and consumer associations. The Ministry of Energy, through the “Energy Agenda 2050” instructed SEC to promote greater transparency of energy information for the citizens and the actors in the sector. This instruction was the start point and the legal framework of the Project. SERNAC was the bridge between the executing team and the consumer associations. Its role was fundamental in articulating the relationship with these organizations at a national level. The beneficiaries of the service were represented by the consumer associations, who contributed with the users’ perspectives. The participation of the energy distribution companies was key to make possible the implementation of the improvements in the service. The mission of the Laboratory of Government was to make their methodologies available, which gave shape and accompanied the process.","The methodology contributed by the Laboratory of Government opened different participation spaces to all of the relevant actors. During the first stage, different exploration workshops were carried out in different regions along the country, where different actors of the groups named above were able to discuss the problems together and collaborate in the diagnosis. During the second stage, we held several ideation workshops where the different actors could contribute with their solution ideas. In the prototyping stage, the proposals were tested among the citizens and validated through interviews with experts. The electricity companies’ participation was specially relevant during the piloting stage, where adjustments carried out to secure the implementation was a key aspect of the Project. One of the process enablers was that the executing team was formed by representatives from all of the stakeholders, which allowed us to guard the different interests throughout the whole process.","The Laboratory of Government, next to SEC and SERNAC, designed an instrument to measure the variations in the level of understanding of the new bill. Specifically, the instrument sought to measure the level of the understanding of the old bills, previous to the launching of the new bills in the districts indicated (baseline).
After two billing processes using the new bill, we measured the level of understanding and the use of the new bills (output line). The sampling on the other side was stratified-proportional in order to study the level of understanding of different socioeconomic groups found in the districts where the pilot experience was implemented. The poll found a 23.2% increase in people’s trust, reaching 70.4% of the total. Secondly, there was an improvement in comprehension, growing from an initial 49.2% to a final 71.7%. In third place, the clarity of the bill’s information rose by 25.4%, reaching 76%. Finally, transparency rose by 29.4%, reaching 76.7% of the total population. Although the study was quantitative, we also carried out focus groups, which aimed at detailing some of the inconveniences that could bring the new bills, as well as improvements which the same citizens could help to develop a better product.","One of the main challenges was to align the diverse actors, in order to find together the solution. In this sense, the main effort was to work with the 34 companies and explain what were the benefits. Many of them were opposed to a homogenous design. The work developed was key to illustrate the value of the exercise and to hear their own clients requesting the improvements. We had to convince 34 corporate managers of several issues: that the methodology used was as robust as many others that they used to understand their clients; that a people-centred design process was legitimate when innovating in public-policy making; that a new governmental organization and formed by a young, multidisciplinary team (as the LABGOB) could lead the methodological process. Finally, the methodology used gave us the chance to work with collaboration tools that increasingly lowered the initial apprehensions and with time and consistency, each of the actors saw the unique value of the process.","There are at least three conditions necessary for the success: To have a clear leadership in order to get the involvement of all of the actors and explain the strategy of the expected results. When this doesn’t happen, or the project governance is undefined, the implementation promise disappears and the different actors collaboration tend to feel less motivated. To have a real promise of implementation. There is no use in having prototypes or pilots if they do not transform into concrete public policy services or products. There needs to be funding to implement, evaluate, replicate, etc. If not, it will result in mere activism and might probably create a good organizational climate but will have no value for the citizens. To have in place a team with clear responsibilities, adequately diverse in terms of expertise and with well-defined roles. Especially, because when tackling complex projects involving several organizations, there has to be clarity with respect to each person’s job.","In fact, several public departments in charge of different services (water, sanitary services, banking regulations, etc.) have interest in adopting the methodology used in the development of the new electricity and gas bills. This is a good example of replicability in two areas:
1. About the design of the information that citizens receive. For this Project, we tested fonts, messages, words, information architecture and content hierarchies, which in itself can guide and orient several government departments in charge of producing complex information and contents for the public.
2. In the process itself. We have used this example and study case to explain almost all of the innovation processes which we are leading. It allows us to explain very precisely how the methodology used is an innovative and rational way of using time, talents and public funds. The methodology, as a means to organize time, budgets and teams, is being use in almost all of the projects we are currently working on.","The main less is that innovation in the public sector is possible, when there is a clear governance model in a certain Project. There needs to be clear “political owner” keeping the promise of implementation alive throughout the process. If not, the methodology becomes a series of activities without a purpose and the perseverance spirit is lost. In this sense, having the commitment from the Ministry of Energy through the SEC, gave credibility to the process and this way, get buy-in from all of the actors involved. There are several aspects we could improve. First, to invest more time in illustrating the value of the methodology through success stories. The companies finally acknowledged the value of the methodology but it took more time tan necessary. It would have been positive to design a specific strategy for them, so they could quickly adopt the language, the practices and the methods.","Michelle Bachelet, President of Chile: “This is good news for millions of homes. When we need to do the paperwork or fill out a complaint, the idea is that we are well-informed and completely trusting. And this is just what the new design of the electricity bills is about, which will be received by around 6 million homes.”
Luis Felipe Céspedes, Minister of Economy: “This initiative is another example of the way the Government is innovating through the State, with creative ideas that serve the citizens. With “Cuentas Claras” (Clear Bills) consumers receive the information in a simpler, detailed and transparent way. We hope that this model is replicated in other services in order to strengthen clients’ trust in terms of the market.”
Andrés Rebolledo, Minister of Energy “One of the great stepforwards in this new format is that 34 electricity companies are going to have the same format, which allows great homogeneity when it gets to understand what each home is paying for.”",,,,,
7726,"Min plan/ My plan",https://oecd-opsi.org/innovations/min-plan-my-plan/,,"Kolding municipality",Denmark,local,"a:1:{i:0;s:12:""public_admin"";}","Min plan/ My plan",https://www.kolding.dk/design-cases,2015,"The system in the Kolding Municipality in charge of providing medical benefits underwent a comprehensive design driven innovation process aiming for better and more efficient service in 2015. Min Plan gives citizens an intuitive understanding of the medical benefit system, just as it empowers them to take responsibility for their own case, making it a successful journey through the system. The results currently show a 38% reduction in complains from citizens and 3 million euro saved a year.","The medical benefits system is characterised by a large degree of centralised administration and regulation. For both citizens and caseworkers, all aspects of the medical benefits process are regulated. The medical benefits system in Kolding Municipality previously faced a number of challenges: negative publicity in the media, numerous citizen complaints and the prospect of a large reform. In addition, the staff was aware that being absent owing to illness and participating in a follow-up process could cause citizens to worry needlessly, meaning that they in fact had to be ‘strong’ to be a part of the system.
The aim of the design process was to inspire the area to try new paths. The idea was to create these new paths in collaboration with both in-house and outside players, and to involve citizens to get their input Concerning the design of the optimal medical benefit process.
The main goal was: improved citizen experiences, improved staff experiences and better results. The project reviewed Kolding Municipality’s six-stage design process model from discovery to implementation. It included extensive fieldwork with interviews with citizens, businesses, general practitioners and 80 caseworkers, observations of conversations with citizens, desktop research, user travelling etc. The extensive discovery stage resulted in insight within a number of areas, which would form a basis for further work.
Among other things, the design process revealed that citizens who were absent owing to illness had difficulties getting an overview of the process and the many opportunities and offers available, and therefore they often became passive players in their own process. At the concept development stage, we therefore asked; ‘How can we make the citizens participate actively and take ownership of their own process?’ The team behind the design process and MADE design worked with various tools aimed at clarifying the process to the citizens. They used the iterative development approach of the design process to create innovative prototypes, which they used to test and qualify Min Plan – all the way to the implementation stage – in close creative collaboration with both citizens and caseworkers.
Min Plan is a tool which, in simple terms, explains a highly complex system to citizens who very much need clarity. The tool primes citizens to take ownership of their own medical benefit process, it empowers them and helps them gain greater insight into the process and to recover faster.
Following the implementation of Min Plan Kolding Municipality has seen a 24-per cent drop in medical benefit expenses – from 1,343 full-time recipients in January 2015 to 1,018 in October 2016 – and a direct monthly payoff of more than DKK 2 million. And not least, the number of citizen complaints has dropped by as much as 38 per cent.
Min Plan gives citizens an intuitive understanding of the medical benefit system, just as it empowers them to take responsibility for their own case, making it a successful journey through the system. For someone who is seriously ill, facing a highly complex system can be extremely stressful and cause them to adopt a defeatist attitude. The decisions they make have a huge impact on their present and future life situation – and worrying about the future can discourage most people. Via a simple, visual interface Min Plan helps citizens handle and structure this challenge, and it enables them – in collaboration with the staff – to find the right solutions, make the right choices and to move on at a confusing time in life.
Due to the success of Min Plan, the concept has now been further developed for citizens facing a job clarification process and for other processes at the Department for medical Benefit in Kolding Municipality and at the Job Centre.","a:1:{i:0;s:3:""612"";}","Conducting medical benefits follow-up entails every detail of the process, for both citizens and caseworkers, being subject to regulation. A design process was implemented in the sector with a view to inspiring the sector to try new paths, and these new paths were created by internal and external actors in cooperation – a cooperation characterised by a large degree of citizen involvement with a view to getting their ideas for the optimal medical benefit process.
The main goals were: better citizen experiences, better staff experiences and better results. The project completed Kolding Municipality’s design process model from discovery to implementation. Initially, a team of internal design and innovation consultants explored the medical benefit department. The consultants participated in various meetings, interviewed citizens etc. From the discovery phase, the participants gained a series of insights on which the further design process towards implementation could build.","a:1:{i:0;s:9:""diffusing"";}","My Plan has now reached the diffusing lessons stage. Since it was winner of “DeSigne” in Marts 2017, (Kolding Municipality´s internal design award) honoured for the following criteria; Design-driven renewal, Innovation Height, Inclusion of employees, users and citizens, Effect and results.
My plan was also finalist in Danish Design Award (DDA) in 2017 within two categories; Message received and Improved welfare. For being, a tool developed for the Danish medical benefit system that explains the very complex rules in a very simple way and allows the citizen to take care of their own case and get well faster.
The jury said: “Cognitive difficulties can both be a symptom of and a consequence of being in stressed life circumstances such as prolonged illness."" There is therefore a great need for design solutions that help people with reduced cognitive function levels to navigate in the complicated rules and offers that make up the Danish medical benefit model. My Plan is a graphically simple and well-functioning solution that, according to the Job-centres, provides a better overview and provides the basis for more equal cooperation between citizen and system.","The most important aspect was to reveal the need and wishes of the sick citizens and how they experienced the meeting with the medical benefit department. Involving them directly in developing the system, the meeting and a tool – My plan changed the approach to the citizens, the framework and the attitude within the apartment. Involving the citizens … Involving the medical practitioners in insights from the users and in developing the cooperation with and around the sick users by revealing possibilities and challenges in the cooperation. New inspiration and forms were developed and medical practitioners appreciated and took ownership of new ways of cooperating. The employers had a need for early and continuous contact from the medical benefit apartment. With My Plan the responsibility became the users and My plan made it easy for the user to remember.","Users, employees, medical practitioners and employers were involved through observation of meetings, user travels, interviews – individually and in groups, workshops and follow up meetings. The systematic involvement of users and relevant stakeholders increased the implementation and so do the ongoing evaluation of the service. Finally knowing the results and impact of the process and the product, as well as wining the internal prize, being candidate for a national prize, increases the believe in the process and the product.","Following the implementation of Min Plan Kolding Municipality has seen a 24-per cent drop in medical benefit expenses – from 1,343 full-time recipients in January 2015 to 1,018 in October 2016 – and a direct monthly payoff of more than DKK 2 million. And not least, the number of citizen complaints has dropped by as much as 38 per cent. "" We are very pleased with Min Plan. It offers a clear structure for citizen interviews, and it is a useful tool for matching expectations. Min Plan helps ‘play down’ the system, and we have somehow managed to turn negative expectations to the system into more positive expectations. It is an easy-to-use dialogue tool, which offers simple explanations, precisely when the citizens need it the most. The citizens now experience a different degree of involvement. A citizen told one of my members of staff that it has helped her regain her dignity. And of course that is vital to citizens’ lives and well-being. This tool really makes a difference."" Inge Meta Holm Nielsen, manager, Department for medical Benefit, Kolding Municipality
From interviews and feedback from citizens it has become clear that My Plan makes a difference. The citizens have reported that they now feel like an active part of their own case process. My Plan gives them an overview of appointments and helps them make sense of the complex follow-up plan. The staff are also happy with My Plan. It clearly structures their interviews with citizens and is a useful tool for the matching of expectations. Several members of staff have said that My Plan helps play down the ‘system’ and thus change negative expectations about the system into more positive ones.
","The medical benefit area faced a number of challenges e.g. negative publicity in the media, numerous citizen complaints and the prospect of a large reform as well as sick case managers. In addition, the staff was aware that being absent owing to illness and participating in a follow-up process could cause citizens to worry needlessly, meaning that they in fact had to be ‘strong’ to be a part of the system. Designing the process inspired the area to try new paths. We succeeded in creating new paths in collaboration with both in-house and outside players, and by involving citizens in giving their input concerning the design of the optimal medical benefit process. The design process improved citizen experiences, improved staff experiences and provided better results.","The overall support is the realization of Kolding Municipality´s vision – We design for life. The vision is currently ongoing and is grounded in 10 initiatives that work to support the vision of Kolding; as a hub of entrepreneurship, leader of social innovation, a strong education system and position Kolding as “an international lighthouse in the fields of design, entrepreneurship and social innovation”. All municipal managers (about 250) have been involved in a design process to develop a management foundation based on the vision. Four basic management principles were identified and described. Together with six management competences these principles make up Kolding’s present management foundation.
The four management principles are: 1) outlook, 2) productive diversity, 3) professionalism and 4) design-driven innovation.","The overall goal for this process was NOT to streamline, but to control damage. Obviously, the documented results and effects on users, employees and economics shows the value of a design-driven innovation-process in the public sector.","Involving the primary users and relevant stakeholders in a design-driven process was absolutely worth the effort. The change approach to medical benefit became very different because of the involvement. To carry out and complete a user-driven process at a time, where the medical benefit area in Kolding Municipality faced a number of challenges: negative publicity in the media, numerous citizen complaints and the prospect of a large reform, required quite a lot of patience and respect but also insistence.","We are eager to share knowledge and experience with design-thinking. Citizens that helped to co-create the new vision, now play a key role in co-producing outcomes and making the vision a reality. The citizens are involved in the municipality’s development on at least two levels:
1) All design-driven social innovation projects are based on the dogma that research into the context and involvement of the affected citizens is required in order to gain human-centred insight. In addition, the citizens function as vital partners at the various test stages.
2) Urban and city development projects are largely characterised by co-creation, where the affected and interested stakeholders take part in the creative idea generation process.
The design process has reduced the municipality’s costs by 6.6 million Euros per year from 2013-15.",,,,,
7729,"Establishing the first Data Embassy in the world",https://oecd-opsi.org/innovations/establishing-the-first-data-embassy-in-the-world/,,"Ministry of Economic Affairs and Communication",Estonia,central,"a:1:{i:0;s:11:""information"";}","Establishing the first Data Embassy in the world",https://e-estonia.com/estonia-to-open-the-worlds-first-data-embassy-in-luxembourg/,2017,"Estonia is highly dependent on its information systems. Therefore, the concept of data embassies was developed: hosting server locations outside of physical space of Estonia that are legally under the Estonian jurisdiction. This would allow to create copies of key registries that could be used in case of a major availability incident in the country.","The Government of Estonia has approved the Estonian Government Cloud Strategy and its action plan includes the establishment of a network of Data Embassies. Data Embassy is an extension of Estonian government cloud, which means the Estonian state owns server resources outside its territorial boundaries. Those resources shall be under the Estonian state control, and shall be usable not only for data backup, but also for operating critical services.
The Data Embassy is established in order to ensure digital continuity of the Estonian highly developed information society. Active implementation of the “paperless governance” policy has brought Estonia to a situation in which essential registries, e.g. land register (contains information on land ownership) exist digitally only and also has evidential value only in digital form. Therefore, data embassy creates an additional security guarantee for sovereignty of Estonia.
Estonia backs up critical data and services important to the functioning of the state outside the territory of Estonia, provided that the data and the servers in the data center are protected by the same legal guarantees as the data and servers in Estonia. Thus, the main objective of the Data Embassy is to ensure the country's digital continuity: the capability to maintain services and digital data regardless of any interruptions, where the operation of the country's territorial data centres is stopped or disturbed (because of a natural disaster, a largescale cyber attack, power failure or other crisis situation). Those server resources would be fully under the control of the Republic of Estonia and it would be subject to the same immunities and privileges as the Estonian embassies in physical form.
On 20th June 2017, Prime Minister of Estonia Jüri Ratas and Prime Minister of Luxembourg Xavier Better signed the bilateral agreement between the two governments with the aim to ensure the immunity of data and the systems, which are stored in Luxembourg's government owned data centre. This agreement creates the basis for establishing the world's first data embassy. The Data Embassy accommodates the essential data and critical databases (such as Land Register, Population Register, Business Register, Land Cadastre, State Gazette and other critical information systems for operating the state functions) to ensure the continuity of the Estonian state. Beneficiaries of the Data Embassy are primarily the Estonian citizens, who will receive more reliable and secure digital society.
Additionally, it creates an extra security guarantee for e-residents of Estonia (currently there are more than 20 000 e-residents, see more information about e-residents here: https://e-estonia.com/solutions/e-identity/e-residency/) who expect the Estonian digital services to be available at anytime and location independently.","a:1:{i:0;s:3:""876"";}","Overall the Data Embassy project creates the new normality where the state distributes its critical data and information systems in co-operation with other states to increase its digital continuity and security. The Data Embassy is innovative from the inter-governmental relations, legal and technical perspective. With this project, first time in the world two countries bilaterally agreed to expand the Vienna convention on Diplomatic Relations to the hosting of data and information systems. Therefore, it creates a unique case study in international law and relations. Technical innovation lies mainly in the area of cyber security. For instance, how to build operating active load balancing solution between the sites which shall prevent the data loss and deal with emergence of several branches of the register in case of connection interruptions. Additionally, how to maintain and prove exactly one understanding of registry entries and of their order in case of imperfect communication between a data embassy and the Estonian server rooms. To overcome those challenges new technological solutions shall be developed, including using blockchain technology for ensuring the integrity of data for instance.","a:1:{i:0;s:14:""implementation"";}","As of 2017, there are currently ongoing negotiations of Service Level Agreement of Data Embassy between Government of Estonia and Government of Luxembourg. If agreement is signed then the furnishing of the data embassy room with servers and other necessary hardware which is needed for backing up the critical data and information systems will start. The need for data embassy was identified as the result of the first cyber attacks against Estonia in 2007 where Estonia had to separate itself from internet and therefore Estonian government services where unavailable for outside world for a while. Estonia experienced how vital is to ensure the state digital continuity and how important is to provide the availability of critical services, despite of interruptions within Estonia based data centers. Idea of data embassies was discussed for several years between various cyber security experts, academics and state IT professionals. Finally, the idea was shaped and developed by Government CIO Taavi Kotka and associate professor of Tallinn University of Technology Innar Liiv. The Data Embassy project was described in Estonia Government Cloud strategy and establishing the world's first Data Embassy is written in the action plan of this strategy. The Ministry of Economic Affairs and Communication is responsible for implementing this project and building the network of Data Embassies. For successful project we need to partner with innovative governments, such as Luxembourg. Luxembourg gives us the guarantee for data and information system immunity and helps us to find out the possible solutions to overcome the technical challenges.","Centre of Registers and Information systems is the public sector IT agency which has to build the secure and reliable technological solution for Data Embassy. Also, it has to provide technical capability to operate the Data Embassy. Estonian Information System Authority is responsible for security of Data Embassy and help to design the architecture of the solution. Ministry of Foreign Affairs of Estonia initiated the negotiations with the Government of Luxembourg and prepared the bilateral agreement between the countries to determine privileges and rights needed for storing the data and information systems. Key factor for successful project has been the innovative and future-looking attitude of the Government of Luxembourg. Their readiness to host the world's first Data Embassy within their government owned data center and provide the legal immunity for data and server hosting made this project possible.","One of the reasons the Data Embassy project has been implemented successfully is very agile and enthusiastic partners, who helped to get over the difficulties and reach to the final solution. Estonian IT agencies have done remarkable work with technological solution suitable for Data Embassy. The Government of Luxembourg has done lot of work with legal part and also has provided significant help with setting up the Data Embassy within their data center.","The Data Embassy solution has drawn a new page in International law, and the idea also supports the free movement of data within European Union. Additionally, Data Embassy enables to test and implement new technological solutions for cyber security (including the usage of blockchain and secure multi-party computation technologies). The world's first Data Embassy will validate how important is to ensure the digital continuity of the state and how it is possible to build distributed systems which could help to increase the state's security and digital continuity.","This project encountered legal challenges, primarily about how to guarantee the confidentiality and security of the critical data which lies within the jurisdiction of an another state. To overcome this challenge, the bilateral agreement between Estonia and Luxembourg governments was signed which stated the immunity for the Data Embassy. This has been the first of a kind agreement. Additionally, Data Embassy project has plenty of technological challenges (e.g. how to protect integrity and confidentiality of critical data outside of Estonia, redesign of information systems to work reliably in globally dispersed environment, etc.) which need new technological solutions. Those solutions and tools to overcome outlined challenges are currently under development.","The state will come up to the level with its digital society where digital continuity is vital. In order to secure it from cyber and other threats, physical storage of data out of the country is viable option particularly for a small state. The most crucial element for Data Embassy project is the trust between partners. The state hosting the Data Embassy has to be trustworthy, the trust needs to lie in between the technicians and lawyers. As governments utmost duty is the people, the trust from the people towards e-governments plays an important part.","The Data Embassy solution should be considered by every government, especially if the country is a digitally advanced society and a small state. Solution is needed to ensure the state continuity and functionality, despite of situations or emergencies which may hit local data centers. In fact, some governments are already also planning to establish their network of data embassies abroad.","For a good start it is important to find the partners who are thinking similarly to you and are eager to innovate. In our case Luxembourg is a very good partner as they understand the importance of digital continuity and they are ready to make efforts to increase this. The most important thing is to start moving with project and sort out the details on the go. It is important to nurture the mindset that even if there are essential risks involved in a project like this, it is still important to launch it and try it out due to its unique and innovative nature. Thus, failing should also be considered as acceptable result.","Currently Estonia is implementing the Data Embassy concept in regard to an another state owned data center. However, the responsible Ministry of Economy and Information Society has come up with and piloted also an alternative where the critical data is stored within public clouds and therefore have a virtual Data Embassy. The reports of those pilots can be found here: https://www.mkm.ee/sites/default/files/implementation_of_the_virtual_data_embassy_solution_summary_report.pdf, https://www.mkm.ee/sites/default/files/transforming_digital_continuity_-_joint_research_report_finaly_may_20.pdf . This solution would increase availability and digital contuinity of the critical services, but it will also bring more serious issues with data security and confidentiality. However, this could become a universal future solution of Data Embassies.",,,,,
7732,"G2C (Government-to-Citizen): A Mobile Cross-Sectoral Public Service Delivery Model in Fiji",https://oecd-opsi.org/innovations/g2c-government-to-citizen-a-mobile-cross-sectoral-public-service-delivery-model-in-fiji/,,"United Nations Development Programme (UNDP) Pacific Office",Fiji,central,"a:1:{i:0;s:7:""science"";}"," G2C (Government-to-Citizen): A Mobile Cross-Sectoral Public Service Delivery Model in Fiji",http://www.pacific.undp.org/content/pacific/en/home/operations/projects/democratic_governance/rights-empowerment-and-cohesion--reach--for-rural-and-urban-fij.html,2015,"G2C (Government-to-Citizen), a cross-sectoral public service delivery innovation in Fiji, employs mobile units to deliver socio-economic and legal services to the vulnerable in remote areas. Fostering public agency interconnectedness, this innovation adopts a systemic approach, with efficiencies for citizens. A mobile app, the Start-to-Finish Service Delivery Tracker (S2F), is being developed.","This is making inroads in enhancing accessibility to public service delivery in remote and less accessible parts of rural and semi-urban Fijian villages and settlements, with a special emphasis on reaching women and other vulnerable groups is in line with the global Sustainable Development Goals (SDGs) 5 (Gender Equality) and 16 (Peace, Justice and Strong Institutions). Through the REACH Project (2015-2018), mobile service delivery is being conducted adopting a system-wide approach, supporting interconnectivity and interdependence between the concerned public service delivery agencies, with the support of cross-sectoral teams using 3 mobile units (buses) that function as ‘mobile offices’, travelling to remote areas of Fiji providing opportunities for communities to develop their understanding and seek services provided by the Ministry of Women, Children and Poverty Alleviation, the Legal Aid Commission, and the Human Rights and Anti-Discrimination Commission and other public sector agencies in Fiji.
Through this mobile service delivery approach, the aim is to ‘leave no one behind’. By connecting Government to citizens (G2C), a feedback loop is enabled, making G2C the first innovation of its kind in Fiji, and in the Pacific Island Countries at large. Both citizens making public service delivery requests and Government service providers are benefitting from this innovation. Those living in remote areas can avail of services without unnecessary delays or costs. On the other hand, public service providers will be able to handle requests more efficiently, as well as see the trends in public service delivery requests over time through data collected during community visits to support better workflow management.
In effect, the initiative is meeting demand and supply side challenges through reducing time, costs and visits of citizens to service providers and vice-versa – especially in cases where they are situated in remote areas poorly connected to cities, thereby ensuring the most vulnerable are served. To take the G2C to the next level, a novel and creative technological solution to advance the mobile service delivery innovation from citizens’ doorsteps to the palms of their hands is now being developed. This involves digitizing start-to-finish public service provision through the Start-to-Finish Service Delivery Tracker (S2F). This is a system supporting a mobile app (in development), which will enable tracking, monitoring and updating citizens regarding the progress of their service delivery requests (relevant for requests unresolved on the mobile units) and ultimate resolution of this request. In sum, G2C is the key innovation proposed, which has evolved a new cross-sectoral mobile public service delivery model through fostering cooperation and collaboration between concerned Government agencies – with demonstrated results on its application, viability and coverage across Fiji. S2F can be considered the “2.0” under the umbrella of G2C, for providing a technological response to bring service delivery to the palms of citizens’ hands thereby effectively utilize public human resources and time.","a:1:{i:0;s:3:""617"";}","The first of its kind in Fiji, this innovation was developed following the national parliamentary elections held on 17 September 2014. These elections marked the re-establishment of parliamentary democracy after the 2006 coup, and created an opportunity for building inclusive and effective democratic governance. This was the first UNDP project signed on by the Prime Minister of Fiji following this period, demonstrating the faith in the endeavour for “reaching the furthest behind first” in the country.
In the context of the Pacific region, a cross-sectoral mobile public service delivery approach such as G2C in Fiji does not exist, making the innovation particularly unique. Furthermore, promoting an approach of interconnectedness and interdependency between public sector entities is a fresh way addressing the challenge of meeting citizens’ needs in remote locations – making this novel modality ripe for adapting and replication across the 13 Pacific Small Island Developing States (SIDS).","a:1:{i:0;s:14:""implementation"";}","We have developed an internal project-specific Knowledge Management Strategy, as of August 2017, for engaging with relevant ‘innovation for public service’ channels and networks. This enriches our work by learning, nurturing the feedback loop between citizens, government service providers and the project implementing the initiative, as well as for sharing our frank experiences to inform related initiatives at regional and global levels – with the underlying motivation to develop a public service delivery model replicable across Pacific Island Countries.","The Government of Fiji, through the Ministry of Women, Children and Poverty Alleviation, is the key partner for the Japan-funded Rights, Empowerment and Cohesion (REACH) Project, being implemented by the Access to Justice, Rule of Law and Human Rights Programme at the United Nations Development Programme (UNDP) Pacific Office.","During “lessons learned” exercises following pilots in December 2016 and July 2017, feedback was collected from Project partners involved in public service delivery. The need for this innovation was affirmed, and insights provided for informing its future implementation and roll-out using cross-sectoral public service delivery teams. Challenges were determined, and ways to address them discussed and collected through post-consultation feedback (detailed in “Project Reflections”).","Bearing in mind Fiji’s population is just under 900,000 people, key results from September 2016 – August 2017:
- a) 7034 people (3480 women, 3205 men and 349 children) benefited from mobile awareness-raising and service delivery.
- b) 403 communities (67 districts across all 14 provinces of Fiji) across Central, Eastern, Northern and Western Divisions of Fiji received mobile awareness-raising and service delivery.
- c) 7195 services (covering 4138 women and 3057 men) immediately provided by Ministry of Women, Children and Poverty Alleviation; Legal Aid Commission; Human Rights and Anti-Discrimination Commission; Ministries of Agriculture, Health and Medical Services, iTaukei Affairs, Justice, and Youth and Sports; Fiji Bureau of Statistics; Provincial Government; Fiji Police Force.
Expected results and impact:
- Strengthened networking and integrated working approaches across public agencies.
- Greater accountability in data collection.
• Empowered communities through awareness of rights.","
- Reaching remote, including maritime, areas. Response: Flexibly adapting mission travel modes and schedules (by boat, foot, living in communities etc.) using multiple advocacy tools (portable projector and generator, videos etc.).
- Operating across 3 spoken languages in Fiji (Hindi, iTaukei and English). Response: Multi-lingual teams engaging with communities during outreach and service delivery.
- Public sector agencies operating in silos with limited coordination. Response: Fostering cross-sectoral public service delivery. After successful demonstration, more public agencies engaged.
- For S2F, not everyone owns a mobile phone. Response: During prototype testing, it came to light that those without personal mobiles do have relatives/friends with phones.
- Tropical Cyclone Winston (Category 5) delayed project implementation in 2016.
","The innovation must continue to be actively championed and supported by leadership in public agencies. This enables public service staff to also adapt and acquire skills and knowledge required. It is anticipated that this “demonstration effect” can secure upper-level mentorship for such initiatives and scale-up across other Ministries/Departments in Fiji, and ultimately across Pacific Island Countries, especially the 13 Pacific SIDS. Another factor is motivation and investment of time/efforts by citizens for outreach activities, and public sector commitment in quality delivery of services. For operational specificities, it is expected that the complete maintenance, functioning and upkeep of mobile units and outreach continues satisfactorily – critical for sustainability. With S2F, willingness to engage with the system and acquire related skills will be important for creating a user-friendly system. Linking with international examples and learning from peers will also be imperative.","While recognizing specificities and challenges of the Pacific Island Countries, there are common public sector service delivery related challenges which can be acknowledged. Specifically, meeting public service requests through the G2C cross-sectoral mobile service delivery model in Fiji has potential for scaling up – owing to unique geographies of the Pacific Islands. This G2C model also has demonstrated results, which makes the case for replicability in the Pacific Islands’ context stronger. Global interest has also been attracted, and in a recent knowledge exchange in South Africa in 2017, early interest was conveyed in adopting this service delivery approach. In respect to S2F, we anticipate it will be relatively easy to modify and adapt this system-supported mobile app to different Pacific Island Country contexts; especially as the rights for future use and dissemination will lie with the REACH Project, together with ownership of the intellectual property.","What seems to be working well in the G2C model is engaging closely with public sector partners in the country, and developing their institutional capacity. The cross-sectoral approach of working across Government agencies has been exceptionally successful in effectively ‘reaching the furthest behind first’ in Fiji. Data has consistently been collected on types of service delivery requests, by whom, and their location to better meet the needs of those furthest behind. Collecting feedback from citizens has been crucial for informing the development of this innovation, using an ‘iterative’ approach. However, we noted the need for citizens to electronically track service delivery requests, in case of no resolution during Project outreach activities. The S2F initiative was proposed to meet this need. As the Project reaches an advanced stage, we will be able to share further lessons on testing different versions of the S2F prototype, and gather feedback on each iteration.",,,,,,
7739,Rescuebusters,https://oecd-opsi.org/innovations/rescuebusters/,,"SyraWise Ltd",Finland,regional,"a:1:{i:0;s:9:""education"";}",Rescuebusters,http://www.rescuebusters.com,2017,"Rescuebusters is an interactive 3D-animated game that specialises in youth safety education. It is an unique teaching tool that brings practical examples alongside theoretical learning with animated, real-life based tasks. Rescuebusters offers a immersive world with distinctive, sympathetic characters, unique game mechanisms and development tracking which take teaching to a whole new level.","Schools are changing their teaching plans and materials. The use of technology and gamification is rapidly increasing as part of learning, but they are still not used enough. Unfortunately some of the subjects are getting overshadowed by others: most importantly safety education which does not get covered anywhere near enough.
Rescuebusters has been developed for these purposes – it also makes learning more fun and teaching much more instructive than ever before. In version 1.0 of Rescuebusters there is first - aid house and fire safety house but plan is to add all safety topics in the game. We have Finnish safety professionals with us (The Finnish Association of Fire Officers, Finnish Resuscitacion Council and Finnish Emergency Response Center) who secures that all things that we teach are right.
The game is freemium and you can download it from Google Play and Appstore. We are also making unique web tool where teachers can add their students in it and found all safety materials as an e - book. This web tool can be used also in companies as an working safety tool. Biggest school equipment seller in Nordic countries, Lekolar, is going to sell Rescuebusters web tool in schools. We are planning also to make an safety app to shopping centers. And best of all is that behind of Rescuebusters is Finnish Fireman Jussi Rautio so idea comes from real reasons and it is very ethical.","a:1:{i:0;s:3:""220"";}","Rescuebusters is an unique game in the world and Rescuebusters web tool also. They both supports each other. Game is also very playable learning game. You make your own avatar, get points and achievements and when you are good enough you can go to city missions and save other players avatars. Rescuebusters is also very easy and fast localize to any country in the world. It is suitable from ages 6 to 100. As a game, it is legitimate because there is safety professionals making it so you can really learn how to save lives.","a:1:{i:0;s:16:""generating_ideas"";}","Fireman Jussi Rautio was teaching fire safety in Finnish schools and noticed that teachers doesn´t have good tools for teaching safety for children. He contacted Finnish company Nopia Ltd and they started to make safety learning game for schools. Rescuebusters was born. Finnish Funding Agency For Innovation (Tekes) came with and gave first innovation money for project. The company SyraWise Ltd was founded and got more money from private innovation company H&H Family. Plan was to make playable learning game that childrens and teens like to play. The version 1.0 was ready 5/2017 in English, Finnish and Swedish.
There has been lots of interest from all over the world and SyraWise Ltd has started negotiations in Middle East, Switzerland and in China. SyraWise Ltd uses lots of social media for marketing and got also biggest school equipment seller (Lekolar Ltd) in Nordic countries as an distributor. Rescuebusters game and web tool is going to be one of the biggest safety innovations that world has seen when it is ready. It is fun and powerful way to learn safety topics.","The Finnish Fire Safety Association: Securing fire safety expertise in the game, contacts to all over the world for helping localize the game, giving professional material for web tools e - book
Finnish Resuscitation Council: Securing first - aid expertise in the game, have contacts all over the worlds resuscitation councils to help localize the game.
Finnish Emergency Response Center: Uses our characters in their enlightenment videos, helps to create emergency response center in the game
Lekolar Ltd: Sells both our web tool in the schools and marketing game","Finnish Funding Agency Of Innovation (TEKES): Have gave full support for Rescuebusters and gave funding for start the project. Has been very flexible towards the project. Finnish schools: 100% support from Finnish schools and teachers that have tried the game and they are waiting for the web tool.","Innovation got first prize in Finnish Fire Safety innovation contest 2016. It has got also lot of attention in Finnish media and in safety and teaching fairs in Switzerland, Hong Kong, Dubai, Norway and Finland. We are expecting a lot of downloads and attention when web tool is ready and we get hopefully bigger invest or big company co - operation. We also hope that children plays Rescuebusters and learn how to help each other and not just walk pass and look away when somebody is needing help.","Challenge is to get companies to co-operate. In Finland you have to be first big and after that you get interesting offers. Also it is not so easy to get in schools but luckily we got that Lekolar Ltd to work with us.","Motivation, trusting yourself and your idea, listening each other in the company and experienced businessmen and women. Co -operate as much as you can. Go to the world to meet different kind of people in fairs etc. Don´t think everything is coming easy. Work with people that you trust. Appreciate when someone gives you feedback.","Rescuebusters game and web tool scales easily in every sector. It can be used in schools and companies and also in governments. It has been made so that it is easy to be modified for different needs.","Make co - operation with other start -ups and learning and teaching companies. Together you are stronger. Don´t trust if somebody promises you something, for a bird in the hand is worth two in the bush.","We all have the huge responsibility to teach our children the basic skills that they will need for the rest of their lives. By teaching them how to act in emergency situations, we make the future safer for everyone. Rescuebusters is the answer for this. Let´s play the world safer!",,,,,
7828,"On-Demand Public Food and Drug Inspection System",https://oecd-opsi.org/innovations/on-demand-public-food-and-drug-inspection-system/,,"On-Demand Public Food and Drug Inspection System",Korea,central,"a:2:{i:0;s:6:""health"";i:1;s:12:""public_order"";}","On-Demand Public Food and Drug Inspection System",https://petition.mfds.go.kr,2018,"Previous government-led safety inspection systems were not reflective of social needs and public interest in the foods and drugs that should be on the market.
The new system allows people not only to make policy proposals but to actively participate in food and drug inspections as well.
People are empowered to request inspection or examination of products when there is a growing public concern over the safety of the food or drug in question. The government will respond with an inspection or examination, and the results will be made publicly available.","The government can proactively monitor the safety of foods and drugs and communicates openly about the results it obtains, resulting in increased public confidence about the safety of these products. The system works as a communication platform between the government and the people, enabling the government to respond to the people’s needs in a more agile manner.
※ Procedure of On-Demand Public Food and Drug Inspection System
Petition (by People) --> Recommendation (by People) --> Selection (by Committee) --> Examination (by Govt) --> Publication (by Govt with Committee)
The committee members include civil society activists, academics, the press, legal consultants and other experts in relevant fields to ensure the fairness and transparency of all inspections.
*
People can start a petition, make policy recommendations and view disclosed information on a government web site. The platform enables any citizen to make direct requests for a specific food or drug inspection. When there is a growing public sentiment on the need for an inspection, the government conducts an inspection and discloses the findings.
Objectives: Improved public health and public trust in government by having people participate and voice their opinion in the policy-making process. The goal is additionally to prevent emerging risks in food and drug by communicating with the people.
Beneficiaries: The people benefit by having their safety concerns over food and drug addressed, as the government inspects products that people raise issues with and discloses the results publicly. Going forward, the government intends to improve the system by expanding the categories of products that can be inspected and by enabling better public access to effectively respond to the people’s needs and increase public participation.
Outcomes:
(Case 1) Public request to inspect baby wipes due to safety concerns
☞ The government inspected and examined 147 brands of baby wipes on the market, and banned sales of 14 brands that contained nonconformities.
(Case 2) Public request to inspect weight loss drinks
☞ The government inspected 41 brands to find that one brand of the drinks contained high or dangerous levels of bacteria and violated laws related to false or exaggerated advertisement, and took administrative action against the manufacturer to ban the sale of the drink.
(Case 3) Public request to inspect diapers due to strong chemical smell
☞ The government inspected 39 brands on the market, and found that there was no problem as every product met all 19 criteria, including formaldehyde levels. The components that caused the smell, VOCs (Volatile Organic Compounds), were found to be harmless.","a:3:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""616"";}","The Ministry of Food and Drugs (MFDS Korea) draws up an annual plan to collect and carry out inspections on food, drugs and other items under its oversight responsibilities, yet there still remain areas for improvement in terms of reflecting public interest and needs.
People can raise issues on unsafe products via the existing government petition websites such as Sinmungo, where citizens can voice their complaints. However, the existing system is an inadequate tool for the government to respond to prevailing public opinion.
The new system is different because it performs an in-depth analysis on the risk factors directly raised by the public and extra test items have been added to the existing standard test items.
※ Extra test items: △(Wet wipe) fluorescence agent, △(Diapers) Volatile Organic Compounds VOCs, △(Weight loss drinks) Medicinal ingredients such as diuretics and laxatives.",,,"The Korean citizens played an essential role in designing On-Demand Public Food and Drug Inspection System, as the system requires people’s active participation.
Korea’s civil society organizations and expert groups were also important in the process. The targets and scope of inspection were selected after listening to public opinion and were then finalized by the Committee on System, a group of civil society activists and experts.
The committee also reviews the inspection results.","As it is not feasible to inspect every product that people raise concerns about, the products that are ultimately subject to inspections are those that many people request to be inspected. To ensure public trust in the results of inspections, the committee selects the products that will be inspected and publicly discloses the results .
‘On-Demand Public Food and Drug Inspection System’ is a system to serves the needs of the people from the beginning to the end of the cycle.","'- From April 24 to December 31 2018, more than 390,000 people visited ‘On-Demand Public Food and Drug Inspection System’ website, and the total number of requests amounted to 547. The MFDS’s Facebook page got 3,339 comments and 1,176 likes.
- Three inspections requested by the people were completed: wet wipes (Sep. 2018), diapers (Dec. 2018) and weight loss drinks (Nov. 2018), and disclosed the results.
- Increased public satisfaction with government services thanks to a new platform where the people can make requests for the government to collect and inspect certain products and publicly disclose the results.
- A survey found that 82.9% of the respondents said that they “hope that the system continues to work” and 95% that “the system is useful in ensuring the safety of everyday products.”","'- Time to promote public awareness of the system was limited. Public participation is key to the system's success, but there was insufficient time to ensure public awareness.
- To prevent overlapping requests and to make the best use of the system, the government should include a user identity verification procedure.
- It is difficult to immediately respond to public concerns regarding food or drug safety, as it takes considerable amounts of time to select the products subject to inspection and to collect and inspect the products. It may take three to four months or more from the date of inspection request to publicly disclose the results.","❍ Public participation is essential because the system relies on the people to make requests to inspect a specific product, and actual inspection is conducted when many people make their voices heard.
❍ Government policy and its roles:
- A set of principles and rules must precede the operation of the system.
- Measures to make sure that there is no abuse of the system (e.g. use of the system as a platform for venting anger, misleading the public or carrying out personal attacks on others) are required .
❍ Personnel:
- Experts from various fields are needed to establish and amend the principles and rules for system operation, formulation of the committee, product collection and inspection, as well as for promoting awareness of the system.","The below are key to the replication of the innovation:
❍ Public participation: as the system requires that the public submit their requests, public participation is essential.
❍ Meticulous planning and preparation:
- Makes it easier to make requests and set up a robust system by operating a large online server.
- Organizing a dedicated task force and establish operation guidelines
- Conducting both internal and external survey, hold discussions and conduct simulations to prevent possible problems that may arise in the system’s implementation.
❍ Transparency of the examination:
- To maintain objectivity and validity, the committee is involved in designating products subject to inspection and inspection items to minimize government intervention. The committee’s members are experts in relevant fields, including professors, consumer advocacy activists, the press and legal consultants.","❍ The need to prevent abuse of the system due to its anonymity
- It must be made clear that the product in question is not defective or faulty until the inspection results prove otherwise.
- For this reason, whether to disclose the name of the product, company, etc. must be decided in advance.
❍ The need to distinguish inspection target from non-inspection target
- The scope of inspection shall be determined by the following items: sanitation inspection of a specific manufacturer or an enterprise, product complaint report, ingredient analysis, suspicions over fake food products, etc.
❍ The need to have a clear understanding of what it is that people want to know from the inspection
- Items (agriculture, livestock and fisheries products, pharmaceuticals and more), place of origin (domestic or foreign), point of sale (manufacturer, retailer, etc.), responsibilities (government department’s oversight responsibilities), etc.
- Ideally, the whole government should cooperate, but if it is impossible, it will be forced to do so within the scope of each administration.",,"a:4:{i:0;s:4:""7836"";i:1;s:4:""7837"";i:2;s:4:""7838"";i:3;s:4:""7839"";}",,https://youtu.be/Vt08qKdHRk8,https://youtu.be/mc3cOUfoFc0,
7904,"Municipality Governance Scorecard",https://oecd-opsi.org/innovations/municipality-governance-scorecard/,,"Argüden Governance Academy",Turkey,other,"a:6:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:8:""external"";i:3;s:11:""information"";i:4;s:12:""public_admin"";i:5;s:10:""Governance"";}","Municipality Governance Scorecard",http://argudenacademy.org/en,2018,"Citizen-centric Municipal Governance Scorecard is an innovation for improving local good governance. The main objective is furthering local good governance through transforming good governance principles into practical, measurable processes and actions. The model consisted of 227 indicators for the seven principles along decision-making, resource allocation, service delivery and institutional capacity stages. The data collection is geared for citizen use, based on digitally available information.","The Municipality Governance Scorecard (MGS) is an innovative tool with its design and content. The lack of good governance culture at local level cause multiple issues such as non-inclusive policy making, ineffective and inefficient use of resources, lack of participation and partnership. At the root of these issues are not enough openness, transparency and accountability. Also, citizen-centric public sector culture is not widespread. The MGS is an integrated tool for mapping and measuring the local good governance habitat and practices. The principles are turned into everyday practices for different policy stages and aspects of public governance. Thereby, it measures but also guides good governance mechanisms and practices. Furthermore, the best governance practices are identified and shared for peer-learning. The methodology, scorecards, best practices and indicators are shared in a Guide and also available at a website.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""143"";}","1- It is innovative in terms of integrating good governance principles, open government agenda, integrated thinking and continuous learning in one design which is citizen centric.
2- Usable in an increasingly digitalizing world.
3- The Model is generic and can be applicable at different subnational levels across the countries.
4- The Model acts as a trigger for self-learning for multiple actors to develop their approaches and practices for cross-sector engagement.
5- Continuous learning based on measurable indicators and peer-learning incentivized through best practice promotion.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","The Model was applied for 37 district municipalities of Istanbul and the results were published for public attention. The data collected allowed common positive and negative aspects for evaluation. The overall grades were between 30-65% which gave a fairly good picture of the whole but also each municipality scorecard identified the individual positions. All the data is available online for the municipalities which also increased the credibility of the model, its findings and scores as well. Relying on the findings, certain recommendations were made to citizens, NGOs, the central government, municipalities, academia and media for the improvement of local governance culture at the municipalities. The learned lessons were communicated at different part of the country through workshops. Currently, two new municipal scorecards are being prepared in partnership with two other NGOs; one on social gender equality and another one for green municipality. This proved its strength and usability.","As Argüden Governance Academy, we partnered with Sabancı University for exercising the right to information exercise, neighborhood chiefs federation (TUMFED) for survey and training and the Union of Marmara Municipality for the diffusion workshops. Each actor contributed to the process and gained important experience from the implementation of the model.","Citizens: each resident can look up the governance performance of their respective municipality with the backing information, which are negative and positive. Also, they can use the indicators to initiate civic action for achieving transparency, accountability, participation and advocacy.
Government officials: both local and central government officials are able to understand and identify the good governance practices in each district municipality. They can enforce, fund or improve development actions.","The findings, their communication and workshops gave indisputable picture of the current situation. The good governance agenda turned into practical use among the different stakeholders. The media and municipalities started to use the scorecards for self-promotion or criticism for improvement. The Union of Municipalities in three different regions carried out workshop in partnership with the Academy for their member municipalities to benefit from the lessons and model. The central government institutions wish to do new projects, training and activities with the Academy for improving local good governance. Two NGOs initiated scorecard method for gender and ecology issues with our assistance. The UN, OECD and the World Bank invited to different events for experience sharing.","The main challenge was difficulty of understanding the difference between government and governance concepts. The public tended to understand the scorecards as performance for government whereas they indicated the measurement of good governance culture and practices. In response, at each occasion we communicated about the difference and highlighted the close linkage between the two concepts and their practical relevancy.","The main factor for improving good governance in the municipalities depend on the leadership and guidance. If the main decision makers understand and adopt the MSC approach, they will own the process and enforce its implementation at the different departments along the value chain. Although the legislation foresees certain practices of good governance, it is by the ownership of the leaders and their consistent efforts that improvement will occur.","There are two different NGOs in Türkiye which we cooperate in developing Gender Equality Governance Scorecard and Green Municipality Governance Scorecard. The partnerships were formed with the request of two different NGOs to use the model of the MSC. Hence, it has proven its value and diffusion capacity for further applications in different aspects of local governance. Furthermore, the Council of Europe and the World Bank already accepted it as a best practice which indicates its international relevancy.","The most important lesson was that local governments and NGOs would accept and use such innovations if they find relevant and useful for their benefit. Hence, the efforts should be put on creating narratives for better understanding with the backing of resources and feasibility of such claims.",,,"a:1:{i:0;s:4:""8403"";}",https://www.youtube.com/watch?v=TmYrmEG7R18&feature=youtu.be,https://www.youtube.com/watch?v=iqzS6paXSPU&feature=youtu.be,https://www.youtube.com/watch?v=B2_TC2K2_po&feature=youtu.be
7909,"Les Halles Civiques",https://oecd-opsi.org/innovations/les-halles-civiques/,,"Les Halles Civiques",France,central,"a:3:{i:0;s:12:""public_admin"";i:1;s:7:""science"";i:2;s:9:""Democracy"";}","Les Halles Civiques",https://www.hallesciviques.org,2018,"Les Halles Civiques is a third-place network that gathers organisations working on citizen empowerment, public innovation, and democratic progress. Its members are researchers, designers, social innovators, entrepreneurs, etc. It aims to contribute to a richer and more inventive democratic life at the local, national and international level, and strengthen democratic innovation. It is also a physical space where citizens, professionals and representatives can work, meet and discuss.","Les Halles Civiques is a result of a collaboration between two niche communities (public innovation community and the democratic innovation community) that decided to unite their forces to create spaces in Paris where citizens, professionals and representatives can meet and discuss the state of democracy. We created a network that won a call for projects launched by the city of Paris that provided us with one of the two spaces we are using for the next three years.
We wanted to ensure that there are physical spaces where citizens, representatives and professionals can meet. We also want to let citizens know what we work on by opening our doors on a regular basis. We also wanted to create a space where we can work at a low price and where other structures that work on democratic or public innovation can find a place to work with low rent and enjoy the emulation of a community working together. Finally, we rent our spaces at a low cost to other organisations that are working on a civic project and would like to organise meetings or events.
Organisations benefited from that innovation because they are able to work in a space that allows for exchanges among all organisations working on the topic, including very small organisations. The meetings enabled through this space even allowed for organisations to work together on specific projects.
We also share our work with citizens more broadly. In September 2018 for example, we organized a big festival (Festives Halles Civiques) where citizens were invited to discover our work in a fun way.
Our project is still very young but in the future we aim to be even more open to citizens with more events. We also want our professional community to grow allowing the Halles Civiques to play a role in national democratic issues.","a:3:{i:0;s:3:""302"";i:1;s:3:""190"";i:2;s:3:""613"";}","First, this is an original rapprochement between two communities that were not working together: the public innovation community and the democratic innovation community.
What makes this project innovative is precisely the will to form a community together. All the structures do not only agree to share a workplace, we all agree on values and on political statements.
Les Halles Civiques is the first and only third-place network in France dedicated to public innovation and democracy.",,,"NGOs and companies that are members of Les Halles Civiques took part in the design process. Those organizations all work on public or democratic innovation. However, all those stakeholders were asked to agree on a deontology charter. We worked together on the leadership and economic model and on inner working.
The City of Paris provides one of our two places following the call for projects we won, but they did not take part in the design process.","We had several targets as we were designing the project
- Our communities of organisations could find places to work
- NGOs, public services and small responsible companies could rent a space for meetings or events at a cheaper price than that of other Parisians spaces
- Special events are open to citizens, so that we can discuss about democracy and/or public services. Citizens are also always welcome to our offices if they want to discover what we do.","Today, our network gathers 35 organisations, including 25 organisations that work in our places. We also developed partnership with other public or democratic innovation structures, two universities (Centre Michel Serres and Paris-I Panthéon Sorbonne) and the national service for public transformation (DITP).
One of our places is in a popular neighbourhood (Belleville): we worked with NGOs in the neighbourhood to organise events with the youth of Belleville (“Belleville en vrai” festival, projection of football games during the World Cup). In Belleville, we also set up a festival for the citizen of the neighbourhood and for other Parisians to learn about what we work on, which was a great success (www.demainlaville.com/pirater-la-democratie-a-la-halle-civique-de-belleville/).
We now want to strengthen the links within our network by helping new innovative actors and also strengthen our links to the Belleville neighbourhood.","The biggest challenge during our first year was the administration of our NGO: because we did not have a person entirely dedicated to the Halles Civiques – everyone in the organisations had to give a little bit of their time to the network: we were often running out of time to take care of the Halles civiques as much as we wanted to. Gladly, we hired an office manager since February 2019 who is going to help us a lot, even though we really want everyone to be involved a little in the project.
Otherwise we had some struggles that are common to every young project: our business model is still a little fragile, but as our network grows so do our financial opportunities such as new partnerships. We still need to work on our leadership, but we are currently working together to solve these problems.","In our case, we would not exist if the city of Paris had not provided us one of our spaces – supporting infrastructures are very important to us. After a year of running this network on our own, we realise that we now need someone entirely focused on our project, even if we deeply believe in Les Halles Civiques – at first it was enough to work on the project on our own, but to bring the project to its second phase, support is needed.
We also think that the agreement from every stakeholder to our political statement and to some rules that should be applied in every community, for example our projects cannot compete with each other, is one of the key factors for the success of the project.","Our project is inspired by the Civic Hall in New York City, even though they were not involved in the design process.
It is a very young project but we are currently thinking about how we can be an inspiration for other third-places in France.","Don’t underestimate your needs for human ressources !",,,"a:2:{i:0;s:4:""8212"";i:1;s:4:""8209"";}",,,
7919,"Budget Monitor (BM) for Good Governance",https://oecd-opsi.org/innovations/budget-monitor-bm-for-good-governance/,,"The State Audit Office of Georgia (SAOG)",Georgia,central,"a:1:{i:0;s:31:""Public Finance Management (PFM)"";}","Budget Monitor (BM) for Good Governance",https://budgetmonitor.ge/en,2017,"Budget Monitor is a ICT tool of SAOG that promotes transparency,accountability,efficiency of public administration through increased citizen scrutiny. BM establishes two way communication with taxpayers:
1.provides sophisticated budgetary information by easy-to-interpret visualizations and dynamic graphs for free and
2.enables citizens to get involved in audit process by informing SAOG about deficiencies in public spending,providing recommendations and contribute to improved public service deliver.y","In recent years Georgia has experienced rapid progress in reforming its Public Financial management (PFM) sector and ensuring transparency of public finance in line with its European and international commitments, however, strengthening public participation in decision-making and public finance at both national and local levels remains a serious challenge. When it comes to direct public involvement in PFM oversight, the existing regulations and practice in Georgia is not yet advanced. Neither current policy frameworks provide clear guidance for improving the situation. Low public participation was revealed in Open Budget Survey 2017. Despite the fact that Georgia received 82 points out of 100 in Open Budget Index, it scored only 22 in public participation component reflecting lack of opportunities for citizens for participation. Among other things, some of the main reasons are:
Absence of aggregated budgetary information - public agencies publish basic budgetary information separately, so citizens cannot get a whole picture;
Budgetary information is not published in an user-friendly manner - citizens have difficulties to understand it;
Insufficient complaint mechanisms for taxpayers to participate in public administration.
All these reasons hinder transparency and accountability that might result in corruption and integrity breach.
Being aware of the flaws related to citizen participation and striving to improve transparency and accountability, seeking to provide opportunities to citizens to engage in the budget process, the SAOG has come up with an idea to develop an innovative ICT tool to increase taxpayers’ role and contribution in decision-making and monitoring processes of public finances. Thus, SAOG has elaborated Budget Monitor (BM) - an analytical and interactive web-platform that establishes two way communication with citizens. The distinguishing features of BM are as follow:
It empowers citizens to hold government accountable by providing comprehensive aggregated budgetary information in easily understandable manner from auditors’ perspective. BM intensively uses data visualizations, infographics and diagrams that allows regular users to drill down and examine data about state revenues,expenditures,public debt,administrative costs,public procurement,capital projects, in greater detail. Moreover, with this tool, citizens can choose, filter, sort, compare and export any information that increases taxpayers’ awareness about PFM issues and facilitates their oversight
to deliver audit findings and recommendations in one space, BM utilizes dynamic visual filters. These filters enable stakeholders to receive comprehensive information about existing shortcomings per public agency and to identify systemic problems on central and local levels
BM offers an opportunity to engage in the audit process. By sending audit requests and proposals through the citizen’s page, stakeholders (a) can express their interests in auditing particular fields and/or (b) inform SAOG about existing deficiencies and offer ways to improve public services (c) report potential corruption risks in public spending. SAOG applies predefined methodology to select and analyze suspected wrongdoing and issue relevant recommendations to responsible entities. In addition, citizens can track the status of their request. Thus, citizens can have profound impact on improving PFM through their participation in audit work.
Yet Budget Monitor has not been launched for a long time, it already achieved numerous tangible results: BM has gained more than 20,000 active users and annually SAOG conducts 10% of its audits based on citizens’ requests. The audit topics are addressing multiple social and economic problems different vulnerable groups are facing. For example:
• SAOG examined risks in public procurement in several public agencies
• SAOG identified deficiencies in Social rehabilitation and child care program
• SAOG checked how appropriate was spending of funds for victims of disaster
Considering comprehensiveness of information provided, via BM the gap between the citizens and budget spending is being bridged; this platform increases transparency, accountability, citizen participation that ultimately leads to good governance.
It is worth to mention, that BM is never in a static condition, SAOG team works to update and upgrade the platform continuously complying with citizens interests. For instance, recently BM was augmented by Sustainable Development Goals page, that represents the only national source that gives comprehensive information about SDGs to the citizens. In addition this page provides information about SDG related audits and corresponding deficiencies and recommendations.
In addition, SAOG intends to further expand the ICT tool and add more useful features for more ambitious results, like showing success stories of participation that actually resulted in better outcomes for the benefit of taxpayers.",,"BM stands for unique two-way communication ICT tools that has ever been developed any Supreme Audit Institution worldwide.
BM is the first Georgian fiscal transparency Platform that presents complex analytical data with dynamic easy-to-interpret visualizations designed from auditors perspective to put all budgetary information together; this interactive ICT tool enables to filter, choose, compare, sort and export the data related to various public agencies across the years.
BM through citizens page enables taxpayers to participate via various channels: they may report about the corruption risks and wrongdoings in public organizations; Express their interest in auditing particular agency/field; Offer potential improvements in existing policies via alternatively designed policies that could be reflected in SAOG’s recommendations. It should be noted, that BM provides information to the citizens about the results of their requests/petitions.",,,"The concept of BM was originally developed by SAOG; its exact content and specific features were designed in close collaboration with multiple stakeholders. SAOG formed consulting working group, consisting of 14 CSOs working on PFM issues, and conducted a set of meetings with this working group, Parliament, municipalities, citizens and media, to receive their feedback on exact content of BM. As for financial assistance, SAOG obtained World Bank grant for the actual development of the platform.","BM equips citizens, legislators, CSOs, media with a powerful investigative tool, which makes it easier to conduct well-informed examinations of state revenues and expenditures, other budgetary information, audit findings and recommendations to hold the government accountable and make contributions to service delivery by involving in audit process. Government itself is able to better recognize inefficiencies in PFM system and work for further improvements via making better informed decisions.","Budget Monitor has gained more than 20,000 active users and annually SAOG conducts more than 10% of its audits based on citizens’ requests; The audit topics are addressing multiple social and economic problems, like:
• SAOG examined risks in public procurement in several public agencies
• SAOG identified deficiencies in Social rehabilitation and child care program
• SAOG assessed how appropriate was spending of funds for victims of disaster
Recent interviews with stakeholders showed that awareness about budgetary issues and willingness/readiness to be involved in budget oversight has been significantly improved
BM was granted with multiple awards and recognitions:
• The Global Initiative for Fiscal Transparency Award, The World Summit Award, Georgia’s IT Innovation Award;
• Star Commitment of the OGP, The World Bank named the platform as one of the most reliable source of info, The British “Guardian” recognized its uniqueness and usefulness in regard with citizen engagement.","Initially, when BM was launched, there was a lack of citizen participation due to lack of information about BM and its features. Thus, SAOG conducted awareness raising campaigns like presenting short films and meeting with stakeholders all over the country describing its usefulness and importance of BM for improved service delivery and integrity. As a result, BM experienced increased number of users and requests, but educating citizens about budgetary issues stays on-going challenge for SAOG. So, SAOG plans to further continue informing citizens about BM and increase number of users, with special focus on marginalized groups. In addition, there will be added a special module showing success stories of citizen participation that actually resulted in better outcomes for the benefit of taxpayers.","1. Willingness and drive to make changes – putting the idea into actual project requires dedication and belief that the project will make difference and the existing challenges need to be tackled by putting substantial efforts.
2. Clearly set objectives and predefined development action plan – holding vivid vision about the aim of the project and putting substantial efforts in planning the process contributes to achieving successful results.
3. Communication with the third parties and considering their interests – holding intensive communication with stakeholders in order to meet their needs and provide useful information in a way that motivates them to be involved is another must.
4. Institutional framework to ensure sustainability of the project – there should be established formal framework related to roles and responsibilities of SAOG’s staff in order to ensure timely analysis, examination and update of the data.","SAOG’s BM, being a part of OGP Commitment, enjoys high recognition among different Supreme Audit Institutions (SAIs) and other international partners, as the experience was shared in multiple occasions in different countries. SAIs acknowledged the value of this ICT tool and expressed their huge interest and desire to elaborate similar platform. As SAOG is always ready to assist all interested parties and share experience about the elaboration of BM, close collaboration with other SAIs is undergoing in regard with designing similar ICT tool.","One lesson SAOG learned is that without having solid experience in elaborating innovative ICT tools, success still could be achieved as a result of close collaboration with stakeholders and acknowledging their actual needs.
In addition, citizens involvement in public administration generally leads to better outcomes for the society. Particularly, they are primary beneficiaries of public services thus are better informed about existing deficiencies. So being aware of citizens’ concerns enables SAOG to be better informed about the flaws in public services, analyze root causes and provide corresponding recommendations.
A key lesson is that country context matters - citizen engagement is a new type of policy for public organizations in Georgia. That is why this requires the SAOG’s double efforts to (1) make citizen participation for public and civic sector attractive, and (2) provide evidence indicating successful collaborations with citizens and civil society groups to improve public accountability. Thus, as a result of awareness rising campaigns and actually conducting citizen driven audits to improve service delivery encourages citizen participation.
Another noteworthy lesson learned from the whole process is that context-tailored objectives, clear procedures and institutionalized approach is a must for the further success of initiative. Without (a) delineation roles and responsibilities within SAOG, (b) preparation detailed guideline for updating and disclosing the data successful operation of the platform cannot be assured.",,,"a:1:{i:0;s:4:""8214"";}",,https://www.youtube.com/watch?v=MsC8u2WrhkQ,http://www.worldbank.org/en/news/video/2018/11/22/georgia-making-big-data-work-for-governance
7950,"Citizens Connect",https://oecd-opsi.org/innovations/citizens-connect-platform-in-nigeria/,,"Citizens Connect and Advice Center",Nigeria,central,"a:5:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";i:3;s:16:""Civic Engagement"";i:4;s:23:""Public service delivery"";}","Citizens Connect",http://citizensconnect.ng,2018,"Citizens Connect is a civic tool that provides access to information and public services, to support effective service delivery by gathering feedback and highlighting issues which are of concern to Citizens to the relevant Government agency for timely resolution. The platform also serves as a portal for civic awareness, public service information, citizen reporting, inquiries, and advice. This initiative fosters accountability and transparency in public services.","Drawing from our experience with corruption in the Nigerian Immigration Service and our engagement with other public service providers and regulators, the idea for Citizens Connect came about. It is evident that there is a huge communication gap between citizens and public service providers. Most citizens do not know where to channel their feedback and grievances and which Government agency is responsible for addressing poor service delivery, extortion, and other corrupt practices. There is also little effort by Government agencies and departments to inform citizens about the services they provide. Therefore, there is a need for a civic platform to address civic awareness and public service issues using web technologies and social media as a tool.
Citizens Connect is a crowdsourced platform where citizens collaborate with Government departments, through civic awareness, information sharing, gathering feedback and reporting public service issues to the relevant Government agency to improve accountability and transparency in public service delivery.
This intervention uses a hybrid approach, combining website and social media for information sharing and facilitating citizens’ discussion forums, and offline meetings with Government representatives. For instance, if this platform was available, many citizens having trouble applying for their travel passport could report corrupt officials through our website or direct message on social media while the team tracks and follow-up complaints with the immigration controller or escalates to the Minister for timely resolution.
This project will make Government inclusive and transparent consequently leading to effective planning and addressing the problems identified by citizens. The project will foster a relationship with Government agencies and departments through physical meetings to close the feedback loop and engage public service users.
This project will reach all Nigerian Citizens especially the youth population who actively use the internet. The Nigerian Communication Commission recently published that there are about 92 million active internet users who subscribe to data services on the major Nigeria telecommunication networks. This shows that over 50% of the total population of citizens are internet users, therefore this project will promote the usage of the internet for civic engagement. The project will also reach the non-active internet users through offline town hall meetings, newspaper, and radio programmes to collate feedback from citizens.
What are the potential work products?
The project will create web and mobile applications that facilitate communication on public service issues between citizens and Government and also create social media platform to popularize its usage and collate extended feedback.
Collaborating with civil society organisations to organise physical forums and training to enhance citizens’ competence to process and understand civic information, engage Government, and contribute to the policymaking process.
Log public service issues, report corrupt officials and convey feedback to the relevant Government department using an online system to track progress and close resolved issues.
Work with media organisations to cascade information sharing from online engagement to print media, radio, and TV, to keep a wider audience informed on engagement between citizens and public organisations.
Promote grassroots participation; Citizens Connect will work with Community Based Organisations (CBO), Civil Society Organisations (CSO), Students and Youth groups to promote its usage across communities in Nigeria.
The innovation will scale bigger through the development of platforms that foster open policymaking and co-creation. We hope to develop openbills.ng a plaform for crowdsourcing policy input and sponsoring Citizen-led bill while townhall.ng will serve as a Goverment technology platform for engaging constituents and the general public","a:3:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""616"";}","Citizens connect promotes co-creation by engaging the public in civic debates to inform policies that are in touch with the needs of the people. Our innovations supports public sector problems and also advocate for citizens input in the budget process by organizing town halls and public engagement forums to identify needs that should be captured in the budget and implement evidence-based policies in Nigeria.
At present, lawmakers in Nigeria do not engage with their constituents and as such, they are out of touch with the needs of those they represent. They spend more time in the Federal Capital and lack the understanding of the real issues that affect their communities, this has led to weak legislation and poor implementation of policies. This is also a problem with the Executives as there are bogus items in the National budget, most projects are not evidence-based and as such do not cater to the needs of citizens, leaving many impoverished without access to basic social amenities.",,,"Citizens Connect came about from extensive citizens consultation through the Good Governance Grassroots Project. This showed that there is a need to improve Citizens engagement using a hybrid approach of online and offline engagement . This effort has led to our joining of the Open Government partnership (OGP) in Nigeria to increase our engagement with the wider civil society community and Government Stakeholders.","This project will reach all Nigerian Citizens, especially the youth population who actively use the internet. The project will also reach the non-active internet users through offline town hall meetings, newspaper, and radio programmes to collate feedback from citizens. Our collaborators include other civil society organisations, Government departments and lawmakers.","We are still at the development stage of the platform, however though our Facebook group and complaint tracking via email we have support from over 100 citizens with various public service issues. We hope to promote the usage of our Citizens Connect platform in the first quarter of 2019.","A major challenge we face is improving the culture of engaging online civic spaces in Nigeria. There is also the problem of apathy as most Nigerians do not believe that the Government is interested in listening to them. In order to address this issue we share success stories of issues that have been resolved through our platform and also organise public forums to create awareness of what we do. Additionally, there is the issue of organising training to build the capacity of community leaders on how to engage with Government.","It is important to engage Government, citizens and other influencers to get their input on how they see the applicability of the platform in their context. This will help for ease of adaptability and acceptance.
It also important to make the design of the platform simple and easy to use so that those will limited technology knowledge can readily use. Another thing to note is the poor access to internet in most Nigerian communities this should be taking into consideration when developing the technology.
It is also important to share the successful usage of the platform to address problems, encouraging wide usage of the platform.","There are similar innovations in Nigeria, however none is yet to replicate the open bills and crowdsourcing for law making innovation.","We are still in the initial stage of testing our platform but a major lesson learnt is that exploring different media to promote usage of the tool and sharing the successful use of our platform to solve problems.",,,,,,
7955,"Redesigning the U.S. Natural Resources Revenue Data (NRRD) portal homepage to meet user needs",https://oecd-opsi.org/innovations/redesigning-the-u-s-natural-resources-revenue-data-nrrd-portal-homepage-to-meet-user-needs/,,"U.S. Department of the Interior, Office of Natural Resources Revenue","United States",central,"a:3:{i:0;s:11:""information"";i:1;s:7:""science"";i:2;s:9:""Open data"";}"," Redesigning the U.S. Natural Resources Revenue Data (NRRD) portal homepage to meet user needs",https://revenuedata.doi.gov,2017,"The Natural Resources Revenue Data (NRRD) portal provides open data to the public about revenue generated from extraction of natural resources on public lands and waters. Open data provides transparency into government operations, which gives the public information to back up claims made in the name of social justice. To make our data truly open and useful to the public, we’re going beyond our government mandates to open data and including our users in the design process as our site evolves.","The Problem
In 2012, the U.S. Department of the Interior’s Office of Natural Resources Revenue (ONRR) was tasked with implementing the Extractive Industries Transparency Initiative (EITI), which is an international initiative to promote transparency into the flow of money from the extraction of natural resources. In accordance with this initiative, the agency created the Natural Resources Revenue Data (NRRD) portal (https://revenuedata.doi.gov/) that provides open data to the public about revenue generated on public lands from the extraction of natural resources. It was initially designed to be an interactive version of the annual report required by the initiative and largely designed to meet the requirements for that report.
In 2017, the U.S. withdrew as an EITI implementing country, but ONRR made a commitment to continue in the spirit of the initiative. That, along with a renewed presidential mandate to employ data and improve customers’ experiences with government services, have allowed our team to rethink the site and shape it to truly meet user needs.
Goals of The Innovation
Now that our core focus has shifted from meeting specific EITI requirements to meeting the needs of the people who use our site, we have amplified our efforts to understand who uses our site and are discovering how they use the data.
We’ve discovered that our users differ most in two primary areas: how they find data on the site and how they use the data after they find it. They fall into four primary user types: Question Answerers, Agenda Supporters, Storytellers, and Domain Learners.
Once we started learning more about our site’s users, we rewrote our product vision to help guide our work:
“We are informing policy debates and raising public awareness by building the definitive source of timely and useful data about how the government manages federal energy and mineral resources, revenue, and disbursements.”
The Innovation
One implemented innovation that has come from this new focus is our new homepage. Some have argued homepages aren’t as important as they used to be. The increased use of search and social media to convey users deeper into websites is evident, but most users we talked with still use our homepage as their primary starting point and our analytics show it’s the most visited page on our site, with 22% of site sessions in 2018.
Equipped with the knowledge that our homepage was valuable to our users, we set about prototyping and testing options with users to determine how it could better serve the needs of users. In addition, we were getting requests from users who fall into our “domain learner” and “question answerer” user types asking for summarized numbers on the homepage so they wouldn’t have to dig through the Explore Data page to find them. We tested 6 options with users matching a variety of user types and narrowed them down to 2.
In the second round of testing, we included new users to make sure our additions didn’t scare away those without a basic understanding of the data. In addition, we tested with more domain learners to make sure we were meeting their needs. We learned that we needed to better explain the production, revenue, and disbursement process and landed on the best approach for the new summary information on the homepage.
We then tested 3 concepts with additional content at the top of the homepage to explain how the different pieces of data work together. We landed on one concept that worked best and also learned that general-public users are most likely to use the site to explore data related to their geographic area, so the map needed to come before the new summary information on the homepage.
These three studies led us to the design we built. It better explains the process behind the data to those who are not intimately familiar with the subject matter, while also providing high-demand, summary data to domain learners and question answerers. Based on the findings from these studies, we also plan to simplify the structure and navigation of the Explore Data page and make it easier to understand how to interpret and use the data.
Who Benefits
The American people collectively own federal lands, waters, and the minerals beneath them. Transparency about how these resources are managed is crucial to public discourse and government accountability. However, data about public resources is underutilized because it often lacks context or is presented in ways that aren't readily accessible or understandable to users. We are changing that with our focus on user-centered design.
The Future
Now that we have a commitment to designing the site using user-centered design processes, we will continue to evolve based on learnings from user research. We are also committed to sharing user-centered design practices throughout our agency and have already begun by cross-training our colleagues and providing consultations to other work groups across our organization.",,"We’re going beyond the mandate to open data to discover what the public really wants and needs to do with the data and make it easy for them to accomplish those goals. Our team follows user-centered development practices and a hypothesis-driven design and development cycle to make government data truly open to the public. This shift away from the Extractive Industries Transparency Initiative (EITI) and their annual reporting requirements ultimately represented an opportunity for ONRR to revisit and sharpen the goals of the site to help us respond more directly to user needs. This is the first data portal of it’s kind within the U.S. Department of Interior.
We’re also fostering a culture of innovation at ONRR by spreading user-centered design processes to other projects within the agency. The Department of the Interior is actively working to make the open source and open data practices that support the website a regular part of working protocol, which hasn’t been done before.",,,"We collaborate with people from a number of groups within our agency and other DOI agencies (such as the Bureau of Land Management and Bureau of Ocean Energy Management) to retrieve the data we use on our site. We also have partnerships with a number of our site’s users including journalists, activists, academics, data aggregators, and state, county & tribal officials who we collaborate with when working on new designs.","We’ve discovered our users differ most in how they find data on the site and how they use the data after they find it. They fall into four primary user types: Question Answerers (government officials, Congressional staffers) who answer questions using the data; Agenda Supporters (NGOs) who support a cause, Storytellers (journalists) who tell stories about the data, and Domain Learners (state and tribal leaders) are decision makers and care about a specific domain, such as a geographic area.","In addition to the users who participated in the prototype studies, we’ve shown the new homepage to users who participated in previous user research studies and they reacted positively to the improvements saying that it’s much better at explaining the purpose of the site and getting them to data faster than it was before the redesign. Unfortunately, we don’t have a good way to quantitatively track some of the improvements because our analytics are currently missing the ability to track clicks within a page and our site relies heavily on anchor links. Visits to the homepage have increased 1.3% since the homepage went live.","Since we have a very unique audience, one challenge we’ve encountered is finding our users. Government rules prevent us from providing incentives to research participants, so we’ve had to get creative and do a lot of outreach work with the public.
Another challenge was adapting the site to meet the needs of internal users of a decommissioned site that used to allow them to filter data they wanted to view and download. We’ve learned that the portal doesn’t have all of the same data available and doesn’t meet the needs of those users who want to slice and dice the data. We’re adding filterable tables to the site that will meet the needs of these users as well as some of our other user types.
We also have a limited team because our technically experienced team members are limited to 2-4 year terms, so they’re working to train permanent staff in their skill sets and figuring how to make the site sustainable with limited technical skills.","NRRD relies on ONRR leadership support so we must continue to contribute towards ONRR and DOI’s mission and build coalitions across the organization. As interest grows and we continue to add data to the site, we must adhere to the product scope and stay responsive to user needs. We need to continuously work to minimize technical debt and avoid becoming a legacy system by dedicating resources to hardware, software and appropriate technical training within ONRR. We need to continue to perform outreach and advocacy across the department to create the relationships necessary to receive/solicit data and support from our colleagues.","Our goal is to be a model for other groups who want to make open data useful. So often, open data is made available without thinking out who is using it and how they are using it.
As an open source website, all of our work is transparent and able to be replicated by anyone. We also document and share all of our user research studies and results, maintain a blog aimed at a technical audience, and are active on social media and at conferences.
Our website is the first of it’s kind within the U.S. Department of Interior, but we are working to foster a user-centered design culture across our organization by providing consultations and trainings and inviting colleagues to participate in our user research. Our approach is slowly being instituted across the U.S. federal government and is supported by mandates at the highest level.","So far, we’ve determined a few best practices that should apply to other open data sites:
· Know and listen to your users.
· Present the data in ways that facilitate understanding.
· Try not to introduce bias in the way the data is displayed.
· Give users control over the data, so they can slice it to get at the specific piece of information they need.","The portal was originally developed for USEITI, which was part of the Open Government Partnership.
I emailed an image that wouldn't upload to opengov@oecd.org. Here's the alt text for that image: final design with new process at top, map, and new summary information","a:2:{i:0;s:4:""7966"";i:1;s:4:""8453"";}",,,,
7960,"Día Blanco (White Day) – Strategy for Transparency",https://oecd-opsi.org/innovations/dia-blanco-white-day-strategy-for-transparency/,,"Alcaldía de Medellín",Colombia,local,"a:1:{i:0;s:12:""public_order"";}","Día Blanco (White Day) – Strategy for Transparency",https://www.medellin.gov.co/irj/portal/medellin?NavigationTarget=navurl://b21e384fa55b4d45f614f2effdc7f59e,2013,"In a context where the channels between institutions and citizens have been broken by corruption, Día Blanco [White Day] is developed to promote bonds of trust and legitimacy among communities. In the last 3 years, more than 35,000 citizens have been mobilized by this innovative experience, which helps social organizations to inform their communities about their management and impact on local development through social accountability exercises.","In Medellín, social control has gained strength based on the high corruption rates in the management of public resources that have marked the country. At the same time, citizen's interest in the subject is growing and, with it, the need for an accompaniment by the institutions so that this exercise becomes a functional participation and feedback tool between civil society and public institutions.
In the fight against corruption, citizen participation is key. An active society and vigilant of the public institutions’ management is essential to control the State and, in general, public resources. To that extent, one of the objectives of citizen participation in social control understood as a form of participation that allows citizens to determine the conditions (how, when and where) in which public management is developed through suggestions and, if necessary, complaints.
From the municipal administration, the Citizen Participation Secretariat supports and reinforces Social Control exercises through promotion, research, and training processes which seek to encourage citizens to participate. Also, it provides tools to the people who perform the exercise to qualify and enhance it in time. Particularly, the Support Team for Social Control of Public Management promotes and encourages the linkage of social and community organizations to strengthen the exercise of best practices and self-regulation.
The accountability exercise is one of the most representative expressions of co-responsibility that can be carried out by these actors whose management impacts the territories. It is a moment of the community working for the community, in which bonds of trust and relations are built and strengthened to join efforts for achieving common objectives. Accountability makes possible:
• To build relationships of trust between the actors from different sectors of society.
• To understand the organization, its operation and the results of its management.
• To asses, correct and adjust actions and projects according to the opinions and contributions that arise from direct dialogue with the community.
• To promote transparency in the entities' actions.
• To maintain communities interested in social work.
• To strengthen the relationship between the community and the organization.
• To evidence the legitimacy and legality of the organization.
The process accountability has a specific moment of execution, called Día Blanco [White Day], where social and community organizations, after receiving training and advice on how to communicate and inform communities, generate spaces for dialogue where different stakeholders participate. Día Blanco [White Day] is composed of several city events where organizations carry out face-to-face simultaneous exercises of Accountability in all the communes and townships of Medellín.
This process is innovative because there are no experiences in the country and in Latin America that have managed to mobilize many citizens. In addition, over the last six years, its implementation has generated interest among people towards these dialogue spaces, and each year an average of 200 organizations and 9000 citizens are mobilized and participate in the programmed Accountability activities. On Día Blanco different actors participate, such as the Social Organizations, the Communal Action Boards, the Local Administrative Boards, the citizens, and the municipal administration.
In the Development Plan 2016-2019, the project the Public Sector Counts on You seeks to strengthen the ability of citizens to influence public management. At the same time, it finds in Día Blanco a key strategy to achieve this objective. Therefore, this project is meant to continue along with different terms and to achieve this, it counts with the support not only of institutional but also of citizens and social organizations.","a:4:{i:0;s:3:""619"";i:1;s:3:""621"";i:2;s:3:""181"";i:3;s:3:""302"";}","The Día Blanco [White Day] project is innovative because there are not social experiences of such magnitude in the country and in Latin America. Its greatest achievement lies in the fact that it has been implemented in the different districts and townships of Medellín for more than six years. It keeps itself in force because it has managed to position itself in the citizen's agendas.
Linking social organizations and the diversity of actors show a significant experience of mobilization and participation of the citizenship towards the Social Control of the public. In a society that distrusts and shows no interest in its institutions, Día Blanco has managed to position itself as a social expression which represents co-responsibility and transparency of the actors that affect the territory.","a:1:{i:0;s:14:""implementation"";}","Six versions of Día Blanco have been run since its creation in 2013.","In the designing process of Día Blanco [White Day] collaboration between the municipal administration, the community, and social organizations is observed. The organizations facilitate the location, open their agendas and provide the logistics for the development of the activity. The government also provides the logistical resources and technical support as trainers and guarantors of the process. Finally, the citizens are linked through their participation and mobilization.","The government as the promoter of this project benefits from the opening of these spaces that enhance transparency, social and community mobilizations. It also generates trust and builds relationships and networks based on the transparency of public management. Finally, citizens feel heard and they recognize Día Blanco [White Day] as a space for advocacy, this project generates a surprising social capital as a form of citizen participation.","The indicators related to the execution of Día Blanco [White Day] speak very well of the project's impact. For example, one of the indicators of the national development plan is ""Citizens participating in activities to promote Public Social Control"", thanks to Día Blanco this indicator reported 36,163 citizens participating, exceeding the initial goal of the plan
On the other hand, we have the initiative to measure the transformations achieved by some of the organizations that participate in the accountability and in strengthening processes, implementing diagnostic cards that identify their status before and after their strengthening.","The challenges are related to financial needs or human resources that allow better training of organizations, greater dissemination of the process with a communication strategy and more significant logistical support.
Some errors have been identified in the logistical aspect because Día Blanco [White Day] was developed in a single day, which generates organizational obstacles and problems, such as the delivery of the materials in the 21 communes and 5 corregimientos. As a result, for the next edition, different dates have been proposed to have better support from the public administration.","The following conditions can be unlocked for the success of Día Blanco [White Day]: first, the leadership and participation of society, the motivation to fight against corruption through social control exercises. Secondly, it is necessary to have a committed and trained human team that can train and gives creative ideas to the participating organizations, financial resources to generate innovative strategies linked to new technologies. It is necessary to have communication processes that make this strategy visible as a successful strategy of accountability and transparency.","This innovation has not been replicated in other cities in the country. It is a successful example for small or large governments to encourage their citizens to participate in matters of social control, empowering them to follow up and demand accountability to those who manage and invest public resources.","'-The participation of five thousand six hundred and fifty (5,650) attendees in Social Accounts, made by 191 social organizations, exceeded by 19% the goal for 2018, established in 160 social organizations.
-It is possible to link to different instances of participation in the strengthening plan, which includes training, advisory and accountability actions.
-It is recommended to continue the processes articulately with the different instances of citizen participation and to link the exercise of Accountability in the other projects and/or programs of the Mayor's Office of Medellín.
-It is recommended to start in the first semester of 2019 the qualification process of social organizations on issues of social control, transparency and accountability, considering that for the second semester most of the mayor's projects aimed at the same public.",,"a:3:{i:0;s:4:""7968"";i:1;s:4:""7969"";i:2;s:4:""7970"";}",,https://telemedellin.tv/dia-blanco/153700/,,
7973,"MEData strategy in Medellín",https://oecd-opsi.org/innovations/medata-strategy/,,"Alcaldía de Medellín - Medellín Mayors Office",Colombia,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","MEData strategy in Medellín",http://medata.gov.co,2019,"MEData is the strategy for providing, appropriating and using the public data of Medellin. It will become the official information source of the city, where citizens will have constant and reliable data that can be used to generate knowledge, promote technological innovation and boost economy. it is the first government platform that integrates strategic information sources into a big data technology and automatically synchronizes them with an open data portal.","The city of Medellín has been positioned in recent years as one of the most innovative cities in the country, this process of innovation has been successful thanks to the articulation of the public sector, private sector and social movements driven by citizens. One of the city strategies to be a smarter city is the MEData whose innovation is the availability of a source of constant, reliable and open information that can be used to generate knowledge, progress and innovation for citizens, universities, companies, local government, among others.
In the future, the platform wants to collect data in real time and through the data improve the quality of life for the citizens.","a:4:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""623"";}","MEData is the only open government data strategy in the country with an appropriation component that promote and encourage data use in citizens, with a different approach based on citizens' capacities and needs. Some components are: data shows; data workshops; data analysis committee, among others.
It also includes a technological component the official data portal of the city, which allows the query and download of data in editable format, presents strategic information available to citizens with a friendly interface and allows visualizations in line integrated in the portal. The portal is innovative because it is designed on a Big Data platform (Hadoop) that integrates the strategic data produced by the offices of the Mayor's Office of Medellín and in turn connects automatically with the platform for open data (Dkan).","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","The Medellín Mayor's Office is promoting and implementing a smart government from different fronts which strategically contribute to the comprehensive development of the city by using the data as raw material and will integrate, among others, the challenges posed by the University - Company – State committee.
One of the great bets of Medellín to become a Smart City the implementation of the MEData strategy. It works under the premise that information is for everyone. MEData seeks to become a source of constant, reliable and open information that can be used by any entity (public or private) and by citizens to generate knowledge and value.
The information provided by MEData is an input to generate proposals for future models that allow to highlight problems and solutions to different situations in the city.","The Planning Administrative Departement in the exercise of its functions leads and finances MEData strategy, in collaboration with all the government units, who provide the data they produce and do the follow up of meet up groups and, finally, the alliance with Ruta N, which shares its knowledge and leadership in science, technology and innovation.","The main beneficiaries are:
-Public administration: Transparency with updated information to reduce the volume of information requests in the government units.
-Companies: App development to boost the local economy using data.
-Universities: New researches to provide solutions to city issues.
Civil Society Organizations: Opportunity to develop a new environment for citizen participation as a contribution to the portal development.
Journalists: Value generation from stories or news.","Although the MEData strategy has not been officially launched by the Mayor, so far the following have been observed: the government units have been increase awareness on the importance of open data for government transparency, 11 government units with integrated and displayed data on the MEData website, MEData strategy positioned in the city, public and private sectors appropriation through Focus Group, Meet Up and events.
After the official launched, the city expects the following impacts: public policies and projects planning based on data driven decisions, increase the universities research projects, new or efficiency investments in the private sector by the use government data, knowledge generation by citizens, app development and increased citizen participation in decision making through social networks.","Challenges: the lack of open data culture in government units, so it has been necessary to develop appropriation strategies. Another challenge was to use big data technologies and its integration with an open data platform, for which it was necessary work with the IT area of the Mayor's Office with the platform provider.
Failures: Lack of quality process in the information integrated to the portal, so it was necessary to train the quality criteria through a data analysis committee, once the municipality's platform did not have the capacity to support the portal technologies, it was necessary to renew the hardware.","The definition of a standard data management policy within the local government, policy definition to certify MEData as the official data source of the Mayor's Office, application of transparency law, resources prioritization for the strategy development, data sets integration of centralized and decentralized entities, professionals with knowledge in technological tools, strategic alliances with private sector and universities and the interdisciplinary team leading the strategy.","This innovation has become the foundation that drives the city development and integrates, among others, the challenges raised by the University, Business, State committee. It is the city commitment to have an intelligent government under the motto that information is own by everyone and use anyone. Therefore, Medellín, as one of the most innovative cities in the world, wants to replicate the MEData scheme to a national level and turn itself in a model to follow for the Latin America countries.","As lessons learned, we share the importance of: Efficient data use as support for the strategic objectives of any entity, gather innovation elements based on trends for data management in cities, the use of big data to project the volume and speed of the information required in the future, create strategies to promote effective citizen appropriation to empowerment the use of data, create a working committee to standardize the information of the entire entity.
It is important to allow the stakeholders to join the strategy voluntarily to avoid oppositions within the entity.","MEData is included as one of the government's bets towards the Fourth Industrial Revolution and aims to promote data science with the opening of data from Medellin to the world.",,,https://www.youtube.com/watch?v=Tp7Jc-jstbA,,
7985,"Prioritising indicators from items in big data: An algorithm for an automated, visual approach",https://oecd-opsi.org/innovations/prioritising-indicators-from-items-in-big-data-an-algorithm-for-an-automated-visual-approach/,,"Rebecca Oyomopito PhD",Australia,central,"a:1:{i:0;s:7:""science"";}","Prioritising indicators from items in big data: An algorithm for an automated, visual approach",,2018,"Identifying representative indicators requires distinguishing the driving forces and directions of relationships in innovation, economic or health data.
The innovation is an algorithm, a sequence of coded instructions, automated to derive visual tools directly from big data.
The algorithm is adaptable to various fields of study for rapid, data visualisation and enables transparent, evidence-based indicator prioritisation.","The opportunity:
Developing effective innovation, economic or health policies, and identifying their impacts on national or regional performance, necessarily requires sourcing information from large, administrative datasets. Measurement frameworks require representative indicators to assess impacts on economic growth and population well-being. Methods to rapidly prioritise informative indicators from big data are lacking.
The design and implementation of statistical solutions to data problems may be reapplied under different scenarios. Well-designed algorithms can specify computing processes while computer program automation exploits pre-defined, standardised data structures to reduce the time and cost of producing, replicating or extending information. Proven, automated, big data algorithms can produce informative outputs rapidly, facilitating indicator prioritisation and human decision-making.
The innovation:
The innovation is an algorithm specifying data-processing steps, automated for use on big data. An automated algorithm schematic is shown on page 3 of the provided attachment OpenGovernmentCaseStudy_ROyomopitoPhD.pdf. The innovation generates two visualisations, Graphics 1 and 2, with tabular references derived directly from data. Automated algorithms can process big data in a timely fashion and are conducive to generating publication-ready materials in a reporting pipeline (see attachment page 4). Graphic 1 and Graphic 2 visualisations are shown on pages 5 and 6 of the attachment, respectively.
Graphic 1 shows a priori matched policy (x-axis) and performance (y-axis) item pairs sourced from innovation, economic, employment, education and health data. The datapoints represent normalised policy and performance relationships for one country, extracted from multi-country distributions. The format allows simultaneous visualisation of policy/performance items for prioritisation as indicators.
Referring to Graphic 1, expectations would be that high (low) scoring country policies would yield high (low) performance. Therefore, quadrants of interest for predictive indicators would be ++, --. Horizonal and vertical dashed lines delineate meaningful statistical cut-offs. Points in discordant quadrants, outside reasonable standard deviation limits, show anomalies to be investigated.
Preliminary iterations of Graphic 1 are exploratory. Points showing desired relationships, i.e. good (poor) policy = good (poor) performance, suggest that the policy/performance pair are informative as indicators, providing scale dispersion requirements are fulfilled. A final iteration of Graphic 1 would show selected, representative indicators for monitoring and evaluation or in-depth analysis.
Graphic 2 represents grouped country identifiers for one indicator over time, categorised by a pre-defined response threshold. Categories show indicator response, non-response and highlights the problems of missing data in interpreting outcomes.
Graphic 2 methods were originally designed on data for immune system reconstitution in patients from US Congress-funded clinical trials. The method is appropriate for rapid, longitudinal representation of any informative indicator, such as those identified by Graph 1, after meaningful thresholds have been determined.
Graphics 1 and 2 were designed individually and proposed for use in combination in 2018.
Objectives:
The objective of Graphic 1 is to visually discriminate representative, informative indicators from large administrative datasets. The objective of Graphic 2 is to allow simple, visual, longitudinal assessment for a selected indicator having a large number of entities. Both graphs, derived directly from the data, take seconds to run and provide invaluable guidance for interpreting important patterns in big data.
Beneficiaries:
The OECD Economics Department benefited from Graphic 1, when it was used for exploratory analysis to identify where specific policy and performance indicators were lower than the OECD average for the publication “Stocktaking: Going for Growth” (2006). After identifying representative indicators, next steps would be analysis, as published by the OECD, shown on attachment page 7, from “Annex A1 Factor Analysis to Identify Inter-related EIS Innovation Indicators”. Original methods were derived from an International Biometric Society prize-winning analysis on patient indicators.
US-Congress funded Researchers benefited from Graphic 2 which informed selection of statistical analyses for the publication: “Antimicrobial-specific cell-mediated immune reconstitution in children with advanced HIV infection receiving HAART”, A Weinberg, S Pahwa, R Oyomopito et al., Clinical Infectious Diseases (2004), Vol.39, No.1, pp.107-14.
Future directions:
The algorithm will be presented in April 2019 at the Australian Department of Health.
The OECD will be approached with a suggested application of deriving digital transformation indicators.",,"The novel, automated algorithm is flexible, in that it may be applied to innovation, economic, employment, health, geospatial and digital transformation data. The algorithm outputs are most useful for big data sources or administrative datasets where there are a large number of entities, such as countries, regions, businesses or a health system, and where a large number of items are available for use as indicators.
The visualisations enable human reviewers to discern important patterns in large numbers of items for selection as monitoring and evaluation indicators - for individual investigation or multivariate analysis. The visualisations, and associated tabular references, are generated directly from the data allowing rapid, seamless inclusion in a report production pipeline.",,,"Stakeholders providing research questions were essential to the design of the two innovative visualisations.
The origin of Graphic 1 was “Stocktaking: Going for Growth exploratory data analysis” 2006, based on a request to identify where policy and performance indicators were lower than the OECD average.
The origin of Graphic 2 was a US Congress-funded national clinical trial. Immunologists asked “Can HIV medications reconstitute immune system response, as measured by stimulation indicators?""","The OECD Economics Department was the target in the development of Graphic 1. The visualisation was used for exploratory analysis to identify where specific policy and performance indicators were lower than the OECD average for publication “Stocktaking: Going for Growth”.
US-Congress funded Researchers were the target for Graphic 2 development. Graphic 2 informed their choice of statistical analyses in A Weinberg, S Pahwa, R Oyomopito et al., CID (2004).","Outcomes
OECD Economists found Graphic 1 and associated outputs informative and the work was presented internally in 2006 to inform works for the publication “Stocktaking: Going for Growth”.
US HIV/AIDS Clinical Trials Immunologists benefited from novel visualisation of longitudinal data (Graphic 2) and statistical analyses were published in 2004.
Future directions
The algorithm can be easily adapted for new enquiries on current data. Automation produces algorithm outputs in a timely fashion.
A presentation of works on the automated algorithm and its outputs is scheduled in April 2019 with Australian Department of Health. The works are applicable to the development of geospatial region indicators for health system entities such as primary healthcare networks.
Uptake of the algorithm by the OECD for “Measuring the digital transformation” would be an exciting opportunity. Contact with OECD Representatives which will be investigated during 2019.","The challenge, in design of the data visualisations, was how to use available resources, technological know-how and statistically robust methods to communicate important data patterns to Stakeholders, succinctly, to facilitate evidence-based decision-making.
Another challenge was, that in each case, time was limited to accomplish the outcome.
No structural failures or significant setbacks were encountered.","Conditions for successful design and implementation of the novel visualisations were:
• a problem to solve;
• personal commitment and imagination;
• scientific knowledge;
• mathematical and statistical methods;
• high-level programming expertise;
• access to computing resources;
• encouragement from a mentor;
• direct access to the Stakeholders who were the end-users of the work.
In each case, the work was valued and used immediately giving a sense of job satisfaction.","The algorithm is designed for replication. Outputs are most useful for big data sources or administrative datasets where there are a large number of entities, such as countries, regions, businesses or a health system, and where a large number of items are available for use as indicators.
The algorithm is flexible, in that it may be applied to innovation, economic, employment, health, geospatial and digital transformation data.
Approaches to organisations, such as the Australian Government, the OECD and large enterprises, which can profit from the innovation are ongoing in 2019. A presentation and meeting at the Australian Department of Health is scheduled for April 2019.","The automated algorithm presented in this submission draws upon methods designed in economic and health contexts. Statistical models are not subject-specific, therefore, methods developed in one area may be translatable to other fields of study.
Another example of published across-subject methods are shown in “Annex A1 Factor Analysis to Identify Inter-related EIS Innovation Indicators”, OECD Economics Department Working Papers, No. 479 (2006) where methods were adapted from an International Biometric Society prize-winning analysis designed on patient indicators in 1998.
Also recycled were automated multivariate regression programs, generating results for R Oyomopito et al., (2010), “Measures of site resourcing predict virologic suppression, immunologic response and HIV disease progression following HAART”, (reviewed by UNAIDS Science Now and NAM AIDSMap) for “Assessing the Program Impact on Medicare Items for Acute Low Back Pain”, 2012, a report to the Australian Department of Health.",,,"a:1:{i:0;s:4:""9472"";}",,,
8093,"Brazilian Transparency Policy and the Transparency Portal",https://oecd-opsi.org/innovations/brazilian-transparency-policy-and-the-transparency-portal/,,"Office of the Comptroller General of the Union",Brazil,central,"a:1:{i:0;s:99:""Transparency, Open Government, Auditing, Access to Information, Prevention and Combat to Corruption"";}","Brazilian Transparency Policy and the Transparency Portal",http://www.transparencia.gov.br,2018,"Not only is transparency in Brazil taken as the principle of publicity in public administration, but also as a Public Policy, led by integrated actions focused on achieving specific goals.
Brazilian Government has reaped concrete quantitative and qualitative transparency-driven results: saving of resources, reformulation of public policies and inhibition of misconduct and corruption acts.
The Transparency Portal is the core of the policy and central tool to promote results through transparency.","Transparency as a policy is a strategic effort to promote good governance and accountability. It allows public oversight and also creates behavioral stimuli.
The access to public information achieved by the widespread disclosure of data of collective interest, through transparency portals and open data, and the access of information on demand, both makes society work along with the government to track and oversight public expenditures and to keep public servants accountable.
In Brazil, after institutionalizing the framework to access to information, the Federal Government is now directing its course of actions either to enhance transparency tools or to identify and disclosure new data bases of public interest. It is important to mention that the government main goal is to open new data bases which may be effectively used to promote either good governance or accountability.
The main innovation is the strategic planning of integrated actions focused on achieving specific goals.
The transparency policy includes:
• The networking involving government and society to foster the use of information to public oversight
• The identification of new databases demanded by society
• The intragovernmental negotiation for disclosing new data
• The creation and continuous enhancement of transparency tools
• The orientation and training of citizen and civil society organizations to public oversight
The Brazilian government identified the opportunity to establish close relation with journalists, academics and citizen to bring them along to auditing and oversighting public expenditures. Considering the size of the country, which has almost 5600 municipalities, it is indispensable to have society engaged.
Tangible results:
• Denounces of nepotism and public officers earning beyond the maximum wage, as a result of the availability of the information on public servants on the Transparency Portal.
• More than 25% reduction on expenditures related to the usage of the governmental corporative credit card, after publishing detailed expenditures.
• Revising rules for subscription on social welfare programs after receiving denounces of deviation of money from such programs.
• Changes in the educational financing program for low income citizens, after the Portal and open government data were used by society to show inefficiencies in the former program.
• Identification of cases of corruption and deviation of public resources through the analysis of data available on the Transparency Portal.
Either government or society benefits from this innovative process, since society accesses the needed data bases and the government enlarges the scope of public auditing and oversight.
It is important to state that The Brazilian Transparency Portal for the Federal Government is the main supporting tool for the Transparency Policy. It is so because it turns viable the proactive disclosure of public information on the Internet, for unrestricted access.
The first version of the Portal was launched in 2004. Although the site evolved though the years, its antique interface, the immense volume of data (more than 40 mi new records/month) and the public accounting technical language, it urged redesigning the portal interface and its navigational architecture to make data truly available and comprehensible to all.
The new Portal, launched in June/2018, innovates through the creation of a data warehouse (DW) which really integrates data from 17 sources. Those data sources have complimentary information, but their data modelling does not integrate at all. The Transparency Portal DW created rules for the correlation of data resulting in more comprehensive information.
Besides, information is now presented either in dashboards (graphic interface) or on interactive data tables that can be filtered and manipulated by users. It’s possible to add or remove columns from tables, changing the granularity of information presented, accordingly to the users’ needs.
The Portal also includes learning content aimed to clarify technical terms through guidelines and videos that explains the information disclosed.
Besides information on public expenditures and revenues, information on public servants, beneficiaries from social welfare programs, new databases were incorporated on the new Portal: database for bidding and contracts, and the database of work travel.
There is now available a new tool for subscriptions for receiving emails public expenditures and contractions, based on configured parameters that reflects the user direct interest.
All those new features aim to make public tracking and oversight easier.","a:3:{i:0;s:3:""143"";i:1;s:3:""302"";i:2;s:3:""181"";}","Not only is transparency in Brazil taken as the principle of publicity in public administration, but also as a Public Policy, led by integrated actions focused on achieving specific goals, which includes:
• networking involving government and society to foster the use of information to public oversight
• identification of new databases demanded by society
• intra-governmental negotiation for disclosing new data
• creation and continuous enhancement of transparency tools
• orientation and training of citizen and civil society organizations to public oversight
Brazilian government identified the opportunity to establish close relation with journalists, academics and citizen to bring them along to audit and oversight on public expenditures, bringing benefits to government and society from this innovative process. Considering the size of the country, which has almost 5600 municipalities, it is indispensable to have society engaged, as they played important role throughout the process.",,,"•Bodies responsible for the systems providing data to be published on the Portal: due to the changes in the Portal database structure, we needed data providers to provide new extraction routines;
•People from the society (media, academia and civil society organizations): They have been interviewed to create personas representing the Portal target users in order to decide on which new databases and features would be incorporated to the site. Besides, they also took part of system usability tests.","People from the society (media, academia and civil society organizations): They use the disclosed data to track and oversight public expenditures and as an input to investigative journalism.","o Transparency tools: New transparency portal was designed using innovative methods: design thinking/design of personas.
o Financial results: Reduction of expenditures using the governmental corporative credit card. Government saved R$ 13 million/year after the disclosure of invoices.
o Public policies revamp: (1) Disclosure of the beneficiaries from social assistance programs led to many denounces of improper beneficiaries. As a result, bodies revised the subscription criteria. (2) A study of expenditures in the “Student Financial Support Program” for graduation, developed by a Brazilian newspaper, evidenced that the program’s goal was not being achieved. After the repercussion, the program was reformulated.
o Punishment of corruption: The Federal Police identified a deviation of US$ 2 million from a federal university scholarship research program. Findings from a student, using the Portal, subsided the Police on the arrest of 29 people identified as improper beneficiaries.","The greatest foreseen challenge is effectively monitoring and responding to the findings that result from public oversight. It is necessary to create a systemic monitoring system to:
• Analyze and respond to denounces of corruption and deviation of public resources, with the punishment of corrupt conduct
• Enhance the legal framework to support transparency
• Continuously review the list of databases disclosed in order to provide access to new databases aligned to the government and society needs.","First, the implementation of an integrated transparency policy requires political will.
It is important to have a strategy that goes beyond disclosure of data: creating networks with civil society, engaging and mobilizing actors, providing tools and skill-building opportunities, offering support and spaces for dialogue.
Foremost, it is necessary to be responsive, acting when transparency allows identifying problems or changes in policies that can improve results.
A key factor to this policy is to have up-to-date data in such a way that can be used by different types of users, with computational architecture compatible with the volume of data and the estimated number of concurrent users. (The Brazilian Transparency Portal discloses 40 million new registers of data per month and had an average number of 7.5 million page views per month in the last 6 months).
It is necessary to allocate either human or financial resources to purchase and maintain the proper computational environment.","No replication so far.","The focus on the citizen, listening to their actual needs and suggestions, and trying to fulfill theirs demands for transparency, when feasible, approximated government and society. It led to the development of transparency as a public policy in Brazil.
Besides, we have learned that once disclosed, public information is validated by society. People effectively use data disclosed on transparency portals and push for opening up more. It reinforces that transparency is a one-way path.","No further information.",,,,,
8106,"Citizen initiatives towards more Parliament openness and accountability",https://oecd-opsi.org/innovations/collective-addresses-and-rahvaalgatus-ee-nudging-the-parliament-of-estonia-to-more-openness-and-accountability/,,"Estonian Cooperation Assembly ",Estonia,central,"a:3:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:19:""Enhancing democracy"";}","Citizen initiatives towards more Parliament openness and accountability ",https://rahvaalgatus.ee,2016,"The platform, Rahvaalgatus.ee is digital infrastructure that enforces the new civic right to address the Parliament of Estonia with collective proposals by citizens. The open-source platform enables to first discuss upon a relevant topic, then co-create the proposal, gather digital signatures to it, send the proposal to the parliament, and get updates on the process in the parliament.","In 2014, after a People’s Assembly on elections and citizen engagement in political life, a new civic right emerged in Estonia. Stated by the law, anyone can initiate a problem or propose a draft law on societal matters. If the proposal collects 1000 signatures, the Parliament of Estonia is obliged to discuss the proposal with the authors and give an official answer within 6 months. Two years later, the digital platform for citizen initiatives was set up within the Estonian Open Government Partnership action plan.
Therefore the process of collective addressing as well as the digital infrastructure are both creating the culture of citizen-led policy-making by means of co-creation. Instead of the old-fashioned decide-announce-defend, it nurtures the culture of discuss-deliberate-decide. What makes it a novel innovation in Estonia is the combination of a new process (the civic right) that is backed up with law and the digital infrastructure (rahvaalgatus.ee platform). Collecting and verifying digital signatures of collective initiatives runs smoothly on the standard digital identity of all Estonian citizens and residents.
Out of the 25 collective proposals sent to the Parliament through the platform rahvaalgatus.ee over the last 3 years, 4 initiatives have been turned into laws and for other initiatives, solutions are elaborated by responsible ministries.
In the context of the so far service-centered e-state model of Estonia, the collective initiatives right and the platform rahvaalgatus.ee enable a better dialogue between citizens and the state. Considering e-voting as a public service, there did not exist a legal way how to influence policy-making between elections. At the same time the relatively new civic right together with the digital infrastructure came to impact the openness of the Parliament of Estonia, the discussion culture in Estonian society, as well as advocacy capacity (campaigning for one’s proposal).
To spread the culture of co-creational policy-making!
Thanks to integrating the collective addressing right with different discussion hubs, like the annual democracy festival and two people’s assemblies, the user base of rahvaalgatus.ee is constantly growing. Then again, the platform itself is not important, since its just the infrastructure for a specific civic right. The proof for the more citizen-led policymaking is the growing diversity of topics - first there were only environmental topics, now there are issues of ageing and health, distribution of taxes, public space - as well as the improving quality of parliamentary discussions around the proposed problems or ideas.
The law of collective addressing proposes 6 ways how to handle a proposal with at least 1000 signatures. A new law or amending an existing law is not necessarily the most desired result by the proposer. For example, the collective address to exit oil shale mining was discussed in the plenary session and was well covered by media. It created a long-lasting public debate, helping to raise awareness and pressure the politicians.
Firstly the citizens and advocacy groups / civic organisations proposing topics, solutions or draft amendments.
With people addressing the parliament also the openness of the parliament is improving. On the rahvaalgatus.ee platform, anyone can track what happens with suggestions or problems, although it still happens that parliamentary minutes are published months later. The parliament is now committed (as stated in the Open Government Action Plan of Estonia 2018-2020) to raise the transparency by releasing minutes of plenary sessions and committee meeting as open data.
That will likely increase the public trust towards the Parliament of Estonia.
The tactics to first focus on achieving the critical mass of users has proved to be a great success. After reaching the critical mass the aim was to integrate the platform into strong advocacy processes - the Opinion Festival, two People’s Assemblies - with the aim to “produce” more deliberated proposals to the parliament. That has created exemplary policy-making processes, such as for the pension system reform as well as in the long-term discussion of the economic and social sustainability of Estonia.
Currently the platform focuses on the impact of collective initiatives by identifying indicators and visualize the achievement or result(s) of every proposal. That will also help to increase the openness of the parliamentary work, since irregularities can be tracked with high attention.
Believe it or not, there has not been a user-friendly law- and policy-making participation platform in Estonia before. The Government of Estonia is preparing a one-stop e-window for policy and law-making, using the experience of rahvaalgatus.ee platform as inspiration in user-friendliness. The long-term plan is to integrate rahvaalgatus.ee platform into the digital window run by the government.","a:3:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""184"";}","Process of collective initiatives as well as the digital infrastructure are both creating the culture of citizen-led and co-creational policy-making. Instead of the old-fashioned decide-announce-defend, it nurtures the culture of discuss-deliberate-decide. What makes it a novel innovation in Estonia is the combination of a new process (the civic right) that is backed up with law and the digital infrastructure (the platform rahvaalgatus.ee). Collecting and verifying digital signatures of collective addresses runs smoothly on the standard digital identity for all Estonian citizens and residents.
The platform also acts as an aggregator of all information available on the content and usage statistics. This is how we nudge the culture of citizen-led co-creation in policy making.",,,"The collective right to address the Parliament of Estonia with proposals emerged from the People’s Assembly process back in 2013. Two years later setting, the functionalities of the platform were designed in close cooperation with the organisations and experts who were involved in the People’s Assembly: think tanks, researchers, journalists, civic organisations, the Chancellery of the Parliament, the Government Office. Back-end engine of the platform is another civic Estonian-made digital tool citizenos.com.","Rahvaalgatus.ee platform follows user-led design approach, is an agile development and has open code. Critical mass was achieved with targeted campaigns to different unions and advocacy groups.
After reaching out to the constantly growing user base, the focus was more on strong processes and organisations working on open governance and democracy. The aim was to integrate the collective right with initiatives and advocacy groups that were leading the change. This approach generates deliberated collective proposals.","Rahvaalgatus.ee has collected more than 46.000 e-votes (digital signatures) for more than 26 proposals that have been sent to the parliament. For comparison: around 34.000 Estonians are e-voting in elections. The platform is following the innovation diffusion theory.
How do we measure the impact of collective proposals? Currently the law gives 6 possibilities for the parliament. There is unique possibility to publicly follow the processing of every proposal.
Currently an impact measurement tools for collective proposals is being designed by an expert from the social enterprise movement in Estonia. The impact tool will consist of assessing the engagement process, the final results of a proposal, the quality and inclusiveness of the public debate around the issue. Once the indicators are set, every proposal that is processed by the parliament will be visualised based on the impact tool.","It has been challenging to test and develop the process and the infrastructure in parallel.
Another challenge and an opportunity has been to apply design thinking. In Estonia there were no user-friendly public participation platforms before rahvaalgatus.ee. Already two platforms have “died out” since there is no user support, feedback-based development, nor public awareness raising. From that perspective, the rahvaalgatus.ee platform is regarded, also by the public sector, as the first user-friendly and sustainable public engagement platform.
Some surprises have occurred such as the low capability of campaigning for proposals by advocacy organisations; the low digital signing skills among youth; the lack of sense of responsibility in the Estonian government for sustaining the right for collective initiatives and the enabling infrastructure.","'- Supporting legislation and standard digital identity
- Access to networks, organisations and advocacy groups
- Understanding of the principles of agile IT and organisational development
- Strategic approach: how to use scarce resources as effectively as possible
- Leadership and guidance, support from funders and advisory groups
- User-friendly design
- Civic tech principles: low basic costs, diverse funding scheme (the organisation is accepting micro donations since 2017)","The People’s Assembly on the Future of Ageing, that combined the collective addressing right with deliberations, has been replicated by the ongoing sustainability initiative #HowDoWeLast?
In addition there are negotiations to launch new People’s Assemblies that would combine the collective addressing right and the enabling platform rahvaalgatus.ee.","Stakeholders should be involved as early as possible. Then they are informed and all the know-how is engaged since the first phase . Engagement is a precondition for innovating.","Article about rahvaalgatus.ee development: https://www.opengovpartnership.org/stories/rahvaalgatusee-yet-another-e-platform-civic-engagement-no-process-of-democratic-renewal
Entry in the OGP CitizENGAGE database:
https://www.ogpstories.org/impact_story/estonia-assembling-citizen-voices/","a:1:{i:0;s:4:""8140"";}",,,https://www.youtube.com/watch?v=27lN6HmwuY4,
8109,"Budget Promises - Beyond Parliament",https://oecd-opsi.org/innovations/budget-promises-beyond-parliament/,," Verité Research ","Sri Lanka",central,"a:9:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:13:""environmental"";i:3;s:12:""public_admin"";i:4;s:12:""public_order"";i:5;s:9:""transport"";i:6;s:15:""Public Finance "";i:7;s:12:""Media Ethics"";i:8;s:13:""E-Governance "";}","Budget Promises - Beyond Parliament ",http://www.budgetpromises.org/en,2017,"‘Budget Promises: Beyond Parliament’ is Sri Lanka’s pioneering budget monitoring platform, created to answer two basic questions about the government’s annual budget – 1) is the government doing what they are saying? and 2) is the government saying what they are doing? Since its launch, the platform has been a primary source for citizens, media, and researchers to track progress on budget promises.","Every year, Sri Lankans tune in with much interest to the government’s annual budget speech, which outlines how the Government of Sri Lanka plans to collect revenue (through taxes) and spend public money over the following year. While there is significant attention given to these proposals during the budget speech and debate stage, there is less discussion and follow-up on the implementation of these proposals after the budget is passed in parliament. This leaves space for the government to neglect, ignore, or go back on the promises they have made in the budget.
The online platform BudgetPromises.Org, also known as “Budget Promises: Beyond Parliament” addresses this gap. This platform, launched in 2017, tracks budget proposals with an allocation of LKR (Sri Lanka Rupee) 1 billion and above to see how much of what was promised has actually been implemented. It does this by asking two key questions: (i) is the government doing what they are saying? and (ii) is the government saying what they are doing? The answers to these two questions are tracked using two indicators. First is the openness indicator. It measures the willingness of government agencies to provide information about what they are doing in terms of executing the promises. Second is the progress indicator, which tracks the actual progress made.
While the platform makes the government’s budget promises more transparent and accessible to the general public, the main goal of this initiative is to help taxpayers hold the government accountable for how they are spending public funds according to the promises they have made.
Using a rigorous communications strategy to promote the platform, including press briefings, social media, and press articles, BudgetPromises.Org soon became the go-to platform for information on budget implementation in Sri Lanka. The platform particularly piqued the interests of the media, who used its findings to report on the overall status of implementation of the government’s budget promises. Through their reporting of progress and openness of promises, members of the public are now able to 1) consume information on issues pertaining to budget proposals in a clear and concise manner, through our interactive audio-visual tools and easy to understand analysis pieces, and 2) have the information necessary to hold the government accountable for the progress, or lack thereof, of budget promises.
Feeding off the success of the platform, we hope to evolve BudgetPromises.Org to become the Public Finance Platform (PFP), tracking and monitoring the entire cycle of public finance management in Sri Lanka, from design to disbursement. A key finding of the current budget tracking processes has also been that major constraints exist not only in budget execution but also in budget planning and design. The proposed PFP will therefore expand the existing platform to track the entire government budgeting cycle, from conception to close, creating transparency and accountability in the entire public finance management process.",,"BudgetPromises.Org is unique in 2 ways. First, the platform is designed to deliver ‘data driven analysis’. In Sri Lanka, the public tend to base important discussions on opinions rather than facts. This is certainly the case when it comes to evaluating the performance of the government and is also fueled by sensational media reporting that is not based on economic analysis or data. At Verité Research, we believe in the importance of shifting the public mindset from opinion to information. BudgetPromises.Org is built on this foundation and has thus become the only initiative in the country that effectively quantifies the government’s budget promises. Second, BudgetPromises.Org does not stop at presenting information on its platform. We believe that how we communicate something, defines what we say. Verité’s communications team works hard to ensure that the information on the platform is delivered to the public in a way that is concise, dynamic and enticing.",,,"During the design process, we consulted multiple stakeholders such as web developers, designers, and our own staff. We consulted web developers to see what the best fit for us would be, in terms of functions and user experience. We also worked with internal and external graphic designers to create logos, infographics, and colour schemes. Further, many of our own researchers were consulted on the user experience of the platform, to get their feedback on how the platform can be improved.","Two main groups were identified as beneficiaries:
a. Citizens – For the first time, citizens have a one-stop-shop for information on the implementation status of budget promises and can hold the government accountable for their actions.
b. Media – The media now have detailed, quantified information on how much the government has delivered on their promises. They are able to use this in their reporting to make the public more informed and put pressure on the government to fulfill their promises","• There was widespread media attention on the findings of BudgetPromises.Org, including press citations and TV and radio interviews/features. Many journalists used the findings to bring awareness to the government’s lack of implementation of their budget promises. The platform also received a high level of engagement on social media.
• Results and impacts are measured as follows:
a. Media trackers with citations, TV/radio engagement
b. Website analytics, i.e. pageviews, visitors
c. References to the platform by public officials and parliamentarians
• Moving forward, we hope to replicate the results we got in terms of media traction in the vernacular press (i.e. Sinhala and Tamil). Initially, most media engagement happened in English. Further, we hope to refine our monitoring and evaluation framework to capture the extent to which members of the public are aware of the platform and have found it useful, particularly in non-urban areas.","A key challenge we have faced is accessing the information necessary to determine the progress of budget promises. Information on government websites was scarce. The team had to depend heavily on Right to Information (RTI) requests to obtain information. This process was a cumbersome and time-consuming one. Authorities’ reluctance to give information resulted frequent follow-ups, long delays before information is received and often a lack of information that can be used to assess progress. To address this issue, we fine-tuned our RTI filing processes to ensure that it is tracked from beginning to end, sometimes all the way up to the stage of appealing to the RTI Commission for the information to be handed over. This has helped improve responses.","The following 2 conditions have been imperative for the success of BudgetPromises.Org
• Team work & collaboration
- The team comprises of both researchers and managers. While the former is responsible for data collection and analysis, the latter takes responsibility for the management of the website and any other administrative tasks. However, when the time comes for new findings to be launched, roles and responsibilities become less defined and the whole team works together to ensure the best results. This combined with a strong work ethic has contributed to the success of the platform.
• Planning & consistency
- Each new cycle of releasing the findings is planned meticulously, starting from mapping the desired outcome (i.e. the message we want to drive) to the exact activities we will use to drive that message. This happens with close collaboration between the research team and the communications team.This has remained consistent throughout and helps us achieve our targets.","To our knowledge, BudgetPromises.Org has not been replicated anywhere else in Sri Lanka or internationally. However, this is not the first initiative of this nature done by Verité Research. The organization has championed other platforms such as Manthri.lk, Sri Lanka’s pioneering parliamentary monitoring platform that aims to quantify and profile the actions of parliamentarians. Similarly, we have also previously profiled the government’s progress in fulfilling the commitments under UNHRC Resolution 30/1, which outlines commitments made by the government of Sri Lanka on a range of measures dealing with human rights, accountability, and reconciliation. Quantifying the unquantifiable, so that ordinary citizens have the right information to make informed decisions, is a central theme in a lot of the work undertaken by Verité Research. It is our hope that other research organisations use this framework to produce similar platforms.","• What’s interesting to you is not necessarily interesting to others - Making budget issues relevant to the public is not always easy. In Sri Lanka, the budget is highly politicized and discussed in the media in the lead up to and immediately after the budget speech. While this makes the budget speech interesting to citizens, it doesn’t mean that they will find a budget monitoring platform relevant to their lives. To bridge this gap, it is important to communicate our findings in a way that is relevant to anyone. This is a challenge that we first faced at the initial stages and have become mindful of in moving forward with our communication efforts.
• Be consistent - As soon as you launch something new, there will certainly be a buzz if it’s interesting enough – what’s more challenging is to keep the momentum going past the initial excitement. We learnt that making a budget related initiative such as this relevant throughout the year (not just during a budget speech) is difficult. This requires a solid communications strategy that consistently delivers throughout the year.
• Don’t underestimate how hard managing websites can be - Building a new website is hard, specially when you are not specialized in web development. You will be the one handling the content, so you need to feel like you have control of your own platform. We faced many challenges in terms of communicating our exact needs to the web developer, as well as getting them to deliver on time. Make sure you talk to different web developers until you find the right fit for you. The web developer should not only give you technical solutions, but they must also believe in your purpose and vision.
• Language matters - Initially, we placed too much emphasis on communication in English, even though the platform was trilingual. We then realized that to reach the majority of people in the country, we needed to start communicating effectively in the local languages - Sinhala and Tamil - as well. Communicating effectively in multiple languages goes beyond merely translating what is produced in English – content needs to be thought through and framed differently in different languages. This is an important lesson that we learnt, and are currently working on putting out more content in the local languages.",,"a:10:{i:0;s:4:""8337"";i:1;s:4:""8338"";i:2;s:4:""8339"";i:3;s:4:""8340"";i:4;s:4:""8341"";i:5;s:4:""8342"";i:6;s:4:""8343"";i:7;s:4:""8345"";i:8;s:4:""8330"";i:9;s:4:""8329"";}","a:4:{i:0;s:4:""8348"";i:1;s:4:""8350"";i:2;s:4:""8352"";i:3;s:4:""8349"";}",,https://www.youtube.com/watch?v=9LST_WCA83g,https://www.youtube.com/watch?v=bScCvJVdJ9A
8119,"Un décret par tous, un décret pour tous",https://oecd-opsi.org/innovations/un-decret-par-tous-un-decret-pour-tous/,,"Parlement de Wallonie",Belgium,regional,"a:1:{i:0;s:21:""Public administration"";}","Un décret par tous, un décret pour tous",https://decret-tous.parlement-wallonie.be/,2018,"En 2015, le Parlement de Wallonie a engagé une réforme de son Règlement ayant notamment pour objectif d’associer davantage les citoyens wallons au travail législatif des députés.
Dans ce cadre, plusieurs dispositifs ont été mis en place dont la plateforme ""Un décret par tous, un décret pour tous"" qui vise à encourager les citoyens à intervenir directement dans la rédaction d’un décret sur base d’une problématique soulevée par un député.","Comme en témoigne un sondage lancé en 2015 à l’initiative du Parlement de Wallonie sur les Wallons et leur espace démocratique et le tout récent baromètre de l’Institut wallon de l’évaluation, de la prospective et de la statistique (IWEPS), le contexte socio-politique est actuellement marqué par une insatisfaction et une méfiance des citoyens envers les responsables politiques et les institutions publiques. Pour remédier à ce constat, le Parlement de Wallonie a décidé de laisser place à l’interaction et l’échange avec la société civile : il s’agit d’une véritable opportunité pour notre parlement d’entendre les préoccupations des citoyens et de réduire le fossé entre les électeurs -qui ne se sentent pas suffisamment écoutés- et les élus.
Concrètement, ce projet de consultation publique est le résultat d’une réflexion lancée en 2015 via une réforme du Règlement du Parlement de Wallonie. La plateforme decret-tous.parlement-wallonie.be est donc un nouvel outil mis à disposition de tous les députés qui souhaitent associer les citoyens à l’élaboration d’une proposition de décret. L’objectif de chaque consultation est de rechercher collectivement des solutions à des problèmes identifiés.
Pour chaque consultation organisée, les députés s’engagent à respecter un processus de participation intègre et transparent, divisé en plusieurs étapes :
1. étape de présentation lors de laquelle le député fournit toutes les informations nécessaires à la compréhension du projet de consultation ;
2. étape de consultation au cours de laquelle chaque citoyen peut soumettre des propositions à la communauté, déposer des arguments sur les contributions initiales du député ou des autres contributeurs, ou simplement voter sur les contributions. Une page d’aide détaille toutes les modalités de participation des citoyens ;
3. étape de synthèse qui assure que toutes les contributions publiées seront lues. Cette synthèse se présente sous la forme d’une cartographie qui restitue la diversité des opinions des participants ;
4. étape de réponse à travers laquelle chaque député s’engage à répondre nominativement aux auteurs des contributions les plus soutenues ;
5. étape de rencontre afin de permettre à certains participants de venir présenter leur contribution au député à l’initiative de la consultation ;
6. suivi régulier des résultats du décret co-construit avec les citoyens.
Nous nous trouvons actuellement entre l’étape 5 et 6 des deux consultations lancées simultanément en 2018. Le suivi des résultats et le dépôt des textes seront exécutés avant la fin de la législature actuelle en mai 2019.
Les objectifs d’un tel projet sont nombreux. Tout d’abord, il y a la volonté de la part des parlementaires d’accroître l’implication des citoyens qui sont libres de réagir sur des problématiques proposées par différents députés en amenant des propositions, en souscrivant à différentes interventions ou, au contraire, en les combattant et en amenant leurs propres suggestions. Il s’agit donc d’un outil de participation au pouvoir pour les citoyens.
Le deuxième objectif a trait au renforcement de l’esprit démocratique qui caractérise le fonctionnement de notre région. Il s’agit d’une démarche d’ouverture et de maturité de notre démocratie. Nos parlementaires, rentrant dans une logique de consultation de la population, renforcent et modernisent la démocratie wallonne qui devient plurielle.
Cette démarche a pour troisième objectif de rapprocher les élus des citoyens, ce qui est particulièrement bénéfique pour les deux parties. En effet, d’un côté, les électeurs peuvent mieux comprendre ce que font les députés et influencer leurs décisions politiques et, d’un autre côté, les parlementaires peuvent profiter d’un point de vue différent du leur pour établir ou améliorer leur législation.","a:3:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""616"";}","Ce projet est innovant dans le sens où il permet à chaque citoyen de prendre part au processus démocratique de la Wallonie, quel que soit son parcours et où qu’il soit puisque la participation se fait par voie électronique, ce qui témoigne de la volonté de modernisation et de simplification des procédures du Parlement de Wallonie.
Bien que l’idée émane d’une initiative lancée par l’association apolitique française ""Parlement et citoyens"" qui expérimente la formule depuis 2013, ce projet constitue une véritable innovation pour le Parlement de Wallonie qui est le seul des neuf assemblées parlementaires belges à procéder à une consultation de la population pour la rédaction de certains décrets.",,,"La plateforme a été conçue par Cap Collectif. Il s’agit d’une start-up française experte dans le domaine de l’intelligence collective qui défend les valeurs de transparence, de participation et de collaboration de tous et qui se développe depuis 2014 autour d’une équipe engagée qui partage la vision d’une société fondée sur la collaboration entre les individus qui la composent.
Le projet, qui a été initié par le Bureau du Parlement, a été implémenté par les services administratifs du Parlement.","Ce projet vise prioritairement les députés du Parlement de Wallonie et l’ensemble des citoyens de Wallonie. Nous sommes convaincus que l’ouverture aux idées de chacun, le dialogue et le débat sont les éléments-clés d’une démocratie plus juste.","Le projet est récent et les deux premières consultations en sont au stade final (écriture de la proposition de décret). A travers la prochaine étape, un suivi des résultats du décret co-construit avec les citoyens sera réalisé.
Même si nous ne sommes pas arrivés au terme des premières consultations et que des résultats définitifs ne sont pas encore disponibles, nous remarquons déjà -au travers du nombre de demande de visites du Parlement, de l’augmentation du nombre de vues des vidéos publiées par le Parlement sur ses canaux de communication ainsi que des échanges entre le Greffe et les citoyens- que l’intérêt du Parlement de Wallonie aux yeux des citoyens s’est considérablement accru.","Le principal défi réside dans la visibilité du projet. Il est difficile de faire connaître une telle innovation auprès de l’ensemble des citoyens wallons, bien qu’une stratégie de communication dite cross-media ait été développée.
Etant dans une démarche d’amélioration continue, nous sommes conscients que pour les prochaines consultations, un plan de communication intégrant davantage de canaux de communication devra être mis sur pied.","Il est indispensable que chaque personne prenant part au projet partage les valeurs sous-jacentes à la démarche qui sont :
- l’ouverture : nous encourageons le débat et la compréhension mutuelle sur des questions ayant directement trait au bien-être des citoyens wallons ;
- l’audace : nous osons mettre en question les idées reçues, à commencer par les nôtres ;
- la vision ""long-termiste"" : nous identifions et abordons les défis d’aujourd’hui mais aussi les enjeux de demain ;
- l’éthique : notre démarche est axée sur la confiance, l’intégrité et la transparence. Ainsi, un système de ""corbeille"" a été mis en place qui assure à la fois l’intégrité de chacun -en procédant à un tri des réactions pour garantir le respect de tous et l’absence de mauvaise intention- et la transparence de la démarche -les commentaires négatifs restant consultables sous cet onglet.",Non,"
- Assurer un suivi rapide.
- Assurer une meilleure visibilité de l’opération, qui doit intégrer de nombreux canaux de communication.
Enfin une implication à la fois politique et administrative est essentielle pour la réussite d'un tel projet : politique parce que la volonté des parlementaires de consulter l’opinion publique est l’essence même du projet et administrative parce que l’implémentation logistique et le suivi en termes de communication doivent être assurés.",,,,https://vimeo.com/273280797,https://vimeo.com/269825743,
8137,"Pétitionnement en ligne",https://oecd-opsi.org/innovations/petitionnement-en-ligne/,,"Parlement de Wallonie",Belgium,regional,"a:1:{i:0;s:21:""Public administration"";}","Pétitionnement en ligne",https://www.parlement-wallonie.be/petition,2018,"En 2015, le Parlement de Wallonie a engagé une réforme de son Règlement ayant notamment pour objectif d’associer davantage les citoyens wallons au travail législatif des députés.
Dans ce cadre, plusieurs dispositifs ont été mis en place dont la modernisation et le renforcement du droit de pétition qui permet aux citoyens de déposer et soutenir des pétitions par voie électronique.
Il s’agit d’un projet novateur pour le Parlement qui se veut plus que jamais ouvert et à l’écoute des citoyens.","Comme en témoigne un sondage lancé en 2015 à l’initiative du Parlement de Wallonie sur les Wallons et leur espace démocratique et le tout récent baromètre de l’Institut wallon de l’évaluation, de la prospective et de la statistique (IWEPS), le contexte socio-politique est actuellement marqué par une insatisfaction et une méfiance des citoyens envers les responsables politiques et les institutions publiques. Pour remédier à ce constat, le Parlement de Wallonie a décidé de laisser place à l’interaction et l’échange avec la société civile : il s’agit d’une véritable opportunité pour notre parlement d’entendre les préoccupations des citoyens et de réduire le fossé entre les électeurs -qui ne se sentent pas suffisamment écoutés- et les élus.
Concrètement, le projet de modernisation et de renforcement du droit de pétition est le résultat d’une réflexion lancée en 2015 via une réforme du Règlement du Parlement de Wallonie. Le dépôt de pétition en ligne est donc un nouvel outil mis à la disposition de tous les citoyens désireux de faire entendre leur voix en attirant l'attention des autorités publiques sur leurs préoccupations. Il peut s'agir d'un avis, d’une demande, d'une plainte ou de toute autre proposition.
Si le droit de pétition est inscrit dans la Constitution belge depuis sa création -l’article 28 stipule que « chacun a le droit d’adresser aux autorités publiques des pétitions signées par une ou plusieurs personnes », le fait de déposer une pétition par voie électronique est pour le moins novateur, d’autant plus que l’identification des citoyens désirant déposer une pétition se fait par le biais d’une carte d’identité électronique ou de l’application mobile Itsme. Cela témoigne ainsi de l’esprit et de la volonté du Parlement de Wallonie de se moderniser et de faciliter ses procédures, tout en maintenant une totale transparence.
Concrètement, le dépôt d’une pétition en ligne et ses effets s’opèrent en plusieurs étapes :
1. le site web du Parlement invite l’utilisateur à s’identifier et à insérer un titre et un texte descriptif résumant l’objet de la pétition dont il est l’initiateur. Ce dernier est également tenu d’indiquer une date de clôture pour l’éventuelle récolte de signatures. Le dossier est ensuite examiné par le Greffe du Parlement pour vérification (principe d’intégrité) et validation (il est nécessaire que la pétition porte sur un sujet pour lequel le Parlement est compétent).
2. dans un délai de dix jours, le déposant est informé de la recevabilité ou non de sa pétition. Dans le cas où la pétition est recevable, l’initiateur peut désormais gérer tout ce qui touche à la pétition : de la liste des signataires à sa clôture anticipée ou même une suppression de celle-ci.
3. lorsque la pétition est clôturée, elle est immédiatement transmise au Président du Parlement de Wallonie qui l’adresse à la commission parlementaire compétente sur le sujet. Lors de chaque séance plénière, l'ensemble des députés wallons sont informés des pétitions déposées. Afin d’assurer un véritable suivi, chaque commission se doit de tenir une réunion consacrée aux pétitions qui la concerne et ce au mois une fois par trimestre. Cette disposition permet également à chaque commission d’entendre l’initiateur ou le représentant des pétitionnaires d’une ou de plusieurs pétitions.
4. dans un délai d’un mois, la commission doit établir un rapport de ses travaux en y incluant la réponse apportée à la pétition qui lui a été soumise. Le représentant des pétitionnaires en est également informé.
5. enfin, le Parlement porte à la connaissance du public les décisions prises par les commissions via la publication d’un Bulletin des pétitions. Dans les huit jours de la publication du bulletin, tout député peut demander la saisine du Parlement lui-même.
Les objectifs d’un tel projet sont nombreux.
Tout d’abord, il y a la volonté de la part des parlementaires d’accroître l’implication des citoyens qui sont libres de réagir sur différentes compétences propres à la Wallonie. On peut donc y voir un outil de participation au pouvoir pour les citoyens.
Le deuxième objectif a trait au renforcement de l’esprit démocratique qui caractérise le fonctionnement de la Région. Il s’agit d’une démarche d’ouverture et de maturité de notre démocratie. Nos parlementaires, rentrant dans une logique de consultation de la population, renforcent et modernisent la démocratie de la Wallonie qui devient plurielle.
Cette démarche a pour troisième objectif de rapprocher les élus des citoyens, ce qui est particulièrement bénéfique pour les deux parties. En effet, d’un côté, les électeurs peuvent influencer les décisions politiques et, d’un autre côté, les parlementaires peuvent profiter du contenu d'une pétition pour établir ou améliorer leur législation, pour renforcer leur contrôle de l'action du Gouvernement ou pour faire prendre une position par le Parlement incluant la réponse apportée à la pétition qui lui a été soumise.",,"L’objectif global de ce projet est non seulement de rendre le principe de pétition plus accessible et convivial pour tous les citoyens wallons mais également d’améliorer les relations entre parlementaires et citoyens en mettant en place un véritable porte-voix pour les idées et les préoccupations de ces derniers.
Cette plus grande accessibilité est non seulement profitable pour la population mais aussi pour les parlementaires qui peuvent réagir et proposer des solutions à des préoccupations concrètement portées par des citoyens.
Considérant que la pétition papier était le seul format recevable auparavant, il s’agit là d’une véritable innovation en matière de gouvernement numérique pour la Wallonie.",,,"Le projet a été développé en interne.","Pour les citoyens wallons :
- pouvoir faire entendre leurs préoccupations par le biais d’un dispositif numérique ;
- faciliter la gestion de la pétition et son suivi par le déposant et les signataires ;
- favoriser une relation plus directe entre le travail législatif des parlementaires et la société, notamment les jeunes.
Pour les députés :
- accroître la visibilité des pétitions et en faciliter la circulation ;
- prendre des décisions en étant mieux éclairés sur les enjeux considérés.","A ce stade, une pétition a été introduite et est ouverte aux signatures.","Le principal défi réside dans la visibilité du projet. Il est difficile de faire connaître une telle innovation auprès de l’ensemble des citoyens wallons, bien qu’une stratégie de communication dite cross-media ait été développée.
Etant dans une démarche d’amélioration continue, nous sommes conscients que pour les prochaines consultations, un plan de communication intégrant davantage de canaux de communication devra être mis sur pied.
Afin de faire connaitre aux citoyens son engagement dans la modernisation et le renforcement du droit de pétition (dans l’objectif de se rapprocher de ses électeurs et de les intégrer dans le processus de décision politique), le Parlement de Wallonie a lancé une campagne médiatique en février 2019. La campagne s’est déclinée comme suit :
- deux à trois parutions dans trois quotidiens généralistes belges de langue française et dans un quotidien généraliste belge de langue allemande (Le Soir, L’Avenir, La Libre Belgique et Grenz Echo) ;
- insertions sur les sites web des journaux sus-mentionnés ;
- diffusion d’un spot de 20 secondes sur les onze télévisions locales de Wallonie ;
- publication sponsorisée sur la page Facebook du Parlement de Wallonie.
Nous sommes conscients que la visibilité de l’opération pourrait être optimisée et qu’il serait plus judicieux, pour toucher les différents segments de la population wallonne, d’intégrer d’autres canaux dans la stratégie de communication. En effet, il appert que pour mettre au point une stratégie de communication cross-média fructueuse, il ne faut pas simplement additionner les canaux de communication et les passages dans la presse mais plutôt véritablement laisser place à l’interaction et à l’expérience. C’est pour cette raison que nous envisageons d’adapter notre stratégie de communication cross-media pour les prochaines campagnes de promotion en utilisant les trois axes suivants :
- L’e-mailing personnalisé
D’après le baromètre citoyen de 2017 sur l’utilisation d’internet par les citoyens wallons établi par Digital Wallonia, le courrier électronique représente l’application la plus utilisée par les internautes wallons. Il pourrait dès lors être opportun de mettre au point une campagne de promotion comprenant le médium de communication « courriel ». L’interaction recherchée avec le citoyen se traduirait au travers de la possibilité d’être redirigé, en un clic, sur l’onglet du dépôt des pétitions en ligne du site web du Parlement ou de partager le contenu du courriel sur les réseaux sociaux.
- La réalité augmentée
Parmi les différentes types de dispositifs interactifs, on peut également distinguer le recours à la réalité augmentée dont l’objectif est de superposer des éléments d’information virtuels aux éléments réels. Cette innovation permet concrètement d’augmenter l’environnement physique en l’enrichissant d’informations virtuelles (images, vidéos, textes, audios, liens vers d’autres sites web, étiquettes, modèles en trois dimensions, animations) non perceptibles à l’oeil nu et ce en temps réel. Concrètement, la réalité augmentée agit comme un pont entre le monde numérique et le monde réel.
L’enjeu est de taille puisqu’en permettant au Parlement de Wallonie de se construire une vraie attractivité grâce au numérique, le recours à la réalité augmentée permet, en outre, de témoigner de la modernité de l’institution tout en apportant aux citoyens une expérience multi-sensorielle et didactique.
En intégrant le concept de réalité augmentée, il pourrait être envisagé d’afficher dans des endroits publics de haut passage des différentes villes wallonnes des affiches du Parlement de Wallonie qui s’animeraient et prendraient vie grâce à un smartphone. L’objectif de ces publicités serait de rappeler aux citoyens wallons l’importance de leur voix et de promouvoir les différentes formes que peut prendre la démocratie au quotidien.
- L’interface conviviale et simplifiée
Afin d’assurer un haut taux de satisfaction pour l’utilisateur, l’interface se doit d’être non seulement sécurisée mais également génératrice d’une expérience agréable pour l’utilisateur. Il s’agirait, par exemple, d’augmenter la visibilité du dispositif sur le site web du Parlement de Wallonie. De surcroît, le design et la convivialité de l’ interface sont des éléments à considérer.
Le Parlement de Wallonie étant engagé dans une démarche d’amélioration continue et les opportunités d’amélioration étant infinies, ces pistes de réflexions pourraient être davantage étudiées ou perfectionnées à l’avenir, notamment au travers d’échanges pouvant intervenir au sein de l’OCDE. Par ailleurs, nous veillerons aussi à sélectionner des indicateurs de performances adéquats.","Afin d’assurer un haut taux de satisfaction pour l’utilisateur de la plateforme, cette dernière doit non seulement être sécurisée mais également offrir une expérience agréable à l’utilisateur. Le design et la convivialité de celle-ci sont donc des éléments à considérer. Dans un même ordre d’idées, les conditions d’utilisation et les différentes étapes du processus doivent également être clairement identifiés et compréhensibles.
En termes de suivi et d’encadrement, il est également important de s’assurer que les pétitions soient entendues par les parlementaires et qu’un suivi soit réalisé auprès du déposant.
Il est essentiel que les députés, à travers leurs réactions aux pétitions, s’inscrivent eux aussi dans cet esprit de gouvernance ouverte. À terme, le caractère inclusif de leurs commentaires et les réponses soumises au cours des commissions auront assurément un impact sur le niveau de participation des citoyens et sur le lien de confiance de ces derniers envers l'institution.","D’autres institutions publiques à travers le monde permettent également le dépôt et la signature de pétitions par voie électronique.","'- afin d’assurer une gestion efficiente de la plateforme, l’hébergement et la gestion de celle-ci doivent préférablement s’opérer en interne ;
- mettre en place une interface conviviale, tant pour les auteurs de pétitions que pour les signataires ;
- assurer une meilleure visibilité de l’opération, qui doit intégrer de nombreux canaux de communication.",,"a:1:{i:0;s:4:""8139"";}",,https://www.facebook.com/parlementwallonie/videos/781727558877037/,,
8144,"Digital Participatory Budgeting in Scotland",https://oecd-opsi.org/innovations/digital-participatory-budgeting-in-scotland/,,"Scottish Government","United Kingdom",regional,"a:1:{i:0;s:12:""public_admin"";}","Digital Participatory Budgeting in Scotland",https://www.gov.scot/policies/community-empowerment/participatory-budgeting/,2016,"Innovative use of digital and online opportunities has made it easier for people to have a greater say in local decision-making in Scotland. A unique cross-sector collaborative approach was taken to developing digital, with collective solutions and sharing of learning achieved through an open, iterative and experimental methodology. The Scottish Government encouraged rapid growth of participatory budgeting and digital, in line with the ambitions of open government and strengthening democracy.","Since 2014 the Scottish Government has been supporting and promoting participatory budgeting (PB) as a tool for community engagement and as a resource to build on the wider development of participatory democracy in Scotland.
The Scottish Government identified that PB supports the principles of Public Service Reform and also complements the aspirations for the Community Empowerment (Scotland) Act 2015, giving communities more powers to take forward their own priorities and ambitions. It also helps to deliver the Public Sector Equality Duty by advancing equality of opportunity and fostering good relations between different groups.
In 2016, the Scottish Government invited The Democratic Society (Demsoc) to consider how digital participation could play a role in meeting these goals. On the basis of its research - set out in Digital Tools and Scotland’s Participatory Budgeting Programme - they recommended that digital participation could help local PB processes to: reach new audiences; involve more people in decision making; be more flexible in their engagement processes, by overcoming barriers of time and place; speed up engagement processes; and connect local networks to engage with the government and each other.
The innovation
The integration of digital elements in PB processes has been identified as a way to widen involvement in decision making, gather more data about that involvement, and to bolster councils’ and community groups’ expertise in using digital engagement and decision making tools. PB and digital PB were commitments in Scotland’s first Open Government Action Plan in 2017 https://www.gov.scot/publications/open-government-partnership-scottish-action-plan/ , along with improving access to information, public accountability and civic participation, technology and innovation for openness and accountability.
While isolated examples of PB have been attempted across the UK before, this is the first ever programme - to our knowledge - to introduce in a sustained way the development of digital participation for participatory budgeting, where a growing number of local authorities and communities have been involved in trialing and then developing the use of digital participatory budgeting.
Objectives of the innovation
To help to widen involvement in participatory budgeting - by making idea generation, deliberation and voting online available to a wide variety of community organisations and local authoritie.
To develop the skills, resources and engagement in digital participation practice - to integrate these into an existing participative practice and to understand how these can be mainstreamed across Scotland.
Who benefited
Local authorities - enabling the development of digital engagement and participation skills particular to the digital participation platforms and practices for digital PB. Engendering a culture of openness around spending that remains relatively new.
COSLA (the Convention of Scottish Local Authorities) is a key part of the programme, helping to develop collective learning and approaches to PB and digital PB for local authorities. This has led them to develop central participatory budgeting expertise staff unit, and now exploring multi-function digital participation platforms for use across Scottish local authorities.
Community organisations - empowering a variety of organisations working with communities to develop their own digital participatory and participatory budgeting practices.
Members of the public – an alternative way to participate, in theory, from their own home without having to attend in person voting events or deliberative events. Feedback was sought of members of the public to find out how they felt about taking part online – if they took part, or if not, why not. Feedback was also taken on the ease of use, the style and whether or not would use similar again to take part. High-level findings are reported in the above mentioned learning report for each council and in detail reported in linked case-studies.
Scottish Government - in developing its understanding of and commitment to open government practices, as well as the fulfilment of the first Open Government Action Plan commitment to participatory budgeting. https://www.gov.scot/publications/open-government-partnership-scottish-action-plan/
The aim is for digital participatory budgeting to become a ‘mainstream’ activity - along with PB - for the whole of Scotland. By the end of the current Scottish Parliamentary term, Scottish local authorities collectively have set an ambitious target for growing participatory budgeting: they aim for at least one percent of their budgets to be decided through participatory budgeting - and to achieve this, many are investing in digital participation. To date, approximately 20 of local authorities in Scotland, out of an existing 32, have used digital participation tools for their participatory budgeting.","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""302"";}","The Scottish Government has taken a unique cross-sector approach. A collaborative approach, which involved multiple partners, created a culture change in local government engagement with communities, to a more open and participatory culture.
By commissioning out the delivery and experimentation of digital to experts in digital participation, Scottish communities have had access to the latest developments in civic technology from across the world.
The ambition was to replicate offline in-person deliberation, in an online space. Evidence of this in comments/discussion of ideas and testing of deliberative tools.
The key point to recognise in this innovation is the methodology itself – a genuine iterative experimentation, willingness from a collaboration of partners to test new approaches and new tools. This was embedding new cultures of openness, and digital environments for the first time. While this was a challenge itself, it led to communities and staff gaining digital skills.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Innovation started in 2016, and is in it's fourth phase. Learning has been collated from previous phases, and from iterative experimentation over the years. This has led to a move to collective now developing a bespoke digital solution for wider participation. The lessons have been invaluable in getting Scotland to this stage. The narrative and context in Scotland that supports this innovation in digital cannot be underestimated - the ongoing political support and legislative environment, encouraging community empowerment, exploring participatory and deliberative democracy, and the commitment from the Scottish Government to creating a more open government.","Citizens and Community groups - leading and developing, evaluating
Local authorities - testing, trialling and sharing experience
Experts in digital participation commissioned to lead programme - The Democratic Society
COSLA - coordinating collective local authority voice and expertise
International - sharing learning with Northern Ireland http://www.participatorybudgetingworks.org/resources
Third sector - to explore equalities
Universities - to evaluate
Scottish Government - funding","Citizens : more variety and opportunity to take part
Community groups and citizens involved in developing and planning as citizen voice to guide the PB project. Recieved training and advice on digital.
Local Government officials: encouraged to develop new digital skills and reflect on how this process could make their institutions more open.
Governmental representative bodies: Cosla now coordinating efforts for local authorities to develop infrastructure for digital participatory budgeting.","Results so far:
- A number of local authorities and communities now have embedded skills and practices for digital participation.
- Some local authorities are committing significant investment to using and developing digital participatory budgeting.
Impact is recorded in case studies (publicly available) and The Scottish Government has commissioned external evaluation. Interim report available: https://www.gov.scot/publications/evaluating-participatory-budgeting-activity-scotland-interim-report-year-2/
Regular workshops and annual conferences have been held.
This creates a support network across Scotland for those innovators involved to share experiences. Creation of a PB Champions role to support this.
More local authorities and community groups to use digital participation beyond social media online tools and ‘informing’ communications.","Institutional: Local authorities aren’t used to digital participation. Have not developed (uniformly) policies or approaches to how it works. Participatory democracy is relatively new.
Response: Working with local government officers to understand how they are able to deal with potential conflicts. The development of senior leadership and incentive from Scottish Government - clear targets, eg 1% commitment
Skills: Skills required to do digital participation - developing the platforms, engaging online about them and managing the conversations and the online voting processes - is all new.
Response: Developing and supporting key individuals to continue to learn, such as starting of a ‘digital development group’
Infrastructure and sustainability: No pre-existing digital infrastructure for participatory budgeting, so each instance of PB has had to develop its own.
Response: Latest phase includes research to identify how can become sustainable, and self-commissioning.","Scottish Government leadership, including political level leadership and ambition, has helped to grow PB and digital PB in Scotland significantly. However, this creates a challenge of sustainability. There are significant challenges if this early - and ground-breaking - work is to be repeated with regularity and to eventually become a mainstream activity for all communities and local authorities.
Local authorities and community groups need access to assets, best practice, regulatory and ethical advice and the necessary guidance to run and commission online digital participation. Enabling local authorities to explore and learn from doing digital PB themselves.
Wider infrastructure - online platform options that are accessible, easy to do and reliable.
Evaluation processes - ability to reflect and identify good practice - more developed framework for recording and analysing digital processes beyond the simple data that a digital PB process produces.","Rapid growth in digital participation for PB in Scotland – from initial testing with 3, to 10 successful iterations, to further 20 involved, and expansion to community organisations. Potential to grow to all 32. This was possible through the collected learning, experience and training through Scottish Government support and competitive funding process.
Appetite for digital participation has spread across Scottish public sector. Key learnings have been influential in informing work in Scottish Government – who are now exploring setting up a digital engagement platform for PB – and working with COSLA as they explore implementation.
Sharing the learning in digital participation from this innovation internationally: eg) Northern Ireland benefited from learning, with the partner organisation (Demsoc) co-partnering in establishing ‘Participatory Budgeting Works’ to advise, provide training on both offline and online PB, and the integration and establishment of this innovation.","This innovation is in line with the First Minister’s ambition on taking office in 2014 to create a government which is ‘more open and accessible’, and the open government commitments and Scotland’s pioneer role in the Open Government Partnership. This innovation has built experience, appetite and enthusiasm for digital technologies, citizen participation enabled by technology, and a wider enthusiasm for more participatory democracy. This has fed into and strengthened the open government movement. The experience of achieving PB, as a practical realisation of an action of open government, opens up further possibilities for other types of action that contribute to opening up government. Some of the other actions that could be taken (other Open Gov commitments/actions) are far easier to achieve than PB and digital PB which necessitates a real shift in culture.
Some additional learning points:
Willingness and iterative experimentation: It is worth noting the effort and open-mindedness of many participating local authorities, and public to try new approaches – that were not always seamlessly easy to implement (eg outdated digital infrastructure available). The act of trialling new tools and approaches is ground-breaking, and indeed some have received recognition for their success https://www.dundeecity.gov.uk/service-area/chief-executive/chief-executives-services/recent-awards )
Digital skills development:
Many were learning on the project, and finding ways to embed technology. Many of these people were not digital experienced, nor working in that area of technology and IT infrastructure. Training was delivered in all circumstances, and offered to staff and community members, as well as assistance provided to members of the public participating where possible. This innovation built confidence and skills across Scotland for community engagement project","Evaluation has been complex in that often results are intangible, hard to identify and there’s a lack of recording and sharing of learning on the same metrics across Scotland. This remains a challenge to be tackled as next phase of work continues and open government practices grow in Scotland.
Key to development and meeting the 1% target will be resources, infrastructure and support for local authorities and communities to set up and run their own digital participatory processes. The current phase of work is exploring how this will be possible, trying to develop an overview of how digital PB can become sustainable for communities and embedded practice across Scotland.
Full detail on how challenges were responded to, what changed as a result, and how this has all been carried out in an iterative, experimental way, are detailed in full in the innovation Learning report, available here: https://www.demsoc.org/2019/02/06/digital-participatory-budgeting-in-scotland-learning-report/",,"a:1:{i:0;s:4:""8235"";}",https://pbscotland.scot/film/,https://pbscotland.scot/blog/2019/2/4/podcast-dreaming-digital-musselburgh-your-voice-your-choice?rq=digital,http://www.participatorybudgetingworks.org/resources
8152,"SIGAB – Information System for New Waste Management Model in Bogotá",https://oecd-opsi.org/innovations/sigab-information-system-for-new-waste-management-model-in-bogota/,,"UAESP – Special Public Services Administrative Unit",Colombia,regional,"a:1:{i:0;s:13:""environmental"";}","SIGAB – Information System for New Waste Management Model in Bogotá",https://sigab.gov.co,2018,"A new waste management system, driven by information. Bogota has evolved its cleaning and recycling scheme, generating a profound transformation in the way in which citizens needs are met and garbage collection is managed. This model is based on the effective use of data and information. This initiative has allowed greater transparency in the actions of involved public and private organizations, an intense collaboration to provide the best service and enabling citizens active participation.","In the past decades, Bogotá city has held several waste management models with severe difficulties, so it was necessary to ""think outside the box"" and conceptualize a new model in which information is the DNA to control and manage the quality service citizens have dreamed about.
The new waste management model was structured in a way in which the city was served in five exclusive waste areas, each one with a dedicated operator. This allocation, achieved through the bidding process, in which the best proposals were chosen for each city area, implied the need to integrate the five operators information as part of a unified operation and at the same time specialized in each area.
The advantages of achieving total city coverage and owning a versatile, friendly and efficient service delivery scheme, proposed, in turn, two additional challenges: ensuring that citizens receive a service with superior and equivalent quality standards, plus ensuring that citizens perceive district public administration ""as a whole"", through the received service, regardless of the operator that serves the specific zone.
The new waste management model has a system called SIGAB (Bogota Waste Management Information System) through which operation, financial, commercial and service information has been standardized. Each concessionaire has its own information systems for service provision and for its own management as a collecting, sweeping and cleaning company. These transactional systems were integrated through an interoperability platform that standardized information flows so that they are consolidated as a large district operation.
SIGAB allows to consolidate and validate necessary information to control service provision and offer information to the different actors through a web informative portal, a transactional portal, control and management dashboards for public agency and concessionaires, a mobile application for citizens and an open data flow for all stakeholders: academia, national and local government and general public.
The designation of specific roles to each waste management process actor has been essential to promoting the transformation of the city into a city with open government, in the matter of cleanliness and waste management.
THE DISTRICT GOVERNMENT: to establish game rules, define the high-level technological architecture, perform its structuring role, establish incentives, promote its use and, in general, is the transformation leader.
THE CONCESSIONAIRES: to build technological solutions detailed architecture, reuse specific components, develop SIGAB, create coordination mechanisms, innovate and improve continuously and generally is the leader in the development of technological capabilities.
CITIZENS: to be permanently informed about the service, take advantage of digital media, interact for service improvement, create a culture and set an example.
A fundamental component was to finance the entire new scheme including SIGAB through a tariff charged to citizens. This meant that UAESP should not use resources from its budget. During the next eight years of the concession, the service and SIGAB information component are guaranteed.
The difficulties that were presented in the past have been definitively fixed and nowadays, standardized and timely information is obtained throughout the value chain of service provision. Additionally, services have been enabled to empower citizens and strengthen public agencies to manage city resources and services.
National Government guidelines and standards were adopted on digital government, information security, enterprise architecture topics; and also District standards in matters of cartographic information management and open data.
Cutting-edge technologies have been adopted. Internet of things: vehicles are being monitored in real time for the entire city; Big Data: Millions of data are received daily, consolidated and analyzed to optimize routes and verify compliance with scheduled routes; Data analytics: there are mechanisms of data analytics and indicator dashboards generation; Cloud Computing: All services have been implemented in AWS and Azure Clouds; Mobility: A mobile application has been implemented so that citizens can view their services, track the vehicle that will collect the garbage at their home and take a picture when they see a need for collection service and send it with their mobile device so that the corresponding operator attends it.","a:4:{i:0;s:3:""302"";i:1;s:3:""617"";i:2;s:3:""239"";i:3;s:3:""194"";}","In the past two decades, the City of Bogotá tried several waste management models seeking for building an efficient service; however, they obtained partial achievements and could not consolidate a concept of control and continuous service improvement.
Different options were examined: hiring private service providers and creating specialized service operators. In 2012, sufficient resources were allocated to build a monitoring center with technological infrastructure, a platform for fleet monitoring and personnel dedicated to service control. Nevertheless, after several months, no concrete results were obtained and resources were wasted; to a large extent, due to not having timely and quality information.
Aware of the need to create a different model, UAESP identified the opportunity to incorporate, in the DNA of the service provision model, data exchange, open data services at every stage of service provision, and integrate it completely with the management and control processes.",,,"UAESP and Mayor PUBLIC SERVANTS created the conceptual model; 5 SERVICE PROVIDERS collaborated in data flow articulation with transactional systems and provided specific technical knowledge for service provision; CONCESSION AUDITOR controlled SIGAB strict compliance; TECHNOLOGY OPERATOR led technological platforms development and implementation; CITIZENS participated in cocreation sessions to identify their needs and incorporate them into the mobile application and citizen attention website.","The public servants of the UAESP and the Mayor's Office; the service providers, five organizations: PromoAmbiental (Zone 1), LIME (Zone 2), Bogotá Limpia (Zone 3), Ciudad Limpia (Zone 4), Área Limpia (Zone 5); the technological operator; the concession auditing; citizens and control authorities.","Waste management information is integrated, standardized, delivered timely and in real time to support decision making
Routes and costs optimization, greater service quality
UAESP owns opportune and complete information to facilitate its management
Citizens are informed and have mechanisms to interact with the new waste management scheme
SIGAB is a public good
Disruptive technologies are incorporated: the internet of things, big data analytics, cloud computing, mobile
The mobile app is becoming a classroom to teach people how to recycle
SIGAB has been presented as a success case in the Governing in Data Era International Meeting and other government scenarios
The first SIGAB version was implemented in record time: 8 months
Results have been measured through the consolidation and analysis of waste management system open data
We expect that most of Bogota citizens will use SIGAB to better recycle, collaborate, and obtain a high-quality and optimized service","1. Technological architecture: SIGAB requires the creation of a standardized and robust technological architecture that guarantees availability, security, and interoperability between the information systems of the actors involved
2. Actors articulation: SIGAB requires the articulation of all actors involved in waste management. Permanent information exchange and active use of information technologies have allowed UAESP and concessionaires to be articulated for guaranteeing continuous improvement and higher quality in the city public waste service
3. Go to the public: SIGAB requires to give empowerment to citizens. Different services have been enabled so that citizens can be informed, interact and be part of the solution of the new city waste management system. However, without proper offering and without accompanying the citizen in the use of services, it is not possible to guarantee a correct appropriation
4. Citizens needs: SIGAB requires to incorporate and satisfy citizens needs","UAESP General Director and Mayor's leadership in promoting a solution that solves the underlying problem
UAESP bringing specialized knowledge from concessionaires and market, creating innovation environments in which everyone participates collaboratively
Participation and determined collaboration of service providers to coordinate, be willing to deliver the best information and participate in a new way of serving the waste service, despite being working in a certain way for several years
Human resources from all actors with the intention of improving the city living conditions and provide technical contributions and experience
The creation of an information technology operator, to be solely responsible for enabling platforms and coordinating all actors
A citizen focus, allowing decision making with the purpose of meeting citizens needs and privileging service quality and timeliness
Well roles specialization and game rules so that everyone does their part, wins and contributes","This new scheme for managing waste service can be replicated in other cities of Colombia, Latin America and other countries in the world. It has been shown that with this scheme, control and information problems are fixed and citizens are empowered.
In the next years, UAESP will consolidate itself as an organization that takes advantage of information and generates knowledge for waste service management.
This new model will promote regulatory reforms to allow the strengthening of waste schemes in Colombia. Therefore, an example will be given so that regulatory organizations will improve regulations and favor a higher quality and information-driven service provision.","Public policy development has three clear moments that must be handled adequately: prefeasibility, viability, and sustainability.
Prefeasibility: to evaluate the way in which it is possible to project the transformation, execute analysis of favorable and unfavorable conditions to bring transformation to reality, identify interests and incentives from and for the different actors, establish a regulatory framework, identify resources and real possibilities of achieving the transformation in operation, and really important, understand the reasons why it did not work and what successes achieved those who tried to make the transformation. In this stage, you have to convince key people.
Viability: to determine the way in which the transformation can be specified and executed, guarantee that the transformation can be achieved through contracting mechanisms, with involved institutions disposition, with available human teams and right incentives. Sometimes in a gradual fashion and occasionally in a radical way. Dynamics are given by deadlines and human teams who believe that transformation is important. In this stage, you must inspire those who will build tangible components for the transformation to materialize.
Sustainability: it is essential to massively mobilize citizens and people from involved public and private organizations for integrating the transformation as a daily experience and achieving a good innovation use and appropriation level. Here, you must inspire everyone with facts and motivate them to enjoy the transformation positive effects.
What we would like to share is that these three stages must be imagined, defined and projected from the beginning. If it is not done in the early stages, uncertainty and risks will grow and can seriously affect the development of public innovation.
Something that we would have changed is that we made bolder designs to demand more technology but existing regulations did not allow us to assure that the concessionaires were going to accept certain conditions. Because there were serious past difficulties with a political nature regarding waste issues, we thought it was safer to reduce our pretensions to ensure success even if the transformation did not have cutting-edge technologies. We preferred to negotiate the essentials and give in on some non-essential issues. However, now we think we could have been bolder. This is a complex challenge at the moment of the tension inherent in bringing interests together.","SIGAB has achieved the articulation of all actors involved in waste management. From the beginning of the bidding process for conceiving the new scheme and during its execution, the permanent information exchange and active use of information technologies have allowed UAESP and concessionaires to be articulated for guaranteeing continuous improvement and higher quality in the city public waste service. This has been something that had never been implemented before in the city.
SIGAB has given empowerment to citizens. Different services have been enabled so that citizens can be informed, interact and be part of the solution of the new city waste management system. This development has converted the new waste scheme and its SIGAB information system into a citizens-driven innovation and an innovation toward citizens.","a:3:{i:0;s:4:""8325"";i:1;s:4:""8326"";i:2;s:4:""8327"";}","a:4:{i:0;s:4:""8305"";i:1;s:4:""8309"";i:2;s:4:""8315"";i:3;s:4:""8323"";}",,,
8229,"Innovative Methodology for Co-creation of Open Government Commitments",https://oecd-opsi.org/innovations/innovative-methodology-for-co-creation-of-open-government-commitments/,,"Office of the Comptroller General of the Union",Brazil,central,"a:1:{i:0;s:62:""Transparency, Access to Information, Auditing, Open Government"";}","Innovative Methodology for Co-creation of Open Government Commitments",http://governoaberto.cgu.gov.br/,2016,"As one of Open Government Partnership’s co-founders, Brazil has developed a new co-creation methodology to define the commitments of its National Action Plans (NAP). It has envisaged co-creation workshops with parity participation of experts from government and civil society in chosen themes. The initiative aimed to conciliate the watchful eye of civil society’s representatives and the technical eye of those actors who live the reality of the state administrative machinery to set commitments.","The methodology for the co-creation of commitments was materialized on the 3rd National Action Plan in response to the Brazilian government's desire to involve civil society more actively in OGP-related activities, solving gaps observed during its first years in the Partnership. As a result of an intense collaborative work, developed by representatives of government and civil society to implement this significant change in relation to the construction of previous plans, the methodology of the co-creation process was innovative, unique, internationally praised and replicated for succeeding in the effort of conciliating the watchful and rewarding eye of civil society’s representatives and the technical and legal eye of those actors who live the reality of the state administrative machinery to set commitments in Open Government.
The co-creation methodology predicts the realization of several workshops that stimulate the collaborative work between government and society, resulting in a wide debate among specialists on the prioritized themes. For each theme chosen, two co-creation workshops are held: the first to discuss the challenge to be faced and the second to define the commitment. Thus, at the end of the second stage, each group defines the Brazilian commitment in the theme, the actors responsible for its implementation and execution, as well as the deadlines, actions and milestones for monitoring.
This methodology overcome both the models that use simple public consultation to civil society on documents exclusively drafted by the government and those which fix government’s approval of propositions originated in civil society’s exclusive fora. The initiative strengthens democracy, the legitimacy of public action and promotes collective well-being. It is, therefore, a management model in which the government not only listens to society, but seeks solutions to meet the priority demands in a collaborative way.
Given the positive results achieved in Brazil's 3rd National Action Plan, the co-creation methodology was used again to build the 4th Plan and is expected to be used again in the preparing processes of future National Action Plan of the country, although there is always space for improvement.",,"The process is innovative for involving actors who usually have no common spaces to discuss public policies. The co-creation project is innovative because it can significantly increase the interaction between government and society, overcoming difficulties inherent to the dynamics of discussing several themes with different segments of civil society and with different areas of government. By using techniques of design thinking, the methodology leads government and civil society to negotiate and work together to reach the best for both. In addition, it is also successful to define and consolidate, in the co-creation process, the involvement of governmental and extra-governmental partners in the work of executing and monitoring the commitments.",,,"The participation of specialized staff happened as follows: 3rd NAP: 16 commitments designed by 105 people (57 CS representatives, 48 government officials from federal, state and municipal levels); 4th NAP: 11 commitments, designed by 105 people from 88 entities (39 CS representatives, 39 government officials from Federal Public Administration and 10 officials from State and Municipal Government). They brought their experience, enthusiasm and work in the theme they were selected for.","Users and beneficiaries of 3rd and 4th Brazilian NAP are part of a broad group of people, entities and governing bodies (from various levels). Some themes discussed on the last two Plans gives a notion on their dimension: open data, access to information, education, health, prison system, innovation in public services, legislative process, Electoral Justice, environment, culture, security nutritional, land transportation, repair of regions affected by dam rupture, land issues and water resources","The co-creation process developed by Brazil has contributed to move the country towards a more transparent and responsible administration. The model implemented generated positive impacts on the interaction between government and Civil Society and produced benefits such as: increased trust in government, more qualified definition of political agenda, participation of appropriate interlocutors on discussions, improvement on prioritization of actions, promotion of citizenship and management of public problems. In education, for instance, there is a platform for sharing OER (open educational resources); in environment, the relation between civil society and government for opening data is highly successful; in the legislative, many tools have been implemented for opening the parliament; in access to information, there was the implementation of the requester's identity preservation functionality in the Federal Electronic System for Citizen's Access to Information, among others.","The greatest challenge of the process is to ensure correct representation of specialized segments in co-creation workshops, since there is the concern to include diverse groups and profiles, such as gender and territoriality. There are also difficulties related to low engagement of Civil Society and government officials in some actions, and to budget constraints. As a solution, the CGU strengthened contacts with partners, held meetings to raise public awareness and sought institutional support to develop the work.","Structural conditions that allowed for the success of the project were: legal and institutional support, the CGU's continuous interaction with Civil Society's Advisory Working Group, existence of specific spaces for the dissemination of all actions and results, and the availability of a team that works specifically with the activities related to OGP, embedded within the Coordination General for Open Government and Transparency of the CGU.
Another important aspect was the issuance of the Decree (http://www.planalto.gov.br/ccivil_03/_ato2011-2014/2011/dsn/dsn13117.htm) that institutionalized the National Action Plan of OGP in the scope of the Federal Administration. Also, there is the Resolution n. 1 (http://governoaberto.cgu.gov.br/no-brasil/grupo-de-trabalho-da-sociedade-civil/copy_of_grupo-de-trabalho-da-sociedade-civil/resolucao_institui_gt_ge_ciga_2014.pdf), that institutionalizes de Civil Society's Advisory Group.","The methodology of co-creation was initiated in in 2016, during the drafting of the 3rd National Action Plan, and was used again for the preparation of the 4th National Action Plan, in 2018. In addition, the municipality of São Paulo (which implements OGP projects for subnational level) and other countries (such as Germany and Portugal) showed interest in Brazilian co-creation methodology and the possibility of replicating the dynamics for the elaboration of their action plans.","Experience has shown that difficulties and limitations in the implementation of commitments on open government can be better overcame when there are engagement and participation of actors from different bodies and entities sharing their expertise for a common result.
In this sense, as learning, it is possible to mention that the co-creation dynamic brings several immediate benefits. Among them, we can mention the setting of mutual trust that is established when spaces of collaboration, evaluation, validation and execution are created.
In addition, as already highlighted, it promotes the qualification of political agenda, with the participation of appropriate interlocutors in the discussions, the improvement of actions prioritization, the promotion of citizenship and the better management of public problems.
The perspective with this innovation is to allow the country to move towards a new reality in which transparency, social participation, accountability and accountability are guidelines adopted in all public management work practices.","No further information.",,,,,
8241,"Periodic Competence Report in Public Procurement",https://oecd-opsi.org/innovations/periodic-competence-report-in-public-procurement/,,"Colombian Procurement Agency ",Colombia,central,"a:1:{i:0;s:9:""Planning "";}","Periodic Competence Report in Public Procurement ","https://www.colombiacompra.gov.co/sites/cce_public/files/cce_documentos/informe_competencia.pdf ; https://www.colombiacompra.gov.co/sites/cce_public/files/cce_documents/cce_guia_competencia.pdf",2019,"The promotion of competition has been identified as one of the major challenges of the Public Procurement System in Colombia. Despite its importance, it was only in 2019 that a tool allowing to effectively monitor the participation of the interested parties on the bidding processes was developed and implemented by the Colombian Procurement Agency. Thanks to this tool, participants are able to diagnose flaws, and make suggestions or requests for improvements.","The Project is a result of an OECD recommendation (as part of a public procurement review in 2016) regarding competitive methods, since it was suggested that the Colombian Public Procurement needed to “create an open and level playing field for suppliers, increase efficiency and drive savings”. In Colombia, direct contracting is not necessarily an exception, which bypasses the benefits that could come from effective competition. Having a report that ranks Public Entities is a useful and practical tool that fights bid rigging, promotes transparency and assures quality of work, supply and service contracts. It also engages the participants of the purchase processes to establish and maintain competitive markets.
Before 2019 such a tool did not exist, and despite the uncertainty of the project, it has been well received and accepted by the buyers and providers. Since its implementation and after the first ranking announcement (January 2019), Public Entities have requested individual reports for 66 offices entrusted to advance procurement, to which, besides sending the requested information, it has been suggested to consult the ""Guide to implement Competition in Public Purchases"", structured to improve the generation of competition in all the processes of public supply.
This is evidence of the positive results that arose in a short period of time, as the ranking report not only generated a way of monitoring public procurement but has stimulated Entities to compete between them to achieve a major participation in their selection processes, and consequently to be ranked by the Colombian Procurement Agency. In this context, it is an institutionalized practice that will help the Agency to analyze, evaluate and monitor the behavior of the Public Procurement System in search of its innovation and continuous improvement.
","a:9:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""178"";i:3;s:3:""194"";i:4;s:3:""156"";i:5;s:3:""210"";i:6;s:3:""316"";i:7;s:3:""611"";i:8;s:3:""302"";}","This is a tool that is completely new to the public sector, that has never before been tried in the Agency nor by other Colombian organizations. It is an answer to the constant complaints and flaws of the Colombian Public Procurement system in terms of competition and participation. It provides an open and level playing field for suppliers, increases efficiency and drives savings for the Public Entities.
With this tool, public officers are forced to improve competition in order to avoid been publicly questioned. It is a way to promote more value for money and rethink some traditional institutional factors, such as: organizational structures for public sector services, regulations, legislative and funding arrangements, as well as cultural factors.","a:1:{i:0;s:14:""implementation"";}","Currently, we are making the innovation happen. As the central government procurement agency, we are also using this tool to understand how Buyers are establishing and maintaining competitive markets. Subsequently, we want to collect the data and make a diagnosis of the status quo after the implementation of the ranking report and in that sense, identify lessons learned.","The main collaborators are the Government Officials and the Companies (Providers). The former create the procurement processes, define the need and determine the demand. The latter provide the goods and services and define the supply and the conditions of the market.","Users need a competitive public procurement system, because in that way they can oversee and learn about the public budget's execution.
The stakeholder is the Colombian regulatory agency of competitiveness, who is in charge of regulating fair commercial practices, promoting competition and acting as the office of registry and patent.
Beneficiaries are mainly the final users of the public service since this tool helps improve the quality of public services.","The results are positive in the sense that the report has been welcomed by the Public Sector, people are starting to get interested and curious about the ranking, yet it is at its implementation phase.
We expect to implement this innovation in all of the public entities of Colombia to promote and maintain competitive markets, and promote open government and innovation.","The challenges that we have encountered relates to the need to encourage stakeholders to use the public purchase electronic platform (SECOP), as well as anti-competitive practices and the implementation of competition strategies in Public Entities.","We consider that the success of this Project is mainly thanks to strong infrastructure services that facilitate the use of electronic platforms, as well as connectivity, which guarantees real access to public procurement information. This ensures equal treatment and abolishes any scope for discriminatory purchasing through enhanced levels of transparency and accountability. In addition, the development of a Competition Guide was useful to explain the procedures to stakeholders. Finally, the political will of public officers and Authorities was key.","Not yet.","The Project was recently launched, therefore at the moment we do not have lessons to be learned. We expect to have a final report at the end of 2019 with results and indicators.",,,"a:2:{i:0;s:4:""8376"";i:1;s:4:""8380"";}",,,
8266,"New Standard for engaging SME participation in open public contracts",https://oecd-opsi.org/innovations/new-standard-for-engaging-sme-participation-in-open-public-contracts/,,"GovTech Poland",Poland,central,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}","New Standard for engaging SME participation in open public contracts",https://govtech.gov.pl/en/main-page/,2017,"GovTech Poland has developed world's first challenge based procurement model where the authors of the best idea receive a full implementation contract without the need for an additional cumbersome tender. With the goal of opening procurement to all creative individuals, the model covers the process from identification to implementation. A pilot run, tested in both central and local institutions has increased SME participation in procurement processes by an average of 1600% (in a sample of 250) and further implementation of the model is ongoing.","Imagine - a public official identifies a problem, quickly fills in a form and soon after, thousands of innovators from all around the world can start working to solve it, leading to a fully workable and implemented solution only a few months later. No formalities involved - a simple idea-code-reward system that allows everyone to focus on what they do best and for small start-ups to compete with multi-billion corporations. The very idea to make government agile and bring the innovative spirit to the public administration was the founding principle of the GovTech Poland initiative.
The process, initially piloted in 2017 in the Tax Administration, started with a small idea. Current procurement regulations were designed for large, experienced market players, proving a detriment to small companies with big ideas. We started off with the challenges presented at the largest stationary hackathon in Europe. The best were asked to further develop their solutions using the infrastructure the State can provide, and ended up with a solution that decreased fraud rates by over 80%, all in a few months. The development of a 48-hour hackathon challenge which lead to spectacular field results showed us that opening ourselves to these brilliant individuals and small businesses could bring astonishing results. All we needed was to further develop the process, bringing in the entire public sector.
This year, we are doing just that. Six ministries along with several local governments are participating in this year's edition, showing that the approach can work just as well for a central institution or the smallest municipality. All our partners are in constant need of digital solutions but have not had the expertise or market power to reach the worldwide community of innovators. In order to change it we have focused on five main goals:
- equal opportunities for innovators: ideas matter, not the organisation's size
- making government procurement simple and agile
- knowledge exchange: promoting the innovative spirit to the administration, and public involvement to the innovators
- opening the government to best market practices, making it an attractive business partner
- increasing the diversity of ideas, helping small institutions implement big projects
Challenge areas vary - from developing a learning image recognition software to combat traffickers, to a system allowing residents to report malfunctions of public infrastructure, or an algorithm for making emergency number operators more efficient. They have one thing in common - they all directly or indirectly benefit the community. Once the challenges are formulated, the GovTech team works with the institution, helping it to assess the challenge's viability, prepare the budget and legal documentation. Even at this earliest stage a number of companies of all sizes that normally work on similar projects are constantly consulted to make sure the challenge conforms to the highest industry standards. After that, the first stage begins. With adaptability in mind, we allow those with clear-cut ideas to go through the entire process online, but if someone wants to form a spontaneous team, it is possible during one of the largest hackathons in the world, where the event officially begins. After two weeks, the participants submit their ideas which, along with some small sample of the work to come, are evaluated by a jury composed of public officials and industry experts. The best win cash prizes and advance to the second stage, where the challenge sponsor hosts participants for a week and creates an environment where they can perfect their initial submission using every resource available. After that, the winner is invited to implement their solution. There, the process is facilitated by professional staff, employing workflow improvement methods, such as scrum, design sprints, and milestone setting. The process is kept agile and makes use of a new type of contract design to combine transparency with efficiency. All that's left is for everyone to enjoy the fruits of their labour and use the experience for future initiatives.
Parallel to the legislative changes, we are working on expanding the initiative both in width, by involving more institutions and in-depth, by adding new components. We are working on introducing an acceleration program, to turn one contract into a lasting partnership, and a digital marketplace platform, where innovators can interact directly with institutions. While all that is in the works, a perhaps even more important process is occurring - officials are being trained in design thinking, openness and best market practices to build what GovTech (and administration) is really about - people working with each other to make something around us better.","a:3:{i:0;s:3:""302"";i:1;s:3:""316"";i:2;s:3:""320"";}","GovTech Poland changes:
- A procurement system that was only attractive to large corporations into one where a start-up can compete with a Forbes500 company. By keeping the documentation minimal and getting rid of prerequisites we are able to focus on the quality of an idea, not on the creator's market power, and thus become more start-up friendly.
- A cadre of career administrators into innovation-embracing officials. By constantly bringing them together with market professionals we ensure that the ideas take less time to diffuse from the market to the public sector.
- Small and local institutions into equal participants in the software procurement market. By hiring the winners to implement their ideas we ensure that even organisations with minimal IT staff can obtain working software solutions.
- A disintegrated, obscure process into one that is simple for all parties. We cover most legal, budgetary and logistical concerns, letting everyone focus on what they are best at.",,,"The process is coordinated by the Office of the Prime Minister, to which the GovTech core team reports, but success would be impossible if not for the following:
- Challenge sponsors (local governments, ministries, administrative divisions), who volunteer to become the nation's innovation leaders
- Foreign partners and consultants (CivTech Scotland, Finnish SITTRA)
- Small businesses who we work with and consult on the programme's shape
- Citizens and NGOs providing us with feedback","GovTech is a procurement scheme, so the ultimate beneficiaries are the participating institutions and the communities they serve. They provide challenges and mentors and indicate the results of the projects already implemented.
This said, the other important actor is the administration as a whole, who benefit from a better public perception and exposition to market practices.
Finally, the participants (SMEs) themselves, who can now compete with the titans, and gain contracts and experience.","So far, the first edition has produced a number of working solutions for the respective institutions. One application has decreased the tax fraud rate by over 80% in some markets, while others are vital tools in the administration's operations. All institutions that participated in the first edition chose to do so again this year.
In this year's edition we are hoping to achieve similar results, but with much more complex problems. Also, while previously some of the implementations were up to the Institution's existing personnel, this time we are hoping to have the winners implement their own proposals, giving them the contract, and experience and letting smaller institutions participate. We are also hoping even more institutions will choose to get involved with GovTech next year and that it will ingrain itself in the public perception.","Perhaps, it shouldn't be surprising that the largest challenge for a program aimed at reforming the public administration was uncertainty. We decided to take the matter seriously and after a thorough examination, and a number of interviews and meetings have discovered that while the administration is full of people with brilliant ideas, they can sometimes feel uncertain about expressing them if they do not lie strictly within their narrow field of duty. We have thus taken it upon ourselves to tackle the matter by:
- setting clear responsibilities
- defining standards (communication tools, decision making procedures etc.) and convincing others to use them
- conducting a series of workshops aimed at assertiveness and self-confidence
Perhaps the best call we have made was to involve outside experts to show the officials the ""market"" way of setting internal relations. This gave everyone more confidence and resulted in a rise in confidence, efficiency and morale.","While our project involves setting legal and technical standards, it is mostly about people and their involvement is the most critical factor in the entire undertaking. We have set out to build bridges between officials and innovators, but ultimately any bridge is useless if no one wants to use it. Luckily, we have been met with constant enthusiasm on both sides and will continue to work to maintain this state.
Also, we are fortunate to maintain the confidence of the private sector and SMEs. Ultimately, they are the initiative's target audience and it is with them that we continue to consult on all the challenges and practices implemented. Without them trusting us enough to share their methodology and strategy we would never know what can work and what to avoid.","From the very beginning, the programme has been designed to be built upon in the future. An idea used in one ministry spread on to four unaffiliated others and a number of municipalities and hopefully one day will encompass the entire administration.
Already we can see other institutions follow standards set by us - ranging from the armed forces, through hospitals, to railway networks. We have found that perhaps the most important part of our task was to set standards and convince others they are just as appropriate as the old ones, but easier. The scalability isn't just formal, however - we also plan to launch our own acceleration scheme as well as a digital marketplace platform (2019). The latter will have a list of all digital solutions used by the administration that are to be modified, so that anyone in the world could enrich the market with their proposals. We are also talking with our international partners and providing them with advice on how to develop their initiatives further.","After working with over 500 officials in each of the 19 ministries and dozens of other departments, as well as a number of start-ups and small software houses, we have seen that one word was always key - responsibility. It was the lack of familiarity with the other world's expectations that was causing everyone to remain in their niche, which was perhaps the projects' greatest foe. While the innovators always need clear answers to their doubts and questions, the long chain of command does not allow for efficient replies. Therefore the only condition we set for institutions willing to participate is to assign business owners and give them enough decision making power to compensate for their vast responsibility. Of course this may create tensions within the team, however, we have learned that appointing people who will once become the solution's final user to make the key decisions regarding our requirements proved fruitful, and even the most diverse teams in terms of rank, social status, minority status and experience are able to work together given good guidance and an ear ready to listen to their concerns and needs.",,,"a:1:{i:0;s:4:""8292"";}",https://youtu.be/62OTqqRY2xU,https://www.youtube.com/watch?v=Mt7cfKlBrL4&feature=youtu.be,https://youtu.be/bfmIvt-_LP4
8270,"The First UK Citizens’ Assembly on Long-term Social Care Funding in England",https://oecd-opsi.org/innovations/the-first-uk-citizens-assembly-on-long-term-social-care-funding-in-england/,,Involve,"United Kingdom",central,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","The First UK Citizens’ Assembly on Long-term Social Care Funding in England",https://www.involve.org.uk/SocialCareAssembly,2019,"In England, provision of and funding for adult social care has been subject to numerous reports, commissions and Government papers which have failed to produce agreement on how to tackle the urgent need for reform.
Involve was commissioned by two UK Parliamentary Committees to run a citizens’ assembly – a representative sample of the English public – to inform their joint inquiry on the issue.
It was the first time a UK Parliament has ever run a citizens' assembly to gather public views.","Social care provision and funding in England have been the subject of numerous reports, commissions and Government papers over many years. Despite widespread agreement on the urgent need for reform, their recommendations have not been translated into action and the social care system is faced with a dramatic funding gap.
A Citizens’ Assembly on Social Care was commissioned by the Health and Social Care Select Committee and the Housing, Communities and Local Government Select Committee as part of their joint inquiry into the long-term funding of adult social care. While Select Committees regularly reach out and engage the public, this Citizens’ Assembly was the first held by Parliament and probably one of the largest scale and in-depth examples of public engagement undertaken so far in the UK.
It brought together 47 randomly selected English citizens to consider the question of how adult social care in England should be funded long-term. Over its course, Assembly Members took part in approximately 28 hours of deliberation, equating to a total of 1,316 ‘people hours’ of learning, deliberation and decision-making.
Through two weekends of group deliberations, followed by individual votes, Assembly Members developed a set of conclusions and recommendations on: a. how adult social care should be funded, and b. how any decision should be taken. Assembly Members worked together to develop a list of values and principles that should inform any decision about how social care in England is funded. Assembly Members also considered and expressed their preferences on the best way to fund adult social care in England in the long term in terms of the balance between public and private funding.
The recommendations of the Citizens’ Assembly on Social Care have been considered by the Health and Social Care Select Committee and the Housing, Communities and Local Government Select Committee as part of their joint inquiry into the long-term funding of adult social care. Assembly Members hope that the government will also take note of their findings and recommendations in their efforts to address the social care funding gap.
The Liaison Committee in the UK Parliament is now running an inquiry on the effectiveness of select committees, with particular questions around public engagement methods of involving the public that have worked particularly well, such as this particular citizens’ assembly.
We are still awaiting the Green Paper from the Government outlining its plans for funding Social Care in England. This Paper is long delayed from when it was expected to be published in Autumn 2018.
More broadly speaking, using a citizens’ assembly to somehow break the deadlock around Brexit has also received cross-party support and was tabled as an amendment to legislation in Parliament recently.","a:2:{i:0;s:3:""181"";i:1;s:3:""302"";}","The Citizens’ Assembly on Social Care brought together 47 randomly selected English citizens over two weekends to consider the question of how adult social care in England should be funded long term. Assembly Members took part in approximately 28 hours of deliberation, equating to a total of 1,316 ‘people hours’ of learning, deliberation and decision-making.
This was the first time ever that a UK Parliament has held a citizens’ assembly and probably one of the largest scale and in-depth examples of public engagement undertaken so far in the UK.
The Citizens’ Assembly on Social Care has demonstrated the role that the public can play in helping to resolve important but politically challenging issues. Assembly Members felt strongly that government and parliament should use citizens’ assemblies more often to inform their decision making.","a:1:{i:0;s:20:""developing_proposals"";}",,"It was commissioned by two UK Parliamentary Select Communities.
Involve organised, designed & ran the assembly, supported by two social care experts who were present for both weekends to provide impartial & balanced information.
An Advisory Panel supported preparations, helping to ensure Assembly materials were factually accurate, comprehensive, balanced & unbiased.
Two charitable foundations provided additional funding to support the Assembly but had no involvement in design & delivery.","Although the Assembly was commissioned by two Parliamentary Select Committees, the innovation was targeted to fulfil the objectives of the project, as well as influence the House of Commons further in using this engagement innovation more often. Since then, we have been approached by Other Committees about using Assemblies as part of their inquiries.
Furthermore, this innovation has been used to try influence Government directly to use such engagement methods at the national and local levels.","Many of the conclusions and recommendations of the citizens’ assembly have been incorporated into the joint inquiry abnd supported by the two select committees. The Assembly was mentioned 46 times in their joint-inquiry report.
The conclusions of the assembly are expected to indirectly influence the Government Green Paper on the topic. The Government has yet to publish this Paper, but there have been media reports which indicate some of the conclusions and recommendations are being considered by the UK Government. The Government has even mentioned it is parliament.
There has also been interest in the assembly from devolved UK parliaments as well as UK political commentators and academia.
Citizens’ assemblies have received greater public awareness in particular for dealing with the Brexit deadlock in Parliament.","The largest challenge for the Assembly was the very short turn around time from the proposal to its implementation, because the Select Committees wanted to ensure their report was published in time to influence the expected publication of the Government Green Paper on the topic. Despite this, the project went fine, but there was no contingency time available if a problem had arose (we would recommend ensuring such buffer time).
While the Assembly took place without any problems during the two weekends, we did need to adapt the second weekend at the ‘last-minute’ to include presentations from people with lived-experience of social care in England. This was because, despite having an advisory panel, we missed a set of stakeholders who should have been represented in the initial design.
Beyond the duration of the Assembly itself, the greatest challenge is ensuring Government adopts or considers the Assembly conclusions and recommendations.","The politicians and officials who commission such assemblies need to be truely bought in to the process from the start and willing to take on board its conclusions and recommentations. In this case, the cross-party representation in the Committee chairs and the perception of them as major select committees made it a more impactful and successful process. They supported the method, and took on board what was concluded and recommended in an active and visible way.
Processes of this size and importance need skilled and experienced facilitators. They also need adequate resources and ideally enough time to prepare.
Such processes need clear objectives and outcomes that draw upon agreement between participants as a group, but also reflect their preferences as individuals.
It is also important that these processes are used particularly when there is a perception of a problem that is really stuck/unsolvable. If they want to resolve it, there is more appetite for this kind of innovation","Since the Citizens’ Assembly on Social Care, a similar-sized citizens’ assembly has been held in Northern Ireland on the provision of health and social care.
A citizens’ assembly has been proposed to overcome the obstacles to the Brexit deadlock in parliament. This even led to an amendment supported by over 40 cross-party politicians being voted on in Parliament (although did not receive a majority of votes).
Processes very similar to local citizens’ assemblies are also expected to be trialled in 8 local English authorities across the UK, supported by a UK Government fund, along with expertise from Involve and other civil society groups.
Other Citizens’ Assemblies have been held in the Republic of Ireland on a running basis to deal with constitutional issues. This predated the UK examples of citizens’ assemblies, although it had a number of differences, such as in size, scope, and duration.","There were three broad lessons learned from the Citizens’ Assembly on Social Care.
The first was around media and press work. We learned that when publicising the impact of the assembly that, despite close cooperation, the committees themselves were more interested in pushing the conclusions and recommendations more so than publicising the democratic open government innovation. We learned therefore that it is important to work on this messaging element much sooner into the process including preparation time for media in order to make the most of opportunities to create impact not only on the topic itself and conclusions of the assembly, but also on the process too. We also could have worked with committee chairs more closely to further raise the profile of this democratic innovation, with specific media pieces and articles.
We found that politicians – particularly the chairs of the two select committees in the UK Parliament – found the exercise to be incredibly useful in their inquiry. They took close account of the views expressed by the Assembly members and the way they voted on key decisions. They found the process to be invaluable in gauging informed public opinion on the difficult questions facing social care and helped them as they debated the recommendations set out in their own report. In particular, hearing Assembly members express strong support for social care free at the point of delivery and for the transparency and accountability that earmarked taxation would bring to spending on social care closely informed their proposals on these key issues of reform.
They also took into account the Assembly call for reform to lead to provision of high-quality care and the pooling of risk among individuals and for it to be underpinned by cross-party political consensus.
This level of consideration by committee chairs is due also to their active involvement in the Citizens’ Assembly. We learned also that this is crucial in ensuring the process is able to get the necessary political buy-in. The two committee chairs were keen to observe the process, and came by on the second weekend to speak with participants to find out about how they felt about the process. This positive – but not intrusive – level of engagement has been hugely useful in advancing our design and delivery of citizens’ assemblies.
We did also learn that we need to ensure that officials are closely informing politicians of the outputs and design of the process. This would have been useful sooner in the case of the Citizens' Assembly because the Chairs of the committees raised a couple of questions with us about this in the second weekend, meaning we needed to slightly tweak the outputs for that second weekend.",,"a:1:{i:0;s:4:""8273"";}","a:1:{i:0;s:4:""8268"";}",,https://youtu.be/k-E5tjVWUmE,
8278,"Innovative use of social media for co-creation of the 4th National Action Plan (2018-2020) - Creation and use of 16 online WhatsApp groups",https://oecd-opsi.org/innovations/innovative-use-of-social-media-for-co-creation-of-the-4th-national-action-plan-2018-2020-creation-and-use-of-16-online-whatsapp-groups/,,"Secretaria Tecnica de Planificacion / National Planning Ministry",Paraguay,central,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:8:""Planning"";}","Innovative use of social media for co-creation of the 4th National Action Plan (2018-2020) - Creation and use of 16 online WhatsApp groups",http://bit.ly/CoCreacionPAGA,2018,"Innovative use of social media (Whatsapp) platform to increase participation and disseminate information for the creation of Paraguay's 4th National Action Open-Government Plan. These 14 online groups were created to allow citizens from the countryside, from marginalized and vulnerable groups, to be able to participate on an equal standing with other citizens from urban areas with access to policyholders. It is innovative because it was the first time we used this platform to involve citizens.","The problem the innovation solved was the lack of communication with marginalized, impoverished and hard to reach rural communities. The innovation was to create 14 online permanent whatsapp groups, which still remain, and empower their members to submit ideas, feedback and suggestions to enrich the co-creation of the 4th NAP. Furthermore, we innovated further by freely sharing the links to these groups and allowing anybody to participate, with no censorship or moderation. The objective or goals of the innovation were to increase public participation. More than 1,000 citizens who participated online benefited from this innovation. We envision that this innovation will continue in the future by having these groups empowered to monitor the 4th NAP and allowed to replicate on a local and provincial scale. What is very interesting, is that the invitation for the online groups was included in official communications and invites to participate in the creation of the 4th NAP.","a:4:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""616"";}","What makes our project innovative is that we created 14 online, uncensored and unmoderated public participation forums where we empowered and informed citizens to propose, suggest and edit 183 proposals for the co-creation of the 4th NAP. We hijacked the social media eco-system and allowed citizens, public official and NGO activists to widely share administration of the whatsapp groups, invite other participants and widely share the ""invitation link"" to these 14 online whatsapp groups. We used the whatsapp groups as platforms for suggesting ideas, receiving feedback and criticism, allowing citizens to meet each other and for citizens to self-organize into standing and autonomous groups, with no single agenda or leader, just a common following on a thematic purpose.",,,"We worked with a consultant financed by international cooperation to design these groups, which are described below, We received feedback from citizens, government officials and NGOs on how to improve our 17 online whatsapp forums and how to promote them widely. Participation has been and remains massive.","We invited a wide swath of individuals from all sectors to participate in these following groups: 1) Access to Information, 2) Environment and Water, 3) Fight against Corruption, 4) Employment and Social Security, 5) Open Data, 6) Open Justice, 7) Accountability, 8)Open Parliament, 9) Youth, 10) Cutting down redtape, 11) Education, 12) Social Inclusion, 13) Fight Against Poverty, 14) Health, 15) Public Participation, 16) Local Government, 17) Indigenous Affairs.","The results and impacts we have obsered for the innovation has been impressive. We received through our whatsapp groups, suggestions and material to create and enrich the more than 180 proposals that formed the basis for the co-creation of our 4th National Action Plan. These proposals were discussed in physical meetings, voted-on and narrowed to 36 proposals which became the final version of the 4th NAP. Interestingly, is how these groups became the basis for social activits and citizens to engage and coordinate actions, such as citizen protests against corrupt local officials and politicians. These impacts and results were measured methodically by a team of consultants which was hired to co-create the 4th NAP. They calculated that about 1,000 citizens participated in 17 online platforms, almost the same amount that participated in 32 physical meetings. We expect these groups to remain active and allow us to monitor the objectives of the 4th NAP and to develop the 5th NAP.","The challenges we have encountered were skepticism and rejection from some citizens, NGOs and public official in fully embracing the potential of allowing citizens to self-congregate, discuss public policy and take decisions in these online whatsapp platforms. We also encountered some setbacks in some groups with very intense debates on tangential issues (related to national elections or social issues) which distracted citizens from the main tasks. These challenges and failures were responded by promotion, education, occasional moderation and active monitoring.","The condictions for success were personal values and motivation of the STP Open Government team (2016-2018) and the consultants hired to create and occasionally monitor the groups. Crucial was the information we shared on the group and how we systematized the feedback we received from citizens. Prior to each physical, real-life meeting, we shared documents and information on these groups so they could share and discuss proposals.
We did not need any supporting infrastructure, services or financial resources. We did not need to change the policy and rules.","We are not aware that any other organization has replicated this innovation, but is very easy for anybody else to replicate and use. There is no copyright or barrier to access this innovation.","Lessons learned: it would be a good idea to allow several group leaders to moderate early on. We could have increased communication from an earlier stage and incorporated more participants from the online group. The key resources were the 3 to 4 young assistants that allowed us to sign up and widely distribute the whatsapp online invitation link. We could have kicked out some trouble makers earlier on.","You have to trust online social media platforms and let them run. This is the type of innovation which is politically risky, but has a huge pay-off.",,"a:1:{i:0;s:4:""8332"";}",,,
8288,"Monitoring of Open Government Actions",https://oecd-opsi.org/innovations/monitoring-of-open-government-actions/,,"Office of the Comptroller General of the Union",Brazil,central,"a:1:{i:0;s:99:""Transparency, Access to Information, Auditing, Open Government, Prevention and Combat to Corruption"";}","Monitoring of Open Government Actions",http://www.governoaberto.cgu.gov.br/noticias/2017/monitoramento,2017,"The project of monitoring open government commitments was developed with the objective of guaranteeing the fulfillment of the Brazilian initiatives in the scope of the Open Government Partnership. It is a process carried out jointly, periodically and proactively by government and civil society, with significant results for society as a whole. This approach is materialized through specific monitoring and evaluation actions that provide transparency regarding the implementation of Brazilian OGP commitments.","The initiative of monitoring open government actions was developed to answer the need of the Brazilian government to carry out a more participatory, precise and periodic follow-up of National Actions Plans commitments in the scope of Open Government Partnership (OGP). This new monitoring format has been implemented since the Third National Action Plan (NAP) and its objective is to ensure a more effective and continuous involvement of partners and collaborators, being civil society representatives or government officials, in the execution of the actions.
The monitoring of the Third National Action Plan, coordinated by the CGU in partnership with the Civil Society’s Working Group, aims to provide the parties involved in the implementation of the commitments with updated, simple and objective information, so that corrections and potential adjustments can be timely made. With this perspective in mind, milestones, deadlines, and the parties responsible for the implementation of each action were already determined during the co-creation workshops. It is believed that this measure enabled a proactive performance of the government and of the civil society, which intervene as soon as any difficulty to implement the commitments within a body or an entity is identified.
Among the monitoring actions are the holding of semi-annual meetings, with the joint participation of commitments coordinators, of semi-annual specific meetings with the teams involved in each commitment, of bi-monthly follow-up reports, named Execution Status Reports (RSE), which are forwarded by each commitment coordinator and the publication of information and results in an active transparency website (www.governoaberto.cgu.gov.br)
This monitoring format is beneficial as it establishes a change in the governance system, ensuring more transparency, social participation, and pro-citizen approach. In addition, well-designed procedures favor the monitoring of actions implementation by society.",,"Brazilian monitoring project provided a new perspective for monitoring and evaluation of open government commitments. Adopting a series of measures to increase social participation and improve the monitoring process of National Action Plans actions is innovative as it was the first time such a methodology has enabled such a close, periodic and collaborative follow-up.
The Brazilian monitoring project is the result of a gradual learning process, based on previous experiences and feedback. The result was a substantial improvement in the quality of commitments implemented, which enabled the creation of a more solid network of collaborators and promoted more effective and transparent follow-up.",,,"The main partners in the monitoring process are:
- the Office of the Comptroller General of the Union (CGU) - monitoring the implementation of milestones, engaging with relevant government and civil society actors, holding periodic monitoring meetings;
- commitment coordinators - conducting the implementation process, articulating with civil society actors, and providing periodic information on implementation; and
- Civil Society Working Group - accompanies monitoring meetings, analyzes reports, participates in quarterly meetings with CGU team to evaluate the process.
","Monitoring open government commitments benefits a broad group of users: i) those directly involved in implementing the commitments; ii) those interested in replicating the method used in the monitoring process; iii) actors who are impacted by the commitments' results.
In general, the beneficiaries are governmental and non-governmental actors who deal with the different areas addressed in the Third and Fourth National Action Plans.","The monitoring process effectively provides the parties involved in the implementation of commitments with updated, simple and objective information, so that corrections and potential adjustments could be made in a timely manner. The concrete results observed were related notably to the level of the Brazilian Third National Action Plan's execution, to the interaction between the actors involved in its implementation and to the transparency of its results.","The monitoring process faced difficulties such as: i) low civil society engagement in some initiatives, ii) changes within the public administration's role, which caused temporarily disrupted some of the work and changed points of contact, and iii) budget constraints.
As a solution, CGU reinforced its contacts with the actors involved and with the commitment coordinators, held meetings to raise the awareness of relevant public agents, and used digital tools to allow remote participation.","The monitoring process counted on some fundamental conditions for its success, such as: legal and institutional support, transparency in the processes and availability of technological tools. In addition, CGU dedicated a team to work specifically on open government issues, in the scope of the Open Government and Transparency General Coordination team.","Considering the good results obtained with the implementation of the new monitoring format in the Third National Action Plan, the method is being used again in the Fourth National Action Plan. The expectation is that the relationship between government and society, during the monitoring of National Action Plans, is increasingly improved and diffused. In this sense, these monitoring procedures can certainly be replicated not only internally, but also by agencies, organizations or subnational governments that have interest in working collaboratively with segments of civil society. In addition, CGU is always open to hear suggestions for improvements, whether from other government partners or civil society entities.","A key feature to keep in mind is that the process of monitoring Brazilian commitments in the scope of OGP was possible thanks to well-designed and transparent procedures.","No further information",,,,,
8303,"Brazil's Open Data Policy Monitoring",https://oecd-opsi.org/innovations/brazils-open-data-policy-monitoring/,,"Office of the Comptroller General of the Union",Brazil,central,"a:1:{i:0;s:99:""Transparency, Access to Information, Auditing, Open Government, Prevention and Combat to Corruption"";}","Brazil's Open Data Policy Monitoring ",http://www.paineis.cgu.gov.br/dadosabertos,2017,"The Open Data Policy of the Federal Executive Branch was established by the Decree N. 8.777/2016. Besides establishing the possibility of requesting public databases, the policy sets up the obligation for each body to draw up an Open Data Plan (PDA), which systematizes the planning for the opening of public data. The CGU monitors (through www.paineis.cgu.gov.br/dadosabertos) around 230 federal agencies covered by the decree, establishing regular and customized contact with public managers.","The innovation presents a new way to enhance open data and transparency in public administration. Before the decree 8.777/16, there was no open data policy and the public agents were mostly unaware of how society could benefit from the disclosure of open data. After almost 3 years after the policy´s establishment, we can realize an increased knowledge on the subject by the public bodies and by society.
The main purpose of the initiative is to improve the culture of public transparency and expand the possibilities of social control, by means of the provision of open data by the bodies of the Federal Executive Branch. By now, this action has achieved the desired objectives, since the number of disclosed databases established on the Open Data Plans increased considerably in 2018. The expectation is to advance in the question about the use of data opened by society, mainly sensitizing the organs to listen to the demand for data of the society.
Aiming at providing transparency to this comprehensive monitoring, the CGU launched the Open Data Policy Monitoring Dashboard (www.paineis.cgu.gov.br/dadosabertos) in 2017, an active transparency tool that enables public oversight over the government actions towards the fulfillment of their obligations regarding the Policy. Through the dashboard, any citizen can check out any agency’s status referring to the Policy. It is also possible to verify which databases were made available through the Policy and which open data resources will be made available in the future. It also systematizes the planning for the opening of public data. This policy is handled by the Open Data National Infrastructure Steering Committee – INDA and the Office of the Comptroller General (CGU) monitors the implementation of the legal obligations established.",,"This innovation project aims at contributing to government transparency enhancement, creating better possibilities of public oversight over governmental activities (especially with the CGU´s Open Data Policy Monitoring Dashboard) and contributing to the monitoring and evaluation of public policies. It is a mechanism that provides transparency on the development of the Open Data Policy and gives society the opportunity of monitoring how governmental bodies are working towards the provision of public information. It allows for using data of several governmental areas for different purposes like application development, public oversight, studies, businesses, among others.",,,"The CGU develops this project with the partnership of some public bodies like the Ministry of Economy. This public body is in charge of managing the Brazilian Open Data Portal, which is very important for the development of the Open Data Policy Monitoring Dashboard. The CGU, together with civil society organizations, monitors the open data plans in a way that only fewer agencies lack opening bases. Therefore, this partnership directly affects the development of the innovation.","Society is the main beneficiary of this action since the Open Data Policy and the Open Data Dashboard aims to release open data to be reused by them. In the preparation of the Open Data Plans, public agencies must use some mechanisms for social participation in order to listen to citizens before selecting which databases will be released in an open format. The adequacy between data supply and data demand is essential to achieve the outcomes expected by the Policy.","Comparing the numbers presented by the Open Data Dashboard in the period between the months of May 2017 and December 2019, there is was a huge increase in the number of databases published in the Brazilian Open Data Portal, with numbers ranging from 119 in May 2017 to 2598 in December 2019. Those results present the achievement of one of the Policy´s goals, which establishes that disclosure of open data is an essential measure to provide better possibilities of public oversight over governmental actions. Thus, the wide dissemination of public data is the first step to implement this Policy which seeks to consolidate the culture of public transparency in the country. Results of this project can be evidenced by the use of the data provided for studies, especially in health and environmental areas, app development for improving public services, etc.","Open data is still a recent issue in Brazil. Changing this mentality has been one of the main challenges faced by the CGU. An Open Data Policy has been established to enable this transformation with guidelines and obligations targeting all government bodies of the Federal Executive Branch. The first demand is the creation of an Open Data Plan (ODP) by each public body covered by the Policy to disclose their own open data scenario, strategies and a publishing data schedule.
Working together and directly with the ones involved on the Open Data Policy was the best way of being successful with the innovation. The CGU offers direct support to public bodies, so they got engaged with the Policy and felt part of it. Also, society has an important role in the success of the initiative because the main outcome expected is that citizens can monitor government actions towards the policy implementation as well as their effective use of information aiming to promote public oversight, etc.","It is important that all agents involved in the Open Data Policy understand the importance of providing transparency to what is being done by the government. Transparency using open data allows for public oversight creates new business opportunities and promotes a common engagement between government and its citizens. Besides a common sense of the importance of acting with transparency, it is crucial for the success of this innovative project to have appropriate infrastructure, qualified professionals, sustainable policies and a collaborative atmosphere.","This innovation has a great potential of replication to similar problems in government. The CGU´s monitoring work can be replicated to any issue that involves the compliance with laws by large groups of target public that may generate information and open data. As an example, the CGU is also implementing similar monitoring work to other issues such as to the Access to Information Act (LAI), to the Public Integrity Program and others.","The accomplishment of the main goals of the Open Data Policy goes far beyond to simply disclosing public data. It is essential that public bodies release the data required by the citizens, so it is going to be useful and able to transform society. For that purpose, Open Data National Infrastructure Steering Committee – INDA established in 2017 a regulation that obliges each public body covered by the Policy to consult society before selecting which datasets will be released in the context of their Open Data Plans. This was an important measure to strengthen the Open Data Policy and provide more effectiveness in order to deliver concrete benefits for citizens.","No further information.",,,,,
8413,"Platform “Apoyos del Gobierno"" (Government Benefits)",https://oecd-opsi.org/innovations/platform-apoyos-del-gobierno-government-benefits/,,"Ministry of Finance and Public Credit ",Mexico,central,"a:6:{i:0;s:13:""environmental"";i:1;s:6:""health"";i:2;s:11:""information"";i:3;s:12:""public_admin"";i:4;s:18:""Social development"";i:5;s:15:""Social equality"";}","Platform “Apoyos del Gobierno"" (Government Benefits)",https://www.transparenciapresupuestaria.gob.mx/es/apoyosdelgobierno,2018,"The information on the different procedures of access to benefits is scattered among many different agencies websites, whereas the platform ""Apoyos del Gobierno"" aims to simplify through Artificial Intelligence that any interested party can consult the details of Federal Government programs in a single place.
Based on neurolinguistics analysis, the platform not only provides predicted results considering relevant contextual words, but also enhances searches considering the user’s profile.","Within the countries of the Organization for Economic Cooperation and Development (OECD), Mexico has the second highest rate of income inequality, only behind Chile. Fiscal policy is one of the main tools available for the government to affect the distribution of income and wealth. However, the re-distributive impact of fiscal policy in Mexico is low. While in the OECD countries fiscal policy reduces inequality by 27% on average, in the case of Mexico, fiscal policy only decreases inequality by 2.8%. This makes Mexico the OECD country where fiscal policy has the least impact on inequality.
In Mexico, although most of the budgetary programs for addressing inequality are adequately focusing in the multidimensional aspects of poverty, there is a difficulty, especially among the most vulnerable population, to know and access the available government benefits. In other words, Mexican fiscal policy is achieving its distributive goal at lower pace than expected and, as a consequence, the access to governmental resources is not being optimized to boost individual welfare and, therefore the country's development.
The main problem that the platform “Apoyos del Gobierno” seeks to solve is the difficulty that population faces to find a government benefit that better suits their individual needs, but also know its requirements and processes of application. Before this platform, information on the different procedures of access to benefits was scatter among different agencies websites and it was difficult to find the details of each kind of support. In many cases, potential beneficiaries have to rely on intermediaries to apply or even interpret by themselves technical Rules of Operation (ROP for its Spanish acronym), risking the opportunity of getting the benefit. This costs money and time that could had been better allocated in other activities. Hence, “Apoyos del Gobierno” is dealing with a problem of information asymmetry which creates imbalance of power, income, wealth and opportunities to all the same.
In order to bring the population, particularly the most vulnerable, closer to the benefits provided by the Federal Government, the Ministry of Finance and Public Credit (SHCP, for its Spanish acronym) systematized the information of the Operation Rules of 66 Federal Budget Programs and created a user-friendly, profile-oriented platform. Each of these Budget Programs has different benefits, in sum: 1,534 monetary, 438 in-kind and 12 funding supports. Among the pool of programs, the most frequent are scholarships and training courses, followed by infrastructure and productivity projects, and lastly by restoration and conservation of ecosystems programs.
This web application has an intelligent search engine that through neurolinguistics analysis gives more precise results. It also consolidates program’s target population and makes it possible to do advanced searches based on individual and particular needs. The latter with the help of BAFI, the Intelligent Federal Benefit Finder that will accompany the user in all the process. This enables the general public, businesses, social institutions and local governments to know the range of programs they could apply to. Likewise, this platform aims to increase the impact of redistributive policy in order to reduce social inequality, enhance life quality and give economic opportunities.
In addition, the platform includes a section of Open Data, where information of Budgetary Programs with Operation Rules can be found in CSV file or online through a public API. This allows policy makers and public policy analysts to have a better understanding on the allocation of public resources. In the short term, the platform will integrate personalized consults through a Chat Bot available in social media, since this kind of websites are the most used by the general public. Also, each Budget Program available on the platform will have a linkage to the section of Budget Program Performance where indicators, results, contracts and disaggregated budget can be found.","a:4:{i:0;s:3:""147"";i:1;s:3:""611"";i:2;s:3:""619"";i:3;s:3:""302"";}","Before this platform, the Federal Budget Programs with ROP were scattered in the different websites of the Ministries of the Federal Government. For general public, with minimum or null knowledge of government organization, this situation represents an obstacle to reach the government benefits. Even for those who were capable to find the right benefit, the ROP are typically technical and extensive documents.
The “Apoyos del Gobierno” platform is the result of a public policy effort to, first, design and implement an instrument for capturing the main characteristics of the ROP of Federal programs and, second, to develop a user-friendly website to spread this information among the target population. The search engine of the platform is capable of linguistic analysis of the search, and, therefore, to obtain relevant key words which represents and advantage in comparison with the traditional ""word by word"" searches since it avoids taking into account language not related to the query.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","From the release of the “Apoyos del Gobierno” platform, it has been necessary to develop a social media strategy for the diffusion, since it has a wide potential public, with different sociodemographic characteristics and different interests in terms of the budget programs contained. Hence, the exposure on social media and other mass media has been one of the main tasks and the Ministry keeps working on the diffusion strategy mentioned before.
The implementation stage has provided to policy-makers an understanding on how to report the information from the ROP for its integration into the platform. This represents both a constant assessment and improvement of the ROP, which is an innovation on the process of presenting official information in a better organized way and translated into common language for general public.","The “Apoyos del Gobierno” platform was conceived and designed by the Performance Evaluation Unit of the SHCP and the Inter-American Development Bank. However, its development involved the whole Federal Public Administration, civil society organization and citizens through focus groups and experts interviews. These focus groups were meant to capture as much representation as possible for both nationally and potential users of the platform.","The potential users of the platform are general public, business, organizations and local governments looking for any kind of Federal Government benefit. Furthermore, it is designed to improve the life of those who have to rely on an intermediary to obtain those benefits. Among the main target public of the “Apoyos de Gobierno” platform are those who are part minority groups that usually experience intersectional discrimination, in addition to difficulties on the access the basic services.","The innovation of “Apoyos Federles” was launched on the 28 of November 2018, and the observed results are still preliminary. However, this platform aims to increase the population applying for a Government Benefit without relying on intermediaries. In this sense, indicators of success are the increase of number of applicants by program and a decrease on the share of applicants that relied on intermediaries.
Currently there is an active campaign on social media for the broadcast and promotion of this innovation. There is also a monthly newsletter for the diffusion of the platform and others topics related to public spending.","The main challenge of the “Apoyos del Gobierno” platform is to reach potential users in places with broad digital gap or low access to the Information and Communication Technologies. These people live in underdeveloped and poor communities and in several cases, they rely heavily on the government supports. However, this limitation is being addressed as a parallel national challenge for warranting digital access to all Mexicans.
Other limitation is that not all Federal programs are integrated on this platform. The reason of the latter is that, because of their budget characteristics, not every program reports ROP, which limits the potential of the platform. In addition, the platform only contains information of the Federal Government programs, so it is necessary that in the near future the platform integrates most Federal Programs and State Government programs.","For starters, the “Apoyos del Gobierno” platform depends on an annually update based on the integration of the ROP of each Federal Program. The continuity of the platform will depend on the assurance of human and financial resources to keep this update. Even though most of the hard work has been already done and, there are still many improvement aspects that need the leadership and vision of Public Servants.","The “Apoyos del Gobierno” platform has not been replicated to address similar problems in Mexico. However, the platform has the right potential to be adopted by Federal Institutions for the promotion of the access and dissemination of information about their own Programs and benefits.
The integration of new and innovative technologies is necessary to deepen the accuracy and personalization of the platform, not only this one but all those potentially developed in the near future.","In weak institutional frameworks, political agents tend to interpret the laws and mandates. The success of any policy depends on how it shapes the behaviour of the population. The main obstacle for the “Apoyos del Gobierno” platform has been the homogenization of the information provided by the ROP. In order to overcome this problem, it was necessary to implement training workshops for public servants on how to report the information of their ROP in the proposed instrument.
Before the workshops, it was also necessary to implement a pilot program in order to collect information on the accuracy of the instrument designed for the preliminary stage of the platform. This instrument consists on a file of instructions as well as an explanation of each column of the report. The instrument allows the creation of a database with unique identifiers for supports and population types. This integration and homogenization of information is a necessary condition for the platform to work properly.
Simultaneously, it was necessary a explore how to conjugate this technology with those already available on the Platform of Fiscal Transparency. For example, The Neurolinguistic Analysis process is made with the CoreNLP tool from Stanford University. It is an open source tool designed in Java language, which allows its incorporation into the Technologies currently in use by SHCP.
Finally, one the biggest limitation of this project is that the platform is not available for all the population. According to the National Institute of Statistic and Geography, by 2017 around 45.4 percent of households in Mexico has a computer and 63.9 percent of the population of six years or more has access to the internet. In other words, there is still a big digital gap to overcome. So, for this platform to success on its goal, it is necessary to increase the digital literacy and, eventually, the closure of the gap.","This innovation is useful for policy makers to design policies that better respond the needs of the people. The standardization of the ROP provide information on what, how, to whom and when the Federal Government is locating its programmable expenditure. With this information it is possible to know the social and economic characteristics of the target population of this Government Benefits and, thus, to create a space for improvements on the redistributive impact of fiscal policy.","a:6:{i:0;s:4:""8407"";i:1;s:4:""8408"";i:2;s:4:""8409"";i:3;s:4:""8410"";i:4;s:4:""8411"";i:5;s:4:""8412"";}",,https://twitter.com/tpresupuestaria/status/1067831738309713920?s=12,,
8433,"AFORTUNADA MENTE® Gamification. A scalable tool that develops financial and socio-emotional capabilities since childhood",https://oecd-opsi.org/innovations/afortunada-mente-gamification-a-scalable-tool-that-develops-financial-and-socio-emotional-capabilities-since-childhood/,,"You Plus",Mexico,other,"a:8:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:7:""housing"";i:4;s:12:""public_admin"";i:5;s:10:""recreation"";i:6;s:7:""science"";i:7;s:28:""Banking (Savings Protection)"";}","AFORTUNADA MENTE® Gamification. A scalable tool that develops financial and socio-emotional capabilities since childhood",http://www.iuplus.mx,2018,"Mexicans' financial capabilities are below the average of G-20 countries, worsening their quality of life: 68% say ""money is for spending"", consequently 65% live from hand to mouth (OCDE, 2017).
AFORTUNADA MENTE is a didactic board game for children, families and entrepreneurs to develop financial and socio-emotional capabilities. It's intuitive, agile and ludic, and promotes personal development and social impact through the game's challenges.","At present, there is virtually no Financial Education in Mexico. At the aggregate level, this impoverishes families and even makes their use subsidies inefficient. Only 8% of schools promote financial education in Mexico and 90% of the financial behaviour is learned at home (OCDE, 2017).
This didactic board game was therefore created to develop children's and adults' financial capabilities through fun. Its playful nature attracts people, disposes them with an open attitude to learn and engages them to continue using the tool in ways that reach an in-depth development. In addition, the game is inserted in a context of a sense of life and socio-emotional development. To play, one needs to say what talents she/he possesses, what they would like to achieve in life and who they would like to help. It also includes challenges in the 5 areas of the person (emotional, mind, body, spirit and will) that help the player to move faster across the board. The main goal is to help people improve their quality of life through the efficient use of their money and the financial system.
This innovation is helping children, young people, entrepreneurs and adults through the different public organisms that deploy the tool. This culminates in the consolidation of family finances, more profitable entrepreneurship, and more stable employees in companies.
In 2019, a pilot was started in a Local Education Secretariat. From its results, a federal law initiative has been presented to teach financial education in every Mexican school. In 2020, a synergy with the Federal Institute for the Protection of Bank Savings was started to reach the banked adults, and with entrepreneurs, SMEs, and business owners through the Secretariat of Sustainable Economic Development.
The board game was firstly created on a pizza box. From the results and families' feedback, some details were improved. It was then presented to the Education Secretariat who implemented a pilot of 100 schools. An evaluation was made with the school directors, and improvements in the matter adaptation were made. From these results the other public organisms, including The Senate, have been in contact to scale the scope of the tool.
As a board game, it doesn’t require investment in teacher training and ensures the genuine transmission of learning, this reduces costs and the risk that teachers (who often are themselves part of this financial ignorance) transmit knowledge poorly.","a:7:{i:0;s:3:""156"";i:1;s:3:""184"";i:2;s:3:""220"";i:3;s:3:""260"";i:4;s:3:""623"";i:5;s:3:""619"";i:6;s:3:""335"";}","It is innovative in content:
1. Personal finance management: economics, finance, investing orientation.
2. Knowledge, skills and attitudes for both children and adults.
3. Skills for the future (IDB): negotiation, creativity and personal relationships.
4. Personal development in 5 areas: mental, physical, emotional, spiritual and behavioural, social impact, leadership.
5. Responsible financial Inclusion.
It is innovative in form by its methodology:
1. Self-taught
2. Ludic
3. Constructivist.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","(1) Pilot completed among 100 schools (50,000) students. Qualitative evaluations available. Bank of America will deploy a formal evaluation. Pilot also implemented at massive events such as The National Financial Education Week.
(2) Feb 2020: a Federal Law has been presented to include financial education in all schools through this didactic tool which also develops socio-emotional skills.
(3) Project Evaluation by the Economic Development Secretariat. Implementation in business incubators.
(4) Design of didactic tools for the Federal Institute for the Protection of Bank Savings.","
- Families: validated and spread from mouth to mouth the tool for schools, libraries, radio show programs, and events.
- The National Commission for the Defense of Users of Financial Services: sponsored a spot at the National Financial Education event (117,000 people), Mr. Gabriel Espinoza: 200.000 children. Mr. Froylan Salas: promoted at a 6M people event. Mrs. Alejandra Reynoso presented as a Law Initiative at the Senate (21M children), and Mr. Vicente (37M bank users)
-Bank of America, HEC, Babson, ABM
","(1) students and families improved their quality of life, increasing their income by launching small businesses, finding a friendly tool to develop socio-emotional skills and reinforce family life. Sold nationally through Amazon and libraries.
(2) Mr. G. Espinoza, Mrs. Reynoso, Mr. F. Salas, and Mr. V. Vargas increased the range and depth of financial and socio-emotional formation for children, families, entrepreneurs and enterprises. School communities improved their coexistence and income level.","Validations were run around the diverse areas of the business model, mainly the value proposition. The results have been:
Market validation:
- Organic marketing from mouth to mouth. Sales up to 60,000USD.
- Amazon’s Choice insignia.
- Worldwide People’s Choice Award at The international Business Learning Games Competition '19.
Experts’ evaluations Worldwide (Winners)
- Social Business Creation Competition, HEC Montreal, '18. (R1-Top1, R2-Top1, R3-Top 5)
- Startup Jumpstart Competition, Babson College '18.
- Lean Startups Mexico '18 Competition.
- Ludic, Pedagogical and Business Assessment by The Business Excellence Institute, '19.
Qualitative Evaluation of the strategy implemented in government:
- High school students and parents run a business spontaneously. Rural and disable students became familiar with the topic.
- ESD Secretary requested the tool to train SMEs.
Potentially:
- Law Initiative involving 21M children
- 37 bank users","'- Challenges (and responses): 1st investment and 1st entrepreneurship (training heavily); wrong partners at the beginning (set clear intentions and plans, and separate them from the project); no partners (look up for advice and be critic) and no funds (work on other economic activities, ask for some money to friends and family); unreliable mentor (training through other tools and looking up for reliable ones); share time with other economic activities to raise money (work on the system to sell the game, e.g. Amazon); not enough money to hire an efficient and professional team (learn to do it alone in low quality, and sometimes hire low quality suppliers).
- Failures (and responses): Inexperience in the cyclicity of the product for sales (learning the cyclicity for this new year and planning with this). First investment stayed on stock almost for 8 months without cash-flow (working and selling as much as possible).","1. Professional team to deliver the activity to families and children. Evaluators.
2. To train the teachers that will deliver the tool with children. To program the implementation of the tool with the children or families and measure the change of behaviour: social and financial, evaluate teachers, schools and other groups of application.
3. To rely on the existing and functioning structure of government in education for teacher training and implementation of the tool.
4. Interdisciplinary team to develop innovative tools. Financial resources: make more scalable sales or receive funds from organisations.
5. Values and motivations: Conviction of generating a social impact above the business interests only; integrity to give and receive training and implement and evaluate the activity; Urgency to reach a greater number of children and families; Insatiable thirst for constant innovation; Perseverance despite difficulties and failures; Authenticity to live what is taught.","MAPI is an Organisation that connects farmers and manufacturers with final consumers. They have applied the tool during a financial education workshop with them, bringing participants to change their economic activities and behaviour, and improving their well-being in just 2 months.
Mary Kay, the largest women's marketing network in Mexico has asked to adapt the tool to their business language and train their sellers to improve their financial behaviour.
Scotiabank has asked the project's creator to develop financial education content for them.
Enterprises have acquired the tool to train their employees.
Another Senator asked to develop a game to promote Peace for children and communities.
A Mexican board games factory has gotten in touch to produce to help them reduce production costs and add this game to their delivery channels.","1. Train yourself all day: personal, economical, professional and entrepreneurial.
2. Meet people, learn from them, ask questions, share with them, but take care or the information you reveal. Always be critical, listen to advice and be responsible of your own decisions.
3. Work on your passions. Always think about final users. Share with them as much as possible. Work hard but take care of yourself.
4. Set limits, when necessary.
5. Be authentic.
6. Money (and power) is necessary. Join the people who manage it to deploy a social impact.
7. Working for Social impact fulfils life but it's better if you're sustainable.
8. Do it.",,"a:4:{i:0;s:4:""8431"";i:1;s:4:""8430"";i:2;s:4:""8432"";i:3;s:4:""8429"";}",,https://www.youtube.com/watch?v=o4JcE5DgcgM&feature=youtu.be,https://youtu.be/jC_CG8M3hxM,https://www.youtube.com/watch?v=m0nBlllq_tc
8493,"Not by Accident but by (Intelligent) Design: Reducing Fatalities on NH 4 in Kolhapur",https://oecd-opsi.org/innovations/8493/,,"Swaniti Initiative",India,local,"a:1:{i:0;s:11:""information"";}","Not by Accident but by (Intelligent) Design: Reducing Fatalities on NH 4 in Kolhapur",,2017,"Swaniti Initiative has undertaken a data and technology driven project that has reduced the number of accidents and fatalities on National Highway 4. The idea leverages data analytics and technology tools to identify patterns and trends in accidents so as to prepare a mitigation strategy using the resources at the disposal of the district police.","In August 2016, Swaniti Initiative in collaboration with Centre for Catalyzing Change (C3) had launched a mobile based application to help the Members of Parliament oversee the maternal health related indicators in their constituency. During the discussion with the MPs post launch, the MP from Kolhapur suggested that we visit his constituency and explore the possibility of launching a data-driven governance initiative in the district in collaboration with the district administration.
Accordingly, in September, a team of two Associates from Swaniti visited Kolhapur and interacted with multiple officials. As part of the meetings, we also met Mr. Harssh Poddar, the Deputy Superintendent of Police (DSP) of Karveer sub-division in the district. As he was explaining to us the concept of a SMART i.e. Strict and Sensitive, Modern and Mobile, Alert and Accountable, Reliable and Responsive, Techno savvy and Trained Force launched by the Ministry of Home Affairs of the Government of India, a constable came rushing in and informed him about an accident on the National Highway 4.
Harssh asked us if we would like to join him and we responded in the affirmative! As we reached the site of the accident, Harssh informed us that 46 kms of the busy NH4, which connected the important economic centers of Thane and Chennai, passes through the district. It is important to highlight that per a survey conducted by the Ministry of Road Transport and Highways, a total of 726 black hotspots or accident prone areas had been identified across the country. The NH4, which accounts for one percent of the total national highways network in the country alone accounted for approximately four percent of the identified black hotspots. As we started discussing the accidents on the stretch, it became clear that the police administration had a lot of data but the same was being maintained manually using pen and paper and more importantly, the data was not being used to study trends, find patterns and as a result, was not being leveraged for decision making!
The next day, during another round of discussion with Harssh, he proposed that we work on this very issue itself and he would provide us all the necessary support in terms of access to data, access to documents and existing accident reporting frameworks as well as depute a couple of officers to help us in conducting our study. We got started and over the next month, undertook a 3 step process comprising of identifying hotspots under each police station in the district using empirical assessment, conducting a drone based inspection of the identified hotspots and designing solutions based on the inferences from the previous two steps. The objective was to leverage the existing data with the Police and use technology and analytics tools to draw insights, which could help in designing a customized mitigation plan aimed at reducing the number of accidents and associated fatalities under specific police stations in the district. Moreover, Harssh also wanted to pilot this initiative in the district so that if this model is successful, it could be scaled up across the entire state. This was very important because, in the year 2015, Maharashtra had witnessed the second highest proportion of road accidents. In addition, it had the third highest percentage of people killed during accidents. The number of road accidents on the 16 NHs in the state increased from 10788 (2014) to 10839 (2015), while the number of people who were killed in these accidents increased from 3577 (2014) to 3789 (2015).
Therefore, four months later, when we finally rolled out a mitigation plan focused on active coordination between different stakeholders, planned patrols at specific time intervals and identified hotspots, it was a big step towards using data for drawing insights and reducing the loss of human lives in road accidents.","a:1:{i:0;s:3:""194"";}","This innovation is aimed at introducing smart policing measures in highway patrolling and it is unique in the sense that it uses data analytics and technology tools to decipher the existing situation. Let us illustrate that using a simple example. The team used its spatial analytics tools to map and analyze public locations such as restaurants, hospitals, ATMs, residential areas and other similar areas against the details of past accidents on the NH4. This helped us make projections, which were important in order to identify the most common accident hotspots. Not just this, we used the data insights to create a patrolling schedule to be followed by the constables. We also traced the path that a patrol vehicle should take in order to be at a hotspot when it sees the maximum number of accidents. All of this is indicative of a major break from the established status quo.",,"Using the available data, we developed a new format elicit vital information regarding accidents from the five police stations overseeing the highway. This form comprised of the following metrics:
1. Sections of the Indian Penal Code and the Motor Vehicles Act, 1988 that were invoked
2. Number of fatalities and number of people who sustained serious injuries
3. Location of the accident (with the landmark)
4. Time of the accident
5. Parties (pedestrian and type of vehicles) involved
Of course, due to the lack of digital housekeeping of data, the first phase of the project focused on digital data conversion. This exercise comprised of trawling handwritten logs of road accident related complaints, injuries and fatalities, and extracting information about the location and timing of accidents, the type of vehicles involved and the penal sections invoked.
Let us be very honest and say that this was the most difficult phase of the project because while there was a lot of data, it was in different formats, disaggregated and unstructured. Next, the data analysis phase was initiated with the deduction of hot-spots – places with repeated occurrences of fatal and serious accidents, based on the data that was available but never utilized and processed to arrive at meaningful insights.
In addition, surveying of the NH-4 stretch passing through the district was done to know of the infrastructural defects, which would be crucial to the correlation of trends in accidents observed. This included checking for the adequacy of signposts. Photographs were clicked and landmarks common to the hotspots (like petrol pumps, restaurants, and junctions) were paid special attention. The team members also had access to GIS data and were able to capture relevant details through the same. Based onthe geo-analysis conducted through GIS data captured to determine hotspots, a patrolling schedule was devised for the constables and the patrol vehicles bearing in mind the temporal vulnerabilities of the hotspots. The timebased analysis of the accidents yielded that majority (78%) of the accidents occurred between 10:30 AM – 8:30 PM, with 45% of them between 2:30 - 5:30 PM.
These details were used to construct an efficient patrolling schedule with a revived focus on better vigilance and human resource support during the hotspot time slots. Vehicular analysis revealed that 56% of the accidents involved a 2W-4W pair, suggesting either over-speeding of the 4W or violation of lane rules by the 2W. The over-speeding insight of 4W vehicles was supported by the preponderance of skidding cases recorded by the same vehicle type. Regarding pedestrians, the data analysis confirmed the worst fears that 96% of cases involving pedestrians led to a fatality. Therefore, based on the analysis of the obtained data, there were some incisive insights generated that could be transformed into actionable inputs for the police to work upon. A dossier was prepared for each hot-spot. It contained information about the timeperiod when maximum accidents occur, the most prevalent vehicular combination involved during collisions and the efficacy of the sections invoked in deterring misdemeanors in the future.","For this project, we collaborated with the Deputy Superintendent of Police Harssh Poddar, who was the nodal authority for this innovation. Harssh ensured coordination and support from all the different stakeholders involved in this project i.e. National Highway of India officials, who were responsible for upkeep and maintenance of the highway stretch, the Maharashtra Highway Road Development Corporation which looks at roadside amenities, and the Maharashtra Highway State Police apart from the police officers. For instance, we photographed the infrastructural defects visible during our tours and a report containing the drawbacks was submitted to the deputy engineer of Maharashtra Highway Road Development Corporation, which has already started taking action on the specific points. Therefore, we were able to get the support from all the concerned stakeholders. Without this collaboration, the innovation would have suffered because the mitigation strategy focuses on the coordinated effort from all the concerned stakeholders.","The police officials helped us understand the data, fill up the data forms we had prepared as well as explain the local context and situation for a qualitative analysis. Because of the coordination between different stakeholders, as described in the previous response, there has been an increased onus on information sharing and proper planning. Even among the police stations, there is better coordination as borne by the fact that today there is a patrol squad comprising of policemen from all the 5 police stations. Also, let us provide a very specific example to illustrate the coordination. In our dossier prepared for each hot-spot, we had specified how under the Gokul Shirgaon (GS) police station, at milestone 601/00 there was a need for a rumble strip near the hotel to prevent overspeeding vehicles. Today, the Maharashtra Highway Road Development Corporationhas constructed the rumble strip. Moreover, given that 42.6% of all accidents in GS led to a fatality, there was an increased focus on providing ambulance support by NHAI.","A highway patrol squad comprising of eight constables (from the five police stations) and helmed by an Assistant Sub-Inspector of Police was constituted. Interviews and orientation sessions for the constables were conducted. The timings for manual supervision by the constables have been deduced by accounting for susceptibility of a hotspot at any given time. Utmost consideration has been given to ensure coordination between the three agencies; the highway squad, the NHAI patrolmen, and the State HSP personnel while surveying the highway.
The exercise has borne fruits, for the number of accidents and fatalities have both reduced by double digit percentage points in the first month itself. In particular, as a result of targeted patrolling, highway accidents have reduced by 40% in 4 months. Constant feedback is being obtained from the squad’s supervisor and further refinements are being pursued. Using the feedback, the team is regularly working on refining the mitigation strategy. For instance, upon interacting with the highway patrol squad to get their inputs and feedback and also understand their experience pertaining to the application of the Motor Vehicles Act, 1988, we discovered that the provisions penalizing overspeeding and drunken driving couldn’t be applied due to the paucity of odometers (speed measuring devices) and breathalyzers. Based on this finding, the Police was advised to procure the necessary equipment for mitigating road accidents and fatalities. The remedial measures are underway. In order to tend to the injured party in the aftermath of an accident the constables responsible for manning the highways are also undergoing an extensive training on administering first-aid to the aggrieved in tie-up with the local hospitals.","The pace of reforms in the policing system is very slow. What compounds the problem is the apprehension of the lower level officer towards usage of data and technology. In Kolhapur, officials at the lower level (who handle most of the data collection) were unwilling to cooperate with us. We employ a bottoms-up approach in all our programs, however, official engagement with them was not working. Hence we engaged with them in an informal setting to ascertain the reasons behind their unwillingness. We realized that the officers suffered from inadequate information about both data collection and analysis. They had been handed this work but not explained the role of data and technology in administrative systems. We decided to create awareness amongst them. Consequently, we conducted sessions focused on explaining the role of data and its advantages. There was a significant improvement in their reaction as they slowly came to appreciate their role in the project.","Data analytics, technology, policy analysis and problem-solving are the core skill set of the team. While we utilized all four tools for the project, two crucial components were also required. The first one was perseverance of the team when confronted with unexpected tasks. For example, we had to convert the hard copies of data into a digital format. The conversion to digital data required long hours of manual work, without which no analysis could have been made. A supporting hand was lent to us through Harssh. He ensured that he uses his position for the best outcome of the project. Through his efforts, the sustainability of the project was guaranteed. As we submitted our recommendations, he ensured proper implementation of patrolling, administrative and other infrastructural solutions. As a result of targeted patrolling, highway accidents reduced by 40% in 4 months. Hence the beauty of the project lay in the commitment of both parties.","The innovation is extremely simple and scalable. All police stations can start with the digital data conversion process, which also happens to be the biggest challenge. This innovation can be rolled out at all the 726 hotspots identified by the MORTH and moreover, data and technology tools leveraged to identify patterns and trends in order to come up with customized patrolling schedules and other mitigation measures. Only then can the country really have a SMART Police force and more importantly, reduce the number of accidents and associated loss of lives.","We were excited as well as apprehensive about the concerned project as this was the first time we were working with the security forces. Our approach while working on other projects relies on acquiring a combination of both macro and micro pictures. However, a macro picture is not suitable for accident analysis as the causality lies mostly in the micro picture. As we worked with officers on day to day basis, we understood the compulsions which they have to operate under. A critical learning picked up, was the absolute specificity with which, each task has to be carried out. As resources are scarce and the mandate of security is huge, man hours cannot be wasted on unsuccessful/ imprecise task completion. For example, while analyzing the data it was incredibly important to note down the exact time of accidents as traffic movements are dependent on a host of local factors. Concentrating on the time of the accidents helped us to assess the causality of most of them.",,,,,,
8506,"Kanyashree Prakalpa",https://oecd-opsi.org/innovations/8506/,,"National Informatics Center WBSC Ministry of Electronics & Information Technology Govt of India",India,central,"a:2:{i:0;s:9:""education"";i:1;s:12:""public_order"";}","Kanyashree Prakalpa",http://www.wbkanyashree.gov.in,2013,"“Kanyashree Prakalpa” (Kanya means daughter, Shree means prosperity) is a unique end-to-end ICT driven Conditional Cash Transfer programme- aims at improving lives of millions of adolescent girls having poor socioeconomic background through Educational, Social, Financial & Digital Empowerment. It has so far changed lives of 4.2 mn adolescent Girls in 4 years.","Each day, marriage of girls below the age of 18 affects more than 41,000 girls globally. Almost half the world’s child brides live in South Asia. While India ranks as 12th in international rankings, in absolute terms the country has the highest number of child brides in the world. (UNICEF, 2014). Situation in West Bengal, one of the most populous states in India, child marriage continues to be a norm even a decade after India enacted the Prohibition of Child Marriage Act of 2006. The state has an adolescent female population of 6.1 million (Census 2011), and ranked fifth highest in the country when it came to the prevalence of child marriage, with almost every second girl a child bride (54.7%).
Although surveys show that there is a downward trend in prevalence over the last few decades, the decline is very slow and has a grossly negative impact on development. Once, Prevention of Child Marriage Act (PCMA) 2006 enacted, the Dept of Women Development and Social Welfare and Child Development (DWCD), Govt of West Bengal saturated the state with anti-child marriage campaigns spreading the message of prevention, and endorsing enforcement of the law and its penal provisions for adults aiding and abetting child marriage. However, it quickly became evident that legal prohibition and social messaging are largely ineffective in addressing child marriage. For one, India’s multiplicity of formal and religious laws complicates the issue of what constitutes the ‘appropriate’ age of marriage for girls. Secondly, discriminatory attitudes towards the girl child, socio-cultural norms and poverty combine to perpetuate child marriages in West Bengal.
Under this circumstances, Govt of West Bengal, India, launched “Kanyashree Prakalpa” in October, 2013. Recent study reports of World Bank also corroborate the rationale of “Kanyashree” as it predicted the economic cost of child marriage is pretty high & globally, by 2030, gains in well-being for populations from lower population growth could reach more than $500 billion annually.
The core objectives of Kanyashree Programme are simple and focused- it aims to ensure that girls stay in school and delay their marriages till at least age 18. It uses a social safety net mechanism that has shown a high degree of success in transforming the lives of children and adolescents in several countries in the world. It has two conditional cash transfer (CCT) components:
I. The first is an annual incentive of INR 750/- to the girls in the age group 13 to 18 years (studying in Class VIII equivalent or above) for every year that they remained in education, provided they are unmarried at the time.
II. The second is a One-Time Grant of INR 25,000/-, to be paid after a girl turns 18 but before she reaches age 19, provided that she is engaged in an academic or vocational pursuit and is unmarried at that time. The term ‘education’ encompasses secondary and higher secondary education, as well as the various vocational, technical and sports courses available for this age group. Given that children from socioeconomically disadvantaged families are more vulnerable to child marriage, the programme is open only to girls from families whose annual income is INR 1,20,000/- or less. For girls with special needs, orphans and girls in Children’s Homes the income criterion is waived. Girls with special needs, but in a class below class VIII, are also eligible for the annual scholarship.
To reinforce the positive impact of increased education and delayed marriages, the programme also works to enhance the social power and self-esteem of girls through a targeted behaviour change communication strategy including adolescent-friendly approaches like events, competitions and Kanyashree clubs, and the endorsement by strong women figures as role models to promote social and psychological empowerment.
The service delivery under Kanyashree has been mandated to be completed within a stipulated time period under West Bengal Right To Public Services Act. Because of the Scheme’s goal of empowerment of girls through eradication of child marriage and promotion of education for girls, it directly contributes to Sustainable Development Goals (SDG) 1, 3, 4, 5, 8 and 10. E-Governance, convergence and partnerships in implementation contribute to SDG 9, 16 and 17. The impact of the Scheme is proposed to be further strengthened through the scheme’s graduation strategy, which is being designed to ensure stronger inclusion of out-of-school adolescent girls in the Kanyashree CCT component, career counseling and financial literacy programs, parental counseling, and facilitation of beneficiaries’ transition from secondary to tertiary education so that they may graduate into sustainable livelihoods and employment.","a:5:{i:0;s:3:""156"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""617"";i:4;s:3:""335"";}","Kanyashree Prakalpa has a unique scheme design: the Kanyashree scheme is a model Conditional Cash Transfer (CCT) Scheme which was designed keeping in mind operational issues like, appropriate targeting of beneficiaries & direct benefit transfer. The World Bank also advocated effectiveness of CCTs in Indian context.
Unique Strategy: Kanyashree aims at achieving its goals by:
- Incentivizing them to continue in education for a longer period of time, and complete secondary or higher secondary education, or equivalent in technical or vocational steams
- Disincentivising marriage till at least the age of 18, the legal age of marriage, thereby reducing the risks of early pregnancies, associated risks of maternal and child mortality, and other debilitating health conditions, including those of malnutrition.
- Setting the foundation of their financial inclusion through direct bank transfers in their names
- Linking adolescent girls to other benefits and opportunities through convergence.
","a:1:{i:0;s:14:""implementation"";}","Presently, the programme is being operated through 15,826 no of Institutions across the State. So far, 9.4 million applications received and 9.0 million applications sanctioned for Cash Transfer. Around 4.2 million Girls are benefited in a span of 4 years. Approximately, INR 41.25 billion have been disbursed in the form of Direct Benefit Transfer.","Convergence partner departments are: Finance, School Education, Higher Education, Tech Education, and Minority, Health & Family Welfare, Sports, Youth, Mass Edu and Information and Cultural Affairs promote and support the programme in their own domains, and are an integral part of Monitoring Committees at state & district levels b) Technology Partner: The NIC, Min of Electronics & IT, is the technology partner & responsible for the setting up of the e-governance mechanism of the programme.","Development and Social Welfare and Child Development (DWCD), Govt of West Bengal gave final shape to Kanyashree Prakalpa after detailed study of evaluations of initiatives across India and elsewhere, and through intensive consultations with appropriate stakeholders, including adolescent girls.","The Scheme has enrolled almost 4.2 million girls aged 13 – 19 years since October 2013. Of these girls, approximately 1.2 million have achieved this goal. Each of these girls has a bank account in her name, and over 9.0 mn cash transfers have been disbursed since the scheme’s inception.
Government data reports that while the average annual drop-out rate in upper-primary schools has reduced from 5.93% in 2012-13 to 5.53% in 2014-15 for boys; for girls the figures drop from 3.47% in 2012-13 to 2.87% in 2014-15 (UDISE). An independent assessment conducted by Pratichi Institute, India shows that the enrolment of girls between the ages of 13 and 18 years has shown an overall growth of 11% points from 79.8% (Kanyashree Baseline, 2014) to 91.4% (Pratichi Assessment, 2016). Significantly, for the single year ages of 16, 17 and 18, the improvement in enrolment in rural areas is higher than in urban areas.","The main challenge in implementing Kanyashree has been to ensure that each of the scheme’s approximately 4.15 million beneficiaries, their families and communities, stakeholders in 16,000 and more educational institutions, and local, district and state-level administration remain focused on the key purpose of the scheme: prevention of child marriage; and that all steps taken, when dealing with associated issues, have positive messaging. Although focusing on the poorest of the poor, being associated with Kanyashree has become a matter of prestige; and this has been ensured by a) Political support of the highest order b) Continual and consistent public and media attention on the empowerment of girls c) Ensuring that all administrative personnel are provided regular high-quality capacity building to ensure consistency of implementation and public advocacy.","Kanyashree Prakalpa is a flagship scheme of the Government of West Bengal, and is entirely state-government funded. Political ownership and leadership from the top and a huge response from girls has made the scheme vibrant and sustainable. The scheme is backed by committed political support, with the Chief Minister of West Bengal personally endorsing the scheme’s focus on empowerment of girls, and providing timely inputs into the scheme, including designing the scheme’s logo, naming the scheme, assuring its financial sustainability and ensuring that due attention is directed to the scheme and its concerns though public appearances on Kanyashree day.","Scalability & Replicability: The technical architecture of Kanyashree Online 5.0 is a very robust and scalable one. It is based on Open Standards and relevant national master directories have been used while designing the system which has enabled it to be very easily replicable across the country. It follows the national e-gov standards as well to ensure easy replicability. Financial Sustainability: The huge response from the bottom-up, and the leadership and commitment from the top has made the scheme vibrant and sustainable, and the Government of West Bengal looks on the costs incurred as an investment in the education of adolescent girls. Kanyashree has generated great enthusiasm and ownership at the grassroots level. Because of the manner in which the scheme is being portrayed by the government, being a “Kanyashree Girl” has become a matter of pride, of entitlement, and of identity.","Leadership & endorsement at the top, here the Chief Minister, is the key success factor for such programmes! The experience of designing and implementing the scheme emphasizes the need for public servants to be crystal clear about the situation they are attempting to address, the objectives of their initiatives and how they are to be implemented and measured. By targeting a core developmental concern – child marriage of adolescent girls - and using it to address the various needs of the population concerned - education, health, nutrition, physical and psychological development, sexual and reproductive health, life & employable skills – it brings all relevant government departments on one platform and allows for a holistic development for this vulnerable population. Another instance of responsiveness is the fast-tracking of the development of Kanyashree’s egovernance mechanism, Kanyashree Online- wbkanyashree.gov.in, which has moved from transactional to transformational e-governance.","The scheme’s design and e-governance mechanisms have been recognized as best practices in India and internationally, and have won several prestigious awards. These are:
• Winner, United Nations Public Service Awards 2017 (Category 1: Reaching the poorest and most vulnerable through inclusive services and participation)
• Finalist in GEMTech Awards 2016 hosted by UNWOMEN & ITU
• United Nations WSIS Prize 2016 Champion in e- Government Category (WSIS Action Line C7) • CSI-Nihilent Award for e-governance, 2014-15
• Skoch Winner Award and Order of Merit 2015 for Smart Governance
• National E-governance Award 2014 – 2015 awarded by the Department of Administrative Reforms and Public Grievances, Government of India
• Manthan Award for Digital Inclusion for Development (South Asia and Asia Pacific) 2014 under the category E-Women and Empowerment
• West Bengal Chief Minister’s Award for Empowerment of Girls, 2014",,,,,
8509,"Outreach Services: Empowering Persons With Intellectual Disabilities in Their Community",https://oecd-opsi.org/innovations/8509/,,"Ministry of Administrative and Bureaucratic Reform, Republic of Indonesia",Indonesia,central,"a:1:{i:0;s:12:""public_admin"";}","Outreach Services: Empowering Persons With Intellectual Disabilities in Their Community",https://kampungpeduli.com/,2010,"The programme “Outreach Services: Empowering Persons with Intellectual Disabilities in Their Community” empowers persons with disabilities in order to gain independence and encourage the realization of an inclusive social environment that is friendly and caring towards the people with disabilities. It takes a family and community-based social-service model, and the inclusiveness of the innovation also avoids the separation the beneficiaries from their family and community.
Compared to institutionalising these people, the beneficiaries of this innovative program are much greater in number. The traditional model can only serve up to 150 people in 3 to 4 years, but through this innovation, more than 500 persons with intellectual disabilities can be served each year.","The great population of persons with intellectual disabilities in Indonesia is not accompanied by the adequate number of social service organization. Consequently, many of the persons with intellectual disabilities have never received any services required for their developmental needs. For a reference, data from the 2012 National Social- Economic Survey indicated that from a total of 6,008,640 persons with intellectual disabilities in Indonesia, only 231,725 people or 3.85% had received the needed services.
At the National Centre of Social Rehabilitation for Persons with Intellectual Disabilities (BBRSBG Kartini Temanggung), the average number of people who register for services annually is 80, but only 40 people or 50% of them can be accepted as service beneficiaries due to the limited capacity of the centre that can only serve up to 150 persons with intellectual disabilities with a period of 3 to 4 years of social rehabilitation. Based on this problem, the initiative of developing a social-service model that can reach more beneficiaries who really need the services becomes absolutely necessary.
In 2010, BBRSBG Kartini Temanggung launched one innovative program namely “Outreach Services: Empowering Persons with Intellectual Disabilities in Their Community”. This innovation is a systematic effort in providing non-institutional-based services for persons with intellectual disabilities in the community who lack access to those services in order to reduce inequality in service provision. In other word, the program is based on family and community-service model. The family and community-based outreach services are oriented towards empowerment of persons with intellectual disabilities who are vulnerable, underdeveloped, and economically disadvantaged. These services are implemented through Family-Based Social Rehabilitation (FBSR) and Community-Based Social Rehabilitation namely “Kampung Peduli” (lit. Caring Village).
FBSR is social rehabilitation implemented in the family environment by involving volunteers or participants as community cadres. The cadres are trained to guide, train, and accompany family members of the persons with intellectual disabilities. “Kampung Peduli” is implemented in a village with a large number of persons with intellectual disabilities (more than 10 people) which are perceived as a social problem. This model aims to realize a self-supporting community that can help develop the ability of the persons with intellectual disabilities in doing activity of daily life and practicing some work skills by taking the most advantage of the local potentials and local wisdoms.
In order to support the sustainability of both the family-based and community based services, it is necessary to build cooperation involving various stakeholders, such as the local government and private institutions. The local government at regency level takes the role as facilitators and is responsible for follow-up program services. The private institutions such as company and business units distribute their CSR program to support the selling and marketing of goods made by the beneficiaries. The innovative program has positive impacts in building the independence of the beneficiaries as the vulnerable groups, families, and community members. The evaluation indicated that that 90.06 percent of FBSR and “Kampung Peduli” beneficiaries were successful performing daily activities and developing economically productive skills and activities. It also showed that 77.11% of the business conducted by the beneficiaries could develop and raise incomes and 41% of the beneficiaries who participated in the workshop had their own savings. Furthermore, the number of intellectually disabled people who get served from year to year increased significantly, from 150 people/3-4 years before the outreach services to 280 people/year in 2010; 305 people/year in 2011; 445 people/year in 2012; 445 people/year in 2013; 477 people/year in 2014; and 599 people/year in 2015, and to 674 in 2016.","a:4:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""234"";}","The Outreach Services innovative program include:
a. Participatory Service Approach. This innovation applies the participatory approach. The activities are carried out in, by, and involving the active participation of the family and the community members through the community’s Self-Help Group (SHG) as the medium. The active participation is manifested in roles that are not limited to being the service beneficiaries, but also the active roles of endeavouring, assessing, and maintaining the achievements. The initiative of outreach services implemented together with the family, volunteers, community cadres/mentors, and Self-Help Groups (SHGs) is also an effective alternative service to solve the gap in service provision.
b. Empowerment-oriented services. In the service, the community and family members learn about problem-solving and how to empower their members with intellectual disabilities. The family and volunteers are given specific information regarding the problems encountered by persons with intellectual disabilities. They are also mentored and trained on how to empower the beneficiaries in order to be independent.
c. Effective and Efficient. FBSR and “Kampung Peduli” programs are able to provide inclusive services for more persons with intellectual disabilities, with a lower cost of service per individual and more actual results. It also requires flexible hours or time of the service activities, adjusted to the time availability of the family, public servants, the Self-Help Groups (SHGs) executive committee, community cadres/mentors, and community members. In terms of public services, the service administration has also been more effective and efficient. The community members who previously had difficulties in accessing the services, can now get served for their needs.
d. More Benefits. FBSR and “Kampung Peduli” programs are not only targeted at persons with intellectual disabilities, but also can be integrated with the services for people with other disabilities or social problems.","a:1:{i:0;s:9:""diffusing"";}","From 2014-2016, FBSR and “Kampung Peduli” programs have been implemented in 13 regencies with more than 60 villages and have successfully served 1,539 persons with intellectual disabilities and produced significant output and impacts.
FBSR and “Kampung Peduli” programs are implemented based on community’s needs and carried out by the community by taking the most advantage of the local potentials, so that financially, socially, and culturally, the programs are supported by the community.
Our institution has established FBSR and “Kampung Peduli” as social service programs and included the programs in the annual strategic plan and work plan, so that the programs will be implemented sustainably, regardless of the possible change in the management or leadership,
FBSR and “Kampung Peduli” programs are implemented with a simple, applicable, and lower cost method; hence, it does not require large infrastructure such as large buildings and expensive equipment compared to the institutional-based services in a social centre.
“Kampung Peduli” does not require a large number of government employee or civil servants because it involves the community, so that with the existing civil servants, the program still runs well.","a. Indonesia Ministry of Social Affairs as the main/parent institution that formulates the policies related to the implementation and development of social service programs.
b. BBRSBG Kartini Temanggung as the initiator that organizes the activities, including planning, implementation, and controlling of the service programs and administration.
c. Self-Help Groups (SHGs) plays the role as a medium of community participation, the centre for the beneficiaries, as well as the actor that provide the program or services.
d. Community cadres/mentor/social workers plays the role of field service providers.
e. Local government institutions at regency level takes the role as facilitators and responsibility of follow-up program services.
f. The prominent figures of the community as the supporters and motivators.
g. Business units/private companies that distribute their CSR to support the selling and marketing of goods made by the beneficiaries.","The users, stakeholders, and partners are involved in various aspects. The cadre or volunteer takes the roles as educator, supervisor, and instructor for their family members or the beneficiaries. They come from the surrounding community, so there is an emotional closeness. This proximity makes it easier to communicate with the beneficiaries, thus the program implementation works more effective and efficient.
The other community members participate in providing infrastructure such as village building and community residence. They also support the program by encouraging awareness and motivating the beneficiaries, families and the community. They also encouraged the people to buy products made by the beneficiaries. The local government, the university, and the private company also support the program by providing vocational training, financial assistance, business networking and products promotion. They also assist an independent evaluation for the program improvement in the future.","The innovation has positive impacts for the independence of the beneficiaries as the vulnerable groups, families, and community members. The positive impacts of the program are described as follows: firstly, there was a significant increase in the number of the beneficiaries, from 150 people/3-4 years before the program to 280 people/year in 2010; 305 people/year in 2011; 445 people/year in 2012; 445 people/year in 2013; 477 people/year in 2014; and 599 people/year in 2015, and to 674 in 2016.
Secondly, before the program, many beneficiaries were unproductive, but after the program implementation, the majority of them could do daily living activities and do productive activities such as sheep farming and earn income. Furthermore, the parents or families become able to guide the beneficiaries independently as well as develop their empowerment skills. The community members also have now been able to independently implement guidance for daily living activities and vocational training.
Thirdly, based on the current evaluation, 77.11% of the business conducted by the beneficiaries could develop and raise incomes and 41% of the beneficiaries who participated in the workshop had their own savings. This result was equipped by forming and developing workshops (Self-Help Groups/SHGs) for the beneficiaries that managed by the community to produce marketable goods and crafts. For example, “Sambung Roso” SHG in Simbatan Village, Magetan Regency has established a centre for doormat and splash batik production.
Fourthly, the community stigma for the persons with intellectual disabilities as people who have no potentials (idiotic) is increasingly eliminated after seeing the proof that with intensive training the beneficiaries can do productive activities/work. Finally, in terms of public services, the service administration has been more effective and efficient. The community members who previously had difficulties in accessing the services, can now get served for their needs.","Four main obstacles encountered during the process, firstly, data of persons with disabilities (by name/address) in a region are often inaccurate due to the lack of community understanding about the criteria/characteristics of future beneficiaries. This problem was solved by social mapping to determine the priority services location. Secondly, the provision of building for the activity centre is expensive. This obstacle was solved by collaborating with community leaders to be able to utilize the village building as well as encouraging community’s participation to construct a centre independently. Thirdly, the majority of volunteers had limited time to be involved intensively. This problem was solved by making flexible activity hours, adjusted to their time availability. Finally, the marketing of products made by the beneficiaries is relatively difficult due to tight competition. This problem was solved by building cooperation with private company in selling and marketing the goods.","The success of our innovation is required simple and applicable conditions. The program is implemented with a simple, applicable, and lower cost methods; hence, it does not require large infrastructure such as large buildings and expensive equipment, compared to the institutional-based services. The innovation is implemented based on community’s needs, resulting in a great support from the community in terms of financial, social and cultural aspects. This condition drives them to provide the infrastructure such as offices building of local villages and community residences. They also initiated to build a vocational workshop for the beneficiaries independently with their own financial participation. Furthermore, the involvement of various stakeholders is also needed to guarantee the sustainability of the program. For example, the collaboration with the business or private company is crucial in supporting the selling and marketing of goods produced by the beneficiaries.","The innovation is a sustainable program which is open to be applied and developed in other regions, both nationally and internationally. The rationales are described as follows: firstly, the program is implemented based on community’s needs and by the community by taking the most advantage of the local potentials, so that financially, socially, and culturally, the programs are supported by the community. Secondly, BBRSBG Kartini Temanggung has established FBSR (Family-Based Social Rehabilitation) and “Kampung Peduli” (lit. Caring Village) as social service programs and included the programs in the annual strategic plans and work plans, so that the programs will be implemented sustainably, regardless of the possible change in the management or leadership. Finally, the program does not require a large number of government employees because it involves the community, so that the government social organisations with existing civil servants can implement the model.","Several lessons that can be learned from the innovation, firstly, the innovation based on non-institutional approach reaches more beneficiaries. Secondly, the innovation is more efficient and effective such as more output, lower cost and more optimal results. The institution-based service requires a cost of ±US$ 1,100 per person annually, while non-institutional based services only require a cost of US$ 300 per person annually. Thirdly, the innovation is more appropriate for the conditions and local potentials of the community in terms of getting solutions closer to the source of problems. Fourthly, the local community’s initiatives and creativity can be developed in order to jointly take responsibility for protecting the rights of the people with intellectual disabilities. Fifthly, the stigma against the beneficiaries as a marginalized group is decreasing or fading. Finally, the community can monitor and evaluate the services provided by the government institutions directly.",,,,,,
8528,"Promoting Midwife use in Shaman-predominant settings - Si Midun Ke Faskes",https://oecd-opsi.org/innovations/8528/,,"Health Office of Hulu Sungai Selatan Regency",Indonesia,local,"a:1:{i:0;s:6:""health"";}","Promoting Midwife use in Shaman-predominant settings - Si Midun Ke Faskes ",https://hulusungaiselatankab.go.id,2012,"The Health Office launched a partnership Strategy program to promote the uptake of midwives and health facilities, establishing a synergy between Shamans and Village Midwives. The results of this problem have cut by more than half the maternal mortality rate during child birth.","The Problem
The death rate of women during pregnancy or for 42 days of pregnancy termination in Indonesia was very high. This is indicated by the high Maternal Mortality Rate ( MMR). MMR is the number of women deaths during pregnancy or for 42 days of pregnancy termination regardless duration and place of birth, that was caused by the pregnancy or the management and it was not caused by others such as an accident or falls per 100.000 live births.
Based on Indonesia demographic and Health survey ( IHDS ) in 2012, Maternal Mortality Rate (MMR) in Indonesia was around 359 per 100.000 live births. It was slightly decreased when compared with IHDS in 1999, that was 390 per 100.000 live births. It did not reach the the fifth Millennium Development Goals target, that was reducing MMR to be less than 70 per live births.
There is a more complicated experience in Hulu Sungai Selatan Regency, South Kalimantan in overcoming the high rate of women death in pregnancy and childbirths was marked by the high of MMR. MMR in 2012 and 2013 was 301 per 100.000 live births. And 262,2 per 100.000 live births. Hulu Sungai Selatan Regency are mountains that extend from the east to the south and alluvial lowlands are from the west to the north, which are swampy areas.
One of the main factors of the high rate of MMR was the childbirth helped traditionally at home by shamans, who were not trained and they ignored the health standard, so it caused of bleeding, high risk pregnancy, sepsis, and eclampsia that were difficult to be controlled and saved. The beliefs of the people Hulu Sungai Selatan regency to the shamans were very high, especially the middle to the lower economic families who live in the rural areas that are very difficult to reach public health facilities.
There are many factors believing shaman, they are:
Firstly, experience. Shamans are well known from generation to generation, they naturally helped delivery by simply cutting the umbilical cord without cutting, operating and sewing.
Secondly, tradition and customary, they helped to the pregnancy ceremonies, birth and post-birth, which are important heredity inherited by ancestors.
Thirdly, education and socioeconomic, the people’s choice on shaman to help delivering because the low cost, it is cheaper than by midwives’ help and they ignored hygiene and safety.
The number of shamans in HSS regency is about 120 shamans, there are 15% are in mountainous areas and 40 % are in swampy area. Although the midwives have been assigned to every villages, it has not been able to dispel the people trust towards shaman. Despite having adequate certification and training, midwives is considered too young, lack of experience in assisting childbirth, and has no knowledge in performing traditional ceremonies.
The Solution
The Partnership Strategy between Shamans and Midwives taking Maternity to Health Facility includes all parties without eliminating the role of each party. This program was managed to create a collaboration between Shaman as an experienced person with local wisdom, and respected by community but never got medical education and midwifery training, while midwives who have received medical education and midwifery training but less trusted by the community because considered young and lack of experience. Then, with this collaboration, the community has more trust in midwives with shamans’ support and choose to do delivery in health facilities.
Another initiative was the scholarship program for local girls, especially in mountainous and swamp areas, which were 12 girls studying to become midwives and after finishing their education the would be assigned in their own villages. It aimed to divert the role of shamans wisely and gradually and the shaman should be appreciated their existence by assisting the midwife in carrying out the duty to help a deliver in the health facility. This initiative effectively overcame strong local cultural traditions. Conventional culture, customs, heredity and traditions in helping of birth delivered by a shaman because of trust. Shamans were invited to participate in a mutually beneficial partnership of midwives and shaman, the initiative run successfully. Their partnership made Maternal Mortality Rate (MMR). And it was also supported by giving a scholarship program for local girls who lived mountainous and swamps areas for midwifery education and assigned them in their own village. Their similarity of origin and kinship relationships made this partnership strong. They worked together to help the delivery at the health facility keep mother and her baby from dying.","a:4:{i:0;s:3:""617"";i:1;s:3:""190"";i:2;s:3:""612"";i:3;s:3:""335"";}",,"a:1:{i:0;s:9:""diffusing"";}","Partnership Strategy between Shamans and Midwives taking Maternity to Health Facility (Si Midun To Faskes) was initiated by the Government of Hulu Sungai Selatan regency through Health Office of Hulu Sungai Selatan Regency. Then in the implementation phase of Health Office of Hulu Sungai Selatan Regency through all Public Health Centers and Midwife Networks to socialize and counseling personally to shamans regularly to establish cooperation between shamans and Midwives. so, pregnant women could utilize medical personnel and health facilities in labor process.","The Partnership between shamans and midwives was done by Hulu Sungai Selatan regency through the health office run many stages. Starting from identifying problems, coaching and personal approach towards shamans routinely in the public health center by inviting Shamans at work- public health area.
""Si Midun To Faskes"" showed the result as frequent coaching that has been done since 2012 and financial support giving incentives to shamans who took maternity to health facilities. This partnership became very important in an attempt to reduce the maternal mortality rate (MMR) in Hulu Sungai selatan Regency. The collaboration between the two elements into a mutually beneficial collaboration which was characterized by increased delivery in health facilities.","Stakeholders involved in the implementation between midwife and shaman's partnership were the health office of Hulu Sungai Selatan Regency, Head of public health Centers, midwives, shamans and Head of Village, Family Welfare Guidance (PKK ), public and religious figures, The budget for implementing the Midwife- Shaman Partnership in Hulu Sungai Selatan was from the local government budget.","The fatality rate in this region has dropped from 12 birthing-related deaths per year to 5.
The data of delivery helped by shamans since 2012 to 2016 is as follows: 1. Year 2012: 124 births by shaman from 4015 births. 2. Year 2013: 55 births by the shaman from 3327 births. 3. Year 2014: 93 births by shaman from 3931 births. 4. Year 2015: 69 births by shaman from 3677 births. 5. Year 2016: 29 births.by a shaman from 3667 births It was shown that the MMR significantly reduced in the year 2012 to 2016, since this program had run.The following data that shown the significantly decreased since 2012 to 2016. 1. Year 2012: 301 per 100,000 Live Births 2. Year 2013: 262.2 per 100,000 Live Births 3. Year 2014: 208.4 per 100,000 Live Births 4. Year 2015: 136.3 per 100,000 Live Births 5. Year 2016: 108.8 per 100,000 Live Births Increased delivery in health facilities by midwives.
The previous delivery help was at home and was done by shaman with high risk of childbirth, then now was done in the health facility and helped by the midwife as a competent health worker. Based on data,delivery helped by shaman tended to decrease in the last 5 years although it has increased again in 2014.
It was in line with government regulations requiring that the delivery help be done by medical personnel at health facilities. It can be seen from the output that delivery help in health facilities more done than at home. Empowerment and commitment between midwives and shaman signed by the Village Head.
At present, 96 Village Health Posts have been built. 12 local midwives from the scholarship program have been assigned in their own villages. The scholarship program for local girls for midwifery education and assigned them in their own village made the partnership between midwives and shaman increase due to the similarity of origin and kinship relationships.","The rejection and the first resistance was done by the villagers. The tradition of delivery helped by shaman is a hereditary tradition that has been running for hundreds of years before modern medicine was introduced in Indonesia. This is a tradition that has been firmly planted and very difficult to change so many did not dare to break it. Strong cultural values and community have not been able to change the tradition of switching to midwives, especially for people in mountain areas.",,"In terms of finance, this program is very feasible and proven to be run well for five years. The need for financial resources was high at the time of initial initiation in the form of socialization of the Partnership Strategy Program, development of Village Health Post and provision of ambulance aid.
In socioeconomic terms, the program can be run continuously because of the transparent cost of health services related to pregnancy and childbirth and it is free for women who has national health insurance.
In terms of culture,this program provides a place for local wisdom without ignoring the culture and traditional ceremonies and role of shamans who keep accompanying pregnant women during the process of pregnancy to post birth.
In terms of institutions and regulations, the program has been implemented with the regulations starting from the Regulation of the Minister of Health.","1. The empowerment of women is very important for the community, as they are the people who build the family life in Indonesia.
2. The program runs by establishing cooperation and consistency of each party from the Local Government
3. The partnership between Shamans and midwives encourages delivery in health facilities and it changes the paradigm of people towards healthier childbirth without eliminating cultural traditions and strong local wisdom and inherits from generation to generation
4. The Partnership Strategy Program comes with an applicable,sustainable and replicable design for every Local Government that has the same characteristics.",,,,,,
8533,"MAGMA Indonesia (Multiplatform Application for Geohazard Mitigation and Assessment in Indonesia)",https://oecd-opsi.org/innovations/8533/,,"Ministry of Energy and Mineral Resources",Indonesia,central,"a:4:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:11:""information"";i:3;s:7:""science"";}","MAGMA Indonesia (Multiplatform Application for Geohazard Mitigation and Assessment in Indonesia)",https://magma.vsi.esdm.go.id,2015,"MAGMA Indonesia is an system that streamlines the process of geological hazard mitigation. It raises the bar on the standard of data monitoring and management for Indonesian government agencies. MAGMA digitizes relevant geological data into integrated databases, making them easier to analyze and use. Frequent readings and analytics can now be made ready in an almost-real-time manner. As a public service, MAGMA makes geological hazard mitigation and assessment available for free, anytime and anywhere accessible.
It provides services that may save lives and prevent or mitigate social and economic losses in Indonesia.","Indonesia is the world’s largest archipelago, consisting of more than 17,000 islands inhabited by 262 millions people. Situated at the crossroads of the three major tectonic plates, namely the Indo-Australia, the Eurasia, and the Pacific-Philippine Sea plates, Indonesia is frequently exposed to geological hazards including earthquakes, tsunamis, landslides as well as volcanic eruptions. Indonesia is one of countries that suffers the most fatalities caused by geological hazards.
The Center for Volcanology and Geological Hazard Mitigation is an Indonesian national government institute within the Geological Agency of the Ministry of Energy and Mineral Resources. Among its responsibilities, the institute mitigates risk caused by geological hazards by disseminating reliable information in a timely manner. At the start of 2015 several staff members at the Center for Volcanology and Geological Hazard Mitigationinitiated an innovative system to make the dissemination simpler, faster, cheaper, yet more reliable and widely accessible.
Hence, MAGMA Indonesia was born. It has been developed to streamline the process of geological hazard mitigation. It raises the bar on the standard of data monitoring and management for Indonesian government agencies. MAGMA digitizes relevant geological data into integrated databases, making them easier to analyze and use. Frequent readings and analytics can now be made ready in an almost-real-time manner. As a public service, MAGMA makes geological hazard mitigation and assessment available for free, anytime and anywhere accessible.
Drawing insights from online public surveys on the type of information most helpful to reduce the risks associated to a disaster and the tools preferred by the majority of potential users (Early Warning System), MAGMA deploys in platforms that are most suited to the users’ situation (Web and Android applications). This shows that local residents were involved in the early development of MAGMA Indonesia. MAGMA Indonesia has the following advantageous characteristics.
1) It is cheap, both in its development and deployment. Leveraging on open-source systems and already widely available computing platforms, the total cost can be kept low.
2) The overall system is robust and very reliable. Many institutions, both local and international, have benefited from MAGMA’s capabilities and have tested it extensively. Most notably, MAGMA has been of tremendous use for the aviation industry, providing near real-time data that can be used to enhance the security of flights that traverse the Indonesian sky.
3) It is very versatile, requiring minimum computing resources in both hardware and software. Further modification and calibration to suit more specific situation can be easily done.
4) It provides services that save lives and prevent or mitigate social and economic losses.","a:10:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""221"";i:4;s:3:""283"";i:5;s:3:""302"";i:6;s:3:""303"";i:7;s:3:""613"";i:8;s:3:""617"";i:9;s:3:""338"";}","Prior to the existing of MAGMA Indonesia, all information and recommendations related to geological hazards were sent hierarchically by the government through mail, electronic media, and facsimile to local government then to local residents. Indonesia did not have an integrated system for geological hazard mitigation. There was no single structured data source that can be easily accessed.
In addition, the majority of residents did not recognize the hazard potential surrounding them. Conducting the socialization and education for the whole resident was impossible due to the limited number of experts and the vastness of Indonesian region. After the establishment of MAGMA Indonesia, accurate disaster information can now be easily accessed in almost real time, anytime, and almost from anywhere.
MAGMA is presented in a single window with full of information that can be accessed via an Android application named MAGMA Indonesia or via website. MAGMA provides services that save lives and prevent or mitigate social and economic losses. The features offered by MAGMA includes:
1. Updated Disaster Information Notification
2. Volcanic Activity Information
3. Volcanic Ash Information
4. Soil Movement/Landslide Activity Information
5. Earthquake Activity Information
6. Disaster Prone Areas Map
7. Press Release
8. Community Reporting System
With the existence of MAGMA Indonesia, Indonesia finally has an integrated geological hazards mitigation system and a reliable geological information system. The data is presented with an easy-to-understand sentences for public comprehension. In addition, MAGMA provides an early warning system for aviation safety during a volcanic eruption called VONA (Volcano Observatory Notice for Aviation). VONA extends information of volcanic ash to aviation industry. The VONA report consists of Eruption Time, Eruption Altitude, Ash Color and the Volcanic Ash spreading direction. The information is delivered in near-real time to all stakeholders both nationally and internationally.","a:1:{i:0;s:9:""diffusing"";}","MAGMA Indonesia has now been utilized by stakeholders both nationally and internationally. National Stakeholders include Indonesian residents, Local Governments, Ministry of Transport, AirNav Indonesia, National Disaster Management Agency, Airport Authority. The international Stakeholders include VAAC Darwin (Australia), VAAC Tokyo, International Air Transport Association (IATA), and The Hong Kong Government.
The Wall Street Journal (WSJ) gives a report on how Indonesia, utilizing MAGMA, is serious in handling the volcanic disaster threat both in the air and on the ground. A development of system integration has been requested by many parties which include BPNB, IATA, and Indonesian Ministry of Health.
The MAGMA Indonesia website has been visited by 28,325 Unique Visitors from around the world. Meanwhile, The Magma Indonesia app has been downloaded 6,219 times (per 18 August 2017).
The Top 10 visitors by country:
1. Indonesia (22,150)
2. USA (4,537)
3. Australia (345) 4. Japan (293)
5. The Philippines (287)
6. Singapore (217)
7. The Netherlands (128)
8. UK (112)
9. Malaysia (103)
10. France (67)
Since the launching time, MAGMA Indonesia has had around 400,000 data and still growing.
MILESTONE
1. January 2015, MAGMA Indonesia was first initiated by Dr. Devy Kamil Syahbana. During this step, an initial database design that would be used by MAGMA was made. The planning of platform, user interface, and system framework was also made in this step.
2. April 2015, the development of android app prototype for volcanic activity reporting. The MAGMA website was also initiated in this month.
3. June 2015, The MAGMA app for web and Android was successfully made and closed beta testing was conducted involving several people.
4. August 2015 - January 2016, the MAGMA system started to work fully but was still limited for the usage by the internal office. The activity in this month was focused for data updating. The report of disaster activity was able to be delivered via the MAGMA application.
5. March 2016, MAGMA for web had been made and displayed an interactive map of geological disaster. MAGMA for web was targeted for the usage of citizens or stakeholders.
6. April 2016, MAGMA-VONA had been built and had been released to the public. It was first used for a simulation of a volcanic eruption in Ngurah Rai Airport, Bali.
7. July 2016, MAGMA Indonesia app for the public was published at Play Store for the first time.
8. August 2016, MAGMA kept on being developed using input from various parties.
9. October 2016, MAGMA-SIGERTAN (Magma App for landslide) was made to help report the response of soil movement/landslide.
10. November 2016, MAGMA Indonesia was brought on a demo at the 9th Cities on Volcano event in Chile on 20-25 November 2016.
11. December 2016, MAGMACRS (Community Reporting System) based on web and Android to improve people participation in reporting geological disaster activity.
12. January 2017, MAGMA-PRESS as a part of MAGMA app which contains geological disaster information.
13. February 2017 up to now, MAGMA keeps on being developed and opens the chance for collaboration with various parties for the improvement of geological disaster mitigation.","1. The Indonesian Meteorology, Climatology, and Geophysical Agency (BMKG) gives advice about what kind of volcanic ashes information that is needed for modeling the estimation of volcanic ash spreading in the air (ash forecasting).
2. The Indonesia's National Disaster Management Agency (BPNB) uses MAGMA for monitoring disaster activities and uses MAGMA as a media for socializing with the residents. Collaborating with BPNB, the data of MAGMA can also be used in disaster application ""Inasafe"".
3. The local governments use the geological disaster recommendation from MAGMA for urban and government planning.
4. The Indonesian Ministry of Transport gives input for the development of MAGMA-VONA.
5. VAAC Darwin and TOKYO use the VONA data as an initial parameter in making volcanic ash modeling in the air.","In the development stages of MAGMA, the citizens and stakeholders participated in accordance with their respective roles in their organizations. MAGMA used their inputs to be developed based on their respective needs because the main purpose of MAGMA is from the people and for the people. The local governments, BPNB, and BMKG participated in socializing MAGMA in their disaster socialization programs. In addition to that, some agencies like the Ministry of Transport facilitated MAGMA in simulating the VONA app in the Ngurah Rai Airport Bali by inviting all aviation stakeholders. This is very significant for the development of MAGMA. Because of this direct simulation, MAGMA can understand the importance of VONA for the safety of aviation during a volcanic eruption. Meanwhile, the collaborations between agencies in the disaster fields are also formed.","MAGMA Indonesia is designed, made, and developed independently to be used widely by Indonesians and international alike. Furthermore, MAGMA also provides an extensive knowledge relating to the information of geological disaster for the citizens in the form of interactive maps which, in turn, makes Indonesian society become more aware of disasters.
From the government view, the Center for Volcanology and Geological Hazard Mitigation has been successful in improving disaster mitigation in Indonesia by persuading the citizens to participate in reporting geological disasters occurring in their local area. In addition to ground-based mitigation, the Center for Volcanology and Geological Hazard Mitigation also participates in sky-based mitigation. MAGMA Indonesia is successful changing the Indonesian society culture in viewing the importance of understanding geological disaster threat in their local area.
Furthermore, MAGMA also provides convenience for the residents in their effort to find recommendations of the geological disaster threat by providing The Disaster Prone Area Map (KRB). From the technological view, MAGMA is an initial step for the Indonesian people in making an early warning system and is an application that contains all geological disaster information. The updated information and news about the newest disasters can be accessed easily and in real time. MAGMA shows a serious attempt by the government in improving disaster mitigation in Indonesia and also shows the existence of government among its people. To support the development, the government also encourages the citizens and all parties to give critics and recommendations. All critics and recommendations can be sent via the Android app, Google Play feedback, and email. These feedbacks that are received show how big is people's enthusiasm and supports for MAGMA to keep on being a world class application. From the internal view, the appreciation and supports that the citizens give to MAGMA can motivate the staffs to work better in providing service for the Indonesian people.","The limitation of the programmers makes the development of MAGMA Indonesia is done in urgent-priority basis. Cellular network availability in some remote areas in Indonesia are still difficult, thus MAGMA may be difficult to be accessed in some areas. The provision of SMS Gateway as a disaster notification can be used as an alternative. Publication through mass and social media could still be optimized. The role of public relation’s officers is important, MAGMA is now progressively recognized by Indonesian people. MAGMA Indonesia was a trending topic in Twitter (Indonesia region) for two days (26-27 July 2017). Technical bugs or errors in the application may be found on some occasions. The monitoring of server log files can be used to overcome the problems.","Institution leader’s support and commitment in the form of policy is very important to guarantee the sustainability of the system. Drawing insights from online public surveys on the type of information most helpful to reduce the risks associated to a disaster and the tools preferred by the majority of potential users, MAGMA deploys in platforms that are most suited to the users’ situation. Leveraging on open-source systems and already widely available computing platforms, the total cost can be kept low. The collaboration with various parties is very important in establishing a successful development and especially the participation of citizens.","For governments with similar problems, it is very easy to replicate the system. This is possible because MAGMA is an open source system, all codes can be accessed via GitHub (an open source code sharing). The technical guide and user interface guide are also provided. If needed, the Center for Volcanology and Geological Hazard Mitigation as the developer can help in replicating the system. Financially, MAGMA can be considered as very affordable. Because in doing replication, providing a server and enough bandwidth is the only requirement to make the system work. The software can be downloaded directly from Github for free.","As a government institution possesses authorities and responsibilities in the disaster mitigation fields, MAGMA manifests an example of how making a learning and evolving system needs hard works and collaborations with various parties including supports from the citizens. The desire to save lives and prevent or mitigate social and economic losses caused by geological disasters encourages us (the Center for Volcanology and Geological Hazard Mitigation) to develop a better geological disaster mitigation system.",,,,,,
8546,"One Timber One ID (SIPUHH)",https://oecd-opsi.org/innovations/8546/,,"Ministry of Environment and Forestry of Republic Of Indonesia",Indonesia,central,"a:1:{i:0;s:8:""Forestry"";}","One Timber One ID (SIPUHH)",http://puhh.phpl.menlhk.go.id,2016,"High transaction costs, long bureaucracy, and a weak controlling system create bad image of public services, especially in terms of forestry business. One Timber One ID (SIPUHH) is an innovation as a tool in controlling forestry business. It provides a system in which any timber traded has an ID, so its origin and legality can be identified. It promotes greater accountability on the timber industry to respect forestry law.","As a country with the third largest tropical forest in the world, the Indonesian tropical forest plays an important role as one of the determinants of biological buffer system necessary to sustaining life on Earth. As a natural resource, the forest has also economic value as a source of state revenue, and in accordance with the Constitution, that land, water and natural resource inside is under control of the state and utilized for the people well-being. In order to optimize the forest economic value, the eligible license holders are allowed to utilize timber from the production forest through permission mechanism from the government.
Every log utilized from the forest should be recorded and reported through forest product administration to calculate the amount of non-tax state revenue. The forest product administration is started from the recording of tree stand in the forest, log harvesting, log transporting, up to log processing in industry. For years, the forest product administration has been conducted in official assessment by assigning officials as a supervisor in every stage to ensure the recording and reporting conducted properly. Because of the lack of officials compared to the number and location of the license holders, the supervision by officials becomes ineffective. Even, according to the study of the Corruption Eradication Commission of Republic of Indonesia, such conditions have created high cost economy burdening the license holders as a result of long bureaucracy chain.
In addition, because the recording is held manually based on paper document, and the reporting is conducted conventionally using postal service, the forest products administration is not able to provide accurate data and information. As a consequence, in case the license holders violate the regulation, cannot be taken an action promptly and appropriately. Based on the condition, the forest product administration is shifted from official assessment to self-assessment by implementing One Timber One ID system, a forest product administration carried out electronically web-based. By the One Timber One ID system, every recording and reporting shall be held electronically by the license holders themselves, while officials role is replaced by system automation. In addition, it provides facility for the license holders to issue their transport document electronically. However, the log transport document can only be issued when all obligation related to the timber is comply. Otherwise, it will not process any further and consequently the log transport document will not be issued.
From the government side, the One Timber One ID system is very helpful in providing a complete, accurate and real-time data and information as a control tool as well as a basis of action taken promptly and appropriately. It has also restored image in public services by providing self-service mechanism according to basic principles of good governance, i.e. transparency, participatory and accountability. From the business side, it has made the forestry business interesting and efficient, as well as encouraging the license holders to comply the rules according to the principles of good corporate governance.","a:4:{i:0;s:3:""617"";i:1;s:3:""612"";i:2;s:3:""143"";i:3;s:3:""221"";}","As a public service innovation, the One Timber One ID is a pioneer technology. For the first time, recording and reporting in the forest product administration is done electronically using information technology. Before, the recording was done manually based on paper/physical document, and the reporting delivered conventionally using postal service. The implementation needs adaptation from all stakeholders, both human resources preparation and the infrastructure support such as the availability of internet network especially in remote areas.
This initiative is unique because it serves as a control tool to replace the officials role, by using regulatory compliance as a tool in verification and validation. Step of the forest product administration can only be done when it complies all the requirements. In case the license holder does not comply, it will not process any further and as a consequence, they cannot receive the services from system. Thereby, it has become a digitalized regulation that functions as an instrument to force the license holders obey the regulations.
It provides public service facilities without person to person interaction, performed by the license holders themselves in issuing electronic log transport document. Every e-transport document has an ID barcode as the document identity. Besides that, an ID barcode is also attached on timber as a timber identity. From the ID barcode, the document legality, the timber origin and its legality can be traced using chain of custody facility provided by system. The One Timber One ID is more innovative than the previous version of system that has been developed since 2009 that became the basis for system development. The system today is more comprehensive, conducted in self-assessment by the license holders themselves, covering all timber produced originally from natural forest as well as plantation forest, mass-applied to all license holders, both the natural and plantation forest, generates electronic log transport document, integrated with other information systems such as SIMPONI, a nontax state revenue system.","a:1:{i:0;s:10:""evaluation"";}",,"The One Timber One ID system was developed as a need of stakeholders. Therefore, all those parties that will be affected by the innovation, mainly the license holders, had been involved from the beginning. The license holder is the main user. Their involvement is important because they are the one that knows best the needs of innovation. In addition, the presence of the innovation will also reduce the official involvement, therefore, the local government engagement is very important to make sure that the innovation suits their needs and to convince that the innovation will be effective in replacing the role previously conducted by the officials. The collaborative approach is effective in enriching the innovation content. It makes the stakeholders become the part of the innovation and responsible for the innovation sustainability. One Timber One ID system is not just a mutual needs but it has become a mutual property of the stakeholders.","Engagement of stakeholders as follows:
a. The central government as facilitator in all cycle since problem identification, regulatory formulation, design preparation, system development, preparation of human resources and infrastructure up until the implementation and evaluation.
b. The local government wants the innovation addressing the limitation of officials and effective in replacing the role previously performed by the officials.
c. The license holders as a main user expect the innovation to be simple, cheap and efficient, therefore during the innovation cycle, they actively engaged in giving input in trials and development.
d. The Corruption Eradication Commission as an initiator gives inputs to ensure that the innovation is effective in minimizing the opportunities of the high economy transaction.","Outcomes and impacts obtained based on direct opinions, joint evaluation with Corruption Eradication Commission, and evaluation by the Audit Board of The Republic of Indonesia, are:
a. Direct opinions from the license holders state in general system is very beneficial in improving efficiency as the result of decreasing high economy cost. The services can be obtained any time without having to depend on the government officials.
b. Joint evaluation with Corruption Eradication Commission provides preliminary information that during the period of one year implementation of system has decreased a high cost economy in the forest product administration.
c. Evaluation by the Audit Board of The Republic of Indonesia shows that it has provided an accurate and reliable data and information therefore it can be relied as a monitoring and controlling system for the non-tax state revenue.
Expected impacts are as follows:
a. Restoring the government image in public services in the forest product administration as well as a trigger for the development of public services innovation in other sectors. To be widely known, the One Timber One ID system participates in a national level competition in public service innovation and has won the TOP 40 Public Service Innovation of the year 2017 held by The Ministry of Empowerment of State Apparatus and Bureaucracy Reform The Republic of Indonesia.
b. Increasing the forestry business attractiveness and encouraging the license holders to be orderly and comply with the regulations according to the good corporate governance principles.
c. The One Timber One ID system becomes a reference in providing data and information to support the implementation of the duties of the other government agencies.","First challenge encountered was in the generating ideas stage, coming from the local government’s doubt whether the One Timber One ID system is effective in replacing the role and function of the officials. Measures taken was by reminding that it will control the processes through verification and validation as previously performed by the officials, and in case the verification by system cannot be executed, a physical verification by the officials will be taking place. Other challenges encountered were in the project implementation stage, coming from the user related to availability of internet network in the remote area, and the unpreparedness of operator. To overcome the internet network limitation, the government held a meeting attended by the users and the internet provider association, while to handle the limited capability of the operator, the government provides assistance and strengthens the role of local helpdesk at the local government.","The success of public service innovation strongly depends on a regulation, use of technology, budgeting, leadership and coordination between agencies. The One Timber One ID system was developed with:
a. regulation support,even it becomes the part of the regulations.
b. the use of the latest technology.
c. a sufficient financial budget.
d. leadership support in every level, i.e by inspecting on the site to ensure the innovation progress.
e. collaborative and partnership approach with all stake holders to remove bureaucracy obstacles.","What is replicable from the One Timber One ID system:
1. Self-management. As an information technology-based innovation, it requires an application developer which has an expertise in information technology. When the work has finished and submitted by the developer, it is fully operated by government as an asset owner. In many cases, although the contract has ended, however the system is still operated by the developer as a third parties and there is no technology transfer to the government.
2. Regulation support. Although it was developed on a basis of the needs of all stakeholders, but its implementation needs regulations support in order to bind and force all stakeholders to implement the innovation. Fortunately, it is supported and becomes a part of the regulations, so it is obeyed by the stakeholders, and its sustainability is also guaranteed.","The success of the One Timber One ID system:
a. As an innovation with a wide impact, it is developed in the basis of a strong commitment from all stakeholders that the innovation is the needs in tackling the problem faced together. Otherwise, a public service innovation will be difficult to implement.
b. It has encouraged the license holders to replicate the innovation into their internal system by using data from the system for their internal needs, such as job performance, payroll and wages. It proves that data is accurate and real-time, so can be used as a basis for the management decision making. The less successful from system was happened at the beginning of the implementation.
The system was responded to with glee by the license holders, as they consider it as an opportunity to prevent cheating. Through guidance, to the license holders is notified that any cheats can be easily detected from the recorded transaction in the database.",,,,,,
8557,"Laboratori di Quartiere (Neighbourhood Labs)",https://oecd-opsi.org/innovations/laboratori-di-quartiere-neighbourhood-labs/,,"Urban Center Bologna/Ufficio Immaginazione Civica",Italy,central,"a:1:{i:0;s:17:""Urban Development"";}","Laboratori di Quartiere (Neighbourhood Labs)",http://www.comune.bologna.it/laboratoriquartiere/,2017,"Laboratori di Quartiere has set up a stable model to link public resources with citizens, engaging them in proximity policy-making across Bologna’s districts. The objective is to shift from the paradigm of smart city to a collaborative “Augmented City”, requiring citizens to not just collaborate to the co-design of urban spaces instead to become responsible of the ongoing transformation.","Laboratori di Quartiere aims at setting up a stable model to link public resources with citizens, engaging them in proximity policy-making across Bologna’s districts. The objective is to shift from the paradigm of smart city to a collaborative “Augmented City”, requiring citizens to not just collaborate to the co-design of urban spaces instead the initiative Laboratori di Quartiere (Neighbourhood Labs), inserted in the Urban innovation plan of the City of Bologna, is an attempt to activate and manage structured participatory and collaborative processes in every district of the city and with the support of data and new technologies.
The project is also the result of the presence of a vivid and active social fabric and a particular civic culture in the city of Bologna, that led to years of experimentation in the fields of urban commons management and community engagement. In the framework of the project Laboratori di Quartiere, Urban Center Bologna/Ufficio Immaginazione Civica (UCB/UIC) is trying to connect resources with citizens, asking them to participate in the definition, co-design and implementation of priority actions become responsible of the ongoing transformation and project impacting different territorial areas of the neighbourhoods of Bologna.
Each of the six laboratories instituted in the neighbourhoods of the city, asks people to experiment new decision-making processes in the fields of citizens basic services offer, community welfare, local development, urban and social regeneration and governance of urban commons. For example, citizens can be engaged in order to decide how to spend public moneys or how to use public spaces and buildings. Labs can be seen as a space of relation and interaction between Public Administration and formal and informal groups and citizens. They’re conceived as a tool to collect and map information about social needs, listen, consult, co-project, report and monitoring social capital. Each Lab implements strategies aimed to empower citizens and to engage competences on the territories, ensuring an open and transparent interaction with the neighbourhood population.
Operatively, the project Laboratori di Quartiere is implemented through a series of workshops organized in the neighbourhoods of Bologna in which people co-design their projects with the support of facilitator and municipal officials. Moreover, beside offline actions, citizens also have the possibility to access a digital space on Iperbole - Rete civica, the civic network of the Municipality of Bologna, through which participate to the Labs. The tool is called Comunità and it is an online community on which users can have a personal profile and a blog, can present projects, interact with other citizens and participate in participatory budgeting actions. UIC coordinates the initiative with the methodological support of the University of Bologna and the partnership of the Municipality of Bologna and its districts.
In order to foster replicability of the project year after year, Labs are structured in different phases that should be implemented in defined moments of the year. The phases are:
1)Information: every year citizens should be informed about the developments of the lab and the resources and tools they would have access to in order to co-design interventions on the territory.
2)Consultation: Labs should be a space in which citizens can bring ideas, underline critical aspects and opportunities, share opinions and visions about the future development of their own neighbourhood.
3)Participation: citizens are invited to join meetings based on participatory methodologies (i.e. Open Space Technology) to go beyond the idea of participation as simple consultation of citizens and to create a collective and shared picture of the neighbourhood and its future.
4)Collaboration: citizens will be engaged in real processes of co-design of actions and projects dedicated to their own neighbourhood working with other people living in the same territory sharing the same interests to improve and take care of the city as a whole.
Moreover, the entire process is led by five fundamental principles:
1)Inform people about the meaning of the Lab and the logics behind the public action;
2)Structure every lab on a shared system of rules and values;
3)Be accountable and transparent in order to make citizens aware and in favour of a real process of empowerment, capacity building of every participant.
In order to favour the implementation of this principle, processes are supported by open data and in particular by the use of a)vulnerability maps produced by the Department of Statistics of the Municipality; b)culture maps produced by the Department of Culture of the Municipality; c)HUB ecosystem data on online collaborative speeches in Bologna.
4)Create inclusive processes in which every citizen, independently from their own expertise or personal characteristics can participate and make a contribution to be taken into account and emphasizing the different competences;
5)Consider both organized and non-organized citizens as social change actors not only beneficiaries of some resources or projects, in order to promote a shared sense of belonging to a bigger process and its results (ownership).","a:4:{i:0;s:3:""181"";i:1;s:3:""615"";i:2;s:3:""184"";i:3;s:3:""211"";}","Many cities are currently implementing innovative participatory actions, usually mixing online and offline tools to allow citizens participation in public life and the project Laboratori di Quartiere were inspired by the work of other realities as Barcelona, Madrid and Paris. As in these experiences, in the initiative Laboratori di Quartiere participation is no longer understood as “citizen consultation” but it becomes “citizen involvement” and it aims at the co-creation of a new concept of welfare, based on human capital, social relations and individuals empowerment. The added value of the project implemented by UIC lies in the attempt to build and offer a stable and new model for the governance of territories and proximity policies. The model is characterized by:
-the opening-up of the decisional process to citizen participation and collaboration in a permanent way;
-the constant support of socioeconomical open data in the definition and implementation of urban actions and policies;
-the creation and use of technologies integrating the offline processes (technology as a mean and not as a scope).
Laboratori di Quartiere can offer an operative model for:
-citizens consultation and empowerment in different engagement stages (in Bologna’s case: participatory budgeting, co-design of public space’s regeneration, definition of the intended use of public buildings, definition of municipal tenders guidelines)
-the activation and the involvement of functionaries in learning processes concerning participation and the spread of new administrative and policy-making practices in local administration.
Moreover, the model could be used in different thematic areas and applied to the management of different kind of resources available for urban development (e.g. European or national funds, buildings). In this sense, the initiative can be seen as an effort to go beyond the logic of the multiplication of dedicated participative initiatives and to move toward the normalisation and systemisation of the proactive engagement of citizens in public choices.","a:1:{i:0;s:14:""implementation"";}","Many cities are currently implementing innovative participatory actions, usually mixing online and offline tools to allow citizens participation in public life and the project Laboratori di Quartiere were inspired by the work of other realities as Barcelona, Madrid and Paris. As in these experiences, in the initiative Laboratori di Quartiere participation is no longer understood as “citizen consultation” but it becomes “citizen involvement” and it aims at the co-creation of a new concept of welfare, based on human capital, social relations and individuals empowerment.
The added value of the project implemented by UIC lies in the attempt to build and offer a stable and new model for the governance of territories and proximity policies. The model is characterized by:
-the opening-up of the decisional process to citizen participation and collaboration in a permanent way;
-the constant support of socioeconomical open data in the definition and implementation of urban actions and policies;
-the creation and use of technologies integrating the offline processes (technology as a mean and not as a scope).
Laboratori di Quartiere can offer an operative model for:
-citizens consultation and empowerment in different engagement stages (in Bologna’s case: participatory budgeting, co-design of public space’s regeneration, definition of the intended use of public buildings, definition of municipal tenders guidelines)
-the activation and the involvement of functionaries in learning processes concerning participation and the spread of new administrative and policy-making practices in local administration.
Moreover, the model could be used in different thematic areas and applied to the management of different kind of resources available for urban development (e.g. European or national funds, buildings). In this sense, the initiative can be seen as an effort to go beyond the logic of the multiplication of dedicated participative initiatives and to move toward the normalisation and systemisation of the proactive engagement of citizens in public choices.","The Municipality of Bologna and its districts, the research center Ces.co.com (UniBo) and the ICT company Engineering are the main partners of the project. Municipality of Bologna and districts:
- offer the economical and technological resources necessary to implement and to assure the sustainability of the activities of the project (both in terms of procedures and outputs)
- offer in-depth knowledge about Bologna’s districts and their social fabric
- offer the support of technicians and municipal officials in the co-design activities.
Ces.co.com:
- guarantees the methodological support to the initiative and its impartiality.
- define and manage engagement and co-design activities, applying participative methodologies and techniques
- is responsible for the report activity of participative workshops and for results evaluation.
Engineering:
- responsible for the implementation and the participative design of digital services and solutions supporting offline activities.","UIC engagement campaign focused on the transfer of power and concrete resources toward citizens. It followed a 3 steps pyramid scheme to reach citizens and to create sustainable community building actions
1.Districts officials are consulted in order to collect more data about the demographical and socio-economical configuration of the neighborhood and to identify the most active communities and stakeholders on the territories and how to reach them.
2.Stakeholders and formal groups are engaged in participative workshops and focus groups to produce a first picture of the future of neighborhoods. They are also in charge for the engagement of citizens, communities and informal groups not reached yet.
3.Citizens are engaged through territorial animation actions as crowdmapping, itinerant info points. Besides these activities UIC has started an intense activity of promotion supported by leaflets, paper materials and on social media, using GIF, pictures, digital storytelling.","The implementation phase started in March 2017. Results and impacts observed so far are:
- citizens engagement: 1.471 citizens attended the activities of Laboratori di Quartiere; 174 project proposals have been collected (90 online); 384 citizens stated their availability to co-design projects with an impact on their territories (88 online);
- engagement of 50 public officials, functionaries and technicians in learning processes for innovative administrative practices;
-citizens empowerment in the definition of municipal public budget and priorities for action.
Expected results and impacts, that will be measured and assessed also by the creation of new index by the University of Bologna, are:
- strengthen of social dialogue and construction of stable ties between public administration and citizens;
- improve the knowledge and the collection of territorial data in order to implement more effective public policies and services thanks to citizens engagement and consultation;
-empower citizens’ proposals and needs and foster more integrated decision-making processes;
- improve the accountability of public choices; - co-design and implement 11 community hub and collaborative spaces in order to foster regeneration processes;
- creation of an integrated digital environment to support and scale face-to-face participation and collaboration.","'-Incomplete engagement of the stakeholders in becoming activators/spread process aims and goals within their proximity area
-Public officials are not always willing and understand the new governance logics
-It was hard to create an integrated digital environment that could support and work in synergy with the offline interactions and process as well as replicate the complexity and the structure of the face to face process.
-The main challenge for building policies with a strong social impact needs the engagement of those population groups structurally excluded in the participatory dynamics (immigrant, less educated groups, outskirts inhabitants, youngsters).
-Administrative decisional tools and time frame are still inappropriate to guarantee the response to the citizen’s questions and requests. As a consequence, it is important to project actions able to keep mobilized communities engaged and trustful while waiting
-Managing conflict in a generative and propositive way","'-Political support is crucial for projects with medium-term perspective
-Innovative administrative tools need to be designed and made available for the implementation of the participatory and open policies and for the real empowerment and capacitation of citizens
-Motivated human resources according to the scale of the project
-High presence of relational and communication skills in the staff
-An integrated approach to the management of the City: in this sense, a major interaction between the Departments of the Municipality","In contemporary democracies citizens are ever more sceptic and harbour a strong sense of mistrust about politics, politicians and public institutions and the distance between what is driven by the administration and what is driven by communities is a common element in many other cities. At the same time administrations have concrete possibilities to no longer govern on the behalf of citizens, but also with citizens, which provide a great source of energy, talents, resources, capabilities and ideas.
Laboratori di Quartiere, by providing a model of governance led by collaborative principles, can guide local government in the management of their public policies, initiatives and tools. Moreover, it can offer a tool for the integration and the systematic development of the numerous participative initiatives that many cities are implementing.","'-The key for a lasting engagement strategy, able to build a sense of community and foster citizen’s commitment and trust in public institution, is to slowly build fiduciary bonds between (and among) citizens and members of the Laboratori di Quartiere through constant, stable and transparent communication relations.
-The ability of communities and the capacity to open spaces for auto-organization also in a top-down process are fundamental in the creation of sustainable and impacting participatory process
-Without forgetting the bigger picture, you need to work on proximity areas (smaller than district level) to effectively build strong bonds, commitment and impacts",,,,,,
8790,"Parlamento2030 - Tracking SDG activity in national parliaments",https://oecd-opsi.org/innovations/parlamento2030-tracking-sdg-activity-in-national-parliaments/,,"CIECODE (Research Centre on Policy Coherence for Development)",Spain,central,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:61:""Transparency and Access to public sector data and information"";i:3;s:28:""Civil society participation "";}","Parlamento2030 - Tracking SDG activity in national parliaments",http://www.parlamento2030.es/,2018,"In response to the generalized lack of political accountability and availability of public information, this online tool provides an open and qualified access to the Spanish Parliament’s activity, related to the implementation of the Agenda 2030.It promotes a transparent and participative implementation of this agenda and allows CSOs, policy makers and the media to monitor political proposals.The Spanish Government has included Parlamento2030 as one of the tools of its 2030 Agenda National Plan.","The cross-cutting nature of the 2030 Agenda Sustainable Development Goals (SDGs) and the transversality of its targets represents a challenge for the implementation, evaluation and monitoring of the public policies put in place and hampers the efforts to track and gather information on SDG-related political activity proposed or approved so far. This situation adds to the pre-existing problematic availability of open access to relevant public information, which contributes to the disaffection and detachment of citizens from the basic functioning of decision-making processes related to the SDGs at local, national and international levels.
In order to help overcome these obstacles, CIECODE (a Spanish-based, civil society, development think-and-do tank) has developed Parlamento 2030, which is an innovative online tool created to track, compile and provide (in a free, open, clear, reliable and easily understandable manner) all the information about the activity of national parliaments related with the 2030 Agenda.
Parlamento 2030 gathers all the information published by national parliaments into a database and, through an automatic process of massive tagging, classifies it according to the different linkages to specific SDGs and targets. It then offers this information freely and openly through an online browser for users to search, find and download. This combination of advanced computer science and the traditional knowledge provided by policy makers, CSOs and academia makes Parlamento 2030 one of the most advanced tools at the international level to access parliamentary activity information and for public monitoring.
The ultimate objective of Parlamento 2030 is to promote ambitious, properly designed and adequately financed public policies oriented to the implementation of the Agenda 2030. It seeks to achieve this by promoting the following three essential goals:
1. Active, informed and demanding citizenry as well as empowered and influential CSOs: by making key public information accessible, promotes active citizenship and boosts the capacities of civil society to engage in political decision-making processes.
2. Independent, capable and critical media: by providing the media with an effective and reliable source of information, it fosters an informed and quality public debate on the political response to major social and environmental challenges.
3. A political class that is responsible and subject to public control: by providing open access to reliable information about the governmental activity, it facilitates public scrutiny and generates a system of public incentives which promotes a more responsible and accountable political class.
Although Parlamento 2030 was initially conceived and developed as a tool from and for civil society, it has been recently embraced by the Spanish Government as one of the tools included in its 2030 Agenda National Implementation Plan. It will be part of the online platform created to promote the participation, transparency, awareness and mobilization of all relevant stakeholders around the implementation of the Agenda.
This institutionalization of the tool will dramatically increase the number and type of actors who will use and benefit from the it and its information. Civil servants, parliamentarians and policy makers will soon join the current users of the tool (mainly civil society organizations, journalists and researchers). The Spanish executive branch will use the tool to evaluate and monitor the implementation of the SDGs in new pieces of legislation and other policy proposals. MPs will find in Parlamento 2030 a tool to ensure the coherence with the SDGs of the thousands of laws, legislative initiatives, public plans and budgets that will be passed in the years to come.
Although Parlamento 2030 is currently only implemented in Spain, it can be easily expanded to other countries. The tool’s code is open and public and it has been built using open-sourced software, which will facilitate its replicability and adaptation to other national, subnational or supranational parliaments. The same technology and methodology can also be adapted to provide a qualified and open access to others sources of public or private information (from public budgets to academic papers or online-newspapers).","a:3:{i:0;s:3:""611"";i:1;s:3:""302"";i:2;s:3:""610"";}","Relevant data regarding the political activity of key public institutions is usually difficult to access. Many of them haven’t yet understood their duty to proactively make all the data they produce accessible in a reusable format. This has become a barrier for all stakeholders (public institutions included) to participate and engage in the policy-cycle, to be open and accountable and to monitor and evaluate the behavior of public institutions based on facts. Parlamento 2030 helps to save this gap transforming, with just one click, massive amounts of public data into accessible information. This achievement is possible due to an innovative combination of scrapping technology and a broad knowledge base.
Other innovation of Parlamento 2030 is its evolution from a civil society monitoring tool to a digital-government tool due to a partnership with the Spanish Government. Finally, by targeting the Parliament it also promotes the evolution from an open government to an open state approach.",,,"The entire design process of Parlamento 2030 has been highly participative. From the beginning of the project, CSOs (such as the European Anti-Poverty Network), international organizations (such as UNICEF) and media institutions (such as PorCausa) were involved. Later, more than 30 CSOs, academic experts and public institutions were consulted and their contributions helped to shape the tool and adapt it to the specific needs of the different stakeholders and potential users.","Parlamento 2030 is primarily focused on serving citizens, enhancing their capacity to hold an informed public debate based on facts and related to sustainable development. Media outlets also benefit from it, as a source of reliable and accessible information. Other accountability projects base their data on the information provided by the tool. Finally, it facilitates public scrutiny, giving policy makers the public incentives to act responsibly and accordingly to the SDGs.","Until now, the main impact of the tool has been the number of citizens, CSO, policy makers and journalists which have had access to the information of the Spanish Parliament provided through Parlamento 2030. The available data figures (Google Analytics) show that during 2018 the website received the visit of almost 8.000 users (almost 50% of them from outside Spain, mainly Latin American countries . Also more than 500 subscribers receive personalized notifications twice a week, based on their personal interests regarding the Spanish political activity.
Due to the recent partnership with the Spanish Government, the social impact of the tool is expected to increase. Also, public officials will be educated on the use of Parlamento 2030 tool and on the potential uses of the information provided. Finally, Governments and CSO from outside Spain have shown their interest in the adaptation and implementation of the tool (specifically Andorra, Paraguay, Dominican Republic and Peru).","The main challenge we have found with the design and implementation of Parlamento2030 is the uneasy access to the information published by the Spanish Congress. This information is not available in open, non-proprietary, machine-readable format, which hampers its potential use and reuse by all relevant stakeholders. We have overcome this challenge by developing a technology able to read and build a database with the information published by the Congress’ website.
It has also been difficult to reach the relevant stakeholders that could find the tool useful. Parlamento2030 is most valued and used when people and institutions get to know it, but it hasn’t had the reach it would have needed to be more useful and influential.
We hope the partnership with the Government will help to overcome these challenges. It will provide the dissemination needed and facilitate the communication with the technicians at the Congress, to collaborate in the improvement of the way this institution generates.","The main condition that would facilitate the success of Parlamento 2030 is the official commitment by the Spanish Congress to make its information available in a clear, complete, timely, open, machine-readable format, easy to find, understand, use and reuse. Until then, out tool has to overcome many obstacles to make this public information accessible to all users. The Spanish Transparency Law doesn’t apply to the Spanish Congress, so this commitment depends on the political will of the members of the Parliament and the technicians in charge of the publication of the information.
A high engagement of civil society organizations on transparency and governmental control activity would also make Parlamento 2030 have a bigger social impact and relevance.
A better availability of financial and human resources would also help to improve the impact and usage of the tool, by increasing the means to reach a bigger audience and improve the ways in which the information is provided to the users.","Parlamento 2030 was developed in open source and code in order to make it easily and quickly adapted and implemented in another country or sub-national public administration. The tool is only being implemented currently at the Spanish Parliament. Nonetheless, a future expansion of the tool outside Spain is more than feasible due to the fact that the Agenda 2030’s approach of the tool is very relevant at the international arena and that citizens are increasingly demanding tools that improve the access to public information and participation. In fact, Parlamento 2030 has received some requests from Andorra, Peru, Dominican Republic and Paraguay to adapt and replicate the tool in their national parliaments.","Parlamento 2030 is the successful completion of a long journey. It started in 2011 with a very low-tech monitoring tool (Avizor Project), which we implemented during 4 years, with no previous experience on this field and with no external funding. This project allowed us to know and understand what type of information did the different key stakeholders need to engage in the policy-cycle. It put us in contact with key public and private institutions working on transparency and accountability in Spain and the EU and showed us how CSO, media outlets and public administrations can use the information provided by this type of monitoring tools. Finally, it made us dream of what type of tool we would like to develop when we ""grew up"" and had human and financial resources available.
In 2014, with funds from the ""Active Citizenship Programme for NGOs by the Financial Mechanism of the European Economic Area"", we developed the civic-tech we currently use in Parlamento 2030. We worked 3 years on its development and improvement. Only with all these experiences, we were able to envisage Parlamento 2030 and see the potentiality of applying our previous experience and technology to the Agenda 2030 framework. In this sense, our first and main lesson is that relevant innovations hardly ever are quick results but rather the culmination of a long process of apprenticeship.
Another important lesson learned is the importance of counting with the correct partners on your side. In our case, having in our team the technical capacity to overcome the lack of transparency of the Spanish Government was critical for the success of our project. Also finding the support, inside the Government, of a person with the determination, leadership and resolution needed to build a partnership with Parlamento 2030 and transform a civic-tech tool designed and implemented by civil society into a digital government tool.
Finally, the one thing we would have liked to do better from the beginning of the project is to have a deeper understanding of the users of our tool. Empathising with your users is absolutely critical for the success of any tool. In our case, we now know that regular citizens, journalists and public officers cannot manage raw information. If you really want to help them overcome the gap between public and accessible information you have to offer them information which is already treated to provide a product that they can use for whichever purpose they want. This apparently small step can imply, for example, providing the users with automatic visualizations and statistics or improving the way in which they can download the information provided.",,"a:1:{i:0;s:4:""9018"";}","a:2:{i:0;s:4:""9024"";i:1;s:4:""9025"";}",,,
9071,"Openrampette. Experimenting agile policy making",https://oecd-opsi.org/innovations/openrampette-experimenting-agile-policy-making/,,"Comune di Milano",Italy,central,"a:1:{i:0;s:10:""employment"";}"," Openrampette. Experimenting agile policy making",http://www.opencare.cc,2017,"How can we enforce a public mobility law collectively? Openrampette rebuilt the broken relationship between the City Administration, private businesses and disadvantaged people by co-designing public places accessibility solutions, through the collective intelligence of a wider audience.","In 2015 with the City of Milan to passed the Building Regulation article 77 that required all bars, shops, restaurants and craft activities bordering the road, to provide easy access to people with limited mobility (13,189 in 2007). 12 months later, the City of Milan assessed only 2.000 businesses complied out of 18.000. This pushed us to speculate about the most effective way to enforce a regulation.
This is when Open care approach came handy. Open care is an EU funded project that City of Milan is running together with WeMake (a Milan-based fab lab) and other four international partners to create a culture of open collaboration leveraging on collective intelligence. City of Milan and WeMake started listening and talking to as many people as possible, to understand what was not working and tentatively get it straight. We started from of the City Administration sectors that were involved from the beginning like the Major Cabinet, the Urbanistic Dept., the Public Land Dept. and lately Urban Economy and Employment Dept. The building regulation was conceived in one department, the implementing regulation was written in a different one, and published through another one. That gave a lot of room to officers for interpretations and tightening the instructions for businesses to prevent opportunistic behaviors.
As the collaboration with the trade association became closer, we’ve understood more of the problems that businesses were facing to comply with the regulation, such as: high costs, complex red tape, lack of understanding of the most suitable solution and existing products too standardized to fit all the situations. Since red tape is partially due to complex implementing regulations and the unclear communication follows, we started facilitating a dialogue between pieces of the public administration, businesses and associations.
We have started Openrampette in a limited area of the city that has everything it takes. The Isola area has a functioning District for Urban Commerce, a civic center devoted to urban regeneration (ADA Stecca), active businesses and a long tradition of civic participation. This made easy to engage stakeholders into co-design sessions pivoting around their individual necessities. Dealing with collective intelligence. Sharing every step, intuition and piece of information within the local offline network and with the Opencare digital community helped.
Opencare lives de facto in a digital platform called Edge Ryders, connecting some 4,000 worldwide activists, social innovators, data scientists and whoever else is passionate about our collective future. Any input from the community would add value to our project.
We have not predefined any design outputs, but rather kept the sessions open to any outcomes. The Openrampette co-design culture helped the participants to feel at ease in bringing criticism, problems, ideas, resources and relations into the preliminary discussions that addressed the work to a dual objective: 1. Simplify the procedure to comply with Municipal regulations. This resulted in redesigning the online application protocol for an improved usability, including: a. Interface. The percentage of people who completed the interactive task reached 60% b. Taxonomy. Jargon simplification and terminology disambiguation helped users to choose among the three options that the current regulation offers. c. Architecture.
Creating easily accessible areas, where people feel welcomed, leveraging on the collaboration of shop holders and people with limited mobility may also bring a feeling of inclusiveness that benefit businesses as well.","a:4:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""615"";i:3;s:3:""320"";}","Accessibility for disabled and elderly people is not new to local, national and European policies. For example, the crowd sourcing method recently made possible the creation of city interactive maps. There are also campaigns promoting easy accessible places through signals or other ways of identification. Nevertheless, we wanted to start from scratch to see if a site-specific co-designing approach, engaging several stakeholders from the start, would create grounds for something different.
“Enforcing a policy collaboratively” may sounds an oxymoron – since article 77 of the building regulation fits in the EU and the National legal frameworks, it is certainly a top down process. Nevertheless, the Open care approach might help policy makers, businesses, users and citizens to achieve simpler, affordable and faster solutions. Openrampette aims at breaking some of the conventional protocols by using open and community based approaches creating social value out of collective intelligence.","a:1:{i:0;s:14:""implementation"";}","Twelve months after the City of Milan passed regulation on accessibility (art. 77), only 10% of the public spaces were compliant. It was clear that it wasn’t just due to shop owners negligence or their lack of sensitivity. The City Administration could have decided then to operate forcefully by extending inspections and issuing sanctions, which would be a clear example of top down policy after all. Instead, the City Administration at first decided to improve citizens’ awareness through communication campaigns, then started to search new way of talking to stakeholders.
As a methodological result of our activities, we have started speculating on the collective action of the stakeholders as a result-oriented community.","The City of Milan Urban Economy and Employment Dept. promoted the Open care approach, researched at the policy making level, coordinated stakeholders. The Urban Planning Department provided expertise and elements to reconstruct the legislative storyline. WeMake researched at the field level and led co-design sessions. DUC Isola (Isola District Trade and Commerce Association) helped with networking and communication.","Other than the partners mentioned above, the other direct stakeholders involved in Openrampette were disabled, disabled associations, shop holders, citizens, activists, makers and designers all taking part in the co-design process (25 people per session on average).","Thanks to our intense networking, several bilateral and multilateral meetings, one public presentation and six co-design sessions, we have four different solutions including: an App that locates via GPS shops with removable easy access, a bell that gives users the chance to contact the shop holder, a receiver that notice the shop holder in a private way and a sticker that identifies shops with adequate facilities.
It has also resulted in a newly designed online application protocol with a user-friendly interface, an easy taxonomy that helps users to choose among the three options that the current regulation offers and a usable architecture, ready to develop all the protocols digitally.
More promising still, the Opencare approach is potentially applicable to a wide range of policies in which City of Milan is in charge, such as internal communication, simplifying bureaucracy, and increasing citizens’ trust, and promoting an Open source culture.","Openrampette has the task of enforcing a law collectively. The City administration admitted a failure (10% compliance) of what was a top-down policy and accepted to moderate its approach. This entailed looking inside its own organizational culture and create a safe space where testing a different approach was possible. Openrampette as a by-product is also introducing a new narrative of public policies even when the top down approach is inevitable.
City of Milan can develop that capacity and set the line for a new way of engaging communities.","Opercare of course is a more complex, longer and costlier process than a top-down policymaking. Indeed, a cost effectiveness comparison should be able to measure tangible and intangible outcomes of a policy failure, as well as the positive impacts in a successful policy. When it comes to open government, administrations need willing managers to implement successful policies.
In the case of Openrampette, Mrs. Lisa Noja, the City of Milan Major delegate for accessibility policies and Mrs. Cristina Tajani, the City of Milan councilor for Labor policies, Businesses, Commerce and Human Resources matched their sensitivities. Noja is disabled and beside her proved competence in advocacy and a direct experience of city barriers, brought an emotional layer that humanized a task otherwise focused on legal matters. Tajani has imparted to her department a strong social connotation, often using publicly the claim Innovation for Inclusion.","Openrampette outcomes reach different layers. Technical solutions could be replicated to the city of Milan at large. Indeed other cities can leverage on Openrampette open culture and use, adapt or improve technical solutions. Processes can also be re-used. We have shared the project online and soon we will provide an open feedback to all the stakeholders. The Opencare approach has the potential to become a policy standard applicable in diverse situations. We envisage that both replicability and scalability can happen at City level. Moreover, City of Milan also experimented the Edgeryders digital space, which is a wider spontaneous, free and disintermediated community that created the conditions for a continuous exchange of information and input. It is difficult to say if the Opencare approach would be a viable solution for larger policy making, since Regional or National issues may have more complex stakeholder composition, larger interest group, targets with weak representation.","Opencare approach disrupted some of the logic behind the article 77 failure. The silos mentality in policymaking and the dialectic of interested communities became spaces for understanding and dialogue. The inclusion of outsiders like makers, designers and activists opened introduced new visions, sensitivities and languages that led to a much more efficient intervention. Opencare approach is also contagious. Shops are much keener on collaborating when they see other shops taking a stand. Indeed, Openrampette so far operated in the district of Isola in Milan, which is a motivated, cohesive, collaborative one, with a long tradition in civic engagement. Other areas may create different outcomes. The whole Openrampette process was open to multiple interactions and brought to light many information not strictly related to the issue (art. 77) but very enlightening regarding the relationship between some communities and the city and the interactions between the disabled community and the businesses.",,,,,,
9081,"Usalama Application",https://oecd-opsi.org/innovations/9081/,,"Usalama Tech Group",Kenya,local,"a:3:{i:0;s:6:""health"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}"," Usalama Application",http://www.usalamatechnology.com/mtaani,2016,"The Usalama app is a platform that connects users and emergency service providers (ambulance, security, police, road-side assistance) in a quick and efficient manner, utilizing real-time user data, and an integrated web-based back-end portal.","While I was a student in campus I was attacked by four men at gunpoint. I froze, realizing there was no way quick way of getting help. Afterwards, my collaborators and I decided to come together and form the Usalama application because we knew many other people undergo the same problem. Usalama’s main objective is to connect people to emergency service providers at the tap of a button at any place and at any time.
Usalama is an android application combined with a backend portal for the emergency services providers. When our end users are in an emergency and trigger a distress signal (either by long pressing volume down, shaking the phone thrice or tapping the emergency icon), the app sends a description of their emergency, their GPS location, and the location of the nearest providers to two sets of people: The victim's personal and predetermined emergency contacts and an agent employed by an emergency provider (e.g. an ambulance driver). When the notification is opened, the responders can view the victim's location, the three nearest emergency agents, and a description of the emergency. To enhance accuracy of response, GPS data is updated every five minutes. All this data (number of distresses, location, responses and responders) accumulates for analysis and continuous monitoring by the service providers.
Beneficiaries of the usalama application are:
Police and Security firms – Using the web backend portal, the data collected from the distress calls sent by users will help police and security firms in increasing efficiencies, make informed, data-driven decisions and allow end users to have access to enhanced security at their fingertips.
Ambulance services – when a distress call requesting an ambulance is triggered by a user, the biodata of the user is sent to the web backend portal. The biodata contains the user blood type, the gender and drugs the user may be allergic to. This therefore allows the ambulance services to not only carry the right equipment but also the right medicine for the victim thus saving time and preventing incorrect diagnosis/treatment while on the way to the hospital.
Gender violence services – Usalama has been able to partner with the Nairobi Women’s Gender Violence Recovery Centre. Therefore, when a user triggers a gender violence distress call, not only do they have access to an emergency provider who specializes in catering to such a specific emergency but also access to counsellors who will call the victim and advise them on what to do.
General public – Usalama provides a mobile emergency hailing service at the tip of your hands, for free since they are not charged to download the application from the playstore.","a:5:{i:0;s:3:""181"";i:1;s:3:""210"";i:2;s:3:""221"";i:3;s:3:""623"";i:4;s:3:""613"";}","Usalama is different from other applications, since Usalama functionality is not limited to a panic button. Most of the applications only act as a panic button that send a distress call to your family and friends. Usalama however not only links you to the emergency service providers but also monitors and tracks a user when they trigger a distress call which can especially be useful for a moving target. In addition to this Usalama also has some innovative features like volume down to trigger distress, shake device to open, timer and walk with me which create alternatives for varying situations that require emergency communication and reporting.","a:1:{i:0;s:10:""evaluation"";}","Currently we are now in the process of integration with two security firms, so that they may fully understand the system and roll it over to their customers. So far, Usalama has been able to penetrate successfully the market. The biggest success so far was bringing in the emergency providers on the platform. This made the platform a practical solution to Kenya’s existing problem.","We have been able to partner with three organisations:
Dylan Group–this is an online marketing business, improving our twitter following of up to 12000 followers.
Baobab Network–this is a UK based company who connects early stage businesses in Sub Saharan Africa with talent and investors from around the world.
Source Institute –we became a part of the Source Institute program, resulting in publications in international media such as The Guardian and the UK Business Insider","Beneficiaries of the Usalama application are police and security firms, ambulance services, gender violence services, general public.","Since we have been able to acquire four emergency service providers this will allow our users to be able to have a direct connection to these service providers. This innovation has also been advantageous to our service providers since now they have a way to connect to their customers and non-customers at the tap of a button. We are expecting to have our platform to expand across Kenya, increasing access to emergency services and extending the reach of providers. We will focus on adding emergency service providers from Kenya, both from the for-profit and non-profit sectors. This strategy will allow us to add not only providers, but also their existing clients as end users.","The biggest challenge we have faced has been capital. This has been a major limiting factor in terms of growth especially in advertising and brand development. We have also faced some challenges during the implementing projects phase but we have been able to tackle some of them.
These are:
- Application awareness: This challenge was mitigated by partnering with an online marketing business, Dylan Group, who is responsible for driving our social media campaign. As a result, our social media base has grown to over 12,000 people.
2. Acquiring providers: To address this challenge we did a door-to-door campaign, updated our sales strategy and leveraged the already acquired providers to connect to their existing partners.","One critical condition is access to secure server space to host the platform and online database to securely save its data. In future in order for us to work offline and with non-smart phone owners we hope to acquire a USSD server to also host part of the platform. In terms of policy and rules, we are grateful that the policies in our country have favoured growth of internet coverage, removal of tax on smart phones hence lowering prices and in general a technology friendly government. Looking at financial resources our success is currently tied on ability to keep our server space available as we pay for it periodically. As our platform is growing we are currently paying from our savings, but we expect to start generating revenue by the beginning of the month of November this year. Our next key concern is financial resources and human capital to help create awareness and market the platform.","Usalama is intentionally built as a platform so that it can seamlessly scale to serve as many people and emergency service providers as possible (Private Emergency Cooperates, NGOs, Police and Learning Institutions). For users to join the platform they simply download the app, from anywhere in the world. They can simply be linked to providers of their choice by selecting them in the app. For Emergency Providers to join the platform; they simply go to our website and purchase a package and then sign up. After verification of their details a link is sent to their email with access to their own customized emergency response center and their response agent app. The problem our platform is solving can also be replicated over, since access to emergency services in most third world countries is a cumbersome long process that often leads to loss of lives. Whereas technology has advanced a lot of areas; access of emergency services by the public is still archaic, Usalama aims to change this.","One of the lessons we have learned from our experience is running lean, that is operating in a manner that is cost efficient and investing all the money earned or raised, back into the innovation. This is very necessary to keep the innovation alive and moving forward. Another lesson we have learnt is the importance of strategic partnerships. An example I can use is the Dylan Group, our social media marketing partner. In order to enter a partnership with them, we told them that since we couldn’t pay them in money, we can instead create a website for them and manage it on their behalf and they in turn can help in marketing our innovation. This partnership was strategic in that we were both offering each other a service that is of importance to both parties. Finally, the main and most important lesson is to never give up, keep on believing in your innovation and work hard and smart. Running a startup in Kenya can be difficult but with the right attitude and work ethic, one can succeed.",,,,,,
9088,"Enhancing Seoul’s Age Readiness, the Comprehensive Plan for 50+ Assistance",https://oecd-opsi.org/innovations/9088/,,"Seoul 50 Plus Foundation",Korea,local,"a:5:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:8:""external"";i:3;s:7:""housing"";i:4;s:12:""public_order"";}","Enhancing Seoul’s Age Readiness, the Comprehensive Plan for 50+ Assistance",http://www.50plus.or.kr,2013,"Seoul Metropolitan Government (SMG) announced the <Comprehensive Plan for 50+Assistance> as a measure to enhance the city’s age readiness by supporting the younger elderly. The plan is one of the SMG’s social innovation model that has transformed towards the convergence of public policies to utilize the 50+generation as a meaningful social capital to cope with the city’s aging issues.","In 2016, Seoul Metropolitan Government (SMG) announced the <Comprehensive Plan for 50+Assistance> (hereinafter referred to as “50+Policy”) as part of a measure to enhance the city’s age readiness by supporting the age group of 50 to 64, as younger aged population, to prepare for their latter act of life as the society heads toward the homo-hundred era. The idea of the 50+Policy was first initiated at a high-time when the country’s two baby booms (which emerged between 1955 and 1964 and between 1968 and 1974) started to retire from the workforce from the early 2000s. The fast aging of the Korean population is due to the world’s lowest fertility rate and partly to the country’s two baby booms.
With a wave of large-scale retirement of Korean baby boomers, how to plan life after retirement has emerged as a serious social problem. Against this backdrop, an NGO ‘Hope Institute’, led by the current Mayor of Seoul, Park Won-Soon, propelled the idea by launching initiatives titled ‘Happy Senior’ and ‘Designing Happiness Academy’ in 2006. The initiatives were driven by a pure belief that Koreans in their 40s to 60s, the main labor force to accomplish the “Miracle on the Han River”, need support to create their new life models for their later life.
While the ageism is rife in the Korean society, the initiative had taken an innovative and bold approach by embracing the older generation as an active social actor. However, the civil society-led initiative has showed its limitation in terms of ‘resource,’ ‘sustainability, ’participation of diverse classes,’ for further development. A social consensus was created to initiate the enactment of the 50+movement as a policy distinctive from the existing welfare policy.
Based on such experience and a firm belief on the potential of Korea’s babyboomer generation, Mayor Park has made an election pledge for his 2nd term to provide a post-retirement support for the baby boomers in the 6th local Mayor’s election in 2014. The strong political drive of Mayor Park has led to an announcement of the <Comprehensive Plan for the 50+ Assistance> in 2016 after more than a 2-year preparation period from 2013, with a pilot operation of the Post-Retirement Support Center during his first term. According to the needs assessment of 50+generation conducted in 2015, three major concerns were; ‘they feel insecure’, ‘they have nowhere to work’ and ‘nowhere to go.’ Thus, the 50+Policy focused on resolving the three major concerns by providing a platform for ‘Learning & Exploration,’ ‘Job & Social Engagement’ and ‘Culture and Infrastructure.
The main mission of the 50+Policy is to “create a new life vision for Seoul’s 50+generation’, which in other words is to tackle the challenge of social isolation, and thus to increase the social connectedness of 50+generation, and contribute to raising awareness and preparing for the aged society. The nucleus of a plan was to establish 50+social infrastructure across Seoul; thus, the establishment of the Seoul 50 Plus Foundation and 50+campuses. 50+centers were transformed from a post-retirement support center which was a piloted by the SMG in 2011 before a full-fledged implementation.
The establishment of an independent organization was a decision to ensure coherent, consistent and sustainable delivery of the 50+Policy. The 50+Foundation/Campuses/Centers are complex support centers and cultural space for the 50+generation to interact among peers and drive changes to their 2nd act of life. The 50+Foundation/Campuses/Centers contribute to raising awareness and expanding network among the 50+ through campaigns and community platforms. Besides, the 50+Foundation develops a system for private and public partnership. Recently, the government has announced a cross-ministry plan of the <Initiative to Establish a Social Infrastructure for 3rd Act Life Planning for the New Lifers> which associates the establishment of the ‘Active Seniors Recharge Centers’ across the country while other local authorities is planning to establish the ‘Post-Retirement Support Centers’, benchmarking 50+campuses & centers of the Seoul Metropolitan Government. The 50+ foundation strives to expand 50+infrastructure; mobilize resources; develop customized 50+ job models and education programs; benchmark national/ international innovation cases for replication and; address local/community/sector specific issues by building cooperative system. Considering Korea’s demographic transformation, the Korean government has endeavored to integrate aging-policies into its broader economic and social-development agenda from 2010. However, due to the fragmented approaches taken by different ministries and policy unalignment, the post-retirement support was not successful in attracting policy beneficiary. In this context, the Seoul Metropolitan’s 50+Policy was introduced to support the middle-aged group of 50-64 after the retirement in the fast aging society entering to a 100-year life.","a:5:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""260"";i:3;s:3:""211"";i:4;s:3:""617"";}","Convergence of Social Policies – One-stop service
The extent of the innovation of 50+Policy came from its convergent nature of the policy. Resistance from different level of policy actors was in place at the early stage of policy development. A series of consultation processes with stakeholders took place to clarify the roles and responsibilities among the existing entities and the 50+Foundation on aging issues to create synergy effect. The meetings with the elder welfare institutes were held and it was agreed to set up a mid-and-long term cooperative system by creating a consultative group to avoid double-efforts on welfare services. The convergence of different services area has enabled the 50+Policy to provide a one-stop service from counselling and education/training to social engagements.
50+Driven/Powered Policy
The SMG has taken a “50+generation-oriented” approach to tackle the aging challenges. While increasing efforts were made by the national government to integrate aging issues to its economic and social development agenda, the policies were mostly designed at a policy provider’s viewpoint targeted to senior citizens (aged over 65) and socially marginalized elderly. However, the SMG continuously interacted and communicated with the 50+generation to collect the generation’s voice to ensure 50+ becomes a driving force to the policy implementation. The SMG’s approach to the 50+Policy is to harness the skills and experiences of 50+ as a capital to resolve social issues together with the 50+generation. Thus, the 50+Policy has been designed as a “50+driven/powered” public service, which means all projects engage the skilled and experienced 50+ in its implementation phase of the policy. “Together, and Apart” Approach Seoul is a big city and has dimensional features in each district. The 50+Policy reflects local-specific features to its implementation strategy dependent on whether it be densely populated areas, university or office areas. For example, the Western Campus is housed at the Seoul Innovation Park and thus, its focus is on innovation, social economy and town projects while the Central Campus focuses on start-up and job creating given is proximity with the Seoul Startup Hub. What makes the 50+Policy complementary is the perception that under the umbrella of the 50+Foundation, 50+campuses and centers go together, while alternating among them is justified via balancing the “apart” approach.","a:1:{i:0;s:14:""implementation"";}","The foundation will institutionalize a platform through its 5-year phased plan of <Introductory Stage (‘2016- ‘2017)>, <Growth Stage (2018-2019)> and <Matured Stage (2020~)>. The current focus is:
(a) early settlement and successful operation of the multi-50+campuses;
(b) research to lead 50+policies;
(c) creating and promoting a jobmodel for 50+ and the society. As of August 2017, more than 15,000 people have been registered to the 50+programs; 112 communities, participated by 917 people, have been organized by the 50+generation, 13 different streams of <Boram-Jobs> have been participated by about 600 people. From 2018, focus will shift to evaluating projects and further diffusing lessons to 50+centers and other local authorities planning to replicate our case.","From its development stage, multi-stakeholder partnerships were sought to build a cross-functional convergent policy - covering 50+counselling, job, and education/training, and to catalyze and accelerate policy changes connected to a broad movement for innovation. The partnership and collaborations with different stakeholders were essential and it was key to reinforcing the innovation by (a) agreeing on the medium-and long-term cooperation system through coordination with the representatives from senior and social welfare institutes and convening a consultative groups; (b) dividing roles and responsibilities between entities working on aging and social welfare issues to reduce overlapping conflict and to create a synergy through encouraging broader and sound competitions. For instance, it was agreed that the Seoul Welfare Foundations to conduct a research on the older aged while the 50+Foundation focuses on the younger aged of 50+generation.","The innovation rests on engaging multi-stakeholders upon its development process; going beyond the SMG’s authority, the approval of the national government was a mandatory requirement to establish a city government invested/ affiliated agency ‘the Seoul 50 Plus Foundation’. The foundation was established after an approval process of the national government, which associated consultations, deliberation and resolution stages. Apart from the 50+Foundation and campuses, 50+centers were planned at the regional level and the consultations with the regions of Seoul were conducted in parallel. A coordination with the stakeholders took place to clarify the division of functional roles and responsibilities between the existing Seoul Welfare Foundation and the Foundation on aging issue and to set up a mid-and-long term cooperative system. The institutionalized framework of 50+Policy now serves as a foundation to promote good governance and take a preemptive approach to cope with aging issues.","This innovation model was underpinned by the conviction that 50+ can live purposefully in their 2nd half of life by contributing to the society, if appropriate supports are provided. We have deployed various on/off-line medium to bring greater policy impact by communicating with the broader audience. The 50+Policy has played as a tool to recognize the potential of the 50+generation’s role in our society. Expected impact of the policy is as envisioned in our mission; to create a new life vision for Seoul’s 50+ and with our current focus on; ‘Creating a foundation for the 50+Policy,’ ‘agenda and partnership development,’ and ‘to operate various pilot programs,’ results expected are as below;
(a) Early settlement and successful operation of the multi-campus by establishing and fully-operating six campuses by 2020 and to provide 50+tailored education and counselling contents
(b) To conduct policy and practical research; to coordinate 50+led research; to publish regular policy briefs; and to organize (international) 50+Policy forums
(c) Creating and promoting a 50+job-models for public and private sectors; expanding the social contribution type job model through the Seoul-city driven paid volunteer job titled <Boram jobs>; operating 50+startup venture competition, incubation program and encore outplacement programs and by enabling environment for 50+job employment through establishing on/off-line 50+job infrastructure
(d) Building an eco-system to promote 50+culture and cooperation through public campaigns, integrated marketing communication, 50+group support, 50+culture promotion, 50+platforms; and to enhance 50+partnership through setting up a cooperative system
(e) Establishment of an information system to be the 50+hub which will provide an integrated service to Seoul citizens and to collect precise data and statistics to measure policy effectiveness.","The main challenge was to identify the policy identity. The SMG was encountered to address whether the policy was an employment or lifelong education as the policy was deemed a welfare service for a demographic group of 50+ distinguishing itself with the existing welfare programs. Nevertheless, the SMG has taken a new approach of “50+driven/powered movement,” to address multiple issues faced by the 50+ in their post-retirement period and to create a new life vision for their latter life. Additionally, while the existing welfare policy focused on socially marginalized group, the 50+Policy is a more comprehensive plan. 50+Policy is faced with voices that the policy should be designed to have an immediate linkage to the employment. With a little understanding of the “Encore Career Transition Model” – which emphasizes ‘work opportunities’ than ‘being hired to an employer’, our challenge is to communicate our purpose effectively amid a pressure for a training for immediate employment.","Two critical elements factored into the success of the 50+innovation; a strong political leadership and a human-powered approach. A strong political conviction building up from experiences from a NGO-led initiative and pilot operation was a driver to the innovation. Mayor’s strong political commitment to take the 50+initiative as his election pledge, coupled with a social consensus on the necessity of the 50+Policy support within the social and economic context of the aged country enabled systematic change through laying a firm institutional and legal grounds – thus establishment of the 50+Foundation/campuses/centers by the SMG. In the meantime, the idea of 50+driven/powered approach shows that the local authorities have phased to a relational state with the general public from a delivery state. It was a route to build social resilience and for the government to achieve common goals with its people.","Considering Korea’s rapid demographic change, the government has been making efforts on the post-retirement support for the middle-aged. But, with the fragmented approaches taken by different ministries, the post-retirement support was not successful in attracting beneficiaries. The 50+Policy shares the value of the “tailored and sustainable 50+Policy,’ through one-stop counselling service, education and job models and pursues a “50+Policy for all” that enables social integration and inter-generational exchanges. 50+Policy has become a benchmark point to local authorities planning to establish a similar infrastructure. Further, the national government has recently announced a cross-ministry initiative to establish a social infrastructure for 3rd act life planning for the new mid-lifer, which the initial idea was adopted from 50+Policy. As a front-runner, we plan to improve our performance through exerting our leadership by establishing a systematic policy implementing mechanisms.","It was critical to collect different voices and coordinate among related stakeholders to avoid potential conflicts and double-policy efforts. The 50+Policy is a universal welfare service, that converges wide range of areas which cannot be solely provided by the 50+Foundation/campuses/centers along. Thus, it is important to fill the gap along the service value chain through public-private partnerships and networks. To further scale the 50+initiative, this will lay the groundwork for the next steps to a participatory and collaborative governance. In this manner, we are currently organizing international/national policy forums to create a consensus to our work and to show our leadership in the agenda-making. Our challenge now is how to create a shared value with, particularly, private sectors by not impeding their markets and to develop 50+specific contents.","In less than a two-year journey of 50+Policy implementation, we have explored the potential of the 50+platform through higher participation and interest of the 50+generation. Despite backlashes and concerns emerged in the early stage, we are currently making our case a front-runner case across the country and share knowledge with concerned stakeholders. We aim to provide creative and innovative 50+infrastructure through providing both hard and software infrastructures. In the years to come, we will launch an on-line 50+portal to serve as a one-stop 50+information portal.",,,,,
9092,"Enhancing civic engagement in high school students through online gamification: the case of “Cities in Play”",https://oecd-opsi.org/innovations/enhancing-civic-engagement-in-high-school-students-through-online-gamification-the-case-of-cities-in-play/,,"Fundação BRAVA",Brazil,central,"a:3:{i:0;s:9:""education"";i:1;s:7:""housing"";i:2;s:16:""Civic Engagement"";}","Enhancing civic engagement in high school students through online gamification: the case of “Cities in Play”",http://www.cidadeemjogo.org.br/en/,2017,"Brazil has faced many corruption scandals, which is causing Brazilians, and mainly its youth, to increasingly distrust public institutions in general. A a result, we launched ""Cities in Play"", a free online game to be played in schools that puts the students in the position of an elected mayor, who needs to choose among different public policies to make his best to succeed in his administration. Our main goal is to enable political awareness in Brazilian youth to allow them to play an active role in politics, assessing governmental activities and standing for their rights, as well as knowing what are their duties as Brazilian citizens.","Brazilian citizens are discouraged and they lack trust in public institutions. According to a survey conducted in 2018, 6 out of 10 citizens do not trust their government, including actors such as deputies, senators, ministers and the president. This has also had a direct impact on the young population in Brazil - in the years of 2014 and 2018, when presidential, state and legislative elections occurred, citizens aged 16 and 17 (that have optional vote in brazilian legislation) had extremely low voting rates compared to the previous years. Nevertheless, according to a research conducted in 2014 in Brazil, with more than a thousand youngsters (“Sonho Brasileiro da Política”, by Box1824), 65% of them would like to learn more about politics at school.
Hence, we decided to develop a solution to engage teenagers in politics. By searching for international examples, we found many “serious games” – which primary purpose is not entertainment, but learning. One of the initiatives, developed by Woodrow Wilson Center (WWC), is the game “Fiscal Ship”, designed to teach about the role of U.S. Federal Budget.
Following this example, we decided to develop, with support of WWC, a game for Brazilian youth that would help them not only to understand politics, but also to develop critical thinking and decision making skills. As an educational game, we though its use in schools would have much more impact, since students would have a moment to play and also to have an informed discussion about their city, its main challenges and how they can help to address them.
In 2017, we launched ""Cidade em Jogo"" (“Cities in Play”), an interactive and fun game that seeks to develop political interest in Brazilian high school students. We put high school students in the shoes of a mayor so he or she can decide the best policies to have a successful administration. The policies chosen will affect the city’s finances, the overall satisfaction of its citizens and the city infrastructure for the next administration and the players has to chose wisely to not jeopardize any of this indicators.
Our main goal is the creation of political awareness in Brazilian youth in order to allow them to play an active role in politics, assessing governmental activities and standing for their rights, as well as knowing what are their duties as Brazilian citizens. We have achieved more than 35,000 users, and we have a network of more than 1,400 teachers and 2,500 engaged students. More than 50 schools had played the game in all Brazilian regions.
Our main criteria are reach indicators - how far is the game going, relating to the number of professors using it. We have already conducted research on what the first hundreds of students think about the game and also its influence in their willing to participate in politics and its role on their political learning. During the interviews, around 2/3 of the students who played the game claimed they felt more interested about politics (67%), more willing to monitor the actions of the public power (69%) and believing more in their ability to influence policies (67%) after the experience.
For the next years, we aim to expand the game by providing a toolkit for teachers to help them use ""Cities in Play"" as a pedagogical tool. Teachers will be able to engage in discussions on different subjects, becoming more independent and being able to teach in an innovative way. We have developed this toolkit with an education consultancy during six months. Recently, we had a training round in which more than 50 teachers learned how to use the material and experienced a new way to engage their students.","a:4:{i:0;s:3:""181"";i:1;s:3:""220"";i:2;s:3:""619"";i:3;s:3:""302"";}","Cities in Play is the first online educational game developed for civic engagement to be played at schools. As it is online, it helps us gather data and to get to know the players' profile, which will help us to create strategy to keep improving the game.
Also, digital games are also more appealing to young students in Brazil. Moreover, an online game depends less on the teacher leading the game experience in class, so he or she can focus on the discussion afterwards, and on the topics that will be covered to complement the learning process. When we put the student in an active role, he/she can developed 21st century skills in school, which is now part of Base Nacional Curricular Comum, the new curricular standards for all schools.
We were awarded in 2018 by British School of Creative Arts (EBAC) for best Game and came second in the games category of the Festival ComKids.",,,"Our main partners are:
- Woodrow Wilson Center, who offered us support and inspiration for the game;
- The students and teachers, who were listened in focal groups to develop the game and are our target group;
- Flux Games, who had designed Cidade em Jogo;
- City Hall of Jundiaí, with whom we developed a strategy to students create projects for the city;
- State of São Paulo, with whom we signed an MOU to expand our activity.","Our main beneficiaries are the users of the game and the teachers. The students is given the chance to have a class with critical discussion to learn how they could become more engaged citizens, even with only 14-17 years old. The teacher has the chance to innovate the class plan, helping students to use the game as a tool for later having qualified and critical discussion. With that, teachers become great supporters for students getting engaged in their communities.","Our main results through these years were:
2017 (Launching and Piloting):
- 8 schools had workshops for playing the game;
- 300 students were affected by the game;
- More than 9,000 overall users have played it;
- More than 50% of students stated that, after playing the game, they got more interested in politics;
2018 (Expanding):
- 50 schools had workshops to play the game;
- More than 1,500 students were impacted through the project;
- More than 35,000 overall users;
- Around 65% of students have changed their mind about politics;
- A pedagogical toolkit was developed in order to give teachers more autonomy to play the game whenever they want with students and to develop projects from it;
- 50 teacher were trained to use the toolkit for using in their classes.
2019 (scaling) - expected:
- More 3,000 students trained through its use inside projects developed by partners (other NGOs, ed-techs, public schools, etc).","The greatest challenge is to assure the game will increase its scale and truly get to all 7 million students of public schools in Brazil, which is the 5th biggest country in the world. The way we can overcome this is by trying to include ""Cities in Play"" within government programs, specially because the Federal Government had implemented a new Standard Curriculum related to 21st century competences.
Also, since our game is played online, it can be a challenge to reach schools in marginalized communities, since they lack of access and internet connectivity. We aim to address this problem by working with partners whose mission is to improve connectivity and technology in the country.","'- Institutional Support: we have to be aligned with government guidelines for education, and mainly to standard curriculum for high school classes.
- Support by local government: partnerships with government is what will guarantee scale of Cities in Play.
- Support by school staff (teachers and director): the project will only be a success and have continuity if all the school staff is aligned to its goals.
- Updated tools and software: our game has to be constantly updated to assure great user experience by students and teachers.","Online games developed for use at schools have been growing in order to help kids and teenagers to learn by doing. However, Cities in Play is the only one focused on citizen engagement.
The great potential of replicating the game is the possibility to include it as part of the strategy or curriculum provided by national and international NGOs or edtechs, that already work at schools with great number of students. There are already many organizations focused on 21st century competences, and the game is a great tool to be included as part of their project.
Other edtechs in Brazil or worldwide can use our game as well, by including it in their chart of activities to reach a high number of high school students.","The greatest lesson learned is that, although it seems our students are lacking trust in government, we can see they have genuine interest in changing things in their neighborhood or city, but they do not know how they can actually accomplish it. The game thus helps them to not only know what a mayor does, but also to know how a city works and how they can help to improve it.
Also, we could see the reality is quite different when it comes to technology at schools. We are working to improve the game, so it can reach the marginalized segments of the population, to increase their participation in the design and delivery of public services. There is great potential to increase the diversity of voices in policy, so young people can know their rights and claim them.","Our game has affected many young students by showing them that they can indeed have real knowledge and participation in Brazil’s politics, encouraging their decision making and sense of responsibility. Some have already used the game as an inspiration to produce law projects, create student groups and ask the mayor to solve specific city problems.
Thus, I would like to thank you for sharing our case, since this recognition will be quite importante for our growth and legitimacy! We are a high-perfomance, small team but with huge ambitions to reach as many students as we can and have worldwide recognition for creating a new generation of engaged citizens.",,,https://youtu.be/t_eW-gcBpUw,https://www.youtube.com/watch?v=UGfbBCsYCKQ,https://www.youtube.com/watch?v=42R5BCIF16U
9106,"National Platform for Monitoring the Sustainable Development Goals",https://oecd-opsi.org/innovations/9106/,,"Office of the President of Mexico",Mexico,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","National Platform for Monitoring the Sustainable Development Goals",http://www.agenda2030.mx,2017,"Agenda2030.mx promotes the design of evidence-based policies in a transparent and collaborative manner. Academia, public officials and decision-makers can follow the progress of the indicators measuring the global goals with official data and user friendly visualizations.","As part of the commitment made by the President of the Mexico, Mr. Enrique Peña Nieto, regarding the 2030 Agenda, he launched the National Platform for Monitoring the Sustainable Development Goals on April 26, 2017. The Platform was developed jointly in open source code by the National Digital Strategy at the Office of the President and the National Statistics and Geography Institute (INEGI, in Spanish) with the objective of creating an interactive tool that keeps the Government as a whole accountable regarding the progress of the agenda, whilst, making it accessible the reading and understanding of the data.
It is important to understand that this development is aimed to endure time and work across the board for researchers, government officials and even school-age children. The National Platform aims to support the measurement and compliance of the SDGs through publicizing the progress. The current version allows users to explore the data of more than 80 indicators indicators with different levels of aggregation. The data as all made available as open data, which makes Mexico a pioneer in its publication. The tool also allows recurring users to make mass downloads of data, instead of exploring the website and downloading data indicator by indicator. The data is displayed generally in maps, different graphs, tables, and it is always accompanied by the metadata and calculation method. Information is verified by INEGI and consulting groups directly with the source creators of government data, which are easily accessible, as their contact information is made available on every metadata sheet.
Given that Agenda 2030 is a 15-year long project, more indicators will be added periodically as they are generated and according to the schedule of updates and the rules established by the Specialized Technical Committee of Open Data of INEGI. This innovation in this project lies on how open resources are at the core of its development and the way data is shared, making open data a default characteristic of a government project assures its longevity and engagement with the audience.","a:7:{i:0;s:3:""181"";i:1;s:3:""615"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""303"";i:5;s:3:""302"";i:6;s:3:""611"";}","Mexico created a website for the Millenium Development Goals, in which user-centric design and openness was not at the core of the digital development. This new website, takes into account the learnings and experience gathered by the National Digital Strategy, in charge of the digitization and openness agenda in Mexico and INEGI's experience as the official producer of geo-statistical data in Mexico. As part of the efforts to think in systems and not in projects, agenda2030.mx is connected via an API to the data produced by the government agencies in charge of reporting, validated digitally and published in open formats at the website. This streamlined process ensures the continuity of agenda2030.mx. This tool promotes efficient delivery of progress with subnational disaggregation and access to open data, metadata, graphics and maps.","a:1:{i:0;s:14:""implementation"";}","agenda2030.mx is continually adding and improving the way data is visualized. As the project continues to add to data and people interact with it the team reviews and improves the way data is portrayed. We are currently working on new sections: ""compara"" and ""¿cómo vamos?"", both aimed at better understanding the progress of the agenda and allowing people to compare the advance of the measurements vis a vis the other indicators. Compara section will allow users to compare and contrast different indicators at the state disaggregation level, whilst como vamos will adjust all indicators according to the national-defined goals in a heatmap progress bar.","The main collaboration in which this innovation was build is that amongst INEGI, Mexico'a autonomous statistics institute and the National Digital Strategy (NDS) at the Office of the President. The Office of the President's role has evolved from dictating policy and recommendations, to becoming an actual operator and innovation agent. The agility and freedom in which the NDS operates has helped INEGI to explore new methodologies and models for approaching data visualization and problem-solving.","Citizens have been consulted since the first moment by hosting usability and design rounds with a design thinking approach. The help of non-organized individuals was key to create a website that feels less constricted and more fluid to natural navigation. Government officials have taken the project and communicated its benefits and impacts all over the world, making this initiative the first global official website on SDGs to become a reference in the field.","The availability and transparency of the data regarding the SDG agenda has impacted the way people consume information regarding the global goals and launched collaborations with other governments, interested in reproducing the open source code. The website is expected to change the way people navigate government data as it is usually expected that only experts request and look for this information; the new strategy is to provide for the usual suspects but create the digital opportunity for children, students and general audiences to explore and learn about the progress.","The team behind agenda2030.mx's biggest challenge has been that of the slow moving government decision process to publish data and indicators. The development and design of this project was finished months before the actual official data was published. This created a void that risked the projects continuation, as the National Digital Strategy, had many other projects to focus on. Finally INEGI, as a result of the President's public commitment and the rapid launch of the website on April 2017, had the leverage to push agencies to publish more rapidly.","Documentation is key for projects such as this one to thrive. Creating public online repositories on github with fully documented code will allow the innovation to keep growing and improving throughout the years, with the help of the general public and civic coders.","This solution has already inspired the Human Rights Indicators working group in Mexico and the Children's Rights Indicators agency to develop similar experiences. With the code made available and the CKAN open data platform as a central node for all of government data this project will save future government platforms for progress reporting millions of pesos and time.","Good web design is still hard to sell amongst government officials. It is very important to have evidence during the whole process, user's evidence and references to new design trends. It is key for government to keep up with the way data is portrayed, as people grow use to consuming in it in a daily basis, governments need to keep it up and mimic private sector methods for telling stories with data.",,,,,,
9109,"Public Spaces, Community Places crowdgranting program",https://oecd-opsi.org/innovations/9109/,,"Michigan Economic Development Corp.","United States",regional,"a:2:{i:0;s:8:""economic"";i:1;s:7:""housing"";}"," Public Spaces, Community Places crowdgranting program",https://www.patronicity.com/puremichigan,2014,"The Michigan Economic Development Corp (MEDC) teamed up with private partner Patronicity to launch a first of its kind crowd-granting program to help create vibrant communities throughout Michigan. The program revolutionizes the granting process, in part, by making the community the final review committee. If the project garners enough community support through crowdfunding, it will receive a matching grant.
With crowdfunding success rates across the industry at around 5-10% for projects achieving their funding goal, the MEDC’s Public Spaces, Community Places program has achieved a 98% success rate.","We believe thriving places help define a community’s economic vitality. From bike trails to pocket parks to public art projects, they contribute to a strong quality of life, help attract and retain talent, and grow stronger local economies. In 2014, as Michigan was facing declining public revenues and local budgetary concerns in communities across the State, the MEDC saw a need to empower them to continue these types of improvements during a time of economic distress. Communities tend to stray away from innovative, place-making improvements when limited budgets are focused on hard infrastructure such as water lines and crumbling roadways. With that in mind, the Michigan Economic Development Corporation (MEDC) partnered with the civic & community based crowdfunding platform, Patronicity to create the “Public Spaces, Community Places” (PSCP) crowdfunding matching grant program.
The program focuses on creating new or activating distressed public spaces for community use; such as pocket parks, trails, outdoor plazas, public art, farmers markets, art centers, and more. The practice of crowdfunding aims to fund projects by raising small amounts of money from a large number of people that invites residents to engage in the process from start to finish and beyond. The goal is to have an inclusive platform that allows local residents and stakeholders to play a role in projects that will transform their communities into places where talent wants to live, businesses want to locate, and entrepreneurs want to invest.
Due to the innovative crowdfunding component of the program where qualifying and approved applicants only receive matching funds if they are able to raise their target crowdfunding goal, the program has enabled the following outcomes:
a.) Democratizing the access to capital where non-profits and municipalities apply by submitting qualifying projects that fall within the grant parameters and receive funding through community demand, establishing the community as the final review committee.
b.) A deeper sense of civic engagement where the program enables community members, residents, businesses and local organizations to vote with their dollars on projects they find valuable within their community.
c.) Increased public awareness and press towards community projects, which enables greater support for public initiatives.
d.) Freed up organizational resources while expanding the number of projects and overall granting budget.
This program builds off of matching grant programs, however enabling the crowd to be involved through crowdfunding revolutionizes the mechanism in which the match is leveraged.","a:6:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""210"";i:5;s:3:""619"";}","This program is the first of its kind in the United States to have state matching grant dollars allocated to projects that receive support by engaging community through a crowdfunding campaign. The biggest achievement of the program has been enabling communities to participate in an innovative funding model that allows citizens to have a voice in what projects should be funded within their neighborhood. It has not only reactivated spaces but built bridges and collaboration within communities and their members while building a process of engagement. We’ve seen communities connect with a greater audience than before and find funding in a new untapped space, fight issues of blight and crime, and achieve higher levels of civic engagement.","a:1:{i:0;s:14:""implementation"";}","The Public Spaces, Community Places grant program has been renewed for 3 years in a row and continues to gain traction and success. Its success has led to other states adopting the exact same model and working with Patronicity to execute the same programming within their states. The biggest innovations include disrupting the traditional granting approach and empowering communities to be in charge of their own sustainable development.
With Patronicity's customized dashboard for the MEDC to review and approve projects within 72 hours (down from average of 6 weeks), the MEDC can spend less time reviewing and more time supporting projects. With Patronicity's initial vetting to ensure projects fit within the grant parameters the MEDC can give the final confirmation and the community can vote with their dollars to help fund projects they want to see built within their community. Such projects will receive the matching grant to ensure complete construction and funding. This has enabled projects to come up from the bottom, a grassroots approach, and has also lowered the barriers of entry for access to grant dollars.","Patronicity manages and administers the grant application, the initial vetting process, and the crowdfunding system. They thus streamline the process and allow for a quicker final approval process to be administered by the MEDC approval team.
The Michigan Municipal League (MML) supports the PSCP program, and promotes the projects on social media in order to achieve the match. Both organizations share the grant opportunity across the state, thus creating a wide pool of applicant projects.","The MML recognized that matching grant opportunities were available to municipalities across the state but those municipalities were unable to find the additional funds to secure those grants. Their input in this program and collaboration with their member municipalities resulted in the demand for allowing additional funding to come from neighbors, business owners, residents and stakeholders which would not burden the municipality government to come up with the match from already tight budgets.","The project approval process takes less than 72 hours, and grant disbursement is paid out within 3 weeks of projects achieving their funding goals. With crowdfunding success rates across the industry at around 5-10% for projects achieving their funding goal, the MEDC’s Public Spaces, Community Places program has achieved a 98% success rate. Of the 126 completed projects, 128 of them exceeded their crowdfunding goal. The ratio of total private investment per public grant dollars spent is over 7:1 dollars.
Lastly, a current total of 5 741 810 square feet (533 431.6 square meters) of public space has been activated across the State of Michigan through this program since its inception in the summer of 2014. The program has served as a model for other states and has led to increased funding towards community initiatives. Projects have spurred further economic development of local businesses and engagement as a direct result from the creation of the projects funded through the program.","The biggest obstacle was education on what civic/donation-based crowdfunding is and is not. The MEDC’s CEO at the time was very concerned about the risks and liabilities that crowdfunding could bring. Through many conversations, internally and externally, with legal counsel, they were able to gain support to move forward.
The second biggest obstacle was structuring a contract with Patronicity that allowed for flexibility in payment distribution and full protection for the MEDC.
The third obstacle, which has diminished with time, is funding. Because this is an annual budget allocation the program budget can fluctuate depending on the strength of the overall MEDC budget. Fortunately, PSCP (Public Spaces, Community Places) has brought the agency significant positive press and has strengthened our relationship with the Michigan Municipal League. Both of these factors have led to sustained board and leadership support.","Due to the structure of the grant on a rolling basis, it would be recommended that organizations have a grant pool without fiscal year cycles. The grant pool should also come from a non-restrictive fund to allow for greater impact amongst communities.","The success of the program served as inspiration for other states to replicate the work that has been done in Michigan. MassDevelopment, Massachusetts’ economic development agency, replicated the program in June 2016 with Commonwealth Places. Meanwhile, the Indiana Housing and Community Development Authority also replicated the program in November 2016 with CreatINg Places. The programs sought the advice/framework from the MEDC to model their programs along with best practices. This included implemented project size, fundraising expectations, and parameters around the types of locations of projects.","The biggest lesson of this experience is to go beyond a single pilot project to test this model. We want to create an ecosystem for communities, non-profits, and individuals to propose grassroots ideas that can grow only with the support of the greater community. Another big lesson is to adapt to a new mechanism for the grant application and approval process, different than that of a traditional grant program. This streamlined process for the PSCP program has allowed the MEDC to no longer pick ""winners and losers"" in the grant application process but rather allow for the community to show their demand and value for the local projects impacting the communities they are a part of. It's changed the way organizations and governments think about the granting process from a closed door review process to a more public submission, review and approval process.",,,,,,
9112,"Summer Design School",https://oecd-opsi.org/innovations/9112/,,"The Lab at OPM","United States",central,"a:4:{i:0;s:9:""education"";i:1;s:6:""health"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}","Summer Design School",https://lab.opm.gov/,2017,"Summer Design School is a new approach to teaching and learning human-centred innovation for government employees. It accelerates the development of critical thinking, creative collaboration, and human-centred design capabilities in civil servants with little to no previous exposure to design methods by means of an immersive, cross-sector, experience based curriculum.","Building design capabilities at scale in the U.S. government requires new approaches that are faster to yield results, more reliant, and focused on maximizing the potential of each civil servant, much too often minimized by training models based on top-down, one-size-fits-all approaches to learning. Summer Design School was developed as an novel approach to capacity building in human-centred innovation, and a new paradigm in public sector design learning, one that separates from a culture of skill-building and toolkits, into one of relational learning and co-created methodologies that are adaptable to different contexts (different agencies, different policy challenges, etc.). It was designed as a cross-sector platform that expands the notion of government innovation and learns from key non-government sources (academia, private sector, social innovation sector, etc.). By participating and learning together in a weeklong event, government (federal, state, and local), private, academic, and non-profit partners strengthened each other’s design confidence and found new patterns of operation.
This led to multiple ways to address complex challenges in new ways, all under the umbrella of human-centred design, and the critical questioning of what should human-centred design be in the 21st century. This new curricular experience underlines the proactive aspect of learning and challenges the assumption that building design and innovation capabilities is about discrete skills, tools, and toolkits. It also challenges the unfounded assumption that civil servants are, by default, unwilling to take risks, not interested in experimentation, and incapable of responding to challenges creatively.
By requesting that each individual participant bring his/her own challenge, Summer Design School became a temporary living lab for today’s government problems and gave participants the opportunity to negotiate their way into larger clusters of problems or, simply, problems that someone else brought, and seemed more interesting than their own. SDS deconstructs conventional training models that are still pervasive in the U.S. public sector, based on sequential/linear, dogmatic content delivery.
In this model, instruction is offered by subject matter experts teaching what the participants don't know about a given subject (in this case, design). In contrast, the main goal of SDS is to blur stage and audience and help participants discover what they don’t know they don’t know (the “unknown unknowns”) by combining content delivery with opportunities for peer-to-peer and group-to-group interaction and learning. SDS fosters inter-agency collaboration and knowledge-sharing in an open, safe, creative environment in which participants are learners and designers before they are government officials belonging to a specific agency. In SDS 2017, there were 48 participants from 18 federal agencies. This broad representation provided the necessary critical mass for breakthrough P2P and G2G learning.","a:5:{i:0;s:3:""184"";i:1;s:3:""190"";i:2;s:3:""210"";i:3;s:3:""211"";i:4;s:3:""260"";}","Summer Design School pioneers a number of new approaches to design learning in the public sector. It is designed to strengthen cross-sector opportunities for government employees. By participating and learning together, government, private, academic, and non-profit partners benefit from hybrid approaches to innovation and human-centred design. It provides a stage for the development of new knowledge in design, and gives government innovators the opportunity to deliver content related to their area of expertise. It underlines the pro-active aspect of learning and challenges the assumption that building design and innovation capabilities is about discrete skills and tools. By requesting that participants brought their own problem (BYOP), SDS is not about working from an ecosystem of problems that allow participants to find patterns of change more easily. It teaches flexibility and adaptability, and pushes participants to pursue courses of action conditioned by uncertainty.","a:1:{i:0;s:9:""diffusing"";}","By engaging with The Lab’s alumni network (2000+), collaborators, and the larger community of practice of federal innovators, a need for a new experimental format that deviated from the sequential teaching of design methods was quickly identified. The U.S. government is at the right moment in understanding the benefits of incorporating human-centred design as a lingua franca that will deliver public value to all citizens in a sustainable way.
The project was implemented as a pilot in July 2017 in Washington. Currently, The Lab is evaluating the experience with the goal of offering quarterly workshops in 2018, before they may be offered with greater frequency and in multiple locations nation wide (more than 80% of all U.S. federal employees are outside of Washington). The evaluation system that was designed to assess this project was based on redundancy, and included pre-workshop data, daily data, and long-term data that will be collected from a sample of participants at 1, 3, and 9 months after SDS took place.","This innovation benefited from the broad cross-sector network that The Lab at OPM has developed over the years. Private companies, consultancies, and design studios sent their experts to interact with participants.
From academia, several design schools collaborated with us in this project. Being in government and understanding the context of the U.S. government well, allowed us to establish direct communication with agencies and departments that helped us made this experience a reality.","When the workshop was announced, we received an overwhelming response from civil servants all over the country. The course’s 48 seats filled in days after it was announced, and the many civil servants who could not be part of it this time helped solidify our commitment to make SDS a regular educational offering. This circumstance gave us the momentum to engage with our partners in the private sector, the non-profit world, and academia.","Our efforts as curators and facilitators were directed to helping participants overcome their initial hesitation and confront uncertainty face on. As the week advanced and they kept gaining confidence and seeing how their work evolved, our role was to underline that their progress was earned, rather than given, and that clicked towards the end of the week when different groups realized that they could do what they were set to do, that it was in their hands to act rather than to ask for help. Toward the end of the week, excitement had built up as everyone was proud of their accomplishments and finally understood the approach that we had announced the first day.
Another key impact that we observed was a true interagency collaborative spirit. Many people brought problems that were dear to them and ended up dropping them and joining a team of a different agency. This operational generosity contributed to building strong groups that carried on with the work through the week.","One of the main challenges has been that operating from inside government has its own rules and procedures, that are usually inflexible. One example is that we were not allowed to offer stipends to guest speakers, due to current regulations. There were no speakers who turned down our invitation, even under those circumstances, because they believed in the value of participating in this event. But we would have liked to compensate them for their time and expertise. In government, one learns to be resourceful and go around problems rather than trying to go through them. A second challenge what that we did not have full authority to curate our cohort, because there are barriers for non-government people to participate in a government event. This meant that this initial pilot was not as cross-sector as we had expected, but we now know how to make next one more so, and in the end the challenges were extraordinary learning opportunities.","There must be minimum infrastructure and maximum knowledge transfer as to how to assemble an experience like this. Coaching a different team to replicate Summer Design School would be time consuming, more so than trying to find the right infrastructural conditions. This innovation is disruptive in nature, and its greatest impact will show only after it has been tested in different contexts, with different actors, etc. One potential hurdle is its duration (1 week), which may be a deal breaker for leaders who are not willing to let their employees be away for that long. In this pilot, we had a good amount of senior executives, who will go back to their agencies and encourage their employees to experience what they experienced. That may be a tactical decision that we did not make this time, but we have learned from for future iterations.","The Bring Your Own Problem approach is the conduit to successfully replicate this experience in other governments. The session we had for the first day was called The Wall of Problems, and it was an exercise in which each individual brought her/his problem and mapped it in a wall, clustering by affinity with other problems, etc. This created an ecosystem of problems that are real, and that bring a real context to everything else that was offered in the workshop. The Wall of Problems is the element that will make this experience both truly replicable, and truly contextual.","Experimentation is a key driver for human-centred innovation in the public sector.
Challenge the assumption that civil servants are bureaucrats without any creative potential.
Challenge the notion that learning in government should be step-by-step and unambiguous: ambiguity is the threshold to innovation if one knows how to administer it.
Foster visual communication and encourage people to express themselves visually, through sketches, diagrams, symbols, notations, maps, etc. They will always say “sorry, I can't draw very well” but that is fundamentally an understatement on their part.
Don’t be afraid to ask civil servants to dwell on uncertainty for a while; they will strongly oppose to it, because they are told there is no space for uncertainty in their jobs. It is essential to realize uncertainty is the key ingredient in complex challenges.",,,,,,
9115,"Data Programme",https://oecd-opsi.org/innovations/9115/,,"Department for Communities and Local Government (DCLG)","United Kingdom",central,"a:1:{i:0;s:7:""housing"";}","Data Programme",http://opendatacommunities.org/,2015,"We have brought together all data projects into a single programme to provide strategic oversight and a common vision. This encompasses a number of projects which are driving the department to better enabling data sharing, creating comparable datasets, open up our data for others to use and connecting our own data with others- transforming the way DCLG’s data can be used.","We have set up a Data Programme to co-ordinate all data projects across the department from data collection to data use and wider data dissemination, not forgetting a focus on people, skills and infrastructure; creating the opportunity to embed innovative data solutions across the department. The Data Programme Board also provides a platform to connect and work more effectively with policy colleagues, other departments and external stakeholders. This holistic approach allows us to identify interdependencies and efficiencies across the Department, promoting sharing not just within the department but also beyond.
These data sets are critical for producing official statistics, informing policy decisions and making grant payments, which can be up to several million pounds. Previously, data providers from a variety of external sectors submitted information to the Department in a range of different online and email-based systems.
In July 2017, a new consolidated online system went live. The new system will provide:
- greater efficiency & resilience in our data collection teams;
- more resource for analysis;
- more robust, reliable & transparent systems;
- further improvements in data quality; &
- a better user experience, including automatic email notifications on data submission and validation at the point of entry reducing the need to chase data providers for additional information.
To enable greatest utility of data across our organisation we are also focussing on adopting common data standards for all our datasets. Creating comparable datasets DCLG has worked to create data standards that can be used across datasets. We have collaborated with the UK Government Digital Service to build the single, definitive list or register of Local Authorities in England.
In partnership with Local Authorities, we have also developed data standards for the new local brownfield land registers and used these to gather and consolidate local registers from around the country via webscraping. The brownfield land registers will help house builders quickly identify suitable brownfield land – previously developed sites – on which they can build new homes. Having up-to-date publicly available information on brownfield sites, will give developers and communities’ assurance on where to plan local housing. This innovative approach has ensured the relevant data is publicly available and avoided Local Authorities having to make separate data submissions to central government.
Opening up our data for others to use Open data, such as the brownfield registers, can be used to reform public services, generate economic growth and provide accountability. DCLG have created one of the leading open data platforms in government: Open Data Communities. This enables us to make more of the data DCLG collects available- so it is open, accessible and reusable to internal and external audiences. Not only does this disseminate and create easy access to public data, but the data is in a 5*open data linked format. Publishing data in this format enables data linking between datasets, as well as enabling robust low maintenance digital apps and services. Internally we have been able to use this database to power tools such as a prototype which uses an algorithm to automatically generate factsheet briefing for Ministers and officials on local authorities, Local Enterprise Partnerships and other entities.
We have also already seen the benefit of opening this data up publically. Within a few days of releasing data from over 15 million Energy Performance Certificates (EPC), third parties were combining this data with other sources in new analysis - including the first ever heat maps of property prices per square metre for the whole of England and Wales.
Not all data is suitable for publication as open data. For the evaluation of the Troubled Families Programme DCLG has linked administrative personal data on a substantial scale for the first time. To evaluate the programme we have linked data from over 150 local authorities and central government sources such as the National Pupil Database and the National Police Computer. Currently we have linked data on around 350 000 individuals, with outcomes ranging from crime and anti-social behaviour, to education and school attendance, to child safeguarding, to financial exclusion and work, to health and to domestic abuse or violence.
The projects within DCLG’s Data Programme Board - of which a few examples are set out here - are striving to create an environment where data is more easily shared and linked. This not only will lead to greater efficiencies, but also better use of data and improved outcomes for citizens and communities.","a:4:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""302"";i:3;s:3:""305"";}","It is a concerted effort across the entire department co-ordinating and joining up innovative projects (such as the troubled families - which is the first project to link personal administrative data on a large scale).","a:1:{i:0;s:14:""implementation"";}","The Permanent Secretary commissioned a Task & Finish group to build a systematic understanding of DCLG’s data requirements and gaps, and to begin the process of embedding innovative data collection solutions across the department. This group identified the need for greater co-ordination of the data programmes across the department- which led to the development of the Data Programme and identification of a number of innovative projects the department should be investigating.","Policy colleagues bring an understanding of where internal demand is and where it might be in the future. Members of other government departments have allowed us to build on the projects that are happening in those departments and share best practices. Member of associated bodies - such as the Homes and Communities Agency- has allowed us create stronger links with these agencies sharing ideas, best practice and data.",,"Internally we’ve created a mobile phone app that allows citizens to see data and services about a Local Authority.
We’ve also created a digital dashboard to monitor DCLG’s performance against its policies and strategic objectives. We’ve also built a prototype briefing tool to automatically create fact sheets and summary reports about areas of interest. This briefing tools is used by Ministers and officials in relation to local authorities, Local Enterprise Partnerships and other entities.
","
- Relationships - The linking of administrative data for the Troubled Families programme has only been possible because of the strong relationships we built with other government departments and with local authorities. These relationships have been no less crucial subsequently for ensuring the data supplied is robust.
- Risk and perceptions of risk- Linking administrative data to monitor and evaluate the Troubled Families programme took over two years. That was because of uncertainty about whether the data could be legally shared – which it could be – but it took time to work this through. The data is linked for us by a trusted third party and they then share an anonymised dataset with us.
- Trust- It takes time for colleagues to trust new tools developed e.g. an automated briefing tool created by DCLG data scientists has been received with enthusiasm but also with a bit of mistrust.
","Culture and leadership is extremely important for this sort of programme to be successful.","This could be replicated across many government departments, but requires time and commitment.","We have already seen the benefit of providing public access to large administrative datasets. Within a few days of releasing data from over 15 million records in the Energy Performance Certificates (EPC) register, third parties were combining this data with other sources in new analysis - including the first ever heat maps of property prices per square metre for the whole of England and Wales. Businesses have also used the data to offer services, Universities are using the data to research energy efficiency and local authorities are using the data to improve building planning.",,,,,,
9118,"Justice Data Lab",https://oecd-opsi.org/innovations/9118/,,"Ministry of Justice","United Kingdom",central,"a:1:{i:0;s:12:""public_order"";}","Justice Data Lab",https://www.gov.uk/government/publications/justice-data-lab,2013,"The Justice Data Lab (JDL) is a service that statistically evaluates the impact of rehabilitation interventions, by providing secure access to sensitive data and technical analysis to the NGO sector and beyond. The JDL publishes such robust evidence to help inform the bigger picture in what works to reduce reoffending.","The demand for access to government data to inform all sectors is growing all the time and statistical offices are rising to the challenge of being as transparent as possible. Among the 200 criminal justice charities surveyed about their experiences accessing offending data from government, around half tried to access this data, and only a fifth were successful on any given attempt. Over 80% of charities surveyed found the process of accessing data hard some or all of the time. There was a clearly demonstrated need to form a solution to improve data access.
As part of this transforming landscape, the Justice Data Lab (JDL) became a leader in frontline service evaluation in 2013 to feed into the bigger picture of ‘What Works’ in reducing reoffending behaviour. The JDL demonstrates how data security obstacles can be overcome and how statistical techniques have enabled innovation in using administrative datasets above and beyond their initial purpose.
This service continues to evolve to remain progressive in an ever-changing environment and shares lessons learned to inform development of similar working models in other Government departments as well as in other countries across the world. The JDL has been well received by those working directly to change the lives of offenders, policy makers and academics to understand what the results are telling us about the impact on changing an offender’s inclination to reoffend. We work closely with existing and potential customers to make sure that developments continue to help answer key questions.","a:3:{i:0;s:3:""194"";i:1;s:3:""210"";i:2;s:3:""959"";}","The JDL is the first service for frontline rehabilitation organisations that overcomes evaluation difficulties by providing easy access to sensitive datasets as well as vital evidence to those providing rehabilitation in a secure and transparent manner. The JDL provides easy access to sensitive datasets as well as vital evidence to those providing rehabilitation in a secure and transparent manner. It uses highly-sensitive datasets, in particular the Police National Computer (PNC) which details the criminal history of every offender in England and Wales, to produce statistically robust analyses at an aggregated level to organisations who provide information on those who have taken part in their recidivism-focused intervention.","a:1:{i:0;s:14:""implementation"";}",,"Working with the think tank New Philanthropic Capital helped understand the key problems faced by programme leaders and charities when it came to evaluation, understanding their impact on reducing reoffending in a robust manner and the ability to access the relevant data. They continue to be strong advocates of the JDL and advertise the service to introduce potential customers to the service.","To get the service off the ground, we needed senior colleagues to buy into the JDL concept and to drive the change required to ring-fence sufficient resource, achieving ministerial sign-off both at the pilot stage and to convert the service into a ‘business as usual’ offer. Through engagement with the JDL steering group, we make sure we retain links across relevant charities, academics and other sector leaders to help give appropriate perspective to development work and to share ideas to enhance the service.","Results to the end of June 2017 show that over 160 JDL comparison group analyses have been completed. Of these analyses:
- 42 analyses indicated statistically significant reductions in reoffending on the one-year proven reoffending rate • 112 analyses indicated insufficient evidence to draw a conclusion about the effect on the one year proven reoffending rate. Of these 112, 14 analyses detail statistically significant reductions in the frequency of reoffending
- 11 analyses indicated a statistically significant increase in reoffending on the one-year proven reoffending rate This shows that the majority of results have not crossed the significance threshold, most likely due to the size of treatment groups analysed. As the awareness of the JDL service grows, we expect that requests will continue to grow, both from new, small organisations trialling innovative approaches to address recidivism as well as from large organisations that should provide a greater number of conclusive findings.
","A key challenge when the JDL was initially set up, it was not able to incorporate Offender Assessment system (OASys) information that details criminogenic needs and issues of offenders. As such, it was deemed unsuitable to analyse any interventions that focused particular on drug and alcohol-based rehabilitation. Following the successful pilot, we worked with experts who owned the OASys information to determine the most appropriate way of incorporating the information to be able to control for aspects such as reliance on alcohol and substance misuse.","Even if the appropriate resource is available in terms of people, technical skills and appropriate IT packages, such a service is not possible unless there is buy-in from senior management (and in our case, ministers). Particularly as it is likely that setting up such a service would be in tandem with the existing business as usual role, so it is important that sufficient space is ring-fenced to make sure that the focus is not distracted.","The model of the JDL service can be implemented in a number of different areas with relative ease. Some may not require the same levels of security for accessing key datasets but the provision of technical analytical support would continue to be vital, particularly to the Voluntary and Community Sector. The JDL has shared their knowledge and expertise to a number of government departments in the UK and it was encouraging to see this process being tested by the Department of Justice in Northern Ireland (DoJNI) successfully in 2015 and repeated in 2016, showing that the approach can be applied elsewhere and adjusted to fit the purpose of the Department itself.
Similarly, the JDL fed into a funding proposal in New South Wales, Australia to get a Data Lab set up there by an independent organisation, proving that geography is not a hindrance.","The JDL team is enthusiastic about sharing their knowledge of their way in evaluating impact and how this can be translated in other settings, both nationally and internationally. We have shared lessons learnt with several other Government departments who are working on setting up similar services.
Key lessons learned include finding multiple ways to engage with the sector you are focusing on – both in terms on ensuring a steady supply of requests as well as making sure that any development work is helping to answer the right questions. Also to be clear that such evaluation is part of the answer, and can be supplemented with qualitative evidence to determine the impact of rehabilitation interventions, particularly if reducing reoffending is a secondary aim (for example, if secure accommodation is the primary goal).",,,,,,
9121,"Data Science Accelerator Programme",https://oecd-opsi.org/innovations/9121/,,"Cabinet Office, Government Digital Services","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","Data Science Accelerator Programme",https://www.gov.uk/government/publications/data-science-accelerator-programme,2014,"The Data Science Accelerator is a capability-building programme which gives analysts from across the UK public sector the opportunity to develop their data science skills. Aspiring data scientists work on a project of real business value, supported by an experienced mentor. Graduates of the programme take their new-found skills back to their respective organisations.","The Accelerator programme started in 2014 as an experiment to see if “time, training and technology” could help government analysts learn data science skills. Participants in the programme dedicate time away from their main job, work with a mentor (training) and receive a developer laptop (technology) for a 3 month period. Their aim is to devise and deliver a data science project that will benefit their own particular area of government. So far 78 aspiring data scientists from across the public sector have gone through the programme.
Participants include employees of local authorities and fire services, as well as central government departments and agencies. The projects undertaken on the programme deliver real business benefits to participants’ home departments, and range from experiments with topic modelling to analyse people survey results, the use of satellite images to identify potential shipping hazards, and predictive modelling to help prioritise the inspection of care homes.
Recent examples of Accelerator projects can be found in our blogs, for example: https://gdsdata.blog.gov.uk/2017/08/11/pharmaciespeople- and-ports-the-data-science-accelerator/
Techniques used by participants include machine learning, natural language processing, geospatial analysis and advanced data visualisation methods. Previous projects can be seen on our blogs (https://gdsdata.blog.gov.uk/?s=accelerator).","a:4:{i:0;s:3:""194"";i:1;s:3:""147"";i:2;s:3:""211"";i:3;s:3:""617"";}","This approach has proven to quickly embed data science skills in teams across government, as graduates from the programme directly apply the skills they’ve learnt to their day jobs.
1) Bringing the whole group together once a week is really beneficial. This interaction provides an important opportunity to learn from each others’ experiences. Weekly sessions facilitate discussion as work develops, and helps to refine skills in presenting on data science; key to influencing decision makers and bringing data science to the attention of colleagues. We also bring a flavour of agile working, encouraging participants to ‘fail fast’ by experimenting with different techniques and not being afraid to change tack if more effective methods are found. We facilitate agile ceremonies such as ‘standups’ where participants share brief updates about what they’re working on.
2) The programme started with a few data scientists in GDS and ONS providing mentoring, and as data science teams were established in other depts we have expanded the range of mentors to a wide range of government departments. As well as being crucial to the success of the Accelerator programme, mentoring provides a career development opportunity through supporting participants from a technical and project management perspective and by allowing mentors to contribute to the success of a cross-government capability building programme.
3) We started out in London and have evolved to expand our offer, with six regional hubs now available to participants: in Bristol, London, Manchester, Newcastle, Newport and Sheffield.
4) An important element of the programme is the peer support provided by participants working together in their regional hubs. The whole cohort comes together at several points throughout the three month programme, including at the graduation event where each participant presents their project to their peers and to stakeholders from their home department. Participants are also involved in the Data Science Community of Interest, through regular in-person meetups and through virtual communication channels.","a:1:{i:0;s:9:""diffusing"";}","The Accelerator programme runs for 12 weeks, four times a year and is about to welcome its tenth cohort of participants. So far the Accelerator has been responsible for the training of 78 people across 26 departments and public sector bodies. The Accelerator has also expanded into UK regions, and we now host 6 hubs across the country, in London, Sheffield, Bristol, Newport, Newcastle, and Manchester.","We’ve collaborated with partners from across the UK Government to facilitate the Accelerator programme and its expansion, with mentors coming from a diverse range of departments to assist participants in the delivery of their projects. GDS is also a member of the longstanding Government Data Science Partnership (GDSP), alongside the Office for National Statistics (ONS), and the Government Office for Science (GO Science). Through this partnership it has been possible to expand at pace, and ensure high level stakeholders from the respective partners are coordinated in supporting and advocating for the programme.","The Accelerator programme is designed to accommodate public sector workers from a range of organisations, and is under constant review and iteration through regularly scheduled retrospectives and feedback sessions to ensure the experience is tailored to the needs of the participants. Cohort participants are mentored by experienced data scientists as standard, however further partner collaboration with other bodies, including potentially private sector companies, may take place with respect to data access, code sharing, and further learning, these activities take place on a case by case basis.","The Accelerator has delivered a number of impactful outcomes, including projects that measure and predict UK inflation, showing the effect of economic determinants on fiscal outcomes, and understanding the location and migration of demographic groups within cities. Aside from the impacts of the projects themselves, the Accelerator has acted as a way of successfully introducing the concept of data science to UK government departments and agencies, by enabling officials to deliver projects that really exemplify the potential of using new and innovative approaches to address longstanding business problems. This has been a major contributing factor to the trend of data scientist recruitment within departments and agencies, as well as an increase in the number of interested parties for scoping discrete data science projects to address problems or issues. The long term impact of the Accelerator programme will be understood in due course, however at this stage we’ve seen participants return to their home departments/agencies and have an immediate impact in breaking down many of the barriers to the delivery of data science (such as prohibitive contracts with software providers etc), and transformational ways of working take root.","Finding the right blend of mentors and participants, as well as optioning high quality project proposals, and ensuring each person has a day a week (as a minimum) to focus on project work has been a challenge. To mitigate these issues we have created a list of potential mentors for all of the hubs, including their respective specialty areas and preferences for data science tools/techniques. This ensures that the optimal mentors are chosen for any given project. Projects are quality controlled through a sifting process, examining the approaches, tools, existing skill-level of applicants, and plans for dissemination of learnings within the home departments or agency. Securing the time of both participants and mentors is achieved through the signing of Memorandum of Understanding (MOU) contracts by the department line management, committing them to releasing their member of staff to the Accelerator for the requisite amount of time.","For an innovation such as this to be successful there needs to be a willingness to fully plan and design the processes, an appetite from established practitioners to help and mentor prospective participants, and above all a healthy enthusiasm from the applicants themselves and senior leaders in departments and professions. The quality of the deliverables and outcomes of the Accelerator programme rest largely on the extent that participants apply themselves, and we’ve seen that those who find the time to put into developing their projects and improving their domain knowledge and skill-sets have had the greatest impact, both within their departments, and also in their own careers.","This innovation could be replicated to address similar skill gaps within government. The concept of mentoring for development is nothing new, but by formalising it in this way, framing it around the delivery of a central project that will add value to a department, and scaling it across geographical and departmental boundaries, has led to significant impacts that have grown exponentially.","As many studies suggest there is an issue both in the UK and globally in terms of data science training and access, we have learned through the Accelerator programme that with some of the foundation skills, time and space to learn, and some expert mentoring it is possible to develop these new skills within the existing workforce. Within the programme we have learned that it is vital to ensure that applicants possess a certain level of technical skill in basic analysis, as this has proven to be variable and has a huge impact on the quality of the project being developed, as well as the expedience of the project delivery. We have also learned that projects which require access to specific datasets need to also have assurances and proof of access prior to beginning on the accelerator, data access issues are the biggest blocker to successfully delivering data science projects, so we are diligent in ensuring this angle is sufficiently appraised before proceeding with project work.",,,,,,
9125,Predictiv,https://oecd-opsi.org/innovations/9125-2/,,"The Behavioural Insights Team","United Kingdom",central,"a:3:{i:0;s:11:""information"";i:1;s:2:""BI"";i:2;s:0:"""";}",Predictiv,,2016,"Predictiv is a web platform that enables governments to test whether new policies and interventions work with an online population before they are deployed in the real world. The tests take 1 to 2 weeks to complete, enabling policymakers and Ministers to get answers to questions that would have taken months (or years) to answer in the past.","Policymakers want rapid answers to questions about the best way of putting in place a new intervention or policy before it goes live. In the past, this might have involved months if not years of research. With Predictiv, we are able to answer critical policy questions in days.
Predictiv is an online platform that enables governments to run randomised controlled trials with an online population of participants. This enables policymakers to test different versions of interventions, policies, or campaigns that they are about to run, to see which one is most effective at achieving the desired outcome.
Predictiv has been used by government departments and agencies to test what the best way of encouraging people to make financially sound choices might be; which letters they are about to send out are easiest to understand; and which food labels are most likely to encourage people to make low carbon choices. Predictiv has also been used to support the UK Government Equality Office encourage more fathers to take up Shared Parental Leave. They were finding that the current information provided was too complex for people to understand, so they used Predictiv to test two new versions of the information being provided; one which simplified the messages, and one which expressed the Shared Parental leave as an entitlement.
Predictiv enabled the Government Equality Office to run a trial involving people who were in a relationship and were planning to have children in the next four years and the results were available within two weeks of starting the trial. The trial showed that both of the new messages were much more effective than the current information being provided, and that the best performing message was the version expressed as an entitlement. The government Equality Office and the Department for Work and Pensions are now using the results to change the way that the communicate Shared Parental leave to parents. In each of these cases and more, policymakers wanted to be sure that the version of the policy, letter or campaign that they were about to roll out was likely to be the most effective. But they had no means, in the time available, of answering that question without Predictiv. Predictiv enables policymakers to upload different versions of the letter, policy or campaign, and these are then randomly allocated to individuals through online panels – enabling us to reach hundreds of thousands of individuals.
What sets Predictiv apart from other forms of research is the speed at which the tests can be done. If, for example, a Minister asks a question about whether it might not be better to change a policy, these suggestions can be tested in a matter of days to see whether they do indeed have the desired effect.","a:5:{i:0;s:3:""156"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""210"";i:4;s:3:""211"";}","Predictiv enables organisations to run high-quality research projects, in a fraction of the time that it normally takes. There are alternative ways of answering the kind of questions that Predictiv can answer, but they take much longer (often months or years, rather than one to two weeks), cost much more, and are often not as rigorous. One option, for example, would be to run a trial ‘in the field’ (i.e. in the real world policy environment), something which the Behavioural Insights Team does regularly. The main drawback with field experiments, however, is that they take time to complete and require a lot of upfront work with the organisations that are implementing them. They also cost a lot more to run – a result of the time and resources required to run them. Predictiv enables policymakers to get answers quickly, in the kind of time frames that are often critical to make changes to policy as it is being developed.","a:1:{i:0;s:9:""diffusing"";}","Predictiv is now a fully functioning web platform that government departments, or any institution wishing to pursue social purpose research, can use to test what works with an online panel of participants. Over the coming months, our aim is to make the platform increasingly automated, by building out a set of standard ‘templates’ that cover the full range of questions that policymakers might want to answer. We are also now able to make Predictiv available internationally, by plugging the platform into international panels. In theory, wherever there is a sufficiently large online panel, we can run Predictiv trials.","Every Predictiv trial results in new partnerships, covering all kinds of different areas. Our most involved partner has been Money Advice Service, with whom the Behavioural Insights Team has established a ‘Financial Capability Lab’. The aim of the Financial Capability Lab is to generate new ideas to address some of the most complex and difficult financial challenges facing people across the UK. When these ideas are developed, they are tested with Predictiv.","Our partners are typically involved by helping to generate the ideas that will be tested on the Predictiv platform. Experts within the Behavioural Insights Team advise on what kinds of tests are likely to work. Very often, our partners ask questions that we ourselves have not thought of, which means that we have to design new features for the Predictiv platform. This means that we are constantly innovating and improving the capabilities of the platform, in response to departments’ new interests.","Of the roughly 30 trials run through Predictiv so far, the results have shaped government policy. For example, the Government Equality Office and the Department for Work and Pensions are using the results of one Predictiv trial to change the their communications around shared parental leave, and Greater Manchester Combined Authorities are currently rolling out a version of the simplified Privacy Notices trialed through Predictiv across the Working Well back-to-work programme.
Another example is our trials with the Financial Capability Lab, which will be coming to a close towards the end of this year, at which point we look forward to the most successful innovations from the Predictiv trials being taken forward to field trials and subsequent policy innovation. In addition, as we develop the platform to enable greater use of templates and capability to be used in international contexts the functionality of Predictiv will be available to a wider range of policymakers and organisations.","The main challenge has been on the technical development of the online platform, which required us to build an interface between the experiment and the online platforms that we use to test ideas.","You need to have the ability to back ideas, to give them space to grow, and not to be afraid to confront challenges that you will (inevitably) meet along the way. You also need to be able to accept that not all new innovations are going to work, which means supporting the energy that goes into their development as much as the results that are delivered from them. There is also some merit in supporting a portfolio of innovations – in acknowledgement of the fact that some will fail.","We built Predictiv in order to hugely scale our ability to run rigorous evaluations. The whole point of the platform is to enable government departments to run many, many more tests of this kind, without having to have PhDs in experimental economics themselves to do so.","The solution to a policy challenge or a problem isn’t always a new policy or programme, but rather a tool or product.",,,,,,
9128,"RAP – Reproducible Analytical Pipelines",https://oecd-opsi.org/innovations/9128/,,"UK Government - Cabinet Office","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","RAP – Reproducible Analytical Pipelines",https://gdsdata.blog.gov.uk/2017/03/27/reproducible-analytical-pipeline/,2017,"The ‘Reproducible Analytical Pipelines’ project is a collaboration between several UK Government departments to revolutionize the way statistical publications are produced. By using open source software, statistics can be produced more quickly, with automated quality control, in a way that is easier to reproduce, and share. This open approach leads to more transparent, higher quality statistics.","Across the UK government many thousands of statistics publications are released every year. These statistics are produced using broadly the same methods that have been in place for many years. Typically these methods are manual and slow, with a high burden of quality control required to ensure high quality. This makes for an onerous, and fragmented process that is not easy to audit.
In a collaboration between the Government Digital Service (GDS), the Department for Digital, Culture, Media, and Sport (DCMS), the Department for Education (DfE), and the Ministry of Justice (MoJ), we have challenged the status quo. Taking open source technology, and borrowing techniques from academia and software development, we have applied it in a way that has not been done before in government. This approach realises three main benefits: time saving, accuracy, and transparency. Reports can be produced much more quickly. Collaborators at DCMS reported a 75% reduction in time taken to produce the first prototype publication, which when scaled over the many thousands government statistical publications implies a significant resource saving. Reduced turnaround facilitates more constructive conversations with stakeholders, so policy-making can be more timely and evidence based. Using the approach makes it easy to share work between team members, other teams, and other government departments.
Documentation is enshrined within the software itself, meaning that institutional memory is improved, and new members of staff can be brought up to speed quickly. Accuracy of the publications is increased by adopting practices developed by software engineers over the last fifty years. We use automated services to quality assure publications. In addition to the usual human checks, these automated checks provide a level of quality assurance that is unparalleled - scaling to a level that is not possible with human effort alone. In terms of transparency: since the work can be published openly, anyone with an internet connection can see exactly how we have derived the statistics. Other government departments are able to take our code and replicate it for their own means, allowing us to work more flexibly, reduce duplication and save time. Collaborators have been excited to share best practice intra and inter departmentally. This targeted change within key teams has had a cumulative effect, inspiring the adoption of novel tools and techniques throughout government. The first reproducible pipeline was produced in 2017 as a collaboration between GDS and DCMS (https://gdsdata.blog.gov.uk/2017/03/27/reproducible-analytical-pipeline/).
This pipeline was published openly (https://github.com/ukgovdatascience/eesectors) offering unparalleled transparency, and reducing production time by up to 75%. Collaborators at DfE have since led government by adopting these techniques into two publications (https://www.gov.uk/government/statistics/teachers-analysiscompendium-2017 and https://www.gov.uk/government/statistics/permanent-and-fixed-period-exclusions-inengland-2015-to-2016) making these the first Government Statistics releases to be published in this way.
By offering direct support, blog posts, the open source software that we have published, and the online guidance we are writing collaboratively (https://ukgovdatascience.github.io/rap_companion), we hope to scale this approach over many more UK government departments, and realise the benefits across a broader scale.","a:6:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""211"";i:3;s:3:""623"";i:4;s:3:""303"";i:5;s:3:""335"";}","Attempts to improve the process of statistical publication are nothing new. What makes the Reproducible Analytical Pipelines (RAP) project different is that it brings together existing best practice from other fields, rather than attempting to solve the problem in isolation. In particular, we adopt practices from the field of ‘DevOps’ (https://en.wikipedia.org/wiki/DevOps), and apply them to data manipulation - when applied to data, this burgeoning field is beginning to be called ‘DataOps’ (http://dataopsmanifesto.org/); we are leading the field in government in adopting these practices.
Whilst DevOps and DataOps deal with the behind the scenes data preparation, we have also put thought into how we present statistics to the public helping to aid clarification and understanding. We make use of ideas from the Reproducible Research field; this is another rapidly growing area which responds to the so called ‘reproducibility crisis’ in academic publishing.","a:1:{i:0;s:9:""diffusing"";}","The first reproducible pipeline was produced in 2017 as a collaboration between GDS and DCMS
(https://gdsdata.blog.gov.uk/2017/03/27/reproducible-analytical-pipeline/). This pipeline was published openly (https://github.com/ukgovdatascience/eesectors) offering unparalleled transparency, and reducing production time by up to 75%. Collaborators at DfE have since led government by adopting these techniques into two publications
(https://www.gov.uk/government/statistics/teachers-analysis-compendium-2017 and
https://www.gov.uk/government/statistics/permanent-and-fixed-period-exclusions-in-england-2015-to-2016) making these the first UK Government Statistics releases to be published in this way. By offering direct support, the open source software that we have published, and the online guidance we are writing collaboratively (https://ukgovdatascience.github.io/rap_companion), we will scale this approach over many more UK government departments, and realise the benefits across a broader scale.","Through an innovative collaboration with a number of UK central government departments, it was possible to apply the method of analytical pipelining to a variety of requirements and bespoke needs. By providing operational environments for this approach, it has been possible to not only demonstrate the impact, but also to inform changes to business processes in order to incorporate these new techniques.","By partnering closely with multiple layers of management within our stakeholder’s teams, we have been able to showcase this innovation to everyone from the upper management tier to the working level. The strength of this manner of engagement has been to demonstrate the potential of the approach to the decision makers at the top of the organisations, and upskill analysts and data practitioners to become proficient with these techniques in the operational space.","The project has resulted in a vast reduction in the number of man hours required to produce a statistical release and a notable improvement in the quality of the final release.","As with many data science projects, the value is difficult to explain in the abstract, by obtaining permission to run small scale initial experiments with stakeholders it was possible to ascribe a tangible value proposition to the work, this helped to demonstrate the potential impact and efficiency savings of scaling the work to an operational level. From a technical perspective variations in style and data infrastructure required attention and in some cases workarounds, however, the manner of engagement (as described earlier) allowed us access to working level practitioners who understand the data at an advanced level, allowing us to adapt our approach and mitigate the potential issues faced.","A receptive audience, a working prototype with tangible outcomes using their own data, tailored and ongoing support for the rollout, and a level of technical competence from the data analysts within the central departments to understand and iterate upon the guidance.","The potential of this project extends to any part of government producing official statistics, and could lead to enormous impacts, efficiency improvements, and substantial savings.","Mapping an engagement model which influences both the working level and executive management tier resulted in a positive reception as it led to a personalised and bespoke approach to their respective statistical production processes. In terms of the technical delivery, we have dedicated time and resource to develop a ‘RAP Manual’ to ensure that the model is implementable for a diverse set of stakeholders. This type of legacy approach is vital to ensuring the long-term relevance and deployability of the innovation.",,,,,,
9131,"New ways of providing social support through process automation",https://oecd-opsi.org/innovations/9131-2/,,Vinnova,Sweden,central,"a:1:{i:0;s:12:""public_admin"";}","New ways of providing social support through process automation",http://www.trelleborg.se/sv/aktuellt/trelleborgsmodellen/,2016,"In the labour and social services administration, the Trelleborg municipality uses the help of a case handler program to automate certain parts of processes that concern for example processing of financial assistance. The result is less administration and more time for core services.","Automating routine work leads to a more efficient and citizen-friendly service. Employees at the labour and social services can instead use the freed up time to support the citizen. In this way, we can get more people to become economically independent, enter the labor market as well as live as independently as possible.
In 2015, the municipality of Trelleborg was the first to introduce an e-service for supply social and economic support, which led to increased accessibility for the individual citizen and a more efficient way of working for the civil servants. The next step was to automate the processing of digital applications. For the citizen, this means a legally secure and timely handling of your case. For the municipality, it means that they can spend more time and resources on helping citizens to establish themselves in the labor market. The social administration has begun its process of automation by letting a case handler program perform certain administrative tasks. The process of calculating home care fees has been automated and more processes are under way. More and more people in society need public services support. By automating parts of the work, Trelleborg can work as legally secure as before, while allowing to free up time that can be used to support the citizens.
In 2015, the municipality of Trelleborg was the first Swedish municipality to digitalize the administration of social benefits for the purpose of increasing user accessibility and legal certainty for citizens. In 2016 75% of all applications for social benefits were received through the internet, all received a decision within 1 business day. The work led to total accessibility for the individual citizen, legal certainty and a more effective working method - fully in line with Swedish administrative law; fast, easy and cheap. In 2016 Trelleborg took the first step towards automation. A case handler was programmed. In the future even more complex tasks could be performed automatically when the case handler program is taught and developed with the help of artificial intelligence.","a:4:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""617"";}","Trelleborg municipality has worked persistently during at least ten years for a modernised view of social and economic assistance despite great resistance in the early stages. This is basically a new way of looking at the entire area of activity, the relationship between the municipality and the citizens who need financial support, which led to an efficiency improvement, where 90 percent of the processing times were cut off.","a:1:{i:0;s:9:""diffusing"";}","The municipality of Trelleborg with the support of Vinnova and, together with the Swedish Association of Local Authorities and Regions, implemented a development program for 14 municipalities that have shown great interest in Trelleborg's work and approaches in matters relating to the labour market, economic assistance and reception of refugees. The objective is that in March 2018 the 14 municipalities will have found its own way of working with the Trelleborg model as a basis. Through solid work with the needs of the target group (quick decision, a desire for less paper administration and a management where users can decide themselves when and where to submit the application), a digital solution has been developed, which today is used by just over 70% of all who apply for social benefits in Trelleborg municipality.","Trelleborg is now in partnership with the National innovation agency Vinnova and the Swedish Association of Local Authorities and Regions spreading the innovation throughout Sweden to other municipalities.",,"In the social welfare world, this is more than a paradigm shift. For we will bring more time and resources to the work that matters, such as the work with the individual citizen to accelerate the establishment of work and social life. For the citizen it implies legal and prompt handling. For Sweden it will mean a changed vision of citizens based on the fact that they want and can take responsibility. The solution has made it possible to shorten the case handling times time for people who are in economically vulnerable situations from 10 days to 1 day. All decisions on financial assistance are decided within 24 hours.","The main challenges relate to innovation leadership skills and change management. Trelleborg is now disseminating learning around these themes with municipalities around Sweden.","
- Change management.
- Personal values and motivation.
- A focus on the users’ needs.
","Programmed process automation can be used in many fields of public administration.","Technology was not the focus of change, but the focus was better service to the inhabitants of Trelleborg. Technology became an important enabler, and the tech opportunities are now actively explored, while in parallel working with change management.",,,,,,
9134,"Development of a telemedicine workstation",https://oecd-opsi.org/innovations/9134/,,"Home plus medicare services",Nigeria,central,"a:2:{i:0;s:6:""health"";i:1;s:7:""science"";}","Development of a telemedicine workstation ",,2015,"The projects uses Telemedicine technology to deliver healthcare at a distances from the tertiary and secondary health facilities to the Internally Displaced Persons (IDP) camps.","We identified the problem of the high mortality rate in Nigeria, coupled with the logistical issue of the large size of our country (twice the size of California.) Through engaging stakeholders and health workforce in the Northeast, we developed a plan to have an integrated telemedicine / electronic healthcare records (EHR) system development of telemedicine / EHR software application installation of the application in a central web server with appropriate securities.
We mapped out all the participating health facilities into the telemedicine system. We trained end-users including health workers and public health officers, and created a Northeast Telemedicine Center to function from the hosted server.
The project benefits stakeholders in the Northeast and Nigeria, including rapid improvement of the quality and availability of health care services at local level across the region, improvement of medical practice standards and procedures, diffusion of medical capacity/expertise/technology, and an increase in life expectancy and health coverage across the region.
Through our efforts, we hope to achieve components of the National Health ICT Strategic Framework of increased public awareness on potentials of telemedicine in health Better health research possibilities in Nigeria.","a:2:{i:0;s:3:""876"";i:1;s:3:""283"";}","Our innovation uses computer/cloud system to deliver healthcare services in rural, hard-to-access regions of Nigeria as a means to produce better health outcomes.","a:1:{i:0;s:20:""developing_proposals"";}","The course of action was determined through our staff doctor conducting numerous interviews with different stakeholders. The methods and tools used to implement the project are ICT, telemedicine, and eHealth.","Our collaborators were the local government and numerous NGOs.","The telemedicine project beneficiaries are: patients, citizens, improved health outcomes for health care provider, more efficient and effective delivery of health services, and for the government, more efficient health care provision and more effective government.","We have succeeded in giving medical access to about 100,000 people in rural areas. Our goal is to expand this so, as to give medical access to everyone living in rural areas in Nigeria.","Our primary challenge has been financial. This remains an outstanding problem as we strive to grow and scale our project.","In order to achieve our innovation, we observed the need for supporting infrastructure and services, policy and rules, leadership and guidance, human and financial resources, and personal values and motivation.","This is a replicable solution because of the electronic and mobile nature of the innovation. We believe it can easily be adopted by others.",,,,,,,
9137,"Cartographie des projets",https://oecd-opsi.org/innovations/cartographie-des-projets-2/,,"Département du Loiret",France,local,"a:1:{i:0;s:11:""information"";}","Cartographie des projets",,2017,"La cartographie des projets permet de géo-localiser et suivre l’avancement des projets inscrits au projet de mandat « Loiret 2015- 2021 » de manière simple et intuitive grâce à un reporting directement alimenté par les chefs de projets du Département.","La mise en place de la cartographie des projets s’inscrit dans le cadre de la démarche de transparence engagée par le Département sur ses actions et s'appuie sur un plan de communication axé sur un suivi au fil de l’eau des projets issus du projet de mandat et sur une représentation géographique du Loiret et de son découpage cantonal. Elle traduit une réelle volonté de partage de l’information avec les Loirétains et les partenaires de la collectivité sur les projets conduits sur le territoire et de leur état d’avancement. La cartographie est accessible à tous les Loirétains et les partenaires via le site internet du Département « loiret.fr ».
Elle fait également l’objet d’une diffusion large en interne avec la mise en place d’un espace dédié sur l’intranet de la collectivité, la mise à disposition d’un pupitre tactile à l’Hôtel du Département, ainsi qu’un déploiement sur les tablettes des élus et de la direction générale. Le pupitre tactile est mobile et peut être déplacé dans les différentes sites et manifestations organisées par le Département.
Cet outil s’appuie sur :
- la mise en place d’un suivi des projets du mandat 2015- 2021 s’appuyant sur le logiciel de gestion de projets NQI Orchestra alimenté par les chefs de projets et permettant un accès direct et en temps réel aux informations des projets (contexte, objectifs, acteurs, canton(s) concerné(s), planning…) ainsi qu’au suivi de l’avancement des projets (réalisations, difficultés rencontrées, prochaines étapes. Ce dispositif de suivi est également complété par la tenue de revues de projets spécifiques.
- la création d’une application web cartographique multi-plateforme (PC, Tablette, Smartphone) dont l’ergonomie intuitive permet une navigation à plusieurs entrées pour découvrir et suivre l’état d’avancement de l’action départementale.
- le déploiement de la cartographie sur les différents supports de restitution internes (intranet, tablettes, pupitre tactile) et externes (internet).","a:4:{i:0;s:3:""184"";i:1;s:3:""876"";i:2;s:3:""221"";i:3;s:3:""617"";}","La cartographie des projets a été développée par le Département du Loiret de mai 2016 à juin 2017. Elle est diffusée sur les différents supports de restitution depuis la fin du mois de juin 2017. Il s'agit désormais d'évaluer de manière plus précise, l'impact de cette innovation en termes d’accès à l’information sur les projets conduits par le département pour l’ensemble des habitants du Loiret et les partenaires de la collectivité.","a:1:{i:0;s:10:""evaluation"";}","Le projet entre dans sa phase d'évaluation. L’outil dispose d’une pérennité a minima sur toute la durée du mandat 2015-2021 et pourrait potentiellement être reconduit pour les suivants.","Il est à noter que cette cartographie des projets de mandat est une véritable co-construction entre tous les acteurs, services et agents du département puisqu’il fixe le cap et l’état d’avancement de l’action politique sur les territoires.",,"La cartographie est accessible à tous les Loirétains et les partenaires via le site internet du Département « loiret.fr ». Elle fait également l’objet d’une diffusion large en interne avec la mise en place d’un espace dédié sur l’intranet de la collectivité, la mise à disposition d’un pupitre tactile à l’Hôtel du Département, ainsi qu’un déploiement sur les tablettes des élus et de la direction générale. Le pupitre tactile est mobile et peut être déplacé dans les différentes sites et manifestations organisées par le Département. Cette cartographie est également utilisée comme support complémentaire lors des revues de projets.",,"Les conditions nécessaires : - une réelle volonté de transparence sur les actions menées par la collectivité; - un portage du projet par les élus et la direction générale; - les outils informatiques adaptés; - la mobilisation des ressources en interne.","L’innovation pourrait être déployée auprès de toutes les collectivités disposant d’un suivi de projets structuré et d’un système d’information géographique ad ’hoc. Il est possible de solliciter un transfert de compétences du Département sur l’expertise acquise sur le développement d’application web avec une plateforme ESRI.",,,,,,,
9144,"MTender - National wide eProcurement system with a distributed architecture",https://oecd-opsi.org/innovations/9144/,,"Ministry of Finance of Republic of Moldova",Moldova,central,"a:1:{i:0;s:8:""economic"";}","MTender - National wide eProcurement system with a distributed architecture",https://mtender.gov.md,2017,"MTender system is a modern networking multi-platform eProcurement system that comprises a Central Database Unit and a number of networking commercial eProcurement platforms connected to the Central Database Unit. MTender was designed to ensure interoperability with existing and future e-Government services, national registers and to provide end-to-end online workflows for all public procurement methods.","On 14 December 2016, the government of Moldova approved the Strategy on Development of a Public Procurement System in Moldova covering the years 2016-2020 with the following objectives:
- providing for an open and transparent public procurement process;
- promoting equal opportunities for all businesses;
- achieving value for money in public contracts by transparent and competitive procurement methods;
- working in partnership with the private sector and civil society organizations to obtain value for money, quality and efficient public services for citizens.
The Strategy promotes introduction of electronic public procurement to enhance the transparency and efficiency of the public procurement procedures in the country. The transition to fully electronic communication in public procurement will decrease administrative burden for local business community and improve management of public procurement by the Government. On 30 November 2016, a Memorandum was signed between Ministry of Finance, Public Procurement Agency, eGovernment Center, several business associations, NGOs, and IT sector companies that will provide commercial platforms for public procurement in electronic format.
The project is a unique partnership which aims to develop a MTender – a comprehensive networking electronic public procurement system in Moldova. The main objective of the Memorandum is to develop and pilot the MTender System that is based on innovative principles of Open Data and Open Contracting Data Standard (OCDS). The MTender System is using Open Source software and operates as a multi-platform networking system, connecting e-government services and private commercial platform operators to provide services to Contracting Authorities and suppliers and contractors.
Overall innovation’s objectives The overall objective of the innovation reform is to develop an operational electronic system that supports all public procurement procedures in Moldova, for central administration, regional and municipal contracting authorities, and contracting authorities in the utilities sector in according to five main pillars of eProcurement reform:
1. Multi-platform hybrid model. The eProcurement scheme will be based on several Networking Electronic Procurement Platform operators communicating in real-time via a Central Database Unit with contracting authorities, suppliers and eGovernment services. This solution ensures a short implementation period and free-of-charge access to eProcurement platforms for contracting authorities.
2. End-to-end coverage of public procurement. The eProcurement scheme will cover the entire public procurement process, from procurement planning to invoicing and payments under public contracts contracts.
3. Interoperable with eGovernment services. The eProcurement system will be designed to ensure interoperability with existing and future eGovernment services and national registers. This approach guarantees a highly advanced eProcurement system with modern functionalities, without presenting huge risks, since eGovernment services have already been developed in Moldova.
4. Cost-efficient model. The eProcurement scheme will achieve cost-efficiency through employing Open Source applications, the reuse of existing tools and services whenever possible and a sustainable development model based on users’ fees. The flat transaction fee model is chosen to align interest of the business community and the Government and to achieve full sustainability of the MTender System in the long-term without jeopardising competition on the national public procurement market.
5. Open source, open data, open contracting. eProcurement applications will be open source and foster transparency and accountability by incorporating open data and OCDS.
The eProcurement platform and all procedures within it shall be compliant with the provisions of the EUPD 2014, the GPA, primary and secondary legislation adopted in Moldova. The long-term objective is to achieve an end-to-end electronic procurement process in the public sector in Moldova, supporting all procurement methods as prescribed by national legislation, including planning and contract management of public procurement. In the future, the electronic platform shall support modern purchasing tools such as dynamic purchasing system and ecatalogues, in compliance with EU policy principles. Project's beneficiabies are: Government, local state authorities, public institutions, business, civil society. Main actors during pilot project are staff from the Ministry of Finance, the Public Procurement Agency, State owned Enterprise “Fintehinform”, the eGovernment Centre, the Remedies Body, the State Treasury, Central purchasing bodies, contracting authorities, civil society organisations, economic operators, and eProcurement platform operators involved with public procurement procedures.","a:7:{i:0;s:3:""143"";i:1;s:3:""612"";i:2;s:3:""302"";i:3;s:3:""303"";i:4;s:3:""214"";i:5;s:3:""316"";i:6;s:3:""623"";}","Though the innovation was inspired from the latest experience of Ukraine on implementing of a multi-platform eProcurement system (Prozorro), the proposed innovation contain a set of significant features which make it more modern and advanced: The System will cover full cycle of the procurement that starts from the identification of the Contracting Authority's needs (planing) and ends with the contract execution and contract payment, and it will be reached by Integration with the following eGovernment tools:
eFactura - Tool to create electronic invoices, to be used for eInvoicing;
MPass - National service that allows authentication and access to digital public services. The service offers different authentication mechanisms: mobile signature, digital certificate, username, and password.
MSign - Tool to sign documents electronically. It will be used to submit bids and sign contracts online and will be integrated within Electronic Networking Procurement Platforms.
MNotify- Tool to send electronic communications. Can be used to communicate notifications to EOs and CAs. MConnect - National interoperability BUS that can be used to facilitate connection to the state registers.
MCloud - National cloud service that is used to host the system.
MLog - Tool that will keep a register of the transactions within the system
MPay - Tool that allows payments to be made electronically Now integrated: MPay, MSign, MPass, MCloud.
In process – integration with MConnect. - The eProcurement system will be interoperable with the following state registers State Register of Population State Register of Juridical Units Tax Service State Treasury State Register of Licences State Register of Non-commercial Organizations Criminal Records Register
- Due to integration with State Treasury, the System will provide workflows for verification of availability of budgetary funds, registering of awarded contracts, issuing of invoices and reflecting payments made on contracts according to the approved payment schedule.
- eCatalogues - The eContract Management module will include the functionalities that allow the creation of eCatalogues and submission of orders for products or services included in the eCatalogue.
- In according with the pillar 4 – “Costefficient model” the project uses available Open Source modules.","a:1:{i:0;s:14:""implementation"";}","In order to carry out the pilot, a Memorandum of Understanding was signed on 30 November 2016 by the Moldovan Government, international donors, businesses, Networking Electronic Procurement Platforms, and civil society. This memorandum outlined the basis of the project. The pilot is divided into two different stages:
- Micro value procedures (implemented). Includes procedures not covered by Public Procurement Law (below 100.000 MDL equiv EUR 5000 for works and 80.000 MDL equiv EUR 4000 for goods and services). The system used for micro value procedures is electronic bidding (with reverse auction) only. This stage started in February 2017 and included 5 Contracting Authorities, with possibility to join for any other Contracting Authority wishing to join. At the moment the pilot system is used by 22 Contracting Authorities.
- Small and high value procedures (in process). It is covered by Public Procurement Law and includes two sets of procedures:
- Small value procedures. They are above 100.000 MDL for works and 80.000 MDL for goods and services and below 1.500.000 MDL equiv. EUR 71500 for works and 400.000 MDL equiv EUR 19000 for goods and services. It will cover request for price quotation with and without invitation. - High value procedures.
These procedures will be tested first for below and above the EU threshold (below 90.000.000 MDL for works equiv EUR 4.290.000 and 2.300.000 MDL equiv. EUR 110.000 for goods and services) but conducted according to the provisions of EUPD 2014 and WTO GPA. The procedures included in the pilot will be open and restricted procedures (tender). The financial evaluation for small and high value procurement procedure will be made by electronic reverse auction or on alternative modalities where e-auction for financial evaluation will not be possible to be used. The pilot of small and high value procedures is planned to be launched in October - November 2017 and will include over 300 Contracting Authorities. Further, the eProcurement system will be built upon the pilot system, enhancing pilot functionalities and adding new ones.","Collaboration between the Government, private sector and civil society is the main condition for this project. Lack of any of this partner could lead to a failure. Conversely, the participation of all these actors in project implementation would lead to increasing of transparency throughout the entire public procurement cycle, to increase efficiency and value for money and to reduce transaction costs for all stakeholders. The Government ensures legal framework for system operation, develops the Central Database Unit (CDU), supervises the private platforms and ensure the use of the system by the authorities. The private sector ensures development and proper operation of eProcurement platforms, take a part of risks and costs – related to implementation and maintenance of system, finances maintenance of CDU and facilitates the access to procurement procedures. The NGOs are monitoring the process of implementation, participate to decision taking process and help to promote the system.","In process of implementation were involved also the project’s stakeholders:
State Treasury – in order to coordinate and ensure the automatic validation of contract notice and registration of contract;
Economical Operators (Suppliers) - there were organised informative trainings and separate meetings to motivate them to use the system. Further, some of them not only used the system to bid to organise own public procedure using the system;
Contracting Authorities – to test and propose optimisations; Business associations – to promote the system within their members; Government officials – to recommend the system for their subordinate organisations;
NGOs – to promote the system and motivate Contracting Authorities to use the system. This lead to an increase of number of piloting Contracting Authorities from 5 to 22; 75 published tenders; 21 tenders launched by the private companies; 25 articles in online press and 5 TV news/shows about MTender; 184 offers registered.","Observed results/impact: High degree of interest from the suppliers. Accessibility and transparency of the system raise level of confidence for public procurements. Even the private sector wants to organise (and they have organised) procurements through the system. Positive feedbacks from suppliers: the process of participation is simple and accessible from everywhere; Positive feedbacks from NGO and public society on one of main characteristic of the system: full transparency. Economies made: actually the level of savings for procurement procedures organised using MTender are 23.10 % from the estimated value. Positive feedbacks from the Contracting Authorities: they do not need to search for potential suppliers - this work is done by the platforms. The actual average number of participants to a procurement procedure is 2.45 Positive feedbacks from the Contracting Authorities: they do not need to write from scratch the tender documentation for similar tenders, they can use similar tenders carried-out by other authorities as examples and tailor them to their needs.
Expected results by the end of pilot project: Expected results/impact by the end of pilot project: At least 15% of savings for procurement procedures organised using MTender; Average number of participants to a procurement procedure - minimum 3; At least 300 contracting authorities connected to MTender system; Increased level of transparency: all information on awarding process and concluded contracts to be made public; Increased level of confidence of civil society and business regarding public procurements. Reducing the burden on economic operators, but automatic verification of their status with State Registries (thus avoiding the need of getting additional certificates and proofs from different State Institutions).","Challenges: Insufficiency of staff of Procurement Agency and Ministry of Finance; Insufficiency of IT specialists in public sector and especially in Public Procurement Agency and Ministry of Finance; As the result delays in new Legal framework development; Scepticism of Contracting Authorities and Suppliers; Initiative of economic operators to use the system to organise their tender procedures(+); To respond to these challenges, were taken additional measures as following: Involveing supplementary project staff; Identifying third part authority controlled by the Government who can manage the CDU; Deciding with implementation partners on supplementary activities with their participation (information trainings, separate meetings, presentations, social media articles) to motivate users; Involving high level government officials to encourage subordinate authorities to use the system; Adding supplementary features to the system; Modify/Extend the implementation plan.","1. Public-private partnership. The eProcurement solution is based on a close cooperation between the Government and private sector. The MTender system is a networking multi-platform electronic procurement system that comprises of a Central Database Unit (CDU) that is administered by the Government and a number of networking private electronic procurement platforms connected to the CDU.
2. Close cooperation with the civil society. Civil Society has the power to influence political, economic or public interest decisions, serving to monitor the work of state institutions and to take an attitude towards policies that are contrary to the citizen interests or in case of power abuse.
3. Using of Open Source, Open Data and Open Contracting model. eProcurement applications are open source and foster transparency and accountability by incorporating Open Data and Open Contracting Data Standards.","The modularity characteristic and Open Source condition of this innovation ensure full replicability of the project by its adaptation. From a data point of view, replicability along as interoperability is ensured by the use of Open Contracting Data Standard. By using of OCDS, the system ensures its integration with different services and facilitates interoperability. From business processes perspective the project’s approach is replicable outside national borders due the fact that the system will cover all mandatory default procedures as defined by the EUPD 2014 and will comply with WTO GPA. From technology point of view, the used within the project Opens Source solutions will facilitate the replication of the project. From economic point of view, the used fee model which enables the sustainability of the system in the long-term without jeopardising competition due to low participation fees in tenders is also an approach that could be fully replicable.","It should be analysed potential risks related with: Usually the public authorities have very limited resources or they are inexperienced; There is always a degree of fear of new and innovation; Legal changes may not be adopted in time due the diverse political factors Lessons learnt: Support of the civil society is crucial for promoting reforms of changes. This happens due the credibility and to closer connection with society; Be prepared to review some business processes after implementation; e-Procurement success depends firstly on motivation, transparency, trustability and people skills, and only then on technology; You can’t always rely on full dedicated staff from all the implementation partners; The concept of a rolling implementation with pilot authorities was a good idea; The Steering Committee has too many members making it difficult to reach consensus and make decisions. There is needed a dedicated communication officer to manage the communication plan effectively.",,,,,,
9147,"SMS Printers for patient results",https://oecd-opsi.org/innovations/9147/,,"Namibia Institute of Pathology",Namibia,central,"a:1:{i:0;s:6:""health"";}","SMS Printers for patient results",,2015,"The Namibia Institute of Pathology Limited (NIP) is the largest diagnostic pathology service provider in Namibia that operates 40 laboratories and 5 patient centers located in 14 regions across the country. The health facilities in the country are very far apart. NIP disseminates laboratory results via SMS printers deployed to 234 remote clinics using GSM cellular network.","NIP is a state-owned commercial entity that handles all public health sector pathology testing and provides an extensive array of disease monitoring services. The public health sector has 35 hospitals, 46 health centres and 274 clinics. NIP provides pathology-testing services through their network of 40 laboratories to 80% of the population whom relies on the government provided health care services. Therefore, the main beneficiaries of this project are the most vulnerable and underserved communities using public healthcare facilities in the rural areas who cannot afford the use of private pathology testing services, which are mainly available in the urban communities. In addition, the land surface area of Namibia is 824 116 square kilometres and the population size is 2 324 000 thus the health facilities/services are sparsely accessible thus community members have to travel some kilometres to their nearest health centre and clinic. The following challenges experienced before the project implementation:
• Laboratory results had to be printed at a laboratory level, and not at the health facilities.
• Paper printouts of the results had to be transported to the health facilities by a driver.
• Patient results were either not delivered or on time hence delayed diagnostics and treatment of patients.
• The distances and road infrastructure makes some remote clinics inaccessible at times such as rainy season. The main objective of the project was to reduce the turnaround time (TAT) to deliver time out patient results to clinical staff for early detection, diagnosis and treatment of sicknesses and diseases. Currently, 234 SMS printers are deployed in clinics countrywide.","a:3:{i:0;s:3:""283"";i:1;s:3:""257"";i:2;s:3:""876"";}","The innovation aims to leverage simple mobile technology and design to rapidly communicate laboratory test results from the laboratories back to the health facilities. It also aims to reduce the turnaround time of test results in order for healthcare practitioners to make informed decisions regarding the patient treatment. The SMS project will in the long run improve the quality of healthcare provided in the rural areas which is often compounded by the vastness of our country. Turnaround time is commonly defined as the time from when a laboratory test is ordered until the result is reported. The Ministry of Health and Social Services (MoHSS) is responsible for delivering samples from their facilities to the different NIP laboratories. NIP in turn is responsible for testing the samples and delivering the results to the nearest hospital which will then disseminate the results to the health centres and clinics. Prior to the introduction of the SMS printers, laboratory results would only be delivered when an ambulance or ministry vehicle travels to that specific clinic or health centre for an official trip. These trips can sometimes only be undertaken once every week or every second week which unnecessarily delays the delivery of patient results.","a:1:{i:0;s:14:""implementation"";}","The project is in the implementation phase. The project is an adaptation from the pilot phase 1 that only dealt with the delivery of HIV results for infants and children. After the successful piloting of the project, final adaptations were made which included all laboratory results in phases two and three. Using mobile SMS technology and printers, health facilities can now receive and print laboratory test results without having telephony (fix line), computers, Internet and without waiting for a hard copy to be delivered. Operation of the SMS printers can easily be taught to health workers in remote areas. The devices also require limited maintenance and only thermal paper as a consumable. The ability to instantly transfer results from the laboratory to the health facility via SMS has been demonstrated to reduce turnaround time significantly, thereby helping caregivers and clinicians to promptly initiate the required treatment. In addition, NIP has developed a web application that provides monitoring of the SMS printers. It checks printer uptime, signal, battery life, paper jams, and results printed. Through the SMS portal a heartbeat is send every 24 hours to determine the SMS printer status.","The project was realised through a collaborative partnership with Ministry of Health and Social Services, and funding from the U.S President’s Emergency Plan For AIDS Relief (PEPFAR), CDC Namibia who has supported the provision of SMS printers to clinics throughout Namibia. NIP played a major role as the enabler, implementer and the champion of the deployment of the printers. Ministry of Health and Social services staff are the recipients whereas the de facto beneficiaries are the patients and public at large.",,"Previously it could take more than a month before laboratory results were delivered at the health care facilities. With the installation of the SMS printers in the health care facilities, printing of the laboratory results now means that the turnaround time has been drastically reduced to even less than a week or even a day. In this way more patients can be reached and less time is lost until the necessary therapy or treatment can be started. The advantages of using SMS printers for the printing of laboratory results are the following:
• Health facilities can receive their patient results much faster • Cost of printing laboratory results is reduced
• Health facilities do not have to wait for the physical laboratory results printout to get their results
• NIP can continue to provide affordable and sustainable health laboratory services to support clinical activities across Namibia.
The total of number of patients results printed for the past year (August 2016 to August 2017) is 84 000 compared to previous year 55 129. This demonstrates the increased usage of the SMS printers in the clinics. Finally, a total number of 575 nurses were trained on the use of the SMS printers.","• The distances to certain health facilities was a huge challenge as some health facilities are only accessible with a 4x4 vehicle or never during the rainy seasons. We are in the process of expediting the use of drones for specimen transportation in these areas.
• Nominal number of power points or plugs in some facilities, some facilities do not have adaptors and when someone needs to charge their cellphone, they disconnect the SMS printer devices without realizing the negative impact thereof.
• Weak network signals at certain health facilities hamper the delivery of results to the SMS devices and when there is no signal, nurses cannot call to report faulty SMS devices. In order, to address this we are going to deploy signal boosters to those clinics, which often experience weak network signal issues.
• Power failures (the backup battery in the device only lasts for about two days).","The supporting infrastructure such as telecommunications infrastructure which supports GSM Cellular network is available. Electricity infrastructure also needs to be available as the SMS printers make use of electricity and only have a backup battery which lasts for about two days. Financial resource to deploy, support and maintain the SMS printers. Cost elements that should be taken into consideration are cellular subscriptions, text messages, SMS Gateway, printing paper and labour costs.","This innovation model can be replicated at health facilities in any country. In addition, it can expanded use for patient care, e.g. the Ministry of Health and Social services can sent reminders to pregnant mothers and chronic patients via sms to their mobile phones in order to attend ante-natal care or post-natal care clinics in case of chronic patients for medication or regular check-ups. Moreover, SMS reminders can also be sent to HIV patients on medication such as anti retrovirals to remind them when to collect their testing and medication form the health facility and to improve on adherence.","We are receiving very positive feedback from the nurses, health workers and patients. Due to the shortage of nurses in remote areas as well as nomadic nature of the profession, we experience high rotation of staff at the clinics. At times, where there are no nurse or the nurse in charge is on leave, the relief nurses often lack the necessary knowledge to operate the printers. Therefore, we seek it’s necessary to train all staff members at the facilities. During the early phases, we realised the use of job aids as essential for knowledge transfer and retention.","Here is some of the feedback captured in the local media:
https://na.usembassy.gov/sms-printer/
https://www.newera.com.na/2017/08/02/sms-printers-improve-health-service-delivery/
https://youtu.be/1u50a3Xi3Tk",,,,,
9176,"Strategy for Institutional Openness for Building an Open State in Mexico",https://oecd-opsi.org/innovations/strategy-for-institutional-openness-for-building-an-open-state-in-mexico/,,"Instituto Nacional de Transparencia, Acceso a la Información y Protección de Datos Personales (INAI)",Mexico,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Strategy for Institutional Openness for Building an Open State in Mexico",https://micrositios.inai.org.mx/gobiernoabierto/,2015,"In 2015, a constitutional reform on transparency allowed the INAI to propose a specific set of actions to adopt and institutionalize open government principles in Mexico. Thus, it designed a comprehensive strategy that mainly consisted of the implementation of provisions, methodologies and public policies to guide and articulate the design, implementation, and operation of open government in public institutions, the three levels of government and the three branches of government nationwide.","In 2015, open government in Mexico was making progress at the federal level but was relatively unknown at the local level and in the judiciary and legislative branches.
The General Law of Transparency enabled the creation of a new public policy to comply with its 59th article, which provides for the need to establish mechanisms and procedures for institutional openness. In this regard, the INAI put in place a strategy to develop public policy procedures to diagnose, design, implement, and evaluate the minimum conditions required for Mexican government institutions in order to comply with and act in the spirit of the 59th article of the General Law.
This strategy was deployed by creating a series of norms, methodologies and case studies that have allowed both institutions and members of civil society to start their own open government practices in the three levels of government, as well as other government branches in Mexico. Prior to 2015, a strategy of this kind was nonexistent in Mexico and a similar approach was not found in the international sphere.
The strategy resulted in a broader public policy to boost the implementation of an open State in Mexico. Therefore, it was designed to achieve specific results during the various stages of the public policy cycle looking towards 2030 and a way to meet the UN Sustainable Development Goals.
The strategy is divided into three stages: first, normative design and adequate institutional conditions to implement open government principles, and the establishment of a standard baseline to evaluate open government policies and capacity-building abilities; second, implementation of OG policies at the local level and within the judiciary and legislative branches, the consolidation of the INAI as a national promoter of this strategy, and OG results assessment at the local level; third, OG as an intrinsic value in the public sector, and OG impact assessments at the local level.
The first stage has already been implemented and the second one is moving forward. A hundred public institutions that have participated in local open government exercises and capacity-building and capacity-replication programs have benefited, and a series of products have also been devised for their specific conditions: a) regulations, guidelines and methodologies to lead and standardize the implementation of open government policies; b) an initiative to support local co-creation exercises in the 32 Mexican states to replicate Mexico’s experience in OGP, 28 participating states, 12 local action plans and 71 commitments; c) open government and sustainable development agents of change training programs, 65 trained persons in open government principles and the 2030 Agenda in 15 states; d) OG metrics to measure basic principles and advances at the institutional level; two metrics have been published (2017 and 2019); e) good practices bank, both at national and international levels.
After four years, the following results were achieved: a) a strengthening of local guarantor agencies regarding open government; b) the internalization of open government principles by public institutions and civil society organizations, which furthered the creation of spaces for dialog and cooperation through new forms of collaboration and thus have a positive impact on public affairs; c) stakeholder engagement.","a:4:{i:0;s:3:""302"";i:1;s:3:""317"";i:2;s:3:""619"";i:3;s:3:""615"";}","The strategy to build an open State in Mexico is unprecedented and there is no registered experience remotely similar at an international level. Besides, it is innovative to the extent that it is a unique effort to articulate social knowledge, community capacities, and incentives to actively encourage open government practices in public institutions, local guarantor agencies, civil society organizations, and citizens.
This strategy aims to be a national and international reference in the field, while promoting positive changes in public institutions and citizens, through its implementation and replication, thus making it possible to provide practical solutions to public issues and deal with the crisis of confidence found in democracies around the world.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","As stated before, the first stage of the Strategy - normative design and adequate institutional conditions to implement OG principles, and the establishment of a standard baseline to evaluate OG policies and capacity-building abilities - has already been implemented and the second stage advances steadily. Also, with the lifting of the second edition of the open government metric, important findings were obtained for the development of specific actions that allow progress towards closing gaps in transparency and participation. Finally, we have developed a portal that concentrates all the institutional efforts undertaken in the field to disseminate the lessons learned and to continue advancing in the construction of a new culture of institutional openness in Mexico.","Thus far, the implemented actions have been based on strategic associations between the INAI and public and private universities, like the Centro de Investigación y Docencia Económicas (CIDE), ITESO, and Universidad Veracruzana; international agencies like UNDP and USAID; international civil society organizations, like Global Integrity (GI) and Open Society Foundation; and Mexican organizations like Gestión Social y Cooperación (GESOC), ProSociedad and Gobierno Fácil, among others.","One hundred public institutions have benefited, including 28 local guarantor agencies and 120 civil society organizations, that now take part in open government local exercises, capacity-building and capacity-replication for institutional openness programs.","Results (as of 2019): a) 28 state members of the initiative to promote local co-creation exercises, and 12 local open government action plans, resulting in a total of 71 commitments in the field that comply with a specific goal of the 2030 Agenda; b) increased stakeholder engagement in open government practices and agents of change training.
The INAI accompanies and evaluates local action plans and training programs. Besides, there is a set of Open Government Metrics on the basic guidelines and to support monitoring efforts on institutional progress, even at the municipal level. The 2019 metrics found major improvements in transparency but also a few setbacks in terms of civic engagement.
Expected effects for 2030: 1) public policies with a significant participatory approach; 2) transparency policies aimed at the proactive use of public information to generate socially useful public knowledge; 3) complete and innovative accountability to fight corruption.","The biggest challenges the implementation of the strategy faces includes:
a) A lack of political will: major resistance to institutional changes to reach agreements on an open government agenda
b) Non-institutionalized civic engagement mechanisms: a fundamental requirement to boost citizen participation in public affairs
c) A lack of proactive transparency: transparency for transparency’s sake is not good enough and will not achieve the desired outcomes unless it provides socially useful public knowledge
d) A lack of actor-capacity in strategic and implementation processes: experience shows that it is absolutely necessary to develop skills to enhance possible outcomes
e) A lack of sustainability: institutions and citizens alike must take on this agenda as their own to encourage further short and long-term efforts.","In order for the strategy to be successful, the following challenges must be addressed:
a) Widely promote its benefits among public institutions. The General Transparency Law compels them to adopt open government principles, but it does not establish a clear road map on how to do it. Henceforth, they are not obliged to be part of the INAI’s Open State Strategy.
b) Strengthen local guarantor agencies with public resources and capacity-building programs to prompt open government policies in their own jurisdictions
c) Boost new local and national leadership to promote the open government agenda and cooperation with potential stakeholders to put it on the agenda, especially after the 2018 elections
d) Reinforce the mechanisms, methodologies, and financing tools for citizens and public institutions
e) Enhance strategic alliances with national and international organizations with proven expertise in the field.","The strategy has been designed so that its actions and instruments can be replicated in each state until open government becomes part of its daily activities at all levels of government and in all government branches. As noted above, the main objective is to achieve this by 2030. The strategy includes simple adherence mechanisms and INAI support. In this respect, explicit government and civil society representative commitment may suffice to kick off a given project. The INAI will make a context diagnosis and a technical and methodological assessment. This procedure can well be adopted by other countries.","INAI's support and observations made by experts have pointed at important lessons:
a) Contextualization: one of the Strategy’s main proposals is the implementation of standardized, but adaptable, actions for the local level and/or for each public institution. Even though each project has its own set of rules and guidelines, it is imperative to consider their political, social and administrative characteristics;
b) High level political commitment: any open government policy requires discussion and coordination among stakeholders, government representatives, civil society members, and academia, among others. Namely, it depends on resources and political will of the highest level to achieve its goals;
c) Differentiated agendas: potential stakeholders must be aware of the local priorities that need to be addressed before starting any open government initiative;
d) Avoid pretense: in certain contexts, adherence to some strategy projects can be distorted, for example, authorities that call for dialogue processes with sectors that do not represent the population. The legitimizing use of OG can be counterproductive and lead to resistance or greater distrust in the population;
e) Use of evidence for action: the OG etrics has made it possible to identify a differentiated performance among public institutions in Mexico in terms of transparency and citizen participation. The use of these metrics and indices are undoubtedly key elements for the design of policies and actions;
f) Establish alliances: the INAI has not implemented the Strategy alone, but with the support of institutions and organizations to achieve these results. In addition to the public budget, it has been able to use other sources of financing that has allowed it to implement advocacy projects at a local level in such diverse topics as: social comptrollership and monitoring of public resources (follow the money), citizen accountability exercises, equality of gender, among others.","Mexican democracy is not cosolidated. Previous administrations promoted accountability and citizen participation but not its institutionalization or responsibility towards the agreements reached. Today Mexicans demand answers and participate in public affairs, but do not trust the existing traditional spaces. This Strategy has showed that the establishment of alternative spaces for dialog and collaboration between authorities and civil society are possible.",,,,https://www.youtube.com/watch?v=aBySuJcccA4,https://www.youtube.com/watch?v=rXjcW1WVFK4&feature=youtu.be
9227,"Promoting transparency of municipal finances: the case of My Municipality in Brazil",https://oecd-opsi.org/innovations/promoting-transparency-of-municipal-finances-the-case-of-my-municipality-in-brazil/,,"BRAVA Foundation",Brazil,other,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:18:""Municipal Finances"";}","Promoting transparency of municipal finances: the case of My Municipality in Brazil",https://meumunicipio.org.br/,2014,"My Municipality (Meu Município) a free public portal that organizes and makes available the financial performance of 90% of the Brazilian cities in a intuitive, user-friendly way. It is used for citizens to understand, monitor and compare how Brazilian municipalities collect and spend our money. My Municipality is also designed for public managers in their analysis and decision-making about the city's directions.","In Brazil, there are 5,570 municipalities, 80% with less than 50 thousand inhabitants. However, their revenue are not sufficient to pay all of their expenditures, which causes them to get highly in debt with federal government or other institutions (around 31% of the cities are in this situation). Along with this critical problem, municipalities have a prominent position in the provision of services and public investment. Ultimately, citizens' quality of life can be negatively affected due to these scarce or poor administered resources.
Following this great challenge in Brazil, in the year 2014, BRAVA Foundation created ""Portal Meu Município"" (My Municipality). My Municipality gathers municipal data from the National Treasury and IBGE (Brazilian Institute of Geography and Statistics) and synthesizes them in a simpler, understandable and comparable format. Through the platform, it is possible for citizens to see where their government revenue comes from and where it goes and also for public managers understand their indicators in order to create evidence-based policies.
BRAVA foundation is a non-partisan and non-profit organization which, since 2000, has already worked with state and municipal governments on high-impact projects on various public management issues, After more than 30 projects held and more than 9 million reais saved, BRAVA decided to scale its activity through My Municipality in order to help managers to do more with less resources and to help citizens to have a better understanding of where their money was being applied.
My Municipality has financial data of 90% of Brazilian municipalities, with historical series since 2013. Also, it provides easy data visualization and comparison of municipalities and its management indicators. In four years, more than 92% of municipalities have used our platform, from all Brazilian states. More than 3,3 million people have accessed our portal, with more than 5 million people reached through social media.
As a next step, we are working towards expanding the available data by showing indicators of the quality of expenditure in education and health. We will provide information of how the finances are turning into important services for population, crossing data with other open knowledge sources and comparing it not only among all municipalities, but also with the best practices in Brazil and the world. This new step is planned to be launched in the beginning of April.","a:3:{i:0;s:3:""302"";i:1;s:3:""611"";i:2;s:3:""621"";}","My Municipality became the biggest portal of municipal finances, due to its pioneer look at how an organized data would be quite helpful for public administrators and brazilian citizens. Its transforming way of showing indicators has made a clear tendency, since there are many other tools created in order to help small cities in Brazil.
However, My Municipality remains as the only one fully free and with reach of more than 90% municipalities, with a team dedicated to not only present indicators, but to help them to be understood, since there are many technical terms. In our platform, most of the information is shown in easy graphics, and with a glossary for democratizing access to public information by the population.",,,"My Municipality rely on important partnerships, such as economists who analyse the raw data; IT support, that are responsible for the website maintenance; SEBRAE (Brazilian Micro and Small Enterprises' Support Service) and FNP (National Front of Mayor), that helps us to publicize the platform in order to managers to use it; FGV and Insper, important academic institutions, with whom we partner to increase our analyses accuracy in order to get to the best practices of financial management.","There are three main beneficiares of My Municipality;
- The public manager, who has more information and can make a qualified analysis for decision making and is also provided with a diagnotic tool with action plans;
- The citizen, that have more access to public data, that is, more information in accessible language to encourage debate and criticism;
- The Academy, to which is provided a wide database and can access data in CSV.","'- The platform has received more than 3 million access cases since 2014;
- More than 100 mayors were directly reached by the platform;
- Cover of Exame Magazine Online, the most important of finances in Brazil;
- 51 news about the portal in the Media;
- More than 11 associations reached to publicize the platform for public managers;
- 91% approval rate of the workshops for public managers;
- At least 11 municipalities used the portal to optimize their finances;
- We made a partnership with FGV (A Brazilian think tank) for a call for submissions for municipal finances, and had 66 articles received dedicated exclusively to the subject;
- 62 public institutions had recognized the project as relevant.","The greatest challenge we face is the lack of engagement of city managers, the portal maintenance, and the lack of evidence-based policies. To overcome these challenges, we are partnering with institutions that work closely to public servants, as they have more access to engage and provide training for using My Municipality. This can also contribute to change their minds about using data, since many of the actions that can be done work for improving the city infrastructure.
The challenge of maintenance is still in progress to be solved, as we are working closer to our suppliers and partnering with other organization to spend less in analysing and updating the database.","1. IT Infrastructure - We need to assure good IT resources in order to have the platform working without any problems for users, guaranteeing a good UX.
2. Partnerships - Our partnerships with scholars, associations and media will keep our platform known through Brazil and assure we have updated data, as well as best practices brought by the most recognized institutions in Brazil and worldwide.
3. Simple comunication - As financial data is very technical, having a simple comunication helps us to reach a greater number of citizens and ensure we are in fact promoting transparency.
4. Human and financial resources - We need a strong, alligned team in order to develop strategies to promote our platform.","As part of our replication plan, we tend to work with partners in Brazil that already work with public managers, such as SEBRAE, FNP and municipalities' associations. Also, we are developing a strong PR (public relations) plan in order to keep engagement by population and reach higher number of access in our platform.
Moreover, in 2019, we will present the platform in more than 10 events related to best practices in city finances to promote its use not only by broad audience, but also by qualified users.","We had learned since 2014 that access to data is easy in Brazil, but raising interest by general public is very difficult, since most of data available by the government is very technical. We believe we have done a great job by ""translating"" data into real information, creating value for both citizens and public leaders by bringing them together and enhancing democracy.","We believe having the recognition by OCDE will bring us to another level of legitimacy, since we will be attested for a extremely relevant institution as a relevant source of financial data, as well as an important player for enhancing transparency in Brazil when it comes to municipal finances.","a:1:{i:0;s:4:""9239"";}","a:1:{i:0;s:4:""9238"";}",https://youtu.be/nXAFqTg2njQ,https://www.youtube.com/watch?v=hJhk6WgePtc,https://www.youtube.com/watch?v=DbCW3FdnSnA
9366,DOZORRO,https://oecd-opsi.org/innovations/dozorro/,,"Transparency International Ukraine",Ukraine,central,"a:4:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:12:""public_order"";i:3;s:24:""Anti-corruption activity"";}",DOZORRO,https://dozorro.org/,2016,"Innovation helps citizens extract value from open data on the use of public funds and fosters accountability of public authorities for goods, services and works purchased. With the help of the electronic platform, the citizens and business can complain about non-competitive behaviour, poor quality or check the efficiency of procurement by their city council, school, hospital. Introduction of AI-powered risk monitoring allowed anyone to find and act upon violations in a fast and simple manner.","Three years after the digitalisation of contracting, the e-procurement system (Prozorro) allowed to narrow the bottlenecks for corruption and saved about USD 2,5 billion for the national economy in 3 years. Rapid digital transformation and improvements introduced brought transparency and made public information on public contacting - operation worth 15% of the country GDP - accessible to anyone. However, the sector remained largely corrupted and given its volume - 4500 tenders per day - required close oversight to ensure compliance, equal access to the market and fair competition principles are being adhered. To give voice to those, whose rights are being violated, be it a taxpayer or discriminated business, Transparency International Ukraine launched DOZORRO - end-to-end feedback platform to accumulate and react to these violations.
The online platform allows business whose rights are violated to leave the structured feedback on the tender, buyer, another bidder etc. and the party to which the complaint is addressed to respond and eliminate the violation once confirmed. In case no reaction follows, the case could be forwarded to one of the experts to investigate the case. If the violation is validated, the appeal to the controlling bodies is submitted. The complainant has the opportunity also to rate the quality of responses from 1 to 5, and the tenders in which no response to the complain followed or where the satisfaction rate was below 3 are marked as risky and highlighted on the platform. Those tenders are prioritised for the review by civil society organisations monitoring procurement.
The innovation aims to unite advocates of the effective allocation of the taxpayers money to ensure equal rules in the public procurement and best value for goods, services and works purchased by the state for the benefit of the citizens.
We provide relevant expertise and deploy technical solutions enabling anyone - the supplier, the procuring entity, the controlling agency or any citizen - to identify, react to and report wrongdoings in public spending. TI Ukraine also seeks to channel the benefit of the open data on public spending to the civil society in the regions, including business and facilitate data-driven decision making in the sector of public procurement. The innovation has also proven to contribute to curbing corruption in the sector and shifted the anti-corruption paradigm in public procurement from the reactive mode to the preventive mode.
More than 930 000 of unique users have used the DOZORRO portal over 2 years and more than 84 000 of feedback units were recorded.
The system enabled to close the feedback loop and fostered trust by the business sector in the integrity of the public contracting process in the country. As all the feedback and track record of violations is aggregated on the portal in the supplier of buyer profile, anyone could review practice and integrity of the entity. The main beneficiaries are, therefore: a) procuring entities (local authorities, state enterprises) that are checking due diligence of the bidders to guarantee the best value for money b) businesses - to market research and the benchmark against other competitors c) investigative journalists conduction anti-corruption investigations d) citizens, able to check suppliers of the goods, services and works they are beneficiaries of (nutrition at schools, road reconstruction, public spaces)
e) oversight and prosecuting bodies - the bodies have opportunities to check for the violations in the public procurement to detect uncompetitive behaviour in a timely manner and react to them on the early stage.
DOZORRO is planning to deploy an electronic appeal mechanism that would direct the complaints to the respective controlling bodies for the review. To increase the usability of the innovation, the functionality that would allow receiving notifications for specific tender, bidder, buyer or status change the users subscribe to (for example, violations confirmed). In addition, DOZORRO uses open-source tools which make the system highly replicable elsewhere and already consulted Moldova and Poland on the application of similar functionality for their most prominent open data portals.",,"The innovation allowed to convert transparency into the accountability in the sector of the public procurement and cultivate trust between civil society, business and state. DOZORRO made identification of the wrongdoings easier through the application of digital tools and open data processing which, in turn, narrowed down loopholes allowing for corrupted practices in public funds allocation. DOZORRO developed a public risk-based methodology based on 40 risk indicators part of which is devoted to the responsiveness of the procurement process parties to the complains submitted. Aggregation of all the feedback in one single place allowed to collect and manage all complain more efficiently, resolve them more quickly. DOZORRO also became the first to test machine learning for corruption risk detection in the domain of public procurement.",,,"DOZORRO is a showcase of “golden partnership” — with business willing to compete on equal footing, procuring entities ensure timely public service delivery and to greater value for taxpayers money on one side and civil society — striving to identify and react to cases of deviation from fair competition practices and public funds misuse — on the other. The innovation comes as a result of pulled efforts of TI Ukraine, grass root activists, tech talent, reform agents on the ministerial level.","Users of the portal are mostly local activists, investigative journalists, businesses already active or planning to compete for public tenders. Platform enabled a) local authorities, state enterprises to check due diligence of the bidders to guarantee the best value for money b) businesses to estimate trade-offs from joining different markets segments c) citizens and journalists see who supplies to schools, road reconstruction, public space and at which price c) policymakers analyse metadata.","The innovation enabled participation in the process of control over public funds allocated for any internet users, with specific guidance and mechanisms on how to execute their rights to hold public institutions accountable. As a result of the DOZORRO work, one-third of the cases reviewed by the community of experts, are resolved either before the award of the tender - preventing violation - or afterwards ensuring liability of parties abusing competition. As of March 2019, more than 930 000 unique users have visited DOZORRO platform, with more than 84 000 feedback inputs recorded on the website.
Being a successful civic approach, the methodology spilled over to the government sector - DOZORRO advocated the use of the risk-based monitoring as obligatory for controlling body within the Law on Public Procurement. Recently, DOZORRO was listed in top 12 projects worldwide for engaging citizens as a corruption watchdog. Further advance of AI technology for risk flagging is planned in 2019.","The biggest challenge in the deployment of the technology intense innovation was rooted in ensuring the usability of the portal for main beneficiaries and uniting the all-country community around monitoring activity. The deployment of the technology required constant knowledge update. Another challenge was linked with communication of the complex topic of the public contracting to the local activists engaged in handling the cases of violations submitted online at the beginning. The latter was addressed with the number of active communication channels online and offline with regular knowledge exchange sessions. In addition, TI Ukraine had an unwrapped network of activists well-familiar with procurement monitoring and loopholes. The usability of the portal is constantly being improved given capacity as a result of the feedback sessions with users.","Based on our experience we recognise collaboration, added value and timeliness of innovation among the crucial criteria. Engagement of the stakeholders coming from diverse background allowed to manage risks along the way timely and effectively. As well as unwrapping community of the activists ready to promote the use of the platform and disseminate the knowledge on how to use it was crucial for the innovation success. The launch of the automated system of risk indicators would be impossible without prior expertise that allowed to test the accuracy of the first pilot model.
In addition, focus on the added value for the users of the technology proved to be key and is the reputation as a most trustworthy resource for looking into when suspecting wrongdoing became the main asset allowing to interact with the beneficiaries and improve the service further. Technology is key, but the competent community enable to verify the quality of innovations is king.","DOZORRO shared its experience with leading Polish organisation working with open data - ePanstwo. We helped to deploy the functionality for feedback input on every tender on the https://rejestr.io/zamowienia_publiczne - platform that aggregates information on every procurement in Poland. The tool was presented on the Festival of the civic tech on April 6th in Gdansk. The project became a tangible outcome of the continuous networking and expertise exchange between the TI Ukraine and ePanstwo Foundation that resulted in transferring best practice of civic tech from Ukraine to Poland. The introduction of the feedback will allow integration of the procurement process stakeholders and citizens into the control over the public procurement online and is designed to improve the responsiveness of the contractors and trust in transparent procurement on behalf of the business.","Open data does not necessarily increase the level of trust to the public institutions. With the information-rich environment, it is easier to validate the concerns and events that trigger mistrust to the institutions and public officials. To channel the benefit of open data to the citizen an immense communication work should be carried out and on the ground, consultations have to take place. Transparency is not a remedy for a lack of trust.
In the case of Ukraine, the fact that technology originated in the civic sector instead of the governmental sector resulted in greater trust level and usability of the technology. Transparency International Ukraine as one of the main anti-corruption champions was a credible partner to unite all the stakeholders and ensure integrity of the launch process.
It is important to set high accountability standards also for those monitoring anti-corruption related activities. Since the 2017 TI Ukraine implemented the feedback management system for the organisations executing monitoring which means all the work is recorded and traceable in the system, fostering trust in the third sector among users.",,"a:5:{i:0;s:5:""10436"";i:1;s:5:""10437"";i:2;s:5:""10441"";i:3;s:5:""10442"";i:4;s:5:""10443"";}","a:1:{i:0;s:5:""10438"";}",https://www.youtube.com/watch?v=rLmChVLEH8w,https://www.youtube.com/watch?time_continue=36&v=c7wb81xnUCQ,
9486,"Open Government for mobility",https://oecd-opsi.org/innovations/open-government-for-mobility/,,"Autonomous Region of Sardinia",Italy,regional,"a:1:{i:0;s:9:""transport"";}","Open Government for mobility",http://www.sardegnamobilita.it/opengovernment/,2017,"Sardinia Region involved all the mobility stakeholders in participating in the “federated network of collective transport open data” and all the data concerning scheduled services were published: buses, trains, ferries, airplanes. Various info-mobility services were developed by ICT enterprises. A web application was developed to allow users to notify transport inefficiencies to agencies and public administration, which are now interconnected with users in order to improve public service quality.","Air and maritime accessibility and integration with land transport network are, for the islands, key aspects to guarantee territorial continuity and cohesion with the European Union. In addition, collective transport and intermodality are the most effective solutions for reducing the environmental impacts caused by vehicles emissions.
People and goods mobility is strictly related to information availability. The more information is available and usable, the lower the impediments people and goods experience before and during the journey. The more information is shared by the whole community, the more the community can participate in improving the system.
In Sardinia region public transport counts 16,000 trips paid with over 200.000.000 euros of public fees. Service monitoring is therefore difficult in a capillary manner. Users are distributed throughout the whole network and can offer, in their own interest, an important contribution reporting the discrepancies.
Federated network of collective transport open data
The Open Data paradigm (standardization, accessibility, availability, machine readable, no restrictions for reuse) well fit to the need to maximize the use, reuse and dissemination of mobility information. If those who produce the data (transport authorities and agencies) publish them in open data and keep them updated, they can guarantee quality of data, avoiding the diffusion of incorrect data and information. The Reg. Del. 1926/2017 goes in the same direction.
Sardinia Region involved all the mobility stakeholders in participating to the ""federated network of collective transport open data""
The interoperability standards were shared, and the static data of all the scheduled services were published: Bus, Trains, Ferries, Airplanes. After only 2 months, various info-mobility services were developed by ICT enterprises.
Improving service quality by civic engagement
Transparency obtained by open data polices stimulated civic participation. Sardinia region tested a web application that allows users to notify discrepancies, in the same moment, to transport authority and agencies. Therefore, the Regional Department for Transport and agencies are now requested to solve the problems faced by users. Two semi-annual reports are published to highlight the activities implemented to address the critical issues raised by users.
Objectives
1) To increase accessibility and intermodality
Development gap caused by insularity is strictly related to accessibility. People and goods need to rely on modal transfer with effective information and reliable sources
2) To enhance transport services integration
Transport authorities and agencies need to share information for integrated services
3) To Customize info-mobility services for people and goods
People and goods need customized information services for agile mobility
4) To improve public service quality by civic engagement
Users can collaborate with transport authorities to identify and report the disruptions and inefficiencies to be corrected.
Achieved results
1) Creation of the open data federated network Scheduled services data standardization and interoperability for all transport modes. Increased data accessibility, quality, interoperability.
(http://www.sardegnamobilita.it/opengovernment/opendata/)
2) New customized info-mobility services for people and goods with no cost for public administration
(http://www.sardegnamobilita.it/index.php?xsl=2537&s=33&v=9&c=14458&es=6603&na=1&esp=1)
3) Development of a new web application for transport users claims
(http://www.sardegnamobilita.it/disservizi/)
4) 1000 Claims sent to transport authority and agencies - 4 Claims reports published - Improved collective transport monitoring and quality with no cost (http://www.sardegnamobilita.it/index.php?xsl=1033&s=348357&v=2&c=6761&t=1&na=1)",,"Open data become the new infomobility paradigm.
The way to :
- maximize public transport information dissemination
- improve intermodality and connections
- improve public transport accessibility
- stimulate civic engagement in monitoring transport quality
People now have a tool to communicate both transport authorities and agencies their needs.
Transport authorities and agencies can't now hide service quality disruptions.",,,"Autonomous Region of Sardinia involved 60 transport agencies, 4 maritime companies, 3 airports to define open data standards.
ICT enterprises are now in collaboration with regional administration in order to monitor quality and updating of scheduled services open data in order to maximize the social and economic value of transport data.
User organisations were involved to test the web application, in order to optimize usability.","All transport agencies, maritime companies and airports take benefits from transport open data because they need to integrate their services and nodes.
ICT enterprises give infomobility services with data quality, increasing the use of applications by users.
Transport users can have a direct contact with transport authorities and agencies in order to improve transport service quality.
Also, they have more quality and availability of transport information.","1) Creation of the open data federated network. Scheduled services data standardization and interoperability for all transport modes. Increased data accessibility, quality, interoperability.
(http://www.sardegnamobilita.it/opengovernment/opendata/)
2) New customized info-mobility services for people and goods with no cost for public administration
(http://www.sardegnamobilita.it/index.php?xsl=2537&s=33&v=9&c=14458&es=6603&na=1&esp=1)
3) Development of a new web application for transport users claims
(http://www.sardegnamobilita.it/disservizi/)
4) 1000 Claims sent to transport authority and agencies - 4 Claims reports published - Improved collective transport monitoring and quality with no cost (http://www.sardegnamobilita.it/index.php?xsl=1033&s=348357&v=2&c=6761&t=1&na=1)","Cooperation was the most important challenge. Building relationships and persuasion on cooperation benefits.","Creativity, political endorsement, leadership, personal values and motivation.","This model can be replicated in all cities and regions. Transportation systems has more or less the same governance and stakeholders.","People and enterprises are ready to collaborate with public administration in order to reduce public costs and improve public service quality.","I'm really proud taking part of increasing collective value.","a:6:{i:0;s:4:""9496"";i:1;s:4:""9497"";i:2;s:4:""9498"";i:3;s:4:""9499"";i:4;s:4:""9500"";i:5;s:4:""9501"";}","a:4:{i:0;s:4:""9502"";i:1;s:4:""9503"";i:2;s:4:""9504"";i:3;s:4:""9505"";}",https://www.youtube.com/watch?v=HK-Z9n5tVFk,https://www.youtube.com/watch?v=VAVR1E8Gq8c,https://www.youtube.com/watch?v=1-lI_oxeL-Y
9514,"synAthina Platform",https://oecd-opsi.org/innovations/synathina-platform/,,"synAthina - Athens Municipality",Greece,local,"a:3:{i:0;s:12:""public_admin"";i:1;s:10:""recreation"";i:2;s:7:""science"";}","synAthina Platform ",https://www.synathina.gr/en/,2013,"synAthina is the common space which brings together, supports and facilitates citizens’ groups engaged in improving the quality of life in the city.
synAthina's aim is to support the activities of the citizens the City and create a new perception about the relationship between civic society and local governance and cultivates their dynamic, bidirectional bond.
synAthina platform has brought a new era of social innovation in Athens, bringing new perspectives and approaches to bear on challenges.","Greece is perceived to be at the frontline of the European social and political crises.
Athens is its lab.
In areas where social welfare and urban challenges were badly hit, Athens had to find fast and effective solutions. Athens had to re-invent itself.
Despite the political risk, Athens did not hesitate to invest in long-term resilient strategies. With budget cuts and a shrinking staff, it managed to reach out to the untapped capacity of the entire city. Even before the terminology had entered its communication vocabulary, Athens was innovating out of necessity. Social innovation sprung naturally by turning to its citizens with new models of engagement and participation, unintentionally similar to models of Greece’s ancient city-states.
After systematic design for accountable and transparent processes that brought international attention and awards, the fruit of its efforts have started to become apparent.
Extreme poverty and the refugee crisis were not only met with relief initiatives, but now Athens has become the test-bed for innovative ways to re-activate and integrate inactive populations. The previously ""un-digitalised"" administration is now crowdsourcing creative input from the rising community of developers. Neighborhoods are co-designed with local inhabitants. Previously abandoned buildings are now met with groundbreaking management models and new use. A wide range of small-scale experiments have managed to pull Athens out of a dark place to the forefront of Europe’s 21st century. It is the proof that with innovation, cities can do more with less.
Athens sees itself as a role model not necessarily for well-resourced and powerful cities, but for having achieved to embrace its compassionate and committed communities. This cultural leap forward makes Athens a pioneer for the type of innovation that prepares societies to better address the challenges of the future.
SynAthina is an initiative of the City of Athens. It was created in July 2013 and today comes under the Vice Mayoral Office for Civil Society and Innovation.
Austerity measures and Greece’s economic crisis have significantly reduced the operational capacity of Athens’ city government. At the same time, a vibrant civil society emerged, with large numbers of citizens working together to improve their neighborhoods and communities. Within this context, City of Athens created synAthina, an online platform to engage members of the community in problem-solving and reform. Individual citizens and community groups can submit volunteer activities, as well as innovative ideas on how to improve their city. Citizens who submit ideas are then connected to the relevant government representatives, non-governmental organizations, and private businesses that can support their efforts. If outdated regulations are needlessly prohibiting the advancement of good ideas or if innovative solutions are to be found out of the activities of the civil society, the synAthina project team harness innovation within the City Hall to update regulations, policies and procedures and has brought the public and private sector to experiment in new ways of working and cooperating.
synAthina platform has brought a new era of social innovation in Athens, bringing new perspectives and approaches to bear on the social challenge of community cohesion and creative citizenship post-crisis. Building on this distinctive approach to tackling urban challenges through a culture of collaborative innovation synAthina has created a space to share, collaborate and learn.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""211"";}","The synAthina platform is the social innovation platform of the City of Athens for engaging citizens in problem solving and reform. Austerity measures and Greece’s economic crisis have significantly reduced the operational capacity of Athens’ city government. At the same time, a vibrant civil society has emerged, with an increasing number of community groups that take initiatives to improve their neighbourhoods and solve pressing issues on the ground. The synAthina platform hosts both formal and informal groups in an inclusive way by developing a systematic mechanism to collect and facilitate the available capacity of public spirited citizens to lead to simpler, faster and more sustainable solutions for the city of Athens.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","To this day synAthina platform has gained further political support by the local authority as well as further acceptance and participation by the citizens.
synAthina won the Mayor’s Challenge Award by Bloomberg Philanthropies in 2014.
- synAthina won the award in the category for Innovation of the Eurocities Innovation Awards, Nov. 2016
- The City of Athens received the UIA funding (Urban Innovative Actions) in the section “Migrants and Refugee Integration” with synAthina in the lead. The successful proposal entitled “Curing the Limbo” and coordinated by the synAthina team, capitalises on the vibrant civil society of Athens to help refugees, migrant and local unemployed overcome their stage of inertia and apathy.
- SynAthina is part of European networks, such as: A) Refill Project: regarding the temporary use of empty spaces. B) ROCK project: regarding regeneration of historic city centres through cultural heritage C) Eurocities Working Group: Chair of Creative Citizenship, etc.","The success of the platform synAthina lies in bringing together diverse key players in the City and allowing the opportunity for those unexpected partnerships to flourish. We have created a so-called Social Innovation Constellation model across our work where the Municipality in the middle and is surrounded by the private sector, the civil society, the public sector administration and the University sector.","Citizens and other partners such as NGO’s, private institutions and City Services departments are involved in all aspects of the platform: uploading volunteer activities on our website, registering as potential givers who can support and empower civil society initiatives, using the physical space to organise participatory events and public workshops, visiting our offices in the City Hall every Monday to communicate their ideas and projects receiving consultation and capacity building.","synAthina platform is built around the following objectives:
To map the activities of the engaged citizens, otherwise unseen, and make them visible to public eye.
To facilitate and empower these activities in order to scale-up and have a real impact in the city.
To highlight the best practices of the civil society as the new innovative solutions for the city that meet the contemporary challenges of the time.
To lead through these solutions to the upgrade of public administration itself and the way which the municipality of Athens can efficiently tackle the current requirements that emerge in a city of crisis.","Up to now, synAthina has facilitated 1’918 activities of civil society, which have been uploaded in our digital platform and performed in our physical space by 222 community groups, which are registered as active members. Moreover, 15 bottom-up activities have been highlighted as best practices of the civil society that bring a new intelligence as innovative models for problem-solving and we have managed 5 of them to be incorporated to the municipality updating regulations, policies and procedures.
We are constantly evaluating the program facing challenges that emerge as we move forward to the implementation such as: build a relationship of trust among the municipality and active citizens, keep synAthina relevant to the Mayor’s Office as an important tool for the policymaking process, produce pragmatic and implementable proposals for structural changes and reforms, tackle problems of bureaucracy, stay focused in the project, ensure that the project becomes sustainable.","The journey from a citizen’s idea to its actual reality in the public sphere had to cover the distance from a critically disengaged population to arriving at a stage today where citizens and municipality are co-designing neighborhoods and a resilient strategy together for the future.
It took several steps to set the base of this transformative process, such as structuring methods of mapping, consulting, moderating, supporting and training, and the city had to reach out to various funding opportunities to create the tools and experience before being able to help citizens implement their new ideas in the city.
Instead of spending preaching time to engage the disengaged, Athens concentrated in identifying what community groups’ initiatives contained the seeds for further upscaling.","Athens has successfully implemented their idea, synAthina. It is a program and online platform that puts citizens at the center of innovation, problem-solving and reform. Individual citizens and groups submit volunteer activities, to be recognised and connected with other activities across the city, as well as ideas on how to improve the city. In 2018, Athens won an EU grant of €5 million to continue their work with a focus on the refugee crisis, helping Athenians to open a civic dialogue and rebuild trust with the ""Curing the Limbo"" programme. Recently, their efforts were further recognized, with Athens named European Capital of Innovation 2018. To date Athens has received over 80 expressions of interest from other cities. The innovation of “Curing the Limbo” aims to connect with active citizen groups via synAthina, a City of Athens initiative and gain access to affordable housing, while they themselves provide for the neighbourhoods of Athens.","Τhere are some very practical tools and tactics that have worked in Athens to breathe new life into the relationship between city and civil society. Since synAthina launched, the team has received several expressions of interest from other Greek and European cities wanting to learn more about the project, and to replicate some aspects of it in their local contexts.
This booklet provides a resource for other cities who are interested in supporting citizen initiatives that improve quality of life in their city. Drawing on Athens’ experience, it aims to share key lessons learned by the city, and to provide guidance to local governments seeking to work more collaboratively with citizens.
https://issuu.com/synathina/docs/synathina_lessons_learned_2_spreads?fbclid=IwAR3FcZy2mpUnjABdyCnVTyHueF_8N1xgslCnHh7A9ADu3Gp_uuUO3GzNI2g","Since its launch, SynAthina has had 2,700 activities uploaded, ranging from people who are working to protect Athens’ street art to community groups debating new uses for a refurbished market hall. By recording specific activities rather than the good intentions of people who might like to be involved in community work but aren’t, the platform also provided the municipality with an invaluable degree of access to what exactly was going on at grassroots level in the city, enabling public officials to be better informed and more flexible in responding to the requests of ordinary citizens.
Such is the platform’s success that SynAthina is now being used an a model for similar projects internationally.","a:6:{i:0;s:4:""9601"";i:1;s:4:""9602"";i:2;s:4:""9603"";i:3;s:4:""9604"";i:4;s:4:""9607"";i:5;s:4:""9608"";}","a:5:{i:0;s:4:""9590"";i:1;s:4:""9594"";i:2;s:4:""9595"";i:3;s:4:""9596"";i:4;s:4:""9612"";}",https://www.facebook.com/SunAthina/videos/207717896794716/,https://vimeo.com/301952529,https://vimeo.com/164433119
9517,"Asker Welfare Lab",https://oecd-opsi.org/innovations/9517/,,"Asker municipality",Norway,central,"a:1:{i:0;s:8:""economic"";}","Asker Welfare Lab",https://www.asker.kommune.no/om-asker-kommune/innovasjon-i-asker/innovasjonsprosjekter/,2014,"The Asker Welfare Lab is a lab guided by the principle: ""No decision about me, shall be taken without me.""
Asker Welfare Lab is a concept for service delivery, solely centered on the citizen, in which all relevant municipal services, together with external partners of collaboration, invest together, aiming to raise the living standards, thereby bettering the quality of life of each individual and family in the program. All the services do still have one common factor - the citizen. Their sole reason for existing is to deliver benefit for citizens in different stages of life.","Asker Welfare Lab is a concept for service delivery, solely centered on the citizen, in which all relevant municipal services, together with external partners of collaboration, invest together, aiming to raise the living standards, thereby bettering the quality of life of each individual and family in the program. The municipal part of the investment is closely monitored through a new form of reporting, focusing on the realization of benefits. It all started in 2013.
Asker municipality was asked to be a part of a project, piloting service design as a method of reshaping the social housing services. The project owner was The Norwegian Centre of Design and Architecture (DOGA), and the project was funded by the Norwegian State Housing Bank. LiveWork Studio was engaged as the partner delivering the service design methodology. The purpose of the project was to create a new directon for the social housing services, and create the “Housing Office of the future”. Based on the knowledge obtained from dialogue with both citizens and municipal workers in the first phase of the project (Gathering Insights), it became obvious that the initial scope of the project was too narrow. The citizens with complex housing- and living conditions/situations, expressed that they oftentimes did not get their needs met in a sufficient way. The municipal workers, on their side expressed that they did not get to perform their jobs in an adequately purposeful manner.
Based on these insights, the project took a different perspective, and chose to adjust its goals and project plan drastically. The services of the future are to be the citizens' services, where the main rule is to be that “No decision about me is to be made without me”. Based on this background, a totally new concept for service delivery was developed, challenging the traditional “public sector mindset”. Most businesses with a wide variety of product lines are ""silo-based"". This is also true of the public sector. A municipality delivers services ""from the cradle to the grave"", and the services in themselves are oftentimes so different, that they have little in common, if you scrutinize them one by one. There are few common traits between mowing lawns, administering medicine and teaching someone algebra.
All the services do still have one common factor - the citizen. Their sole reason for existing is to deliver benefit for citizens in different stages of life. If we forget this, the services are endangered of being designed and delivered in a fragmentary fashion, thus delivering lesser value. This is especially difficult for the citizens receiving the most services, often being the citizens with the most difficulties in their lives, adding to the complexity of their life situations instead of adequately helping them sort out their lives. Often, the remedy sought is crossservice- meetings, arenas gathering several service providers in an attempt to coordinate service delivery and alleviate the situation for the citizen. Such arenas might not always hit the mark, giving citizens the experience of being the underdog among all the municipal “service experts”. We know that if we are to obtain lasting results, we will have to work with all the pillars of welfare; work, health, education and housing, simultaneously. The following hypothesis was therefore developed: “What if the municipality starts thinking like an investor, investing in people, instead of just being a case worker, pushing people and paper around?” With this “investment thinking” as a starting point, the model for the service concept “Asker Welfare Lab” was developed.
In the first phase of the project, the concept was created, based on the following principles:
1 – Taking the risk of early investment to get the socioeconomic benefits in the long term.
2 – Creating a better experience for the citizen.
3 – Planning long-term courses where the municipality is coordinated as one unit.
4 – Looking at/Considering the citizen as a “co-investor”, actively contributing to her own future.
Inspired by the investment thinking, a new department was established within the municipality in the fall of 2014, called “Citizen Square”.
This “spin-off” from the first phase of the project, became a small-scale test of some of its principles. Its purpose was to ensure coordination for citizens with complex needs and life situations. Here, citizens with comprehensive needs get a thorough mapping of their life situation, through just one conversation with Citizen Square. They experience having just one case worker across several services, and receive simultaneous and coordinated services. The organization model, physical design of offices and areas for meeting the citizens, along with the methods for working, were all inspired by, and built upon several of the principles from the service concept Asker Welfare Lab, that was now entering its second phase of development, involving a broader set of services and participants.","a:4:{i:0;s:3:""615"";i:1;s:3:""184"";i:2;s:3:""211"";i:3;s:3:""257"";}","We had already tried creating arenas across services/silos, and other traditional ways of ""organizing our way to a solution"", but here the main difference lay in the mindset - that of an investor. Firstly, an investor has got something to invest - this meant empowering the frontline with real authority and budgetary mandates. Secondly, an investor carefully chooses what to invest in - meaning gathering a wider resource pool, researching deeper into possibilities and barriers surrounding the citizen and their network, together with the citizen. Thirdly, the objects of investment experience an increased value when being invested in - this means helping the citizen find their own ""assets"" and strengths to co-invest with the wider Investment Team.
Seeing how this empowered the frontline workers, gathered the right stakeholders and established a different experience of accountability within the citizens themselves has so far been quite mind-boggling. At the core of The Welfare Lab is the before mentioned Investment Team. It has gotten an extended mandate with authority to make decisions, also those that earlier had to go ""further up the ladder"", because they had to do with budgets. The investment team can consist of people from i.e. health clinics, kindergartens and schools, but also ""Special Services for Children, Youth and Families"", Child Welfare Services, the Norwegian Labour and Welfare Administration, Citizen Square, ""Services for Mental Health and Substance Abuse"", ""Services for Work, Leisure and Relief"", and ""Dept. of Global Public Health and Integration"". These teams receive specialized training in the investment thinking and are, together with the citizens, mapping needs, formulating concrete goals and finding the accurate measures both short and long term. The overall goal is to create long-term sustainable life situations for the citizens. Another goal is that the investment teams also contain representatives from outside of the municipal organization, such as the voluntary sector, private businesses, the family's own networks etc., so that the resources both within and around the family are seen as a whole and pooled in conjunction with the municipal resources. Here, the mindset of co-creation is very central. There are also many ways for citizens to reach the Investment Team, and a central factor here is the before mentioned Citizen Square. In fact, all the municipal services might now be the ""door"" to reach the Welfare Lab.","a:1:{i:0;s:10:""evaluation"";}","Project deliveries: Asker Welfare Lab has in phase 2 tested the model with at least 20-30 citizens/families. The living conditions and quality of life have been measured before and after the encounter with the Investment Team. The employees involved are experiencing that they can make investments at an early stage for the best of the citizen, and that they have access to the necessary resources to make a real change. The models for measuring effect/outcome are developed, and the module ""Measuring effect going from ""counting cases"" to ""encountering people"""" has been tested.
The investment thinking is further developed in a wider municipal context. Solutions and measures are created through cooperation with the voluntary sector, private businesses and the Asker-community as a whole. More practical tools to support the process have also been developed, to help in the process with the families. Some examples are a ""Conversation Tablecloth"" to use during the initial survey, meeting the family, and also information leaflets for the inhabitants.
The concept of Asker Welfare Lab is now in the process of being developed into a comprehensive model for public service delivery. These days, Asker municipality is working to continue with a 3rd phase of the project, further developing the model, gathering insights and experiences, and identifying key performance indicators needed to scale and spread the model both internally and externally.","Asker Welfare Lab is a cooperation between the two municipal sectors for Upbringing and Health and Welfare in Asker municipality and one of the projects in the municipal strategic portfolio of innovation and development projects. This brings it to the constant scrutiny and follow-up of both the mayor and councilman. All the levels of organization in both sectors are involved, from the directors to the caseworkers, so it is both administratively and politically anchored in every level of the organization. This is very important. External partners providing funds for the project have been the Norwegian State Housing Bank, the Norwegian Directorate for Children, Youth and Family Affairs and the County Governor. The investment model has been developed in cooperation with LiveWork Studio and SoCentral. LiveWork Studios is still involved, supporting the project with service design methods to secure that the project still has a citizen-centric model in every way.","The initial idea came from the Norwegian Housing Bank, and funding came from various sources as shown in the section above, even though the scope and deliveries from the project were widened and altered. The concept behind the Welfare Lab is developed through service design methods, in live interaction with the citizens. The insights gathered, paired with input from a real ""hardcore"" investor, challenging the model, form, together with the experiences from the municipal workers, the foundation for the service delivery concept, and shows that all of it is based on real, live interaction with the users. We would like to stress the importance of the service design method as a means of achieving our results in both phases of the project. In addition to this, we are cooperating with PwC to assist us in creating a model of functioning KPIs and together with the Norwegian Association of Local and Regional Authorities measure outcomes. This will most likely be based on the Skandia-model.","The piloting phase ended in the spring of 2017, and results are now being processed. We have gathered quotes, both from citizens and municipal workers, to show some of the experienced effects, but cannot show them here, due to character constraints. The quotes show that the participants, regardless of who they are, experience value from participating. A further list of benefits being reaped so far, shows that it is effective that people from different services work together. The participation of 2nd line services from a regional or state level is crucial for the families' goals to be met, and to create the long term sustainability. Cooperating with the voluntary sector makes the solutions overall better, especially when representatives from sports clubs and community centrals have participated in the Investment Teams with the families.
This has created windows of opportunity for the families that extend what the municipality alone could fathom. The supplement from voluntary measures has been crucial in meeting the goals for the families. Coordinated planning shows great effectiveness and makes it possible to deliver an experience of ""coordinated simultaneity"" to the family. The empowering of employees is also of great importance for the long term planning and execution of measures. This creates an agile approach to problem solving and propels the process forward. The ""budgetary empowerment"" has so far shown not to increase the use of resources, but put them to better and more coordinated use. There is also saved time from common planning and the time for casework is more efficiently used. There has also been applied a new way of reporting effect, where the emphasis is on the ""flow"" of the citizen towards a more sustainable life situation. This is measured through self reporting from the families before their participation in the Welfare Lab, and a new report being made after participating in the program. The set of KPIs seems to be functioning well.","Firstly, the service designers gave us a little ""start"", going first to the citizens for their point of view, then asking whether these insights matched our views. This is not always how people are used to work, but the effects were so great that we are now arranging several courses in service design methodology for municipal workers all over the municipality. We have gone from ""being insecure about checking with the citizens"" to ""being insecure if we have not checked with the citizens first"".","Leadership and the possibility to make mistakes and learn quickly from them. Funding from outside sources is also fundamental to be able to free up the necessary competent workers to be able to pilot new practices. It is not enough to implement best practices, when the real need lies in creating the next practice.","This innovation has great potential to being spread to other areas of both public, private and voluntary service delivery, being based on a general practice of work - namely service design. The insights gathered can easily be generalized into a body of knowledge that can be implemented across public service delivery. That is emphasized by the fact that this project is chosen both as a National Learning Project in Norway, being closely scrutinized by six national Directorates, and one of three projects that this year got Asker municipality the national Innovation Award from the Ministry of Local Government and Modernisation. It has also been awarded a Best Practice Certificate from EPSA 2017, to be delivered in Maastricht in November.","We have already found that there is a much larger potential in cooperating with the voluntary sector, private businesses, social entrepreneurs. This is both a challenging and rewarding work, that we see the need to develop further.",,,,,,
9522,"Centralized virtual help center for entrepreneurs",https://oecd-opsi.org/innovations/9522/,,"Ministry of Economic Development",Poland,central,"a:1:{i:0;s:12:""public_admin"";}","Centralized virtual help center for entrepreneurs",http://businessinpoland.gov.pl/help,2015,"The multichannel and omnichannel virtual help center is a solution that remotely enables entrepreneurs to contact professional assistance in matters related to administrative procedures. The Help Center supports foreign users in English.","More than 2.5 million entrepreneurs (SME and companies) operate in Poland. Around 1000 companies are set up in Poland every day. Each of the new or functioning entrepreneurs has questions related to business activity. In the past, queries were handled in a dispersed manner over many different channels. This resulted in dissatisfaction of entrepreneurs and poor quality information. As part of the innovation process, one query space was launched.
The solution consists of several channels:
1. virtual official - a bot that understands the natural language and has a constantly expanding database based on users' questions.
2. Live chat - text chat with consultants
3. Video chat - video chat with consultants
4. Webphone - Internet browser connection
5. Call a sign consultant via video connection - a service for deaf people.
6) Possibility of establishing a business by telephone - the user calls and fills in an application for establishing a business with a consultant
7) Proactivity - Consultants use the business data base to call them to remind them of important issues such as the necessity to make statements or with a questionnaire question about opinions on the changes introduced.
The Help Center supports foreign users in English. Since 2015, HElp Center has handled more than one million contacts with over 90% effectiveness. Thanks to innovatiwe solutions it is handled effectively by 10 consultants (reduction of service costs). The Help Center has become one of the most popular forms of contact for entrepreneurs in Poland, which is assessed by users on a scale of 1-5 out of 4.7.","a:5:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""373"";}",,"a:1:{i:0;s:9:""diffusing"";}","The problem has been defined by user needs and the need to handle multiple contacts. The implementation of the project was carried out by contracting an external contractor, who provided the service in the form of SaS along with consultants and the maintenance and development of the solution. From the point of view of public administration, it is a highly efficient and cost effective solution. The solution has been and is being implemented in various public offices and in the private sector.","The partnership with the private sector and administration brought a very positive impact in the development of the service - its formula, its appearance was jointly consulted, which resulted in a solution tailored to the needs of users.",,"The Help Center has so far handled more than 1 million contacts with over 90% effectiveness - calls received less than 1 minute. In addition, each call is evaluated by the users, with a total score of 4.5. We will perform the growth of users in remote contact, so that more people do not have to visit the offices in person.","The biggest challenge was to build a knowledge base, which is the cornerstone of the solution - many issues had to be collected and catalogued, many synonyms had to be added in order to be developed later and made available to users in a comprehensible way. Currently, the knowledge base has over 2000 issues in Polish and English are the most popular among FAQ entrepreneurs.","Creativity and leadership and guidance.","The service is provided in the form of SaS, from the point of view of another office it is only a connection to a service that can be performed even in one day.","The most interesting element is the functioning of a virtual bot, which needs to be ""fed"" with issues in order to fill in the users' questions. It is also important that the consulates have to be cared for, so that they do not rotate very much because of the special knowledge they have had for several years of cooperation.",,,,,,
9526,"Cashless Administration",https://oecd-opsi.org/innovations/9526/,,"Ministry of Economic Development",Poland,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Cashless Administration",https://www.kir.pl/program,2016,"The Ministry of Economic Development and the National Clearing House implemented a program to promote cashless payments in public administration. Our goal is to develop a model for acceptance of non-cash payments using point of sale (POS) terminals and enable the use of virtual terminal (WebPOS Paybynet) in public sector, which is free for both the administration and the citizens.","The ability to use cashless payments when dealing with public entities is one of the key expectations of a modern society. Cashless payments of taxes and fees - for example - translate into positive perception of the public sector as innovative and user-friendly. We want to enable public administration to accept non-cash payments, because currently only about 10% of local government bodies offer such functionality to the citizens, despite cashless transactions being increasingly popular in the private sector. Cashless payments are one of the better methods of combating grey economy - especially when one considers that the majority of 16 million working Poles has a bank account, and 33 million are using online banking. The share of cashless transactions grows, but is still to little when it comes to value of payment card transactions. Cash is still in habitual use, even if innovative cashless payment methods are in place and available.
The Program makes cashless payments via point of sale and virtual terminals (WebPOS Paybynet) in public administration possible, free for all participants. The role of National Clearing House is to coordinate the efforts of the Ministry of Economic Development, Public Sector and acquirers, banks and other partners involved. In order to ensure transparency between participants, a social partner - Digitalization Development Foundation ""Cyberium"" - has been involved in the Program to provide educational support and raise funds for its implementation. Now more than 800 public administration units have been registered for the Program.","a:5:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""214"";i:3;s:3:""283"";i:4;s:3:""617"";}","Innovation will enable public administration entities to accept non-cash payments from citizens. Current status-quo is only about 10% of local government units offering such functionality, although cashless payment transactions are quite common in the private sector and everyday use. It is envisaged for point of sale terminals to be free of rent-fees for public sector. Also the virtual terminals are introduced and are being well received by clients.","a:1:{i:0;s:14:""implementation"";}","Our innovation is being implemented in the public sector entities and Police. There are already more than 800 participants from public administration units. Program was launched in August 2016 – first as a pilot – which gave us enough time to prepared for implementation of the target model in April 2017.","The Ministry of Economic Development, being the Leader supervises the Program and takes necessary legislative and promotional actions. The National Clearing House, acting as the Coordinator, develops both business and operational models for the Program, prepares its implementation and provides operational support. The National Clearing House cooperates with the appointed acquirer with regard to acceptance of cashless payments in public sector via point of sale terminals (cards, local mobile payment system BLIK). The National Clearing House also delivers and supports the virtual terminal service with regard to acceptance of mobile payments wtih use of mobilephones, without traditional point of sale terminal. The virtual terminal is the WebPOS Paybynet application on the clerk’s computer, connected directly to the mobile banking service platforms of multiple banks. The National Clearing House also carries out promotional and educational actions with the Ministry of Economic Development and the National Clearing House's Digitalization Development Foundation Cyberium.","Dedicated website was launched, containing all Program-related information, enabling the public sector to join and choose desired payment methods. In addition, the National Clearing House's Call Center is made available for public administration. Main educational and promotional activities dedicated to public administration and citizens: Conferences and meetings presenting economical, administrative and civic benefits of cashless payments; Competitions for public administration, local communities, and citizens, promoting the Program; Ministry of Economic Development/National Clearing House press releases and interviews in nationwide and local media, press conferences, Direct mailing of information on the Program and cashless payments. Before the Program was launched, less than 10% of public administration offices had accepted cashless payments. Almost 6 months after its initiation, 800 public administration offices have joined the Program.","More than 800 public administration units registered for the Program. 70 000 transactions have been made for the amount of over 8 million PLN. Our aim is to provide cashless payments for all public administration units in Poland.","Local government units, for example, are expected to adopt a special resolution allowing cashless payment in local administration. The Ministry of Economic Development is working to change legislation so that the resolutions are not obligatory. Customers value their habits, familiarity of the experience, shortening of processing times. Once the public administration units begin offering services combined with increased transaction and customer security they’ll start being associated with convenience, efficiency and will surely be perceived as modern, innovative and citizen-friendly.","Policy and rules, human and financial resources and widespread cooperation. It is very important to educate employees, try to change their habits in the office, etc. The basis is Communication. What we view as success in getting various entities from outside the public sector on board, as well as introduction of tangible change in the way the administration functions and customers' habits.","At this moment the Program is aimed at facilitating cashless payments in specific public administration units and Police but it could be easily widened, to encompass other entities.","Cooperation between private sector and government in vital in projects of this magnitude. Cooperation between the National Clearing House and Ministry of Economic Development was exemplary at every stage, same applies to contacts with local public administration units.",,,,,,
9531,"Citizen Calendar",https://oecd-opsi.org/innovations/9531/,,"Administrative Modernisation Agency",Portugal,central,"a:1:{i:0;s:12:""public_admin"";}","Citizen Calendar",https://agenda.portaldocidadao.gov.pt,2017,"The Citizen Calendar is an online cross-cutting app that stands as the single point of information about all major events and interactions with the Public Administration. Through a secure digital authentication of their choice, citizens can view, edit and customize events of interest, such as the payment of benefits, fiscal calendars, health appointments, and so on.","The Citizen Calendar acts as a central repository of events and calendar information collected and provided by various entities of the Portuguese Public Administration, which is shown to citizens in an organized way on the basis of their specific activities, needs, rights, obligations and profiles. The Calendar is available on the national Citizen Portal and any citizen can click on its link and instantly access a calendar of general public domain events, but it’s when logging in through a secure digital authentication that customizing the calendar is truly possible. Authentication can be made either through the citizens’ eID card or a Digital Mobile Key (DMK), a Portuguese solution that enables both citizens and foreign residents to securely authenticate through their mobile phones - in a nutshell, everyone can access their Calendar whenever and wherever needed.
With authentication, citizens can subscribe an edit an array of themes of interest - such as education, health, tax duties, employment and cultures, among others – and then further customize their calendar to show only relevant events inside each main theme or even manually adding completely new, unrelated events. All events are displayed in calendar view and are graphically identified by a simple classification system: “pay”, “receive”, “appointment”,” personal” and so on, but users can also filter the events required by themes or simple search by name. By clicking on specific events, Citizens then have access to an assortment of information such as the date and time, the description of the event, and the physical address of the public entity and the corresponding web mapping display, among others. Finally, it is also possible to create alerts for each event, which can be sent to the citizens’ personal email or, in the case of personal events manually created, by SMS.","a:6:{i:0;s:3:""181"";i:1;s:3:""615"";i:2;s:3:""190"";i:3;s:3:""260"";i:4;s:3:""617"";i:5;s:3:""373"";}","The Calendar is part of a series of recent efforts in implementing a true whole-of-government approach in Portugal. Until now, the interaction between different government sectors and citizens was fractured, and keeping track of different events and obligations was taxing for the citizens, resulting often in missed appointments, for instance. The Citizen Calendar will prevent this and others hitches by being automatically updated with the Citizens’ major events regarding the public administration, regardless of their source, while also allowing for the creation of personal events, hence fully customized.","a:1:{i:0;s:14:""implementation"";}","The Portuguese Government strongly believes that a user-centric Public Administration is key to ensure the relevance and efficiency of public services, hence safeguarding that the needs and preferences of citizens and businesses are truly addressed. As such, several initiatives for citizen’s engagement in the co-creation of public services have been launched, among which the SIMPLEX + program, which is a national collaborative program that aims to simplify and modernize existing public services, as well as to create new ones that respond to the needs of citizens and businesses and have significant impact in their daily life.
During one of the several tours the SIMPLEX + team made throughout the country, citizens complained that information regarding public services and obligations calendar was scattered across the Public Administration and not centred around their needs. A single point to access to all information was fundamental to ensure a clear and efficient communication of citizens’ rights and obligations towards the Public Administration. In a truly bottom-up approach, SIMPLEX + 2016 edition crowdsourced and the Citizen was born among several new public digital services.
The Citizen Portal, as the central channel to access and deliver electronic public services in Portugal, was the natural choice to host this new service. Considering the Portal was developed and is maintained by the Administrative Modernization Agency (AMA), the responsibility to design and implement the Citizen Calendar was attributed to the Agency. Based on all the inputs previously received by citizens, and after a thorough assessment of possible interactions with the Public Administration, a draft of the features intended was drawn and contacts were made across the several ministries in order to evaluate how the different systems would interconnect, allowing for the Citizen Calendar to receive cross-cutting information. Several iterations after and in the space of months a tender was sent out to potential suppliers, which resulted in the Calendar’s current implementation; it is expected to be fully functional by October 2017.","Citizens bring to the table what their actual problems are and often also come up with solutions to go along with it. They can offer a fresh point of view on often outdated services, because they are the most interested stakeholders. The Public Administration every so often has a different standing, either because of the intimate knowledge of back office constraints or simply out of habit. But when everyone tries to work together towards a common goal, which was the case, we get every actor working on different perspectives but towards the same goal, and ultimately enriching the discussion and the outputs.","The Citizen Calendar is a true representation of the co-creation of public services and as such has had a wide variety of actors involved. From citizens that expressed their needs and conveyed how the Public Administration could to better address them, to public servants from several government sectors that worked together for a better public service delivery and learned, along the way, how this process and its outcome improved efficiency, effectiveness and trust in the public sector. In such a closely collaborative project, all these actors played simultaneously the roles of user, stakeholder and partner. This allowed for every single point of view to be taken into account, and ultimately to think out of the box and reach a solution that is unique, effective, and most convenient solution.","The creation of the Citizen Calendar is yet another step to change the traditional in-the-box mindset of the Public Administration, but first and foremost is a truly user-centric initiative that will substantially improve citizens’ daily lives by increasing accessibility to all their major rights and duties towards the Public Administration.","So far, the whole experience with this project has been thoroughly positive. There are always drawbacks, and the reshuffling of strategies is recurrent, but that is always the case with any iterative process.","The first and foremost necessary condition is political commitment and support, both to ensure that citizens are heard and to help breaking silos, foment openness and promote the sharing of information. In terms of supporting infrastructures, it is also fundamental to have a relatively high level of digitalisation in public services delivery, namely on the most sought after services, such as health, civil registries, tax and social security. This is paramount to allow for the customization of the service without a corresponding increase in costs.","This solution can easily be replicated in other countries or even at local level, as long as the two above-mentioned conditions are met. Nevertheless, even when digitalisation is at an earlier stage, it is also possible to engage in similar, simpler solutions that can later evolve into more complex, customized digital services.","The bet on the co-creation of services brings forward creativity and allows for a better, smarter service delivery, while it promotes inclusiveness and transparency. On the other hand, cross-cutting projects such as the Citizen Calendar also foster the breaking of organizational silos and encourage a change in the mindset of the Public Administration. Involving and giving voice to all public entities since the beginning of the program, fostering a sourcing and bottom-up approach, proved to be an essential modus operandi for the Citizen Calendar implementation success.",,,,,,
9538,"Putting Users First: An Innovative Approach to the Modernization of the Heating Assistance Rebate Program (HARP)",https://oecd-opsi.org/innovations/putting-users-first-an-innovative-approach-to-the-modernization-of-the-heating-assistance-rebate-program-harp/,,"Service Nova Scotia ",Canada,regional,"a:1:{i:0;s:12:""public_admin"";}","Putting Users First: An Innovative Approach to the Modernization of the Heating Assistance Rebate Program (HARP) ",,2016,"The Heating Assistance Rebate Program (HARP) helps over 42,000 low income Nova Scotians with the high cost of heating their homes in the winter. In 2016 Service Nova Scotia used an innovative approach to modernize HARP from a paper-based application to an online system to improve user experience and government processes. The modernization of this program was uniquely user-driven with significant user-testing leading the transition process and continuous user-testing for ongoing improvement.","The Heating Assistance Rebate Program (HARP) is an $11 Million program that provides rebates to over 42,000 low income Nova Scotians with the high cost of heating their homes each year. Historically, the application for HARP involved Service Nova Scotia (SNS) mailing out paper applications to potential applicants, applicants mailing back completed application forms and SNS staff manually processing the application. Cheques would be mailed to successful applicants. The paper application process can take up to 8 weeks.
In 2015 we knew that many HARP applicants had access to a mobile device and that providing an online option would allow users with a more convenient and efficient way to apply for the program. We were also aware that the HARP program had high administrative costs with $450,000 being spent on clerical services and postage. We believed that moving to an online platform would reduce these mailing and processing fees, leaving more funds available for actual rebates. We also knew that allowing applicants to receive the rebate through a direct deposit option would save money on cheque generation and mailing.
From the beginning, we were driven to use a collaborative, user-centric innovation model to modernize HARP. Internally, we brought together everyone who was involved in the delivery of the paper service (Program staff, paper processing staff, call center staff, operations team, web team, communications team, IT staff, service delivery team) to map out everything that was organizationally known about HARP. We also interviewed past applicants and community organizations that support applicants. These interviews taught us about real user experiences with the paper application process while allowing us to better understand applicants’ concerns regarding technology and digital platforms.
As a result of these conversations, four business units within Service Nova Scotia (SNS) combined forces with Information Technology (IT) partners to implement two innovative modernization projects concurrently. One project was moving HARP from a paper-based application to an online system with an eligibility checker at the front end as well as an application status checker and the other was creating a direct deposit option. The status checkers were a direct result of user research informing us about anxiety around if the application had been received and if the application would be successful. Once these projects were completed program staff ensured that members of the public were informed and educated about the online solution.
The implementation of both projects resulted in significant program improvements and cost savings. By focusing on and understanding user needs, the HARP innovation process ensured that we were creating the best possible system for users. When the program was paper-based only one application was processed in the first week the program was open, in 2016-17 when the online platform was launched 625 applications were approved in the first week. It is worth noting that online applicants receive their rebates by direct deposit within three weeks – less than half the time than the paper-based system takes. The online system is also safer and more secure, avoiding potential issues involving mail fraud. Internally, the digital uptake produced savings of approximately $65K and the direct deposit saved $30K in cheque transaction costs. These results demonstrate that when modernization is done collaboratively and in a way that puts users first, it can have significant benefits for both the citizens we serve and government.
In addition to significantly improving the HARP application process for users and government, we utilized this as an opportunity to collect and track data for the purpose of continuous improvement. We created a dashboard that allows us to monitor data on a weekly basis while the program is running. We also used the service measurement data from 2016-17 to improve the service in 2017-18. This has resulted in a continued increase in digital applications this year. Over 20% of people have applied online and received their rebate up to 4 weeks faster.
The ongoing success of this project reaches far beyond the HARP program. It is currently being used as a model to modernize the Property Tax Rebate for Seniors (PTRS). It has created a cultural shift throughout SNS and the rest of the Nova Scotia government. A very important example of this is that this innovative approach to modernizing HARP has helped us to eliminate assumptions about vulnerable populations. It has confirmed that we need to speak to the users directly to understand their needs. This modernization has also demonstrated to others in the public service the potential that can be realized when you use new approaches, something that government can be wary of. It proves that new approaches can build trust with users and build better services while demonstrating impact through measurement and continuous improvement.","a:8:{i:0;s:3:""210"";i:1;s:3:""214"";i:2;s:3:""612"";i:3;s:3:""617"";i:4;s:3:""618"";i:5;s:3:""620"";i:6;s:3:""354"";i:7;s:3:""876"";}","The HARP modernization project is innovative and was an organizational first for the Government of Nova Scotia (GNS) in a number of ways including: the user first approach; collaborative efforts between business units involved; the online platform; and the way that we use service management data (presented in a dashboard) to track and continuously improve the program for users and government.
This project rallied staff to take a multidisciplinary approach, challenge their own assumptions and discover and address the actual needs and challenges of applicants. Discussions with users led us to develop the Eligibility and Status Checkers as well as Direct Deposit. The way that applicants can upload a picture of their heating bill from their mobile device as a supporting document and that they finalize their application by e-signature is also new to our organization. These changes were user-driven and ultimately resulted in a program that is much better for both users and government.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:9:""diffusing"";}","Our status in terms of our objective to move HARP from a paper-based application to an online platform and creating a direct deposit option for users is Diffusing Lessons. With that being said, we conduct ongoing user testing and utilize service measurement data to inform continuous improvement of the program. This means that we have various aspects of user- and data- informed improvements at various stages at this point. An example of this would be a Behavioural Insights experiment that we are currently running on HARP to increase the uptake of the online system. This experiment involves groups of previous paper-based applicants to test 3 letters aimed at nudging them to apply on-line. The letter that generates the most on-line applications will be sent to all paper-based applicants next program year. We are also using this project as a model to modernize another program, PTRS, which is currently in the Developing Proposals stage.","1. Engaged HARP applicants throughout to understand their experience with the paper-based system and their concerns about digital platforms.
2. Worked with Community Organizations that serve the HARP applicant demographic to learn how they help connect people with programs like HARP.
3. Worked with Canada Revenue Agency to develop the Direct Deposit function.
4. Involved 4 different SNS teams working collaboratively to build an efficient system that meets user needs.","Low income Nova Scotians and the community organizations that support them gained a user-centric online platform that includes Eligibility and Status Checkers as well as a Direct Deposit feature. HARP applicants are receiving their applications in a faster and more secure way.
Benefits to government include significantly reduced administration costs around the delivery of this program and data that we are utilizing for continuous improvement efforts through the HARP Dashboard.","Through the online platform, the processing of applications and the delivery of rebates is faster. In fact, online applicants receive their rebates up to 4 weeks faster than paper-based. The online platform is also more secure, removing the increasing risks of mail fraud. The efficiencies for users have been mirrored internally. Increased online applications mean less data entry and mailings. The direct deposit feature (with 83% user uptake) also resulted in savings.
All of the HARP program data is tracked through an Executive Dashboard (please see attached) that includes the number of applications that have been processed, how users are getting to our application system (website, Facebook ads, Google searches) and the kinds of devices that they are using to apply (computer, phone, tablet). We utilize this data to make continuous program improvements.
As we convert more users to apply online we expect to see all of the benefits listed above increase in the future.","Initially, the biggest challenges faced were around learning how to work together with a new approach. Everyone also had to develop a new, common understanding of program success. We faced some significant issues around privacy that we worked with the Privacy Commissioner to overcome.
Our current challenge is around online uptake. The majority of HARP applicants continue to use the paper-based system for a few reasons including the fact that 50% of HARP applicants are seniors and that we designed the paper-based form so well that applicants prefer to use it.
We are currently running an experiment using Behavioural Insights to drive applicants to use the online system. This experiment involves groups of previous paper-based applicants to test 3 letters aimed at nudging them to apply on-line. The letter that generates the most online applications will be sent to all paper-based applicants next program year.
We also provide digital assistance to users.","In order to succeed an integral factor was acquiring support from senior management on both the idea of moving to an online system and utilizing a human-centered approach to do so. This support helped us to identify and change the necessary policies and processes related to the modernization as well as to attain budget approvals. The concept of using design thinking to build an online tool to ensure that it would meet the needs of users was revolutionary to the Government of Nova Scotia. This innovation would not have been possible without the full support of senior leadership.
It is also worth mentioning that for this project to be successful we had to debunk the stereotype that seniors do not want to apply for things online. By speaking with seniors who are HARP applicants we were able to learn what their actual needs and challenges are, allowing us to design an online platform that meets the needs of this demographic which makes up over 50% of our applicant base.","The idea of moving from a paper-based system to an online system is being replicated throughout our organization. We are in the initial stages of using the innovative HARP model to modernize another program, the Property Tax Rebate for Seniors. Our Registries unit is also using the HARP model to build an online tool based on user needs.
The Status Checker and Eligibility Checker are patterns that can be applied to other application services. Lottery Permits recently adopted the Eligibility Checker.
Externally, the process that we went through to attain the electronic signature on our online platform is being sought after nationally. The Canada Revenue Agency (CRA) uses us as a model for best messaging and processes to use for Direct Deposit. We are a resource for other provinces who are interested in increasing their digital uptake because ours is at 83%.","One of the lessons that we are most excited about is the fact that our user-driven approach succeeded and led to the creation of an innovative platform that works better for users and government.
We also learned to fail early and fail often as long as you are incorporating users into your experiments to better their experiences and meet their needs. This has created a cultural shift across the Nova Scotia Government which is now being described by the head of the Public Services as a fail-safe environment.
Stakeholder consultations are extremely important. Often internal stakeholders are overlooked but they were part of the key to the success of this innovative modernization. Having all employees that had worked on the paper-based version of HARP in one room to gather all known institutional knowledge helped to frame the path for this project. Processing and call center employees were involved in prioritizing and ideating for the Eligibility and Status Checkers. They also contributed to the development of the service dashboards which keeps all of the parts of the service delivery visible across our organization.
Knowing our audience and using plain language in our communications has been crucial throughout user testing and promotion of the online system.
Using data analytics has been important to the success of this project because it provides us with information around online input and where we should be advertising.","SNS defines innovation as “Finding better ways of doing valued things.” The innovative approach that was taken to modernize HARP is allowing low income Nova Scotians to apply easily and receive their rebates faster. The conversations we had with users led us to create online status and eligibility checkers, create an MOU with CRA to enable the Direct Deposit feature, and encouraged us to pursue having an electronic signature for confirmation. These features enhanced the user experience and created significant cost savings for the government. The ways we are utilizing user testing and data from the dashboard to continuously improve the program and the ways that we promote it are revolutionary to the Government of Nova Scotia. We are excited to see the ripple effect this innovative approach is having across our organization and others. We are looking forward to seeing how HARP continues to evolve as other programs model their modernization approaches after this one.","a:1:{i:0;s:4:""9546"";}","a:1:{i:0;s:4:""9547"";}",,https://www.youtube.com/watch?v=37fB3MfFA4w&feature=youtu.be&fbclid=IwAR0NWlPcNMWpUCG4LjxN8uJKZtF46LhjrhPE8-kxJOWHobsbKiZMyDGYg9Q,
9587,APEX,https://oecd-opsi.org/innovations/9587/,,"Government Technology Agency of Singapore (GovTech)",Singapore,central,"a:2:{i:0;s:11:""information"";i:1;s:7:""science"";}",APEX,,2017,"APEX is a whole-of-government API platform where public agencies can share data and services with other agencies and private entities. APEX simplifies API management by providing uniform governance, consistency and reliable performance. It enables innovation through a central catalogue and self-service portal where innovators can select APIs to create new services and experiences for citizens.","In today’s fast-paced and digitalised world, government agencies need to evolve quickly to stay relevant to citizens. Old methods of data acquisition and transfer are too slow to satisfy citizen’s needs. Instead, there is a desire for innovative and integrated government services through which data is shared seamlessly between public agencies. Equally appealing are the potentially more targeted and citizen-centric products that businesses can offer if given access to selected agency data. Application programming interfaces or APIs are one such means of achieving these goals. The Singapore government envisioned a centralised whole-of-government platform that would allow all government agencies to share data amongst themselves and with private enterprises through APIs.
This forward-looking measure would solve challenges such as fragmented API hosting technology, outdated API design methodology and inconsistent data sharing standards. APEX was born to address these issues. Its value proposition is to increase the adoption of API technology within government by simplifying secure data-sharing, making API management user-friendly, and increasing visibility of available APIs. APEX provides a secure data sharing environment where agencies’ APIs are protected by authentication policies that conform to the latest security standards. Round-the-clock monitoring and transaction logging also ensure high system availability and access tracking.
APEX simplifies API management by providing a user-friendly portal though which users can perform self-service actions to initiate workflows for publishing and accessing APIs. In addition, APIs served through APEX are surfaced in an API catalogue that can be freely browsed by other users.
Throughout the development process, the APEX team followed the Agile methodology to iteratively and incrementally design, build and validate features. This empowered the team to respond promptly to user feedback as well as experiment with new high-value features, resulting in a user-friendly and feature-rich product. The success of APEX is evident in the number of projects and agencies that it continues to onboard daily since its launch. APEX has established itself as an enabler for agencies to rapidly deploy APIs and propagate data for consumption by other agencies and business enterprises to drive their own innovations. The APEX professional services team has also assisted agencies in improving their general standards of API design and security. When technology supports secure and seamless data exchange, the possibilities are endless. APEX supports the vision of innovative and integrated government services fuelled by a mindset of collaboration and data-sharing. We envision a world in which quite literally, everything connects.","a:6:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""617"";}","APIs and API gateways are neither new nor innovative technologies. The innovation and value of APEX however, comes from making these technologies more accessible and increasing their adoption in government. With this mind, we built APEX a little differently from most government products:
BUILT WITH THE USER IN MIND
APEX was built to remove barriers of entry to agencies using the platform. The APEX user portal was designed with a focus on user experience to be clean and easy to use. Through the portal, users can access a repository of knowledge on APIs and the platform. They can also perform self-service registration and request access to APIs of other agencies. This ensures agencies are able to begin using the data they need without much administrative overhead.
BUILT TO PROMOTE SHARING, NOT SILOS
APEX aggregates all APIs served through it in a catalogue. Users can browse and search the catalogue for relevant APIs which may spark ideas for collaboration with other agencies.
BUILT FOR EXTENSIBILITY
Unlike many government projects, APEX was built by an inhouse engineering team using the Agile methodology. This allows APEX to rapidly evolve with new features to meet new needs. APEX was also built on a micro-services architecture powered by RESTful APIs. This allows APEX to easily integrate with new systems both upstream and downstream.
BUILT TO SCALE INTELLIGENTLY
The small size of the APEX team would make it prohibitively slow to manually deploy and configure additional servers to meet demand from new projects. The APEX team has automated this process so that our systems can be scaled up or down to meet demand through mere mouse-clicks.
BUILT TO MAKE SECURITY SIMPLE
Government standards on security are by necessity strict. However, these standards can be at times byzantine and intimidating. APEX fulfils many of auditing, logging and infrastructure requirements imposed by the standards, allowing agencies to be conformant without additional effort. Agencies’ data can also be protected using out-of-the-box authentication polices, while their systems are protected from surges in API calls through rate-limiting polices.","a:1:{i:0;s:10:""evaluation"";}","APEX was launched in July 2017 and is now steadily acquiring new users. APEX has achieved its vision of allowing data to be shared between the isolated government intranet and the public internet by providing a bridge between the two networks in a safe and secure setup. Government agencies can choose to share their data by publishing APIs on our API Catalogue which is browsed by other agencies to identify data sharing opportunities. Data sharing is done securely through industry standard security protocols for APIs and round-the-clock monitoring and logging to prevent unauthorised access and hacking attempts. The APEX platform is made easy to use for both technical and non-technical users via the APEX user portal. The portal provides a repository of information to guide users on how to onboard as data consumers or providers. Users can also use the portal to seamlessly register for an APEX account and request for access to APIs. In addition, users can also view usage information of their APIs as well file service requests and provide feedback to the APEX team through the portal. APEX followed the following steps in moving from conception to launch:
IDENTIFYING AN OPPORTUNITY
APEX began as a small feature contained within a platform-as-a-service (PAAS) product. The feature allowed services hosted on the PAAS to expose APIs to external services. However, it became evident that the API hosting technology could be extended to meet a wider need across government agencies for a simple way to share data. APEX was thus spun off as a separate project with a much more ambitious scope.
SCOPING OUT THE PROBLEM, RECOGNISING CONSTRAINTS
With an ambitious scope and timeline, it was important to define the minimum feature set for APEX. As part of this planning, challenges to the project such as bridging an internet-intranet separated infrastructure and complying to strict security standards were identified. These constraints shaped the architecture and design of APEX.
SURVEYING AVAILABLE TECHNOLOGY
With clear requirements in mind, the APEX team explored open-source and commercial API gateway technology. This exploration focused on figuring out how to leverage available technology for speed while adapting the technology to our unique requirements. Many existing solutions did not cater for our use cases such as having separated API gateway instances for each user project. The team had to design solutions to fill such gaps in available technology. STARTING SMALL The APEX development team adopted the Agile development approach to design, build and validate features through iterative work cycles. This methodology pushed the team to regularly deliver incremental features that built up towards our minimum viable product. THINKING ABOUT SCALE Once a basic feature set was achieved, the focus turned to ensuring that the operation, stability and performance of APEX would not be compromised as our user base grew. The team invested heavily in automating many of APEX's operating processes to ensure that our systems could be scaled rapidly to meet user demand. We also began building up our monitoring capabilities so that system issues could be quickly detected and addressed to maintain stability.
TESTING IN THE REAL WORLD
As APEX took shape, the team partnered with pilot projects to identify issues early and incorporate feedback into future feature designs. This phase was crucial in helping the team to improve usability and augment our product with commonly requested features. Even today, months after its launch, APEX continues to evolve in response to the constantly changing needs of our users. Apex’s professional services team regularly engages our users in dialogues to better understand their needs in order to develop user-centric features.","COLLABORATING FOR EFFECTIVE DEVELOPMENT
The APEX team worked in close collaboration with members of another project team within the same department. We cooperated on code modules that could be reused by both projects. By sharing code, technology and skill sets, we were able to both improve the quality of our work and reduce development time.
PARTNERING FOR PRODUCTION READINESS
The APEX team partnered with another division within the organization on on-boarding pilot projects. This occurred early in our development cycle while the APEX product was not stable nor feature complete, and when the pilot projects were still in development. These pilot projects helped us to test and stabilise our system. In addition, we were able to work with the pilot projects to incorporate features that they needed into our initial release. This partnership resulted in APEX becoming a more robust and full-featured product.","STAKEHOLDER SUPPORT
Our stakeholders provided the mandate and monetary resources which enabled us to embark on building APEX. They also gave us freedom to adapt and augment the product as we discovered new needs.
USER FEEDBACK
The APEX team was deeply involved in the on-boarding of our initial users. Through their feedback, we were able to discover inadequacies in the usability and workflows of the APEX user portal. We have since addressed these issues and provided more documentation and guides to empower new users to use APEX seamlessly.
PARTNER-DRIVEN VALUE CREATION
Many of our users have become trusted partners. Their positive experience with APEX has spurred them to readily suggest new features that would improve their services. By gathering the suggestions of many users across different agencies, we are able to identify high-value features that can be added to APEX to fulfill the needs of many users.","RAPID ADOPTION
In the 2 months since its launch APEX has on-boarded 9 projects from across 5 agencies. These projects served a total of more than 625K API calls last month. These figures are growing rapidly as APEX gains traction as a reliable API platform.
PRIVATE-PUBLIC SECTOR COLLABORATION
APEX bridges the physical separation between the government intranet and public internet. This makes it possible for government agencies to publish APIs to share data hosted in the intranet with commercial entities with services deployed on the internet. An example of this would be one of our pilot projects - myInfo. myInfo was developed to share basic citizen personal data hosted in agency databases with banks to facilitate consumer bank account creation and bring convenience to citizens.
REDUCED DEVELOPMENT COSTS FOR USERS
APEX removes the need for users to handle many of the security challenges of serving APIs to a large consumer base as part of the development of their own projects. APIs served through APEX can be protected through appropriate authentication polices to ensure only authorised applications may access data. API calls through APEX are rate-limited to prevent users' servers from being crippled by large number of API calls. All API calls through APEX are also audited and logged to provide tracking on how data is accessed.
PROPAGATION OF API EXPERTISE
The APEX professional services team provides training sessions to API provider agencies and their data consumers. These sessions transfer basic knowledge to participants on how to use and publish APIs effectively. The professional services team can also be engaged by agencies for in-depth sessions to enhance the design of their APIs to meet leading industry standards. Such services offered by the APEX professional services team increase the general level of API expertise across government agencies.","ADHERING TO GOVERNMENT STANDARDS
APEX faced challenges conforming to government security standards while providing the feature set required for seamless data-sharing between agencies. We addressed this challenge by consulting security experts to distill what was essential in preserving the security of our systems. In cases where the standards did not clearly apply to our product, we were careful to document measures taken to safeguard our systems.
MANAGING USER GROWTH
A challenge that the APEX team manages daily is that of scalability - both scaling our systems to adapt to demand and maintaining system stability as our user base grows. To handle the former challenge, we have automated the deployment and configuration of most of our subsystems to quickly and reliably scale up to meet demand. To maintain system stability, we are constantly enhancing our monitoring capabilities to ensure that we catch and address any system issues in a timely manner.","CLEAR VISION
APEX succeeded in gaining traction because it was conceived to meet a growing need - government agencies needed the technology to efficiently share data and systems to present more complete and citizen-centric services. Capitalising on this opportunity gave the APEX team a clear vision of our minimal viable product and the impetus to deliver it with speed.
TEAM-DRIVEN INNOVATION
APEX achieved quality and usability because it was built by a team with the skills and desire to constantly improve the product. Having a diversity of skill sets allowed us to identify possible enhancements from many angles - usability, stability, security, maintainability, etc. Freedom to self-manage allowed the team to experiment, fail fast and regroup quickly to realise its vision of what would make the product great.","REDUCING BUREAUCRATIC OVERHEAD FOR PUBLIC SERVANTS
APEX is a model of how innovation can occur within strict restrictions. The team has navigated extensive government procedures and standards to unravel what it means to share data securely. More importantly, products such as APEX reduce bureaucratic overhead for users by helping them conform to government standards with minimal effort.
ENABLING A CULTURE OF COLLABORATION
APEX has encouraged many agencies to serve their APIs on our platform. Products such as APEX increase visibility of resources shared by agencies, fostering a culture of collaboration and co-creation.
BUILDING PLATFORMS TO SIMPLIFY DEVELOPMENT
By offering a platform to serve and manage APIs out-ofthe- box, APEX has removed the need for agencies to develop and maintain such technology as part of their own projects. Products such as APEX which offer common services can greatly reduce development effort and cost for agencies.","WORK IN AN AGILE MANNER
The vision behind APEX to provide a government-wide API platform was a big one. However, the team successfully adopted the Agile methodology to break down a large problem into incrementally deliverable parts. The team was able to focus on releasing a minimal viable product early for testing. This drove a virtuous cycle of test, iterate and extend which allowed the team to release regular updates with enhanced features, bug fixes and the latest security patches.
VALUE THE USER
Early iterations of the APEX user portal were unusable to many of our early users. They did not find using the portal intuitive and found many missing workflows that prevented it from being a self-service hub for browsing and subscribing to APIs. Listening to feedback from users allowed the team to refine the portal to its current user-friendly and accessible state.","APEX Introduction Video can be downloaded here: https://drive.google.com/file/d/0B84- 8GIFcQYKNVdmVVFMWHRVeWs/view?usp=sharing",,,,,
9593,"Sustainability Bond with Impact-linked Return (SBIR)",https://oecd-opsi.org/innovations/9593/,,"Swedish Association of Local Authorities and Regions",Sweden,central,"a:10:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:6:""health"";i:5;s:7:""housing"";i:6;s:11:""information"";i:7;s:12:""public_admin"";i:8;s:10:""recreation"";i:9;s:9:""transport"";}","Sustainability Bond with Impact-linked Return (SBIR)",,2017,"Sustainability bond with impact-linked return (SBIR) is an innovative funding model to unlock social impact investing which advances the potential to drive public sector change and to attract a broader range of investors, while also financing social infrastructure. The overall goal is to expand investor base for impact investing and build public sector capacity to tackle various social challenges.","Building on the concept of Social Impact Bonds (SIB), the previous Swedish iteration of a SIB in the local authority of Norrkoping as well as experience of social investment strategies in Swedish local authorities and regions, the Swedish Association of Local Authorities and Regions (SALAR) initiated in January 2017 a project with the advisory support of the European Investment Bank (EIB) to design a new form of delivery and implementation support model for investment in preventative interventions, including a structured financial instrument.
The social challenge in focus was occupational health in public sector as this is a strategic issue in Sweden affecting public sector ability to address other societal needs and policy areas. The aim was to develop a model that also can be used for other social challenges. Working with three local authorities, patterns of sick-leave among employees and the status of occupational health in the organisations was analysed with the aim to identify service gaps and assess the business case for interventions. An important part of the SIB model is the intermediary organisation which supports stakeholders to define the social need, outcomes, business case and intervention models.
In the implementation phase of the SIB, the intermediary may transform into the procuring organisation responsible for contracting and managing service providers. The intermediary may also take on the responsibility to ensure continuous improvement of the intervention to reach desired outcomes. In Sweden, the public sector is large with wide ranging responsibilities including as a service provider. A crucial issue is thus the relationship between an intermediary and the public sector organisation involved. Not least when the provision of services with potential to improve outcomes is a shared responsibility between public and private. Close involvement of the public sector actor is also a key factor for knowledge sharing and achieving long term change.
From a national policy perspective, the ability to scale successful services and pay-for-performance (P4P) models can become an important role for the intermediary organisation. Existing SIBs have risk profiles like equity which, together with the small investment volume, have made investment from institutional investors impossible. From a financial perspective, the aim of the project was to find a funding model combining the impact linked return of a SIB with a traditional social (infrastructure) bond to reach an acceptable risk-return ratio and volume of investment attractive for a broader spectrum of investors. The sustainability bond with impact-linked return (SBIR) model has the possibility to overcome some of the limitations of previous SIBs.
The key components of the new model are listed below:
-By issuing a minimum of EUR 100 million SBIR with a 10% share being a SIB, the required volume and risk level for institutional investors is achieved. With Kommuninvest as issuer, an established actor in organisation with credible track record of providing financing to its members, local authorities and regions, continues the path it started with the green bond framework to support and develop sustainable investment.
-By creating an intermediary organisation as a joint venture between SALAR and the Research Institutes of Sweden (RISE), an actor is formed that draws on current expertise and networks while having the flexibility to effectively support local authorities in procuring, implementing, monitoring and evaluating outcomes as well as providing information to investors. SALAR, which is owned by all local authorities and regions has well established links to and credibility from its members. RISE, a state-owned enterprise of researchers and experts in areas of measurement, technology and computer science, provides additional expertise to the intermediary. The intermediary is formed and tested with this first SIB for occupational health but can be used for upcoming initiatives and is a new entity in the Swedish innovation landscape.
-By combining investment in the internal HR services and changing their practice to pro-actively working with a risk group of individuals and work places and in external services commissioned with a P4P- contract, the pre-study has identified a case for reducing costs for the employers (public sector) while at the same time improving occupational health of employees. The new model is now being implemented together with seven local authorities. Establishment of the joint venture between SALAR and RISE, procurement and contracting with local authorities and service providers, investor dialogue is ongoing with the aim of having an operative SIB in April 2018.
The objectives of the SIB are to
1) improve occupational health and lower sick leave costs in local governments,
2) test the institutional innovation – the joint venture between SALAR and RISE,
3) set an example of a sustainability bond with a strong impact focus.","a:7:{i:0;s:3:""190"";i:1;s:3:""210"";i:2;s:3:""214"";i:3;s:3:""959"";i:4;s:3:""305"";i:5;s:3:""316"";i:6;s:3:""354"";}","Two perspectives on the innovation are provided here, from the public and financial sectors. From a public-sector perspective, the innovation will establish a change management vehicle within established institutions with the capability of collaborating with both local and national actors and expertise. The model is also acknowledging the connection between public and private sector, and the need to find cooperative models that incentivise both parties to reach better outcomes and save public expenditures. Most examples of SIBs around the world outsources service provision and thereby techniques for improved outcomes to private organisations (for-profits or non-profits). The model we developed increases the chance for network effects, bringing a wider transformation of the public sector towards strategically supported innovation focusing on better outcomes. Innovation in public sector is not new, but the strength in the SIB model is the systematic approach in defining and focusing on outcomes together with implementation support and performance management, which is often lacking in public sector. In addition, the use of carefully designed P4P contracts between involved actors is a powerful tool to align incentives.
The external investment is important for risk sharing and not least to focus all involved parties to work towards improved outcomes. From a financial perspective, a sustainability bond with a SIB component is something entirely new. While SIBs have been proven useful to drive innovation and focus on outcomes in the public sector their overall impact has been limited due to the size of contracts. At the same time, the rapid development of the green bond market shows that the investors are interested in impact investing, once the issues of complexity and scale have been overcome. The SBIR model provides the basis for an innovative financial instrument and investment platform to finance both preventive and early intervention projects in various social domains together with larger social infrastructure investments. This allows for the instrument to be scalable and attractive to a wider and larger group of potential investors, including institutional investors, who have not considered SIBs as an investment opportunity until now. The SBIR is therefore a structured product combining the elements and security of a green bond with the opportunity for slightly higher financial returns coming from the SIB component.","a:1:{i:0;s:14:""implementation"";}","The project team is now working together with involved actors to implement the innovation and make it operational by April 2018. The implementation phase includes the following key components: - Working with the seven participating local authorities to perform analysis and prepare for a final decision to be included in the SIB (decision deadline end of November 2017). This includes analysis of sick leave patterns to verify the business case locally for authorities that were not part of the initial project and procuring the part of the intervention that will be provided externally.
- Finalising the P4P contracts between investors and the project organization and the project organization and local authorities
- Preparing the formal decisions at SALAR and RISE to set up the joint venture (preliminary known as the Project organization)
- Setting up the financial instrument and defining a social infrastructure investment
- Investor dialogue
The path to this stage in the innovation process has required utilization of accumulated knowledge in several fields. This includes experience from the first Swedish SIB in Norrkoping, from working with innovation and development in local government, financial markets and financial instruments. An important source of inspiration for parts of the model has been through contacts with the Finnish innovation agency SITRA and with Social Finance in the U.K. The fundamental driver for developing this innovation comes from experience of the challenges for the public sector when it comes to reaching better outcomes, and a belief in the potential of more stringent intervention logic as well as implementation and evaluation support as means to that end. The methodology to develop the innovation was to put together a team of different competences and to work iteratively under a tight time frame with clear project management to keep up the pace. The results of the pre-study has been presented in conferences and video presentations as well as through written reports. As the project enters the next phase and becomes operational, the results will be spread continuously through relevant channels. The aim is to both address professionals and policy makers. Through a Nordic informal SIB network and other European as well as international contacts, it will be possible to spread the results to an international audience.","The project that resulted in the innovation was led by SALAR and the EIB but also included Kommuninvest, RISE and consultancy firms Lumell Associates and Impact Invest Scandinavia and the local authorities Botkyrka, Kungsbacka and Nynashamn. Each party contributed with its specific competence in a truly complementary manner. SALAR was key in communicating with local authorities and regions, while the EIB and Kommuninvest provide knowledge and advisory support in financial instruments and contacts in financial markets. RISE, as a state-owned network of research and technology organization, took the role as guarantor for robustness of needs assessment, evidence base of services and evaluation model. As a long-time collaborative partner to SALAR, Lumell Associates performed the analyses and acted as co-project managers with SALAR. Impact Invest Scandinavia arranged investor meetings to ensure that the product met market demand and standards.","To ensure approval from various stakeholders both interviews and more in-depth regular dialogues and workshops were carried out. Starting the project, several interviews with researchers, experts and employees were carried out to assure that, primarily the intervention design, rests on the prime current state of knowledge. Throughout the project, regular dialogues with representatives from the occupational health services sector were held. Separately, investor meetings and workshops were conducted. Among the goals of these meetings was to secure interest from parties which will become vital later on. Due to these dialogues, the stakeholders will be very much informed when it comes to finding investors and service providers. Feedback regarding procurement and model design were also considered.","The results and insights from the initial project includes:
- In-depth knowledge of drivers of short term sick leave in three local authorities in Sweden
- Identification of key barriers for institutional investors to make SIB investments
- Decision on (publicly funded) follow-up study in seven health care regions on long-term sick leave with method that mimics the analyses carried out in this project
- Preliminary decision from SALAR and RISE to participate in the establishment of a joint intermediary organisation - Preliminary decision from two institutional investors to participate in the new SBIR
- Preliminary decision from seven local authorities to participate in the new SIB
- Draft documentation for the proposed financial instrument - Draft documentation for the proposed procurement of services from external provides
The results and impacts that are expected going forward includes:
- First large scale Social infrastructure/SIB platform (>€100m) that is backed by institutional investors
- Introduction of new services for proactive sick leave management in the public sector in Sweden
- Lowered sick-leave prevalence and sick-leave costs in seven local authorities in Sweden
- Positive financial outcomes for local authorities, private providers and investors
- A model for testing, evaluating and scaling new interventions with external investment.","The major challenge in this cross-sector project was to balance demands from the public and private sector (i.e. investors from the finance sector and the private welfare companies). This type of cooperation is not common in Sweden and was novel for all participating parties. Apart from adjusting communication and holding common meetings to bridge the differing viewpoints, the key towards solving this issue was to coalesce the two sectors’ approaches and methods to innovation. The private sector are more used to incentives based on profitability. They also have a larger risk appetite and are more experienced in valuing risk. On the other hand, the public sector are more used to incentives based on quality and are less experienced dealing with financial risks and risk valuation. Hence, both approaches to incentives were included in the model to assure both parties of the robustness of the model.","A necessary condition for highly innovative projects of this considerable scale within this sector is to have clear-cut support from well-known institutions within the field. As stated above, the respect within and knowledge of the public sector (SALAR) and financial sector (the EIB and Kommuninvest) gives the project a seal of approval and facilitates all contacts. The inclusion of RISE lends credibility in terms of evaluation of the effects and legitimacy towards the state level. Due to the large scale of this project, it was also necessary to have previously performed smaller pilots in order to establish a track records towards all parties and gaining valuable experience. The SIB in Norrköping was designed and implemented by SALAR and Lumell has been running for two years with thorough evaluation. Lessons from this project has been enormously important when performing this project. The 3 pilot municipalities within this project also served a similar purpose.","As the model is generic, it should be useful for many different social challenges in many countries. Areas that are considered in Sweden includes enhanced education and work place training for immigrants, interventions for the long term unemployed to name a few. Having the intermediary organisation in a national model with a connection to all major stakeholders in national and local government should facilitate both scaling of successful examples and developing interventions in new areas. The financial model is also expected to be useful in many different situations. In contrast to the model of the intermediary organisation, which is adapted to the Swedish context, the concept of a sustainability bond and the methods of creating one are more easily adopted to countries with different and less developed welfare systems.","A key success factor when working in a multi-sector project such as this one is to make sure that the intermediary/project team include competences from all concerned sectors. This team should then constitute a clear core working group, drawing the best from each party’s knowledge and experience. This has been key when putting together all different sector specifics, using and interpreting various language and term and, above all, in order to have factual knowledge deep enough to really grasp the issues. Of course, working together in such a multi competent team is not without complications, as issues with understanding can arise in the team. This is why it is even more important to put in sufficient time in learning to understand each other and each other’s specialist language and terms and expectations. If not, the benefits from the multiple competencies are harder to take advantage of.",,,,,,
9623,"Construction of an experimental and co-creation research methodology for co-operative governance in territorial development policies",https://oecd-opsi.org/innovations/construction-of-an-experimental-and-co-generative-research-methodology-for-cooperative-governance-in-territorial-development-policies/,,"Diputación Foral de Gipuzkoa (Provincial Council of Gipuzkoa)",Spain,local,"a:3:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Construction of an experimental and co-creation research methodology for co-operative governance in territorial development policies",https://www.orkestra.deusto.es/en/research/research-projects/zubigintza,2009,"The prolonged economic crisis in Europe has led to a growing feeling of alienation among citizens from the main decision-making centres. The co-creation research methodology for co-operative governance is an innovative approach to stakeholder engagement in which policymakers and researchers work as a team in dialogue spaces configured to address different territorial challenges. A participative, open and collaborative governance for the economic development of Gipuzkoa is therefore being built.","Many policy makers are facing the challenge of defining more collaborative, participative and inclusive policy processes to recover the confidence of organisations and citizens in their territories. One of the main problems they meet is the lack of methodologies to do this. The innovation presented in this case shares one such methodology, namely Action Research for Territorial Development, developed to a great extent between researchers from Orkestra, Basque Institute of Competitiveness and policy makers in the Territorial Development Laboratory, fostered by the Provincial Council of Gipuzkoa in the framework of Etorkizuna Eraikiz (see the OPSI case Etorkizuna Eraikiz) and joined by eleven county development agencies of this territory.
Most frameworks regarding the construction of collaborative governance modes for policy making are normative and say what should be done. They help policy makers reach the determination to experiment with new governance modes for policy making. But after this decision is made, processes often get stuck because there is no methodological approach to help manage complexity and conflict inherent to these processes.
The innovation analysed in this case responds to these challenges by constructing an action research methodology adapted to territorial development policies, and more specifically, to innovation policies. The methodology is not a recipe book written by researchers for policy makers to use. It has been co-created by policy makers and researchers together in the context of real policy processes. Consequently, the methodology has been the way policy makers and researchers have worked together to construct cooperative governance and, at the same time, it is also a result of the process. Considering that the specific cooperative governance constructed in Gipuzkoa, Basque Country (Spain) is very context specific, the methodology to construct it is what cold be shared with other policy makers and researchers trying to construct cooperative governance modes for policy making.
The co-creation nature of the methodology is innovative because most research in the field of innovation policy and territorial development is conducted through linear approaches where researchers do talk to or interview policy makers, but do not co-create the policy with them. Knowledge is usually created in academia and then “transferred” to policy makers. Through the co-creation approach action research brings participation and empowerment of policy makers and other stakeholders to the core of the policy process. Knowledge is not transferred from one to others but co-created. The result are cooperative governance modes that are experimental and inclusive.
The immediate goal of the innovation is to develop territorial development policies in Gipuzkoa, Basque Country, Spain through co-operative governance modes that make policies more democratic and efficient. The final beneficiaries are SMEs and their workers, and other relevant beneficiaries are county development agencies that have seen their role in territorial development reinforced as intermediary agents in territorial development. The long term goal of the innovation is to systematise the learnings in the process in Gipuzkoa and construct a methodology that can be used for new experimental processes in other policy making contexts.
The new governance was institutionalised in June 2017 through the formal agreement for collaboration signed between the provincial council of Gipuzkoa and eleven county development agencies. Since then, the spaces and procedures constructed through the methodology Action Research for Territorial Development have been institutionalised. This means that they are the spaces and procedures used by the Provincial Council of Gipuzkoa and eleven county development agencies of this territory to co-create territorial development policies. Policy programs devoted to support SMEs and the employability of people in risk of social exclusion have been developed through these cooperative procedures.
The goal for the next years is to develop multi-level governance further by integrating the Basque Government and its agencies in these processes and develop the new governance horizontally by integrating vocational training centres.","a:5:{i:0;s:3:""257"";i:1;s:3:""615"";i:2;s:3:""317"";i:3;s:3:""619"";i:4;s:3:""621"";}","The new methodology brings policy makers and social researchers together in co-creation processes, breaking with the mainstream tradition of linear research in regional innovation policies.
There is a widespread assumption in innovation policy making that the role that social researchers can play is that of experts and advisors. These roles are based on the idea that knowledge that informs policy making is first constructed in academic spheres and then “transferred” to policy makers. Often this transference is made in terms of recommendations meant to be implemented.
The action research for territorial development methodology presented here as an innovation proposes a radical change in how knowledge for policy is constructed as it is based on co-creation processes where researchers do not transfer their knowledge to policy makers but facilitate a process of co-constructing actionable knowledge.","a:1:{i:0;s:9:""diffusing"";}","The innovation is in the stage of diffusing lessons. First, part of the methodology is being shared and co-constructed through a virtual platform that aims at dialogical communication. At the time of writing it has 266 participants in 24 different countries. It is accessible in https://dgroups.org/groups/perfadt. Second, in response to a proposal by policy makers, researchers have recently published a document in open access that shares a compendium of the methodological lessons learnt in the Territorial Development Laboratory. The document can be accessed in https://www.orkestra.deusto.es/images/investigacion/publicaciones/cuadernos/metodologia-gobernanza.pdf","Policy makers brought their experiential knowledge in policy making for territorial development. Researchers brought concepts, and methodological frameworks from action research, regional innovation policy and local economic development. When applying the methodology, 404 firms were also involved in one of the policy programs, they contributed with their knowledge about their own situation regarding Industry 4.0.","In this co-generative process, participants are at the same time users, stakeholders and beneficiaries. Policy makers have benefited from a methodology to make their policies more democratic and efficient. Researchers have benefited from a methodology that increases the social impact of their research. Firms have benefited from a methodology for diagnosing their situation that is not extractive (only getting data form them) but based on dialogue (giving them access to the persons defining policies).","The main result of this innovation is that the province of Gipuzkoa has a co-operative governance where the provincial council and eleven county development agencies are co-creating (designing, implementing and evaluating together) territorial development policies. Qualitative evaluations show the perception of the participants of this being a better way to address policy making than previous approaches. Participants have particularly valued the process of generating a shared vision and have highlighted the need to continue deepening in modes or new channels of relationship between the public and private sectors,
The impact has been measured in terms of number of participants in the processes (about 33 provincial and local policy makers collaborating, together with 7 researchers) and in numbers of firms reached by the programs (404 in total).
The expectation is that in the future more territorial actors will integrate this cooperative governance. The first steps to integrate the Basque","The main challenge faced was the need to build trust among different policy making levels (provincial, county, municipality). Co-operation is a concept easily adopted in the discourse but when taking it into practice, conflicts emerge that need to be handled.
The main failures in the process have to do with the decision of some policy makers not to participate in the process or the behaviour of some participants that made decisions that affected all participants in ways that were not co-operative (free riding).
The way to respond to these challenges has been to co-construct the work methodology so that it is able to integrate these elements as a natural part of the co-operative process. Consequently, the methodology (the innovation) now includes the dimension of conflict as a central dimension of co-operation and offers insights on to face it.","This innovation (methodology) requires a very strong motivation by policy makers to transform policy making into more participatory approaches. Policy makers needed to be flexible, first, by sharing their policy processes with researchers and accepting researchers’ knowledge as valuable. Second, by accepting co-generative processes, some policy makers had to give up part of their power to decide, while others had to accept new responsibilities in the process.
Personal values and motivations are also very relevant. The process was initiated and sustained by policy makers that believed in the social benefits of a new political culture based on transparency, cooperation and co-responsibility.
Another condition for success is strong leadership, but, not any kind of leadership. These processes require strong relational leaders that will facilitate the process of transformation of their governments and other organizations.","The policy makers from the provincial council and county development agencies that have participated in the Territorial Development Laboratory are using elements of the methodology in other projects in their organizations.
The research team is applying the methodology in other projects. Some of these are developed with the Provincial Council of Gipuzkoa and other local governments in the Basque Country. Other context where the methodology is being applied by the research team are Rafaela, Santa Fe in Argentina and in Agder, Norway. In both cases researchers are facilitating cooperative projects between municipalities and universities.
The methodology has the potential to be used in multiplicity of context where policy makers wish to open their policy processes to participation, but considering action research approaches are not usual in university environments, this would require strengthening this approach in universities.","This innovation, the co-construction of an action research methodology for territorial development, shows the potential of collaboration between policy makers and social researchers.
There is one main lesson learned in the process: collaboration between university researchers and policy makers in the context of concrete policy processes can be very beneficial for both of them, but participatory and co-generative research approaches such as action research are nowadays underdeveloped in most university settings.
The experience with this methodology shows that policy makers have demanded an increasing number of projects developed this way. Nevertheless, there are few researchers in university environments that make a choice for these methodologies. This, among other reasons, has to do with the incentive systems for researchers, mainly oriented to publishing in ranked journals.
A new innovation required in this context is an incentive system for university researchers that will give recognition to their involvement in transformation processes.",,"a:4:{i:0;s:4:""9621"";i:1;s:4:""9619"";i:2;s:4:""9615"";i:3;s:4:""9614"";}",,,https://youtu.be/8USas72Rrys,https://youtu.be/l1qHnFH1osY
9633,"Trinidad and Tobago Diamond Buzz",https://oecd-opsi.org/innovations/9633/,,"Ministry of Public Administration and Communications","Trinidad and Tobago",central,"a:1:{i:0;s:12:""public_admin"";}","Trinidad and Tobago Diamond Buzz",http://www.capam.org,2015,"The Trinidad and Tobago Diamond Standard Certification Programme (TTDS) was launched in 2013 as the National Standard for excellence in public service delivery. The programme certifies government services that demonstrate strong commitment to meeting citizen needs.","The Trinidad and Tobago Diamond Standard Certification Programme (TTDS) offers a real opportunity for local public services to rethink their approach to doing business and to place greater focus on delivering accessible, user friendly services to citizens of Trinidad and Tobago. The Diamond Division administering the programme provides two main services to its public service clientele:
1. Technical service delivery improvement advice and consultation
2. Service delivery assessment (against predetermined standards).
The Diamond Buzz project is an initiative designed to drive the development of innovative, technology based solutions within the public sector. The project harnesses the talents of a group of young, burgeoning software developer working alongside targeted public service agencies to conceptualize and create information and communication technologies (ICSTs) that will improve access to information and provide better services to citizens of Trinidad and Tobago. The project seeks to prove that common citizen complaints can be addressed using innovative and sometimes simple, technology innovations, open source software and in-house resources as opposed to expensive proprietary software that is often accompanied by expensive consultancies, licensing and maintenance contracts.
Diamond Buzz alters how technology is selected and developed in government. The project puts forward the hypothesis that e-government services can be gradually introduced in Trinidad & Tobago and our ICT sector developed, if youth are given opportunities to apply theatrical frameworks to real issues in real life environments within the public sector. It also theorizes that technologies that directly impact citizens and improve service delivery should be given highest priority for implementation. The Diamond Buzz project was birthed based on the assessment results of public services participating in a piloted certification programme. The assessment results indicated that technology adoption is a weak area for most participating services who found technology implementation to be a challenge due to inadequate technical capacity, infrastructure and funding. This was the genesis of an effort to help public services meet the technology criterion in the certification programme.
Nationally the government is seeking to move services online and with decreasing revenue in the energy sector, Trinidad and Tobago is gearing towards diversification by making ICT a significant contributor to GDP. We also asked ourselves 'Why not develop our youth to meet these demands?' The idea sparked the testing of a new service called 'Diamond Buzz'. The goal of Diamond Buzz is to provide a structured environment to foster ICT development in collaboration with the citizens of Trinidad and Tobago in addressing identified operational challenges within government.
The Diamond Buzz approach has six main objectives that will support the project outcome. In fact, the team has already met most of its objectives:
• To create ICT solutions for public services and their users
• To help gather requirements for complex projects
• To help develop ICT skills amongst young citizens
• To identify existing technologies within organizations that can meet their needs
• To drive a user/citizen centric approach to public service delivery
The targeted outcome of this programme is to diversify the national economy for greater sustainability and job opportunities, leverage national resources in problem solving and improve Trinidad and Tobago’s global position through leadership and partnership. Diamond Buzz leverages young citizens to solve problems facing public services using technology.","a:6:{i:0;s:3:""612"";i:1;s:3:""181"";i:2;s:3:""615"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""234"";}","The Ministry of Public Administration partnered with the National Training Agency to source young, tech-savvy software developers, including tertiary level students, who serve as software developers for this project. On July 21, 2015 the Diamond Division held its first iNter@CT Conference themed “Technology Adoption and Innovation in the Public Sector”. At this conference, the Diamond Buzz project was introduced to clients. iNter@CT was supported by the private sector and public sector partners including Caribbean Industrial Research Institute (CARIRI), Microsoft, F1RST and the National ICT Company.
CARIRI and Microsoft then co-hosted a series of workshops at the Microsoft Innovation Centre for services participating in the TTDS programme. These workshops focused on generating ideas for introducing technology into service operations and using social, mobile and other collaborative technologies to deliver better services to citizens. At these workshops, Diamond Buzz software developers were also paired up with TTDS participants to work on solutions that will address the technology gaps identified.
The launch saw executives and senior managers across the public sector, coming together to share technology and innovation ideas and benefit from each other’s experiences in technology adoption. The Ministry of Public Administration also promoted its new online networking-based interactive Community of Practice forum which is used by TTDS participants to sustain conversations around public service modernization efforts. The Diamond Buzz project presents an incremental approach to technology adoption by government in order to meet increasing demands by citizens for easier ways of doing business with the public sector.
The project offers three services to TTDS clients: The Diamond Buzz project starts during the service improvement phase of the Diamond Standard Programme where ‘diagnostics tools’ are applied to evaluate project ideas. Approved technology ideas are developed and implemented as part of a suite of selected corrective improvements. Ninety three (93) public officers participated in the innovation workshops that were designed to build innovation capacity on how to apply technology to deliver modern services. They used the training to identify, develop, evaluate and approve ideas. Thirteen ideas that met the Diamond Buzz criteria were scheduled for development over the course of one year.","a:1:{i:0;s:14:""implementation"";}","We introduced the Diamond Buzz project to our clients at the launch of our community of practice branded as iNter@ct. Ninety three (93) public officers participated in the innovation workshops that were designed to build innovation capacity on how to apply technology to deliver modern services. They used the training to identify, develop, evaluate and approve ideas. Thirteen ideas that met the Diamond Buzz criteria were scheduled for development over the course of one year. The Diamond Buzz project presents an incremental approach to technology adoption by government. The project starts during the service improvement phase of TTDS where diagnostics tools are applied to evaluate project ideas.
Approved technology ideas are developed and implemented as part of a suite of selected corrective improvements.
1. The developed idea is further evaluated by larger TTDS project teams to determine feasibility.
2. The executive management approves a Project Charter submitted to the Ministry of Public Administration.
3. The idea is evaluated by Diamond Buzz to ensure it meets selection criteria i.e. citizen impact, competency fit, approved funding, counterpart support availability and implementation feasibility.
4. Confirmed projects are developed in collaboration with the client’s IT department and TTDS project team.","The Ministry of Public Administration partnered with private sector, public sector and quasi organizations to deliver a fresh interesting look into ICT practices across sectors. We hosted an interactive ‘service innovation’ workshop that employed the Medici Effect framework to identify technology ideas. We leveraged our strategic alliance with the Caribbean Industrial Research Institute (CARIRI) to develop a unique service innovation workshop targeting common technological gaps in the public service. More than ninety (90) public officers were trained. Technology workshops were held in partnership with Microsoft Trinidad Limited and CARIRI. Teams evaluated their ideas and revised them based on feedback from public officers from other organisations. Diamond Buzz offered postconference support from CARIRI and from the Microsoft Innovation Centre to all TTDS services. Teams also utilised the community of practice branded as iNter@CT to discuss their projects and general TTDS topics.","The Trinidad and Tobago Diamond Standards (TTDS) framework encourages services to directly engage their customers through focus groups, surveys and user panels. Many teams developed ideas based on feedback received from users during their customer research phase. Teams collaborate across ministries to refine their ideas projects are initiated. During the project phase as ideas are developed they are tested with the users through the user panels. More than 100 users of the water taxi service provided ideas for a proposed e-ticketing system. A User Experience test was developed for the Scholarships and Advanced Training Division calculator project which was tested by scholars. Students at the Tobago Information Technology Limited Company will be engaged to test the online registration system before it is launched. Using the Diamond Buzz approach has increased public participation in government decisions about technology that affects users.","The goal of Diamond Buzz is to provide a structured environment to foster ICT development in collaboration with the citizens of Trinidad and Tobago in addressing identified operational challenges within government. The Diamond Buzz approach has six main objectives that will support the project outcome. In fact, the team has already met most of its objectives:
• To create ICT solutions for public services and their users
• To help gather requirements for complex projects
• To help develop ICT skills amongst young citizens
• To identify existing technologies within organizations that can meet their needs
• To drive a user/citizen centric approach to public service delivery
The Diamond Buzz project is now two years old and a thorough project evaluation will take place. However we have received more request for the services of the Diamond Buzz and the project has been endorsed by the executive.","CHALLENGES AND OPPORTUNITIES
1. There is s need for stronger technical teams working on the projects. Team members with diverse technical experience and background will improve quality of solutions and project delivery timeframes.
2. Lack of counterpart support in client agencies. Actions are being taken to strengthen integration and partnerships with client agencies.
3. Need stronger partnership with Universities. Partnerships with universities will help to get more young coders involved.
4. Reliability and adaptability. Solutions can be adapted for re-use across a variety of government services","Leadership commitment - executive and ministerial support must be provided across the lifetime of the initiative. This will ensure that the initiative is a clear strategic priority for the ministry and the government. Service delivery improvement policy is currently in draft form and speaks to the use of ICT to improve service delivery in the public sector. Additional staff needed at the operational level to execute with defined skillsets and expertise/competencies identified.","We have discovered that several projects attempt to address similar issues e.g. customer feedback management, website upgrades and multi-channel access options. Public organisations have the same ICT gaps especially with respect to citizen access and responsiveness. There are opportunities for several of the projects to be created as blank templates for quick replication in the future. Each project includes a phase for the creation of documentation for IT personnel to be able to manage the solution after it is handed over by the Diamond Buzz team. We also noted that the calculator created for the Scholarship service can be replicated with minor modification to the Government Assistance for Tertiary Education (GATE) service as they also require nationals accessing tertiary education funding to work in Trinidad and Tobago for a stipulated number of years. This model can also be replicated across jurisdictions and even has potential for applicability to the non-governmental sector.","Many lessons have been learnt in the seven months since the Diamond Buzz team first teamed up with services at the service innovation workshop. The team added more structure to its processes by revising the project charter template for greater clarity and made a decision to provide greater support in the development of project management documentation. Criteria for the selection of projects were developed – direct user impact, available budget, available skillsets and support. This helped the team decide which projects could be given priority. We think it also exposed services to place greater priority on simplifying life for their customers as opposed to internal stakeholders. Initial projects highlighted a need for greater technical oversight and steps have been taken to meet this need. At the end of the day, we really want citizens of our nation to be able to complete transactions feeling satisfied.","FUTURE OF THE DIAMOND BUZZ In the immediate future, we envision that the work of the Diamond Buzz project will focus on: - Developing solutions to solve public sector problems - Harnessing open data sets to deliver public value - Adapting successful past projects for replicability and scalability across the public sector - Partnering with universities and other academic bodies for future work",,,,,
9636,"eHealth project",https://oecd-opsi.org/innovations/9636/,,"Ministry of Health of Ukraine",Ukraine,central,"a:7:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:6:""health"";i:3;s:11:""information"";i:4;s:12:""public_admin"";i:5;s:12:""public_order"";i:6;s:7:""science"";}","eHealth project",http://www.ehealth-ukraine.org,2017,"eHealth is a step-by-step digitalization of all interactions in the medical sphere up to the latest technology, interoperability & requirements. With a bottom-up approach civil society, state and business are creating an effective IT tool to fight corruption in healthcare before all legislation is in place. GoU sets up the rules and standards, while business creates final interfaces for users.","eHealth system will fight pervasive corruption in the health sector by means of step-by-step digitalization of all interactions in the medical sphere – providing transparent and checkable information on all budget spending in the sector. Background:
• The average life expectancy in Ukraine in 2015 was 71.1 years
• Public health facilities receive financing based on existing infrastructure (number of hospital beds, staff, and building size)
• Such a financing system very inefficient
• 4th country in the world for the number of hospital beds per population (879 hospital beds per 100,000 people)
• 1/3 hospitalizations in Ukraine are unnecessary
• Hospitals are outdated, poorly maintained and equipped
• According to the Constitution of Ukraine, health care services should be free of charge
• Total health spending constituted 7.4% of Gross Domestic Product (GDP) in 2014
• Only 46% of health spending coming from public sources
• Doctors often have to “buy” their position (doctor’s formal salary appr. $200/month, some positions cost $10,000 to $25,000)
• 9/10 Ukrainians have a fear of financial hardship in case of an episode of illness.
Health Care System has not been reformed since the independence of Ukraine. Corruption across healthcare is a pervasive and persisting problem in Ukraine. It results in the loss of a significant portion of limited health care resources and ultimately contributes to poor health outcomes. The victims of the current situation are patients, required to “contribute” to semi-formal hospital “charity funds”, prescribed brand name drugs to receive a kickback from pharmaceutical companies, asked to buy and bring necessary drugs and materials into the hospital, while still receiving substandard care from a run-down facility with obsolete medical equipment and unhappy medical personnel.
To solve this problem, the current team of the Ministry of Health of Ukraine (MoH) has started the fundamental change of the payment principles in the system - financing reform. It will replace outdated Soviet planning system with transparent and highly motivated “money follows the patient” system for doctors payroll. It will take into account doctor's’ efficiency, real involvement, patient satisfaction, and reliable data. It will change the entire logic of the relationship between the state, hospitals, doctors, and patients. First it will be implemented for the primary health care with the introduction of capitation. Later introducing fee for service and DRG based payment for the entire scope of medical services in the country.
According to the Cabinet of Ministers of Ukraine resolution (November 2016) there is a state program “Affordable Medicines”. It provides a range of reimbursed drugs, but the provision is completely paper-based. The distribution process is uncontrollable and there is no control whether the patient really received the drugs for free. MoH realizes a high risk of failure of any reform with paper-based implementation due to the enormous risk of data falsification (Experience of other countries shows that paper-based reports may lead to the budget overruns in 2-3 times). Consequently, it was decided to start off the reforms that are backed up by the digital support. MoH has set an inquiry to start creating an efficient and transparent eHealth system with the following objectives:
• Creating the fundamental services for eHealth system that simultaneously will support reforms implementation in health care • Enhancing transparency, accountability, and responsiveness of the health care system
• Improving health sector governance
• Supporting evidence-based decision-making on every level of health care
• Boosting the health system as a significant sector of Ukraine’s economy
• Improving instruments for policy making and governance in health sector for all actors
• Fighting corruption in the sphere of health care.
Key principles laid the foundation of the system are:
- Safety and security of information is a priority
- Customer-orientation
- utility, and value for all actors
- Integrity and continuity of health records
- Convenience and reliability
- Management and financial transparency
- Information and knowledge management
- Interoperability and standardization
- Free market and fair competition
- Possibility for further expansion of system
- Equal access across Ukraine.
Beneficiaries:
All citizens: ability to chose a doctor regardless of age, gender, social status and registration - ensure equal access to higher quality medical services.
Medical personnel: higher wages depending on the number of patients – strong intention to be “patient-oriented” and provide better services.
Business: open market and fair competition: conditions for medical eServices development. Government: to be capable of meeting the health needs of the Ukrainian people, tackling corruption.
NGOs: transparency by mean of digitalization: control over efficient budget money spending.","a:5:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""214"";}","There are several Medical Information Systems (MISs), but they are not interoperable. Thus, there is no national, integrated and functional eHealth system that creates an excellent ground for corruption. MoH has announced eHealth project as the priority. There is a lack of capacity and stability within the Ministry itself to implement such a project (4 Ministers were removed in 3 years). Due to the legislative barriers and resistance from corrupt bureaucrats, the decision was made to start eHealth system development on the basis of non-governmental organizations (NGOs). So, we used the bottom-up approach creating IT product before all legislation will be in place.","a:1:{i:0;s:14:""implementation"";}","According to eHealth roadmap for 2018-2020 we will implement services highly demanded by the patients and the doctors such as medical card (with medical records), eRefferals, ePrescription, online booking. More information on the project could be found on eHealth webpage: http://www.ehealth-ukraine.org/.","Hybrid model for eHealth system is “golden triangle of partnership”. The Ministry/ Government “sets the rules for the market” by administrating the Central Component that integrates MISs. Only MISs provide the final user interface. And all this work is performed under supervision and support of society (NGOs). Such a model has a number of advantages:
- Anti-corruption/ system not monopolized
- Creates fair competition for MIS to develop better services for the clients
- Easier, faster and cheaper to develop from the scratch
- Cheaper to maintain and up-grade development further (due to the fact that substantial part of work is done by MISs)
- Earn more support and trust from the business and society's side
– positively affects projects sustainability. Also, all eHealth system development is performed due to the financial and technical support of international donor organizations and projects. Thus, we receive expertise and support from other countries.","The new team in the Ministry is in process of implementation of the fundamental reform for the health care sphere (financing reform). Project Office responsible for eHealth system development is based on 2 NGOs using the principle “check and balance”: ""All-Ukrainian Network of PLWH"" (to follow the interests of patients) and ""Transparency International Ukraine"" (to provide anti-corruption activity). PO coordinates its development activities with the Ministry needs using international organizations expertise to analyze the best existing practices in the world while building the unique eHealth system. PO holding meetings continuous with MIS vendors, NGOs, different patient organization and the medical community representatives to engage and receive support from as many stakeholders as possible.","According to the concept, under the new health financing reform, the money will follow the patients. This will change the old input-based financing system and create incentives for improved quality through free choice and competition. Other major change is the establishment of the new national health purchasing agency – National Health Service (NHS), enhancing provider autonomy, introducing strategic purchasing (contracting) of health services from providers. Implementation of eHealth system already allows:
• Increase the effectiveness of health care system;
• Enforce the “money follows patient” principle for increased transparency and reduced fraud and corruption;
• Provide equal access to medical services regardless of gender, age, social status and registration;
• Improve health care quality and patient safety;
• Exclude informal payments from the patients;
• Build new relationships between patients and health workers.
eHealth will focus on designing new features and mechanisms to allow:
• Strengthening civil society and watchdog oversight of the ongoing reforms;
• Ensure availability of public information and patient feedback;
• Provide relevant eHealth applications for doctors (e.g. protocols and guidelines) and patients (rights, entitlements, service and drugs availability);
• Allow for generating dashboards and other infographics on clinical–epidemiological and administrative data;
• Building the analytical capability of the MOH and its relevant divisions to use and interpret data for evidence-based policy decision-making.","MoH reforms are facing numerous barriers and challenges, met heavy resistance from medical personnel at all levels. Regional health administrators and chief doctors fear to lose their existing influence and informal benefits. But the Ministry in cooperation with social activists was motivated to implement changes. Thus, there was a decision to develop eHealth system without any legal regulation from the government to demonstrate tangible results to the public in a very short period of time. To engage business and society eHealth system was developed as an open-source code avoiding any possible attempts in corruption and preventing the conflict of interests. At the moment there are more than 30% of the primary health care facilities registered in eHealth system in the pilot mode. It was achieved with no substantial communication support and legal regulation. Even legal framework won’t be a blocking factor for eHealth system development if it will be supported by society.","'- Pro-active position of society, understanding responsibility for changes even in the policies
- Support of society and NGOs
- Support of business and all engaged stakeholders
- Support of trusted, not corrupted part of the Government
- Transparency of all stages of development, open-source product
- Transparency of communication and finances
- Experienced and highly engaged and dedicated team","1. eHealth is developed as an open-source product. It can be freely downloaded by any government or NGO
2. Bottom-up approach – ideal concept for bureaucratic and corrupted governments. When changes are initiated and implemented by the social activists
3. Hybrid model concept – could be used as an approach to engage business in the project, to lower the costs for development and maintaining as well as gathering wide expertise in the sector
4. Golden triangle approach – cooperating, but not controlling government.","Not to complain about the violation of rights, but to take responsibility to make changes. Not to wait for the Laws or another regulatory framework to be in place, but to start actions. To engage as many stakeholders as possible. To receive support from the society. To make small but frequent actions to show tangible results in the short period of time. While developing the development strategy to work for the benefit of all citizens.","eHealth roadmap for 2018-2020: eRefferals for the secondary and expert care, ePrescription (registry of pharmacies, registry of pharmacies employees, despence of drugs), standardization (HL7, SNOMED and etc.) and harmonization with EU requirements, online Booking. Registry of licenses and digitalization of separate statistical forms up to request of the Ministry.",,,,,
9637,"Partnering for success: a regional monitoring system for social equity and inclusive development",https://oecd-opsi.org/innovations/partnering-for-success-a-regional-monitoring-system-for-social-equity-and-inclusive-development/,,"Southern African Development Community",Botswana,other,"a:6:{i:0;s:8:""economic"";i:1;s:6:""health"";i:2;s:12:""public_admin"";i:3;s:9:""transport"";i:4;s:28:""Social and human development"";i:5;s:35:""regional socio-economic development"";}","Partnering for success: a regional monitoring system for social equity and inclusive development",,2017,"A multistakeholder partnership created a regional indicators-based monitoring system to track pro-poor health policy change across the Southern African Development Community (SADC), a low-income region beset by socio-economic costs of a high disease burden. This stimulated SADC’s Result-Based Regional Monitoring and Evaluation initiative. Extending to all SADC priority areas, Results-Based Monitoring and Evaluation (RBME) enables real-time tracking of regional performance, documentation of results at country level and the facilitation of evidence-based decision-making and learning","The innovation is a regional indicators-based monitoring and evaluation system for SADC. The need for a robust system was identified by SADC Secretariat in 2013/14, to extend its programme of work on poverty and ill-health and to help realise collective goals in the area of health in support of regional economic prosperity. The innovation responded to 3 drivers:
1. Significant socio-economic costs of the high disease burden in the SADC region plus common challenges to the region’s health systems and effective service delivery;
2. Understanding that international cooperation on a regional scale can enable collective responses to context-specific challenges beyond the scope of any one country to address unilaterally;
3. Evidenced support for region-wide social indicators-based monitoring.
The use of social indicators in regional monitoring captures ‘positive’ regional policies on health, social protection and human development that economic indicators miss. The SDGs focuses attention on the need for robust regional monitoring to track and evaluate resource use and the quality of change in ways that mobilise regional actors, institutions and partnerships.
The regional monitoring system aims to: support SADC countries and the SADC secretariat to identify achievements of and gaps in their socio-economic development programs; strengthen links between the regional body and member countries, facilitating integrated policy change; identify better mechanisms for data sharing and M&E of regional development programs; and enhance efforts to hold political actors to account for realising regional commitments to improve socio-economic outcomes.
The course of action was initiated through an international partnership between SADC Secretariat and The Open University (UK) in 2014-2015. A multistakeholder partnership forum involving 17 stakeholders from SADC secretariat, academia, civil society and government co-created the SADC-PRARI (Poverty Reduction and Regional Integration) Toolkit capable of measuring pro-poor health policy success and change. The strengths of the partnership, its working methods, and outcomes were seen in consensus within the partnership that: the major health issues prioritised within the SADC regional health agenda were those that most significantly affected those living in poverty; full implementation of extant SADC regional health policies had the potential to improve access to health services and medicines by disadvantaged majorities in the countries of the region; there was considerable unrealised scope to enhance the positive human development impacts of SADC regional initiatives, especially in relation to maternal and child health, effective health service policy implementation and health systems-strengthening; and there was a real potential to significantly strengthen regional capacity to improve health outcomes. The partnership favoured a social indicators-based monitoring system with input, process, output and outcome indicators (http://www.open.ac.uk/socialsciences/prari/).
In 2015 the SADC Secretariat initiated the Result-Based Regional Monitoring and Evaluation initiative (RBME). RBME scales up the essential features of the SADC-PRARI Toolkit, responding to the refreshed imperatives of SADC’s revised regional indicative strategic development plan (R-RISDP) (2016-2020). R-RISDP galvanised SADC member states redouble their efforts for a concerted region-wide strategy for integrated socio-economic development. RBME is directly related to the region’s results framework of the R-RISDP which is the main strategic plan for the SADC region: indicators are directly related to the R-RISDP and align with the annual operational plans coordinated at the Secretariat.
RBME was developed in line with the SADC-PRARI indicators-based planning and monitoring approach, and centrally concentrates on monitoring results at outputs, intermediary and final outcomes levels. The RBME initiative includes health and poverty, the focus of the SADC-PRARI Toolkit, but has wider scope and sector coverage. RBME's scope covers output-level monitoring of the R-RISDP, financial performance reporting, and regional instrument implementation monitoring. Its sectoral coverage includes poverty reduction and health, also extending to gender equality, social and human development, science, technology and innovation, industrial development and market integration; infrastructure support; and agriculture and food security.
RBME enables real-time tracking of performance, documentation of results at national level and evidence-based decision-making and learning, and thus greater accountability, nationally and regionally. The RBME is in its roll-out stage across the region's member states, and undergoes periodic audit and evaluation to identify challenges and responses to them. There is significant scope for scaling up and replication, aided by lesson-sharing on evidence-based policy making systems which is a focus of African Union architecture.","a:14:{i:0;s:3:""190"";i:1;s:3:""194"";i:2;s:3:""196"";i:3;s:3:""210"";i:4;s:3:""610"";i:5;s:3:""260"";i:6;s:3:""623"";i:7;s:3:""615"";i:8;s:3:""613"";i:9;s:3:""317"";i:10;s:3:""354"";i:11;s:3:""617"";i:12;s:3:""621"";i:13;s:3:""181"";}","RBME is an innovation in regional M&E because:
1.It is region-wide and comprehensive in scope and coverage. The previous monitoring system was not inclusive of all SADC member states and/or not comprehensive in coverage of all major sectors or aspects of regional governance.
2. It has the capability to demonstrate the value and strength of intra-regional cooperation on social as well as economic affairs. Demonstrating the ‘value-added’ by regional social policy cooperation may stimulate greater regional investment and policy innovation at all levels to address shared socio-economic challenges
3. It introduces greater overall efficiency and effectiveness in regional monitoring. R-RISDP necessitated more robust and electronic M&E processes to realise regional goals (the previous system was based on manual inputs). This is a major step-change, enabling monitoring at Secretariat and Member State levels and greater accountability for resources and interventions.","a:1:{i:0;s:14:""implementation"";}","RBME is being rolled out. Translation of the system into French and Portuguese is complete. By March 2019, 8 Member States will have completed their on-boarding. Extension to the other SADC member states builds on lessons learned from the past 2 years, focusing on enhancing the measuring of progress in achieving planned results at the output, outcome and impact levels and strengthening regional-national links to facilitate evidence-based decision-making and policy-making at national and regional levels. SADC Secretariat is undertaking an evaluation of RBME to strengthen its robustness and make it even more policy implementation-oriented. An audit/assessment is in the planning with a partner organisation and will focus on enhancing relevance, effectiveness and scalability of RBME. The module for monitoring SADC Protocols has been identified as a priority, starting with Protocols on Trade, Finance and Investment, and Human-social development of which health is a key component.","Partners in the 'pilot' Toolkit comprised officials in the health division of national ministries of health and/or social development; research institutes; international organisations, health-focused NGOs. Stakeholder engagement remains a key component of RBME roll-out, particularly the private sector and civil society. It is actualised through Strengthening National Regional Linkages programme which strengthens SADC National Committees by having non-state actors sit in key positions on the them.","Governments benefit from comparable and timely data available, enabling them to identify strengths and gaps in their development programmes across several sectors. Pilot evaluation identified officials' greater capability to use regionally-comparable data and significant capacity-building. Involvement of non-state actors in SADC National Committees strengthens regional-national linkages, enhances legitimacy in regional policy-making, and improves overall effectiveness of regional investment.","RBME has provided a framework and shared resource for measuring the realisation of the regional integration agenda's social policy goals through real-time performance monitoring. It has agreed indicators and data underpinning them. A measure of the results and impacts can be seen in the on-boarding of 8 of the 14 SADC member states, for many of which RBME marks a considerable step-change in M&E processes. Also, for example, SADC Council and Summit decisions are now regularly reported, based on action plans with concrete goals, targets and performance indicators for success. Full roll-out of RBME is expected with usage by all SADC countries across all SADC priority sectoral areas. Further evaluation of the value of RBME as perceived by users and stakeholders will need to be complemented by evaluation of how it enhances decision-making and policy-making in support of R-RISDP goals which must ultimately benefit citizens in raising social standards and inclusive development.","RBME has generally worked well. A key challenge stems from a not so-robust consultative process during the development of the SADC RISDP Indicators at national level. A further challenge has been to integrate the roll-out and training of member states on the online system with actual programmatic issues with real data and in the context of the national structures. This has been complicated by changes to SADC National Committees and revisions to SADC stakeholder engagement policy. A further challenge has been to generate a jointly-agreed framework and timelines at national level on how reports and data are submitted.
Responses are largely addressed in a practical manner. Examples of responses include the SNRL programme to strengthen national ownership of RBME through the SADC National Committees, and a RBME regularly-updated user manual provided to member states as a resource/support measure. Some areas require more work, both in terms of process and technical aspects.","RBME requires the necessary policy environment, leadership, resources and infrastructural technologies to achieve desired results. A regional public policy tool such as RBME requires carefully-crafted rules of engagement and system security because of data sensitivity. Human, financial and technological resources are key to realising optimum attainment of both. RBME uses Role-Based Access Control (RBAC) and relies on member states following their existing internal communication procedures governing dissemination of information to other parties (in this case, SADC Secretariat). As RBME is electronic, it relies on reliable supporting infrastructure and services (notably, dedicated and reliable internet, ready and wide access to PCs/laptops). Leadership at policy and technical levels are key for success if commitment to updating the online system is to be realized. Cost-effective staffing and training strategies are essential, necessitating predictable and sustainable financing.","We are not aware of the innovation yet having been replicated in other regional organisations. In the future, we anticipate that RBME will be rolled out to the entire SADC region’s member states.
Beyond SADC, there are opportunities for replication in Africa and other low-income regions. SADC is one of the Regional Economic Communities (REC) that are part of the African Union Architecture where evidence-based policy measurement is emphasized. Many African RECs are developing concerted regional strategies for integrated socio-economic development, with enhanced social policy objectives as part of their economic development programmes, yet do not currently have robust results-based monitoring systems using positive (social) indicators. There is significant scope for learning from the SADC experience. Initially, the AU could potentially act as a forum to facilitate mutual learning, supported by South-South or Triangular cooperation mechanisms.","Regional-scale action is as an important mode of response to shared socio-economic challenges. Social indicators of positive regional integration need to be accorded greater weighting and priority to support comprehensive development planning that is genuinely socially-equitable and -inclusive.
Setting up a regional monitoring and evaluation system to realise this is a major challenge requiring political, technical and practical responses. Each country in the region has particular amalgams of states and publics, aspirations and limitations, circumstances and needed, external and internal pressures, and scaling this up regionally requires a bold vision sustained by robust leadership and diverse resources, nationally and regionally. Policy and technical leadership, robust government planning and data systems, policy frameworks and technologies for information-sharing on a regional scale are all essential elements of innovating on a regional scale and in ways that match the nature of the social policy issues to which the innovation is a response.
International partnerships are key to realising innovations in the public sector. Effective partnerships between governments, regional bodies, citizens and the private sector are essential to successful collaboration, ownership and implementation. There need to be sustainable funding mechanisms to support the systems in place at country level which will include commitment to up-skilling and placement of human resources to support these systems which should in line with the level of development of the regional economies in order to be sustainable.
Planning for the future requires measures in place to ensure system continuity and sustainability in the face of staff turnover and reallocation of duties. System roll-out must not be unnecessarily protracted as this adversely affects momentum. Functionality and usability need to be consistent and robust to instill confidence and provide seamless transitions.","This innovation report was prepared by Dr Mubita Luwabelwa (SADC Secretariat), Professor Nicola Yeates (The Open University) and Dr Themba Moeti (Health Systems Trust). This article does not necessarily reflect the views or opinions of the ESRC, DFID, the Health Systems Trust, the SADC Secretariat or Open University.
Dr Luwabelwa is Director of the Policy, Planning and Resource Mobilisation Directorate at SADC Secretariat. Professor Yeates is Principal Investigator (Director) of the ESRC-DfiD PRARI research project (Poverty Reduction and Regional Integration: www.open.ac.uk/socialsciences/prari/. ESRC-DFID grant reference ES/L005336/1). Dr Moeti is Director of the Health Systems Trust, South Africa. Dr Moeti and Dr Luwabelwa were members of the SADC-PRARI Toolkit partnership.",,,,,
9667,Decidim,https://oecd-opsi.org/innovations/decidim/,,"Open Source Politics",France,other,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}",Decidim,https://decidim.org/,2016,"Decidim est une plateforme numérique imaginée par la mairie de Barcelone dès 2016 pour créer et coordonner des espaces et des processus participatifs, qui vise à étendre et faciliter l’accès à la participation citoyenne en vue de la co-construction et de la co-production des politiques publiques. Il s’agit d’un projet européen open source : son code est ouvert et libre ; en d’autres termes, tout le monde peut le voir, l’utiliser, le copier ou l’enrichir.","Pourquoi recourir à une plateforme numérique de participation citoyenne en 2019 ?
Dans l’optique de ré-oxygéner notre démocratie, la parole d’un maximum de citoyens doit s’exprimer et gagner en visibilité auprès de ses pairs. Or, il s’agit bien du rôle premier des plateformes numériques de participation : créer un espace politique numérique sain capable d’accueillir et de centraliser les discussions et prises de décision d’une multitude de citoyens qui ne peuvent matériellement pas tous se réunir au même endroit à un instant T. Une plateforme numérique participative devient alors un outil de travail collaboratif qui permet de cristalliser et de mettre face à face des opinions dispersées.
Ces plateformes ne sont pas une fin en soi. Elles sont bien des outils qui permettent d’amplifier fortement le volume de participation et ainsi de contribuer à l’amélioration qualitative d’un processus démocratique, mais elles ne sont que l’un des outils répondant aux défis d’inclusion posés par toute démarche démocratique ouverte. En revanche, elles permettent de ne pas abandonner des débats politiques et échanges associatifs à des plateformes numériques dont l’objectif final reste de s’assurer des revenus publicitaires à partir des données des utilisateurs (l’exemple phare étant Facebook).
Pourquoi Decidim plutôt qu’une autre plateforme de participation citoyenne ?
D’abord parce que les objectifs mentionnés ci-dessus sont gravés dans l’ADN de la plateforme depuis sa création en 2016 par l’équipe municipale de Barcelone. Une large équipe d’activistes, acteurs associatifs, élus, citoyens et universitaires s’est réunie pour imaginer un logiciel à la fois simple d’accès et suffisamment solide pour co-construire le plan d’action municipal de la manière la plus horizontale et transparente possible. Dès le départ, la vocation était de rendre ce logiciel utilisable par tous ; aussi, ses créateurs optèrent naturellement pour un développement en open source : Decidim est duplicable et auditable par tout un chacun - garantie de transparence indispensable pour un logiciel dont le but est de faciliter l’exercice d’une démocratie numérique.
A travers ses nombreuses fonctionnalités modulaires, Decidim permet de façonner un outil sur-mesure pour accompagner des projets participatifs : recueil de propositions, forums de débats, rédactions collaboratives de textes, votations, budgets participatifs, assemblées thématiques publiques ou privées, etc. Cet outil assure un déroulement transparent des processus démocratiques, du début à la fin de la démarche.
À qui bénéficie et bénéficiera Decidim ?
Au premier trimestre 2019, une centaine d’instances Decidim sont en cours d’utilisation à travers l’Europe : en Espagne, en France, en Belgique mais aussi en Finlande ; des acteurs publics de l’échelon national à l’échelon local, ainsi que des acteurs associatifs ou des coopératives qui utilisent Decidim pour organiser et renforcer leurs démarches participatives. Les acteurs ayant recours à l’outil Decidim sont libres de l’installer eux-mêmes ou d’être accompagnés par un prestataire comme Open Source Politics en France.
Decidim étant un logiciel open source, chaque utilisateur est en pleine capacité de s’en saisir et d’envisager de nouveaux développements spécifiques qui peuvent être par la suite réintroduits dans le code commun du logiciel et ainsi partagés aux autres utilisateurs de Decidim. Dans le même esprit, parce qu’il ne s’agit pas d’un logiciel propriétaire, aucun utilisateur de Decidim n’est dépendant d’un prestataire unique et peut envisager sereinement l’utilisation de cette plateforme dans le temps et la continuité de ses développements. L’ensemble des utilisateurs de Decidim sont regroupés au sein de l’association Metadecidim et dispose d’une instance dédiée sur laquelle les différents participants peuvent débattre du futur du logiciel et envisager des investissements mutuels.","a:15:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""876"";i:3;s:3:""214"";i:4;s:3:""623"";i:5;s:3:""302"";i:6;s:3:""303"";i:7;s:3:""615"";i:8;s:3:""613"";i:9;s:3:""317"";i:10;s:3:""616"";i:11;s:3:""320"";i:12;s:3:""619"";i:13;s:3:""338"";i:14;s:3:""621"";}","Le projet Decidim n’est pas un produit numérique miracle venant au secours des enjeux démocratiques du XXIe siècle. Mais il est innovant dans ce qu’il constitue en 2019 le projet technopolitique open source le plus abouti d’Europe. Et là où ce projet se distingue définitivement des autres plateformes existantes, outre l’aspect open source, c’est bien par la co-réflexion transnationale permanente autour de l’outil et de ses perspectives de développement futur. Cette gouvernance ouverte et guidée par des retours d’expériences issus d’environnements politiques distincts permet de croiser des regards d’universitaires, de développeurs informatiques, d’élu.es et de membres d’administrations qui font tous face au quotidien à des usages de Decidim à la fois similaires et pourtant propres à leurs configurations locales particulières.","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","Dans la mesure où différents acteurs se saisissent du projet Decidim pour l’appliquer à leurs contextes locaux, et que chacun de ces acteurs a atteint un niveau de maturité différent dans son utilisation, il est possible de dire que ce projet en est au niveau européen à la fois au stade du développement, de la mise en place, de son évaluation et de la diffusion des leçons que ses acteurs en tirent - tant sur l’aspect technologique que dans insertion dans les différentes méthodologies participatives.
En effet, le principe de collégialité au coeur de la gouvernance du projet Decidim assure la circulation interne des informations relatives aux bonnes (et aux mauvaises) pratiques afin que les évaluations et conclusions des premières utilisations servent les acteurs toujours en phase de mise en place de l’outil ou en passe de procéder à des développements supplémentaires.","Decidim est issue d’une réflexion menée conjointement entre activistes, acteurs associatifs, universitaires, élus, membres de différents niveaux de l’administration catalane et citoyens. Chacun a pu s’assurer que l’outil satisfasse à la fois les ambitions philosophiques d’un tel outil de soutien à la démocratie participative, mais aussi que celui-ci reste compatible avec certains principes de réalité propres aux enjeux numériques ( notamment les problématiques d'inclusion)","'- les citoyens utilisateurs des plateformes voient leur lien avec la collectivité modifié et potentiellement amélioré.
- Les collectivités elles-mêmes voient leur approche de la participation modifiée.
- Les membres du projets Decidim contribuent à l'installation d'une plateforme open source dans le paysage des outils tech au service de la démocratie
- Enfin, la communauté de développeurs impliquée participe à la stabilisation d’un bien commun numérique open source qui peut faire école.","Decidim est implanté à la Métropole Européenne de Lille depuis un an maintenant. Au cours de cette année intense, ce sont 20 démarches de participation qui ont été lancées. Elles ont agrégé 6200 contributions de plus de 2600 personnes différentes.
Cette participation vient en général nourrir des plans métropolitains de réflexion prospective, et permet donc de faire réfléchir les citoyen.nes sur le futur de la métropole.
La mission métropolitaine dédiée à la participation souhaite maintenant rendre visible cette participation dans les politiques publiques finales, par exemple à l’aide d’un label identifiant les idées issues de la participation. Cela afin de favoriser le suivi de la participation par les citoyens eux-mêmes.","Il est toujours compliqué de faire adopter un nouvel outil au sein d’une administration publique. En effet, la réticence au changement ainsi que l’exigence de formation fait que Decidim a mis un peu de temps avant d’être réellement intégré aux schémas de participation.
Pour ce faire, la mission Participation de la Métropole Européenne de Lille a organisé des formations ouvertes à tous les fonctionnaires pour découvrir la plateforme, mais également des formations plus générales sur la participation. C’est un changement de culture de travail qu’il fallait provoquer et qui est en passe d’être réussi aujourd’hui. Certains services sont en effet maintenant autonomes sur leurs démarches de participation.","La Métropole Européenne de Lille a voté une Charte de la participation citoyenne en début de mandat, ce qui légitime l’usage de la participation et donc d’outils dédiés à celle-ci. Sans être parfaitement nécessaire, une Charte permet de pérenniser et de fonder juridiquement les outils participatifs, ce qui est loin d’être négligeable.
Au-delà de cet élément, il est nécessaire d’avoir au moins une ressource dédiée à temps plein à la participation et à la plateforme, puisque la coordination des démarches doit prendre du temps. La compétence numérique doit également être présente, au moins dans une certaine mesure (Open Source Politics forme bien évidemment à l’administration de Decidim).
Enfin, des fonctionnaires acquis aux valeurs de participation des citoyens est bien sûr une condition sine qua non du succès d’une plateforme numérique de participation !","La plateforme Decidim est actuellement utilisée par une trentaine d’organisations en France, dont la Métropole Européenne de Lille. Institutions publiques, entreprises, collectifs associatifs… La réplicabilité de Decidim est immense puisque l’outil peut en théorie servir de nombreux usages : problématiques de gouvernance interne ou externe, d’animation de communauté, appels à projet, budgets participatifs, consultations, pétitions, développement collaboratif de programmes politiques ou de feuilles de route…
Plusieurs points pourraient être développés dans le futur : la coordination associative, la démocratie en entreprise, et le développement d’un parcours citoyen plus intégré et cohérent dans les institutions accompagnées par Open Source Politics.","Même si cela ne semble pas forcément important, il est crucial de prendre conscience du temps nécessaire à la transformation des mentalités au sein des organisations utilisatrices d’un tel outil : à la fois dans l’identification des potentialités auxquelles accède le porteur de la démarche mais aussi l’identification des nouvelles obligations venant avec l’outil (en premier lieu desquelles, une communication forte et une pédagogie sur ces démarches innovantes). En effet, Decidim ne peut fonctionner qu’à condition d’être complètement adopté par les différents individus que l’organisation veut toucher. Il faut systématiquement s’assurer qu’une volonté de participer ou de faire participer est effectivement présente et que l’outil répond à un besoin précis ; s’assurer que l’outil ne constitue pas en lui même un outil cosmétique de communication.
Par ailleurs, il semblerait que la maturité de notre société en matière de participation dans la sphère publique ne soit pas compatible avec des démarches de consultation uniquement en ligne. Les meilleurs cas d’usages de plateforme numérique de participation citoyenne, sur le plan quantitatif comme qualitatif, sont à ce jour ceux qui sont venus des dispositifs poussés en présentiel.","Open Source Politics est une entreprise relevant du champs de l’économie sociale et solidaire, reconnue comme partenaire officiel du projet Decidim en France par Decidim.Barcelona.",,"a:1:{i:0;s:4:""9670"";}",https://www.youtube.com/watch?v=NdjvAjnzqaQ,https://www.youtube.com/watch?v=dWscvnpaG3M,
9673,MH:2K,https://oecd-opsi.org/innovations/mh2k/,,Involve,"United Kingdom",local,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","MH:2K ",https://www.mh2k.org.uk/,2016,"Mental health issues affect about 1 in 10 young people in the UK. MH:2K gives young people a leadership role in solving this most important of challenges. It empowers 14-25 years old to identify the mental health issues they see as most important, engage their peers in exploring these topics, and work with decision-makers to make recommendations for change.","Mental health conditions affect about 1 in 10 children and young people. 75% of mental health problems in adult life, excluding dementia, start before age eighteen. Given this, it is perhaps unsurprising that young people consistently identify mental health as a priority issue.
Through MH:2K we give young people a role in solving this most important of challenges. We focus on working with young people who have direct experience of mental health issues or who are from at-risk groups. Just as importantly, we also work with local decision-makers and researchers.
For the young people, we empower them to:
- Identify the mental health issues that they see as most important;
- Engage their peers in discussing and exploring these topics;
- Work with key decision-makers and researchers to make recommendations for change.
For decision-makers and researchers, we help them to harness young people’s experiences and views. They develop a deeper understanding of youth mental health issues, prevention, support and services in their area. They also gain new insights about effective solutions.
MH:2K builds on good engagement practice from within and beyond the youth mental health field. Specifically, it features:
- End-to-end youth leadership: Young people decide its focus, co-lead its events, and determine its findings and recommendations.
- Peer-to-peer engagement: By empowering young people to reach out to their peers, MH:2K creates a safe and engaging space for participants.
- Close collaboration with key decision-makers and researchers: By involving key figures in the project from its start, MH:2K builds trust, enthusiasm and commitment, and the implementation of its recommendations.
In each local area, MH:2K involves the following six activities:
1.Recruitment: We recruit a core team of young people as ‘Citizen Researchers’, including those with direct experience of mental health issues and from at-risk groups.
2.Design Days: We support this team to explore key national and local information about youth mental health, alongside their own views and experiences. The Citizen Researchers determine which mental health issues are most significant for their area. They receive training in facilitation and public speaking.
3.Roadshow: Citizen Researchers co-design and co-deliver workshops to engage at least 500 other young people in answering questions about their priority topics. The Roadshow workshops stimulate informal learning and gather young people’s views on the issues they face and potential solutions.
4.Results Day: Citizen Researchers analyse and extract key findings from the Roadshow data. They work with local decision-makers and researchers to develop strong, practical recommendations for change.
5.Big Showcase: Citizen Researchers present their findings and recommendations to key stakeholders at a showcase event, involving facilitated conversations about next steps.
6. A Local Advisory Panel of key local decision-makers, researchers and other stakeholders informs the project’s work throughout its lifetime.
MH:2K’s six-part design is intended to work in any UK local area.
From 2016 to 2017, Involve and Leaders Unlocked piloted MH:2K in Oldham (a metropolitan borough of Greater Manchester, England). MH:2K Oldham engaged over 600 local young people with diverse backgrounds and life experiences. Since then, the project has run in North Tyneside, Birmingham, Central Lancashire, Nottingham and Nottinghamshire.
The original evaluation in Oldham found evidence of significant impacts. It noted that:
Decision-makers and researchers identified “multiple potential impacts on research, decision- making and engagement practice” in Oldham and Greater Manchester, with “potential for significant improvements in health outcomes”. This included the setting-up of a task and finish group, reporting to Oldham’s Health and Wellbeing Board to drive forward implementation of the project’s recommendations.
Among other changes, Citizen Researchers and Roadshow participants reported increased knowledge about mental health. They reported learning or improving hard and soft skills, and some noted further impacts, for example, changes to their career plans.
One year later, MH:2K’s recommendations had been mapped against pre-existing plans to identify gaps and match actions to current activities. This has included on-going consultation with the Citizen Researchers to check the detail of their recommendations. Several quick wins had been implemented via existing activities, or plans were adapted or confirmed to fit with the recommendations. These include the development of primary school resources, training for schools, involving young people in creating accessible information about mental health, and new professional guidance for those working with young people.","a:8:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""623"";i:4;s:3:""615"";i:5;s:3:""317"";i:6;s:3:""617"";i:7;s:3:""302"";}","MH:2K is the biggest youth-led project on mental health ever undertaken in the UK. It has seen 127 diverse young people from five areas of England become Citizen Researchers and engage over 3,400 of their peers to find out what more can be done to prevent and tackle youth mental ill-health.
MH:2K combined end-to-end youth leadership with a local advisory panel and elements of co-design. This helped ensure the project was grounded in the reality of young people’s experiences and created a safe space for them to participate, whilst also achieving very significant influence on local decision-making.
Unusually for projects on this issue, MH:2K takes a holistic view of mental health and emotional wellbeing, covering prevention, support and services.","a:1:{i:0;s:9:""diffusing"";}","Five diverse areas of England have hosted MH:2K to-date: Birmingham, Central Lancashire, North Tyneside, Nottingham and Nottinghamshire and Oldham. The local recommendations for these areas have had significant impact, influencing work including Local Transformation Plans, cross-organisational strategies and work in schools.
We brought together the local work for the first time at a national event in Parliament and launched a report with national recommendations. MH:2K’s national recommendations highlight the key themes emerging from local areas for national attention and action.","We developed and ran the project with social enterprise Leaders Unlocked.
The project was two-thirds funded by the Wellcome Trust and two-thirds funded by participating local areas (via the council and/or local NHS).
The project had local advisory panels in each area it worked in (council, NHS, community groups, research bodies, schools, young people). It also had a national advisory panel (NHS, civil society, public bodies, researchers, funders, young people, local government).","MH:2K engaged over 3500 young people, & over 300 stakeholders (from councils, NHS, community groups, research organisations, other public bodies).
98.5% of participating decision-makers & researchers say they'd do something new or differently following MH:2K. One year later, decision-makers in Oldham continue to consider youth mental health a high priority & look more at schools’ role in supporting emotional wellbeing. 82% of those who co-led MH:2K reported increased feelings of wellbeing.","Initial results from the 2017/18 evaluation suggest significant impacts on decision-makers, researchers, & the young people involved. Across four local areas:
92.8% of decision-makers and researchers who attended a Big Showcase event said that the recommendations are very useful;
98.5% agreed or strongly agreed that they would do something new or differently as a result of the project;
Citizen Researchers reported experiencing significant benefits. Among other examples, 91% said that their knowledge of mental health issues had increased. 89% identified improvements to their presentation skills, 86% to their confidence & 82% to their feelings of wellbeing. 86% said that they now felt more optimistic about their future.
MH:2K’s recommendations have had significant impact, influencing work including Local Transformation Plans, cross-organisational strategies and work in schools.
The project was independently evaluated using a mixture of quantitative & qualitative techniques.","The project went very smoothly in all areas.
Our main challenge was that in some areas not enough young men applied to take part. In future, we are going to specify a gender balance when we reach out to statutory and community organisations as part of the recruitment process.
Going forwards we need to make the project financially viable for local areas to commission without support from Wellcome. This is a challenge given the current funding context for local councils. Economies of scale and the fact we have developed materials we can reuse means that we have reduced the cost of the project by one third since we originally piloted it.","The issue the project focussed on – youth mental ill-health - was of real concern to local decision-makers. They were looking for new ways to tackle it.
We chose to work with local areas who were serious about listening to young people’s recommendations.
The Local Advisory Groups ensured buy-in from multiple local institutions. The fact the young people presented their recommendations to stakeholders themselves was also powerful.
We were committed to youth leadership throughout the process.
We provided the necessary atmosphere and support for the young people to thrive.","Since the original pilot programme in Oldham, MH:2K has been hosted by four diverse areas of England: Birmingham, Central Lancashire, North Tyneside, Nottingham and Nottinghamshire. We plan to work with more local areas in the future.
There is potential for MH:2K’s six step methodology and citizen researcher approach to be used to tackle other issues, beyond mental ill-health.","Anything that you would find helpful.",,"a:1:{i:0;s:4:""9672"";}",,https://youtu.be/VodR1qob3cU,https://www.youtube.com/watch?v=NjQFpIIlaec,https://www.youtube.com/watch?v=2E14pVGH4NM
9748,"Redesigning the federal homelessness program: engaging people with lived experience of homelessness",https://oecd-opsi.org/innovations/redesigning-the-federal-homelessness-program-engaging-people-with-lived-experience-of-homelessness/,,"Employment and Social Development Canada",Canada,central,"a:3:{i:0;s:10:""employment"";i:1;s:7:""housing"";i:2;s:12:""Homelessness"";}","Redesigning the federal homelessness program: engaging people with lived experience of homelessness","https://www.canada.ca/en/employment-social-development/programs/homelessness.html ",2016,"As part of the engagement process on the redesign of Canada’s homelessness program, Employment and Social Development Canada engaged directly with people with lived experience of homelessness. Dedicated tools and mechanisms were developed to ensure the meaningful participation of people with lived experience, the removal and mitigation of financial barriers to engagement and recognition of the unique expertise and knowledge of people with lived experience.","Establishing people with lived experience as a priority for engagement
Employment and Social Development Canada (ESDC) committed to engage a wide range of stakeholders, including people with lived experience of homelessness, to inform the redesign of the federal homelessness program.
In February 2017, the Government of Canada launched a public Call for Nominations to create an Advisory Committee on Homelessness. The Committee intended to help guide the redesign of the federal homelessness program. There was a clear intention from the Department to ensure that the Committee included people with lived experience of homelessness as members:
•In the Call for Nominations process, lived experience was identified as an asset qualification.
•In the assessment process, nominations submitted by individuals identifying a lived experience were assessed using the same criteria but through a separate assessment stream. A minimum of two positions on the Committee were set aside for individuals with lived experience.
•In recommendations to the Minister, lived experience was identified as an important qualification and biographies of recommended candidates identified lived experience.
From June-September 2019, the Department will hold an online consultation to seek feedback from Canadians on how to better address homelessness in Canada. The Department developed two distinct questionnaires to gather specific feedback from individuals and organizations. The questionnaire for individuals included various questions that specifically targeted people with lived experience of homelessness.
As part of the work of the Advisory Committee on Homelessness, eight in-person community roundtables were organized across Canada. The Department worked with local service providers to identify and invite people with lived experience that could speak of the issues and challenges in the community. At least two individuals participated in each roundtable.
Addressing Unique Barriers to Participation for people with lived experience
Many people with lived experience homelessness continue to live on very low income and remain precariously housed. Ensuring their meaningful engagement in public policy processes requires removing or reducing any financial or other barriers that may limit their participation (including time away from paid employment, childcare costs, and costs associated with travel, etc.).
In the context of the work of the Committee, ESDC provided financial compensation to members who identified a lived experience and a need for financial support to participate. The details of the compensation were outlined in a contract. The payment of honoraria is not allowable under our financial policy within the Government of Canada and there was no clear mechanism available for this. Working with Procurement, contracts were prepared on the basis of a fee for service, on the rationale that members with lived experience would bring a unique and valued expertise to the Committee. The Department made arrangements to cover upfront the travel costs when members had to travel to attend Committee business activities. To ensure that people with lived experience were at no time “out of pocket” for these expenses, the Department needed to make exceptions to this standard practice. Staff booked and arranged payment for all travel and accommodation on their behalf and provided advanced funds for remaining travel expenses.
To arrange for the payment of honoraria and local travel costs for individuals with lived experience at each community roundtable, the Department worked with Procurement to develop contracts with a local service provider in each city. The service provider helped to identify a value for the honoraria appropriate to the local context and an estimate of local travel costs. The service provider facilitated the pre-payment for local travel and the payment of honoraria on the day of the event. Following the roundtable, the service provider invoiced the Department for this work.
Through this practice, the federal homelessness program is viewed as a leader in the Government of Canada in creating the conditions through which people with lived experience of homelessness can meaningfully contribute to program and policy design. The team who led this initiative worked diligently to provide guidelines for this type of engagement that are respectful of, and attuned to, the needs of people living in low income. Furthermore, the program worked with local service providers to understand the unique circumstances of the individuals involved and put supports in place to enable their participation. This work involved listening to the trauma of others and required a deep understanding that for some, participating in a government engagement can trigger difficult and painful memories and emotions. The Department is well positioned to train and support others in the federal government to undertake similar types of engagement","a:4:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""317"";i:3;s:3:""616"";}","The Homelessness Partnering Strategy designed and executed an engagement process with ten community roundtables across the country and launched an Advisory Committee comprised of external experts, two of whom had live experience of homelessness. The federal department faced many challenges to compensate people with lived experience for their time and expertise. Government engagement and financial compensation processes are not set up to facilitate the participation of people living on low income. The team who led the engagement work at Employment and Social Development Canada changed the way that financial compensation is set for people with lived experience. The team demonstrated the need to put contracts with individuals in place to ensure they are appropriately compensated. The team is leading by example and showing other government departments and agencies how to do this efficiently and effectively, while at the same time ensuring a respectful and thorough engagement process.","a:1:{i:0;s:9:""diffusing"";}","The team who led the engagement work at Employment and Social Development Canada are currently diffusing our lessons learned to help other government departments and agencies understand how to respectfully and meaningfully facilitate the participation of people with lived experience of homelessness or low income into their public engagement processes. The team will develop guidelines on engagement and inclusion and detail the financial, time and other commitments required to undertake this work.","Civil society organizations worked with us to facilitate people with lived experience inclusion;
Citizens brought their stories, ideas and expertise to the public engagement process; and,
Government officials helped us to put in place the financial processes required to facilitate participation.","Members of the Advisory Committee on Homelessness who identified as people with lived experience;
People with lived experience of homelessness who participated in the community regional roundtables; and
People experiencing or at risk of homelessness who participated in the online consultation.","By sharing their experience, people with lived experience brought unique insights on how policy and program design affect individuals experiencing homelessness. They also discussed the challenges and barriers people who are homeless face (e.g. discrimination, racism, stigma, trauma, violence) when they try to access housing and support services. Throughout the engagement process, participants underlined the need to ensure that programs and services are people-focused and address the diversity of needs. Both the Homelessness Partnering Strategy Engagement: What We Heard Report 2018 and the Final Report of the Advisory Committee on Homelessness captured their perspectives.
In terms of participation levels, over 190 individuals who identified with lived experience applied to the Call for Nomination of the Advisory Committee on Homelessness. Over 270 people with lived experience participated in the online consultation, which represents 19.65% of the individual surveys completed.","Employment and Social Development Canada staff encountered various challenges related to the compensation and travel arrangement for people with lived experience as part of the engagement process. This process involved a steep learning curve not only for the program staff but also colleagues in Procurement and Finance who may not have had previous knowledge of the financial issues of people with lived experience. Since mechanisms do not exist within the Government of Canada to pay honoraria or pre-pay travel expenses for non-public servants (both directly in the case of Committee members, and through a local service provider in the case of roundtables), staff were required to work intensively with colleagues in Procurement and Finance to find work arounds. The process was very human resource intensive, involving a great deal of trial and error (and constant trouble-shooting), typically under very tight timelines.","From the beginning, senior leaders, including the Minister and Parliamentary Secretary, were supportive of the inclusion of people with lived experience in the engagement process. They understood the importance of the initiative and supported staff actions when procurement and logistic issues were raised. The Parliamentary Secretary, who was the chair of the Committee, underlined several times the unique knowledge and expertise people with lived experience of homelessness brought to the process.
Staff leadership and capacity to resolve problems were also key in the process. Since mechanisms do not exist within the Government of Canada to pay honoraria or pre-pay travel expenses for non-public servants, the Department staff were required to work intensively with colleagues in Procurement and Finance to find creative solutions. The process was very human resource intensive, involving a great deal of trial and error (and constant trouble-shooting), typically under tight timelines.","Employment and Social Development Canada is committed to engaging with Canadians, including people experiencing or at risk of homelessness. Building on lessons learned, the Department will continue to use existing procurement and financial mechanisms to ensure people with lived experience of homelessness can fully participate in engagement processes.
ESDC will develop a set of guidelines and lessons learned that can be shared with other government departments and agencies on how to do this type of engagement in a way that is respectful and honours the expertise of people with lived experience of homelessness. The program continues to engage with people with lived experience to better inform the new federal homelessness program’s implementation.","In the future, it will be important for Employment and Social Development to work with Procurement and Finance as early as possible to establish and formalized a mechanism for the contracting and payment of travel costs to streamline the process. This is to address the procurement and financial issues when engaging with people with lived experience of homelessness.
Facilitating the inclusion of people with lived experience in engagement work requires a trauma-informed approach. Individuals with a lived experience of homelessness often have histories of trauma and many suffer from post-traumatic stress and experience anxiety about sharing their story with service providers and government representatives. Participants may require support from a peer or trusted service provider during and after the event.
In cases where engagement with people with lived experience is longer-term or on going, there is a need for capacity development, both on the part of Government of Canada staff and people with lived experience. Training may be required for employees to help facilitate an understanding of how to communicate and work with people with lived experience, which is informed by, and sensitive to, their experience and all that this entails (including financial difficulties, histories of trauma, feelings of marginalization, etc.). For people with lived experience, helping to establish a plain language understanding of how government and policy development works would help to create more productive dialogue and ensure that the expectations they bring to engagements are realistic.","For more on the work of the Advisory Committee on Homelessness on the Homelessness Partnering Strategy visit: https://www.canada.ca/en/employment-social-development/programs/communities/homelessness/publications-bulletins/advisory-committee-report.html
",,,,,
9769,"“Data challenge” platform and methodology",https://oecd-opsi.org/innovations/data-challenge-platform-and-methodology/,,"University of Latvia",Latvia,other,"a:3:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:7:""science"";}","“Data challenge” platform and methodology",,2017,"To encourage data-driven decision making in public sector, University of Latvia and Microsoft Innovation Center developed a “Data challenge” platform and methodology. Aim of the initiative is to bring together teams of public sector officials and data analysts and in few weeks to create several AI solution prototypes for a specific public sector challenge giving the organisation an opportunity to explore innovative, data-driven solutions that they eventually can develop and implement in practice","Nowadays there is an immense pressure on public sector organisations to increase efficiency, decrease administrative burden on citizens and businesses, make wise data-based decisions while being cost effective and innovative all at the same time. From citizen perspective such demands make sense since government spends their tax money, thus they should work in the citizens’ best interests.
At the same time, public sector institutions have many legal and legislative restrictions hindering development and implementation of new, innovative yet sometimes less explored ideas, methods and programs. To invest money wisely in new ideas the institution has to be sure that the solution is worth it, yet they don’t have an opportunity to test it beforehand. This creates vicious circle and institutions get stuck.
Being an active part and one of the main facilitators of the innovation ecosystem in Latvia, the University of Latvia and Microsoft Innovation Center created a platform and a methodology called “Data challenge” to address the above-mentioned challenge. Data based problem solving and decision making is one of the challenges in public administration. It is therefore essential that both public sector professionals and data analysts exchange knowledge and gain experience in data analysis and data-driven decision-making. Every workshop is built around one well-defined public sector institutions problem. Teams of data analysts then try to create a solution various data analysis approaches, ranging from interactive data analysis to Machine Learning and Neural Networks
The target audience are the representatives from public sector and local business, data analysts and researchers from universities. During the seminar they are teaming up, working together to develop potential solutions for the defined task. At every event there is one public sector institution presenting a problem that they hope to be solved by creating a smart, data analytics-based solution. Teams comprised of data analysts, technology experts and enthusiasts then have a couple of weeks to explore available datasets and other relevant information and to create a solution prototype.
Then, the teams present their ideas and working prototypes at the next event where data analysis expert evaluates the model from technical point of view, and the organisation’s representatives give feedback on how useful and applicable the solution would be in the real setting.
Such platform and method give freedom and sparks enthusiasm to every involved party as it is set up as a challenge and a visionary method while still solving real life problems. Also, it is important that the holder of the platform is a neutral organisation building trust among everyone involved. The public sector organisations can see and assess the prototype before deciding to invest the funds in the solution development.
The “Data Challenge” seminars have already produced successful results. The Court Administration of Latvia participated in the “Data challenge” looking to improve efficiency of their processes. They provided data about the third category civil cases examined in the first instance in 2017. Using a variety of data analytics tools, a model (based on a neural network) was developed that could predict and determine the potential length of the court proceedings. The results provided by the data-driven test model were compared to the predictions of the judges about the same court proceeding cases, and it turned out that the judges were way more optimistic (and less precise than the test model) about how much time it takes for them to proceed the case. This solution now allows them to optimise their operations and organise their workflow much more precisely.
Similarly, Rural Support Service of the Republic of Latvia wanted to optimise the process of classifying images that local landowners and also their own employees take and use to evaluate the status of territory – whether the grass is mowed and removed or not. Based on the situation, Rural Support Service makes decision whether to grant support for the farmer. They receive huge number of photos and have to manually go through all those photos and mark each of them in one of the categories. It takes a lot of time and is not effective. Therefore, “Data challenge” teams used image recognition to offer a solution for this task. Now, Rural Support Service is considering the implementation of such solution that will save them time, money and will increase precision eliminating human error. Ultimately, landowners would be able to receive their state support faster improving their cashflow.
The “Data Challenge” platform and methodology can be applied to solving different problems – not only data-based ones. In future, this will be applied to different scenarios for public sector organisations on all levels.","a:8:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""611"";i:3;s:3:""257"";i:4;s:3:""623"";i:5;s:3:""612"";i:6;s:3:""617"";i:7;s:3:""335"";}","“Data challenge” is innovative because:
- A neutral platform allowing stakeholders involved in innovation development and implementation in public sector to meet, experiment, create prototypes without direct financial commitment.
- It enables both sides to focus on finding the best solution without any constraints. It has never been applied before and now it opens new opportunities to collaborate and develop innovative solutions.
- It is a rapid, cost and time efficient solution going from problem definition to working prototype within 4 to 6 weeks, and it requires only few man-hour investment from public sector representatives.
- Gives freedom of choice to everyone involved. The public sector organisation is not expected to choose any of the solutions if they do not see the added value or do not see it possible to adapt it at the given moment.
- Neither are data experts “tied” to the given challenge – if they do not see any particular challenge as worthwhile, they can choose not to solve it.
","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","“Data challenge” currently could be associated with all of these stages – from identifying problems and opportunities to diffusing lessons, because the project is executed in an agile manner. The innovation is implemented and at the same time also evaluated after every event to make sure that it reaches the right goals and is not used as an end to itself but actually delivering value and new insights to everyone involved. As this model has already delivered good results, we constantly look for new organisations that could benefit from this workshop, but also, we explore new directions and new types of challenges the platform could be used to solve – expanding collaboration to other partners, organisations and types of problems.","The University of Latvia and Microsoft Innovation Center – has developed the framework, involves the researchers, establishes and maintains relationships with all the parties.
Microsoft Latvia – provides technological expertise and technology professionals to support teams.
Organisation Riga AI, ML & bots meet-up - attracts technology partners, data scientists, leads initial discussions with public sector institutions and helps them to prepare the data and information for the challenge.","Customers of the Public sector institutions – improved experience when receiving services, tax money spent wisely.
The Institution – cost savings, reducing administrative burden, less paperwork, time effective, improved quality.
IT Industry partners and data analysts – business opportunities, interesting challenges, skills and expertise development.
Academics – opportunity to develop their competencies by using their knowledge to solve real-life problems.","Since 2017:
- 6 public institutions have presented their challenge;
- 1 solution is under development and planned to be implemented;
- Several solutions are being discussed between public sector organisation and the technology partner;
- Participants from 44 institutions – 36 of those from public sector institutions, attended and actively participated in the events.
We conduct feedback interviews with public sector institutions presenting their challenge and every organisation admits that this methodology is unique in their experience and gives a chance to explore new, innovative and necessary solutions beyond their own capacity and existing opportunities. Organisations that have participated often recommend this event to others and also give suggestions which organisations could be other potential participants. Over time number of participants at the event steadily increases demonstrating the increasing popularity of the event – from 15 participants in the beginning to more than 60 currently.","Lack of understanding of the added value is the key hindrance for the government institutions to participate and present their challenges. Explaining this takes time and patience on both sides, but communication here is key.
Fear that technologies will take their job – and the necessity to change this the mindset and find other opportunities is another challenge.
Bureaucracy and lack of support from top management in some cases - when everything is set up, the management slows down or even stops the process with one or another excuse (not the right time, etc.).
A lot of explanatory work and communication explaining the idea, the opportunities and the value of the “Data Challenge” platform is the key to success in such situations.
Lack of available and accessible data that are machine readable format to be used for analysis and to develop solutions.","The holder of the platform has to be proactive when searching for and talking to the public sector organisations – to spread the information about the challenge actively and through many relevant channels as it takes time and effort to inform institutions about new initiatives. Also, it is very important to keep close contact with all parties involved and to create communication circle with data analyst community on one hand and the public sector on the other. Strong leader who speaks both languages – that of analysts and public sector, here is the key.
On the side of public sector institution, several things have to be ensured. First, it is key that the necessary datasets are both available and accessible in machine-readable format. Sometimes to create more precise model data from other databases may be needed. Second, the organisation has to gain support from senior management. On top of that, strong sense of motivation and commitment is required.","The model has been replicated in the given framework for several times already (different institutions, different data-driven challenges). The innovation has not yet been implemented in other organisations nor has been yet replicated to address similar problems. However, we have recently started to work on adapting this platform create solutions for public sector challenges’ that are not data based. The platform and methodology are flexible and easily can be adjusted to other fields, problems and even industries if one should be interested to use this in private sector or to facilitate collaboration between only public sector organisations.","It takes time to create trust – public sector organisations are cautious with new, innovative but therefore unproven methods. Stability is highly valued, and they are not keen on jumping in the unknown. To show that your innovation is something one can rely on and that we will deliver expected results takes time from both sides. Everyone has to be open and honest with each other to make sure that we move in the right direction.
We also have to be agile and ready to adjust the model and platform to improve it – as a pilot project it has a lot of unpredicted flaws that have to be improved throughout the process. We have to be open about this when presenting the idea to the parties involved. Admitting that this is a process in progress and that some changes may happen over time but making sure that this does not cause discomfort for anyone involved and that you have contingency plans in place helps to build trust and also sets the right mindset for involved parties that they have to be ready for changes but it all will be taken care of and will be directed so that it eventually brings better results.
Commitment to go through the process form a – z and be ready to actively engage – although the method requires relatively little engagement and time investment form everyone involved, it is important that once the organisation has committed to participate, it has to go through the process till the end. It is important that the organisation has the higher level management support and no sudden exit from the project happens.
Strong leader who can hold the project “community” together – to organise public sector organisations, data analysts, technology experts and academics it takes one strong leader to find a way how to manage them. Creating dedicated communication platform and being available to anyone who may have any questions or support is crucial.
Find the right way to reach your audience – get the insiders to send out the information, then build trust.",,,,,,
9811,"On-reserve Labour Market Information Survey and Skills Inventory Pilot",https://oecd-opsi.org/innovations/on-reserve-labour-market-information-survey-and-skills-inventory-pilot/,,"Employment and Social Development Canada ",Canada,central,"a:3:{i:0;s:18:""Indigenous Affairs"";i:1;s:21:""Skills and Employment"";i:2;s:46:""Public administration modernisation and reform"";}","On-reserve Labour Market Information Survey and Skills Inventory Pilot ",,2018,"There is a significant gap in Labour Market Information for people living on reserves in Canada. This Pilot project will improve the detail and timeliness of labour force information for on-reserve First Nations (FN) communities towards reducing the skills and employment gaps between First Nations and non-indigenous Canadians, through co-development.
The components to the Innovation are:
1.Annual survey of the entire on-reserve population 15 years or older
2.Skills inventory to support skills development and job matching
3.Ongoing administrative data modelling to validate and augment survey results","• The Federal Government’s statistics and data collection department, Statistics Canada, does not conduct the monthly Labour Force Survey (LFS) on reserves, and the Census is conducted every five years. Therefore, there is a significant gap in labour market information (LMI) about the on-reserve* population.
• A lack of Indigenous LMI in general, and on-reserve in particular, has implications on federal policy development, program design, and decision-making. For instance, without a clear understanding of the labour market situation on reserves, Labour Market Impact Assessments (LMIAs) conducted by the Temporary Foreign Worker Program (TFWP) may not fully take the potential availability of Indigenous workers into consideration before approving an employer’s request to hire temporary foreign workers, in a particular location.
• To help address the particular issue of lack of on-reserve labour market information, in Budget 2015, the Government announced $12 M over six years ($2M per year) from 2016-2017 to 2021-2022 to test processes, tools and supports for improving the level of detail and timeliness of labour force information for on-reserve communities.
The key elements of the Pilot include:
• Co-development: Pilot design and implementation is based on consultation, advice and guidance from participating First Nations community service delivery organisations.
Capacity Building: The survey is being conducted for the first time by First Nations communities for the benefit of First Nations communities, which supports a renewed Nation-to-Nation relationship and the spirit of self-determination. Through training and ongoing implementation supports, the Pilot will help increase capacity in FNs communities to develop and manage information about their on-reserve labour force.
• A multi-stakeholder working group that includes First Nations communities, other federal government departments, provinces and the Assembly of First Nations provides project guidance in the spirit of co-development.
• ESDC entered into a Contribution Agreement with an expert Indigenous firm (Aboriginal Employment Services Inc.) with expertise in data collection, surveys and program evaluation to lead the development of survey methodology, questionnaire and progress report; and provide training and supports to community organisations.
*Under the Indian Act of 1876, “the term reserve means any tract or tracts of land set apart by treaty or otherwise for the use or benefit of or granted to a particular band of Indians of which legal title is in the Crown”","a:3:{i:0;s:3:""613"";i:1;s:3:""335"";i:2;s:3:""615"";}","•The Government of Canada is working to advance reconciliation and renew the relationship with Indigenous Peoples, based on recognition of rights, respect, cooperation and partnership. This is an innovative project where ESDC is partnering with on-reserve First Nations (FNs) communities to co-develop and co-implement the Pilot.
•All participating FNs community members, aged 15 years and over, living on reserves are being invited to participate in the survey. Data is being collected, retained and used by First Nations communities for the benefit of First Nations communities.
•Capacity building is a key feature of the innovation. FNs communities are provided with funding, training and ongoing supports to collect, manage and use their own data.
•Development of skills inventories strengthens FNs community organisations’ ability to provide labour market services to community members and help match them with available jobs. Data modelling enriches the results.","a:1:{i:0;s:14:""implementation"";}","• The survey is currently being implemented with 10 Indigenous Skills and Employment Training (ISET) Program Agreement Holder (AH) organisations, representing 44 First Nations communities, with preliminary results being generated over Spring 2019.
• An initial analysis was conducted to assess the data quality and identify issues with the questionnaire that may need to be addressed.
• There is a continuous improvement process involving monitoring use of survey tools and processes and testing of data quality, and adjusting the process as required based on lessons learned, to ensure it meets the needs of participating communities.","•Engagement sessions were held with over 15 First Nations community organizations to discuss the benefits of participating in the Pilot.
•Job Bank officials were invited to the engagement sessions to explain to the FNs communities the benefits of using Job Bank feeds and tools to connect individuals to skills training and available jobs.
•Held discussions with Assembly of First Nations (AFN) (representing over 900,000 people living in 634 First Nations communities) to confirm their support.","• A multi-stakeholder Working Group consisting of ESDC officials from different program areas, 10 participating community service delivery organisations, AFN, other federal Government departments and Provincial Government officials provide guidance and direction on development of tools and processes for the Pilot.
• An Indigenous firm leads development of survey tools, methodologies and training of community surveyors, and provides on-going support to FN communities.","• Overall, the quality of the data collected to date is very good. This suggests the protocols and approaches are effective. This includes good initial and post-survey screening and follow-up to identify and challenges.
• There is a strong interest in the Pilot, with more communities wanting to participate than is possible with available funds.
• Outcomes of the Pilot will include:
o Improved LMI available and used by communities for skills training, job matching, employment supports and community development; and used by ESDC for policy and program design.
o Improved partnerships between employers and ISET Program agreement holders towards skills training and job matching.
• Results of the pilot will be made public at the end of the initiative, in 2023.
• The data modeling by StatsCan will supplement the on-reserve LMI survey with Census data and CRA data, and will help validate the results of the survey and skills inventories.","•To ensure standardization and robust implementation of the methodology across all participating FNs communities, on-going review and training is being undertaken through a co-development and co-implementation lens.
•The report on the findings from the survey will be reviewed by an independent expert reviewer, ESDC, and the working group.
•Follow-up work to incorporate lessons learned will be undertaken on an annual basis to address challenges and develop strategies for continuous improvement.","•Work with stakeholders to define the problem and develop the solutions.
•Co-development with communities from the beginning has been fundamental to the success. This includes project planning and identifying roles and responsibilities.
•Ongoing communication and stakeholder involvement including holding quarterly Working Group meetings to discuss implementation, challenges, lessons learned and successes to date.
•Making linkages to other programs and services to enhance results. For example, coordinating engagement between participating community organizations and Job Bank experts to facilitate Job Bank Feeds into the communities and the training on the use of Job Bank tools to help integrate clients into the labour force.","•No, the innovation has not yet been replicated.
•The goal is to test survey processes and tools that will permit reserve community organisations across Canada to collect, maintain and use their labour force data in ways that will help improve economic outcomes.
•An element of the pilot is to demonstrate the feasibility to expand beyond the pilot communities in an ongoing manner.","•Capacity building in the form of training and implementation supports is a key element for obtaining buy-in of communities.
•A continuous improvement process involving monitoring and testing of data and adjusting the process as needed is key. For example, the survey questionnaire is reviewed throughout the implementation to ensure it meets the needs of participating First Nations communities.",,,,,,
9823,"Migrant Worker Support Network (British Columbia pilot initiative)",https://oecd-opsi.org/innovations/migrant-worker-support-network-british-columbia-pilot-initiative/,,"Temporary Foreign Worker Directorate – Department of Employment and Social Development – Government of Canada",Canada,central,"a:1:{i:0;s:10:""employment"";}","Migrant Worker Support Network (British Columbia pilot initiative)",,2018,"Canada has an obligation to protect and inform migrant workers of their rights while in Canada and to support employer compliance with the conditions of its Temporary Foreign Worker Program. To this end, it launched the Migrant Worker Support Network pilot initiative. The Network is a collaborative and migrant worker-informed platform for migrant workers, employers, governments, and civil society to develop and implement solutions to better protection and support of migrant workers in Canada.","The Migrant Worker Support Network (MWSN or “The Network”) pilot initiative addresses the need for collaborative engagement between civil society organizations and government actors to enhance the protection of vulnerable migrant workers. It was launched as part of the Government of Canada’s commitment to protect incoming migrant workers and ensure that they as well as their employers are informed of their rights and responsibilities under Canada’s Temporary Foreign Worker Program. Consultations with migrant workers and their advocates reveal that this population faces unique obstacles to learning about and exercising their rights while working in Canada. In contrast to the rest of Canada’s workforce, temporary workers may face some of the following obstacles: lack of access to accurate information or community and social supports; language barriers; and geographical isolation. These challenges are exacerbated by migrant workers’ fear of reprisal in cases where they exercise their rights.
To this end, the Network, currently piloting in the Canadian province of British Columbia, provides an inclusive platform for migrant workers, employers, foreign and domestic government representatives, and civil society organizations to develop solutions from a variety of perspectives that address the key challenges faced by migrant workers. Likewise, its members seek to better support employers in complying with the requirements and conditions of Canada’s Temporary Foreign Worker Program and responding to the unique needs of the migrant workers who they employ. In particular, Network members collaborate in working groups to develop policy, funding, and community action recommendations to respond to the lived realities faced by migrant workers in exercising their rights while in Canada. Four times per year, all members meet at the Network plenary to discuss new initiatives, share best practices, and vote to implement particular working group recommendations. To emphasize the Network’s migrant worker-centered approach, current and former migrant workers members of the Network begin each meeting by voicing their experiences and how the MWSN can better empower this population. Migrant worker participation in the Network is encouraged by hosting some meetings on times and days when workers are available and by providing language interpretation services.
The design of the Network was informed throughout an extensive six-month development phase led by the Government of Canada in consultation with key stakeholders who play a role in migrant worker protections, including migrant workers, grassroots and community-based organizations, settlement agencies, foreign governments, the Government of British Columbia, academics and legal professionals, unions and labour organizations, industry representatives, employers, and federal government representatives. During this phase, these stakeholders –current members of the MWSN – worked together to identify gaps and barriers in migrant worker protections and employer education and construct the Network’s governance model.
While still in its early stages, the Network benefits each member by providing an open and horizontal forum to bring their unique perspectives, issues, and solutions to the forefront of policy-making and community-based action as it pertains to migrant worker empowerment and employer education, particularly in propelling the voices of migrant workers into policy-making discussions. The unique funding model for the Network encourages non-profit organizations to forge partnerships and enhance the knowledge and capacity of smaller organizations to meet the needs of migrant workers and/or employers. This in turn builds trust and capacity among all members, particularly between the migrant worker and employer communities. In turn, the Network assists in preventing mistreatment through employer education and collectively supports workers experiencing wrongdoing in the workplace to exercise their rights with the help of a Network of support organizations. The early results of and lessons learned from the MWSN pilot initiative in British Columbia will inform the Government of Canada’s decision to potentially expand the Network into other provinces and territories across the country and how similar Networks can respond to the unique sectoral, geographical, and community needs to support employers and migrant workers in these jurisdictions.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""213"";i:3;s:3:""613"";i:4;s:3:""317"";i:5;s:3:""616"";}","The MWSN incorporates multi-sectoral collaboration and bottom-up decision-making into its activities to improve policies, programs, and activities that impact the lives of migrant workers and their employers. Migrant workers and their representatives inform Network members about how services and resources can better respond to their unique needs and empower them to exercise their rights. Consequently, Network members, who bring their expertise and sectoral perspectives, share ideas and develop solutions to address the outlined problems in a way that leverages the skills and resources of each member. This process builds consensus and solutions that are more holistic, client-centered, and needs-based, which varies from the traditional top-down consultation process whereby service users are consulted after a policy idea is proposed.","a:1:{i:0;s:20:""developing_proposals"";}","Throughout March 2019, Network members are preparing for and conducting the third set of working group meetings on the topics of 1) Education and Access to Services, 2) Addressing Retribution, and 3) Preventing and Responding to Mistreatment and Emergencies. During these meetings they will refine their preliminary list of recommendations and proposals for improving migrant worker protections before presenting them at the Network plenary meeting in April 2019 for voting and final decision-making.
At the same time, three non-profit organizations are in the process of implementing projects funded by the Government of Canada to provide information and resources to migrant workers about their rights while in Canada. One of the funding recipients is also working with community organizations to develop micro-projects to implement community-based activities that address the unique needs of migrant workers in particular regions in partnership with other organizations.","While migrant workers identify the issues that they face, community organizations leverage internal resources to assist workers with these issues, such as providing interpretation and settlement supports. Governments clarify how migrant workers can access their programs and services. Employers and industry groups identify the trials faced in employing migrant workers and complying with regulations. They also leverage their networks to find jobs for workers who leave an abusive situation.","Migrant workers have their voices heard and see their experiences reflected in the development of policies and initiatives to better support and protect them. Government actors and non-governmental actors, representing employers, settlement agencies, community groups, industry, and labour, leverage each other’s’ resources and expertise to streamline processes, reduce duplication of efforts, and build trust across sectoral lines to comprehensively respond to migrant workers’ and employers’ needs.","An evaluation of the impacts of the Migrant Worker Support Network pilot project (launched in October 2018) will be conducted upon the completion of the pilot in March 2020.
The following results and impacts are expected:
• Service Canada inspectors will receive more allegations of employer wrongdoing from migrant workers and their representatives due to an increase in the number of workers who are provided with accurate information on their rights and how to exercise them and an increase in trust of government authorities;
• Federal government policies, programs, and services that impact migrant workers in Canada and their employers will be better tailored to address the lived realities and needs of migrant workers and the educational needs of both migrant workers and employers; and
• Civil society organizations will be more knowledgeable and financially able to provide additional resources and services to assist migrant workers with social, employment, and legal needs.","One challenge was building consensus between Network members who hold adversarial or conflicting perspectives, particularly between migrant workers (or their representatives) and employers. This challenge was responded to by building opportunities into Network meetings for both parties to dialogue together on their concerns as well as their complementary goals in order to identify solutions that address both parties’ needs.
One failure was not providing interpretation support for migrant workers at the first set of Network meetings; as impartial interpreters were unavailable, migrant worker participants at these meetings had to rely on the interpretation provided by other Network members. This resulted in difficulties facilitating discussions between members and the potential of transmitting biased or incorrect information. This failure was addressed by hiring interpreters for all future meetings to provide impartial interpretation to migrant workers in their preferred language.","This innovation requires strong leadership and guidance, not just from a central coordinator but also from each individual stakeholder group to provide the expertise and resources that their sector has to offer. Because the diversity of views and perspectives, a strong leader and facilitator is needed to direct Network activities, motivate actors, and mediate sometimes tense and confrontational discussions.
Adequate human and financial resources are required to host, coordinate and facilitate Network meetings as well as finance projects that are recommended by the Network.
Lastly, the Network requires each member’s commitment and motivation towards empowering migrant workers to learn about and exercise their rights while in Canada, as this is the central principle upon which the Migrant Worker Support Network was founded.","The pilot initiative has not been replicated to address similar problems in other regions. However, the results of the pilot will inform the Government of Canada’s decision to potentially expand the Network to other jurisdictions across the country.
The bottom-up, multi-stakeholder approach could be replicated by other organizations or networks who are interested in developing solutions to address a particular issue through a client-centered approach, particularly for vulnerable clients.
Before replicating this innovation, future users should consider regional variations before increasing its scope. The Network model may face challenges addressing the nuances of a particular problem if its jurisdictional scope is too broad; for example, a national Network will face challenges in recommending a broad solution to address the potential issue of access to health care for migrant workers given that each province and territory in Canada regulates and administers its own health care system.","If you are designing an initiative whose success depends on the expertise, resources, and commitment of other stakeholders to participate in the project, provide opportunities for them to contribute to the design of the initiative. This will encourage their buy-in and support of the initiative’s success, and will result in a better product that takes into consideration the perspectives of multiple stakeholders. Also build in opportunities for actors from a variety of positions to take leadership roles within the initiative itself, such as being a co-chair for working group meetings. This too encourages participation and paves the way for the initiative’s sustainability.
If you can, create spaces whereby stakeholders with opposite views have to work together to resolve a problem. They may learn through dialogue that they have complementary rather than conflicting goals, which will help to foster trust and build consensus.
If your initiative is focused on addressing the needs of a particular client, particularly more vulnerable groups of clients, tailor your activities so that they are accessible to the client and put them at the centre of its design. Allow them to play an active role in the activity. For example, host meetings at times convenient for your client group, provide hospitality, transportation, and interpretation support, and provide them with opportunities to give their input through safe spaces and mediums. This maintains the integrity of the initiative and more importantly shows respect to the client, who may be taking many risks to engage in your initiative and have their voice heard.",,,,,,
9831,SKYrooms,https://oecd-opsi.org/innovations/9831/,,"Cabinet Office","United Kingdom",central,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}",SKYrooms,http://londondesignfestival.com/events/skyrooms,2016,"SKYrooms is a network of spaces that enable effective collaboration across sectors to inspire breakthrough innovation. The prototype, which overlooks Big Ben, was developed with IDEO and the Royal College of Art. It celebrates both historic architecture and cutting edge technology, using design to signal new ways of working, new permissions and embed an innovation culture.","Why the innovation was developed in his blog, the Cabinet Secretary highlighted the importance of “not only working in a more unified way on delivering services and creating policy, but also sharing ideas more, getting better at replicating our best technology across government, and making sure we forge strong links at a regional - and devolved - level.”
Harvard Business Review also emphasises the importance of collaboration and cross-pollination to drive step change in innovation: “between experts in different disciplines, researchers and technologists, entrepreneurs and financiers, private and public sectors. The challenge for the public sector, like many large organisations, is that its strong silo organisational structure often makes collaboration difficult in practice. Since collaboration, by definition, requires willing, the challenge is to create an approach such that people are not mandated to work together but want to. When running the Cabinet Office Policy School offsite at Wayra’s creative London headquarters rather than in Whitehall, SKYrooms’ founder observed how diverse teams formed more quickly and delivered more innovative proposals having worked in a more creative environment. In micro, this was an example of diverse teams collaborating better and getting a better result. SKYrooms brings these ideas together. The aim is to:
1. Create an exceptional space for innovation at the heart of government, that is so compelling, people would not need to be mandated to come, they would want to.
2. Scale the idea so different organisations can create their own SKYrooms to build an innovation culture and share each others’ SKYrooms as an offsite facility at no cost.
3. Enable a network of spaces across sector boundaries, to build trust and understanding and extend the reach of open innovation in HM Government.
Specifically for each SKYroom, the aim is to be:
1. Easily rearranged to be used in different ways, to get maximum value from one location (i.e. to host international delegations, workshops or innovation networking seminars)
2. Equipped with the materials needed to work in new ways
3. A signal of the organisation’s commitment to innovation, changing the permissions and encouraging different behaviours
SKYrooms has been developed in partnership with IDEO, the innovation consultancy, workspace innovation expert Kursty Groves and the Royal College of Art. The beneficiaries of SKYrooms SKYrooms can be used by anyone in the organisation for any policy issue. The rooms are designed as a blank canvas, with resources provided for the occupants to use as they see best. Based on Stanford’s d.school model, this makes the space very versatile and this year, the room has been used for:
• Workshops with other organisations
• Executive Board meetings
• Awaydays
• Co-working days with innovators across government
• Hosting international visitors
• Staff networks - Diversity network, Disability and Inclusion network
• Partnership with public: private sector leadership programme Current programme status
The first SKYroom is in the HM Treasury building overlooking Big Ben and was launched by the Chief Executive of the Civil Service to mark the Centenary of the Cabinet Office. Learning from this prototype, Ministry of Justice, the leading early adopters, launch their SKYroom this autumn. SKYrooms are presently in discussion with 18 other organisations interested in becoming part of a wider SKYroom innovation network.
Looking forwards, the programme’s priorities are:
1. Establish SKYrooms in 5 sectors by December 2017 to prototype the network
2. Develop an online presence to connect programmes across sites
3. Write summary products to support the scaling
4. Formalise light-touch governance.","a:6:{i:0;s:3:""612"";i:1;s:3:""615"";i:2;s:3:""257"";i:3;s:3:""959"";i:4;s:3:""302"";i:5;s:3:""613"";}","SKYrooms is unique in developing iconic spaces as the prompt to convene, equip and inspire people to innovate. By seeking out outstanding locations with impressive architecture, SKYrooms leverages spaces with great value but minimal cost and that are within the gift of the government estate. Influencing behaviour through design rather than guidance SKYrooms uses design cues to guide behaviours rather than written instructions. A network of innovation spaces Rather than “an innovation room”, SKYrooms is unique in creating a network of spaces.
The core model draws on reciprocity of hosting other organisations or being invited by them in an inspiring space enables the cross-pollination of ideas across disciplines and sectors. Actively collaborating across sectors Rather than just engaging across central government, SKYrooms is actively engaging across sectors and internationally. The aim is that, by working together, organisations will understand each other better, can collaborate and share best practice better. Most importantly, the trust forged through relationships can overcome silos and underpin a culture of openness in policy-making. Leveraging government assets in a new way SKYrooms has leveraged the asset of the government estate in a new way - principally by transforming exceptional spaces as sites and brokering reciprocity between sites, so each can use the other’s SKYroom sites to save on awayday costs. New in implementation Delivered with no direct implementation budget With no direct implementation budget, funding came from partnering with relevant policy teams; and with 1 full time employee, the delivery team was drawn from contributions from people at every level, often in their discretionary time. Grassroots innovation, delivered and scaling In the hierarchy of government, SKYrooms is unusual as it is a grassroots innovation, pitched to the Cabinet Office Accelerator with no formal mandate. It is the first to have launched and is a rare example of grassroots innovation being scaled in the public sector.","a:1:{i:0;s:14:""implementation"";}","In 2014, Rupert discussed his proposal for an innovation space in the tower room with Dr Andrea Siodmok, who had recently joined to lead Policy Lab. Despite much support there was no obvious mechanism to implement the proposal. In Autumn 2015, Rupert’s thinking was cemented by his Cambridge Policy Fellowship, where his main findings were:
• That, if entrepreneurialism is the pursuit of opportunity beyond resources controlled, the core principles could be applied in the public sector
• That innovation flourishes in an ecosystem
• That new (inherently risky) initiatives are best developed in a safe environment and then scaled
• That though the focus is typically on product innovation, systems innovation has a more profound reach across the organisation.
The implementation mechanism came when Chief Executive of the Civil Service launched the Cabinet Office Accelerator programme in December 2015. Having passed the Accelerator first round and with Dr Siodmok as mentor, Rupert brokered partnerships with IDEO and Professor Kursty Groves and developed the proposal secured the unanimous support of the Accelerator panel. Joining Policy Lab, Rupert developed the proposal working closely with the Government Property Unit Scoping sites and securing agreement to use the HM Treasury Tower Room. Through visiting other sites, discussions with experts and a workshop with IDEO and Professor Groves, Rupert developed the key components for the programme and worked with the HM Treasury estates team to make this happen. This was a significant point in the process as the programme moved from idea to implementation with the constraints this brought, in terms of resource, time and regulation.
Rupert engaged different teams from across government - from the CO IT team to provide the cutting edge equipment written about in the Civil Service Workforce Plan, to the Government Art Collection who loaned Mobile Reflector, to the Government Property Unit whose furniture repurposing scheme secured six thousand pounds worth of tables for £400 - the cost of a van to collect them from Manchester!
The Chief Executive of the Civil Service agreed to launch SKYroom to mark the centenary of the Cabinet Office. This was a vital element as it provided new legitimacy, urgency and a concrete deadline for different teams to work towards. Following a successful launch, SKYrooms secured the support of senior champions (the video for which is on vimeo.com/skyrooms). The main next steps were:
• Smoothing the entire process so the user experience was very positive long before people got near the room
• Managing the transition of the space, anticipating and preventing users frustration about inefficiency and disruption
• Inviting key influencers to use the space, both to test it and to legitimise it.
If a highly respected team enjoyed working in a creative space, it was much more difficult for the naysayers to dismiss it. Seeking out feedback has been fundamental in refining SKYrooms, whether through talking to people about their experience or gathering data objectively through the online feedback form developed in partnership with the Cabinet Office Analysis and Insight Team. At the same time, discussions with potential partners have both reinforced the value of collaboration and refined elements of how the space can be most effective and have greatest impact. The programme’s immediate priorities are to test the prototype network across sectors as a precursor to scaling. Ahead of the lessons learned are being published in a series of products this autumn, the key findings were presented as part of the London Design Festival, of which SKYrooms is an official partner.","Policy Fellowship findings at Cambridge University brought academic insight, expertise and a broad range of perspectives. A previous partnership with Wayra for the Cabinet Office Policy School had demonstrated the value of working with external experts across sectors. IDEO helped ground the idea in practicality. Professor Kursty Groves brought specialist insight not just about the physical space but about the cultural processes needed to make them flourish. The Royal College of Art added a further level of rigour and support for the work which gave even greater credibility when presenting to senior stakeholders. Within government, SKYrooms worked closely with the Government Property Unit, to align the programme with their policy, draw on their expertise and secure indirect funding as an exemplar project. The team also worked with HM Treasury since the prototype room - chosen for its architecture, natural light and iconic views - was in their building.","From the outset, SKYrooms engaged trusted critics to identify the idea’s viability, probe the obvious barriers early and see how immovable they were. In the development phase, a user workshop generated very insightful feedback after using the space in situ - from branding, influencing behaviours by layout and moving from a space to a service. User feedback remains vital. SKYrooms continues to track this this through online user feedback and making time to talk to the people who have used the room. The patronage of the Chief Executive was the fundamental lever in mobilising teams across organisations to contribute pro bono. HM Treasury's partnership was fundamental in granting permission for SKYrooms to use the site for the prototype. Engaging the Chief Operating Office, the Ministry of Justice joining as the lead early adopter validated the reciprocal sharing concept.","Over 1400 people from 14 organisations used SKYroom between April and August 2017. Based on an online feedback survey of 109 people, 94% of people preferred working in SKYroom. When asked the extent to which SKYroom enabled a significant step forward in their work, 57% said agreed strongly or very strongly, of which 15% agreed very strongly. Internationally, SKYroom has hosted meetings from 11 countries including Japan, Qatar, Saudi Arabia, Finland, Australia and the United States. Bridging sectors, SKYroom has hosted meetings with organisations including:
• Government Office for Science
• Cambridge University’s Centre for Science and Policy
• Government Digital Service
• Islington Borough Council
• UK Export Finance
• KPMG
Looking to scale, the next SKYroom launches this autumn and the SKYroom team are in partnership discussions with 15 other organisations.","The challenges SKYrooms faced were typically not about the idea so much as the implementation. The main recurring issue was an implementation request not falling within existing corporate processes. This is perhaps unsurprising since the innovation, by definition, is new. However, the decision to proceed relies heavily on the judgement and discretion of decision maker who often lacks the mandate for flexibility. Invariably, there is a legitimate way of circumventing the problem, but this added time and the combined effect of these different delays drained momentum and strained the programme’s tight resources. The challenges have been responded to by:
• Working constructively with the relevant teams, understanding their constraints and winning their trust
• Keeping a clear perspective what is immovable and what can flex
• Patient determination: waiting, seeing the opportunity for change when it arises and being ready to action it when it does.","The core concept is very simple. It needs:
• An exceptional space
• A small team with drive, vision and licence to operate - with access to a wider network of volunteers
• Buy-in from facilities management
• A senior champion
• A small budget SKYrooms are developing summary resources to address the essential nuances to make the space work.","The potential to scale is significant and SKYrooms has been designed as such. SKYrooms addresses an issue that is common to many big organisations: building an innovation culture, increasing open innovation, overcoming silos and navigating internal systems. It is also to replicate: the estate is typically within the organisation’s gift, costs are negligible and it is a compelling project to champion because of the positive engagement it creates. Professor Jeremy Myerson from the Royal College of Art said: “SKYroom is an innovation from the Cabinet Office that creates a space away from the day-to-day business of government to allow senior people to think differently, hatch and develop new ideas. It’s a great concept that has been well executed and has scope for scaling up across the government and public sector.”","The lesson learned in the prototyping phase was about the need for structured iteration. Whilst an iterative approach appeals to the entrepreneur, the implementation team need clear, simple instructions that they could factor into their programme of works. Working across disciplines, whilst it’s easy to redraft an idea, it is much more difficult to change the implementation once it is underway. Learning from this, future roll out will be based around a programme of fortnightly rolling modules. This gives the entrepreneur flexibility to change and refine, and provides the facilities teams a way to plan and structure the changes efficiently. These findings will be captured in the supporting scaling documents, so partner organisations can avoid this.","Few organisations would allow someone to take an idea and run with it. I am immensely grateful to the Cabinet Office and its Accelerator programme - championed by John Manzoni (Chief Executive of the Civil Service) - for enabling me to do. I would particularly like to thank Dr Andrea Siodmok who leads the UK Policy Lab and SKYrooms' expert partners - Andrea Kershaw at IDEO, Kursty Groves, and Jeremy Myerson at the Royal College of Art. Their expertise has been invaluable. Rupert Cryer",,,,,
9854,"The Data Science Campus: data science for public good",https://oecd-opsi.org/innovations/9854/,,"Data Science Campus, Office for National Statistics","United Kingdom",central,"a:2:{i:0;s:11:""information"";i:1;s:7:""science"";}","The Data Science Campus: data science for public good",http://datasciencecampus.ons.gov.uk/,2016,"The Data Science Campus vision is data science for public good. Our goals are to explore new data sources, perform cutting-edge research with new-generation tools and technology, and build data science capability across government. This will enable the UK to grasp the transformational opportunities offered by data science, inform our understanding of the UK, and support better decision-making.","Background Worldwide, the economy and society are changing rapidly. Research and statistics need to be able to continuously adapt in order to remain relevant, and to support decision-making for government, the private sector and citizens. To do this, statistics institutions need to move away from traditional survey and analytical approaches, and embrace the innovative exploration of new data sources and new techniques. To address this need, the Office for National Statistics (ONS) officially launched the Data Science Campus (the Campus) in March 2017.
Its role is to:
• lead innovative research projects, exploring new developments in data science techniques, such as neural networks, text mining, and image analysis, and data sources, for example social media, real-time data from administrative and management systems, satellite images, the Internet of Things
• build data science capability across government, through the creation of career pathways, developing training and trainers, collaboration and mentoring
• support the data science community across Government
• be recognized as the Government hub for data science, and as a world leader in data science for government.
This response focuses on an overview of the Campus’ innovation in research and working practices. Research projects The Campus project process is designed to foster innovation, and as such, is experimenting with a novel and unique way of working for ONS. Campus projects run for a maximum of 6 months, and must have a significant element of new data science. This could be the exploration of a new type of data, or the application of innovative machine learning techniques, or both. Work on the development of current ONS statistical publications, using existing data sources is explicitly excluded from Campus projects, as is involvement in the implementation of new statistics into regular production. This is to allow the Campus data scientists the freedom and flexibility to explore cutting edge ideas, outside the constraints of the statistical production timetable. It also allows for failure. The freedom to fail – in the sense of exploratory research producing a result which is not useful– is key to success. Without this freedom, research will be limited to safe options, and opportunities may be missed. Projects are run using an Agile approach, which allows them to be flexible to research outcomes, and, if necessary, to fail fast.
To lead these projects, the Campus has specifically recruited data scientists with excellent skills in data science, something which is rare – although growing – across the rest of ONS and government. Projects are run as close collaborations with a range of partners: policy-makers, to understand the big questions; other national statistical institutions, to share knowledge and experience; subject matter experts; and academic data scientists, to draw from their skills. Some examples of Campus projects are described below. They demonstrate how the Campus is improving and supplementing existing statistical outputs, and also addressing policy questions. Traditional techniques and data sources would have been inadequate to address these issues.
Projects so far include:
• a new indicator for the Natural Capital Account, using Google Street View images to map the urban forest, important in preventing flash floods, reducing air and noise pollution, and supporting native ecosystems
• a superfast GDP indicator, which takes the temperature of the UK’s economy faster than the official statistics, to inform economic policy in a timely way
• a tool for managing and exploring the data for monitoring the UK’s Sustainable Development Goals, in which there has been international interest
• analysis of ship transponder data to understand the pressure on UK ports in advance of the UK’s exit from the EU, working in collaboration with the Centre for Big Data Studies, Statistics Netherlands
• automated classification of the financial sector into sub-sectors by type of activity, to support the development of more granular financial statistics to inform financial policy, a priority for the Bank of England.
Other longer-term goals include: exploring the potential of visible, infra-red and LIDAR satellite images to improve or supplement our understanding of the UK; exploring the use of Blockchain in understanding supply chains and provenance; and understanding error and uncertainty in administrative data and big data.","a:4:{i:0;s:3:""194"";i:1;s:3:""190"";i:2;s:3:""211"";i:3;s:3:""959"";}","Historically data science within ONS has been focused on the application of data science approaches to existing operational challenges. Working within a traditionally risk-averse public sector environment, compounded by the rigorous methodologies necessitated by the production of official statistics, created an environment that was not conducive to experimentation or innovation. In an attempt to change this, the Data Science Campus was created to combine the academic rigor of a university research environment with the agile and disruptive workspace of a techstart- up.
With staff drawn from academia, industry and the public sector, a focus on exploring new data sources, methodologies and technologies outside the normal boundaries of official statistics, with explicit permission to “fail fast” and a physical environment inspired by Silicon Valley start-up culture, the Campus is designed from the start to operate outside the traditional practices of the public sector. However, innovation is useless in isolation. An extensive range of capability programmes have been developed to disseminate learnings from the Campus across ONS and wider UK government. A 2-year apprenticeship programme in Data Analytics was launched in the Campus in 2016 to provide vocational training in key techniques and expanded in 2017 to local and national government. An MSc in Data Analytics for Government, developed for government analysts by the Campus and the Government Statistical Service, is launching in October 2017 with University College London, Oxford Brookes University and University of Southampton. A dedicated Campus training team provides a range of training courses across UK government to bridge the gap between these two programmes, with government data scientists from across the UK coming to the Campus to learn and collaborate. These collaborations are enhanced by a range of research partnerships with universities and the Alan Turing Institute, the UK’s national institute for data science, that enable the transfer of leading edge techniques and tools from academia to the public sector through the Campus.","a:1:{i:0;s:14:""implementation"";}","The Independent Review of UK Economic Statistics, (Bean, 2016, ‘Bean Review’) stated: “Although better use of this data has the potential to transform the provision of economic statistics, ONS will need to build up its capability to handle such data. This will take some time and will require not only recruitment of a cadre of data scientists but also active learning and experimentation. That can be facilitated through collaboration with relevant partners – in academia, the private and public sectors, and internationally.” The publication of the Bean Review provided the Office for National Statistics with an unparalleled opportunity to address the changing needs of a UK transformed by the Digital Economy. Measuring the modern economy requires new approaches, new tools and above all else, a new mindset. The Campus has been set up to become a leader in the field of data science, and to enable this transformation. It is shaping the application and awareness of data science not only within the environment of its immediate stakeholders, but within the wider UK society as a whole. The Bean Review has provided ONS with an opportunity not just to transform itself, but to have a significant and positive impact on the world around it. The Campus is that tool for change. Funding for the Campus was agreed in March 2016, and its scope extended beyond supporting economic statistics, to cover five themes: the evolving economy, the UK in a global context, sustainability, urban and rural, and society. Four phases of activity were planned for the first 24 months of activity.
We are now in the fourth phase:
• Start-up Phase I (May –Jul 2016) which was focused on planning and recruitment
• Start-up Phase II (Aug-Sep 2016) which was focused on opening the Data Campus and initiating its first activities
• Launch Phase (Oct 2016 – Mar 2017) where the activities of the Campus were in Beta, with the formal launch held on 30 March 2016
• Main Phase (Apr 2017-2018) where the Campus is now delivering its first results, and establishing the structures and processes that will enable it to scale effectively. Funding has been agreed for an initial two years, with further funding dependent on the Campus meeting the objectives set out in the business plan. The remit of the Campus is not only to carry out cutting-edge research, but also to build capability across the whole of UK government.
As described in more detail above, this is through a variety of approaches:
• collaboration on specific research projects
• the launch of the apprenticeship scheme
• the development of learning paths and good practice for data scientists, and the delivery of training across government
• the development of an MSc in Data Analytics for Government, with our academic partners
• funding for PhDs in data science • running hackathons and data dives
• mentoring data science projects across ONS and government.
Today, 8 of the initial 12 research projects are drawing to a close, with excellent feedback from our project partners. Demand is high for research projects. We have a significant backlog to choose from for the next round of projects, all of which are high value in terms of public good impact, and all of which explore new data sources or new data science techniques in a novel way. These projects involve a wide range of stakeholders, and cover all the five themes.","Collaboration and partnerships are key to the success of the Campus. One of the first people to be recruited to the Campus was the Head of Partnerships and Knowledge Transfer. Data science is a new area for ONS, requiring new relationships to be forged. Having a member of the senior leadership team, with the right experience, dedicated to pro-active engagement has been vital in rapidly establishing effective relationships with stakeholders across government, academia, the third sector and the private sector. As a result, Memoranda of Understanding have now been signed with 12 partner institutions, formalising our joint agreement to work together in a mutually beneficial way to promote data science. This has lead to access to new data sources, collaboration with academia on developing the MSc and on PhD projects which will meet the remit of the Campus and ONS, and collaboration and cross-fertilisation of projects and research ideas.","Stakeholders are closely involved in research projects. Stakeholders – which include other government departments, ONS teams, private sector companies and the third sector are invited to suggest initial ideas. A crossdisciplinary brainstorming workshop is then held to refine these ideas into potential projects. Invitees include the policy / question ‘owner’, data experts, subject matter experts and data scientists. The projects are then run in close collaboration with the relevant experts and final users. This multi-disciplinary approach allows Campus data scientists to benefit from subject matter expertise, and stakeholders to benefit from working alongside the Campus on real projects. Some stakeholders are unfamiliar with data science. The Campus addresses this by demonstrating projects and their benefits, and talking through stakeholder challenges to identify where data science can help. This builds the capability of our partners to exploit the opportunities of data science.","In the first 6 months since the formal launch of the Campus, 12 projects have been kicked off, with 8 now nearing completion. These include:
• mapping the urban forest – this is a new requirement for the Natural Capital Account, and prior to this work, there was no UK dataset available. This work will produce a map of the whole of the UK’s urban forest, and a methodology for updating this. The value of urban nature from pollution removal alone was estimated by ONS at over £211 million for 2015. With the addition of other services such as recreation, flood prevention and noise regulation the annual value to the UK economy is likely to be in excess of £1 billion.
• superfast GDP and the automatic classification of the financial sector into granular financial subsectors – these projects address a key economic challenge: how to identify any risk to the UK economy early, to inform financial and monetary policy and potentially mitigate or avoid any future financial crisis. The Bank of England estimated that the last financial crisis cost the UK £7.4 billion. Mitigating this by only 0.01% would save the UK £740 million.
• understanding the gap between falling reported calorie intake and increasing obesity – this will inform health policy on obesity, a key issue for the National Health Service. Public Health England estimated the cost of obesity to the UK economy to be £27 billion per year (2007 estimate)
• a survey question bank – this project has converted pdf survey questionnaires into machine-readable format, and analysed question text to inform the harmonisation of business survey questions and administrative data definitions. This supports ONS’ Data Collection Transformation Programme, increasing efficiency, and reducing burden on survey respondents by identifying administrative data which could replace survey data. Other results and impacts around building capability are described elsewhere in this submission.","The key challenge has been in recruiting a sufficient number of highly-skilled data scientists. Government cannot generally compete with private sector salaries for data scientists. We have been successful in recruitment by emphasizing the public good aspect of our work, and the research freedom.","A number of conditions were required for success:
• commitment from the most senior levels, and inspirational leadership to deliver the Campus objectives
• commitment to a higher risk appetite for innovation, that allows – and indeed encourages – ‘failure’ of (some) projects. This enables the Campus to be truly innovative, rather than focusing only on certain successes
• new infrastructure to support big data storage and analysis
• a significant and protected allocation of learning time for the data scientists, to allow them to remain at the cutting edge of data science.","The Campus is the hub for the UK, and as such would not be replicated in the UK. However, we are sharing our experience in research projects, data science skills and capability building across government – and with some private sector companies, in order to support the development of UK data science capability. In addition, many national statistical institutions (NSIs) are facing a similar challenge to seize the opportunities offered by data science. We have shared our experience with a number of other NSIs across the world, to inform their own capability programs, and to seek collaboration on joint projects. Campus staff are visiting Rwanda and The UN Economic Commission for Africa in September 2017 to scope long term interventions, where the Campus will support the development of data science strategy and capability in Africa.","Establishing a true culture of innovation has been vital for the success of the Campus. The freedom to experiment – not just in research, but in ways of working, with an expectation that some things may not work and will need to be re-evaluated, is challenging to those with an established belief in ‘right first time’. But it is this approach which has allowed the Campus to achieve so much, in such a new area for ONS, in a short space of time. Clearly, the corollary to that is that how things are working needs to be continuously assessed, with a willingness to change if necessary.",,,,,,
9858,"BA Obras (BA Public Works)",https://oecd-opsi.org/innovations/ba-obras-ba-public-works/,,"Government of the Autonomus City of Buenos Aires",Argentina,local,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";i:3;s:9:""transport"";}","BA Obras (BA Public Works)",http://buenosaires.gob.ar/baobras,2017,"BA Obras is a collaborative initiative to open information on public works in the City of Buenos Aires, seeking to increase transparency in the management of public resources. It consists on a portal through which all the residents of the City can track the works in real time; so they can see what works are being done in their neighborhoods, know the dates of start and end of them, and the investment they require, while they can monitor progress.","BA Obras is a website that shows information on almost one thousand public works in a user-friendly way to the neighbor. It is a new way of bonding, being accountable and fostering dialogue channels with neighbors through public works.
The strategic objectives are:
- Bring the information of the public work to the neighbor
- Generate a new form of communication with the neighbor through public works
- Improve the internal management of government information
- Collaborate with other governments in the implementation of open government tools.
BA Obras completely defies the status quo of provision of public work information in the City of Buenos Aires since it now provides a complete and integrated dataset in open format that is periodically updated and can be easily downloaded. At the same time it introduces a “one – stop” site that concentrates all the information about public works that has been disperse. Previously this information was disperse, and public officials and managers in each areas used different standards to collect, update and share the data.
It also includes more than 30 indicators that seek to comply with the highest international standards on data and transparency.
Furthermore, the participatory and collaborative axis of the initiative gives to BA Obras an innovative approach and highlight that open government innovations are not just about technology. Firstly, Buenos Aires neighbors can have access to trustworthy and easy to understand data on public works, explore the projects in detail, and even ask for more information if they need it. Secondly, there is an ongoing process of citizen engagement and collaboration, in which civil society was consulted to provide honest user feedback that enabled adjustments to the platform before it was officially launched. In the following steps, we will use a collaborative design of new indicators.
Also, in 2018 the Government of Buenos Aires developed a strategy of diffusion and presentation of BA Obras in different instances of communication between government areas and neighbours, in order to make it known and explain them how to use it. This allows government to learn about user experience and have feedback, which results in constant website improvements. Moreover, the observatory plays an important part in government accountability and closing the feedback loop of citizen engagement.
Finally the Government of Buenos Aires City has published BA Obras code in Github, so any government can use it and create its own open public infrastructure works website.
The opening of the information made possible through the web BA Obras made its quality improve. On the other hand, it collaborated in the organization of information within the government and helped to improve its quality. On the other, it helped to consolidate a diagnosis regarding the need for a data policy.
BA Obras is more than a website, it's a new way of framing conversation, being accountable and exchanging views with neighbors about public works. It is also an innovative tool to improve the quality of government information for more efficient administration. And it is a way to collaborate with other governments in the development of open government projects.
We hope to build a stronger relationship of trust with citizens. For us, public works is what changes and improves the quality of life of citizens, not only in the short-term but -especially- in the long term. Investment in infrastructure is 23 per cent of our annual budget. Therefore, citizens would benefit from learning that what we do is out there from them to check, compare and learn. It is a way of being accountable.
We hope this citizen-oriented platform also has an impact in terms of how reporting on public works happen at the internal level of government. By adding an additional layer of accountability, we hope the product improves the quality of delivery of commitments made within government. In addition, a better quality of public works data contributes to a more efficient administration and the development of evidence-based public policies.","a:4:{i:0;s:3:""611"";i:1;s:3:""302"";i:2;s:3:""621"";i:3;s:3:""181"";}","The initiative is innovative because it makes available to the neighbors all the information about the public works of the City. It allows navigating the works by neighborhood and by topic of interest; see renders and photos, know in detail the name, type of work, description, location and budget; know what the company in charge is, the number of workers it employs and have information about the hiring process. It has also collaborated with the improvement of internal processes of public administration, and based on the pillar of collaboration, has open source to be easily replicable by other entities.",,,"Within the government, the General Secretariat and International Affairs worked with the Ministry of Urban Development and Transportation, Communication and Communal Management in the development of the website and the political and communicational strategy of the project.
The civil society organizations collaborated by pointing out fields that the platform should have, and co-creating the participatory plan.","Citizens, civil society organizations, companies, academic institutions and data journalists are the users of the platform. They can monitor which works are being done and how they are progressing, and provide feedback on the usability of the platform.
Also the different areas of government improved in several ways: exchanging information, updating their databases, being open to outside feedback, to enrich the innovation and to make it truly useful.","The platform is a dynamic initiative and we are constantly evaluating it using different tools. Some outstanding results so far are:
- The website received more than 136,000 visits.
- It has been presented in more than 70 meetings between the government and citizens, events with civil society and journalists, local governments and international events.
- Increase in the quality of information and transparency of almost 1,000 public works of 11 different government agencies and improvement of the internal management of this information.
- Local governments are working to replicate BA Obras and adapt it to their own context.
In addition, it is worth mentioning that the initiative constitutes a commitment of government of the city over which the head of government is constantly reporting (buenosaires.gob.ar/compromisos), was contemplated in a report of good practices of open government in Iberoamerica carried out by UCCI, and is part of the Third National Open Government Plan.","One of the first hurdles the project had to overcome was the disorganization of the information related to the public works. The data was dispersed in several government areas, and each one had different criteria to classify and manage it.
To break these barriers and modify this situation, first it was important to clearly communicate the Mayor's vision and the goal we would strive to achieve and show which were the gains and incentives for achieving the goal. Secondly, to develop a standardized protocol on how to manage the data, and finally provide constant support and guidance on the “conversion” process.
Another big challenge the project addresses is how to impulse and spread the usability of the platform. The Government assumes different strategies of closeness and citizen participation to encourage its use, keep it updated, receive and apply improvements, and understand and improve the user experience.","The main condition that is necessary for the success of an innovation such as “BA Obras” is political willingness at the highest level of the administration to adopt open government tools and standards. To execute that mandate it is important to designate a person or agency to be the project leader, to coordinate the individual efforts of the agencies and guide them in how to implement the different steps of the process. At the same time, each of the dependencies involved should designate a public work data officer who would be responsible of accomplishing the required standards of data quality and keeping the database updated. Of course, supporting infrastructure and services such as those required to design and launch a web platform would be needed.","The BA Obras code is published in an open format and it is accessible from its website, so other governments can download and replicate it. Furthermore, the City is actively working to make this happen. First of all, it participates in several spaces to share the experience with other governments. But, also, it provides technical assistance and monitoring in order to facilitate and assist the ones that want to replicate the platform in its implementation. Some of the government that are working to replicate it are: Bahía Blanca, Mar del Plata, Olavarría, Vicente López, San Pablo, San Pedro, Ghana, Barcelona, Basque Country, Yakarta and Los Angeles.","1. Have a clear understanding of which is the baseline regarding data availability and management in each area. Do not expect that it will be homogeneous across the government dependencies
2. Do not underestimate the importance of designating a coordinating agency to support and provide guidance to the areas for the collection, management and standardization of information.
3. Open the process to civil society scrutiny in early stages of design and implementation, since this will provide you with very useful feedback about what type of information citizens and private organizations expect to find in these platforms and the use they will give to it.
4. We believe that for civic technology to have an impact and really respond to citizen needs, it must be conceived as a dynamic tool and be accompanied by different dissemination and feedback strategies. It’s important to think on how to improve the impact of civic tech initiatives from the user experience perspective.
5. The infrastructure for planning and monitoring of management is a precondition for the viability of complex open government projects. Although, for example, BA Obras is available in open source and can be replicated free of charge by any city or subnational entity, its implementation requires a minimum level of information -generated periodically, sustained and reliable- without which it is impossible to advance . In other words, the political will to promote open government reforms of medium or high complexity must be accompanied by a series of management tools that are so frequent.
6. The policies of open government require, among other things, great efforts of awareness and cultural change.
7. Open government involves managing public affairs with a focus on the citizen, through the implementation of policies that promote transparency, participation and citizen collaboration to co-create public value. This is one of the most important challenges for the city since there are still many areas where these practices can be strengthened.","BA Obras collaborates in the achievement of the Objectives of the 2030 Agenda, especially in relation to objective 16, which aims to promote inclusive societies for sustainable development and create efficient and responsible institutions, by opening up information to the public and optimizing of information process management. At the same time, it contributes to the implementation of Objective 9 regarding industry, innovation and infrastructure, since it gives an account in an innovative way of the different public works that promote the development of the City.","a:3:{i:0;s:4:""9860"";i:1;s:4:""9861"";i:2;s:4:""9862"";}","a:1:{i:0;s:4:""9857"";}",https://www.youtube.com/watch?v=tV59iH0RxjE&feature=youtu.be,https://www.youtube.com/watch?v=Wqebl0mQ-fg,
9880,"Legado Olímpico Abierto",https://oecd-opsi.org/innovations/legado-olimpico-abierto/,,"Government of the Autonomus City of Buenos Aires",Argentina,local,"a:1:{i:0;s:12:""public_admin"";}","Legado Olímpico Abierto",https://legadoolimpico.buenosaires.gob.ar/,2018,"The Youth Olympic Games Buenos Aires 2018 had as an objective to be organized in an open and transparent manner. As a result, the Olympic Legacy initiative was created to ensure relevant and timely access to information to all local stakeholders in regards to the event and its organization. This platform brought open government tools at the heart of the development of a global sports event. It had a significant impact in terms of promoting open data, higher quality data standards, improved communication around the games and was a useful tool to answer citizen queries.","Global sport events attract thousands of fans and attention worldwide. They are an opportunity to celebrate passion and sport values with athletes from around the globe. However, they also undertake massive budgets. We realized from the beginning of the organization of the Youth Olympics Games Buenos Aires 2018 that big sporting events raised many concerns about corruption and misuse of public funds. This have led to lack of trust from the people to their governments.
As this were the first games fully funded by a public entity, it was highly important to ensure the transparency and accountability of the whole organization process. For this reason, the organization of the Games took a commitment to follow an open and transparent process, as the Youth Olympic Games required the construction of many different infrastructure, like stadium, pools, tracks, apartments, courts.
Olympic Legacy initiative was created to ensure all the neighbors had adequate access to information on all aspects regarding the organization of the Games. The site shows in a simple way, through visualizations and infographics, how many public works were made for the Games infrastructure, all the sports equipment that was acquired for the 32 disciplines that were played and all the social and sport activities.
Legacy is an important part of the Games. On the website, you can find what will happen after the Games with all the public works and the equipment, that is, the social, urban and sport legacy the Games leave for the neighbours of Buenos Aires and specially for the south of the city.
Participative processes were applied on tenders and international standards were adopted for purchases and tenders. The site shows that 90% of the bidding processes were open: they were carried out under the modality of public tender, framework agreement or open minor contracting.
This platform not only brought open government tools to the development of a sport global event, but it was also the first time that a State makes available all the information in open data. The initiative contributed to improve the data quality as it was put on open formats and was centralized on one website. Also, the adoption of international standards ensured the success of the infrastructure development, which was delivered on time.
The impact of this platform was significant inside and outside the government. Having this high-level sporting event organized in an integral and transparent way, and being able to access open data about this organization in a simple and free way, benefits all the residents of Buenos Aires. Through focus groups and qualitative analysis of the media in the period before and after the Games, it was possible to confirm that the public's perception was of a competence of an exemplary organization and without questioning its transparency.
Within the government, it set standards in terms of governance of the infrastructure and in purchases and contracts that can be replicated for the organization of other global events to be developed in the City of Buenos Aires.
While it is true that the development of this initiative was made for a specific event, such as the Olympic Youth Games, this experience can serve as inspiration and a model case in the organization of global events to use open government tools. In future editions of global sporting events or of any kind, a platform as Open Legacy shows that opening information in open formats contributes to the accountability, transparency and integrity of the organization.","a:3:{i:0;s:3:""621"";i:1;s:3:""611"";i:2;s:3:""302"";}","Youth Olympic Games Buenos Aires 2018 were the first games promoting gender equality, the first time they were entirely organized by a government entity and the first time the games were open to the public. Olympic Legacy reaffirms Buenos Aires' commitment to open government and raises international standards regarding transparency in the organization of major sporting events.
To contribute to make the games transparent and accountable the initiative focused on centering all the information to build a institutional memory, and to make it open for anyone to access. In addition, developed a communication product to make the access to relevant data easier, through data visualization and graphic resources so that thousands of data could be easily understandable on an interactive website.",,,"Within the government, the General Secretariat and International Affairs worked with the Ministry of Urban Development and Transportation, the Unit of Special Projects Youth Olympic Games Buenos Aires 2018 (UPEJOL) and the City Housing Institute in the development of the website and the political and communicational strategy of the project.","All Buenos Aires citizens were benefited, since they have access to all the information about the event and can keep their government accountable. It is also a useful tool for social organizations and journalists because they have quality information to assess the transparency and integrity of the games organization. Host cities or countries of upcoming global events can benefit from this experience and its results to making a transparent and accountable event.","The impact of this platform was significant inside and outside the government. Through focus groups and qualitative analysis of the media in the period before and after the Games, it was possible to confirm that the public's perception was of a competence of an exemplary organization and without questioning its transparency. Within the government, it set standards in terms of governance of the investment infrastructure, public procurement and contracts that can be replicated for other global events.","The challenges encountered are related to the collection and unification of all data of the event. Although there was a government agency in charge of the entire organization, there were other agencies that also carried out works, purchases or developed activities related to games, such as sports and school programs.","One of the main conditions that the City of Buenos Aires had to develop was its extensive history with the opening of information and open data, being a pioneer in the region in this subject with the sanction of the Law of Access to Information in 1998.
The city has an open government policy that encourages innovation, openness, collaboration and participation to seek innovative solutions, strengthening alliances between governments and other sectors.
In addition, there was a commitment on the part of the Head of Government to carry forward a successful edition of the Youth Olympic Games that did not present doubts about the transparency and integrity of its organization.","The innovation has not been replicated yet. However, it is a good example for host cities of other global events or upcoming sporting events to take as a model on how to make information about the organization transparent to its citizens. Likewise, open government tools are very useful to ensure a successful organization.
During the 2018 Paris Peace Forum a dataton took place, where one of the topics was the Paris 2024 Summer Olympics. We had the chance to bring Buenos Aires Youth Games experience as a foundation to come up with strategies to think how to make Paris Games´ organization more transparent.","The Youth Olympic Games ended. The athletes returned to their homes and the temporary facilities were dismantled. This is the time when everyone wonders: what was left in the city? To give an answer we created Olympic Legacy, an open government initiative to open the data about the organization to every neighbor of Buenos Aires.
We learn that, in addition to opening data in a file, the effectiveness of creating a platform to facilitate access to that information in a more interactive and creative ways for users. Games have a historical importance when they leave a legacy, when the infrastructure and materials are left for the neighbors and the benefit of the community. The importance of telling stories with the data to empower them with the neighbors of Buenos Aires.
Public information is a fundamental value of democracy, but also the opening of data, it is important to try to bring data to neighbors through the products that facilitate access to information and accountability.",,"a:3:{i:0;s:4:""9885"";i:1;s:4:""9886"";i:2;s:4:""9887"";}",,,https://youtu.be/wrxAsdAcJfY,
9904,"The Client Centric Policy Playbook",https://oecd-opsi.org/innovations/the-client-centric-policy-playbook/,,"Employment and Social Development Canada",Canada,central,"a:2:{i:0;s:10:""employment"";i:1;s:12:""public_admin"";}","The Client Centric Policy Playbook",,2019,"The Client Centric Policy Playbook strengthens the ability to engage clients in the design of program and service policies.
Through extensive engagement with policy experts and employees on-the-ground, the Playbook has brought together innovative best practices, tools and resources for engaging clients.
This solution enhances client experience by giving clients an opportunity to be part of the policy generation process and by ensuring that programs and services are reflective of their needs.","As leaders in service excellence, Employment and Social Development Canada (ESDC) is adopting world-class service delivery models enabled by modern technologies that respond to our clients’ current and emerging needs. However, one of the largest problems for all governments is program and service experiences not meeting expectations because they are not designed and delivered using an outside-in approach.
To employ a client-centric outside-in approach, ESDC has developed and implemented an innovative Service Transformation Plan (STP) designed with clients at the centre of everything. Included in the STP is the Client Centric Policy solution which recognizes that clients deserve programs and services that provide the best experience for them, when and where they need it. In the short-term, the Client Centric Policy solution completed its work in two phases:
Phase 1 tested in-person approaches for engaging clients through a workshop held in June 2018. The objective was to collect information from Youth on how best to engage them on employment. From there, policy consultations were organized in August 2018 to gather more insights on the youth employment journey and to test approaches for receiving feedback from under-represented groups with unique needs, including Indigenous peoples, newcomers, people living in remote areas and people with disabilities. Community organizations were engaged to assist with recruitment and inform the best way of engaging with those groups.
During Phase 2, the team performed a scan of existing best practices for engaging clients in policy generation building on the learning's of Phase 1, both internally within our Department and with other federal departments and externally across other levels of government. The team consulted with departmental policy and engagement experts during one-on-one consultations and through a workshop in order to identify pain points and best practices to be included in a Playbook.
The first draft of the playbook was socialized with policy and engagement experts. Throughout Phase 1 and 2, staff was also engaged through WebEx sessions, blogs and articles, which generated online discussions on ideal approaches.
The second draft of the playbook was also informed by our staff members’ feedback from all across the Department. The Department of Women and Gender Equity also reviewed the draft Playbook using a Gender-Based Analysis+ lens and provided valuable feedback.
All insights were compiled to finalize the Client Centric Policy Playbook, which provides ESDC employees with innovative approaches, tips and best practices, resources and tools for engaging clients in policy development. The Playbook is an ever-growing, evergreen reference tool that will strengthen employees’ efforts across the Department to develop and refine policies in a client-centric manner. This will ultimately help the Department design and deliver programs and services that will consistently meet the needs and expectations of our clients.
Employees will also benefit from our strengthened ability to effectively plan and execute client engagement. The Playbook’s tips, tools, best practices and available resources will save employees time and effort. Providing key considerations and resources will result in a more-in depth knowledge of client groups or segments and will encourage users to consider gender-based approaches to assess how diverse groups of women, men and non-binary people may experience policies, programs and initiatives differently.
By being engaged in the development of the playbook and being given the opportunity to contribute, employees have been taking a major part in developing this innovative solution and helping to achieve our Service vision and goals. Clients will benefit from an enhanced client experience through increased and more effective opportunities to participate in the policy generation process, resulting in programs and services that are more reflective of their needs.
In the future, we envision moving the Playbook to an open space such as the Government of Canada’s internal wiki – Gcpedia - where it can be shared and continue to evolve as a result of use and feedback from other departments, levels of government and academia. We also hope to continue to gather feedback and insights from clients as we continue to test approaches throughout the Department. Our vision is to use the Playbook as a catalyst for meaningful discussion, more collaboration and smart information exchange both within ESDC and beyond.","a:6:{i:0;s:3:""181"";i:1;s:3:""623"";i:2;s:3:""616"";i:3;s:3:""617"";i:4;s:3:""618"";i:5;s:3:""619"";}","Playbook content was developed using a unique and extensive engagement approach. In addition to consulting with policy and engagement experts, the team reached out to all ESDC employees across the country, including those who deliver services directly to clients. Given the large size of the Department (over 25,000 employees), compilation of valuable insights from all parts of the organization is helping to bring greater awareness of unique client needs and existing resources and is creating opportunities for greater collaboration.
By engaging employees directly and leveraging their insightful knowledge, we started a movement that encourages them to take part in developing innovative solutions and helping the organisation to achieve its vision for service and goals.
The Playbook encourages gender-based approaches that will ensure our policies, programs and services benefit everyone in society.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The official iteration of the playbook is being finalized and shared with the entire organization so that it can be used by anyone wanting to apply innovative and client-centric approaches to engaging clients and not only for policy reasons. By virtue of the Playbook being a compilation of best practices and lessons learned, this will help inform the planning and implementation of engagement throughout the department and provide knowledge and examples that can be leveraged and enhanced for future iterations.","During Phase 1, youth and civil society organizations were involved to gain insights on engagement approaches. This contributed directly to the content of the playbook. During Phase 2, policy and other experts within ESDC and other federal departments were consulted for the content. All employees, including those who deliver services directly to the playbook were given an opportunity to review the Playbook and their valuable feedback informed our engagement with clients unique needs.","Clients will benefit through more effective opportunities to participate in policy generation and from policies that better reflect their needs. Officials will benefit from a strengthened ability to plan and execute client engagement thanks to knowledge and innovative best practices from experts on-the-ground. In early stages of promotion, the Playbook has begun to generate considerable interest as potential resource for other government and civil society organizations within Canada and abroad.","Multiple teams are working towards a single goal of designing better services and interactions with client to integrate their feedback into the processes.
We firmly believe that better awareness of the client experience as well as sharing knowledge and best practices among ourselves will bring down organisational siloes and help bring together different perspectives.
We noticed quite a lot of interest from stakeholders on including more innovative and accessible approaches such as crowdsourcing to support agile policy development. We know that our Playbook is part of a much broader organization culture change as people are suggesting similar approaches to tackle more challenges and it is truly inspiring for the future of service.
This is the first iteration of the Playbook and we expect to incorporate new learning's in future iterations as we continue to design and test approaches with clients and gather best practices internally and externally.","It was challenging to try and compile a large volume of information in a concise, easy to follow Playbook that was both useful and appealing to a wide range of policy officials, but it allowed us to reach the full potential of this project.
We took pride in being able to balance broad engagement with tight timelines and limited resources. We prioritized active engagement with departmental officials in light of other competing priorities and busy schedules to ensure we made the best of their time.
While innovation teams seem to have different frameworks and tools, one capability that differentiated success was the ability to experiment, stop, reflect and then modify the course of action based on lessons learned.
Challenges were overcome by taking a client-centric approach to development and implementing creative outside the box thinking to resolve issues.","Leadership is key when it comes to innovation especially in the context of a complex organization as Employment and Social Development Canada.
High-level of engagement with end users to understand their pain points and to ensure that they are part of the solution design and validation was key in the development of this playbook.
Innovation is also a lot of work and continuous efforts. This innovative process was supported by a highly motivated and creative team with varied experience, training and skills to ensure broad thinking to get insights from many perspectives.","While the Playbook is in the early stages of implementation, we received quite a lot of interest from stakeholders. We know that our Playbook is part of a much broader organization culture change as people are suggesting similar approaches to tackle more challenges and it is truly inspiring for the future of service.
We expect that through active promotion, the innovative approaches, tools and best practices will be leveraged throughout the Department and shared externally to other levels of government and civil society organizations. We also expect that this Playbook will generate further discussion and collaboration which will result in additional content for future iterations.","We realized that large organizations such as Employment and Social Development Canada has far more knowledge and expertise than one realizes because we operate in silos. It is imperative to find strategic opportunities to explore what others are doing. Employees have many insights to share and are sometimes overlooked.
Although continuous efforts are made to work more horizontally, it is challenging to share knowledge on a daily basis. Our Playbook exercise acted as a catalyst to promote broad engagement and exchange at all levels of the hierarchy and results on valuable insights gained in a timely manner.",,,"a:1:{i:0;s:5:""11802"";}",,,
9907,"Poverty Reduction Strategy Engagement Process",https://oecd-opsi.org/innovations/poverty-reduction-strategy-engagement-process/,,"Employment and Social Development Canada",Canada,central,"a:1:{i:0;s:13:""Social Policy"";}","Poverty Reduction Strategy Engagement Process",https://esdc-consultations.canada.ca/poverty-reduction-strategy,2017,"Employment and Social Development Canada (ESDC) led the design and implementation of a national poverty reduction strategy public engagement process. We offered Canadians multiple ways to share their views, from public town hall events to online discussions, to a youth contest, to an in-depth research project. The engagement process successfully reached thousands of Canadians in a short time frame on a low budget. The plan is now used as a Government of Canada model for effective civic engagement.","Canada’s size and diversity are its strengths. It is home to world-class cities with over one million people and has many small communities scattered throughout the country, from the coasts of three oceans, to the mountains, prairies, and the remote Arctic region. Our challenge was to undertake a cross-country engagement process to hear from all these Canadians about what they would want to see in a poverty reduction strategy.
Since 2015, the Government of Canada made it a priority to meaningfully include Canadians in the policy development process. One of the Government’s policy commitments was to develop a national poverty reduction strategy. Under the leadership of the Minister of Families, Children and Social Development, Employment and Social Development Canada (ESDC) was the lead department responsible for developing and implementing the poverty reduction strategy.
As ESDC officials, we began by developing a comprehensive public engagement plan that would reach thousands of Canadians in a short period of time (February to September 2017) and on a limited budget. We also had to navigate different governing bodies in Canada, such as provinces and territories, municipalities, and National Indigenous Organizations. Indigenous reconciliation is a Government of Canada priority. ESDC had to meaningfully consult with Indigenous groups and share their views not on their behalf, but in partnership with them and told from their unique perspectives.
In addition to reaching all Canadians from coast to coast, the credibility of poverty reduction engagement would depend on putting people with a lived experience of poverty at the centre of all engagement activities.
In response, we developed a comprehensive, multi-pronged consultation process. We launched an online platform where participants could complete a survey, share their stories, and participate in discussion groups. The online component also included an active social media presence so that participants could take part, for example through Facebook Live, in public engagement events remotely.
The Minister had a significant role. We organized public town hall events and stakeholder roundtables that he hosted in communities across Canada. We also launched an application process and ultimately formed a Ministerial Advisory Committee on Poverty. The Committee brought together 17 leaders from academia, business and service delivery working in the field of poverty reduction, as well as individuals who have experienced poverty first-hand.
We funded National Indigenous Organizations to consult their communities, and share their perspective on poverty which we ultimately included in Opportunity for All, Canada’s First Poverty Reduction Strategy. Our approach to Indigenous engagement was based on co-development, which Indigenous groups have identified as a key means of reconciliation between the Government of Canada and Canada’s Indigenous Peoples. To reach young Canadians, we held a contest where youth could share their innovative ideas to reduce poverty. Youth came up with innovative approaches, through video, interactive presentation, poetry, and artwork to share their ideas to help reduce poverty in Canada. We then invited five finalists to present at a national poverty conference, where stakeholders from government, private sector, and community groups shared their reflections on poverty reduction.
Most importantly, at every step of the way, we ensured that we included people with a lived experience of poverty so their important perspectives could be heard. Two ways in particular that we reached people in poverty were through an in-depth research project and through small scale community conversations.
The Tackling Poverty Together Research Project was undertaken by ESDC and a consulting firm. We conducted extensive case studies with people in six cities across Canada–particularly those with experience of poverty–to closely examine the impact of federal poverty reduction programs locally. People with lived experience of poverty shared their views with us in focus groups and one-on-one interviews, and we ensured they were financially compensated for their time.
We also worked with non-governmental, civil society partners to host small-scale community gatherings. These conversations took place in communities large and small across Canada and our partners helped us recruit people with lived experience of poverty to hear their views. Including civil society groups in the engagement activities helped us forge strong bonds with groups that are on the frontlines of tackling poverty every day across Canada.
Our engagement process ensured that we heard from thousands of Canadians and helped inform a Poverty Reduction Strategy that represents all Canadians. Our engagement approach has since been recognized within the Government of Canada as a model for meaningful involvement of Canadians in the policy development process.","a:9:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""615"";i:5;s:3:""613"";i:6;s:3:""317"";i:7;s:3:""616"";i:8;s:3:""338"";}","The poverty reduction strategy engagement process was innovative because:
• It offered multiple ways for Canadians to participate in the policy development process, in particular reaching Canadians living in poverty.
• It allowed for in-depth consultations with people living in, or with a lived experience of poverty. This was done through small-scale conversations, focus groups, and interviews.
• It generated significant data that has helped other groups in government working on social policy issues understand how their policies and programs could be improved to better serve those living in low income.
• It brought together a wide array of Canadians, from Indigenous groups, to business leaders, to civil society organizations, to Canadians all across the country to share in the same conversation.
The depth and comprehensiveness of our engagement has made our process an innovative model for the Government of Canada to use in the future.","a:1:{i:0;s:9:""diffusing"";}","We continue to share our findings, lessons learned, and best practices with other groups across governments, at the federal, provincial/territorial, and municipal levels. Many of these groups have modelled their own engagement processes after ours.
Our Minister continues to engage Canadians on poverty reduction following the release of the Strategy. We often are tapping into our extensive network of non-governmental partners who are either part of organizing an event for our Minister or would like to share further ideas.
As part of the Poverty Reduction Strategy, we are in the process of forming a National Advisory Council on Poverty. Its mandate will include providing independent advice to the Minister on poverty reduction. They will continue the dialogue with Canadians, and we foresee them using some aspects of our engagement to help reach as many Canadians as possible.","A consulting firm helped design and deliver the Tackling Poverty Project based on our SoW and project outline. Civil society groups helped run small-scale community conversations and recruit people with lived experience of poverty. We partnered with government officials to add inclusiveness and legitimacy to the process. The Prime Minister’s Youth Council helped judge the winners of the poverty reduction youth contest. We worked in partnership with Indigenous groups to capture their views.","Thousands of citizens participated in consultations due to the wide array of opportunities for input. As a proportion of participants, we were successful in over-representing people with lived experience of poverty. We empowered civil society groups by collaborating with them on consultations. Because of these partnerships, government officials and our Minister were connected with people on the ground, in their communities, to hear their views.","Highlights include:
•62 sessions, meetings, roundtables, and town hall events with Indigenous groups, stakeholders, and people with lived experience of poverty;
•Over 5,500 Canadians reached through the Tackling Poverty Together Research Project;
•Over 600 Canadians consulted through 33 conversations in 9 different provinces and territories;
•64 youth contest submissions;
•1,127 email submissions;
•584 completed surveys; and
•199 stories and comments.
Engagement activities, in particular the Tackling Poverty Together Project, led to quantifiable results about what it is like to live in poverty and how the Government of Canada can help.
The engagement process informed action taken in the Poverty Reduction Strategy, such as setting targets, an official poverty line, accountability mechanisms, and introducing poverty reduction legislation to have a lasting impact.","To accommodate the Minister's schedule, some events were organized with short notice. Reaching out and assembling the right participants for these Ministerial roundtables was challenging.
Despite our comprehensive process, some groups of Canadians were more difficult to reach, in particular those living in northern remote communities. Civil society partners helped us tap into their extensive networks yet some provinces were underrepresented.
As the Poverty Reduction Strategy is in the implementation phase, we are still reaching out to Canadians to seek their views on poverty reduction. Events have taken place in some areas of the country that were underrepresented during the formal engagement process.
Going forward, the National Advisory Council on Poverty will have an important role in continuing to reach out to Canadians. We plan to share with them the areas of the country and groups that were underrepresented during formal engagement so that they can reach them.","Undertaking an engagement process in a large and diverse country was not easy. Several steps helped us succeed. An active social media presence informed Canadians of engagement activities and multiple ways to participate. Collaborating with civil society groups helped us reach Canadians, especially those living in poverty, in communities large and small. While the budget was limited, we managed it effectively to hire a consulting firm, compensate people with lived experience of poverty for their time, fund National Indigenous Organizations to consult their members, and host a national poverty conference to conclude the engagement process.
Our Minister asked that there be Government of Canada representation at all engagement events. Being present across Canada lent the engagement process credibility. It reflected the importance of the engagement for the Government of Canada. This was evident in the multiple roundtables and town halls led by our Minister or other supporting Ministers.","After going through the process, we are confident that our engagement plan can be replicated in the future. Our plan is well-documented, and we have maintained records, including lessons learned, to refer to in the future.
We are already seeing other groups within the Government of Canada using aspects of our approach to public engagement. The seniors policy group within our department reached out to us to help them use components of our engagement for a strategy to address elder abuse. The group responsible for Canada’s contribution to the 2030 United Nations Sustainable Development Goals is using our engagement plan as its template.
When we meet with groups like these, we share our plan and provide advice to fine tune the process so it can evolve and be even more successful in the future.","There are several lessons learned from our engagement process. First, a variety of engagement activities is important. We were able to reach so many Canadians because we provided different types of opportunities for participation, such as online, town hall, or community conversations. Multiple channels matter.
Second, engagement must target those most impacted by the policy and make it easy for them to contribute to the process. In this case it was people with a lived experience of poverty. We specifically ensured they were well-represented as a proportion of those who took part in consultations. From the views shared through the Tackling Poverty Together Project, to community conversations, ultimately, the Strategy reflected their voices.
Third, partnerships are important. We simply would not have had the success in reaching so many Canadians if it were not for collaborating with partners. Forging bonds with them before engagement began ensured that they could play an active role throughout. They were often among our best recruiters and advertisers.
Fourth, engagement never really ends. While we conducted our engagement process in a specific time period, we remain in contact with groups who participated. The Minister continues to host events with stakeholders and the public to hear their views. As the Poverty Reduction Strategy is in its implementation phase, continued engagement reflects the Government of Canada’s commitment to include Canadians throughout the entire policy development process.","At its core, government works to serve citizens. To develop successful public policy, citizens must be able to participate in the process. The Poverty Reduction Strategy engagement process allowed Canadians this opportunity.
Qualitative summaries of what we heard during engagement were reflected in a “What We Heard About Poverty So Far” report https://www.canada.ca/en/employment-social-development/programs/poverty-reduction/reports/what-we-heard.html.",,,,,
9927,"Co-development of a Social Innovation and Social Finance Strategy for Canada",https://oecd-opsi.org/innovations/co-development-of-a-social-innovation-and-social-finance-strategy-for-canada/,,"Employment and Social Development Canada",Canada,central,"a:1:{i:0;s:27:""Social and Economic Affairs"";}","Co-development of a Social Innovation and Social Finance Strategy for Canada",https://www.canada.ca/en/employment-social-development/programs/social-innovation-social-finance/strategy.html,2017,"In June 2017 the Government created a Social Innovation and Social Finance Strategy Co-Creation Steering Group (SG) to provide recommendations for a Strategy. Based on a year-long process the SG developed 12 recommendations.
In response, the Government announced the Strategy’s foundational elements in November 2018 including a $50 million Investment and Readiness program to build the capacity of organization to access social finance and a $755 million repayable Social Finance Fund.","In 2015, the Prime Minister mandated the Minister of Families, Children and Social Development and Minister of Employment, Workforce Development and Labour to jointly oversee the development of a Social Innovation and Social Finance Strategy for Canada. Stakeholders and government had been discussing social innovation and social finance for a decade and this clear public commitment signaled the Government’s intention to advance a social innovation and social finance agenda.
The project’s key innovation is the way in which government and stakeholders worked together. Federal departments, led by Employment and Social Development Canada, and reporting to the two Ministers named above, worked to engage external stakeholders. Key to this engagement was creation of a 16 member Steering Group of sector leaders, selected through a transparent public process, to inform and guide policy development in this rapidly emerging public policy space. The engagement approach encouraged broad consultation with key stakeholder networks, and was supported by an inclusive Steering Group selection process which made efforts to balance linguistic, gender, regional representation and experience along with established networks and to ensure minority and Indigenous voices. In an effort to mirror the diversity found throughout Canada, this inclusive engagement approach generated recommendations for an SI/SF Strategy that reflects the interests and preoccupations of various sectors including charities, non-profit organizations, co-operatives, and private businesses advancing a social or environmental mission. This approach served to guide government in its policy development and ensure that a clear snapshot of the state of Canadian social innovation and social finance emerged.
One federal official from Employment and Social Development Canada served as the Steering Group Co-chair, and officials from many federal departments including Innovation, Science and Economic Development, Public Services and Procurement Canada, Privy Council Office, Finance Canada, Canada Revenue Agency, and Indigenous Services Canada took part in the regular Steering Group working sessions.
The goal was the co-creation of meaningful and inclusive recommendations to guide development of policy which reflects diverse views and builds consensus across a range of diverse sectors and stakeholders who do not traditionally work together.
The ongoing co-creation process strengthened the Steering Group understanding of the inner workings of Government and built trust and understanding among participants in the process. In addition, the process itself forged a powerful and enduring Canada-wide network of allies across sectors most of whom had not previously worked together to advance a future vision of Canada. For example, in the Province of Quebec there is the presence of a mature ‘social economy’ which is an important socioeconomic driver supported by more than 7,000 collectively owned and managed organizations that generate approximately $40 billion in revenue and 215,000 jobs. In the rest of Canada the ecosystem is more nascent and not yet formalized.
Major beneficiaries of a national Social Innovation and Social Finance Strategy will include charities, not-for-profits, social purpose businesses, co-operatives, foundations, social entrepreneurs and researchers working with vulnerable Canadians and who have difficulty getting access to capital to advance innovative approaches to tackle social and environmental problems.
In August 2018, the Government published the Steering Group’s report, Inclusive Innovation: New Ideas and New Partnerships for Stronger Communities, which included its 12 final recommendations for government to guide development of a Social Innovation and Social Finance Strategy for Canada.
The first steps in building a Strategy were announced by the federal government in its Fall Economic Statement (2018) – the intention to establish a $50 million investment for social purpose organizations to build their capacity to access social finance capital and a $755 million repayable Social Finance Fund over 10 years to provide access to capital for social purpose organizations. Budget 2019 reaffirmed these investments and directed $50 million of the Social Finance Fund to an Indigenous Growth Fund, and committed to devoting $100 million towards projects that support greater gender equality. The government direction generated a positive response from across the sectors engaged and Canada was publicly hailed as going from “from laggard to leader” in the social innovation and social finance space.
Going forward the Government has signalled an ongoing commitment to co-creation in the implementation of a Social Innovation and Social Finance Strategy.","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""616"";i:3;s:3:""620"";}","The Government advertised widely and held an open call for nominations for SG members, to ensure an open transparent and merit-based process to select 16 external representatives of 189 eligible applicants. Successful applicants were selected from multiple fields.
The effort to have a co-creation process between Government departments and key stakeholders, while more time consuming and more resource intensive, led to better policy advice being prepared for the Government. One federal official served as the SG Co-chair, and officials from many federal departments and agencies took part in the SG working sessions. Officials provided subject-matter expertise and their participation strengthened and demystified the SG's understanding of government policy development and considerations leading to government decisions. Government is now beginning to act on the recommendations; the participation of multiple Government officials throughout the process has increased buy-in across Government.","a:1:{i:0;s:14:""implementation"";}","Currently, the Government of Canada is building an approach to implement a two-year, $50 million grant and contribution program (2019-2021) to partner with organizations in the sector to flow financial support to social purpose organizations (SPOs) to enable them to take part in the social finance market throughout the innovation cycle. Eligible projects include: 1) building technical expertise related to skills such as financial management or tendering and bid writing; 2) impact measurement and knowledge mobilization; 3) emergence and growth of social finance intermediaries; and, 4) early stage innovation.
In addition, the Government committed to implement a $755 million Social Finance Fund in 2020 to provide new, repayable social finance funding to SPOs. The Social Finance Fund will make repayable capital available to newly created and existing funds in the social finance market across Canada, as well as attract new private sector investment to build the social finance sector.","The Steering Group had meetings with government, led more than 60 engagement sessions, two online public consultation processes and engaged over 35 Indigenous organizations. Sessions included charities, non-profit and Indigenous organizations, foundations, co-operatives, social enterprises, unions, umbrella groups and social entrepreneurs.
Each representative brought unique, diverse perspectives which enabled widespread buy-in and ownership of the development of the Strategy recommendations.","Civil society organizations engaged in ongoing discussion with SG members and government to strengthen and broaden a very diverse network of social purpose organizations.
While government gained a more informed and nuanced understanding of the entire social innovation and social finance ecosystem, the bottom up, co-development exercise to create national policy recommendations, in partnership with external leaders, also ensured more ownership and buy-in by the sector to the co-creation process.","In August 2018, the Government of Canada published the Steering Group findings in a report, Inclusive Innovation: New Ideas and New Partnerships for Stronger Communities, which included 12 recommendations for Government to guide development of a Social Innovation and Social Finance (SI/SF) Strategy for Canada.
In its November 21, 2018 Fall Economic Statement (FES), the Government of Canada announced its intention to begin to build the SI/SF Strategy. Responding directly to Steering Group Recommendation #6 to “create a Social Finance Fund to accelerate the development of social finance ecosystems across Canada,” the Government proposed to make available up to $755 million on a cash basis over the next 10 years to establish a Social Finance Fund.
Additionally, the Government proposed to invest $50 million over two years in an Investment and Readiness stream, for social purpose organizations to improve their ability to successfully participate in the social finance market.","More effort to engage in team-building at the outset would have assisted the diverse SG to work well together and build trust to have difficult conversations respectfully.
Multiple streams of work placed increasing demands on SG members’ time over the course of the process, leading to the unequal participation of members in some areas.
Due to cost constraints, five of six in-person meetings were held in Ottawa/Gatineau with only one held outside of the National Capital Region, causing a missed opportunity to have meetings across Canada, underscoring the country’s vast geography and diverse communities.
Some Indigenous political groups said that they were not adequately engaged in the development of the recommendations, despite there being engagement with 35 Indigenous groups and two Indigenous members on the SG.
Going forward, there may be varied understandings around the scope of co-creation; namely, between the co-creation of the recommendations or the co-creation of Strategy.","Steering Group members had to demonstrate leadership to agree upon and endorse 12 Steering Group recommendations to government, some of which were not completely in line with the advice of their networks.
Public servants had to demonstrate leadership by adopting policy advice prepared outside of traditional Government policy circles.
The motivation and commitment of Steering Group members was key. The Steering Group members were selected from a public call for nominations in which individuals had to put their own name forward for consideration, thus favouring selection of highly committed individuals. While travel was paid, there was no remuneration for the Steering Group.
The Government needed to demonstrate its political commitment to the co-creation process and its outcomes.","The co-creation process was the key innovation in development of advice to the Government of Canada. To date, a process of this magnitude has not been replicated.","A lead-in period for the Steering Group is recommended which allows for integration of a well-designed team-building component to enhance the quality of the group process.
There is a need to provide support, including financial support for vulnerable groups to participate in the process. A per diem support to individuals from vulnerable groups to participate would have ensured additional voices were heard in the recommendations development process. Poverty should not be a barrier to participate in engagement.
Ministers need to be engaged as early as possible in the process to ensure ongoing political support for the process and to reduce risk of undue delays.
Engagement with Indigenous leaders was challenging under a community-level Steering Group process, as there was an expectation of a government-to-government dialogue.
Finally, it is recognized that in such a process, greater clarity may be helpful around the specific object of co-creation, namely whether the Steering Group was enacted to provide advice, or whether to co-create the policy per se.","Member biographies
https://www.canada.ca/en/employment-social-development/programs/social-innovation-social-finance/steering-group/member-biographies.html
Case studies prepared to build concrete examples of social innovation and social finance now operating across Canada.
https://www.impactinvestmentforum.com/research-and-resources/sisf-case-studies
Non-government network and website established post-Steering Group mandate to target Government support and action to build a social innovation and social finance strategy
https://sisfs.ca/",,,,https://www.youtube.com/watch?v=aHGwqvYy5AY,
9937,"Using Client Experience Surveys to improve service delivery in Canada",https://oecd-opsi.org/innovations/development-and-implementation-of-a-client-experience-measurement-survey-model-as-part-of-a-specific-client-feedback-strategy/,,"Employment and Social Development Canada",Canada,central,"a:9:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:8:""external"";i:4;s:7:""housing"";i:5;s:11:""information"";i:6;s:12:""public_admin"";i:7;s:7:""science"";i:8;s:18:""Social Development"";}","Using Client Experience Surveys to improve service delivery in Canada ",http://epe.lac-bac.gc.ca/100/200/301/pwgsc-tpsgc/por-ef/employment_social_development_canada/2018/092-16-e/Client_Experience_Survey2017-en.html,2016,"The Client Experience Measurement Survey Model was developed by Employment and Social Development Canada to gather and analyse client feedback to improve service delivery to its clients. Canadians have been able to express their views on government programs and services, which have informed the way programs and services are designed and delivered. The survey allows the tracking of service satisfaction, ease of access, effectiveness of service delivery, and the experience of particular programs and client groups in depth. It provides accurate and reliable data on satisfaction drivers, service improvements, and client groups facing barriers.","The Client Experience (CX) Measurement Survey Model was developed to support management decision-making about the delivery of programs and services delivered to Canadians. The department was missing information on whether client needs were being effectively met in the context of its Service Transformation Plan. The objective of this innovation was to create an approach that, thanks to sound methodologies, would provide ongoing high-quality client data on program and services to support evidence-based business decisions. The survey provided accurate and reliable data on satisfaction drivers, service improvements, and client groups (such as e-vulnerable, Indigenous, people with restrictions, remote and rural clients) facing barriers. With the results of its surveys, the department provided evidence of the client perspective and uses the data for: 1) reporting on corporate, and program and service performance reporting; 2) informing service design at the operational, program, and policy level; and 3) providing evidence regarding the evolution of the service experience as service improvement initiatives are implemented.
The CX Measurement Survey Model will inform another type of survey, the CX Service Channel Surveys, which would provide real-time client data with a view to monitor regularly service delivery performance and gather service insights for the Phone, Web, and In-person service channels. This other type of survey was piloted last year and, considering the positive results received, we are in the process of fully implementing this initiative. The whole department and Canadian citizens benefit from this innovative approach. The Government of Canada is exploring the possibility of implementing this approach or a similar one at a broader scale in the Government of Canada.","a:18:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""211"";i:6;s:3:""217"";i:7;s:3:""623"";i:8;s:3:""305"";i:9;s:3:""615"";i:10;s:3:""612"";i:11;s:3:""613"";i:12;s:3:""317"";i:13;s:3:""616"";i:14;s:3:""617"";i:15;s:3:""618"";i:16;s:3:""354"";i:17;s:3:""373"";}","The CX Measurement Model uses an “outside-in” approach, which has attracted numerous requests from other federal departments and provincial governments to be used, and even from one governmental organizations from France. Our research on the work of other organizations, public and private, has revealed that our departmental customized CX approach is rather unique. One reason for this is that our department delivers a full range of socio-economic programs and manages the most extensive governmental service delivery network in terms of scope and complexity.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Our CX approach/strategy has been successfully implemented since 2017. We are working on our third annual CX Measurement Survey while the CX Channel surveys will be completed in 2019-20. We also have plans to implement surveys focusing on specific issues or business questions during the same period. Thanks to workshops and intense and regular consultations with internal and external stakeholders, we have been sharing strategic information used to improve a number of service delivery initiatives.","We hired a private company that conducted interviews. We consulted with officials internally and externally, involved citizens in focus groups, and made survey results available to the public. We will also provide a venue for clients to express their views in real-time (CX channel surveys).","Government officials have been able to measure and track the impact of their program and service improvement initiatives from the client perspective. Canadians have been able to express their views on government programs and services, which have informed the way programs and services are designed and delivered. Having solid evidence on client (including employers) needs allows governments to better determine investment priorities, which would support a better alignment with citizens’ needs.","The major results obtained to date for the department was that overall 86% of Canadians using our programs and services are satisfied: the more our services are automated (simplified), the more clients were satisfied; and the more complex the program, the lower the satisfaction. Our surveys also indicated that some client groups are at risk (such as persons with disabilities). Future research will focus on the online channel and client groups facing barriers.","It was challenging to design a measurement approach that is broad enough to reliably represent the clientele, while also providing a level of detail that identifies pain points and successes within multiple services that vary in their level of digitization. This was achieved through developing both the annual Client Experience Survey (implemented) to track the results of all changes to the multi-channel end-to-end client experience, and the complementary web, phone and in-person service channel surveys (implementation underway) to provide frequent, detailed client experience data regarding specific interactions within the client experience for ongoing course correction.","Leadership; seek actively support from senior management; qualified and dedicated team players; financial resources; personal values and engagement.","To our knowledge, the innovation has not been replicated yet; however, we have received many requests from various federal and provincial departments, and one governmental organizations from France. We are exploring with other federal departments the possibility that the innovation be replicated across other interested federal departments.","Build, experiment, provide reliable results early on, listen to stakeholders’ needs to provide value and get support along the way, and ensure alignment with governmental priorities.",,"a:1:{i:0;s:4:""9939"";}",,,,
9952,"Indigenous Early Learning and Child Care (IELCC) Framework",https://oecd-opsi.org/innovations/indigenous-early-learning-and-child-care-ielcc-framework/,,"Employment and Social Development ",Canada,central,"a:1:{i:0;s:13:""Social Policy"";}","Indigenous Early Learning and Child Care (IELCC) Framework",https://www.canada.ca/en/employment-social-development/programs/indigenous-early-learning/2018-framework.html,2018,"The Indigenous Early Learning and Child Care (ELCC) Framework is innovative because it represents a promising practice in the development of a comprehensive policy, program and implementation strategy that was co-developed with the Government of Canada and Indigneous peoples. The document recognizes the value of Indigenous-led, culturally-grounded programs and that supports their health and wellbeing, spiritual, social and educational development, and language and culture.","The Government of Canada made it a priority to ensure Canadians had meaningful impact in the policy development process. In 2016, the Government announced that it was time for a renewed collaboration and nation-to-nation relationship with Indigenous Peoples, based on recognition of rights, respect, cooperation and partnership. As such, the Prime Minister asked the Minister of Families, Children and Social Development and the Minister of Indigenous and Northern Affairs to collaborate with Indigenous Peoples in developing an Indigenous ELCC Framework as a first step in identifying the unique needs and priorities of First Nations, Metis and Inuit peoples.
The intent was for the Indigenous ELCC Framework to establish, in policy, a vision for Indigenous ELCC to guide future federal investments and programming. In the spirit of this renewed relationship with Indigenous peoples, Employment and Social Development Canada (ESDC) committed to a process of co-development, collaboration and partnership.
In 2017, ESDC and Indigneous parnters undertook a national engagement process to hear from Indigenous parents, family members, communities, early childhood educators, youth, Elders, experts and leaders about their vision for early learning and child care for Indigenous children and families to build on what is working and improve for the future.
Over 100 engagement activities were conducted across the country by Indigenous organizations and the Government of Canada, reaching over 3,000 First Nations, Inuit and Métis parents, practitioners, leaders, communities, and representative organizations through town halls, regional and national meetings, and online surveys. This collaborative engagement process sought to inform a more comprehensive understanding of existing Indigenous ELCC systems and programs in order to identify their strengths and service gaps, and to articulate a vision that would guide new and meaningful approaches for Indigenous ELCC. The objective of the engagement was to inform a co-developed Framework that reflects the unique needs and priorities of First Nations, Inuit and Métis children and familes to make a genuine difference in the early experiences of Indigneous children.
Throughout the entire engagement process, ESDC demonstrated an ability to build trusting relationships with Indigenous partners, working intensively with them to co-develop the Framework, which ultimately resulted in the release of the Framework by Ministers and Indigenous leaders in fall 2018 and its endorsement by the Government as the guiding document for all federal policy and programs related to Indigenous ELCC. It is a transformative document, co-developed with Indigenous partners, that captures the unique visions of First Nations, Inuit and Métis for ELCC. The Framework lays a path forward towards Indigenous governance and self-determination in alignment with the Government’s broader reconciliation agenda.
In all, our engagement process caputured thousands of voices from coast to coast to coast and ultimately helped inform an Indigenous ELCC Framework that represents the unique needs and priorities of Indigenous peoples. Our engagement approach has since been recognized within the Government of Canada and by indigenous political leaders as a model for meaningful co-development and co-involvement of Indigenous peoples in the policy development process.
Implementation of the Indigenous ELCC Framework has been guided by the principles and priorities identified by Indigenous partners and laid out in the Framework. Guided by the Framework, key implementation milestones to date include: the establishment of joint national/regional partnerships tables, Indigenous-led allocation decisions, Indigenous leadership endorsement of plans and priorities identified; federal mechanisms aligned to support Indigenous priorities; and advancement of approximately $100 million in new investments to Indigenous recipients in 2018-19.","a:5:{i:0;s:3:""181"";i:1;s:3:""615"";i:2;s:3:""317"";i:3;s:3:""616"";i:4;s:3:""338"";}","*It offered multiple ways for Indigenous peoples, organizations and communities to lead in the policy development process, in particular to ensure the unique and complex system of Indigenous ELCC was accurately represented;
*It prioritized in-depth consultations with early childhood educators with experience in Indigenous ELCC. This was done through sessions, events and activities;
*It recognized the distinct cultures and needs of Canada’s First Peoples rather than creating a pan-Indingeous “one-size-fits-all” approach;
*It directly contributed to a transformative policy and program approaches to better align investments and programs to Indigenous needs by enabling Indingeous-led decision-making.
*The collaborative approach with Indigneous Peoples during our engagement has made our process an innovative model for Canada to use in the future. Likewise, it demonstrates moving away from government-centric policy-making and into Indigenous self-determination.","a:1:{i:0;s:20:""developing_proposals"";}","Since the announcement of the ELCC Framework, ESDC has been working in partnership with Indigenous partners to begin to advance the Framework.
This includes formalizing:
o Interim National Partnership Tables formed by distinctions-based group;
o Interim regional allocations developed and supported by resolutions from Indigenous leadership;
o Regional plans developed, identifying short/medium term spending priorities; and,
o Co-developing data, results and evaluation frameworks to ensure progress and satisfy mutual accountabilities (i.e. to Canadian citizens for the Government of Canada and for Indigenous parnters, to their communities).
ESDC is advancing approximately $100 million to communities this fiscal year to enhance Indigenous ELCC programs and services, and strengthen capacity and governance. We continue to share our findings, lessons learned, and best practices with other groups across governments.","ESDC engaged a broad range of voices to develop the Indigenous ELCC Framework that would reflect the unique cultures and priorities of First Nations, Inuit and Métis children and familes across Canada. We wanted to hear from parents, family members, communities, early childhood educators, youth, Elders, experts and leaders about their vision for ELCC for Indigenous children and families so that we could engage on what was working and learn how we could improve.","Extensive engagement included over 100 in-person sessions and online surveys reaching over 3,000 First Nations, Inuit and Metis parents, practitioners, leaders, communities, and organizations. There were also various engagement events and activities that were led by dozens of Indigenous governments and organizations.
With the extensive reach of this engagement process we heard from Indigenous people on the ground, in their communities, on their vision for Indigenous ELCC.","Highlights include:
• Over 100 in-person sessions and online surveys reaching over 3,000 Indigenous Peoples;
• Identified strengths, challenges and opportunities of the complex Indigenous ELCC system, which were reflected in the Framework;
• A greater understanding of Indigenous communities’ needs and priorities for all players in ELCC;
• Validated meaningful principles and goals; and,
• Established priorities for sustainable action in the short, medium and long term.
Engagement activities led to co-development of tangible priorities and goals for Indigenous ELCC, as reflected in the Framework. Priorities included improving coordination of ELCC services, reducing administrative burden and breaking down silos between exisiting federal ELCC programs.
The engagement process informed the Indigenous ELCC Framework, which supports Indigenous self-determination and control over ELCC program design and delivery.","The engagement process undertaken for the Indigenous ELCC Framework identified a range of complexities in the landscape of Indigenous ELCC. This is characterized by a number of policy regimes, programs, and supports across several jurisdictions, with differing benefits and challenges and variable levels of services and participation in different regions and communities. Participants in the engagement sessions spoke of the challenges of offering and accessing reliable, high‑quality ELCC programs and services in a context of unstable or insufficient funding, and lack of continuity or alignment in a patchwork of programs or services offered by many different entities. Participants indicated that for many Indigenous children and families, there is limited availability of, or lack of access to, culturally‑relevant ELCC. Despite our comprehensive process, some groups with valuable input were more difficult to reach, in particular those living in northern remote communities.","Undertaking an engagement process in conjunction with Indigenous Peoples living in or around rural communities was not easy. Several steps helped us succeed. An active internet presence informed Canadians of engagement activities and multiple ways to participate, including an online survey. Indigenous led engagement sessions blostered particaption, as these organizations had established networks.
Success of this initiative is conditional on the continuous acknowledgment of the unique needs and priorities of First Nations, Inuit and Métis children and families. Children need to be supported by a comprehensive and coordinated system of ELCC policies, programs and services that are led by Indigenous peoples, rooted in Indigenous knowledge, cultures and languages, and supported by strong partnerships of holistic, accessible and flexible programming that is inclusive of the needs and aspirations of Indigenous children and families.","Given that our approach to co-development is at the forefront of moving away from government-centric policy-making to Indigenous-led decision-making, we have been approached by other departments, provinces and territories and others for advice and guidance on co-development in this respect.
After completing the process, we are confident that our co-development and innovative engagement plan can be replicated in the future (e.g. data, results and evaluation frameworks). Our plan is well-documented, and we have maintained records, including lessons learned, to refer to in the future.
The goal of the Indigenous ELCC Initiative is to enable greater control and influence by Indigenous peoples over ELCC. The co-development process of the Indigenous ELCC Framework paves the way for self-determination in this area.","There are several lessons learned from our engagement process. It can be noted that having a variety of engagement activities is imperative to sound public policy. We were able to reach so many Canadians because we provided different types of opportunities for participation, such as online, community conversations, in-person sessions, to name a few.
We learned that engagement must target those most impacted by the policy and make it easy for them to contribute to the process. In our case, it was people with a vast understanding of the cultural practices, needs and priorities of Indigenous children and families. We specifically ensured they were well-represented as a proportion of those who took part in engagement. From the views shared through our extensive engagement, ultimately, the Indigenous ELCC Framework reflected their voices.
We would not have had the success in reaching so many Canadians if it were not for our Indigenous partners. Ensuring Indingeous organizations had the necessary capacity supports to lead and shape engagement approaches.
While we conducted our engagement process over a matter of months, we remain in contact with groups who participated as we jointly implement the Framework. As ESDC moves towards the next phase of implementing the Framework, continued engagement reflects our commitment to include Indigenous partners throughout the entire policy development process.","This innovation is at the forefront of moving away from government-centric policy-making to Indigenous-led decision-making. It reaffirms the Government of Canada’s commitment to recognize the importance of collaborative public policy – going beyond superficial input gathering and into a co-developped policy document, done in the spirt of nation-to-nation, government-to-government relations.
For more information, please use the links below:
https://www.canada.ca/en/employment-social-development/programs/indigenous-early-learning.html
https://www.canada.ca/en/employment-social-development/programs/indigenous-early-learning/2018-framework.html",,,,https://www.youtube.com/watch?v=ZGWSYH8UCKE,
9960,"Future Skills: Engaging governments and stakeholders to build a skills development ecosystem",https://oecd-opsi.org/innovations/future-skills-engaging-governments-and-stakeholders-to-build-a-skills-development-ecosystem/,,"Employment and Social Development Canada",Canada,central,"a:3:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:7:""science"";}","Future Skills: Engaging governments and stakeholders to build a skills development ecosystem",https://www.canada.ca/en/employment-social-development/campaigns/future-skills.html,2018,"Future Skills is part of the Government’s plan to build a resilient and confident workforce that reflects Canada rapidly evolving nature of work. It embraces user-centred design principles to inform the adoption of proven practices and evidence on skills development approaches, to ensure that Canada’s policies and programs are prepared to meet Canadians’ changing needs. It was designed in collaboration with provincial and territorial governments, and informed by a large range of stakeholders.","Artificial intelligence, robotics, clean technologies, global competitiveness are just few of the disruptive trends that are changing the way Canadians work. These changes will also impact the way people develop skills and their ability to adapt and take advantage of new opportunities. In Budget 2017, the Government of Canada acknowledged the need for “new approaches to address skills gaps and support lifelong learning throughout Canadians’ working lives” and committed to investing in skills innovation to support skills development and measurement in Canada and to do it in partnerships with provinces and territories, the private sector, educational institutions and not-for profit organizations.
Future Skills results from recommendations made by the multi-sectoral Advisory Council on Economic Growth and the Forum of Labour Market Ministers (FLMM) that is composed of federal, provincial and territorial ministers responsible for labour market issues. In 2018, the Government of Canada announced in 2018 an investment of $225 million over four years, starting in 2018-2019, and $75 million per year thereafter in Future Skills to:
• examine major trends that will have an impact on national and regional economies and workers;
• identify emerging skills that are in demand now and into the future;
• develop, test and evaluate new approaches to skills development; and
• share results across public, private and not-for-profit sectors to support broad access to proven practices across Canada.
In spring 2018, Canada launched open calls for applications for membership to the Council and for proposals to setup and operate the Centre. In February 2019, Canada’s Minister of Employment, Workforce Development and Labour announced related decisions:
• Future Skills Council - Fifteen technical and subject matter experts from Canada’s public, private, labour and not-for-profit sectors form the membership of the Future Skills Council. To ensure that the skills needs of all Canadians are taken into account, the membership is gender-balanced and represents Canada’s social and geographic diversity.
• Future Skills Centre - The research centre will operate at arm’s length from the Government of Canada to fund projects across Canada that develop, test and measure new approaches to skills assessment and development, to build evidence on what works for whom, under what conditions. Half of the Centre’s funding is dedicated to disadvantaged and underrepresented groups, including up to 20% of the funding to address the needs of youth.
Both organizations will engage widely and broadly with stakeholders of the skills development ecosystem to identify trends and priorities, increase collaboration and connection among all stakeholders, leverage expertise, mitigate duplication, increase complementarity with other investments, and promote the adoption of knowledge created to inform future investments. The mobilization of new knowledge and lessons learned is integral to Future Skills and instrumental to transform Canada’s skills development and training opportunities that are more responsive to Canadians’ changing needs.","a:6:{i:0;s:3:""190"";i:1;s:3:""211"";i:2;s:3:""335"";i:3;s:3:""354"";i:4;s:3:""373"";i:5;s:3:""181"";}","Through its extensive consultations and engagement with provinces, territories and stakeholders, Canada has heard that it is critical to include a mechanism that will support the adoption of evidence and lessons learned generated from credible innovation, experimentation and measurement. For this reason, Future Skills has built into its core mechanisms to support knowledge mobilization and the adoption of proven practices into programs and policies.
In addition, a developmental evaluation element is included in the functions of the new Future Skills Centre to provide for ongoing intelligence gathering and continuous improvement. This continuous feedback loop will allow for the Centre to adjust and course correct as it goes forward and succeed in fulfilling the objectives of the program. Canada also planned a year two review of Future Skills to provide for an opportunity to make the changes necessary to support the achievement of the initiative’s objectives and expected results.","a:1:{i:0;s:14:""implementation"";}","Future Skills is currently in the preliminary stage of implementation. The members of the Council and the naming of the consortium partners who will operate the Centre were publicly announced in February 2019. Both the Council and the Centre are initiating their respective efforts with a particular emphasis on wide engagement across Canada.","Future Skills was designed in collaboration with provincial and territorial governments, and in consultation with more than 400 public, private and not-for-profit actors and stakeholders of the skills development ecosystem. In Canada, skills development for the effectiveness and efficiency of the labour market is a responsibility shared among all the governments, therefore the collaboration and partnership of all governments and stakeholders is essential to the success of Future Skills.","By identifying skills and labour market trends and demonstrating what skills development models work for whom and under what conditions, Future Skills will provide governments, employers and training service providers with the tools and information they need to develop skills development and training policies, programs and investments to offer Canadians opportunities that meet Canada’s changing labour market, with a specific on the needs of underrepresented and disadvantaged Canadians.","All components of Future Skills are currently engaging with provincial/territorial governments and with stakeholders to identify skills and labour market trends and research priorities.
The Future Skills Council is expected to provide its first recommendations on national skills development to Canada’s Minister of Employment, Workforce Development and Labour in 2019. In collaboration with stakeholders, the Future Skills Centre will soon initiate research projects (prototyping, testing and measurement of skill development models).
The Future Skills Council, the Future Skills Centre and the Government of Canada’s Future Skills Office will actively engage with all the actors of the skills development ecosystem to support adoption of evidence and proven practices across all sectors – public, private and not for profit. This will result in a skills development ecosystem across Canada that is responsive to Canadians’ evolving needs and future-fit.","A primary challenge has been to communicate effectively how Future Skills is more than a singular program and how it differs from existing programs. This is an initiative built on the recognition that skills development in Canada is decentralized; therefore, it requires the collaboration and mobilization of all actors of the skills development ecosystem. Through distributed leadership and by leveraging the expertise of partners and stakeholders of the skills development ecosystem, Future Skills will help build and strengthen multi-sectoral partnerships. The contribution and participation of provincial/territorial governments, employers, labour, not-for-profits, academia and employment and training service providers in Future Skills activities is a major success factor.","The support and feedback of key actors throughout the design and early implementation phases of Future Skills were instrumental in providing the foundations that would make it successful. Future Skills will have to continue building and nurturing these relationships to meet its objectives.
Future Skills will also have to demonstrate value added from existing efforts focusing on proactively addressing disruption in the emergent space. It will be important for the Future Skills Council to identify pan-Canadian priorities that are actionable; for the Future Skills Centre to produce reliable and credible results; and for the Office to support the adoption of evidence produced into policy and programs. The continuous engagement and mobilization of the labour market and skills development ecosystem is necessary to transform results into actions that will help develop a training system that is inclusive, future-fit and responsive to changing labour market needs.","The Future Skills Centre will develop, test, and measure skills development models. The Centre will replicate practices that will have demonstrated results for Canadians and test them in different contexts and for diverse populations. The Centre will also focus on addressing the needs of groups of the Canadian population underrepresented and disadvantaged in the labour force, including youth, women, Indigenous people, newcomers, racialized groups and populations living in rural and remote communities.
All components of Future Skills will work with partners and stakeholders to promote the adoption of this new evidence including proven practices to inform future policies and program investments by governments, employers, labour, employment and training providers, and other actors across the skills development ecosystem.","A two-year review process will be conducted to allow for an evaluation of the Future Skills initiatives.",,,,https://www.youtube.com/watch?v=Dhh1LWZHkCc,,
9969,"Engaging People with Lived Experience of Poverty to Build and Implement British Columbia’s First Poverty Reduction Strategy",https://oecd-opsi.org/innovations/engaging-people-with-lived-experience-to-build-and-implement-british-columbias-first-poverty-reduction-strategy/,,"Ministry of Social Development and Poverty Reduction, Province of British Columbia",Canada,regional,"a:1:{i:0;s:18:""Social Development"";}","Engaging People with Lived Experience of Poverty to Build and Implement British Columbia’s First Poverty Reduction Strategy",https://www2.gov.bc.ca/gov/content/governments/about-the-bc-government/poverty-reduction-strategy,2019,"In 2016, British Columbia (B.C.) had the second highest poverty rate in Canada but was the only province without a poverty reduction strategy. To inform its first strategy, a new government completed the most extensive poverty engagement to date in Canada, focusing on people with lived experience of poverty.
To address barriers, B.C. used a range of innovative engagement approaches including direct supports for participants, dedicated Indigenous engagement and funding grants to non-profits.","B.C. has had one of the highest poverty rates in Canada for decades and the second highest poverty rate in Canada in 2016, with 12% of the population living in poverty in 2016 according to Canada’s Official Poverty Line. This represents 557,000 people including 99,000 children.
Despite these rates, BC was the only province in Canada that had not developed a poverty reduction strategy. This started to change in 2017 with the election of a new government with a key commitment to develop a strategy with legislated targets and timelines.
To inform B.C.’s first poverty reduction strategy, an extensive engagement took place from October 2017-March 2018. The goal was to ensure that government heard from diverse populations throughout the province, with a particular focus on people living in poverty who had never been consulted on the issues facing them or what solutions are needed.
Government recognized that people in poverty have significant socio-economic barriers to participating in traditional engagement processes. These include geographic barriers, with people living in rural and remote communities; financial barriers, such as the cost to purchase a bus ticket or food costs when away from home; physical barriers, such as mobility issues; and social barriers, as people can feel stigmatized or discriminated against in their communities for being poor. The goal of the engagement was to address these barriers to the greatest extent possible to ensure that the strategy was informed by those most affected by poverty.
B.C. undertook a range of innovative approaches to achieve this goal. Government appointed an external advisory forum on poverty reduction, which included people with lived experience of poverty. This Forum co-designed the engagement, and their feedback influenced major elements, including changing complex questions originally posed to simply: “what issues are facing you and/or people living in poverty in your community?”; and, “what solutions could help make a difference?”
The Province hosted 28 community meetings, all attended by Cabinet members. Key innovative approaches of the meetings included:
• Community outreach to homeless shelters and non-profit organizations to encourage attendance
• A warm meal at each meeting, along with containers for leftovers
• A $20 participation stipend for participants who self-identified as living in poverty
• Community facilitators who supported the conversations, making sure everyone’s voice was heard
• On-site mental health and harm reduction support workers
• Secure storage for people who were homeless’ belongings
• Other accommodations to support participation including bus tickets, taxi fares, and child care
While in communities, Cabinet members met with local government representatives, business and community leaders.
The Forum also recommended government provide grants to non-profit organizations to support 100 small group discussions with groups facing poverty-related barriers or who lived in rural and remote communities. This was an overwhelming success with a 100 percent feedback return rate.
To respect B.C.’s commitment to reconciliation with Indigenous Peoples, B.C. collaborated with Indigenous organizations to create a dedicated Indigenous engagement process. In discussions, Indigenous leaders advised that engagement in their communities should be self-determined. To meet this request, funding was provided directly to three Indigenous organizations in B.C. to host their own community meetings and provide feedback in a format that worked best for their community. The Indigenous engagement process included meetings with First Nations leadership organizations in B.C., grants for community meetings in rural and remote Indigenous communities, and separate Indigenous (First Nations and Metis) consultations.
Other more traditional engagement processes were also in place, such as an engagement website for feedback and a voicemail system. In total, over 8,500 people participated, with 60 percent of people self-identifying as having lived experience of poverty. An overview of the engagement is captured in a public consultation report, “What We Heard about Poverty in B.C.”
The B.C. government greatly benefited from the engagement. In November 2018, the B.C. Legislature unanimously passed the Poverty Reduction Strategy Act, which includes a goal to reduce the poverty rate by 25 percent for all people in poverty and 50 percent for children by 2024. The strategy, TogetherBC, was released on March 18, 2019, and outlines a cross-government approach to achieving the targets. The Act also commits government to engage people with lived experience of poverty in the implementation of the strategy through an Advisory Committee, and to hold an engagement each time the strategy is reviewed/updated, at least every 5 years, so it continues to be informed by the experiences of people in poverty, regardless of the government of the day.","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""615"";i:3;s:3:""616"";}","This project was innovative because of the extensive engagement focused on the voices of people in poverty. By enabling multiple engagement streams, learning from the community, and adapting strategies, B.C.’s engagement became the most extensive poverty consultation to date in Canada, according to national advocacy groups. This leadership is also recognized by other Canadian provinces who have reached out to B.C. to inform their own public engagements.
There have also been requests from within the B.C. government to inform future provincial engagements. Most approaches had never been tried before including providing extensive supports at community meetings, appointing people with lived experience of poverty to Minister advisory committees and providing funding to Indigenous communities and non-profit organizations to self-convene. The dedicated Indigenous engagement is of particular interest, as B.C. works to implement its commitment to reconciliation with Indigenous Peoples.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The status of the innovation depends on the focus. The focus of this submission is the engagement process leading up to the strategy which concluded in March 2018. Other areas of the B.C. government and other jurisdictions in Canada are currently learning from this innovation and applying it to their work.
TogetherBC, was released on March 18, 2019, and is currently in implementation. Built on the principles of Affordability, Opportunity, Reconciliation, and Social Inclusion, the strategy focuses on six priority areas:
• Affordable housing
• Supporting families, children and youth
• Expanding access to education and training
• More opportunities, more jobs
• Improving income supports
• Investing in social inclusion
The B.C. government will invest approximately $4 billion over the next three years to support the strategy including housing and childcare investments, a new Child Opportunity Benefit, income and disability assistance rate increases, and minimum wage increases.","There were many collaborations and partnerships that led to the innovative engagement process. Key collaborators included the Minister’s Advisory Forum on Poverty Reduction which brought together poverty advocates and experts as well as people living in poverty to provide advice and guidance on the engagement process. Indigenous organizations were also key collaborators: the First Nations Leadership Council, Metis Nation B.C, and the B.C. Association of Aboriginal Friendship Centres.","The B.C. government was a key beneficiary of the innovation, learning from first-hand experiences of people in poverty in communities across B.C. People in poverty, including children, will also benefit as policies are developed to help break the cycle of poverty in B.C. Many participants stated that this was the first time they were directly asked what issues they and their communities are facing and what solutions could make a difference.","The poverty reduction engagement supported and led to significant contributions to support B.C.’s goal to reduce the poverty rate by 25 percent for all persons living in poverty and 50 percent for children by 2024. As outlined in TogetherBC: B.C.’s First Poverty Reduction Strategy, B.C. has increased income and disability assistance rates by $1,800 per year, made historic investments in housing and child care, cut Medical Services Plan premiums by 50% with a commitment to fully eliminate by 2021, increased the minimum wage with a commitment to raise the minimum wage to $15.20 by 2021, eliminated interest on B.C. student loans, implemented a revenue-sharing agreement for First Nations communities, and announced a new Child Opportunity Benefit starting in October 2020, to provide families with financial relief.","Each phase of the engagement had challenges, but its iterative nature made it possible to address them. Outreach to target populations was a challenge when planning community meetings, given the multiple barriers participants face. In response, organizers went to homeless shelters and other organizations upon arrival in communities to spread the word. After some participants had a difficult time sharing their stories at the first meeting, mental health supports were provided at subsequent meetings.
Despite best efforts, it remained challenging to reach diverse populations. Realizing many groups could not attend meetings due to poverty-related barriers, on the advice of the Minister’s Forum, B.C. government offered 100 grants for non-profits to convene their own sessions with vulnerable groups: seniors, the working poor, single mothers, LGBTQ2S+, people who are homeless, among others. Similarly, B.C. government offered funding for meetings in remote First Nations villages.","Several factors led to success. Government leadership was a key factor, with the Minister and Parliamentary Secretary responsible for poverty reduction showing a strong presence, meeting with leaders and hosting community roundtables alongside attending community meetings. Throughout the engagement, the Minister also shared his own experiences growing up in poverty (see linked video). This enabled him to connect with participants and reinforced the message that government was listening to people’s concerns and was going to take action.
Collaboration with Indigenous leaders during the development of the engagement and government’s willingness to provide autonomy to Indigenous communities to host their own poverty reduction community meetings was also a key condition for success. The engagement was also sufficiently resourced, including a budget to provide participant stipends and a range of supports, in recognition that people in poverty have additional barriers to participate.","The success of the engagement led to a legislative commitment in the Poverty Reduction Strategy Act to consult with key groups of vulnerable populations each time the strategy is updated (at least every five years) and to ensure the consultations are undertaken in a manner that fulfils B.C.’s commitment to reconciliation with Indigenous Peoples. The Act also requires the minister to establish an ongoing Advisory Committee, that includes people with lived experience, to advise the minister on matters relating to poverty and prevention.
The feedback received during the engagement process significantly influenced B.C.’s first poverty reduction strategy, TogetherBC, including the principles, action areas and investments. The engagement results will continue to inform future poverty reduction efforts, which will be outlined in annual public reports (another legislative requirement).","The B.C. government’s multi-faceted engagement strategy allowed B.C. to capture the many voices of people in poverty. People’s experiences of poverty are personal, and it’s critical to listen and learn from these experiences to better understand the complex issues that can create a cycle of poverty.
The success of this engagement would not have been possible without flexibility and adaptation. Listening and responding to the feedback and guidance from key collaborators, partners, and participants, specifically people with lived experience of poverty, was key to the success of the project.
Many changes were made along the way. Rather than providing an extensive discussion guide to participants that shared policy-driven questions, B.C. simplified the questions posed in the engagement to two-parts:
1. What issues are facing you and/or people living in poverty in your community?
2. What solutions could help make a difference?
These simple questions were innovative in themselves, as they did not lead people to answer in a certain way. Instead, they were able to share their personal experiences and discuss the broad circumstances that lead people into poverty and continue the cycle. Participants, particularly those in Indigenous communities, said this was the first time the B.C. government had ever asked them these questions.",,"a:1:{i:0;s:5:""10016"";}","a:3:{i:0;s:4:""9981"";i:1;s:5:""10017"";i:2;s:5:""10018"";}",,https://youtu.be/OxHO3czUoGY,
10192,"Digital tools to monitor and predict risks in auditing Ukraine’s revolutionary online public procurement system.",https://oecd-opsi.org/innovations/digital-tools-to-monitor-and-predict-risks-in-auditing-ukraines-revolutionary-online-public-procurement-system/,,"European Bank for Reconstruction and Development (EBRD)",Ukraine,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:30:""Multi-lateral Development Bank"";}","Digital tools to monitor and predict risks in auditing Ukraine’s revolutionary online public procurement system. ",https://prozorro.gov.ua/en,2018,"Ukraine is transforming its public procurement system to bring public procurement into the open, so citizens get a better deal and government runs smoothly. EBRD has supported the Ukrainian government to develop a new legal framework, and to develop cutting edge tools which can process vast amounts of procurement data in real time. State auditors can now quickly & pre-emptively spot risks or inefficiencies in the system and address them. It is the first innovation of this kind in the world.","Ukraine’s annual public procurement budget is worth up to US$20 billion. How it is spent has a massive effect on its people – it determines what medicines they can access, what schoolbooks they read, and how easy it is to travel.
Following decades of secrecy and corruption, the revolution of 2014 created the conditions to overhaul the public procurement system for goods, works and services. The intention was to give taxpayers a better deal and make government more effective and trusted.
To achieve this a new legal framework and cutting-edge tools were needed, built on the principles of open government and open data. EBRD has worked with the Ukrainian government, civil society and businesses to develop both. This has allowed the country to leap ahead of the rest of the world in how it manages procurement.
First, EBRD led a collaboration of government, civil society and businesses in building a cutting-edge digital system called Prozorro, which means “transparency” in Ukrainian. Built on the Open Contracting Data Standard (OCDS), this system can manage the entire public procurement process systematically, efficiently and transparently. Key to its potential is the ability of auditors to use the data to detect risks and inefficiencies early before they become problems.
During a successful pilot phase, the system saw excellent uptake and generated vast amounts of data. When processed effectively in real time, these data enable auditors to proactively anticipate risks, react quickly when abuses or abnormalities are detected, and flag gaps and inefficiencies in the system for future improvement.
Initially, it was assumed that civil society would process this data, but it was soon obvious they lacked the resources, skills or capacity. Data that could be fed back into the system to flag risks and make it more efficient and transparent was not being processed, which significantly hampered its effectiveness.
So, the EBRD team behind Prozorro again worked with the Ukrainian government to first develop the legal basis for a system of indicators to flag these risks early and mitigate them. They then developed tools that could deliver this, combining cutting edge business intelligence technologies with real-time risk analysis techniques.
The Prozorro system is unique in drawing information from existing commercial platforms into a single central repository. So, the auditing system needs to be able to plug data from lots of different platforms into a singular system and detect and flag risks across a constantly changing data set.
A critical part of the reform was to create an independent body responsible for picking up previously unknown risks identified by the new analytical tools, flagging them to auditors and identifying ways the system could be improved.
These innovations will have benefits right the way through Ukrainian society. It is designed for use by government officials who use it to ensure the government tendering service is fair and efficient. It allows them to do things in minutes that would take their peers in other countries days, and to ensure they are enforcing the principles of open contracting now enshrined in Ukraine’s law.
These changes make it much harder for the procurement process to be abused, and easier for civil society to monitor and support it. It allows policymakers to show they are building a healthy, inclusive economy which rewards innovation and quality of service effectively. And it brings new companies and workers into the economy by reducing biases and other barriers to entry. The ultimate beneficiary is the Ukrainian citizen, who gets better products and services from companies equipped to the do the job, at the lowest possible price.
The process has been built with the future firmly in mind. Still in its pilot phase, the platform has been built using data-driven analytical tools which highlight instances of risk in procurement, and feed back into these principles and inform them for future.
All data on suppliers and previous tenders will be online and made easily accessible to the authorities. Any risks or issues with a specific company will be logged in the system for future reference. Data can be analysed to detect common problems across the whole procurement system, and any changes needed for future. This means it can be constantly improved and refined to deliver the best possible service for the people of Ukraine.
The innovation’s ground-breaking approach and early success has implications for state procurement all over the world, and the open government movement in general. It conforms with the OCDS, meaning the same principles and approach can be applied anywhere in the world.
The project is currently under review by the OECD Auditors Alliance, and a version of the project will be piloted in the Kyrgyz Republic from June – December 2019.",,"Monitoring of public procurement is usually manual, making it hugely susceptible to manipulation, corruption and inefficiency. Because it works with open data, Prozorro can help consign such problems to the past. EBRD developed a set of algorithms that analyse open data from procurement processes submitted online and automatically flag risks to the enforcement agencies as soon as they occur. Because these risks are processed by an automated platform, rather than by humans the system is incorruptible.
This makes it much more effective in preventing risks and provides a solid knowledge base with which to further improve the system. Auditors can do their jobs more effectively on a day to day basis, and can also step back to look across the whole public procurement system and identify patterns in how and where risks emerge. This data can then be fed back into the system to further improve the automated risk indicators. This is the first innovation of this kind in the world.",,,"The State Audit Service of Ukraine helped design the ex-ante monitoring methodology and now use it for monitoring procurement.
The State Procurement Agency developed automated monitoring tools which flag risks in procurement processes to auditors. The Ministry of Economic Development & Trade is ultimately responsible for implementing procurement reform. They set the rules of the system. CSOs including Open Contracting Partnership and Transparency International gave insights into the problem.","The SAS uses the tool to monitor public procurement, to flag risks it should be addressing in its efforts to ensure Ukraine’s new laws on transparency in procurement are enforced
The Ministry of Economic Development and Trade sees the benefit of the tool is as part of its drive to transform how taxpayer money is spent on goods and services.
Civil society organisations analyse the data to improve the accountability of government officials for public procurement.","The ex-ante monitoring system has 27 unique algorithms and 35 automated risk indicators, which allows officials to track and monitor procurement transactions in real time e.g. if tender documentation has been uploaded incorrectly, or deadlines have been missed, the system flags this up for potential investigation.
A second type points to the likelihood of a given risk so that auditors know what to look out for. Examples include disqualifying all but one bidder from a process or awarding it to someone with no experience. When the system picks this up, auditors can then follow up to understand why.
15% of transactions are flagged as risky each week, while 9% are reported to officials as requiring immediate attention. This makes the monitoring process quicker and more effective in stopping abuses. EBRD is also helping policy development and proposed monitoring methodology informed the development of Ukraine government’s new law on public procurement monitoring passed in 2017.","The project involved designing something that has not been done before, anywhere in the world. Furthermore, the whole Prozorro system which this tool is designed to monitor is still very new in Ukraine. This meant challenges appeared and evolved fast.","The integrity of the system relies on auditors having a shared understanding and approach to risk management. It is therefore essential that all officials are trained to the same standard and are attuned to risk. At the beginning the system flagged credible risks which had no precedent under the old manual system. So patterns identified in the data were used to show that these were genuine risks and push for them to be included in the development of new laws.
The effectiveness of the Prozorro system as a whole needs to be regularly assessed, to enable the monitoring tool to detect new and emerging risks. The government should introduce policy to make this happen.
The quality of the open data that the tool uses is critical to the functioning of the whole system. Ukraine needs to keep investing in supporting officials and companies to ensure they know how to enter quality data into the system.","The tool is designed to work for any public procurement system that supports the open contracting data standard (OCDS) format.
All the risk parameters are adjustable and can be tailored to suit the auditing needs of any public procurement system.
The system is constantly being improved as more data is gathered on its effectiveness, problems are ironed out and new opportunities for reform spotted.
Providing they are implemented properly, the automated indicators are incorruptible and provide results of the highest integrity, because there is no room for human interference.
The tool can be developed further, as it is easy to add new algorithms and integrate additional data sources.
A pilot of the tool will be tested to audit online public procurement in the Kyrgyz Republic.","People: A sophisticated risk assessment framework drawn from state-of-the-art business intelligence techniques underpins the system. Principal stakeholders were not familiar with these principles and initially struggled to apply them to their work.
During the implementation phase we worked to introduce the principal stakeholders to basic risk management concepts. This has seen some success, but further capacity building is required.
Users need to be trained in risk management concepts before using them. Time is needed to develop a shared understanding of likely risks within a specific public procurement process.
Process: Embedding an automated risk-based monitoring approach to an entire procurement system is a complex task.
The procurement process faces a range of risks including errors, irregularities, fraud, corruption and inefficiency. The sources of risk also vary widely, from the type of procedure, contracting authority, region, market or supplier.
We took pragmatic decisions to group risks into a representative set of indicators for the pilot. This was reductive, so it was critical to keep feeding data back into the system to refine these categories.
It is important to account for the fluid nature of risks in public procurement monitoring, and ensure data is analysed to detect those risks.
Technologies: Data quality is vital to the effectiveness of any automated tool for monitoring risk.
The lack of shared understanding among users of the type of risks encountered and the ways in which the data should be entered limited the range of automated indicators which could be developed for this procurement process.
The data produced was also uneven in quality because the underlying systems were not set up to deliver systematic data – much of the old system relied on free text fields, for example.
Data quality management and training should be provided for all system users and sources open data generated by open governance projects.",,"a:1:{i:0;s:5:""10173"";}","a:2:{i:0;s:5:""10199"";i:1;s:5:""10211"";}",,,
10194,"MTender digital procurement system – Moldova",https://oecd-opsi.org/innovations/mtender-digital-procurement-system-moldova/,,"European Bank for Reconstruction and Development (EBRD)",Moldova,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:30:""Multi-lateral Development Bank"";}","MTender digital procurement system – Moldova",https://mtender.gov.md/en/,2017,"MTender is a revolutionary tool which will transform the way public funds are spent in Moldova, a country with a long history of corruption.
The world’s first fully digital public procurement system, MTender uses open data to manage every element of the public contracting system. This enables officials to do their jobs better, citizens to hold the government to account, taxpayers to get a better deal, and businesses to compete on a level playing field.","Moldova has been trying to reform its public procurement system for over 20 years. This would make government more efficient, ensure taxpayers get value for money, reward businesses that want fair competition and foster innovation. It would also help tackle the corruption and cronyism in the procurement sector which costs Moldovan citizens up to US $183m each year. EBRD has supported the Ministry of Finance throughout this process. Drawing on its expertise in business intelligence, the bank has developed world’s first fully digital public procurement system, which was introduced in 2017. It should allow the country to leap ahead of others in ensuring public funds are spent wisely and accounted for properly.
Building on the success of the Prozorro system in Ukraine, MTender is designed to make the awarding of public contracts more open, efficient and accountable at every stage of the process. It uses open, clearly structured data that enables better processing, accounting and auditing throughout the procurement cycle. It was jointly developed by civil society, government, business and IT companies, and has now been made available to all key central government ministries. The service is free of charge to all public sector and commercial buyers in Moldova.
At present:
14067 electronic tenders are advertised on the system; 2195 electronic tenders are being processed;6209 contracts have been generated, signed and made publicly available via MTender;1170 public sector and commercial buyers are actively using MTender to procure goods; 2430 suppliers are openly bidding for contracts on MTender.
It will soon be rolled out across government, and is already delivering a range of benefits:
1.For government and citizens:
It uses internationally approved data standards to make government processes much more efficient & has adopted the Open Contracting Data Standard (OCDS) as a starting principle, allowing users in any government department to extract consistent, reliable and machine readable data directly from public procurement transactions. Data can then be interrogated and re-purposed by other government departments, businesses and civil society. Officials managing and auditing the procurement system can perform tasks in minutes that take their peers in other economies several days. Public sector and commercial buyers have saved over US 1m using electronic bidding.
It reduces corruption and builds trust in government institutions and officials. MTender means all public tenders are accessible online, and every public procurement decision is openly published in real time. Auditors can monitor and counteract risks and inefficiencies in the system in real time. Citizens can monitor who gets a contract, what they paid for it, what connections they have, and whether they are suitable for the job.
It helps public and private sector collaborate and share costs. MTender is a community of stakeholders – it enables business, civil society and government to work together to deliver quality public services to the people of Moldova. The government shares administrative costs with commercial platform operators and charges a single flat transaction fee for users.
It uses Open Source technology to reduce costs and improve efficiency. The application of Open Source principles in building the government’s central procurement database and the web portal of the MTender reduced the cost of the system by an estimated 30 per cent, and prevented the Ministry of Finance being locked into a single IT provider.
2. For business
It increases competition and innovation. By making all public tenders available online, MTender removes all barriers to companies except their suitability to do the job. This creates opportunities for SMEs and encourages them to innovate. This means Moldovan citizens get better companies to deliver key public services like education, transport and health care.
It encourages foreign investment. By creating a level playing field for businesses to operate, MTender encourages foreign direct investment and a transition to a thriving market economy. The more investors see the benefits MTender brings in terms of transparency and accountability, the more confidence they will have to invest more.
It’s inclusive. Creating more open markets for public contracts drives economic growth and opens up new opportunities for groups who are poorly represented within established economic structures and systems, like women. This creates more opportunities and brings more potential employees, leaders and ideas into the market for public contracts. It fosters inclusion, innovation and sustainable economic growth.
With a clear plan in place to roll this out across government, the early payoffs should increase exponentially. Government can deliver substantive reforms for its own people and show the rest of the world what is possible in applying open government principles to public contracting processes.",,"MTender is the most comprehensive system of its kind anywhere in the world. It builds on the success of the Prozorro system in Ukraine, in which EBRD was also instrumental, but goes much further. Every element of the public procurement system – from planning to payment – can be managed within the system, using open, structured data. The system has been designed in consultation with the private and public sector, resulting in a hybrid system which draws on the best existing commercial platforms in Moldova, but houses and manages the data in a central government repository.
This enables government officials responsible for procurement processes to do their jobs much more quickly, and to get a snapshot of activity across the entire system to spot new risks or opportunities. This means Moldova’s government can deliver substantial concrete benefits for its own people and show the rest of the world what is possible in applying open government principles to public contracting processes.",,,"EBRD designed and managed the project, drawing on its knowledge of international business best practice and experience in Ukraine.
The Ministry of Finance changed the laws and delivered training for government agencies using the new system.
Private sector companies fed their understanding of delivering IT projects and submitting bids to government in Moldova into the system design.
Civil society provided insights into how citizens could use MTender to hold government to account.","Public officials can show taxpayers they are getting value for money. They save huge amounts of time and can manage risks proactively using automated tools.National companies face fewer barriers to entry, especially SMEs .
International businesses have a level playing field to operate within, while foreign investors have more confidence to invest in an open, thriving market economy. Civil society can monitor government spending and hold officials to account. This builds trust in the state.","Moldova’s state-of-the-art digital procurement system works for both public and private sector needs. Anybody can access the platform and check what contracts are being done by whom with public funds. Still in its pilot phase, the project has already delivered tangible benefits which are listed in the overview section.
Private companies and banks can now show that they are operating transparently in a level playing field. This helps to create a more open market with more women and small businesses in it, and drive up investment. Citizens are already using the system to question why a government department has made specific purchases.
With a plan now in place to embed and standardise the system across government, these early payoffs should increase exponentially. All procurement information will be available from planning to payments. The data for all previous transactions and companies will be searchable, so risks can be detected quickly and any inefficiencies weeded out.","The project grew out of a sustained period of corruption and bad governance in Moldova. Administrative systems on which this tool was built had been neglected or abused. EBRD worked closely with reformist officials to ensure continued buy in, and to identify capacity building and training needs. The new government is being lobbied to ensure continued support for the reforms during this critical next phase.
There were practical challenges too. In many remote areas where the goods and services are destined technological infrastructure and computer literacy are both low. A series of training programmes was delivered to ensure usable data was generated.
This had never been done before. Globally, public procurement is still done using paper or analogue systems. Transitioning to a digital system was a huge challenge with unforeseen complications. These were addressed in consultation with public and private sector stakeholders","A project of this kind needs both the right regulatory framework and the best possible tools. It takes sustained political will and financial investment from government decision makers.
It is critical to ensure that all stakeholders are genuinely consulted and engaged. MTender’s success is rooted in cross-sector collaboration. This means the system works for both public and private sector. Establishing and maintaining this common ground takes time and specific skills. Dedicated project managers with experience managing such projects are essential, and they need to be given time to do their jobs.
Similarly, adapting open-source tools and business intelligence tools to a specific context takes time and expertise. People skilled in IT implementation and adoption in low-tech environments are needed, who can adapt principles so they work in practice.
Technological innovation on this scale needs time to adapt and evolve. Contingency time should be planned in for this.","MTender is designed to work for any public procurement system that supports the Open Contracting Data Standard (OCDS).
It is constantly being improved as more data is gathered on its effectiveness and problems ironed out or new opportunities for reform spotted.
Using OCDS to design and build new digital procurement tools helps other governments understand the potential value open data can offer in public procurement.
This is helping to drive interest in designing similar systems to help governments show their taxpayers how they are spending their money. EBRD is currently working on similar systems in Belarus & the Kyrgyz Republic.
This will in turn improve the quality, quantity and usability of procurement data across the board, as governments see what is possible and adopt systems that wherever possible use open data rather than documents. This raises standards and expectations internationally, helping to cement a norm of openness as default best practice.","It is critically important to understand both the practical, technical requirements for a project like this and the underlying social and economic conditions needed for change. The tools are vital, but only useful if people know how to use them.
The hidden costs of the project were difficult to estimate at almost every stage of the project. We would strongly urge anyone implementing a project like this to invest in understanding the training and user adoption needs before beginning the design. It would also be wise to include significant contingencies in the timeline and budget for unforeseen challenges and costs.
Related to this is the challenge of securing data that will work in a digital system from an environment that is often remote and entirely analogue. The end users or beneficiaries of this system – whether they are officials in the auditing department or people responsible for buying school and hospital materials – need to be trained in how to use the system, and incentivised to do so. This means being clear about the benefits the system will bring.",,,"a:2:{i:0;s:5:""10317"";i:1;s:5:""10211"";}",,https://mtender.gov.md,
10265,"Community Connects",https://oecd-opsi.org/innovations/community-connects/,,"Common Good Solutions",Canada,local,"a:1:{i:0;s:30:""Community Economic Development"";}","Community Connects ",http://https://www.mycommunityconnects.ca/,2018,"Community Connects is a pilot project that came out of the Transportation Innovation Lab. Problem/Opportunity: Cape Breton Regional Municipality (CBRM) is a region with high levels of poverty and unemployment. Innovation: Taxi service, doorstep pick-up, defined drop-off points, flat rate: $7 seat. Why innovative? In short, the approach (social innovation lab) and those that were engaged (first-voice participants).","Community Context: Cape Breton Regional Municipality (CBRM) is a region with high levels of poverty and unemployment. Twenty percent of those living in the CBRM are considered low income based on the low-income measure after tax rate (LIM-AT), and the region has an unemployment rate of 17.4% (compared to a provincial average of 10%). Evidence of complexities that impact the high rate of unemployment can be observed by the fact that there are also a high number of job vacancies in the region. Thirteen CBRM employers estimated over 1500 job vacancies at the time of interviews. There are diverse and complex reasons for the persistence of both high unemployment and job vacancies, but one of the reasons is limited access to transportation for individuals living in poverty that will get them to and from work reliably, affordably, and in a timely manner.
Project Objectives and Goal:The Transportation Social Innovation Lab objectives, as given by Poverty Reduction:
Explore the following question: “What is the most effective way to provide worker transportation in the Cape Breton Regional Municipality (CBRM) in a sustainable manner?”Assess the Social Innovation Lab approach and provide recommendations and lessons learned for potential future lab initiatives. As the Lab work began, the goal of the project was sharpened by our team:
To connect under- and unemployed individuals in the CBRM with employment opportunities across the Island by identifying one or more potential transportation solutions.
Social Innovation Lab Approach: A social innovation lab is a process of bringing together members of a community to clarify an issue they are facing, and empower them to collectively create and deliver a solution. Social innovation labs put the people affected by the problem at the centre of the process, following a design thinking approach.
Process
In designing our own social innovation lab methodology for the TIL, we identified four main categories of activity:
Verify needs
Generate and evaluate potential solutions
Validate the solution ideas
Recommend one or more solution idea(s)
Key Stakeholders
At the core of our social innovation lab process is the belief that those affected by the problem must be at the centre of creating a solution. As such, we engaged the following groups:
Under- and unemployed individuals living in the CBRM (first voice participants),
Community organizations and advocates working to support these individuals,
Employers seeking to address labour shortages, and
Government officials and staff.
What is the Prototype?
An initial list of over 50 ideas was generated and then reduced to three final ideas for consideration: a point-to-point shuttle (P2P shuttle), a shuttle to transit service, and a communications solution. Upon conducting further research and following two sessions of voting, a single idea was recommended by the group for further investigation in the Lab process.
Point-to-Point Shuttle
A shuttle for the purposes of employment would use a natural aggregation of riders to pick people up at their homes and drop them off for work or skill-building activities.
A flat rate of $5 per seat, one-way.
During the Lab, one local taxi company, who had been testing one employment shuttle route, joined the process and was able to refine and expand their model, informed by and informing the Lab process. As of August 31st, this service offering had been used by 58 unique individuals, with four individuals newly employed thanks to their newfound mobility. Local agencies, such as Department of Community Services (DCS) caseworkers, pre-employment programs, and local employers have supported their clients and staff to use this pre-prototype service.
CBRM Bylaw’s Department was engaged as soon as a solution idea emerged from the Lab to work towards clarity in defining the regulatory framework for this service, and inclusion of all taxi operators in the service expansion.
Support for the Concept
Employers: strong interest from local employers for a shuttle that would provide transportation to enable their employees to get to and from work, such as the Nova Scotia Health Authority (NSHA), Mayflower Mall, and Convergys Call Centre (over 4100 employees represented).
Transit Cape Breton: Has expressed their interest in exploring a partnership in the future.
Organizations: Agencies that help individuals connect to pre-employment programs and work placements have found the service very useful and expressed their support.
Impact of the Transportation Social Innovation Lab
Community Engagement
The strength of the Lab was a direct result of the breadth and mix of stakeholders engaged throughout the process. Over the five month period, 231 project contacts were made, producing meaningful engagement with: 30 employers, 32 community-serving organizations, nine government departments / bodies, and 36 first voice participants.","a:9:{i:0;s:3:""190"";i:1;s:3:""257"";i:2;s:3:""615"";i:3;s:3:""612"";i:4;s:3:""317"";i:5;s:3:""616"";i:6;s:3:""618"";i:7;s:3:""619"";i:8;s:3:""181"";}","Community Connects is an innovation in poverty reduction because it is:
-Generating new employment opportunities for individuals who were previously unemployed because of lack of transportation access
-Reducing barriers to and the cost of reliable transportation for current employees who do not own vehicles, enhancing their ability to maintain existing employment or take on additional hours
-Filling vacant positions for employers in the CBRM, and increasing reliability of staff
-Providing better access to skill building programs and educational institutions
-Cost savings to government and social agencies through more cost effective transportation
-A more robust transportation system, providing a sustainable model for transportation providers","a:1:{i:0;s:14:""implementation"";}","As of this submission date of April 11 the first pilot officially begins April 23, 2019. For a community with such high levels of unemployment and poverty, the ability to fill the gap in transportation services was noted as an area of future interest for its potentially high impact. The point-to-point transportation service will be called Community Connects, as the transportation service will be to connect the communities within the Cape Breton Regional Municipality (CBRM), a municipality whose own slogan is, “a community of communities”. The slogan for Community Connects is Be Driven, a reference to both the transportation service, but also to the goal of the project to support individuals in their aspirations to access education and join the workforce.","First-voice participants (citizens experiencing poverty), municipal and provincial governments and local, existing transportation service providers were engage at each phase of the lab process. While all collaborators brought something to the table, by-far the most impactful group was the first-voice participants; shedding light on and advising what services have worked/not in the past and what their overall barriers to employment were.","This will be determined once the pilot service launches, but the impacts from only the lab portion on the first-voice participants (those experiencing poverty) include: learning about transportation options. Two Lab Team members have secured full time employment. Two Lab Team members have explored enrolment at the Nova Scotia Community College (NSCC), one has started classes. Two Lab Team members have requested CGS be available as a reference as they seek employment.","Current: First voice participants learned about transportation options and an increased sense of confidence and inclusion. Two Lab Team members have secured full time employment. 2 Lab Team members have explored enrolment at the Nova Scotia Community College. 2 Lab Team members have requested CGS be available as a reference as they seek to find new opportunities in the labour market.
Anticipated: Generating new employment opportunities for individuals who were previously unemployed because of lack of transportation access.Reducing barriers to reliable transportation for current employees who do not own vehicles. Filling vacant positions for employers in the CBRM, and increasing reliability of staff. Providing better access to skill building programs and educational institutions. Cost savings to government and social agencies through more cost effective transportation. A more robust transportation system, providing a sustainable model for transportation.","1) Gathering representation from multiple stakeholder groups is demanding: In our approach to the Lab, we defined four stakeholder groups we hoped to engage: under- and unemployed individuals, employers, community organizations, and government representatives. While the Lab process demonstrated how essential it is to engage all of these groups, it also illustrated that engaging them is difficult and time consuming. 2) It takes time for a community to adjust to new ideas: Given the relatively short duration of a Social Innovation Lab, most of the people who will choose to support the Lab and participate are early adopters. While this is expected with any innovation, it has challenging implications if certain stakeholder groups are predisposed to be later adopters. While municipal representatives were invited from the outset of our project, it was not until three quarters of the way through the process that we began to have real success in engaging them.","1) Go to where people are, when they are there anyway, with people they trust: When consulting with first voice participants, it is essential to host initial meetings in places people are already comfortable. Ideally, initial meetings are hosted during times when first voice individuals would be at these locations anyway and are co-hosted with people that first voice participants already know and trust. 2) Valuable shared understanding happens in multi-stakeholder group meetings: The most impactful moments during the Lab process were when people from vastly different contexts listened to and were heard by each other in group meetings. Whether it was framing the problem or considering a potential solution, these moments grounded the discussion in the realities that both groups were experiencing and provided an opportunity to develop shared understanding. 3) Importance of inter-governmental dialogue.","Common Good Solutions is currently undertaking this Lab process with two other identified challenges in communities in Nova Scotia: Lack of Childcare options in Tri-county and African Nova Scotian Youth Unemployment. Based on the success of this lab process we feel strongly that both will also reach the pilot phase with successful launches. The key to success in all being that those experiencing the challenges are engaged at the onset and act as key advisors in the process. It cannot be driven solely by Government.","At this time we would just like to reiterate the conditions of success listed above.
1) Go to where people are, when they are there anyway, with people they trust
2) Valuable shared understanding happens in multi-stakeholder group meetings
3) Importance of inter-governmental dialogue.",,,"a:1:{i:0;s:5:""10272"";}",,,
10269,"Better Reykjavik",https://oecd-opsi.org/innovations/better-reykjavik/,,"Citizens Foundation",Iceland,other,"a:7:{i:0;s:8:""external"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";i:4;s:17:""Digital democracy"";i:5;s:22:""Citizens collaboration"";i:6;s:23:""Participatory budgeting"";}","Better Reykjavik",https://betrireykjavik.is/,2010,"Better Reykjavik is a co-creation project of the Citizens Foundation, Reykjavik City and its citizens that connects them and improves trust and policy.
It’s a platform for crowdsourcing solutions to urban challenges and has multiple democratic functions: Agenda setting, Participatory budgeting and Policymaking.
Innovations include unique debating system, crowd-sourcing, submission of multimedia content and extensive use of AI to improve the user experience as well as content submitted.","Better Reykjavik is an online platform for the crowdsourcing of solutions to urban challenges launched by the Icelandic Citizens Foundation in May 2010. It has multiple democratic functions which can roughly be split up into three divisions: Agenda setting, Participatory budgeting and Policy crowdsourcing.
Work on the open source platform started in 2008, after the Icelandic financial crash and Better Reykjavik was its first successful incarnation. It opened a week before elections in Reykjavik and was quickly picked up by the Best Party which was as a sarcastic critique of local politics that won the city elections. After the elections Better Reykjavik became an official policy and agenda setting platform for the city.
The website gives residents of Reykjavik the opportunity to submit original ideas and solutions to municipal-level issues within the city. Citizens of Reykjavik are given the opportunity to submit, debate, and prioritize policy proposals and ideas. Moreover, it allows residents to vocalize, debate, and amend a variety of ideas which they believe are crucial, and gives the voters a direct influence on decision making. 450 ideas have been processed through agenda setting part of Better Reykjavik. https://betrireykjavik.is
In 2011 a Participatory budgeting started within Better Reykjavik using the name Better Neighborhoods (later My Neighborhood. There Reykjavik residents and the city administration collaborate to determine capital allocation for construction and maintenance projects within the ten main neighborhoods of the city. Participation has increased steadily with new records reached almost every year.
This 450 million ISK (4.2 million USD, 3.6 million EUR) participatory budgeting initiative enables the public to spend approximately 6% of the city’s capital investment budget. The process for My Neighborhood takes about a year. During a three-week span between February and March, the ideas from all 10 neighborhoods are collected, and from the end of the “idea collection” period to May, the ideas are processed by both the project management team and the political district committees to decide which ones are reasonable and implementable. Close to 700 ideas from citizens have been realized by the city, with the visible and usable results in all neighborhoods which have been made better for their citizens to enjoy. https://betrireykjavik.is/community/973
Better Reykjavik has seen many more projects with the most notable being used to crowd-source policy on education in Reykjavik schools. In 2017 the City of Reykjavík decided to crowdsource ideas to co-create the City’s education policy on Better Reykjavík. This was the first time that a specific policy of any government within Iceland was crowdsourced. The process is ongoing, having completed the first phase of prioritizing educational objectives. The education policy project generated almost 200 ideas and thousands of debate points. https://betrireykjavik.is/community/663 & https://betrireykjavik.is/community/725
The main idea behind Better Reykjavik and its various projects is to connect citizens to the city administration to increase participation and awareness amongst citizens on municipal issues and to lessen the gap between on the one hand elected officials and administrative staff and the general public on the other hand.
There are many innovative elements within the Better Reykjavik platform and one of the reasons for its success and general acceptance is it’s unique debate system which is based on users adding talking points and arguments for and against ideas instead of the traditional comment section which often goes into heated arguments and name callings with seldom useful content which deters most people from participating but encourages extreme views and words. This debate system has been a part of Better Reykjavik since its inception.
Better Reykjavik incorporates an Up/Down ‘voting’ system where users vote up and down not only ideas but also debate points from other users which results in a system that, without moderation or other administrative efforts, presents the city with a list of ideas that are prioritized by its users. But not only that but also with the best points (according to its users) for and against each idea. This makes it very easy for the city to evaluate which ideas are good and which not as they’re in fact evaluated by the citizens.
Other notable innovative elements are the possibility to use video and audio to record your ideas and debate points. This method attracts users that otherwise might hesitate to participate. This benefits both the city and its citizens as their opinions and expertise used to improve the city.
Better Reykjavik uses machine translation as well as AI to recommend ideas and do smart notifications and a toxicity sensor to alert admins about abusive content although our debate system makes this rare. There is also an automatic classification of ideas.","a:25:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""876"";i:7;s:3:""214"";i:8;s:3:""623"";i:9;s:3:""283"";i:10;s:3:""611"";i:11;s:3:""302"";i:12;s:3:""303"";i:13;s:3:""613"";i:14;s:3:""612"";i:15;s:3:""614"";i:16;s:3:""616"";i:17;s:3:""317"";i:18;s:3:""617"";i:19;s:3:""618"";i:20;s:3:""619"";i:21;s:3:""338"";i:22;s:3:""354"";i:23;s:3:""621"";i:24;s:3:""373"";}","Better Reykjavik allows citizens to improve their city in a collaborative way by adding their ideas on how to improve the city, prioritizing them and collectively finding the best points for and against those ideas. The prioritization is done only by citizens and therefore eliminates the need for administrative staff work on prioritizing the ideas. Allowing citizens to add points for and against ideas in separate columns which encourages citizens to present the best points practically eliminating the common online toxicity in comments.
Better Reykjavik can be used in any language available in Google Translate by translating between languages, which works very well. Other AI uses on Better Reykjavik are recommend interesting ideas and smart notifications. It has a toxicity sensor which alerts admins about abusive content, although as said before, our debate system makes this a rare occurrence. Users can add video and audio content which is automatically transcribed to text.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The innovation is in a mature state after continuous development for over 10 years and has been used by almost 2 million citizens in over 20 countries to make their communities better. Our open source software is considered the state of the art when it comes to mass civic engagement.","Better Reykjavik is a co-creation project by the Citizens Foundation, City of Reykjavik and its citizens which are the major stakeholders. Citizens Foundation brought it’s democratic design experience with the city providing the framework and its expertise in official processes. Citizens provide the content and democratic sorting and monitoring of it. Extensive input from government officials and users is used for evaluating which approaches to take and to improve the design and processes.","Most important here are the citizens of Reykjavik, the government officials of the City of Reykjavik, the elected politicians of the City of Reykjavik and the Citizens Foundation itself.
Close to 700 ideas from citizens have been realized by the city and many more have affected policy, with the visible and usable results in all neighborhoods which have been made better for all citizens to enjoy.","Over 70,000 people have participated out of a population of 120,000 since the site opened and 27,000 registered users have submitted over 8,900 ideas and 19,000 points for and against.
Close to 700 ideas from citizens have been implemented by the city, making all neighborhoods better for citizens to enjoy. Over 450 ideas have been processed through agenda setting part of Better Reykjavik. Education policy project generated 200 ideas and thousands of debate points.
We measure results by server log numbers for participation in idea generation, debate and voting. Tangible results are measured by the number of ideas being realized. Based on experience we can predict that participation will continue to increase in the coming years.
The annual PB online voting has attracted the participation of around 12.5% of the city’s population. In April 2019 the city completed its 8th annual idea generation, with 1053 ideas, 39,000 visitors (37% of the population) and 5,800 logging in - a new record.","The biggest challenge is in getting citizens to participate, as in all crowd-sourcing projects. This has been countered by constantly improving Better Reykjavik on all levels with a particular focus on making it fun and easy to use.
Administrative systems are resistant to change, even with good support from its officials. This has sometimes slowed down the innovation process but is an integral part of working with any administration. The Citizens Foundation has countered this by presenting the city steadily with data showing what works and ideas for improvements based on that data.
Developing cutting edge social media apps using AI, mobile & multimedia is very expensive but the open source nature of the development has enabled the high cost to be shared between Citizens Foundation volunteer work, support from the City of Reykjavik, other governments, NGOs and grants.
There have been no failures during the project but steady improvement in all areas of the project.","Apps that work well and are intuitive and fun to use. Make them interesting by regularly adding features that appeal to citizens and that improve the overall output of the project.
Full support by governments that are using such innovation and their respect for citizens work and results. It is important to actually listen to citizens voices and then give them direct feedback, which is very easy on Better Reykjavík.
Financial resources and willingness to properly market the project to citizens. Getting the attention of citizens to let them know about the opportunity to participate is difficult and expensive but if they do not know about they will not participate.
For trust, it has been important that Better Reykjavík is a social innovation project created not for profit but to make the city of Reykjavik better and its residents happier.","Better Neighborhoods has inspired many of the biggest towns in Iceland to do similar projects, including Kópavogur, Garðabær, Mosfellsbær and others. All those projects have been successful and are repeated regularly.
Better Reykjavik’s agenda-setting project, My voice at the City Council, has also been replicated in other towns and municipalities such as Hafnarfjörður, Fljótsdalshérað & Stykkishólmur.
Better Reykjavik and My Neighborhood were one of the inspirations for the Decide Madrid project which we consulted for. The Norwegian Consumer agency uses Your Priorities to connect with the public in Norway to help them prioritize their work. It’s used to crowdsource questions to the government from two majority parliamentarians in France and for projects in Scotland, Norway, Hungary, Croatia and in the Estonian Rahvakogu (People’s Assembly) in 2013 resulting in law and policy changes.
Our open source software & services have been officially used in over 20 countries since 2010.","Make sure that citizens know about your project and its possibilities. Letting citizens know about the opportunities to participate is the most difficult part of any project. Reykjavik has made a conscious effort to invest in using professional marketing companies and a multi-channel marketing campaign to make people aware of the PB process. This has included Google and Facebook ads, and adverts on radio and TV. Comedians have been hired as the face of the process.
When working with public administrations expect the pace to be much slower than in a start-up environment so it’s very important to make sure that there is an understanding and respect on the importance of PR and (mostly) online marketing. Patience is required.
Make sure that the results of citizens work is used and realized by the administration.
Make sure the citizens know that their work is being used for example by communicating about citizen projects that are built and used by citizens or policy that is adopted.
Regularly update and improve both your software and processes. People's expectation today is that social media apps for civic engagement work as well and are as slick as Facebook, Twitter & Spotify.
Use Artificial Intelligence to empower citizens, to encourage higher quality content submissions and to simplify administration. This is going to be more and more important and presents an exciting opportunity to make citizen participation easier, more rewarding and more fun going forward.
The team behind Better Reykjavik has many future plans in place to continue evolving the project and the process. One effort is to attract more citizens from the younger generation. The My Neighborhood platform is making changes to its rules as well, lowering the voting age from 16 to 15 to strengthen democratic thinking within the younger generation, and to get a broader spectrum of ideas.",No,"a:10:{i:0;s:5:""10575"";i:1;s:5:""10576"";i:2;s:5:""10577"";i:3;s:5:""10578"";i:4;s:5:""10579"";i:5;s:5:""10580"";i:6;s:5:""10581"";i:7;s:5:""10582"";i:8;s:5:""10583"";i:9;s:5:""10584"";}","a:1:{i:0;s:5:""10573"";}",,https://www.youtube.com/watch?v=fUAo-Gexl8c&feature=youtu.be,https://vimeo.com/88214900
10276,"Pacific Floating Parliament Budget Office",https://oecd-opsi.org/innovations/pacific-floating-parliament-budget-office/,,UNDP,Fiji,central,"a:1:{i:0;s:8:""economic"";}","Pacific Floating Parliament Budget Office","http://www.pacific.undp.org/content/pacific/en/home/blog/2019/pacific-parliaments-experience-two-ways-to-inclusively-innovate.html http://www.pacific.undp.org/content/pacific/en/home/library/eg/the-pacific-floating-budget-office.html",2018,"In one sentence, the floating Parliament Accounts Committee between Small Pacific Islands State creates a multi-national team of experts who simplifies budget processes while transparently saving resources. A cost-effective measure to share expertise, boost accountability and communicate openly about Governments’ budget processes while providing MPs with the best guidance possible.","Challenge: Many countries have parliamentary budget offices with economic and finance researchers who scrutinize a national budget to provide parliamentarians with independent analysis, so they can easily comprehend the budget, amend it if necessary, and vote on it.
But in the Pacific where countries are small, and parliaments modest, a lack of resources and expertise to provide an analysis of budgets can leave parliamentarians lost in tables and numbers; and civil society organizations and citizens none the wiser about where the money is being spent.
Innovation: The Floating Parliament Accounts Committee is a team of experts from multiple Islands States in the Pacific that go from one Parliament to another to provide expert feedback to MPs and shared their analysis with the public and civil society. According to a member of Fiji Parliament Namoce, “Our job is to simplify the complex information that comes from Ministries of Finance, as most community leaders have little knowledge of budgets and trends in spending. You are dealing with high expectations from politicians to have good information that they can use in debates. The opposition sometimes has even higher expectations for us to investigate and find out where the money is going.”
Objectives: simpler effective transparent and accountable budget design and oversight process from the Parliament and civil society with cost-effective expert support.
Beneficiaries: Pacific Islands States and more specifically the Parliaments of Fiji, Tonge, Solomon Islands, Papua New Guinea and Vanuatu.
Scale up: ensure that the Floating Office is sustainable, staffed with experts, reaches more Parliaments and engages with the broader public more systematically, but also continues to develop more expertise on gender specific and climate change adaption markers to promote more inclusive and sustainable budgets.","a:5:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""214"";i:4;s:3:""210"";}","The Floating Parliament Office is innovative because it tackles a problem encountered in so many administrations in the world: lack of resources both financial and technical. Yet it does not answer it by writing an endless op-ed about lack of resources, or invests in training the few staff that already do not have the time to complete their to-do list. It proposes a concrete and cost-efficient way to improve the accountability and transparency of the budget processes in a way that creates better informed and more sustainable budgets as well.
For more: http://www.pacific.undp.org/content/pacific/en/home/library/eg/the-pacific-floating-budget-office.html","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Since its inception, the Pacific Floating Budget Office has provided its services to Fiji, Tonga, Papua New Guinea, Vanuatu and twice to Solomon Islands. This year, there are requests from other Pacific countries have expressed their interest – such as Samoa, The Federated States of Micronesia and the Cook Islands. As the demand grows, teams for the floating budget office are being staffed with more members from smaller Pacific island countries, with UNDP providing support and training to enhance their skills. Teams of researchers that can be mobilized together quickly to fly in and provide expert support.","A key partner of the initiative was the Fiji Parliament which was the first to volunteer to implement the initiative. The Parliaments of New Zealand and Pacific Countries also quickly responded positively to provide shared expertise. Individual Parliamentarians as well as the experts who joint the initial team made the success of the initiative. UNDP provided the initial framework and funding which unlocked the willingness to try this novel idea.","Civil society organizations in the region responded quickly and very positively to the invitation to engage and scrutinize budget. They felt empowered to have expert support in their oversight. Similarly the opposition in each Parliament felt particularly vindicated to have the same access as the government to expertise and review to properly debate the budget.","“The budget briefings are very useful for Members of Parliament who do not always understand the technical aspects of the national budget,” said former Public Account Committee Member and North-East Guadalcanal constituency Member, Honourable Derek Sikua. “It is simple and quite easy to follow.”
“This is an excellent example of regional information exchange and knowledge sharing,” said New Zealand’s Commissioner to Fiji H.E. Johnathan Curr, whose country is one of several providing funding for the project. “Budget transparency is an important element of democracy around the world.”
It is an initiative with great impact, because it makes parliament more inclusive, providing for better engagement with citizens, especially communities that are marginalized.","When you are a stranger rifling through someone else’s books, delving into their money matters, examining who is spending what and where, people tend to get upset. Especially if those people are powerful politicians managing the State’s finances. It has been a long process to gain enough trust for a foreign team to engage on such a sensitive topic as budget planning and oversight.","Some initial investment is required as well as team building and training for the joint expert taskforce. A first Parliament willing to experiment and test the idea is a point of departure and a strong advocacy campaign afterwards to disseminate the results of this pilot phase. Absolute integrity and professionalism is required from the team and engagement of the public and civil society allows to ground the effort. Working with both the government and the opposition is essential to gain cross party support.","It is easy to see how more small states could benefit from this initiative and how this doesn't need to be limited to budget processes in Parliament but could also apply to innovation labs or procurement committees.","Political timing is essential: in the pacific countries have different fiscal year schedules which enables such sharing of resources, this wouldn't be possible to operationalize between countries sharing the same timelines and agenda.","A Pacific Floating Parliament Budget Office comprises of parliament staff that is not tied to one parliament but floats around the Pacific providing key research , information and analysis for MPs. More information on how the Pacific Floating Budget Office actually works can be found here. The Floating Budget Office is innovative because it addresses the challenge in a new and different way – creating a model that pools capacity and engages South-South cooperation (instead of traditional North-South development modality), and its successful implementation has meant that hundreds of MPs across the Pacific receive independent budget briefs before they vote on the national budgets.",,,,,
10282,"The Collaborative Partnership to improve work participation",https://oecd-opsi.org/innovations/the-collaborative-partnership-to-improve-work-participation/,,Comcare,Australia,central,"a:2:{i:0;s:10:""employment"";i:1;s:30:""Workers Compensation Authority"";}","The Collaborative Partnership to improve work participation",http://www.comcare.gov.au/collaborativepartnership,2017,"The Collaborative Partnership to Improve Work Participation (the Collaborative Partnership) is a unique public-private sector alliance to drive fresh approaches to improving work participation for Australians with a temporary or permanent health condition or disability that impacts their ability to work. The Collaborative Partnership is responding to stagnating work participation rates in Australia following a work-related injury or illness and employment rates among people with disabilities.","There is compelling international and Australasian evidence that work is generally good for health and wellbeing. While Australia has a record number of people in jobs, ill health and disability is preventing many Australians from reaping the benefits of work.
Australia currently ranks 21 out of 29 for employment rates among people with disabilities relative to the population amongst the OECD. Additionally, rates for return to work after work-related injury or illness have been static in this country for decades. Australia’s work disability systems are fragmented and operate in siloes – workers’ compensation, motor accident compensation, life insurance, veterans’ compensation, disability support and superannuation. Each of them separately and variously seeking to engage with common stakeholders: workers; families; employers; and healthcare providers.
The Federal Government recognised the need to drive improvement in – and minimise pressure on – the sectors that support people who have difficulty returning to or remaining at work. Gains in work participation are expected to lead to better health and wellbeing outcomes and productivity.
The Collaborative Partnership brings together public and private sectors to address this public health and social policy issue. The approach is underpinned by the Stanford Model of Collective Impact – a framework to tackle deeply entrenched and complex social problems. The innovative Partnership is focussed on breaking down the siloes the systems operate in and improving service delivery; helping employees understand the importance of work to their health and wellbeing; helping business to dismantle employment barriers; and giving General Practitioners (GPs) the tools they need to prescribe work as an integral part of recovery.
The Collaborative Partnership aims to achieve its objectives through a targeted program of work and key priorities which were identified through stakeholder consultations.
The major project streams include:
- Cross-Sector Systems: this project seeks to understand how the ten major income support systems in Australia operate, connect and interact with each other with an overall aim of driving system improvement and service alignment. This project has delivered new research that establishes an evidence base for the scale of the issue in Australia and the first conceptual map of Australia’s income support systems identifying the volume of people moving though the systems.
- Employer Mobilisation: aims to examine employer attitudes and barriers towards recruiting, supporting or maintaining individuals with a health condition in employment, with an overall aim of improving employers’ capacity to provide work opportunities. This project has delivered research revealing fresh insights into employer perspectives and drivers to providing or supporting employment of people with health conditions and disabilities.
- GP Support: aims to produce the first set of principles that provide clarity on the role of the GP in supporting work engagement, recovery at and return to work. This project recognises the critical role GPs play in promoting the health benefits of good work and acknowledges that there is no consistent understanding of the role of the GP. This project has sought to identify and incorporate the GP role relative to other stakeholders in the process.
- Employee Awareness: seeks to understand the perspectives of individuals with a health condition or disability that impacts their ability to work, towards navigating the various systems of income support and employment. The overall aim of the project is to empower individuals to use work as part of their recovery.
The major projects will use existing or establish new evidence to trial, test and learn from interventions in a real-world setting. The trials will be designed to be relevant across all systems of income support and scalable to multiple settings. The Collaborative Partnership will seek to use learnings from the trials to make recommendations and consider opportunities for their respective systems.","a:4:{i:0;s:3:""190"";i:1;s:3:""613"";i:2;s:3:""619"";i:3;s:3:""181"";}","The Collaborative Partnership is the first real attempt in Australia to work across multiple benefit systems to deliver change in work participation rates for Australians with a temporary or permanent health condition or disability. This work builds on the Health Benefits of Work program aimed at promoting the evidence base that good work is positive for individuals health and wellbeing and will ultimately improve return to work and health outcomes for individuals. It became apparent that to achieve meaningful change, cross-sector collaboration was required. As the only safety, rehabilitation and compensation authority with a national presence in Australia, Comcare saw the potential to use its reach to extend the health benefits of good work message across the public, private and not-for-profit sectors to delivery positive, system wide changes. The result is the Collaborative Partnership which uses a structure based on the Stanford Model of Collective Impact to affect change.","a:1:{i:0;s:14:""implementation"";}","The Collaborative Partnership’s 4 major projects are being implemented:Cross-sector systems has delivered on a research report for the first time maps 10 different systems of income support and quantifies the costs, a total of $37.2 billion was spent on income support, the report identified 6 opportunities to improve work and health. The project is currently scoping opportunities for cross-sector collaboration between systems. Employer mobilisation: delivered research on employer attitudes towards recruiting, supporting or accommodating people with health conditions. The research is being used to design and implement trials with employers to improve their capacity to employ people with health conditions. GP Support principles to clarify the role of the GP in supporting work participation have been developed following a review of literature and stakeholder consultations.Employee Awareness:commenced research to explore the views of individuals with health conditions on their experiences.","The Partnership founded by federal workers compensation insurer Comcare includes the Australian Departments of Jobs and Small Business and Social Services. The private sector is represented by insurer EML, Insurance Council of Australia and Australasian Faculty of Occupational and Environmental Medicine and the Australian Council of Trade Unions. Partners have seen the real opportunity to improve productivity nationally and recognise increasing work participation requires collaborative effort.","The long-term beneficiaries of the Collaborative Partnership are working age Australians with a health condition or disability that impacts their ability to fully enjoy the health benefits of good work. Working across both public and private systems through collaboration enables us to design and trial new service offerings that will increase opportunities to improve health and employment outcomes for many working age individuals and their families.","Collaborative Partnership has:raised almost $1.5m; developed positive relationships between disparate sectors:established a community of over 150 stakeholders;developed draft principles for treating practitioners;released two pieces of novel research under the Cross Sector System Project & Employer Mobilisation Project; and published one peer reviewed paper.This has enabled: improved understanding of scale and cost of health‐related work incapacity, greater clarity on the available data, existing gaps and opportunities for improved data capture and sharing, clearer understanding of how people transition between systems and opportunities for improved support,identification of opportunities to share knowledge, including best practices,between sectors for improved outcomes, increased clarity on the relative roles of treatment providers in supporting work participation;and improved insight into the attitudes, perceptions and intentions of employers.","Key challenges in operating a partnership is in ensuring consistency of effort. A tension exists between having a facilitator and driver for the partnership in Comcare, while devolving and encouraging partners to lead their respective projects.Collective and shared decision-making and accountability can be a challenge at times when there is an engaged, active lead. Challenges for Federal Government as the lead is to ensure that the Partnership is not politicised or used for political gain and conflicts of interest are managed. Attracting & securing ongoing funding to sustain the partnership is an ongoing challenge, competing interests in the key sectors the partnership is working to engage with is an ongoing issue. Promoting through effective communications by mobilising the partners and their networks and more broadly the community of practice has proved to be difficult. The response to these challenges and risks has largely been through establishing strong governance.","These conditions of success also reference the Stanford Model of Collective Impact’s five conditions of success.
Leadership and guidance – strong leadership provided by the Chair (Comcare CEO) enabled attention and efforts to be focussed and created a sense of urgency. In addition, an Advisor with industry connections and a strong and credible academic background was engaged to guide the Collaborative Partnership.
Supporting infrastructure - Collective impact requires a backbone support organisation to provide dedicated staff to plan, manage and support the initiative. Comcare provides secretariat support and Chair to the Collaborative Partnership and offers a significant in-kind contribution, enabling Partners to direct their resources towards the projects.
Strong governance framework – the Collaborative Partnership required the Partners to establish on a common agenda with a consistent understanding of the issue and agreed activities to contribute to the solution.","Another Federal Government department has used a similar collaborative partnership approach to address the related issue of improving work participation in the ageing workforce. This approach was adopted following direct involvement with the Collaborative Partnership. The Stanford Model of Collective Impact is used more widely in the United States to address complex social problems. Challenges to adapting the model to the Australian context include the different role of public sector in the social policy context compared to the United States.","The Collaborative Partnership to Improve Work Participation has been a new and unique experience for the Partners. A number of lessons have been learned that may be of value to other government bodies looking to use a Collective Impact approach to tackle complex and entrenched social issue including:
- Collaborators need to be engaged at the senior level to ensure the initiative attracts attention, influence, and resources. The Collaborative Partnership used connections with senior bureaucrats and corporate leaders through strong leadership to establish funding and commitment of resources to progress and promote the objectives.
- A backbone support organisation skilled at encouraging and supporting partners to lead initiatives requires significant resourcing. Comcare has performed the Chair and Secretariat roles to support Partners to focus on the projects and when required, provided project management and procurement support to ensure progress of the projects.
- Ensure and guard against potential collaborators seeking an opportunity to politicise the initiative by developing a common agenda and consistent understanding and/or terms of reference. The Collaborative Partnership has developed a terms of reference, memorandum of understanding, risk management framework, and limited the positions available for founding Partners.
- Commit resources to evaluation and communication early to ensure the ongoing success and sustainability of the collaboration. Evaluation to demonstrate rigour and identify achievements and effective communication to build relationships with existing and emerging Partners has commenced for the Collaborative Partnership.","The Cross-sector systems project is new research that has never been undertaken before and has provided valuable insights into the scale and cost of work-incapacity in Australia and the transition of individuals through a complex system. Only through extensive engagement across multiple sectors and iterative implementation of initiatives can organisations and governments begin to collaborate more effectively to enable effective and sustainable systems change that ultimately improves health outcomes and work participation rates for affected individuals.",,,,,
10319,"Unlocking the potential of crowdsourcing for public decision-making with artificial intelligence",https://oecd-opsi.org/innovations/unlocking-the-potential-of-crowdsourcing-for-public-decision-making-with-artificial-intelligence/,,CitizenLab,Belgium,central,"a:1:{i:0;s:12:""public_admin"";}","Unlocking the potential of crowdsourcing for public decision-making with artificial intelligence",https://www.citizenlab.co/,2018,"In citizen participation projects, analysing contributions is often a huge challenge for administrations.
CitizenLab has developed machine-learning algorithms in order to help civil servants easily process thousands of citizen contributions and efficiently use these insights in decision-making.
The dashboards on our platform classify ideas, show what topics are emerging, summarise trends and cluster similar contributions by theme, demographic trait or location.","Digital participation platforms are important tools for increasing citizen engagement and improving government responsiveness. However, analysing the high volumes of citizen input collected on these platforms is extremely time-consuming and daunting for city officials; this technical difficulty can keep them from uncovering valuable learnings. Setting up a digital participation platform therefore isn’t enough: it’s also necessary to make data analysis more accessible so that civil servants can tap into collective intelligence and make better informed decisions.
The challenge of automation we have been faced with as a civic tech company is shared by the public sector at large. Deloitte recently released a report on AI-augmented governments, in which they conclude that natural language processing could help free up 1,2 billion hours of work and save up to $41,1 billion per year for governments worldwide. The UK government —recognised as the reference in terms of digital government— lined out in its 2020 strategy that a better understanding of citizen needs, based on data and evidence, is the absolute priority for next-gen governments. The three key components in their digital transformation are improved online citizen-facing services, improved efficiency to deliver citizen service across channels, and more effective digitally-enabled collaboration internally. BCG also reports that AI will improve the efficiency of democracy as governments start to ingest all available data to build a fine-grained representation of citizens and adapt public policy accordingly. These are all very positive directions; however, in reality, there is a huge gap with these objectives and the reality of under-resourced and under-staffed public administrations.
CitizenLab aims to bridge the knowledge gap that currently exists in the public sector. Most small to medium administrations understand the need for better work processes and large-scale data analysis, but don’t have the tools, means or in-house knowledge to build custom solutions. We aim to empower civil servants and provide them with machine-learning augmented processes that will help them analyse citizen input, make better decisions, and collaborate more efficiently internally.
Now for the technical details. Over the past year, CitizenLab has developed its own NLP (Natural Language Processing) techniques, with the capacity to automatically classify and analyse thousands of contributions collected on citizen participation platforms. The algorithms identify the main topics and group similar ideas together into clusters, which it is then possible to break down by demographic trait or geographic location. The artificial intelligence is able to process ideas regardless of the language, and works for multi-lingual platforms. The platform administrators have access to all of this information at a glance in intelligent, real-time dashboards. The topic modelling makes it easy to see what the citizen’s priorities are, and to make decisions accordingly. It helps public servants understand what citizens need: for instance, it happens that cities launch a consultation on environment, but what actually comes up in the comments are concerns about mobility and taxes. Being able to break this down by demographic groups and location also gives administrators a better overview of how priorities vary: it can be that a certain neighbourhood prioritises better roads, but its neighbour needs more traffic stops.
We believe that both governments and citizens benefit from this innovation. By automating the time-consuming task of data analysis, our platforms free up time for administrations to meaningfully engage with citizens. It gives them a better understanding of what citizens want and what they prioritise, which in turn leads to better-informed decisions. From the citizens’ perspective, this open and transparent process encourages trust, increases support of policy-decisions, and has a positive impact on the willingness to participate.
Our technology has been deployed to all our existing participation platforms, and is now actively being used by some of our clients. It has made a real impact on the way that they process insights, and has given them more confidence to use and share the findings of the platform. The time gain offered by the automated analysis and reporting has also allowed them to spend more time interacting with citizens and working to implement the ideas.
The next steps are to increase adoption of the feature and to make sure that all of our clients are making the best use of their automated dashboards. In the longer term, this technology could be applied to larger scale conversations such as social media, public forums or other places for online debate. The recent case of the Grand Débat in France has shown how important this technology is: without relevant and trustworthy data analysis, there can be no meaningful large-scale debate and citizen participation.","a:3:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""184"";}","Citizen participation platforms almost always stop at collecting contributions. They help governments gather input from citizens, but do nothing to help them analyse that input. The lack of support for that crucial step means that insights go undetected and that citizen participation isn’t having the impact it could have.
Our platform provides the analysis that’s needed. By using machine learning to analyse the citizen ideas we've collected, we provide a full end-to-end service for governments. The whole process is available within a single platform, making it easy to maintain an overview of the projects. This increases efficiency, decreases administrative costs linked to citizen participation, and leads to better decisions.
Finally, we have coupled our technical expertise with a deep understanding of citizen participation. Using our knowledge of the public sector, we have refined the algorithms to get to the information that cities need the most in order to make decisions.",,,"We worked with NLP consultants who helped us design a reliable product which we were then confident to implement and share with governments.
We have also been in contact with cities and civil servants to understand their requirements and make sure that the product we were building was aligned with their needs.
Finally, we relied on expertise from our team and public sector experts to scope out our impact and the benefits this initiative would bring to the public sector at large.","The CitizenLab platform has two types of beneficiaries: governments, and citizens.
In the short term, the benefits have mostly been felt by the administrations who use the platform. The civil servants have been able to gain precious time by easily accessing information and gathering insights.
In the longer term, citizens are the ones who see the positive impact of this innovation: with their input, governments can make better-informed decisions and are able to improve the relevant services.","Since launching this feature in late 2018, we have seen cases where the automated analysis has made a true impact on the local administration and its relationship with citizens.
The city of Kortrijk uses the intelligent dashboards to easily process contributions by the 1,300 users of their platform. They have clustered the ideas into main topics to see what came out of conversations. The results of the analysis were also shared with the citizens, making this a real dialogue rather than a top-down initiative.
The city of Temse consulted its citizens on mobility, and located ideas on a map of the city. This helped the administration see where the main issues where, and understand where funds needed to be allocated.
CitizenLab is now helping the YouthForClimate organisation to analyse the 4,000 ideas posted on their participation platform and turn these into 16 policy recommendations. The topic modelling on a large scale has helped identify the most important themes.","We face two main challenges: classification algorithms and human adoption.
We work with a classification algorithm that clusters, categorises and summarises input from citizens. It needs to be easily scalable, but also needs to adapt to different administrations' workflows since taxonomies used might vary by country or even by region. Our classification algorithms also need to support multiple languages on the same platform and make semantic links between languages, which adds an extra layer of technical complexity.
On the human side, we need to maintain clear workflows and make sure the technology is responding to real user needs in order to maximise adoption by the administration. We have learnt that the product shouldn’t be pushed without guiding the users through its benefits. Also, the human-machine interaction is crucial: how does one interprets and ‘trust’ the output generated by the machine? And what role can this output play in one’s workflow?","The first condition for the success of this initiative is the quality of the input. The technology relies on getting clear and detailed contributions from citizens, which means we need to make sure that citizens are guided to the right types of contributions.
The second point is user adoption: in order to be adopted, the tool has to be easy to use and trusted. Civil servants need to understand its benefits and feel that they can rely on the results. We can aim towards this by working to improve the user experience, explaining the methodology involved and making sure it integrates with their existing tools and workflows.
Finally, wider regulatory evolutions can have a decisive impact on the product’s success. If citizen participation is pushed on a state or regional level, this will encourage cities to invest in our platform. From there comes a virtuous circle: the more cities use the products, the more the algorithms can improve and the better the product gets.","As the appetite for citizen participation grows, so does the need for automated data analysis. Although citizen participation platforms are being set up throughout the world, very few have integrated analysis capacities. As seen with the difficult analysis of the Grand Débat contributions in France, this is a wide-spread issue preventing citizen contributions from truly influencing decision-making. Our technology could be replicated on any other platform.
There is also a true benefit to using our product: because we already work with multiple cities, our algorithms have been trained on multiple data-sets and they’re more efficient than than a one-off, local solution could be.
In the longer term, the technology we’re developing to analyse multi-lingual contributions could also be used to analyse wide-scale conversations on social media or public forums. It could help governments easily understand what citizens are talking about on a very large scale and adapt the relevant policies.","Throughout this process, we have had the occasion to learn a lot both about the technology, and about the human factor behind the technology.
Regarding the technology, natural language processing and machine learning are evolving very, very quickly. An off the shelf solution can often be of great help, but it will only get you so far. We made the decision early on to invest in our own technology, and to build something we had complete control over. This has allowed us to be more reactive to change, to adapt to different markets, but also to be open with cities about how the technology worked and detail exactly how it had been built. Having an in-house expert also means we have the freedom to keep experimenting and improving.
We have found that it is worth investing both time and money in initial research. The decisions you make early on when building the algorithm will have a decisive influence over the way it develops later on. This goes for languages, but also for training models. It is easier to migrate to some languages than others, so make sure you pick the right one when you start. The thresholds you set early on regarding topic similarity will also shape how the algorithms evolve, and how accurate they are.
We have learnt that no matter how good the technology is, what truly matters are the humans behind it. In order for the product to work, civil servants have to show an interest and they have to trust that it will provide reliable results. Civil servants care about the results the tool can bring rather than the shiny tech it is built on, so that’s what we have centred our communications on. We have also put a lot of work in making the platform as easy to navigate and as results-oriented as possible.
When developing a public-sector oriented tool, make sure there is a specific, identified need. Time and resources are scarce in administrations, and civil servants will only invest both in a tool if it has proven value. Don’t forget to user-test your tool regularly as you’re building it – this will help you stay closely aligned with your end users’ need. Finally, it’s possible that there is a need but no awareness of that need or no recognition for your solution at first. Be prepared to educate users and to work to evangelise the sector.
There is also an important human factor when contributing to the platform. Our machine-learning processes rely on clear and detailed input, but that’s not how most contributors write. We’re therefore doing constant testing and tweaking on the platform to guide users towards the input format that we need. Just like the civil servants, citizens have to be given a reason to use the platform. We’ve been helping cities highlight the benefits it can bring and develop a clear message around participation.
Finally, it has been extremely interesting to see the sector develop alongside the tool. We had already witnessed the growing demand for citizen participation platforms, and we’re now seeing more and more interest for automated data-analysis. Civil servants have also grown more aware of issues around data-protection, and it’s a good sign that we are being more and more challenged around these questions in preliminary meetings. We would therefore recommend to anyone launching a similar product to make sure they are able to hold themselves to the highest ethical and security standards.",,"a:2:{i:0;s:5:""10412"";i:1;s:5:""10410"";}",,,,
10325,"Social Foresight Lab",https://oecd-opsi.org/innovations/social-foresight-lab/,,"Fraunhofer Center for Responsible Research and Innovation",Germany,central,"a:1:{i:0;s:7:""science"";}","Social Foresight Lab",https://www.cerri.iao.fraunhofer.de/de/projekte/AktuelleProjekte/Horizonte-Erweitern.html,2018,"Societal challenges such as demographic change affects rural areas in particular. The Social Foresight Lab is an innovative participatory approach towards rural development and technology transfer to address these challenges. It combines foresight, needs assessment and strategy development. Rural areas benefit, as it takes into account regional characteristics, initiates new cooperations among regional stakeholders, and integrates technological and social innovations into regional development.","Societal challenges such as demographic change affect rural areas in particular. Young people migrate to urban areas while often only elder people stay leading to a destabilized local community, to vacant houses and stores in the centers and affecting the local supply of food and services.
The Social Foresight Lab is an innovative participatory approach towards rural development and technology transfer, which address these challenges. It combines methods of social and technological foresight, needs assessment and strategy development. Its central principles are the combination of social and technological innovation, engagement of multiple stakeholders early in the innovation process, experimentation with future solutions in real-life settings and learning from these experiences.
Facing the complexity of societal challenges, systemic strategies that combine new solutions are necessary, for example in the field of mobility, working and living. Experts of rural development cannot develop such strategies on their own. It requires participatory processes, which incorporates knowledge, experiences, and experts of all stakeholders involved in rural areas.
The social foresight lab provides such processes. It starts from taking into account regional characteristics, initiates new co-operation among regional stakeholders, and integrates technological and social innovations into regional development. Thus, the lab combines knowledge about possible futures of rural areas with local needs and characteristics. Furthermore, it also empowers people to engage in processes of rural development in a meaningful way.
The first version of the social foresight lab has been going on for two years. In an iterative process between technology foresight, societal foresight, and needs-orientation, the lab team developed three future visions of rural areas, which framed three workshops in rural areas. In these workshops, around 70 lay-people experimented with speculative future solutions to articulate their needs. These needs are transferred to both local and national stakeholders of regional development, as well as to national research and technology organizations.
To realize this social foresight lab, we combined established social science methods (such as interviews and quantitative data on rural areas) with methods from design (in particular participatory design methods and speculative design). These methods allowed persons to articulate and bring in their perspectives. Confronted with speculative objects that materialized future solutions, they were empowered to think and talk about their most pressing needs.
So far, the social foresight lab has been tested in three regions in Germany. In these regions, the lab is part of the processes of regional development. While the German Federal Ministry of Science and Education funded the lab, these regions use local funding or funding from other external sources to sustain the local processes initiated by the lab and to implement ideas generated there. Furthermore, a network of innovative rural areas has been formed to transfer the knowledge produced in the lab and to identify further interested regions.","a:9:{i:0;s:3:""181"";i:1;s:3:""609"";i:2;s:3:""217"";i:3;s:3:""257"";i:4;s:3:""623"";i:5;s:3:""615"";i:6;s:3:""619"";i:7;s:3:""354"";i:8;s:3:""156"";}","The social foresight lab incorporates local knowledge of rural areas into innovation processes and supports stakeholders to develop regional development strategies. Therefore, it takes into account regional characteristics, initiates new cooperations among regional stakeholders, integrates technological and social innovations into regional development and strengthens regional innovation systems
The social foresight lab is innovative in various ways. First, its process, which combines social and technological foresight, needs assessment and strategy development. This three-step approach towards strategies and the comprehensive foresight approach is new compared to other foresight activities, as well as state of the art approaches to rural development.
New to what has been tried previously is the combination of innovation and technology transfer with rural development.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Currently, the social foresight lab as a whole is in its implementation phase. Two out of three stages of the lab process (foresight and needs assessment) have been completed, strategy development is in progress. Although not fully completed, parts of the project have already undergone some evaluation, which is reflected in some scientific journal articles, book chapters and conference presentations, which are now in its review process. As a central requirement for the success of such lab, local stakeholders who govern the process in the pilot regions have been identified.
Right now, the lab team presents the results of the needs-assessment workshops to stakeholders in rural areas. The first two stages of the project resulted in a tool to develop rural development strategies, which are now tested within the presentation process. The tool is disseminated among local, regional and national government officials, representatives of companies and their associations.","Researchers from Fraunhofer CeRRI are responsible for the management and socio-scientific supervision of the lab. They developed future scenarios, designed the workshops and conducted the lab based on the input from citizens. Fraunhofer INT conducted a technology foresight based on the input from citizens.
Citizens co-created future scenarios and developed local development ideas. As part of an expert panel, government officials and companies discuss and expand upon the results of the lab.","Citizens benefit from the innovation as they get a forum where they may develop new ideas for the development of their regions. Government officials benefit from the lab as it provides them with tailor-made solutions. Companies benefit from the lab as they have the opportunity to knit local networks. Research and technology organizations benefit as they identify new needs for future technologies and innovations.","The social foresight lab has led to several results so far:
First, local stakeholder initiated new cooperation in one of the pilot areas. A local hotel company cooperated with the local administration to organize a participatory rural development workshop. While there has been an ongoing local activity to strengthen cooperation to make this region more attractive, both the lab activities in the region as well as the workshop gave momentum and broad together new local innovation stakeholders.
In a second pilot region, the results of the needs assessment are going to enter into a new project-proposal on digital rural areas. Furthermore, the results are used to inform the upcoming regional development planning activities.
Third, as a tangible result, within the social foresight lab, a tool to support participatory regional development has been developed. At this time, the lab team distributes the tool among stakeholders of regional development on a local and national level.","Most challenging was the identification of pilot regions and access to local stakeholders. We coped with this challenge by announcing a call for innovative pilot regions. In a two-step selection process, we selected three regions. Each region provided us with a local contact point, which served as a gatekeeper to local stakeholders.
Second, methodological challenges occurred. Central was to empower people to discuss future societal developments and technological solutions as well as to develop ideas of regional development. To respond to these challenges we developed an innovative future workshop: first, in future parkour throughout their hometown, people experienced futures and were empowered to understand how future development may affect their regions. Second, in a gaming format, they were enabled to discuss these experiences and to express needs for the future. Particularly these design-based methods helped to cope with this challenge.","To make this innovation successful, at least the following aspects may be supportive:
-Leadership and guidance: for the lab, guidance, and leadership of the coordinating organization is necessary. This organization needs to manage the whole process, coordinate all actors on the local and national level. It needs to provide clear guidance to all actors involved. On the local level, the leadership of key stakeholders is required.
-Human and financial resources: to conduct this lab, financial resources of either a sponsor or local stakeholders are necessary conditions. The lab is a modular approach. Thus, it is possible, to adapt it to the financial resources at hand.
-Personal values and motivation: without the commitment and motivation of our local partners in the pilot regions, it would have been impossible to conduct the lab. In particular, the mindset of local stakeholder is a central requirement for success.","The social foresight lab has been replicated in our organization to develop strategies for municipal cooperation. As the lab is a modularized approach, chances are that local governments of states as well as national governments will use parts of the lab to develop regional strategies.
Based on the experiences made so far, for large companies may also apply some instances of the lab or it as a whole, so they develop participatory strategies.
","'- When setting up such lab, intensive and good contact to local 'gatekeepers' and 'implementers' in rural areas is necessary: as holders of key positions in local government and regional development bodies, they have the capacity to translate the outcomes of the social foresight lab into practical implementation at a local level.
- Design-based methods are central to motivate local stakeholders, to translate between the different stakeholders - especially between lay-people and experts – and to empower citizens to engage with future developments.
- The process is highly iterative, one needs to take into account that it requires resources for coordination and management.",,,,,,
10355,"Monitoring of the Implementation of the Access to Information Act in the Federal Executive Branch",https://oecd-opsi.org/innovations/monitoring-of-the-implementation-of-the-access-to-information-act-in-the-federal-executive-branch/,,"Office of the Comptroller General of Brazil",Brazil,central,"a:1:{i:0;s:66:""Transparency, Open Government, Prevention and Combat of Corruption"";}","Monitoring of the Implementation of the Access to Information Act in the Federal Executive Branch",http://www.acessoainformacao.gov.br/lai-para-sic/sic-apoio-orientacoes/politica-monitoramento,2016,"With the maturing of the Transparency Policy in the Brazilian Federal Executive Branch, there was a need to broaden the assessment of the implementation of the Access to Information Act. The innovation here lies in the methodology adopted, which was previously quantitative and is now also qualitative, allowing an improvement in the answers provided to citizens and the extension of the transparency culture, favoring all stakeholders: public bodies under assessment, citizens and the Government.","The innovation of this case is found in how the assessment of the implementation of the Access to Information Act (LAI) is carried out: not only are formal aspects and quantitative procedures assessed, a qualitative assessment is conducted as well. The innovation lies in the extension and broadening of the process, improving the implementation and compliance with the Access to Information Act and promoting a change of a culture of secrecy into one of transparency. The aim is to reduce the number of omissions, bringing it as close as possible to zero, while increasing the quality of responses.
The assessment of the compliance with the Access to Information Act used to be quantitative, since only statistic data were raised based on the data collected through the Electronic System for the Citizen Information Service (e-SIC). With the maturing of the Transparency Policy in the Brazilian Federal Executive Branch, there was a need to broaden the assessment of the Access to Information Act implementation, which led to the creation of specific and standardized procedures for a qualitative assessment of the compliance with the following requirements:
1. Passive Transparency - detailed assessment through the analysis of a sample of answers to request of information registered on the e-SIC;
2. Active Transparency - assessment of the fulfillment of active transparency obligations by federal public bodies;
3. Open Data - assessment of the compliance with the Open Data Policy, set forth by Decree n. 8777/2016.
That assessment was part of the Commitment 3 of 3rd National Action Plan in the scope of OGP, which reads ""Enhance mechanisms in order to assure more promptness and answer effectiveness to information requests, and the proper disclosure of the classified document list"".
With the undertaking of a commitment that prioritizes the effective functioning of the public machine, entities and bodies being assessed are directly benefited from this innovation. Citizens and the Brazilian State are favored, as well. Finally, aiming at ensuring this benefit, improvements on the assessment on the compliance with the Access to Information Act flow are implemented as needed.",,"This project is innovative because of the methodology adopted, which involves not only a legal perspective and quantitative procedures, but also qualitative approach. In addition, the communication exchange between the CGU and the bodies being assessed is based on a partnership between the body being assessed and the assessor body, since the latter does not only identify flaws, but seeks to propose solutions for problems found.",,,"The way the assessment of the compliance with Access to Information Act is led meets Organized Civil Society's wish to enhance mechanisms for ensuring more expediency and quality of answers to information requests as well as proper disclosure of declassified documents. It also provides support to public bodies in being compliant with the Act, based on the partnership that is set between the body being assessed and the assessor body.","Citizens are the main stakeholders. Besides gaining more quality in responses to information requests, they also benefit from the assessment on the compliance with the Act, which is disclosed on active transparency on http://www.acessoainformacao.gov.br/lai-para-sic/sic-apoio-orientacoes/politica-monitoramento/avaliacao-do-atendimento-a-lai.","The assessments of compliance with the Act result in reports describing the main findings and guidelines of the CGU on agencies and entities of the Federal Executive Branch. Then a meeting is scheduled with the assessed body where the results collected in a report are presented. The assessed body takes care of the adequacy of each orientation made by the CGU, and sends a formal response within a period of 30 days. After this period, the CGU verifies if there was progress in the topics considered unsatisfactory. Finally, the results obtained are published.","The main challenge is managing cultural differences between those involved in the Access to Information Act implementation process. On one side is the CGU, as the monitoring authority, on the other an independent body that has its own characteristics, infrastructure and unique organization. There are additional challenges in overcoming the culture of secrecy and in making the public bodies increasingly transparent.","The success of this initiative requires establishing a policy of support for transparency instituted by the leadership of the organization. This policy comprises clear rules and values by establishing a continuous, regular and periodic routine.","Only the Office of the Comptroller General (CGU) has the legal attribution of monitoring the implementation of the Access to Information Act by the bodies and entities of the Federal Executive Branch, so other bodies are not able to replicate this innovation in this sphere of government; however, it is possible that other powers and spheres of government (legislative, judiciary, states, Federal District and Municipalities) as well as in the international scope may use it.","The partnership established between the assessed body and assessor body is one of the great highlights of this initiative. The presentation of flaws, accompanied by proposals for solutions to enhance the compliance with the Access to Information Act makes the initiative increasingly successful.",,,,,,
10364,"Transparency in the Justice System- an obligation and an opportunity",https://oecd-opsi.org/innovations/transparency-in-the-justice-system-an-obligation-and-an-opportunity/,,"No. 10 Criminal Court of the City of Buenos Aires",Argentina,local,"a:1:{i:0;s:12:""public_order"";}","Transparency in the Justice System- an obligation and an opportunity",https://twitter.com/jpcyf10?lang=es,2016,"Our Court launched a twitter account, seeking to rebuild trust. In Argentina, the justice system is the institution with the lowest public trust. Through this account we publish every judgement, hearings, the staff resumes and the Judge's personal leaves. This is not the norm in our country and constitutes a pioneering innovation that demands deep cultural change from public servants and our users too. We improved engagement with the public and inspire other teams to deliver a more efficient service.","In Argentina, the justice system is the institution with the lowest public trust, and Judges are often perceived by the public as non-transparent, inefficient and distant. The No. 10 Criminal Court of the City of Buenos Aires, Judge Pablo Cruz Casas and his team set out to change this.
We took a step forward by implementing a judicial open data initiative and the use of Information & Communication Technologies (ICT) as a way to improve our Court’s engagement with the community.
We launched an open twitter account, convinced that free access to public information constitutes a fundamental right in a democratic society.
Through this account we publish every judgment and ruling and we interact directly with users. We face the challenge of ensuring that we publish as much as possible while safeguarding personal data in all judicial documents.
Actually, we are manually removing any sensitive data that can help identify the people involved in each case. Although this is an incredibly burdensome task, it allows to ensure maximum access while also preserving privacy.
We share the documents in an open format. We seek to meet the requirements and criteria issued by organizations that work with open data.
That is why we provide this information in an organized manner, creating an open data repository where users are able to find different types of data sets, containing all the judgments organized by type of felony, type of punishment, a brief description and a link to the complete decision. Moreover, data sets cover all the hearings that were held, as well as the sort and duration of each hearing.
In addition to improving transparency, this system has enabled us to measure our performance in various ways. For instance, we can promptly view and classify the exact amount of cases we have for each type of felony or misdemeanour, how much time it takes the Court to resolve petitions, how much time the Judge devotes to hearings and also generate dashboards with indicators of every decision made.
We publish all this information so it can be analysed and scrutinized by the public. In order to be as clear and accessible as possible, we display charts created with open source software like Tableau.
This entire process is demanding very deep cultural change both from our team of public servants and our users too. In the judiciary there are many long-standing, ingrained practices and traditions that are difficult to confront.
The impact and results of delivering these policies can be measured not only by interactions with our twitter account and public google drive, but also with the encouragement and interest we have received from different public servants and citizens across the world.
With this open justice initiative, we have improved our work environment and achieved better job satisfaction. Critically, we have inspired other teams to deliver a more efficient public service.
In addition to the information related to judgments and rulings, we decided to broaden our spectrum of openness. We regularly announce the Tribunal agenda, so any citizen can witness the hearings being held.
Furthermore, we decided to publish the resume of each member of our team. Moreover, although it is not the norm in our justice system, we publish the Judge’s personal leaves and interim appointments in other Courts.
Among other innovations and inspired by plain language initiatives, we are working to make our decisions as comprehensible and clear as possible to every citizen. We are replacing difficult technical words and legalese for simpler, everyday terms.
We are determined to provide a service based on trust by making ourselves more accessible to the community. We hope that, in the near future, these innovations will be common in any court of law.
This project was enabled by the City of Buenos Aires Magistrates Council -the institution which administers the Judiciary- and the support of Mariano Heller, as Head of the Planning Secretary.
Recently, within this program, was launched a Justice and Innovation Lab (#JusLab) which forms an OGP commitment.","a:6:{i:0;s:3:""181"";i:1;s:3:""257"";i:2;s:3:""611"";i:3;s:3:""302"";i:4;s:3:""621"";i:5;s:3:""338"";}","Our Open Justice Initiative is innovative because no other court in the region had open a public twitter account to share their work.
We choose twitter because you do not need to have an account in order to view our public profile.
This encourages transparency and accountability. Reaching out to the general public by the judiciary is not at all common in Argentina.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","This open court initiative started three years ago. We are constantly learning and evaluating how we can improve our engagement and openness.
We regularly hold team meetings to analyse the data we are collecting regarding criminal cases. We ask ourselves which other information and statistics can be gathered, measured and how can we make it more accessible to the community. These meetings, apart from bringing the work group closer together, allow us to set our work process and objectives.
We were recently invited to share our innovative experience at the seminar ""The Journey Towards Open Government -The UK Ministry Of Justice & Metropolitan Police Experience"" held by Austral University, organized in collaboration with the UK Ministry of Justice and the Institute of Global City Policing.","The City of Buenos Aires Magistrates Council -the institution which administers the Judiciary- collaborated and supported this project through its Planning Secretary, lead by Mariano Heller. This backing allowed us to optimize communications skills and promote networking opportunities with other justice sector stakeholders.","With this open justice initiative, we have improved our work environment and achieved better job satisfaction. In addition, we have motivated and encourage other court teams to deliver a more efficient public service.
We have been gathering evaluations by citizens in order to measure their satisfaction with the way they were engaged and their overall experience in the court.","This innovation allows us to measure our performance in various ways.
The impact in our social media speaks for itself, bearing in mind that we are a criminal court. We observed the access and interaction with our account. We have seventeen hundred followers, a bit more than twenty five thousand visits to our page, were we have the link to our drive, and over a million and a half prints.
We managed to structure and present data using open source tools like Tableau, so it is available to be analyzed, measured and reuse by citizenship.
Academic institutions, media and different stakeholders have shown interest in our innovations.
In the future, we expect more institutions to join this path towards open justice.","Another challenge was to encourage and motivate public servants that have being working differently for a long time. Our starting point was to be insightful and think which practices we could modify to elevate the levels of trust in the justice system.
We have always focused on the citizens and our goal to provide them a more efficient public service. That was the key to inspire others who were dispirited in their usual tasks and chores.
However, we have to work on the pressure to constantly display all our work in public.","In order to achieve success in this project, changing the mind set of Judiciaries is essential.
As in every ground-breaking project, strong leadership skills are needed.
It is vital to build a team with character, conscience and solid work ethics to embrace open government policies and its ideals with conviction.
Support from local and federal government is helpful for sustaining the progress.","This project can be replicated by any other court, although it takes a lot of “extra” effort and resources. We have implemented it with almost no extra budget than the one granted to other courts.
It has been replicated by another criminal court in our judicial branch of the City of Buenos Aires. We had several guidance meetings to encourage and share our knowledge. They were able to successfully launch their open justice project and also added new ideas.","This project is based upon a profound belief in the value of transparency when administering justice, the relevance of accountability, and the need to develop real improvements to help regenerate trust as a way of improving the democratic legitimacy of the justice administration, which ultimately is where states decide in particular cases about the constitutional rights and protections granted to the members of the community.
From this experience we are convinced in the value of transparency and open data in the justice system. We strongly believe this as a key component to gain and rebuild trust in our community.",,,,,,
10370,"Minas Gerais Government Transparency Portal",https://oecd-opsi.org/innovations/minas-gerais-government-transparency-portal/,,Prodemge,Brazil,regional,"a:1:{i:0;s:12:""public_admin"";}","Minas Gerais Government Transparency Portal",http://www.transparencia.mg.gov.br/,2015,"Minas Gerais Government Transparency Portal is an instrument of transparency and control of state governmental actions by its citizens. The data available on the portal allows citizens to inspect and monitor public expenses of the government, contributing to greater transparency and prevention of corruption. Since its creation, the portal has been improved and complies to regulations and standards of public information and has a user friendly interface.","The Portal of Transparency is an electronic tool of Minas Gerais State that allows transparency and control of state governmental actions by its citizens, displaying public data from the State and municipalities, offering search tools based on the Law of access to information.
It complies with all Brazilian legal requirements related to financial rules and regulations of fiscal management responsibility and constitutional rights of public information access to all.
The Portal was installed in 2009 by the Secretary of Revenue of Minas Gerais in a partnership with Companhia de Tecnologia da Informação do Estado de Minas Gerais (Prodemge). It contains data and information such as expenses and revenue, public deficits, tax transfers, personal expenses, payments, and fiscal citizenship.
In 2015, the Controladoria Geral do Estado de Minas Gerais (CGE), the body responsible for managing the portal, decided to restructure it aiming to increase the amount of public data available by automatic search engines and improve user-friendliness. In order to make it possible, CGE signed a contract with Prodemge to develop a new layout and insert search tools. Now the portal is an essential tool of governmental transparency that contains much more data and information than its prior version. New features also include a search tool of employee travel expenses, income from partnerships, contracts and acquisitions, information on cars owned by the government, budgets and other.
In terms of the portal layout and usability, interactive graphics, maps and the possibility to export all data to social media were developed with the new update. A call service to answer citizens’ inquiries was also made available in addition to the existing channels.
Transparency plays an important role in the fight against corruption allowing greater responsibility and increased disclosures by public managers as well as control from citizens, researchers and media. Therefore CGE is working continuously to make more data available on the portal.",,"Minas Gerais Government Transparency Portal is an innovative initiative as it is the first time the State of Minas Gerais has published such a large amount of public data on various areas of government spending.",,,"Unrestricted access to data published on the portal is ensured by establishing relationships with necessary stakeholders - public managers. Prodemge, a State ITC, is responsible for the development, hosting and maintenance of the portal.","The portal allows the exercise of accountability and control of the government by the citizens. Journalists are given access to data and information useful for their work. Researchers benefit from a large amount of open data that can be used for research. Public managers can use data published on the portal to facilitate planning, monitoring, assessment and auditing.","The main measurable results of the portal are the increased number of users accessing information as well as increased transparency of the portal. Between 2015 and 2016, there was a leap in the number of times the portal was accessed (from 550.689 in 2015 to 1.217.483 in 2016, after the new version of the portal was launched). In 2018 it reached 1.696.489. The user data shows a similar trend: 343.070 in 2015, 739.468 in 2016 and 933.511 in 2018.
In terms of transparency of the portal, it is measured by the The Transparency Ranking, which is a Ministerio Publico Federal project that evaluates different portals from 5667 cities, 26 States and Distrito Federal (the capital city). The ranking measures the level of compliance with Brazilian transparency laws on a scale from 1 to 10. In 2015, this analysis graded the portal as 7,8 transparent, which went up to 9,2 in 2016 – after the portal was updated.","Technical restrictions: during the most part of the process of updating the portal, CGE had a three-person team working on introducing new search capabilities and at the same time maintaining the portal. Budget restrictions: CGE has identified more than 30 updates that could enhance the potential of the portal even more. The main one is to develop a Business Intelligence (BI) tool, that would permit the creation of personalized search based on information available on the portal, expanding the possibility of crossing data and analysis, as well as the improvement of data visualization through powerful graphic resources. In order to briefly substitute the lack of a BI, advanced research tools were implemented so users could freely research within a minimum parameter they chose.","The main condition for the success of the Transparency Portal is the partnership with sponsors and strategic government sectors – the State Governor and the State General Controller. In a context of lack of resources, innovation has to be prioritized in a range of State projects and actions. As open government is a new trend,public sector leaders have to believe in the value of proactive transparency, which beyond legal matters also involves a cultural change in public organizations. Another key condition is the existence of technological and human resources that support and understand the issue. Maintaining large database requires a strong data backup and a team able to translate technical data into a user friendly language. Therefore, budget resources must be able available.","CGE would like such portals to be implemented in as many Brazilian municipalities and States as possible, that’s why CGE is always willing to share its experience with other authorities of public administration. Prodemge is also available to share information and know-how on the implementation of the portal.","When CGE team was asked to update the Portal in 2015, it identified that the search tools were developed by Prodemge and not by the client or system user, as it’s usually done when developing a system. It was decided that CGE (the client) would build the portal negotiation rules as well as detailed specifications, including fields and tables to be used. This made teamwork easier by avoiding information gaps and ensured product delivery is consistent with demand.",,,,,,
10455,"PLATEFORME D'ENGAGEMENT CITOYEN",https://oecd-opsi.org/innovations/plateforme-dengagement-citoyen/,,MAKE.ORG,France,central,"a:1:{i:0;s:11:""information"";}","PLATEFORME D'ENGAGEMENT CITOYEN ",http://MAKE.ORG,2018,"Make.org est une plateforme européenne de mobilisation citoyenne autour d’actions de transformation de la société. Dans ce cadre, Make.org développe une solution digitale de consultation massive, totalement inédite, capable de faire participer autour d’une question simple d’intérêt général, plusieurs milliers de citoyens, dans plusieurs langues, et de restituer les résultats de cette consultation en ligne, de manière quasi instantanée. Cette solution est complétée des ateliers en présentiel.","Qui sommes nous ? -
Engager les citoyens, les associations, les institutions, les entreprises et les médias dans la transformation positive de la société : c’est la mission de Make.org. Avec la conviction que ces changements ne peuvent se construire que sur du consensus. C’est pourquoi notre démarche, dans chacune de nos activités, consiste à chercher la part d’adhésion commune, le socle de priorités partagées sur lequel l’engagement collectif peut se bâtir. Parce que nous sommes persuadés, aussi, qu’offrir aux citoyens de nouveaux modes de participation et d’implication est le seul moyen de réconcilier le corps social et de faire progresser la démocratie.
Comment transformer la société : l’approche par le consensus -
Pour mobiliser la société civile, Make.org a développé trois types d’opérations :
- Les Grandes causes, pour transformer la société par la société : depuis sa création fin 2016, Make.org et ses partenaires s’appuient sur les consensus citoyens pour agir concrètement contre les Violences Faites aux Femmes, pour donner Une Chance à Chaque Jeune, permettre l’Accès à la Culture Pour Tous, Mieux Prendre Soin de nos Aînés, Permettre à Chacun de Mieux Manger, et bientôt Faire une Vraie Place aux Personnes Handicapées dans notre Société.
- Les Grands débats, pour transformer les institutions et la démocratie par les citoyens : début 2019, Make.org et l’institut Civico Europa ont ainsi lancé la plus grande consultation jamais organisée dans l’Union européenne, WeEuropeans, dans 27 pays, qui a fait émerger les 10 propositions plébiscitées par les citoyens à travers l’Europe. Make.org et plusieurs grands médias ont également mené une consultation parallèle au Grand Débat National, et révélé les principaux consensus et controverses qui animent les Français.
- Les Consultations d’engagement, pour transformer les entreprises et les administrations par les collaborateurs : elles ont ainsi permis d’imaginer la Ville de Demain ou les moyens de faire éclore des Champions Européens du Numérique, les solutions pour rendre notre Économie plus Bienveillante, ou encore de demander à 5.000 agents de la fonction publique comment faciliter leur travail et lever les obstacles qu’ils rencontrent au quotidien.
Comment écouter massivement les citoyens : la plateforme d’engagement -
Pour faire émerger ces “consensus engageants”, Make.org a développé une plateforme unique de consultation massive, capable de toucher plusieurs centaines de milliers de personnes. En répondant à une question ouverte d’intérêt général, chacun peut faire des propositions et voter sur celles des autres participants. Les algorithmes que nous avons développés permettent de mesurer l’adhésion des citoyens à chacune des propositions, tout en empêchant les phénomènes de trolling et la surreprésentation de groupes d’intérêt constitués.
Comment impacter concrètement la société : la Make.org Foundation -
Pour réaliser concrètement cette transformation positive de la société, la Make.org Foundation, conçoit et met en oeuvre des plans d’actions massives et impactantes sur 3 ans. Ces actions sont pensées à partir des “consensus engageants” issus des consultations ; déterminées et validées par les citoyens avec l’ensemble des associations, entreprises, médias et experts référents sur le sujet ; puis construites avec les associations spécialisées, sous le pilotage de la Make.org Foundation.
Comment garantir notre transparence et notre indépendance ? -
Comme l’exprime sa Charte éthique, Make.org est une plateforme Démocratique, Civique et Européenne, Neutre, Indépendante, Transparente (son code est ouvert) et Respectueuse des Données Personnelles. Une ambition assurée par une gouvernance approfondie, et contrôlée plusieurs fois par an par un Comité éthique indépendant.
Make.org est également à l’origine, en novembre 2018, de l'Initiative pour une Démocratie Durable, la première alliance stratégique globale entre États, collectivités locales et organisations de la Civic Tech pour sauver et pérenniser le modèle démocratique.
Un exemple de Grande Cause et de Plan d'action -
Comment lutter contre les violences faites aux femmes ? Avec 4 300 propositions et 1,25 million de votes, notre grande consultation citoyenne a fait émerger 17 idées principales. Des ateliers de transformation ont ensuite réuni citoyens, associations, experts, entreprises, médias, ainsi que la secrétaire d’État Marlène Schiappa, et débouché sur un plan de 8 actions concrètes. Sélectionnées pour leur impact à l’échelle nationale, ces actions couvrent différents types de violences faites aux femmes et s’échelonnent le long du parcours potentiel d’une victime.
Description du plan d'action disponible à cette adresse : https://about.make.org/about-vff","a:14:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""303"";i:6;s:3:""616"";i:7;s:3:""373"";i:8;s:3:""621"";i:9;s:3:""283"";i:10;s:3:""217"";i:11;s:3:""623"";i:12;s:3:""614"";i:13;s:3:""302"";}","'- Make.org réussit à réunir une diversité d'acteurs incroyables autour de problématiques d'intérêt général : Ministères, citoyens, associations, medias...
- Make.org s’assure lors de toutes ses consultations, de la réalité statistique des résultats produits, grâce à une méthode inédite permettant de les protéger des manipulations par les groupes d’intérêt.
- Les consultations Make.org sont préservées des phénomènes de trolling massif. Elles permettent de dégager une véritable émergence populaire, et d’éviter la surreprésentation des groupes d’intérêt déjà constitués.
- Make.org est la seule entreprise de la Civic Tech européenne à avoir fait le choix d’être 100% Open Source et de n’utiliser que des logiciels libres, seule garantie d’une transparence vis-à-vis des citoyens.","a:1:{i:0;s:14:""implementation"";}","Concernant la Grande Cause ""Comment lutter contre les violences faites aux femmes ? "" le plan d'action est en cours de déploiement :
Quelques statuts :
Le service Mémo de vie permettra aux victimes de constituer un historique, de manière confidentielle et sécurisée, avec les dates, les lieux, le contexte des blessures subies.
Projet actuellement incubé via ShareIt & porté par France Victimes (Olivia Mons)
Le contenu de la formation Certif Soutien Femmes sera conçu avec des associations spécialisées et un organisme expert en pédagogie digitale. Le programme se déclinera à travers une formation digitale, déployable à grande échelle, mais aussi une formation qualifiante en présentiel.
Contenu en cours de création avec le support du Collectif féministe contre le viol, la Police nationale (Commandant Conzon), et CoorpAcademy","Dans le cadre de la Grande Cause ""Stop aux violences faites aux femmes"", plus de 400 000 citoyens ont participé (4300 propositions, 1,3 millions de votes)
La fondation Kering & Facebook sont les partenaires Fondateur la Grande Cause
La secrétaire d’État Marlène Schiappa a participé aux ateliers de transformation
Une trentaine d'associations font partie de la coalition et ont participé à la consultation ainsi qu'aux ateliers de transformation.","Citoyens : les participants sont intégrés à la communauté d'action et sont régulièrement informés de l'avancée du plan d'action.
Associations : chaque action est soutenue par une association qui dans ce cadre obtient un financement de la fondation Make.org
Nous espérons que le plan d'action mis en place fera baisser le nombre de femmes victimes de violence de + de 10%.","'- Des citoyens massivement mobilisés : + de 400 000 contre les violences faites aux femmes, + de 500 000 pour mieux prendre soin de nos aînés, près de 2 millions de participants sur la consultation européenne ""WeEuropeans""
- Des communautés d'actions inédites, regroupant citoyens, medias, associations, entreprises autour d'une méthodologie unique
- Des premiers plans d'action en cours de déploiement (contre les violences faites aux femmes / pour donner une chance à chaque jeunes)","'- Création d'une méthodologie unique permettant le renouveau de consultations citoyennes
- Challenge de devoir rassembler pour mener à bien notre ambition un nombre incroyable d'acteurs, très divers, qui ne se rencontraient que peu jusqu'à aujourd'hui
- Challenge d'une méthodologie qui nécessite le meilleur du numérique, mais également des événements physiques
- Challenge d'une méthodologie qui nécessite la création d'une équipe avec des profils très variés ; allant du data scientist au responsable des affaires publiques","Utiliser le meilleur de la technologie et des méthodes issues de la tech ; mais savoir se reconnecter avec le monde réel et les acteurs de terrain pour donner une réalité au sujet.","Notre méthodologie est appliquée aux Grandes Causes, pour transformer la société par la société ; aux Grands débats , pour transformer la démocratie par les institutions et les citoyens ; mais également à ce que nous appelons les Consultations d'engagement, pour transformer les entreprises et les administrations par les collaborateurs.","Avancer par itération. Mais vite !",,,"a:2:{i:0;s:5:""10478"";i:1;s:5:""10479"";}",,,
10459,"GovTech: Using technology to support the Sustainable Development Goals in Portugal",https://oecd-opsi.org/innovations/govtech/,,"Administrative Modernization Agency (AMA)",Portugal,central,"a:5:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";i:3;s:16:""Service Delivery"";i:4;s:15:""Open Government"";}","GovTech: Using technology to support the Sustainable Development Goals in Portugal",https://govtech.gov.pt/,2018,"GovTech is a Portuguese public competition that rewards innovative products and services provided by Startups and addressing at least one of the 17 Sustainable Development Goals (SDGs).
It intends to stimulate the national Startup ecosystem, by promoting a sustainable economic growth, fostering innovation and opening new economic opportunities based on the 2030 Agenda.
The use of blockchain in the voting phase opened to the public was one of the perks of this competition","GovTech is a public competition that rewards innovative products and services of Startups addressing at least one of the 17 SDGs. In the 1st edition there were projects focused on the environment, women’s rights, the youth, migrants, fighting poverty, etc.
In fact, the way GovTech was designed had two main goals in mind: to promote the SGDs nationwide, and to stimulate the Startup ecosystem and dynamism in Portugal. Startups usually employ young people and have a reputation of being disruptive, creative, innovative and have a great growth potential, making everything seem possible. So enabling their development and teaching them about the importance of the SDGs, promotes a sustained, inclusive and sustainable growth.
2018 was the year of the Govtech first edition, with the all process being divided in four main phases:
• The 1st phase was to submit the applications. The candidates had to present a video, the technical specifications of a working prototype and the business case for the project, which had to include sound production and sale costs, revenue models, among other things.
• The 2nd phase was to check if the projects were in compliance with the illegibility criteria, namely its convergence with the SDGs.
• On the 3rd phase, everyone could analyse the projects accepted to the competition and then vote and choose the six finalist projects. All the information was made public on the GovTech webpage. To make the vote, or better, the investment on the projects a more interesting process, a virtual coin using blockchain technology was created, named GovTechs. People could vote on their preferred projects, by investing the GovTechs on the website. This insured the security and transparency of the all participatory process.
• The 4th, and final phase, was the ceremony that gathered hundreds of participants, on which the final six projects that made it to the final, could pitch their idea to a specialized jury, who had the responsibility of choosing the three winning projects.
To participate, either just to submit the prototypes, or just to vote / invest in the ideas, the participants only needed to create an account in the GovTech website, using the Citizen Card, or the Digital Mobile Key (DMK), which is the Portuguese mobile electronic identification and authentication instrument that allows citizens to electronically identify themselves in websites and perform public, and private, digital services, through their smartphones, tablets or laptops.
The 3rd phase of the public voting was designed to be like a game. The process was actually very simple, after creating an account on the website, the citizens automatically had a virtual wallet that they could manage, and were able to receive badges for doing determined actions. Each badge had a certain amount of GovTechs associated. For instance, when a citizen created an account in the website he received a badge with 100 GovTechs; if the login was made using the DMK, instead of the Citizens Card, he received an extra badge of 200 GovTechs; if he participated in the road show he had another badge with 100 GovTechs; if he invited a friend to participate, he was entitled to a badge of more 100 Govtechs:, 2 friends gave him 200 GovTechs, and so on. The investors could later use these virtual coins to vote / invest in the projects, or pass them to another investor of their choosing.
In the first edition, 113 prototypes were approved and 1744 people registered on the GovTech website. The winning projects were: INFORMAT – Intelligent Forest Management Technologies; Green Salt and Healthy Life for All, which intends to use Salicornia to reduce salt consumption; and Bio2Skin, a medical adhesive-related skin injuries.
The winners won a 30 000EUR award; the opportunity to showcase their solution in the Lisbon WebSummit; internationalization support; and the possibility to work with other private and public entities, testing and implementing their product, namely in developing countries, thus revitalizing the global partnership for sustainable development.
The initiative was coordinated by the Administrative Modernization Agency (AMA), which is the public institute responsible for promoting administrative modernization in Portugal, under the Secretary of State Assistant for Administrative Modernization (SSAAM). Also, Camões Institute played a central role, as the public institute from the Ministry of Foreign Affairs that coordinates the international cooperation and monitors the 2030 Agenda in Portugal.
With these two public entities, both innovation and SDGs were in focus, but a third component was lacking: the private sector and reaching small and medium enterprises (SME), which was operationalized through partnership with private companies, such as Startups incubators.
The second edition was already launched by the SSAAM in March 2019, and it’s now in the first phase of the competition.","a:10:{i:0;s:3:""162"";i:1;s:3:""178"";i:2;s:3:""190"";i:3;s:3:""196"";i:4;s:3:""876"";i:5;s:3:""610"";i:6;s:3:""613"";i:7;s:3:""616"";i:8;s:3:""619"";i:9;s:3:""181"";}","The project is seen as ground-breaking, not only because it’s a way of gathering innovative ideas with a strong focus on its impact in achieving a better and more sustainable future for all, but also for the way it engages the citizens and the Startup community, namely trough a very transparent voting process based on an emergent technology: blockchain.
The voting phase was designed to function as an online game, in which everyone could play and have fun participating in all the process. The goal was to engage the community in an amusing way, while promoting the SDGs and innovative solutions.
Moreover, the competition is oriented to small and medium companies with a strong focus on out of the box thinking and innovative ideas that have proven to be in line with the 2030 Agenda, and some of them have presented a very good basis of scientific research and technological capabilities, with potential to be replicated in other contexts and projects.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The 1st GovTech edition is already over. The finalists were chosen and are currently working with the Startup incubators and the Portuguese public entities that are helping their projects to take off, both nationally, as internationally.
The number of eligible projects submitted to the competition, as well as the number of participants and voters registered on the website on this first edition are considered very positive results. Because of that, there’s already an ongoing 2nd GovTech edition.
Other countries have also shown interest about the way the competition was run and the way citizens and startups have been engaged, so we’re already sharing our experience and diffusing lessons.
The use of blockchain in the voting process was also important, since this initiative served as a testing ground to experiment and test the potential of this emergent technology. The lessons drawn from it, are now going to be useful when AMA decides to use blockchain again.","The initiative was developed by AMA in coordination with the Camões Institute. Private entities in the SME community, specifically Startup incubators, were also involved, which allowed to publicize the competition and gather a significant number of projects.
Such partnerships also gave the competitors the opportunity to showcase their projects and the winners the chance to work with well-established companies, enabling new partnerships and the sharing of experiences and best practices.","The fact that the competition is based on the SDG’s values, means that it covers several different groups, from women, to people suffering from disabilities, to the elderly, to entrepreneurs, etc. Nevertheless, it's a competition focused on the Startup context, which are traditionally seen as a group prone to innovation, with a potential to promote a sustainable economic growth.","2018 was the year of the GovTech first edition. 140 projects were submitted and 113 were approved, covering all the 17 SDGs. In fact, most of the projects that were presented responded to more than one SDG’s, proving their cross-cutting nature.
1 744 people / investors were registered in the online platform, which led to the creation of 1 532 virtual wallets, the issuing of 4 963 100 Govtechs and, of those, 4 559 312 were actually invested in the projects, allowing to choose the 6 finalists. In the end, there were 3 winning projects.
Besides, the all process allowed the dissemination of the SDGs principles in a community known by its creativity, as well as the establishment of new networks and partnerships that now have the potential to innovate and work together. It gave the competitors the opportunity to showcase their projects, and gave the winners the opportunity to work with these companies, enabling the sharing of experiences and best practices.","The use of blockchain was a challenge, mainly because the voting system had to be something replicable, secure, transparent but also user friendly. The voters had to feel comfortable using it, so the solution was to design the voting process as a game, which ended up working perfectly
Also important was a communication strategy that appealed the younger and those working in the Startup context, so it was decided to have a very informal language in all the competition communications and to really use social media and the webportal to communicate. The goal was to show that this was a light, funny and innovative initiative, open to everyone with an out-of-the-box idea. Concepts that are not usually associated with the public administration.
Finally, another challenge was to chosen the projects that could participate in the competition. There were a lot of submissions covering very different areas, so there was the need to create a multidisciplinary team to evaluate all the applications.","An initiative such as this needs to be well communicated to the public. People need to know the criterions to submit their applications, know the rules of the competition, and later know the projects in which to vote and understand all the process of the competition. That can only be possible through a well-planned communication strategy.
The top political support is also of major importance. A competition of such magnitude needs human and financial resources to succeed, as well as a dedicated team to design the all process and evaluate all the project submissions accordingly to the criterions. These types of resources are only available if the project has the political support.
Finally, the right partnerships are considered essential, not only between entities from the public administration, but also with private companies. The Startup context is a very specific one, so it’s important to engage them, namely Startup incubators, since the beginning of the project.","In Govtech, the goal was to stimulate the Startup microsystem around all the 2030 Agenda. But, competitions such as these can be organized around specific SDGs, or used to promote and stimulate other type of entities, like the academia for example. The potential to replicate this competition model is a vast one, and can only be limited by one's imagination.
The use of blockchain in the voting process is also something that served as a learning process to the Portuguese government. It was the first time a governmental initiative used blockchain, so the goal was also to test the potential of this emergent technology and have some lessons learned that can now be used in future projects.
Moreover, the competition is oriented to small and medium companies with a strong focus on out of the box thinking and some of them have presented a very good basis of scientific research and technological capabilities, with potential to be applied in other contexts and projects.","This is not the first competition directed to Startups and organized by the Portuguese government. The Startup Simplex, organized in 2016 in the scope of the Simplex program (a simplification and modernization program of the Portuguese public administration) , had some lessons learned that were very useful for the GovTech. One of the most important one was the need to only accept projects to compete, if they had a viable and working prototype and a sound business case. Otherwise, after the competition, the chance of these projects to succeed was much lower.
The use of blockchain was also of value. It was an opportunity to experiment the technology, and at the same time have a safe and transparent voting process. A process that seemed like a game to the participants, so it was easier to engage people to vote.
To partner with the right entities is paramount to the success of the initiative. As so, AMA partnered with private entities with a strong role and reputation in the SME community, specifically Startup incubators, which allowed to publicize the competition, gather a significant number of projects, and showcase the projects, enabling the establishment of future partnerships.
Other important partners of the initiative were: PME-Investiments, a public financial society whose mission is to promote the financing offer to SME; and SOFID, a development financial institution that supports investment projects of Portuguese companies in emerging and developing countries","AMA had a strong role as the project manager of GovTech, but the online platform of the competition and the voting process using blockchain was the result of a procurement process. The public tender was won by Bright Pixel, who was in charge of the technology part of the project in close coordination with the AMA Digital Transformation and Information Systems Departments.","a:1:{i:0;s:5:""10469"";}","a:1:{i:0;s:5:""10471"";}",,https://govtech.gov.pt/projects/115?page=1&ordering=random_order,https://govtech.gov.pt/projects/67?page=1&ordering=random_order
10480,SIMPLEX,https://oecd-opsi.org/innovations/simplex/,08/05/2019,"Administrative Modernization Agency (AMA)",Portugal,central,"a:5:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";i:3;s:16:""Service Delivery"";i:4;s:15:""Open Government"";}",SIMPLEX,https://www.simplex.gov.pt/,2006,"With a citizen-centric approach and a strong focus on co-creation, SIMPLEX is a simplification and modernization program focused on improving public service efficiency and designed to facilitate the citizens and businesses everyday life, and their interaction with the public administration.
Launched in 2006, it had several editions since then and resulted in the implementation of hundreds of initiatives that cut red tape, reduced context costs and used ICT to deliver better public services.","In SIMPLEX, the needs of the public services users are the key criterion to identify priority areas for action and the most appropriate simplification measures. The program is highly participative, with a strong focus on co-creation and the participation of different stakeholders in the process of defining the initiatives to be implemented by the government agencies.
First launched in 2006 and with several editions since then, SIMPLEX is the central policy program in Portugal to boost the public services reform and facilitate the relationship between the citizens and the enterprises with the public administration. It combines in a single governmental program the objectives of better regulation; reduction of the administrative burden; interoperability; forms and procedures dematerialization; easy access to public services; cutting red tape; and the promotion of e-Government. It, therefore, enables a more efficient public administration and a better service delivery to the citizens and the entrepreneurs.
It covers all the governmental areas, from defense to agriculture, to foreign affairs or education, among all the others. In fact, some of the initiatives across more than one area and ministry, making the cooperation and coordination between different entities a prerogative of the program, which has a strong silo breaking focus.
The 1st edition of the program was in 2006, and between 2006 and 2011, more than 1.000 measures of administrative and legislative simplification and e-Government were successfully implemented across the all Portuguese public administration. The program then had a consolidation phase and, ten years later, in 2016, it was back and renamed SIMPLEX+. It retained its original feature of a single national program of a cross-cutting nature, covering all the domains where the state is actively present, but it addresses new challenges.
To identify the initiatives that make up the program, there were several meetings and design thinking sessions engaging different stakeholders all across the country, during what was called the SIMPLEX Tour. In these meetings, 2016, 2017 and 2018 SIMPLEX+ editions gathered the ideas of 2.634 citizens and entrepreneurs. Also, 283 public servants participated in the SIMPLEX JAM meetings, also organized across the country with the goal of collecting ideas for the initiatives. Another relevant form of participation was the SIMPLEX website, which works as an open channel for communication and submission of suggestions and ideas through the SIMPLEX+ BOOK, through which AMA received 802 proposals of projects to include in the program.
But the website is not only an instrument of engagement, but it’s also an instrument for transparency, publicizing SIMPLEX many activities and projects, their implementation stage and timelines, as well as the entities involved since initiatives, are assigned to individual public entities for implementation, depending on their area of action.
The SIMPLEX program was also an opportunity to stimulate innovation and to invite innovators to look at the central administration. With that in mind, as part of the SIMPLEX+ program, the 'Startup SIMPLEX' competition was launched in 2016, inviting Startups to present their ideas for services and products that would improve the Portuguese public administration. There were 196 projects submitted and the three winners had their ideas embedded in the SIMPLEX+ 2016, as one of the 255 measures of that year’s edition.
Some of the most emblematic initiatives that happened under different SIMPLEX editions are: the “Born a Citizen”, that enables birth registration at the maternity unities or hospitals (2007); the “Automatic Tax Declaration”, which made tax returns completely digital and automatic (2017); the “I lost my wallet” counter, a one-stop counter that helps the citizen renew most of its documents in case his wallet is lost or stolen (2004); “On the Spot Firm”, that allows registering a company in less than one hour (2006); the “Electronic Vaccination Bulletin”, which makes available online the information about vaccination, providing personal notifications about coming dates (2018); etc.
With most of the initiatives implemented, the way the program is designed and executed is a successful and replicable model. The execution rate for the SIMPLEX 2016 is 89%, for the 2017 edition is 80% and for 2018 is already 83%. Considering that 154 of the SIMPLEX 2018 initiatives are to be finished until the end of 2019, and 15 are to be completed until the end of 2020, the execution rate of this edition is considered to be on track.
The responsibility for the program lies with the Minister of the Presidency and of Administrative Modernisation, with direct support from the Prime Minister. The Secretary of State Assistant and of Administrative Modernisation is in charge of coordinating and monitoring the program, with the technical support of the Administrative Modernization Agency (AMA).","a:11:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""302"";i:4;s:3:""615"";i:5;s:3:""612"";i:6;s:3:""616"";i:7;s:3:""617"";i:8;s:3:""320"";i:9;s:3:""618"";i:10;s:3:""619"";}","It’s a co-created program which instead of a top-down approach, has a bottom-up process intended to implement initiatives that really respond to the stakeholders' needs. Participation is promoted through several actions, such as the SIMPLEX Tour, which had a team of specialists crossing the country and organizing open events to collect ideas from the citizens and the entrepreneurs.
Another example was the SIMPLEX Jam, which consisted of several participatory meetings and design thinking sessions to gather the public servant’s ideas for new services, but also to improve existing services.
The co-creation effort is also supported by the SIMPLEX + Book, website and social networks that are open and permanent communication channels, where anyone can submit ideas or suggestions.
Another innovative feature is the fact that SIMPLEX covers all the governmental areas, putting different ministries and entities working together and coordinating their efforts to provide better services.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","SIMPLEX has had several editions since 2006. Some of the initiatives that comprised the program are already finished, others are being implemented at the moment. It’s a well-known brand in Portugal for years, recognized for the way it identifies priority areas and modernizes and de-bureaucratizes procedures.
The fact that it had already several editions, allowed for some evaluations to be made. There was a study hired to Nova University, based on a generalization of the Standard Cost Model, which did an evaluation of 13 of the SIMPLEX+ 2016 edition measures. And, there’s an evaluation that is being conducted at the moment by Ernst & Young, which was hired by the European Commission, in coordination with the Portuguese government, to evaluate 40 SIMPLEX+ initiatives
Portugal has also been sharing this experience with other countries, helping them develop their own simplification programs, so SIMPLEX is also in the phase of the diffusing lesson.","The majority of the initiatives of the program were brought to the table by the citizens, civil servants, and entrepreneurs.
After the public consultation phase, the proposal evaluation and the program development, there is a collaborative network involving all the Ministries. Such network of SIMPLEX focal points is made up of representatives from all the Ministries and monitors the implementation of the initiatives.","The main SIMPLEX beneficiaries are the citizens and the entrepreneurs that have their daily lives and interactions with the public administration facilitated by all the initiatives comprised in the program.
But not only, but the public administration itself is also one of the main beneficiaries of the program, since it simplifies procedures and regulations, enabling better allocation of human and financial resources and therefore promoting efficiency.","Besides the stakeholder feedback, in 2017, Nova University evaluated 13 of the 255 measures of SIMPLEX+ 2016. Based on a generalization of the Standard Cost Model, it concluded that these 13 measures had: an estimated potential saving of EUR 623,992 million related to the reduction of the administrative costs; companies saved EUR 187,236 million on the filling of forms, and EUR 59,963 million in getting familiar with the regulations; the added value to the economy of EUR 1.094 million; and the public administration saved 490.000 hours of work.
There’s also a current evaluation being conducted by Ernst & Young, ordered by the European Commission, in coordination with the Portuguese government, to evaluate 40 measures.
Besides, the SIMPLEX focal point network has progress reviews every 2 weeks, made on a specific online platform. The Coordinating Entity also prepares progress reports and disseminates the results, which helps to justify the good execution rates.","In each edition, the main challenge is to reach as many stakeholders as possible and to collect and process as many contributions as possible in order to accurately identify the most effective cost/benefit measures to be implemented.
To address this, the hearings and the public sessions had to be very well organized and publicized. And to give strength to these sessions, the political representatives (such as the Secretary of State, the Minister of the Presidency and Administrative Modernization, and even the Prime-minister, took part in some of these meetings, showing that SIMPLEX is a program with strong political support.
Another main challenge was the implementation of measures that needed strong coordination and interoperability between different entities and ministries. The existence of a track record of success regarding execution and results of SIMPLEX, a network of focal points and strong political support from the Prime-Minister helped to overcome these constraints.","In a national program that crosses all the governmental areas such as this, top political support is essential to get the financial and the human resources needed and to push the co-ordination between different entities.
SIMPLEX is regarded as a policy-setting program, that may drive simplification and modernization within the public administration.
Also, the existence of key enablers, such as interoperability (eg. the Portuguese Interoperability Platform, iAP), digital identification and infrastructures of all kind, which are essential for cross-sectorial initiatives to work.
But this co-ordination is also only possible if all the stakeholders are engaged since the beginning, and if there are a proper governance structure and accountability mechanisms. These latter are primordial to keep track of the several initiatives and to make sure that the calendar of the program is on time.","The challenges in de-bureaucratize, simplify and modernize the public administration are shared by governments worldwide, so the way SIMPLEX addresses these problems can also be replicable in many other countries. The SIMPLEX lifecycle is a simple one to replicate: public consultation; proposal evaluation; program development and implementation; and evaluation.
Since its first edition in 2006, several delegations from different countries visited Portugal to know more about the program and study its design and implementation. This methodology focused on co-creation and the engagement of several stakeholders can be used on programs with a national and cross-sector focus, such as the SIMPLEX, but also in smaller programs, or more focused on a specific governmental area or geographic region.","A bottom-up approach, in which the stakeholders are asked to propose initiatives and ideas on how to simplify procedures and modernize the public administration, is a good way of getting some out of the box thinking, and meet the citizens and entrepreneur’s real needs and expectations.
To listen to the public servants is also of great value. They’re also citizens, but they’re the ones providing the services and listening to the complaints of the service users. They know the reality and the challenges that the public administration faces, so they can be a very good source of ideas.
Another important SIMPLEX feature is the communication and marketing strategy. For a program of this nature, communication is considered fundamental to reach all relevant targets, whether by using social media, or more traditional forms of communications in the radio, television, etc. The launch of the annual SIMPLEX program, for instance, is an event cover by the media, and specific merchandising is also produced to raise awareness of the program initiatives.
The 2018 SIMPLEX+ edition was presented to the citizens by life events (birth, health, education, work, family, etc.), instead of governmental areas, so that was also important for the people to realize the true impact the initiatives have in their daily lives. In fact, a famous Portuguese magician was hired to feature in several videos based on this approach, which were presented on TV and were published on Youtube and on the SIMPLEX+ website.
Additionally, the political support and the proper governance and accountability mechanisms are fundamental for its success. The implementation timeline and budget is the responsibility of each entity in charge of the initiative, in coordination with AMA, but the existence of a focal points network, with representatives of all the ministries that regularly meets, is essential to co-ordinate initiatives and to put the different entities working together.",,"a:1:{i:0;s:5:""10491"";}","a:1:{i:0;s:5:""10492"";}",https://www.youtube.com/watch?v=XMb7EPr9Eqs,https://www.youtube.com/watch?v=3NzkdSzKLyc,https://www.simplex.gov.pt/magiasimplex
10495,"Open Government Experience at Criminal Court N° 13, Buenos Aires, Argentina.",https://oecd-opsi.org/innovations/open-government-experience-at-criminal-court-n-13-buenos-aires-argentina/,,"Juzgado Penal, Contravencional y de Faltas N° 13 de Buenos Aires - Criminal Court Number 13 for felonies and other minor offenses in Buenos Aires",Argentina,regional,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}","Open Government Experience at Criminal Court N° 13, Buenos Aires, Argentina.",https://twitter.com/jpcyf13,2016,"As a criminal court judge I felt the need to implement concrete actions to establish a new way of adjudicating in my country (Argentina) by relying on Open Government’s principles. Among some of the implemented policies, we publish all of the court's decisions, the court hearings' agenda, statistics and reports on the administration of the court and the biographical information of the court's employees. We do so by using our Twitter (@jpcyf13) and YouTube accounts.","As justice operators in Argentina, we notice there is a lack of confidence and legitimacy within the citizenry. There are lots of factors that cause this general feeling, but the more relevant aspects are related to an absence of transparency, citizen participation and accountability.
In order to solve this problem, in the Criminal Court N° 13 we decided to implement different strategies:
1) We keep an open source of data that can be accessed by anyone that is interested in doing so.
2) We try to provide an easier understanding of judicial decisions to the citizens by using a plain language in every decision we make.
3) We publish all of the court's decisions, the court hearings' agenda, statistics and reports on the administration of the court.
Open Data and Accountability
In this area we introduced lots of changes in our every-day work. First of all, we modernized our records by digitalizing and publishing them online. With this innovations we were able to reduce the amount of time required for some administrative duties. Also, we have decided to anonymize all the data in order to ensure people´s privacy.
Twitter
In order to share all of our database with the public we created a Twitter account were we published almost everything is done in the Court, from the CV´s of those we work there to complex judicial decisions. In this order, we try to keep a fluid communication in social media to be closer to those who are interested in what we do every day.
Plain Language
We know that having a record of decisions and sharing it is not enough. We have a firm conviction that everyone that takes interest in what we decide has the right to understand it. For doing so, we took several classes of grammar and plain language and changed the way we interact with the public. Also we created a YouTube channel and uploaded videos to explain how the Judiciary works.",,"Argentine citizens distrust the judicial system. In this context, as a criminal court judge I felt the need to implement concrete actions to establish a new way of adjudicating by relying on Open Government’s principles. My way of adjudicating cases is based on three pillars: open data, accountability and plain language, as a way to simplify the access to justice. Among some of the implemented policies, we publish all of the court's decisions, the court hearings' agenda, statistics and reports on the administration of the court and the biographical information of the court's employees. We do so by resorting to our Twitter (@jpcyf13) and YouTube accounts (we are the first court in the country with a YouTube account), which to directly communicate with the citizens.",,,"Our project is a result of a collaborative effort of those who integrates the Court. Open databases, Twitter and YouTube accounts are managed by us. However, our innovations have aroused the interest of other sectors, such as the Council of the Judiciary of Buenos Aires and the National Ministry of Justice. These institutions collaborate with us regarding, for example, the collection and the analysis of statistics. We also work with citizens, collecting their opinion through anonymous polls.","'- Supreme Court of Justice
- Other Courts
- National Administration
- Local Administration
- Civil society, in particular Non-governmental organizations.","We managed to highlight the weaknesses and strengths of the work of the court. This practice became a valuable source to rethink daily practices in order to optimize the service we provide. For example: we change the way of citing citizens (via WhatsApp), the way to conduct audiences (videoconferencing) and implement the use of new technologies to communicate with the people (Twitter and YouTube). The change of perspective in the understanding of our work and its impact forces us to continue deepening the path we have taken.","One important challenge has been the resistance to the new way of adjucating cases by several traditional system, which were used not to communicate with citizens. To address this issue, we set up several face-to-face deliberative spaces (i.e. universities). The aim with any participation tool should be to promote open justice, transparency and accountability. Another problem is the lack human resources and qualification, especially in technology issues.","1) Commitment of the members of the court
2) Team work
3) Training in communication issues and new technologies
4) Teamwork strategies
5) Training on the collection and analysis of statistics","As part of the commitment to OGP, we have shared our work with other courts and with the Judiciary Council of Buenos Aires.","We learned that by pulling together the effort of the whole team, it is possible to practice open justice. We also learned that it is necessary to improve these practices and to expand them with the purpose of strengthening the judicial system as a fundamental institution of democracy.",,,,https://www.youtube.com/watch?v=044gT75sxLg,https://www.youtube.com/watch?v=HJriLLW8ci0,https://www.youtube.com/watch?v=JlvIbJ2oKEY
10501,"Libellula - a civic monitoring lab and a format to build and sustain a local civic monitoring coalition",https://oecd-opsi.org/innovations/libellula-a-civic-monitoring-lab-and-a-format-to-build-and-sustain-local-civic-monitoring-coalition/,,"Parliament Watch Italia",Italy,central,"a:1:{i:0;s:8:""economic"";}","Libellula - a civic monitoring lab and a format to build and sustain a local civic monitoring coalition",http://libellulalab.it,2019,"Libellula is a laboratory for civic monitoring of local public spending and a format to build and sustain a local civic monitoring coalition. The first lab is based in Messina, Sicily. Moving from monitoring a specific case, Libellula aims at building a civic multi-stakeholder coalition which, while monitoring, simultaneously cultivates skills and capabilities of those involved to advocate for transparent and collaborative public spending in order to address the misuse of public money.","Libellulae (dragonflies) are insects characterized by large, multifaceted eyes, each of which relies on many lenses and points to different directions. Metaphorically, in our project, this is exactly what civic monitoring should be: a multi-stakeholder coalition connected by a common project which is also able to tackle problems and challenges from different perspectives and according to different skills. As a laboratory for civic monitoring on public spending, Libellula addresses the problem of a chronic misuse and waste of public resources, which is a critical problem in economically disadvantaged territories, like ours.
Southern Italy trails the rest of Italy on most development indicators. Development funds could reduce this gap. The large portfolio of funds dedicated to Italy, combined with chronic misuse of funds and corruption stories, explain why this is a hot topic in our country, and in our city as well.
Integrity Pacts (IPs) represent the tool recently devised by the European Union to address this problem. There is an EU Commission ongoing pilot program “Integrity Pacts - Civil Control Mechanism for Safeguarding EU Funds” which aims at providing a valuable tool for citizens to collaborate in safeguarding public spending, thus enhancing a stronger participation of civil society in the process of spending EU Funds. The pilot results so far have been promising: in terms of dissemination, we succeed in building a model that reuses the EU pilot program methodology and provides sustainability for the IP implementation.
An initial, experimental implementation is ongoing in Messina. The University of Messina, on our invitation, has officially committed to sign the IP and is participating with this commitment in the Italian Open Government National Action Plan. Libellula can therefore officially count on a local organisation that opens a pilot public procurement - the new University Library, a contract worth about 2.5 million euros - to civic monitoring practices. The signature on the pact is expected by the end of April.
The new feature in our experimentation is the ways of ensuring the IP sustainability. In Messina we built a legal framework that ensures the use of the small percentage of the total amount of the pilot procurement that is monitored to be used to fund the IP implementation. The University of Messina agreed on such a model and the small percentage will co-fund Libellula and its activities. The project is also funded by The Open Society Initiative for Europe.
The final goal of the project is to show that in dysfunctional, slow-growing contexts, participation applied to public spending processes is a valuable investment for public administrations because its cost is largely repaid in direct (avoided losses, expenditures’ impact) and indirect (fastening of growth) terms. Specifically in economically problematic contexts this investment in civic engagement benefits a large spectrum of local communities. It benefits local administrations and local communities alike, since it provides an innovative tool to prevent inefficient spending of public resources and thus it enhances chances for economic growth and development. It benefits local communities, and specific actors of the local community, since it allows citizens to actively take part in projects involving their territory. In this sense, civic monitoring by means of IP on ineffective municipal spending could be a valuable way to foster the local transition to open government. By finding resources where these are misused, this model allows to sustain civil society at the local level, thus being a stable intermediate body to link local governments with citizens.
At this stage, Libellula is already structurally institutionalized with a specific commitment into the Italian OGP National Action Plan. As it will be demonstrated after, this model could be easily replicated in various local contexts showing signs of sensitization of civic monitoring practices both on the political and the civil society side. In order to promote replication, together with Transparency International Italia, ActionAid and Amapola - the main Italian stakeholders in the IP fields, already involved in the EU Commission program - we are contributing to building a national coalition around IP, composed both by public administrations willing to experiment with open government practices and locally based civil society. The Municipality of Palermo and the Sicilian Region already committed, on the invitation extended by the Parliament Watch Italia, to implement IP in the Italian NAP. Other local contexts, such the Simeto Valley (near Catania, in Sicily) and the Municipality of Padova could join soon. They are joining Milano, Cagliari, Sibari and Madonie, where IP are already implemented in the EU Commission framework.","a:3:{i:0;s:3:""621"";i:1;s:3:""302"";i:2;s:3:""194"";}","Libellula is innovative because it demonstrates the opportunities of the reuse of an already existing good practice - the EU pilot program on IP - and allows already sensitized local contexts to implement the practice independently of the EU framework thanks to an easily be adoptable juridical framework that provides sustainability for experimentation. Furthermore, Libellula’s approach merges ""open contracting"" with “open budgeting” methodologies. In doing so it brings together two critically important features: on the one side open budgeting allows citizens to gain a comprehensive and actual understanding of local public spending and of the political decision concerning resources allocation. On the other, open contracting provides a way to control the actual use of those resources.",,,"In a first phase the Municipality of Messina collaborated with Libellula in designing this process. After change in administration this collaboration slowed down. Our main partner is now the University of Messina, ready to sign the IP. Palermo and the Sicilian Region have also joined the experimentation. Other local contexts, Padova and the Simeto Valley, are already taking steps to join in the future. Libellula has also the collaboration of the main Italian IP stakeholders that help with their know-how in the field.","Among potential users of Libellula’s methodologies and tools we targeted active citizens and CSOs, politicians and public servants, students and teachers, professors, journalists, professionals, entrepreneurs. These are all the actors that should compose the multi-stakeholder civic monitoring coalition that acts as the IP Independent Monitor.","Up to now, the main outcomes are that we have official commitments about Libellula’s IP in our OGP NAP and so the first IPs coming from the EU experimentation are ready to be implemented.
This result came also thanks to the legitimacy gained by Libellula in this experimental field. As OSIFE grantee and with the positive references received (for instance, EU Commission invited us to their last IP stakeholder event in Brussels; Open Government Partnership asked our inputs for their Local Strategy) we managed to influence the National OGP Forum to include this specific commitment and in collaboratively involve other public administrations.
In the future we expect to show that monitored procurement processes have better results than those that are not monitored, and so to create the conditions to further dissemination of IP and civic monitoring labs. To this extent we are working to a tool that imposes open contracting data standards on local public procurement, allowing the comparisons that could demonstrate that we had positive results and concrete impact.","The main challenge we encountered is something we were also aware of: if you work at the local level with open government practices, you could suffer from institutional discontinuity. It is of pivotal importance, in fact, to rely on a stable endorsement of local administrations.
Messina elected a new mayor in May 2018, when our project was almost entering in the most operative phase in collaboration with the local government in charge.
We tried to establish a link with the new one but not successfully.
The administrative discontinuity due to local elections represented a significant setback in the development of our project. We found out that the best way to respond to such setback was relying on the quality of our project and therefore proposing it to other actors able to understand the social and economic potential it displays. This strategy led us to establishing a fruitful collaboration with the University of Messina.","Libellula’s success depends above all on the necessary collaboration of all the actors involved in the IP implementation. These are institutional, civic and economic actors. It is essential that all of them recognize the model as an effective tool for better use of resources. Another important condition is that Libellula collects the collaboration of professionals from different fields (legal, administrative and economical experts) willing to share their know-how and experience when participating in the activities of the lab. Adequate financial resources are an obvious condition for success; human resources and voluntary work have been essential in the early stages of the project to set up the condition for its complete development. Thanks to the OSIFE grant and to a possible co-funding (answer coming in the very next day by Fondazione con il SUD, which aims to foster social infrastructure in Southern Italy) we should have enough resources to explore the potential of our experimentation.","Libellula’s most innovative aspect is the possibility to provide a “matrix” which can be implemented in different contexts. Both the methodologies and tools necessary for building a well-informed and adequately skilled community of participants from civil society organizations and the agreements between civil society, local administrations and contractors can be easily replicated. Libellula works as a format providing an answer to the problem of ineffective allocation of resources, and it is able to tackle this problem according to different scale; in this sense, it recalibrates its contents to the contexts of different projects and administrative magnitudes. This format, also thanks to our partners, already allowed our model to experience a dissemination phase that reached, alongside the University of Messina, the Municipality of Palermo and the Sicilian Region already committed to implement IP in the Italian NAP.","The main challenge, already described, has been the lack of responsiveness by the new mayor. We responded finding a new institutional partner for our project.
Another important lesson learned on advocacy is the importance of the national OGP Forum as a tool to deal with public administrations. The National Action Plan provides an occasion to translate the commitment obtained into a formal engagement in terms of political declarations during public encounters and public events. The NAP can be attractive for those politicians that want to prove their endorsement to transparency and openness. At the same time, since it provides a complex multi-level framework of control to ensure and foster the delivering of results, it is a first fundamental warranty for the commitment implementation.",,,,,,
10541,"“Brazil Transparency Scale” Survey",https://oecd-opsi.org/innovations/brazil-transparency-scale-survey/,,"Office of the Comptroller General of Brazil",Brazil,central,"a:1:{i:0;s:84:""Transparency, open government, civic engagement, prevention and combat of corruption"";}","“Brazil Transparency Scale” Survey",http://transparencia.gov.br/brasiltransparente?ordenarPor=posicao&direcao=asc,2018,"The methodology of the “Brazil Transparency Scale” Survey consists of a checklist on 17 categories that cover all relevant aspects of the access to information regulation at the local level, the existence and functionality of the electronic Citizen Information Service (passive transparency), as well as the information disclosure of public funds, revenue, expenditure, public bidding, etc. (active transparency). The final evaluation score ranged from zero to ten.","As of May 16 2012, Law 12,527/2011 (Brazil’s Access to Information Law) entered into force. With the law in place, any person may have access to documents and information kept by public bodies, within all branches of power (Executive, Legislative, Judiciary and Public Prosecutor’s Office) and in all government levels (Federal, States, Municipalities and the Federal District). After 7 years of enforcement, the biggest problem are the municipalities. Policy makers with a high impact on society – like public planning, urban mobility, primary health care, and basic education – Brazilian cities have the very lowest levels of transparency and accountability, which may help to explain their failure to produce substantial public policies.
Published by the Brazilian Federal Government, through the Office of the Comptroller General (CGU), the index “Brazil Transparency Scale” was designed to analyze the compliance with the law in municipalities with more than 50 thousand inhabitants in all 27 Brazilian states.
The methodology applied by the Brazilian federal government is concerned to improve the transparency and access to information in states and municipalities by means of a positive “competition”.
Despite the legal and institutional actions to promote transparency, government entities face serious difficulties to comply with the law. Thus, the CGU developed a methodology named Brazil Transparency Scale (EBT) to quantify public transparency in states and municipalities, as well as the Federal District. The EBT methodology evaluated the government entities based on points related to Access to Information Law Regulation (adequacy of the law to the local context) and Passive Transparency, including elements such as “Exposure of legislation on the rated site”, “Regulation of Citizen Information Service”, “Existence of Internet service”, “Existence of local regulation”, etc. Regarding the Active Transparency, the survey evaluated aspects such as “Revenue”, “Expenditure”, “Civil servants salaries”, “Travel and subsistence expenses”, etc.
The survey’s first round reported that 63% of the municipalities scored a grade of zero; and 22,6% a grade of one. Surprisingly, more than 85% of the cities that were analyzed received a score of zero or one. On the other side, only seven cities received a score of 9 or 10 (including two state capitals: Sao Paulo with a 10 and Curitiba with a 9.3) and only 20 municipalities had scores between 8 and 9. At the state level, two states received a score of zero (Amapa and Rio Grande do Norte); five states presented very low scores, between 2 and 4 – one of which was Rio de Janeiro. On the other side of the spectrum, six states obtained a score above 9.
The regulation of the Access to Information Law by municipalities is recommended by the Office of the Comptroller General, since the legislation approved locally adapts the general principles of the law to the subnational specificities. In other words, the federal legislation provides a general law that should be applied to any public entity of the federation. However, it is important and necessary that each entity (municipalities, states, Federal District and federal entities) regulates the law to make it suitable to its own reality. This aspect is so relevant in public transparency implementation process that own CGU evaluates through EBT how the law was regulated by the municipality.
In the transparency implementation process in municipalities, it is important the adequacy of civil employees to the new reality, since the internal processes must be changed in order to clarify the actions of public administration. We understand that cultural changes are not easy, but they are necessary, especially in this context.",,"The main goals and hallmarks of the Brazil Transparency Scale are, as follows:
- To support the adoption of measures to implement the Access to Information Law and other laws on transparency and to raise awareness and build capacity of civil servants to enable them to act as agents of change in the implementation of an access to information culture;
- To disseminate the Access to Information Law and to encourage citizens to use it;
- To promote the exchange of information and experience relevant to the development and the promotion of public transparency and access to information;
- To support the implementation of the Access to Information Law and combine efforts to increase public transparency and the adoption of measures for open government in states and municipalities.",,,"It is acknowledged that involvement of other relevant actors in the assessment of local transparency and access to information is fundamental. In this way, we have envisaged an advancement of Brazil Transparency Scale to be implemented in 2019, for evaluation of subnational entities that should include, in addition to the opinion of the citizens, the opinion of civil society organizations focused on the subject of transparency and public oversight","The initiative was designed to serve primarily citizens and indirectly the managers of the three levels of government, academics, control bodies and civil society organizations engaged in actions to promote transparency, access to information and social control.
We found it was essential to support subnational entities as early as possible, using the technical capacities developed by the CGU.","After the publication of the results of the first edition of the Brazil Transparency Scale, there was a significant increase in the number of subnational entities which started to comply with the evaluation criteria used in the established methodology and which are also obligations established by the Brazilian Access to Information Law. Among these criteria, there are the virtual handling of requests for access to information and the need for local regulations of the Law.
Obviously, at the municipal level, the data show that a great effort is still needed to reach federal and state levels, but the results already show improvements. It is important to note that since the disclosure of the EBT results, several state control bodies (states’ Courts of Accounts, states’ prosecution services) started to request more speediness to subnational managers in implementing the access to information measures, which brought advances in the discussion of the subject within the Public Administration.","The methodology of the Brazil Transparency Scale could be improved, since the mere existence of a local regulation doesn’t mean that the compliance with the law is adequate. Despite the fact that the methodology only examines the most basic obligations, the results are below expectations, especially at the municipal level. In order to further refine the methodology and give the respondent further opportunities to demonstrate compliance with legal requirements, a second review stage was included from the second edition of EBT, in which another civil servant, from another CGU local office, reviews all aspects of the evaluation of subnational entities which received low grades.
Also, we consider including, in the next round of the EBT, a document to be sent to the subnational body evaluated, with a clear explanation about the nature of the evaluation, which questions were not properly addressed by it, and which body or bodies to seek for further clarification.","Transparency in the dissemination of results is fundamental to the initiative and took place through several mechanisms. Thus, we created a specific page on the CGU website to explain the methodology of evaluation and release the statistical sampling plan, as well as the results in open data and other information on EBT.
This page has information about all EBT editions carried out so far, with a view to enable citizens and public managers to monitor the progress or eventual setback of the subnational entity on its interest regarding government transparency. Such data can still be used by researchers, scholars and students. In this way, the data is available in its entirety and in open format.
In addition, we sought to facilitate the understanding of information by the citizen through the use of simple and accessible language and the intense use of infographics, especially for the dissemination of information on the state and municipal situation.","The Brazil Transparency Scale initiative aims to deepen the monitoring of public transparency, including actions undertaken by states and municipalities regarding the right of access to information, taking into consideration that, at the beginning of 2014, there was a low number of municipalities with their own local regulations of the Access to Information Law.
The initiative is innovative because it is a methodology capable of evaluating the effectiveness of the provision of the service to meet the requests for access to information made by the Internet. It is also relevant due to the way of disseminating the results of the evaluation, which is based on a strategy known as ‘name and shame’.
Since real requests for access to the information are made, the evaluation team sought to guarantee the reliability of the information regarding the operation of the citizen service, avoiding governmental evaluations which use self-assessment data provided by the entities to be reviewed.","Since the conception of the initiative until the dissemination of the results of its implementation, the following steps can be highlighted:
Step 1: formation of a working group to create the methodology of transparency evaluation to be applied;
Step 2: training the civil servants to apply the methodology;
Step 3: definition of the sample group of subnational entities to be evaluated;
Step 4: realization of the evaluation;
Step 5: carry out the review of the results registered by the evaluators in the previous phase;
Step 6: consolidation of results.
In terms of human resources, we had 6 civil servants of the Coordination of Federal Cooperation and Social Control and 40 civil servants from the Corruption Prevention Centers at the Regional Units of the CGU in states that worked directly in the design, test and application of the Brazil Transparency Scale. In addition to these resources, online assessment questionnaires were created using the Limey Survey system, available on the Internet as a free software, without costs to the Administration.
As demonstrated by the results, without additional budgetary resources it was possible to obtain notable advances in the policy of governmental transparency of several subnational entities. Thus, it is possible to consider that the initiative obtained a high degree of efficiency, in view of the allocated resources.","The methodology was also re-adjusted, with the revision of the items to be evaluated, as well as the systematic registration and archiving of the documents and screens which prove and justify the scores obtained by the subnational entities drawn.
The EBT enabled an evaluation of the effectiveness of the Citizens’ Electronic Information Services, made available by states and municipalities. It also reviewed local regulations of the Access to Information Law. Last but not least, it has also stimulated the use of the Access to Information law by the Brazilian citizens.",,,,,
10554,"Data Visualization Initiative",https://oecd-opsi.org/innovations/data-visualization-initiative/,,"National Energy Board",Canada,central,"a:8:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:9:""transport"";i:3;s:26:""Regulatory Agency (Energy)"";i:4;s:31:""Energy and Pipeline Information"";i:5;s:24:""Environmental Protection"";i:6;s:21:""Infrastructure Safety"";i:7;s:396:""The National Energy Board (NEB or the Board) is an independent federal, quasi-judicial regulator established in 1959 to promote safety and security, environmental protection and economic efficiency in the Canadian public interest within the mandate set by Parliament for the regulation of pipelines, energy development and trade. For more information see the Board’s web site www.neb-one.gc.ca"";}","Data Visualization Initiative","http://www.neb-one.gc.ca/ www.neb-one.gc.ca/energyfuturesdata ; www.neb-one.gc.ca/pipelineincidents and www.neb-one.gc.ca/imports-exports",2016,"In 2016 the NEB launched the Data Visualization Initiative to face the challenge of producing usable and useful data to go beyond using new technologies to deliver better service to citizens. It created multiple products from the same information to expand public participation in the energy dialogue and enable evidence-based decision-making. These products include interactive data visualizations and other materials, such as high school lesson plans, as a new way to engage experts and nonexperts.","The NEB collects, uses, and shares data since its inception. The organization has a long publishing history, yet, despite great public interest on energy and pipeline stories, its reports and data tended to reach a limited expert group. Providing meaningful information to a broad audience of experts and nonexperts requires an innovative approach, especially in an era of instant information.
To pilot a new way to share data, the NEB created the Explore Canada’s Energy Future visualization. This was a curated dataset from the NEB’s premier publication Canada’s Energy Future. This publication started in 1967 and evolved with the advance of technology – from paper publication, to mini disks, to downloadable PDF supplement and Excel spreadsheets, to an online publication and database. 2018 usage analytics shows that, in contrast to the 80,000 pageviews the online report commanded, the interactive visualization received 130,000 pageviews.
Figure 1 (section 7.1) plots the Canada’s Energy Future report’s various versions in 2018 against users’ data skills and format preference, based on usage data (we assumed that usage reveals behaviour patterns). We equate the use of the online database with good data skills, and we assume that those who explore the data visualization may be less skilled with data. People who read the report prefer information packaged (curated), and those who explore the data visualization are comfortable with a less scripted experience. It also seems that those who explore the data visualization acquire new skills in the process and download the curated data.
From the numbers of PDF and HTML downloads or pageviews of the report we might conclude that some people prefer to have the context and meaning of the data explained. From the more than 20,000 pageviews of the online appendices (database), we might conclude that there are other users who are highly knowledgeable in the energy and data sectors. But the success of the data visualization shows that giving people tools to explore data and draw their own conclusions has empowered a new group of people to engage in the energy dialogue. That is the essence of data visualization.
Inspired by the success of the pilot, the NEB established a three-year Data Visualization Initiative (DVI),that will wrap up in November 2019. The main objectives were to: (1) facilitate public engagement; (2) increase public confidence; and (3) advance internal operational efficiency. To achieve these objectives, the NEB partnered with a design team from one of Canada’s leading data visualization research labs, the iLab at the University of Calgary, a computer coding startup, Vizworx, and a leading data innovation expert, Annette Hester from TheHesterView. The experience of exploring different datasets and creating interactive visualizations, data warehouses, web services, and coding the analytics to deliver useful metrics that explain how users are navigating through the visualizations is being documented to facilitate future work. So far two other visualizations were created, Pipeline Incidents and Imports & Exports of Energy to and from Canada. Before the end of the DVI, two more visualizations will be published. Note that all the data and source codes for the visualizations are published in the Government of Canada Open Government Portal.
As the DVI unfolded, we anticipated spectacular data visualizations as deliverables, but we also discovered some unexpected side benefits: (1) data discovery leads to clean and structured data by default; (2) subject matter experts change their perspective when they collaborate with designers, coders, data scientists and communicators in a creative process; and (3) people that work with a dataset day in and day out have new insights when they see these datasets differently, such as in a data vizualization. These side benefits turned out to be the most valuable learnings. The NEB is now moving to treat data as an asset; DVI has opened the doors for future mandates and created a new data and information management business unit led by a data scientist as the vice president. In addition to continuing with innovation in visual representation, the new unit ties management, analysis and public release of data and information together.","a:16:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""194"";i:4;s:3:""609"";i:5;s:3:""211"";i:6;s:3:""257"";i:7;s:3:""611"";i:8;s:3:""302"";i:9;s:3:""303"";i:10;s:3:""614"";i:11;s:3:""317"";i:12;s:3:""320"";i:13;s:3:""618"";i:14;s:3:""620"";i:15;s:3:""373"";}","Establishing fully funded three-year research, coding, and expert contracts to use data visualizations as a vehicle to change an organization data culture is unique and innovative. While many enterprises use data visualizations, the creation of these tools usually happen and the end of the analysis process and most often, they are created by the communications’ teams/business units. In contrast, at the NEB, the lengthiest step is data discovery, which is at the very start of the process. It is this interaction between data scientists, visualization experts, subject area specialists, coders, and graphic designers that reveal the challenges of the datasets and exposes additional applications for this data to the specialists that work with these datasets day-in, day-out. Further, to create visualizations the data needs to be structured. This means that instead of having to impose rules, area specialists organically clean and organize their datasets.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","We are currently at the end of the DVI (November 2019). While we are still in the Implementation and Evaluation phases, which for us are a continuous loop, our focus is on the Sustainability of the changes that were introduced to the organization’s business model.
The most significant element for sustainability was the creation of a new unit that combined Data with Information Management and the hiring of a data scientist as the Vice President. Once the new unit was operational, the DVI moved from reporting to the Executive VP for Transparency and Strategic Engagement to the VP Data/IM. From there, in addition to many innovations in data services and digital engagement, the move was to create a strategic plan that delineates the expertise needed to have internal capacity in visual representation to service the enterprise; identify and recruit individuals for these positions; and align the internal processes to ensure they are in place prior to the initiative’s end.","In addition to the NEB experts, the combination of working with world class university researchers, a startup company, and a leading digital data innovator was key to the success of this initiative. Each one of these individuals and groups made a unique contribution. The design team ensured the process was always at the leading edge of data visualization innovation; the coding team brought the speed of a startup, and the digital data lead provided the glue that kept the group working in unison.","Our user analytics show that we expanded our user base. Hence, our citizens—including civil society organizations and companies—have benefited from having usable and useful data in an open and interactive format. We also made a concerted effort to share our processes, source codes, and learnings with other government(s) departments and in the GoC Open Gov site. Finally, our university partners shared their results in leading data conferences, and will publish in peer-reviewed journals.","Our usage analytics data for 2018 show that the most popular format was the data visualization, Exploring Canada’s Energy Future, with slightly over 130,000 page views. In contrast, the online report, Canada’s Energy Future, was viewed 80,000 times for individual sections, and downloaded in full form 1,156 times. The online data appendices, with approximately 20,000 pageviews and 513 Excel downloads, were the next most popular.
Additional significant impacts were the structural changes to the organization, such as changes to main databases, different ways of operating, and even the creation of new units is much harder to capture and evaluate. Ultimately we are looking for sustain changes at the detailed level as well as the fostering of an environment where there is an incentive for innovation, risk, and acceptance of failure. We are in the process of compiling examples and analysis and plan to include them in our final report and methodology.","One challenge was to push the procurement and contracting process to review a proposal that was outside of traditional organizational standards. Throughout the 8-month long contracting process, support from the highest management was key to work through these setbacks effectively.
The second challenge was to convey the need to tolerate a risk of failure, while consuming human and financial resources in the process of building the visualizations. The support base had to be prepared to defend the overall idea.
Finally, it took us a long time to identify that we needed to increase the organization's data literacy at all levels.","First and foremost, the most important element for success is visionary leadership that is prepared to support and drive the project through roadblocks. Second, it is essential to have financing for the full length of the initiative. Third, a core group of supporters within the organization are important to facilitate the work of the team. The existence of an internal group ensures the sustainability of the initiative, after external contracts comes to an end.
After that, flexibility and creativity! Balancing the deliverables to ensure they have a wow factor and capture the imagination of the audience. While it is not always possible to have projects that have immediate impact on the daily work of business units, if that is possible, it should be exercised. Finally, ensuring that the work is validated by outsiders is always a positive signal.","Although it is hard to establish a direct link between the DVI and the increase use of design-focused data visualization in the Government of Canada, many departments cite the NEB visualizations as the gold standard. Many also ask about the use of this tool as an agent of data culture change—and request formal presentations on the subject—however, we are not aware of any department adopting this methodology. It is worth noting that these are early days. We will only be able to evaluate the changing power of this approach a few years from now when we can gage the breadth and depth of the changes.
An unexpected impact has been the interest and usage of these tools by energy and environmental NGOs, academics, and other organizations and multilaterals who are inspired by this example and adopt a new way to incorporate data visualization to their analytics. Last, the design team at the iLab has materials for future papers that will extend the influence of this initiative to new fields.","Support from the highest levels of management and a secure adequate budget are an imperative. This commitment to the initiative/project will be noted at all levels of the organization and enable overcoming future resistance. In retrospect, the one element that the leadership did not understand from the start was the issues associate with data governance. For instance, the importance of data ownership—what data was owned, or not, by the organization. Secondly, the project underscored the importance of having data literacy in senior management, to discuss data-related terms such as structured data, artificial intelligence, or data warehouse. In spite of having been commonly used in management decisions, these terms meant different things to different people. In retrospect, we would have started by offering a data science primer to senior management. It would be interesting to hear other people’s experiences with data-related change management, so that the process can be expedited.
Another lesson was the importance of internal communications about the initiative. Perhaps if there are any smaller projects that have a direct impact into the functioning of business units that can be mixed with the larger projects acceptance would be easier.
Ultimately, one needs to be prepared for a certain amount of resistance. That is always the history of innovation. The plus side with data visualizations is that at the end, you have a beautiful product as a deliverable, and one that people use. It is hard to argue when you have the data to show it works.",,"a:1:{i:0;s:5:""10571"";}",,,,
10556,"Implementation of the Access to Information Act, Electronic System for the Citizen Information Service (E-Sic) and Monitoring of Access to Information Act",https://oecd-opsi.org/innovations/implementation-of-the-access-to-information-act-electronic-system-for-the-citizen-information-service-e-sic-and-monitoring-of-access-to-information-act/,,"Office of the Comptroller General of Brazil",Brazil,central,"a:1:{i:0;s:84:""Transparency, open government, civic engagement, prevention and combat of corruption"";}","Implementation of the Access to Information Act, Electronic System for the Citizen Information Service (E-Sic) and Monitoring of Access to Information Act",http://www.acessoainformacao.gov.br/,2012,"Law nº 12.527/2011, the Access to Information Act, has come to materialize, in practice, transparency mechanisms of public information predicted in the 1988 Brazilian Federal Constitution, and in other several international treaties.
The Law consolidates the understanding that public information is owned by society, not by public bodies that produce or keep it.
Reviewing and improving mechanisms of various processes, such as increasing transparency and knowledge management, were implemented.","Brazilian Federal Constitution of 1988 established access to information as a fundamental right of individuals, reinforced publicity as a basic principle of Public Administration and created instruments to increase citizen participation in government decisions. Although advances made in terms of active transparency was significant, it was lacking a law to define how citizen could request public information. Access to Information Act came to fill that gap.
Until 2012, right of access to information was regulated by Law 11.111/2005; however, paradoxically, such legislation did not have publicity as a basic pillar, but secrecy as a rule. On November 18th, 2011, Law nº 12.527/2011 (Access to Information Act was enacted, with a term of six months for its entry into force. On May 16th, 2012, when the law became effective, it was regulated by the Federal Executive Branch, through Decree nº 7.724/2012.
Since then, Brazilian citizens and entities have made, based on the public or private interest, several requests for access to information produced and accumulated by organs and entities of the Federal Executive Branch. Office of the Comptroller-General of Brazil (CGU) is the body responsible not only for monitoring the application of Access to Information Act in Federal Public Administration, but also for training public officials to implement transparency best practices and to foster a culture of transparency and awareness about the fundamental right of access to information.
Therefore, since Access to Information Act came into force, instruments and competences have been created to guarantee the access to information right, modifying the way citizens relate to government and public affairs. Although challenges in its implementation are still faced, mainly in subnational spheres, and because it is a relative recent normative, Access to Information Act completely reversed the secrecy logic existing in Brazilian Public Administration and determined, in its article 3, item I, that publicity is the general rule to be observed and secrecy, the exception.
The new regime of access to information not only provided citizens with the tools to exercise that right, but also has been transforming Brazilian Public Administration and consolidating the country’s democracy.
Access to Information Act establishes a new logic into public sector and represents the consolidation of governmental transparency policies. The law ensures that access to public information is the rule and secrecy, the exception, and guarantees the exercise of access to information right as laid down in the Brazilian Federal Constitution.
The law defines mechanisms, deadlines and procedures regarding information requested by the citizens to public administration and improve active transparency, establishing obligations to all branches and all federative entities and providing systemic and harmonic regulation on access to information issues in Brazil.
Thus, Access to Information Act made that some extracts from Brazilian Federal Constitution becomes effective, mainly those related to the disclosure of public content by public managers; to publicity as a rule in the Public Administration and to imposition of confidentiality only in exceptional cases; to definition of a series of contents that must be disclosed by public bodies or entities. Besides that, the law constitutes an important asset for Brazilian journalists’ work, allows reduction of bureaucracy, strengthens social control over public policies, is a powerful tool for improving public management and the quality of services provided to citizens.
A very important aspect of Access to Information Act is the waiver of any requirements regarding the reasons for requesting information, as recorded in paragraph 3 of article 10 and reinforced in article 14 of Decree nº 7.724/2012. This means that citizens do not have to explain what motivated he request or say what he will do with that information. Asking is his right, no matter why.
It can be seen, therefore, that the Access to Information Act, by establishing publicity as a rule and secrecy as an exception, provided citizens with a powerful tool for a deeper understanding of Public Administration activities. From its enactment on, the government has the burden of proving that certain information cannot be granted, since, as a rule, information accumulated by Public Administration can be requested and made available through that law.
It is also important to point out that CGU is currently working on the development of a nationwide Electronic System for Citizen Information Service (""National e-SIC""), in order to allow state and municipal entities to use the same Federal Executive Branch e-SIC Portal.",,"The cultural change (from secrecy to transparency) established by Access to Information Act for Brazilian Government and the challenges for implementing this legal norm indicate its innovative character.
Access to Information Act represents a paradigm shift in terms of public transparency, since it establishes that access is the rule and secrecy, the exception. Any citizen may request access to public information or, rather, access to information which is not classified as confidential, according to a procedure that will observe the rules, deadlines, control instruments and resources provided. The focus of the law is the defense of citizen’s guarantees regarding to the State.
Brazilian legislation on the subject is bold, both because it provides for the existence of open data and both because it has the relevant characteristic of aggregating, on one same institution (in this case, CGU), considering the administrative level, the activities of implementation, appeal and sanctioning.",,,"Bodies/Entities: Due to this subject relevance and priority, the process began with meetings involving Executive Secretaries of all Ministries. They participated from the outset and were made aware of the importance of Access to Information Act, of its main mechanisms and of the timelines and efforts required to implement them in a timely manner. Government officials and Unesco technical cooperation were also key.","The successful implementation of Brazilian law stimulates society not only to be more informed and aware of its collective rights and responsibilities, but also to strive for more transparency on public administrations. Well-informed citizen has better conditions to know and access other essential rights, such as health, education and social benefits, as well as to exercise effective social control.
CSO: Access to Information Act helps improve public management and the quality of services.","Access to Information Act Dashboard: request and response statistics, most-requested bodies, distribution of requests by geographic region, and overall profile of applicants.
Creation of the Transparent Brazil Program in 2013, with the objective of assisting states and municipalities in the implementation of the transparent government measures envisaged by the Access to Information Act.
Creation of the SIC Network: RedeSIC, a CGU initiative, with the support of the then Ministry of Planning, was created with the aim of being a space for dialogue, cooperation and exchange of knowledge and experiences between Citizen Information Services (SICs) of the Federal Executive Branch. The Network works as a technical and operational support to each other, encouraging inter-agency cooperation, which contributes to strengthening the right of access to information and a culture of transparency.
Production of videos and campaigns.
Continuous improvements in the e-SIC System.","It was challenging to ensure the implementation of the Act: challenges of a technical and technological nature and also of an administrative nature were addressed, including the need for financial and human resources to ensure compliance with the provisions of the Act.
It was also necessary to overcome the culture of secrecy that, in a silent way, was still one of the great obstacles to the opening of governments. In this sense, the performance of public agents, committed to transparency and access to information, proved to be essential and determinant for the effectiveness of the Law.
Some challenges are highlighted:
- Importance of the integrated action of the agents responsible for the Law;
- Need for continuing education;
- Need to formalize the internal flows by the bodies with the publication of regulations of the procedures related to the access and the treatment of documents and information;
- Homogeneity of the Act in all spheres and powers;
- Change of open data culture.","Some points were fundamental to the success in the Act implementation, among which the first priority was with the issue and involvement of senior leaders in this process.
Due to the importance and priority of the subject, the process began with meetings with the Executive Secretaries of all Ministries, who were involved from the outset and made aware of the Act importance, its main mechanisms and deadlines and efforts required to implement them in a timely manner. Each Executive Secretary was asked to indicate an interlocutor who could actively participate in the implementation process, with due authority and ability to conduct the work within the body.
A piece of research, the commitment of civil servants and the sponsorship of top leaders were key for the great success.","The CGU is responsible for promoting good practices of guaranteeing access to information. To do so, it maintains the website www.acessoainformacao.gov.br, promotes meetings and disseminates statistics and indicators.
The CGU provides training and guidance to the Federal Executive Branch: these activities are intended to provide technical clarifications on core issues of the access to information policy, as well as on specific issues that may prove necessary. In addition to courses, lectures and workshops, the CGU constantly develops and updates guidelines for servants that work with the Access to Information Act.
In addition, through the Transparent Brazil program, it assists bodies from other administrative spheres and other powers to implement the Act, including the assignment of the e-SIC System source code and support through technical forum.","The implementation of a system of access to information has as one of its main challenges to overcome the culture of secrecy that often prevails in public management. The provision of information to the citizen requires a culture of openness and the civil servant plays a fundamental role in the cultural change, as they daily deal with public information, from its production to its archiving.
In a culture of access, public agents are aware that public information belongs to the citizen and that it is up to the State to provide it in a timely and comprehensible manner and effectively meet the needs of society. A virtuous circle is formed:
Citizen demand is seen as legitimate;
Citizens may request public information without justification;
Efficient communication channels between government and society are created;
Clear rules and procedures for the management of information are established;
Civil servants are permanently enabled to act in the implementation of the policy of access to information.
In this way, it is noted that the advantages of a pro-access administrative culture are numerous: transparency increases vertical accountability, oversight by the media and monitoring by interest groups, thus contributing to the improvement of good management practices.
Finally, initiatives that reinforce the path of transparency in Brazil are highlighted: measures taken within the Federal Executive Branch - related to data disclosure, transparency in decision-making processes, improvement of information management, greater transparency in the transfer of financial resources, incentives to civil servants - as well as the advance in the regulation of the Access to Information Act in the States of the Federation.",,,,,,
10594,"Electronic System for the Citizen Information Service (e-SIC)",https://oecd-opsi.org/innovations/electronic-system-for-the-citizen-information-service-e-sic/,,"Office of the Comptroller General",Brazil,central,"a:1:{i:0;s:84:""Transparency, open government, civic engagement, prevention and combat of corruption"";}","Electronic System for the Citizen Information Service (e-SIC)",https://esic.cgu.gov.br,2012,"The Electronic System for the Citizen Information Service (e-SIC) was developed to enable, in a cost-effective and efficient way, the reception and processing of access to information requests. The system facilitated the implementation of the Access to Information Act and serves as an essential tool for monitoring its implementation.","The Law nº 12.527/2011, known as the Access to Information Act (LAI), establishes procedures to be followed by all constituent public bodies of the three power spheres in order to guarantee the accomplishment of the right to information, established in art. 5º of the Federal Constitution. The Law was published on November 18, 2011 and entered into force 180 days after that date, on May 16, 2012.
At the time, its implementation was a huge challenge within the Federal Executive Branch, because there was a short period of time to mobilize and prepare the public bodies to a new way of action in which the access is the rule and the secrecy is the exception.In order to ensure the required structure to the full functionality of the Law from the first day of its validity, the Federal Government needed of a mechanism to facilitate the access to public information and the communication between the government and the citizens.
Thus, the Federal Comptroller's Office (CGU) created the Electronic System of the Citizen Information Service (e-SIC), which is a unique system that centralizes all requests for access to information addressed to the Federal Executive Branch. The main objective of the e-SIC is to organize and address citizen's access to information requests, to provide the administration with a monitoring mechanisms for the implementation of the Law and to produce statistical reports.
The e-SIC is available on the Internet and allows any individual or legal entity to forward access to information requests to the bodies of the Federal Executive Branch. Through the system, it is also possible to monitor the compliance with the deadline for replying, to check the responses received, to lodge appeals, to present a complaint, among other actions.
The instrument also allows, in accordance with the law, for public servants to respond to requests and resources; extend the deadlines for response; redirect the requests to the bodies, manage the servants that can respond to the requests; update information from the Citizen Information Services (SICs); and perform a follow-up of the services response through reports. The e-SIC offers, therefore, many advantages to the citizens and to the government, like:
• Availability via web for any interested citizen that has access to the internet
• Low cost for the citizen to make requests for accessing the information and also for the public body to send the responses;
•Celerity in the process of receiving and sending requests and responses
• Comprehensiveness of the entire Federal Public Administration, facilitating the submission of requests and the extraction of statistical data to monitor the Law;
• Implementation of computerized routines for the flow among requests and responses
The CGU is the body responsible for keeping the full operation of the e-SIC, to implement improvements and to guide the Federal Executive Branch and the citizens about its functioning. Since it was launched on May 16 2012, the system had already incorporated some modifications, aiming to adapt it to the normative that regulates the Access to Information Act in the scope of the Federal Executive Power (Decree nº 7.724/12) and to better serve the users and the public servants.
In November 2018, for example, the e-SIC started to enable a function allowing citizens to preserve their identity in cases of information requests that could substantiate a report on any public agent or body. Therefore, the possibility for citizens to protect their identity was introduced, through the Citizen Information System (e-SIC), when they lodge an information request whose nature may be subject to a complaint.
From the recognition that the system has obtained, the CGU is preparing a proposal to potentially extend its scope to sub-national entities. Thus, these entities may also use the e-SIC to receive and process their requests for access to information.",,"In order to facilitate and simplify the procedure to send, as well as process, access to information requests under the Access to Information Act, there was a need for the Federal Executive Branch to develop an integrated system, available on the web and easily accessible to all citizens. Thus, considering that it is the State's duty to guarantee the right of access to information, the Office of the Comptroller General developed the Electronic System for the Citizen Information Service (e-SIC), an innovative instrument in the country, launched on the 16th of May 2012, the same date that the Access to Information Act entered into force.
It should be noted that the creation of e-SIC is also an important example of innovation in the electronic and automated provision of public services, since it allows the whole cycle of access to information - from the entry of demand to the output of the response - to be performed by the system. In addition, e-SIC is administered by the CGU, the monitoring body.",,,"The resources required for the development and launch of the e-SIC were obtained under the technical cooperation project signed between the UNESCO and the Office of the Comptroller General (CGU), entitled ""Brazilian Policy on Access to Public Information: democratic guarantee of the right to information, transparency and citizen participation"". Through this technical cooperation, two notices were issued for the hiring of consultants in charge of developing the system.","Currently, more than 345 thousand citizens are registered (and have already registered requests for access to information) in the e-SIC system. In addition, 1,463 civil servants and more than 310 bodies and entities of the Federal Executive Branch are registered in the system.","The e-SIC has been adopted by almost all institutions part of the Federal Executive Branch and, with the opening of its source code and the disclosure actions carried out by the Transparent Brazil Program, the system model has been used in several States and Municipalities.
By becoming available on the internet, e-SIC contributes to a larger number of people being able to demand and receive public information, since citizens are not required to go personally to the body's headquarters to make a request. Between May 2012 and January 2019, more than 700,000 (seven hundred thousand) requests for access to information in the e-SIC system were registered. In addition, more than 345 thousand citizens are registered (and have already made requests for access to information).
The information obtained by citizens through the e-SIC allows them to know better the performance of the Public Power and its agents. Therefore, access to public information can be considered a fundamental condition for the citizens.","The implementation of the e-SIC has proved to be a major challenge in the scope of the Federal Executive Power, since the deadline to mobilize and prepare public bodies and entities for a new logic of action, where access is the rule and secrecy is the exception, was quite small. In response to this challenge, the CGU, prior to the entry into force of the Act, promoted face-to-face courses aimed at the civil servants that would integrate the Citizen Information Services (SICs) teams. In addition to preparing them to comply with the procedures of the Act, the training had as objective to instruct the servants on the operation and operationalization of the e-SIC. More than 700 people were trained from various agencies and entities of the Federal Executive Branch.","The success of this innovation is due to the wide dissemination made at the time of its launch, the training of civil servants to operate it, the creation of didactic-use manuals and the constant work of maintenance and updating of the system.","The e-SIC is adopted by almost all the bodies of the Federal Executive Branch, and access to the source code of the e-SIC system is already available for bodies or entities of the public administration of States and Municipalities that wish to broaden access to information. Currently, a project related to the use of the same e-SIC platform by subnational entities is in progress, in order to standardize the electronic system for receiving and managing requests for information access between federal, state and municipal levels.
This initiative has already been shared with a couple of countries.","In the system implementation process, we observed the importance of the training of the servants that composed the teams of the SIC`s. In addition, the preparation of the manuals, the information made available on the web and the channel for clarifying doubts were very effective. Awareness of the importance of the Access to Information Act and the orientation of how to use the system were lessons learned from this initiative.",,,,,,
10617,"Pol.is, Official Languages and a Shift Towards ‘People-First’ Policy Development",https://oecd-opsi.org/innovations/pol-is-official-languages-and-a-shift-towards-people-first-policy-development/,,"Public Service of Canada",Canada,central,"a:5:{i:0;s:8:""external"";i:1;s:11:""information"";i:2;s:31:""Evidence-informed public policy"";i:3;s:17:""Public engagement"";i:4;s:18:""Open policy-making"";}","Pol.is, Official Languages and a Shift Towards ‘People-First’ Policy Development",,2018,"Open policy-making is an opportunity for government and stakeholders to move from linear, polarized, single-issue, interest-based considerations to interactions that are networked, collaborative, opportunity-based and where complexity is viewed as an asset. Adapted for the Government of Canada context, Pol.is is a cost-effective and highly scalable, digital engagement platform that can be used as part of broader strategies to put people and robust evidence at the heart of government decisions.","CORE PROBLEM: There is an ever-increasing awareness that government policies, programs and services are developed in environments that are as complex as public challenges the seek to address. Diverse perspectives are often acknowledged as potential assets in addressing complex problems in novel ways. But tensions can are easily exacerbated in the digital era, as affinity groups around wide ranges of perspectives can quickly coalesce and, more often than not, collide. The resulting tensions create all sorts of challenges for governments, which struggle to know how to engage with stakeholders and citizens and refresh policy approaches to complex domains given with the volume, velocity and variety of standpoint in a marketplace of competing ideas. In the Canadian context, public engagement efforts are further compromised because many tools, methods and approaches cannot be successfully adapted to accommodate the needs of a highly heterogenous population, including linguistic diversity.
OPPORTUNITY: Pol.is is an artificial intelligence (AI) powered, open source, engagement platform that identifies areas of consensus (and lack thereof) from across stakeholder groups within large, heterogenous populations. Pol.is quickly and effectively generates the sort of rich information usually collected through time-consuming and expensive community forums, focus groups or interviews. It accomplishes this by using machine-learning algorithms that extract patterns from data produced by respondents. Adapted for use in the Government of Canada (GC) context, Pol.is was adapted to meet all compliance requirements (including official languages) for deployment the Canadian federal context. Pol.is facilitates open-policy-making by letting individuals do what individuals are good at— sharing perspectives and experiences by submitting tweet-length statements, as well as reading and voting on the statements submitted by other participants. As a conversation unfolds, Pol.is allows computers do what computers are good at—finding patterns and visualizing the results. Used as tool within stakeholder engagement initiatives, Pol.is allows governments to demonstrate commitment to building stronger relationships across diverse stakeholders as part of building a stronger evidence base to address public goods issues.
HOW DOES A POL.IS ENGAGEMENT WORK? A cloud-based engagement platform that and can be accessed from any device, Pol.is is a tool offers the opportunity to enhance openness and participation, placing much of the control into the hands of participants. Participants build a conversation with each other when individuals submit tweet-style statements that reflect their experiences and perspectives. The accumulation of statements creates a dynamic, virtual conversation. The more diverse the participants, the broader the conversation. To add a quantitative layer to this qualitative (or anecdotal) exploration of an issue, Pol.is facilitates participants to ‘vote’ (i.e. agree, disagree or pass) on each statements, thereby deepening the conversation. Participants can start anytime during an engagement. They can visit the conversation as often and for as long as they want, contribute as many statements as they wish. The platform efficiently tracks voting by participants, so that on each subsequent visit participants only see a stream of statements upon which they have not yet cast a vote. In an open engagement, the Pol.is link can be shared by participants with anyone they think might be interested in the topic under discussion. And with the GC adaptation, participants are able to choose whether and when to apply translation. In addition analyzing and visualizing the data and reporting results of the conversations themselves, Pol.is also provides data regarding participant practices, which can be explored to ensure strengthen government approaches to stakeholder engagement.
PILOT PHASE OF POL.IS IN A GC CONTEXT: Pol.is first use in the GC was in an open conversation around the changing nature of the visual arts marketplace in Canada. The goal: to host a conversation on a single digital channel, in which participants could participate in the official language of their choice (i.e. English or French). Usually, this would require two separate channels, one per official language. This might further result in costly complaints to the Canadian Official Languages Commission, as well as less trust and/or understanding around a shared public goods issues. By committing to an open engagement with stakeholders, the government team was able to invest its time into efforts to adapt Pol.is to deliver a frictionless experience to participants while being compliant with all GC requirements, including official languages policy. Five subsequent tests Pol.is deployments have been undertaken at Canadian Heritage. Data and insights from the pilot phase are collated into a document that discusses scaling open engagement. Subsequent phases are being scoped.","a:6:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""623"";i:4;s:3:""302"";i:5;s:3:""303"";}","Through agile process, Pol.is was adapted in six months as a digital engagement to comply with all GC requirements related to data privacy, security, accessibility and official languages. Pol.is was deployed six times in 2018 to identify the conditions under which this digital tool addresses the following long-standing stakeholder engagement challenges in a Canadian open government context.
- How to support both Canadian official languages in a single conversation without the lag-time or costs associated with traditional translation services?
- How to accommodate any number of participants without any increase in the time or costs for data analysis?
- How to combine qualitative and quantitative data as relevant policy evidence?
- How to host digital engagements that do not devolve into combative monologues where the loudest voices dominate, and long-held impasses prevent groups from moving forward on complex policy issues?","a:1:{i:0;s:14:""implementation"";}","Implementation (Pilot Testing and Refinement): Public service experts from IT, security, privacy, accessibility, official languages, communications, public opinion research, policy research, policy development, public engagement, open government, procurement and legal services teamed up to pitch, adapt and deploy Pol.is in under six months. We worked in deep collaboration with external partners. For instance, on the technical side, the small technology startup company that developed Pol.is supported the platform’s adaptation. During the same six-month period, we worked with 25 stakeholders groups and prepared for the pilot deployment of Pol.is in a national engagement, which explored the impact of digital disruption on the marketplace dynamics experienced by visual artists. Five subsequent deployments took place in 2018. The data from this pilot phase is being used to develop a plan to sustainably scale the use of Pol.is across the GC.","Pol.is was developed by a technology start-up based in San Francisco, with which the government team worked closely to adapt Pol.is an digital engagement tool to fit the open government context. Using agile process, specialists articulated and tested versions against GC requirements, while the start-up made changes keeping user-experience at the heart of its design. The start-up continues to learn alongside us, which has led to transformations in its own business model.","We used Pol.is in 3-week open conversation with a broad and diverse cross-section of stakeholders in the Canadian visual arts marketplace, including artists, wholesalers, institutional collectors, galleries, museums, schools, artist-supporting organizations. We supported stakeholder learning and preparation to use a new digital tool. In a data-poor issue area, stakeholders were eager to generate data, even asked to extend the conversation by one week once it was underway.","FROM DIGITAL SURVEY TO ‘PEOPLE-FIRST’ DIGITAL ENGAGEMENT: Before Pol.is, surveys developed by analysts were deployed for a 4-week periods, generating between 30 and 75 responses. During a 4-week period, Pol.is drew 752 participants, 200 of whom submitted statements. The total number of statements was 577. The total number of votes cast was 43, 968.
LANGUAGE NO LONGER A BARRIER: The adaptation of Pol.is put in-real-time translation capacity (via Google Translate) at the hands of engagement participants, 87% of whom participated in English and 23% in French. Google Translate proved to be 77% as effective as paid-translation services, with huge time- and cost-savings (i.e. in-real-time and free) to Canadian tax-payers. This solution can be scaled up to unlimited numbers of participants, which allows for larger data captures. Moreover, it is linguistically-scalable and can accommodate any language, including Indigenous ones, that are offered on web-based translations sites.","LANGUAGE: Language politics is very sensitive in the Canadian federal context. Traditionally, we have not had the tools to host effective, cohesive, participant-driven conversations as part stakeholder engagement and open dialogue. Previous attempts to use online tools have yielded linguistically-segregated and/or –marginalized results. While this pilot benefitted from the time- and cost-savings associated with artificial intelligence and machine-translation, translation accuracy rate hovered around 77%, eliciting a single complaint to the Office of the Commissioner of Official Languages (OCOL) and triggering a project review. We anticipated (indeed invited) such an occurrence in order to extend the dialogue we had started with the OCOL prior to the deployment of Pol.is. The dialogue with OCOL is an on-going, productive one. They remain interested in the use of technology to foster language duality, but would like to be kept closely briefed on our activities.","There needs to be sufficient political will and public service know-how to put people at the centre of policy development. We have learned that a tool is just the start of ther journey. Successfully and sustainably scaling of Pol.is across the GC requires increased capacity building in the following areas: open policy-making, digital literacy, public engagement. Now that we have a well-functioning tool that has proven to be compliant across GC requirements, we have started to scope out a new phase of work, and plan to embed a data scientist and a design professional onto an engagement/policy development team, so that we can use the tool across an entire policy development cycle. We continue to stay connected with the GC communities of practice and secretariats that have supported us to this point. We are also on-boarding new partners, as well as connecting with external specialists that can help inform our work as it moves forward.","As part of the pilot phase, 5 subsequent deployments of Pol.is occurred throughout 2018, as Canadian Heritage explores the use of Pol.is in different stakeholder relations context. These cases have helped us develop ‘use-when’ scenarios, as well as a guidebook to help other teams across the GC implement their own Pol.is open engagement processes. We have found that the tool functions as desired in terms of opening (and increasing) participation, generating data and ensuring linguistic and other forms of inclusion (i.e. accessibility, etc.). We have also learned that the capacity required to surface the nuances in the data requires a level of data literacy beyond that found in the average policy, program or research analysts. In terms of next phases of work on Pol.is, we are seeking to build strategic partnerships with organizations that have it as their mandate to increase the data capacity across the GC.","OPEN POLICY-MAKING IN THE DIGITAL ERA: Digital technology can build relationships, as well as enhance trust and understanding across diverse standpoints. Pol.is effectively collates diverse perspectives and sorts through areas of consensus and lack thereof. As such, Pol.is is at its best when combined with other tools and methods to create a cohesive engagement strategy. For open policy-making, Pol.is data requires stakeholders to be involved in co-interpreting results.
DATA LITERACY & EVIDENCE: Pol.is yields AI data that surfaces nuances and patterns across the many issue and stakeholders that combine to make up a policy challenge. Advice from data scientists and specialists throughout a stakeholder engagement project’s life cycle is required, a but such capacity is limited within Government of Canada context. Opportunities for Phase II Pol.is work is currently being scoped, particularly collaborations with internal partners (i.e. Statistics Canada, specialists working in the public opinion research domain, etc.). Meanwhile, our start-up partner has come to realise that the introduction of a software-as-a-service (SaaS) solution was simply a starting point for their journey. Their business model is now evolving from a private company to a benefit corporation model (B-corp, a for-profit company with clear commitments and priorities societal and environmental agendas) whereby additional services and tools can be developed to support and enhance data literacy and capacity.
LANGUAGE: The adapted Pol.is platform offered a highly effective and exciting remedy to some of the quality, cost and time challenges related to official language use within stakeholder engagements. Any limits to the effective exploitation of machine translation can be addressed through clear user-guidelines around submission of participant statements.","The two contacts for this project are:
Deepika Grover (Canada's Free Agents, Natural Resources Canada)
Email: dee.grover@gmail.com
Twitter: @barefoot_pivots
Phone: 613.552.3815
Cedric Jean-Marie (GC Entrepreneur, Canadian Heritage)
Email: dyomides@gmail.com
Twitter: @dyomides
Phone: 819.700.2727",,,,,
10661,"Digitally enabled community engagement in policy and programme design",https://oecd-opsi.org/innovations/digitally-enabled-community-engagement-in-policy-and-programme-design-2/,,Converlens,Australia,central,"a:4:{i:0;s:8:""external"";i:1;s:11:""information"";i:2;s:7:""science"";i:3;s:23:""Artificial Intelligence"";}","Digitally enabled community engagement in policy and programme design",,2018,"Converlens emerged from the Australian government’s 2017/18 Business Research and Innovation Initiative (BRII) ""Digitally enabled community engagement in policy and programme design"" challenge. The BRII challenge linked into OGP Australia’s first National Action Plan. Deploying artificial intelligence (AI) to provide a smart layer of qualitative natural-language processing techniques (NLP), Converlens assists people in government to excel at managing the submissions and communications process.","Converlens unpacks the cardinal challenges that governments experience while engaging with communities: fundamental pain points that surfaced during problem-discovery research for the four-month feasibility study. For example: matching the right expertise to the ‘right’ government problems; including relevant contributions from ‘off-channel’ sources; and facilitating ongoing interaction with communities often left in the dark about an engagement’s outcome. Other issues include how to deal with large volumes of public input that may not receive sufficient review and response due to resource constraints; as well as ‘closing the communication loop’—that is, ensuring that those who participate receive fast, sufficient feedback. Deploying artificial intelligence (AI) to provide a smart layer of qualitative natural-language processing techniques (NLP), Converlens assists people in government to excel at managing the submissions and communications process. By automating aspects of this process, Converlens alleviates the administrative burden, enabling public servants to maximise their value contribution to pressing issues.
Converlens focuses on the practical problems faced by public servants tasked with administering engagements. These pain points include running the day-to-day tasks of building engagements with communities; reaching out to the right stakeholders at the right time; and handling and analysing communications in the review and feedback loop. Converlens’ public-participation tools are designed with government for government by people who get government’s fundamental needs. This toolkit combines to ease the administrative burden that so often thwarts successful outcomes due to resource, budget and time constraints, and offer agencies the ability to discuss and moderate the full suite of submissions internally—in a safe, controlled, managed-risk environment that facilitates radically leaner and more productive decision-making. By accommodating all levels of staff expertise and reducing the time it takes to conduct engagements, Converlens lowers the barriers to undertaking an engagement. Designed for public servants, Converlens’ improved toolkits and capabilities enhance outcomes for both sides of engagements, encouraging easier, faster and more effective engagements with greater frequency.
The beneficiaries of this undertaking are the stakeholders on both sides of engagements: government agencies and staff employing new capability; and the communities, citizens and organisations served through the application of a more inclusive and responsive engagement framework. Sharing engagement challenges common to public-service agencies in Australia, government agencies across the world would benefit from Converlens’ practical solutions. Governments also have a strong hand opening or closing channels for community participation, so a smart toolbox designed to conduct valuable engagements can encourage agencies to run consultation initiatives more frequently and convincingly, ultimately benefiting communities too. This can lead to a virtuous cycle, as increased trust on both sides of engagements leads to superior engagement levels and improved outcomes for all stakeholders. Improved analytical capabilities also assist governments to better harness community input for making decisions—AI, for instance, can save governments vast amounts of time when dealing with anything but the smallest number of submissions and facilitate better recommendations of who to talk to. By using automated, qualitative processing capability to address time consuming, yet low value work, AI-powered technology frees up extra time to help human staff make crucial value judgements and the smartest decisions when interpreting big data. Programmes like the BRII challenge also encourage the SME sector, which—in turn—provides government with a competitive, solutions-focused channel that is already delivering successful outcomes.
In 2017, Converlens secured a competitive, million-dollar grant from the government of Australia to help disrupt the public-engagement space with innovative civtech/govtech solutions. Today Converlens is available commercially for governments at local, state and federal level: not only in Australia, but internationally. This SME has also secured commercial contracts from the most senior department in the Australian government: the Department of the Prime Minister and Cabinet, as well as state and local government departments. This serves as an important endorsement of the commercial viability of Converlens’ solution—a key BRII requirement. Thanks to support from the BRII and collaborative partners, Converlens streamlines the process of conducting public participation for government agencies, in turn empowering agencies to do their work with greater ease, speed and cost-effectiveness. Its entrance into the public-engagement space holds essential but far-ranging implications for international government agencies.","a:6:{i:0;s:3:""184"";i:1;s:3:""876"";i:2;s:3:""181"";i:3;s:3:""302"";i:4;s:3:""211"";i:5;s:3:""147"";}","Two key factors made the project innovative. Firstly an innovated procurement approach was chosen by the Australian Federal Government. Rather than working with established, bigger corporations, the BRII initiative utilized skills from start-ups and SME's to co-create a solution that was fit for purpose. This offered an agile and cost effective approach to development of solutions in addition to providing critical investment to smaller companies. Secondly, the AI technology developed in the project has provided an innovative approach to dealing with large amounts of qualitative data often encountered with community and stakeholder engagement. The solution makes it easier for people to explore data and form insights so they can focus on high value work such as collaboration and communication of outcomes and with stakeholders.","a:1:{i:0;s:14:""implementation"";}","Converlens is now being used in The Independent Review of the Australian Public Service and other federal engagements such as the Review of the Melbourne Declaration, as well as other state and local government community engagements. This is has demonstrated that the solution can be successfully applied across all levels of government.","Converlens worked closely with several agencies and departments within the Australian Government throughout the project. This included the Department of Industry, Innovation and Science (DIIS), the Department of Social Services (DSS) and the Department of the Prime Minister and Cabinet (PM&C). All departments involved helped direct the development of the solution ensuring it was fit for purpose.","The project involved stakeholders and users varying from Australian Government officials who were using the solution to facilitate engagement, as well as citizens, civil society and industry who participated in the Australian Public Service (APS) Review. Government use of the product meant they could realize efficiencies when running the engagement. Community members who engaged with the APS Review were provided a better opportunity to be heard by contributing through the solution.","It is easy to reflect on the technological innovation in this process, such as natural language processing, data visualisation or AI-powered capabilities. However, the real breakthrough was applying this innovation to the challenges raised within government agencies by the administrators running such engagements. By listening directly to these issues, a better understanding emerged of what was and was not working, coupled with a deliberate approach to avoid being prescriptive about how government ‘should’ conduct engagements. The empirical observations of the process, stakeholders and outcomes revealed resource constraints on staff (such as budget, time, knowledge) as a significant limiting factor. This directed the design and application of these AI, NLP, analytics and communications technologies. The main innovation was combining the technology with a discovery process designed to address government’s greatest engagement pain points.","Converlens was new to larger spheres of public participation when it won the BRII’s million-dollar grant in 2017. Although this grant allowed the team to look at digital community engagement with fresh eyes—it was nonetheless a challenge to gain a comprehensive grasp of the problem domain, as well as determine the viability of the solution within the four-month period of the feasibility study. Within this framework, there seemed to be a clear disconnect between agencies: they were repeatedly trying to solve the same set of problems while struggling to find consensus on why certain failures continued to re-materialise. Co-creation was certainly a core element of solving the challenge: even so, challengers were also required to innovate by producing solutions without too much government input. In a word, Converlens needed to maintain a balance between interpreting the BRII’s upfront information, asking additional questions and calling on original insights from its own investigations.","A key factor of success in the development and successful deployment of the innovation was the co-design process used. One of the main drivers of the BRII challenge was to look for innovative procurement of solutions for the government. Rather than reaching out to established, bigger companies and consultancies to solve the challenge of ""Digitally enabled community engagement in policy and programme"", they brought in SME's to come up with a solution. This provided a cost saving to the government, offered investment to start-up businesses and created genuine co-creation dynamic. Open access to government employees and stakeholders allowed fluid and rich ideation that really informed the development of a the Converlens solution. In turn the end product was focused on solving the real problems associated community engagement face by government employees.","Converlens is now helping government departments at a federal, state and local level. This has demonstrated that problems faced by large government departments can also apply to smaller departments, namely processing efficiency. Converlens provides efficiency with sourcing of input from stakeholders and communities as well as processing, analysis and management of data, and this has now been replicated and scaled across the different applications at all levels of government.","Solving government-innovation challenges from government’s point of view turned out to be crucial. As intuitive as this may sound, government’s requirements don’t often feature upfront within the community-engagement spectrum. Focusing on community requirements — such as exploring means to increase citizen voices — will make scant difference to government decisions if no one addresses the practical issues of conducting government-led engagements. After all, governments hold the key to opening up the space for community participation. Several factors may lead to poor community participation and experiences: engagements resulting in rubber-stamped decisions; necessary specialist expertise not being brought into the conversation; and citizens receiving zero feedback on the outcome of their consultation. Was their contribution even read and considered? Rising public expectations and declining trust in government mean that government agencies are working under increasingly tough time and cost constraints. However, a surprising learning—given stereotypical characterisations of “government doesn’t care”, “they don’t listen” and “nothing ever changes” — was seeing how well government understood the issues at play. Instead of finding an indifferent, apathetic civil service, Converlens met skilled staff struggling with very real, practical resource issues. More often than not they were hamstrung by budgets, staffing and time pressures. The problem clearly wasn’t that government didn’t care. It was a general capability quandary dictated by system limitations. The deep scepticism of “software solutions” promising answers after years of repetitive failures delivered the insight that technology wasn’t the full answer: Converlens had to find human-tailored solutions to help staff execute their functions effectively and capably.",,"a:1:{i:0;s:5:""10667"";}","a:1:{i:0;s:5:""10668"";}",,https://www.youtube.com/watch?v=tJYvxQam6cg,
10727,"Design and implementation of a citizen centric employment services system",https://oecd-opsi.org/innovations/design-and-implementation-of-a-citizen-centric-employment-services-system/,,"Department of Jobs and Small Business",Australia,central,"a:1:{i:0;s:10:""employment"";}","Design and implementation of a citizen centric employment services system",https://docs.jobs.gov.au/node/46026,2018,"The Australian government is transforming employment services to improve how the system works for job seekers, employers and the community.
Transformational change requires genuine consultation to capture the diversity of views of stakeholders affected by changes, identifying pain points, testing ideas and laying the groundwork for sustainable policy reform.
A citizen centric approach helps to understand the real-world impact, leading to better outcomes and greater acceptance in the community.","In January 2018, the Australian government appointed an independent Expert Advisory Panel to provide advice on what a future employment services model might look like. Members represented the interests of employers, small business, job seekers, the provider sector and academia.
Independent consultants were engaged to ensure the world’s best practice informed the Panel’s thinking, helping identify reform challenges, the strategic risks and change management associated with designing a new employment services system.
User-centred design leaders supported extensive user-centred research to hear directly from job seekers, employers and providers on their experiences and needs in using employment services.
A summary of this user feedback is available, 'Employment Services 2020: Consultation report'.
A summary of responses to the public discussion paper is also available, 'The Next Generation of Employment Services: summary of consultation responses'.
These conversations helped inform the recommendations outlined in the Panel’s report to government, ‘I Want to Work’, which was released on 14 December 2018. Broadly, the Panel recommended a future employment model that would:
- Target resources to where they are needed most, enabling job-ready job seekers to self-service through digital services, freeing up resources to be redirected towards providing more intensive support for disadvantaged job seekers.
- Provide greater job seeker personal responsibility and choice, enabling job seekers to have greater choice over the activities they do to find work whilst still having to meet mutual obligation requirements and being subject to the targeted compliance framework.
- Increase market contestability by introducing a licensing framework to lower barriers to entry and exit, more effectively drive quality outcomes and reduce the cost and disruption of regular procurement processes.
This work culminated in the announcement of the proposed new employment services model and pilot on 20 March 2019.","a:6:{i:0;s:3:""181"";i:1;s:3:""609"";i:2;s:3:""876"";i:3;s:3:""317"";i:4;s:3:""618"";i:5;s:3:""354"";}","In the course of its work, the Panel considered a range of evidence and heard from a broad range of users of the system. Members of the Panel agreed hearing directly from users of the system was one of the most rewarding and valuable aspects of their work.
The extensive consultation undertaken to inform the Panel’s advice was the largest and most comprehensive the department has ever undertaken including:
- more than 560 people attended 23 roundtables and community forums held in metropolitan and regional centres
- 556 people participated in design research workshops, focus groups or one-on-one interviews
- 450 submissions were received in response to the public consultation paper 'The Next Generation of Employment Services 2020'
","a:1:{i:0;s:20:""developing_proposals"";}","The government announced the proposed new employment services model and pilot on 20 March 2019. The new model would transform the way employment services are delivered.
A new digital platform would provide personalised support to all job seekers, with job seekers who are job-ready (those in Digital First and Digital Plus) largely self-servicing online. Employment services providers could deliver greater support to the more disadvantaged job seekers (Enhanced Services), with a new licensing system, new performance management framework and a payment structure designed to incentivise quality services. These new services would be supported by improved assessment processes for determining the needs of job seekers and a more flexible and self-directed approach to mutual obligation activities to help a job seeker into employment.
The new model would be piloted in two regions from July 2019 before being rolled out nationally from July 2022 benefiting over a million job seekers each year as well as thousands of businesses.","In response to the Panel’s recommendations, the Department has continued to take a user centred design approach, testing the proposed direction for a new model with a cross-section of users and key stakeholders including job seekers, peak bodies, employers, service providers and community sector organisations to ensure a successful transition to a new model.","
The development of the new employment services model involved extensive consultation with more than 1400 stakeholders including job seekers, employment services providers, industry representatives, employers and peak bodies, and independent advice delivered by the Employment Services Expert Advisory Panel in its report to Government.
","This is the most significant transformation of employment services since they were privatised in 1998.
Given the scale of change, the government is committed to a phased implementation to allow key elements of the model to be tested and evaluated with enhancements made through an ongoing co-design process with job seekers, employers, providers and community organisations.
This would commence with the new model being piloted in two employment regions: Adelaide South, South Australia and Mid North Coast, New South Wales from July 2019 to June 2022.
Current jobactive contracts would also be extended until June 2022 in all other regions while elements of the new model are tested and refined with users.
This phased approach would ensure that the new model delivers the best possible services for job seekers and employers.","Ensuring the stakeholder consultations and user centred research was aligned with each phase of policy development was a challenge. This required a considerable amount planning and resources to ensure the discussions were undertaken at the right time, and the information developed for each forum was appropriately targeted to inspire robust discussion amongst each group, for example, targeted to job seekers, employers or providers.","The new model would be trialled before it is rolled out nationally. This will allow ongoing stakeholder engagement and user centred co-design to test functionality on a smaller scale, and enable refinement of detailed policy settings prior to full implementation.","As an agency, the Department of Jobs and Small Business has already started strengthening the way it uses the latest user-centered co-design approaches and evidence to reduce the gap between policy intent and outcomes. The approach undertaken in the design of the new employment services system has highlighted that it is possible to lead transformational change through a process where the government has listened to users to achieve shared outcomes.","Regardless of the policy challenge, taking a user centred co-design approach is a critical factor for success. The approach undertaken in the design of the proposed new model has been very well supported by stakeholders, many publically commending the extensive consultation, for example, one key stakeholder commented that, ‘At a time when policy is often developed and announced in a haphazard way, the employment services review serves as a template for policy responses to complex problems’.",,,,,,
10917,"Tracking potential tax evaders on Instagram",https://oecd-opsi.org/innovations/tracking-potential-tax-evaders-on-instagram/,,"Medellín Treasury Department (Secretaría de Hacienda de Medellín)",Colombia,local,"a:2:{i:0;s:8:""economic"";i:1;s:10:""employment"";}","Tracking potential tax evaders on Instagram",,2018,"The digital economy is booming in Medellín. So is digital tax evasion. To identify potential tax evaders, the local treasury department used to detect unregistered online stores manually. Since the use of social media for economic activities has grown exponentially, the agency has now developed a bot that automatically scrapes Instagram for such stores - and officers can use their time instead to work with store owners to formalize their businesses.","The digital economy has been a boon for Medellín, Colombia. The city is attracting capital and talent, and the digitization has helped it become one of the most innovative cities in the world. Yet for the local treasury department, online sales have become a challenge. Tax evasion, which is common offline, has increased online. The government took the first measure in 2017 and passed a new law on the digital economy that explicitly included e-commercial activities in the tax code. Still, many small businesses, whose online presence often is just a Facebook or Instagram page, do not pay the required Industry and Commerce Tax. In some cases, they are not aware that they should pay, in others they resist because of a sentiment that the government is already making enough money.
The small investigatory “Fiscal Intelligence” unit at the treasury department took up the challenge. To get a first impression, they began to manually search for stores on social media and check whether the owners had registered with them. According to their own estimates, they were able to identify six stores per hour and knew this was not a sustainable process.
They set out to find a new solution with the Government Innovation Lab of the city’s business and innovation center Ruta N. For two years in a row, the Innovation Lab has invited about a dozen public entities to participate in a facilitated process to address challenges that they felt stuck within an innovative way. In a number of workshops, public agents narrow down the challenges to specific questions they seek to address and then post an open call for solutions to NGOs, businesses, and universities in Medellín.
In this process, the treasury department decided to work with the local start-up Grupo Boötes, which had suggested to develop KBoot, an algorithm that scrapes Instagram profiles and matches data with those of local telephone operators to identify unregistered businesses. After the team at Ruta N selected this project as one out of three that would receive monetary support for a three-month pilot, they set out to test their idea in three phases.
In phase one, Grupo Boötes developed and ran KBoot, a software dedicated to identifying people and businesses who carry out online commerce on Instagram (Instagram was picked as the social medium to work with during the pilot phase due to its large user base in Medellín). The software was programmed to search Instagram for public profiles and publications in Medellín that use relevant hashtags, keywords, and names that are associated with online sales. It then downloaded relevant data, such as username, number of followers, number of publications and contact telephone numbers, to a database, only selecting profiles with regular activity after 2016. At the end of phase one, KBoot had identified 20,828 profiles associated with commercial activities, at a rate of 45 profiles per hour.
In phase two, the treasury department went to identify the individuals behind these profiles. To do so, it cross-checked the names with their own databases and compelled all telephone operators in Medellín to provide information on 9,080 users that had provided a telephone number on their profiles. Until early 2019, five out of eight operators - covering about 50% of the market - had responded to their request and in total, the office identified 2,683 individuals. Of those, only 453 were registered with the treasury department, and 107 of these said they were not operating at the moment. 2.230 individuals were not registered with the treasury department but had been identified as selling merchandise on Instagram.
The third phase, which is still ongoing, relates to the integration of these businesses into the regular economy. The treasury department early on decided not to begin by sending fines to these unregistered businesses, but to first include them in ongoing awareness-raising campaigns that it is carrying out with the local chamber of commerce. It also applied the new law on the digital economy, which allows it to grant special tariffs to new businesses. It does not want to scare away business owners, especially since “migrating” to a different municipality is simple online. The potential tax income is substantial, after all: 2.337 potential new accounts at a minimum tax rate of COP 30.000 per month makes COP 70.110.000 (or EUR 19.881,42) per month and 841.320.000 (or EUR 236.572,62) per year.
There is a downside to this approach using carrots yet no sticks: the sensibilization efforts have proven little successful. Out of 800 businesses that were contacted, only 30 took part in such efforts, and only 17 have registered business so far. Yet the treasury department remains undeterred and will now move to a different approach, in which they will contact all identified business owners via text messages and WhatsApp in a more personal manner. And if this really does not work, it can always resort to fines.","a:10:{i:0;s:3:""147"";i:1;s:3:""178"";i:2;s:3:""190"";i:3;s:3:""156"";i:4;s:3:""211"";i:5;s:3:""257"";i:6;s:3:""623"";i:7;s:3:""612"";i:8;s:3:""616"";i:9;s:3:""338"";}","The key innovation is the introduction of a new technology that allows the treasury department to identify previously unregistered businesses and work with them to formalize their businesses. Without the software, employees of the treasury department identified such businesses at about six an hour. Towards the end of the pilot, KBoot identified 45 profiles per hour and is not restrained by regular working hours. This allows the employees to focus on the much more important work of attempting to legalize the businesses that the software identifies.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The “Fiscal Intelligence” unit has set out several priorities:
- Work with the existing data. Since only a few of the individuals that were identified in the process have actually registered their business with the city, it’s a priority to formalize more businesses.
- Obtain more data. With responses from the remaining three telephone operators, the number of identified and unregistered businesses could be doubled.
- Spread the word. The treasury department and Grupo Boöotes plans to work with surrounding municipalities in the metropolitan area to make the software available to them.
- Expand the project. With little time, the focus of the pilot was on Instagram, yet the same logic could be applied to Facebook, Pinterest or other sites.
- Build code. The idea is to create more software in-house in the future, in order to generate more knowledge within the treasury department and to reduce public spending on external advisors.","The pilot project was developed in close cooperation between Medellín’s treasury department and Grupo Boötes; the entire innovation process was facilitated by members of the Government Innovation Lab at Ruta N, Medellíns innovation and business center. Once the businesses were identified, the government made use of the chamber of commerce’s program “Growing is Possible” (Crecer es Posible) to integrate them into the regular economy.","If successful, the department will increase the tax base to the benefit of the local government and ultimately the citizens of Medellín. At the same time, these businesses could gain from legal certainty that comes with the status as an official company. At this point already, the public servants have saved a lot of work by employing the software, and Grupo Boötes was able to develop a product that it can also employ in other places and with other clients.","In the three months, KBoot identified a total of 20,828 businesses on Instagram, 9,080 out of which had provided a telephone number that allowed the government to identify the individuals behind each site. With responses from five out of eight telephones operate, the government identified 2,683 individuals. Of those, only 453 were registered with the treasury department, and 107 of these said they were not operating at the moment. The rest (2.230 individuals) were not registered with the treasury department. Al in all, KBoot identified 2.337 potential new taxpayers, with a potential minimum taxable income of COP 70.110.000 (or EUR 19.881,42) per month, and 841.320.000 (or EUR 236.572,62) per year. However, only 17 of these companies have until now made use of the program “Crecer es Posible” to register their business. The treasury department is now developing new methods to incentivize businesses to register.","Once minor computational challenges, like the need for enough processing power, had been overcome, the software has helped in a great way in quickly identifying potential taxpayers. However, there remain challenges with regards to their integration into the regular economy. What is an effective way to reach out to small business owners without scaring them? How do you provide the necessary information on how to register, and how do you convince them to actually register? Finally, once the process left the agile environment provided by Ruta N, the subsequent implementation has been relatively slow due to bureaucratic processes and challenges due to the very nature of the public sector, and it remains to be seen whether other municipalities in the region adopt the same approach.","'- Ruta N’s facilitation created the environment to think about the challenge constructively and brought together the treasury department and Grupo Boötes; its monetary support made the pilot possible.
- The treasury department created the Fiscal Intelligence unit to provide a space to think about new challenges innovatively.
- The 2017 law on the digital economy (Acuerdo 066 de 2017) created the necessary legal framework to tax commercial activity online.
- Regular communication and coordination between the Fiscal Intelligence unit and Grupo Boötes made it possible to run several iterations of the bot, provide feedback, and adapt it.","In general, the software could be applied in cities around the world that face similar challenges. For now, the involved actors have begun working with other municipalities in the metropolitan area of Medellín to make the process available to them. They also seek to replicate the process on other social media sites, like Facebook or Pinterest.","KBoot shows how public entities can adapt to new challenges and develop innovative solutions, even though some processes can take longer than in the private sector. Spaces such as the Government Innovation Lab allow the public and private sector to work together and build alliances to jointly deliver public goods. Especially in the public sector, such exchanges can foster an innovation culture that can lead to the optimization of services.","As a developer at Grupo Boötes mentioned, it keeps surprising him how much people are openly sharing on social media, how little many of them care for privacy online. This was of great help in this process, but one should never forget the ethical implications that come with working with large amounts of citizen data. At the same time, this project was only possible due to the treasury department’s authority to request information from private and public organizations, in this case the telephone operators, and the department is aware of the need to protect this information.",,,,,
10947,"Financial Inclusion Program for Migrants",https://oecd-opsi.org/innovations/financial-inclusion-program-for-migrants/,,"National Savings and Financial Services Bank (BANSEFI)",Mexico,central,"a:1:{i:0;s:8:""economic"";}","Financial Inclusion Program for Migrants",http://www.bansefi.gob.mx,2017,"As a development banking institution in Mexico, BANSEFI, in concert with the financial sector, responds to the need for financial services through mechanisms that stimulate financial inclusion. Thus, in an effort to offer financial products and services to co-nationals returning to the country due to a repatriation process, 12 service modules have been installed to offer many financial services.","In view of the current situation of Mexicans in the US, a series of actions are being implemented to further protect the rights of our co-nationals in said country, as well to offer both Mexicans abroad and those who have returned to the country access to different federal government programs and support. The repatriation of co-nationals is done at the Points of Repatriation established by the INM along the borders, and at the Mexico City Benito Juárez International Airport. The busiest points are Tijuana, Mexicali, Nogales, Ciudad Acuña and Nuevo Laredo.
According to the INM’s experience, returnees generally arrive without any belongings, but sometimes with money. Their main requirements to enter Mexico are:
a) work
b) health insurance
c) financial services.
In order to participate in public policy on migrant protection, BANSEFI aims to enrich migrants by offering them financial information that facilitates decision-making and enhances the use of financial services.
Therefore, BANSEFI created the Financial Inclusion Program for Migrants to encourage co-nationals in the process of repatriation to open savings accounts that offer them more security and thus enhance their access to various products, programs, and financial services.","a:3:{i:0;s:3:""213"";i:1;s:3:""214"";i:2;s:3:""196"";}","This program is new and there is no public policy on financial inclusion for migrants. This program consists of offering repatriated co-nationals access to financial products and services, as well as financial education, specifically designed to meet their needs and give them access to formal financial mechanisms under better financial conditions. The main purpose of the program is to reduce the vulnerability of this segment of the population by offering them tools that allow them full financial inclusion by opening savings accounts.
Generally speaking, the program seeks to improve the co-nationals quality of life. Specifically, it intends to:
• Contribute to the federal government program as a development bank by offering the support and guidance co-nationals need to generate financial inclusion.
• Stimulate financial inclusion, increasing the availability of financial products and services that allow co-nationals to have options to deal with their current situation and improve their quality of life.
•Encourage more efficient use of the financial instruments available and offer co-nationals greater security.
•Create tools and knowledge that allow co-nationals to make better decisions and improve their well-being and productivity.
This program is unique because the National Banking and Securities Commission has authorized the use of the Certificate of Admission of Repatriated Mexican Citizens issued by the INM at bank service modules at the points of repatriation as an identification document and proof of residence. In this way, returnees can open a sight deposit account in national currency, as well as carry out transactions in terms of money exchange for a monthly maximum accumulated amount of $4,000 USD.","a:1:{i:0;s:14:""implementation"";}","It is estimated that there are currently 34 million people of Mexican origin in the US, 11 million of whom were born in Mexico. More than a quarter of all the migrants born in Mexico are concentrated in three cities: Los Angeles, Chicago, and Dallas, with 1.7 million, 684,000 and 610,000 migrants, respectively. (Source: Mexican Senate, January 25, 2017). The Mexican Federal Government calculates that the US government repatriation plan will affect approximately 1 million co-nationals, as well as 585,000 Mexican youth or dreamers who are currently protected by work or study permits under the Deferred Action for Childhood Arrivals or DACA program. (Source: Mexican Senate, January 25, 2017) Mexico’s 2014.
Financial Reform reframed the role of development banking to provide more and better financial services to the population excluded from the formal financial system. Such people include the migrant population, which is considered a vulnerable group and has historically had to face a number of barriers to gain access to financial services, whether due to a lack of knowledge, a lack of information, their immigration status, or simply finding themselves in the process of repatriation. In view of this situation, BANSEFI takes part in the financial public policy to protect migrants by allowing them to maximize on the resources obtained regardless of their situation and promoting financial inclusion through the “Financial Inclusion Program for Migrants”.
The scope of the program includes the following products and services:
• Financial Education: through advisory services and promotional material, we seek to provide co-nationals with information and advice about personal finances so they can make good use of and adequately manage their resources.
• Savings: Based on the profiles and financial preferences of our co-nationals, BANSEFI places at their disposal a banking product that consists of a sight deposit account specifically designed for them, with clear incentives encouraging them to save. It is a byproduct of the co-national cardholders can automatically have access to the following coverage at no extra charge: • Life insurance linked to the bank card that includes coverage of up to $750 USD per insured person in case of an accident, dismemberment or paralysis, as well as an accidental death. • Funeral cost assistance in the event of the accidental death of the cardholder for up to $7,500. •Additional Services: the program provides for additional services available for co-nationals.
• International remittances: This service aims at offering co-nationals immediate benefits when receiving money from the United States through remittance agents that have signed service agreements with BANSEFI. These international remittances are deposited in the accounts opened through BANSEFI and the funds can be withdrawn at BANSEFI branches, as well as community-based savings and loan associations members of L@Red de la Gente.
• Money exchange: money exchange services will be offered to co-nationals who need to
exchange US dollars. This transaction can be carried out through BANSEFI delivery channels for financial products and services
• Service modules for co-nationals located at INM offices
• Branches for financial service transactions: upon having opened an account at a Service Module, as part of the program implementation strategy, and to make the process more efficient and lower the cost for program participants, the intention is to have co-nationals formalize program products and services at the modules set up at INM offices. These modules have been set up at 11 points of repatriation located along Mexico’s northern border: • Baja California (Tijuana - San Isidro / Mexicali – Calexico). • Sonora (San Luis Rio Colorado – Yuma / Nogales – Nogales). • Chihuahua (Cuidad Juarez-El Paso /Ojinaga – Presidio). • Coahuila (Ciudad Acuña – Del Rio / Piedras Negras – Eagle Pass). • Tamaulipas (Matamoros – Brownsville / Nuevo Laredo – Laredo / Reynosa – Hidalgo). One module was also set up at the Mexico City International Airport (AICM).","Collaboration for the Financial Inclusion Program for Migrants has been attained through the “Somos Mexicanos” strategy implemented by the Ministry of the Interior in 2014 and run by the INM at 11 points of entry along Mexico’s northern border and at the Mexico City International Airport.
This strategy aims at offering comprehensive assistance to Mexican citizens repatriated from the United States. This assistance consists of several actions provided by different agencies that directly or indirectly address the return phenomenon so that the returnees can become a part of national life and contribute to Mexico’s development. The innovation BANSEFI has developed makes it possible to enhance the range of program services through inter-institutional collaboration.","Within the framework of the Somos Mexicanos Strategy, BANSEFI signed a Collaboration Agreement with the National Migration Institute on May 30, 2017. This agreement aims at coordinating all mutual collaboration activities.","The financial services offered at the modules have been well-received by co-nationals going through the repatriation process. It is believed that the social and financial inclusion of returnees will have a significant impact on family well-being and Mexico’s development.","The main challenged faced in the program’s implementation was the limited time frame. All of those involved had a response time of approximately two months and the program was fully implemented two months later. In other words, it took place within a period of four months. For proper attention, all the available resources were used and adapted to the needs of this program.","In order to successfully implement this type of program, it is essential to have a team ready to respond to any needs that might arise. The leading role of the higher authorities is a necessary requisite. It is also imperative to implement a series of inter-institutional coordinating offices and for all those involved to understand the importance and scope of the project.","We believe that the service given to returnees at entry points to Mexico can be replicated under similar situations or conditions, as in the case of persons seeking asylum in the country who do not have official documentation to open an account. This would be a way to exploit the existing infrastructure and the knowledge gained from the program.","The program has met its objective. As an institution belonging to the Development Bank, BANSEFI does not intend to benefit financially from the implementation of this kind of initiative. However, as a State-owned company, it needs to find a balance between the income generated and the expenses incurred when implementing this type of action. So far, there is not enough information to evaluate the financial profitability of these modules. More work must be done in the medium term on this aspect to determine whether to continue as it was implemented or if adjustments are needed.",,,"a:1:{i:0;s:5:""10954"";}",,,
10981,"Relevamiento de Barrios Populares (Survey of Popular Neighbourhoods)",https://oecd-opsi.org/innovations/relevamiento-de-barrios-populares-survey-of-popular-neighbourhoods-2/,,"Ministry of Modernization",Argentina,central,"a:3:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","Relevamiento de Barrios Populares (Survey of Popular Neighbourhoods)",http://www.argentina.gob.ar/barriospopulares,2016,"The central government is improving social and urban integration of informal settlements faster than ever. Through a collaborative approach, we invited social organizations to design and conduct the 1st National survey of slums. With a mobile app and training, the inhabitants of the neighborhoods help in the process. Then, the families received a Certificate that allows them to request public services.","The Chief of Cabinet of Ministers - Presidency of the Nation- created in 2016 the Program ""Coordination of Sociocommunal Projects"". The aim of this program is to work with several social organizations and NGOs in a project to gather information on the characteristics of all the slums of the country, as well as the degree of access of its inhabitants to basic social rights and their needs. A “popular neighborhood” (slum), is a neighborhood where at least 8 families are grouped or contiguous, where more than half of the population does not have land tenure or regular access to two or more of the basic services (water network, electric power network with meter and/or cloacal network).
The work was coordinated by the government from a central team in the Cabinet Office with social organizations nucleated in Confederación de Trabajadores de la Economía Popular (CTEP), Corriente Clasista y Combativa (CCC) and Barrios de Pie, and with the organizations TECHO and Caritas Argentina, all of them with territorial presence throughout the country.
All localities with more than 10,000 inhabitants were raked obtaining the perimeter of each one of them. Subsequently, all neighborhoods with their respective lots were digitally mapped, providing training in the use of GIS software to a group of residents of the neighborhoods. Information in the houses of all the slums was gathered with more than 7,000 relayers of the territory of 10 organizations.
The main objective pursued by this survey is to achieve social and urban integration of the “popular neighborhoods”. To do this, two lines of action were taken:
1. Provide people living in popular neighborhoods with property titles. In this regard, the State Property Administration Agency (Agencia de Administración de Bienes del Estado, AABE) was empowered to issue the Certificate of Family Dwelling (CFD) after the survey was conducted. The CFD can be requested by the families who were relieved and it is only delivered in offices of the National Social Security Administration (ANSES). The CFD also enables the families to request and access public services such as running water, sewers, electricity and natural gas network. As such, the CFD serves as a sufficient title for accreditation of domicile before any national, provincial, municipal public authority, entities, and private companies, also serving as a legal or fiscal domicile.
2. Create the National Registry of Popular Neighborhoods. This registry was intended to gather all the information that was obtained through the survey, including information regarding inhabitants, and the digitally mapped information regarding location. As well as the situation regarding public services in each neighborhood.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""221"";}","SITUATION TO THE DATE OF INITIATION
At the national level, there was no systematized, consolidated and up to- date information on the subject.
METHODOLOGY
The methodology involved three phases:
1. Neighborhood mapping: the objective of this first stage was to locate, define and analyze information regarding where these informal settlements where. As a first step, the national government asked the provinces and municipal governments to submit any information regarding “popular neighborhoods” in each one of their jurisdictions. After analyzing that information, they were compared with a prior survey carried out by the NGO TECHO. Finally to conclude this stage people from the NGO selected and contacted one “champion” in the different neighborhoods, who had acquired a certain relationship within the neighborhood, and who could have good information regarding the state of everyone living there. These “champions” were the ones to define where the neighbourhoods where located and define the polygons to locate them using GIS software. Afterwards, they were asked some questions regarding the general state of public services inside the neighborhood.
2. Land plotting using satellite imagery (those trained in GIS): the “popular neighborhoods” were divided into blocks and lots. To finalize this stage each one of the neighborhoods was assigned with an ID, which was unique.
3. Household surveys: the last stage of this was the household surveys, the process consisted of going house by house, surveying each one of the people living there. The standard questions asked were: full name, document number, birth date, to those who were adults (+18) if they worked, in which craft (this because there is no precedent of any systematized information regarding popular economy), to those who were minors if the where collecting the “AUH” (which is a subsidy the State gives to children), this information was passed to the National Social Security Administration to verify if they were not receiving the subsidy and thus getting these kids inside the system. This was done by the relays, with the application that recorded the questions and placed each and every house surveyed in the GPS. When they inserted the ID number of the lot, the surveyed house was then georeferenced.","a:1:{i:0;s:14:""implementation"";}","When the national government started in December 2015, defined as one of its national priorities the achievement of zero national poverty rate. But, soon the government's agencies in charge of the problem of informal settlements realized that there was a huge lack of data to design good policies. There was no integral assessment of this subject. Prior to creating something from scratch, the Cabinet Office decided to see if there was some work done on the topic by civil society organizations or universities. It was very positive that the government trust in looking for collective intelligence because as a result of this process, the Cabinet office was able to found that there were very interesting efforts from NGOs initiatives that could be capitalized, improved and scaled. That's how the government summoned NGOs to start working on the subject. Through this research, the government found out that the social organization ""TECHO"" carried out, in 2013 and 2016, a cadaster of the slums and informal settlements in 9 provinces of the country.
As a result, the Cabinet Office realized the importance of collecting this type of data across the country in order to have updated information to design and implement efficient and effective public policies to reach the population in need. It also, realized that those NGOs have a deep knowledge of the situation there that was very valuable. After several years of absence from the State, the NGOs were the only ones to reach the inhabitants and gather the information needed. NGOs were a key part of the planning and implementation of the project. The Undersecretary of Public Innovation and Open Government with the help of the Cabinet Office were able to perform mapping with satellite images of all the settlements that fulfilled the conditions of the so-called ""popular neighborhoods"", and the NGOs contributed the methodology of the survey and the surveyors.
The surveyors were trained in GIS. Many inhabitants of those informal settlements participated very actively. It is important to highlight that many of them were digital illiterates, the government decided to include them and designed very simple and agile training. After the completion of this GIS training, the inhabitants received an official diploma issued by the National School of Community Organization and Popular Economy and the National University of General San Martin. For instance, 52 young inhabitants from villages and informal settlements received this diploma.
It was a process of iteration and continuous improvement open to feedback to the people that were carrying out the program in the informal settlements. As the teams of surveyors were carrying out the task, they realized that there were some errors in the satellite mapping, and they were corrected. They also discovered the need to upload information on a platform that allows knowing what neighborhoods were relieved and which ones were not. Therefore, a process of continuous improvement between the National Government, the NGOs, and the inhabitants was carried out to improve the satellite mapping and in turn, also improve the survey methodologies. Today the project is at a stage of data collection. Thus, we can use the information gathered to make better public policies based on evidence, and of course, give the certificate of family housing to bring people closer to cover their basic needs.
Mainly, the success of the project has a lot of edges, one of them is the survey itself, being that at the national level there was no systematized, consolidated and up-to-date information on the subject. On the other side, handing out Certificates of Family Dwelling to the full extent of the inhabitants was another objective, that is still in the implementation phase. But besides this and thinking in the mid-term results, there are some indicators that we aim to collect to see the progress of our intervention: inhabitants incorporated into the potable water network, scriptures granted, % of inhabitants incorporated to the gas network, % of inhabitants incorporated to the sewers network, % of inhabitants living under the line of poverty.
We also believe that this Certificate could empower the inhabitants from the popular neighborhoods because, with this instrument, they won´t need to depend anymore on the municipal government to recognize their right to have public services. The program was able to set the agenda and put this topic as a national priority, as well as to establish concrete efforts and tools to progress towards the big purpose of measuring the dimensions of the problem and solve it in the short, medium and long term.
","The partnership established by the national government with NGOs and civil society organizations was crucial for the success of this project. NGOs brought the methodology and the manpower to carry out the surveys. In the first phase of fieldwork and data collection, civil society had the main role. As it was explained before, referents were selected based on their level of participation and knowledge of the community, as well as the level of seniority in the neighborhood. When the second phase arrived and the objective was to survey the inhabitants and families living inside these neighborhoods, we opened the task to be a surveyor to every inhabitant.","The project is created from the partnership between NGOs and the State. NGOs have been demanding for years the implementation of a survey of this kind, for the first time, the National Government heard them and decided not only to implement it but to bring them as key players in the design and implementation process.
NGOs were also part of the process of design and implementation of the program, most of the people who worked on this project come from NGOs. Other areas of government also participated such as the Modernization Ministry, the State Property Administration Agency (AABE), the National Social Security Administration (ANSES), the Ministry of Social Development, and the Ministry of the Interior. It was an innovative collaborative work scheme. Many of the surveyors were the same inhabitants of the neighborhoods, so the users were part of the process. We are also currently working with service providers to change their internal rules and regulations.","The Chief of Cabinet of Ministers - Presidency of the Nation- created in 2016 the Program ""Coordination of Sociocommunal Projects"". The aim of this program is to work with several social organizations and NGOs in a project to gather information on the characteristics of all the slums of the country, as well as the degree of access of its inhabitants to basic social rights and their needs. A “popular neighborhood” (slum), is a neighborhood where at least 8 families are grouped or contiguous, where more than half of the population does not have land tenure or regular access to two or more of the basic services (water network, electric power network with meter and/or cloacal network).
The work was coordinated by the government from a central team in the Cabinet Office with social organizations nucleated in Confederación de Trabajadores de la Economía Popular (CTEP), Corriente Clasista y Combativa (CCC) and Barrios de Pie, and with the organizations TECHO and Caritas Argentina, all of them with territorial presence throughout the country.
All localities with more than 10,000 inhabitants were raked obtaining the perimeter of each one of them. Subsequently, all neighborhoods with their respective lots were digitally mapped, providing training in the use of GIS software to a group of residents of the neighborhoods. Information in the houses of all the slums was gathered with more than 7,000 relayers of the territory of 10 organizations.
The main objective pursued by this survey is to achieve social and urban integration of the “popular neighborhoods”. To do this, two lines of action were taken:
1. Provide people living in popular neighborhoods with title to property of their houses. In this regard, the State Property Administration Agency (Agencia de Administración de Bienes del Estado, AABE) was empowered to issue the Certificate of Family Dwelling (CFD) after the survey was conducted. The CFD can be requested by the families who were relieved and it is only delivered in offices of the National Social Security Administration (ANSES). The CFD also enables the families to request and access public services such as running water, sewers, electricity and natural gas network. As such, the CFD serves as a sufficient title for accreditation of domicile before any national, provincial, municipal public authority, entities, and private companies, also serving as a legal or fiscal domicile.
2. Create the National Registry of Popular Neighborhoods. This registry was intended to gather all the information that was obtained through the survey, including information regarding inhabitants, and the digitally mapped information regarding location. As well as the situation regarding public services in each neighborhood.","The first challenge we encountered was the lack of systematized and up-to-date information on villages and settlements in the country. In Argentina, the different areas of government were used to work very isolatedly, there is a weak tradition of public policy coordination among different agencies. This intervention is a big effort made by different teams to implement an integrated approach to reach the vulnerable and excluded population to solve their main needs, from the beginning to the end.
On the other hand, the relationship with NGOs was not always on the bright side, even though there were conflicts on other fronts the project succeed.
Finally, we ask ourselves the following question: would this be enough for popular neighborhoods to become socially and urban integrated?","For the success of an innovation like this one, it is crucial to have the political will from the top of the government. Also, it’s crucial the commitment to work in partnership with NGOs and other organizations that have already worked on the subject. On the other hand, it is really important to work with the public service regulators so they adequate their regulations to the needs of the vulnerable people.","The innovation has a lot of potential, the problem of central governments not having systematized information regarding slums is present in many other countries in Latin America. The methodology, the way the program was implemented, and of course the use of this data to design and implement better public policies evidence-driven, could be replicable in other countries. We are eager in sharing our lessons learned, and by any means surrender all the documentation regarding the implementation of the program itself.","It is crucial to work on getting the highest political priority and validation. It is also very important to set up good systems and open up the government to sit around the table the NGOs, organizations and local champions. They can bring a unique perspective because they tend to have a close relationship with the communities. They could also help a lot in reaching places that are very hard for the government to access.
It is important to set open conversations and clear rules and roles. It´s crucial that the surveyors, who in this case where digital analphabets, are enthusiastic and is important to train them in a simple and agile way. We understand that political validation is the first step to run a project like this one, that requires interministerial work, and high public exposition. In our specific case, NGOs and civil society were asking for something like this to happen a long time ago, and the highest ranks from the government heard them and decided to make this a State priority.",,,,,,
10991,"Improving the Government oversight of Declaration of Assets and Interest in Chile through BI",https://oecd-opsi.org/innovations/10991/,,"Office of the Comptroller General of the Republic",Chile,central,"a:1:{i:0;s:25:""Supreme audit institution"";}","Improving the Government oversight of Declaration of Assets and Interest in Chile through BI",http://www.declaracionjurada.cl/dip/index.html#,2016,"The Statement of Interests and Assets system (abbreviated to DIP) allows monitoring assets and potential conflicts of interest of officials through business intelligence. Data mining is used to process new data to address audit teams. This innovation represents a change in the traditional auditing process that improves the efficiency and economy of our teams.","The innovation was developed as the result of a regulatory modification, law no. 20,880 of 2016, which reinforces probity in public administration and the prevention of conflicts of interest and obliges the Office of the Comptroller General of the Republic to oversee the timeliness, integrity, and veracity of the content of declarations of interests and assets of authorities, public officials and service providers. The law also establishes that the Comptroller’s Office shall be in charge of administering an information system which gives declarants permanent access to a single electronic form, its contents, the required fields and the declarations made. As noted, the innovation consists of changing the oversight model in order to identify possible conflicts of interests for officials. With a single database for detailed information on declarants' assets, it is possible to apply business intelligence in order to corroborate the consistency of the information given, and to develop predictive models that provide findings regarding possible failures of probity, checked against official sources of information. The innovation was also developed because the Office of the Comptroller General is obliged to make good use of its resources, using information technology to reduce costs and make work methods more efficient. The innovation also helps strengthen the interoperability of the state's information bases and improve the timeliness of oversight.","a:3:{i:0;s:3:""143"";i:1;s:3:""194"";i:2;s:3:""876"";}","The initiative is different because it was developed with technologies that allow interoperability with other State databases and consequently applying Business Intelligence methodology provides ongoing and timely information to verify the veracity and integrity of declarations of interests and assets, safeguarding probity and the proper use of public resources. In addition, this innovation offers the possibility of developing ongoing audits, an oversight mechanism that had not been explored before the implementation of the law, in this way supporting the traditional ex-ante and ex-post controls already in place. Also, when the Public Ministry requires information about investigations on which officials are involved; DIP supports the judicial process by delivering information timely collected by business intelligence.","a:1:{i:0;s:14:""implementation"";}","The project was design in the context of the debate on law 20,880 on probity in public administration and the prevention of conflicts of interest, in which officials of the Office of the Comptroller General of the Republic, the Ministry of General Secretariat of the Presidency and the Council for Transparency worked together to define a mechanism which would facilitate the recording of data through a single form, centralized technologically and decentralized in terms of its operation. Usability tests were carried out with different internal users of Chilean SAI in order to assess how the system responded to the day by day operation which will be required. Meanwhile, technical trials were mainly applied: trials of use in order to certify that the platform does support every functional setup specification; stress trials to assess the response of the platform to the demand of users; security tests including ethical hackings to guarantee the safety of the information.
Finally, technical trials were also performed to test the platform and check proper operation in line with the given setup. For developing the system one used the methodology of Project Management Information Technology and Communications (MGPTIC) which is defined under a resolution subscribed by this Chilean SAI, under international standards of project management. In general terms, the DIP system is an application built under the Java 2 Platform Enterprise Edition (J2EE) standard. Its architecture is based on a 3-layer model: presentation, business, and data. Its components are as follows:
-Presentation layer-JSP: Java-based technology that allows the development of web pages with dynamic content, that is, mixes static HTML code with dynamically generated HTML.
-Ext-JS 5.0: JavaScript library for the development of interactive web applications using technologies such as AJAX, DHTML, DOM, and MVC.
-Business layer: CDI (Context Dependency Injection) / Weld and EJB (Enterprise Java Beans): dependency injection and business logic reception managers.
-Data layer and persistence: Hibernate / JPA (Java Persistence API): responsible for the storage and retrieval of data to the database.
The technologies used for the implementation and distribution of the project are the following: JDK 8, Hibernate 5.0, Ext-JS 5.0, EJB 3.2, JSP 2.1, Maven 3.3, Eclipse Mars 4.4.2 or higher, JRE 8, Application Server: Oracle Weblogic Server 12.2.1, Database: Oracle Database Enterprise 11g (v. 11.2.0.3), IBM Content Manager document repository. Also, the project considers the following configuration for open source environments: Application Server: JBoss Enterprise Application Platform (EAP), Database: PostgreSQL, Document repository: Alfresco Community Edition. For Data Science: Claudera, Hadoo, Data Crossing.","The entities mentioned belonging to the public service, MINSEGPRES responsible for the coordination of the legislative branch on legislative initiatives; and the Council for Transparency, the technical entity for matters of transparency and probity. These institutions agreed that the Comptroller's Office should be responsible for registering and overseeing the declaration of interests and assets, giving it powers and status as the entity who is autonomous and independent of government, ultimately supporting innovation through the interoperation of databases from Register Office and Land Registry.","During 2016 internal users of this SAI participated in the design and definition stage of the system, providing a vision for the platform. Afterwards, 45 training activities were given to 837 external public officials, they were able to deliver their visions about the system, which were collected and integrated as improvements to the platform. Also this year, the CGR has offered 6 training activities with 421 external users mainly from the public sector and boroughs officials.","Results not yet available.","The challenges that have been identified are:
-Website dissemination within Public Entities: 51 training activities with 1,258 officials trained.
-Make information available to strategic users: two new functionalities were created to access the platform due to requirements of transparency or judicial processes.
-Interoperability of databases with other institutions: due to conditions and technical requirements for providing data, collaborative standards were established for platform configuration. For example, The Chilean SAI added the “unique password”; an account on which every citizen can access to different electronic government platforms (public services) and get documents or do specific formalities.","'- Financial and technological: the CGR had installed capacity allowing it to take on the challenge of developing the platform and the dissemination process, within the stipulated deadlines.
- Legal: publication of the law establishing an obligation to declare and deliver to the SAI the power to oversee and protect the information.
- Coordination: between entities and governmental parties for the development of the innovation and its subsequent implementation.
- Leadership: support and commitment of the management of the SAI for developing the innovation.","The digital tool and the incorporation of techniques associated with massive data analysis can be shared with any public organization requiring and handling large amounts of information, in order to generate timely and effective studies relating to the matters for which it is responsible.","'-To leverage current opportunities regarding cases of corruption, in order to raise standards and requirements, thus promoting greater oversight of public officials.
-Joining forces with agencies with similar functions or interests such as those involved in strengthening probity, transparency, and ethics in public administration.
-Bearing in mind the gap between the legal mandate and its fulfillment, through a technological platform (conversion of law to technology).",,,,,,
11012,"Observatory of Open Urban Works (Observatorio de Obras Urbanas Abiertas)",https://oecd-opsi.org/innovations/observatory-of-open-urban-works-observatorio-de-obras-urbanas-abiertas-2/,,"Buenos Aires City Government",Argentina,local,"a:2:{i:0;s:11:""information"";i:1;s:9:""transport"";}","Observatory of Open Urban Works (Observatorio de Obras Urbanas Abiertas)",http://data.buenosaires.gob.ar/dataset/observatorio-de-obras-urbanas,2017,"An online and interactive platform that allows citizens to access information on more than 1000 public projects of Buenos Aires City Government. Providing data visualizations and geo-referenced maps, the Observatory facilitates citizen control. The initiative seeks to increase transparency in public management based on real-time monitoring with up-to-date and structured data.","Observatorio de Obras Urbanas Abiertas aims to foster transparency in public works management and facilitate citizen engagement in the design, control, and evaluation of the projects. The project is part of Mayor Larreta‘s 50 Government Commitments. The commitments are specific and measurable actions that express government performance and enables diverse accountability mechanisms.
Thus, under its open government policy, the Buenos Aires City Government set specific standards, for the different agencies, on how to collect and published data on the different public work projects that are being carried out in the city's neighborhoods. Then, this information was published in an open data format, and the Government launched an online interactive platform to engage neighbors and allow them to monitor how each of the projects advances.
The Observatory allows the 3 million neighbors of the City of Buenos Aires (as well as the general public) to:
● See renders and photos of each of the works.
● Download the dataset in open data format.
● Follow the progress of the works, with information on the beginning and ending, as well as the updated status of each project.
● Learn details about the works such as name, type, description, urban justification, address, budget, etc.
● Pinpoint the government agency responsible for the works and contact information.
● Access information on building companies, contractors, employed workers, and biddings.
● Visualize great amounts of information in a quick and easy way, using different criteria
● Explore public works filtering data by the commune, government agency, type of work, geolocation, investment, stage of accomplishment.
● Contact the city government asking for further information, leave a suggestion or complain.
The Observatorio de Obras Abiertas Urbanas consist of four (4) main stages:
1. Data Standardization
2. Making data available in an open format
3. Platform: design and launching
4. Participatory feedback and collaborative design of new indicators","a:3:{i:0;s:3:""621"";i:1;s:3:""302"";i:2;s:3:""611"";}","The Observatorio de Obras Urbanas Abiertas completely defies the status quo of the provision of public work information in the City of Buenos Aires, since it now provides a complete and integrated dataset in open format that is periodically updated and can be easily downloaded. At the same time, it introduces a “one-stop” site that concentrates all the information about public works.
Previously this information was dispersed, and public officials and managers in each area used different standards to collect, update and share the data. It also includes more than 40 indicators that seek to comply with the highest international standards on data and transparency. Furthermore, the participatory and collaborative axis of the initiative gives to the observatory an innovative approach and highlight that open government innovations are not just about technology .
Firstly, Buenos Aires neighbors can have access trustworthy and easy to data on public works, explore the projects in detail, and even ask for more information. Secondly, there is an ongoing process of citizens' engagement and collaboration, in which civil society was consulted to provide honest user feedback that enabled adjustments to the platform, and that in the following steps will result in the collaborative design of new indicators. Finally, the observatory plays an important part in the government's accountability and in closing the feedback loop of citizen engagement.
When the development started it found inspiration in the Open Public Work Site of Mexico: http://www.transparenciapresupuestaria.gob.mx/es/PTP/Obra_Publica_Abierta","a:1:{i:0;s:14:""implementation"";}","The first version of the Observatory was originally designed during 2016 as part of Mayor Larreta‘s 50 Government Commitments and was expected to host only major public works, mainly infrastructure and transport projects. However, between March and May 2017, there was a pre-launch testing event, and a series of dialogue tables with members of different government agencies, civil society organizations and other stakeholders that provided feedback on the initiative.
As a result, of these collaborative spaces, the City Government took into account many of civil society demands and suggestions, and committed to enrich the initiative by adding new indicators, developing more participatory spaces, and scaling up the Observatory by including information of all the public works carried out by the city government (more than 1,000 projects from 16 government agencies).
Nowadays, the Observatory better responds to the demand of civil society organizations and neighborhoods, and provides easy and open access to in-depth information and user-friendly visualizations to the general public, while it favors government responsiveness and citizen engagement. It helps to provide a better quality of services to the neighborhoods, improves the internal exchange of information, and strengthens the legitimacy of decision making and public expenditure.
The observatory has been included as part of the ecosystem of open government initiatives, that are part of the open government policy of the Buenos Aires city. Through this umbrella concept and a “one-stop” website, the City Government implements several communicational strategies to get the word out and get citizens to engage with the initiative.","To enhance the platform and it's user-friendly design, the government hired Socio público, a communication agency focused on public affairs.","Citizens, civil society organizations and companies were asked for feedback when the first version of the platform was designed and will be invited to take part in the collaborative design of indicators.
Also, as it was mentioned before, the Observatory is the result of the work of different areas of government exchanging information, updating their databases, being open to outside feedback, and working as a team to enrich the innovation and scale it up to make it truly useful for both government officers and citizens.","So far, the impact has been at the internal level. The existence of two areas, especially one with many public works in its agenda (Ministry of Urban Development and Transport), pushed other internal players to participate and collaborate with the Observatory.
Thus, this created an opportunity for coordination among different areas. The impacts can be described as follows:
- Desire to open up information
- Strengthening of follow-up mechanisms and reporting
- Increase in transparency with the citizens
Moreover, for us, public works are what changes and improve the quality of life of citizens, not only in the short-term but -especially- in the long term. It is a way of being accountable, it is a way of building a stronger relationship of trust with citizens. We also hope this platform has an impact in terms of how reporting on public works happen at the internal level of government, by adding a layer of accountability. We hope the product improves the quality of the delivery of the Goverment's commitments.","An important challenge that has been encountered in the development of the Observatory was to found “information silos” in many areas, especially in the ones whose main activities are not related to public works. So to break these barriers, first, it was important to clearly communicate the Mayor´s vision and the goal we would strive to achieve and show which were the gains and incentives for achieving such a goal. Secondly, to develop a standardized protocol on how to manage the data, and finally, provide constant support and guidance on the “conversion” process.","The main condition that is necessary for the success of innovation such as the Observatorio de Obras Urbanas Abiertas is political willingness at the highest level of the administration to adopt open government tools and standards. To execute that mandate it is important to designate a person or agency to be the project leader, to coordinate the individual efforts of the agencies and guide them in how to implement the different steps of the process.
At the same time, each of the dependencies involved should designate a public work data officer who would be responsible for accomplishing the required standards of data quality and keeping the database updated. Of course, supporting infrastructure and services such as those required to design and launch a web platform would be needed.","The Observatory has a great potential to be replicated as a way to bring transparency, credibility, and predictability to the government's management. Also, to reduce the levels of mistrust from civil society.
As well, it would help to provide better information and enable citizens to take part in the design and monitoring processes of construction projects that will have an impact on their community.","1. Have a clear understanding of which is the baseline regarding data availability and management in each area . Do not expect that it will be homogeneous across the government dependencies.
2. Open the process to civil society scrutiny in early stages of design and implementation, since this will provide you with very useful feedback about what type of information citizens and private organizations expect to find in these platforms.
3. Do not underestimate the importance of designating an agency for coordination",,"a:1:{i:0;s:5:""11019"";}","a:2:{i:0;s:5:""11020"";i:1;s:5:""11021"";}",,,
11029,"Explore government spending",https://oecd-opsi.org/innovations/explore-government-spending/,,"Hansel Oy",Finland,central,"a:1:{i:0;s:11:""Procurement"";}","Explore government spending",http://www.tutkihankintoja.fi,2012,"Tutkihankintoja.fi opens the real-time view to government spending to citizens and interest groups. The service enhances the government openness, highlights the importance of procurement in creating savings to the nation and develops procurement practices in government organizations.","Governments around the world spend 12% of their GDP in procuring supplies, services, and works from the private sector. For this, the governments spend tax payer’s money but often the taxpayers and interest groups do not know how and where the money is spent. Also, the government entities themselves may not know the spend before financial statements are formed after the year has ended. While the transparency of budgeting process ensures that the public knows how the money is planned to be spent and the public procurement rules guarantee transparency during the tendering stage, the public and even civil servants may not have visibility into how the money is actually spent.
In 2016 the Finnish central government created a user-friendly service to citizens and interest groups for studying government budgeting data (www.tutkibudjettia.fi). The service visualizes the government spent proposal, which was earlier available only in a format that impeded comparing the data. To further open the government data, Hansel engaged in 2016 in a project to publish openly also the actual government spending data. When any central government entity pays an invoice to a supplier the data would be displayed in real-time in an open and easy to understand service that is accessible to any interested party.
The new service www.tutkihankintoja.fi was launched to the public in September 2017 and includes the government spending data since 1.1.2016. The service shows amongst others the number of suppliers, suppliers’ names and how much each central government organization paid to the suppliers. The service also shows the information on a daily basis: the public can filter the data by intervals and see several key indicators. The government spending data is also published in. csv format on the national open data portal for analyzing the data further.
The objectives of the project were:
1. To gather together the government spending data
2. To filter and format the data in a unified manner for making it comparable across government organizations
3. To publish the data openly
The beneficiaries of the project are taxpayers, the government organizations, and supplier, alike. Through the service, the taxpayers get easy to understand the view of how the government spends taxpayers’ money. The government organizations get a real-time view to their spent and can better control and monitor it. The service also makes it easier to detect discrepancies as all monetary transactions, regardless of their value, are made public. The suppliers’ can view who are the government organizations current suppliers and get a better view of the spent by each organization. The service may also bring about the better value in procurement to government organizations: when the suppliers have access to current government spent, they may propose cheaper and more efficient alternatives in tendering procedures.","a:3:{i:0;s:3:""214"";i:1;s:3:""302"";i:2;s:3:""621"";}","Compared to the situation before, the innovation makes the government spending data visible in real-time to public and to government organizations in an easy to understand format and as easy to access online service. The service gathers together the government spend from all central government organizations and displays the information in real-time online. While the data was available to the public also before, the requesting party had to ask the data from each central organization separately and every entity had to put the information together separately.
The centralized service unifies the data so that it is comparable across central government organizations and removes the task of putting the data together for the requesting party from the government organizations.",,"Tutkihankintoja.fi was developed as part of the Government program for digitalizing the government processes and as a natural continuum to tutkibudjettia.fi service launched one year earlier. The project was initiated by the Ministry of Finance that is the owner of central government procurement development and handed over to Hansel for implementation in early 2017. The service was launched to the public on September 4th, 2017. The developed new service is part of the government’s large-scale program on digitalizing the end-to-end procurement and government services to citizens and companies by 2019. With the program, the government also aims at creating new job opportunities in the digital economy sector and fostering economic growth.
By publishing the government spending data also as open data, the government aims at giving private sector examples of services that they can develop further.
By combining the other data already publicly available (budgeting data, tendering data and now also the government spend data) private sector can develop new digital services that combine the data from publicly available sources for creating new innovative services and solutions that add value to suppliers and government organizations. For instance, when applying advanced data mining tools, the private sector digital service providers can create saleable services to buyers in the public sector and sellers in the private sector.
The project was developed as an agile IT development project. The agile development method ensured quick technical implementation: the technical part was largely ready for launch already in spring 2017, however, the public service required further technical tweaks until the launch date. Major issue delaying the launch was, however, the integrity of the data: all government organizations needed to go through their invoicing data and decide which data can be released to the public without sacrificing data security and national interests in procurement data secrecy.
In our view, OECD OPSI can be a good vehicle for spreading the innovation and lessons learned to other OECD member countries.","Bringing about the service required the extensive collaboration of government organizations, Hansel, suppliers of IT systems, and most importantly the Ministry of Finance. The Ministry of Finance as the initiator of the project continued its support throughout the implementation project and assisted in solving issues related to defense and security sensitive data. Also, with the support from the Ministry of Finance and its large-scale program on digitalizing the government procurement the project received the attention that it would not have received alone. The State Treasury, the Finnish Government Shared Services Centre for Finance and HR (Palkeet), Government ICT Centre and the Population Register Centre consulted the project during its implementation. Also, several private sector suppliers, including Great Apes, CGI, Onsight and Microsoft provided their expertise and support to the project in technical implementation.","In addition to collaboration with various departments within the government administration and suppliers, the innovation also needed input from government organizations: they need to classify their invoicing data. The launch of the service was supported by the Finnish NGOs on Open Data.","Already during the project and specifically after its launch, the government organizations have increasingly paid attention to procurement and ordering practices. The year-end spending spree for emptying the budget (a worldwide issue in budgeted spending) has raised attention in government organizations. The issue has been observed also by the public and interest groups. Elimination of “budget emptying” would create further savings to the government budget. The project has also brought about the need for additional innovations: numerous small value purchases made by debit and credit cards cannot be classified as belonging to certain categories in the openly published data. There is a need to develop the debit and credit card invoicing data to include additional details than what is exchanged electronically today.","Major challenges that impeded the launch of the service were data security and secrecy issues. Even though the service was technically ready already well before its launch date on September 4th, 2017 additional time was required to allow the government organization to check that data of security sensitive purchases was not shown in the online system.","For gathering together the government spends, strong support from the political decision-making level is necessary. In our case, the political support needed was the government program’s vision to digitalize the government services and to open the data to the public. The project needed, first, dedication and enthusiasm that the core team carrier onwards also to affected government organizations. The strong will to carry out the project in allocated time was another success factor for bringing the service alive. Emotions that challenged the responsible team were crucial to its success: the team pushed through the obstacles for the greater purpose and vision of the service.","Many governments already gather together the spending data. However, this data is not made public. With small effort and with the help of agile IT project methods, a dedicated team that is assigned to the task and have been given appropriate authorizations and responsibilities to carry out the task can deliver miracles.","When a government embarks on a mission to publish the spending data openly, major challenges are likely to be linked to data secrecy. Part of the government spending is likely to be secret that would need to be hidden, removed or anonymized in the service available to the public. The process for hiding, removing and anonymising the data is a difficult process that needs to be dealt with each government entity separately. In our case the Ministry of Finance support was crucial. Even though the Ministry of Finance sent out the communication already in March 2017 on marking security sensitive invoicing data, the process needed many face to face meetings with government agencies to explain the aim and expected benefits to government organizations, their suppliers and other stakeholders.",,,,,,
11051,"Online progress monitoring of the Open Governmment commitments",https://oecd-opsi.org/innovations/online-progress-monitoring-of-the-open-governmment-commitments/,,"Ministry of Administration Reform and Public functions",Morocco,central,"a:1:{i:0;s:12:""public_admin"";}","Online progress monitoring of the Open Governmment commitments",http://gouvernement-ouvert.ma,2019,"In order to set a common understanding of the progress made on the Government action plan related to Open Government, an online platform publicly shares the details of every government commitment and its corresponding progress. This approach offers:
- A framework for coordination between the different administration entities around Open Government
- A tool for transparency and accountability to be used by civil society and the general public","Coevaluation is a fundamental principle of Open Government. The general public, civil society, and all stakeholders should have access to the necessary information to evaluate the degree of the respect of different commitments of the government action plan. Yet, a posteriori evaluation is often obsolete as it leaves little window for improvement. And any feedback cannot be applied to current action plans.
The project is an online system that enables continuous public monitoring and evaluation of different Open Government commitments. This approach achieves these objectives:
1- For the public administration:
- It facilitates coordination between different administrations.
- It identifies delays or blockages that require high management decisions. As the platform measures and monitors the respect of the present planning.
2- For the general public and civil society:
- It enables transparency on the actions taken by the government.
- It enables facts and data based accountability on government actions.
This system is currently officially used and administered by the OGP coordination team under the Ministry of Administration Reform and Public Functions. It is under continuous improvements based on the demands of civil society and public servants involved in the Open Government process. Some near time improvements include an automated notification system, a standard reporting system, and a more elaborate index system.","a:3:{i:0;s:3:""210"";i:1;s:3:""621"";i:2;s:3:""302"";}","1- Monitoring methodology:
Previously, monitoring was tracked through lengthy meetings with low visibility on status, delays, and projections. With this system, monitoring is tracked on a micro level by checking every activity on every commitment.
2- Evaluation methodology:
The evaluation used to be communicated through descriptive reports. The system summarizes the evaluation on a single quantitative number (percentage of the implementation progress). This enables easy identification of the shortcomings.
3- Delay management
Delays on implementation were often not concerning, except in major cases. The system identifies and notifies every minor delay to help take corrective actions at the early stages.
4- Transparency
The general public has access to progress status and indicators of every action in every commitment.
5- Accountability
By publishing a status update, the system would lead to shifting accountability techniques to data-driven and evidence-driven advocacy.","a:1:{i:0;s:14:""implementation"";}","The platform is already deployed on www.gouvernement-ouvert.ma in Arabic and French languages. It is currently used by the Open Government Implementation committee as a unique tool for tracking progress and identifying blockages. It is used by the Open Government Steering committee to evaluate progress on the implementation of the action plan.","'- Government officials: the cocreation process with different public officials helped build common language and common expectations about the OG action plan. It also helped driving adoption moving forward.
- Civil Society: The consultation process with civil society helped improve the online system and provide input for future improvements areas.","
- Government decision makers
- Government commitment managers
- Civil society organizations
- Citizens
","A standard way to measure and communicate about progress on Open Government Action Plan. It is expected that the measurement methodology would be reviewed and improved, particularly based on the feedback of civil society.
Most important impact is to change the Monitoring and Evaluation culture to a culture of measurement, a culture of numbers.","1- Resistance to adoption
Many government official managers had difficulty adopting the system and were not updating their status appropriately. The OG team made an extra effort to make periodic phone calls to learn about different updates and report it directly.
Agreement about methodology:
The methodology of measuring progress is not yet consensual. In particular, civil society organizations are proposing to measure progress based on impact rather than based on output.
This is a question that will be further discussed and analyzed in the future.","
- Leadership: The success of the project relies on driving different institutional partners to adopt this new monitoring mechanism. This requires the support unit to show strong leadership to push for collective adoption through inspiration, trainings and periodic followup and assistance.
- Ease of use: A major challenge of adoption was the data entry to the online platform by the public servant who are used to either paper reporting or a simple online fiche reporting. The barrier of adoption has to be very low. The platform user experience and user interface were continuously improved to meet and exceed the expectations of the target data entry users (public servants).
- Governance model: The platform is a mean/tool to better governance through better monitoring and evaluation. The success of the platform is based on its usage by two committees:
- The OG steering committee uses the platform as the official source of information to analyze the progress, and delays and the blockages. Strategic and follow up decisions are based on the platform data analysis.
- The OG execution committee uses the platform to report the progress on different actions and to communicate any requests to the steering committee.
","The platform has inspired other departments to learn how to have simple to use and transparence ME platform:
- The Organisation of digital transformation
- The organization of the fight against corruption","The lessons learnt for the initiative can be summarized as per below:
- Contextualization: The original plan was to build a standrard M&E platform and ask the public servants to use it. It was more successful to learn about the modus operandi to the users and adapt to the platform to their contexts, their habits and their expectations. This required agile development and continuous improvements.
- Shared Ownership: In a culture where a rigid M&E culture is not widespread, there is a risk that the platform would not be adopted in a sustainable manner. A key ingredient was to envolve all the parties on the creation and development of the platform, as well as to share the ownership of its adoption. The shared ownership provides better chances of sustainable usage and improvement.
- Continuous improvements: While the platform is used and adopted for the management of the OG action plan, it is in continuous improvements as new ideas and proposals are getting submitted. For instance, an interesting proposal is to start tracking impact indicators (in addition to the current progress indicators)
","To improve:
- How to bring better indicators
- How to make the evaluation participatory","a:2:{i:0;s:5:""11280"";i:1;s:5:""11302"";}",,,,
11053,"ARENA A-Lab",https://oecd-opsi.org/innovations/arena-a-lab/,,"ThinkPlace Global",Australia,central,"a:1:{i:0;s:13:""environmental"";}","ARENA A-Lab",http://www.thinkplaceglobal.com/work/innovating-renewable-energy-using-sector-wide-approach,2016,"A-Lab was conceived to break down barriers to renewable energy in Australia. A-Lab draws on a network of people with a wide range of expertise and passion to make systemic change in the electricity sector. A-Lab is a space for these people to design and deliver solutions to the most complex challenges of integrating renewable grids, combine their respective strengths and build momentum for change.","“In 2016 we began the initiative with an intensive co-design and pilot process working across the industry. The initial focus of our pilot was designing and testing approaches to new, customer-oriented distributed energy markets. This pilot phase has already moved us from theoretical constructs to the tangible projects that will make our energy future more affordable, reliable and renewable."" — ARENA
The Australian Renewable Energy Agency (ARENA) is a federal government body that funds new technologies, facilities conversations and shares knowledge about renewable energy. Its role is to accelerate this change and bring the best renewable energy ideas to life. However, technological, business and political barriers limit the growth of renewable energy in Australia. A-Lab was conceived to break down these barriers by fostering collaboration and innovation. The objective of ARENA’s partnership with ThinkPlace was to stimulate more collaborative innovation and reduce the fragmentation in the energy sector.
We brought together innovation experts with a wide range of industry stakeholders, to collaboratively come up with new ways to adopt more renewable energy. The result was A-Lab, ARENA’s grid integration innovation lab and a first-of-its-kind structure in the Australian energy sector. A-Lab draws on a network of people with a range of expertise and passion to make systemic change. It includes not just industry representatives but also customers and other related sectors. This diverse range of stakeholders co-designed A-Lab. We developed an Innovation Model and the concept of innovation frames, tangible and tactical programs of work, to guide new creative solutions.
","a:2:{i:0;s:3:""609"";i:1;s:3:""613"";}","A-Lab is at work right now, engaging people and organizations working in the electricity sector and generating new initiatives. Through A-Lab, people work together towards an affordable, reliable and low-carbon electricity ecosystem of the future. A-Lab maintains the momentum of ARENA’s work and is sparking a mutual commitment to progress projects that, to date, have been pending or stalling. Initiatives being progressed by A-Lab have the potential to benefit Australians and citizens worldwide. Collaboration is at the heart of the transformation of the energy sector through genuine, systemic innovation. By bringing together people from diverse backgrounds, projects that are developed through the A-Lab are innovative, collaborative and connected. A-Lab fosters new ideas to reach the renewable energy future faster.","a:1:{i:0;s:14:""implementation"";}","ThinkPlace and its partners to help it build an ongoing innovation capability, to enable it to be the most effective agent for change. A-Lab was designed and built through a 12-week co-design phase; this was followed by a real-world pilot of A-Lab and the innovation process. For the co-design phase, ThinkPlace led a team of innovation and energy experts and provided co-design strategies that allowed different users to be heard and to contribute to the design of A-Lab. There was a need for deep collaboration within the electricity sector to completely redesign the way the system works and to drive innovation across every part of the sector. The co-design process included deep stakeholder research interviews and a pilot study, both of which were carried out in close collaboration between ThinkPlace, ARENA and its stakeholders. The project team also designed detailed communication and engagement strategy, along with key recommendations to ensure successful implementation of the A-Lab.
Through the co-design process, we identified six areas where A-Lab could have the greatest impact on transforming the electricity sector. Based on this, we then designed the innovation process and recruited the best possible network of people ready to make a change in their fields. We used a knowledge-sharing approach to allow the broader industry to benefit from A-Lab’s progress and insights. The 12-week project culminated in a two-day intensive innovation lab focussed on a strategic topic for the renewable energy sector. This aimed to build new ideas and bring together a cross-section of thinkers and stakeholders in the energy sector. The main output of the A-Lab co-design stage was a structured innovation process that leads to a diverse range of people and ideas through a best-practice innovation methodology: ideation, incubation, and acceleration.
ThinkPlace then conducted a pilot as a real-world trial of the A-Lab that allowed the team to evaluate the service, methods, and tools, and improve through an iterative learning process. The key validation arising from the A-Lab Pilot was that there is a strong appetite for change, a commitment from people to drive this and A-Lab can be the vehicle to achieve genuine sector-wide transformation. The energy, enthusiasm, and feedback of participants and their insistence to drive towards outcomes formed a promising foundation for the next phase of A-Lab’s work.","A-Lab is a first within the electricity sector to provide a forum for targeted, strategic conversations and problem-solving. Importantly, it is the result of a large consortium of stakeholders – government, private and public sector – who are trying to collectively transform Australia’s energy sector. The success of the initiative is shared, as is the work that underpins it. What’s different about our collaboration is that we didn’t just focus on people in the industry or sector. We brought in the outside perspective of customers (which, for electricity, is everyone!) and other sectors. By bringing together people from diverse backgrounds, projects that are developed through the A-Lab and funded by ARENA will be innovative, collaborative and 'joined up’ with responsibility distributed across the electricity system to deliver a balanced and diverse set of projects rapidly progressing towards the future vision.","A-Lab is a first within the electricity sector to provide a forum for targeted, strategic conversations and problem-solving. Importantly, it is the result of a large consortium of stakeholders – government, private and public sector – who are trying to collectively transform Australia’s energy sector. The success of the initiative is shared, as is the work that underpins it. What’s different about our collaboration is that we didn’t just focus on people in the industry or sector. We brought in the outside perspective of customers (which, for electricity, is everyone!) and other sectors. By bringing together people from diverse backgrounds, projects that are developed through the A-Lab and funded by ARENA will be innovative, collaborative and 'joined up’ with responsibility distributed across the electricity system to deliver a balanced and diverse set of projects rapidly progressing towards the future vision.","Climate change is a global challenge. A-Lab is driving systemic change to create a sustainable energy ecosystem, starting with Australia’s 24 million people. ThinkPlace designed the A-Lab Service Model with the intention to innovate toward a preferred future of a customer-driven future energy system. To translate the future, we developed the concept of innovation frames, tangible and tactical programs of work that aim to solve an issue tied to the future. These were developed as an approach for a diverse group of people, many of whom have opposing views, to explore opportunities and find new and creative solutions. The structured innovation process of the A-Lab service is unique to the whole electricity sector and acts as a platform for transformational change. It leads to a diverse range of people and ideas through a best practice innovation methodology of ideation, incubation, and acceleration. Within a fragmented sector, maintaining momentum and getting a mutual commitment to make progress on projects had been elusive to date.
A-Lab is a new forum for all electricity sector stakeholders including energy users to generate new capacities, approaches, and initiatives. It provides a space for people to work together towards an affordable, reliable and low carbon electricity ecosystem of the future. The A-Lab process perceives collaboration at the heart of the transformation of the sector through the integration of renewable energy and looks to drive genuine, systemic innovation. ARENA’s A-Lab is now a platform through which innovative solutions and projects are beginning to emerge. These include:
• A wholesale energy market for renewables – https://arena.gov.au/blog/alab- nem/
• Wollert Solar – the great Aussie rubbish tip has come a long way. Now we’re adding solar panels. https://vimeo.com/227659693?ref=em-v-share
• BattLab – a world-leading battery testing facility that will provide its real-time, independent evidence online. https://vimeo.com/230403120?ref=em-v-share","We initially encountered a ‘healthy skepticism’ to methods and approaches that were very new for both ARENA and industry partners. It was a challenge for everyone to get to grips with working differently. Initially, we overcame this through extensive user testing and engagement with industry partners; the co-design process further allowed us to define our scope, pilot ideas and get rapid feedback. Sector-wide changes can scale and accelerate innovation. Major policy reviews (eg the Finkel Report) and climate events (eg blackouts caused by storms) have created a ‘burning platform’ for the sector. Now there’s real momentum and use of ARENA as a forum to drive change, as there is more widespread demand for, and permission to, start thinking about systemic change. A-Lab is now described as ‘the perfect thing at the perfect time’. However, in practice, the project has been underway for 18 months and began well before there was a perceived need for it in industry or policy.","'-Interest: getting people into the room, and maintaining engagement through the process, is essential to good design and delivery.
-Expertise: experts cannot be substituted. This includes technical experts, as well as experts in design and innovation, workshop facilitation and policy analysis.
-Energy and follow through: A-Lab has been a long-term initiative which is looking to the future of energy in Australia. It has continued to grow and succeed through the ongoing energy and persistence of those involved in the project.
-Political conditions: these are critical about making things work. In the Australian energy sector, there’s now more recognition that change needs to occur in a substantial way. The stimulus of environmental events (eg SA blackouts) and high-profile political debates has been significant as A-Lab has moved from design to implementation.","Other sectors could definitely use systems design methods to achieve similar results. This requires the right combination of factors: resourcing, the right partners and participants, willingness to take risks, and persistence. The design of A-Lab drew on other sectors, especially public policy areas that have required new ways of dealing with complex problems. This includes health, human services, sustainable food production, Indigenous affairs, and other areas of public policy making. Broadly, these labs are places where we can harness the energy and create momentum for change.","'-Invest appropriately and avoid cutting corners. Infrastructure, materials, and people are all key to success.
-Focus on building human relationships towards a common cause.
-Act-on expertise and anticipate the future need.
-Co-design with a wide range of experts can assist to create innovative action, drive cultural change and proactively prepare.
A-Lab has taken 18 months to mature, but the ‘burning platform’ for change has only recently emerged. This has made A-Lab ready to capitalize on systemic changes and events and continue to drive innovative change.
-Iterate constantly. There is not yet as much push-through of projects as we would like to see. There are some possible reasons for this: it takes time to pull together a project; it is possible that people perceive it as difficult to get money out of ARENA; or, we aren’t getting people along the track far enough to develop an application. We are very conscious of the issue and are now developing solutions for it.",,,,,,
11059,Rescuebusters,https://oecd-opsi.org/innovations/rescuebusters-2/,,"SyraWise Ltd",Finland,regional,"a:1:{i:0;s:9:""education"";}",Rescuebusters,http://www.rescuebusters.com,2017,"Rescuebusters is an interactive 3D-animated game that specializes in youth safety education. It is an unique teaching tool that brings practical examples alongside theoretical learning with animated, real-life based tasks. Rescuebusters offers an immersive world with distinctive, sympathetic characters, unique game mechanisms and development tracking which take teaching to a whole new level.","Schools are changing their teaching plans and materials. The use of technology and gamification is rapidly increasing as part of learning, but they are still not used enough. Unfortunately, some of the subjects are getting overshadowed by others: most importantly safety education which does not get covered anywhere near enough. Rescuebusters has been developed for these purposes – it also makes learning more fun and teaching much more instructive than ever before.
In version 1.0 of Rescuebusters there is first - aid house and fire safety house but the plan is to add all safety topics in the game. We have Finnish safety professionals with us (The Finnish Association of Fire Officers, Finnish Resuscitation Council and Finnish Emergency Response Center) who secures that all things that we teach are right. The game is freemium and you can download it from Google Play and Appstore. We are also making a unique web tool where teachers can add their students in it and found all safety materials as an ebook. This web tool can be used also in companies as a working safety tool. Biggest school equipment seller in Nordic countries, Lekolar, is going to sell Rescuebusters web tool in schools. We are planning also to make a safety app for shopping centers. And best of all is that behind of Rescuebusters is Finnish Fireman Jussi Rautio so the idea comes from real reasons and it is very ethical.","a:3:{i:0;s:3:""220"";i:1;s:3:""617"";i:2;s:3:""619"";}","Rescuebusters is a unique game in the world and Rescuebusters web tool also. They both support each other. You make your own avatar, get points and achievements and when you are good enough you can go to city missions and save other players avatars. Rescuebusters is also very easy and fast localize to any country in the world. It is suitable from year 6 to 100. And it is 100% real thing because there is safety professionals making it so you can really learn how to save lives. It lowers the level to help people.","a:1:{i:0;s:16:""generating_ideas"";}","Fireman Jussi Rautio was teaching fire safety in Finnish schools and noticed that teachers don´t have good tools for teaching safety for children. He contacted Finnish company Nopia Ltd and they started to make safety learning game for schools. Rescuebusters was born.
Finnish Funding Agency For Innovation (Tekes) came with and gave the first innovation money for the project. The company SyraWise Ltd was founded and got more money from private innovation company H&H Family. The plan was to make a playable learning game that children and teens like to play. The version 1.0 was ready 5/2017 in English, Finnish and Swedish. There has been lots of interest from all over the world and SyraWise Ltd has started negotiations in the Middle East, Switzerland and in China. SyraWise Ltd uses lots of social media for marketing and got also the biggest school equipment seller (Lekolar Ltd) in Nordic countries as a distributor.
Rescuebusters game and web tool are going to be one of the biggest safety innovations that the world has seen when it is ready. It is fun and powerful way to learn safety topics.","'-The Finnish Fire Safety Association: securing fire safety expertise in the game, contacts to all over the world for helping localize the game, giving professional material for web tools, ebook...
-Finnish Resuscitation Council: securing first - aid expertise in the game, have contacts all over the worlds resuscitation councils to help localize the game.
-Finnish Emergency Response Center: uses our characters in their enlightenment videos, helps to create an emergency response center in the game
-Lekolar Ltd: sells our web tool in the schools and marketing the game","'-Finnish Funding Agency Of Innovation (TEKES): have given full support for Rescuebusters and gave funding to start the project. Has been very flexible towards the project.
-Finnish schools: 100% support from Finnish schools and teachers that have tried the game and they are waiting for the web tool.","Innovation got first prize in Finnish Fire Safety innovation contest 2016. It has got also a lot of attention in Finnish media and in safety and teaching fairs in Switzerland, Hongkong, Dubai, Norway, and Finland.
We are expecting a lot of downloads and attention when the web tool is ready, and we get hopefully bigger investment company cooperation. We also hope that children plays Rescuebusters and learn how to help each other and not just walk pass and look away when somebody is needing help.","Challenge is to get companies to co-operate. In Finland, you have to be first big and after that, you get interesting offers. Also, it is not so easy to reach schools but luckily we got Lekolar Ltd to work with us.","'-Motivation, trusting yourself and your idea, listening to each other in the company and experienced businessmen and women.
-Cooperate as much as you can.
-Go to the world to meet different kind of people in fairs etc.
-Don´t think everything is coming easy.
-Work with people that you trust.
-Appreciate when someone gives you feedback.","This could include replicability of the problem (i.e., widespread public challenges), as well as replicability of the solution (i.e., the ease at which the solution can be adopted by others) Rescuebusters game and web tool scales easily in every sector. It can be used in schools and companies and also in governments. It has been made so that it is easy and fast to modificate for every need.","Cooperate with other startups. Learn from and teach to companies. Together you are stronger. Don´t trust if somebody promises you something. Talk is cheap nowadays, unfortunately.","We all have a huge responsibility to teach our children the basic skills that they will need for the rest of their lives. By teaching them how to act in emergency situations, we make the future safer for everyone. Rescuebusters is the answer to this. Let´s play the world safer!",,"a:1:{i:0;s:5:""11060"";}",,,
11088,"Brazilian Open Data Policy",https://oecd-opsi.org/innovations/brazilian-open-data-policy/,,"Ministério do Planejamento, Desenvolvimento e Gestão",Brazil,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Brazilian Open Data Policy","http://www.governoeletronico.gov.br/ http://wiki.dados.gov.br",2016,"The Brazilian Open Data Policy established processes and responsibilities so that the federal executive branch of government open data in a systematic, planned, sustainable and resilient manner, that can survive to a radical change in politics. Integration with access to information and ombudsman processes have also ensured that citizens have a formal channel to participate.","Nowadays, information is considered to be one of the most valuable assets, it is the government’s duty to provide it, and also provide public data to all segments of society. The Open Data Policy comes within this frame, aiming to build a culture of collaboration and information exchange between society and all levels of government, thus generating value to society as a whole. Progress has been achieved regarding this topic in Brazil in 2012, with the creation of the National Infrastructure of Open Data (INDA) and the Brazilian Open Data Portal (dados.gov.br), but there was (and still is) a lot of room to improve. Brazil was one of the co-founders of the Open Government Partnership (OGP), committing to strengthen the transparency of government actions, prevent and fight corruption and potentiate democracy ideas, through social participation in the decision-making and improvement of public services.
The lack of a legal basis and knowledge of public servants about this agenda, made the process of opening government data slow and difficult to public agencies. This affected the capability of these agencies to exchange data among them since their data was allocated in closed databases. The first data sets that were opened not always included satisfactory metadata, meaning that some of them lacked explanations about where the data came from and what were its purposes.
Aiming to overcome these challenges, the Secretariat of Information and Communication Technology (SETIC) from the Ministry of Planning, Development, and Management (MPDG) has sought to the creation of the Decree no 8.777/2016, which has instituted the Open Data Policy in the Public Federal Administration. The Ministry of Transparency, Audition, and Comptroller-General of the Union (CGU) and the Ministry of Justice and Citizenship (MJC) also participate in the signature and preparation of this document.
Objectives:
1. To promote the publication of data from public agencies and entities in the format of open data in a sustainable, planned and structured way.
2. To promote the use and reuse of data to create new services and make the government increasingly transparent.
3. To open to the citizens the access to data that is not sensible and is produced or accumulated by the Federal Executive branch.
4. To facilitate the exchange of data among agencies and entities of the federal public administration and all levels of government.
5. To enhance society control and the development of new technologies that aim to build an environment of a democratic and participative public management, resulting in better public service to the citizens.
6. To promote the technological development and the innovation in both public and private sectors and to enable new business.
7. To promote the sharing of technology resources, in a way that avoids duplicity of actions and expenditure of resources in the diffusion of data and information.
8. To promote initiatives to the open data ecosystem emphasizing on the participation of the third and private sectors.
9. To match the supply of data to the demand of the society.
Beneficiaries:
Direct Beneficiaries:
1. Program/Apps developers, data scientists, academics, journalists, civil society entities’ members, amongst others that are interested in government information.
2. Data analysts, managers and decision makers from the public administration.
3. National and international private entities that use the data to create new services.
Indirect Beneficiaries:
1. The remaining citizens and civil society entities that benefit from initiatives derived from the use of open data.
2. The remaining agencies from Executive, Legislative and Judiciary branches from all levels of government.
3. The remaining national and international entities that also benefit from these initiatives.","a:3:{i:0;s:3:""194"";i:1;s:3:""611"";i:2;s:3:""612"";}","The Open Data Policy is considered innovative for many reasons:
- Having instituted in the Federal Executive Branch an open data policy through the signature of the Decree no 8777, in May 2016. Among other features, the Decree requires that government agencies develop their own open data plans with specific commitments to open data.
-Having disseminated, in several States of the country, knowledge about the importance of public agencies that enable open data. This dissemination was made, primarily, through the implementation of in-person and e-learning courses about the topic.
-Having promoted the creation of the new version of the Brazilian Open Data Portal (dados.gov.br), which was officially launched in December 2016. There was an update on its technological platform, which, among other features, now allows integration with open data catalogs of government agencies and other public bodies that follow the Federal Government’s guidelines.
-Having integrated the Brazilian Open Data Portal with the official ombudsmanship system and processes, allowing citizens to register complaints to correct or update information in the different datasets.
-Having promoted continuous support to agencies/entities in the elaboration of Open Data Plans, allowing the sustainability, perenniality, and renovation of the data.
-Having motivated the realization of hackathons, such as the one promoted by the Ministry of Justice, which resulted in the App “Diferentonas”, through which the citizen is able to evaluate public expenses on his city/location. The App is based on a database owned by the Federal Government called “SICONV”.
-Collaborating with the civil society in this specific objective of open data and Open Government.
-Eliminating the barriers of communication that exists between the government and the society in general, making the government more transparent.","a:1:{i:0;s:14:""implementation"";}","The main strategy adopted to advance in the opening of government data was to reach directly the public agencies. First, the ones located in Brasilia, this was possible thanks to the Work Plans of the Brazilian Digital Government Strategy (EGD). The Work Plans are documents signed by the Secretary of Information and Communication Technology from the Ministry of Planning and by the Executive Secretary of each public agency. In this document, the agencies committed to present a plan for data opening (PDA) and to establish goals for the publication of their datasets. Also, to support the agencies in the planning and execution of the data opening, the open data team from the Secretariat of Information and Communication Technology (SETIC) has, since March 2016, began to organize workshops to guide the agencies in the creation of the PDAs. The team also helped by offering their technicians to personally visit the agencies in order to guarantee the development of the PDAs. These measures worked and resulted in the increasing number of PDA publications and the number of databases available in the Open Data Portal. As a result of the workshops, a distance learning course was created, that way it was possible to trained personnel from all states in the country.
The governance, the concepts, and instructions to request and use open government data were formally established with the publication of the Decree no 8777 on May 11th, 2016. After its publication, it was established a more cohesive network between the actors, with the SETIC as responsible for producing content and schedule meetings with the agencies and with the supervisory body (CGU). To continue supporting the Open Data Policy, it was necessary to update the technological platform (dados.gov.br), in order to make possible the integration with the other open data portals of other agencies and levels of government.
Another new feature of the portal is that it will also integrate with the services of digital consumer information service (e-SIC) and digital ombudsman (e-OUV), both provided by the CGU. These services aim to make it easier to the citizens to find the desired information channels from the agencies, in order to: request new data, make compliments or even to complain or to make suggestions about data that need to be opened.
More agencies are interested in committing to open their database and to make available a channel for citizens' demands. Open Data Portal today contains more than 3,100 datasets, mostly from the Federal Public Administration (there were about 1,160 at the beginning of 2016). That adds to the fact that the catalog is being enhanced with the federation (integration) of the open data portals from other agencies and entities. At this moment, 66 agencies and federal entities have already published their PDAs and 21 public agencies have their data catalogs integrated with the Brazilian Open Data Portal, more catalogs are being prepared to increase this number.
Even though the project is considered to be in an implementation stage, as many government agencies have already published their own Open Data Plans, it has already started being evaluated and some lessons learned have been collected. For instance, the project has contributed to improved Brazil’s score in international rankings about open data, such as the Global Open Data Index, in which the country is in 8th place; or the Open Data Barometer, in which Brazil is in 18th place in the world.
Furthermore, some of the lessons learned during the project have been shared with representatives of the governments of Bangladesh, Costa Rica, Indonesia, Nepal, Panama, Philippines, South Korea, and Uruguay, during the International Knowledge-sharing Workshop on Open Government Data for Sustainable Development, promoted by the UN DESA/DPADM in the Netherlands in 2017.","The main partners involved in the Open Data Policy are the Ministry of Transparency, Audition and Comptroller- General of the Union (CGU) and the Ministry of Justice (MJ). Both participated in the initial conversations, in the design and in support the creation of the Decree no 8777/2016. CGU has the essential role of monitoring the application of the Open Data Policy, as described on the article 10 of the Decree. In this sense, they have been supervising the execution of the Open Data Policy in federal agencies. MJ also has had an important role in this policy, by promoting hackathons to support the creation of apps based on their datasets. The National School of Public Administration (ENAP) has also played a key role in supporting the in-person workshops and the e-learning course, building capacity in public officials of hundreds of organizations on how to build plans for open data.","Regarding the participation of society in this process, citizens suggested and required specific data from the federal public agencies through the ombudsman and access to information law services. Some agencies have made public consultations of their Open Data Plans (PDA) before publishing it, thus gathering a better picture of which datasets society is more interested in. The topic of Open Data is also recurring on the OGP Action Plans, built in collaboration with civil society.
Commitment no. 1 of Brazil’s 3rd Action Plan specifically aims to improve the supply of open data to better fit with society’s demand for it. The Ministry has also conducted an open survey with society to better identify the needs for open data. Another way of participation was through contests in which the participants are challenged to make new apps based on open government data, awards were given to those that developed the most relevant apps.","'-In 2016 and 2017, more than 700 people participated in 12 workshops and 2 conferences. The e-learning course on Open Data Plan (PDA) elaboration, which was developed in partnership with the National Public Administration School (ENAP), has had 4 editions and over 1,300 people have finished it . These courses were attended by participants from all over Brazil, and more than 70% were from other states, many of the participants came from universities and federal education institutes.
-Digital Government Strategy Work Plans: in 2016 around 25 agencies from the public administration signed agreements with the Ministry of Planning establishing their Work Plans.
-Creation and offer of the following instruments: PDA Model, Manual for PDA crafting, Catalogue Manual. These together made a helpful Open Data Kit developed to support the agencies in the process.
-An Open Data catalog was developed by Brazil’s Central Bank, which has over 400 datasets, available in Application Programming Interfaces (APIs).
-More and more agencies are developing their own open data portals since the initiative began.
-The initiative promoted support for the realization of app's contests and hackathons, such as the one promoted by the Ministry of Justice.
-Highlights to the National Press, that according to its PDA, will make the Union’s Official Journal available in open format, thus facilitating the search, research and analysis of the official acts of the Executive Branch.
-The Ministry of Planning, according to its PDA, has committed to open data from several structuring systems, such as budget, procurement, covenants, and public servants.
-More than 66 PDAs published from several kinds of public agencies and entities. Thus, these agencies have committed with the expansion of transparency in education, healthcare, financial system, social security, regulation, structuring systems, among other public policies.","The main barriers to this initiative were:
-Cultural Barrier – the agencies were not used to making their data available, and are still reluctant to do so, thus closing it to society.
-Lack of knowledge and enthusiasm of the agencies with the policy.
-Communication problems
-Low budget and reduced team
-Database inventory in initial stats or lacking classification
These barriers are being addressed and mitigated mostly as a result of the workshops, technical meetings and the distance learning course on PDA elaboration, and also by the partnership with CGU and MJ. The meetings and workshops helped to disseminate the concepts regarding open data, and presented the importance of this data opening in Brazil and in the world. It also helped in the elaboration of the PDAs. This workshop model was later converted in the distance learning course, which allowed the mass qualification of public servants of all Brazilian states.","We consider being essential to the existence of a National Digital Governance Strategy that has the opening of government data as one of its main concerns. Further legislation can also be created in order to reinforce the content of the Digital Governance Strategy, such as the Decree no 8777/2016. It is also very important to get the public agencies and entities to commit to the initiative through the signature of a formal document.
In Brazil’s case, the Ministry of Planning (MP) established Work Plans signed and committed by the agencies, in exchange for receiving IT Analysts hired by the MP. One of the most recurrent goals in these Work Plans was the implementation of at least 75% of the Open Data Plans. At last, it is very important to supervise the deadlines agreed upon by the agencies, process that was made with the assistance of the control bodies (Ministry of Transparency and The Federal Court of Accounts).","The Open Data Policy was disseminated, firstly, to the agencies and entities from the Federal Executive Branch located in Brasilia. This was made basically through technical meetings and workshops. Afterward, this policy has started to expand to the federative states. Alagoas was the pioneer state, which has inaugurated its open data portal in 2016. Other states that also replicated these initiatives were Rio Grande do Norte, Espírito Santo, and the Federal District. It was also replicated by the Central Bank, which offers more than 1100 datasets on its portal, and already have APIs for extraction and disposal of the data.
Aiming towards expanding even further this initiative and replicate the policy in agencies and entities from the public administration, that are located outside Brasilia, the open data team has developed, in partnership with the National School of Public Administration (ENAP), the distance learning course on Open Data Plan elaboration.","Decree No. 8777 / 2016 establishes the open data planning lifecycle as an obligation for every government ministry and agency at the federal level. Besides that, creation and maintenance of inventories and corporate catalogs of data. The Brazilian Open Data Portal is the central open data catalog and, as an important innovation, one can highlight the integration with the electronic ombudsman system (e-OUV) of the CGU, that allows any citizen to complain about the quality of the data.
In addition to the integration with e-OUV, another case of success of the Portal is the integration with other data catalogs from other branches and levels of government. At this moment, 66 agencies and federal entities have already published their PDAs and 21 public agencies have their data catalogs integrated with the Brazilian Open Data Portal, more catalogs are being prepared to increase this number.","The great achievement of the Open Data Policy of the Federal Executive Branch was that it made mandatory to the agencies to elaborate the Open Data Plan - PDA. In this plan, the agency should prepare the schedule of data opening and assign a responsible agent for opening up the datasets. It should be noted that the Ministry of Planning is responsible for the management of the Open Data Policy and the CGU is responsible for monitoring the implementation and execution of the Plan.
The Ministry created e-learning courses promoting the knowledge about open data and held several workshops in the biennium 2016 and 2017, teaching the federal executive agencies how to build their PDAs. CGU has developed a Panel that allows citizens to monitor whether or not the body has published its PDA, as well as whether or not the commitments to open up specific datasets have been fulfilled, in which case they must be already present and cataloged in the Brazilian Open Data Portal.",,"a:1:{i:0;s:5:""11099"";}",,,
11112,"Bank Delegation",https://oecd-opsi.org/innovations/bank-delegation/,,"UK Export Finance","United Kingdom",central,"a:1:{i:0;s:8:""economic"";}","Bank Delegation",http://www.gov.uk/government/news/businesses-to-access-millions-in-government-export-support-through-partnership-with-high-street-banks,2017,"UK Export Finance (UKEF), the UK's export credit agency, developed a model to deliver its support that leverages the large retail-style operations of partner banks to provide access to a greater number of businesses. The model scales up UKEF’s capacity, uses resources more efficiently, removes duplication, reduces processing time, and streamlines processes, to promote increased business volumes.","UK Export Finance (UKEF) is the UK’s official export credit agency and a UK government department. Its mission is to ensure that no viable UK export fails for lack of finance or insurance while operating at no net cost to the UK taxpayer. UKEF does this through providing insurance, guarantees or finance, where the private sector won’t be backed by the strength of the UK Government’s balance sheet. In doing so UKEF complements, rather than competes with the private sector and it works with over 70 private credit insurers and lenders to provide its support. In this manner, UKEF provides security of support to UK exporters and their supply chains through economic cycles and market disruptions.
The UK government has an increased level of ambition for UK exports, the companies who stand to gain, the UK jobs it supports, and the communities served by the benefits of global trade with the UK. UKEF plays a pivotal role in fulfilling this ambition and faced a pressing requirement for it to accelerate and increase the scale of its activity in supporting UK exports. Furthermore, UKEF has some specific commitments it is seeking to meet:
- to become a more scalable organization, able to support higher volumes of business efficiently and effectively
- to be a more customer-centric organization, easier for customers to deal with, offering improved response times, quicker decision-making and improved case processing
- use digital as a primary means for managing relationships with a wider range of stakeholders
- continue to be disciplined in its use of resources.
Simply put, how can UKEF support significantly more UK exports, in a more satisfactorily manner for its customers, while not expending commensurately more resources? The answer was to re-examine the model through which UKEF provides its support. UK banks are key partners through which UKEF delivers its short-term products, which are its most popular products and of greatest use to small and medium-sized businesses. Where a business has an export contract and needs either working capital or an advance payment bond to fulfill that contract, UKEF can provide a guarantee to that bank, who then provide the financing to its customer.
There were a number of inefficiencies in this model. Firstly, the bank would carry out credit risk analysis and ‘know your customer’ checks on the transaction and then UKEF would go through a very similar process in carrying out its own credit and ‘know your customer’ checks, representing both a duplicative use of resources, but crucially for the customer seeking support, extending the time it took to reach a decision.
Secondly, banks have a myriad of their own products, with multiple variants and different systems, policies, and procedures. UKEF’s products added to the complexity banks faced and as a result knowledge of how to access UKEF’s offering for the benefit of their customers was patchy. Thirdly, UKEF’s use of digital lagged behind the technology most banks (and their customers) were accustomed to using when applying for a product online. Connected to this, UKEF’s own internal processes were time-intensive and not geared to process ‘retail volumes’ of transactions quickly and efficiently.
The core of the solution was to delegate UKEF’s authority to approved partner banks, giving those banks discretion, within a set of criteria, to approve transactions on UKEF’s behalf. As much as possible, UKEF would remove steps from its own processes that were already performed by the partner bank. UKEF would deliver the full benefits of bank delegation through adopting digital technology to drive speed and further efficiencies, including a digital portal to allow banks to apply for its short-term products online and a digital workflow capability to process higher volumes of requests. The use of digital solutions helps UKEF be more agile by providing scalability in the support it can provide to UK businesses.
This innovation reflects UKEF’s increased focus on the customer, in line with the UK government’s commitment to transforming the relationship between citizen and State and providing a better experience when interacting with government services. Banks are a vital conduit for UKEF’s support and easier it is for them to use UKEF’s guarantees, the greater the number of UK businesses who can be supported to export.","a:3:{i:0;s:3:""214"";i:1;s:3:""612"";i:2;s:3:""623"";}","Prior to this innovation, UKEF had been making good progress in refining and simplifying its processes for approving support for short-term deals and had reduced turnaround times by more than 30% in one year alone. However, the processes remained manual and duplicated many of the banks’ procedures, particularly ‘know your customer’ and credit due to the diligence process. The improvements were also not scalable. If UKEF wanted to serve an increased number of customers, it would need to recruit additional staff to perform these time-intensive processes with all of the costs that that would entail. To achieve any significant enhancement to capability a more fundamental innovation was needed.
The change to UKEF’s existing model of approving transactions was in itself a significant departure from the status quo and the uniqueness of the innovation was further bolstered by UKEF adopting external facing digital technology for the first time and introducing a digital workflow to enhance case management, case workflow, and customer relationship management in a way that integrated with its core banking and underwriting systems. The innovation was complex, multi-stranded and was implemented using agile project methodology that had hitherto not been used by UKEF.","a:1:{i:0;s:14:""implementation"";}","In response to the global credit crisis in 2007-8, UKEF re-introduced its short-term product suite after a 20-year absence in order to provide support to smaller and medium-sized businesses that were missing in the private market. As a result of UKEF’s prolonged absence from this segment of the market, a number of its processes were geared to supporting the export of capital and semi-capital goods and related services. The very nature of these types of transactions meant that they often required considerable periods of gestation and were supported on a bespoke basis. They were relatively small in number but often very large in value. The provision of short-term products was the reverse, of lower value, but higher volumes.
As UKEF provided support to greater numbers of UK exporters year on year, it began to find itself constrained by its existing processes, technology, and operating model. If it wanted to achieve scale and provide a true ‘retail’ service it had to find a different way of doing business. Initial work to simplify processes and improve turnaround times delivered noticeable improvements, but also provided insight into what the barriers to scalability were. UKEF also looked at the operating models of export credit agencies in other countries to understand what worked in their circumstances. A small number of other export credit agencies had models that included some form of delegation or accreditation of banks. UKEF then developed that concept to identify how it might work within the UK banking context. A feasibility study was commissioned to fully explore options for bank delegations which recommended that UKEF pursue the widest possible form of bank delegation.
Around the same time, a number of other concepts were being developed and proven to address other issues that UKEF faced, namely, the absence of a digital means by which a bank or customer could submit an application, and the potential efficiencies that digitization could lend to mid and back-office functions. Digital companies were commissioned for their expertise in these areas to design workable proofs of concept. In line with the Government Digital Services’ standards for delivering customer serving digital projects, UKEF adopted an agile project methodology to develop minimum viable products and to further enhance these products iteratively.
Each of these three strands (bank delegation, a digital portal, and digital workflow) were initially developed as separate projects delivering distinct enhancements in capability. Given the level of mutual dependencies between projects, those delivering those projects worked closely together underneath an overarching program. Once minimum viable products have developed the projects were more closely integrated into one in order to maximize the impact of each strand and really focus on holistic customer experience.","This innovation required UKEF to work with existing partners (UK banks) to deliver something that improved the way they drew on UKEF’s guarantees, while also benefiting UK businesses and providing efficiencies and scalability for UKEF. Without the banks’ assent to the innovation, this fundamental change could not be achieved. Where UKEF’s assumptions met the hard reality of a bank’s expectations, policies, and requirements, it had to work quickly and collaboratively to reach a solution that pleased the user.
The collaboration was also essential in drawing in outside expertise and building capacity internally to continuously enhance the innovation. This required working with the UK’s Government Digital Service to make sure that best practice was applied to the design of the innovation. It also required working closely with digital specialists to understand what the best solutions were for providing a digital interface with the customer and a digitized workflow tool.",,"The innovation is being implemented with five of the UK’s major banks. It has been proven to work but it is yet too early to evaluate the benefits of the innovation.","When doing something new, ‘unknowns’ are always a challenge. There is usually a strong desire to map out and understand every single step that needs to be taken to successfully deliver innovation, but change itself creates new demands. The agile project methodology that UKEF adopted helped it to be as responsive as it could throughout the process. An example of which was that the financial and legal terminology that UKEF used in relation to the transactions that it supported did not always accord with that commonly used by partner banks.
This got in the way of accurate and efficient communication and sharing of information, particularly when you are looking to scale up volumes. If our desire was to make things easier for banks, we could not let language get in the way. This was a challenge outside of the main focus of technological and process solutions. It required UKEF and the banks to revisit legal agreements and agree on a common position for all parties.","To successfully push through the innovation of this scale, there needs to be a shared acceptance of the need for change, a commitment to the effort, resources and disruption involved and agreed expectations of the benefits for all parties. Leadership is required from the top of the organization to communicate the priority of the innovation and ensure it is thoroughly integrated into the organization’s plans and commitments.","While innovation, as a whole, addresses a unique issue that faced UKEF as an export credit agency and government department, this innovation may have wider applicability. It provides a model for providing government financial support or guarantees in partnership with banks, respecting the role of the private market while allowing the government to benefit from the extent of banks’ reach among a country’s citizens.","UKEF learned that it is vital to constantly speak to the end beneficiary of the innovation (in this case banks). UKEF discovered that all assumptions need to be validated very quickly otherwise they can disrupt the innovation. The main learning is that UKEF had to look at its business from a customer’s perspective. The customer is not interested in our processes or our organizational structures, they care about the length of time it takes to get a decision. This forced us to fundamentally look at our business on an end to end basis and make the customer journey the priority. Lastly, where there are complex and multiple moving parts and dependencies, it becomes essential to have a solid understanding of the benefits of the innovation to guide decision making. Good communication throughout is essential, both talking about the issues faced and listening to everyone involved.",,,,,,
11120,"Predictive Modelling - 'Blockbuster'",https://oecd-opsi.org/innovations/predictive-modelling-blockbuster/,,"Cabinet Office","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","Predictive Modelling - 'Blockbuster'",http://www.gov.uk/government/organisations/cabinet-office,2017,"The Blockbuster model predicts the deterioration and future condition of the School Estate under various maintenance and rebuilding spending policies (i.e. the effect of planned maintenance/repair on this deterioration). This provides a data-driven approach to improving the management of the School Estate leading to the potential of saving public money.","The vast majority of children in the United Kingdom (UK) are educated in state-funded schools, with students spending a significant portion of their waking life in the school environment. The condition and quality of the social infrastructure and school facilities have been suggested to impact the attainment of the students. Building condition
inspection data offer a clear indication of deterioration progression of buildings, which can be used to derive a deterioration prediction model and forecast the asset and/or component performance over a period of time. These prediction outcomes can be used to make financial forecasting and assist in various procurement and management decisions of buildings.
The Education Funding Agency (EFA) set out to meet this data need in 2012-2014 with the completion of the Property Data Survey (PDS), a systematic survey of most schools in England (circa. 18, 000 schools). This survey provides data on the 67,000 buildings down to the individual building component level (roofs, walls and boilers, etc.) The expected deterioration in the condition of the school estate is a significant risk to long-term value for money. The Department’s PDS estimates it would cost £6.7 billion to return all school buildings to a satisfactory or better condition, and a further £7.1 billion to bring parts of school buildings from satisfactory to good condition. To this point, the available granularity of the PDS was not being exploited by the analysts in DfE. This was mainly due to a reliance on old ways of working and limiting their model building to spreadsheets. Through collaboration, the EFA was able to make better use of their data using open source tools and software development best practice.","a:4:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""617"";i:3;s:3:""303"";}","Maintenance activities play an increasingly central role in the trade-off between the conflicting objectives of social service, efficient productivity and safe operation which drive the public sector. Knowing when and how to test, inspect, repair, renovate, and revert the components of a system is fundamental to reduce failures and unplanned downtime for safety or economic reasons, and ultimately lead to optimal safety and economy. This modeling approach provides the first step towards making better use of the available data that was collected at considerable expense.
The blockbuster software package was developed to reliably predict how the condition of the School Estate will change through time. The model takes as input; the reasonably big PDS data (too large for spreadsheets), which details the condition and quantity of each building component in every school building, the deterioration rates, and repair costs of those components and the amount of funding spent on the rebuilding and repair of those school buildings. Together these inputs are used to simulate the deterioration of the School Estate into the future under various maintenance and rebuilding spending policies.
Predictive modeling in Government Departments has historically been constrained by using data sets that are small enough to load into Microsoft Excel. The Property Data Survey (PDS) was too large (2.3 million rows) and thus was aggregated into just six numbers. These statistics were then used to support a failed Autumn Budget request for extra funding to rebuild and repair schools in England (the model was criticized). This compromise was a relic of skills and technical shortage, despite the data being available to answer the question with the desired precision.","a:1:{i:0;s:10:""evaluation"";}","This innovation is currently in the process of being used as part of standard business practice by the Department for Education (DfE), the output of which will form part of their budget request from the Treasury. This product has been developed through collaboration between data scientists and analysts, and now ultimately between the Government Digital Service (GDS) and DfE. The Strategy and Intelligence team with the EFA recognized a skill gap existed and recruited a data scientist to tackle this problem, enabling the data to be used in a more optimal way. Through a collaboration with GDS they were able to tackle a previously inaccessible data problem. The model was developed using Open Source software (including version control) as a package. The package enshrines all the business knowledge used to create a corpus of work in one place; including the code and its relevant documentation. This protects the department against staff turnover and improves the reproducibility of analysis.","Working with partners within the business, across both analytical and policy communities, it was possible to deliver this project, we gathered some feedback about this collaboration: “The model itself is a step change in improvement over the older model, particularly the level of granularity in which the blockbuster model operates at”.","The data science process involves a lot of back-and-forths—between the data scientist and stakeholders, and between the different stages of the process. Our key takeaways were that: A successful data science project involves more than just statistics. It also requires a variety of roles to represent business and client interests, as well as operational concerns. Make sure we have a clear, verifiable, quantifiable goal. Make sure we’ve set realistic expectations for all stakeholders.","DfE is now running the simulations on blockbuster to calculate the backlog cost of repairing the school estate with the latest funding assumptions up until 2020-21. They are now working with a policy team to provide outputs from the model to inform business cases to Treasury for the Autumn Statement. A key requirement is to help shape the value for money argument for investing in the school estate now rather than wait for the estate to deteriorate further which will then incur a significantly larger cost (which is not limited to pure construction inflation).
The granularity of the blockbuster model will be able to strengthen the value for money case with Treasury. The challenge for us now is to produce reliable forecasts of the cost of repairing the school estate for a variety of different scenarios and policy assumptions, with the aim of setting out a clear argument to HMT that we need to significantly invest in the school estate now and not in 5 or even 10 years’ time . This objective is clearly for Peter and me to take forward but your support and guidance on using the blockbuster model to the best of abilities will no doubt help our cause.","Getting sponsor sign-off becomes the central organizing goal of a data science project (to approve or acknowledge the outcome as meeting the goals of the project). At the outset of the project the understanding was that the blockbuster model was to be used to improve on the old spreadsheet model by simulating the expected deterioration of the school estate under simplified rebuilding and maintenance policies (a fixed policy), however based on the previous meeting the data scientist got the impression that the sponsor was more interested in the effect of different policies or identifying the optimal spending policy for school rebuilding and maintenance. Although a similar methodology may be appropriate it is a very different goal and should be clarified and distilled further.","It’s important that all work is being undertaken within an environment where changes can be made and expert opinion listened to. If stakeholders are unwilling to be challenged, in this case with reference to the old model, then it is very hard to achieve improved outcomes from a project. It is also vitally important that the technical skills required to further develop the project and iterate upon it are present within the department, or that the department is willing to upskill existing staff or bring in new skills to enable this.","This particular innovation represents a step-change in the way that government handles the costings and renovation of its estate. In this example, the data has been collected and a system has been deployed for the purpose of the school estate, however, this same approach could be taken and applied to any property-owning part of the public sector such as Defence, Prisons, Social Housing, and Hospitals.","In order for a collaboration like this to be successful, there are a number of things to consider. The parameters of success need to be closely defined; it is important to ensure that the sponsor, working level collaborators, and domain level experts, are all bought into the same vision for the project, this means ensuring that clear goals are set. This can be obtained through approaches such as directed interviews.",,,,,,
11136,"The Columbus Programme",https://oecd-opsi.org/innovations/the-columbus-programme/,,"HM Revenue and Customs","United Kingdom",central,"a:1:{i:0;s:37:""Taxation, duties and welfare payments"";}","The Columbus Programme",http://www.gov.uk/government/organisations/hm-revenue-customs,2015,"On June 17 we completed the phased exit from Aspire, government’s largest outsourced IT contract (£10bn). Despite skepticism, we split Aspire, took control of our IT and created a ground-breaking commercial IT operating the model. Recognized as the government’s most successful major program, Columbus delivered on time with huge savings for taxpayers – creating a blueprint for any organization to follow.","HMRC’s IT supports the collection of more than £500bn in taxes from 50 million customers, keeps goods moving through customs on a 24/7 basis, and enables 7 million families to receive targeted financial support. The Financial Times ran a ‘Havoc’ headline (January 2015) when reporting the Public Accounts Committee’s nervousness over HMRC’s plans to end 20 years of outsourcing IT Services through one monolithic contract (c£700m per annum) known as Aspire. The contract was provided by four companies led by Capgemini. Aspire directly employed 5,000 IT professionals and had an ecosystem of 200 smaller IT businesses and represented 20 years of outsourced IT service. Such contracts were common in government and the IT industry but the Aspire contract was the largest in government covering one of the largest IT estates in Europe.
The service was reliable - why change? HMRC must provide stability whilst handling ever-increasing layers and volumes of data, respond to customers demanding better services and taxpayers who deserve economy. Far from supporting HMRC, that contract would obstruct us. HMRC’s Columbus Programme conceived a new model for the future involving a safe phased exit - insourcing some services and re-procuring others on smaller, shorter contracts. The new model was driven by a multi-supplier strategy that would allow HMRC to:
● bring ownership and delivery of IT back under the Department’s control - bringing strategic functions in-house and building internal architecture and design, service operations, and vendor management capabilities.
● lead IT delivery in-house, using a combination of in-house capabilities and multiple external suppliers to complete end-to-end technical delivery, and building in-house accountability and better risk management.
● re-procure selected services where in-house control is not critical.
● reduce supplier costs through reduced risk premiums, better utilization, utility pricing, commodity products, standard terms and conditions, and procurement processes.
Working with stakeholders across government the programme developed and implemented the new operating and commercial model which meant increasing in-house capability, including commercial, and redrawing the way we deliver services. The program began by rationalizing HMRC’s own IT teams to ensure its operating model focused on what it wanted to achieve, cleaning up accountabilities and recruiting two tiers of leadership right the way across the IT organization. It then secured the novation of the principal sub-contracts under Aspire to HMRC so that it took direct accountability for IT contracts with Accenture for the running and development of one the Department’s largest and most important IT applications - the National Insurance and PAYE Service (NPS); Fujitsu for its data centre hosting, bulk print and scan services; BT for its WAN; as well as Capgemini for most other application services and for system and services integration.
This took place in January 2015 after six months of extensive negotiations across the supply chain. The project reformed the terms of these contracts to make them more market-aligned and negotiated early insourcing of key functions in three waves that meant by October 2016 it had taken control of system and service integration right across the supply chain itself. It prepared for running relationships across multiple suppliers, introducing new collaboration schedules across all contracts, establishing a tiered model for managing suppliers and governance to match. The program led four key procurement exercises and successfully transitioned its bulk print, bulk scan, local printer and managed the desktop estate to four new IT suppliers.
In its fourth and final insourcing to mark the formal end of the Aspire contract on 30 June 2017, the project took control of IT engineering facilities and took the first steps in releasing cloud-based virtual developer and live support environments that are capable of being accessed right across the supply chain. 30 June 2017 also saw the culmination of innovative work with Fujitsu whereby the two organizations had worked together on a Build/Operate/Transfer arrangement that created hyper-scale cloud management capability inside HMRC ready for increased cloud adoption, including active/active deployments across multiple cloud providers with HMRC undertaking the cloud brokering itself.
Columbus has successfully exited HMRC from the contract, insourced and re-procured services and created an innovative government company - with no disruption to service or revenue. Columbus has cost less than the business case and is exceeding benefits (savings already exceed program cost). HMRC is now able to exploit new technology to transform services and has been pushing the market to develop the tools that it needs. The success of Columbus is crucial to delivering its aim of becoming one of the most digitally-advanced tax administrations in the world by 2020.","a:3:{i:0;s:3:""876"";i:1;s:3:""194"";i:2;s:3:""214"";}","We believe the Columbus Programme is the largest public or private sector IT transformation project anywhere in Europe. Meeting or exceeding challenging objectives has been a constant way of life for those working on, and with, the Programme and as a result, Programme has set the blueprint for the future of government IT delivery. This multi-supplier strategy was bold and ground-breaking for the government. It required us to build strong capabilities in house to ensure that suppliers and services integrated well to deliver a service capable of delivering and supporting the HMRC goal of becoming the leading digital tax authority in the world by 2020.
The proposition enabled significant savings but was recognized as a high risk. The innovation was as much about the execution as the strategy…
• Creating the team for an unprecedented delivery: The Team secured the right people; built the skills and capability needed; and blended an effective team from across HMRC’s IT function, wider policy and delivery teams such as HR and legal, other parts of government, and delivery partners and suppliers - all working across multiple locations.
• Bucking the Trend: The multi-supplier strategy was bold and ground-breaking for the government. The Programme challenged industry trends and convinced major stakeholders across government to agree to a different operating / supply chain model including, at its core, to insource work to HMRC rather than simply assume continued wholesale outsourcing. This allowed HMRC to bring ownership and delivery of IT fully under its direct control by bringing strategic functions in-house and building internal architecture and design, service operations, and vendor management capabilities.
• Developing the 'How': The team developed approaches, tools and governance (e.g. technology roadmaps, detailed transition plans), many of which new and bespoke, to deliver the commercial negotiations, define and specify services, transition and transfer services. This included novating 250 contracts and awarding 10 new ones. The innovative use of a company wholly owned by the government (RCDTS) is being watched with interest across government. Our repeatable process for TUPE transfers will inform future transfers in HMRC and more widely in government.
• Building the new IT function: The team defined and implemented a new operating model, ways of working and the new teams in time to receive the insourced services and manage re-procured / extended contracts.","a:1:{i:0;s:10:""evaluation"";}","In 2013 we knew that the Aspire contract would need replacing having run from 2004 and having been extended in 2012 to 2017. When we looked at the future needs of HMRC and its IT function we recognized that:
a) it could not deliver the essential technology transformation we need in order to meet our strategic goals and that it tied us to systems that do not deliver change quickly enough.
b) its contractual ways of working are expensive, considerably above market rates and outdated with costs that rise year on year. Doing nothing was not an option. The contract brought good operational stability but had also engendered a risk-averse approach to the adoption of new technology and delivery techniques.
The net result is an inflexible and expensive technology estate that reliably brings in the tax revenues but both disappoints taxpayers in its digital presence, and staff with the plethora of applications they have to use. Meanwhile, we knew that digital and technology would underpin the transformation of HMRC:
• moving interactions with taxpayers online to remove the need for filing peaks.
• Converging the administration of tax regimes so that citizens and businesses can be managed and served as single entities, rather than independently for each tax they pay.
• Advanced data analytics to encourage upstream submission accuracy, and enforce downstream compliance.
• Adoption of cloud-based infrastructure to improve the speed of delivery, reduce costs, and increase the ability of disaster recovery across HMRC. This knowledge was worked up through a series of commissioned reviews, workshops, deep dives and thorough road tested of ideas with our partners across government.
As mentioned elsewhere, we worked closely in honing the eventual strategy and explained a comprehensive analysis of the options through a number of business cases arriving at the conclusion a multi-supplier based commercial and operating model was the best way to increase flexibility and control of the IT estate and to make the savings that future planning would also demand. Key tools used to realise this ambition varied but at the heart of the approaches were the elements of agile delivery supported by close programmatic support and oversight. Exiting the contract on June 30th, 2017 was the culmination of many critical stages and relentless and regular deliveries. To give a flavor of those key milestones, they included: 2 x project business cases approved by HM Treasury and Cabinet Office,4 x major reviews of the business cases, 250 contracts novated, 10 new contracts awarded, 1 x new IT function operating model delivered, 1 x new commercial model delivered, 4 x delivery waves completed, 4 x key services re-procured.
The success of the project has been evaluated so far through 3 specific Lessons Learnt Reviews and continuing activity by Internal Audit, most of which has been very positive. At this time an independent end to end Lessons Learned Review is being conducted by the Infrastructure and Projects Authority (IPA) in conjunction with HMRC’s change assurance function. In June 2017, just before contract end, the IPA commissioned a Programme Assurance Review. In the report, Colin Godbold, stated: “HMRC has novated the Aspire subcontracts with Fujitsu and Accenture, and successfully completed the transition of c. 750 Capgemini and Fujitsu staff and contractors in three “waves” into an HMRC wholly owned and controlled corporate subsidiary (RCDTS Ltd)”. “Overall, Columbus has made good progress both in delivery and financially. A strong and experienced team is in place to prepare for and deliver Wave 4 and transition to the re-procured services.” July 2017 - Mervyn Walker, Lead HMRC Non Executive (former director at British Airways) congratulated the team on the final wave of transitions which was delivered even more successfully, stating, “This transition has gone exceptionally well.” December 2016 - Tony Meggs, IPA Chief Executive summarised Columbus, stating, “Amongst Government’s Major Projects Portfolio, the Columbus Programme has bucked the trend by costing less than expected in the business case but delivering greater benefits.”","Close involvement with HM Treasury, GDS and Crown Commercial Services has been critical in developing our thinking so that our solutions represent the cutting edge of government practice and are consistent with government’s goals. Feedback from our partners has very much helped us shape strategies and solutions. At the same time, this has been a two-way process with partners also watch our results in areas that include IT, commercial, HR and program governance. Columbus has set the blueprint for the future of government IT delivery. The project team has worked closely with the Government Digital Service (GDS) and other stakeholders and has set the benchmark for:
● how to move away from massive outsource agreements.
● a new commercially enabled IT operating a model.
● how to deliver a multi-source model.","Not only have we engaged partners across government at both senior and working levels be it informally or through approval processes but we have ensured their close involvement by formally involving them in ongoing governance e.g. as members of our Programme Board. We have worked very closely with HMRC’s operations to ensure that the potential is realized. Transformative is a word that is frequently used by projects but not always matched by reality. In this case, not only has Columbus been a huge success, it has genuinely shifted HMRC’s IT function from being a service provider to a true delivery partner.","Columbus has allowed HMRC to take full control of its IT Architecture and IT operating and commercial model. The move from a single monolithic IT contract to a multi-supplier model has also removed a number of lock-ins. This gives HMRC direct access to the IT market and the latest technologies and the benefits to the organization are huge. The project has directly enabled HMRC to:
• deliver IT faster and cheaper - faster development lifecycles based on Agile, DevOps, Continuous Integration and User-Centred Design
• work towards a reduction in running costs of £200m per year – with benefits having already exceeded the cost of the Programme
• halve the average major project development life cycle from 18 months
• increase stability and resilience through moving around 60% of its systems onto virtual networks
• provide a 24/7 IT operation to protect against cyber attacks and keep services online
• build 6 Digital Delivery Centres and a Data Engineering Centre outside of Aspire, which in turn has transformed HMRC’s digital delivery capability and underpins the Department’s shift to a digital business and improvements for customers including:
- delivery of an award-winning Multi-Channel Digital Tax Platform that hosts all HMRC’s new digital services
- delivery of an award-winning Personal Tax Account that now has 11m users (and the business equivalent - Business Tax Account - has 2.8m users) - develop and deliver more than 60 new digital services for customers since 2014 - increased satisfaction levels for services - currently 81% for business tax account, 78% for personal tax account.","Getting the Proposition Right Formulating a strategy that met our goals within a government context. We tackled this by:
• Repeated engagement with key partners, experts, and stakeholders.
• bringing in the experience we needed (e.g. commercial and financial directors, a strategic delivery partner).
• organizing into deliverable programs. Understanding Outsourced Services Commercial restrictions forced assumptions about services – many were broadly correct, but some services were more complex. We handled this through:
• commercial negotiations
• contingency planning
• managing risk
• being open with our stakeholders and remaining flexible Developing a Transition Process Transitioning staff into the organization was very complex with challenges from TUPE and pensions to engagement. We handled this through
• good legal support
• appointing a delivery partner and gaining knowledge transfer
• bringing in experts e.g. TUPE
• working with Cabinet Office partners.","Conditions would include:
• A clear strategically aligned vision
• Strong well governed commercial relationships
•Clear, constructive and open relationships with stakeholders across government
• Commitment to the goals and the support of all parties to the success of the innovation
• Strong knowledge of the purpose and operation of an organization’s business and its realities and needs
• A willingness to recognize fast that something is not working and work together on the appropriate action
• Genuine collaboration to remove obstacles, barriers and blockers
• Access to the right knowledge and capabilities
• Great leadership and a team with the right skills","This was a complex solution but at its heart, it is a basic and repeatable innovation which can be adopted in part or\ as a whole. For example, an organization may adopt a similar strategy and operating model or simply look at how we adopted a GovCo or at the TUPE processes that we developed. While the strategy is in some ways quite IT orientated, aspects such as GovCo and TUPE are universal and potentially repeatable for any discipline.","We are currently working on this very question. Our lessons are likely to include: Moving staff into the public sector or between Suppliers The pitfalls, difficulties and eventual solutions especially in areas such as the right arrangements for former civil servants, setting up benefits packages, engagement and the importance of accommodation. Setting up a GovCo This massively complex area involving factors from strategy and purpose through policies, objects, governance to operations. Commercial Negotiation Model and Phased Exit Our Commercial engagement was key to our success and the importance of a phased exit made the transition safer for HMRC and commercially viable for our suppliers.",,,,,,
11144,"The Invisible Killer: identifying new designer drugs in postmortem forensic toxicology",https://oecd-opsi.org/innovations/the-invisible-killer-identifying-new-designer-drugs-in-postmortem-forensic-toxicology/,,"State Laboratory","United Kingdom",central,"a:1:{i:0;s:7:""science"";}","The Invisible Killer: identifying new designer drugs in postmortem forensic toxicology",http://www.gov.uk/government/organisations/public-health-england,2015,"For the first time in Ireland, the State Laboratory have developed and implemented an analytical strategy allowing postmortem forensic toxicology samples to be screened for previously 'invisible' designer drugs outside the traditional scope of testing. This project has supported the Irish Coroners service in solving death investigations that previously could not have been satisfactorily concluded.","Novel psychoactive substances (NPS), more commonly known as designer drugs, have exploded onto the Irish market posing a significant public health challenge. Ireland is reported to have one of the highest levels of designer drug use in Europe thus creating a significant challenge for the human toxicology postmortem testing strategy where traditionally samples were only screened for a defined cohort of prescribed and illicit drugs. The primary challenge was accurately capturing a ‘snapshot’ of the rapidly evolving nature of the Irish drug market at any particular point in time to ensure the client received the most relevant and comprehensive toxicology screen available.
New drug products are easy to access online and now appear regularly, often in response to changes in legislative control e.g. in 2015 98 new European NPS alerts were issued. Very little is generally known about these new products, they often have very similar chemical structures and can be highly toxic in small amounts. Designer drugs are generally ‘invisible’ in traditional toxicology screens and are not available in commercially purchased databases. Additionally, there is very limited HRLCMS expertise in Ireland so collaborative analytical support was limited.
Finally, postmortem case history information was often limited, absent or incorrect (e.g. mislabeled products purchased online) adding to the overall analytical challenge. Our primary objectives were to:
• Develop an analytical approach that could tackle the rapid and continued emergence of new drug substances.
• Proactively monitor market trends and include new drugs as soon as feasible.
• Retrospectively analyze data in suspect toxicology cases.
• Provide our clients with a comprehensive world-class toxicology service.
Major beneficiaries of the innovation:
• With earlier identification of novel psychoactive substances now being achieved, relevant public health alerts can be issued in a more timely fashion.
• Due to our proactive monitoring of general population drug use trends, our toxicology screens accurately meet the evolving needs of the Irish Coroner’s Service and minimize cases where no satisfactory cause of death can be established.
• Retrospective analysis of data without physical re-analysis of the sample allows cases to be rapidly reassessed as additional NPS data comes to light. Additionally,
the sample volume is no longer an issue as we don't have to re-analyze limited sample cases.
• We regularly update and readily share all data with our wider network of toxicology laboratories and drug support services to support them in achieving their own goals.","a:3:{i:0;s:3:""959"";i:1;s:3:""194"";i:2;s:3:""190"";}","This project has revolutionized the national approach to postmortem forensic toxicology screening and more significantly has changed the traditional approach from a reactive to a proactive service where current market trends are monitored on an ongoing basis. This approach accurately reflects the current dynamic status of the Irish drug market and allows us to respond rapidly to change and provide our client with a world-class toxicology service. All information is readily shared with our wide network of colleagues in other government departments and we actively seek feedback from our peers both nationally and internationally.","a:1:{i:0;s:9:""diffusing"";}","• Initially identifying the gap in the forensic toxicology market created by the ‘invisibility’ of NPS drugs in traditional toxicology screens and recognizing the difficulty for the client in completing comprehensive death investigations when no obvious cause of death can be identified.
• Optimizing the relevant chemical methodology.
• Proactively keeping abreast of national and European drug alerts and trends. Assigning responsibility to the team for regularly updating and optimizing the NPS database.
• Effectively networking with the wider national and international toxicology community.
• Isolating suspect cases where the retrospective analysis was relevant based on the case history and/or unusual initial results.
• In toxicology cases where designer drugs were implicated in the cause of death, we liaised closely with the relevant coroners and pathologists to obtain a full case history. Additionally, we liaised with An Garda Siochana to ensure all relevant scene of death details were fully disclosed e.g. information about empty packets, bottles, etc.
• Our team is represented on the National Advisory Committee on Drugs and Alcohol Early Warning and Emerging Trends (NACDA EWET) subcommittee and we continued to liaise closely with this network in terms of gathering and sharing national NPS information and current trends.
• We continuously liaised with the EMCDDA (European Monitoring Committee for Drugs and Drug Addiction) to ensure all European drug alerts were included in our toxicology screen and to feedback national data and trends as required.","1. In toxicology cases where designer drugs were implicated in the cause of death, we liaised closely with the relevant coroners and pathologists to obtain a full case history. Additionally, we liaised with the Irish police force to ensure all relevant scene of death details were fully disclosed e.g. information about empty packets, bottles, etc.
2. Our team is represented on the National Advisory Committee on Drugs and Alcohol Early Warning and Emerging Trends (NACDA EWET) subcommittee and we continued to liaise closely with this network in terms of gathering and sharing national NPS information and current trends.
3. We continuously liaised with the EMCDDA (European Monitoring Committee for Drugs and Drug Addiction) to ensure all European drug alerts were included in our toxicology screen and to feedback national data and trends as required.",,"This project has revolutionized the national approach to postmortem forensic toxicology screening and more significantly has changed the traditional approach from a reactive to a proactive service where current market trends are monitored on an ongoing basis. This approach accurately reflects the current dynamic status of the Irish drug market and allows us to respond rapidly to change and provide our client with a world-class toxicology service. All information is readily shared with our wide network of colleagues in other government departments and we actively seek feedback from our peers both nationally and internationally.","The primary challenge was accurately capturing a ‘snapshot’ of the rapidly evolving nature of the Irish drug market at any particular point in time to ensure the client received the most relevant and comprehensive toxicology screen available. New drug products are easy to access online and now appear regularly, often in response to changes in legislative control e.g. in 2015 98 new European NPS alerts were issued. Very little is generally known about these new products, they often have very similar chemical structures and can be highly toxic in small amounts. Designer drugs are generally ‘invisible’ in traditional toxicology screens and are not available in commercially purchased databases. Additionally, there is very limited HRLCMS expertise in Ireland so collaborative analytical support was limited. Finally, postmortem case history information was often limited, absent or incorrect (e.g. mislabeled products purchased online) adding to the overall analytical challenge.","In relation to this particular project, state of the art scientific instrumentation was essential at the initial development stage. We also required highly skilled scientific personnel and a modern analytical chemistry laboratory. As we work in a high throughput postmortem forensic toxicology environment, the support of senior management was critical in supporting this development work in parallel with routine testing. Finally, a highly motivated team with a common desire to achieve the final goal was critical in pushing the project to completion and this energy and enthusiasm are evident from the project's ongoing subsequent success.","1. Based on the success of our approach, other prominent national toxicology laboratories are currently assessing procuring relevant instrumentation to replicate our screening strategy.
2. As a result of the positive feedback given to our internal colleagues, other departments within the State Laboratory are currently proactively assessing our screening strategy for potential application within their own analytical areas.
3. Building on the expertise gained from the project, we are currently extending its application to other non-NPS analytes in relevant toxicology cases.","'-Always think big and challenge current standards.
-Explore opportunities to develop and improve existing systems.
-Don’t reinvent the wheel.
-Ensure your team is aware of all current developments in your particular area of expertise.
-Create and utilize an extensive external network.",,,,,,
11160,"Mardan model: citizenship & land ownership certificates",https://oecd-opsi.org/innovations/mardan-model-of-issuance-of-citizenship-land-ownership-certificates/,,"Local Government Mardan",Pakistan,local,"a:1:{i:0;s:12:""public_admin"";}","Mardan model: citizenship & land ownership certificates",http://https://www.youtube.com/watch?v=vfsBKR1CUOA&feature=youtu.be,2016,"In the first interaction with government, citizens should be able to access in a satisfactory way services: in a cost-effective and reliable process, without facing bureaucratic delays or corruption. For this purpose, an innovative system has been developed to deliver citizenship and land ownership certificates to citizens, through an open platform.
","Citizenship certificate (Domicile), as well as land ownership certificate, are issued to people by the Deputy Commissioners (DCs) of the districts. Every citizen has to acquire domicile because, in its absence, neither a person can get a National Identity Card nor apply for any job, etc. Similarly, land ownership certificates are essential for ensuring property rights. Their acquisition is, practically, the first very early interaction of citizens with the Government. Unfortunately, the process is very unpleasant for citizens and creates a bad image of the government in citizens since a very young age.
The reason is that for both certificates, an archaic system is being used in districts of Pakistan, in which the applicant has to undergo a series of verifications, visit at least six offices by traveling long distances and bribing many government officials. In addition, there is no mechanism of public reviews of the efficiency of the Government machinery.
Moreover, it is an extremely tiring, lengthy and expensive process. The applicant first, travels from his far village to DC office which is, generally, located at one end of the district, then gets the form and returns to his native village to start the round of verifications. Finally, he returns to district headquarter for issuance of a certificate from DC office. This process consumes a lot of time, energy and money of the candidate. Sometimes, the candidate has to travel about 150 KMs.
To end with all these complicated processes, an innovative system was designed to deliver these certificates by direct contact with citizens via open meetings in remote areas. These are not ordinary public meetings, proper follow up of issues raised is done and after four months, another public meeting is held in the same area to review the progress done. For example, just in district Mardan, 2.4 million citizens are getting benefit from the new system. After the initiative is replicated in other districts, the number of beneficiaries would be even larger.","a:3:{i:0;s:3:""143"";i:1;s:3:""617"";i:2;s:3:""612"";}","This system is not only the digitalization of databases or computerization of new applications, rather it provides a complete package of solutions. ''Domiciles requisite'' forms have been placed in all the post offices of the district, and the verification process has been simplified. Similarly, the land record has been computerized and a short-digit code has been given to landowners to get their certificate.
As the last step, both of the certificates are delivered to the citizens at their houses. The biggest benefit of this system is that is corruption free because the citizen does not interact with any official and he does not have to go through multiple verifications instances.
The monitoring is done by the DC office via a dashboard, this ensures that all the received requests are attended properly. Even if the documents are lost due to any reason, insurance money, PKR 1000 (10 USD), shall be paid to the applicant. SMS alerts keep the applicant informed about the status of their request. Importantly, verification of issued certificates can easily be done online by any agency by tracking the code. Lastly, the most salient result of this project is that the certificate is delivered in the citizen's door.
All the above-enhanced trust in Government and institutions.
","a:1:{i:0;s:9:""diffusing"";}","I had to face hard times while getting citizenship/ land ownership certificates as a student. I traveled to different Government offices, waited for hours... Hence, now that I am Civil Servant, I started thinking in a solution to this problem.
We decided to replace that old system with a customer-friendly one, in a place where 70% of the population is rural, with less than 50% literacy rate, having limited access to internet or android phones. We came up with a model that does not allow any citizen to stand in long queues outside any Government office. A citizen-oriented system, easy to understand. The course of action of this innovative system is very simple.
Additionally, to the process described above, the option of online submission of forms has also been given to people with “Android App” of Provincial Govt. (Citizen portal) from where the applicants can download online forms.
Once a form is received in the domicile branch, the data is entered in the software and the system generated a tracking number. As the last stage, it is scanned and an SMS is sent to the applicant. Monthly revision is done between the DC office and post office to review the efficiency of this system.
As a result of the innovation, there are no more ques in front of the government offices and not even a single complaint of delay or corruption has been received so far. Data tells that from 01-08-2016 to 01-08-2017, DC office Mardan received 30,732 domicile forms and responded to all of them. During the preceding year in the same time-frame (when the old system was in place), only 22,248 domiciles were issued, we cannot know the number of received applications because, in the old system, the record of received applications was not kept. Under this innovative system, about 45% more domiciles were prepared. Also, 37487 land ownership certificates were issued in this period, which is an unprecedented figure for Mardan's history. The Chief Secretary officially acknowledged and appreciated this model and invited us to present it in the Deputy Commissioners’ conference, so other districts can adopt the model.","The “Mardan model: citizenship/land ownership certificate” was put in place in collaboration with the provincial IT board, Pakistan post, as well as with Ufone (mobile company).","Since the beneficiary of this model is the whole community we involved all segments of society for dissemination of information at a wider level. A comprehensive community engagement exercise was done, in which briefings to heads of different political parties were given, presentations in different local councils were made, members of the parliament belonging to Mardan were taken on board. Different organizations of civil society were engaged to conduct awareness sessions in far located areas, seminars were held with media persons, chamber of commerce, bar associations, private schools’ association, doctors’ association, labor unions, representative bodies of government officials, etc.
In addition, special programmes were held in TV/radio talk shows. This massive community engagement campaign yielded positive response and we received 3900 domicile forms in the month of August 2016 (this model was launched in the 2nd half of July) which was highest historically in that in that month in Mardan.","The biggest impact of the project is that it has improved the first interaction of youth citizens with the Government and has raised the level of satisfaction of people. It has not only vanished long queues outside the offices but also provided relief to the citizens in the provision of an indispensable public service.
The project was recognized by the local councils. As a result of its success, this model is not only be replicated in other districts but also people have started demanding such type of facilitation in other public services.","The bigger challenge while developing this innovative system was to remove tensions among different Government departments and make them sit together around the table.","First of all, sincere political and administrative leadership plays a key role. This success could not have been possible without the guidance of the Chief Minister and Chief Secretary of the province, who always encourage administrative officers to use out of the box solutions to problems for the benefit of people.
Similarly, progressive laws are important in modern societies. For example, in this model, the verification of citizenship was taken away from Government officials and given to local councils. It became possible only due to the Local Government Act, 2013 which empowers local councils to do attestations of documents.
Moreover, motivation and commitment are imperative.","This innovative system is the perfect and ready-made solution to be adopted by any organization which faces problems related to official documents delivery, especially in remote areas with low levels of literacy and access to internet.
","The lesson I learned while developing this system, was that coordination with a positive mindset is key to success. In Government, institutions are resourceful and their employees want to perform well, however, interdepartmental tensions, in general, dissolve the goodwill of people.",,,,https://www.youtube.com/watch?v=vfsBKR1CUOA&feature=youtu.be,,
11271,"CBS Statistics Netherlands Urban Data Centres",https://oecd-opsi.org/innovations/cbs-statistics-netherlands-urban-data-centres/,,"CBS Statistics Netherlands",Netherlands,central,"a:1:{i:0;s:11:""information"";}","CBS Statistics Netherlands Urban Data Centres",http://www.cbs.nl/en-gb/dossier/regional-statistics/wegwijzer/cbs-urban-data-centres,2016,"In 2016 CBS (Statistics Netherlands) invented the concept of the Urban Data Centres. City data are improved through the combination with national data and data-expertise available at the CBS through which smart, data-driven cities were created.","Cities worldwide face serious data-related challenges and are formulating strong ambitions with regards to topics like smart cities, open data, big data, and data-driven, evidence-based policymaking. Also, cities are using data more and more in contributing to the Sustainable Development Goals by working with organizations like the World Council on City-Data. In other words, cities want and need to work with data. However, often the problem is those city officials are no data experts. The Dutch city of Eindhoven realized this in the summer of 2016 and challenged CBS Statistics Netherlands to jointly develop a solution for this problem.
CBS Statistics Netherlands has a vast abundance of data coming from surveys, administrative data and big data (in September 2016 the CBS Centre for Big Data Statistics was launched). In addition, data, data-science, and data-analytics is the core-business of CBS Statistics Netherlands. Also, the legal framework (Netherlands Statistics Law) enables CBS Statistics Netherlands to do this work and create added value in a digital economy. The solution to the problem was found in joining forces by creating a so-called Urban Data Centre. In August 2016 the concept of the CBS Urban Data Centre was drafted and in September 2016 the first CBS Urban Data Centre in The Netherlands was launched in and with the city of Eindhoven.
The concept of the CBS Urban Data Centre is a close collaboration between a city and CBS Statistics Netherlands formulated in a collaboration agreement indicating that CBS Statistics Netherland and the city are going to intensify their collaboration by combining national survey-, administrative and big data (through the CBS Centre for Big Data Statistics, created September 2016) with city data, bringing CBS data-expertise to the table and a such create a fully demand driven situation leading to a better understanding of the current situation in the city on a variety of topics. A genuine data-driven input for local policy-making smarter use of data leading to substantial financial savings on city budget expenditures.","a:2:{i:0;s:3:""194"";i:1;s:3:""611"";}","With the CBS Urban Data Centres is the first time worldwide that a National Statistical Insitute collaborates in such an intense way directly with cities to create smart, really data-driven cities and also with such results: 7 CBS Urban Data Centres and 1 CBS Provincial Data Centre were created in less than 1 year (one new datacentre every 6 weeks).","a:1:{i:0;s:9:""diffusing"";}","CBS appointed a dedicated CBS Urban Data Centres Director with the assignment to create 6 to 8 Urban Data Centres within the first year. A team of experts was drafted from all over the organization and after launching the first CBS Urban Data Centre in the city of Eindhoven (in a timeframe of only 5 weeks) other cities reacted enthusiastically leading to 6 additional CBS Urban Data Centres in just 1 year in the Dutch cities of Groningen, Heerlen, Leidschendam- Voorburg, Venlo , Zwolle and The Hague.
","Direct collaboration between CBS Statistics Netherlands and cities and provinces. In addition collaboration also with academia and the private sector as well as the UN and WCCD, World Council on City-Data.","Stakeholders and partners were involved from the very first moment. This was a vital success factor.","The first Provincial Data Centre was created with the Province of Limburg in the South of the Netherlands. So within a timeframe of just 1 year, 8 Data Centres were launched: one every 6 weeks. The concept of the Urban Data Centres was also presented at the UN World Data Forum in Capetown in January 2017 and the Global Cities Summit in Dubai in March 2017. As a result, many countries worldwide showed a strong interest in learning from this Dutch data-innovation.
Currently, pilot projects are being prepared in India and South-Africa.","Many challenges were encountered. This innovation met resistance with CBS Statistics Netherlands and within the cities. Partly this was due to the fact that any innovation meets resistance, especially when 2 different types of organizations and staff needed to collaborate. There were also budget problems.
All of the challenges were responded to by organizing joint steering committee in each urban data center with participants from that specific city and CBS Statistics Netherlands that successfully solved all the obstacles.","A combination of a good vision and concept, strong leadership, adequate human and financial resources, focus on results, timeboxing, perseverance, and the motivation and will to jointly solve every challenge.","The concept of the CBS Urban Data Centres can also be used by provinces, ministries, and universities. In May 2017 CBS Statistics Netherlands and the Dutch Ministry of Economic Affairs created the first CBS Ministry Data Centre. In July CBS Statistics Netherlands and the University of Groningen created the first CBS Academic Data Center. Other provinces, ministries, and universities have shown strong interest. The concept of the CBS Urban Data Centres can also, in an adapted form, be implemented in other countries.
The concept can also be adapted to and implemented in developing countries and contribute to the realization of the Sustainable Development Goals that for a big part need to be implemented at the city level.
The pilot project is being prepared in India and South Africa. Other countries like Argentina, Canada, New Zealand, Rwanda, South Korea, and Taiwan have shown strong interest.","The success of the concept of the CBS Urban Data Centres lies in the combination of a good vision, strong leadership and creating quick first research results. In the implementation, CBS, Urban Data Centres CBS, and the cities use the concept of ‘’time-boxing’’ wherein a matter of just 6 to 8 weeks an official launch of the Urban Data Centre is prepared along with a concrete working plan and first research results.
By working in this way a lot of energy and enthusiasm is being created leading to a successful intensive collaboration between a National Statistical Institute and cities, leading to smarter cities and a smarter country or in other words: better data, better cities, better lives . By doing so smart, data-driven cities are created playing a vital and growing role in the digital economy.",,,"a:1:{i:0;s:5:""11322"";}",,https://www.cbs.nl/en-gb/corporate/2017/05/urban-data-centre-launched-for-groningen-region,http://citiscope.org/story/2017/netherlands-local-and-national-experts-are-teaming-urban-data-centres
11330,"Gwanghwamoon 1st Street (People's Transition Office)",https://oecd-opsi.org/innovations/gwanghwamoon-1st-street-peoples-transition-office-2/,,"Ministry of Interior and Security",Korea,central,"a:1:{i:0;s:12:""public_admin"";}","Gwanghwamoon 1st Street (People's Transition Office)",http://https://gwanghwamoon1st.go.kr/,2013,"Gwanghwamoon 1st street served as a people’s transition office that collected citizen's suggestions for the new government through a variety of platforms including website, temporary office, local branches installed in every municipality, telephone, text message, and email. For 49 days after its launch in May 2017, it collected 180,705 suggestions, of which 99 were reflected in the national agenda.
","From late autumn of 2016, more than one million people gathered in Gwanghwamun Square, at the center of Seoul, every Saturday evening to protest peacefully against the authoritarian regime while holding candles in their hands. As a result, President Park Geun-hye was impeached and an early Presidential election was held on May 9, 2017. Upon starting his five-year term on May 10, newly elected President Moon Jae-in emphasized the importance of active communication and collaboration with the people in his inauguration speech, having learned from the failure of the previous government.
Launched on May 25, this new platform represented the will of the President to bring back people-centered governance, the basic norm of democracy. To achieve his will, various programs were developed, including “People’s Suggestions for the New Government,” “Open Forum,” “People’s MIC,” and “The President’s Bookshelf.” The most important task taken up Gwanghwamoon 1st Street was accepting people’s suggestions for the new government. President Moon started his term in office the day after winning the early, surprise election that followed the former President’s impeachment, meaning that he did not have the usual 70 days to organize a government transition. With the installation of a de facto Transition Office, composed of experts, he also installed the People’s Transition Office (PTO) to serve under it.
The PTO collected suggestions from the people for the new government through the various channels of the Gwanghwamoon 1st Street platform: the website, a temporary office located near Gwanghwamun Square, local branches installed at almost every local government, and email and phone. As a result, 180,705 suggestions from teenagers to people aged over 80 were submitted over a period of 49 days, from May 25 to July 12. The PTO then analyzed every suggestion and selected best 2,220 suggestions, which were then discussed with ministries to evaluate their validity. Finally, a total of 1,718 suggestions were reflected in the policies of the new government.
The “Open Forum” was a policy debate program that brought the government and public sector together in one place, at the temporary Gwanghwamoon 1st Street office. The Open Forum was unique in terms of both content and format. Many of the 13 debates that were held dealt with topics that had been avoided by the previous government. What made the format of the forum unique was the fact that most of the speakers were social activists, while the government officials (who usually speak at a podium) were listeners and commentators.
The “People’s MIC” was a three-minute free speech program held every Saturday at 5 p.m. At these events, more than 100 people gathered and spoke publicly about what they wanted for the government in front of pedestrians passing by. Many of the topics addressed were quite colorful, such as “No more instant noodles as a daily meal for an 83-year-old man!”, “Equal rights for LGBT!”, and “Voting rights for people over 18, not 20!”, among others. All speeches were recorded, typed, and delivered to related authorities.
“The President’s Bookshelf” was a book donation program that installed a bookshelf at the corner of Gwanghwamoon 1st Street temporary office. Through this program, anyone could underline passages in a book that they wanted President Moon to read and consider when running the government. A total of 579 books were donated by citizens and celebrities. These 579 books are now on a bookshelf at the President’s office.
The revolutionary experiment of Gwanghwamoon 1st Street has allowed the ideas of ordinary people to be reflected in national agendas, which will be executed by an administrative body over a five-year period. A total of 99 suggestions from citizens were included in the details of 100 national agendas announced on July 13, 2017. In addition, many citizens enjoyed the rewarding experience of participating in government through various programs. These programs have set a new and valuable standard for the future of communication between the people and the government and citizen participation in policy-making.","a:4:{i:0;s:3:""181"";i:1;s:3:""613"";i:2;s:3:""619"";i:3;s:3:""184"";}","Gwanghwamoon 1st street had two unique characteristics: first, previous transition teams had a focus on setting the national agenda by mobilizing private sector experts and senior officials, Gwanghwamoon 1st Street sought to do so by collecting ideas from ordinary citizens.
President Moon installed a de facto Transition Office consisting of experts, under which he then established the People’s Transition Office (PTO). The PTO, later named “Gwanghwamoon 1st Street,” collected suggestions for the new government from the public through a variety of channels, including its website, temporary office at Seoul, its local branches, email, and even text messages. Then, the best ideas were introduced on its website and online debate and vote were followed. It was an unprecedented and ambitious online-offline combined citizen participation campaign.
Second, the governance of Gwanghwamoon 1st Street was not like the typical joint government-private sector organization, which usually features an executive board composed of senior officials and major figures of the private sector. On the contrary, Gwanghwamoon 1st Street had a small “planning team” composed of young mid-level managers from the government and several young and talented social innovators and social venture leaders. This planning team was virtually independent of its parent organizations—the Transition Office and MOIS—and most important decisions were made internally.
This model of governance was quite extraordinary, considering the heavy hierarchical structure of the Korean government. The planning team’s work style and flow was significantly different from those of other bureaucratic organizations as well. Unrestricted by scheduled meetings, the team members constantly discussed various issues and ideas through social media and mobile messenger. As a result, the team was able to respond to the constantly changing circumstances such as unexpected weather changes and staff fatigue. It was also possible to make frequent improvements to each program, much in the same way that smartphone applications are continuously upgraded.","a:1:{i:0;s:9:""diffusing"";}","Currently, the projects launched by and lessons learned through Gwanghwamoon 1st Street are being evaluated and disseminated. Gwanghwamoon 1st Street, which focused on providing a public sphere through which anyone could freely suggest ideas and discuss them with the government, was launched as an alternative to the quasi-authoritarian government headed by Park Geun-hye, the impeached former president.
New President Moon Jae-in promised the restoration of active government communication and cooperation with the public in his inauguration speech. He delegated the design of a special program for implementing his promise to Senior Secretary for Social Innovation Ha Seoung-chang, a founder of the famous civic movement group ""Civic Movement with the Citizens"". With the assistance of the Ministry of Interior and Security (MOIS), Senior Secretary Ha quickly developed the basic idea for the creation of a transition office where ordinary citizens could engage with the government. He then organized a planning team of young, talented civil activists and social innovators, to whom he gave the task of implementing the detailed plan for the People’s Transition Office. The budget and all other administrative tasks were delegated to the MOIS.
The planning team knew that if they adhered to the conventional way of setting up an organization, they would be unable to achieve their goals in only two weeks. So, they adopted a methodology based on social innovation: instead of building or renovating a government office, they assembled shipping containers to build a temporary office near Gwanghwamun Square, and rather than creating a fully functional website, they set up a simple website and made incremental improvements to it on a daily basis. Moreover, in lieu of time-consuming meetings, they worked over the phone and through mobile messenger. Thanks to these methods, Gwanghwamoon 1st Street was opened on May 25, after 10 days of preparation and 15 days after the inauguration.
From the very first day, it gained considerable attention due to its unique characteristics. In particular, the building made of shipping containers captivated people and the simply designed, easy-to-access website was in stark contrast to the typically formal and complicated government websites. As a result, people rushed to Gwanghwamoon 1st Street. The number of visitors to the website reached 20,000 a day, and 3,000 suggestions for the new government were submitted daily. The offline office was quite busy as well. Although the office was located in downtown Seoul, around 200 people a day came from every province of Korea. Some drove for up to five hours for visiting it. A total of 180,700 proposals were submitted to Gwanghwamun 1st Street over a period of 49 days. This number alone is quite remarkable. However, after considering that only 87,000 suggestions were submitted to the government throughout the entire year of 2016, it becomes clear how incredible this number really is.
After all the suggestions and opinions had been collected, the next step was to sort and screen them. The screening team, consisting of experts from private research institutions and government officials from various departments, carefully selected 2,220 of the best ideas and relevant ministries verified their feasibility and validity. Finally, 1,718 suggestions were applied to policies and 99 of them were reflected in national agendas for the next five years. The finale of Gwanghwamoon 1st Street was the “Special Briefing for the People,” which was a town hall meeting held on August 20 and broadcast live on almost every major channel. The briefing/meeting was attended by 250 of the citizens whose ideas had been selected.
During the briefing, these citizens asked the implementation plans for their suggestions to the ministers. At the end of the event, President Moon himself answered two of the most frequently asked questions: (1) How can we create more decent jobs and strengthen social welfare for the unemployed? (2) How can we resolve the issue of our birthrate, which is the lowest in the world?
Gwanghwamoon 1st Street was covered by hundreds of news media, including foreign ones, and highly praised as the first success of the new Moon Jae-in government. Consequently, many requests were submitted to bring it back as a permanent program representing the restoration of the country’s democracy. Currently, MOIS and the Presidential Office are planning to launch the upgraded “Gwanghwamoon 1st Street 2.0,” which is expected to enter operation by the end of 2017 or early 2018.","Gwanghwamoon 1st Street has established a new partnership between civil society and the government, which were hostile toward each other under Korea’s former authoritarian governments. Civil society, including non-profit organizations, social enterprises, and co-ops, were highly distrustful of the previous government. Likewise, the former neo-liberalist administration considered civil society as a potential threat rather than a partner.
On the contrary, Gwanghwamoon 1st Street served as a perfect example of how an open-minded government and civil society can work together. A flat organization composed of junior government officials and young social innovators, it managed to abolish the bureaucracy that had hindered prompt decision-making and rapid adaptation in the past. As a result, Gwanghwamoon 1st Street has become the first milestone of the Moon Jae-in administration in its effort to spread social innovation as a means of restoring the country’s democracy and communitarianism.","Gwanghwamoon 1st Street’s success was made possible by three major actors: the determined government for civic engagement, the talented civil society organizations, and the citizens who were hungered for participation. The government first reached out to civic groups, and they, in turn, lent their skills and talents to the cause voluntarily. Last but not least, citizens showed their passion for participation by coming up with and submitting 180,700 suggestions in only 49 days. Throughout this process, Gwanghwamoon 1st Street served as a place for citizens and members of the public and private sectors to come together and cooperate, implementing an innovative and unprecedented level of civic engagement in government policy.","The most notable achievements of Gwanghwamoon 1st Street are 1,718 policies that directly reflect the suggestions submitted by citizens and are scheduled to be implemented over the next five years. These numbers account for only a part of the organization’s achievements. Other more important, although intangible, results include giving citizens the rewarding experience of participating in government through programs such as People’s Suggestions for the New Government, Open Forum, People’s MIC, and The President’s Bookshelf. These programs have set new and valuable standards for communication between the people and the government and citizen participation in policy-making in the future. Another impact was the building of favorable public opinion on the government and the reduction of costs associated with implementing new policy agendas with which people are unfamiliar.","Designing and establishing a government organization in only 10 days is a major challenge. However, doing the same for an organization that is to be a symbolic channel of communication between a new president and 50 million Koreans is a challenge on a completely different level. Initially thought impossible, this task was completed based on a combination of non-bureaucratic management and social innovation methods. Instead of building or renovating an office, shipping containers were used, and even the most important decisions were delegated to the team. Rather than taking two months to launch a well-developed website, a basic website was set up in only two weeks and upgrades were made on a daily basis.","Gwanghwamoon 1st Street would not have been possible if the President himself had not held the belief that enlightened citizens would participate and submit brilliant ideas that neither the government nor experts could have come up with. He believed in the power of collective intelligence and the goodwill of the people.
The other key factor for the success of this kind of participatory program would be the elimination of bureaucratic obstacles that prevent people from participating. Efforts we had made toward this end included: the creation of a simple, accessible website; installation of an open, well-located reception desk open to the public, rapid responses to proposals facilitated by the removal of unnecessary decision-making hierarchy, and continuous improvement of the program by accepting and addressing complaints promptly.","Gwanghwamoon 1st Street has two defining characteristics. Its goal was to promote citizen participation through social innovation methods, and we believe both our goal and methods can be replicated in many other countries. Traditional governments believe they can handle social problems on their own. On the contrary, the neoliberal theory of governance of the 1990s and 2000s calls for governments to delegate such tasks to the private sector, especially efficient and competent companies.
However, as social issues have become more complex and difficult for governments or companies to solve, we suggest the mobilization of the active participation of the public using social innovation methods as the most effective means of coping with the most challenging problems today, such as natural disasters, widespread poverty, economic polarization, and low birth rates.","We learned so many lessons through Gwanghwamoon 1st Street that it is impossible to summarize them in only one or two sentences. Nevertheless, we can mention two of the most valuable lessons among them.
First, in many countries, the government often regards the participation of our collaboration with people as a customer satisfaction issue, to be dealt with only after policies are finalized by internal personnel and external experts. However, we have witnessed the incredible potential of citizen-centered policymaking based on collective intelligence.
Second, the Korean government has a very long history of heavy bureaucracy and a strong preference for a formal approach that prioritizes the rules over actual results. However, Gwanghwamoon 1st Street is the country’s first example of innovative management that promotes efficiency and cooperation by applying the methods and ideas of social innovation to abolish bureaucracy.",,,"a:1:{i:0;s:5:""11331"";}",,,
11348,"SMART RUBBISH COLLECTION",https://oecd-opsi.org/innovations/smart-rubbish-collection/,,"BASAKSEHIR LIVING LAB, BAŞAKŞEHİR MUNICIPALITY",Turkey,local,"a:3:{i:0;s:7:""housing"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","SMART RUBBISH COLLECTION",http://https://www.youtube.com/watch?v=--KBNwFf-BE&feature=youtu.be,2016,"Smart Rubbish Collection system improves cleanliness, reduces collection costs and increases collection speed. The ROI is 12-18 months. The main target market of the system are all municipalities around the world, especially new municipalities that are building new housing or industrial sites.","Municipalities who are willing to reduce the investment in the number of collection trucks and willing to reduce the money spent on the general process should invest in this kind of a smart system. Other than the efficiency and less than 18 months return on investment, it also promotes a cleaner and smells free environment. The savings come from
(i) reduced the number of employees per truck (employees could be designated to new or different jobs)
(ii) Fuel savings due to optimum routing
(iii) from the reduced number of trucks that are subject to frequent maintenance costs.
From the citizens point of view other than the cleanness and smell free environment it provides a saving on their tax payments. The saving per truck can go up to 70-80.000 USD per year depending on the collection frequency. Technical Information of the system is as follows
1- Special Rubbish Collection Trucks with special collection mechanism used with alignment sensors and a cabin equipped with a GPRS connected Tablet
2- An underground rubbish bin equipped with wireless sensors that measure the fullness of the bin and sends fullness signals to the operating control center
3- A software that keeps track of smart rubbish collection trucks, calculates the shortest distance of these trucks to the full rubbish bin and sends a collection order to the nearest truck.","a:3:{i:0;s:3:""239"";i:1;s:3:""876"";i:2;s:3:""617"";}","The main differences and uniqueness of the system can be summarised as below
1- In the old/present system the operating model of trucks looking after certain streets of the municipality while in this system the truck can operate in a larger area.
2- In the old/present system, the trucks check every rubbish bin, whether full or not. In the new system truck only go to full bins.
3- In the old/present system, the truck requires 3 personnel, including the driver, to perform the rubbish collection. In the new system only one personnel, which is the driver, is sufficient to perform the rubbish collection.","a:1:{i:0;s:14:""implementation"";}","The need for making the innovation was from surveys done on citizens. The highest request has improved the cleanliness of the city. Based on this idea the project was coordinated by Başakşehir Living Lab to improve cleanliness and in the meantime reduce the rubbish collection cost. By working with a technology company the platform was developed and tested in front of Başakşehir Living-Lab in 2015. After some adjustments to the system were introduced to use. In the construction specifications of the municipality construction, companies must put at least one smart rubbish bin under the ground for every 100 flats. Now there are around 500 Smart bins in the municipality.","1 - The citizens - provided initial survey feedback and performed the beta tests in the test system.
2 - The Living-Lab - provided the project coordination responsibility and the test environment for the testing of the product.
3 - The municipality IT department - provided system design know-how and location information
4 - The Software Development-IT company - did the system design, software development, the communication platform, and all the integrations.
5 - The Rubbish Truck Manufacturing Company - did all the prototyping and manufacturing of smart rubbish bins and smart rubbish collection truck design and manufacturing.
6 - The GSM Company - provided all the know-how and integration for wireless transmission and GPRS transmission.",,"The system has had a major return on investment for the municipality and also has increased the satisfaction and well-being of the citizens. The system has also become a model and benchmark for other municipalities in Istanbul.","The main challenge was the financing of the project which was overcome by a technology development fund.","Organizations that believe in new technology developments for the benefit of citizens well-being, for humanity. Also more importantly is developing an innovation that provides a solution to a real problem.","This solution can be replicated in all municipalities in Turkey and can be easily adapted to other municipalities around the world.","The main experience has been co-creating with citizens as well as co-working with citizens, construction companies, truck companies, and IT companies.",,,,,,
11371,"Rede Bem Cuidar - Well Caring Network",https://oecd-opsi.org/innovations/rede-bem-cuidar-well-caring-network/,,"Instituto Tellus",Brazil,local,"a:1:{i:0;s:40:""Consultancy on Public Service Innovation"";}","Rede Bem Cuidar - Well Caring Network",http://www.tellus.org.br/agencia/caso-rede-bem-cuidar/,2010,"Rede Bem Cuidar (Well Caring Network) is a network of Local Health Units, each acting as a multi-generational social hub. Incorporating a community engagement process that involved local representatives, UBS staff, and community members. The resulting renovations are designed to improve healthcare facilities and services, support employee wellbeing, and create much-needed community space.","The project was developed aiming to improve the quality of public health services offered to Pelotas' citizens, establishing community participation as a precondition for unfolding the project. Pelotas Public Health Services lacks a full regulation between the distinct Health attention levels (primary, secondary, tertiary) leading to service deliverance problems such as long wait times for first attendance and crowded ER's, rising the policy basic costs.
Furthermore, the street-level bureaucrats didn't adopt any standards on day by day work, relying on highly discretionary actions, creating non-reliable processes for dealing with citizens demands. Those were the first challenges the consultancy had to deal with. Our objectives were:
-To create a full diagnosis of the Pelotas City Health Department, delving into the problems regarding all stakeholders - citizens, public servants, health department managers, NGO's and other local institutions fellows.
-To align the distinct level of attention within the Health system, focusing on primary attention and a prevention-oriented Health Culture.
-To provide standards for citizen attendance within Local Health Units, reducing waiting time and improving reception.
-To develop innovation to better respond to citizens demands, improving the quality of service delivered.","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""305"";i:3;s:3:""615"";}","By using the Design Thinking approach, we established a user-centered view, joining population and public servants on proposing solutions for common problems. This was possible by developing a deep understanding of the user experience and needs, creating a complex set of different points of view and enlarging the challenge first issued. The major stakeholders were involved and every step was approved by everyone, leading to better connected and more adherent solutions at the end.
The method Tellus used is based on the Double-diamond diagram, with four distinct phases:
1. Diagnosis: we investigate the context based on the facts and issues presented by our client.
2. Exploration: we develop a profound understanding of that context, identifying questions, expanding our research to other stakeholders that are also affected by that context and/or situation.
These two moments leads to define the major conceptual problems around that context, presenting the real challenges to be faced during the project. Those challenges will then be fundamental for the co-creation phase when we help stakeholders to build solutions for their own challenges through different kinds of workshops.
The last moment is prototyping, testing the solutions that may be implemented at the end of the project.
Although recognized as important, community participation and empowerment in public policies is not a common practice for governments in Brazil. There are several issues blocking this kind of procedure, many of them recurring to lack of knowledge and/or skills on how to involve people to discuss public policies. This project aims at this challenge, bringing people closer to the policy core and attaining their point of view to policy elaboration.
This resulted in a much more clear approach to the real citizens' problems and needs, developing an innovative Public Health policy, awarded by the Brazilian Central Government.","a:1:{i:0;s:9:""diffusing"";}","Rede Bem Cuidar (Well Caring Network) is a network of Local Health Units, each acting as a multi-generational social hub. Incorporating a community engagement process that involved local representatives, UBS staff, and community members. The changes are designed to improve healthcare facilities and services, support employee wellbeing, and create much-needed community space.
The project begun after Tellus was invited to run a complete assessment of the Public Health Sector in Pelotas. As a service design office, we used Design Thinking concepts and tools, applying our knowledge to boost the project. We did a lot of desk research, conducted in-depth interviews with stakeholders, including experts, and made several visits to the public health units to understand everyone’s experiences within the “Health Journey"". The exploration gave us many useful insights on how people see and think “Public Health”. Showing the poor quality of public health service delivered, with high complaints rates associated with the length of waiting for ques, and bad servicing from health workers. These and some other related questions built our core concept for the project: Continuous Care.
The next step was to run our solutions workshop, conceived as public open calls. Furthermore, experts and public servants were invited to participate in the workshop providing more technical discoveries and widening the common point of view. From our findings and their further validation, we implemented the complete journey, aligning all solutions within the major concept and structuring the implementation plan.
The first unit to implement the Project was UBS Bom Jesus. It went through a complete renovation of its services, freshly created in the last phase of the Project. There, we implemented most of our solutions and framed them within the Primary Services scope.","The approach we used relies on collaboration through all the process, regarding people's distinct needs and points of view in every outcome designed. So, by bringing their own experience to the discussion, we were able to create a deep understanding of the context, resulting in more adherent solutions.","We used several tools, such as workshops of many kinds (ideation, exploration, co-creation, prototyping), interviews, surveys. We also visited citizens houses and accompanied them through their days, understanding how that Health service impact their lives. Basic research on data and historic models of service deliverance in Pelotas were also used, especially when talking to experts on that field.","The project delivered distinct outcomes ranging from the building of new health facilities to the development of a public administration training focused on health management. Here are some of the deliverances and impact related to them:
- At first, people had to come by at 5:00 AM to receive treatment. Now, since the change in the reception procedure, people come at any time and can be treated, even if they do not have an appointment.
- The reception architecture has been significantly changed, with new seats, bathrooms, televisions showing Health tips, and all reception procedures being electronically made.
- The first attendance time has been reduced, from two months to 2-3 weeks.
- Every unit has its own pharmacy, delivering medicines to nearby neighborhoods.
- With the SuperAgentes program, the quality of household medical care has significantly improved. The public servers use tablets to quickly search for families’ information and to update information directly to physicians and nurses, making diagnosis easier to be defined.
- The free Physical Education program has become a major success since it has begun. The program combined with a dietitian’s work has improved the quality of health in the community. It started to be held twice-a-week with 8 people. Now, the program happens twice a day, 5 days a week and has over 240 participants.
- The neighborhoods around the renewed health facilities took advantage of the many modifications the project brought to them, with new sidewalks, improvements on streets lights and signage, and new urban equipment and furniture. The once dangerous place became home to many children playing outside their houses and too many adults looking for a good place to sit and drink chimarrão, a local herb drink.
- Health facilities that do not belong to the Rede Bem Cuidar group in Pelotas are adopting a few of the new features in order to improve the quality of service.","Developing such a project is not easy and many challenges must be overcome in order to keep functioning. It is said that projects that deal with a public policy are slower and harder to implement. However, the complexity of projects greatly improves the range and scale of solutions, and if we think that, despite all problems, their results are looking for a “greater good”, that is what keeps us going.
The major issues we faced were:
- Adopting innovation in a highly conservative environment
- Finding the correct stakeholders to develop a focus group towards maintaining the project going
- Little time to fulfill research on a complex system such as Public Health
- Public budget and the purchase of legal equipment
- Articulation between different stakeholders and Departments
- Poor internet infrastructure in the city","No matter how good the project is, if there is no formal leadership inside the government, nor resources available for maintaining the project after unfolding the pilot, it won't work. So it is of primary importance to create the political conditions for the project to establish within the government.","We already have replicated it within the same city (Pelotas has, today, 4 Well-Caring Network units, and 3 more are going to be implemented), since the project has been awarded by the central government, many other politicians from around Brazil are visiting Pelotas, looking forward to comprehending the unit's creation, using the network's ideas to implement inside their own units.","No matter how good the project is, if there is no formal leadership inside the government, nor resources available for maintaining the project after unfolding the pilot, it won't work. So it is of primary importance to create the political conditions for the project to establish within the government.","'-To have managers and street-level workers aligned with the project creation, process, and outcomes.
-To have thought, from the beginning, on the project sustainability, having full leadership and available resources to maintaining it over time.
-To validate every step with local citizens and politicians, avoiding backtracks and assuring the adherence of the project to the distinct stakeholders.",,"a:2:{i:0;s:5:""11375"";i:1;s:5:""11376"";}",,,
11380,"Sunward Park High School e-Learning Project",https://oecd-opsi.org/innovations/sunward-park-high-school-e-learning-project/,,"Sunward Park High School","South Africa",regional,"a:1:{i:0;s:9:""education"";}","Sunward Park High School e-Learning Project",http://sphs.herokuapp.com/,2012,"In January 2013 Sunward Park High became the first public school in South Africa to migrate completely from printed textbooks into a fully digital platform with over 1.250 learners accessing an offline digital portal (which contains many educational resources) at the time using Android tablets.","The problem experienced at Sunward Park High School (SPHS) was the same as experienced across many schools in the country. New intakes with stanine scores of 2/9 for reading and arithmetic, ill-equipped for learning. Students who were disengaged and disinterested in learning to lead to an ill-disciplined school and subsequent poor knowledge transfer. Teaching methodology and content that simply did not capture the student’s interest.
The school engaged in a Peermont Programme which empowered educators and learners in the use of technology as a tool in various programs. It became clear that technology could bridge the divide between the have’s and the have nots. In consultation with all role players at SPHS, the school embarked on a 100% roll out of e-learning in 2010. The challenge identified was to have a one to one solution to enable learners to engage in a 21st-century experience using technology as a learning tool. The second challenge identified was the affordability for the school and parents of replacing textbooks with E-pubs on tablets. The third challenge identified was if the rollout would take in one grade or the whole grade and the fourth challenge was sustainability.","a:3:{i:0;s:3:""876"";i:1;s:3:""618"";i:2;s:3:""617"";}","Unlike some private schools that introduced e-learning pilot projects per grade, we were the first public/government school to do a 100% digital migration. The Provincial Minister of Education (Member of the Executive Committee responsible for Education) in Gauteng, Mr. Andrek Panyaza Lesufi, has now recognized Sunward Park High to be the blueprint for the roll-out of e-learning to 21 schools in Gauteng, South Africa, by January 2015.
SPHS negotiated with publishers (Macmillan/Pearson) to become part of the education revolution by providing 4-year licenses for textbooks at a fraction of the cost of printed books. Parents over the 5-year school cycle will have saved approximately R4300 on textbooks. SPHS had to find a Wi-Fi infrastructure that could stream video to 1500 children simultaneously without imploding at an affordable cost to the school We did not realize at the time of implementation that the ability to stream to this size of user base simultaneously had not been done before.
With most of our kids not having internet access at home to be able to log onto the portal, we enable the system to allow learners to copy and save any digital resource required for the course from the portal as and when required. The SPHS model has motivated the government to revise and improve on their e-learning strategy and we have now become a training center for hundreds of other educators. Innovation has been ongoing at SPHS. We have identified that in order to drive academic change; we need continuous, automated assessments. However, the limitations of a free resource LMS did not meet our expectations, and this has spurred SPHS to create a unique LMS (learner management system).","a:1:{i:0;s:14:""implementation"";}","The idea of tablets was born after Mrs. Nirvana Skeepers (Financial Controller) had spotted an article in the newspaper about MIB Technology that was doing wonders in rural areas in Kwazulu-Natal (KZN ) Province of South Africa with their offline educational portal using Wi-Fi connectivity. After receiving almost 100% backing from the parent body, during an Annual General Meeting held in mid-October 2012, the actual roll-out plan started. MIB Technology provided us with a holistic solution which included the following:
•Wi-Fi Setup – the company, UC Wireless, installed Ruckus Wi-Fi with 25 Access Points (APs), 3 switches and the zone director. (Cost: R 300 000)
•Server and TYB Portal – the server was installed in an identified server room with its temperature kept around 15 oC using an air conditioner. (Cost: R 90 000)
•Sourcing e-Textbooks – after liaising with different publishers, MacMillan became our main e-textbook supplier while Pearson supplied us with the rest of the books. Both companies were kind to offer us a 4-year license for usage of their e-books. We applied for an LTSM deviation (R400 000) from our GDE Allocation with our district (Ekurhuleni South – D16) which was granted by our District Director (Mr. Jerry Bhagaloo). The School Governing Body ‘loaned’ us R800 000 to cover the R1,2 million needed for the purchase of e-books. Wamark supplied us with Grade 8 & 9 EMS books. Research conducted in 2012 showed that parents were paying between R1 800 – R2 500 each year. To sustain the initiative and to repay the SGB ‘loan’, we introduced an R300 per learner per year e-license fee which then resulted in a big saving on the parents’ side. First downloading of e-books took place within the first week after schools had reopened in January 2014.
•Tablets – we sourced tablets from Asbis and decided to sell them from the school premises. 7–inch tablets were sold at R1 000 and 10-inch at R2 000.
•Internet access for teachers – we dedicated one of the three school’s ADSL lines (8MB) for teachers’ internet access.
•Teacher training – the teachers were trained on the basics of using the portal by November 2012. MIB Technology also provided us with an ICT Champion for one year to ensure maximum usage of the system. Moodle, as a Learning Management System (LMS), was only installed at a later stage after we had done research on it. It is used by teachers to prepare and deliver their lessons. This process involves linking or embedding all the resources to be used in a particular lesson on one platform. To force everyone to use the system we introduced compulsory 5-minute pre-tests. This means that all our daily lessons start with these tests, marked by the system and results immediately available after 5 minutes. The initial moodle training was attended by our own 5 ICT Champions who then came back and trained the rest of the staff. Whenever training needs arise, this team trains the staff.","In June 2012 we had been looking at introducing tablets or iPads when we read an article featuring MIB Technology and some ICT solutions they ’d been installing in rural KwaZulu-Natal Province. We liked what they were doing and invited them to present a proposal for the school. They devised a solution that used tablets and a portal with resources loaded onto a server-a digital library including Learning Channel videos, web books and other digital learning content that would all be fed through a Wi-Fi hot spot covering the school. The digital library also stores past exam papers and marking memos, content from National Geographic, Wikipedia, TED Talks, material from the Massachusets Institute of Technology and further content from the Royal Society of Chemistry and Mindset Learn is on the way. Some parents opted to supply their own devices, in which case they pay only the R300 license fee.","Students were first addressed about the school's intentions and all the parents to vote for innovation which they did in an overwhelming majority for the digital system. Sunward Park negotiated aggressively with textbook publishers and benefited from an early-mover advantage. Macmillan was the first publishing house to agree to send us content in digital format. They agreed to a substantial discount, but to fulfill the requirements of the Gauteng Department of Education catalog we also had to source funds elsewhere. Pearson agreed to fill the holes and we managed to negotiate an affordable complete package. In fact, the publishers offered us a four-year license for each book, which means the price of each textbook is effectively 25% of what it was. Replacing textbooks with eBooks did not only solve the logistics but also provided a green footprint in content delivery.","Both learners and teachers have really embraced the system to such a way that the school has received a nod from the Provincial Minister of Education in Gauteng, Mr. Andrek Panyaza Lesufi. His involvement in the project led to Sunward Park High School becoming a blueprint for e-learning in the country. The school is starting to produce learners with 21st-century skills that will compete globally with the rest of the world. Parents have saved approximately R4300 on textbooks over the five-year school cycle. SPHS also has a Wi-Fi infrastructure that could stream video to 1500 children simultaneously without imploding at an affordable cost to the school. This project has motivated the government to revise and improve on their e-learning strategy; Sunward Park High School has become a training center for hundreds of other educators.","The challenges were immense. We had poor products, in terms of connectivity Wi-Fi Connectivity was an issue, it wasn’t reliable. The tablet quality was also an issue. During the implementation phase; several tablets were broken and had to be replaced. There was a lack of e-books. The school acted on the challenges, though. We have created our own e-books.","Central to the integration of ICTs in teaching and learning is the training of teachers in various ICT competencies. The provision of ICT support has been in the form of connectivity, ICT infrastructure, multimedia content, and teacher training in ICT skills, all of which have contributed towards achieving the goals of the project.","The Sunward Park High School e-learning project has created a stir, not only for the Gauteng Department of Education but the entire country. The Provincial Minister of Education, Mr.Andrek Panyaza Lesufi launched 5+2 schools in January 2015 and 375 schools in July 2015. His vision is that every learner has a tablet, with e-books and e-resources. Soon the entire province and the entire country will embrace e-learning. Some of the Southern African Development Community (SADC) Member Countries have shown a keen interest in the innovation and many big Corporate’s has shown a keen interest to support the Provincial Minister of Education in schools.","E-Learning is premised on the availability of power and we have learned that a backup power system is critical to ensure no interruption of learning. Currently, Sunward Park High School is investigating solar power and other forms of alternative energy systems. The magic recipe in the implementation of this project is training, training and more training. Technology is the easiest way to bridge the gap between the haves and the have not’s. We can learn from learners as they are naturally techno-savvy. A paradigm shift is required by teachers from the traditional teaching model. We have learned that any dream and the shared idea can be realized through visionary leadership, commitment, dedication and collaboration by all stakeholders - the sky is the limit.","In 2012/2013, for example, the school achieved 98% and 98.5 % pass rate with 60% exemption rate. One of the matriculants achieved 10 distinctions and in 2014 the school had top learners who got 5 distinctions. The university rates were around 55-65% over the 3 years. The school has never gone below the 90% pass rate. In short, the school has had good results over the years. The usage of tablets has allowed and ensured that there is collaborative teaching and learning. Our learners are learning from our teachers and the teachers are also learning from their learners. All staff with internet access at home have access to the school’s educational portal. These are some of few successes of our initiative as a school.",,"a:2:{i:0;s:5:""11390"";i:1;s:5:""11391"";}",,,
11396,"Gauteng Department of Education",https://oecd-opsi.org/innovations/ict-in-education/,,"Gauteng Department of Education","South Africa",regional,"a:1:{i:0;s:9:""education"";}","Gauteng Department of Education",http://www.education.gpg.gov.za,2009,"The Gauteng Department of Education (GDE) is committed to accelerating the use of ICT in education as part of its strategy to improve teaching and learning in all schools. The GDE seeks to ensure that schooling in Gauteng benefits from new developments in technology and from other educational innovations that can enhance the delivery of quality education.","Prior to 1994, the education system of the previously disadvantaged communities mainly the African majority was neglected. More resources were allocated to affluent white minority communities. The neglect of the education system of the previously disadvantaged is reflected in multifaceted socio-educational problems encountered in schools and communities even today. These include poor management, vandalism, gangsterism, drug abuse, high drop-out rate, poor academic performance, demotivated teachers and learners. Against this background, through ICT intervention one of the objectives was to bring the NO Fees Schools to the same level with schools in affluent areas in terms of infrastructure and learner performance. The goals and objectives of the Information and Communication Technology (ICT) in Education Project is to enhance teaching quality, access to learner materials, learner engagement, and school administration by training teachers and introducing devices and smart software into the classroom.","a:3:{i:0;s:3:""876"";i:1;s:3:""623"";i:2;s:3:""283"";}","The didactic model of the majority of schools in disadvantaged communities has changed instantly. Teachers are no longer standing in front of a chalkboard explaining concepts to learners. Interactive whiteboards have been installed in all the classrooms together with surround sound and the teachers use e-pens instead of chalk. Teachers create their own multimedia lessons that involve all modern aspects of video, music, skype lessons, and discussions, social networking with peer-teachers and with their learners, creating blogs or designing their own websites.
","a:1:{i:0;s:14:""implementation"";}","The ICT in Education Project is the initiative of the Department. In the year 2014, the fifth newly appointed Provincial Minister of Education, Mr. Andrek Panyaza Lesufi announced that ICT and e-Education strategy will be the cornerstone of the transformation to improve education outcomes in Gauteng province, in particular, learner achievement and attainment-rapidly and at scale. The innovation entailed the introduction of ICT in Education which spells out the need for 6 vital ingredients and these include connectivity, e-content, teacher training on ICT usage, refurbishment of classrooms, school administration and more importantly learner engagement and attainment.","The stakeholders involved in the innovation include amongst others, The Gauteng Department of Education(GDE) with the Member of the Executive Council, Deputy Director-Generals, Chief Directors, Relevant District Directors, and Principals. The responsibility of the GDE was to ensure that the project is implemented successfully.The Gauteng Department of Infrastructure Development (GDID) whose responsibility was the refurbishment of the classrooms, The Gauteng Department of Finance (GDF) whose responsibility was to provide guidelines on payment processes related to the project. State Information Technology Agency (SITA) whose responsibility was to provide support on Information Technology roll-out and the State-owned entity, Universal Service and Access Agency of South Africa (USAASA) and a service provider, Cloudseed assisted with connectivity at schools.","In 2014/15 financial year immediately after assuming the office, the newly appointed MEC tabled the Gauteng Department of Education Five Year Strategic Plan to the Provincial Executive for approval in which the ICT in Education is pillar 6. Following the approval of the plan, the MEC immediately introduced the GDE ICT and e-Education strategy to the Executive Committee which was supported and adopted for implementation in 2015.","The Gauteng Department of Education (GDE) has noted an improvement in the culture of teaching and learning as teachers are becoming innovative in their lessons and in the way they engage the learners in the classrooms. There is evidence of enhanced performance in schools where Information and Communications Technology (ICT) were introduced. The majority of teachers are becoming free from administrative duty which usually compromised the quality of teaching time as lesson preparation was made easy by the e-content for teaching. The GDE has also observed an increase in the usage of SA-SAMS (South African School Administration and Management System) module which provides a platform for recording data electronically rather than manually and time is saved in the process.","'-The project was implemented toward the festive season which has pros and cons. The concern encountered related to procurements of equipment as most companies were closed for the festive season and this was rectified during the following season.
-The project was not delivered within defined timelines and budgeted cost. During the implementation, it was observed that tight deadlines defined by members of the work stream to reach certain milestones were not realistic. Most leaders of different work streams did not adhere to the project plan due to dates changing.
-The Provincial Minister of Education (MEC) has to ensure that the project plans are sing-off and monitored regularly.
-The challenge with regard to the flow of information from the Task Team to the districts and schools emerged as there was inconsistency in their reports.
-To narrow the gap, it was suggested that school principals should form part of the Technical Task Team.","Leadership and guidance including the necessary infrastructure and financial resources and teamwork are critical in ensuring that such innovation becomes a success.","The ICT in Education project can definitely be replicated in other Provinces and Countries which seek to implement the use of ICT. As part of knowledge management regarding the ICT project, both electronic and hard copy files of the strategy documents, evaluation and progress reports, governance and project charter, implementation plans, cost of the project, processes etc. have been created to ensure that knowledge generated is preserved and easily accessible for any individual or organisation who would like to learn more about the project.
The GDE has been requested by the National Department of Basic Education to assist with the roll-out of the ICT projects in other provinces. This project can be adapted to suit a small or large scale organization as the implementation was in twofold: piloting to 7 schools and expanding to cover 375 No Fees Schools in Gauteng Province.
","•The rollout of infrastructure is meaningless if there is no buy-in from the intended beneficiaries such as learners, educators, school governing bodies and leadership especially the principal. Imbizos (large meeting gathering) were held to ensure buy-in.
•Any ICT project has elements of change management and personnel often experience fear and uncertainty about what the future holds for them. During implementation, consistent assurance by the executive assisted in allaying fear and enabled teachers who had a phobia for technology to embrace the project.
•The involvement of principals of different schools as part of the Task Team helped to ensure that they were empowered on all matters related to the project and enabled the principals to communicate from an informed position. Change management was also introduced.","To ensure the sustainability of the project, Task Teams were set up with various designations at Head Office, Districts and School level. To ensure sustenance and support to schools, ICT Specialists at Districts have been trained to provide support and monitor the implementation of the project. ICT Committees have also been set up at schools to identify challenges and escalate them for intervention. Technicians have been deployed to provide on-site support at the school level. Teachers are provided with the necessary support on a weekly basis depending on the type of assistance required. All newly recruited teachers are required to attend ICT training facilitated by the Matthew Goniwe School of Leadership and Governance.","a:1:{i:0;s:5:""11397"";}",,,,
11407,"Open Innovation Team",https://oecd-opsi.org/innovations/open-innovation-team/,,"Cabinet Office","United Kingdom",central,"a:1:{i:0;s:7:""science"";}","Open Innovation Team",http://www.gov.uk/government/organisations/cabinet-office,2016,"The Open Innovation Team is a new Cabinet Office team created to help departments generate analysis and ideas for priority projects by deepening collaboration with academics. We boost engagement between officials and academics by organizing tailored events and visits, and we get academics involved in research and policy projects by inviting them to work alongside us in Whitehall.","Most officials like to engage with academics and other outside experts when developing policy ideas, but time and resource constraints often prevent them from doing as much engagement as they would like. The Open Innovation Team helps officials overcome these problems by offering them free support to engage and collaborate with academics and other outside experts. By deepening collaboration between officials and academics, we aim to help departments generate better analysis and ideas for priority projects. We are one year into a two-year pilot that is due to end in September 2018. We help departments in three main ways:
-Engagement: we organize tailored policy conferences, university visits, seminars and networking events to help colleagues connect and collaborate with\ leading academics.
-Research: we help officials research policy challenges and experiment with new technologies by collaborating with academics, either in groups or one-on-one.
-Policy: we work with academics and other nongovernment experts to help colleagues develop evidence-led policy proposals.
The Open Innovation Team has been created at no extra cost to the central government. We are sponsored by four leading universities - Bath, Lancaster, Southampton, and Warwick - and supported by Research Councils UK (RCUK), who has placed staff with us to help deliver policy projects and connect us to RCUK-funded research. Our partners add value to our team in a number of ways, but our relationship with them is not exclusive. We are free to collaborate with other academics as we wish. Our achievements to date include:
-Demonstrating a new way of working that deepens collaboration with academics in a more sustainable and ambitious way.
-Creating a new Cabinet Office team at no cost to the central government by getting universities to sponsor it.
-Supporting departments on numerous projects, including mental health, industrial strategy, and childcare.
-Establishing a Digital Government Partnership to collaborate with academics on the process of digital transformation in government, especially via applied research on the use of new technologies, such as distributed ledgers and artificial intelligence.
-Setting-up a new PhD placements program for our team and other government departments.
In the first year of our two year pilot, we’ve been experimenting with different ways of collaborating with academics and supporting departments, including by arranging various kinds of events, embedding staff with departments for priority projects, arranging PhD placements and inviting experienced academics to work with us as “Policy Fellows”. One example of a Policy Fellow making an impact on one of our projects is childcare, where an academic from the University of Bath has been working with us for nearly a year providing analysis and advice to colleagues in Cabinet Office and No10. Our biggest strand of work so far has been our Digital Government Partnership (DGP), where we’re working with academics to accelerate the digital transformation of government.
We have tried to embed collaboration as a normal way of working in this area by making a public announcement about the project and setting up a working level advisory group to help guide our work. Our first “Technology Fellow” - an academic from Imperial College London - has already begun working with us to help us experiment with the policy applications of distributed ledger technology and we are also scoping work on machine learning, web analytics, and digital design.","a:3:{i:0;s:3:""615"";i:1;s:3:""613"";i:2;s:3:""305"";}","The Open Innovation Team approach is innovative in a number of ways:
-We are the first Whitehall team dedicated to deepening collaboration between officials and academics
-We have been set-up at no extra cost to central government by securing sponsorship from universities, the first time such a model has been tried out in the UK Civil Service
-We work closely in partnership with our university sponsors to develop our approach to deepening collaboration
-We have significantly increased our team’s capability and capacity, again at no additional cost to the central government, by setting up a new PhD placements program that is bringing 50+ PhD students per year into Whitehall on placements of 3-6 months.
-Rather than approaching our work with a fixed idea of how we can achieve success, we are treating our two-year pilot as an opportunity to experiment and learn more about how we can effectively deepen collaboration between officials and academics. For example, we are testing out different partnership models with departments and setting up new kinds of institutional arrangements (e.g. our Digital Government Partnership) that seek to embed collaboration and reduce the transaction costs associated with it.
At the same time, we are figuring out how relationships with individual academics can be structured to benefit both parties (e.g. by adopting a more flexible approach to working with senior academics) and testing out different engagement tools to understand more about what works in different settings.","a:1:{i:0;s:14:""implementation"";}","The Open Innovation Team is now one year into its pilot phase. Given the success of the pilot so far, we expect to agree a second round of sponsorship funding to continue and scale-up the initiative after the pilot ends. The creation of the Open Innovation Team is an example of ‘grassroots intrapreneurship’. Chris Webber, the official who set-up and runs the team, joined the Civil Service in 2012 and quickly became frustrated at the relatively limited engagement between officials and academics. He began to do something about it in 2014 by setting up a seminar series that invites world-leading thinkers to HM Treasury to explain their work. However, he remained frustrated at the limited scope for deeper collaboration on research and policy development so, working with a small group of volunteers, he began to develop ideas for how this could be addressed.
After coming up with a proposal in summer 2015 he pitched it to the Cabinet Secretary, who encouraged him to develop the idea further. He then spent about a year refining the idea with universities and colleagues around Whitehall, before finally agreeing on a sponsorship package and moving from Treasury to Cabinet Office to begin working on the initiative fulltime in August 2016. The solution Chris proposed was to have a team in the center of government dedicated to helping officials generate analysis and ideas for priority projects by deepening collaboration with academics and other outside experts. Whilst senior officials agreed that it was a good idea, finding funding for it was the key blocker. Chris recognized that universities could be a potential source of funding so engaged research-intensive universities and ended up agreeing on a sponsorship deal with a small number of them after six months of negotiation.
Creating the team at no cost to central government has been a key achievement and also demonstrated that innovative and entrepreneurial approaches to solving problems can win investment from unconventional sources. The proposal for piloting this new team was accepted by the Minister for the Cabinet Office and the Cabinet Secretary in summer 2016. The team began work in August 2016, with enough sponsorship funding to cover the cost of four officials. After six months, we realized that we would need to increase capacity and settled on the strategy of arranging for a stream of PhD students to work with us on placements of 3-6 months... This is a mutually beneficial arrangement enabling early career researchers to better understand the world of policy while also improving our capability (e.g. on emerging technology) and increasing our capacity.
We have been progressing rapidly over the past 18 months, working across a wide variety of policy areas including mental health, industrial strategy, childcare reform, digital government, young people and education. We’ve been experimenting with different ways of collaborating and are learning as we go in terms of what conditions are needed for success and how to increase the impact of our work. We’ve arranged various kinds of events, embedded staff with departments for priority projects and invited experienced academics to work with us as “Policy Fellows”. We are working with a team of open innovation experts from the University of Lancaster to evaluate our work and provide us with advice on how we can increase our impact, we are working to increase awareness of our work and approach across Whitehall in effort to inspire others to adopt similar approaches.","Our team would not exist without intensive collaboration and partnering. The project would not be happening without the support of our non-government partners. Our university partners provide not only financial sponsorship, but they also give us insights from academia and access to valuable networks. Research Councils’ involvement also provides useful networks. Partners have been important in helping us identify the best academics for our work.
Partnering with teams and departments around Whitehall has also been essential. For example, in our Digital Government Partnership, we are collaborating with all relevant departments to ensure that we are aware of their needs and adapting our plan accordingly. More generally, being part of the Future Policy Network - a group of innovation teams reporting to the Cabinet Secretary - has also been useful because it provides a steady stream of commissions and a way of making relevant connections across the civil service.","Cabinet Office volunteers helped come up with the initial idea for the project and senior officials from Cabinet Office and No10 provided advice before we submitted it to the Cabinet Secretary. Officials from various departments provided input as the idea was being finalized. Senior figures in universities were involved early on too, especially in advising what the sponsorship deal should involve and on different ways of collaborating with academics.
Officials and academics have continued to provide advice. For example, our academic partners sit on a board that meets every three months. Their input has been extremely valuable, allowing us to adapt our approach as we learn more about how to collaborate most effectively with academics. For example, it has led us to invest considerable time in institution building to minimize the transaction costs associated with setting up projects and increasing their impact (e.g, Digital Government Partnership and Economic Policy Network).","In addition to the achievements listed above, we have engaged with over 100 academics in scoping conversations, organised eight visits to universities for Whitehall officials, facilitated four policy conferences, set up a Digital Government Partnership, created a PhD placements programme, started work to set up an Economic Policy Network and provided policy support across a range of priority projects including mental health, childcare reform, industrial strategy, accelerating digital innovation, housing and cyber security.
The impacts we have observed include:
-More openness to involving academics in the policymaking process
-More evidence-led decision making (e.g. on childcare)
-Civil servants collaborating with academics in new ways to carry out applied research and design policies
-Engagements between policymakers and academics continuing and becoming more ambitious after our involvement has ended
-PhD students and experienced academics getting a better understanding of the policy making process
Over the next year, we will look to build on our promising start by setting up more research and policy collaborations that meet the needs of departments, strengthening the institutional arrangements we have begun to set up to embed our approach and raising the profile of our work inside and outside Whitehall.","One of our most frustrating challenges is that it has been harder than expected to set-up really good opportunities for academic input. One reason is that experienced academics often have teaching and research commitments that they cannot be released from. Our response to this has been to introduce an approach where we work much more flexible with experienced academics, in a way that suits both their needs and ours. Another challenge has been agreeing on projects with Whitehall teams. Departments have been harder to engage than expected.
We have improved this by setting up partnership arrangements to help inform our work and securing the buy-in of senior officials. Another problem is that in our enthusiasm to experiment and find good projects, we have sometimes taken on more work than we should. To help manage this, we’ve increased resource through the PhD program and become more selective about which projects we take on and more assertive about ending those that aren’t delivering.","We have benefited from a variety of positive environmental factors that have made it easier for us to succeed. Being housed in the Cabinet Office has been an important factor - making it easier for us to set up quickly with nonpolicy support in the shape of legal service, desk space and equipment. Having a supportive “Policy Profession” was also helpful early on because it provided access to a group of senior officials who wanted to support what we are doing. Leadership has been important in that the head of our team has been able to communicate his vision persuasively and win sponsorship despite not being a senior civil servant. The complement to this has been the willingness of senior officials to engage with his idea and greenlight its piloting.","This could include replicability of the problem (i.e., widespread public challenges), as well as replicability of the solution (i.e., the ease at which the solution can be adopted by others) There is potential to reap significant benefits from deepening collaboration with academics across all areas of public policy. This kind of model, therefore, could be replicated across government with or without university financial sponsorship. In Whitehall we are already fielding requests from colleagues who are seeking to replicate this approach in their specific area. Outside Whitehall we believe there is potential to set up a similar initiative focussed on local authorities or non-departmental public bodies. We are already facilitating aspects of our model for others e.g. setting up PhD placement schemes in the Department for Communities and Local Government, Department of Health and the Treasury. There is even potential for this to be applied at the international level, e.g. universities could come together to co-fund projects for the UN that deepen collaboration around a particular policy challenge.","With the right support, academics can become heavily involved in policy-making and add significantly more value than they are normally allowed to. Under the right circumstances and with the right partners, a sponsorship model can be a useful way of setting up and testing the value of a new policy team. Setting-up good quality research and policy projects for academics to get involved in is difficult and time-consuming. Establishing tailored partnership arrangements that minimize transaction costs and increase the impact of projects is a sensible response to this.",,,"a:1:{i:0;s:5:""11416"";}",,,
11420,"Hearing the People: Computer-Assisted Telephone Interviewing to Evaluate Public Services",https://oecd-opsi.org/innovations/hearing-the-people-computer-assisted-telephone-interviewing-to-evaluate-public-services/,,"Companhia de Planejamento do Distrito Federal",Brazil,regional,"a:1:{i:0;s:7:""science"";}","Hearing the People: Computer-Assisted Telephone Interviewing to Evaluate Public Services","http://www.codeplan.df.gov.br/component/content/article/337-lag/327-laboratorio-de-avaliacao-do-gastopublico. html",2015,"Hearing the people's demands and points of view, through reliable sources, is a central challenge to governance in the 21st Century. With no additional costs, we use the government's call center, representative scientific samples of the population, and up-to-date computer-assisted telephone interviewing to uncover popular evaluations of the quality of public services in Brasilia, Brazil.","After all, representation and responsiveness are in the essence of democratic governance. Hence, what the citizen thinks, wants, and how he evaluates the quality of public services and public policies is key to the success of a government and the stability of a political regime. In Latin America’s young democracies, facing intense episodes of crisis in the past 30 years, this is especially true. With the purpose of creating a communication channel between the population and government, Brasilia’s Planning Company (CODEPLAN) developed a strategy and the technology to bridge the gap between decision-makers and citizens, focusing on hearing what citizens have to say about policy, institutions, and public agents.
Using the government’s Call Center, with no additional contracts or increase in expenditures, we rely upon up-to-date Computer Assisted Telephone Interviewing of representative samples of the Federal District’s population to evaluate and monitor the impact of public policies, the quality of public services, and citizens’ views on policy proposals. Since its implementation in October of 2015, the project has conducted 16 surveys with samples of the population ranging between 2000 and 4000 respondents. We conducted over 40,000 interviews based on scientific samples and questionnaires designed based on principles of cognitive science.
We are putting social sciences to improve the government’s openness to society. The primary beneficiaries are other governmental agencies interested in learning about how citizens evaluated services delivery or seeking to understand popular perceptions about policy proposals. We studied diverse themes, including:
a) Quality of public services on transportation, health, education, and public safety
b) Views on land tenure (a major issue in Brasilia)
c) Evaluations of the Urban Cleaning Service (SLU) and of the Land Fiscalization Agency (AGEFIS)
d) Perspectives on the adoption of paid parking lots
e) The quality of buses and the use of distinct modes of transportation
f) Evaluations of the quality of life in specific neighborhoods
g) Victimization panel
Partners in the government, our direct beneficiaries, include the Secretary of Public Safety, Secretary of Urban Mobility, Secretary of Territory Governance, Secretary of Cities, SLU, AGEFIS, Urban Transportation Agency, and The Governor’s Special Projects Office. We have four more projects enlisted for the last months of 2017, including one on water consumption for the Water Regulatory Agency (ADASA), another wave of interviews on the victimization panel study for the Secretary of Public Safety, evaluations of local administrators, a request of the Office of the Governor, and a round of evaluation of public buses.
Partners have reacted positively to the initiative, indicating the usefulness of surveys to reassess their intervention strategies, reevaluate their policy programs and proposals, and rearrange their priorities. Ultimately, our most important beneficiary is society. Most of our research reports are made public in CODEPLAN’s website, providing more information to society, empowering citizens through knowledge, and increasing their capacity to hold politicians and bureaucrats accountable for their actions in office. Hence, our telephone-interviewing project is a form of active transparency, informing citizens about the quality of policies and services.
This innovative tool uses the government’s Call Center to actively seek citizen’s opinions and evaluations. Calls are made during moments of inactivity of the Call Center, with no interruption of other services. Our telephone catalog covers all regions in the Federal District, including over 4 million numbers. We use Probability Proportional to Size samples of the population in all 31 Administrative Regions in the Federal District. Hence, we attain significant variation in income and educational levels, age, gender, and region of residence. We validate the socioeconomic and demographic data of our telephone surveys with external and institutional data sources.
When necessary, weights are attached to correct datasets for biases. Finally, our reports include both descriptive as well as inferential statistical analysis, using data visualization techniques to facilitate comprehension of the findings. Hence, we follow a strict scientific protocol in collecting and analyzing data. Finally, it is fundamental to understand that this project does not incur in any additional costs to the government. We maximize and optimize existing contracts that support the call center to active seek citizens’ opinions and evaluations. Hence, the project increases the efficiency of the Government’s Call Center, providing a new service that was absent in the past. It does so increasing the government's levels of information about what citizens think.","a:3:{i:0;s:3:""181"";i:1;s:3:""616"";i:2;s:3:""617"";}","CODEPLAN’s project of hearing the people using government installed Call Center infrastructure and scientific survey research techniques is the first of its kind in Brazil and Latin America. Its major difference from prior uses of Government Call Centers and Ombudsman services is that we actively seek the populations’ opinions about specific topics, instead of passively waiting for their criticism and demands.
Traditionally, Ombudsman services receive criticism, requests, and suggestions and distribute these to the responsible government agencies. This is, no doubt, a very important use of government Call Centers. Still, such services have biases towards over-representing those more inclined to contact the government. Certainly, higher educational levels and income, on one hand, or populations from deprived areas on another, could probably be more inclined to contact Ombudsman services. These groups are not necessarily representative of the entire population in a city. Our project improves the use of Government Call Centers by actively seeking the opinions and evaluations of representative samples of the population, covering the entire territory and avoiding selection bias.
Given the overwhelming increase in the coverage of mobile and landlines in the Federal District and that 97% of the population lives in urban areas, we are able to reach a much broader audience, avoiding hearing only subsets of the population with specific inclinations. In addition, we utilize questionnaire design techniques that further limit biases on question wording or order, aiming at capturing interviewees’ true and honest opinions. We follow research ethics procedures, assuring anonymity and voluntary participation in the surveys, which also increase data reliability. Hence, the quality of data, its reliability, validity, and representativeness are trademarks of our project, advancing upon other sources of data collection in the government, especially about how citizen’s think.","a:1:{i:0;s:9:""diffusing"";}","The project “Hearing the People” aims at increasing the government’s levels of information about popular evaluations of public policies and services. The main problem is to reduce the distance between representatives/bureaucrats and citizens through the collection of reliable, valid, and representative data on citizen’s opinions and views about the quality of service provision. Through this mechanism, we aim at assisting other governmental institutions in improving the quality of public services and policies, accelerating the feedback loop in the policy cycle.
The problem of low-quality services and policies is rampant in the developing world, due, in part, to governments’ inability to consult the population about their demands and perspectives. The disconnect between decision-makers and population has become even more flagrant in Brazil after the massive public demonstrations in 2013, in the wake of the Confederations Cup. Bridging this gap is imperative to improve the quality, efficiency, effectiveness, and efficacy of public policies and services. The traditional mechanisms to hear the people, such as direct forms of democracy including public hearings, committees, referendums, and plebiscites are expensive, time-consuming, and rare. Not to mention that they may suffer from serious selection bias: those who chose to participate are not representative of the entire population.
A way around this is to contract private sector polling firms to conduct household, face-to-face or telephone surveys. Still, this requires additional expenditures and contracts, making the process costly and intermittent. To overcome the limitations of public consultation, we identified the existence of the Telephone Call Center infrastructure in the Federal District Government and, using our knowledge on sampling and questionnaire design developed the innovative idea of employing this installed equipment to hear the people efficiently, frequently, and scientifically. We can conduct around 4000 interviews in a period of 10 working days and produce a report in under 30 days, from the first meeting with our partner to the publication of the final report.
We produce expedite, reliable and valid informational feedback to governmental agencies. None of the existing forms of direct, participatory democracy possesses the same capability. We, therefore, maximized the utility of the Call Center, optimizing its use to evaluate public policies and services from the people’s perspective. The Government’s Call Center contains 178 operating posts used to operationalize several distinct services for the population. We use it in the off-hours to conduct computer-assisted telephone interviewing of the population. Hence, other services are maintained. We put the existing contract to its maximum use. Our business model is simple, with little bureaucracy.
Our partners show interest in conducting the policy or service evaluation through a formal letter. We organize meetings to define the content of the questionnaire, with intensive participation of the partners. In parallel, we select the sample using scientific calculations. Subsequently, telemarketing professionals at the call center receive training to conduct interviews with the selected sample. Finally, we elaborate and present the final report based on the data collected. This is the traditional model of survey data collection and analysis used by polling firms and academia. We employ these well-known techniques to answer governmental agencies’ questions about evaluations of public services.
We have evaluated the performance of the project by requesting our partners to assess the quality of the data collected and its impact on their service provision. Feedback indicates that the data was useful to reevaluate the offering of some services, improve agencies' websites and communication strategies, rearrange organizations' lists of priorities in attending clients’ requests, and assisting in reconsidering the policy proposals of government institutions. In spite of the diverse uses, all concur that the quality of the data and the rigorousness of collection methods are undeniable.
We are now at the moment of diffusing lessons about our innovation. One such way is participating in dissemination activities such as enlisting our project in initiatives such as the Edge of Government. We have been classified as a finalist in Brazil’s National Public Administration School (ENAP) Innovation Award, a great opportunity to showcase our project nationally. We want to make our project known. In a second phase of the diffusion process, we hope to establish collaborations with other local, state, and national governments in scaling up our project. The potential for diffusion is considerable, as long as the call center technological solutions are available. We offer technical assistance to capacitate human capital to conduct scientifically valid telephone surveys of the population.","This innovation gained significant contributions from partners. To start with, we collaborate with partners to design questionnaires. The specialists on each specific theme are the governmental agencies we cooperate with. They are the ones who know which questions to ask. We assist in asking the questions in an unbiased format, avoiding distortions that may influence the responses we receive from citizens. Hence, we apply existing knowledge about questionnaire design, based on sociology and cognitive sciences, to improve the questions we ask. In doing so, we have learned tremendously about distinct issues in government, which is vital for the production of the final reports and recommendations we make on each specific topic. In addition, we work very closely with the subcontracted call center firm, especially in training interviewers and inputting questionnaires into their computational system.","An important contributor to this project is the subcontracted call center firm. They have been helpful in defining interview procedures, assisting in creating data entry interfaces, and pretesting questionnaires. Furthermore, the firm has assisted in cleaning the telephone number catalog by automatically verifying which numbers are valid and in use. This allows for increases in response rates. Furthermore, the firm hires highly experienced and capable telemarketing specialists trained specifically to conduct the interviews, improving data quality.
The partnership with and commitment of the private firm subcontracted to operate the government’s call center is fundamental for the project’s success. Finally, governmental agencies’ interest and courage in being evaluated and in understanding the efficiency of this modality of evaluation is what makes the project viable.","Our main product is the provision of qualified information about citizens’ perspectives on policy and service quality. Through information, we believe governments can improve their performance and better respond to society’s demands. The informational goods we provide are unique and exclusive in that they are not available from any other source. The public opinion data we collect in an expedite way is also scientifically valid and reliable. Finally, we obtain data with no additional costs to the government.
The main results of the innovation are the production of datasets and reports based on Computer-Assisted Telephone Interviews with citizens of the Federal District in Brasilia, Brazil. The focus is on popular perceptions and evaluations of the government’s performance in the provision of public services and the implementation of public policies. We produced 16 reports since the project was launched in 2015, assisting over 10 governmental agencies in improving the quality of their services and policy programs as well as the representativeness of their policy proposals.
These reports are available online for the Brazilian society to follow and learn about the performance of the Federal District’s Government. An additional feature of our initiative is its contribution to empowering citizens through knowledge of governmental performance. Our partners in the government have adapted, rescaled, and reevaluated their portfolio of services based on the public opinion data we provide. Furthermore, some use our findings to design new policy proposals and services. We hope to use the innovation in the future to continue unraveling the citizens’ views on new, emerging topics and trends, assisting the government to learn about complex social and economic issues through new, updated, and unique information.","The greatest challenge of the project is the construction of the telephone catalog with large coverage of the Federal District Territory. We went through several iterations using distinct registries of telephone numbers to compile the omnibus file we currently employ. The catalog in use is based on the list of possible telephone numbers according to rules provided by the National Telecommunication Agency (ANATEL) given local and area codes. In addition, we validate each number through automated dialing machines, constructing a final list of active numbers adding to over 4 million entries. In this way, we assure full coverage of the Federal District’s possible land and mobile lines. Therefore, the solution for the creation of the telephone catalog is one that can be implemented in all national territory, increasing the potential for scaling-up the project.","This initiative requires supporting infrastructure and services, in the form of a governmental call center, accompanied by contractual rules that allow for the conduction of active phone calls to citizens. It requires well-specified contracts that provide for sufficient numbers of attendants to conduct interviews and foresees the possibility of not just receiving phone calls, but also placing them. In addition, the presence of human resources specialized in social research, in particular, survey research, sampling, policy evaluation, and questionnaire design is necessary for the success of the project. However, technical assistance from Codeplan can easily qualify human resources to implement similar initiatives elsewhere. In fact, this is a goal of our diffusion strategy.","The problem the initiative confronts, the informational limitation of governments on policies and services evaluations, is a widespread public challenge. Governments everywhere want to understand how citizens evaluate the quality of public services and public policies as a means of improving their performance and the offer of outputs to society. Collecting public opinion data expediently, with low costs, and frequently is how our initiative innovates and advances upon existing alternatives.
The solution we propose is easily replicable once the required physical and legal infrastructure is available. However, it is common for governments in localities with significant populations and complex problems to hold call centers. Capacitating local human capital, another necessary step, is possible through the transfer of knowledge from the experience developed in Brasilia.","The major lesson from our experience is to use available resources – human, infrastructure and budget – to their fullest. In moments of scarcity, it is vital to do more with what is available or even with less. The Federal District today faces one of its most serious fiscal and economic crises, with severe cutbacks on governmental expenditures.
Efficiency - achieving desired results by optimizing costs – is key to the continuation of any policy. Our initiative moves the State in such direction, innovating by using technology to open a new channel of communication and information between State and society. A possible setback of the project is that hearing the people may cause discomfort to politicians and bureaucrats when evaluations are negative. It is important to bear in mind that the opposition and the media may use the information against the government. A solid communication strategy for data dissemination should accompany similar efforts elsewhere.","This innovation, like any other, is a consequence of the dedication, commitment, and vision of public servants concerned with increasing policy efficiency and improving the quality of public services. It is the fruit of individual motivation. Stirring innovation, however, is also a consequence of the environment one is in. The current Federal District Government is fully committed to innovation in the public sector: it is part of the government's deliverables to society. Therefore, this innovation, ultimately, is only possible because of the combination of these two factors.",,"a:1:{i:0;s:5:""11428"";}",,,
11432,"The i#RHS project",https://oecd-opsi.org/innovations/the-irhs-project/,,"Gauteng Department of Education","South Sudan",regional,"a:1:{i:0;s:9:""education"";}","The i#RHS project",http://www.education.gpg.gov.za,2014,"Randfontein High School began implementing digital tools in their classes in 2014. All 1.3000 pupils at the school have an iPad they use during lessons and assessments, and every single classroom has been digitized. Before going digital, the school started off by having all its staff trained.","Prior to the implementation of our digital initiative, the practice of learning and teaching was carried out in the traditional way. Learners were completely dependent on the teacher who was the source of all knowledge. The learners we are teaching today are referred to as the Z GENERATION. They are technologically savvy and also members of a global community. The problem is the gap which exists between the Z Generation and the traditional classroom. We realized that we were not preparing our learners for life after high school and for their role as contributing members of the global society.
The problems we had to address were as follows: firstly, the financial implications of transforming a traditional school into a digital school. As a regular public school, Randfontein High may be situated in an affluent suburb of Randfontein, but 95% of our learners are transported to the school from the surrounding townships like Toekomsrus, Mohlekeng, and informal settlements. The town is a historical mining town and those members of the community who attain a level of affluence, eventually seek better opportunities for work and schooling closer to the financial hub of the province, Johannesburg. Thus, the families who remain are financially unable to move to ‘greener pastures’. The cycle of poverty is therefore perpetuated.
Secondly, communicating the vision posed to be complicated since it had direct financial implications that all stakeholders had to confront. As a public school, all learners are accepted on the basis of enrolment criteria set by the Department of Education. There is no elimination process based on aptitude or financial affordability. It was important that the disseminating process was structured so that buy-in from all stakeholders was ensured: learners, parents, teachers, school governing body members, District officials and ultimately the Provincial vision for digital education. Thirdly, due to financial constraints, the decision to implement the innovation one grade-at-a-time or whole-school implementation posed problems. After careful consideration, it was decided to adopt a whole-school approach.","a:3:{i:0;s:3:""876"";i:1;s:3:""617"";i:2;s:3:""618"";}","The didactic model of the school changed instantly. No longer were teachers standing in front of a chalkboard explaining concepts to learners. Interactive whiteboards were installed in all the classrooms together with surround sound and the teachers used e-pens instead of chalk. Teachers create their own multimedia lessons that involve all modern aspects of video, music, skype lessons, and discussions, social networking with peer-teachers and with their learners, creating blogs or designing their own websites. Teachers use a range of support material that enhances their teaching and they integrate these resources into their lesson plans. With the result, lessons are now captivating.","a:1:{i:0;s:14:""implementation"";}","The i#RHS project was the brainchild of the principal, Mrs. M Henning. She opened the project to anyone who wanted to serve on a Task Team. We visited a school that had implemented digital learning and on 14 November 2014, the decision was taken to initiate the innovation at RHS. Below is the implementation plan of the innovation:
November 2014: Disseminating meetings with parents for each grade. November 2014: Vision meeting with staff December 2014: Additional parent meetings with parents who missed the November meetings. December 2014: Staff started working on their planning for 2015. January 2015: Management meeting consolidating the process and plotting the plan for the academic year. January 2015: Staff training on the Interactive whiteboards. January 2015: Staff training on TYB and Moodle. February 2015: Meeting with the District Director and a delegation from the District. February 2015: Meeting with all the subject facilitators of both primary and secondary schools. March 2015: Meeting with an official from the ICT Provincial office. March 2015: Three meetings with a coordinator from the MEC (Provincial Minister’s) office.
March 2015: The Provincial Minister, Lesufi Panyaza officiates the i#RHS launch. April 2015: Invited principals and managers from various schools in the District to share the innovation with them. May 2015: The Director of the Tshwane North District bring principals from her leading schools to observe the program in classrooms. May 2015: ICT Summit conducted for all schools in the District July 2015: Participated in the EDU-WEEK E-LEARNING CONFERENCE. September 2015: The Glen High School from Pretoria visit the school with their entire staff over three weeks. September 2015: Saint Catherine’s Private School visits our school to observe innovation. October 2015: Krugersdorp High School connects because they were inspired by our school. October 2015: AB Phokompe Secondary School visits our school to observe innovation. Regular meetings with all team members, constant liaison between the service providers and the task team.
The establishment of a full-time IT Champion who provides teacher, learner and admin support. The establishment of an IT office with the necessary tools to provide technical support. Regular and on-going teacher training and development. Questionnaires which both learners and teachers complete to monitor and sustain effective pedagogy.","The initiative is a team effort by all the teachers of Randfontein High School. Our partner companies MIB Technologies and Eduboard introduced us to Intellivate who partnered with us for this project as well as establishing an e-Learning Academy with us.","All the stakeholders of the school community were involved from inception. The educators were instrumental in their contribution. The learners were eager to accept the project. Their contributions forged a partnership with teachers as co-researchers. The School Governing Body members saw the impact the vision would make on the future of our learners and their governance was supportive and encouraging throughout the project. Parents were extremely supportive. There was absolutely no objection to the project at the dissemination meetings. The cost of a digital device did not pose a concern at all.
Our approach was inclusive and we presented parents with a variety of options to procure devices. The District Director was delighted that were making an impact in digital education in the Gauteng West district. In fact, we have a continuous relationship of collaboration and management teams, as well as teachers from various schools, visit the school to observe the project.","1.Poverty alleviation. Just because our learners are from poor backgrounds doesn’t exclude them from learning that is superior and relevant. The project empowers them to be digitally savvy and competent to continue tertiary studies after Grade 12 or find employment.
2. Their overall academic results improved. Literacy and numeracy rates have improved. This is evident in the standard of our assessment tasks and in our Matric results.
3. Learners are engaged in their learning. They learn by discovery and are able to make quality decisions. They are creative and goal-directed. They have become researchers who learn as a result of having resources we would never have had, right in their hands.
4. Teachers enjoy their practice. This renaissance has made an indelible mark on Randfontein High School. Teachers share their expertise, write blogs, and even reach beyond the confines of a classroom.
5. Financial benefits. Instead of spending money on paper, ink cartridges, copiers, the purchase of textbooks and countless hardcopy resources, finances are invested in the digital project. This is sustainability!","Finances. This is a myth which we busted. The entire operation costs R2 million. People said that it could not be done. Soothsayers suggested we implement the project one grade per year. This is expensive. Our negotiating skills and sourcing the correct service providers is what made it possible. Our fee structure is low and yet we balanced the costs of conventional running of a school our size. It is now cost effective and we managed to pay off the R2 million in two years.","The following are noteworthy:
-All teachers, irrespective of age, can be trained successfully.
-Financial obstacles can be beaten by good management and negotiation skills.
-Disseminating information to parents requires skill and tact.
-Negotiation skills with service providers and suppliers are key elements of a successful operation.
-Limitations, especially in education, are fallacies.
-The global movement is towards digital pedagogy.
We are now a global school, in a position to link with schools throughout the world. If we can do it, then any other school can do it","Our application of ICT can be modeled by other schools. In 2015 we invited Principals from the surrounding schools to observe the project and to sit in classes to experience the digital approach to teaching. Two schools followed our model, Krugersdorp High School, and The Glen High School. Randfontein Primary School installed the same interactive boards into ten of their classrooms.
We hosted an ICT Summit at our school and invited teachers to observe applications which were subject specific. We also participated in the Edu Week Digital Innovations Exhibition at Gallagher Estates in Johannesburg and conducted a session on digital resources, space, and pedagogy. We constantly have management teams visit our school to observe the project.","The lessons learned are numerous. The issue of saving time, costs and teaching to maximize results is the most sustainable lessons. Teachers have become conscious of utilizing resources that are sustainable. Our learners are the proof producers as they are positioned ahead of other learners. They will be employable in a digital world and their skills of application development and game designing might appear insignificant now, but will certainly be the springboard to their futures.
Poverty is what they are experiencing at home and in their families. However, the irony is that at school their education is on par with that of learners at institutions where they pay ten times more. Our learners are not out of place when they meet with their peers from other schools. Despite their socio-economic backgrounds, they are grounded and trained to compete and contribute to meaningful relationships.","Randfontein High School is a trendsetting school with a 100% Matric pass rate for 9 consecutive years. The i#RHS project is an ICT innovation focusing on digital resources, digital space and digital pedagogy at the school. The project covers all grades and all subjects and is based on the “bring your own device’ model. The utilization of interactive whiteboards, data projectors, a student portal, and Wi-Fi connectivity are the components of a digital environment where learning and teaching take place so that our students are prepared for life beyond high school.
A task team was set up with various designations. A full-time IT specialist has been employed to provide support to teachers. Technical support has been divided into three sectors: (i)Teacher support, (ii) learner support and (iii) administrative support. Teachers are trained on a weekly basis on a Wednesday. A monitoring document and process has been established",,"a:3:{i:0;s:5:""11449"";i:1;s:5:""11451"";i:2;s:5:""11450"";}",,,
11461,"Ethnographic Project focused on the Tax Filing Experiences of the Homeless and Housing Insecure",https://oecd-opsi.org/innovations/ethnographic-project-focused-on-the-tax-filing-experiences-of-the-homeless-and-housing-insecure/,,"Canada revenue Agency",Canada,central,"a:1:{i:0;s:8:""economic"";}","Ethnographic Project focused on the Tax Filing Experiences of the Homeless and Housing Insecure",http://www.canada.ca/en/revenue-agency/,2017,"The CRA undertook an ethnographic project focused on the tax filing experiences of the homeless and housing insecure. Researchers worked directly with persons from these populations to gain insight into barriers to accessing tax benefits. The project will improve services to vulnerable Canadians to enhance their standard of living, and underscores the value of innovative qualitative research.","Filing a personal tax return provides low-income Canadians with the opportunity to increase their finances by accessing a range of federal and provincial tax credits and benefits. This is especially important for vulnerable populations, such as individuals experiencing homelessness or those who are at risk of homelessness. Despite the economic advantages of tax filing, there are some Canadians who do not file due to a range of barriers, from the complexity of the tax system to the lack of awareness of available tax benefits, to the difficulty assembling tax documentation. The CRA is responsible for ensuring that Canadians are able to access the tax benefits they are entitled to. One initiative that supports this priority is the Community Volunteer Income Tax Program (CVITP), which is a partnership between the CRA and community organizations across Canada to provide free tax preparation services for individuals and families who have simple tax situations and a modest income.
The CVITP serves a diverse range of Canadians including seniors, Indigenous people, youth, newcomers, and people with disabilities. Given the broad spectrum of clientele who access the CVITP, it can be challenging to understand the needs of specific groups. This is particularly true of the homeless and housing insecure, for whom quantitative tax data is lacking. In order to fill these gaps, the CRA undertook an innovative project focused on understanding the needs and experiences of these individuals with the ultimate goal of improving their access to tax benefits. In particular, the research sought to:
• develop insight into the homeless and housing insecure populations who use the CVITP, or are potential users, to better understand the barriers they face in filing taxes and accessing tax benefits.
• illuminate potential directions for improving service and outreach to vulnerable populations.
The project was undertaken by two researchers from the CRA’s Innovation Lab in partnership with representatives from program areas and with the cooperation of social services agencies (such as emergency shelters and community health centers) hosting CVITP clinics. The field research was undertaken during March and April 2017 to coincide with the tax filing season and took place in CVITP clinics in Ottawa, Canada. Researchers employed ethnographic methods (such as interviewing and participant observation) in their engagement with persons experiencing homelessness or housing insecurity, social services agency staff, and CVITP volunteers, so as to elicit their experiences with tax filing and barriers to accessing tax benefits.
Ethnography is a qualitative research approach that entails collecting detailed, specific data about people and their everyday lives. It uses small-scale investigations to obtain rich, granular data that uncovers underlying meanings and patterns behind people’s words and actions. This methodology relies heavily on immersion in the field, participation, observation, and semi-structured interviewing so to allow interviewees to prioritize their issues. Ethnographic tools are not typically used in tax administrations which often focus instead on data analytics and behavioral economics techniques. This project is poised to help the CRA understand how the CVITP is helping ensure that homeless and housing-insecure Canadians are able to access the tax benefits they are entitled to.
In addition, this project has the potential to contribute to re-thinking the way the CRA delivers services to some of the most vulnerable Canadians by identifying the barriers these particular populations may face when filing taxes. The final report is expected for fall 2017.","a:3:{i:0;s:3:""959"";i:1;s:3:""623"";i:2;s:3:""194"";}","This project involved the use of an innovative research method, ethnography, to better understand the tax filer experience. Although the use of ethnography is common in social sciences, such as anthropology, it has only recently been used in government and the private sector as a method for uncovering detailed information that is contextually situated. Ethnography is a qualitative research approach that entails collecting detailed, specific data about people and their everyday lives. It uses small-scale investigations to search for the underlying meanings and patterns behind people’s actions. This methodology relies heavily on immersion in the field, participation, observation, and semi-structured interviewing. These methods allow the researcher to gain access to the “insider” perspective.
Other qualitative methods, such as surveys and focus groups, while possessing strengths of their own, are rarely able to capture fine-grained naturalistic details in context the way that ethnography does. The use of this type of method provides the CRA with first-person accounts that complement traditional data holdings (such as quantitative data) and in doing so, builds a more comprehensive view of the experiences and service expectations of Canadian taxpayers. To the best of our understanding, this project represents the first time that this type of ethnographic research has been undertaken within the Government of Canada itself. Previous qualitative research undertaken by government departments and agencies has been contracted externally due to the lack of in-house expertise.
While this approach has its advantages, its success depends heavily on outside researchers grasping the potentially unfamiliar subject matter. Building this capacity internally with CRA employees who possess extensive expertise in ethnography resulted in the project team being more informed and focused going into the research. This approach has proven successful, with other areas within the CRA, as well as other government departments interested in undertaking this type of research, having sought out the expertise and advice of the project team for their own initiatives.","a:1:{i:0;s:10:""evaluation"";}","Following the success of an ethnographic research pilot project undertaken by the CRA and researchers from the University of Toronto in 2016 focused on the barriers faced by small businesses in complying with their tax obligations, the CRA’s Innovation Lab decided to build its capacity to engage in this sort of qualitative research in house. As a result, the Lab hired two PhD candidates in ethnography to lead future projects. Concurrently, in the 2016 federal budget, the Government of Canada announced a renewed focus on improved client services and helping Canadians receiving the tax benefits they are entitled to, particularly for lower-income earners including seniors, Indigenous people, and people with disabilities. Though an important objective, improving outreach to these groups requires a real understanding of their needs, which can be difficult to attain using traditional tools like surveys and focus groups.
Seeing a possibility to use an innovative approach to address a longstanding administrative challenge, the CRA’s Innovation Lab proposed to conduct an ethnographic project focused on the experience of a particularly vulnerable population in filing taxes and accessing tax benefits. Working in collaboration with program officials from the CVITP (which is a key contact point for vulnerable Canadians), the decision was made to examine the homeless and housing-insecure populations, and importantly, to speak directly to individuals experiencing or at risk of experiencing homelessness. After agreements were established with social services agencies to act as research sites (see question 10), researchers used a combination of participant observation and interviewing to obtain detailed information from the 50 participants in the project. Interviews ranged from brief exchanges to lengthy, in-depth interviews, anywhere from 5 minutes to an hour or more.
Some of these interviews were audio recorded, with the consent of the participant, and for some, the researchers took handwritten notes. The researchers also undertook participant observation in tax clinics and in shelters and programs that serve the target populations, spending time interacting casually with clinic and shelter clients and observing the social dynamics and everyday practices within these spaces and taking extensive notes on their observations. A research report for the project is being drafted. Once the report is finalized, it will be distributed throughout the organization. The final report is expected for fall 2017.","The project team collaborated internally with CVITP program officials to identify the target populations and develop the research objectives of the project. These discussions were held so as to ensure that the project aligned with the needs of the program area and research findings could potentially be leveraged to improve the initiative. Once the research focus was established, employees from the project team socialized the proposal with a local homelessness alliance to solicit potential partner organizations and gather feedback on how to approach research in the homeless and housing-insecure communities. Over the course of several months, the project team established agreements with various homeless shelters and social services agencies that hosted CVITP clinics to act as research sites.","Researchers undertook participant observation in CVITP clinics and in shelters and programs that serve the target population, spending time interacting casually with tax clinic and shelter clients and observing the social dynamics and everyday practices within these spaces. In addition, researchers completed one-on-one interviews with over 40 persons experiencing homelessness or housing insecurity to directly solicit their experiences with tax filing and accessing tax benefits.
Social services agency staff and CVITP volunteers who prepared clients taxes were also interviewed to gain their perspective on the program as well as their knowledge of barriers to tax filing for vulnerable populations. The conclusions of this project will, therefore, be derived directly from the input provided by research participants. Further, participating community organizations will be provided with the research findings which may, in turn, inform their internal practices and service delivery.","A research report for the project is being drafted. Once major themes have been identified, they will be translated into implications for the CRA, with the result being practical insights that will potentially inform how the CRA can improve services and outreach to vulnerable populations.","Given the novelty of ethnographic research within the CRA, the project team encountered challenges related to privacy, confidentiality and ethical considerations of the project design. Government of Canada privacy rules, though providing vital safeguards, present difficulties in conducting this type of research. These challenges were addressed through consulting with legal and privacy experts to ensure that the data collection methods (such as interviewing and participant observation) along with the type of taxpayer data collected adhered to the Government of Canada privacy legislation. Further, the two researchers for the project had previous experience conducting this type of sensitive research and had completed the Government of Canada training concerning ethical research.","For these types of projects to be successful, it is important for an organization to be committed to fostering a work environment where innovation, collaboration, and excellence are integrated into business activities at all levels. In addition, it is imperative to have employees with diverse backgrounds and specialized knowledge. Finally, organizations need to be willing to take smart risks and to accept that while not all innovative projects will be successful insightful data can still be gained from unsuccessful projects. Collectively, these were the driving forces behind the creation of CRA’s Innovation Lab, which undertook this and other innovative projects—a small group of employees with varied skill sets working collaboratively to tackle complex problems and find solutions that are then implemented in program delivery.","This project indicates that ethnographic research is a promising new client-centric tool for governments to gain insights into people’s behavior that could be valuable to the strategic priorities of advancing innovation and improving services to citizens. This method is applicable to governments that want to know more about how services are received on the ground and any issues that their clients face in accessing government programs. The direct client input solicited through this method provides the foundation for other approaches such as user experience testing, behavioral economics, and data analytics, which together build a comprehensive picture of client needs and experiences.","Implementing innovative techniques in government is both an adventure and a compromise. Innovators must be prepared to encounter obstacles, including some that may not be foreseen, before embarking on such projects. They must also accept that these techniques may need to be adapted to work in a public sector context, and therefore may not be as “pure” as in academia. There is great scope to undertake an innovation in government, as long as one is mindful to acknowledge and address the limitations. Additionally, given the emphasis on data analytics in government, innovators should bear in mind that qualitative methods providing data on the personal interactions between clients and government services are a complementary and often richly insightful form of data.",,,,,,
11517,"Court + (Tribunal+)",https://oecd-opsi.org/innovations/court-tribunal/,,"Ministério da Justiça de Portugal - Gabinete da Secretária de Estado da Justiça",Portugal,central,"a:1:{i:0;s:12:""public_order"";}","Court + (Tribunal+)",http://https://justicamaisproxima.mj.pt/index.php/portfolio-item/tribunalmais,2016,"How shall XXI century court be like? Is it possible to know what brings a citizen to court just by arriving at the building and direct him to the exact place, without any human contact? Yes, it’s possible! Innovative technology, a modern attendance model and streamlined procedures are changing the Portuguese courts. It’s a revolution in the way courts engage with the citizens to better serve them.","The project Court + is surely one of the most impacting transformation projects we are developing within the justice system. It is focused on the administrative modernization of the court system and has three main goals:
• Develop a new attendance model to the public
• Promote the simplification of information flows in the back-office (Court offices).
• Introduce management tools to the court management and at a national level of the court system.
It has been running as a pilot since Sep 2016 first in Sintra, one of the major Portuguese courts and expanded to more 3 courts in Portugal. The roll-out in 2018 will take it to more 48 courts. The diagnosis pointed out that more than 60% of the persons who go to court will participate in a court session. The remaining 40% address the court to get information about cases or to deliver papers. For that 60 % of citizens, we analyzed their journey and tried to ease their contact, relation and stay while in the building, implementing the following new journey using some technology:
• The citizen arrives at a scheduled session with his identity card or with the notification that was mailed to him and that has a code bar. He approaches a digital touchscreen kiosk that scans the code bar or the Citizen Card chip. At this stage, the kiosk communicates with the business applications, which will return the relevant information on the case that will be shown on the screen (e.g. number, scheduled time). The citizen confirms by touching the screen, doing the check-in, and receives a small receipt with the location of the room where the session will be held or with some relevant information, for instance, that the sessions are delayed.
• In the lobby of the court, there are LCDs presenting real time the scheduled sessions as well as the respective status and location.
• At the same time, the magistrate and the clerks will know who already arrived for the session and may decide to get started.
• At the end or after being heard, the citizen may get a confirmation of its presence in the session, for instance, to present to his boss, once again by approaching the digital kiosk and doing the checkout.
These two simple tasks of knowing who is present for a session and confirming the presence after, take time (one may think it is not that much time each, however, if it is multiplied by the number of sessions and participants in each, the impact is relevant). Additionally, previous tasks that the clerk had to conduct may be eliminated, freeing some time for more added value tasks. For the 40% of citizens who still need to go to court for some kind of interaction with the clerks, we tested, with success, a single central attendance service (“one-stop shop”) - Balcão + - where he can deal with several judicial matters in a more efficient way. Principles of the new attendance model are:
• Screen the citizen in the first contact
• Minimize the need for citizens to walk inside the building
• Promote alternative channels (i.e. less need to go to the court if the citizen can solve his issues remotely and/or in another place/entity).
But changes could also be seen in:
• The signage, improved to a simpler and more intuitive so it is easier for the citizen to identify the services available and how to get there.
• The attendance desk designed to allow the required privacy, to be ergonomic and to follow a cockpit concept, i.e. everything the clerk needs must be at the distance of an arm.
Overall there were significant increases in the user experience. While improving the citizen experience, this new model allows the clerks in the back office to be quieter, more productive, not being so many times interrupted, since the citizen is well served in the first line front office and does not need to move around the building. Other dimensions of the project, although not so visible, will make the difference in the organization and simplification of the work of the clerks:
i) the streamlining of a set of processes with great impact in the clerks’ daily work, namely accounting acts, mail reception, archiving paperwork, dematerialization of a procedural section or team management methodologies.
ii) the management and productivity tools the court management needs to conduct proactive management of the different resources available.
We have been working with a company, whose origin is strongly linked with the manufacturing of automobiles, which analysed in detail what are the current procedures, flows and tools in order to identify improvement opportunities for eliminating or simplifying tasks or getting them done more quickly. To conclude, in the beginning, we faced a lot of resistance from several directions, since we kept questioning the status quo. The high reluctance at first progressively was overcome by acceptance and engagement. Now the pilot teams with whom we worked are truly ambassadors of the change and keep contributing with new ideas of improvement.","a:3:{i:0;s:3:""612"";i:1;s:3:""876"";i:2;s:3:""623"";}","The introduction of the above-mentioned innovations represented significant changes to the status quo, especially in the way courts deal with citizens. Some examples:
• Centralized attendance: concentrate the attendance at a single point, with no need for additional journeys within the court. From the court point of view, this solution optimizes the time clerks dedicate to attendance, allowing to free resources to perform other tasks of greater added value.
• The optimization of procedures allows determining the reasons for such procedures, ways to improve them and reduce/eliminate waste, freeing time for the clerks to perform tasks that may impact the justice speed.
• The reduction/elimination of waste of working time allows, among other things, to create conditions for a reduction of case pendency with the same number of clerks, i.e. allows efficiency gains.
• Physical dashboards continuously updated keep track on daily achievements of the teams, stimulating a healthy competition between them.
• The way the clerks' teams are managed can be considerably changed.
The main goal is to move towards a more flexible solution of pooled resources without the existence of fixed teams. In this way, it will be possible to better allocate resources among procedural units, allowing for improvements in the pace of pendency reduction.
• Directing the citizen to the court areas automatically, reducing the need for intervention by clerks, and freeing them to other tasks of greater value added. • The automatic registration of the presence of the interveners in the hearings allows eliminating a secular act of calling the participants in the court lobby, letting citizens know where to go to the hearing and magistrates and clerks be aware of the presence in the court of the parties involved, without the need for the call. In this way, the process is substantially optimized and the court environment quieter.
• More intuitive communication: done through signage, in multimedia kiosks, LCDs, simplifying the language and making it more accessible to any citizen.
• Tailoring solutions to different types of court users.
• The availability of online solutions, such as an app for attendance, helps to bring the justice system closer to the increasingly digital behaviors of the citizen.","a:1:{i:0;s:9:""diffusing"";}","Today we are at a point of progressively diffusing the project to other courts. Since this project is very large and involves a significant investment, we recently submitted some applications to European funds, waiting at this stage for the approval. However, since the results achieved on the pilot are very positive, and some courts had some equipment, although not the ideal, that could be reused, we exported with success some of the concepts of Court + to 3 other courts, namely the single attendance desk in the lobby. Simultaneously, in terms of administrative procedures, we identified some areas that could already be replicated to other courts. We are now starting to involve the management of 2 courts in order to roll out some best practices and lessons learned, for instance, related to office supply management and storage. Once we get the application approval our compromise is to roll out Court + to a total of 52 courts until the end of 2018.
Nevertheless, we came to this point following the major milestones of the innovation lifecycle. Below are presented some examples of the work carried out and the methods used:
• Identifying problems: The needs were assessed in close collaboration between the Ministry of Justice and the courts. Several on-site visits were made, in which it was possible to see first-hand the reality of the courts, the bottlenecks, constraints, and needs allowing to gather the feedback of those who work and use a court.
• Generating ideas: Ideas emerged from various discussion and visioning sessions between elements of the different entities involved. It did not come up only from the staff of the Ministry of Justice, it was a collaborative work from different entities. In fact, we used several times the innovation room for workshops and brainstorm sessions with different agents. The innovation room was created in the historical headquarters of the Ministry of Justice and is a relaxed room where we encourage gentlemen to leave the tie outside.
• Prototyping and co-creation: with key users we built and tested the ideal attendance counter which will be a reality soon.
• Developing proposals: In addition to the public entities involved, the proposals were developed in close collaboration with the various technology partners and consulting partners in the various thematic scope areas. A number of working sessions and technical visits were made not only to the court but also to other relevant sites where some of the proposed changes had been implemented. An innovation laboratory was also created in the Ministry of Justice where the most technical aspects of the innovation were tested before replicated in the real life. In addition to the installation of various equipment and solutions being developed and tested, numerous working sessions took place with elements of the various entities involved, including partners and suppliers.
• Implementing projects: During the implementation phase of the project, especially in the initial phase, daily feedback meetings were held with the clerks and the court management to assess progress and identify improvement areas. Also, a particular focus on training was crucial to get all the clerks involved and able to work in the new environment and context.
• Evaluating projects: so far a global interim evaluation of the pilot has been conducted, and the various scope areas have been analyzed, with several stakeholders being heard. There were also different partial evaluations of some areas where, in addition to the quantitative measurement it was also taken into account the feedback from the clerks and the court management. Additionally, several satisfaction surveys were conducted before, during and after the pilot in order to improve what was pointed out and to recognize publically the constructive and positive feedback.
• Diffusing lessons: in the diffusion phase of lessons to other courts of the same Judicial District as the pilot court, the clerks and court management were heard, in order to adapt the model to the different realities. For the future rollout to other regions, all the judicial administrators were consulted to evaluate the adequacy of the proposals made with the needs within each context. This ensures greater alignment of solutions and needs. Also, we are working with the entities responsible for the administration of Justice so they assume the project as their own and integrate it in their operational plans so it is faced as a reality to be rolled-out nationwide and not only as an experiment with a delimited time period and geographic scope.","The partnerships between public and private entities not only in the area of Justice were of great relevance, namely:
• It enabled a more comprehensive view of the possibilities for improvement by applying previously tested solutions in other contexts with proved results.
• Collaboration with the various Justice Administration entities was relevant in order to create commitment and ownership, as well as ensuring the alignment of solutions with needs at all levels.
• The integration of technology partners has allowed a more disruptive view of possible solutions to be developed, tested and finally adjusted to the justice system.","The involvement was since the 1st stage:
• Analyzing: Needs assessed with citizens and clerks. On-site visits to see reality and get feedback from those who work and use a court.
• Generating ideas: Ideas emerged from debate and visioning sessions with diverse entities and international benchmarks.
• Developing proposals: Developed with all stakeholders and various technological and consulting partners. An innovation lab was created in the Ministry of Justice replicating the technology applied.
• Deploying and evaluating projects: Daily feedback from clerks and court management to assess improvement areas, which were incorporated. The training was crucial to get all on board and be able to work in the new context.
• Satisfaction surveys: To keep up to the expectations, surveys in the paper are complemented with the kiosk where the citizen can leave feedback when checks out.
• Diffusing lessons: Clerks and other court management were heard, in order to adapt the model to their contexts.","The interim evaluation of the work done so far in some areas allows us to identify some relevant impacts, such as:
• Significant increases on the pace of pendency recover: on average, prior the pilot, the pendency was being reduced at a pace of 9%; interim evaluation shows that this pace has increased too, on average, 22%. Some areas register significant improvements such as 32% (contrasting with 13 prior to the pilot). Even though the number of processes entered has increased 2% during the period, the tendency is being reduced at a greater pace.
• Search and paper junction: improvements of 70% in the time clerks consumed in this kind of tasks.
• Accounting acts: improvements between 74% and 85% in the time clerks spent to verify the physical and electronic process to identify costs and fines.
• Mail activities: improvement of 15% in the time used by the clerks in the mail reception and treatment.
A relevant impact expected to be reached: in 2018 it is estimated a reduction of pendency in the courts where this new model will be implemented. In fact, it is expected a reduction of pendency around 10%. This is a very significant number with real impact in the overall pendency. We estimate a gain of more than 417.000 working hours, in about 25 big and medium courts (being conservative) as a result of freeing clerks from deploying minor tasks such as looking for papers, mailing reception, and treatment. We also estimated to impact more than 10.900 citizens daily (2,4 million citizens annually) in the total of the courts to be intervened.","The natural resistance to change was the most significant challenge that was overcome with:
• the strong alignment of key stakeholders ensured through various meetings and presentations, which sought to bring together consensus and ideas for improvement.
• the close collaboration of clerks, judges, prosecutors and representatives that were involved in the different stages of the project and part of the solution (e.g. in the pilot inception daily feedback meetings were key to discuss what could be improved and how).
• Specific training aimed at different key users covering procedures and new technologies.
Finally, the adoption of new technologies in a sector where there is still a lack of means at several levels makes acceptance harder when it may be thought that those investments could be channeled to other areas. However, the benefits achieved with the new procedures and the continuous measurement of results has been crucial to maximizing the willingness to move forward.","The success can be measured not only by the number of courts, but above all by a higher efficiency that allows to free time to perform activities of greater value, and ultimately lead to a lower pendency. It is then crucial that:
• Beside the political will, the entities responsible for the administration of justice are strongly committed to change.
• Ownership of innovation is ensured. The entities must be committed to change and take it as their own and not only because it is imposed from outside, integrating them into their operational plan and giving them the required priority. Otherwise, innovation is considered as something minor and not a priority compared to regular operational initiatives.
• The required financial and human resources are assured. Not only the investment costs but also the operating costs have to be secured. Human resources must be trained to deal with the change, both technological and procedural.
• Legislation compliance with the changes introduced.","With the appropriate adjustments given the contexts, the solutions are potentially replicable in several areas of public administration. Some examples:
• Process improvement: administrative simplification and process optimization are potentially replicable to any public institution. This may be the area with the greatest potential impacts in case of replication.
• The adoption of digital solutions and greater dematerialization is potentially replicated in any public institution, with appropriate adjustments. In addition to streamlined processes, it also allows for cost reductions.
• The new centralized attendance service can be replicated to other public institutions where there is currently decentralized attendance service to the citizen.
• The adoption of technologies such as automatic transcription, also the scope of the Court +, is potentially replicable in several services where audio recording and use is required, such in situations as police testimony.","• Diagnosis conducted, assessing the various needs and collecting feedback on possible solutions and ways of reaching them. • Several on-site visits and benchmarks analysis, that gave us the big picture of what has been done and how.
• Observation and continuously measuring. Only with data we are able to see how big/little the bottlenecks are, areas to improve and to what extent. Support decisions based on measurements.
• Top-down involvement and empowerment and feedback from different stakeholders.
• Convince through good example, successful experiences and peer to peer training and testimonies. By sharing the good results, it becomes easier to bring others on board.
• Continuously question the status quo and search for improvement.
• Adopt a citizen perspective, addressing the real needs of the different segments.
• Continuously share results. By showing the progress it is possible to achieve a greater commitment and energy for the next steps.
• Recognize publicly good practices.","Cooperation is key to the innovation process. It was very important for the creation of a steering group representing the internal stakeholders that follow and give contributes for the next steps. They came from the Superior Councils, judicial clerks and senior officers of the Ministry of Justice. Automatizing procedures, reducing (almost to zero) the need for paper in courts, using innovative ways for automatic transcription or videoconference, giving transparency, ex. allowing the citizen to know the state of his enforcement proceeding and even pay it, turning Justice more predictable. Definitely, Court + represents a transformational change that is embraced by all and conducted with all.",,"a:1:{i:0;s:5:""11518"";}",,https://vimeo.com/214509183,
11522,"The Defence and Security Accelerator (DASA)",https://oecd-opsi.org/innovations/the-defence-and-security-accelerator-dasa/,,"Defence and Security Accelarator","United Kingdom",central,"a:1:{i:0;s:7:""science"";}","The Defence and Security Accelerator (DASA)",http://www.gov.uk/government/organisations/defence-and-security-accelerator,2012,"DASA finds and exploits innovations which support the defense and security of the UK to help protect our people against our adversaries, faster and more effectively whilst generating economic value for the UK. We help businesses to grow and become successful. We provide funding and other support, helping people to access end-users, develop and test their products and linking our partners together.","The UK Government’s Defence and Security Accelerator (DASA) is a cross-Government organization, hosted by the Defence Science and Technology Laboratory (Dstl), an Executive Agency of the Ministry of Defence (MOD). DASA was announced in the Government’s Strategic Defence and Security Review (SDSR) in 2015 for government to help the private sector, allies and academia turn ideas into innovative equipment and services faster for national security users. Following a public consultation, DASA was launched on 16 September 2016 by the Secretary of State for Defence as part of the Defence Innovation Initiative.
The Accelerator went live in December 2016. DASA’s aim and objectives DASA exists to help Government access innovative ideas, equipment and services faster for national security and military users, in order to help maintain security and military advantage over our adversaries, in order to protect people. We are also helping to build prosperity for the UK in line with the aims of the Government’s Industrial Strategy. DASA’s mission is for the UK to have a strategic advantage through the most innovative defense and security capabilities in the world. We will find, fund and exploit innovations to support UK defense and security. DASA will seek to form key strategic partnerships with companies and organizations across the UK and internationally to help us achieve our mutual objectives. DASA’s objectives are to help defense and security customers to solve problems by:
a. Reach out and find ideas and opportunities by engaging widely to build networks with external organizations, private sector, academics, and individuals. We will encourage individuals and organizations to work with us who have not previously worked with defense and security.
b. Fund and support SMEs and academics to develop their ideas in partnership with front line stakeholders into workable demonstrators, products and services.
c. Work with defense and security stakeholders to exploit the best ideas, products, and services, in order to transfer them onto the operational front line and develop broader commercial and export potential.
d. Work collaboratively to form partnerships, co-ordinate and complement existing activity, and avoid any duplication, to enhance the overall innovation ecosystem.
e. Experiment with novel methodology and approaches in order to facilitate as wide a range of proposals as possible in order to find the best solutions.","a:3:{i:0;s:3:""257"";i:1;s:3:""615"";i:2;s:3:""959"";}","DASA replaces the previous Centre for Defence Enterprise (CDE) in Dstl. The Centre for Defence Enterprise (CDE) was the first point of contact for any external organization or individual with a research proposal for disruptive technology, a new process or new innovation that has a potential defense and security application. Most innovative science and technology investment now takes place in non-defense markets and CDE was a mechanism to use to tap into other markets. CDE engaged the broadest possible audience of potential science and technology providers, in particular small- and medium-sized enterprises (SMEs), academia (university departments and spin-out companies) and individual innovators, to attract the best thinking in support of defense research and development. CDE provided 2 routes to proof-of-concept research funding:
◾enduring competition
◾themed competition CDE was successful and introduced new companies to defense and importantly new products to the benefit of Defence but it was limited in scope.
DASA is building on the Success of CDE to broaden the scope, depth, funding, and expertise available in order to innovate Defence and Security. The scope has been expanded to include Security customers at its core. The depth has been increased to include higher levels of technical readiness (up to preproduction) innovations and also conceptual ideas. The ways of working of DASA are in themselves innovative and have been improved since CDE. Each competition has pushed the barriers and tried out new ways of working (such as short form contracts). Importantly, DASA is building the innovation ecosystem to harness the full potential reaching out to including Small and Medium Sized Enterprises (SME), wider private sector, academics, start-ups and innovators, including those who have not worked with defense and/or security previously. Our Innovation Partners will be co-located with key partner organizations around the UK, linking us into existing hubs of expertise and networks.","a:1:{i:0;s:14:""implementation"";}","The Government’s Defence and Security Accelerator (DASA) is a cross-Government organization, hosted by the Defence Science and Technology Laboratory (Dstl), an Executive Agency of the Ministry of Defence (MOD). DASA was announced in the Government’s Strategic Defence and Security Review (SDSR) in 2015 for government to help the private sector, allies and academia turn ideas into innovative equipment and services faster for national security users. Following a public consultation, was launched on 16 September 2016 by the Secretary of State for Defence as part of the Defence Innovation Initiative. The Accelerator went live in December 2016. DASA is intended to help defense and security stakeholders, industry, including Small and Medium-sized Enterprises (SME), and academics understand DASA and what we can do to help.
We find and exploit innovations which support the defense and security of the UK to help protect our people against our adversaries, faster and more effectively whilst generating economic value for the UK. We understand that building an innovation ecosystem is crucial to the generation of new ideas. Innovation will flourish if we can bring together like-minded people across government, private sector, and academia. We want to help businesses to grow and become successful. We provide funding and other support, such as helping people to access end-users, develop and test their products and help build the business case for procurement, and link our partners together. We aim to become the go-to place for the Government, private sector, third sector, and academia to find solutions to defense and security problems and needs. We aim to be the lead the way for finding ways to innovate, and will role model a new innovation culture across defense and security. We will do this by:
1. Identifying science and technology opportunities for exploitation.
2. Bringing together innovators and build connections.
3. Supporting the strongest opportunities.
4. Helping innovators build and grow successful businesses of benefit for the UK’s defense and security.","In partnership with people, companies, and organizations including internationally, we find and drive science and technology innovations, and support their rapid exploitation. We will work through partnerships with research institutes and innovation centers. We help the innovation ecosystem to thrive and grow, by providing opportunities for customers and suppliers to work together both physically and virtually. We will bring together a unique set of stakeholders to focus on generating solutions to key challenges, including SMEs, wider private sector, academics, start-ups, and innovators. We will encourage those who have not previously worked with defense and security, and seek to exploit solutions in parallel sectors. We will offer collaboration spaces which will act as safe environments where stakeholders can identify, experiment, incubate and demonstrate novel ideas and solutions. We work hand in- hand with Government procurement bodies to pull novel solutions into service.","Earlier we wrote about the ecosystem we are developing. We work in tandem with stakeholders helping with:
• money – we provide funding to develop promising and game-changing ideas • access – our networks and access to the customer and end users are invaluable.
• proactive – we scout for ideas and actively pursue them.
• contract terms – we offer quick, easy and beneficial contractual terms.
• events – we provide opportunities to explore challenges and network with Government officials in defense and security, such as hackathons, sandpits, pitch panels, competitions, and exhibitions.
• guidance – our Innovation Partners and team provide guidance for your idea.
• exploitation – we will help bridge the ‘valley of death’ and help get the best innovations through to exploitation.
• purpose – we want to keep our country and our people safe from our adversaries and support economic growth and prosperity • trust – we are open and fair and provide transparency data on our website.","The Defence and Security Accelerator officially launched on the 8 December 2016, since then we’ve received over 500 innovative proposals and funded 112 proposals from 87 different organizations.","Resistance to change – generally, people are resistant to change. In many ways people liked the status quo, it had a trailed and tested process which had been proven to work within a limited scope. They were now being asked to work outside of comfort zones and push the boundaries. Strong leadership and senior level support helped to build the compelling case and sell the advantages and the case for change. Alongside, a transition project team was assembled to help form the new team and identify new ways of working. Broadening the scope (DASA has a wide remit across UK defense (air, sea, land, and space) and security including the security services, police, Border Force and emergency services)– adding security to DASA was initially met with resistance. As well as widespread briefing and an active communication plan, new members including the head of DASA were recruited from outside of Defence.","An Entreprise Colloboration System is needed to provide a networked online environment accessible from the internet and supporting framework for the rapid delivery of collaborative innovation to stakeholders and suppliers. Ideally, this will be provided by an integrated online cloud service. Work within commercial regulations and legislative framework. DASA is required to protect all third-party IP. A number of safeguards to protect your IP while also allowing proper scrutiny of your proposals by expert assessors and appropriate transparency of how public money is being spent. Provide strong and effective leadership is essential to make the change stick. Set straight forward but challenging objectives. Build a strong team that is prepared to work collaboratively to achieve the common goal. DASA has been successful because of the personal commitment and motivation of the team. Building on the ethos of the previous organisation they will go the extra mile to make DASA a success.","DASA could be replicated by other Governments if there is willingness to change and intent to pursue innovation. Key to success is clear governance and accountability with top down support. Importantly, funds need to be set aside for innovation and made available to support challenges and competitions. To work effectively, there needs to be a widespread believable communications campaign which can energize people, organisation’s and businesses to come forward and become part of the innovation eco-system. This can only be achieved if there is trust in DASA and a belief in what it is trying to achieve.","Spend time up front scoping out the innovation. Involve a broad audience of stakeholders in the early stages. Then focus on a plan with a smaller circle of interested people. Build the compelling case, ensure it has high level buy in and then launch from the top down. Don’t except the status quo, push boundaries but take along commercial colleagues from the start to keep it legal. Look for quick wins, demonstrate agility and a willingness to respond to events. Remember, the plan can always be changed. Have the courage to deliberately and consciously create a culture of calculated risk-taking and challenge, where failure is an accepted part of the learning process; Be open to try new ways of doing things, learning from mistakes and from others in the private sector and overseas and sharing our learning and approaches with others, including ensuring independent review of our performance. Operate with integrity taking a highly ethical approach to what you support and who you work with.",,,"a:3:{i:0;s:5:""11523"";i:1;s:5:""11524"";i:2;s:5:""11525"";}",,,
11531,"Voice assistant services - Aylesbury Vale District Council & Others",https://oecd-opsi.org/innovations/voice-assistant-services-aylesbury-vale-district-council-others/,,"Government Digital Service","United Kingdom",central,"a:1:{i:0;s:11:""information"";}","Voice assistant services - Aylesbury Vale District Council & Others",http://www.aylesburyvaledc.gov.uk/news/innovation-future,2011,"Accessing local council and central UK Government services using voice.","As part of their Connected Knowledge Strategy (2017-2022), Aylesbury Vale District Council (AVDC) recognized that the introduction of voice services could automate responses to increasingly complex customer demands. Aylesbury’s focus is to bring value to its customers and the voice services channel is part of a wider strategy to move to more agile cloud consumption models, as well as reducing the number of software applications used. Aylesbury believes it is well positioned to bring value to its customers, and that its previous technology strategy has laid the foundations for its progress, aligning well to what the market is calling ‘the age of the customer’. It recognizes that today’s customer has high expectations of a digital-first experience, and the Council is introducing increasingly more efficient ways of doing this with opportunities such as voice-activated services, using data backed up by its staff expertise.
It anticipates that complex services will be deliverable by people and AI, through a combination of online and automated chat and AI-powered voice control. Ultimately, AI and voice-as-a-channel will drive the highest level of efficiency. The benefits were clear; saving time and money for council staff resolving queries and at the same time increase convenience and accessibility for residents using council services. Unlike telephone helpline systems, access is immediate and hands-free. Aylesbury Council is considering this approach as part of anticipation that ‘the web’ becomes a legacy form of digital presentation, and that the internet becomes a means to transmit/transit data. This will happen as new means of accessing services, like voice control, gain popularity and voice control is considered a likely preferred channel by which its customers might wish to engage in the mid-long term.
One of 201 district councils in the UK, it is the first to trial voice-as-a-channel to serve local residents’ needs. The trial required minimal integration to existing council services served over other channels such as the web and phone. Other local UK councils (e.g. Hackney and Hampshire) are already following AVDC’s lead with increasing interest from several others it is anticipated more councils will begin trialing services to help citizens who can’t self-serve through existing channels or prefer the advantages mentioned above. Central UK government departments are also experimenting with voice-as-a-channel using voice assistants for central citizen-facing services.
For example, the UK Government’s Driving License and Vehicle Authority (DVLA) has deployed a voice-based service (Alexa skill) for stating when a citizen’s vehicle tax and MOT is due.
https://www.amazon.co.uk/DVLA-Vehicle-Enquiry/dp/B07414QQ18/ref=sr_1_1?s=digitalskills& ie=UTF8&qid=1501145333&sr=1-1&keywords=DVLA
The UK Government’s Department for Work and Pensions have also developed a prototype voice service (Alexa skill) for checking state pension age. Her Majesty’s Revenue & Customers have launched a voice service (Alexa skill) for enquiring about tax credits:https://www.amazon.co.uk/s/ref=nb_sb_noss_2?url=search-alias%3Dalexa-skills&fieldkeywords=HMRC&rh=n%3A10068517031%2Ck%3AHMRC
The Met Office Flash briefing (Alexa skill) allows a personalized weather report and forecast for a region of their choice:
http://www.metoffice.gov.uk/news/releases/2017/amazon-alexa-now-offering-met-office-flash-briefings","a:4:{i:0;s:3:""876"";i:1;s:3:""617"";i:2;s:3:""612"";i:3;s:3:""147"";}","This innovation harnesses one of the latest emerging technologies - voice assistants and a voice channel to expose existing local council services. The current status-quo of the telephone-based menu and IVR systems can be frustrating and slow for customers to use, especially when there are several service options and responses required from the customer. Direct access to a council service based on keywords that a resident will say (e.g. ‘when is my bin collection day?’) to the voice assistant is not only more convenient (e.g. for disabled and elderly residents), it is much faster too. The ubiquity of voice assistant software and hardware on various fixed and mobile devices is expected to grow rapidly in the next 5 years.","a:1:{i:0;s:9:""diffusing"";}","Improving accessibility for web and phone services is a constant battle and with the release of Amazon Echo, AVDC saw an opportunity to use this new technology to the benefit of residents. AVDC received accreditation in mid-September from Amazon meaning that AVDC is the first council in the UK to receive this. Nine processes have been written and have been accepted through the accreditation process. Seven are information based and two are transactional. These include information on the leadership of the council and arranging an assisted bin collection through Alexa. The nine processes are not the finished product as the skills will continue to be refined and new further processes based on customer feedback will be developed.","As a council AVDC do not have sufficient in-house expertise to undertake the technical work needed to get the processes up and running. Arcus Global, the development partner, has done the coding/development with AVDC’s guidance providing the council insight to Arcus’s technical knowledge i.e. what will work for customers - common language used, current council processes, nuances which need accommodating for in the coding. With the accreditation, AVDC is working with Amazon Web Services (AWS) group. This has very much been a ‘learn as you go’ process as this is a council first, neither AVDC nor AWS had experience in working on council-based processes. Similarly to Arcus, constant communication was key to successfully marrying together their technical expertise and AVDC’s council-specific requirements","All 450 of AVDC’s staff and 59 members have been approached to input to the project. Drop in Q&A and live demonstration sessions were held to gather feedback vital to correctly creating the processes for the services required. As previously mentioned, AVDC’s summer roadshows were specifically themed around the voice-control program to highlight the work and gather resident feedback from multiple demographics to aid in the program’s further development. Such is the scope for service improvement held in voice control technology, AVDC has been invited to other councils and numerous events to talk about their work. This has not been a self-promotion exercise, rather it enables the team to gather vital input from peers to improve the technology. Furthermore, the more councils who take up voice control usage through Amazon Echo will benefit all participating councils as a whole as more resource will be dedicated to developing the Alexa skills software.","AVDC’s use of voice control has been the main focus of their summer roadshow program. Throughout the summer (2017), from June to September, the council has appeared at events around the district with a marquee and Amazon Echo in tow to help publicize the voice-control program and receive immediate feedback from residents. The breadth of events visited ensured staff was able to meet with a wide demographic of residents and hear their views on the council using voice control, as well as assessing their general knowledge around the new technology. Customer insight is vital to this project as resident reactions to AVDC using Alexa and knowledge of voice control, in general, will influence the future direction of the project. Overall feedback has been overwhelmingly positive as the message of broadening the accessibility of AVDC services was widely praised, no matter the level of technical understanding. AVDC is hoping to gain further and more detailed feedback from future events to help further expand the current processes and an overall number of processes available.","The biggest challenge so far encountered has been the use of language – essentially making sure Alexa understands the variations in which questions can be asked. An example of a language problem would be the similarity in sound between ‘council’ and ‘cancel’, the latter causing the command to cease. This is where the extensive customer insight work with various stakeholder groups, namely residents, staff, and members has proved invaluable in working around these types of issues. AVDC responded to this by expanding the quality of the skill to be more specific and pick up on nuances of language. This information was passed on to Arcus for coding the skill so Alexa appropriately understands the spoken command. Another issue encountered has been the certification process which, as the first UK council to undertake voice control, is completely new to AVDC and AWS. Continued dialogue and analysis between all partners has ensured the project stayed on track.","Social acceptability first and foremost. It’s a new concept so needed resident buy-in to be a success. This service will only currently be accessible to those who are using Amazon Echo, which limits the amounts of residents who can benefit, but as Alexa grows so does the reach of council processes. General take-up of Alexa by other organizations will contribute to the skills base overall and further adds to credibility – the more people who have Amazon Echos the more people available to benefit from AVDC processes. Constant development and improvement based on up-to-date feedback will be needed to ensure AVDC’s processes stay relevant and accessible. Plus to further develop services investment will be required.","There is high potential to replicate these services across many of the UK local authorities and councils, combined authorities and city-level administrations, sharing best practice and experience from existing deployments. There is further potential to expand voice services to other central and local government services beyond the examples listed.","If for whatever reason the Amazon Echo doesn’t prove a long-term success we have considerable learning from this project to be able to transfer the processes to other voice channels as well as other voice-assistant based platforms (e.g. Google Home, Apple Homepod, Microsoft Cortana).",,,,,,
11537,"Maritime Arrivals Reporting System (MARS)",https://oecd-opsi.org/innovations/maritime-arrivals-reporting-system-mars/,,"Australian Department of Agriculture and Water Resources",Australia,central,"a:1:{i:0;s:13:""environmental"";}","Maritime Arrivals Reporting System (MARS)",http://www.agriculture.gov.au/biosecurity/avm/vessels/mars,2016,"The Maritime Arrivals Reporting System (MARS) is the first fully online system for ensuring vessels meet regulations relating to the risk of pests and diseases. MARS is widely embraced by the international shipping industry. Major benefits are clarity of Australia’s biosecurity regulations, transparency of penalties for noncompliance and an efficient clearance process for each vessel.","The online portal allows vessel masters and shipping agents to manage all aspects of biosecurity clearance in one place. Before MARS, they were required to submit and receive a large number of paper documents in a process that users reported as complex and onerous. This innovation solves an immense challenge for the Australian Government. Annually, Australia receives over 18,000 international vessel arrivals. These include bulk carriers loading iron ore in the Pilbara region of Western Australia, car carriers delivering new and used vehicles to our capital cities and container vessels importing over 2.6 million containers each year. International vessels pose a number of risks to Australia’s unique biosecurity status. Vessels must carry ballast water to improve stability, balance, and trim. This water, unless managed appropriately, can introduce a range of exotic marine pests impacting Australia’s $2.7 billion fisheries industry as well as introducing significant environmental and social amenity threats.
Vessel arrivals can also introduce pests not found in Australia, such as Asian Gypsy Moth and Burnt Pine Longicorn, which could devastate our $2 billion forestry industry. The Department of Agriculture and Water Resources has over 100 staff across 70 ports in Australia. The infrastructure and operations at each of these ports are radically different and impact how the biosecurity risk is managed. In some of the more remote locations, officers are required to travel, sometimes taking several days, to the port to conduct inspections. Effective communication is essential to ensuring biosecurity risk is managed appropriately and is a key issue in the maritime pathway. Vessel masters rarely speak English as a first language and must be fluent in multiple languages to work with their crew and visit global ports. This language barrier is compounded by Australia having one of the most comprehensive biosecurity requirements in the world. MARS has replaced the 20-year-old Vessel Management System (VMS).
The constraints of VMS increasingly required manual workarounds to manage the biosecurity risk of international vessel arrivals effectively. This led to regional variations in the service we provided that negatively impacted client experience. Through the delivery of a new technological platform, the MARS project has redefined the biosecurity clearance of maritime vessels, delivered an improved and more consistent experience for clients, and enabled a range of innovative policies that significantly strengthens the department’s capability to protect Australia’s unique pest and disease status. The introduction of MARS has resulted in a more transparent, efficient and effective system, and delivered significant improvement in the biosecurity risk management of vessels.
The department estimates that MARS saves $6.6 million per annum including
• $4.18 million per annum in cost reductions for the industry as a result of fewer physical vessel inspections under the Vessel Compliance Scheme
• $1.34 million per annum in industry savings due to the automated processing of ballast water applications
• $321,000 in cost reductions as a result of a more streamlined inspection process
• 2,000 hours of time saved in the MNCC due to no longer processing pre-arrival reports, allowing increased time for risk-based targeting and help desk support.
Agents have realized significant productivity improvements as a result of MARS. The application lodgement and service request process reduces double handling of applications by ensuring all information is collected at the time of submission. Agents are also able to track applications and service requests through the MARS interface and download copies of the latest BSD. This has improved the client experience by providing access to key information. For the department, the introduction of MARS has also led to a significant productivity increase. The pre-arrival process has resulted in savings for the MNCC, who can focus on vessels requiring additional assistance.
Further, because officers are able to complete the inspection on board, 15 to 30 minutes are being saved in each inspection. This activity was previously not cost recoverable, as a result, MARS is increasing the proportion of officer time available to be cost recovered. Finally, MARS is making the department’s goal of workforce integration and staff mobility easier by removing the need for officers to return to the office to process inspection results. This enables the department to improve the client experience through improved response times and reduced overheads.","a:3:{i:0;s:3:""876"";i:1;s:3:""194"";i:2;s:3:""612"";}","Innovation in MARS can be divided broadly into the submission of applications, automated issuance of directions, paperless inspection process and automated invoicing of agents. MARS has delivered a range of innovations for officers, masters, and agents across the maritime pathway. These innovations have ranged from incremental policy changes enabled by the system to the radical innovations of the Biosecurity Status Document (BSD) and Vessel Compliance Scheme (VCS). BSD The development of MARS identified that the format and number of directions issued by the department, as well as the comprehension level required, hindered masters understanding the biosecurity message and their role in preventing the spread of pests and disease. MARS has revolutionized the way the department communicates with the shipping industry by introducing the BSD. The BSD is the single point of reference for all biosecurity-related directions, separated into each functional area of clearance with a traffic lights status display. BSD is a novel innovation in two ways.
Firstly, the use of traffic lights to indicate the status of each section is unique in the maritime pathway and greatly improves compliance as masters intuitively understand the meaning of the traffic lights. The traffic lights on the BSD have facilitated discussion between masters and officers about how to comply with the department’s requirements and is quickly becoming an iconic document in the maritime pathway. The VCS is an innovative new scheme that matches rewarding compliance with complete transparency over requirements. Historically vessel masters wanted to comply but did not have the tools to do so. The VCS introduced a demerit-based system, unique in the Australian maritime space, where a list of all issues and their associated demerit points are published.
All vessels receive a demerit action for each issue found on board, which is recorded and discussed with the master. Vessels with three or more voyages over 12 months are then eligible for a 60 percent reduction in physical inspections if they receive under 10 points in any one voyage or under 20 points over three voyages. The initial data indicates that in the first six months of MARS, the VCS has reduced physical inspections by six percent over the previous scheme and feedback from officers indicates that masters are more aware of the department’s requirements.","a:1:{i:0;s:9:""diffusing"";}","The process for vessels to announce the arrival in Australia to Biosecurity was paper-based, repetitive and provided a poor client and stakeholder experience. Vessel masters often stated that they didn't understand how to comply with Australia's Biosecurity requirements and subsequently found themselves attracting penalties. It was decided that compliance and biosecurity outcomes could be better achieved if a client/user-oriented approach was taken. The first goal was to provide a paperless process for clients and stakeholders and the second was to provide masters and agents with an easily understandable compliance status (the 'traffic lights' and demerits process).
The Maritime industry was consulted very early on to test the concept and once they showed approval, the project was scoped, funded and developed by the Australian Department of Agriculture and Water Resources. Success and failure have been determined by the significant financial savings for both Government and Industry, by the significant productivity savings for the department and agents, and by increased compliance rates as masters can see the requirements more easily and judge where they may have issues by the red or amber 'traffic light'. Other government agencies are looking to use the format of MARS for their compliance-related systems. The system itself is also being extended to other vessel types in Australia.","The collaboration was key to this innovation: The ICT area worked very closely with the business to understand what was needed and build the system. Their collaboration efforts were key to bringing the ideas to reality and is a great example of how projects should be developed and delivered. A key contributor to this project being delivered successfully was the strong management support provided across the department.
The project staff and very talented business analysts were given the authority and autonomy required for true innovation to be achieved. The efforts of the subject matter experts and all vessel inspectors from the operational areas should be recognized. By bringing the on-ground experience to the project they contributed greatly to its success. The openness of officers in adapting to the change is a great example to all project. Lastly, the advice and openness of the maritime stakeholders provided a valuable sounding board and a depth of experience that was invaluable.","The team leads the project in a collaborative co-design manner that produced significant results in the way the change was managed and communicated to staff. It really is a gold standard example of managing change and was achieved through the collaborative efforts across the department with communications, training and finance staff. External stakeholders had recurring involvement at the critical decision and design points. They understood the vision from the start and guided the design process from their point of view. The interaction of all members of the project including stakeholders, partners, project team and interested observers all impacted positively on the project. The final project was business ready and user uptake was beyond expectations from day one. User experience surveys have consistently provided results that say the new system is easier to understand and has taken much of the uncertainty away.","The department estimates that MARS has saved $6 million in the first year, including:
• $4.18 million per annum in cost reductions for the industry as a result of fewer physical vessel inspections under the Vessel Compliance Scheme.
• $1.34 million per annum in industry savings due to the automated processing of ballast water applications.
•$321,000 in cost reductions as a result of a more streamlined inspection process.
• 2,000 hours of time saved in the Maritime National Coordination Centre who is no longer processing pre-arrival reports, allowing increased time for risk-based targeting and help desk support. Further savings are expected as all vessel types are moved into the system.","There were some project setbacks around scope and funding but these were easily managed by rescoping and budgeting. Beyond that, there have been few challenges.","Good management, good leadership, the acceptance and embracing of innovation.","There is great potential. The department has already been approached by other government agencies and other business sectors who would like to explore its use in their areas. Many government regulators have similar situations of a need for complex or unique regulations to be understood by infrequent users or users with little host country language skills.","The greatest lesson is that of project focus. We approached the project from a completely different perspective from the way, we would usually - from the client's rather than the departments.","The innovation has been awarded the Institute for Public Administration Australia Innovation award for 2017.",,"a:1:{i:0;s:5:""11538"";}",,,
11545,"Better information for Better Government",https://oecd-opsi.org/innovations/better-information-for-better-government/,,"UK Government","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","Better information for Better Government",http://www.gov.uk/government/publications/better-information-for-better-government,2016,"This project uses text analytics to help the UK civil service derive value and manage risk from high volumes of unstructured digital information that has accumulated over the decades. We are also exploring the potential of technology to support real-time categorization and connect staff working on similar challenges across organizations to improve productivity and outcomes.","Effective information and records management, whether on paper or digitally, is essential for good government: to support policy development, to provide accountability, to enable comprehensive evidence to be submitted to inquiries and court actions, and eventually to provide the historical background to government. The challenge of applying traditional archival approaches from the print and paper era to high volumes of digital data has emerged as a significant problem for the government and other large organizations over the last decade or so. In the UK, The National Archives had been considering the issue under its digital research program when an independent review, highlighting the risk of allowing unstructured information to accumulate, moved the problem into the public spotlight in 2015.
The review observed that the transition from paper-based working to email and electronic documents had undermined the rigor of information management across much of government. While little information has been lost altogether, much of what has accumulated over the past fifteen to twenty years is poorly organized, scattered across different systems and almost impossible to search effectively.
This not only undermines government’s ability to structure and preserve long-term records, but it also creates real and immediate risks for senior leaders, who may be unable to provide evidence for past decisions and actions or to meet their statutory obligations for public records and Freedom of Information. The review prompted the formation of a collaborative team to tackle the issue on a cross-government basis. The main contributors to the collaborative effort are the Cabinet Office, The National Archives and the Government Digital Service.
In the initial phase, the team worked with archivists, digital professionals, and external experts to develop a way to use data analytics technology to sift, deduplicate and make sense of departments' digital material. A number of pilot projects have been initiated and some early lessons have been identified. The team also pursued a number of ways to address the behavior challenges inherent in asking a workforce to put additional effort into what is generally perceived to be an administrative task.
The program is now moving into a more exploratory phase to investigate the application of technology to deliver near-term benefits to productivity and effectiveness of government policy formulation and implementation. Proposals under development include the real-time application of text analytics, natural language processing, and sentiment analysis to automatically suggest appropriate categorization of information as it is created. This supports record categorization: e.g. distinguishing between the social ephemeral instant message text and the contractual document which needs to be retained for a number of years after contract end date.
Most significantly, this approach opens up the potential to identify, in real-time, what area of policy or service a government worker is creating information on; what phase of development they are in; and how similar their area of activity is to other public sector officials in other departments or organizations. The potential exists for ‘the system’ to suggest to the individual previous work that may be of relevance, colleagues who may be able to support with knowledge gained in previous experience, or indeed people who are prime for active cross-departmental collaboration on the topic. The high-level objectives of the innovation can be summarised as follows:
1. Support central government in understanding the scale and structure of its legacy data collections and the risks inherent therein.
2. Support government departments in gaining greater control over such collections and sorting or reducing them to the level of acceptable residual risk.
3. Developing and implementing a new standard for information management and using this to drive the necessary behavioral changes.
4. Prototyping and implementing technology innovations so that government employees are digitally enabled by enhanced search and automated services that help them find information and expertise as well as system processes that make it easy for them to manage the information they acquire or create.
The beneficiaries of this work include central government ministers and officials; others involved in inquiries, investigations, and litigation; archivists, journalists, and historians; and, ultimately the citizens of the state. By approaching the work in a collaborative and open manner there is the potential for the benefits to be replicated in local government and other public sector organizations such as health services.
Though still at an early stage, this innovation has the potential to provide the public sector with the tools it needs to make sense of the material that its employees create. This, in turn, will lead to better outcomes, more accountability, and a richer historical archive.","a:3:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""317"";}","The status quo has arisen from a broad assumption that if policy and guidelines are available they will be found, read, understood and followed. The evidence suggests that in times of high operational delivery pressure, combined with a shrinking public sector workforce, this is not the case. Previous efforts to change behaviors have involved little more than ‘restating the rules’. Where attempts have been made to introduce technology to address the problem it has often been counter-productive; implementing old-fashioned Electronic Document and Record Management Systems with little regard for how users work - demanding significant extra effort from the workforce to manually create extensive metadata and\ make decisions about what to keep, where to keep it and for how long.
This innovation is different because it is driven by the perspective that a benefits focussed value proposition is the most effective way to support behavior change, coupled with harnessing emerging thinking in behavioral economics and behavioral science to ‘nudge’ civil servants in the UK to improve information management behaviors. Where technology and techniques already exist, such as the use of e-discovery in the legal profession, the innovation comes from discovering how to apply it on a broader and more diverse problem space across government, at significant scale and as part of ‘business as usual’ processes.
The technological innovation in exploring the application of text analytics, natural language processing and sentiment analysis in real-time to support information management and exploitation is, to the best of our knowledge, a step-change in the public sector consideration of such technology (with the exception of some defense and security contexts). The concept of combining this with the development of a cross-government semantic knowledge graph is, again to the best of our knowledge, new to the public sector. Inspiration has not been drawn from any specific other innovation efforts; it has come from a long term tracking and analysis of technological and societal trends and creative consideration of how they might inform solutions on this problem space.","a:1:{i:0;s:20:""developing_proposals"";}","The innovation consists of a number of projects arranged in different phases designed to be mutually supporting in delivering the overall program objectives and benefits. Different elements of the program are therefore at different points in the innovation lifecycle. The problem was identified in the course of an independent review into government record keeping and information management. A ‘discovery’ phase was employed; clarifying the problems, understanding the needs of government departments and identifying areas of investigation for future solutions. An ‘alpha’ phase followed, looking at innovative approaches to digital legacy management by piloting the use of e-discovery and data analytics software, then sharing lessons learned among departments.
The need to tackle long-term compliance improvement and behavioral change was supported by developing a ‘Knowledge and Information Behavioural Change Toolkit’. Exploratory workshops have been used to reframe the program to strengthen the current value proposition and increase the scope of technological innovation. Success metrics are being developed with the concept of a whole of government risk dashboard being the significant quantitative measure. The extent of behavior change achieved and shifts in staff satisfaction with their ‘digital workplace’ will be assessed via longitudinal qualitative surveys, The spread of the innovation is occurring through cross-government networks such as the Knowledge & Information Management profession. This includes helping government departments learn from both the central team and each other in a collaborative setting.","Collaboration with The National Archives has been essential to bring deep expertise in archival practice into the team, especially in the digital domain where they have a world-leading digital archives approach. Similarly, the contribution from the Government Digital Service has allowed the team to engage in the implementation planning for major information systems across government, providing for the opportunity to support good information management practices from the start. Technical contributions have also come from the Government Legal Service and the Crown Commercial Service. Broader collaboration with the cross-government Knowledge and Information Management profession has been essential as responsibility for addressing this problem space is distributed across government departments.","During the discovery phase workshops were undertaken with consulting firms, highly-regulated industries, and academics to understand best practice in information and knowledge management. The team has engaged with small-scale providers of data analytics solutions and larger system integrators to identify available ‘off the shelf’ solutions and understand how these might be deployed at scale. Commercial stakeholders were invited to formal ‘Supplier Engagement Day’ and a sequence of 1 to 1 discussion with technical and procurement specialists. Civil society organizations and citizens have been engaged via a mix of formal briefings (e.g. at the Information Management and Records Society annual conference) and informal activities such as discussions at the community of practice meetings of civic-minded technologists. The academic community, a long-term consumer of government information through archival research, has also been engaged through conferences (e.g. at Northumbria University).","Early results have confirmed that the use of e-discovery and data analytics can significantly reduce the volume of information that needs to be reviewed by more manual approaches. Though the exact process for how this will work at scale is still in development, the use of data analytics is expected to make it more likely that government will be able to manage its legacy digital information from a risk perspective, as well as gaining valuable insights from it. The behavior change toolkit, developed in the alpha phase, has already been credited with significantly improving the information change strategy of a major government department. If some of the more stretching goals of this work (record categorization and network creation) come to fruition, the upsides for government productivity and outcomes are potentially very significant. Though it is too early to speculate on the exact scale of impacts and returns, we would hope that civil service working practices would change considerably for the better as a result of our work, with potential knock-on effects for outcomes for citizens and customers of government services.","To date, we have encountered a mix of procurement, security, organizational and cultural challenges. Some of these have resulted from commercial difficulties arising from interaction with major IT system integration and operating companies. Others have included the difficulty of engaging senior leadership attention on this problem for a period of sustained effort. The team is exploring a variety of ways to address these challenges, for example by exploring ways to bring risk which implies future effort (and therefore resource) forward as a nominal contingent liability, and (in a different context) re-framing the problem to focus more on harnessing value than managing risk.","Pre-requisites for success in this type of innovation include sustained senior leadership engagement; aligned motivation and values across the team; and, the ability to apply different levels of pace and delivery expectation to different components of the solution set depending on complexity and the urgency of the corresponding problem area.","The potential for this innovation to be replicated elsewhere is very high. The problems are generally organization agnostic and exist in any large (>500 knowledge workers) organizations - especially if they are federated to any extent. Thus similar problems are found in local government authorities and health service organizations. We hope that we will be able to share lessons with other governments, charities and other not-for-profit third sector organizations. The technology approaches are being pursued in a deliberately vendor-agnostic manner. As government departments use a variety of cloud-based office productivity systems it is essential that the tools and techniques we develop work across different systems.","Dealing with complexity in a problem space of this range and scale works best with an open and collaborative approach - but this is only sustainable if the senior management of the contributing organizations can align themselves with a common set of goals which also support their organizational objectives. Success and progress also require sustained effort, ideally from a central team which can coordinate and drive activity and ensures alignment and effort from all partners. A hallmark of this work has been experimentation and testing. It can be difficult to persuade stakeholders to experiment when resources are limited, but this project has had success through an incremental approach.",,,,,,
11556,"Centralized Contractor Registration System",https://oecd-opsi.org/innovations/centralized-contractor-registration-system/,,"Centralized Contractor Registration System",Nigeria,central,"a:1:{i:0;s:12:""public_admin"";}","Centralized Contractor Registration System",http://federalcontractors.bpp.gov.ng,2012,"The Centralized Contractor Registration System is a web-based portal that is aimed at facilitating pre-qualification process in Nigeria's public procurement and providing a centralized information repository for all vendors as well as their categorization and classification for professionalism, competence and efficient project delivery in the country.","The innovation was developed in order to address challenges observed with the existing system which include:
- The very high cost of doing business with the Federal Government as Contractors are required to do multiple registrations with individual agencies.
- Lack of specialization and professionalism as there does not exist any form of categorization or classification model or structure for Contractors in Nigeria.
- Unnecessary overextended procurement cycle as the pre-qualification process by procuring Entities is complex and unduly lengthy due to lack of data on Contractors.
- Undue exclusion of some contractors who did not participate in the Federal Ministry of Works Contractors Registration scheme in the procurement process.
- Lack of centralized performance record and data of contractors, Inability to verify basic business background and capacity of foreign Companies bidding for business in Nigeria.
- Limited or non-existence of data to determine the ownership structure of companies doing business with the Federal government of Nigeria.
","a:3:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""623"";}","The fact that it is online and web-based ensures transparency and efficiency which are among the core objectives of public procurement. It is the first of its kind in Nigeria and has the potential of being used across Africa.","a:1:{i:0;s:9:""diffusing"";}","The innovation was launched in 2012 and so far there are about 50,000 contractors, consultants and service providers registered on the system. The idea started with the urgent need to address the problems of unprofessionalism, lack of competence and specialization by contractors which led to the incessant cases of abandoned and uncompleted projects in Nigeria. It was realized that a solution to that was to develop a database that will capture information of all contractors to include their contact, business category, financial strength, previous jobs executed, the experience of the personnel.
The information provided by the contractors will then be used to categorize and classify the contractors. We have now been able to successfully categorize and classify initial batches of registered and verified contractors. Some of the achievements recorded include having a centralized database of about 50,000 contractors so far. Our monitoring and evaluation for the project revealed a significant success, however, we have embarked on improvement and are now developing a version 2 of the application to capture all observations and address the deficiencies of the current system.","The innovation was conceptualized by the Bureau of Public procurement. However, the Bureau partnered with other relevant stakeholders including Ministries, Departments, and Agencies (MDAs), Contractors, Consultants and Service Providers, Professional Regulatory Bodies, etc. Their input was useful in making the project a success.","The system is owned by the Bureau of Public Procurement. Ministries, Departments, and Agencies (MDAs) contributed to molding the concept as they are the implementers of the projects. The contractors were also sensitized on the need to key into the idea. The input by Professional regulatory Bodies was also useful as they mostly deal with the contractors on a professional level. In all, the different contributions and input by the stakeholders made the innovation successful.","
- Some of the results achieved include cost saving by contractors through single registration with the Bureau as opposed to multiple agencies.
- Categorization based on business specialization and expertise and classification based on financial/technical capacities and turnover of completed jobs will greatly enhance professionalism and effective project management.
- reduced incidence of failed and abandoned projects as contractors will be required to provide verifiable job completion status reports from agencies to maintain status in the system.
- Elimination of ghost and phantom contractors as particulars and ownership details are captured in the database.
- Interested stakeholders and the general public have access to details of contract performance records of Contractors in the database thereby enhancing greater transparency in public procurement.
- Increased diligence in adopting the use of restricted tendering by procuring entities as the database can be queried to access the list of all registered contractors for any particular category of procurement.
- An overall reduction in the procurement cycle as procuring entities can utilize the database for pre-qualification of bidders.
","Some of the initial challenges encountered include resistance and lack of support from political leaders as the system is seen as disruptive of the status quo which encourages corruption. However, with continued engagement and sensitization, they gradually supported the project. Another challenge was computer literacy among contractors who use the system.","I think there must be political will first and foremost. Then there must be strong institutions as well as IT infrastructure. On the same vein, finance is equally critical. Finally, change management must also be considered as people are always apprehensive to change and not ready to relinquish the status quo.","This innovation is not too complex or complicated. It mainly involves automating normal manual processes. Hence, it has the potential for replication to solve similar problems or issues. We are ready to share experience","We would like to share our experience and the fact that Africa can be great with the adoption of innovation and technology in governance. Our message is mainly that technology can be used as a tool to fight corruption, entrench good governance by ensuring transparency, efficiency, and accountability. We would also want to show that political will and commitment is critical and can make or mar any initiative.","We see it as a revolutionary tool for entrenching good governance in Africa and beyond.",,,,,
11566,"The Revolution of amputee patient care",https://oecd-opsi.org/innovations/the-revolution-of-amputee-patient-care/,,"The Revolution of amputee patient care","South Africa",local,"a:1:{i:0;s:6:""health"";}","The Revolution of amputee patient care",http://http://www.kznhealth.gov.za/clairwoodhospital.htm,2014,"Amputee patients were staying in the hospital for extended periods of time due to poor healing and outcomes. The physio department used a machine traditionally used to treat back and joint pain, to increase wound healing time. The machine decreased the patients' length of stay by 20% and reduced edema. This decrease in edema assisted in less need for the shaping of the stump.","In September 2014, the Clairwood Hospital Physiotherapists started a project as a way for reducing the length of hospital stay for amputee patients and improving their outcomes. Patients were staying in the hospital for up to 9 months and once they received their prostheses, some were not using them effectively. The main goal of the project was to reduce the healing times of amputee patients by 25% and reduce swelling in the residual limb. This would help to decrease the time taken for the shaping of the residual limb. The patients were put onto a program of using a shortwave therapy machine.
Pulsed shortwave therapy (PSWT) had recently been shown to halve healing times of wound in patients. This machine was applied to patients 3 times per week for 15 minutes per day. The patients were monitored through weekly photographs of their wounds and patients length of stay was analyzed for a year prior to and post implementing the application of PSWT.
Implementation:
The physiotherapist in charge of the female amputee patients’ ward initiated the project using the recommendations stipulated by the research. The machine was initially housed in the physiotherapy gym but as the treatment length was 15 minutes, only 4 patients were able to be seen during their hour-long exercise class. We, therefore, moved the machine to the ward to ensure all patients who required it could easily access it during the day. The patients were seated on a wooden chair after walking there or using a wheelchair as necessary. They would put their residual limb on a wooden bench placed between the electrode plates. The machine was set using the specified parameters, this was that it must be pulsed with the longest rest interval possible for the machine and the amplitude should be less than 50%.
The reason for this is that the results obtained needed to occur without any heating of the tissues. Circulation would be improved with increased uptake of inflammation products and increased delivery of healing products. As dressings were changed every Friday and Monday, Friday was selected for the weekly wound photograph to be taken, they were stored on the computer under the patients’ initials and a comparison was done visually.
Impact:
The visual assessment of the patients’ wounds clearly showed improvement in the healing week on week, some patients’ wounds were completely healed in just 4 weeks. It was also noted that the patient’s’ edema was reduced post healing thereby ensuring that shaping of the residual limb was easier and took less time. The average length of stay (using monthly statistical records) of female amputee patients’ was calculated from 01 October 2013 – 31 August 2014 (pre-intervention) and compared it to the average length of stay from 01 September 2014 – 31 July 2015 (post-intervention). The average length of stay pre-intervention was 157, compared to 111 days post-intervention. The results showed a marked decrease in hospital length of stay of 46 days. This was a decrease of 29.2% in length of stay of female amputee patients’ post-PSTWT intervention.
As the edema was reduced post PSWT, there was less of a need for the use of bandages for the shaping of the limbs. This reduced the need for consumables and the patients’ were able to attend the Amputee prosthetic clinic in less time. Sustainability: This project is easily sustainable as the machines are currently in place is each surgical ward; we were able to obtain an extra machine from another hospital that had no need of theirs. We now have one in both the male and female surgical wards. The physiotherapists and physiotherapy technician were all trained on how to utilize the machine correctly. The new staff is trained as their rotation takes them through the wards with amputee patients’. The procedure is clearly explained and the nurses and patients are fully aware of the service and because they are able to clearly see the results, they are motivated for the project to continue.","a:3:{i:0;s:3:""623"";i:1;s:3:""211"";i:2;s:3:""617"";}","This modality is usually used for treating muscular pain and has only recently been shown to improve wound healing and reduce swelling. There were only a few research articles showing the benefits at the time so the results were closely monitored in the first year to ensure that clear benefits were seen through the wound photographs from week to week.","a:1:{i:0;s:9:""diffusing"";}","The SWT machines needed to be housed in the wards instead of the physiotherapy gym or ease of patient access. There were difficulties with the nurses and cleaners on the wards initially as the machine would be constantly moved but once the project was clearly explained to and the results noted by them, a designated space was agreed upon and the machines remain in their given spaces to this day. The patients’ propel or ambulate to the machine themselves to await therapy.
A contraindication to using this machine is pregnancy and as some of the physiotherapy team members have been pregnant over the course of this project, the physiotherapy technician was trained to ensure the continuation of patient care without placing the physiotherapist at risk. The PSWT machine is only able to improve blood flow where it is functional therefore the patient needs to be counselled extensively with regards to dietary and other lifestyle changes (e.g. smoking cessation). Outcomes and results are more clearly and easily seen when the machine is utilized in patients’ who have a comply with these changes.","The nurses in the hospital assisted in examining wounds when therapists were unable to do so. The dieticians were asked to assist with any vitamins that would encourage wound healing. The occupational therapists were involved in making splints for below-knee amputees to limit contractures.","The patients were involved by positioning themselves by the machine and consenting to photographs of their wounds as required.","The visual assessment of the patients’ wounds clearly showed improvement in the healing week on week, some patients’ wounds were completely healed in just 4 weeks. It was also noted that the patient’s’ edema was reduced post healing thereby ensuring that shaping of the residual limb was easier and took less time. The average length of stay (using monthly statistical records) of female amputee patients’ was calculated from 01 October 2013 – 31 August 2014 (pre-intervention) and compared it to the average length of stay from 01 September 2014 – 31 July 2015 (post-intervention).
The average length of stay pre-intervention was 157, compared to 111 days of post intervention. The results showed a marked decrease in hospital length of stay of 46 days. This was a decrease of 29.2% in length of stay of female amputee patients’ post-PSTWT intervention. As the edema was reduced post PSWT, there was less of a need for the use of bandages for the shaping of the limbs. This reduced the need for consumables and the patients’ were able to attend the Amputee prosthetic clinic in less time.","The SWT machines needed to be housed in the wards instead of the physiotherapy gym for ease of patient access. There were difficulties with the nurses and cleaners on the wards initially as the machine would be constantly moved but once the project was clearly explained to and the results noted by them, a designated space was agreed upon and the machines remain in their given spaces to this day.
The patients’ propel or ambulate to the machine themselves to await therapy. A contraindication to using this machine is pregnancy and as some of the physiotherapy team members have been pregnant over the course of this project, the physiotherapy technician was trained to ensure the continuation of patient care without placing the physiotherapist at risk.","The physiotherapy staff to operate the machine and the shortwave machine is necessary for the project to be a success.","Many of the hospitals in EThekwini were given Shortwave Therapy machines as part of the MERP project a few years ago. This is a project where machines are given out to hospitals on a needs basis. Our hospital was given one but others were given 5 or more. Physiotherapists are trained in using this machine at the undergraduate level so it would not be difficult to explain the procedure and settings. The physiotherapists at Clairwood were able to hand over to each other without incident and this program has been running for 3 years.","Staff training each other on the use of the machine and the physiotherapy technician worked well as there was never a lapse in service. Explanation to the patients and eventually word of mouth between patients ensures that the patient is always available for treatment and actually queue for therapy. Having the machine in the gym was not user-friendly so two machines were placed inwards.",,,,,,
11570,"Gauteng Department of Education Online Admissions Application System",https://oecd-opsi.org/innovations/gauteng-department-of-education/,,"Gauteng Department of Education","South Africa",regional,"a:1:{i:0;s:9:""education"";}","Gauteng Department of Education Online Admissions Application System",http:///www.gdeadmissions.gov.za,2015,"The Gauteng Department of Education (GDE) introduced the online application system in 2015. The Admissions Application Online System was introduced to ensure that the Department has all information relating to admissions in a central repository for planning and reporting purposes.","In its quest to continuously improve service delivery to ordinary citizens of the Gauteng Province, the Gauteng Department of Education (GDE) introduced the Online Admissions Application System, thereby advancing ICT in line with Pillar 6 of the Department (ICT in Education) which was to contribute towards modernization in schools.
The primary aim was to develop a centralized database for planning and monitoring admissions processes in the province. The secondary aim was to eradicate long queues at schools on the first day of application. The Application was designed to ensure that schools apply Admissions Regulations fairly and equitably. The objectives of the innovation are to:
* Create a centralized database that will inform the resourcing needs across all line functions
* Eliminate long queues at schools during the application period
* Place all learners within the set timeframes
* Ensure that schools place learners according to the capacity of the school in line with Infrastructure Norms and Standards
* Ensure accurate date for proper planning
* Ensure efficient management and monitoring of the admissions processes in the province
* Enable parents to access the department's services at ease.","a:3:{i:0;s:3:""876"";i:1;s:3:""617"";i:2;s:3:""612"";}","This innovation is the original initiative of the Gauteng Department of Education (GDE). For the first time in Gauteng, all parents of children going into Grade 1 or 8 in Public schools were enabled to apply for places for their children for three (3) schools (first, second and third choice), either close to where they live or where they work, without having to take time off work, and without even having to visit the school. The Parent provided their own and their child's details online and the Application then interrogated a Geographic Information System (GIS) and identified the appropriate schools.
The parents could apply from the convenience of their own home and receive confirmation that their application was receiving attention by SMS (Short Message Service), or check on the status of their application on the Internet. The Department thus ensures that the Admissions Regulations were strictly adhered to and that no Parent was turned away from schools for spurious, illegal reasons. Parents and learners were therefore given a convenient and equal opportunity to apply to schools of their choice.
A central database hosted at the State Information Technology Agency (SITA) enabled the Gauteng Department of Education (GDE) for the first time, to immediately identify the most popular schools in areas of high demand for schooling, the numbers of applications per school, cluster, circuit, district or the total for the Province.
This could be done online from any location. Demographic trends could also be identified, including the numbers of learners from other Provinces and other countries. In addition, the Gauteng Department of Education could instantly identify any schools which have spare capacity for placement of learners.","a:1:{i:0;s:10:""evaluation"";}","Prior to the development of the Admissions Online Application, parents were required to apply for admission of the children to schools by going from school to school to seek placement. This practice sometimes included parents having to wait in long queues before they could be assisted. It became common practice for parents to queue overnight at the most popular schools that are in high demand on the day before the commencement of the Admissions Period.
When applying for admissions, applicants were required to complete a paper-based application form and submit the required documentation to a school of their choice. The paper-based form of application for admission was not always transparent or fair as schools could select applications on the basis of the learner’s academic or sports record and/or the parents’ ability to afford school fees.
Thus, the acceptance or denial of an application was not always done in compliance with the Admissions Criteria as per the Regulations on Admission to Public Schools, 2012 as amended. The Department, when monitoring Admissions during the admissions period discovered that many schools charged a registration fee which was prohibited in terms of the Regulations on Admission to Public Schools, 2012 as amended. Therefore, children of parents who could not afford to pay a registration fee were automatically excluded, leading to a number of claims of unfair discrimination from parents. It is imperative for the Department to have accurate admissions statistics as the number in order to make accurate resource provisioning for each learner that is admitted to a school.
Accurate admissions statistics enables the department to provide the appropriate amount of educators, school furniture, textbooks, nutrition, scholar transportation, and budgetary allocation. However, prior to the Admissions Online Application, the department relied on statistics provided by schools for record-keeping, reporting and resource planning purposes. The Admissions Online Application system was first piloted in 2014.
This was in response to a request from the Member of the Executive Council (MEC) for Education (who is a Provincial Education Minister) to review and automate the school admission process. Through it, parents are able to apply for admission for children in their care to public ordinary schools online using an internet-enabled computer or from a Smart Cellular Phone.
The online application has obviated the need for parents to visit schools of their choice, and having to queue, in order to fill in paper-based forms. It allowed parents to apply from the comfort of their homes or offices. The Application also allowed for transformation in that schools are not able to exclude applicants without applicants having an avenue for recourse. The innovation has been spread to all the schools in the Province. A qualitative study exploring the effectiveness of centralized registration in Gauteng Schools was conducted to evaluate the success of the system.","The Online Admissions Application System has not only resulted in job creation for young people, but the main drivers of the initiative within the Gauteng Department of Education (GDE) are women. Two Chief Directors, Chief Directorate: School Management and Chief Directorate: Information Technology, selected as Chairpersons of the Admissions ICT meetings are female, the Director: Public Ordinary Schools who is the Project Manager of Admissions is also female.
In addition, the State Information Technology Agency (SITA) partnership with GDE involves a number of female partners. These women have played vital roles in ensuring that the initiative was driven from the conception stage to actualization. The Online Admissions Application System has resulted in job creation, allowing a number of first-time employees with an opportunity to gain experience in the job market and earn a salary to maintain families.","The Department provided two young black men with IT acumen, recruited as interns from a private institution, the opportunity to create the Online Admissions Application System. These two young interns became the main Developers of the Admissions Online Application, resulting in their appointment as Deputy Directors: IT at the Gauteng Department of Education.
They continue to play a major role in the management and constant improvement of the Admissions Online Application. The main stakeholders are parents who apply for admission of their children to Grade 1 and 8. Feedback from parents, School Governing Board Associations, schools, and districts are encouraged through review sessions and queries forwarded to the MEC’s Hotline, Help Desks and telephonically.","The initiative impacted 331 625 learner lives in that this number of learners is successfully placed at schools in the Gauteng Province. Service delivery was significantly improved as more than 85% of the parents made their applications online and visited one school to submit the requisite documents for verification only. The Admissions Placement Open Days opened at 9:00 and closed at 16:00. District Officials, School Principals, administrative staff and interns manned the venues while Head Office played supported schools and districts and monitored attendance.
A total of 1722 Learners were placed during the admissions placement Open Days. The Admissions Online Application generated statistical reports to provide requisite information to ensure adequate resource provisioning in due time. Additional learners were placed in schools, provision was made to accommodate the learners with additional 603 ICT classrooms to be delivered by April 2017.
In line with the Regulations on Admission to Public Schools, 2012 as amended, Non-South African citizens are accepted provisionally and allowed appropriate time to secure documentation. To ensure that all learners of school going age are attending school, the Department has established links with the Department of Social Development and the Department of Home Affairs. Gender equality was promoted through the recruitment and deployment of interns at schools Districts and Head Office. The Majority of interns deployed are women.","When the Online Admission system went live on the 11 April 2016 technical glitches were experienced due to the system experiencing high volumes of applications at the rate of 600 “hits” per second resulting in the system crashing. The process had to be suspended for 48 hours.
The system capacity was improved by increasing the bandwidth, the number of servers and other relevant applications. To ensure that admissions timeframes are not tampered with, the State Information Technology Agency (SITA) outsourced services of a service provider to ensure an infrastructure that could accommodate between 20 000-30 000 applications per minute. The migration was managed by the technical team and the information system industry experts.","A supporting infrastructure, human and financial resources including leadership guidance are critical for the success of such an innovation.","Online Admissions can be replicated in a National Database System that can be used at the national office (Department of Basic Education) to monitor school admissions nationally. The system can be modified to suit the unique context of each Province. Admissions Data will be located in one centralized national database for the Department of Basic Education to use for reporting and planning purposes as a Country. Schools, districts and Provinces will feed into the National Database.","Based on the lessons learned, the Admissions Online application has been improved. The most important lessons learned are outlined below.
•Registration and Application should be completed at the same time
•Landing Page needs to be interactive, to provide necessary information to minimize queries to the Department
•The Admissions Online Application needs to be linked to the database of the Department of Home Affairs for validation of ID Numbers
•Applicants will be alerted to the distance between the address provided and the school.
•Specific categories of schools and access requirements must be specified
•Comprehensive, chronologically generated online Waiting lists of successful and unsuccessful applicants must be signed off electronically by the Principal, Institutional Development and Support Officer (IDSO) and Circuit Manager
•The Application needs to generate live statistical reports accessible to Schools, Districts, Head office in different views.",,,,,,
11581,"Gov.UK Verify - The Digital Identity platform for the UK Public Sector",https://oecd-opsi.org/innovations/gov-uk-verify-the-digital-identity-platform-for-the-uk-public-sector-2/,,"Cabinert Office - Government Digital Service","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","Gov.UK Verify - The Digital Identity platform for the UK Public Sector",http://www.gov.uk/government/publications/introducing-govuk-verify,2016,"GOV.UK Verify enables people to create a ‘digital identity’ that can be trusted by any public or private sector organization. The UK government standards to which Verify operates are recognized by EU and North American governments enabling international interoperability. Catalyzed by demand from digital public services, from Nov 2017 Verify will be usable by private sector services.","The internet has evolved without an Identity Layer. A cartoon caption first surfaced in The New Yorker in 1993 read “On the Internet, nobody knows you're a dog.” This cartoon is still used today to articulate the importance of identity in remote digital transactions. The requirement for identity is essential to be able to establish trust with a customer. As digital services have evolved organizations have addressed the identity challenge for their own perceived risks.
The result has been variegated identity verification standards which leave customer data exposed and customers confused. Fraudsters exploit the current complexity of remembering multiple usernames and passwords. Data hacks make commonly used identity verification processes based on personal data increasingly insecure. Financial losses from the related fraud grow year-on-year.
However, the desire of people to access services through digital channels is undiminished. New regulations such as the General Data Protection Regulation place a greater onus on organizations to protect personal data and, at the same time, require organizations to open up personal data. People now have the legal framework to aggregate their personal data across organizational boundaries, enabling innovative new products and services.
But without a commonly recognized digital identity infrastructure, the economic opportunities envisaged in these regulations will not be realized. The UK government recognized this landscape when it commissioned the development of GOV.UK Verify, a federated digital identity infrastructure. Seven private sector ‘Identity Providers’ have been certified as meeting government standards. A user of digital public services may choose an Identity Provider to verify his or her identity.
The resulting ‘digital identity’ is maintained by the Identity Provider and may be used in any subsequent transaction. GOV.UK Verify places the citizen at the heart of the transaction considering their security and privacy above all requirements. A citizen will be able to use their digital identity across their full digital life without their actions being tracked or profiled. An independent group of privacy advocates has been set up to provide advice to government on the development of the service. The Government Digital Service has developed the platform through which public services can access the user’s choice of Identity Provider.
A ‘limited visibility’ solution has been implemented to avoid any inference being made about the user’s choice of Identity Provider. A market of new private services will be created in 2018 to enable Verify to be rolled out to the private sector. Collaborative projects have been conducted with banks, pension companies, airlines, employers and other companies to inform how this market should operate.
The Government Digital Service has worked with international governments to align and map identity standards and ensure that Verify will be internationally interoperable for public and private sector transactions. Verify is designed to allow technological evolution. It takes about 15 minutes to verify your identity the first time you use GOV.UK Verify, and a couple of minutes any time after that. When you use GOV.UK Verify to access a government service, you choose from a list of companies certified to verify your identity. The company you’ve chosen may ask you some questions, or perform other checks using photo identification and financial information before confirming your identity to the government department you’re trying to use (eg to HMRC if you’re doing your tax).
Each certified company has different ways of verifying your identity, and the options are growing all the time. Using certified companies makes GOV.UK Verify a safer, simpler and faster way of accessing government services online. It’s safe because the information is not stored centrally, and there’s no unnecessary sharing of information. The company you choose doesn’t know which service you’re trying to access, and the government department doesn’t know which company you choose. It’s fast and simple because you can do it all online, without going to prove your identity in person, or waiting for something in the post.","a:3:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""621"";}","Most European governments run national identity schemes which typically involve centrally-run public sector databases and national ID Cards. The growth of digital services has motivated governments to implement eID cards to allow their citizens to assert their identity for remote digital services. The UK Government closed its national ID card scheme in 2010. The core of the innovation for GOV.UK Verify is to place the citizen in control of their identity and protect their privacy. This approach is completely opposite to traditional governmental thinking for services where the Government is able to track a citizen's activity. Research has shown that the willingness for citizens to engage when the state is involved is very limited.
By placing the citizen at the heart of the design of GOV.UK Verify, it recognizes the citizens' needs for trustworthy identity across both public and private sector services of which the state represents only about 20% of that need. During the design of GOV.UK Verify an innovative approach was taken to the engagement with the critic (such as No to ID) to the national identity scheme. The program set up a Privacy and Consumer Advisory Group (PCAG) and included these critics and involved them in the design of the service in order to provide the citizen with choice and control. GOV.UK Verify has taken a federated approach to identity allowing the citizen to choose which organization to engage with.
The procurement approach was also innovative and was based on private sector investment based on risk. The Cabinet Office approach was to be the aggregator of demand across the public sector to allow the private sector to agree their business cases to invest. The innovation in defining the standards and the architecture was also strategic as it has set the path towards global interoperability so that citizens can be trusted by digital services anywhere.
Another core innovation that is now being understood across the public sector is that citizen controlled trustworthy digital identity is core enable data sharing defined in the Government Digital Strategy. Once the remote identity is trusted by multiple parties (due to the alignment on standards) it is possible to enable the citizen to share their own data (as they do today) without the need for complex data sharing agreements between government departments.","a:1:{i:0;s:10:""evaluation"";}","GOV.UK Verify is at the core stage of both Implementing and evaluating projects. However, there are multiple subprojects which use an agile delivery methodology running concurrently, therefore, each sub-project is at a different stage of delivery. The ambition at the core of the 2017 UK Digital Strategy is, “to create a world-leading digital economy that works for everyone.” Further, we recognize that “One of the most important and challenging aspects of delivering transformed online services is identity assurance - establishing that the user is who they say they are and not someone pretending to be them.”
GOV.UK Verify plays a major part in fulfilling this ambition by enabling citizens to easily establish a digital identity and then use that identity to access government services to a level of trust not previously available. GOV.UK Verify is a live service which connects 1.5M users to 12 Government Services. In Nov 2017 the first private sector service will be connected to Verify. This current status represents an early MVP of the final proposition whereby UK Citizens will be able to assert a trustworthy digital identity to public or private sector services anywhere in the world. Any global citizen who has a nationally supported trustworthy digital identity can access public and private sector services in the UK.
The need for digital identity and the challenges faced by the UK started with the collapse of the UK National Identity Scheme. Also opportunities were being created through changing dynamics in the market such as the rise of Facebook and resulting awareness of the needs for privacy, growth of internet adoption and the increasing penetration of the smartphone.
The idea was born from the realisation that the identity scheme needed to be the ‘opposite’ of a state-led identity scheme where the user is in control and their privacy is protected. At a political level, engaging in the identity landscape presented a risk, and it took the far-sighted Minister of the Cabinet Office, Lord Francis Maude, to understand the problem area and take on the political risk of sponsoring the project. Political level support allowed the project to get the funding it required to move forward. The methods, or key principles, used by the project was one of openness and transparency with the market.
The engagement with the Open Identity Exchange at an executive level enabled the project to explore many investigations into the way that the final solution should be done. Multiple Discovery and Alpha projects were conducted and opened up to public scrutiny through a transparent process. This allowed core innovation to flow into the design of the service. The initial success criteria were to deliver the GOV.UK proposition, start connecting to services and acquire the first million. This was achieved and the success metric has now been set to acquire 25 million users by 2020. The innovation is being spread to others by opening up a trustworthy data market in the UK.
New innovative projects have started whereby a trustworthy digital identity can be used to unlock both public and private sector data. The best example of this is The Pensions Dashboard project which is proposing to allow a citizen to view an aggregated view of their of all their pension data. This requires a GOV.UK Verify trustworthy digital identity to be used to release data from 260 private sector pension providers as well as the UK Government’s Department of Work and Pensions for the state pension. Without the standards for trustworthy identity and an operating service, this innovation would not be possible.","GOV.UK Verify was delivered in collaboration between the public and private sector. The Verify team delivered the integration point to government services and the private sector companies the identity provider technology and operational environments. In order for the end to end trust to be possible, it was essential for the teams to work together.
This included the Verify standards and operational team to work with the private sector teams to ensure that they were able to meet the standards and onboarding to the Verify integration point securely. The innovation was in the collaboration between both public and private sectors to achieve a trustworthy environment. User research and design was essential to learn and develop product/innovation to make it as usable as possible. This could only be achieved through collaboration with users.","Core to GOV.UK Verify was to place the citizen at the center of the service and therefore understanding their feedback was essential. Multiple user research activities were conducted and the feedback fed into an agile and iterative delivery process. As privacy is a key aspect to identity it was essential to engage with the Privacy, Consumer and Advisory Group to get specific views on Privacy.
This group of experts was key to representing the consumer’s view on how the solution should be delivered to protect privacy. GDS became a board member on the Open Identity Exchange with the goal of driving innovation and projects in the private sector in relation to organizations delivering identity services. This has resulted in innovation in the market to ensure that the public sector is procuring is buying the best of breed solution. GDS also engaged with Departments to gather specific requirements for each service to provide ideas for innovation.","GDS has a principal focus on the user. At the root of Verify is the desire to create something that is more than just an identity system, but something that provides a safe, secure, and simple service that will enable people in the UK to experience better lives through access to the services they need the most. We are starting out on this journey but are already seeing an impact in areas such as redundancy payments and Universal Credit. In the near future, local government and health and social care services are due to follow. The act of creating Verify and the standards that surround it have had a profound effect on the identity ecosystem, both nationally and internationally.
Verified identity is a basic building block of the digital economy enabling users to interact with greater safety and surety but also providing a means for more meaningful digital transformation. An example of this is the ability to unlock trusted attribute data about an individual based on their verified identity so that data sharing is minimised and eligibility satisfied digitally and instantly where before drawn-out manual processes were the norm. Having created services in partnership with other providers such as the Blue Badge service for disabled parking permits, we have seen how verified identity and attribute services can turn a 10-week process into a 10-minute wonder.
From an international standard, perspective Verify accounts created for UK citizens now will have the possibility of being used internationally in the future. We understand the importance of digital identity has not only in the public but also the private sector and how many services our citizens use that are not based in the UK as part of their everyday online life. Working with international standards organizations and other governments we have forged relationships and influenced standards that have led to the potential to interoperate with the USA, Canada, and the EU, and many more will follow.","The key challenge for GOV.UK Verify has been to engage with Government Departments and to convince them to adopt the service. As with all Government services it is always challenging for them to think of a customer-centric solution rather than a department-centric solution. This culture is slowly changing as Verify is being adopted. One of the challenges for the GOV.UK Verify team was to be able to innovate in a collaborative way across the public and private sector.
By joining the board of OIX, GDS was able to drive forward innovation in an open, collaborative and transparent way. Proactive engagement with customers and understanding requirements from services, needs, and expectations from industry and local authorities have ensured continuous innovation. Scaling the service to a national scale is a challenge as the number of services is low however when citizens can use their identity across both public and private sectors it is expected to ramp significantly.","It is essential to be solving a significant problem that has been clearly defined and agreed by all stakeholders before defining solutions to the problem. This allows a vision to be created and provides the strategic direction as the project progresses. This is then the basis of the understanding the value of the product to both the citizens but the wider Government/industry.
Stay specific and focused offering (a digital identity which can be added to other products - not needing to redesign products as a whole). The real value from leadership in Government for standards and product development and a real culture of collaboration.","The core innovation of thinking about the citizen-first and placing them in direct control of their data could be leveraged across government departments for other citizen-facing services. The transition from service led design to design informed by the needs of the citizen is challenging but essential. This is a cultural shift for many Government departments. Engagement of critics early on in the design process is also something that could be replicated.","There is a significant value of working with contrasting stakeholders to ensure a balanced delivery. This includes engages with critics and skeptics. A transparent approach to engagement across the public and private sector ensures that all stakeholders are taken on the journey. GOV.UK Verify is all about ‘Thinking Differently’ and there will always be people with vested interests to ensure that it doesn't succeed. When you are trying to change something that will have a significant impact on people’s lives - it’s hard but keep going.",,,,,,
12223,"GovTech Lab Lithuania",https://oecd-opsi.org/innovations/govtech-lab-lithuania/,20/02/2020,"Agency for Science, Innovation and Technology",Lithuania,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","GovTech Lab Lithuania",http://www.govtechlab.lt,2019,"The GovTech Lab is a public sector team focused on encouraging the creation and use of innovative solutions for the government. The GovTech Lab helps the public sector identify challenges that can be solved with emerging technologies, engages startups and SMEs, creating innovative solutions and accelerating startups in #GovTech and #TechForGood space.","Startups and SMEs are transforming major industries, ranging from healthcare to banking. But one sector is often overlooked: the government. GovTech – the use of emerging technologies to solve public sector challenges – is on the rise, unleashing the potential of startups and SMEs to support government innovation. Public and Accenture calculated the GovTech market to be US$400 billion worldwide, and in the UK alone, the GovTech market is predicted to grow from £6.6 billion in 2015 to £20 billion by 2025.
The GovTech Lab was created to foster the disruption of the public sector. The Lab was initiated as a partnership between the ""Create Lithuania"" programme and the Ministry of Economy and Innovation of the Republic of Lithuania. By the end of 2019, it has been institutionalised at the Agency for Science, Innovation and Technology. The goal of the GovTech Lab is to encourage both the use of GovTech in the public sector and the creation of GovTech solutions in the market, with a specific focus on startups and SMEs.
To achieve that, the Lab has three core activity areas: 1) running the GovTech Challenges Series; 2) incubating and accelerating GovTech startups; 3) organising workshops, events and conferences. The Challenge Series works as an innovation on the typical procurement process, to deal with the rapid pace of technological progress in the modern era. The series begins with a call for challenges: an open call for all public sector institutions in Lithuania to submit a problem that they have, which can be solved with new technology. The challenges are then selected based on their quality, relevance and commitment of the public institution that submitted it. The chosen public sector institutions then become the owners of their challenge, overseeing the success of solutions throughout the remainder of the series. Challenges are later made public, through a series of events and marketing campaigns in order to generate as wide a reach as possible. Once this is complete, a call for ideas is issued – an open call in which the GovTech Lab defines a period of time in which companies or people may submit the ideas on how to solve the challenges. The GovTech Lab oversees this process, ensuring that adequate information is provided and any consultation needed is given. The ideas are presented at the Pitch Day, where all stakeholders gather in order to hear pitches proposed for each challenge. The best pitches are then selected after consultation with a panel of judges – experts that understand what will have the biggest impact. The selected teams may proceed to the next phase of the Challenge Series – a process in which their ideas become prototypes and later products. The GovTech Lab oversees this and ensures that adequate support is provided to the teams. Some of the teams might be selected to participate at the GovTech incubator (see next paragraph). The Challenge Series has a few different models of working - both within and outside the public procurement framework.
Secondly, the lab runs its incubation programme for startups that are working on solutions for the public sector and social challenges. The incubator is currently at the design stage and will become fully operational by the end of 2020. The incubator will provide free expert consultations on business development, public procurement, product development, marketing and other topics. The incubator will assist startups with finding relevant clients in the public sector both in Lithuania and abroad.
Finally, the Lab works on spreading the knowledge about GovTech and building networks of innovators both within and outside the public sector. It has been organising ""GovTech Forum"", a series of workshops, to public sector officials about the potential application of emerging technology in government. Topics so far have ranged from encouraging a culture of innovation in the organization to exploring the intricacies of machine learning. GovTech Lab also runs the ""Innovators' Club"", which connects the network of the key innovation-related decision-makers from different public sector institutions to enable the transfer of knowledge across different government institutions and to facilitate cross-institutional innovative technology projects. The Lab’s “Digital Lithuania Meetup” series encourages all people from society to come and engage with government officials in person. Finally, held annually in Vilnius, the GovTech Baltic Leaders conference brings together the best and brightest minds in GovTech in the region, to share knowledge, discover new opportunities and celebrate the innovation that works for everyone and is created by everyone.","a:7:{i:0;s:3:""178"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""257"";i:4;s:3:""302"";i:5;s:3:""316"";i:6;s:3:""181"";}","Lithuania’s GovTech Lab creates a way of solving the biggest challenges facing public sector institutions that is innovative, on a national and international level. It creates a space for public sector agencies to experiment and find alternative ways of solving the most pressing challenges. It takes a radically different approach to procurement and public sector innovation by proactively surveying the ideas from the startup community and encouraging piloting and testing of innovative solutions.
Overall, the GovTech Lab offers a new, holistic approach to emerging technology in Lithuania. On the one hand, the Lab uses a bottom-up approach and seeks to educate public sector servants. Simultaneously, the Lab uses a top-down approach by sending its team members as a taskforce to consult government leaders on methods to foster innovation.
At the end of 2019, GovTech Lab Lithuania was awarded by the Innovation in Politics Institute as the best European innovation promoting prosperity.","a:1:{i:0;s:14:""implementation"";}","The GovTech Lab started as an initiative from Create Lithuania programme and the Ministry of Economy and Innovation. The Lab design stage started in March 2019, while the pilot GovTech Challenge Series was started in July 2019. The final stage of the pilot GovTech Challenge Series happened in February 2020, where the first prototype for the first challenge was presented. Successful design and the start of the pilot initiatives led to received funding for the Lab.
Therefore currently, the GovTech Lab is being implemented at the Agency for Science, Innovation and Technology. It is a three-year pilot to test the need for a permanent structure of the GovTech Lab.","Elijus Civilis (Viceminister of Economy and Innovation of the Republic of Lithuania) - responsible for allocating support for the initiative from other key stakeholders.
Agency for Science, Innovation and Technology - ensures funding for the initiative.
Oracle - sposored the first GovTech Pitch Day by establishing a 3000 euro prize for the best ideas.
Create Lithuania - the programme through which the Lab was initiated.
Microsoft - sposnsored the first attempts to communicate about GovTech.","Bank of Lithuania, Igitis Group, Kaunas 2020 European Capital of Culture, Travel Lithuania – pilot GovTech Challenge Series owners.
Lithuanian start-up community – now has a government that is open to implement technological innovations from SMEs.
Public servants – receiving additional new education on technological innovation and how it can impact their lives and their work.
101 organisations - were consulted while creating the GovTech Lab.","'-9 Digital Lithuania meetups: these regularly occurring meetups have created a culture of innovation knowledge sharing that brings together people from academia, private and public sectors.
-4 GovTech Forum events: These events have transformed knowledge sharing within Lithuania’s public sector. Discussions on innovative topics such as artificial intelligence and open data have increased the technical competencies of all involved public servants. More Forum events with targeted work streams are planned for the future.
- Pilot GovTech Challenge Series: 3 institutions presented the GovTech Challenges. 1 challenge proceeded to full implementation, 12 teams suggested solutions.
- 1 GovTech Baltic Leaders conference.
From April 2020, the Lab will continue running the GovTech Challenges, aiming to run two series and solving 10 challenges a year. Over the next three years, the Lab aims to incubate and consult 50 startups and SMEs.","The team initiating the GovTech Lab in Lithuania was faced with a large number of challenges from the beginning. Firstly, the term “GovTech” was not in the vocabulary of the Lithuanian public. To combat this, the team initiated a media marketing campaign, with an intro video, website, and Facebook page all aimed at creating accessible information that educates as many people about the concept of GovTech as possible. Another hurdle was the lack of initial interest from public sector institutions to participate in the challenge series. The idea was met with some resistance, especially from institutions that were more closed off to innovation. After trial and error, the GovTech Lab team was able to identify a pitch strategy that would garner greater interest from public sector institutions. Thirdly, one of the key challenges was finding a sustainable funding source for the Lab, however, with a help of the key decision maker, the funding was confirmed.","'-Supporting infrastructure and services: the GovTech Lab is made possible due to the existing infrastructure for innovation already in place in Lithuania. This includes the Create Lithuania initiative, which brought together the initiators of the innovation, and the Agency for Science and Innovation, which has the infrastructure in place for financing these kinds of innovations.
-Leadership and guidance: leadership was a strong force, as the GovTech Lab had direct support from the highest levels of office in the Ministry of Economy and Innovation. The guidance these leaders were able to provide ensures the success of the initiative.
-Human and financial resources: human resources were a big catalyst for the success of the initiative. The Lab was started by a team of people whose sole purpose was ensuring the successful initiation of the project over a period of six months. This endeavor is not something that would have been possible with only a part-time time investment.","The inherent nature of the GovTech Challenge Series ensures that innovation can and will be replicated in the future. The current series is a pilot run, meant to test the bandwidth of the public sectors ability to implement technology innovations from private sector companies. The pilot run presented the team with areas of improvement, as well as provided insight into the processes that enable effective cooperation between the private and public sectors. This knowledge and best practices is transferred into subsequent challenge series. Subsequently, any institution itself will be able to replicate the Challenge Series, without the help of the GovTech lab team. The initiation of GovTech events like the Digital Lithuania Meetup and GovTech Forum is also something that is inherently replicable.","One of the biggest challenges when creating innovation in the public sector is the creation of a culture surrounding your idea. Many times public sector institutions are slow to change and some public sector servants may feel unmotivated to pursue innovation, as they see barriers to in in the system. It is crucial to work towards changing this mindset. This can be done by cultivating a culture of innovation within the public sector. The GovTech Lab team was able to do this by orchestrating events that communicated out the benefits of tech in the public sector, and over time this resulted in a growing community of like-minded individuals. Through this community, GovTech has been able to grow in Lithuania, with active engagement from start-ups, big IT companies, NGOs, citizens, public servants, and other interested parties. The community engages in discussion with the GovTech Lab team and provides feedback that helps improve internal processes. Without this community, the GovTech Lab and similar innovations would have a difficult time providing relevant services to citizens.
Another important aspect that led to the success of the GovTech Lab was leadership. Convincing Lithuania’s leaders that a GovTech Lab would not only be beneficial but essential to the growth of the innovation ecosystem was no easy task. The GovTech Lab team used a top-down approach for this: first promoting the idea to the C-level officials and working down the ladder to general specialists. Each level presented a different set of challenges, but this approach helped the team adapt to questions and critique from a wide range of individuals. The best way of doing this is old-fashioned “boots in the trenches” work, with face-to-face working sessions with all key stakeholders. Of course, initiatives such as this would not get any traction if high-level leadership were not on board. Ensuring that the initiative was a priority for the Minister of Economy and Innovation helped sell the concept.","The GovTech Lab Lithuania team is happy to share best practices and lessons learned from the innovation with anyone interested. International collaboration is a core value of the GovTech team and an opportunity to do so would be greatly appreciated. This knowledge transfer is vital in creating a global GovTech ecosystem that ensures maximum social good. Lithuania seeks to be a beacon in the adoption of GovTech and other innovative government initiatives. Having partnerships with other nations either regional or intercontinental is something that would bring great value to all involved.","a:1:{i:0;s:5:""17948"";}",,https://www.youtube.com/watch?v=XJbOkNlCsxQ,,
12240,"SPILNO - digital democracy platforms for citizens, organizations and government institutions",https://oecd-opsi.org/innovations/spilno-digital-democracy-platforms-for-citizens-organizations-and-government-institutions/,09/04/2019,UKRMEDIA,Ukraine,local,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","SPILNO - digital democracy platforms for citizens, organizations and government institutions",https://spilno.org,2019,"SPILNO is a participatory digital democracy platform for citizens, organizations and local governments. It was created to improve communication of active citizens, acceleration of ideas, initiatives, implementation of socially important projects. A platform of interaction between government and community through the tools of e-democracy.","The platform SPILNO facilitates a bilateral dialogue between the municipal government of the city and its inhabitants. Citizens publish ideas, take part in competitions, public consultations, debates, implement joint projects in a convenient and accessible form.
The municipal authorities of the city consult with their citizens by conducting online debates, public consultations, polls or holding a contest of creative solutions for the existing problem. The platform SPILNO helps cities turn to the collective intelligence of citizens. Understand, hear citizens. Become more sensitive to the needs of the public.
SPILNO helps local governments become more citizen-oriented. SPILNO helps citizens participate in the process of managing a city, making decisions, and developing local policies.
Thanks to the user-friendly cloud solution, we significantly simplify the process of communication and the attraction and cooperation of the most vulnerable segments of the population. Like any similar Internet solution, the platform allows users to join the process of participation of all segments of the population despite religion, gender, political preferences, nationality, skin color and participate in the discussion on equal terms with all other participants. Also, the cloud service platform, due to the absence of the need for administration, moderation, support, and maintenance of the platform, allows residents of small towns to join the process of participation. The availability of Internet access is all that is necessary for city residents in order to join the platform.
The SPILNO platform allows all citizens to express their opinion, suggestion, comment on equal terms, and so receive an answer, comment, recommendations from other participants of the platform.
The SPILNO solution makes attracting citizens to participate affordable, easy, understandable and convenient!","a:3:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""876"";}","The SPILNO platform will allow both citizens and civil society organizations to create full-fledged personal pages on the internet for free, publish news, information and events, and find like-minded people to collaborate. It is also possible to create registries of citizens, organizations, property, share experiences and good practices.
The project will be the only window of access to the most common e-democracy tools and municipal services. In return, it will not only allow active citizens to be more involved in participation processes, but also create comfortable conditions for them to use municipal online services.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Organisers developed a platform and were piloting it before the full launch. They have signed memorandums of cooperation with the cities of Kyiv & Bila Tserkva and the village Nemishaevo. Organisers were also aiming to sign memorandums of cooperation with 45 more of the biggest cities in Ukraine.","Citizens publish ideas, take part in competitions, public consultations, debates, implement joint projects in a convenient and accessible form.
The municipal authorities of the city consult with their citizens by conducting online debates, public consultations, polls or holding a contest of creative solutions for the existing problem. The platform helps cities turn to the collective intelligence of citizens, helping them to understand and truly hear citizens, thereby becoming more sensitive to the needs of the public.","Active representatives of civil society, representatives of public organizations, local authorities.","The online platform is currently live, with 2916 users, 116 organisations and 26 ideas, and regular items being posted and shared as ideas.","The biggest problem that hinders the development of digital instrument infrastructures is the lack of confidence in digital solutions, as well as the culturally low level of digital participation. Whilst there may be a cultural trend for greater digital participation in other parts of Europe, this is essentially a world-wide phenomenon, but one which is particularly acute in the Ukraine. In Ukraine and other countries of Eastern Europe there is not even an understanding or culture of traditional partipiation methods, let alone digital ones. Organisers posit that perhaps this trend is because of a lack of knowledge about the opportunities of digital participation.","The main condition for success lay in government support. It was clear that the initiative would not have any problems with uptake once it had the full support of government. And, as a popular product, it necessarily then attracted business attention too. The personal values and motivation of the organisers, to build new a digital democracy culture in Ukraine, was also a key driving force in the innovation.","Other similar examples cited by organisers include the CitizenLab (Belgium) and Decide Madrid.
The platform does not necessarily solve the problems of government or citizens, but it provides transparent and convenient mechanisms that can help overcome these problems.
It creates a database of successful precedents that can be easily scaled up and distributed. The history of each user's activity and the history of decision-making allows government to identify the most talented representatives of the public and empower them to become an instrument for preventing abuse and corruption.","Digital platforms today are extremely needed because it is the only efficient and effective tool for collecting and automatically processing millions of users. There is no traditional way to do this work. Only through digital platforms we can turn the individual intelligences of the community to collective intelligence.",,"a:6:{i:0;s:5:""12630"";i:1;s:5:""12631"";i:2;s:5:""12632"";i:3;s:5:""12633"";i:4;s:5:""12634"";i:5;s:5:""12635"";}","a:1:{i:0;s:5:""12636"";}",,,
12682,"Molenwaard Nearby - providing municipal services without a town hall",https://oecd-opsi.org/innovations/molenwaard-nearby-providing-municipal-services-without-a-town-hall/,15/11/2019,"Molenwaard municipality (now Molenlanden)",Netherlands,local,"a:1:{i:0;s:21:""Public administration"";}","Molenwaard Nearby - providing municipal services without a town hall",,2013,"The former municipality of Molenwaard was the Netherlands’ first local council to operate without a town hall. This innovation came about when three local authorities merged together into one municipality. Despite becoming a much larger municipality they still wanted to stay close to the community. They decided to no longer have a service desk in the traditional sense of the concept. Instead, the local authority goes out into the community and is, therefore, always nearby.","An average-size municipality of just under 30,000 inhabitants in the western part of the Netherlands, Molenwaard was created on 1 January 2013 through the merger of the Graafstroom, Liesveld, and Nieuw-Lekkerland municipalities. Prior to this date, these three local authorities had already merged all their administrative operations and started to think about what would ultimately become the Molenwaard Nearby concept. They looked into how the three local authorities could harmonize their policy and processes, as well as how they, despite becoming a much larger municipality, could still stay close to the community. The accommodation was also an issue they discussed, as they had to decide where to build the new Molenwaard town hall. They put together a business case that showed that a new town hall would cost Molenwaard around fifteen million euros, while each municipality had only set aside one million euros for a new town hall. Aside from that, it was the height of the recent economic crisis and it was simply not a sensible move to spend so much taxpayer money. It was in this context that the following question emerged: ‘What exactly do we need a town hall for?’ This is what set the ball rolling. The funds the three municipalities had reserved were spent on implementing the Molenwaard Nearby concept, which marked the start of the great rethink.
The municipality operates based on the idea that any place is suitable as a workplace for civil servants, given that their workplaces are hosted in a Virtual Office that can be accessed at home or at one of the existing village halls, local clubs, or even cafés in one of the municipality's thirteen villages or at one of the buildings where the local authority rents office space. For personal dealings with citizens, the local authority basically goes out to where citizens or businesses are. They are mobile, digital, and nearby.","a:4:{i:0;s:3:""181"";i:1;s:3:""283"";i:2;s:3:""617"";i:3;s:3:""618"";}","The Molenwaard municipality was the first in the Netherlands to abandon the idea that a local council needs a physical town hall where citizens can go for all kinds of council services. Citizens can now apply for a wide range of products electronically. The only products for which citizens still have to stop by one of the council’s locations are a passport, ID card, or driving license. Applications for these products are handled by appointment, whereby citizens can choose where they want to apply in the various villages.
The local authority has fully digitalized its internal processes, enabling its employees and the municipal executive to work anytime and anywhere. Given that the mayor and the members of the municipal executive do not have a fixed office, they meet local residents at home or at a school, while local businesses can schedule appointments on their own premises. Municipal council meetings are also held at different locations. This, too, is Molenwaard Nearby.","a:1:{i:0;s:9:""diffusing"";}","In 2019, Molenwaard merged with the Giessenlanden municipality to form the Molenlanden municipality (approx. 43,500 inhabitants), which is made up of 21 villages. This merger prompted a reorientation of the vision with respect to the community-based approach to municipal services. It took time to align the two municipalities’ respective innovation processes. In the new Molenlanden municipality, too, the concepts of participation, a community-based approach, and closeness to citizens come first.
Providing municipal services without a town hall is one way to put citizens first, but not the only way. The Molenlanden municipal authority is, for example, also working on a 360-degree customer record. All applications submitted and services used are logged in this record, as is the number of times a local civil servant has accessed someone’s personal data. Citizens have access to their records and can enquire about the purposes for which their data was processed.","The municipal clerk at the time is seen as a visionary in making the switch to working without a town hall, which he propelled with the help of his advisers. The current municipal clerk shares his enthusiasm. The vision was not only backed and conveyed by management and the municipality’s top administrative level, but the idea was also embraced and internalized by the municipal executive and the municipal council.","There was an extensive focus on getting civil servants involved in the development. Management sets an example to show what would be expected of employees. There were workshops and an e-buddy system that had employees with technical questions help each other out. Celebrating milestones reached along the way and recognizing employees’ good work stimulated further innovation.","Prior to the merger, the three municipalities had set aside one million euros each to build a new town hall. Instead of building a new town hall, these funds were invested in the implementation of Molenwaard Nearby. Molenwaard Nearby makes the municipality's services a lot cheaper to run. The local council is one hundred percent digital, while still offering customized solutions for complex products or services, including having specialists visit citizens at home. Thanks to Molenwaard’s Virtual Office, civil servants can use any location as their workspace, and council services can come to citizens and be offered on-site. It has increased proximity between citizens and their local authority and made council services a lot more personal.","The former Molenwaard municipality faced numerous complex, societal challenges that put a great strain on the local authority’s limited capacity and financial resources. It forced the local authority to take a smart approach to how they operated and connected with the community.
The local authority later also found out how developments can thwart their innovation program. When Molenwaard merged with the Giessenlanden municipality, the focus (temporarily) shifted to ‘the here and now’. It was a challenge not to be consumed by the issues of the day, but instead, stay focused on innovation.
Internally, each department and domain developed their own vision with respect to providing municipal services that are closer to the citizens. The concept of ‘putting customers first’ was fulfilled differently in these various approaches. The challenge was to align these approaches and ensure synergy between the domains.","Before the merger, the Molenwaard local authority had turned its shortage of capacity and financial resources into an opportunity to innovate and organize services in a smarter and better way. But also after the merger with Giessenlanden, which brought back the traditional town hall, the local authority kept committing to their service approach of ‘putting citizens in control’. The Molenwaard Nearby concept changed how the local authority saw its own position: ‘citizens are in control, and we adapt to that’.
Another key success factor was that the local authority simply got started with the Molenwaard Nearby project one day, without overthinking it. Citizens turned out to have great adoption capacity and were very open to the change. The attitude of the administration and the management team was another important factor for innovation’s success. They kept their backs straight and continued to meander towards realizing their vision, even when they were put under serious pressure.","An innovation such as the Molenwaard Nearby concept can easily be replicated by other local or regional authorities comprising several towns and villages. That said, providing municipal services without having a town hall is not the only way to forge closer ties between a local authority and its citizens. It is about a different mindset where roles are reversed: not the local authority, but the citizens are in charge.","The local authority has learned to take the underlying vision for innovation as its guiding principle, even when a merger shifts priorities or changes things. There are several ways to realize the ambition of bringing services closer to the community and better aligning them with the community’s needs: not only by working without a town hall but also by using customer files that put citizens in control of their data.
Another lesson is to allow scope for differentiation, i.e. to not rigidly focus on one solution that works for everyone. Some citizens, for example, prefer to pick up their passport in person. Services can be offered in different ways, so as to get them to different groups of residents.
The local authority has been prioritizing knowledge sharing with other (local) authorities and knowledge institutions, both in the Netherlands and internationally. These interfaces with other organizations, in turn, are a fertile breeding ground for new innovations.",,,,,,
12692,"New multi-agency collaboration - pulling together as a recipe for better justice",https://oecd-opsi.org/innovations/new-multi-agency-collaboration-pulling-together-as-a-recipe-for-better-justice/,18/10/2019,"Public Prosecutor's Office",Netherlands,central,"a:1:{i:0;s:12:""public_order"";}","New multi-agency collaboration - pulling together as a recipe for better justice",,2012,"Where organisations in the criminal law domain used to originally operate in a chain, things changed when a different approach to dealing with common crimes was adopted. The police, the Public Prosecutor's Office, victim support, and the probation service are all based at one single location, enabling them to handle complete cases within a time span of only nine hours. With this new working method, cases are kept simple, settled quickly, handled together, and treated as selectively as possible. ","There was discontent lurking among professionals in the multi-agency chain. Common crimes require a rapid response to show that they will not be tolerated. However, responses were often far from rapid in the chain, as the chain was organised inefficiently and not sufficiently aligned with the actual crimes.
Aside from that, it lacked focus on the suspect's context. In parallel to this, a political drive to cut processing times for criminal cases developed on a national scale, prompting five regions that include the Netherlands’ major cities to launch a pilot. Within six months after the start of the pilots, hundreds of cases had been settled through new collaborations between law enforcement agencies. And after one year, as much as 18 percent of cases were dealt with using the ZSM approach. The pilot phase was completed in 2012.
The new way of working was implemented on a national scale between 2012 and 2013. In 2016, 189,000 cases were discussed at the joint ZSM table. Of these cases, 109,000 where settled by the Public Prosecutor’s Office, representing nearly half of all the Public Prosecutor’s Office’s cases. One focus point that was shaped further is the involvement of the solicitor. His or her active involvement in the ZSM settlement process is indispensable for reasons of lawfulness, i.e. to look after the suspect's interest. Accepting a direct settlement could, for example, have consequences for a suspect when applying for a job later, as he or she would then not be granted a certificate of good conduct to submit to a potential employer. Getting lawyers involved during the first stage of a criminal investigation was important in making suspects aware of such consequences. It is also important that suspects not be summoned too soon. The new ZSM approach is intended to continue to use the principle of settling as many cases as possible independently. The process is further optimised by developing new working methods that will first be trialled in practice. Throughout the process, weighing the interests of both sides is important for the collaborating agencies.
The innovation has been implemented irreversibly, albeit that the Public Prosecutor's Office does still fall back on old working methods at times, with the focus being on processing time, while prevention of repeat offences should be the central focus of the monitoring. Where ZSM often targets an intervention that materialises as quickly as possible - such as a behaviour order - the indicator that is used is the processing time of the final settlement of the criminal proceedings, which insufficiently reflects the on-the-spot aspect of other kinds of interventions. What also comes into it is the question whether a penalty order requires a traditional paper-based record, or that a penalty order is intended to, in conjunction with adequate legal assistance, enable effective instant settlement of the case, whereby an electronic record will suffice.
","a:2:{i:0;s:3:""612"";i:1;s:3:""615"";}","Where organisations in the criminal law domain used to originally operate in a chain, things changed when a different approach to dealing with common crimes was adopted. Police, the Public Prosecutor's Office, victim support, and the probation service are all based at one single location, enabling them to handle complete cases within just nine hours. Sanctions are effective only if imposed immediately after the offence, but the new way of working also makes sure there is immediate assistance for the victim, while possible compensation is also arranged right away. Aside from that, there is focus on possible care and support needs for the perpetrator. With this new working method, cases are kept simple, settled quickly, handled together, and treated as selectively as possible in an approach that is referred to as the ZSM approach. This way, each case is settled in a way that is in line with society's needs, taking into account the context of the victim and his/her environment.","a:1:{i:0;s:9:""diffusing"";}","When it comes to handling cases of common crimes, the new way of working has made serious headway. At the same time, cities that have adopted the ZSM approach have also added their own twist to it. Meanwhile, a national ‘association of owners’ has been created, made up of collaborating agencies that play a role in executing the new way of working. The idea behind this is to safeguard the consistency in how the ZSM approach is implemented, as well as to think about how to further develop the ZSM approach.
The Rotterdam Public Prosecutor’s Office has opened an Advice and Triage Point (ATP). It turned out that the collaborating agencies found it hard to develop an overall view of a suspect’s life. The ATP lets each collaborating agency complete a list of questions on the suspect, using information available in the partner’s own database. Based on the outcome, a decision is made which collaborating agencies will take part in the subsequent triage meeting on the case. ","Having a clear project plan with lots of communication on progress was decisive in ensuring the pilots ran smoothly. The professionals spoke both about things that were and that weren't going well. This made that professionals took ownership of cases. There was also regular reporting on progress. The collaborating agencies showed mutual trust, as well as loyalty and perseverance around this subject. The relevant ministry was also involved intensively. ",,"Given that all partners in a case are at the table together, the information needed to settle a case will be instantly available to everyone. The ensuing response is rapid, appropriate, and involves less red tape, taking into account the perpetrator, victim, and other parties involved, whereby cases are selected at the front end of the process and bottlenecks cannot arise at the back end. Cases that are not eligible for this kind of accelerated settlement can be passed on to the appropriate authorities immediately. The ZSM system and method also enables much broader examination of a case than merely from a criminal law perspective, looking also at things such as care or the social domain. An evaluation from 2016 showed that the partners would not want to go back to the old situation. The new way of working does justice to the interests of the victim. The involvement of the Child Care and Protection Board ensures focused consideration of combinations between punishment and care.","One of the first challenges is that the collaborating agencies process a lot of privacy-sensitive data, meaning that they have to be careful when sharing information about a suspect. This is why the Advice and Triage Point (ATP) only uses judicial data at this point. Compared to the information that the Public Prosecutor's Office used to have at its disposal, however, this is already a major improvement. Aside from that, the joined-up ZSM approach, i.e. the meticulous customisation-based approach for faster justice that looks at the interests of the perpetrator, victim, and society alike, is not always a suitable way of working. For more weighty cases, this context-based approach is simply less pertinent. And there are still people at the Public Prosecutor's Office who do not see the point of this new way of working. For decades, the Public Prosecutor's Office was in the lead and dictated for all collaborating agencies what action to take. The new approach required a change of mindset.","An important success factor for the ZSM approach was that professionals across the chain and national politics felt there was a need for change. They all wanted more effective measures to fight crime. Other success criteria included the mutual trust between the collaborating agencies, their loyalty and perseverance, combined with intensive commitment from the Ministry of Justice. Besides that, the ZSM approach was also aligned with the Public Prosecutor's Office’s ambition to be more outward-looking. ","The ZSM approach is currently used across the Netherlands. Meanwhile, the new ATP tool, developed by the Rotterdam Public Prosecutor's Office, has also attracted interest on a national level. In comparison to many other countries, the Netherlands leads the way when it comes to this form of multi-agency collaboration.
It is relatively easy for other countries to replicate this set-up, although it should be noted that the principle of ZSM will be a better fit for some judicial systems than it will be for others. A system such as common law (used in the US and UK) lends itself very well to this approach. A public prosecutor in Germany, on the other hand, does not have the final say on whom to prosecute, meaning that it would be much harder to implement the ZSM approach there. At first sight, the Dutch system does not seem compatible with an approach such as this one either. The success of the ZSM approach, however, proves that the type of system need not be an obstacle.","An interesting thought is that the ZSM approach could lead to a more integrated way of working at the Public Prosecutor's Office, where all cases come in at one central point and ATP is used to chart a customised course for the case through the system. The ZSM approach could consequently turn out to be more than just a tool and have impact on how the Public Prosecutor's Office is organised. ",,,,,,
12697,"Carbon-negative regional roads - the road to energy transition",https://oecd-opsi.org/innovations/carbon-negative-regional-roads-the-road-to-energy-transition/,15/11/2019,"South Holland province",Netherlands,regional,"a:1:{i:0;s:21:""Public administration"";}","Carbon-negative regional roads - the road to energy transition",,2019,"The South Holland provincial authority is looking for ways to make the energy transition towards carbon neutrality a standard consideration in all its infrastructure management and maintenance activities. The province wants innovation to be a structural part of these activities, which has already produced the ‘N211 generates energy’ and ‘N470 generates energy’ projects.","The South Holland provincial authority is the regional government in the western part of the Netherlands. Of the Netherlands’ twelve provinces, South Holland is the most urbanized one. And with a population of 3.5 million, South Holland is also the most densely populated province. The provincial authority’s remit includes urban planning and infrastructure maintenance on a regional level.
The core of the transition to carbon neutrality in our consumption of energy is not merely to ‘pursue product innovation’ to switch to different energy sources, but also lies in the innovation of the underlying process. South Holland’s Infrastructure Management Service builds and takes care of day-to-day and major maintenance of the province’s infrastructure. On the one hand, using the same paving for all of the province’s five kilometers of roads enables the Infrastructure Management Service to work a lot more efficiently. But on the other hand, having the same asphalt everywhere could also mean little room for innovation.
And yet, South Holland has come up with the following solution to still be able to innovate: roads that need major maintenance are designated as project roads for the energy transition, where there is room for innovation and successes are scaled up. So, when the N211 and N470 regional roads were up for major maintenance, the focus was on sustainability. For the provincial authority, it was a genuine opportunity to innovate, without taking excessive risk. But they did not stop at product innovation, changing also the internal working methods. A road management service that alongside pure road maintenance also pursues climate targets, that is quite a switch.
At a speed dating event, innovative startups and civil engineering contractors were given the opportunity to meet each other. BAM, the contractor that was ultimately selected to upgrade the N211 road, involved several startups in their tender, enabling the use of a total of 21 innovations. The major contractors have the knowledge and experience required when it comes to building and managing roads that the innovative startups lack. In this way, the procurement procedure does not restrict tendering parties but instead offers companies opportunities to engage with each other and innovate together. On and alongside the N211 road, experiments are run with sustainable product innovations that both generate and save energy. Cylinder-shaped solar panels on lampposts by the side of the road, for example, provide solar-powered street lighting. Driven by the ambition to cut carbon emissions from infrastructure management activities, the officials responsible at the South Holland provincial authority (the district head, project managers and staff, i.e. nearly three hundred persons altogether) took stock of innovation opportunities at the Infrastructure Management Service, while also looking at any innovations that had already been implemented.
They identified a vast array of innovations, including the switch to LED lights that use 40 percent less energy and the use of ground-coupled heat exchangers to extend the life span of the asphalt because it reduces expansion and contraction of road surfaces. The amount of salt that is scattered on the road when it gets icy in winter has been reduced thanks to software that mixes the exact salt solution for road de-icing, achieving zero salt wastage, and the sheet piling that has been added alongside the road is less prone to oxidization, while the asphalt produces less noise.
The province is also a launching customer to smaller organizations with a promising, but as yet not a market-ready product, giving them the opportunity to test their product and develop it further. One example is a pilot project along the N470 road that sees tech pioneer Plant-E generate electricity from living plants by the roadside. They do this by using the electrons that microorganisms release into the soil when breaking down plants’ organic material.
Thanks to South Holland’s willingness to be a launching customer, Plant-E got its first opportunity to put its revolutionary solution into practice. In the future, it may just be possible to use electricity generated in this way to power traffic lights. This is green power in the most literal sense of the word.","a:3:{i:0;s:3:""614"";i:1;s:3:""211"";i:2;s:3:""959"";}","The South Holland Infrastructure Management Service works on two tracks, focusing both on product and process innovations. Process innovations include changes to asset plans, schedules of requirements, reference documents, and handbooks. Aside from that, procurement procedures are a key resource in promoting innovation. The province’s procurement practices now include a competition-oriented dialogue, where contractors are selected during the preselection phase based on their innovation capacity and the extent to which they work together with supply chain partners. In consultation with these contractors, the objectives and specifications for the contract are subsequently defined. Selection is furthermore based on carbon reduction targets and potential for upscaling, as well as on contractors’ ideas for trials. Quality represented 75 percent of the selection decision, while the price accounted for 25 percent.","a:1:{i:0;s:9:""diffusing"";}","All work on the N211 road has now been completed, and the upgraded road is open to traffic. Work on the N470 road is still ongoing, including some revolutionary innovations. They are building a so-called ‘Energy Wall’, a noise barrier that generates electricity through built-in solar panels and tiny wind turbines. The electricity generated is fed into a direct current network that enables instant use of the electricity and ensures that less electricity is lost. It is the first time ever that this technology is used on this kind of scale in an infrastructure project.
The 21 innovations incorporated into the N211 road are on schedule to produce the targeted savings. Within a time span of only one year, the 4,000 tonnes of CO2 released by maintenance work on the road has already been offset. The expectation is, therefore, that the N211 road will produce the promised carbon reduction by 13,000 tonnes over the term specified.","Innovative startups, civil engineering contractors and civil servants from Infrastructure Management worked together to upgrade the two provincial roads and design and implement innovative solutions to cut carbon emissions.
Management played a key role, with managers taking a risk and showing courage in abandoning the current structure. It gave employees space to get to work on the specific fulfillment of the vision. The informal network of the former district head also played a key role.","An important stakeholder was the relevant member of the provincial executive, who commissioned the project. The project appealed to a number of issues he found very important and he supported the innovative way of working.","On a national scale, the province of South Holland is a pioneer in the structural embedding of sustainability in its organization. As far as we know, the N211 road is the world’s first carbon-negative road. That said, the N211 and N470 roads were merely projects intended to assess the practical feasibility of certain innovations. In the case of the N211 road, the various innovations have really proven their worth. The next step is to scale them up to all other road maintenance and management across the province. For all new projects, the province has set the requirement that they must produce a carbon reduction of at least 25%. Sustainability and innovation have thus become a structural part of regular activities.","The main challenge was how to maximize carbon reduction in the management and maintenance of South Holland’s provincial roads. It called for a different way of partnering with the market and ultimately led to a public procurement process that is based on carbon reduction targets.
Working without existing specifications for infrastructure projects turned out to be unnerving. The provincial authority had no previous experience with similar projects and there was no policy to base decisions on or to fall back on. Step by step, the provincial authority figured out which measures were feasible and how the carbon reduction target could be reached.
Later, the challenge was to embed innovation as a structural function at the organization and to make innovative working methods part of regular work processes. Managing and monitoring the innovations that were incorporated into the road upgrade meant that special management contracts and adequate handover to the contractor were needed.","An important success factor was that the provincial authority teamed up with the market is looking for innovative solutions. The provincial authority brought major contractors and startups together and changed the procurement procedure. It forced these parties to collaborate, but also to meet carbon reduction targets and enter into performance agreements.
Given that the provincial authority worked based on a performance agreement, innovative measures were interchangeable. The contractor had scope to come up with other solutions during the term of the agreement, as long as they met the agreed performance target, i.e. carbon reduction.
With the upgraded N211 and N470 provincial roads, the provincial authority has tied in well with the points that mattered to the administrative commissioning party, i.e. the responsible member of the provincial executive. The project team was committed to making the projects a success and looked for collaboration across departmental boundaries.","Other countries can also use the innovations that were used in the upgrade of the N211 and N470 provincial roads. Which innovation would be the best fit in which area depends on the climate and the soil. An area with soft soil, such as the Netherlands, will lend itself well to thermal storage because it is relatively easy to drill into the subsoil. At the same time, however, the softer soil also means that roads in the Netherlands sooner need maintenance. In countries with hard soil, roads last a lot longer, meaning they will not need an upgrade as quickly. Innovations can, therefore, pay off for much longer there. There are also applications based on wind power that are relevant to particularly windy countries. In southern countries, it is far more attractive to use innovations based on solar power. These will yield much more there than they do in the Netherlands.","One important lesson the provincial authority has learned is that innovation does not always need to lead to success, but that the process of innovation in itself is already a form of success. This is the perspective from which the innovations materialized.
The carbon reduction target has meanwhile been raised beyond the level that the provincial authority had initially set. This was made possible by innovations by the market. Seeing the market as a partner and getting different parties (large contractors and startups) together is what ultimately laid the foundation for this.
The projects have produced multiple outcomes (a road upgrade, economic development, a stimulus for innovation in the market, contribution to the energy transition). This accumulation of positive outcomes has a strong engaging effect, across party political lines.
A road is more than just a connection between A and B. The use of innovative solutions can turn a road into a power plant, which is a completely different purpose.
To make innovation a structural thing at the organization, you need a policy, projects (implementation), and management to go hand in hand. New solutions that were conceived at the project level also needed to be incorporated into the province’s policy and conveyed properly to the management department.",,,,,,
12701,"The Energy and Resources Factory - a collaborative venture by the joint Dutch water boards",https://oecd-opsi.org/innovations/the-energy-and-resources-factory-a-collaborative-venture-by-the-joint-dutch-water-boards/,15/11/2019,"The Energy and Resources Factory",Netherlands,regional,"a:1:{i:0;s:16:""Water management"";}","The Energy and Resources Factory - a collaborative venture by the joint Dutch water boards",,2015,"The Energy and Resources Factory is a collaborative venture by the Netherlands’ 21 water boards. It is an organization that is focused on turning wastewater into a source of renewable energy and resources.","At the organization's so-called energy and resources plants, energy and resources are reclaimed from wastewater. The idea came about by taking a different approach to waste. Instead of asking, ‘What do we do with it?’, the question became, ‘What can we use it for?’ Phosphate, cellulose, polymers, alginate, bioplastics, and CO2 are all extracted from wastewater, following which companies can use these resources in their products and processes. This is how the Netherlands’ water boards are helping to create a circular economy.
The first water boards in the Netherlands were set up as early as in the year 1200. They were the first body with a democratically chosen administration and are among the Netherlands’ oldest institutions. United in the Association of Regional Water Authorities, the Netherlands’ water boards are tasked with protecting the people against flooding and making sure they have clean and sufficient water. The Energy and Resources Factory is a joint undertaking by all of the Netherlands’ water boards.
One part of a water board’s job is to treat wastewater at sewage treatment plants before discharging it into the surface water. After treating wastewater, what remains is sludge. By letting this sludge ferment, biogas is generated, which is subsequently converted into green power. At present, the Netherlands’ water boards produce 120 million cubic meters of biogas between them, which is enough to provide a city of over 150,000 inhabitants with power for one whole year. Besides energy, wastewater also contains resources that can be used to make a wide range of products, such as bioplastic, building materials for asphalt, and artificial fertilizer.
To extract, process, and distribute this energy and these resources as efficiently as possible, the water boards have set up a collaborative venture called the Energy and Resources Factory, a concept that is unique in the world. The Energy and Resources Factory is a multifaceted organization. There are dozens of energy and resources plants that are already operational or about to go live where energy and resources are being extracted. On top of that, the Energy and Resources Factory comprises an overarching platform where knowledge and skills with respect to the recovery, processing, and distribution are brought together and shared. Waterboard employees are empowered to try out their ideas and innovative and unorthodox working methods by just doing it. In 2015, the first kilogram of bioplastic extracted from wastewater was produced using a technique that had never been used before. By joining forces in the Energy and Resources Factory, the water boards are creating greater volume and showing a unified outward identity. In partnership with fellow public bodies, knowledge institutions, companies, and society, the aim is to create a circular economy and a sustainable living environment. The target is to be able to turn all Dutch wastewater into valuable products by 2050.","a:1:{i:0;s:3:""257"";}","The Energy and Resources Factory takes a different approach to the traditional wastewater treatment process. On the level of the actual factories, their approach constitutes a technical innovation. Entirely new methods and techniques are conceived, developed, and applied. On the level of the network organization, the idea is to go off the beaten path. They are constantly pushing the boundary of what is legally possible, but also in terms of the water boards’ remit. Initially, the question was whether supplying energy and resources would fit within a water board’s set of duties. In 2013, the relevant minister informed the lower house of Dutch parliament that current legislation offers the water boards the required scope to be able to take on the intended activities.","a:1:{i:0;s:9:""diffusing"";}","The Energy and Resources Factory is now also running experiments with different ways of extracting resources from wastewater. The organization has seen the resource-oriented mindset grow at the water boards, as they increasingly see wastewater as a source of resources. New factories are also being set up, such as the Water Factory and the Climate Factory. The Water Factory is used to run pilots where ozone and nanotechnologies are used to remove pharmaceutical residues from the water. The resulting water is so clean that industrial and agriculture consumers can use it as and when they need it. The Climate Factory, which is currently under development, is intended to find ways to make wastewater treatment an integral part in creating a better living environment.
The Energy and Resources Factory is a driving force for the development of water boards, giving them perspective for action in making the most of the potential of wastewater.","In 2008, the Association of Regional Water Authorities held a competition for ideas about the water board of the future. At the time, many water boards were already trying to be more responsible in their energy consumption. Fourteen water boards joined the initiative and worked out the business cases, which led to the creation of the Energy Factory as a network organization. In the Factory, knowledge, and skills are shared and water board employees are empowered to try out innovative ideas.","By organizing an annual conference, presentations, events, and generating media exposure, the organization raises the water boards’ profile and awareness of the circular economy among citizens. The Energy and Resources Factory is often approached by third parties for initiatives, and knowledge is developed in partnership with public bodies, businesses, educational institutions, and research institutions.","At twelve locations in the Netherlands, energy plants have been set up, while a further nine are being built and possibilities for more plants are explored at twelve other locations. This makes the water boards jointly one of the Netherlands’ largest biogas producers, with considerable growth potential. Phosphate extraction has been set up at eight locations, with preparations underway at five further locations. Phosphate is being extracted from the ashes produced by the burning of sludge at two locations. Cellulose is being sourced from wastewater at various locations and has been used to make high-grade packaging materials as well as in the construction of several provincial roads. Other developments include separating biogas in methane and CO2, possibilities to increase water reuse, preparations for a pilot plant for the production of bioplastics, and investments in alginate. This latter product has proven to be effective as a coating for use in the concrete and paper industry.","The Energy and Resources Factory has grown into a large network of factories. There are major differences in how the various supply chains have developed. Some of the resources are ready for the market and require work to increase volumes, ensure supply security, and guarantee steady quality. Other resources are still in the pilot stage and need extensive research. The Energy and Resources Factory’s network is, therefore, made up of water board professionals with different skill sets, ranging from freethinkers to people with a focus on structure, and from subject experts to managers and administrators.
For market-ready resources, funding is a bottleneck. These innovations at the Energy and Resources Factory are often large-scale and therefore very costly and time-consuming, meaning that water boards need to invest heavily. The Energy and Resources Factory is looking into ways to fund projects that could help them get out of the so-called ‘valley of death’.","An important step leading to the Energy and Resources Factory's success was that the water boards simply got started. After some time, they made choices on which resources to reclaim, giving the Energy and Resources Factory a clearer focus.
Another important success factor was the support the Energy and Resources Factory received from administrators. Water boards freed up funds and allowed their employees to work on innovation. Visionary water board chairmen ultimately made the Energy and Resources Factory happen. Concurrently, the national government implemented policies in the area of the energy transition and the circular economy that also strengthened the Energy and Resources Factory’s approach.
The Energy and Resources Factory organizes conferences to share knowledge and, where possible, match supply and demand, thus strengthening ties with their own network as well.","The concept of a water board as an autonomous public-sector organization is unique in the world. It is this autonomous status that greatly facilitated the creation of the Energy and Resources Factory in the Netherlands. Water authorities in other countries can, however, still adopt the Energy and Resources Factory model and use it as a way to take an innovative approach to wastewater. For an innovation such as this one to succeed, it is important, however, that water authorities seek to strike up partnerships, both between themselves across organizational boundaries and with the business community and resource users.
The general perception of the role of public organizations is also important in this context. Is it up to the public sector to reclaim resources from wastewater and sell these, or should it be left to the market? Owing to the public interest involved, the Energy and Resources Factory opted to go down the route of innovation.","The Energy and Resources Factory is a driving force for developments at water boards, giving them a line of action to jointly work on and accelerate innovations. It has taught the water boards to take a different approach to the role they can fulfill in society. They can pioneer when it comes to innovative uses of wastewater and contribute to creating a circular economy and furthering the energy transition. Collaboration enables the water boards to set up a supply chain and sell the resources. The Energy and Resources Factory is also looking ahead, developing a vision on how the water treatment methods of the future can help improve the living environment, which will offer the water board scope for action.
In the case of the Energy and Resources Factory, it was not about one single innovation that went through all the stages of the 4F model for innovation (fiddle, flow, focus, fit in). The Energy and Resources Factory was set up for continuous innovation. They are always working on multiple innovations at the same time, and these innovations are generally all in different stages of the innovation process. The Energy and Resources Factory needs, therefore, freethinkers and doers to lead the way and just get started with collaboration across organizational boundaries, but also people who provide direction and implement the innovations. The Energy and Resources Factory has set up its organization with this in mind.",,,,,,
12705,"The Room for the River programme - giving rivers space to roam",https://oecd-opsi.org/innovations/the-room-for-the-river-programme-giving-rivers-space-to-roam/,14/11/2019,"Dutch Directorate-General for Public Works and Water Management",Netherlands,central,"a:2:{i:0;s:9:""transport"";i:1;s:16:""Water management"";}","The Room for the River programme - giving rivers space to roam",,2013,"How do we create a safer river delta while at the same time ensuring an attractive living environment? This is the question that the Dutch Directorate-General for Public Works and Water Management (Rijkswaterstaat) sought to answer through its Room for the River program. With this program, the emphasis was shifted from reinforcing dikes to creating more space for the river, with an unprecedented focus on the spatial quality of the whole river delta.","Where dikes used to be reinforced and made higher to contain the river, there are now over thirty areas where the rivers IJssel, Waal, Lek, and Nederrijn have more space to expand. Between 2013 and 2018, the Room for the River Programme comprised as many as 34 projects.
The program came under the responsibility of the Ministry of Infrastructure and Water Management, the Ministry of Agriculture, Nature, and Food Quality, and their ministerial predecessors. The Directorate-General for Public Works and Water Management was the implementing agency in charge of the program. In total, seven provincial authorities, eight water boards, and thirty municipal authorities took part in the project. Implementation of the program has ensured better flood protection for residents and improved the spatial quality of the river delta. To make this happen, the program looked for innovative solutions that would give rivers more space. In the selection of contractors to work on the various projects, the Directorate-General for Public Works and Water Management liaised intensively with provincial authorities, water boards, and municipal authorities. Responsibilities were devolved to local authorities as much as possible.
For years, the Netherlands’ policy to keep people safe from flooding was all about making dikes higher. However, this was not the solution everywhere to guarantee residents’ safety. Given current climate predictions, it will rain more and harder in the Netherlands, and the country needs to be able to defend itself against all that extra water. In this light, it is important that the authorities be able to lower the water level when necessary. And this is possible only by creating more space for rivers to flow, which is exactly what the Directorate-General for Public Works and Water Management has done. However, in some areas, this extra space for the river has led to drastic changes to people’s living environment.
To handle this delicate matter appropriately, the Directorate-General for Public Works and Water Management struck up close collaborations with water boards, municipal authorities, and other local parties. The State's ambition was to create an impulse in areas that would see changes. Each area is different, and residents needed different things in their area. It was a prime opportunity for the Directorate-General for Public Works and Water Management to actively engage with local actors and harness their knowledge and ideas for their local area. Solutions were designed in partnership with the people themselves. The Directorate-General for Public Works and Water Management set out the framework, but entered into dialogue within those boundaries, engaging with residents and local parties in areas where the projects would take place.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""616"";}","Besides the fact that widening rivers instead of reinforcing dikes is in itself an innovation, this method also produced excellent innovations in the various projects that were carried out. Improving the safety and spatial quality of an area involved the combination of various purposes, such as by creating recreational areas where adjustments were made to the river’s environment. The multifunctional dike in Munnikenland, for example, not only provides flood protection but also serves as a place that cattle can flee to when the water level rises. And by grazing there, the cows take care of dike maintenance, which improves river flow. The dike has also been widened, with bike paths and footpaths running along the top of the dike to create a vantage point from which people can take in the stunning landscape. This is an innovative way to incorporate administrative flexibility, as the downsides of the project offered opportunities for an impulse in spatial quality.","a:1:{i:0;s:9:""diffusing"";}","The program was carried out over the period of 2013-2018. High water levels at the beginning of 2018 did not create any problems, proving this approach to water safety to have been successful.","The Directorate-General for Public Works and Water Management, various government ministries, water boards, provincial authorities, and municipal authorities were all involved in the program. On top of the efforts of existing institutions, a Reflection Committee on Water was a catalyst for change and a political stimulator for the innovative process approach. Local parties, citizens and market parties were also involved at an early stage to come up with innovations.","Citizens benefited greatly from the program, which provided them with flood protection, but also recreational benefits. However, in some places, it had consequences for the farmers living there. When desoldering land (giving it back to the river), the land is generally not fit for habitation. An interest group got the idea to build houses on top of small mounds (called 'terps') to enable farmers to continue to live and keep their cattle in the area.","Thanks to the various Room for the River projects, four million people living in the Netherlands’ river delta are better protected against flooding because there is now less pressure on the dikes when water levels rise. The spatial quality of the river delta has also been improved and there are more recreation areas, which means that the local economy also benefits. Working together with local parties and getting market parties involved at an early stage has propelled the development of new technological innovations.","The main challenge that the Dutch Directorate-General for Public Works and Water Management faced was to make the river delta safer and also turn it into an attractive living environment.
They opted for an approach where they struck up close partnerships with other parties to produce an integrated design. There was no blueprint and solutions were formulated in collaboration with local residents and stakeholders, which sometimes led to tension between innovators and project managers who wanted to put progress and finances first in running the program.","The Directorate-General for Public Works and Water Management opted to run the Room for the River program in close collaboration with water boards, municipal authorities, provincial authorities, local parties, and residents. The market was also involved at an early stage, allowing the program to start working on product innovation as early as during the preparatory stage. Contractors were expected to suggest innovative ideas that would see the program reach its targets.
Throughout the Room for the River program, the Directorate-General for Public Works and Water Management assumed a different role than it would normally have. They looked for measures that tied in with local interests, without pursuing their own agenda. The Directorate-General for Public Works and Water Management shaped the dialogue between parties. With respect to the various projects, they adopted a facilitatory role, while taking on the coordinator and controller role on a national political level.","This approach would be relatively easy to replicate in countries where, like in the Netherlands, water poses a constant threat. This goes both for the process innovations and the dozens of product innovations that were implemented through this program. Process innovations included the way in which the Directorate-General for Public Works and Water Management dealt with the water (giving it space to roam instead of squeezing it between reinforced dikes), and how they struck up partnerships with the market and local residents. Product innovations came in the form of the technological applications or design innovations, such as the building of houses and company premises on top of small mounds, so-called ‘terps’, and the integration of renewable energy generation.","One important lesson learned from the Room for the River program is that what is needed is a different approach to water. Create room for the water instead of restricting it by continuously reinforcing dikes and making them higher. And create room for innovations by persistently looking for suitable solutions in various areas. Combining different purposes, such as by making an area safer to live in while also creating recreational facilities in the process, has resulted in an attractive and liveable river delta. Inputting these applications into practice, the Dutch Directorate-General for Public Works and Water Management worked closely together with all stakeholders.",,,,,,
12709,"iSPEX - using citizen science to measure particulate matter",https://oecd-opsi.org/innovations/ispex-using-citizen-science-to-measure-particulate-matter/,18/11/2019,"Dutch National Institute of Public Health and Environmental Protection (RIVM)",Netherlands,central,"a:2:{i:0;s:13:""environmental"";i:1;s:6:""health"";}","iSPEX - using citizen science to measure particulate matter",,2013,"The iSPEX is a small attachment that can be fitted to any mobile phone to measure particulate matter in the air. The fact that this piece of technology empowers anyone to monitor air quality (citizen science) creates a raft of new possibilities to collect large volumes of data in a highly efficient and cost-effective manner. Aside from that, it raises awareness of particulate matter among the population.","The Dutch National Institute of Public Health and Environmental Protection is a knowledge and research institute that works to protect the health of the people of the Netherlands. One of this organisation's duties is to conduct independent research into the quality of the living environment in the Netherlands, which includes monitoring air quality. For several years now, the institute has been using citizens to measure the level of particulate matter in the air.
The iSPEX was developed by a consortium made up of the Leiden Observatory, Leiden University (NOVA), the Netherlands Institute for Space Research (SRON), the National Institute of Public Health and Environmental Protection (RIVM), and the Royal Netherlands Meteorological Institute (KNMI). The iSPEX is basically a small version of the Spectropolarimeter for Planetary Exploration (SPEX), which was designed to measure particulate matter and cloud particles in the atmospheres of planets in our solar system from a satellite. By measuring the (intensity) spectrum and degree of polarisation of visible light, it is possible to establish the average size and chemical properties of particles.
The iSPEX attachment is a plastic nozzle with various filters inside it to pick up a modulated spectrum of light. This spectrum is subsequently captured by the camera of the mobile phone to which the iSPEX is attached. The associated app also records the GPS location, date, time, and angle at which the photo is taken, following which the data is processed in a centralised system. The iSPEX allows systems to supply measuring data for particulate matter maps that, thanks to their high accuracy, can complement measurements made by satellites.
Measuring particulate matter is important because certain kinds of particulate matter have adverse health effects. Particulate matter is a catch-all for very small particles in the air that can penetrate deep into our lungs and even our bloodstream. These particles can be made up of things such as sea salt (harmless) or soot (harmful). To be able to make policy for particulate matter control, it is useful to have good information about, for example, the origin of particles. Are they emitted by motorways, factories, or pig farms?","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""611"";i:3;s:3:""613"";}","The iSPEX is an innovative product. Its big brother, the SPEX, will be used for an earth observation mission by NASA. The iSPEX uses the same technology on a smaller scale and cheaper materials to create new possibilities. What is new is that the SPEX, and potentially the iSPEX as well, not only measures how much particulate matter there is in the air but also the composition of the particulate matter. And the fact that the iSPEX is used by so many people creates a highly detailed picture.","a:1:{i:0;s:9:""diffusing"";}","Over the past 2.5 years, the program has grown considerably. The focus has shifted from iSPEX to various other sensors that allow citizens to help monitor air quality. The National Institute of Public Health and Environmental Protection is now at a stage where crowd-based monitoring is implemented in the regular process, whereby the data obtained is also made available to citizens. The institute is scaling up in the Netherlands. Meanwhile, it is focusing on developing and supporting communities of citizens who are jointly engaging in particulate matter monitoring. This sees residents make a measuring plan for their neighborhood, while carefully considering what the community needs.
Embracing citizen science has yielded valuable data and created a new network of partners. In this network, the institute fulfills the role of an independent and expert adjudicators, facilitating measuring done by citizens and putting openness and transparency first.","The iSPEX was developed by a consortium made up of the Leiden Observatory, Leiden University (NOVA), the Netherlands Institute for Space Research (SRON), the National Institute of Public Health and Environmental Protection (RIVM), and the Royal Netherlands Meteorological Institute (KNMI). With regard to developing communities of citizens, the institute draws on methods used by Luftdaten.info, a German citizen science project.","Ultimately, the citizens measuring particulate matter are at the core of this innovation. They are both user and collaborator in this project. Putting trust in citizens and communities is an important development that the National Institute of Public Health and Environmental Protection has gone through over the past years.","In 2013, 9,997 measurements were performed over a period of three days. Based on the resulting data, two articles were published confirming the effectiveness of the measurements and the power of citizen science. This experiment was repeated on a European level in 2015 (5,368 measurements in eleven European cities). These experiments have generated great exposure, as the iSPEX shows that citizen science works, that people are willing to get involved, and that this is a good and efficient way to conduct science experiments.
But above all, the experiment has produced a learning effect. Citizen science will fundamentally change the role of the National Institute of Public Health and Environmental Protection, because the organisation will no longer do all the measuring itself, and become more of a facilitator enabling others to perform the measurements, using its expertise to ensure reliable measurements and provide open access to data.","During the innovation process, not all of the institute’s employees backed the new way of working, because the measurements using iSPEX differed from their own official measurements. They questioned the quality of the data collected by citizens. And they were afraid of losing their jobs, as they saw citizens do what they used to do. As it turned out, data collection helped shape a new role for the institute, changing from that of an institute that performs measurements detached from society, where virtually no one took any notice of the outcomes, to that of a service provider to other parties. What was also interesting to see was that measurements by citizens actually led to an increase in the number of official monitoring stations.","The institute simply started with a number of projects. The results brought success. Internally, support grew, and the innovation became ever more important, in part because management was open to it. The institute has always been an organisation that has allowed its employees to work on innovations, such as the iSPEX in this case.
One of the institute’s core tasks is to conduct independent research. In this citizen science project, they had the courage to outsource monitoring, showing faith in the citizens who, thanks to the iSPEX device, became co-researchers. This was a key success factor, as was the institute’s consistency in providing open access to data.
On top of that, the institute turned out to be able to strike up successful partnerships with parties that did not work according to traditional structures but were structured differently, such as networks and communities. This is important when, for example, you need to submit a subsidy application together.","The institute teamed up with the German Luftdaten.info citizen science project. This project is a network that works based on communities. It inspired the institute to also start harnessing the power of communities in the Netherlands. What is interesting about this way of working is that it can be effective both in countries where the public sector has a very independent role, such as in the Netherlands and in countries where this is not the case and where citizens take the initiative, filling the void left by an ineffective public sector.
On the one hand, customisation is key. Within the communities, the institute tries to tap into what the people of the region find important and how they would like to shape the monitoring of airborne particulate matter. On the other hand, it is important that the same technology is used everywhere, so as to ensure the data can be compared across national borders. After all, particulate matter does not take any notice of borders.","The National Institute of Public Health and Environmental Protection has learnt that partnering with citizens in monitoring particulate matter yields valuable data. Citizen science requires a different approach to data collection and the institute’s role in that. A new network is created, a network of partners with whom they work together. In this network, the institute’s role is that of an independent party that facilitates monitoring by citizens and puts openness and transparency first. The institute has learnt how important it is to tie in with the broader system by working together with communities.
Citizen science is based on a philosophy of transparency and data sharing. Collaborating with other parties that do not work based on this philosophy sometimes creates tricky situations for the Dutch National Institute of Public Health and Environmental Protection. As a research institute, the Dutch National Institute of Public Health and Environmental Protection is used to only publishing data when they are 100% sure it is accurate. But now they are publishing data without certainty on its accuracy. For citizens, this is important because it confirms to them that data is shared with maximum openness. The institute does, however, still provide an indication of the quality of the data. This independent assessment is crucial, and legitimises the institute’s role. For the institute, it is crucial that they consistently provide that openness, and keep independently assessing data, because if they do not, they will lose citizens’ trust.
And the institute has furthermore learnt that the best approach to innovation is sometimes to just get started and get stuck into one specific project. In doing so, however, the internal organisation needs to be geared towards this, and internal and external communications about the innovation need to be consistent.",,,,,,
12712,"Self-managing teams in Nijkerk municipality",https://oecd-opsi.org/innovations/self-managing-teams-in-nijkerk-municipality/,18/11/2019,"Nijkerk municipality",Netherlands,local,"a:1:{i:0;s:21:""Public administration"";}","Self-managing teams in Nijkerk municipality",,2015,"Organisational development in a municipality within a framework set by the municipal council is not new. However, a local authority can still be innovative in how it designs such development and the role employees play in it. In Nijkerk (approx. 43,000 inhabitants), this has led to an organisation made up of 28 self-managing teams that come directly under the authority of the municipal clerk. Nijkerk went through a process where employees and the development of their talent came first.","The target for the organisational development was to balance the budget and create different ways to engage and collaborate with the local community. In doing so, an explicit choice was made to have the municipal council, municipal executive, and organisation work together and take the expertise and professionalism of employees as the starting point. The underlying idea was that employees are the ones who can actually shape the change in their day-to-day practices.
This is the story of a financially sound organisation that rethinks the way it interacts with society, enabled by professional and motivated employees who work in self-managing teams.
At the start of the process, a group of employees organised a kick-off event for the entire civil service organisation, including the municipal council and executive. This event produced a large number of initiatives that were subsequently set in motion. One of these employee initiatives was to set up a bulletin board for pending jobs, allowing employees to claim certain jobs whenever they have managed to free up some of their time as they organised their work differently, or where they can post tasks whenever they need help. 50 percent of employees subsequently started doing tasks posted on this bulletin board.
Given the fact that most change processes come to nothing, the local authority made a conscious choice to deploy two success factors in its development-based process. They wanted to make the most of employees’ commitment and first implement behavior change before formalizing the new structure. This meant stimulating the development by actually making time and creating scope for developments, different working methods, and ways of working together initiated by employees, and only then making these changes permanent. This allowed the organisation to try out new ideas quickly, making adjustments based on initial experiences and finally anchoring them in the organisation. This also went for the HRM aspects of the change: employees were, while respecting their legal position, given the opportunity to take on other tasks, gain experience, and make choices on their future career path prior to formalisation of the change.
During the process, the idea of putting employees' center stage was also adopted by the managers who decided to resign from their posts because they supported the development towards self-managing teams. The whole change also had consequences for the municipal council and the municipal executive, making it a major step for everyone involved. This did not stand in the way of consistent implementation, which was ensured by various elements. The council and executive were part of the support group, and directly and permanently involved in the change process.
The innovation strategy is not an innovation for the sake of innovation for which specific resources are used, but rather a strengthening of collaboration with society by giving professionals across the organisation space to strike closer community ties. The innovation is, therefore, not a goal or core value within the municipal culture, but a means to realise the change objectives.","a:5:{i:0;s:3:""211"";i:1;s:3:""260"";i:2;s:3:""234"";i:3;s:3:""335"";i:4;s:3:""305"";}","The Nijkerk local authority has 28 self-managing teams, where each team has its own team plan and renders account on its performance to the municipal clerk. The teams have allocated the roles that used to be fulfilled by the manager to the various team members. The roles of controller, developer, administrator, and networker are compulsory, while teams were free to add further roles. There are a number of ‘playmakers’ who, whenever necessary, establish connections between teams, while there are also ‘team coaches’ that teams can turn to when they get stuck in their mutual collaboration. Neither the playmakers nor the team coaches have any hierarchical authority. The employees come first and decide what kind of support they need.","a:1:{i:0;s:9:""diffusing"";}","The Nijkerk municipality does not want to go back to its former practices, and will continue to have self-managing teams over the coming years. Self-management enables an organisation to respond quickly and flexibly to issues raised by its environment. People have experienced that it is possible to design a municipal organisation without managers, despite the complexity and variety of tasks that the teams have to fulfill.
That said, Nijkerk does have some improvements lined up in several areas. The local authority wants to significantly bolster the support the teams get and focus more on customisation. It has turned out that some teams need more support than others. The number of team coaches will, therefore, be increased. More human resources are also needed to maintain an organization-wide overall view of operations. The playmaker role has turned out to be very important, as it ensures cohesion between teams.","The support and involvement of the municipal council and municipal executive played a key role. First of all, it embedded the change among employees who experimented with new working methods. Secondly, they were an important link between the organisation and society. For everyone involved, this constituted a drastic overhaul of how they work. Council members now go to civil servants directly whenever they have questions about policy files and political and administrative matters.",,"Employees autonomously make decisions, ensuring quick responses to needs from society, as well as maximum efficiency in dealing with these needs. This way of working makes it possible to really put the local society first. And it also produces structural savings, thanks to improved efficiency.","Self-management means that teams take care of certain tasks and take joint responsibility for the end result. The transition to the new set of tasks turned out to be easier for some teams than it was for others. There were teams that struggled to fill the various team roles or where it took longer for employees to settle into their new roles.
Those in the playmaker role sometimes experienced their role as a difficult one. Although playmakers do not have any hierarchical authority over teams, they are still responsible for monitoring and supporting the teams. They looked for a mandate to perform their tasks.
The Nijkerk municipal council was eager to see progress, but the process was slow going in the beginning. It took some time for the results of self-management to come to the surface. Until that time, the municipal council had no option but to trust that everyone across the organisation was doing their job.","Self-management comes about in a self-managing way, emerging from within the organisation. The local authority opted for a development-oriented approach, with employees driving the process. New ideas and working methods were first tried out by employees. Only when a new working method had proven to be effective in practice was it incorporated into the new structure. Employees retained their old legal position in the organisation, allowing them to experiment with different tasks.
Self-management was not a goal in its own right. The overriding aim was to ignite employee commitment. This prompted the organisation to choose to set up self-managing teams.
The transition to self-management was supported by different sides. Managers voluntarily gave up their managerial positions, showing that they were serious about putting employees first. The municipal council and executive also backed the development. As members of the support group, they were kept involved in the change process.","Inspired by the example set in Nijkerk, various local authorities and other public organisations have adopted the same working method over the past few years. Self-management always requires customisation. Every organisation will have to decide for itself how best to shape self-management within their context. What works well for one organisation may be unwise for another. What is always important, though, is to be meticulous and set up a well-organised change process. Self-management needs to emerge from within the teams and employees. Self-management is a gift. You cannot impose it on an organisation or implement it in a top-down way.","The Nijkerk example shows that it is possible to have a municipal organisation without managers, despite the complexity and wide variety of tasks that the teams have to perform. It is not always easy to create a self-managing organisation, but as soon as it is up and running, the benefits are huge. Self-management enables an organisation to respond quickly and flexibly to questions, queries, and demands from its environment, because employees take ownership, have the decision-making authority to match their responsibilities, are not afraid to act, and are able to liaise with colleagues as and when necessary.
Self-management is not the objective, but rather the outcome of targeting employee commitment.
Self-management requires different coordinating principles, such as team coaches and playmakers who support teams and ensure an organisation-wide helicopter view of operations.
A self-managing organisation is not one without leadership and control. Even at a managerless organisation, you need control and an overall organisational view. The municipal organisation must operate within the frameworks agreed with the municipal council. A certain level of coherence between teams is also needed to ensure a smoothly functioning organisation. At the Nijkerk local authority, managers voluntarily stepped aside to make way for self-managing teams. It was not without risk, especially because not all the enabling conditions (support for the teams, decision-making mandates) had been arranged properly yet. In an organisation with self-managing teams, leadership is fulfilled in different ways. At a traditional organisation, management is one person’s remit, while the teams in a self-managing organisation distribute management duties between them. Again, this is flexible, as it can differ from one team to the next how tasks and roles are allocated.",,,,,,
12715,"A new social support model - performance-based funding under the Social Support Act",https://oecd-opsi.org/innovations/a-new-social-support-model-performance-based-funding-under-the-social-support-act/,14/11/2019,"Social services Drechtsteden region",Netherlands,regional,"a:2:{i:0;s:10:""employment"";i:1;s:27:""Benefits and financial help"";}","A new social support model - performance-based funding under the Social Support Act",,2013,"Since 1 January 2013, the regional social services unit for the Drechtsteden area in the Netherlands’ South Holland province has been procuring domestic support based on performance agreements with care providers. By putting performance first, instead of the number of hours of support provided, care providers are incentivized to work more efficiently. The new method comes with benefits for users, for the Drechtsteden region, and for care providers.","The regional social services unit, Sociale Dienst Drechtsteden (SDD), works for a total of seven local authorities in the Drechtsteden area, paying benefits and arranging support for residents. In the Netherlands, responsibility for benefits and social support has been devolved to local authorities, who receive funds from national taxes to perform these tasks as part of the implementation of the Social Support Act (Wet Maatschappelijke Ondersteuning). Residents receive practical support whenever they are insufficiently self-reliant and do not have a personal network to fall back on. The idea behind this kind of support is to ensure that residents can continue to live independently and be active members of society for as long as possible. Residents can, for example, turn to their local council for domestic support. In the Netherlands, such support is not only offered when someone has a long-term care need, but also in other cases. In countries such as Denmark, Germany, and Austria, domestic support is provided only to people with long-term care needs.
Since 2007, local authorities have been responsible for providing domestic support to their residents under the national Social Support Act. Nearly all local authorities have opted to basically continue existing services as provided under the Exceptional Medical Expenses Act. This means that the local authority looks at how much support a user needs and captures that need in a number of hours of support per week. The local authority subsequently enters into a contract with a care provider, under which the care provider provides the agreed number of hours of support and bills the local authority based on the hourly rate specified in the contract. In practice, care providers almost always bill local authorities for the agreed number of hours. After all, if they manage to clean someone’s home in fewer hours, they will earn less money. And so, it is all about the number of hours, and not about the end result. There is no incentive for the provider to work as efficiently as possible.
In late 2011, one care provider initiated a rethink of the procurement model for domestic support in the Drechtsteden region (260,000 inhabitants). ‘Why are you still so keen on estimating costs based only on hours of care provided?’ was the question this care provider asked. This question marked the start of an innovative procurement process that has culminated in an entirely new procurement model. The new model no longer revolves around the number of hours of care provided but instead consists of the care provider and the user agreeing on a certain end result. This also factors in what the user can still do himself or herself or what informal carers from his or her environment can do. The agreement on the end result is recorded in great detail in a support plan that both parties sign and is subsequently submitted to social services.
The twenty care providers contracted to SDD have agreed on a fixed price for domestic support per four-week period with SDD. For some users, the care provider can achieve the agreed end result in fewer hours than before, while they may need more time for others. The newly agreed fixed price is lower than the average costs that social services used to cover per user.","a:2:{i:0;s:3:""214"";i:1;s:3:""612"";}","The innovation consists in basing service procurement on an end result. Instead of an accounting result, i.e. the number of hours of care provided, the effective result was put first: a clean home. This performance orientation also leads to greater involvement of users themselves, as they define the support target together with the care provider. And a user who is not satisfied with the service can easily switch to another regional care provider. At the same time, the parties also agreed on how the results would be monitored: 20 percent of users are called every year, and Zorg-Lokaal auditors visit 10 percent of homes every year to verify that they are actually kept clean.
The process innovation, in this case, is a procurement method that brings the public sector and the market closer together. In a so-called public procurement process, SDD and the existing care providers negotiated about the terms and conditions of the new contract. Providers could subsequently tender for the result.","a:1:{i:0;s:9:""diffusing"";}","Performance-based funding has now been implemented in full and been copied by numerous other local authorities across the Netherlands. However, this new working method does not, like the old hour-based method, have a clear system that makes it possible to trace back what decisions are based on. This was the reason for the Central Appeals Tribunal for matters pertaining to public service and social security to rule that performance-based funding of domestic support offers users insufficient legal certainty. To still make it possible for organizations such as SDD to use performance-based funding, the Ministry for Health, Welfare, and Sport has tabled an amendment to legislation that requires, among other things, that the support plan be appended to each decision to award domestic support. The switch to performance-based funding that SDD has made thus constitutes a further development of the funding system for domestic support.","The innovation drive came from persons such as the Head of the Care Front Office, the (external) legal counsel for procurement, but certainly also from the care providers who saw a business opportunity. By engaging with the market, what initially seemed to be contradicting interests (budget cuts versus profits) turned out to be compatible in some cases.","Some parties struggled to stop thinking solely in terms of the hours of care provided. The Dutch Ministry of Health, Welfare, and Sport found it hard to drop the link between users’ personal contribution and the number of hours spent on their domestic support. The Care Assessment Centre, too, needed some convincing, as it initially seemed that a small group of users would have fewer hours of support and would be worse off financially. For this group, a separate solution was created in the system.","All parties benefit from the new way of procuring domestic support. For the social services unit, the new model brings cost savings of between 15 and 20 percent due to the reduction of billable hours. Performance agreements between providers and users incentivize care providers to work more efficiently, enabling them to achieve greater margins than before. And social services and care providers have seen their red tape reduced and have to do a lot less monitoring. In total, these savings have covered the 40 percent budget cut by the national government in full, without having to compromise on the quality of domestic support. And, at least equally importantly, customer satisfaction has grown, with ratings between 8 and 9 out of 10, while users’ personal contribution has also been reduced because the procurement expenses are lower. On the downside, the resulting efficiency drive in domestic support also means there is less time for social contact (a coffee and a chat).","Partnering with the market is not what the municipal authority was used to. It required great effort from both sides to get it right.
It was challenging to change the mindset of the different parties involved. Funding social support based on hours of support provided seemed to be fairer on users, despite the fact that it lacked clarity on the intended result. Although result-based funding has proven to be effective in practice, measuring the quality of the result continues to be complicated. It is up to the social services unit to be on the alert and keep checking that decisions they make achieve the intended result.
Another challenge was to prevent resistance among users. The social services unit put a lot of time into getting users on board for the change. In the case of another large municipality, a lot less time was devoted to properly preparing users for the introduction of results-based funding, and the change consequently met with a lot of resistance.","The Drechtsteden social services unit chose to engage in far-reaching collaboration with the market. And they opted to implement result-based funding gradually. Prior to the transition, Social Support Officers visited users to explain the changes to their situation. It was a major investment, but it ultimately prevented problems. In fact, only one user took the social services unit to court to object to the change. Other local authorities that adopted result-based funding faced far more resistance.","Result-based funding as it was developed by the Drechtsteden social services unit can be replicated by other public organizations that are in charge of the funding of social facilities. Meanwhile, numerous municipal authorities across the Netherlands have switched to result-based funding. Authorities that want to do the same need to be willing to take a different approach to the operation of the social security system, and have the courage to incorporate result obligations.","Result-based funding has turned out to work and deliver better outcomes for all stakeholders. During the innovation process, it is important to accurately predefine the results and get all stakeholder parties to buy into the reasons why result-based funding is needed.
Partnering with the market has turned out to be crucial for the success of result-based funding. The innovation by the Drechtsteden social services unit marks a fundamental breakthrough in the approach to the interplay between market and public sector in a social system.",,,,,,
12725,"The Child Package - using blockchain technology to improve services for residents",https://oecd-opsi.org/innovations/the-child-package-using-blockchain-technology-to-improve-services-for-residents/,14/11/2019,"Zuidhorn municipality (now Westerkwartier)",Netherlands,local,"a:1:{i:0;s:21:""Public administration"";}","The Child Package - using blockchain technology to improve services for residents",,2017,"The municipality of Zuidhorn (now Westerkwartier) created the Child Package, based on the principles of Blockchain. The Child Package is a scheme intended for children from low-income households. Residents can log in on a website and use a QR-code to pay for child products at participating regional businesses.","On an international level, there has been widespread experimentation with blockchain technology over the past few years, both in the private and in the public sector. In an effort to promote digital development, the Dutch government has put together the Digital Public Sector agenda, which specifies targeted innovations, as well as matters relating to the protection of basic rights and public values. On a local level, authorities are experimenting with, among other things, possibilities offered by blockchain. The Zuidhorn municipality (currently Westerkwartier municipality) in the northern part of the Netherlands was one of the Netherlands’ first municipalities to build a fully operational application that is based on the principles of blockchain.
Bridging the gap between dignitaries and ‘regular people’ is what alderman Stol has set out to do. One of his responsibilities is to stimulate the ‘knowledge economy’ in the Zuidhorn municipality (19,000 inhabitants). This municipality is located at a short distance from the University of Groningen, Hanze University of Applied Sciences, and other knowledge institutions. Zuidhorn has set out to use this proximity to its advantage in switching to a knowledge-based economy. In putting together the municipal executive, potential members were asked how they would handle setbacks. Would you fall back on rules and procedures or accept that things can go wrong when taking new initiatives, because it is simply part of it? Sustainability (GroenLinks (left-wing political party)) and stewardship (ChristenUnie and CDA (centrist political parties)) coincided in the ambition to shape the knowledge economy and innovation in the municipality, for residents, but also for their children and grandchildren. The basic principle was to embark on this journey together, go on an adventure, and explore whatever you encountered along the way, not hiding behind rules, but seizing opportunities.
‘Our aim is to make Zuidhorn a little bit more beautiful every day’ is the overriding motto for the municipal organisation’s activities. To do so, Zuidhorn has adopt an outward-looking perspective and rewards initiative shown within the organisation. Coming from this innovation-oriented context, department head Erwin van der Maesen de Sombreff attended a conference one day where he became inspired by blockchain technology. He believed this technology would make it possible to verify the identity of applicants for services or products using software instead of having civil servants review each application. He decided to recruit an intern and appointed Maarten Velthuijs, with whom he signed an internship agreement. Going into the project, Maarten made it clear that he did not merely want to produce a thesis, but wanted to deliver a fully functional concept. ‘If I really want us to change the way we work, I will simply have to go along with this’, Erwin told himself.
Maarten saw blockchain as a way to take personal data out of databases and put it back in people’s own hands. Blockchain would make it possible to put personal data in the network in an encrypted form. And only you have the encryption key. The data is not owned by Google or any other commercial party, but not by the government either. You are the only one who can decide who can access your data. It is basically the start of a new form of internet, but in a way that puts people back in control, instead of commercial organisations. He put together an international team and came up with a concept with them for all applications for public services by using the standard roles of applicant, donor, provider, and validator.
The Child Package is a scheme intended for children from low-income households. At the time, running this scheme was a cost-intensive undertaking for the local authority, involving physical vouchers that people could use to purchase products at certain shops, and which applicants would have to pick up on a date set by the local authority. After four months of hard work, which involved close collaboration with local civil servants, the Child Package process was changed and provided using the new technology. Using the Child Package scheme now no longer involved transactions where money changed hands. Instead, residents logged in on a website using an activation code and could use a QR code to pay for child products at participating regional businesses.","a:5:{i:0;s:3:""162"";i:1;s:3:""194"";i:2;s:3:""609"";i:3;s:3:""617"";i:4;s:3:""615"";}","The Zuidhorn local authority was one of the first to have a working application based on blockchain principles, which greatly improves the way residents receive child benefits. The technology lets applicants claim their product in real time by logging in on a website and ticking the products for which they are eligible. This is far more user-friendly than physical vouchers and prevents residents from using the money for other purposes besides their child.
In the Netherlands, Zuidhorn is now seen as a pioneer in the area of innovative solutions. The results have received acclaim from many sides, and Zuidhorn has won various innovation awards.","a:1:{i:0;s:10:""evaluation"";}","In November 2017, the Child Package went live. Residents and businesses alike welcomed the innovation. Residents liked not being able to spend the money on other things, such as groceries, and because they could spend it only on their child. The local authority currently uses the outcome of this pilot to further develop the application.
Following the merger of local authorities on 1 January 2019, Zuidhorn became part of the larger Westerkwartier municipality. The Child Package scheme is now being prepared for a roll-out on a larger scale for the whole Westerkwartier municipality. With the creation of the Innovation and Research team, innovation has been made a structural pursuit in the new municipality.","The innovation was driven by the department head of the Zuidhorn municipality. An international team of experts made the application, collaborating closely with local civil servants and the community (entrepreneurs). On 1 January 2018, support came from the Association of Netherlands Municipalities (VNG), in the form of a so-called ‘pilot starter’, delivering invaluable contacts with other municipalities.","Users of the Child Package are the residents from low-income households receiving the child benefits. Using the Child Package scheme now no longer involves transactions where money changes hands. Instead, users log in on a website using an activation code and can use a QR code to pay for child products at participating regional businesses.","The Zuidhorn local authority has a workable application based on the principles of blockchain that can be further expanded, as it is based on technology that has the potential to become the standard for the entire public sector. Zuidhorn has put itself on the map internationally by winning the hackathon, engaged in innovative collaboration with the local community (entrepreneurs), opened a new knowledge-intensive institution in its municipality, but above all, it has made a contribution to an important public interest by making ground-breaking technology available within the public domain. The technology in question includes a globally usable application for all application procedures that require data verification, such as parking permits, environmental permits, grant applications, but also state pension or child benefit payments. The technology lets applicants claim their product in real time by logging in on a website and ticking the products for which they are eligible.","The developers of the Child Package saw it as a challenge to work outside their comfort zone. At times, they felt insecure. Am I really allowed to make mistakes? To be able to innovate, they needed to think outside the box, albeit still inside the box of a municipal organisation. Also at an innovation-friendly organisation such as the Zuidhorn municipal authority, there were people who did not see the good in blockchain. Aside from that, it turned out to be difficult at times to explain the technical aspects of the application to colleagues without a technical background.","In developing the Child Package, the Zuidhorn municipal authority tapped into interest across society and politics in the application of new technologies such as blockchain. The municipal organisation’s innovation-friendly ecosystem also helped make the Child Package a success. The atmosphere was informal, you could just walk into a meeting of the municipal executive to present an innovative idea. Managers not only focus on results, but also allow room for experimentation. The Zuidhorn municipal authority showed the required drive and freed up funds to solicit and implement innovative ideas. The Child Package was not Zuidhorn’s first innovation.","So far, the Zuidhorn local authority has been one of the first in the Netherlands to implement a fully functional application that is based on the principles of blockchain. Other public-sector organisations could easily replicate this innovation, for example for subsidy and benefit schemes. After all, blockchain software is open source, meaning that any organisation can use it to build an application. The roles of sponsor, applicant, validator, and supplier that Zuidhorn used for the Child Package innovation are also universally applicable.
That said, the use of blockchain applications does require willingness in the public sector to accept a role change in society. The underlying principle of blockchain is mutual trust and reaching consensus. In these processes, the public sector no longer fulfils the central regulatory role. The system takes care of that itself. In countries where the public sector still fulfils a strong regulatory role, using blockchain could generate resistance.","The Zuidhorn municipal authority has experienced that blockchain applications lead to better services for residents. The power of blockchain is that it lets you speed up administrative processes enormously, and reduce them to what is really necessary. The success of the Child Package scheme shows how a small local government can take the initiative in propelling new technological applications and set an example for others to follow. By seizing this leading role, public-sector organisations can define the playing field for the development of such technology instead of leaving this to commercial providers and ultimately depending on these same commercial providers. Based on the principle of creating public value, they can thus shape the Internet of the future.",,,,,,
12731,"The Netherlands in 3D - a 3D map on an open data basis",https://oecd-opsi.org/innovations/the-netherlands-in-3d-a-3d-map-on-an-open-data-basisnationa/,18/11/2019,"Dutch Land Registry Office",Netherlands,central,"a:1:{i:0;s:13:""Land registry"";}","The Netherlands in 3D - a 3D map on an open data basis",,2014,"The 3D map of the Netherlands has been available from the Dutch Land Registry Office since 2014 on an open data basis. This map is intended as a basic file that institutions from across the public and private sector can use for their purposes, such as to link data to and run analyses. It can, for example, be used to assess and calculate how wind turbines affect the local environment in terms of noise, flows of air, and the shadows they cast, but also to assess their visual impact in the landscape.","The Dutch Land Registry Office has a statutory task to register all land and property in the Netherlands, both in terms of who owns it and for topographical purposes. This information is recorded in the land register database and topography database, which anyone can access. Residents and authorities can retrieve land registry and administrative data, such as to be able to make a property portfolio policy and zoning plans or to get clarity on who owns what.
3D is necessary to be able to capture the complex reality in models as accurately as possible. More and more parties are switching to 3D, albeit almost always on a project basis and for and/or by individual users. Various areas have been captured in 3D models on several occasions, such as when different bodies procure 3D models from different providers. The idea behind the ‘3D breakthrough’ project is to put an end to this kind of fragmentation and make 3D geo-information available from one single source. In the dialogue between citizens, the business community, and the public sector, it is very important to have a shared frame of reference (a 3D standard). This will encourage knowledge building and developments around 3D, and it will produce cost savings, as one and the same 3D model is used by multiple parties.
As part of the 3D breakthrough program, the Dutch Land Registry Office developed a 3D map of the whole of the Netherlands, with scales ranging from 1:5,000 to 1:25,000 (2018). It is now even possible to make 3D maps with scales from 1:500 to 1:1,000. Development and further development of this 3D mapping capability happen in collaboration with scientific partners (Delft University of Technology, University of Twente), private-sector partners (CycloMedia, Esri, and early adopters ROM3D and Tygron) and public-sector partners (Dutch Land Registry Office). The map is created by combining existing 2D data with the Elevation Model of the Netherlands. This latter model of the whole of the Netherlands has a resolution of eight elevation points per square meter, measured from an aircraft using laser technology. Used by the Directorate-General for Public Works and Water Management, water boards, and provincial authorities, this technology achieves such a high level of accuracy that it can measure the height of a curb. As a result, vertical surfaces, such as quay walls, can also be rendered. Houses are shown as blocks.
The 3D map is constantly under development. The Land Registry Office is, for example, working on adding roof shapes to the blocks that depict houses, and to add texture to buildings on a smaller scale. The elevation is measured using stereo aerial photography, whereby elevation points are derived from two photos taken from different angles. This means that the Land Registry Office no longer depends on the much lengthier update cycle of the Elevation Model of the Netherlands because elevation data is now derived from the same photos that are also used to obtain 2D topographical data.
The use of a 3D map and 3D models based on it makes it possible to better visualise and predict the effects of certain policy choices. This, in turn, allows governments to conduct sound, sunlight, shadow, wind, and air quality analyses or simulate flooding. It is now possible to see through a pair of 3D glasses how the building of a new block of flats will impact on the view from a specific resident’s garden.","a:3:{i:0;s:3:""190"";i:1;s:3:""876"";i:2;s:3:""611"";}","A 3D map can render the complex reality much better than a 2D map. This leads to better models, analyses, and predictions. The Dutch Land Registry Office’s 3D map is unique, because it is the first fully 3D map that covers the Netherlands in its entirety, and because it was developed in partnership with scientific institutions and market parties. The 3D map is updated without any kind of human involvement. It happens automatically based on data from the (large-scale) topography database, the addresses and buildings database, and the generated elevation data.","a:1:{i:0;s:9:""diffusing"";}","The 3D map is currently being optimised further. The trial involving the early adopters who have started to use the data in practice has meanwhile reached its final stage. They have started to use the 3D map and various changes have meanwhile been made to the map based on their experiences. This not only ensures thorough testing of the software, but it has also allowed participating local authorities and institutions to gain valuable experience with the data.
From January 2020, this data will be available for free download. Various companies have welcomed the data provided by the Land Registry Office and can now start using this data to build products. And through VAT and income tax on these products, the Dutch state recovers its financial investment. Through this project, the Dutch Land Registry Office adds social value in a way that it never used to.","As an organisation, the Dutch Land Registry Office is committed to innovation. Jantien Stoter (Professor of Geo-Information at Delft University of Technology and initiator behind the ‘3D breakthrough’ program) works at the Land Registry Office in an advisory role two days a week. She is the one who came up with the idea to embrace the latest 3D mapping developments and possibilities. The Land Registry Office also works together with municipalities, education institutions, and market parties.","Businesses greatly benefit from the innovation. They are able to use reliable data to build their own products. The public in general also benefits from the availability of 3D-data. Following the completing of the 3D-map, the local authority of Zwolle has put up sensors to measure things such as atmospheric humidity, visual quality, solar irradiance, and road safety. This information is combined with the available 3D data, giving the 3D data specific value for users and local residents.","The map produced by the Land Registry Office is a basis that other parties can work with. Part of the data is, for example, used for noise impact modeling purposes, with several organisations already using the data within their process. There is also research ongoing into how 3D can be used in combination with sensors for smart cities to be able to make live analyses and predictions in a digital environment that have a direct impact on reality.","The Dutch Land Registry Office has developed a product that did not exist yet. The need for this product was closely related to one of the Land Registry Office’s core duties. One major challenge in developing the 3D map was the collaboration with knowledge institutions and private-sector parties. At a later stage, it also turned out to be a challenge to connect with the internal organisation. The project group had to create space for the innovation and, therefore, needed to convince management to trust the innovation process, without any kind of guarantee of success. It required a lot of guts and vision.","A key success factor for the innovation was the public-private partnership with scientific institutions and companies.
The Dutch Land Registry Office used an innovation sprint to make time for innovation. It had employees team up with institutions and companies to get to work in practice right away. The project group and management accepted that not every single innovation sprint would actually produce a positive outcome. This acceptance of failure in itself was already a positive result. Whenever an innovation turned out not to be successful, they had the courage to just drop it or find an alternative solution. The employees involved in the innovation sprints were highly committed and did not walk away when things got difficult, but they did not focus exclusively on one single solution either. Management showed that they had faith in the employees working on the innovation.","The concept of the 3D map can also be used by other countries. In fact, various countries are already using a 3D map, although they still update their maps manually. The Dutch Land Registry Office and Delft University of Technology have developed software for fully automated 3D map updating. Topographical services (which in the Netherlands are provided by the Land Registry Office) in countries the world over could use this software as well.","The Dutch Land Registry Office has learnt to engage with its role and step up. It was not only about their own purpose, but also about ensuring data remained freely accessible to the general public.
An innovation in itself is not always enough. The Dutch Land Registry Office found out that the 3D map only became truly usable after the various optimisations that gave the map its value to users. After all, it is ultimately all about the user.
The Dutch Land Registry Office now takes a different approach to its own role and the product it delivers. The data in itself is not the primary focus, the users and applications that can be built using the data are. The Dutch Land Registry Office does not keep the data for itself but instead shares it with the institutions and companies building these applications. The social value-added lies in ensuring exchangeability, equal standards, and that public access to data. This is a departure from the Dutch Land Registry Office's traditional role that saw it deliver data as a product.
With the 3D map, the Dutch Land Registry Office has stepped up and shown that it is the expert when it comes to good, usable data. The Dutch Land Registry has reinvented itself and taken the initiative because the transition to 3D has a direct impact on the future of spatial analysis. They are now not only the go-to specialist for data, but they also provide public infrastructure (with or without partners) that makes it possible for data to be created effectively. The Dutch Land Registry Office sees to it that this public infrastructure is available to everyone. Service providers and users subsequently decide what data they want to use.",,,,,,
12735,"Dialogue on cutbacks - collective ideas for broader support in the municipality of Zeist",https://oecd-opsi.org/innovations/dialogue-on-cutbacks-collective-ideas-for-broader-support-in-the-municipality-of-zeist/,18/11/2019,"Zeist municipality",Netherlands,local,"a:1:{i:0;s:21:""Public administration"";}","Dialogue on cutbacks - collective ideas for broader support in the municipality of Zeist",,2011,"The municipality of Zeist (approx. 64,000 inhabitants) faced the challenge of having to cut its spending by 6.2 million euros. A decision was made to take the innovative approach of engaging with citizens in a social discussion on possible spending cuts. Through this process of co-creation with its residents, the Zeist local authority not only managed to balance the budget, but it has also helped the local authority forge closer ties with the community and garner broader support for cutbacks.","Initially, the local authority took up the cutback challenge by setting up a working group with senior civil servants headed up by the municipal clerk. The working group was tasked with developing three cutback scenarios and submitting them to local residents. However, the members of the working group wondered whether this would actually produce the desired social discussion and the right choices. The central question was, ‘Who is affected most by the required cutbacks?’ When it turned out that society would be hit the hardest by the cutbacks, Zeist decided to take a different approach, one that harnessed the power, creativity, and expertise of the local community. This ultimately led to an action plan that drew inspiration from how the European Commission works, which is to tap into the power of the community by inviting (citizen) experts in certain areas to, based on eight subject areas (care and well-being, citizen and outdoor space, sport, culture and social economy, urban development, security, citizen and governance, and education), help make well-founded proposals for spending cuts.
The process of engaging with citizens on possible cutbacks spanned a total of approximately nine months (starting when the municipal council defined the framework for the talks and ending when the joint decisions were submitted to the council). The dialogue was shaped in an innovative way by going beyond the existing frameworks for advice to the municipal executive and council:
• The eight subject areas were explored by eight groups, which were each headed up by a subject manager. These managers were recruited from within the organisation, based primarily on their enthusiasm and competencies. They were subsequently trained to manage the process across the various groups, working on their management skills and traveling to Brussels to meet fellow subject managers working in an EU setting. Internally, they were fully or partly relieved of their regular duties.
• Over 250 local residents were directly engaged in the eight subjects specified above. It was important that the (citizen) experts had a mixture of expertise, experience, and interest to be able to acquire a comprehensive picture of the problem, as well as to find solutions. All the relevant interests were represented at each table of experts. One table of experts covered a maximum of forty interests and therefore consisted of a maximum of forty experts.
• Unconventional methods were used to engage citizens in dialogue, including 3D street drawings by professional artists. Young people were involved by organising competitions through schools, asking youngsters for their input on how to cut spending and to capture their ideas in a video.
After a kick-off event with 250 local residents and eight subject groups, dialogue on cutbacks was held at six meetings of one evening each. This was split into two phases of three meetings each, the Green Book phase and the White Book phase.
Each subject group was set the following brief:
• Develop a vision within the subject area where Zeist should be in 2020. This vision is to be recorded in a so-called Green Book.
• Develop, based on the vision, specific proposals based on funds available for each subject (White Book).
• Make specific proposals for the subject area in which you participate, focused on the creation of new relationships between the public sector and society.
• Work these proposals out together with your dialogue partners for the subject area to achieve a broad perspective.
The municipal executive subsequently reviewed the results of the Green Book phase. What followed was the White Book phase, which consisted of formulating specific proposals. During this phase, the groups could also draw on the expertise of civil servants. Given the fact that the budget had been cut structurally, the proposals included specific cutbacks.
In the end, 217 proposals were formulated, spread over eight white books. These proposals were captured on so-called product sheets with all the relevant information and submitted to the municipal council for a decision.","a:3:{i:0;s:3:""615"";i:1;s:3:""181"";i:2;s:3:""214"";}","Both the approach and the results show how innovative the local authority was in this dialogue on cutbacks, both for the various subject groups and in terms of civic participation and improving the quality of the democracy. Zeist managed to get 200 local residents to participate in the 8 subject groups, with 80 percent staying involved throughout the entire process. The dialogue on cutbacks was also evaluated in an innovative way. Filmmaker Frans Bromet chronicled the whole process in a film. Watching this film triggered in-depth learning conversations between the people involved.
Within the civil service organisation, people went off the beaten path to recruit enthusiastic process supervisors to run the various subject areas, supervisors who complied with the required profile. They took training and got the opportunity to exchange learning experiences through methods such as storytelling. And they were relieved of all their other duties to be able to focus fully on their new role.","a:1:{i:0;s:9:""diffusing"";}","Following the dialogue on cutbacks, the Zeist local authority took a range of other initiatives in the area of democratic renewal. They held a Z battle, for example, where residents could submit ideas for the municipality, council members went out into the various districts on Democracy Day to learn what residents would like to see change, and they organised the 24 hours of Zeist to engage with residents on how to shape democracy in Zeist. At the Meal of Zeist event, council members and civil servants jointly went out to find recipes for the good life in Zeist. This resulted in a ""recipe book"", existing side by side with the municipal executive’s program. The local authority uses both as guidelines for governing the city. After the proposals had been collected in society and published, the municipal council decided which proposals would and which would not be implemented, whereby they pointed out that the community could also implement certain initiatives itself.","Involved in the dialogue process were citizens, the municipal council, and the municipal executive, as well as local civil servants. Two hundred locals participated in the subject groups. Although council members did not take part in the subject group discussions, they played an important rule during both the start phase in setting the frameworks and during the decision-making phase in stating reasons for accepting or rejecting proposals.",,"The dialogue on cutbacks ultimately led to a balanced budget thanks to the cutback proposals that could rely on commitment from local residents. During the white book phase, 217 proposals were made by eight subject groups for cutbacks totaling 7.6 million euros, while spending ‘only’ needed to be cut by 6.2 million euros. The proposals varied greatly in content. Some were focused on savings, while others targeted a rethink of the relationship between society and the public sector. The tables of experts came up with proposals that would never or were highly unlikely to ever come up for discussion in a ‘normal’ political context.
Aside from that, a number of so-called ‘soft’ culture changes were realised, such as the creation of new networks with citizens, a boost in local residents’ trust in their local authority, a broader perspective for civil servants on what local people find important, and greater confidence in the power of the community.","The main challenge that the Zeist local authority faced during the dialogue on cutbacks and the Meal of Zeist initiative was how to make the community come up with proposals for spending cuts and improvements. Following on from that, it also turned out to be a challenge to align society’s priorities with those of politicians: how do these relate to each other and which priorities should prevail?
When the local authority launched the dialogue on cutbacks and the Meal of Zeist initiative, the expectations were high. The challenge was also to manage these expectations and fulfill them.","The Zeist local authority considered the results of the dialogues with the community and the plans of its politicians equally important and equally guiding in charting the municipality’s course. In fact, political priorities and proposals from the community turned out to largely overlap.
The success of the dialogue on cutbacks hinged on the reciprocity between democracy, society, and organisation, which also meant that these three entities needed to develop. The local authority had the courage to completely change their internal collaboration practices. One example was the confidence placed in ‘the triangle’, i.e. the municipal clerk, mayor, and registrar. Talks between the three members of this trinity dictated the agenda, following which the municipal council made the decisions. The Meal of Zeist initiative built on the development that the dialogue on cutbacks had set in motion for the community, council, and organisation.","In other local authorities, too, similar dialogue with the community could be equally successful. It does, however, require the organisation, community, and council to trust each other’s role, as came to the fore in Zeist in the conversations that ended up setting the agenda. Aside from that, the dialogue on cutbacks has laid a solid foundation for far-reaching collaboration between society, council, and civil service. Residents have gone through a development and learnt to fulfill a different, more active role. This basis needs to be laid first so that you can build on it.","Democratic renewal is achieved only through reciprocity between politics, society, and the civil service. This is the most important lesson that the Zeist local authority has learnt. This reciprocity requires each of the three groups to develop in a certain direction. Stakeholders in society need to develop by learning how to be active citizens, so as to be able to play a role in coming up with proposals for spending cuts and improvements. The council needs to get used to a role where control is bestowed elsewhere, and also to working methods where democratic legitimacy is also ensured in other ways. This is when a new balance emerges between the controlling role, framework-setting role, and representative role. But the civil service, too, is expected to assume a different role. The municipal organisation becomes a facilitator that brings stakeholders together so that they can come up with problems that exist in society. In all of this, the power of the community comes first, with the community tackling problems itself and the municipal authority adapting and taking its lead from the community.
Another lesson is the importance of being consistent as a municipal council in deciding which proposals to pursue and which to reject after they have been collected and shared with everyone, and in doing so, pointing out which initiatives the community can pursue itself. In Zeist, the local authority ensured clear frameworks for the dialogue on cutbacks. They made clear right from the start of the dialogue on cutbacks that existing policy would not be dropped. They did the same for the Meal of Zeist initiative.
Lastly, the only way for the Zeist local authority to fulfill the community’s expectations, was for the politicians to retreat. Only then does the community have enough space to develop innovative solutions. At the same time, the municipal council has to be clear from the start that the final decision will be made by them.",,,,,,
12994,"Design Thinking and Rapid Impact Evaluation for Public Sector Innovation",https://oecd-opsi.org/innovations/design-thinking-and-rapid-impact-evaluation-for-public-sector-innovation/,18/11/2019,"ESDC Innovation Lab",Canada,central,"a:1:{i:0;s:10:""employment"";}","Design Thinking and Rapid Impact Evaluation for Public Sector Innovation",,2019,"Combining Design Thinking and Rapid Impact Evaluation methodologies allows for a user-centered counterfactual to measure the impact of the current program design, while simultaneously identifying programmatic design flaws and generating solutions for improvement. The participative process for co-developing the counterfactual triangulates multiple user perspectives and data sets to provide new lines of evidence to pursue innovative solutions and offer a more iterative approach to evaluation.","To our knowledge, the ESDC Innovation Lab has pioneered the approach mixing Design Thinking and Rapid Impact Evaluation (RIE) to improve the responsiveness of a Gs&Cs program to user needs and provided lines of evidence for evaluation. Dr. Andy Rowe developed the RIE methodology with a team of evaluators in 2004 and 2005. Rowe intended for RIEs to generate evidence that might fill gaps in traditional summative evaluation processes, and do so in a shorter time than expected. By balancing numerous and divergent stakeholder perspectives, his approach gauges the impact of a program forecast future impacts in terms of probability and magnitude and weighs benefits.
The Lab diverged from past RIEs used in the Government of Canada which typically used the absence of the program as a counterfactual to measure impact. Instead, the Lab developed a human-centered counterfactual engaging diverse perspectives of stakeholders through multiple workshops, co-creating and stress-testing solutions to current challenges with participants. Early in the pilot, the Lab met end-users in the field with a semi-structured group interview using emotional triggers to garner personal experience. This wide in scope preliminary fieldwork was intended to capture challenges experienced by end-users. The information identified emerging themes that were then substantiated against the current program efforts and translated into a visual graphic recording - effectively summarizing and communicating complex user stories.
The Lab then held two workshops involving 15 and 80 participants respectively. Representation included government stakeholders from across departmental branches, beneficiaries of program funding, failed applicants for funding, front-line providers, end-users, businesses and not-for-profit organizations serving end-users. Participants involved in the design thinking process comprised of diverse communities: women’s groups, groups representing ethnic minorities (Indian, Sri Lankan, Somali, Jewish, Chinese, Indigenous, etc.), the LGTBQ community, those with different ability, and covered a breadth in age between 50 to 80 years old - the target age range for the program.
For each workshop, the Lab developed original and tailored collaborative activities precisely engineered to cover gaps revealed in the fieldwork and in-house knowledge-sharing regarding the program. Assumptions were repetitively checked to keep an eye to Dr. Andy Rowe’s five stages of RIE against the five design thinking stages. Both methodologies mixed well. The Lab workshops included a reconsideration of the Theory of Change through problem framing divergence and empathy; considered direct impacts of potential new designed interventions as part of the program design (e.g. emerging ideas for counterfactual scenarios); identified who would be most affected by these new proposed designed interventions, how users would be affected, and on what scale.
The Lab facilitated discussions to explore solutions to current programmatic tensions through gamification and pushed the boundaries of polarity-thinking through back-casting. User empathy was engineered with meta-ethnographic approaches including empathy mapping, persona development based on fieldwork qualitative research and direct interactions with frontline personnel serving end-users in diverse communities. The Lab analyzed narrative threads, triangulating and reporting on these insights for the use of the RIE.
A final multi-component counterfactual materialized with the Evaluation Directorate, IBA consultants and the ESDC Innovation Lab discussing findings. Three alternate components to the current program design were proposed: 1) greater internal coordination between program components, 2) an open portal, and 3) greater cross-sector collaboration for new partnerships. From a design thinking perspective, these alternate program scenarios were seeds for prototyping to refine, flesh out and test further. For the RIE methodology, a final workshop hosted program owners and operations (technical advisors), academic researchers (subject-matter experts), and frontline organizations serving seniors who were successful and unsuccessful applicants. At this workshop, participants measured the three-pronged counterfactual against a matrix of current program indicators and additional indicators leveraged from user stories garnered during the Lab workshops, and measure impact for the legality, feasibility, and desirability against the current program design.
In the end, two components were retained by the program. The co-development process for developing this three-pronged counterfactual opened a window to provide new evidence to further investigate in a summative evaluation and/or inform immediate programmatic changes. This approach leveraged divergent and convergent perspectives to challenge the fundamentals of a program and wedged a space for incremental and more radical innovation exploration.","a:6:{i:0;s:3:""210"";i:1;s:3:""257"";i:2;s:3:""615"";i:3;s:3:""305"";i:4;s:3:""620"";i:5;s:3:""619"";}","RIEs have been used a handful of times by the Government of Canada. The Government of Canada Guide to Rapid Impact Evaluation lists pilots at three departments: Public Health Agency of Canada, Public Safety Canada, Natural Resources Canada.
In preliminary research for this RIE, the Lab consulted reports and interviewed individuals involved in past trials. These RIEs used the absence of the program as the counterfactual. Co-developed with beneficiaries/end users, frontline organizations, internal stakeholders, technical program experts, businesses and subject-matter experts, the Lab sought to diverge from past approaches by developing a human-centered alternate scenario. This approach unfetters possibilities that can be unattached to the current programmatic practices and legacy, and as such, allows for the balanced experiences of end-users to create a robust counterfactual, challenge potential institutional bias, and push for greater innovation.","a:1:{i:0;s:9:""diffusing"";}","The findings of the RIE pilot have been shared internally to program owners and to the evaluation team who will be conducting a summative evaluation of the program this year. The ESDC Innovation Lab, the Evaluation Directorate and IBA consulting have met regularly to share lessons learned. This fall, the Lab has started to deliver presentations across the Government of Canada's innovation ecosystem and internationally to share lessons learned from this RIE pilot.
Throughout the project, the Lab systematically examined the dimensions of this new approach to RIE as it evolved. This was done in a reflective study through post-mortem discussions with the Evaluation Directorate and IBA consultants. The Lab conducted post-mortems following every workshop and fieldwork activities to push the development of its design practices and conducted key informant interviews with participants to garner feedback and improve its approach.","'-Citizens shared irritants/feedback/participated in workshops
-Program owner/technical experts/SMEs stress-test counterfactual for the legality, feasibility
-Lab provided a direct link between government, citizens and external organizations. Lab interventions yielded user insights that framed a counterfactual.
-Evaluation Directorate provided a conduit between the Lab and government officials
-IBA consultants triangulated views and assessed counterfactual
-Ottawa Council on Aging hosted one event","'-Citizens: Beneficiaries/users identified design flaws + potential solutions to irritants/needs + program improvements
-Program owner: counterfactual + user insights vs. their current design
-Other Gs&Cs programs: user insights
-Evaluation Directorate: learned a new methodology with design thinking for other projects
-Lab: Learned about RIE, with design thinking + org development, a great combo for policy innovation, program/service design. Looking for new project to test and scale","The RIE provided government officials with up-to-date information on program outcomes and client experience and assessed the utility of RIE as an innovative approach to evaluation. The human-centered approach to RIE generated a three-pronged counterfactual that responded to the challenges and experience of end-users and addressed institutional bias by including cross-sector and front-line perspectives throughout the design process – from early in the discovery fieldwork process to the final testing of the program impact against the counterfactual. The three alternative scenarios informing the counterfactual were feasible and realistic. Results and findings of this pilot project have been shared internally and repurposed to inform future iterations of calls for proposals for this program. A case was demonstrated that the approach to bring design thinking to RIE methodology has innovation potential + should be repurposed to other programs, policies, and service delivery areas.","1) Our approach would benefit from a greater investigation into the appropriate balance between qualitative and quantitative data frameworks and methods of analyses. The Lab noticed evaluators more steeped in a quantitative study, and government officials preferred metrics by which to understand qualitative findings. This, however, created a tension as translating qualitative insights into quantifiable metrics threatened to eliminate certain crucial nuances.
2) There is more comfortable to explore counterfactual within the existing programmatic boundaries. RIE with design thinking, however, demonstrated the potential to challenge program fundamentals, paving the way to counterfactuals that could be unattached to existing program boundaries and legacy. A counterfactual is an alternative reality to the existing design that responds to unmet needs and can yield promising evidence worth investigating.
3) The matrix to assess counterfactuals should be co-developed with users - not just SMEs.","The success of this mixed approach lies with having leadership support to allow for the exploration of counterfactual that may be very different from the existing program design. This divergence allows us to garner new evidence that could challenge potential conscious/unconscious bias and bring innovative breakthroughs.
The approach requires time. This pilot was not so rapid after all - it took 7-8 months to be completed because we had to analyze/curate a lot of qualitative data, identify participants, and meet routinely among partners to craft our approach moving forward. It would likely be 1-2 months faster if we were to do it again, but we would not sacrifice the development of a human-centered counterfactual for the sake of time.
This RIE requires technical expertise in design thinking and organizational development to facilitate difficult conversations and design tailored interventions to a problem space.
Counterfactual may be used for a component of a program - not all.","Design Thinking paired with RIE simultaneously evaluates the mistakes of the past and develops insights for the future. Design Thinking provides data rapidly to measure impact while making implementation more iterative, flexible and responsive. This combined approach offers a channel to course-correct design failures and operational flaws more quickly. We believe the approach we created for RIE can apply to all phases of policy development, from policy options to program design, program operations, and service delivery. It is a cost-effective way to do rapid-prototyping with inclusive design in mind and to collect new evidence for policy, program iterations, and service design.","1) For future RIEs, we believe it is important to focus on balancing the fundamentals of both Design Thinking and RIE in order to preserve the value inherent in each. More specifically, the empathetic process defined by Design Thinking offers a unique opportunity to evaluate components of greatest impact to a user. Design Thinking also exposed factors that impeded or facilitated organizational readiness for change to respond to user needs. There could be a push to expedite the gathering of user insights to fit the ''rapid'' requirements/expectations. Make sure you spend enough time to collect, curate and segment your qualitative information. Proxy approach, e.g. using internal staff instead of end-users, does not yield the same outcomes.
2) The assessment of the counterfactual should bring together participants who have been involved throughout the sensemaking stages of the Lab workshops. For this pilot, participants in the final workshop had not been involved in the previous Lab workshops and it was challenging for them to appreciate the nuances of the proposed components of the counterfactual and also accept the counterfactual assessment matrix. In hindsight, a different process for the assessment may be more valuable, perhaps using more than one tool to assess impact. For example, a ritual dissent process with scorecards/matrix could test and enhance counterfactuals by subjecting them to ritualized dissent (challenge) or assent (positive alternatives) rather than one matrix assessed on your own.
3) Unpolished extreme ideas were left on the table from the Lab workshops to satisfy the government's technical interpretation of feasibility or legality for RIE requirements. Having more than one counterfactual to measure against the existing design could allow for a few ideas to stretch innovation a bit further.
4) This RIE had no design specifications/boundaries which led to a bit of scope creep. Counterfactuals could benefit from a narrower problem statement.","The ESDC Innovation Lab is an in-house human-centered design lab that operates at the nexus of policy development, program operations, and service delivery. The Lab applies and mixes behavioral science methods such as behavioral insights, organizational development, and design thinking to improve government programs and services housed in ESDC, developing innovative solutions to complex social problems with Canadians for Canada. Jordana Globerman and I, Catherine Charbonneau had the vision and resolution to adapt Dr. Andy Rowe's RIE methodology to human-centered innovation and experimentation in the public sector. We approached this project with an open mind and believed our approach would have enormous potential to scale and to be repurposed across sectors. It provides both promising hard data and soft qualitative evidence to inform decisions, and it identifies and mitigates risks early by working in alternative reality before launching new programs, policies, and services.",,"a:1:{i:0;s:5:""13018"";}",,,
13013,"Transforming school classrooms into real innovation labs",https://oecd-opsi.org/innovations/transforming-school-classrooms-into-real-innovation-labs/,18/11/2019,"Ministry of Interior",Greece,central,"a:1:{i:0;s:12:""public_admin"";}","Transforming school classrooms into real innovation labs",https://www.innovation.gov.gr,2018,"The project was inspired by the need to promote coding in Greek primary education. It fostered the exploration of the actual use of digital technologies in the Schools, the way new technologies could transform School classrooms into real labs and the level of impact in the improvement of the digital skills of teachers and pupils.","The project fostered the exploration of the actual use of digital technologies in the Schools, the way new technologies could transform School classrooms into real labs and the level of impact in the improvement of the digital skills of teachers and pupils.
The project was designed by the Unit of Innovation, engaging different stakeholders, such as public and private sector organizations, service providers, pupils, teachers and professionals from local authorities. The stakeholders contributed to the design team thinking, helping identify challenges, strategic opportunities, and project management.
At first, when areas of intervention were agreed, a gap analysis was performed in order to assess the current and expected situation so that the added value of the implementation of this experimental pilot project could be evaluated. In addition, the innovation team benchmarked findings of the data analysis stage with the use of cases and results from other countries, as well as E.C. studies and action plans, which were taken into account.
The project started in September 2018, with a train-the-trainer workshop for ICT Teachers of Primary education. 21 Teachers from 18 schools from different regions of Greece followed the workshop.
In October 2018, 109 pupils 7-9 years old attended the Launch Event of the project and an intensive 2- day coding workshop and produced -with the guidance of their school teachers- animated graphics in teams.
For a period of 5 months, the pupils worked using their resources to accomplish their tasks. They uploaded the intermediate and final deliverables in a collaborative platform used by all the schools, developing project management skills ending on creating animation videos, during their ICT class in the School.
On 30 March 2019, at the Closing Ceremony, the pupils came together to present through the animation they created with coding their city and received a Certificate of Completion of the Project by the Minister of Interior.
The project was scaled up in classrooms and engaged more than 350 pupils. During this project pupils and teachers developed a set of digital and soft skills, such as project management, communication, teamwork, etc.
The findings of the project will be used in the design of future projects.","a:9:{i:0;s:3:""876"";i:1;s:3:""211"";i:2;s:3:""257"";i:3;s:3:""959"";i:4;s:3:""609"";i:5;s:3:""623"";i:6;s:3:""615"";i:7;s:3:""335"";i:8;s:3:""190"";}","Most important innovative features of the project were:
• User-centered design and orientation of the project
• Working out of the box
• Upgrade of the school material and streamline of the use of the infrastructure for the purposes of the project
• Transfer of knowledge from external experts
• Creating networks- connecting pupils on a national level
• Engagement
• Creation and learning
• Pupils are creating and presenting the deliverables for the project
• Bottom-up approach to introduce innovative projects in the public education system
• Multiplying the effect of the project
• Combination of skills","a:1:{i:0;s:9:""diffusing"";}","With the completion of the project, a culture of experimentation and testing and co-creating has been introduced, so the learnings from this project will be embedded in future projects.
1. More specifically, the Schools which participated in the project, participate also to other innovative actions organized by the Unit of Innovation, such as the event «Greek Toys», an interactive workshop for pupils. In this way, the network created by the «Code my city» project is not only kept alive but is being reinforced and is getting bigger and stronger after every action implemented.
2. Also, teachers are participating in training designed by the Unit of Innovation in cooperation with external experts to support further their teaching skills and methodology.
3. Some schools were supported by permanent technical infrastructure.
4. Schools became members of an active network which is going to expand in the next years.","The Unit of Innovation has taken a user-centered design approach, testing the proposed direction for a new model with a cross-section of users and key stakeholders including pupils, teachers, School Directors, local community officials, public bodies, service providers to ensure a successful pilot implementation of the new model.","The development of the pilot project involved extensive consultation with more than 20 stakeholders, including public and private sector organizations, NGOs, pupils, teachers, local authorities, top-level management from the government, industry representatives and service providers.","The project in numbers:
• 21 schools, with 27 ICT teachers and 21 teams took part.
• 14 of 21 schools succeeded in transforming their classrooms into real labs.
• 27 ICT teachers in 27 classrooms followed an innovative teaching methodology.
• 109 pupils acted as multipliers of the effects of the project and hundreds of pupils developed their digital technical and soft skills in coding, creativity, analyzing and problem-solving, communication, presentation, creativity, decision-making, working on body language, negotiation, etc (estimated impact 350 pupils).
• 153 pupils participated in the last phase of the project, of which 64 completed and presented their end deliverables.
• More than 3 schools upgraded their infrastructure in order to accomplish the project.
• 85 intermediate and 14 final projects were produced into classrooms.
• 8 out of 9 months, in a school year, schools worked on a project.","The project team faced a number of challenges for the completion of the project, the main ones being the lack of necessary technical equipment of the teams, the lack of time within the school curriculum to work on the project and keeping the teams engaged.","The main driver of the success of the project was the high-level commitment at all levels of leadership, as well as the engagement of the teachers, who acted as the ambassadors of the project.","As a Unit, the Unit of Innovation has already started to strengthen the way it uses the latest user-centered co-design approaches and evidence to introduce new approaches in the education system. The approach undertaken in the design of the pilot innovation projects has highlighted that it is possible to lead transformational change through a process where the government has listened to users to achieve better outcomes.","Taking a user-centered co-design approach is a critical factor for success. The approach undertaken in the design of the project has been very well received by stakeholders, to the point that all the beneficiaries commented that they would like to continue working on the project and to participate in other innovative projects too.",,,,https://youtu.be/qScmDVOF3rM,,
13091,"Supporting employees back to work",https://oecd-opsi.org/innovations/supporting-employees-back-to-work/,04/01/2021,"Innovation Lab - Northern Ireland Civil Service","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","Supporting employees back to work",,2019,"In the Northern Ireland Civil Service, over 70% of absence days are due to staff on long-term sick (absences lasting 20 working days or more). Using behavioural insights, the Lab designed a new suite of letters to support employees when they go off sick. The letters reject traditional formal approaches of absence management in favour of empathy, clarity, and empowerment. Both line managers and staff feel the letters are a huge help in providing the support they need when off sick.","How can organisations support employees to return to work after illness or injury?
In the Northern Ireland Civil Service, over 70% of absence days are due to staff on long-term sick (absences lasting 20 working days or more). In addition, over 40% of those long-terms absences are due to Mental Health Illnesses. If each person on long-term sick came back to work only 4.3 working days sooner, the Northern Ireland Innovation Lab worked out that they could reduce the overall average working days lost by 5%, generating a paybill savings of £1.6m. The Innovation Lab worked with Human Resources (HR) to redesign the letters sent to staff off sick in order to better support them and to remove any bureaucratic barriers to a timely return-to-work.
Traditionally, the language used in HR letters is often frightening, anxiety-provoking, and not empathetic to the person recovering from illness. There is a focus on ‘policy triggers’, dismissal, and legal language designed to intimidate and scare the employee back to work. The Innovation Lab heard stories from HR staff that on several occasions they have had to spend the first 20 minutes of a conversation calming down the member of staff, reassuring them they were not going to lose their job, and trying to explain the letter in a more empathetic way. We also heard stories from employees who received the letters while off sick about the impact the letters had on their mental health. The employee may have spent days worrying about the letter before they are even able to speak to HR, thus delaying even further a prospect of a timely return to work. There was an urgent need to revise the HR letters, and the Innovation Lab thought a behavioural science perspective could bring fresh and innovative thinking to their approach.
For each letter reviewed, organisers asked a few questions to start:
• Is this letter necessary? Is it the best form of communication?
• If so, what do they want people to do when the get this letter?
• How can the Innovation Lab make it as easy and clear for people to do what it is they want them to do?
• What do they want or need them to know? What is vital to know and what can they remove to an information sheet at the back of the letter?
• How will the member of staff feel when they receive the letter? Can they incorporate the empathetic language you use in a face-to-face meeting into the letter?
To design the letters, they used the Behavioural Insights Team’s EAST and MINDSPACE frameworks, a recent trial of an intervention designed to increase employee return to work, and CIPD guidance on the role of line management in the return to work.
Our main guiding value was compassion and empathy for the staff member off work. A return to work can be daunting for staff who have been off sick for a period of time. It’s vital to foster positive relationships, both to encourage a return to work, but also to create a safe, productive work environment.
The letters also focused on the following principles:
• Simplifying the content and messages
• Personalisation – removing references to case number in the “To” field and replacing the surname with first name
• Minimizing ‘legal speak’ and using plain language
• Framing all content in terms of “return to work” and “recovery” rather than “inefficiency” and “sickness”
• Making the design attractive and professional
• Adding structure with the use of headings, colour coordination, bullet points, chunking, and white space
• Consider the messenger: for each letter, we considered who was signing off the letter and what impact that may have. Where possible the messenger was a person, not just “HR”
• Removing potentially anxiety-provoking but important information from the main body of the letter, carefully making the wording as empathetic as possible, and incorporating the information into a separate “Information Sheet”.
The letters also emphasized themes of:
• Recovery, recovery plans and encouraging visualizing the steps needed to return to work
• Accountability of employee – clear emphasis on the steps, if any, that the employee needed to take to be sure they were complying with the policy
• Line manager as primary support mechanism
• Effective signposting of support services – putting all forms of support, including the option of phased-return, in a separate leaflet that could be attached to any letter. We removed hyperlinks to webpages (because all letters are printed and posted) and included phone numbers or email addresses to the services
• Encouraging staff member to seek social support on day one of return to work
The Lab also considered the impact of anchors and avoided the use of language that would anchor a member of staff in the identity of “someone on long-term sick.”
The letters were rolled out in June 2019 to one Department and, because of excellent feedback, will be expanded to all 9 Departments by the end of 2019. The Lab will be analysing sickness absence data to look at impact on return to work data in 2020.","a:3:{i:0;s:3:""156"";i:1;s:3:""609"";i:2;s:3:""615"";}","Traditionally, the language used in HR letters is often frightening, anxiety-provoking, and not empathetic to the person recovering from illness. There is a focus on ‘policy triggers’, dismissal, and legal language implicitly designed to scare the employee back to work. The Innovation Lab’s approach was human-centered and put the employee experience of illness and recovery at the heart of the letters. In addition, HR had not used a behavioural science approach to absence management before, and this approach allowed a concrete understanding of the behaviours required of the employee in order to return to work as well as all of the factors that could influence that behaviour. Behavioural Insights had also never been used in the HR letters. The Lab made use a many insights in the new letters (as described above).","a:1:{i:0;s:14:""implementation"";}","The programme is in Implementation and Evaluation stages. The letters are being used in a couple of Departments so far and will be rolled out to all Departments by the end of 2019. Line managers have already given great feedback during workshops with HR – they have said that the letters set the tone that they try to achieve with staff which makes it easier to have those conversations with them. In addition, we are planning on analysing the sickness absence data over the course of the next few years to see if there has been any impact on return to work times. It will be difficult to isolate direct effects about the impact of the letters alone, however, because there have been other small changes to the absence management process like increased line management responsibility. But hopefully it will be possible to draw some conclusions when there is further data.","The Lab worked very closely with Human Resource Professionals in the Civil Service who have expert knowledge of the absence policies and procedures which was vital to the success of the project. They also got feedback staff and staff who have line management responsibility in order to get feedback on the letters. The Lab also worked with Solicitors, Trade Union Staff and Employee Relations Staff to get feedback on the legalities of the process.","With clear, concise, and empathetic communications, employees better understand what is asked of them and feel supported in taking those actions. Line managers can feel confident that the letters sent to their staff better represent their views and their relationship with their staff will be less likely to be adversely affected. The organisation as a whole benefits from reduced absenteeism if staff face fewer barriers when returning to work and are able to return when they are ready.","To evaluate the impact of the letters before sickness absence data was available, the Lab ran a “lab experiment” with staff in the NICS in order to understand the clarity of the letters as well as to try to gauge the emotional response to the letter. During the experiment, organisers asked staff to read a scenario and imagine themselves in it. The Lab then gave some staff the standard letter, some the revised letter, and asked everyone to complete some surveys. They found that staff who read the new letter felt significantly more empowered and supported and less guilty than staff who read the standard letters (t-test; p<0.5). Though not all differences in emotions were statistically significant, all negative emotions were rated lower and positive emotions were rated higher for the new letter compared to the standard letter. Also staff found the new letters clearer to understand and felt more empathy from HR about their 'situation'.","1. Initial acceptability: the Innovation Lab pushed the project onto HR staff, trying to convince them there were things we could improve to create a better experience for employees when they were off sick. The initial pitches did not go well and we struggled to get buy-in. Only after they did a prototype of a brand-new letter, and found someone who was willing and keen to work with them, did they start to gain traction. Now the head of HR loves the work they have done.
2. Complexity of policy: the absence management policies in the civil service are complex and the wording had to be exactly right. The Lab were reliant on policy experts to help with the intricacies.
3. Needs of different groups: Trade Unions, Solicitors, and Employee Relations staff all had different priorities that we had to account for. The Lab had to make compromises between, for example, wanting to reduce the length and complexity of letters and including enough legal/policy info to satisfy everyone.","1. Existing structures: the infrastructure allowed us to modify the letters without too much hassle
2. Leadership buy-in: Senior-level support is vital and means the innovation won’t be shut down at a later stage.
3. Right level of control: It is crucial to work closely with the project manager who can make decisions and is responsible for rolling out the new approach.
4. Good working relationships: as above, so much is about the people you are working with and the positive working relationships that are developed.
5. Excellent policy knowledge: you need to have someone on board who knows the subject area inside and out.
6. Personal values: The project team had a deep desire to improve the experience for staff who go off sick. They had years of experience under the previous system and wanted to do as much as possible to bring a fresh, empathetic approach to the absence management process.","The format and thinking behind the letters has been replicated into other HR forms, done by HR themselves. In the Innovation Lab, we have used the same principles and the same behavioural science approach to redesign other letters for other agencies for different purposes: for example, we redesigned a letter to prompt people who had gone into arrears to make a payment. The letter generated over 1.2m in recovered arrears payments.","A ‘behavioural’ approach allows complex problems to be broken down into manageable chunks – in other words, by focusing on an individual’s behaviour (“What do you want them to do next?”), the communications you use with that person become more straightforward.
Finding the right people to work with is critical. You need people who have direct responsibility for the work area and who can make the required changes.
There is a significant amount of work required in redesigning a suite of letters. Almost every single line in each letter had to be considered from the legal and policy perspective. Do not underestimate the time required in a ‘simple’ letter!
It’s vital to speak to the people directly affected by the letter or policy that you are trying to improve. Put yourself in their shoes and try to understand their pain points and barriers to action.
Changing letters is a step towards changing culture. By changing the tone and messaging your company delivers, you change how people engage with you and how your staff engage with each other. Letters are also a physical artefact of a policy – and because it may be the only physical representation of that process it’s important to get it right.",,,"a:1:{i:0;s:5:""13659"";}",,,
13105,"Citizen Spots",https://oecd-opsi.org/innovations/citizen-spots/,18/11/2019,"Administrative Modernization Agency",Portugal,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Citizen Spots",https://www.ama.gov.pt/web/agencia-para-a-modernizacao-administrativa/espaco-cidadao,2014,"The Internet is a great communication tool. People use it all the time both at work and for leisure, but what about interacting with the government? Even though most of the Portuguese public services are digital, its use was below expectations. The answer was the creation of a network of Citizen Spots, which are multiservice physical counters where a “specialized mediator” assists citizens accessing online public services and teaches them how to perform them autonomously thereafter.","The Internet is a great communication tool. People use it all the time both at work and for leisure, but what about interacting with the government? Currently, most of the Portuguese public services are either provided fully automatically or available online. Nevertheless, the use of digital services was below expectations and, as such, it was necessary to reverse the situation, so that the benefits of a digital approach to public service delivery could truly be felt by all the citizens.
The answer was the creation of a network of Citizen Spots, which are multiservice physical counters where a person - a “specialized mediator” - assists citizens accessing online public services and teaches them how to perform them autonomously thereafter. The digital services provided are essentially those already available on various online platforms and the national digital portal - ePortugal.gov.pt - but that citizens may not feel confident using by themselves.
The nationwide network of Citizen Spots was initiated in 2014, in a context of scarce digital literacy, lack of trust in digital public services delivery and insufficient infrastructures/internet bandwidth throughout the national territory - constraints that affected mainly the neediest, namely the elderly and those living in rural areas, thus restraining their ability to fully enjoy the benefits of public digital services.
In the Spots, through the skilled assistance of a mediator, citizens can follow and learn the steps they have to undertake to access different public online services. All the existing Spots are equipped with a computer with a double screen system. One screen is used by the mediator and the other one is for the citizen to be able to see and follow all the steps being done. This allows citizens to trust, learn and replicate the exploration of new digital functionalities and services on their own, thus promoting digital literacy and bridging the digital divide.
By showing the population that the Citizen Spots are reliable spaces where they can go and use the available digital services with the help of a trustworthy mediator, citizens are becoming more aware of the national digital public services portfolio and also of online security measures, specifically regarding online privacy which is fundamental to boost the confidence in the use of ICTs in general, which is also one of the goals of the initiative.
At the moment there are 604 of these Spots spread nationwide and even abroad, each one of them delivering 234 public services, from 17 different entities. They’re located in the Portuguese largest cities, as well as in the most remote areas of the country, but also Brussels, London, Paris, and São Paulo.
The vast network of the Citizen Spots has been enlarged in the last years, but its concept has also been evolving. Alongside the traditional Citizen Spots, now there’s also the Mobile Citizen Spot (MCS) and the Solidarity Citizen Spot (SCS).
The MCS is a Spot assembled on a van that travels to remote areas taking the initiative to the most inhospitable places. It’s about getting the initiative to those living in areas without access to digital services. Whether because they live in more remote areas of the country, or because they were affected by some kind of emergency, like the ones resulted from the fires that usually affect Portugal in the Summer. In 2017, in Pedrogão, or in 2018, in the Monchique region, for instance, immediately after the fires that made victims and burned forests, houses and communication infrastructures, the MCS was vital on the field, helping the affected citizens to ask on-site for new papers and documents and teaching them to fill all the necessary forms that could be done online.
In its turn, the SCS is mainly oriented to the elderly. It’s nothing more than a mobile kit, constituted by a computer and a printer, operated by a mediator who visits nursing homes and residential structures for the elderly.
Both the MCS and SCS are meant to engage and empower groups that are usually neglected when talking about Information and Communications Technology (ICTs). With the Citizen Spots, Portugal is fighting digital exclusion. The spots intend to get the population more engaged in the use of digital services and also more aware of its benefits, which in turn reflects a greater trust in the State, as the provider of those services.
Besides, even though the Administrative Modernization Agency (AMA) is the central authority coordinating the project, local authorities have the responsibility of managing most of the Spots, reinforcing a collaboration dynamic between central and local authorities. And since the services provided are the responsibility of 17 different entities (Tax, Social Security, Registries, etc.), the initiative also has a significant role in breaking silos between these different authorities.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""612"";i:4;s:3:""617"";i:5;s:3:""320"";}","The Citizen Spots materialized a new approach of delivering services to citizens and businesses and an innovative model of working within public administration itself.
It represents an innovation on several fronts, namely:
• The unique way of delivering public and private services, in what may be regarded as a hybrid model that provides both onsite and online services, with the added value of providing education and training to all citizens in their digital interactions with the government and other private service providers;
• The redefining of processes: numerous entities worked together breaking silos, reformulating back offices, optimizing existing services, designing new ones and rethinking the way of delivering services;
• The effort made by the government to train around 3.300 attendants capable of serving as citizenship mediators and provide, in one single desk and IT system, a wide range of sectorial services in an educational model.","a:1:{i:0;s:14:""implementation"";}","Citizen Spots were implemented in 2014 and have proved to be quite consensual across the entire political spectrum despite changes in the political cycles, standing out as a solid, long-lasting and sustainable initiative. The project started in 2014 with 125 Spots and there are currently 604 in operation, so the initiative is completely implemented and even expanding","This is a project that engages different stakeholders, from different levels. It has: AMA, the Portuguese public agency responsible for administrative modernization and digital government, and coordinator of the initiative; the central authorities, which are the ones making their services available on the Spots; and the local authorities, with the responsibility of providing the space, maintenance and human resources for each of the Spots.","The Spots bring digital public services closer to citizens, particularly in rural areas where people had to cover longer distances to access these services. In fact, the Spots are installed based on the demographic distribution and population needs, making sure no one is left behind. And to ensure equal access to Portuguese citizens living abroad, there’s one in São Paulo, other in Paris, London and in Brussels.","When the project began in 2014 there were 125 Spots, 127 services available and 98.899 attendances during the year. Nowadays, there are 604 Spots across the country and in three other countries, 234 services and, since their beginning, there were already 5.569.848 customers using the Spots, 1.139.491 of them just in 2019. This shows a great enlargement of the network, of the services being provided and of the number of attendances.
The increase of digital literacy and trust, in digital services delivery and in the government as their provider, are other important results. But it should also be noted that the Spots allowed for a reorganization of services, which led to savings of the public administration’s resources. And because the existing functioning model of the Spots engages the local authorities, this is a project that also helps to create synergies between the central and the local authorities, promoting coordinated policies and better service delivery","The Spots are implemented and coordinated by the AMA. Nevertheless, to implement a project such as this, there was the need to work with all the entities in which services are being provided, in order to build a versatile and user-friendly back office and IT infrastructure. This was not always an easy process, but due to a strong coordination effort, the result was a positive one.
The creation of a sustainable network was another challenge, which was addressed by the use of existing premises from both municipalities and parishes, which made it possible to maximize the already available resources, mainly from the local administration. The physical location of the Spots, the human resources and the maintenance costs are usually guaranteed by the local host entity, while AMA coordinates and supplies all the logistics (furniture and ICT equipment), training and technical support, namely through the AMA contact center","In a national program that crosses all the governmental areas such as this, top political support is essential to get the financial and the human resources needed and to push the co-ordination between different entities. Also, the existence of key enablers, such as interoperability (eg. the Portuguese Interoperability Platform, iAP) and digital identification was essential for the initiative to work.
Another important aspect regards the legislation that backs the initiative, providing the legal framework for the Citizen Spots, establishing rules for digital public services delivery, enshrining the assisted provision of digital services as its complement, and defining the responsible entity for its implementation and coordination.
Also, it’s important to ensure the existence of an efficient helpdesk to provide assistance and answer the citizen’s mediators' questions in due time, which is ensured by the AMA Contact Center.","The design of this model of service delivery is already tested, and there is a set of pre-defined requirements for any interested party to evaluate, as well as a modular furniture kit easily adapted to most physical spaces, which make any replications very straightforward. The network of Citizen Spots has been constantly expanding since 2014 throughout the national territory and internationally.
The fact that it needs a low initial investment (the financial impact is even lower since the expenses are shared among the parties involved), makes it possible to install in different facilities, such as municipalities, parishes, among other premises and networks.
Besides, all stakeholders involved were committed and played an active role in its development and implementation, which makes it a solid, long-lasting and sustainable initiative","The Citizen Spots allowed the Portuguese government to better understand the differences within the country and how they reflect on citizens’ quality of life, thus guiding policy-making towards a most effective approach. Though digital by default is the way to modernize public administrations and ensure sustainability, physical contact with the citizens remains fundamental for a better understanding of the country’s needs, and as a way to promote inclusiveness and participation, hence ensuring that significant population fringes are not excluded.
Of utmost importance is also the training needed to ensure that the mediators that work on the Citizen Spot have the know-how to deliver a wide range of very different public and private services in a consistent, educational and homogeneous way. With that in mind, since 2014, the AMA Training Department has already trained around 2.854 mediators. And of these, some of them already had refresh courses (229 trainees) and specialized training in some of the digital services being provided (7.614 trainees), since when a new digital service is launched, the mediators have to be trained on that.
Additionally, the initiative has to be known by the public. Thanks to the AMA Communication Department, there’s constant news regarding the Spots being published in the more traditional media, but also on social media. Some are just simple news concerning new Spots openings or new services, others are tutorial videos explaining how the Spots and some of their services work.
Finally, the fact that the 604 Citizen Spots were installed based on the demographic distribution and population needs, assuring priority assistance (e.g. handicapped) and closeness to public transportation brought digital public services closer to those that actually needed it","A big part of the security of the services on the Spots is supported by advanced electronic identification tools, namely the Citizen Card and the Digital Mobile Key (DMK), the Portuguese eID solutions.
Besides, it has to be sustainable, which is ensured by both the maximization of the available local resources, but also by the income generated by the attendances provided in each Spot. Even though most of the services provided there are free, or at least set below normal physical counters of the different entities, some still have a fee being charged. For instance, the driver’s license renewal, which is the second most searched service on the Spots, is a paid service. 90% of the fee reverts to the Institute for Mobility and Transport, which is the service provider, but the remaining reverts to AMA (3,5%) and the local authority (6,5%) managing the Spot. Also, in very specific cases, AMA can also charge a fee to the entities that want to provide their services in the Spots.","a:3:{i:0;s:5:""13112"";i:1;s:5:""13114"";i:2;s:5:""13115"";}","a:1:{i:0;s:5:""13113"";}",https://www.facebook.com/ama.gov.pt/videos/vb.658397280905453/914471758631336/?type=2&theater,https://www.youtube.com/watch?v=uvkP48a6haw,https://www.youtube.com/watch?v=QA_irj9XoMw&t=4s
13133,"Arlington Restaurant Initiative (ARI)",https://oecd-opsi.org/innovations/arlington-restaurant-initiative-ari/,,"Arlington County Police Department","United States",local,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}","Arlington Restaurant Initiative (ARI)",https://police.arlingtonva.us/arlington-restaurant-initiative/,2018,"The Arlington Restaurant Initiative (ARI) is a voluntary accreditation program which aims to increase safety and economic viability for restaurants and special events in Arlington County, VA. The Police Department has partnered with County agencies to establish a holistic approach to nightlife management and raise standards of restaurants that serve alcohol. ARI has been successful in reducing alcohol-related violence and building mutually-beneficial relationships with stakeholders.","Arlington County, VA, which borders Washington, DC, has a vibrant nightlife and restaurant scene. As more restaurants began to participate in nightlife, the response of the Arlington County Police Department (ACPD) was reactive. It used enforcement as the primary tool to manage fights, public intoxication, and disorder. Most interactions restaurant staff experienced with officers were during fights or observing patrons be arrested for drunk in public and disorderly conduct. This reactive approach fatigued officers overtime and led to officers no longer wanting to work in this challenging environment. The exchanges between officers and restaurant staff had also become adversarial. Restaurant staff believed calling the police would shed a negative light on the restaurant, and officers believed that restaurant staff was responsible for creating a culture of fights, assaults, and disorders related to alcohol.
The Clarendon neighborhood, the biggest nightlife area in Arlington County, increased from four (4) restaurants that participated in nightlife to twenty-one (21). Currently, on an annual basis, the Clarendon hosts over 500,000 visitors each year on Friday and Saturday nights between 9 pm and 3 am. The introduction of ridesharing also contributed to Clarendon’s boom as a nightlife destination. With more affordable transportation, Clarendon began to see an increase in visitors from outlying suburbs throughout the DC metropolitan region.
In the summer of 2015, Master Police Officer (MPO) Dimitrios Mastoras, a twenty-two-year patrol veteran of the Arlington County Police Department, submitted a proposal to change the department’s policing approach to the Clarendon area. While researching existing programs to reduce alcohol-related harm, he found Best Bar None in the United Kingdom. Best Bar None is an accreditation model supported by the United Kingdom's Home Office, aimed at promoting responsible management and operation of alcohol licensed premises to reduce alcohol-related harm. Using Best Bar None as a model, the Arlington Restaurant Initiative (ARI) was created in 2017 to meet Arlington's needs and became the first voluntary accreditation model in the United States. For participation in ARI, restaurants are required to implement employee policies to meet the ARI standards, which cover VA ABC laws and effective practices to reduce alcohol-related harm. Restaurants that typically engage in nightlife (between 9 pm – 3 am), have a VA ABC license, a live entertainment permit, employ security, have large occupancies, and have a greater risk for alcohol-related harm. Restaurant staff are provided training in the detection of fake identifications, criminal/civil liability, police expectations, responsible alcohol service, protecting a crime scene, Bar Bystander sexual assault intervention training, CPR training, Revive opioid Narcan training, fire codes, and public health codes.
Arlington County Police Department has made community engagement a key component of its strategic management plan. Establishing mutually beneficial relationships and building trust with consistency is the main priority, along with the shift from enforcement to prevention. Using Proactive Alliance, a relationship-based policing concept (Molly C. Mastoras and Dimitrios Mastoras, “Proactive Alliance: The Ethos of Broken Windows,” Police Chief Online, September 11, 2019) trust and collaboration began between restaurant owners and public safety officers. This trust allowed for ARI to be introduced, accepted, and implemented by restaurant owners.
Today ACPD manages two nightlife districts, Clarendon and the Ballston neighborhood. These areas are managed with fewer officers, and it has become one of the most desirable shifts for officers to work. Many of the same officers consistently work these areas and have begun to embrace the relationship-based approach with restaurant staff. In 2020, Arlington County will see a new entertainment area in the Crystal City area after Amazon announced that it would build its HQ2 in Arlington County. The goal is to make the program available to every restaurant in Arlington County, which holds a VA ABC license, to reduce alcohol-related harm and liability. Currently, there are forty-two (42) restaurants and three (3) special event venues, which have earned ARI accreditation.
ARI has demonstrated that relationships can be developed with key stakeholders by working together to create mutually beneficial solutions. The restaurants have improved standards and compliance with the law; the County agencies use fewer resources to manage nightlife, and the community feels safer.","a:6:{i:0;s:3:""210"";i:1;s:3:""317"";i:2;s:3:""617"";i:3;s:3:""181"";i:4;s:3:""320"";i:5;s:3:""619"";}","What makes ARI innovative is the Proactive Alliance relationship-based policing concept is used as the foundation for ARI's implementation (Molly C. Mastoras and Dimitrios Mastoras, “Proactive Alliance: The Ethos of Broken Windows,” Police Chief Online, September 11, 2019). Proactive Alliance uses evidence-based counseling therapy concepts to develop collaborative, side-by-side, relationships to achieve mutually beneficial long-term outcomes. Without establishing these relationships, owners would not have joined a voluntary accreditation program like ARI. With stakeholders (restaurant owners, municipality, residents) working together with a common interest, they were able to set expectations and criteria for accountability collaboratively. ARI has been recognized by the U.S. Department of Justice COPS (Community Oriented Policing Services) Office as a national model for municipalities that wish to implement an accreditation program to manage nightlife areas and restaurants.","a:4:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";}","Continuous research and innovation are taking place within the Restaurant Liaison Unit of the Arlington County Police Department. A new program called ""Bar Safe"" started a pilot phase in September 2019, to reduce the quality of life crimes and alcohol-related disorder. Bar Safe is an exclusionary program in which twenty-four restaurants and businesses signed a partnership agreement to ban patrons who commit crimes at their establishments. Essentially, if a patron is banned from a restaurant or business for committing certain alcohol-related crimes, it applies to all other businesses in the agreement. ""Banned from one, banned from all.""
We have also introduced the patron safety program ""Ask for Angela"" with the permission of Haley Child from the UK. This safety program is a compliment to the Bar Bystander sexual assault intervention program. If a patron feels uncomfortable, they can ask any staff member if Angela is working, which is the staff's cue to provide help to the patron.","ARI’s success is attributed to the partnerships with County agencies and organizations. The Arlington County Fire Department, Arlington Office of Public Health, Victim/Witness Advocate (Bar Bystander sexual assault intervention), Code & Zoning Enforcement, Virginia Hospital Center (CPR training), Arlington Addiction Recovery Initiative, Virginia Alcohol Beverage Control Authority, Arlington Office of Economic Development/Chamber of Commerce (Promotion of ARI), and resident civic associations.","Each of the County agencies, organizations, and resident civic associations have made great strides collaborating on issues such as disorder or loud music. With relationships established, empathy among stakeholders has increased by having a better understanding of each stakeholder’s challenges and concerns. Each stakeholder is now willing to exercise more patience and work together rather than take an adversarial stance.","Reducing violent crime associated with a nightlife area requires a shift from enforcement to one of prevention and guidance. These crimes include shootings, stabbings, aggravated assaults, assaults on law enforcement, sexual assault, drunk in public, urinating in public, and disorderly conduct. In 2015 there were 968 contacts compared to 19,362 in 2018, which is a 1900% increase. The level of responsibility has increased among restaurant owners, as demonstrated by their willingness to adopt employee policies, accept training from ACPD, and allow ACPD to intervene before incidents escalate in their restaurants. Additionally, there was an 81% drop in assault & battery (A&B), 2015 - 11 A&B vs. 2018 - 2 A&B and a 62% drop in assault on law enforcement (AOP), 2015 - 8 AOP vs. 2018 - 3 AOP. With the drop in alcohol-related violence, ACPD and the restaurant owners have collaborated to begin the Bar Safe program to ban patrons who cause harm at their restaurants.","The biggest challenge was convincing the Arlington County agency leaders, and elected officials to recognize and promote the incredibly challenging work being done by the ARI liaisons from the County agencies and the restaurant staff. Since ARI began, Arlington County has experienced an increase in participating restaurants and a high level of communication. Structurally, the ACPD Restaurant Liaison Unit has overseen the administration and delivery of ARI. There is a proposal to create the Arlington County Office of Nightlife and Entertainment and move oversight of ARI under that office, which would be supervised by the Arlington County Manager's Office. This would ensure that as ARI grows, it is given funding, staffing, and resources to ensure its success for years to come as the national model for nightlife and entertainment management. Lastly, this model takes time, patience, and commitment to implement long-lasting change.","ARI was created by one person, MPO Dimitrios Mastoras, who was able to lead many County agencies, organizations, businesses, and restaurant owners to a completely new and innovative way of managing issues. The autonomy provided by ACPD leadership has allowed the ARI program to become successful. With support from municipality leaders, an investment in time, resources, and a commitment to the Proactive Alliance relationship-based approach, any municipality can implement an adapted program of their own. The most exciting and valuable part of ARI is that it is adaptable and scalable to any size municipality. Alcohol-related harm is universal and experienced wherever people drink alcohol, and ARI satisfies the liability and safety concerns that are generated from restaurants and bars, regardless of their size or risk.","The release of the U.S. DOJ COPS Office toolkit on October 25, 2019, provides a blueprint for any municipality interested in implementing beneficial, long-term change for their businesses. Additionally, ACPD expanded the Restaurant Liaison Unit into the Business Outreach Unit with a mandate to create the Business Safety Initiative (BSI) using the blueprint of ARI. The focus of BSI is workplace violence prevention using the same relationship-based approach that was vital in the implementation of ARI. In the BSI model, businesses are offered several levels of training and resources. The first level provides businesses a workplace violence policy, stress management, threat management, threat assessment, public safety expectations, and establishing a liaison with the ACPD. The second level provides businesses with additional resources, such as active shooter training.","ARI has changed the way County agencies, businesses, and residents interact with each other. ARI has removed the silos that once allowed for County personnel to ""pass the buck"" and not provide the help that businesses or residents needed. Further, because of the weekly ARI report that is disseminated to all County agencies, it provides timely information allowing ARI liaison agencies to respond to issues before they escalate. There needs to be at least one person and agency to lead the effort to introduce a program like ARI and embrace the relationship-based concepts of Proactive Alliance. The person chosen needs to be open to evidence-based strategies, is willing to conduct continuous research, and can see the big picture while influencing others to do more. Lastly, relying on traditional strategies without evidence to support them must be reconsidered. Partnerships with academia and openness to public-private partnerships are essential to ensure that all stakeholders have a seat at the table, especially when looking to implement such large scale public policy such as ARI. Examples of this include creating the standards of the ARI accreditation, implementation of the Bar Safe patron accountability program, creation of dedicated rideshare loading zones for Uber/Lyft, Bar Bystander sexual assault intervention training, ""Ask for Angela"" patron safety program, and introduction of food trucks during nightlife hours (9 pm - 3 am). All of these programs required building support, listening sessions, collaboration on design, and stakeholder support.
An additional way the restaurants support ARI and the community is through the Washington Regional Alcohol Program (WRAP)'s SoberRide program. This partnership between WRAP, ACPD, and Lyft is an outstanding example of public-private partnerships to reduce drunk and impaired driving.","ACPD is very excited about using ARI as the blueprint for the newly formed Business Safety Initiative (BSI). After an analysis of the strategies used in ARI was completed by Dr. Charlotte Gill of the George Mason University Center for Evidence-Based Crime Policy, almost all the recommendations and findings have begun to be implemented. This provided validation and qualitative results that ARI was a valuable program that needed cultivation. Further, ACPD entered into a partnership with the University of Virginia Social and Decision Analytics Laboratory to provide Arlington County with social and economic impact analysis of ARI and its impact on the community.","a:16:{i:0;s:5:""13162"";i:1;s:5:""13168"";i:2;s:5:""13167"";i:3;s:5:""13165"";i:4;s:5:""13207"";i:5;s:5:""13163"";i:6;s:5:""13170"";i:7;s:5:""13169"";i:8;s:5:""13200"";i:9;s:5:""13201"";i:10;s:5:""13204"";i:11;s:5:""13205"";i:12;s:5:""13206"";i:13;s:5:""13202"";i:14;s:5:""13172"";i:15;s:5:""13164"";}","a:3:{i:0;s:5:""13158"";i:1;s:5:""13161"";i:2;s:5:""13198"";}",https://youtu.be/5f1BDj8KcYw,https://www.youtube.com/watch?time_continue=3&v=VgkkurPfY-s,https://www.youtube.com/watch?v=8lXwS71jsJg
13214,"Chula Vista Police Drone as a First Responder (DFR)",https://oecd-opsi.org/innovations/chula-vista-police-drone-as-a-first-responder-dfr/,11/04/2019,"Chula Vista Police Department","United States",local,"a:1:{i:0;s:12:""public_order"";}","Chula Vista Police Drone as a First Responder (DFR)",https://www.chulavistaca.gov/departments/police-department/programs/uas-drone-program,2019,"Drone as a First Responder (DFR) is the new paradigm in emergency management that allows emergency personnel to view live video feeds of incidents before they arrive on the scene. The Chula Vista, CA Police Department (CVPD) routinely deploys drones to emergency calls and provides incident management and a live video feed to officers. This live video, or Decision Quality Data (DQD), gives first responders critical information to plan the best tactics and response to an emergency.","Law enforcement agencies in the U.S. and abroad have been criticized for poor tactics and training, especially during incidents resulting in the use of force or officer-involved shootings. This problem is made worse when responding officers do not have critical information prior to arriving at an incident. The lack of initial incident information is a hazard to officers, the public and to suspects.
The Chula Vista Police Department (CVPD) provides local law enforcement services to a city of 270,000. CVPD officials realized that drones could provide critical information to responding officers if a drone could routinely respond to calls, arrive first, and stream live video of an evolving incident to police. CVPD partnered with Cape Aerial Telepresence, a drone software company, to pioneer and test the concept under the United States Federal Aviation Administration's UAS Integration Pilot Program (https://www.faa.gov/uas/programs_partnerships/integration_pilot_program/).
Starting in October 2018, CVPD has routinely launched drones to respond to emergency calls for service within 3 Nautical Miles (NM) of its 2 launch sites. The drones themselves are teleoperated and controlled via a standard desktop computer using Cape's technology. The Tele-Operator (T.O.) can maneuver the drone within a geo-fenced map which controls minimum and maximum altitudes, a geo-fenced perimeter, and geo-fenced obstacles. The technology can remotely operate a Cape enabled drone anywhere in the world from a standard desktop computer and internet connection.
The technology enables the drone to fly in a geo-fenced flight envelope, making it extremely safe. There is still a visual observer at each launch site, a Pilot in Command (PIC), to scan the airspace for aerial threats and to maintain the drone, but the T.O. maneuvers the drone to respond to the scene and acts as an incident coordinator by directing resources over standard emergency radios to the first responders, including police and firefighters, below. CVPD is a leading FAA IPP testing site with a proven track record of flight safety and community impact and one of the first permitted to be authorized to fly Beyond Visual Line of Sight (BVLOS).
Operating 4 days a week, CVPD currently launches drones from two fixed locations, and the T.O., who is scanning Live911 calls, can select the drone closest to a given incident. The drones typically arrive between 2-3 minutes from launch, often beating ground units. The department's two commercial drones are equipped with a 30x zoom camera, giving it powerful zoom capability. The T.O. can fly the drone, operate the camera, Livestream the video to responding officers and help support and direct their actions via radio. Up to 50 first responders can watch the live video on their smartphones, giving them real-time situational awareness to plan the best operational response and tactics before arriving on the scene.
In law enforcement, front line officers are often the least experienced personnel. DFR allows supervisors, managers, and other leaders to observe the response and make corrections or re-prioritize resources in real-time. DFR is a game-changing innovation because the drone provides Decision Quality Data (DQD) via live-streamed video. This DQD can inform first responders earlier, thus allowing them to adjust tactics and bring to bear appropriate resources. Ideally, this would include the ability to de-escalate scenes by tailoring tactics and approaches to mitigate threats.
With over 1,075 missions, CVPD has become the lighthouse agency for the pioneering use of drones in a whole new manner - proactively and routinely vs. reactively and intermittently. CVPD has demonstrated use cases where DFR has improved officer safety, community safety, and even the safety of suspects because officers have better information and can use better tactics and less force.
The United States has over 18,000 State, Local, Tribal and Territorial law enforcement agencies but only around 200 have manned helicopter programs, each of which is extremely expensive to maintain. Even in large agencies, helicopters are too expensive to send to routine incidents. DFR opens up aerial response and real-time video to all emergency services agencies at a fraction of the cost. Moreover, the cost is so low, that even the smallest agencies could afford to implement a version of the program in their community. Finally, CVPD's program has been replicated by the Tijuana, MX and Mexico City, MX police departments, showing that it can also be replicated internationally to improve public safety.
CVPD is expanding the program and working with the FAA and the UAS industry and technology partners to standardize and make the program scalable to almost any agency. CVPD leaders have presented the program to leading national law enforcement agencies, UAS conferences, and technology groups. DFR is the proven new paradigm in emergency incident management.","a:1:{i:0;s:3:""617"";}","The remote piloting, geo-fencing and pro-active use of drones to respond to emergencies in a proactive way are entirely unique in public safety. CVPD officials pioneered the concept of Drone as a First Responder and did the research and committed resources to successfully implement drones into routine patrol operations. CVPD is the only law enforcement agency in the Federal Aviation Administration's UAS Integration Pilot Program and has been described as the best drone program of its kind in the U.S. The program has been replicated in two cities in Mexico and many U.S. agencies are actively looking to model CVPD's program. This paradigm shift allows agencies of all sizes to incorporate drones proactively into emergency operations rather than in the aftermath of an incident. Having drones to provide real-time video and information helps first responders plan better, including the deployment of appropriate resources and the use of the best tactics for a given incident.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","CVPD's DFR Program is over a year old and has flown almost 1,100 incident and accident-free missions in support of emergency calls. The program has proven that a drone can be used to routinely respond to emergencies, arrive first on the scene, and to provide live video feeds to ground units before they arrive so they can plan the best response. The remote operation (teleoperation) of the drone, allows the teleoperator to serve as an incident manager, assess the incident, direct resources and more safely manage the scene. The program has resulted in 147 arrests with the drone assisting or present and has proven to be a valuable de-escalation tool for officers. DFR is the most innovative de-escalation tool available because it gives first responders real-time information, thus allowing them to employ the best tactics, tools, and resources for a given incident. CVPD officials have been asked to present the program nationally and internationally to law enforcement and UAS groups.","United States Department of Transportation, Federal Aviation Administration - Administering the UAS Integration Pilot Program (IPP): https://www.faa.gov/uas/programs_partnerships/integration_pilot_program/
City of San Diego office of Homeland Security - Lead SDIPP Coordinating Agency
City of Chula Vista Police Department - Testing site under the SDIPP- DFR
Cape Aerial Telepresence - Lead Technology Partner","The FAA leads the Integration Pilot Program to integrate commercial drones into the National Air Space (NAS). The San Diego Consortium, including CVPD, was chosen as one of ten testing sites nationally. CVPD partnered with the SDIPP and Cape to pilot the Drone as a First Responder concept. Citizens of Chula Vista, other law enforcement agencies and other emergency services providers have also benefited as the program has improved response and tactics. The program is nationally recognized.","To Date, CVPD has flown over 1,077 missions in support of emergency calls. It has resulted in 146 arrests and has been first on the scene to 482 calls for service. The average response time is 172 seconds, well under the average ground response time. The program demonstrated that drones can be used to clear about 20% of calls without sending ground units, keeping them available for higher priority calls.
On incidents where drones and ground units are both deployed, the drone arrives on an average of 7:07 minutes faster on Priority 2 calls (urgent) and an average of 3:39 minutes faster on Priority 1 calls (emergency). The live video and incident command support provided to first responders has proven to help increase officer safety, public safety and suspect safety. It also helps inform supervisors and managers so they can provide the appropriate resources and guidance to field units. The technology is more affordable than manned helicopters and can be replicated by small agencies.","The program faced some technical problems initially, but most have been overcome. The program has been challenging with existing resources because it was entirely new and there was a lot of trial and error to get it off the ground. The program has been funded by salary savings but will require long-term commitment to sustain. There are some inefficiencies due to current FAA regulations, in that there is a visual observer (pilot in command on the roof) that is required for safety. Technological advances will eventually allow for airspace awareness without the need for a visual observer, but that will take some time to develop. The purpose of the FAA IPP and CVPD's efforts is to prove the worth of the DFR program and explore technologies to make it sustainable and reproducible by others. DFR's proven effectiveness to date has spurred national and international interest and major technology companies have shown an interest in refining and marketing the concept.","The continued success of the concept and the ability to replicate it to scale nationally and internationally will require continued refinement of flight safety rules in coordination with the FAA along with regulatory change. The program has robust internal organizational support and guidance, and CVPD actively promotes and shares its success stories and operational advice with other agencies. CVPD will require additional funding to sustain the program in the short to mid-term, especially until technology automates processes and drives down costs. The program has been embraced by the local community, which generally supports the police and public safety. CVPD is working with the CV Fire Dept. to expand DFR's impact as a true multi-disciplinary platform that can be adopted by a wide range of first responders and emergency managers. There is extraordinary interest in the emergency services sector, which must be leveraged to encourage large scale adoption of the concept.","The concept has been replicated by police agencies in Tijuana, MX and Mexico City, MX with considerable success. These agencies have fewer regulatory barriers and lower labor costs, which lowered barriers to entry and implementation of the technology and concept. CVPD's groundbreaking work has garnered national and international attention, with multiple agencies touring CVPD facilities and requesting information and assistance. CVPD has been extremely transparent by sharing almost all program details on its public website, along with real-time data on operations. This concept shows tremendous potential to be replicated nationally and internationally. Perhaps most importantly, its relatively low cost (compared to manned helicopters) makes it an ideal platform for almost any small, mid-size and large agency to leverage the technology to improve public safety and emergency management. While further refinements are necessary, the concept will be a paradigm shift in public safety.","In just over one year, CVPD has demonstrated that DFR is one of the most important advances in public safety technology history. The low cost, relatively simple technology, can be implemented by agencies of almost any size if they have a reasonable infrastructure, such as internet and cell service to share the video with first responders. This program is scalable nationally and internationally and can be easily replicated.
Chula Vista police officers routinely have access to live video of emergency calls before they arrive on the scene. This allows them to plan the best tactics and response in order to effectively manage the incident. This is the first step toward de-escalation and successful incident management and resolution. It also improves officer safety, public safety and suspect safety. Officers now routinely ask for drone support on hazardous calls or calls with limited information so they can plan the best response. This means the technology can be fully integrated into routine operations. This changes drone use from reactive and intermittent to proactive and routine.
The technology can also be used by fire departments, search and rescue, and EMS personnel to evaluate and effectively deploy resources to a given emergency. This will improve response times, keep critical resources available for other incidents and help supervisors and managers with better strategic deployment and resource management, especially when there are several competing incidents.
Getting real-time intelligence via DFR video is a game-changer in emergency services. Police departments and fire departments of the future will routinely use DFR to plan and inform their response. This will improve safety services and improve outcomes for the public. It will also improve efficiency and resource deployment, thereby saving precious tax dollars, especially if resources are held in reserve for higher priority calls because managers can tailor resources exactly to incident needs.","Chula Vista is a small to a mid-size city without specialized technology or depth of expertise. In other words, Chula Vista is an ""average"" city. This is important because innovation is not being led by large cities or places with a history of cutting edge technology. The program was conceived as a problem-solving program and prototyped and implemented within the confines of a humble municipal government looking to improve service. Additionally, CVPD has been completely transparent and open about its program and its intent, thus it has garnered full public support. Many agencies have not been transparent about the use of drones and have faced stiff opposition. CVPD's methodical public outreach, transparency and willingness to share its story with others is a model for other public safety agencies.
For more info please visit our website: https://www.chulavistaca.gov/departments/police-department/programs/uas-drone-program",,,,,
13318,"Integrity Icon",https://oecd-opsi.org/innovations/integrity-icon/,12/02/2019,"Accountability Lab","United States",central,"a:1:{i:0;s:12:""public_admin"";}","Integrity Icon",http://www.integrityicon.org,2014,"Approaches to corruption are generally negative and ineffective- focusing on the problems and the wrong-doers rather than the solutions and the do-gooders. Integrity Icon is a global campaign run by the Accountability Lab organisation to ""name and fame"" honest government officials, change the narrative around graft and rebuild trust in government through lifting up role-models. It is innovative not just in the citizen and media driven campaign itself, but in the creative ways the campaign then supports the winners to shift norms.","Efforts to fight corruption are not working- the problem is growing and evolving but our approaches to change remain wedded to traditional notions of how to support reforms. We tend to focus on the problem (corruption) rather than the solution (integrity); on institutions rather than the norms that underpin them; and on compliance and enforcement when all of the evidence indicates that positive reinforcement is what changes behavior. We seek to ""name and shame"" through measuring poor performers and calling people out; rather than efforts to ""name and fame"" and lift up those doing the right thing.
Integrity Icon is a global campaign to find, celebrate and support honest government officials. From policemen who refuse bribes to health officials that fight counterfeit drugs to teachers that stamp out corruption- the goal is to lift up these heroes and make them celebrities; and in this way rebuild trust, inspire a new generation of public servants, and shift norms within our societies. This focus on individuals as norm shifters is very different to traditional anti-corruption approaches; and creates huge amounts of positive energy both within governments and with citizens for a different kind of future that they can build together.
Every year (now in 10 countries- Pakistan, Nepal, Sri Lanka, South Africa, Nigeria, Liberia, Mali, Niger and Mexico, and now the United States) the Accountability Lab asks citizens to nominate their Integrity Icons. They receive thousands of nominees in each country and with the support of an expert panel of judges, pick the top five. These Icons are filmed and their stories are disseminated widely on TV, radio and social media; with citizens voting for their favorites through WhatsApp, SMS and online. The winners are crowned in front of the media at large national ceremonies.
The campaign itself is different in several ways- first it is driven from the outset by citizens. There are other prizes for public servants, but none than bring in citizens in such a large-scale, objective way, and therefore feel owned en mass by the country. Second, it is driven by creative narratives- organisers deploy creative story-telling techniques to make sure the campaign resonates with citizens and with government officials, generating energy for the process. And third, they build national conversations- with events from dinner table discussions to galas at schools to public sector agency workshops about the kind of behavior that is acceptable within society. The overall effect is a very different set of entry points for reform.
The campaign is just the starting point- organisers then work to support the Icons and their teams to translate individual integrity into collective norms shifts within government- through integrity retreats and team-building activities, for example. Accountability Lab also work with them to inspire the next generation of public servants. For example, they have created an Integrity Fellowship through which young people can serve as interns with the Icons to learn about building accountability; and they host ""Meet the Icon"" events across these countries to engage the next generation in conversations about the issues. Finally, they work with the Icons to push for reforms in a variety of ways and to highlight their good work- from building coalitions across institutions, to working with civil service training schools to rethink curricula and redesign training for government recruits.
In the future organisers see Integrity Icon evolving in a variety of ways- first, it continues to grow. They have synthesized and codified the process and are now licensing it to other organizations to run with their support (such as Transparency International in Sri Lanka). In 2020 they expect the campaign to launch in an additional 3 countries including the United States. Second, they are now seeing some fascinating impacts- for example a former Icon was made a Minister of Justice explicitly because he won the campaign; another was drafted into an ethics committee to help oversee the way an entire government reforms ethics rules. Others have been promoted and asked in various ways to initiate larger-scale changes. Accountability Lab are documenting all of this and will share this learning as part of a much larger process to encourage integrity innovation dissemination within the Icons group and beyond. Third, they are now adapting the campaign in a variety of ways- including through a Global Integrity Icon campaign (in partnership with a large global media company) to find and support the world's most honest government officials.
The campaign's organisers have been inspired by other prizes- but other prizes tend to be driven by experts and do not engage citizens nearly actively enough to make those prizes truly meaningful. The Icons themselves continue to inspire through the incredible work they do- at the front lines of public service. It is clear- if we want to shift the way government functions we have to catch people doing the right thing- and celebrate them for it.","a:4:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""181"";i:3;s:3:""260"";}","Integrity Icon is innovative in three key ways:
i) Positivity not negativity- it draws on evidence that the way to shift norms and behaviors is through positive reinforcement. Other prizes try to do the same but are not driven by citizens; tend to highlight already recognized individuals (rather than the unknown heroes they focus upon); and do not include sustained support to the winners over time;
ii) Unlikely networks not usual suspects- they bring in a variety of different stakeholders to make the campaigns a success- moving well away from the traditional organizations in this space. From film-makers to youth activists to musicians (who make the theme tunes) Integrity Icon opens up the conversation about accountability to different audiences.
iii) Intersectionality not isolation- organisers can use the campaign to tie into other key issues that are relevant for citizens. On gender for example, organisers lift up female Icons working in non-traditional roles to create a discourse around gender equality.","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","Integrity Icon began 7 years ago in Nepal and has now spread to 9 countries with three more in 2020- it is actively in a variety of the stages outlined above, depending on the context. In Mexico for example, they have just begun and are designing and implementing the campaign for the 1st time; where as in Nepal the campaign is now 7 years old and they are now gathering deep insights into how it works and diffusing these both in Nepal and beyond to inform governance approaches more broadly.
There are also potential innovations underway in terms of the next steps with the campaign- for example, they are looking at how a version of Integrity Icon might work if focused on the private sector; and how it might work focused on specific sectors (such as education or health) within specific contexts. From an evaluation perspective they are also piloting some new scientific techniques to understand the shifts in norms it is creating and the value it is bringing for the Icons over time.","Citizens are at the heart of Integrity Icon and have acted as a sounding board for the process throughout. They have also innovated around and through the campaign with a variety of partners including: public sector innovation hubs, civil society groups, cutting-edge media companies, innovation and co-working spaces (several of which they have set up such as iCampus in Liberia: www.icampus.io), the World Economic Forum anti-corruption working group and the private sector.","Citizens- nominators and voters, and the ultimate beneficiaries when honest government officials are recognized and more able to do their jobs
Government officials- the Icons themselves, their colleagues and superiors and others within public service who are inspired by their examples.
Civil society organizations- who are partners for the campaign and can use the collateral to support their own efforts to create change.
Companies- who benefit from more accountable governance.","Results include:
- Promotion of the Icons explicitly because of their recognition through the campaign including to positions as ministers and heads of departments;
- Icons are able to push through a variety of reforms in their agencies as a result of the trust and credibility generated through the campaign (see here for example for more details: http://www.accountabilitylab.org/can-civil-servants-with-integrity-influence-a-corrupt-system/)
- Through the youth engagement efforts of the campaign, young people are far more inspired to join public service and serve with integrity;
- Civil servants in the countries in which the campaign runs are more inspired to work with integrity and push for reforms within their agencies.
Organisers have used a variety of means to measure these results- including surveys, mixed-methods evaluations and feedback mechanisms. In the future organisers expect to see even more of these kinds of impacts as the campaign grows and improves.","The campaign has faced numerous challenges from the outset- from the common refrain ""you'll never find honest government officials"" to lack of interest from possible partners to lack of support from funders. But the Accountability ab have managed to overcome them all one way or another- although they still face significant problems, of course. Key failures have included:
i) Jealously of the winners- from colleagues or superiors which has made the process difficult. Organisers have overcome this through bringing them into the process at every step and making them feel like the award is collectively owned;
ii) Closing civic space- in some places where they run the campaign which has hindered our ability to talk about some of the issues involved. In response, organisers have worked to generate political buy-in and emphasized the positive nature of the campaign;
iii) Media costs- organisers have often not been able to pay for the media coverage needed. To overcome this they have worked hard to find pro-bono air time and earned media.","Three conditions are essential for success of Integrity Icon:
i) Collective action- this is a campaign that organisers have found works best when it is owned by a group of core partners. They can use it and adapt it to their own objectives, meaning it can add to what they are already doing and act to amplify existing initiatives;
ii) Long-term engagement- the campaign works only when it is repeated over time, which they have now done every year for the past 7 years. This builds momentum and allows for longitudinal analysis of the impact as the Icons grow, collaborate and push for reforms.
iii) Ongoing adaptation- Integrity Icon requires continual creativity to ensure longevity, both in terms of form and function. As described, it is now evolving in a variety of directions that harness the energy of the campaign to rethink governance and reform government more broadly, particularly with the younger generation.","As mentioned, Integrity Icon is growing rapidly- and has now been replicated in 9 countries since it began in Nepal 7 years ago. They are particularly excited about its potential in the ""Global North"" and the lessons Europe and North America can learn from the campaign in Africa, South Asia and Latin America. It can now be replicated within specific sectors, potentially; and across types of organizations, such as the private sector and even civil society. One clear lesson from their work is also that youth are essential to shifting norms- and organisers could even take Integrity Icon down to mini-versions in schools to build understandings of ethics even from a young age.
The organisers feel there is huge potential for the innovation to be replicated in other contexts going forwards- in partnership with other organizations across government, media business and civil society- and the Accountability Lab are investing a big part of our time and energy into making sure this is the case.","Organisers have learned three key lessons from Integrity Icon:
i) Individuals shape institutions- generally aid-driven anti-corruption approaches have focused on institutions- such as building out anti-corruption commissions. But if these organizations and rules do not correspond to relationships and incentives that exist in society, people will simply work around them. This is why a focus on individuals is key- it is through them that they will ultimately be able to create the environment for effective public policy. Corruption is a collective action problem, not a principal-agent problem- so the solution has to be working to shift norms.
ii) Governance programming is not disaggregated- traditional approaches to governance can treat the topic monolithically. For example, reforms do not differentiate between men and women in public service and the kinds of pressures and challenges they might face differently within bureaucratic institutions. Through Integrity Icon some of these kinds of challenges have begun to emerge and they are building coalitions to draw out the kind of support needed. The female Icons are coming together, for instance, to develop criteria for support for women in public service.
iii) Inside-outside coalitions are key- generally, public sector reform has focused either on the supply side or the demand side. But organisers learned that it has to be both- and creating the connections between the two. Integrity Icon, for example, allows reformers within government to connect with civil society of all kinds (activists, film-makers, media experts) to share ideas, innovate together and find ways to push for collective change. It is these inside-outside coalitions that are critical to sustained reforms as individuals move across institutions and sectors.
All of this, combined with a relentlessly positive approach to the issues (""naming and faming""), fills the governance discourse with constructive, solutions-oriented conversations and ideas.","Organisers recently changed the name of this innovation from Integrity Idol to Integrity Icon- as they were launching in the US and did not want to be confused with the American Idol TV show.",,"a:1:{i:0;s:5:""13703"";}",https://youtu.be/yX06PC9JyJo,https://www.youtube.com/watch?v=IA0MrzO7EaU,https://www.youtube.com/watch?v=-pdLOXorXmE
13335,"The world's first city-led science and technology diplomacy",https://oecd-opsi.org/innovations/the-worlds-first-city-led-science-and-technology-diplomacy/,18/11/2019,"SciTech DiploHub - Barcelona Science and Technology Diplomacy Hub",Spain,local,"a:2:{i:0;s:8:""external"";i:1;s:7:""science"";}","The world's first city-led science and technology diplomacy",http://www.scitechdiplohub.org/,2018,"SciTech DiploHub is a pioneering nonprofit public-private partnership backed by leading research centers, universities, non-profits, startups, corporations and public institutions that deploy Barcelona's science and technology diplomacy strategy. It has the mandate to elevate the role of science, technology, and cities in foreign policy and make Barcelona a more influential player on the global stage through its contribution to sustainable development and the global public good.","SciTech DiploHub, the Barcelona Science and Technology Diplomacy Hub, is a pioneering nonprofit public-private partnership backed by leading research centers, universities, non- profits, start-ups, corporations and public institutions that positions Barcelona as a global lab in science diplomacy for cities around the world. It has the mandate to elevate the role of science, technology, and cities in foreign policy and make Barcelona a more influential player on the global stage through its contribution to the Sustainable Development Goals (SDGs).
It was launched with the support of over two hundred world-class professionals, including university deans, research center directors, former ministers and mayors, CEOs of leading startups, directors of think tanks, business organizations, and the city’s top scientists, engineers, and international relations professionals both at home and abroad.
Major changes in the international scene over the last three decades have dramatically altered the actors having a say on international relations. A new global order is emerging around cities and their markets, beyond nation-states and their borders. New challenges from climate change to health, migrations, water and food security, together with rapid developments in areas such as artificial intelligence, robotics, and gene editing require strong interactions between scientific communities across borders. Cities cannot turn a blind eye to the current global challenges. They are critical in implementing the United Nations’ 2030 Agenda, turning it from a global vision into a tangible reality. The Barcelona Science and Technology Diplomacy Hub has thus the global mandate to make Barcelona an influential global player through science, technology and innovation and its contribution to tackling the Sustainable Development Goals (SDGs).
The five main missions of SciTech DiploHub are the following:
-To consolidate Barcelona as an innovation capital, ready to meet the United Nations Sustainable Development Goals through science and technology.
-To position the city as an influential geopolitical actor and reliable partner through science diplomacy.
-To promote a sound and inclusive multi-stakeholder dialogue through partnerships among the scientific community, startups, policymakers, NGOs, the diplomatic corps, the private sector, and civil society.
- To empower a global network of top scientists and technology experts educated in Barcelona to foster international cooperation, showcase its scientific strengths abroad and help us to better understand and interpret key global issues.
- To become a world-class think tank where scientific expertise and innovation can be harnessed in support of an evidence-based local and foreign policy.
SciTech DiploHub is bringing together consulates, international organizations and the city’s innovation ecosystem to enhance collaborative projects; empowering the global diaspora of scientists and technology experts educated in Barcelona, the Barcelona Alumni network, and organizing top-notch events to connect Barcelona's ecosystem with other global hotspots in science and technology. It is also training the next generation of science diplomats around the world, delivering policy advice for local city councils and partnering with international organizations, working as a think tank where scientific expertise can be harnessed in support of the evidence-based policy.
We believe that our innovation can contribute to more effective implementation of the SDGs through science diplomacy by mobilizing a wide range of institutions and professionals related to both science and innovation as well as foreign and local policy formulation. Cities must become global laboratories for solutions to challenges that respond to a global logic but manifest themselves at a local level.
In 2018, Barcelona's science and technology ecosystem came together to launch a comprehensive strategy to put the city's pioneering approach to human-centered technologies and open science at the service of citizens from around the world. Now it aims to pave the way to many more cities to come. With this goal in mind, SciTech DiploHub is launching a Global Alliance for City-led Science Diplomacy that will aim at bringing together major metropolises and international organizations in science advise and foreign affairs in order to position cities as legitimate actors in science diplomacy, run pilot projects, and exchange best practices.","a:3:{i:0;s:3:""190"";i:1;s:3:""613"";i:2;s:3:""317"";}","Barcelona is the world’s first city to implement a comprehensive Science and Technology Diplomacy Strategy. SciTech DiploHub is a first-of-its-kind public-private partnership that brings together the leading research centers, universities, corporations, and institutions to deploy its science diplomacy strategy. It represents and promotes Barcelona’s knowledge and innovation ecosystem worldwide, thus making the city a more influential player on the global stage: a reliable partner ready to harness science and technology for the sustainable development goals. This means bringing together many different stakeholders to the conversation, helping them view scientific issues through a different lens and aligning diverse interests in support of a joint roadmap for the city's ecosystem abroad. This confluence of interests must be in the benefit of both the scientific endeavor as well as the legitimate broader geostrategic and societal objectives.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","SciTech DiploHub is implementing a comprehensive action plan, which includes:
1. The Barcelona Science and Technology Diplomatic Circle: periodic visits and encounters between the 100+ diplomatic missions and international organizations serving Barcelona and leaders representing academia, government, and private sector which shape the innovation ecosystem of Barcelona.
2. Barcelona Alumni: empowering the global diaspora of scientists and technology experts educated in Barcelona.
3. Barcelona Innovation Days: top-notch events to connect our ecosystem with other global hotspots in science and technology.
4. Science diplomacy Summer School: a first-of-its-kind program that trains the next generation of science diplomats around the world.
5. Global Policy Lab: delivering policy advice for local city councils and partnering with international organizations, working as a think tank where scientific expertise can be harnessed in support of the evidence-based policy.","SciTech DiploHub’s Ecosystem Board co-designs and supports Barcelona's science diplomacy strategy. It includes the leading organizations of the science, technology and international relations ecosystem:
Barcelona City Council
Barcelona Supercomputing Center
Vall d’Hebron Research Institute
Barcelona Tech City
Biocat
ACCIÓ-Agency for Business Competitiveness
Fundació Catalunya-La Pedrera
Fundació Banc Sabadell
Itnig
Catalan Foundation for Research and Innovation","SciTech DiploHub is leading, promoting and monitoring new collaborative efforts between the science and technology community, policymakers, the diplomatic corps, international organisations and civil society. It is opening new avenues of exchange and opportunities for the public and the private sector to set cooperative linkages. In the long run, this will benefit the city of Barcelona by increasing its resilience, influence, and capacity to face local, national and global challenges.","Leading research centers, universities, corporations, startups, and institutions, together with +200 signatories, came together to make Barcelona the first city to develop a science and technology diplomacy and an influential global player through its contribution to the SDGs. Barcelona is bringing together consulates, international organizations and the city’s innovation ecosystem to enhance collaborative projects; empowering the global diaspora of scientists and technology experts educated in Barcelona, the Barcelona Alumni network, and organizing top-notch events to connect our ecosystem with other global hotspots in science and technology. It is training the next generation of science diplomats around the world, delivering policy advice for local city councils and partnering with international organizations, working as a think tank where scientific expertise can be harnessed in support of the evidence-based policy.","The main challenge to overcome through the execution of this project was that the city of Barcelona was unable to mobilize its scientific and technological expertise at the disposal of global urban policies to tackle the SDGs. Another relevant barrier was the lack of interest alignment between the wide range of stakeholders comprising Barcelona's ST&I ecosystem towards a common internationalization strategy.","Bottom-up approach: The Barcelona Science and Technology Diplomacy Hub was devised as a grassroots bottom-up initiative led by an interdisciplinary, international team of scientists, engineers and foreign affairs and public policy professionals who truly believe in the essential function of science and technology in foreign policy and international relations.
Multi-stakeholder approach: Since its very inception, we identified the need to align interests and motivations of the various stakeholders comprising Barcelona's knowledge and innovation ecosystem and link them with the broader formal city internationalization strategy and policy formulation mechanisms.","SciTech DiploHub is launching a Global Alliance for City-led Science Diplomacy that will aim at bringing together major metropolises and international organizations in science advise and foreign affairs in order to position cities as legitimate actors in science diplomacy, run pilot projects, and exchange best practices.
In the World Science Forum held in Budapest in November 2019 Barcelona, Geneva, and Miami shared their science diplomacy strategies, showing it is feasible to transfer scientific knowledge and assets to city diplomacy and internationalization through public-private governance.
We are working together with the city councils of Boston and Paris to help them develop their own science diplomacy strategies, particularly focusing on the design of science-policy interfaces and the engagement of scientific diasporas as a talent retention tool.","The initiative was launched in 2018 as a response to both the increasingly relevant role of science and technology in the international arena and the emergence of cities as geopolitical actors thus, positioning itself as the primary interface between Barcelona’s knowledge and innovation ecosystem, policymakers and the city’s international organisations.
The city has become an open lab for global urban solutions, showing it is feasible to transfer scientific knowledge to urban policy and city diplomacy through public-private smart governance. Through a novel and innovative approach, SciTech DiploHub is positioning the city as an influential geopolitical actor ready to meet the SDGs, thus paving the way for other global cities committed to developing their own science and technology diplomacy strategies.",,,"a:1:{i:0;s:5:""13344"";}",https://www.youtube.com/watch?v=mfawl4_5cpQ,https://www.youtube.com/watch?v=otEzly7fbQ0,https://www.youtube.com/watch?v=EkoYtTCmehg
13375,"Defensores platform",https://oecd-opsi.org/innovations/defensores-platform/,12/05/2019,TEDIC,Paraguay,central,"a:1:{i:0;s:27:""Technology and Human Rights"";}","Defensores platform ",http://www.defensores.mdp.gov.py/,2019,"""Defensores"" is a platform designed to provide public defenders with a tool to register allegations of torture. This project was carried out in partnership with two key actors in the subject: The Ministry of Public Defense (MDP) and the National Mechanism for Prevention against Torture (MNP). Its implementation facilitates the effective and permanent monitoring of torture by public defenders and generates qualified information for different institutions and society in general. It's the first platform that systematises and allows to visualize cases of torture in Paraguay according to the application of the Istanbul Protocol and organisers hope that it later could be could be an example to be replicated by other countries.","Torture and cruel, inhuman or degrading treatment are considered crimes under international law, so there is a worldwide prohibition to commit them. Paraguay has a particularly brutal record in the commission of these crimes during the Stroessnner dictatorship. However, these practices did not end with the dictatorship. According to reports from the MNP and the United Nations Committee against Torture, the commission of these crimes remains in force. The risks of suffering torture generally occur in situations where people are deprived of their liberty.
As TEDIC is an NGO committed to the fulfillment of Human Rights and the development of civic technology to defend rights, the Ministry of Public Defense (MDP) approached to propose the idea of the project to TEDIC. Institutionally, this problem was identified as a strategic cause in the sense of an opportunity to apply civic technology to combat these practices that violate fundamental rights. TEDIC believe civic technology has the potential to generate positive impacts at the collective level, so the DEFENDERS initiative emerged: a platform designed to provide public defenders with a tool to register allegations of torture. This project was carried out in partnership with two key actors in the subject: the Ministry of Public Defense (MDP) and the aforementioned National Mechanism for Prevention against Torture (MNP). In that regard, an “Interinstitutional Cooperation Agreement"" was signed. After the legal link between TEDIC and public institutions, a series of meetings were initiated that allowed a more coordinated and in-depth work to understand the implications of the platform, the specific needs of the public institutions involved, and the realities and possibilities offered by the technology.
Within that framework, the public institutions in question facilitated the entry of TEDIC alongside public defenders and officials, to the state penitentiary ""Tacumbú"" , allowing the needs of public defenders to be assessed in situ. Likewise, the institutions provided the forms and questionnaires used by public defenders when interviewing persons deprived of liberty, which constituted a key input for the creation of the platform. This is how the project was materialized; which consisted in the creation of a Web platform and Mobile application that allows a sustained record of cases of torture within the police stations and prisons of Paraguay. Its implementation facilitates the effective and permanent monitoring of these types of crimes by public defenders and will generate qualified information for different institutions such as the National Torture Prevention Mechanism (MNP), media, journalists, civil society organizations and the citizens in general. The platform consists of two sections, a mobile application for internal use for the MDP and a website where data, statistics and a map of the allegations of torture made will be displayed. Four workshops were held on the use of the platform in the different MDP units, both in the capital and in Villarica, Encarnación and Ciudad del Este, where 80 public defenders were trained in conjunction with the MNP. Additionally communication materials were made and distributed to sensitize the general public in these issues.
The platform was made based on international standards of respect for the right to privacy, and under cybersecurity criteria. Regarding the right to privacy, understanding that the platform contains sensitive information, it must necessarily be anonymous, according to a general principle of data protection. Thus, only defenders can access the platform to load and / or modify the data. In turn, both the mobile application and the web manage a closed list of users so that only these people have access. Thus, there are 3 different roles: defender, coordinator and observer. The defender can create and modify complaints they have made, the coordinator can see the complaints, and the observer (general public) can only see the statistics created on the complaints. These statistics are displayed anonymously: that is, observers will never see the names of those who reported the events.
Regarding cybersecurity criteria, all measures have been taken to ensure that it is a secure platform. It is also important to mention that the web platform and the application are published as free software which means that the source code is available, so that anyone can analyze it, promote modifications and find errors. The platform was officially launched in October of 2019. The first complaint was registered in November. This project marks a regional precedent of work and articulation between the State and civil society for the defense of human rights against torture.","a:15:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""609"";i:5;s:3:""196"";i:6;s:3:""876"";i:7;s:3:""221"";i:8;s:3:""623"";i:9;s:3:""283"";i:10;s:3:""303"";i:11;s:3:""615"";i:12;s:3:""619"";i:13;s:3:""621"";i:14;s:3:""612"";}","Defensores is a platform of great relevance for the defense of human rights in the country and the region, being the first initiative with these characteristics in Latin America. Prior to the creation of the platform, the Ministry of Public Defense used paper forms. The use of the platform speeds up the work of public defenders by opening the possibility of covering more cases and thus extending protection to victims. On top of this, it allows citizens to exercise active monitoring of allegations of torture since it enables access to citizenship to data that was previously not publicly accessible.
The platform was made based on international standards of respect for the right to privacy, and under cybersecurity criteria. It is also important to mention that the web platform and the application are published as free software.
It's the first platform that systematizes and allows to visualize cases of torture in Paraguay according to the application of the Istanbul Protocol and TEDIC hope that later could be could be an example to be replicated by other countries.","a:1:{i:0;s:14:""implementation"";}","The technology was presented and 80 public defenders were trained in conjunction with the National Mechanism for Prevention of Torture, thus fulfilling the objective of sensitising the defenders on the use of the “Registration Form for alleged acts of torture, cruel and inhuman and degrading treatment ”established by the resolution of DGN 69/19 of the Ministry of Public Defense, presenting the Training Manual also.
The technology administration is already within the state's own servers.
The first two complaints of torture were recorded on the platform. It was informed by the Ministry of Public Defense that once the cases are studied in greater depth, and if applicable, they would forward the complaints to the Public Ministry.","This project was carried out in partnership with two key actors in the subject: The Ministry of Public Defense (MDP) and the National Mechanism for Prevention against Torture (MNP). In this regard, an Inter-institutional Cooperation Agreement was signed. They facilitated the entry of TEDIC to the state's penitentiary and provided the forms and questionnaires used by public defenders when interviewing people who deprived of liberty, which constituted a key input for the creation of the platform.","There are 3 different roles: defender, coordinator and observer. The defender can create and modify complaints that he/she has made, the coordinator can see the complaints and the observer (general public) can only see the statistics created on the complaints. The public web platform enables access citizens, civil society organizations, human rights defenders, and media platforms to access these data that was not previously publicly accessible.","The platform was launched on October 22nd of 2019. The first complaint of torture was recorded on the platform during the same week. It was informed by the Ministry of Public Defense that once the case is studied in greater depth, and if applicable, they would forward the complaint to the Public Ministry. Around 200 public defenders are now registered users.
1200 posters with legal advice were distributed to be placed in police stations in the country to inform about the rights of people deprived of liberty.
This project sets a regional precedent of work and articulation between the National State and civil society for the defense of human rights against torture. It is the first platform in Paraguay that systematizes and allows to visualize cases of torture, cruel and inhuman treatment based on the application of the Istanbul Protocol (Manual of Investigation and Effective Documentation on Torture), and they hope that it would be an example to be replicated by other countries.","One of the great challenges presented in the framework of the execution of this project was to understand the different working rhythms of the different sectors that were involved (state, civil society and private company (hired programmers)). Organisers overcame this challenge as they adapted themselves, found the best times they had in common, and framed the activities and expectations about developments based on a collective work on how to improve time deliveries more effectively.
Additionally, TEDIC noticed that the state does not easily provide for mechanisms to work with civil society in an effective manner, which also represented a challenge. Nonetheless, the process ended up enabling a significant possibility of articulation for future projects, and it also improved the working mechanisms that the state has when it comes to working with other sectors.","One of the most important points observed is the commitment and political will of two State institutions, responsible for safeguarding the security and defense of people, which represented a real positive result. Part of the success is due to the fact that there was a previous work of alliances between these two institutions, and in addition, one of them acts as a control of compliance with the State's commitments to the United Nations and requires that the information and data collected by the institutions of the criminal system meets international standards. It should be noted that the trust that TEDIC received from the MDP and MNP, is based on the trajectory of their organization, and the expertise they have in regards to working on technology, human rights and public policy issues.","The platform will generate data and statistics that are necessary for the protection of human rights; as well as serve as the basis for the generation of public policies.
The multi-sector work that was carried out allows to leverage the precedent for future collaborations of joint work between state and civil society.
The platform encourages citizens to be involved in monitoring human rights compliance, and it can be replicated in other countries given that is the first tool that is developed in the region with these characteristics and possibilities to generate a positive impact at a collective level.
The web platform and the application are published as free software. This means that the source code is available, so that anyone can analyze it, suggest modifications and find errors that need to be solved.","The development of the mobile application and web platform was implemented after an intense consultation process between TEDIC with the Ministry of Public Defense and the National Mechanism for Prevention against Torture, aiming to reach a Satisfactory system for all parties. That exchange enabled us to understand the state's work process and to meet with important actors in these issues; which will constitute as a a key aspect for future projects.
For TEDIC, this project was a huge opportunity to apply civic technology to combat these practices that violate fundamental rights. Civic technology has the potential to generate positive impacts at the collective level, so it's a very positive result to be able to apply civic technology for state work. This allows the state to apply this type of technology in the implementation of public policies.","The project has learning materials that seek to raise awareness about the protection of human rights and generate recommendations against cases of torture. These materials include explanatory brochures as well as audio cases with some accounts of victims of torture in the format of a podcast episode.","a:4:{i:0;s:5:""13828"";i:1;s:5:""13829"";i:2;s:5:""13830"";i:3;s:5:""13831"";}","a:1:{i:0;s:5:""13832"";}",https://nube.tedic.net/s/P2oWNCByq6eQBQM,,
13433,"Dutch Reach Project",https://oecd-opsi.org/innovations/dutch-reach-project/,,"Dutch Reach Project","United States",regional,"a:1:{i:0;s:9:""transport"";}","Dutch Reach Project ",http://www.dutchreach.org,2016,"Dutch Reach Project (DRP) closes a serious gap in existing road safety efforts to prevent “dooring,” a common, feared & at times fatal crash caused when exiting motorists - using their near hand - suddenly throw open their car door into the path of a bicyclist or other vulnerable road user (VRU).
To prevent dooring, DRP promotes the Dutch Reach (DR): reaching across to the door with the far hand to open - a much safer method.
The DR project is already gaining increasing attention and being taught across the globe.","Doorings are among the most common, costly & feared crashes in cities across the globe. Doorings are increasing as more bicyclists, mopeds & other VRUs compete with ever more vehicles on our roads.
Carelessly opened doors strike & injure VRUs much as if a sharp-edged wall were suddenly thrown up before them. Riders get impaled, crash into or are thrown over the door. A knocked handlebar or reflex swerve can cause cyclists to lose control & crash to the pavement, into the path of oncoming vehicles & further harm,
But many people are unaware of dooring and how dangerous it can be, or that unsafe lane obstruction can be illegal. Also many do not use recommended practices for safe egress.
Other solutions exist: better road infrastructure such as separated & protected bike lanes; better laws & enforcement; VRU sensing & alert systems; safety campaigns to remind motorists to look before opening; & for VRUs to avoid the door zone.
However location, cost, intrinsic efficacy, agency priorities & political will limit the use & success of these anti-dooring solutions.
Regarding motorists, “LOOK!” & “caution” campaigns little influence ingrained or impulsive behavior. People are often distracted or in a hurry once parked. And bicyclists have poor & limited options. While some bicyclists advise avoiding the door zone altogether, road safety authorities most often do not. For in most places cyclists are expected or required to ride on the side of the road, often within the door zone beside parked cars & at risk of dooring. Also, many cyclists do not dare use the travel lane for fear of unsafe drivers & large vehicles.
Even so, bicyclists also get doored from the opposite side, by passengers illegally exiting vehicles stopped in an adjacent travel lane.
Importantly, doorings are most always due to motorist error. Opening without exercising due care dangerously obstructs others’ right of way.
So how can WE be MADE to exit more safely?
The Dutch have a surprisingly simple solution: Open using the hand farther from the door. The Dutch call it “how you open a car door”! DRP named it the 'Dutch Reach' as motorists must ‘reach across’ to the door latch.
Unlike the near hand habit (NHH), this far hand habit (FHH) forces you to swivel outward to see the side view mirror and then to look out to the side & back for traffic before opening. It also curtails sudden & wide opening. This slowed opening can alert cyclists & perhaps allow time & space to avoid a crash.
Once the door is partly opened, motorists can lean slightly out & get a clear view back, able to retract the door if unsafe. The NHH however lets you throw the door wide open without checking your blind spot or retaining door control. Finally, once the FH method is an automatic habit, drivers will routinely use it, even when distracted, stressed or in a hurry.
After a fatal dooring in June 2016, DRP’s founder resolved to get the Dutch method into his state’s driver’s manual. DRP research found the FHH cited in a few prior anti-dooring campaigns elsewhere, but the method had gained little traction.
DRP instead conceived a web based, grassroots “Do It Yourself” strategy to promote the FHH. DRP would do research, outreach & networking, devise & share of campaign strategies & tactics. Bicyclists would pick up & carry the campaign locally, & contribute back to DRP evermore news, materials & resources for further replication.
For its launch, DRP suggested that local police text the Dutch Reach using mobile electronic traffic signs. Stuck in traffic, a journalist saw “Safer to Open/ Car Door/ With Far Hand.” His Boston Globe story about the DR excited a wave of media interest. This wave - still rolling - led to volunteer & stakeholder interest and an outpouring of graphics, videos, podcasts, blog posts, features, editorials & news on the DR. These DRP collects & shares back on its website. A virtuous cycle of media attention & DR advocacy has ensued.
Meanwhile, DRP continues outreach to bicycle & road safety organizations, police, state & local active transportation staff, elected officials & DOTs.
DRP seeks FHH addition to official driver’s manuals; highway codes; driver education texts & curricula; licensing tests for novice, commercial & hackney drivers; defensive driving & court-ordered driver safety courses; and road safety education & behavior change campaigns.
DRP has inspired replication in messaging, collaboration & institutionalization across stakeholder groups in numerous countries & languages. Private entities - transportation & delivery companies, automakers, insurers, solicitors & attorneys - also now promote it.
Further scaling is likely. Dooring is an issue in both developed & developing countries. Rising use of active transport vehicles puts more VRUs at risk. Experts now recommend & governments promote the FHH as a practical, life-saving measure. DRP is now an international resource for its adoption.","a:16:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""260"";i:5;s:3:""623"";i:6;s:3:""303"";i:7;s:3:""305"";i:8;s:3:""613"";i:9;s:3:""317"";i:10;s:3:""320"";i:11;s:3:""335"";i:12;s:3:""619"";i:13;s:3:""338"";i:14;s:3:""620"";i:15;s:3:""610"";}","Uniquely:
To exit, DRP wants drivers to use their “wrong” [i.e. far] hand (FH).
Globally, prior to DRP, very few bike advocates & road safety experts knew or taught the FHH.
DRP laid the basis for professional evaluation & acceptance of this little-known practice. It researched FHH’s provenance, its history of use in NL, its relationship to Dutch traffic code & licensing tests, its role in Dutch driver education and its limited spread elsewhere.
DRP produced the first formal safety comparison of NH versus FH methods, which clarified FHH’s superiority & identified the NHH’s flaws.
As the Dutch merely called it “how you open a car door,” DRP coined Dutch Reach so the nameless FHH could be specifically talked about, cited & marketed as a social good.
DRP is an entirely volunteer grassroots web-based NGO. Yet it has made the DR a widely recognized best practice, taught & promoted by road safety & bike organizations, governments, driving instructors, companies & citizens world-wide.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Implementation
Replication is largely proceeding on its own, especially in English & German speaking countries. DRP now also recasts its social media posts into other languages (using online translation apps & remote volunteer help) to seed awareness & advocacy elsewhere.
Evaluation
DRP deems itself a success. Yet while DRP stimulates & assists DR implementation efforts, local advocates & authorities must still “do the heavy lifting” in their own city, state or nation to ultimately alter motorist conduct.
Current project issues: DRP's website needs to be improved & paid staffing considered.
Lesson Diffusion
DRP’s strategy & tactics can be applied to other neglected VRU safety issues - such as truck blind spots, right & left hooks & overtaking incidents - by promoting VRU-specific signage. DRP has called for a “Sign Bike Safety” (SBS) project to crowdsource & disseminate needed & better bike/VRU safety signage. [See website: Advocacy Toolkit > Cycling-Org’s > SBS.]","Bicyclists contributed art, design, advocacy & research while experts in NL & Harvard University provided knowledge & mentoring [re: FHH in NL] for DRP’s launch and progress.
Massachusetts DOT worked with DRP to add DR to the state's driver’s manual, a first in North America.
DRP works with bicycle & road safety groups to promote the DR, most notably with League of American Bicyclists; Cycling UK; & the Automobile Assn. of America [which added DR to “How To Drive”, 15th Ed. (2020)].","DRP helps governments, companies & road safety organizations add DR to driver manuals, driver training programs & road sharing safety campaigns.
The DR prevents harm, costs & burdens to victims, perpetrators, families, friends, colleagues, companies, police, rescue & care-providers, other road users, courts, insurers, tax-payers & governments.
Safer road sharing encourages bicycling & other active, healthy, environment-friendly personal transport & also reduces traffic jams & congestion.","DRP has:
Energized anti-dooring advocacy, focused on motorist responsibility & popularized a simple free fix.
Led driving & road safety experts to consider hand choice impacts on motorist egress & VRU safety.
Led to DR’s inclusion in state driver’s manuals, state & municipal advisories, novice & defensive driving textbooks, courses, road codes, etc.
Led governments & NGOs to conduct DR anti-dooring road safety campaigns.
Led bike & road safety organizations to promote the DR & advocate for government adoption.
Led transport sector companies for delivery & passenger service, driving educators, automakers, insurers & personal injury lawyers to add the DR to driver & client trainings & advisories.
Prompted media attention in 40 countries & 30 languages, & production of hundreds of graphics, audios, videos & animations, blog posts & established print & digital articles.
To the extent now used, reduced dooring risk, crashes, suffering & costs for VRUs & society.","DRP needed to confirm the FHH’s Dutch provenance, authority & safety advantages versus the NHH.
Evidence, arguments & marketing were needed to overcome FHH’s obscurity & oddness, public apathy, skepticism & possible animosity towards bicyclists when asking drivers to swap out their life-long “common sense” NHH.
DRP’s mentor & a Dutch colleague attested to FHH’s Dutch provenance & respected authority. But neither the NH nor FH methods were ever subjected to modern human factors research. Hence DRP conducted its own examination and compared each against eleven safety criteria.
The results showed how the NHH fails, allows & even enables doorings: NHH permits door flinging, inhibits a full blind-spot shoulder-check, & over relies on side-mirror use.
Thus by provenance, safety & method, naming it the ""DR"" was accurate - & very useful for marketing because DR is descriptive, memorable & quick-off-the-tongue; & its odd name provoked near viral interest by the wired generation.","Success likely due to:
A serious road safety danger demanded prevention.
An effective but widely overlooked solution is recognized.
An at-risk digitally-connected cohort with its own groups, advocates & media voices. [Urban bicyclists]
Global issues broadening concern. [transport & environment crises]
Available home digital technologies for communication, research & marketing.
A skilled, motivated activist.
Standard & improvised strategies, tactics & ability to proof, document & communicate the solution & action requests to target audiences & decision makers. [VRUs, road safety, officials, media & public.]
Local & remote independent grassroots participants & collaborators linked by DRP staff & website.
~$1000 out of pocket over 3.5 years for equipment, web & print services, etc..
Predictable but randomly occurring news, posts & developments on topic were collected & served back via the web, fostering a virtuous cycle of interest, feedback, media coverage & replication.","The DR is now replicated &/or institutionalized well beyond Massachusetts, which added DR to its driver’s manual in 2017. Illinois, Washington, Pennsylvania, South Australia & NZ have now also done so. New York City & Albany, NYS; Burbank & San Francisco, CA; London; Telangana & Indore, India; Guardia Civil, ES; Montréal Quebec & Ontario, Ca; Dublin, IE; Stadt Berlin, Brandenburg, Hamburg & Stuttgart DE all now promote the DR via social media campaigns. UK’s Dept. for Transport is to add the DR to the UK Highway Code in 2020 after a DR campaign by Cycling UK with the Royal Society for the Prevention of Accidents' support. NGOs L'association Prévention Routière, FR; National Safety Council & American Automobile Association, US; Deutscher Verkehrssicherheitsrat, DE; Brake UK; Liikenneturva, FI. & Irish Road Safety Authority - also now endorse & promote DR/FHH.
DRP’s process may be used for other road sharing safety issues, for better VRU signage & behavior change campaigns.","General Lessons:
The ‘Power of One’: A motivated individual with a good idea can make a difference, a rather large one at that.
But to do so, much work & the help of many other concerned & committed people, organizations, business & civic entities are required to achieve a social good such as a mass behavior change.
Persistence (as well as some creativity & occasional ingenuity) is necessary to overcome hurdles.
A discrete yet widespread social good can be promulgated, & gains rapidly achieved, by soft linkage of independent volunteers & informally partnered organizations coordinated by a single agent using common low cost technologies.
Free agent activism - independent, non-credentialed, volunteered, self-financed, internally & idealistically motivated - allows great flexibility of action.
But such agents must generate legitimacy & authority for themselves & their mission by word, act & deed to earn hearing, respect & collaborations necessary to achieve the intended goal.
DR Lessons:
Habit change by road users requires awareness, motivation & repetitive practice. For many, advice alone is insufficient. As driving instructors ‘teach to the test,’ student drivers practice to the test. Hence, DR advice ought to be added to written exams & road tests for licensure. Police ticketing, larger fines, insurance penalty points & publicizing court cases & judgments will also motivate habit change.
DR functions both as a typical “dooring awareness” campaign and as a specific, habitual solution for both drivers & passengers. It makes a deeper impression as it assigns responsibility & correction where it largely belongs.
Skepticism about changing drivers’ conduct abounds. Skeptics cite NL as a special case. Yet in the 1970s NL had among the worst VRU & motorist fatality rates in Western Europe. [See NL's ""Stop de Kindermoord"" protest movement.] The FHH was part of their decades-long road safety revolution. The Dutch changed. So can we.","Personal note:
A young woman’s death by dooring provoked my campaign. I learned of the ‘reach’ that day. The success of DRP has astonished me almost as much as the FH revelation itself. For once launched, the DR just took off. DRP never issued a press release. I ‘launched’ DRP by encouraging local police to post Dutch Reach messages on mobile electronic traffic signs. One week later, a Boston Globe reporter saw the first such DR sign, called me & wrote up my project. Within two weeks a sports website which noticed that article posted a DR video now viewed 3.2 million times. Within one month I was interviewed by BBC/PRI The World (radio), which is broadcast to over 300 stations in North America. I rushed to make a website before the clip ran. On February 1, 2017 RoSPA (UK) adopted the DR. On May 30, 2017 Massachusetts DOT announced its inclusion in the state’s driver’s manual. I had set myself 2 years. Now 3 ½ years after Amanda’s death, DRP has met goals I had never thought to set.","a:28:{i:0;s:5:""13969"";i:1;s:5:""13971"";i:2;s:5:""13561"";i:3;s:5:""13562"";i:4;s:5:""13464"";i:5;s:5:""13465"";i:6;s:5:""13682"";i:7;s:5:""13678"";i:8;s:5:""13694"";i:9;s:5:""13884"";i:10;s:5:""13690"";i:11;s:5:""13689"";i:12;s:5:""13467"";i:13;s:5:""13567"";i:14;s:5:""13468"";i:15;s:5:""13469"";i:16;s:5:""13558"";i:17;s:5:""13559"";i:18;s:5:""13564"";i:19;s:5:""13608"";i:20;s:5:""13472"";i:21;s:5:""13473"";i:22;s:5:""13474"";i:23;s:5:""13616"";i:24;s:5:""13475"";i:25;s:5:""13477"";i:26;s:5:""13563"";i:27;s:5:""13961"";}","a:4:{i:0;s:5:""13980"";i:1;s:5:""13981"";i:2;s:5:""13982"";i:3;s:5:""13983"";}",https://www.youtube.com/watch?v=ppBuWxvypfg&feature=youtu.be,https://www.youtube.com/watch?v=GzIf80eSfCg&feature=youtu.be,https://www.youtube.com/watch?v=8A-9RGDFGDE&feature=youtu.be
13591,"Campus-IL, Israel's National On-line Digital Learning Platform",https://oecd-opsi.org/innovations/campus-il-israels-national-on-line-digital-learning-platform/,21/02/2020,"Digital Israel, Ministry of Social Equality",Israel,central,"a:2:{i:0;s:9:""education"";i:1;s:11:""information"";}","Campus-IL, Israel's National On-line Digital Learning Platform",https://campus.gov.il/en/,2017,"CampusIL, the national digital learning venture, allows all Israeli society to enjoy an innovative and personalized learning experience with a vast array of quality content served by leading universities, vocational training institutes and other top content providers. As all courses are free, CampusIL bridges socioeconomic gaps within Israel and enables economic growth acceleration by offering a lifelong learning experience for students, educators, public servants and employment seekers.","The technological developments of our era allow everyone to study anywhere and at any time. With Campus-IL, all one needs in order to gain access to content and courses by leading academic institutions, to professional training courses and public sector certificate programs, is an internet connection. Inspired by the international MOOCs movement including Coursera, edX, Udemy, Udacity and FutureLearn, the Israeli government is leading a national initiative to use digital learning as a means to bridge socioeconomic gaps and accelerate Israel's economy.
A market research conducted by GAA (Israel's Government Advertising Agency) revealed that 60% of the population in Israel did not participate in any form of digital learning experience during their lifetime. On the other hand, more than 85% of the survey participants believe that lifelong learning is essential to improve one's socioeconomic status. Moreover, digital learning is grasped by 75% of the survey participants as easier to instil in their daily routine than traditional learning.
Campus-IL was founded by the Ministry of Social Equality and Israel's council of higher education with the aim of reducing social inequality, securing equal opportunity for a wide variety of social groups, and providing flexible training solutions for the evolving job market. The platform was launched on November 2018 and currently holds more than 1 million site visitors with more than 250,000 enrolled to at least one of the 200 courses offered by the platform.
The platform foundation was inspired by the French national MOOCs platform (FUN-MOOC) model that took place three years before the Israeli initiative was founded. The French platform hosts hundreds of French academia institute courses, offered also to the Moroccan government. Digital Israel (Israel’s National Digital Beuro) used the French model as an inspiration and extended it to other audience as described below:
1. Under-served communities – Digital literacy courses, civilian rights course and occupational English course are examples of content to advance of underprivileged groups (Ultra-orthodox, Arabs, senior citizens, etc.) in Israel by means of enhancing 21st century proficiency, augmenting language skills (English, Hebrew and Arabic), and developing professional occupational skills.
2. Students and higher education applicants in Israel – With the goal of changing teaching and learning methods within Israeli higher education cadres through digital learning, Campus-IL offers a variety of more than 70 academic courses, allowing undergraduate students to gain academic credit points for their bachelor degrees in a variety of disciplines.
3. Civil service employees - With the goal of Improving and increasing the efficiency of training processes and continuing education programs, Campus-IL designed various courses for civil service employees working in government ministries and local authorities in Israel. A few examples of courses include teachers training, procurement courses, high quality of service courses and human resources related courses.
4. Employment seekers - With occupational courses such as ""programming in Python"" and soft skills courses such as ""how to effectively lead negotiation"", Campus-IL aims to drive disruption among the Israeli employment ecosystem allowing fast track for jobs at high demand and entry level courses for those who wish to be part of the industry.
A series of strategic partnerships were formed in two major courses of action. The first, was a series of RFPs to encourage academic institutes and government units to create high quality Hebrew and Arabic content. The second course of action was creating an ecosystem development work plan, aimed at having all players in the digital learning arena of Israel become active players in the platform ecosystem. This includes conferences, community events and meetup, training and initiatives such as Campus-School which is on-the-ground community centres using Campus-IL as a platform for blended learning.
The platform is envisioned to address major national educational issues, such as Maths and English proficiencies, that the education system in Israel is struggling with, major skill gaps mapped by the ministry of labour and welfare, educational programs bridging the digital literacy gaps underserved communities suffer from and instilling lifelong learning within the general population with a unique focus on public servants.
The National Digital Beuro is working on a long term strategic plan to create a stable and growing organizational entity to transform the initiative from a small startup within Digital Israel to an independent entity, flexible and growing fast. A first step towards this vision was taken with an infrastructure tender published for the next 15 years.","a:3:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""335"";}","CampusIL is a very unique initiative internationally, nationally and within the Israeli government.
Internationally CampusIL is the only digital learning platform in the world that addresses a broad audience including academia, civil servants, underserved populations side by side with general public life long learners. Within the other similar national platforms around the world, CampusIL is the only platform which is both not audience-specific and initiated and operated by the government.
Nationally the platform is innovative for being the first website in Israel offering high quality content for credit and for free.
Within the government CampusIL is leading a major digital transformation. Currently the Israeli government expenditure on training is more than one billion NIS annually. An economic analysis held in 2017 determined that transforming to digital and blended learning in teachers training only will save 2.4 Billion NIS within 16 years.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","CampusIL was launched 15 months ago and currently is in its implementation stage and at the beginning of its evaluation stage which will help CampusIL leadership to determine what should be the strategic focus of the platform in terms of audience and content.
Three important processes that take place during this time are:
1) ""Startup to stable organization"" process - Designing long term flexible and independent entities to lead the initiative in future years.
2) Product development road map design - including in-depth interviews with strategic partners and users research.
3) KPIs dashboard creation - The dashboard will help the initiative leadership to learn about the users behaviour and report important data to partners and stakeholders.","The major partners involved in the initiative are the Council of Higher Education, the Ministry of Education (K-12) and the Ministry of Labor and Welfare. Additional contributors are academic innovation centers such as Tel Aviv University Center of Innovative Learning and The Innovation and Learning Technologies Center of the Open University. Civil society partners include the Cyber Education Center, Yad Vashem, Davidson Institute of Science Education and The JDC (Joint Distribution Committee).","Campus-IL currently has more than 250,000 learners, amongst more than 175,000 learners in the Israeli platform and more than 120,000 learners in the Israeli courses offered on edX.org. Indirect beneficiaries include HR and training departments managers in the organizations that use Campus-IL, such as government offices and universities. These organizations use the content on Campus-IL to standardize high quality content and use the platform data to improve training processes.","The results are measured in several aspects - number of course enrollments, learners engagement (how far did they get in the digital course), learners satisfaction (how much they feel they were benefited from the course content) and the digital course impact (how did participation in the course effected their education and career). These aspects are measured using Google Analytics, open edX insights (data repository of the learning measurement system) and digital Google form surveys.
The Psychometric exam prep course (Israeli ""S.A.Ts""), which had four runs to date already has great results. More than 41,000 learners enrolled the course; Learners satisfaction average grade is 4.7 (of 5). In terms of impact - the average grade of the graduates is 26 pts. higher than the national average, though the average learner comes from a family which is below the average income.","The initiative faces two main challenges:
1) Digital learning requires major self discipline which results in high percentage of course dropouts. Additionally, people with low digital literacy skills have issues with engaging the platform.
This challenge is responded to with large investments in product improvements (such as simplifying the registration and course discovery processes). Additionally, several methodologies of blended learning which have proven to decrease dropout rates are being embraced and supported by the initiative.
2) Big organisations such as government ministries and universities raise resistance to digital learning and approach it with suspicion and concern. With some organisations this phenomena has led to failure to form new partnerships and obtain high quality content. This challenge is faced by working with the innovation units of the organisations and by pushing the change collaboratively and using small steps in order to increase trust.","The first condition for success is having the government ministry and the strategic partners have a joint vision of the potential impact of the initiative. This is a ""leap of faith"" that will result in the willingness to invest major funds in the initiative that will turn into impact and results only in a few years after a long process of content development and implementation,.
A second condition is relying on a working model and a credible technology. In Campus-IL's case, this was the open edX technology and the experience and lessons learnt by edX and existing platforms as FUN-MOOC, the French platform.
A third condition would be the ability to scale fast and work agile. This will result in performing many micro-experiments and fast learning from failures and changing the product accordingly.
Last condition is conducting a series of quick wins, which give all initiative stakeholders motivation and push to continue the hard work. The Psychometric course is a good example of this.","Campus-IL representatives have been approached by several countries that were interested in replicating the initiative model. Examples include India, Colombia and Afghanistan. The initiative’s director was invited last March to Colombia for a week of best practices sharing with the local national platform. Additionally, Campus-IL model has been presented in 6 different international summits in 2018 and 2019.
Within Israel, the Campus-IL model has been an inspiration for other projects led by Digital Israel. The idea of consolidation of many local digital systems into one central system which serves many organizations was implemented last year in a central digital system for licensing small and medium businesses of 257 local municipalities nation-wide. Another project that adapts the innovative methodology is a central system of health data that serves dozens of hospitals and other health institutes in Israel.","A few lessons learnt during the last 4 years include the following:
1. Start with an MVP - During the first two years of the initiative the team led various pilots and experiments with the goal of exploring different audience types, various uses of the platform and product features. Thanks to these experiments a wide roadmap for product improvements has been designed and specific types of content and audience were chosen for further development.
2. Define your goals and engage with the right strategic partners at the very beginning - At a very early point of the initiative, even before the technology was available and ready to start the first pilot courses, it was understood that a key for a future successful platform would be high-quality content. Thanks to this understanding a goal of getting the best content from the best potential content providers was set. A strategic partnership with the council of higher education and with the ministry of education (K-12) were established. With these partnerships three RFPs for course developments were published and as a result 18 months later more than 35 high-quality courses were offered on the platform. This also led to other content partnerships establishment with the ministry of labor and the IDF.
3. Data Data Data - Connecting the website to Google analytics and using edX insights and surveys data helped in quickly spotting weaknesses and failures and in scaling up best practices. This has also led to a high standard of evidence-based conversations with the strategic partners, customers and vendors.
4. Using ROI analysis - Conversation around funding new projects within the initiative are always challenging. Using an economic ROI analysis increases trust is very helpful in such conversations. For example, an ROI analysis found that transforming to digital will lead to savings of 1.5M NIS for every academic institute and every 10 MOOCs (see document in the supporting files section).","Another by-product effect of the Campus-IL initiative is an active and growing community of digital learning in Israel. A closed Facebook group that was established 2 years ago with 40 participants became a popular and engages group of 800 people, including all the Israeli professionals that deal with digital learning – instructors, lecturers, instructional designers, educational technologies, vendors and suppliers. Many meetups and webinar take place frequently around pedagogy and digital learning.
In addition - a technical note regarding the videos in the next section: please use the ""CC"" option of the YouTube player in order to see the English subtitles while watching.","a:10:{i:0;s:5:""17554"";i:1;s:5:""17556"";i:2;s:5:""17557"";i:3;s:5:""17558"";i:4;s:5:""17559"";i:5;s:5:""17573"";i:6;s:5:""17574"";i:7;s:5:""17595"";i:8;s:5:""17596"";i:9;s:5:""17597"";}","a:3:{i:0;s:5:""17550"";i:1;s:5:""17552"";i:2;s:5:""18304"";}",https://www.youtube.com/watch?v=PDgGmcivz0w,https://www.youtube.com/watch?v=8s0gwlymE5g,https://youtu.be/03NeWZLJbqE
13705,"Plastic bottle waste help whales lead a healthy life",https://oecd-opsi.org/innovations/plastic-bottle-waste-help-whales-lead-a-healthy-life/,13/12/2019,"Ulsan Port Authority",Korea,central,"a:1:{i:0;s:9:""transport"";}","Plastic bottle waste help whales lead a healthy life",https://youtu.be/I6afzenD8Yk,2019,"In cooperation with the Korean government, major companies, social enterprises, and international organizations, Ulsan Port Authority (UPA) has initiated a project of “upcycling plastic waste coming from ships,” aiming to solve harbor-specific ocean plastic pollution. The UPA has improved upon the policies on discharging plastic waste from ships and created an upcycled product using the plastic waste. The UPA’s practice has contributed to reduce ocean plastic pollution.","(1) Background
Some researchers have claimed that there will be more plastic than fish in the sea by 2050. A dead baby whale was found with 40 kilograms of plastic in its body and a sea turtle died from eating plastic 11 days after being released. Marine pollution by plastic has been getting worse. According to the MARPOL Convention, which was adopted to prevent the pollution of the marine environment by ships; garbage from ships should be dealt with in a regulated manner. However, due to low environmental awareness, different types of garbage are disposed into the sea. When discharged on land, most of the garbage is incinerated without being recycled, which leads to air pollution. The UPA, the main controlling authority of Ulsan Port, determined a solution to reduce the pollution of marine environment caused via plastic. In particular, the UPA zeroed in on a method that could be implemented at ports throughout the world.
(2) Progress
[Stage 1] Generating new ideas and setting up a cooperation system
To create a practical and viable route to solve environmental problems, related organizations and businesses gathered to organize hackathons, meetings to come up with new ideas. Experts were invited to review the commercial potential of the new ideas. As an effort to put the newly generated ideas into action, public-private, social enterprises, and international entities agreed to work together to protect the “Marine Environment of Ulsan Port.” And then, we made a decision to upcycle plastic waste discharged from the ships entering Ulsan Port.
[Stage 2] Propelling the project
First, a new policy was established for waste from ships to be separately discharged for upcycling. The UPA encouraged shipping companies, their agencies, and the loading/unloading companies to participate in this new policy. Then, the UPA determined a business model via communications with companies collecting waste oil and sludge from ships and social enterprises storing and upcycling the plastic waste. This was to carry out the whole process from collecting and storing the separated plastics to making products with the plastic waste. Thanks to these efforts and programs, plastic waste from ships was upcycled into “Byeolggaru (stardust) whale dolls” symbolizing Ulsan city. The name of Byeolggaru comes from the fact that barnacles living on the back of humpback whales reflect off the sunlight and look like twinkling stars from a distance.
[Stage 3] Spread and sharing
Along with the sponsors, the UPA attended various local festivals and fairs and did some promotional activities to spread awareness of our project and raise the profile of the upcycled products. Our project was also introduced as a best practice at conferences at home and abroad. A permanent exhibition room for this project was set up at the Whale Museum in Jangsaengpo, Ulsan. Visitors can have an opportunity to learn about this project. In addition, we worked with the local government, public organizations, and major companies to extend the product lines using the upcycled materials. As a result, we were able to launch several new products including Gangchi (sea lion) doll for Ulleungdo Island and Keun Aegi (the eldest daughter-in-law) doll that symbolizes Ulsan city.","a:3:{i:0;s:3:""619"";i:1;s:3:""959"";i:2;s:3:""612"";}","The “UPA’s project to upcycle plastic waste” has some differences from what has been tried previously to address the marine plastic pollution.
(1) We took note of the discharged plastics from ships that are destroyed without recycling collection and separation. This is the “first ever” implemented upcycling project for plastic waste coming from ships at port.
(2) This project has benefitted the local economy. To produce final products made with plastic waste, we worked with social enterprises in the local area.
(3) Most of all, this solution can be applicable to any ports around the world. It has the potential to spread as a response to marine plastic pollution at home and abroad. ","a:1:{i:0;s:14:""implementation"";}","Separating recyclables from plastic waste has become a norm among the shipping companies, their agencies, and the loading/unloading companies based in Ulsan Port. The upcycling process to make the final products using the discharged plastic has been going smoothly. Any side effects or problems occurring at each stage are thoroughly monitored and addressed to enhance the level of sophistication and completeness of this commercial project. Research is underway to develop new upcycled products and launch new product lines in collaboration with related groups, which will bolster the business sustainability.","This project was not achievable without collaboration between the main agents. The government and the UPA were in charge of promoting the new policy on separating plastic waste at Ulsan Port, while both large and local Korean companies took care of marketing and getting this project to achieve commercial sustainability. Social enterprises produced and sold the final products. International organizations supported publicity for this project.","(1) This project has contributed to improve the quality of the atmospheric environment by reducing the amount of previously burnt plastic waste.
(2) The unique products and brands have helped local social enterprises raise their profiles. This has led to job creation especially for the socially underprivileged.
(3) It has benefitted the shipping companies and waste management companies at Ulsan Port that had carried the burden of the costs for incineration and carbon emission rights.","(1) Economic benefits
This project reduced the costs for incineration and carbon emission rights, which is about 370,000 KRW per ton.
(2) Environmental effects
Until now, 5,300 upcycled products have been produced with 79,650 plastic bottles (approximately 1.593 tons).
(3) Social economy
It has contributed to stimulating the social economy, a people-centric or human-oriented economy, by creating three new jobs for the socially vulnerable and increasing the product sales of social enterprises by 347% compared to the previous year.
(4) Possibility of spread
Upcycled product lines were extended in collaboration with the local government, public organizations, and major companies. Meeting with other port authorities confirmed the prospect of applying this project to other ports at home and abroad.","There was some trouble separating the recyclables from the garbage because the crew on ships put waste all together into one-ton bags. To address this problem, we provided two types of one-ton bags, green and yellow. People on ships were encouraged to discharge waste separately depending on whether the waste were recyclable or not.
Reviewing the performance of this project that was started this year, we found that it needs a lot of time for the new policy to be fully established. For a speedy settlement of the policy in the future, we have shared our experience with our government agencies, other port authorities, and shipping businesses.","First and foremost, the UPA and other partners in this project should make continuous efforts for publicity and enlightenment to ensure that this mission is well established. It also requires the active involvement from the parties doing business in the Port of Ulsan such as the cargo shipping companies, agencies, and the loading/unloading companies. Furthermore, this project is a port-specific model that can be applicable to any port. With the government’s support, it could gain momentum to spread the positive outcome achieved here and share its practice with ports around the world.","The problem of marine plastic pollution has become a global issue. No country is free from this issue, and each nation is trying to come up with its own solution. We began this project with the question of “what can a port do to deal with the marine plastic pollution?” Rest assured that this practice can be introduced and implemented in any place where a port is located. Since ports all over the world are creating value through the sea, ocean plastic pollution is a global issue that requires cooperation among all nations. In that sense, our practice should have enough potential to be shared and implemented to address global concern in relation to plastic waste.","The crew members on ships abide by the law on the management of waste because it is compulsory. They follow the rules out of obligations rather than on a voluntary basis. But while the crew members are participating in this project, they realize that they are creating new values for the marine environment. This could be a critical point in this project whereby crew members change their attitude toward the environment beyond simply acting within the law.
Everyone, involved in this project, discovered the plastic pollution has become a major threat to our own lives, including economic lives, as well as wildlife. We should also recognize the Butterfly Effect that tiny changes such as separate garbage collection can in fact make a big difference. We hope our practice will be shared among the ports at home and abroad and contribute to improving the environmental awareness and protecting the natural environment.",,"a:2:{i:0;s:5:""14895"";i:1;s:5:""14945"";}","a:1:{i:0;s:5:""14950"";}",,https://youtu.be/4uenxpBVsx8,https://youtu.be/54iVZSVshHU
13713,"miDGT mobile app",https://oecd-opsi.org/innovations/midgt-mobile-app/,12/02/2019,"Directorate General of Traffic",Spain,central,"a:1:{i:0;s:9:""transport"";}","miDGT mobile app",,2019,"The ""miDGT"" mobile app allows citizens to carry a digital version of their driving license and vehicle's registration and technical certificates, as well as receive alerts and news of interest, make payments of fines or taxes and access digital services.
It is the first time a digital mobile driving license or registration certificate is issued in Spain, and it helps create an ecosystem for personalized mobile services for citizens to interact with, thus simplifying bureaucratic procedures.","In Spain, the Directorate General of Traffic is the organization responsible for road safety, traffic law enforcement, driving licenses and vehicle registration. They currently manage 27 million drivers and 35 million vehicles. The goal of the innovation was to create an environment of digital services that would unburden bureaucratic procedures making it easy for any given citizen to access and operate within. In addition, organisers aimed to provide a digital equivalent of both driving license and a vehicle's registration certificate, that allowed the user not to carry the paper or plastic card documents, making it possible to be verified by enforcement officers or other third parties.
The result is the ""miDGT"" (my DGT) mobile app, available for Android and iOS, that offers a citizen a platform to carry their digital documents (driving license and all of his or her vehicles' registration and technical certificates); access their main data, such as address, penalty points, information about his or her vehicles (insurance, environmental category, periodic technical inspection results, etc.) and event alerts; receive fines' alerts and pay them, pay taxes and access digital services; or make an appointment at one of our offices.
Using Spanish digital system for identity, known as Cl@ve, any citizen can download and access the services of the app. The digital documents can ve verified from the very same app installed in other device of via a verifying app distributed to law enforcement officers. The proccess of verification includes the generation of a QR code that can be read from other device and provides not only information about the authenticity of the digital document, but also about its current validity, showing any alert that may prevent the user to drive a car, i.e. penalty points of judiciary decisions.
The system pivots around the user's needs, as it can use push notifications and built-in alerts to inform the usar about any action that he or she needs to take regarding his or her driving license or vehicles. The app shows also relevant news and will allow DGT to send customized messages to specific users regarding road safety. This can be used, for example, to alert users in a given area of incoming weather conditions to be taken into account when driving in the area, or to send messages of vehicle recalls when issued by the manufacturer to the owners of a given vehicle model. Once again, the focus is on both making easier for the citizen to interact with DGT and contributing to road safety all accross the country.
This innovation can be used by any driver in Spain, as long as he or she registers in the Spanish system for digital identity, it will also help to speed up current bureacratic procedures, as the main ones will be available in the app, making it easier for the citizen to pay a fine, obtain a vehicle report, communicate the usual driver of a vehicle, registering a new vehicle or changing its ownership. The result will be the saving of time and resources for both the citizen and DGT's organization. The ability to check not only the authenticity of a driving license but also its current status of validity will also benefit road safety.
In the near future, the app will evolve to add new features that provide value to the user. Services based on geo-positioning, integration with virtual assistants and the ability to share your driving license's status with third parties (i.e. carsharing services or car rentals) may be introduced. The ease of use and value to the citizen will continue to be the foundation to drive innovation.","a:4:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""283"";i:3;s:3:""617"";}","The app is innovative in many ways:
- It is the first time an official document issued by the Spanish Government is fully digital and verifiable without its paper or card counterpart, allowing the citizen not to carry his or her driving license nor his or her vehicles' documents.
- It will allow the citizen to carry in his or her mobile device an app that not only will allow him or her to access their digital documents and data, but to receive alerts and news of interest regarding road safety and to interact with our organization via digital services, not needing to make an appointment and come to one of our offices. This digital services platform is available on our website as well, but the app is easier to use and allows citizen who are afraid to digitally interact with the Administration to approach to these services.
- It will help to improve road safety through personalized messages and direct campaigns.","a:1:{i:0;s:14:""implementation"";}","The app is currently at the late stages of development. Since summer, a beta version for a group of approximately 150 people has been in use and we are now starting the open beta phase when any citizen can download the app and contribute with ideas. At the beginning of 2020, the app is scheduled to be open to the public and published at Google Play and App Store, being free to download. From then, functionalities will be added in the following updates of the app in the first 6 months, as we start the development of new features.","The development of the app has been lead by Government officials, and developed by private companies after a public tender. DGT's IT Department has been in charge of the project both from the technical and functional perspectives, and citizens from inside and outside the Organization have participated in the beta phase to help identify issues and give ideas for future evolution.","Citizens will obtain the most benefit from the app as they will have a digital version of their documents and can access the digital services for their convenience.
Public Administration will also benefit as more citizens will start to interact via digital means with DGT, saving time and resources.
The mobile driving license will also act as an appeal for citizens to register in Spanish digital identity systems, thus allowing them to use services from other Government branches.","Organisers expect the use of the mobile driving license to be in the hundreds of thousands.
Use of the app and its features will be measured to help tailor the app for the future evolution.
The issuing of customized messages regarding road safety should have a positive impact decreasing accidents and lives lost.","The lack of use of digital services among the Spanish population is a handicap to the app. Therefore, the appeal of the mobile driving license and vehicle documentation is key to help the app spread and grow digital services' use.
The app will provide a simpler way of accessing the most basic functionality in order to help people know the app and encourage them to register and use its full capacity.
The making of a functional app has represented a challenge for DGT's IT Department as lots of back-end services were needed and had to be developed or adapted. DGT's IT Organization had itself to adapt to face a new scenario with demanding 24x7 service providing.","This app could only be developed after many years of evolving a services' ecosystem at DGT's IT Department. Once the foundation was set, the app could grow on top. All of DGT's IT Organization set its course to making this app possible, collaborating from different departments: Development, Infrastructure & Operations, Business Architecture, quality Assurance, Security etc..
Support at the political level was also needed to develop the regulation needed and to help remove the barriers that were encountered along the road.","The innovation has not yet been replicated, but there is room for it in other Public Sector Organizations, as the mobile access is growing to be the main way for the user to interact with any services: banking, health, media or government.
Apart from that, mobile driving licenses are also being explored in some countries of the European Union and in the United States, so a future can be envisaged of interoperable mobile driving licenses' platforms where a citizen can drive all around the world carrying only his or her phone.","To focus the development of the app as a product helped to gain conscience of its challenges and opportunities. The design was done always with the user's needs at the top, and taking advantage of the previous digital services developed in order to fast-tracking the development.",,"a:28:{i:0;s:5:""13728"";i:1;s:5:""13729"";i:2;s:5:""13730"";i:3;s:5:""13731"";i:4;s:5:""13732"";i:5;s:5:""13733"";i:6;s:5:""13734"";i:7;s:5:""13735"";i:8;s:5:""13736"";i:9;s:5:""13737"";i:10;s:5:""13738"";i:11;s:5:""13739"";i:12;s:5:""13740"";i:13;s:5:""13741"";i:14;s:5:""13742"";i:15;s:5:""13743"";i:16;s:5:""13744"";i:17;s:5:""13745"";i:18;s:5:""13746"";i:19;s:5:""13747"";i:20;s:5:""13748"";i:21;s:5:""13749"";i:22;s:5:""13750"";i:23;s:5:""13751"";i:24;s:5:""13752"";i:25;s:5:""13753"";i:26;s:5:""13754"";i:27;s:5:""13755"";}",,,,
13773,"The Digital Health Centre",https://oecd-opsi.org/innovations/the-digital-health-centre/,12/12/2019,"Health Innovation Centre of Southern Denmark, Region of Southern Denmark",Denmark,regional,"a:5:{i:0;s:9:""education"";i:1;s:6:""health"";i:2;s:11:""information"";i:3;s:7:""science"";i:4;s:9:""transport"";}","The Digital Health Centre",https://www.innosouth.dk/projects/the-digital-health-centre-a-partnership-project-1/,2018,"The project improves quality of life for people with a chronical illness by developing and integrating digital solutions in the education of patients. It supplements the physical training but replaces the traditional education in a health centre and offers patients a far more flexible solution. Patients can participate in webinars from home and chat with healthcare professionals and other patients. The use of digital solutions results in both resource optimization and patient empowerment.","More and more citizens are living with a chronic condition, and for the individual this can minimize the ability to lead a fulfilling life. At the same time the increase in patients puts a pressure on the resources within the healthcare system. A factor in the development of chronic illnesses is unhealthy lifestyles and inequality in health.
The digital health centre project is focused on supporting citizens with type 2 diabetes and/or heart conditions. The main tasks of the municipal health centres are to provide health promotion and disease prevention aimed at the citizens. This is e.g. done through guidance and counselling on a healthy lifestyle. The focus is on providing tools, motivation and support for self-managing a change of their lifestyle and routines. They also create network possibilities for citizens, as well as provide knowledge to health organisations in the civil society. They support rehabilitation after interventions at the hospital and offer preventive home visits to citizens above the age of 75. The health centres employ nurses, dieticians, physiotherapists and doctors.
The challenges for the health centres are:
• Increase in the number of at-risk citizens
• Difficulties engaging the citizens in patient education (for geographic, economic, physical or time reasons)
• Maintaining lifestyle changes has proved very challenging
The limited accessibility and flexibility in the traditional social care services is not compatible with the fact that many citizens have geographical, economical, physical and time limitations. In some cases there are large distances between the patients’ home and the health care centre, and often the services are only available during working hours where many patients are at work. Some patients are unable to use public transportation and some are uncomfortable with group sessions. So there are many reasons why many patients do not attend or drop out of the traditional patient courses offered to help them understand and control their chronic disease. At the same time studies show that the motivation for lifestyle changes are dynamic and often vary over time making it necessary for flexible and long-term services. At the moment this is hard to provide as a lot of the smaller municipalities only have a limited amount of resources available.
The vision of The Digital Healthcare Center is to contribute to solving some of the challenges described above by integrating digital solutions in the social care sector’s services within prevention and health promotion. The vision’s overall aim is to:
1. Increase flexibility and accessibility of the services of the social care sector’s health centres
2. Ensure that lifestyle changes are maintained by developing differentiated services and thereby increasing the citizens’ motivation
3. Support resource optimisation by enabling health care professionals across municipality lines to collaborate on digital services reaching more patients and ensuring that more patients are able to support themselves
The first part of the Digital Health Centre is the Digital Patient Education. This part had two purposes:
1. To develop, test a nd scale up digital services for patient education for citizens with type 2 diabetes and/or heart disease
2. To experiment with different applications to communicate health information in relation to preventative measures in the local health care centres
Two Patient Education Programs called “Live your life with diabetes” and “Live your life with heart disease” has already been successfully implemented and tested. The Patient Education Program consists of three supporting elements:
1. Individual contact between the citizen and the healthcare professional, start- and end sessions
2. Help-to-selfhelp in the form of a series of e-learning modules
3. Online group sessions facilitated by healthcare professionals as webinars
Results of the project so far have been good with higher user satisfaction, fewer drop-outs and more efficient use of healthcare resources. Since the smaller municipalities can join together to produce content to the online-platform and therapists can be used to a wide range of citizens from different areas resources can be better used. Patients that do not like to be in physical sessions with others can join and they have the possibility to go back and revisit the information when they are motivated to implement a change.
The project is now in operation in more than 12 municipalities in the Region of Southern Denmark and is planned to be scaled out nationally in 2020. The perspectives of the solution are wide and include the possibilities for both a geographical spread and the inclusion of more disease areas.","a:6:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""615"";i:5;s:3:""335"";}","The project is innovative in both the novelty of offering digital solutions instead of traditional services in public healthcare, the involvement of patients in both the design and the testing of the technology and the fact that it follows the general paradigm-shift in healthcare, with focus on the patients’ needs as oppose to the design of the healthcare system.
Organisers believe that innovation must start with the user’s needs. The Digital Health Centre has therefore been developed and tested in an iterative process involving patients. Their definition of user involvement is in alignment with the national definition, which means that importance is placed on the inclusion of the users’ knowledge, opinions and needs, and that they have a direct influence in the development of solutions. In this case the users are citizens with diabetes or heart disease, their relatives and the healthcare professionals. Both technologies and workflows were adapted during the project based on their inputs.","a:1:{i:0;s:9:""diffusing"";}","At this point the Digital Health Centre is running in the Region of Southern Denmark and from 2020 seventeen municipalities will be actively using the platform. At the same time both the functionality and the content is under continued development following the feedback from the users. The plan is to spread knowledge about the project and include more disease areas.","The Digital Health Centre is a partnership between 12 municipalities, The Danish Diabetes Association, The Danish Heart Association, The Steno Diabetes Center and the Region of Southern Denmark through the Health Innovation Centre and the department of cross-sectional cooperation. The partnership started in 2013 and from 2018 the project has been in operation in the South Denmark area. Municipalities from other Danish Regions have also shown interest and will start using the solution in 2020.","The overall project management was done by a joint steering committee and the day-to-day management of the project was handled by the Health Innovation Centre of Southern Denmark in close collaboration with a project group made up of leaders from all involved municipalities. All partners have contributed economically either by direct financing or work hours. The operation of the solution is done in a partnership with shared resources and coordination of further development. (Also see the Evaluation below)","Organisers have looked at the results of the project in several areas:
- User satisfaction (80 % are pleased with the digital service as documented in a user questionnaire)
- Business case (shows that the digital version is more cost-effective than the traditional services, especially when more municipalities join)
- Self-reported effects on health and behavior:
o 62 % reply that using the digital health centre services has helped them eat healthier
o 44 % suggest that they are more capable of handling their symptoms and also implementing lifestyle changes
o 59 % have changed their eating habits and 81 % of heart patients have changed their exercising routines for the better
o A third of the participants in the diabetes program have made an appointment to get their eyes and feet checked thereby preventing complications
We can also see that the service reaches a wide target group in relation to age, gender and social background, and that users are generally more IT-ready than expected.","In the project, organisers found quite a difference in the IT-literacy of the health professionals, which was both a strength and a challenge. It meant that the training needed to be differentiated. The development of the solutions proved to be time consuming for some of the involved health professionals, who were already busy handling patients. Some health professionals also raised concern that they did not have the same contact with the citizens when they did not see them in person as often. This suggests that the use of technology also entails a change of culture and behavior that is more long-term. There are typically ambassadors in each organization, which are the carriers of the vision and sometimes also the most knowledgeable about the solutions – these professionals are very important, but they also poses a risk if they change jobs or get sick in the middle of the project. So it is important to make sure that more people are involved and that the solutions are adequately intuitive.","One requirement is of course internet access and a computer. Based on the profiles of the participants in the project, along with interviews with the health professionals, organisers see what kind of patients benefit the most from the digital service. There is not really a high level of IT-literacy required and if the citizen can manage an e-mail account they will also be able to use the solution. It also seems that people of very different educational backgrounds and age-groups can benefit from the digital patient education; however it seems that the service appeals more to men than women. It also indicates that the digital version is specifically well suited for newly diagnosed patients and people that in general prefer to access information from their own home. The conclusion is that the digital patient education program should be a supplement to the traditional and physical services offered in the public healthcare sector to ensure the involvement of as many patients as possible.","The Digital Health Centre is a generic platform with components such as webinars, chat functionality, information texts and videos, etc. These components can be used by many other disease areas and could apply to all types of patients that are currently using the traditional services of the health centres. The content for the patient education needs to be tailored to a digital version according to the disease area in question. This can be done relatively easy using existing materials or professional knowledge. For other languages the content needs to be translated. The platform itself is easy to navigate and maintain – and the only requirement is internet access. The health professionals also need a short introduction to the platform to feel comfortable using it with patients.","The great strength of the Digital Patient Education is the fact that it is a digital innovation, which includes a differentiated target group and involves citizens in their treatment in a way that is adjusted to the their needs instead of the systems. The solution enables more citizens to get an insight into their own health as well as tools to handle and prevent diseases. It is a good example of a project where technology is used in a way to support the needs of patients. At the same time it is a good example of cross-sectorial collaboration in both the design and operation of a public digital solution. The lessons learned from this project is therefore most of all that it is possible to re-design a public service with involvement of all users and the use of technology as a supplement to the traditional services.
Another important lesson learned is that the majority of citizens are ready to use these digital solutions and that the expected target group is much broader than anticipated. All age groups, social levels and disease areas are able to use the solution that provides flexibility for the patients. This also means that people who are not able to attend traditional patient education because of their work schedules, physical or social limitations or logistical challenges are now able to join online from their homes instead.
For the professionals the project has put a focus on their understanding and use of technology in their interaction with patients and also allowed smaller municipalities to join forces and thereby reach more patients and heighten the quality of the online courses.
All in all the project has been a success and the following work will be to share the experiences and knowledge gained with both national and international partners as well as include more users and disease areas.","The results described above are based on an evaluation done to determine whether or not to put the solution into operation and as a result the project was implemented and is now ready to be scaled up. The evaluation was also completed in order to understand which users benefitted from the digital service and to contribute with input for further development. The evaluation was made as a feasibility study with a focus on challenges and possibilities of the Digital Patient Education. 150 citizens participated in the testing of the solution. The evaluation was based on data from:
- Five focus group interviews with 29 participants
- Online questionnaires at the end with a focus on satisfaction and lifestyle changes
- Workshops and interviews with health professionals
- Telephone interviews with approx. 30 citizens
- Data from the municipalities regarding the economics for the business case","a:1:{i:0;s:5:""14130"";}","a:2:{i:0;s:5:""14131"";i:1;s:5:""14482"";}",,,
13798,BrazilLAB,https://oecd-opsi.org/innovations/brazillab/,12/03/2019,BrazilLab,Brazil,other,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}",BrazilLAB,http://brazillab.org.br,2017,"BrazilLAB is an innovation hub conceived to connect startups with the public sector and accelerate their solutions with a focus on improving public services. It stimulates urban innovation by supporting high-impact entrepreneurs searching for solutions to complex city challenges. BrazilLAB is also a key driver of Brazil´s GovTech movement by leading a government advocacy coalition. Besides, it has launched a GovTech Seal through which startups can be easily accessed by the government.","With the digital transformation and citizens’ demand for more efficient public services, governments need to build new collaborative arrangements, bringing innovative and scalable solutions to the administration and its constituents. On the other hand, a whole ecosystem of startups with solutions to the governmental and urban challenges is looking for opening new markets with the public sector. Nonetheless, there are still many obstacles that prevent effective collaboration between the government and the innovation ecosystem.
BrazilLAB´s goal is to bridge those two worlds by stimulating an innovation culture in the public sector while supporting high-impact entrepreneurs that are engaged in the search of solutions for the complex urban and social challenges. It is Brazil ‘s first B2G (Business to Government) innovation hub and their scope of action is divided into 4 pillars:
B2G Acceleration Program
BrazilLAB has implemented an acceleration program focused on the development of the selected projects. The program is already on its 4th edition and targeted solutions in diverse public management realms. The fourth acceleration program edition has been launched in September 2019 and will select 25 startups.
The acceleration program includes three modules of face-to-face activities. In each of them, entrepreneurs receive specialized mentoring, access to experts, investors and public leaders, information on public sector challenges, and media exposure. And, differently than other standard programs, they have the chance to deep-dive in the public procurement process and how to measure the solution´s social impact.
Completing this phase, the startups pitch their ideas to a group of investors and experts on a final ‘DemoDay’. The best one receives up to R$250 thousand (approx. U$60 thousand) in investment in exchange for a small share of their businesses, which helps BrazilLAB in its sustainability.
Nonetheless, the program cannot be summed up to its face-to-face activities. BrazilLAB's network of partners, mentors and staff are accessible to entrepreneurs throughout their journey (See Annex I for further information).
Advocacy
BrazilLAB is also a key driver of Brazil´s GovTech movement, leading some of its advocacy initiatives envisioning a better regulatory environment for innovation and entrepreneurship development. It is actively participating in Congress commissions for government simplification and digitalization and also on improving public procurement for startups. It has participated in the elaboration of the “Startup Legal Framework”, a proposed regulatory norm to enhance the Brazilian entrepreneurial ecosystem.
The plans for the Advocacy pillar include the Creation of the Procurement Guide to Public Leaders; strengthen relations with the Federal Government and Development of Advocacy Plan to facilitate public procurement (see Annex II for further information).
Ecosystem Development
As part of their ecosystem development and advocacy efforts, BrazilLAB organised in August 2018, along with ITS Rio (Institute of Technology and Society), and TV Host Luciano Huck, the ‘GovTech Brazil’. It was the first international conference dedicated to how Brazil must position itself in the GovTech revolution and what steps must be taken. BrazilLAB will organize the event´s second edition in 2020, focusing on Smart Cities (see Annex III for further information).
GovTech Seal
In other to scale its activities, increase the impact on the B2G market, and promote startups that are ready to sell for governments, BrazilLAB has recently launched its ‘GovTech Seal’. It is a platform that certifies startups as skilled and able to work and sell to different governmental agencies, allowing public managers to easily identify solutions. The ‘GovTech Certification’ platform is a great showcase for startups and for all public managers in the country, who can easily identify potential entrepreneurs to help solve their challenges (see Annex IV for further information).","a:3:{i:0;s:3:""190"";i:1;s:3:""257"";i:2;s:3:""320"";}","When BrazilLAB started 4 years ago, GovTech was not part of the government´s agenda. Therefore, the changes it was able to make in this scenario over the past years are remarkable.
During the acceleration program, entrepreneurs receive specialized mentoring on public sector challenges, access to public leaders, network with investors and media exposure. Differently from other programs, entrepreneurs deep-dive in the public procurement process and how to measure their solution´s social impact.
BrazilLAB also supports startups to implement their solutions in municipalities to demonstrate their solutions’ impact. Organisers have implemented 6 solutions in many areas of public management, reaching around one million people.
Another innovative approach of BrazilLAB is to promote a digital and innovative culture in government from the outside to the inside. Civil society has a major role to play to secure that digital transformation in government is transparent, inclusive and cost-effective.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","As of submission in 2019, BrazilLab is already running its fourth B2G (Business to Government) Acceleration Program. Organisers are now at the stage of announcing the startups that will be accelerated. Further, the GovTech Seal has already certified 28 startups and there is more than 170 startups interested under evaluation.","Sponsors – As an NGO, the financial help they have received for the past 4 years came from partners who trust in this project. BrazilLAB has seen 100% sponsorship renewal from its main sponsors, which demonstrates the value of the initiative. Strategic Partnerships – BrazilLAB counts on an ever-growing network of strategic partners. These partners provide technical support, knowledge, and mentorship to enable BrazilLAB´s mission fulfillment. See Annex V for the complete list.","Startups – they are the program´s source of solutions, they offer products that can help the governments´ digital transformation and provide better services (see Annex VI - solutions implemented in cities).
Governments – their role is to start incorporating innovation as a main driver in the city administration and also serve as a testbed for the program´s startup solutions (see Annex VII - partner municipalities).
Civil Society – they are impacted by better public services provided by the these solutions","B2G Acceleration Program:
• 4 editions (1 ongoing)
• 97% of program approval
• 25% of the portfolio selling to public sector
• 4.200 entrepreneurs impacted
• 650+ startups registered
• 55 startups accelerated
• 63 mentors dedicating 343+ hours
Advocacy
• 58k+ people - social media reach
• 100+ events
• 441+ mentions in Brazilian high-impact media vehicles
• 3 blogs in Brazil´s main online media portals. (see link session)
• Participation in Congress commissions for government digitalization
• Participation in the elaboration of the new “Startup Legal Framework”
Ecosystem Development
• ‘GovTech Brazil’ - 1st international conference dedicated to Brazil´s GovTech revolution
• 700+ participants
• 47 lecturers
• 5 presidential candidates discussing the subject
• 600+ mentions in the press and more
• 1M+ people social media reach
• 9 strategic actions to promote the government´s digital transformation (link session)
GovTech Seal
• 28 certified and +170 startups interested in it","As BrazilLab’s main goal is to promote a digital government, it identified three major barriers to innovation in the sector. The first is legal. Without an adequate framework, there will be many obstacles to encourage an innovative approach in the solution of the public challenges. BrazilLAB´s role is to confront this by promoting Brazil´s legal modernization, through advocacy and active participation in the conception of new legislation. The second barrier is cultural. Already legally constrained, public officials have little incentive to be innovative or be more efficient. Besides, the constant change of leadership contributes to an aversion to change. Organisers tackle this issue by publicizing best practices that have a positive impact technology has when applied in the public sector. Another challenge is the uncertainty governments face when procuring. BrazilLAB guides both startups and governments on procurement practices that can support innovation and advocate new legislation.","While pursuing their mission to digitize Brazil’s public sector, BrazilLAB have identified some key points for innovation to be truly embraced by the government. The first is political will and leadership, the primary element for moving government bureaucracy towards modern management. The second point is the regulatory and legislative frameworks. The legal basis for fostering innovation needs to be developed and it must be co-created with the society to be effective. The third element is people management. Public servants must be educated to adopt innovation. Also, they should be given the necessary knowledge and tools on how to procure and implement new innovative services. The fourth is the promotion of the GovTech agenda, a relatively new topic. Therefore, it is necessary to raise awareness so it becomes relevant to the general public. Therefore, at this early stage, advocacy is crucial to model a regulatory framework that nurtures the ecosystem so it can drive a real positive social impact.","In the organisers' view, technology and innovation are the best tools available to overcome the challenges society faces today. BrazilLAB's mission is to connect demand and supply, understand the government´s main challenges and offer solutions created by startups, which are innovative and will increase their social impact. They test their hypothesis, refine their methodology, and implement innovative solutions within the government, creating success stories that confirm they are on the right track. BrazilLAB's role as a facilitator between startups and government can be easily replicated to other global contexts. The relationship between these stakeholders is not automatic, making it necessary, at least in an initial phase, a third party to articulate their collaboration. Thinking of that, they have launched the ‘GovTech Certification’ in March 2019. The ‘GovTech Certification’ platform is a great showcase for startups and all public managers, serving as marketplace not only in Brazil but potentially in other countries.","The main lesson learned is the importance of promoting a digital and innovative culture in government from the outside to the inside. Civil society has to be a relevant actor to secure that digital transformation in government is transparent, inclusive and also cost-effective.
It is also important to promote the GovTech agenda with a cross-sectoral approach, including stakeholders from the government, startups, private sector, academia, and civil society. And BrazilLAB's role as a facilitator is increasingly necessary to promote dialogue between these actors.
With scarce government resources, technology plays a crucial role in ensuring efficient services for the population. And it is becoming evident that political will and leadership is necessary to promote the country’s digital transformation.
The ecosystem in Brazil is finally realizing that the government’s digital transformation strategy shouldn’t only focus on technology. It should progressively become people-centered and bring solutions with a deep understanding of the problems and the social context there derive from.","The main objective of BrazilLAB´s acceleration program is to adapt and validate the selected solutions to meet the needs of city administrators and solve problems faced by local municipalities. BrazilLAB's long term plan is to become a hub that stimulates innovation inside the government from outside, which will, in turn, make a positive impact in Brazilian cities through digital transformation and, possibly, inspire other organizations and countries to do the same.","a:10:{i:0;s:5:""13780"";i:1;s:5:""13781"";i:2;s:5:""13782"";i:3;s:5:""13783"";i:4;s:5:""13785"";i:5;s:5:""13786"";i:6;s:5:""13787"";i:7;s:5:""13788"";i:8;s:5:""13789"";i:9;s:5:""13790"";}","a:7:{i:0;s:5:""13791"";i:1;s:5:""13792"";i:2;s:5:""13793"";i:3;s:5:""13794"";i:4;s:5:""13795"";i:5;s:5:""13796"";i:6;s:5:""13797"";}",,https://www.youtube.com/watch?v=UMglIW7dVdI,https://www.youtube.com/watch?v=q4ijH71yX08
13851,"USE-IT! - Unlocking Social and Economic Innovation Together!",https://oecd-opsi.org/innovations/use-it/,12/11/2019,"Birmingham City Council","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","USE-IT! - Unlocking Social and Economic Innovation Together!",https://useituia.co.uk,2017,"USE-IT!, Unlocking Social & Economic Innovation Together!, is a whole neighbourhood approach to addressing urban poverty.
It innovates by building bridges between the places, the people, the public sector, the private sector and civic society partners in a community so they can co-produce solutions to poverty that unlock opportunities and that fits their needs.
By doing this, USE-IT! works by respecting what is already there in a community rather than by assuming what needs to change.","The USE-IT! project began with the aim of pioneering innovative approaches to combating poverty in a neighbourhood of persistent urban deprivation in West Birmingham and Smethwick. The neighbourhood was chosen because it has previously been the subject of millions of pounds of regeneration funding that many would say have failed to deliver lasting change for the community. In simple terms this failure has been for one of two reasons. Either the funding has been “top down”, such as the funding of a large infra-structure project, which does bring benefits but rarely do these benefits reach the most disadvantaged in the community. Or the funding has been “bottom up”, such as funding community development, which again does bring improvement but this tends to last only as long as the funding lasts.
At the heart of the USE-IT! approach has been the idea of being the “bridge” between these two approaches. The principle being that more can be done to leverage the physical, financial and human assets of a place for local economic benefit and it is in identifying and developing bridging relationships amongst such assets and communities that lasting change can be delivered.
The USE-IT! model has succeeded in unlocking local assets through four distinct but connected “bridging” programmes that attempted to answer four linked anti-poverty questions.
Question #1 - How do we unlock communities to realise their local knowledge, experience and expertise?
Led by the University of Birmingham, USE-IT! has empowered local people to get involved in the regeneration and development of their neighbourhoods through community research. Recognising the diverse skills and experience that exists within the local community as an asset, our community research programme has trained over 60 local people to identify challenges and tackle problems where traditional public policies have failed. Through a diversity of community research projects local people are changing our urban futures by co-designing research that is impacting policy.
Question #2 - How can we unlock anchor institutions to realise their local economic and social potential?
To start the process of unlocking a local hospital as an economic asset, USE-IT! set up a skills matching programme to identify medical professionals, with overseas health qualifications, living in the area who could be matched with jobs vacancies in the NHS. Tapping into a wealth of clinical expertise in the refugee and migrant communities, which was previously ignored or inaccessible, and providing the necessary language training and work experience in a clinical environment, has allowed over 250 people to find a way to resume their medical careers, whilst putting much needed resource back into the local NHS.
Question #3- How do we encourage local entrepreneurship?
Social enterprise supports local economic development! In order to create the opportunities for local people to benefit from the investment coming into their neighbourhoods USE-IT! has been working with both existing and new social enterprises and community businesses to develop their capacity to grow and therefore enhance local economic development. Organisers have leveraged significant additional funds into the area by supporting local organisations to win contracts or apply for funding. So far the programme has enabled 41 local entrepreneurs to start up their businesses and 39 existing organisations to grow. As a result of USE-IT! new consortiums now exist to bring social enterprises together and build capacity around tendering for larger pieces of work.
Question #4 - How do we engage communities in their own future?
This programme has been the most experimental part of USE-IT! For three years project organisers have worked with both local communities and large asset owners, mapping and co-creating opportunities for both. This allowed them to dive deep and understand the neighbourhoods, to build resilience and capacity in the communities to take greater ownership of the local assets and shape the local economy. As a result they have become the bridge between communities and four large-scale assets which has seen residents taking the lead to redevelop; a vacant local playing field, a reservoir, an underutilised church building and an empty factory site in the middle of a new 1,500 home housing development.
Conclusion
USE-IT! has demonstrated that urban poverty can be addressed by unlocking existing local economic opportunities. This is possible by creating a bridge between local macro and micro assets. It requires local, trusted organisations to facilitate relationships between communities and developers or anchor institutions, and also willingness from those institutions to work in partnership. Organisers are certain the model can deliver lasting change and maximise the local economic and social benefits for all, if resources are put into communities to build the bridge between its assets.","a:9:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""260"";i:3;s:3:""959"";i:4;s:3:""615"";i:5;s:3:""317"";i:6;s:3:""617"";i:7;s:3:""619"";i:8;s:3:""354"";}","When compared to traditional approaches to tackling urban poverty in the USE-IT! is innovative in a number of ways:-
1. USE-IT! innovates by not assuming what the answer is going to be.
2. USE-IT! innovates by providing the link between top-down and bottom-up approaches and between the macro and the micro.
3. USE-IT! innovates by turning policy into practice, by injecting the expertise and knowledge required to train large institutions how to work with communities.
4. USE-IT! innovates by delivering specific action rather than broad strategy because through action trust can be built and partnerships developed.
5. USE-IT! innovates by avoiding pre-determined strategic approaches because each neighbourhood is unique so solutions need to be organic and able to respond to unplanned opportunities.
Finally USE-IT! is innovative because it works with what is already there rather than insisting that the solution requires the creation of something new.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The three year funding for USE-IT! ends this year. An external evaluation is currently in the process of final write-up and is due to be published later this month.
As mentioned previously in this submission ALL four elements of the USE-IT! programme have already secured a sustainable future.
The whole Partnership is now working together to secure the future for the USE-IT! approach it deserves. This has led to support from senior management within Birmingham City Council. Jonathan Tew, Assistant Chief Executive, has said - “we endorse the USE-IT approach as an innovative model of community-led regeneration and wealth building and will now look to test this across the city more widely.”
This in turn has led to proposals for further USE-IT! initiatives in two other neighbourhoods of recognised poverty in Birmingham. There is also a policy in development to utilise the USE-IT! approach when the city commissions significant private sector led developments in the future.","One cannot list all the partners as USE-IT! is a whole neighbourhood approach, but the core group are:-
• University of Birmingham - developed the concept and trained the community researchers.
• Sandwell & West Birmingham Hospital Trust - led on the skills matching and demonstrated how a large institution can change.
• The Institute for Social Entrepreneurs - supported the local social enterprises and opened up new markets for them.
• Birmingham City Council - provided the programme leadership.","Everyone involved in USE-IT! is a stakeholder and a beneficiary because it is the whole neighbourhood that is being sustainably improved:-
• Local organisations benefit through new partnerships with large institutions.
• Large institutions benefit through stronger networks for supporting local people and local businesses
• Residents benefit through more local opportunity to shape their own community.
• Local Public Sector policy leads benefit by having access to local knowledge and feedback.","“We endorse the USE-IT approach as an innovative model of community-led regeneration and wealth building and will now look to test this across the city more widely.” Jonathan Tew, Assistant Chief Executive, Birmingham City Council.
External evaluators have calculated that the project is forecast to contribute £25m+ to the local economy through economic improvements such as higher income jobs, increased business income, additional investment and grants to develop local assets.
In terms of specific outcomes:-
• The community researchers are now being supported to set up their own research enterprise.
• The Hospital has taken the methodology of supporting with overseas health professionals into employment and is now working with care leavers, ex-offenders, the homeless and young people with autism in the same way.
• The success of the social enterprise work has encouraged Birmingham to apply for and be granted Social Enterprise City status.","The main challenges faced have been:-
- managing a partnership which, by the end, included about 40 organisations participating in the programme ranging from a large institutions like a hospital to as small as voluntary organisations run by one person. This was best responded to by establishing a personal relationship, by the core team, with each partner.
- discovering the lack of capacity in the community to respond to the opportunity created by USE-IT!. This meant the programme had to both take more time, and put more resource into, developing this capacity in the early stages than was originally planned.
- finding a way to bring about significant system change based on the evidence produced by USE-IT! This has been overcome by finding a very senior officer from within the Local Authority to champion the programme.","1. Having large institutional partners who are willing to be entrepreneurial and support an innovative programme and are also prepared to ensure the whole organisational structure supports the programme as well.
2. Having a delivery team that is willing and able to innovate.
3. Having a programme management team who are prepared to be the champions of the vision for the programme and to fight for the integrity of that vision.
4. Having a neighbourhood that has a civil society infrastructure that can connect with all parts of the community.
5. Having partners who are prepared to be generous, adaptable and flexible with their resources and connections.
6. Having partners who don’t treat the programme as a contractual obligation or just an opportunity to earn money but instead use it as an opportunity to make a positive change.
7. Having a funder that allowed project organisers innovate and was prepared to accept changes as the programme developed.","Individual elements of the USE-IT! project have already been replicate and there are plans to replicate the whole programme.:-
- Pioneer Housing Group are seeking funding to develop a second USE-IT! pathfinder in North East Birmingham to link four major infrastructure investments with three distinct disadvantaged communities..
- Birmingham City Council have requested a USE-IT! approach to built into all future contract with private sector developers.
- Developed from the USE-IT! work with social enterprises The Commonwealth Games organising committee have set aside a proportion of their procurement budget to spent exclusively with SE’s.
- Birmingham Voluntary Service Council are seeking funding to help the community researchers develop a sustainable Community Business.
- Four other hospital trusts have adopted the USE-IT! methodology for recruiting residents with overseas health qualifications.","1. Inclusive Growth is possible.
2. Just because a community is poor does not mean it is unskilled or untalented.
3. Bridging between communities and assets works.
4. You don’t need to invent anything new. The assets you need already exist. Both macro and micro. But they need to be joined up. So be the “bridge”.
5. Build the bridge between assets by addressing a specific need or priority not by trying to be all things to all people.
6. But addressing one specific need can produce many outcomes so be prepared for the unintended success because they might realise the greatest benefits.
7. Be generous with who ultimately owns the bridge.
8. Be flexible in where the best places are to build the bridges.
9. The ultimate goal isn’t outputs, its culture change, systems change.
10. But don’t assume that just because a large institutions is fully committed to being more of a community asset means they know how to.
11. You can only move as fast as the speed of trust.",,"a:2:{i:0;s:5:""13925"";i:1;s:5:""13924"";}",,https://drive.google.com/file/d/1Ricid3fpLs59tsIJDpaPmM_t_D0mVb5H/view,https://youtu.be/IiOTnBFsDsU,https://www.youtube.com/channel/UCfZrYQBA87FsszE4JvhlZug
13878,"Insight Bristol - Interagency Analytics hub",https://oecd-opsi.org/innovations/bristol-analytics-hub/,12/06/2019,"Insight Bristol - Integrated Analytics Hub ","United Kingdom",central,"a:1:{i:0;s:12:""public_order"";}","Insight Bristol - Interagency Analytics hub ",,2019,"Insight Bristol is an interagency analytics hub between Bristol City Council and Avon and Somerset Police. Its core creation is a database of families' risk and vulnerability indicators, together with targeted risk modelling, which has been embedded into operational practice. This has created a fundamental shift in public sector working by developing a proactive approach to early intervention, saving millions of pounds of public money and improving outcomes for children and families.","Insight Bristol is a data analytics team comprising of Avon and Somerset Police and Bristol City Council staff. The team consists of a number of leading data scientists, developers and analysts, who utilise advanced analytical techniques and processes to create a better understanding of the issues facing vulnerable families in Bristol. The ground-breaking work carried out by the team has helped to develop a significantly more effective early intervention strategy, and has also created a number of state of the art analytical tools for a whole range of public sector workers. These tools are currently in daily use across the city, and are allowing for the creation of real and sustained outcomes for hundreds of vulnerable families.
Insight Bristol’s main work is centred around the Think Family Database; a pioneering database which pulls together data from around 30 different public sector sources to create a rich and diverse dataset covering the 54,000 families across the city of Bristol. The database is used to assist a whole range of public sector staff, from case triaging to frontline workers, which helps to identify ‘at risk’ families and better coordinate the support to those families.
The data captured within the TFD relates to a number of indicators within these categories:
- Parents and young people involved in crime or antisocial behaviour
- Children who have not been attending school regularly
- Children who need help
- Adults out of work or at risk of financial exclusion, and young people at risk of worklessness
- Families affected by domestic violence and abuse
- Parents and children with a range of health problems
The collection, processing and presentation of data concerning these criteria elicits a deeper understanding of the vulnerabilities facing the cities’ families, allows for a more effective allocation of resources and enables predictive risk modelling to target support at those who need it most. It involves truly collaborative working and transparency, pooling together for the first time data from the police, council and a number of governmental departments. The Insight Bristol team’s work with the Think Family database has been recognised as some of the best work in the national Troubled Families programme, and the
database has been shortlisted for a number of awards, winning the iESE Public Sector Transformation Award in 2019.
In addition to the Think Family Database, the Insight team creates a whole host of predictive risk models. Using state of the art analytics, these take a cohort of individuals (for example victims of sexual abuse), identify what common factors they share and then use a number of complex algorithms to understand the similarity between the control group and others the city. By doing this key workers are better equipped to tailor their approach to manage cases and it enables a strategic understanding of vulnerability.
The team has so far collaboratively developed a number of predictive risk models which have impacted organisational change, with the Child at Risk of Sexual Exploitation model (CSE) is being actively used by the Police to identify and help hundreds of vulnerable young people across the city, and has led to the nomination of a number of national awards for the team.","a:3:{i:0;s:3:""190"";i:1;s:3:""194"";i:2;s:3:""211"";}","Insight Bristol use the most innovative of analytical techniques to generate an understanding of risk and vulnerability. Through targeted analytics, social network analysis and more traditional analytical techniques a complete 360 degree understanding of risk for young people in the city can be generated.
An example of this has been in Insight's creation of models to help tackle the epidemic of serious youth violence, criminal exploitation and knife crime. By mapping out, through data, the social network of a vulnerable young person risk can be identified at a much earlier stage, meaning early intervention can take place. By 'catching it early' Insight can ensure that vulnerable young people are diverted away from such activities, eliciting better outcomes for them. Insight believe that they are the first in the country to take this approach to tackling serious youth violence and criminal exploitation.","a:1:{i:0;s:14:""implementation"";}","Insight produces a number of tools to be used across Bristol City Council and the Police which are now fully embedded into the day to day work of front line professionals. Some of these tools are more mature than others, and Insight work in an agile way to constantly iterate and improve the tools already in place.
The current focus on the team is on producing tools to combat the rise in serious youth violence, criminal exploitation and knife crime in Bristol. For this the team has produced two bespoke tools: a model which looks at criminal exploitation risk factors in police data and cross references this with council data, and a tool which understands peer to peer relationships where serious violence has been present. As a result of these tools a new team has been formed, which use the tools as a scanning feed to identify potential harm. In a short period of time Insight have already witnessed a drop in offences, diversionary measures put in place and better outcomes for young people.","Insight Bristol is a truly collaborative approach, comprising of staff from Bristol City Council and Avon and Somerset Constabulary. Collaborations and partnerships form the foundations of the approach taken by Insight; all models are built by pulling together partnership data from a range of sources and the maintaining of relationships between partners is imperative. The result of this is a one of a kind joined up data hub, which can be used to safeguard young people in a variety of ways.","Insight has brought a number of efficiency savings and new capacity to front line staff, which has in turn passed on benefits to citizens. Over 150 front line staff perform an average of 5000 searches a month on the Insight team's main product, a multi-faceted joined up database called the Think Family Database. These staff now have a better understanding of young people they are worried about, and are able to put in more effective interventions faster, leading to better outcomes for citizens.","Insight produce a number of different tools designed to tackle a number of different challenges, so pinning down all of the derived outcomes and impacts is a challenge.
That being said, the achievements listed below could not have been achieved without the Insight team and innovations:
- A multi-agency joined up data set, compiling over 32 vulnerability risk factors for over 62,000 families in Bristol
- 232 young people identified through data to be at risk of/currently experiencing criminal exploitation, leading to 469 bespoke interventions designed to reduce offending and vulnerability
- 2669 outcomes captured by work done by the Council's Early Help service, which include improving access to education, reducing domestic violence and reducing barriers to employment
- 2234 young people identified to be at risk of not being in education, employment or training when they leave secondary school with the most at risk having bespoke interventions put in place","The biggest challenge facing the team has been embedding the innovative tools created by the team into the working practices of front line professionals. Data teams often fall into the trap of building tools which are interesting to developers but have little practical use by the most important people: the end user. By embedding staff from the Insight team with end users during the agile development process the Insight team can be sure that at every stage the products being developed meet the needs of these end users.
Another core challenge is ensuring that the approaches and tools created by the team are transparent and easy to understand. By ensuring the end users' voice is present at every stage of the process the resulting products are genuinely useful and therefore much easier to operationally embed. Transparency with the public is also important; it is their personal data which the team is using and Insight routinely engage with the public and press to ensure that this happens.","One of the core reasons as to why Insight has been so successful has been their resilience and desire to innovate. There is, for good reason, a stringent framework of laws and systems which ensure the proper processing and manipulation of personal data. In some instances this can stifle innovation, as the 'easy' thing to do is be risk averse and stick with the status quo. However Insight have always striven to be innovative, working closely with their colleagues responsible for data protection, to push the boundaries of what has been achieved before, whilst still adhering to the legal frameworks surrounding our data.
Another key condition for success is to automate processes and not get tied down with maintenance. All of the products and tools designed by Insight are fully automated, allowing Insight to ingrain them into working practices and then move onto the next challenge. This ensures Insight are always able to put their full attention into designing solutions for the next problem identified.","Due to their successes the approach taken by Insight has been replicated across the country. Insight hold regular sessions with other councils and local authorities to ensure that all learning is shared and to encourage the replication of best practice. They are not protective of their learning; they don't sell the products they've designed to other local authorities as the ultimate goal is to improve the wellbeing of citizens, not to create a profit.
In the future the ambition is to scale beyond the boundaries of Bristol. The medium term ambition is to expand the approach to a regional level, in line with the boundaries of Avon and Somerset (a move that would see the served population grow from 535,000 to 1.6million). Once this is done, the ultimate ambition would be to expand to an approach that is replicated nationally, to help to understand risk and protect vulnerabilities of the population of the UK as a whole.","The core lesson is to constantly innovate. This is easiest done through adopting an agile process to product development - conventional methods of development (such as the waterfall methodology) can never be as responsive to the ever-changing needs of the end user. Adopting such strict development methodologies means the end product will always reflect the needs of the user at the start of the process, without recognising that requirements may change. Iterating from the point of a minimal viable product ensures that at any stage of the development process the tool being developed will be accurate, meet the needs of the user and ultimately affect the most change.
Strong relationships with partners is also imperative. Conversations need to be had with the end user at all times to ensure that they feel involved with the development of tools, which therefore means that they're more likely to properly utilise them once they're developed. There is no point in expending effort creating things which don't solve problems or address the needs of users.
Another core lesson is to recognise that nothing is ever finished. Each product needs to be conceptualised as an iteration in a never ending process; the needs of users might shift, or a product might be able to be adapted to help solve a different identified problem. This was found with their model which Insight used to identify young people at risk of sexual exploitation, where they adapted the methodology and the data that fed the model to identify children who were at risk of becoming NEET (not in education, employment or training). Whilst the principles remained the same, Insight then had two distinct products which could be used to help address risk and vulnerability in different ways.
The final lesson learned was to be proud of their products and tell other people about them. By sharing their learning with other organisations Insight have helped to reduce risk and vulnerability not just in Bristol, but nationally.","Insight were recipients of the 'Intelligent Council' Gold Award at the 2019 iese Public Sector Transformation Awards
Insight have been shortlisted for a number of other awards praising innovation in the public sector","a:3:{i:0;s:5:""13953"";i:1;s:5:""13952"";i:2;s:5:""13951"";}","a:1:{i:0;s:5:""13955"";}",,,
13930,"TAKO - Moms",https://oecd-opsi.org/innovations/tako-moms/,12/06/2019,Skattestyrelsen,Denmark,central,"a:4:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";i:2;s:56:""Tax administration. Department of business development. "";i:3;s:0:"""";}","TAKO - Moms",,2018,"“TAKO – Moms” is the result of a project with the goal of developing a Minimum Viable Product to help tax administration service workers with customer service. TAKO is an online overview of all customers, which was created by the service workers themselves in collaboration with programmers. This process resulted in both exceptional improvements in the payment of VAT’s as well as large evolutions in the skills of the workers, without launching a high-cost project.","For many years, one of the most important jobs of any tax administration, has been servicing the tax paying citizens and corporations. Taxes are a complicated matter, and for this reason many tax payers call the administration for help or with questions. In the Danish administration, handling these inquiries have caused major challenges for the customer service workers, with regards to VAT’s. These challenges originated, in part, from a lack of overview of all tax issues. This meant, that every inquiry caused service workers to look up many different online channels, just to service a single taxpayer.
In 2016 a project to solve these challenges was set up. The goal was to examine the possibility of developing a Minimum Viable Product, which gathers all tax payer information in one overview. The product was created to cause instant improvement in the services, as well to serve as a benchmark for future improvements in this field.
The project was initiated by the customer service workers themselves with the hopes of receiving new software to support their work. However, as the newest software solutions in this area are costly, the project was limited to developing a cost-free solution. Inspired by the newest software solutions, a series of smaller-scale procedures were performed, with the service workers working side by side with IT-developers.
These procedures resulted in “TAKO”, an online overview of all VAT-related information regarding every taxpayer or corporation. Its goal was to improve the conditions of the service workers, and thereby also the taxpayers. It made it easier for the service workers to answer VAT-related questions and improve the taxpayer’s knowledge of their current situation. This is because the old process required the workers to investigate several different systems to view all available information.
TAKO is a product of many pre-tests, several tests with control groups and, importantly, cooperation between experienced service workers and newly hired developers. This cooperation was the foundation of the entire project and allowed for a great product.
All the involved parties received technical knowledge and understanding of tax related processes, all of which have been used to support projects in other departments. The fact that the project was openly a Minimal Viable Product allowed space for experimentation and exploration inside the evaluation framework.
Additionally, TAKO resulted in a rise in both the payments of VAT debt, as well as an increasing fraction of firms with registered contact information. The latter fraction saw a rise by 26 percentage points after implementing TAKO. The effect of TAKO was measured in the fraction of firms who were debt free regarding VAT’s 4 weeks after contacting the administration. This fraction was 8 percentage points larger after implementing TAKO compared to previously.
In conclusion, TAKO allowed for a low-cost solution to a very large problem. Not only did the project improve the fraction of corporations who pay VAT’s on time, but also educated tax workers in several areas. The knowledge gained from working with TAKO has been an asset in several other projects. The latter result is essential, as it clarifies the project as a success, and allows TAKO to serve as a benchmark for future projects, both in the tax administration and in other government agencies.","a:6:{i:0;s:3:""190"";i:1;s:3:""196"";i:2;s:3:""210"";i:3;s:3:""305"";i:4;s:3:""612"";i:5;s:3:""354"";}","Usually, achieving large improvements in tax payments have been the result of large-scale IT-projects with high costs. In this project, that was not the case. Starting out as the development of a minimum viable product, the projects innovative way of working allowed for great results. With service workers and IT-developers sitting side by side through the entire process, the experience, which both parties gained, has become a valuable asset to the Danish tax government in many other projects. Especially, the technical knowledge regarding tax administration, which the IT-developers gained from working alongside service workers has proved a valuable return from the project.","a:1:{i:0;s:9:""diffusing"";}","The project has already been closed and evaluated. The knowledge gained from working with ""TAKO - Moms"" is being used in other projects, and the same method of working has been applied elsewhere in the tax administration.
The success of TAKO has inspired other departments of the administration to use the same methodology, which means that TAKO was a success on multiple fronts: both improving the number of tax paying corporations as well as serving as a benchmark for other projects.","IT-developers: Contributed with programming the product itself.
Service workers: Their technical knowledge regarding tax administration was essential in helping design the product and educate IT-developers.
Tax payers: They were not directly involved with development, however the product is developed according to the questions from tax payers, as well as the challenges which these provide.
VAT-management: Responsible for providing business strategy for the project.","Tax Payers: Receiving guidance on paying the correct taxes are now easier than ever.
Service workers: The work with guiding tax payers has been made easier due to TAKO itself.
Tax administration in general: The technical knowledge received by the IT-developers provides an asset for the rest of the administration, whenever they cooperate with developers on a project.","The process has resulted in several improvements in the payment of VAT’s as well as the fraction of corporations with information registered at the tax administration. Concretely, these have seen a rise by 8 and 26 percentage points respectively. These numbers are expected to increase further in the future. Additionally, the experience gained from the innovation process is expected to improve efficiency in multiple areas of the tax administration work in the future.","When the project was initially set up, the thought was that the solution would be implementing the digital overview using robotics. However, as this was developed, a test of usability showed, that this system would fail. This caused management to investigate other options, where the minimum viable product solution was selected.","In order to develop digital solutions, there are multiple important factors to consider:
• It must be clear from the beginning of the project, that the process itself is as important as the end goal. This leads to an open work space, which allows for examination and testing of multiple solutions. This causes the product to be the best possible, as all methods have been considered.
• The cooperation between product users and developers maintain a high priority throughout the entire project. When everyone involved has a common understanding of both the challenge to be solved, as well as the knowledge needed, the room for creativity becomes larger.
• Both above points must be anchored in management. If management agrees that the process is of equal importance to the product, no hasty decisions will be made, and the quality of the product will improve.","An approach similar to that of TAKO is currently being tried elsewhere in the tax administration. IT-developers working side by side with the workers who is to use a system every day, is something which could improve both concrete results and the experiences of workers. This was the case regarding VAT’s with TAKO, but it should also be applicable in other parts of administration.","The main point separating TAKO from other projects in the tax administration is the way the product was developed. The way that everyone involved worked side by side instead of it being brokered by external parties, optimized both the process and the product.",,,,,,
14183,"European Qualifications Passport for Refugees",https://oecd-opsi.org/innovations/qualifications-passport/,06/08/2020,"Council of Europe",France,other,"a:2:{i:0;s:9:""education"";i:1;s:44:""Intergovernmental human rights organisation "";}","European Qualifications Passport for Refugees",http://www.coe.int/eqpr,2019,"The European Qualifications Passport for Refugees is a unique instrument providing refugees with an assessment of qualifications that cannot be fully documented. Based on the Lisbon Recognition Convention (Council of Europe/UNESCO), the methodology tested by the Council of Europe, the UNHCR, nine countries, National Recognition Centres and universities enables refugees to have their qualifications accepted across borders to continue their studies or find a job related to their education.","Since the beginning of what is often referred to as the refugee crisis in Europe, the recognition of qualifications held by refugees has become one of the tools for refugees’ integration into European societies. A survey published in 2016 showed that some 70 per cent of the States parties to the Council of Europe/UNESCO Convention on the Recognition of Qualifications concerning Higher Education in the European Region (Lisbon Recognition Convention; ETS 165) have not taken measures to implement Article VII of the Convention, which refers to the recognition of qualifications held by refugees, displaced persons and persons in a refugee-like situation that cannot be fully documented.
In 2017, the Council of Europe implemented a pilot project in Greece that successfully tested the European Qualifications Passport for Refugees, a methodology that makes it possible to assess qualifications held by refugees in cases where those qualifications cannot be fully documented and also provides a format for describing those qualifications, once assessed, that should facilitate the use of the assessment both within and beyond the refugee’s (first) host country. At its extraordinary meeting on 14 November 2017, the Lisbon Recognition Convention Committee adopted a Recommendation on the Recognition of Refugees’ Qualifications under the Lisbon Recognition Convention and its Explanatory Memorandum .
The assessment of qualifications held by refugees is based on a self-assessment questionnaire and a structured interview conducted by a team of two credentials evaluators from different ENICs (national information centre on recognition), at least one of whom has expert knowledge of the language and education system of the country from which the applicant claims to have his/her qualification. If the credentials evaluators, through the interview and using any available documentation, consider it likely the applicant has earned the qualification claimed, the qualification is described in a defined format called the European Qualifications Passport for Refugees (EQPR). The EQPR includes three sections: the assessment part, the explanatory part and advice on the way ahead. The assessment part of the document contains information describing the highest achieved qualification(s), subject field, other relevant qualifications, as well as work experience and language proficiency. The explanatory and advisory sections contain information about the status of the document and a short description of the project.
The EQPR should eliminate unnecessary and repeated further assessments of the same qualifications in other European countries if and when the EQPR holder moves. The EQPR does not constitute a formal recognition act, and it will not give access to study programmes or profession with specific requirements, such as most regulated profession (typically medical doctor, dentist, lawyer, engineer), but it does set out the attainment of the individual.
The EQPR was developed through a pilot project conducted by the Council of Europe in 2017, with the participation of Greece (Ministry and ENIC), Italy (ENIC), Norway (ENIC), and the United Kingdom (ENIC) as well as the UNHCR.
The second phase of the project runs from 2018 through 2020 and involves the original partners plus the ENICs of Armenia, Canada, France, Germany, and the Netherlands. Interviews have taken place in Greece, France, Italy, and the Netherlands and will also be conducted in Germany. Additional countries - including Belgium (Flemish community), Bosnia and Herzegovina, Croatia, Ireland and Spain – have shown interest in participating as observers in the evaluations.
Many of the applicants are interviewed online, and the development of a secure IT platform is an important part of the project.
By December 2019, 438 EQPR have been issued out of 525 interviews.
With a credible methodology now tested, the current focus is on upscaling the use of the EQPR. This is being done mainly through on-line interviews and the development of evaluators' capacity on the EQPR methodology including a creation of a pool of trained credential evaluators among the National Recognition Centres (ENICs/NARIC)s and to make the EQPR an integral part of recognition. Awareness raising is key and the project is reaching out to communities (including higher education institutions, employers, local authorities and NGOs) in order to facilitate refugees’ integration into their new host societies.
The European Qualifications Passport for Refugees was presented at the UNHCR's Global Forum for Refugees in Geneva in December 2019 as a best practice.
The EQPR makes effective access to assessment of refugees’ qualifications a reality so that refugees now and in the future can continue their studies and/or to find a job related to their education, giving hope to them and their families.","a:3:{i:0;s:3:""190"";i:1;s:3:""317"";i:2;s:3:""335"";}","The European Qualifications Passport for Refugees is a unique instrument to credibly assess refugees qualifications across borders even if not documented. Based on the CoE/UNESCO Lisbon Recognition Convention - the Council of Europe has brought together a range of partners, including the UNHCR, ministries of education, National Recognition Centres and universities - to give refugees hope in their new communities.
The credential evaluators all know the higher education systems of the refugees' host countries and speak the language. No other such instrument exists in Europe.
The voice of the refugees speak for themselves on how the European Qualifications Passport for Refugees has impacted their lives. For example, Anwar from Syria obtained the EQPR in Athens and now lives in Oslo with her family and was able to continue her studies in her field, physiotherapy. This is but one of many examples of how the EQPR can be used across borders to give refugees a new start in life.","a:1:{i:0;s:14:""implementation"";}","The European Qualifications Passport for Refugees was piloted in 2017. The main aim of this period was to develop a credible methodology for assessing refugee qualifications when documentation doesn't exist.
Once this phase was finalized, a second phase is now ongoing with a focus on carrying out evaluations both in person and on-line, awareness raising among both refugees and their new communities and developing a secure IT platform for storing and sharing information.
The upcoming period will focus on upscaling the European Qualifications Passport for Refugees through on-line interviews and acceptance of the EQPR among the network of National Information Centres (https://www.enic-naric.net/). Awareness raising will continue as well among countries hosting refugees.","Council of Europe, Lead institution, co-ordination, political support
UN High Commissioner for Refugees (UNHCR) - to identify refugees to take part in this programme, advice
Ministries of Education - Greece, Italy and Norway, the Flemish Government - partners and donors
National Information Centres (ENICs/NARICs) from Greece, Italy, Norway, UK, Armenia, Canada, France, Germany and the Netherlands - evaluations
Conference of University Rectors of Italy - evaluations and selection of candidates","Refugees - 85% who pass the EQPR
National and local authorities - benefit from easier integration of refugees
Universities, especially in Italy which have accepted some 30 refugees as students who have obtained the EQPR
Communities - quicker integration of refugees and better use of their skills
NGOs - Use of the EQPR in their integration practices","'- 438 EQPR issued out of 525 interviews;
- 140 interviews conducted by video;
- 39 holders of the EQPR accepted at universities;
- Evaluations held in Greece, France, Italy, and the Netherlands;
- 37 credentials evaluators trained in the EQPR methodology;
- Different languages used in assessments (Arabic, Dari/Farsi, English, French, Italian…);
- Broad media coverage (selection of articles to be found on the project website );
- Public event with the UNHCR and the City of Strasbourg;
- EQPR presented at the UNGA Side event held on 26 September in New York, USA
- EQPR presented as a best practice at the UNHCR Refugee World Forum in Geneva on 16 December 2019","'- Developing a methodology which would be acceptable to universities and employers
- Spreading the word about the EQPR among refugees, creating trust in the process
- On-line interviews - how to ensure that they are as credible as a face-to-face interview
- The EQPR accepted in more countries","Mutliple partners from different perspectives, all working towards the same goal - to support the integration of refugees through assesssing their qualifications. Under the umbrella of the Council of Europe, we worked in partnership with National Recognition Centres, ministries of education, the UNHCR and universities.
Carrying out this initiative with the underpinning of an international convention - the Lisbon Recognition Convention - provides a solid legal basis.
Involving refugees who have undergone the process of evaluations to explain it to potential applicants.
The fact that a network of Recognition Centres already exists, with experienced credential evaluators, was also key.","UNESCO has recently adopted a Global Recognition Passport for Refugees which was based on the European Qualifications Passport for Refugees, to be used outside Europe. It is now being piloted in Zambia.","While legal instruments may exist, identifying practical instruments such as the European Qualifications Passport for Refugees is the only way to ensure that they are put into practice.",,"a:3:{i:0;s:5:""15249"";i:1;s:5:""15248"";i:2;s:5:""15246"";}","a:1:{i:0;s:5:""15263"";}",,https://www.coe.int/en/web/education/documentary-on-project-european-qualifications-passport-for-refugees,https://www.coe.int/en/web/education/video-education-the-key-to-integration
14201,"Informed Participation, a deliberative methodology",https://oecd-opsi.org/innovations/informed-participation/,12/11/2019,"The Department of Industry, Innovation and Science",Australia,central,"a:4:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:11:""information"";i:3;s:7:""science"";}","Informed Participation, a deliberative methodology",https://www.industry.gov.au/data-and-publications/open-dialogue-roadmap,2019,"Informed Participation is a unique way to bring the public into government decision making. It gives government a method to solve complex issues with the public in a way that gives them a meaningful role in balancing competing interests. Public policy is becoming increasingly complex and trust in government is declining, so new innovative ways of engaging with citizens is needed. This method shifts engagement from obtaining buy-in to building ownership and creates more legitimate solutions.","The Australian Government views Open Government as integral to its efforts to respond to a changing and increasingly complex policy environment. Public deliberation is of special interest. As a member of the Open Government Partnership (OGP), Australia is required to develop biannual action plans that advance the OGP’s mission to promote more open, accountable and responsive governments. Australia’s National Action Plan 2018-20 is helping to promote use of public deliberation through a commitment to develop and implement an Open Dialogue Roadmap. Australia’s Department of Industry, Innovation and Science (the Department) plays a leadership role in this project.
The Department co-chairs the OGP Practice Group on Open Dialogue and Deliberation, an international committee of engagement experts from government and civil society. The Group is collaborating on the Roadmap, and is making the case for greater use of public deliberation and developing a methodology that would work for citizens, stakeholders and for governments. The approach is called Informed Participation.
Complexity is the driving force behind this effort. Complexity results from a growing convergence of policy goals that were traditionally housed in different departmental silos, such as environmental protection and economic development. Today, governments work to align these goals across departments, but this can bring different values and/or interests into conflict, which must then be balanced.
Typically, these trade-offs are made by officials from behind closed doors, possibly supported by public consultation. However, the legitimacy of the process is increasingly called into question. The public often see the decisions as arbitrary and unfair. Informed Participation takes a different tack. Instead of trying to get “buy-in” for the decisions, it aims at building a sense of “public ownership” by giving the public a meaningful say. This not only increases legitimacy and trust in the decisions but makes them more resilient and sustainable.
This kind of engagement is very different from public consultation – and can raise concerns among officials. The Roadmap addresses these concerns. It not only shows why public deliberation is needed, but why governments can trust it to work. While Informed Participation has many innovative features, we will mention just four:
• Designed to Fit: There are many good deliberative models, such as citizen’s juries; but, it is a mistake to rely on any one model. Different issues require different tools. Informed Participation is a methodology, not a model. Rather than forcing issues to fit into a preferred model, it instructs officials how to design the process to fit the issue.
• Principled and Systematic: The methodology breaks process design into an ordered series of planning steps, such as setting clear objectives, selecting the right participants, and setting clear boundaries for participants’ role in decision-making. The process is analytical, systematic, and guided by fundamental principles, such as transparency, inclusiveness, and evidence-informed decision-making.
• Disciplined and Fair: Informed Participation gives the public a meaningful voice in decision-making but, in exchange, participants must agree to some “rules of engagement.” These require participants to be open about their views, listen to one another, adhere to evidence, and agree to work together respectfully to try to accommodate their differences.
• Government-Friendly: Informed Participation recognises that governments don’t normally share decision-making, and by doing so poses concerns around transparency, accountability, privacy, and more. The approach has been designed to accommodate these concerns and addresses them along the way.
In Phase I of its work, the OGP Practice Group launched The Deliberation Series and released three major publications, introducing and outlining Informed Participation.
▪ Volume I – Deliberation: Getting Policy-Making Out From Behind Closed Doors
▪ Volume II – Informed Participation: A Guide to Designing Public Deliberation Processes
▪ Volume III – Informed Participation: A Workshop on Designing Deliberative Processes
The papers are available on the OGP website and the Department’s website, at www.industry.gov.au/ogp-guide. Volume IV is in progress and will focus on narrative-building.
The Department has successfully employed Informed Participation in the development of its Artificial Intelligence (AI) Ethics Framework, the refresh of the Office of Northern Australia’s five-year Strategy, the design of Australia’s third OGP National Action Plan and Austrade’s Tourism 2030 Strategy.
Further, this work is closely aligned to the study that stems from the 2017 OECD Recommendation of the Council on
Open Government, which looks to promote innovative ways to effectively engage with stakeholders to source ideas and co-create solutions.","a:4:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""616"";i:3;s:3:""623"";}","Scaling may be Informed Participation’s most promising innovation. Take making trade-offs: it’s a good example of deliberation because it requires genuine give-and-take, which, in turn, requires dialogue. However, the more people in a process, the more unwieldy this gets, and scaling becomes a serious challenge.
A common solution is to replace the back-and-forth of dialogue with a simple vote, in effect bypassing the dialogue. Informed Participation objects to this. It sees this step as aggregating votes, not deliberating over values/interests. Real trade-offs require concessions and compromises, with genuine give-and-take.
Informed Participation proposes a new and promising way to scale deliberation that doesn’t use voting, and which could involve thousands of people. The method is described in volumes I and II of The Deliberation Series. Volume IV will take a deep dive into narrative-building, which is key to the method. Early efforts to test it are underway in Ottawa, Canada.","a:1:{i:0;s:14:""implementation"";}","Informed Participation is in the implementation phase. The methodology is being applied in developing the Australian Government’s Artificial Intelligence (AI) strategy, development of Australia’s third National Action Plan under the Open Government Partnership (OGP), and the development of a new hospital in Ottawa. Discussions have also commenced with agencies working in the areas of indigenous affairs, maritime safety, deregulations and Action Plan development more broadly across the OGP. In addition, awareness raising and learning and development initiatives are ongoing.","Informed Participation is the product of a collaborative effort by the OGP Practice Group, which includes government and civil society members from seven countries around the globe, who bring a wealth of experience and expertise to the table.
The Department’s contribution stems from its extensive research on deliberation, which involved nearly 1000 people from civil society and within the Australian Public Service.","Informed Participation impacts and benefits the following groups:
• It assures governments concerns over shared decision-making is fully addressed.
• It gives citizens a new and more meaningful role in finding solutions to complex issues.
• The “rules of engagement” show public servants how this kind of deliberation will lead to disciplined and fair decision-making.
• Society will enjoy better outcomes, more legitimacy in decision-making, and higher levels of trust in government.","The outcomes of Informed Participation are highly dependent on the quality of the deliberation. To get good results, you must make good trade-offs, but good deliberation depends on trust and without it a process can quickly fail.
Informed Participation is an exercise in building trust. Volume II identifies five Key Performance Indicators that help officials monitor how effectively the process is building trust among participants. Higher levels of trust should lead to better solutions, and in turn, lead to better outcomes.
Unfortunately, there has been little work done on evaluation. Feedback from training sessions has been very positive. The approach is being tested in a number of projects, from designing a new hospital in Ottawa, to developing a Northern Australia agenda. Secretaries from the Australian Public Service appear ready to endorse Informed Participation for transforming public sector capability. So, while formal evaluations will take time, they are coming.","In developing and implementing the methodology the OGP Practice Group had to overcome the perceptions by bureaucrats that stakeholders and the broader public were simply a source of opinion and not of expertise. Moreover, for many, more meaningful forms of engagement like deliberation are viewed as risky. Traditional consultation affords significant levels of control to bureaucrats and ceding this control can be seen as risky as well as time and resource intensive.
Deliberative processes are less familiar, but providing a good methodology that has been developed from the perspective of the public sector and is comprehensive, principled, systematic and accessible will give bureaucrats the confidence to engage in public deliberation processes. This has been achieved with the Informed Participation methodology.","“Air Cover” from Senior Leaders: Senior leadership must fully support the initiative, raise awareness of it, and give the Project Team authority to make difficult planning decisions, as required.
Knowledge and Capacity: The Project Team must have the appropriate knowledge and skills to:
o Communicate effectively with Senior Leaders;
o Design a process that fits the issue and context;
o Improvise as circumstances change and challenges arise;
o Explain the project to participants to help them understand their roles, motivate them to work together, and inspire them to trust the process.
Awareness and Support: The public must be better informed about deliberation. The best approach is to create successful case studies. Governments could select and launch a series of visible “demonstration projects” that raise awareness and arouse interest in deliberation.
Time and Resources: Appropriate timelines and resources should be approved before a project is launched.","Informed Participation is a methodology, not a model. It is a systematic approach to solving complex issues. Because complex issues vary in nature, so do engagement processes.
The methodology is being tested through several projects in Australia and Canada. Although these projects differ in design, scope and scale; they were designed with the same methodology.
The three volumes of the Deliberation Series are tools/resources to encourage and enable others to experiment with the approach.
The Practice Group is meeting in the new year with OGP officials in Brussels to discuss opportunities to act as a champion for deliberation; to encourage OGP member countries to experiment with this approach in their action plans; and to serve as a mentor and advisor to those who need help.
We are also looking at how we can take some of the principles and approaches from Informed Participation and combine them with Human-Centred Design to create a methodology on ‘Informed Design'.","Strong leadership and governance were essential to the success of the project. Australia’s Open Government Forum, the OGP Practice Group, and the Australian Public Service (APS) Reform Committee provided the leadership, direction, and expertise to ensure the work was of high quality; and gave the project the profile, legitimacy, and authority we needed to begin spreading the ideas across the APS.
Volume I of The Deliberation Series creates a coherent “narrative” that explains what Informed Participation is, how it differs from deliberative models, and why it matters. It contains key messages about the methodology that can be easily tailored and we used these to create a range of training and communications products.
Informed Participation is sophisticated and this presents a challenge for training. While our two-day program provides a solid introduction, many people don’t have two days to spare. We have since developed specialised training packages, including a two-page summary, 2 hour ‘masterclass’ training session, presentations and online training.
Training large numbers of people requires tools that are easy to understand and apply. Here we created some simpler tools, such as checklists and templates. Informed Participation requires practitioners to use their judgement. While the tools should be kept simple, they must not turn the methodology into a tick-the-box process.
Sometimes our users want to meet face-to-face to discuss issues or to get support and encouragement to move ahead with difficult decisions. Although tools are useful, mentorship and advice are an essential part of the training program.
Establishing a new methodology involves a range of challenges including awareness raising, developing and testing new products, and managing uncertainty. We leveraged the team’s collective resources to solve problems, and provided the right support, including agile project management, training, and design thinking tools.","Informed Participation was developed though a collaborative process and this is a strength of the methodology.",,,,,
14207,"Lightning Lab GovTech",https://oecd-opsi.org/innovations/lightning-lab-govtech/,12/11/2019,"Creative HQ","New Zealand",local,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","Lightning Lab GovTech",http://llgovtech.co.nz/,2018,"Governments are facing increasingly complex problems and do not have a repeatable approach for creating solutions that meet citizens needs. Lightning Lab GovTech is a three month government accelerator programme that takes government teams through a six stage innovation process of problem discovery, solution co-design, market validation and technology integration. Through LLGovTech, government departments can create more innovative, efficient and effective solutions to better serve citizens.","Governments are faced with increasingly complex problems. They need a process to put citizens at the centre of problem-solving to ensure solutions implemented address the core need of citizens.
Currently governments make decisions about solutions (e.g., a new product or service) having done a limited amount of experimentation and validation with the end user. This approach increases the risk as they lack evidence that the solution will deliver the desired outcome. For this reason, the citizens often end up with a product or service that does not meet their core need.
About Lightning Lab GovTech (LLGovTech):
LLGovTech is about better serving citizens by creating a more trusted, inclusive and sustainable public sector. As a globally unique accelerator programme, it provides an opportunity for local and central government agencies, from NZ and abroad, to tackle some of the world's biggest and most urgent public sector issues.
LLGovTech is a highly structured three-month innovation programme adapting startup-style innovation science (Agile, Lean, Design Thinking) to create inclusive citizen-led solutions. The timeboxed programme takes a cohort of 10-12 projects from across the public sector through a six stage ‘sprint’ process to truly understood the problem (1. Problem Discovery Sprint), to validate the concept with users and funders (2. Sell Sprint), to co-create a fit-for-purpose solution (3. Design Sprint), to experiment and iterate on the solution to get it right (4. MVP [Minimal Viable Product] Sprint). This is all designed to ensure that the solution creates the desired outcomes. The project teams also plan how to scale their solution to maximise impact, often enabled by technology (5. Scale Sprint) before creating an investment case plan to ensure the financial viability of the project (6. Investment Case Sprint).
Teams are 3-5 full time staff and are a mix of government agency staff and people from the private and community sectors. We ensure each team have the diverse skill sets needed to accelerate their solution, as well as diverse experiences and perspectives to reflect the demographic of the stakeholders. Teams are also well supported through a cross sector advisory board, and Te Ao Māori support. Te Ao Māori support enables teams to effectively consider and engage iwi to uphold the principles of the Treaty of Waitangi - NZ’s foundational document between the indigenous people of NZ and the British Crown.
The value of the programme:
- Solving the root-cause problems and building the right solution to meet citizens needs.
- Enabling co-design and collaboration with citizens and the public and private sectors, leveraging the power of the broader community.
- Effectively engaging iwi and the principles of the Treaty of Waitangi in government problem solving.
- Upskilling of government staff in new ways of working through immersive learning by doing.
- De-risking public sector innovation through the experimental, subsidised and timeboxed approach.
- Public sector innovation promotes core government imperatives of trust and transparency.
Case studies
LLGovTech has run for two years. The 2018 cohort had seven central government, four local government, and one international government (from Chinese Taipei) projects. The programme culminates in a ‘Demo Day’ event where teams present their solution to over 500 attendees, including government ministers and officials, stakeholders, investors and the local community. Projects ranged from creating a personalised, incentivised digital platform that helps kiwis in financial hardship, grow their financial wellbeing (Spring), to developing technology to detect local water facilities leakages (team from Chinese Taipei). 13 months on, 6 out of the 12 2018 projects are in operation, better serving citizens.
The 2019 cohort (Aug-Nov 2019) had six central government and four local government projects. Projects ranged from redesigning the way we measure service providers’ outcomes to focus on a more holistic, community-based measurement of whānau wellbeing, to protecting nature through sustainable human waste management. 7 projects have already secured support to continue developing their solutions.
LLGovTech is an initiative of Creative HQ, a not-for-profit local council controlled organisation in Wellington, NZ. The LLGovTech programme receives sponsorship from corporate partners to subsidise the cost of the programme for government agencies ($50k). Lowering the cost is part of the strategy of de-risking innovation in the public sector.
Our vision
Our vision is twofold; to continue to grow the LLGovTech programme within NZ around particular issues, such as climate change or health. At the same time we are planning on delivering this programme internationally. We are currently in conversation with Taiwan, Samoa and Pakistan about running in-country LLGovTech programmes.","a:7:{i:0;s:3:""619"";i:1;s:3:""876"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""211"";i:5;s:3:""615"";i:6;s:3:""354"";}","Lightning Lab GovTech is globally unique in its approach to applying proven innovation methodologies to a government project. While there are hundreds of accelerator programmes across the globe, this is one of very few to work specifically with government.
Further, the Bennett Institute of Public Policy at the University of Cambridge published a report in January 2019 Thinking about GovTech: A Brief Guide for Policymakers, which highlighted Lightning Lab GovTech as one of two accelerators that focus on ‘GovTech’. The other, GovStart in the UK and France, focuses on how tech startups can transform the public sector. The LLGovTech focus is distinct for two main reasons. Firstly, the programme drives innovation from within government agencies who have ownership over the solutions. Secondly, by having public sector employees on the project teams, it is upskilling government staff through immersive learning.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Diffusing lessons
The 2019 programme wrapped up in November 2019 with over 600+ attending the Demo Day, including ministers, government agency CEs as well as community leaders. Organisers are now undergoing an evaluation, including in person qualitative interviews with key stakeholders as well as a quantitative and qualitative survey of all participants. This feedback is then digested in a report articulating actionable improvements for next years programme. LLGovTech organisers are always trying to improve on what they deliver.
Implementation
LLGovTech is being run again in 2020, so organisers are beginning to run workshops with interested project teams from across government - the process of selecting the most impactful and urgent projects begins.","Cross-agency collaboration and public, private and community sector partnerships are a key component of the programme. Within the 10 teams in the 2019 programme, 9 were cross-agency partnerships which included 6 national agencies, 4 local agencies, 3 NGOS, 3 Startups, and 4 private partners.
The programme is sponsored by private sector partners Spark, (NZ’s largest Telco and Technology provider) and Accenture. Their involvement subsidises the cost and provides tech expertise to the teams.","User-centricity is a core component of LLGovTech. The six sprint process requires teams to engage the end-users of their solution during problem discovery, solution co-design and MVP development as they iterate on the solution.
Each multidisciplinary team has a Stakeholder Board of relevant govt/NGOs and an Executive Sponsor. The Executive Sponsor is the govt official responsible for long term funding of the project. Their involvement ensures executive buy-in and long-term support for the","LLGovTech is contributing to a culture change across govt, to one where trust, inclusivity and sustainability are at the centre of how the public sector serves.
They have a partnership with the local university to track the impact that LLGovTech has on the individuals who participate. The methodology is to survey participants four times looking at aspects such as perception of ability and confidence. LLGovTech creates impact by enabling the success of each project. Impact is a criteria of the project selection process.
For each project, organisers ensure the teams Executive Sponsor (Exec) articulates their desired outcomes in a ‘success statement’ doc. The Exec also financially commits to the project, provided it meets the predetermined outcomes, ensuring resourcing & development after the programme.
Results
6 of the 2018 project teams secured funding to continue and are still active now.
7 of the 2019 project teams have already secured support to continue developing their solution","1. Organisers learnt in 2018 that is was vital to have senior leaders buy-in and to ensure financial commitment to the project after the programme. This was implemented in 2019 to smooth the transition for projects after the programme.
2. Organisers know there are lots of people in govt trying to do new things but management accountability and risk aversion often gets in the way. Finding champions who are willing and eager to put their project in our programme takes time.
However, organisers are seeing increased interest from the colleagues of those who have experienced successful outcomes from the programme.
3. Telling the impact story has been challenging. The data from the local university research will support the anecdotal evidence from teams - for example hearing people are applying the innovative ways of working to their government teams which has had profound effects on their wider agency team, their relationships and work delivered. In the words of organisers: ""We are creating intrapreneurs!"".","Value of public sector innovation
Public servants must a) understand what we mean by public sector innovation and b) see the value of it and how it positively contributes to more trust, transparency and reduced risk - which are core govt imperative.
Leadership within government
We are not government business-as-usual and therefore are powered by public servants who are leaders and willing to challenge the status quo. For example, the leadership of the NZ Minister of Finance who came to visit the teams during the programme.
“We need to show senior leaders and managers that it’s OK to innovate.”
Hon Grant Robertson, New Zealand Minister of Finance
Support post-programme
The end of the LLGovTech programme is just the beginning for the project teams. Ensuring time and funding support to continue is necessary. Working together with the broader public sector innovation ecosystem is vital to align resources e.g. cross govt innovation funds and budget cycles.","Replication of innovation process
The structure of LLGovTech replicates the innovation process across different projects at once. Organisers spent time distilling why their process works, as not all innovation is replicable.
Innovation is often defined as something that is:
1. New or better
2. Implemented
3. Valuable
This type of innovation happens across government, but often in an ad hoc fashion that isn’t replicable. The opportunity LLGovTech is creating is taking structured innovation methods and applying them to public sector problems that result in a solution that is new, gets implemented, and adds value. They call this process Innovation by Method.
Replication of programme
The vision is to replicate the programme within NZ and across the globe. They are developing collateral (GovTech-in-a-box) to make the programme easily replicable and scalable. Organisers also see LLGovTech being applicable to OECD projects, UN programmes and other international impact organisations.","Trusted relationships
Nurturing relationships across government is needed to build trust. It’s all about the people; senior leaders, managers, and people in the teams. Maintaining these relationships will help you grow your community.
It takes time to build credibility
Governments are more likely to support something with successful case studies as evidence it works, and this credibility takes time. Communicating your success stories is the most useful sales tool to get the value of your initiative across to senior leaders.
It’s hard work at times, but rewarding to be doing such meaningful work - we need to keep at it!","Governments both reflect and influence the culture of society - building more inclusive, sustainable public sectors across the globe will encourage more accepting and compassionate societies, which we are in need of.
“If you take creative people with big problems, add some government backing; this is how we’re going to change things.”
Programme Sponsor, Spark NZ",,"a:3:{i:0;s:5:""14215"";i:1;s:5:""14219"";i:2;s:5:""14223"";}",https://www.youtube.com/watch?v=ZqcKNK5sRa4&feature=youtu.be,https://www.youtube.com/watch?v=Avk5j18FA7Q&list=PLAZezGcGcCycMtziYqfgEx39Vo3rSDtGR&index=50,https://www.youtube.com/watch?v=Avk5j18FA7Q&list=PLAZezGcGcCycMtziYqfgEx39Vo3rSDtGR&index=50
14210,"Recruit Smarter",https://oecd-opsi.org/innovations/recruit-smarter/,12/11/2019,"Department of Premier and Cabinet Victoria",Australia,regional,"a:1:{i:0;s:12:""public_admin"";}","Recruit Smarter",https://www.vic.gov.au/recruit-smarter,2019,"Recruit Smarter is a multi-sector initiative of the Victorian Government and Melbourne University to develop inclusive recruitment practices and address unconscious bias in recruitment.
Internationally, Recruit Smarter is the first initiative of its kind, contributing findings to a growing body of research demonstrating the benefits of inclusive workplaces.
46 organisations across the public, private, non-government, and research sectors contributed to Recruit Smarter and its findings.","Australia’s population is growing and becoming more diverse, with people from all cultures, abilities and walks of life calling Australia home and contributing to our identity and way of life.
As Australia continues to grow, it is important that we ensure that our diversity is reflected in our workforce. However, job seekers from diverse backgrounds often face barriers when seeking employment. This leads to issues such as underemployment and unemployment, which can have adverse flow on effects for our economic productivity and our community wellbeing.
A key barrier to employment faced by diverse jobseekers is the impact of unconscious bias, which refers to judgements and assessments formed outside of our conscious awareness. Unconscious bias is based on our beliefs, past experiences and our cultural context and can influence the decisions we make in our work, including decisions around who we choose to hire.
Recognising these issues, Recruit Smarter was initiated by the Victorian Government Department of Premier and Cabinet in partnership with Melbourne University as a multi-sector research initiative to develop inclusive recruitment practices and address unconscious bias in hiring.
Recruit Smarter was implemented over two years around three strategic priorities and objectives:
• Real world trials: trialling new approaches to inclusive recruitment through real-world workplace trials and interventions of measures such as CV de-identification and blind recruitment, targeted language in job advertising, and unconscious bias training.
• Synthesise the latest research with on the ground experience to develop best practice for inclusive recruitment: specialist researchers and human resources professionals from 22 cross-sector organisations collaborated over 12 months to review and analyse the latest research on human resources practices and combine it with their own on-the-ground expertise to develop practical, best practice guidelines for inclusive recruitment.
• Sharing knowledge and learnings about what has and has not worked across sectors and in workplaces: participating organisations shared knowledge and learnings about inclusive recruitment practices and measures they had implemented in their organisations and sectors through free, ‘TED’ style public forums and lectures. Knowledge Sharing Seminar audiences were privy to exclusive research and insights on diversity in the workplace and inclusive recruitment from leading researchers and some of Australia’s most prominent firms and non-government organisations. Topics ranged from targeted recruitment for people with disabilities, to gamification in recruitment; implementation of all roles flex; and a review of recent trends in employment discrimination law.
In total, 46 organisations participated in, and contributed to the delivery and findings of the Recruit Smarter initiative, representing a broad range of sectors including legal services; banking and finance; human resources and recruitment; professional and consulting services; energy; not-for-profit, community, and peak body; and government.
Recruit Smarter was successful across all strategic objectives:
• Evaluations of new recruitment approaches showed positive outcomes, with CV de-identification demonstrating improved shortlisting and hiring prospects for women in male-dominated roles, overseas-born job applicants, and applicants residing in lower socioeconomic areas.
• Additionally, targeted advertising improved recruitment and employment outcomes for applicants from priority groups, while unconscious bias training increased self-efficacy and intentions for diversity-supportive practices.
• Collaborative engagement between sector and organisational representatives led to the development of best practice guidelines that brought together the latest human resources research with the on-the-ground multi-sector expertise of human resources professionals to support diversity and inclusion in recruitment practices and workplaces.
• Finally, the Knowledge Sharing Seminars attracted nearly 1000 people across 12 months and brought to light the value of diversity and inclusion by showcasing innovative approaches to improving workplace and workforce diversity and inclusion, and by highlighting key issues and barriers faced by jobseekers.
Recruit Smarter delivered its report of findings in October 2018. The Victorian Government has made all findings, including the outcomes of the field trials of recruitment practices, the best practice guidelines, and summaries of the Knowledge Sharing Seminars publicly available as a resource and available for digital download.
The findings are intended to serve as a diversity and inclusion resource for all industries and sectors to inform and support their workplace and recruitment practices. A technical report outlining the trial and research methodologies has also been released for specialists, researchers, and human resources practitioners.","a:11:{i:0;s:3:""156"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""210"";i:4;s:3:""211"";i:5;s:3:""234"";i:6;s:3:""623"";i:7;s:3:""615"";i:8;s:3:""317"";i:9;s:3:""620"";i:10;s:3:""354"";}","Recruit Smarter was the first multi-sector policy initiative of its kind. The initiative brought together 46 organisations and over 300 executives and human resources professionals from across the public, private, non-government and research sectors to co-design and test ways to address unconscious bias in recruitment and develop inclusive recruitment practices.
Recruit Smarter was unique in its model of cross-sector collaborative research and policy design. This model effectively broke down the traditional silos of government policy research and development by promoting shared ownership and responsibility of the policy design and development process with initiative partners from across different sectors.
Recruit Smarter drew on the influence, expertise and shared knowledge and learnings of participating organisations to deliver innovative, high quality research findings, and develop cross-cutting policy and best practice guidelines on inclusive recruitment applicable to all sectors.","a:1:{i:0;s:9:""diffusing"";}","The Recruit Smarter program of work was designed to:
• Source knowledge and expertise from across sectors to collaboratively generate and design solutions to the problem of unconscious bias in recruitment;
• implement these processes in participating organisations, embedding them into real-world recruitment processes;
• evaluate the efficacy of these initiatives in improving recruitment success for job applicants; and
• broadly share and promote the findings and outcomes from the program of work to provide a resource that organisations can use to implement the findings.
The Recruit Smarter Report of Findings was released as a public resource in October 2018. The Report details the findings and outcomes of the research trials, the initiative’s unique model of cross-sector collaborative design, and includes the Best Practice Guidelines for inclusive recruitment developed by a working group of researchers and human resources professionals from 22 cross-sector organisations.","Recruit Smarter involved 46 cross-sector partner organisations who contributed to the initiative’s findings and outcomes. The Department of Premier and Cabinet Victoria was responsible for initiating the program and partnerships, and driving and coordinating the initiative’s delivery. Melbourne University designed the initiative’s research and evaluation framework and led its implementation. 44 partner organisations participated in trials, provided expertise, facilities, and resources and data.","Participating organisations, researchers, and diverse communities benefited from the research findings and insights the initiative delivered on inclusive approaches to recruitment, available through resources such as the Report of Findings, and the Best Practice Guidelines on Inclusive Recruitment.
Government benefited from the insights gained from implementing a new model of cross-sector collaboration on research and policy through the Recruit Smarter model of multi-sector engagement.","Recruit Smarter achieved three key priorities:
• Changes to recruitment, including CV de-identification, unconscious bias training, and targeted recruitment benefitted underrepresented applicants. Women, overseas-born applicants, and applicants from low socioeconomic areas benefited from CV de-identification with boosts to shortlisting, interviewing, and hiring outcomes, while applicants from priority groups were more likely to be reached by targeted recruitment and progressed further in their applications.
• Collaborative engagement by representatives from participating organisations led to the development of best practice guidelines to support diversity and inclusion in workplaces by drawing on the latest research and on-the-ground knowledge and expertise from across participating sectors.
• Knowledge Sharing Seminars drew attention to the value of diversity and inclusion, showcasing innovative approaches to recruitment, and highlighting key issues and barriers faced by jobseekers.","Organisational change – staff movements and organisational changes affected continuity of the program of work and muddied communication at times, leading to difficulties in accurately interpreting evaluation outcomes.
Sound project management was required to ensure that record keeping, administrative processes, and decisions were effectively tracked over the lifetime of the project.
Strengths and limitations of the participating organisations needed to be carefully considered when developing the program of work to ensure mutual benefit to all parties, and to avoid any potential risks to the organisation or the project.
Ensure communication across stakeholders is consistent and easily accessible, and provide regular updates on project progress. Recognise performance and delivery of outcomes, and highlight any challenges encountered to ensure they can be taken into consideration and mitigated by all stakeholders.","Engage senior leadership: Senior organisational leaders have the influence to prioritise and drive engagement, foster organisational buy-in, and allocate resources to ensure commitments can be delivered at the operational level.
Foster intra-project networks: Create opportunities for stakeholders to network and work together. This provides the project with internal drive and momentum and facilitates collaboration, innovative thinking and shared ownership of outputs and outcomes.
Present a united voice: Develop key messaging, project narratives, and agreed terminology, and review and update regularly. Ensure external facing communication is consistent by establishing agreed strategic communications protocols with partner organisations.
Don’t overcomplicate project governance: Keep project governance as simple as possible to maintain project agility around authorisation, implementation and reporting.","There is significant potential to replicate the model of multi-sector collaborative engagement used to deliver the Recruit Smarter initiative. The various insights and principles noted at 6.3 (Conditions for Success) and 6.5 (Lessons Learned) outline the conditions for successfully replicating this model to investigate, develop and deliver research and policy. Recruit Smarter was a large scale project with many participants, however the principles can also be applied to smaller scale projects with fewer actors.","Understand the partner organisations: when exploring engagements, work with organisations to understand their current and forecasted strengths and limitations. This will provide all parties with an indication of how the organisation might contribute to a program of work in an effective and mutually beneficial way. Discuss the organisation’s priorities and strategic goals for engagement, and any potential risks to the organisation or the project in their participation.
Account for programs and strategies already underway: existing work underway within organisations can cause duplication or have an unforeseen influence on the direction and outcomes of engagement.
Maintain regular intra-project communication: ensure communication across stakeholders is consistent and easily accessible, and provide regular updates on project progress. Recognise performance and delivery of outcomes, and highlight any challenges encountered to ensure they can be taken into consideration and mitigated by all stakeholders.
Foster intra-project networks Create opportunities for stakeholders to network and work together. This provides the project with internal drive and momentum and facilitates collaboration, innovative thinking and shared ownership of outputs and outcomes.
Present a united voice: develop key messaging, project narratives, and agreed terminology, and review and update regularly. Ensure external facing communication is consistent by establishing agreed strategic communications protocols with partner organisations
Sound project management is critical: Sound project coordination, record keeping, and administrative processes are critical to ensure effective tracking of responsibilities and commitments, implementation progress, and overall engagement across partner organisations.",,,,,,
14230,"Emergency Caller Location Information (ECLI)",https://oecd-opsi.org/innovations/emergency-caller-location-information-ecli/,12/11/2019,"Emergency Caller Location Information (ECLI) @ the Ministry of Business, Innovation and Employment","New Zealand",central,"a:1:{i:0;s:18:""Emergency services"";}","Emergency Caller Location Information (ECLI)",https://www.mbie.govt.nz/science-and-technology/it-communications-and-broadband/our-role-in-the-ict-sector/emergency-call-services/emergency-caller-location-information/,2017,"New Zealand has developed the Emergency Caller Location Information (ECLI) Service. The Service enables Public Safety Organisations (PSOs) to receive automatically generated geographical information about the location of a caller when an emergency call is connected to a mobile cellular network, from any mobile device. ECLI saves lives by decreasing the time taken to verify location and reduce the average dispatch time to incidents, with controls in place to protect callers’ personal information.","Every year millions of calls are made to emergency services and around 80% of them (and growing) are from mobile devices. In many cases callers do not know where they are, or they are unable to provide their location. Previously, where callers were unable to give an accurate location, emergency services call centres would have to request location information directly from the Mobile Network Operators (MNO). This process was slow, manual and limited to the location of the cell tower the device was last connected to, often with a very broad inaccurate location.
As way of addressing the problem, the New Zealand Government gave their approval for an upgraded Emergency Response System and directed the Ministry of Business, Innovation and Employment (MBIE) and New Zealand Police to progress with caller location capabilities.
The government then agreed to modifications to the proposal and directed MBIE to develop a system that could provide the best available caller location information and send it directly to the emergency services when an emergency call is made, requiring the caller to do nothing more than dial the emergency number on the standard keypad of their mobile device.
Implemented in May 2017, ECLI initially provided two sources of location information—there were very few examples globally to reference, resulting in a unique and innovative approach to resolve the problem; network-based location providing a low-precision, broad area of probability of where the caller is located and handset-based location providing high-precision. This provides GPS and Wi-Fi derived location, initially with Google on the Android operating system and then implemented through Apple’s iOS operating system. From October 2018, ECLI was extended to integrate with the 3G mobile networks through 3GPP Location Services mobile technology using the network control-plane to communicate directly with mobile devices during emergency calls to derive high-precision location. This addition to the Service has been significant in extending high-precision location information using aggregation formulas to gain the most precise location. The method is used for all devices; regardless of a mobile devices type, make or model.
The ECLI Service has provided significant benefits to New Zealanders, tourists visiting New Zealand and to PSOs by providing operational efficiencies, ultimately to enable emergency call-takers to identify the location of emergency mobile callers more quickly and with greater accuracy. This in turn has provided social benefit by improving the outcomes for New Zealanders and tourists in emergency situations.
ECLI uses multiple location methods, processes the messages, enriches the data, and then makes the location of the mobile device available to PSOs in real-time to support the dispatch of an emergency response.
Personal location information is collected and retained for a configurable period of time and is only used for the purpose of helping emergency services identify the location of a caller so they can respond to their request for help while maintaining privacy boundaries. An important feature of the service is that the caller is not required to do anything other than dial emergency services from the standard keypad of their mobile device.
By 2021, high-precision location information will be provided for 95% of all genuine mobile emergency calls. Quick and precise verification of a mobile emergency caller’s geographical location is vital for public safety and security, and in saving lives.
Since launch of ECLI the New Zealand PSOs have become to depend on the Service and have changed their internal processes regarding location validation accordingly.
Cases where ECLI has made a dramatic difference to an emergency outcome include rapid responses to seriously injured persons, motorcycle crash victims, people distressed or suicidal, people experiencing family violence, earlier responses to life-threatening fires, and many cases of people experiencing medical emergencies. The one thing these cases all have in common was that the callers all dialled 111 from their mobile device, automatically initiating the ECLI Service.
Further and ongoing development is underway to ensure the service maintains its cutting-edge pace with future technology changes. There is anticipation of a higher number of emergency calls being made over new technologies; including 5G, Voice over Wi-Fi (VoWi-Fi), Internet of Things (IoT), eCall and Voice over Internet Protocol (VoIP) communications, and work is underway to support them.
New Zealand is now seen by key multinational organisations as a global leader in mobile location technology implementation and a number of these organisations have made approaches with proposals to commercialise the service, making it available under licence or through a joint venture partnership.","a:9:{i:0;s:3:""190"";i:1;s:3:""609"";i:2;s:3:""876"";i:3;s:3:""221"";i:4;s:3:""239"";i:5;s:3:""283"";i:6;s:3:""614"";i:7;s:3:""617"";i:8;s:3:""373"";}","New Zealand is one of few countries to implement solutions providing Public Safety Organisations (PSOs) location information for emergency mobile callers, along with receiving a high yield of high-precision location records for all device types and models, including tourists to NZ. The service is built to adapt to future technology. The solution receives multiple sources of location information then aggregates this data to provide a diagrammatical view to PSOs either through a web user interface or through integration to Computer Aided Dispatch systems. Many countries experience privacy issues with collection of location data. NZ managed this through changing the legislation—Google refer to the solution as a model to follow. Personal identifiable data is managed with in-system privacy controls. NZ has established global relationships working closely with network providers, mobile operating system providers, handset manufactures, international governments and PSOs and their suppliers.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Since launch ECLI has been progressively enhanced, adding new features, functionality, and location methods (3GPP Location Services) to continuously improve location accuracy and PSO user experience. The DevSecOps development process brings customers directly into the design process, whilst the ECLI team in the Ministry develop and support the Service with security at the forefront.
The service will continue to be enhanced to keep pace with technologies that allow new ways of locating people (5G, VoIP, IoT, and eCall). Integration with these emerging technologies will ensure the levels of service experienced today continue to be achieved and exceeded.
ECLI is responding to separate requests from Police and search and rescue agencies; to provide location information for emergency response and search and rescue situations beyond the 111 system (e.g. for people who are missing). Legislation will be amended, and system improvements implemented to support the extended use of ECLI to save more lives.","ECLI is a unique collaboration between Government, Public Safety Organisations and Mobile Network Operators. Google considers ECLI an ELS Gold Partner with Trusted Testing Partnership status, and they work closely with Apple and a range of other global companies. New Zealand was the first country outside of Europe to implement ELS. The Privacy Commission has authorised ECLI to collect and use location data through an amendment to legislation, without requiring the consent of emergency callers.","New Zealand’s Public Safety Organisations describe ECLI as a game-changer. They regularly share good news stories regarding the use of ECLI and its assistance in saving more lives and property. They view ECLI’s delivery of prompt, precise and accurate location, in real time as a key contributor in helping them to dispatch emergency response units more effectively. Since launch of ECLI emergency response dispatch times have showed visible improvements over pre-launch figures, with lives saved.","Since launch of ECLI, PSOs have achieved faster emergency call handling and more effective emergency response times. They are streamlining their call taking procedures in order to leverage ECLI, particularly where high precision location is available. ECLI is continually optimising its service to improve the yield of locations with high accuracy and precision. From Sept 2018 to Aug 2019 ECLI consistently delivered high accuracy and precision locations for 75% – 84% of smartphone calls to the 111 emergency services. This has already exceeded the US Federal Communications Commission targets of achieving 75% high accuracy location yield in 2020. ECLI works with Public Safety Organisations (PSO)s to report and analyse the benefits realised through the use of ECLI to provide continuous improvement. Baselines for measuring its effectiveness are established and PSOs share anonymised information about emergency calls. This allows ECLI to track and measure month-on-month improvements.","ECLI relies on ongoing integration with technologies across all supplier and user platforms and systems. Since launch, ensuring the ongoing integration of ECLI with the mobile networks has been the greatest challenge, but one that stakeholders have managed to transcend. As new technologies continue to emerge, ECLI and its partners work collaboratively to build and deploy features that are compatible with next generation services. Iterative planning cycles allow adaptation to ensure continued delivery and to integrate ECLI enhancements with emergency services operational systems, while ensuring that the service itself does not degrade due to failure to build in compatibility with emerging technology. In addition, New Zealand’s telecommunications system does not live in isolation. ECLI has to ensure the service enhancements it deploys are in harmony with international standards and the mobile operating systems of global technology providers like Apple and Google.","Continued direct access to Mobile Network Operator (MNO) networks is critical to the success of ECLI. Three MNOs in NZ provide access allowing for the highest quality of location data to be provided for all calls. With the continuous advances in technology, it is critical the service keeps pace with changes implemented in the mobile networks to ensure the accuracy and continuity of location data is available to PSOs. Central Government provides funding of the Service, and Government is considering opportunity to introduce regulations that would compel the MNO to provide data and make any necessary changes to their systems when they introduce new capabilities to ensure the ongoing compatibility with ECLI at the time new services are launched. Highly focused and committed cross-agency teams of people manage, develop, enhance, and support the Service. The primary reason for the success of ECLI is linked to the ongoing commitment and dedication from these teams.","ECLI is a transferable technology and its owner, the Ministry of Business, Innovation and Employment (MBIE), is currently working with New Zealand trade officials to explore potential adoption of ECLI by other jurisdictions; with the view of making things easy for customers and end users to interface with and use the service as part of their wider emergency systems. The ECLI team are working on a package of services that can be provided to the emergency response agencies in these jurisdictions; so removing any implementation risk and the need for expensive Research and Development investment. The conditions for transferability include: the presence in-country of a highly functioning and integrated telecommunications system; integrated emergency caller response systems e.g. a 111/911/112 type system; and legislation or regulations to protect user privacy.","The original mandate set out to develop a smart device application service and implement updates to emergency services back-end infrastructure; however, it was identified that an app-based system would not deliver the outcome sought by Government. This type of solution would rely on a user downloading the app and the effectiveness of use in an emergency situation were identified as risks.
A third party app is not part of the standard operating system of a smart device and as a result is limited in its ability to activate core functions on the device and cannot activate location services if they are turned off. International experience with third-party emergency apps has shown these types of apps carry increased risks with low user uptake, high ongoing support costs and a greater chance of technical failure.
In order to overcome these limitations New Zealand defined an improved solution which was easier to implement, had reduced costs, carried less risk and was simpler to upgrade and support. When the original business case was approved the high-precision location component was not an emerging standard. Now it is the preferred method for mobile caller location information. The change of direction with the solution approach enables New Zealand to provide near real-time location information for all mobile emergency calls, without the caller having to do anything other than dial emergency services from their handset, whilst ensuring their privacy protected.
In order for individual’s location data to be utilised in an emergency response situation, amendment to legislation was required. The Office of the Privacy Commission introduced regulations to enable the disclosure of emergency caller location information by network operators to emergency service providers, and the collection and use of ECLI by Public Safety Organisations for establishing the location of an individual who has made an emergency call to facilitate a response to that call.","The following are examples where ECLI has helped in emergencies: A group trekking had become lost, one of the party was injured and they had no food or water. They made a call to 111 from their mobile device. The call taker used ECLI to identify their location to within a six-metre radius. Police Search & Rescue services were dispatched and the group were rescued soon after.
Fire and Emergency services received a call from a male who had seen a fire whilst driving along a rural highway. The caller did not know his precise location. Using ECLI, the emergency services were able to locate the caller and the fire, and dispatch a crew to assist.
Ambulance services received a call from a male who was distressed and in severe pain. He was going in and out of consciousness and was very disoriented. He had been driving, but had woken up in a ditch with no knowledge of what had happened. Using ECLI, the emergency services were able to identify his location and get him the help he needed",,"a:1:{i:0;s:5:""14244"";}",https://www.youtube.com/watch?v=s54bYHAZGCo,https://www.youtube.com/watch?v=w3K6Vncj5iM&list=PLAuBrNEvppxGwftMEEh3wV1xFKdWMcfH4&index=3,
14258,"""The Work"", AI Job Recommendation Service Using the National Job Information Platform",https://oecd-opsi.org/innovations/the-work/,05/08/2020,"Korea Employment Information Service (KEIS)",Korea,central,"a:3:{i:0;s:10:""employment"";i:1;s:11:""information"";i:2;s:7:""science"";}","""The Work"", AI Job Recommendation Service Using the National Job Information Platform",http://www.work.go.kr,2018,"It is difficult for job seekers to identify the employment information that applies to them. ""The Work"" is a service provided through 'Work-Net', Korea's public jobs portal network. The service uses AI technology to analyze job seeker data and to provide employment infortmation that is tailored to each user. The service offers recommended information to job seekers in six job-related categories. By using the service, the time it takes to search for the information is reduced drastically.","It is extremely easy to find information about countless job opportunities around the world, through various online job portals. However, in this flood of information, it is not easy for job seekers to find information on suitable jobs. Job seekers need to set numerous search conditions to find the right job openings and search through multiple sites to find work-related training, certificates, and policies, etc. This means that the job-seeking process is very time-consuming.
To address this problem, the Korea Employment Information Service(KEIS) established “The Work,” a service that recommends jobs suitable for each job seeker without the need to conduct individual searches. Registered users of The Work simply need to log into the public jobs portal 'Work-Net' to receive customized 6 job-related information recommendations. The Work is the first public job portal serviced by an OECD member state to provide such comprehensive job information every day. The job opening recommendations are made using Artificial Intelligence(AI), which analyzes the job seeker’s CV registered on Work-Net, his/her past training experience, any funding or grants already received, and the job seeker’s own areas of interest.
The Work aims to do the following:
1) Reduce the amount of time it takes for job seekers to find information on the jobs they are actually looking for
2) Realize social value by supporting the employment of various classes including middle-aged persons, and women who've experienced breaks in their careers
3) Innovate data-based public services by boosting the use of public data
Various job seekers, including university graduates, women with career breaks, and middle-aged people, have received job recommendations and successfully found employment through this innovative service, which eliminates the need to engage in boring and difficult job searches. Since The Work is conveniently featured on the home screen of Work-Net, users do not have to navigate complex menus to gain access to the service. The service drastically reduces the time it takes for job seekers to perform information searches. Whereas job seekers previously had to search different sites for information on jobs, training, certificates, and relevant policies, The Work collects this information and recommends it to users, organizing all the information into six major job-related areas.
The Work pulls information from the 'National Job Information Platform', which boasts massive amounts of accumulated job information. The National Job Information Platform is a data innovation platform implemented by the Korean government that aims to improve the utilization of public data through the consolidation of job-related information. Some of the data offered on the platform includes information on job openings, training, and employment insurance and certificates, all of which was previously scattered among various public administration systems. The platform aims to help create jobs and match jobs with appropriate candidates. It is also significant in that it is the product of inter-agency collaboration and draws on data from both the KEIS and its partner agencies. The National Job Information Platform uses Machine Learning technology to collect and analyze the competencies of job seekers and the competencies sought after by enterprises seeking to hire. A new 'Job Competency-based Matching System' that goes beyond passive job recommendations and actively matches job seekers with companies will begin operation in 2020.","a:2:{i:0;s:3:""147"";i:1;s:3:""194"";}","The Work is innovative for the following reasons:
1) The service utilizes AI and Big Data technology. This means that large amounts of data can be utilized to produce new, meaningful information. The system’s use of AI and Big Data allows it to provide users with information in 6 key job-related areas, and to recommend jobs based on the job seeker’s location, preferences, or other criteria.
2) The service provides highly reliable information based on the National Job Information Platform. The National Job Information Platform is a consolidated database for public administration data, including information on job openings, training, and certificates, etc. The quality of this information far surpasses that of the information available to private businesses, whose data is limited to their own clients.
3) The service is the first of its kind to be offered through a public portal of an OECD member state, providing automatic recommendations for a range of information.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The KEIS is engaged in the following three efforts to further improve The Work.
1) Through Work-Net log analysis, the degree of utilization and accuracy of the recommended information is being analyzed. Some of the items currently being analyzed are the degree to which users view the recommended information, and the degree to which the information recommended leads to the actual submission of job applications.
2) Algorithms that recommend job seekers to businesses looking to hire are currently being developed. This service is intended to recommend suitable candidates to businesses seeking to hire new employees.
3) Employment Insurance data is being analyzed to monitor the degree to which job seekers are successfully finding employment at the companies recommended to them, and the degree to which they are maintaining their employment after being hired. Algorithms are also being developed that can recommend jobs with high potential employee retention rates.","The Work is the outcome of collaboration between numerous partners.
1) Interviews were conducted with citizens including job seekers, and business owners, and the information extracted from the interviews was analyzed.
2) Reliable public data and outside data was received from partner agencies and institutions, including government ministries and agencies, and private organizations.
3) Major Korean IT companies were consulted to establish the service’s AI technology and Big Data analysis.","The Work aims to help various job seekers, including university graduates, women with career breaks, and middle-aged people, gain access to more information on the jobs suited to their competencies and ultimately gain employment. The Work also connects companies seeking to hire new employees. For job seekers, The Work provides information in 6 key job-related areas, meaning that job seekers no longer have to separately search for information by visiting individual websites.","Since its launch in December 2018 until up to November 2019, The Work has helped some 7,600 individuals find jobs well-suited to their unique competencies. This number was obtained by tracking the number of job seekers who applied for employment with companies recommended by The Work, were hired, and successfully gained employment insurance coverage. An analysis showed that The Work users who successfully found employment through the service variously ranged in age from their 20s to their 60s. Other analysis showed that while job seekers had previously spent an average of 10 minutes searching for job-related information on other, separate sites, The Work provided the same information within 5 seconds of log-in. In short, The Work reduces the amount of time people spend searching to approximately 1/120.","The success of The Work is based largely on the amount and quality of the data available on the National Job Information Platform for AI and Big Data analysis. To ensure data volume and quality, the platform was initially designed to not only pull data from the KEIS's services, but also from other agencies under the Ministry of Employment and Labor. However, this data was still not enough for the service to provide job seekers with relevant information. Attempts were then made to obtain data from other agencies and institutions, such as government ministries, public agencies, and others, but there were no legal grounds in place for the furnishing of such information. To address this problem, the KEIS and the Ministry of Employment and Labor proposed an amendment to the 'Framework Act on Employment Policy' to allow for the furnishing of data by outside bodies. The amendment was signed into law in April 2019, allowing for outside data to be included in The Work system.","The success of The Work is based on the following:
1) The Work utilizes vast amounts of public data accumulated by the National Job Information Platform. The public data is more accurate than the data, statistics, and survey data collected by private corporations, resulting in data analysis results that are much more reliable.
2) The Work was made possible by KEIS CEO's leadership. An amendments to related laws were implemented by CEO's dedication to allow for the use of external data. The CEO made an effort for organization restructuring as well to ensure the implementation of the service included the operation of a specialized task force and dedicated department for service implementation within the KEIS.
3) The Work is the outcome of collaboration between numerous partners. Opinions were gathered from the Korean people, who are the intended end-users of The Work. Major Korean IT companies and research institutions were consulted on AI technology and Big Data analysis.","The Work can potentially be replicated in and outside of Korea. The public data of the National Job Information Platform will soon be made available to jobs portal network of Korean private sector, allowing the private sector to provide high-quality job services similar to those offered by The Work. The KEIS is currently involved in implementing computerized employment service networks in Asian countries such as Mongolia, Vietnam, and Cambodia through international cooperation programs. The Work has been a topic of keen interest for many of these countries. In the future, the Work is expected to continue to be benchmarked as an example of public employment services by countries around the world.","Data quality is the most important aspect of AI and Big Data analysis. Data quality can be improved through procedures such as data cleansing, which is an extremely important area in the field of data science. If the data used for analysis is poor in quality and has not been properly cleansed, it doesn’t matter how advanced the data analysis method is-the analysis results can still be biased with distorted conclusions. The cost, time, and manpower it takes to identify and correct the results of an improper data analysis are far greater than those needed to correctly cleanse data prior to analysis. Therefore, efforts are needed to secure reliable data and to improve the accuracy of the data input by the user. That is, it is necessary to recognize the importance of ensuring data quality, and to establish effective strategies for data quality control. In order to create value in public services through Big data, it is important to establish consistent objectives, strict processes to guarantee data accuracy, and strategic plans that address the attitudes of the personnel handling the data.","The KEIS is seeking to improve The Work by adding a job competency-based matching algorithm. This improved service is scheduled to begin operation in June 2020. The service will use CVs from job seekers and job openings posted by hiring companies to create a Job Data Dictionary that matches candidates and companies by analyzing job suitability. This is expected to help reduce mismatches between job seeker competencies and the competencies sought by hiring companies, while at the same time improving the efficiency of the labor market and increasing employee retention rates.","a:4:{i:0;s:5:""15602"";i:1;s:5:""15603"";i:2;s:5:""15605"";i:3;s:5:""15608"";}","a:1:{i:0;s:5:""15927"";}",https://youtu.be/CnmK_CZedZo,,
14350,"The Scenario Exploration System",https://oecd-opsi.org/innovations/the-scenario-exploration-system/,12/11/2019,"European Commission Joint Research Centre",Belgium,other,"a:1:{i:0;s:7:""science"";}","The Scenario Exploration System",https://ec.europa.eu/jrc/en/research/foresight/ses,2015,"The Scenario Exploration System was developed to facilitate the application of futures thinking to policy-making originally geared at engaging EU policy-makers with foresight scenarios very easily.
The tool operates as a multi-role board game that makes participants naturally grasp complex opportunities and constraints in a future-oriented perspective. Never before had a tool been able to facilitate the uptake of foresight for policy-making and systemic thinking to such an extent.","European Commission President Ursula von der Leyen wants to put foresight at the heart of European policy-making. This requires not only building foresight capacity in general, but also tools adapted to the circumstances. The Joint Research Centre (JRC) has long worked on foresight and in 2015 it developed the Scenario Exploration System (SES), a foresight gaming system to facilitate the application of futures thinking and the use of scenarios to policy-making. This filled a gap as most foresight work requires time and in-depth engagement, thereby preventing the high-level decision makers who would benefit most from the exercises from participating. From weeks or months, the SES provides in-depth strategic foresight exercises that can be performed in hours.
The SES was originally geared at engaging EU policy-makers easily with scenarios in a structured process. It was designed to help participants, in less than three hours, engage in systemic thinking with a long-term perspective and explore alternative futures on specific issues. Following multiple diverse experiences, the JRC also discovered that the SES has a much broader range of applications. This led to the emergence of small communities of practice around the tool. Successful responses to various requests to apply it beyond its original focus demonstrated the versatility of the SES. Specifically organisers discovered its ability to accommodate a very large array of scenarios to discuss an almost unlimited range of issues. This experience showed that the tool can be used as a platform for futures thinking and that sharing broadly the know-how for the creation and application of new versions would be beneficial to many people.
This experience resulted from running tens of demonstration sessions with very diverse audiences to understand better the strengths and limitations of the tool. This led progressively to participants coming to the JRC with specific requests for application of the SES beyond its original scope. Current estimates are that so far, 2000 to 3000 people worldwide have participated in a scenario exploration session on a wide range of topics and for different purposes (strategic reflection, citizens engagement, reflection on new applications of technologies, discovery of a topic in a systemic perspective, search for ideas, quick screening of solutions to concrete problems, etc.). The JRC are now entering a phase in which spontaneous demand for the tool is slowly picking up.
The course of action was determined on the basis of a clearly recognised need at a moment where organisers discovered the potential of serious gaming. They then engaged with serious gaming professionals in a co-creation process to combine technical competence in gaming with knowledge of content, culture and context on the policy-making side.
So far, beyond EU policy makers, the SES has been used with national policy makers, academics, students, people from business and industry, consultants, teachers, museums staff, children, people from NGOs and associations of many sorts as well as numerous members of the public. The JRC have also been able to engage with high-level decision makers from business (CEO), research institutions (president of science academy) and policy-making circles (Directors General at EU and national level) with positive follow-up.
The JRC are now reaching the point at which a few peer reviewed publications have been published, instructions for use are available in about 10 languages, the tool is available in Creative Commons, instructions for adaptation are available and organisers provide practical support whenever possible, both to train users and trainers and to support the creation of new versions of the tool. The recent exercise on the future of customs provides a test case of how to use the SES optimally in a foresight process for policy at the highest level and opens the door to institutionalisation, especially now that the new European Commission puts so much emphasis on foresight for policy-making. The SES is available as a foresight tool within the EU’s better regulation package. The tool is starting to disseminate and as more people become proficient in its use, the more it is likely to disseminate further. This is especially the case as users discover quickly how easy the SES is to use in spite of the fact that it remains what professionals call a “high-level foresight tool”.","a:6:{i:0;s:3:""217"";i:1;s:3:""220"";i:2;s:3:""354"";i:3;s:3:""181"";i:4;s:3:""615"";i:5;s:3:""623"";}","The Scenario Exploration System (SES) is the first tool that allows people with no experience in foresight to actually use the results from in-depth foresight exercises in just under three hours without any need for preparation and in a way which is truly meaningful to them.
To the organisers' knowledge, and based on the feedback from all the people they have engaged with, nothing comparable was ever used previously in the European Commission and many other organisations.
The SES has the ability to create conversations that are specific to the interests of the user and very concrete while connecting to the 'big picture' and keeping time investment and pre-requisites to a minimum. This is a key characteristic to stand a chance of engaging with high-level decision makers. Another key characteristic is its ability to be applied to any topic. Usually, tools of this kind are topic specific, only usable with the results of one project.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The Scenario Exploration System is in the “implementation” and “diffusing lessons” stage. It is already used to identify problems and opportunities and to generate ideas for action.
One peer reviewed publication has just been accepted by the World Futures Review that presents the lessons from its application in 10 different projects ranging from policy strategy to teaching, passing by finding solutions to waste or mobility issues and citizens engagement on future applications of nanotechnologies.
What is now needed is to scale up its application to make as many people as possible enjoy its benefits, helping more people engage in systemic thinking for the long-term applied to their specific issues of interest.","The innovation was created by two foresight experts from the European Commission's EU Policy Lab familiar with EU policy-making and two experts on foresight and serious gaming from academia. The post-development testing carried out by the EU Policy Lab engaged with people from all backgrounds and profiles in diverse configurations (homogeneous, heterogeneous, with people in or out of their comfort zones, with tests for moderators, etc.). The JRC involve the customers in the tailoring process.","For all the cases that organisers know the SES has been used in:
• Policy-makers: strategic reflection and engagement or testing with their stakeholders;
• Civil society organisations: to structure future-oriented conversations on complex issues;
• Companies: to test business models, find solutions and develop strategy;
• Research: stakeholder engagement and idea generation.
• Teachers: make students learn by applying knowledge in a complex realistic setting or engage students in systemic thinking (from school to Masters level).","In most scenario exploration sessions, the JRC use a standard feedback questionnaire to survey the impressions from the participants. Typically, 70-80% of participants say that the SES has allowed them to think strategically and to engage with the scenarios in an enjoyable way. The same proportion also indicates that they have learned something. However, this is only recording immediate reaction. It is a lot more difficult to measure long-term impact. This can be inferred from the people who have become proficient independent users of the tool or from participants from a long time ago. These numbers are growing and the anecdotal reports are overwhelmingly positive, even if it is difficult to assess the true long-term impact. So far mostly 5 groups of users emerge: teachers at university level, people involved in strategy, consultants, innovative policy makers and foresight professionals. The consultants work mostly for policy-makers, companies or research projects.","The Scenario Exploration System emerged from the desire to overcome a barrier to the uptake of the results of high quality foresight work, which is often perceived as requiring too much time and resources and delivering results which are too general to be applied. At the start, organisers were not able to assess whether the work would deliver anything useful. Once the tool had been developed (after three months), the reaction of the hierarchy was to consider the project ‘completed’ and to move to another project. No space was foreseen to actually start to use the tool. It took a year of informal demonstration sessions to start to actually get a few people interested and to receive the first request for real life application. This got the ball rolling, if slowly. No major setback was experienced, it was more a general scepticism and cultural barriers. Sometimes, sessions had to be organised by stealth otherwise people would not have come.","What is needed is perseverance, adaptability and imagination to find the best way to be useful, plus a little bit of freedom to get the space to experiment.","This being a tool, there is not so much need for replication. What is needed is dissemination and training of users so that they can become actors of further dissemination. The success of this innovation has led to most foresight projects in our team to also develop serious games.","Listen to your customers
Be solutions oriented
Know your stuff
Prototype and experiment
Dare",,"a:7:{i:0;s:5:""14381"";i:1;s:5:""14382"";i:2;s:5:""14383"";i:3;s:5:""14384"";i:4;s:5:""14386"";i:5;s:5:""14387"";i:6;s:5:""14390"";}","a:4:{i:0;s:5:""14393"";i:1;s:5:""14394"";i:2;s:5:""14395"";i:3;s:5:""14396"";}",https://www.youtube.com/watch?v=WubbAIc3VkA&feature=youtu.be,https://www.youtube.com/watch?v=kJNujoRpfVg&feature=youtu.be,https://www.youtube.com/watch?v=af9_YoYA8TM
14356,"An official shadows an entrepreneur",https://oecd-opsi.org/innovations/official-shadows-entrepreneur/,19/02/2020,"Ministry of Economics of Republic of Latvia",Latvia,central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","An official shadows an entrepreneur",https://ierednieno.org/,2019,"We often hear stories about the interpretations of laws and attitudes of public institutions. This year in Latvia for the first time the initiative “An Official Shadows an Entrepreneur” was launched, allowing for the public servant to broaden his view and “step into entrepreneur's shoes” to evaluate how the regulation is applied in practice and what requires further improvements. The initiative promotes a dialogue between the state and the business to reduce the administrative burden.","In order to respond effectively to the administrative burden reduction measures, the #GovLabLatvia Public Administration Innovation Lab created by the State Chancellery developed the “An Official Shadows an Entrepreneur” initiative. In the public space, we often hear stories about the interpretations of laws and attitudes of public institutions.
During the initiative, the entrepreneur had the opportunity to receive advice from a government as well as get feedback on how to solve the problem. The entrepreneur was also able to encourage the necessary improvements in regulation, thus becoming involved in the process of drafting and improving Latvian and European Union legislation.
Officials, on the other hand, had the opportunity to evaluate the performance of the regulation created directly with the end user, thus improving the outcome of their work. It was an opportunity to gain new experience, broaden horizons, ""step into the shoes of an entrepreneur"" and evaluate how the framework is being applied in practice and whether it needs further development. It will also further strengthen the application of the ""Consult first"" principle, which has been introduced in Latvia since 2017, to facilitate a dialogue between the state and the entrepreneur to reduce the administrative burden.
For communication with the public, a website was set up to cover all the details of the initiative and how to apply. In the application forms, the entrepreneurs indicated the specific area they wish to address, thus also indicating the public authority or official they wish to welcome at their facilities. The entrepreneur indicated in the questionnaire the urgent problem that needs to be addressed in order to improve the business environment, as well as the good practices implemented in the company, which he or she would recommend to implement for the improvement of the public administration processes.
The initiative happened on the September 16, 2019, with 35 entrepreneurs and 99 officials from 30 public administrations.
This initiative is an event that allows an official to look around himself and to conclude that each job has its own side and hard comings, both entrepreneurs and public officials have similar needs, only the point of view is different. The “An Official Shadows an Entrepreneur” initiative is a great opportunity to look at what the institution has done right: what works, helps and is useful to the entrepreneur on daily basis. It also shows where we are not as effective or what we could do better. An open dialogue between public administration and entrepreneurs is the key to a more successful business environment. The “An Official Shadows an Entrepreneur” initiative has opened the door to a wider range of contacts and feedback from entrepreneurs on various public administration decisions and day-to-day activities. This initiative will be continuously implemented also in 2020, possibly expanding it in the future, in order to live in the business culture environment and serve as a good example for cooperation of public administration and entrepreneurs also outside Latvia.","a:5:{i:0;s:3:""257"";i:1;s:3:""302"";i:2;s:3:""612"";i:3;s:3:""613"";i:4;s:3:""354"";}","The Ministry of Economics is the leader of positive changes in Latvian economy and public administration. With the participation of the State Chancellery in the Public Administration Innovation Lab for Reducing Administrative Burdens #GovLabLatvia, an initiative “An Official Shadows an Entrepreneur” was developed. So far, officials have met in workshops, conferences, and other major events, both individually and with entrepreneurs, and this initiative is another format for dialogue between the state, the civil servant, the business community and society as a whole.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The pilot project of the initiative has been realised during the year of 2019. Ministry of Economics is now at the stage of assessing the initiative outcomes. An initiative assessment questionnaire has been developed for both entrepreneurs and public officials to effectively assess the effectiveness of the initiative and, if necessary, to improve it.
The initiative also has led to some additional work, where during the preparation phase it was decided that a public storage of the challenges and proposals submitted by business operators has to be developed, so that national public authorities can track and solve entrepreneurial issues and take over the good practices. The initiative is an excellent basis for improving the entrepreneurship environment in Latvia.","In the Public Administration Innovation #GovLabLatvia set up by the State Chancellery initiative “An Official Shadows an Entrepreneur” has been developed. The Latvian Chamber of Commerce and Industry and the Latvian Employers Confederation are business representative organizations that have successfully attracted and engaged entrepreneurs in the Initiative. In addition, the Junior Achievement Latvia Foundation supported the Initiative with several public events and the involvement businesses.","35 entrepreneurs applied for participation within the Initiative, with a total of 99 public officials from 30 institutions.
The winners were both the entrepreneurs and government employees. The entrepreneurs had the opportunity to find out in person the issues they were interested in and to use the experience and knowledge of the public official. In turn, the official had the opportunity to validate the results of his work and gain new experience.","The Initiative was followed by an evaluation through questionnaires to verify the initiative's success and to hear further proposals. 30 entrepreneurs and 57 officials completed the evaluation questionnaires. The results show that the idea of the initiative was successful. This is one way of bringing public administrations closer to business, promoting mutual understanding and cooperation, as well as having the opportunity to learn about problems and try to work towards reducing administrative burden. Entrepreneurs found the initiative very useful, especially as it offered to welcome officials from different institutions at the same time, which helps to solve problems faster.
From now on, the concept of the initiative will be strengthened as an annual event to improve the business environment. In 2020, broader PR activity will be developed, therefore, it is planned to attract more entrepreneurs who will invite public administration employees.","Entrepreneurs are often afraid of public administrations, especially supervisors, so initially there was a concern that not enough entrepreneurs would apply, but with good PR everything was resolved.
Given that the Initiative only came to life in 2019, there is no system in place for addressing officials, selected by entrepreneurs and then communication between the entrepreneur and the official. As a result, the Initiative's employee sent e-mails manually, which significantly extended the duration of the communication.","Most important part was the support of the senior management of the Ministry of Economics to ensure a successful implementation of the Initiative`s pilot project. It is very important that the management addressed other public institutions, presenting the concept of the initiative and thus motivating public officials to become more open and cooperative. The Initiative collaborators and partners were also actively involved in developing the Initiative's website, application form and PR activities.","The concept of the Initiative is inheritable, by fully taking over or adapting to the needs of other countries. It can also be taken over by municipalities, with their employees shadowing local entrepreneurs. With a slight reduction, the initiative can be turned the other way around - the entrepreneur goes and shadows a public official. Similarly, by reducing the concept of the Initiative, it is possible for one public institution to shadow the work and public officials of another public institution to improve co-operation and facilitate faster flow of documents.","As one of the factors that strongly stimulates economic activity and the competitiveness of the Latvian entrepreneurships is the business environment, which leads to the fact, that the focus has to be aimed towards the improvement of such. One of the main success of the initiative is the fact that its goals remain up to date within the national framework. The initiative provides high added value, because mutual communication can create trust, which is so necessary for the productive cooperation. The state needs innovation and knowledge-driven entrepreneurs, where the state's priority is to create an understandable and motivating business environment.
As the result of this initiative, various stakeholders have already gained a valuable information for the further use as well as have changed their mind about the functioning of the regulatory authorities and became more open towards the further collaboration.",,"a:7:{i:0;s:5:""22252"";i:1;s:5:""14901"";i:2;s:5:""14902"";i:3;s:5:""14904"";i:4;s:5:""14905"";i:5;s:5:""14906"";i:6;s:5:""14907"";}",,,,
14362,"The Tree of Truth",https://oecd-opsi.org/innovations/the-tree-of-truth/,10/11/2021,"Statistics Estonia",Estonia,central,"a:2:{i:0;s:11:""information"";i:1;s:7:""science"";}","The Tree of Truth",https://tamm.stat.ee/,2019,"The tree of truth project was called to life in the beginning of 2019 together with Estonian main government office. We tried to solve the problem of how to display the 135 most important indicators of Estonian life to express the health of Estonian society.","The Tree of Truth represents the 135 most important indicators, as defined by the Estonian main government office, and which originated from 3 different government development plans:
1) Estonian current development plan goals for 2020
2) Estonian long term development plan for 2035
3) Sustainable development goals
Every leaf represents an indicator, and therefore together showing the health of Estonian society:
- Green leaves show that everything is OK with the indicator - the value is positive or it has a positive trend;
- Yellow leaves show that the indicator is stable or has not yet moved towards an expected value;
- Red leaves show that something is wrong or the trend of the indicator is clearly negative.
If you click on a leaf, there emerges more detailed information for each indicator, explaining the value and showing the values from the past periods to compare.
The Tree of Truth is a customized platform, which was designed to meet the needs of Statistics Estonia. We wanted to show the 135 indicators in a one single view to visualize the health of Estonian society: the greener the tree, the better we are doing. As the Tree of Truth is an oak tree, it is important to mention that the oak tree is Estonia's national tree.","a:2:{i:0;s:3:""609"";i:1;s:3:""194"";}","Statistics Estonia is not aware of any similar solution among other public authorities, neither in Estonia, nor anywhere else in the world. The design of The Tree of Truth is unique and has been welcomed very warmly in the Nordic Statistics meeting (August 2019 in Helsinki) and in the EU Dataviz conference in Luxembourg (November 2019). While launching in October 2019, the President of Estonia gave the opening words.
","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","The project was launched publicly on 7th of October 2019. It is the 1.0 version of the solution and at first only in Estonian language, but the full English version was released in January 2020.
","The concept and indicators where developed with Estonian main government office. The designer and developer was Estonian company Optimist.","The Tree of Truth has been called to life to provide information and true knowledge for all Estonian citizens.","The launch on 7th of October was published within all of Estonia's most prominent news sites and welcomed very positively among Estonians. It has got a lot of feedback in terms of indicators shown. Visualizing data helps to understand it in a more comprehensive and accessible way. An official client feedback tool can also be found online. Based on public feedback and user experience analysis we have defined the 2.0 version of the project and implemented it in 2020. ","The project on the whole has been a success, however the short development time of the back-end side means that we still have quite a lot manual work to update the indicator values. Later in 2020 (with versions 2.0 and 3.0) we want to move towards full API connections with our main public database.","'- Strong will and belief that the project will succeed (the idea came straight from top management and the project had the top managers support all the way)
- The infrastructure offered by the Government Cloud project, which offers flexible and quick cloud solution for hosting (we didn't use our main IT partner for this project)
- Strong external partner for the design and development work
- Strong marketing and communication to reach to all Estonian people","The innovation is quite new so it's yet hard to describe or evaluate the replication possibilities. However the solution itself might be fully replicable of course. ","1. It is crucial to get the top management's support for an innovation to succeed
2. The first design drafts might not be the perfect product to visualize 135 indicators, but an iterative approach allows the product to slowly develop, while taking user feedback into account
3. The cooperation with the main government office might turn out to be an innovation for both sides - for the country and for Statistics Estonia",,"a:2:{i:0;s:5:""15118"";i:1;s:5:""15117"";}",,,,
14415,"BizLab Academy and Alumni program",https://oecd-opsi.org/innovations/bizlab-academy-and-alumni-program/,12/12/2019,"Department of Industry, Innovation and Science",Australia,central,"a:1:{i:0;s:12:""public_admin"";}","BizLab Academy and Alumni program",https://www.industry.gov.au/government-to-government/bizlab-academy,2018,"We created the BizLab, Human Centred Design (HCD) Training Academy to develop skills public servants will need for the future and create a citizen-centred culture in the Australian Public Service.
This is not just another training course.
We not only train participants in HCD tools and techniques, but we make that learning stick with our unique Alumni support system","Citizen expectations of government services are at an all-time high, and yet citizen trust of governments and institutions are declining.
In order to rebuild trust in government and serve our citizens better, we need to understand our clients what they need from Government and how they interact with our services.
The team at BizLab, within Australia’s Department of Industry, Innovation and Science, work with different parts of the department to solve wicked problems for the community. In particular we help our colleagues understand barriers that businesses and citizens face when dealing with government.
We employ human centred research, creative thinking and rigorous project management to the work that we do.
While we had been successful in meeting our team’s goal of ‘building the capability of others’ while conducting these projects, we realized that to increase our impact it was imperative to extend our reach beyond the 4 or 5 people who worked with us on projects.
Further to this, we realised that the Human Centred Design (HCD) techniques we use are applicable beyond the scope of this one department’s remit.
To expand our reach and impact we developed the BizLab Training Academy to teach public servants design thinking and the tools and techniques used in Human Centred Design (HCD).
We then back this learning up with ongoing support in our Alumni program, to help people actually use what they learnt in their day-to-day work.
The creators and facilitators of our flagship course are design practitioners that knew that embedding these techniques into everyday work takes practice.
At the outset we wanted to provide an environment where our course alumni had the confidence to apply their learnings and encourage their colleagues to also give it a go.
We have branded this, the ‘multiplier model’. This concept means that we will support people who do our course to spread the word to others and they, in turn, will try some of the techniques; get a better outcome; and continue to work in that way.
Our Alumni support and multiplier model provides a multi-channel communication approach that caters for different engagement preferences
We offer:
Digital support
• Twitter feed and ‘chatroom’ where we share messages about methods and mindsets.
• A newsletter to provide updates and information on upcoming events and activities.
• Collaboration site to share documents and other resources.
Face-to-Face support
• One-on-one mentoring that provides alumni with the confidence to practice their new skills in a timeframe that suits them.
• Network support: making connections between people within the same agency who have completed the course so they can set up their own ‘home’ network and have local support.
• Deep dives and invites special events. Ongoing learning exclusively for our alumni. We provide a series of ongoing learning opportunities to cover techniques and tools that we don’t have time for in the 3 day 1.01 course. This might be a deep dive into journey mapping or a workshop to hear how Standford’s d.school approaches innovation.
Other support
• Tip cards are given to participants as they finish the course. This printed resource acts as a physical reminder of the tools they learned, and provide them a series of templates that we use during the HCD process.
• Train-the-trainer program where we train experienced designers to deliver the Academy training in their own agency. We provide all of the content and resources that we use, allow them to adapt and modify it so that it makes sense in their own agency and supports them to deliver the training as required.
We are well on the way to achieve our vision of embedding a citizen-centred culture within the Australian Public Service.","a:7:{i:0;s:3:""181"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:3:""623"";i:4;s:3:""303"";i:5;s:3:""613"";i:6;s:3:""335"";}","The support we provide our participants after our training course is what sets us apart from other training and makes this program innovative..
We’ve all been to training courses where we’ve walked away with a lot of good intentions to do things differently, only to find we fall back into our old habits when we return to our desks. By staying in touch with our Alumni and providing support when and how they need it, we have seen that they are using their HCD skills in a variety of ways and making an impact.
We have had alumni:
• facilitate workshops to better understand problems;
• hold conversations with their colleagues to ensure clarity about their primary and secondary stakeholder;
• create journey maps to better understand their clients’ experiences with their services;
• interview users to understand their barriers and pain points; and
• conduct projects end-to-end using HCD techniques.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","We have delivered training to over 500 public servants since launching in May 2018. The trainers we have trained, have adapted the content and format to their own agencies and have in turn trained an additional 2,100 staff. Each time we run the training, we seek feedback, review the session and iterate the content as required.
Our main success measurement is that we no longer need to advertise new training dates. Word is spreading and we are regularly booked out 2-3 months in advance.
We have a number of Alumni success stories where they have applied their new skills with great success and we often received feedback that “this is the best training course I have ever been on”.
Our future plans include an online component, delivery via a virtual classroom and further deep dives for more experienced designers.","When developing the Academy program we collaborated with other agencies and educational institutions to ensure the content was compelling and educationally sound.
From the outset, we have shared our content and experience with others so they can learn and adapt our program. We have shared with:
• Australian and international government departments
• OPSI members (toolkit navigator & OPSI blog)
• Apolitical members (online workshop)","Our program is open to federal, state and local public servants. We are focussed on changing the way we engage with the community to ensure we truly understand the people we are designing solutions for
The methodology we teach focusses on the problem from the user’s point of view to ensure the solution supports what they are trying to achieve. Adopting this approach across government would see greater efficiencies, and the policies/programs/services we develop would truly meet community needs","We have delivered training to almost 500 public servants since launching in May 2018. The trainers we have trained, have adapted the content and format to their own agencies and have in turn trained an additional 2,100 staff.
Our main success measurement is that we no longer need to advertise new training dates. Word is spreading and we are regularly booked out 2-3 months in advance.
We have a number of Alumni success stories where they have applied their new skills with great success and we often received feedback that “this is the best training course I have ever been on”.
Our future plans include an online component, delivery via a virtual classroom and further deep dives for more experienced designers.","The course content is case study and experience driven. We incorporate storytelling of projects we have worked on to demonstrate the ways HCD can be used and to highlight outcomes that can be achieved. To ensure these case studies are authentic and relevant, our facilitators are all experienced HCD practitioners.
To keep these case studies up to date and relevant, we rotate presenters onto projects and back again. Initially we did this every 3 months which resulted in instability of content and approach. It was difficult to ensure all participants over time were achieving the same learning outcomes as the presenters were adapting the content to their own style and experience.
Since the beginning of 2019, we have adapted our approach. We appointed an Academy lead and made the rotations of BizLab staff 6 monthly. This not only provided the stability that we had been lacking, it allowed us to take a more strategic approach to develop the program.","Currently in Australia there is a push within government to understand the community we serve and how they are impacted by government services. De-regulation and regulation ‘congestion busting’ is a priority for our Government and our Department. In addition there is the commitment and support from our Department’s Secretary who often promotes the program and our approach.
We charge participants from outside of our Department a modest fee on a cost recovery basis. This fee pays for two full time presenters.
Our team sits inside an innovation lab of design practitioners, we supplement our training resources with other BizLab staff so that our facilitators can remain current by undertaking HCD projects within the department and to get a break from facilitation. This allows us to continually bring in new case studies into our course material from the projects we’ve run.","Under our train the trainer program, the training has been adapted and delivered in other Australian Commonwealth departments.
After completing train the trainer, we share all of our course content with the participant and allow them to change and adapt it to meet the needs of their own agency.
As an example of this, the Australian Taxation Office was one of the first agency’s to adopt our program and become a trainer. They have taken our content, developed their own course and have since trained over 2,000 of their staff.
Another example is the Department of Home Affairs, which is one of the largest government agency in Australia. They have adapted the content and added more Agile Methodology components as they are delivering the training to their ICT areas. In the last 12 months, 16 areas from around the department have been trained.
The train the trainer program is available, at no cost, to design practitioners who work in Government","We often share our learnings with others attempting to establish similar learning programs. We have found the biggest learning have come from the continuous support we offer to our Alumni. These include:
• Don’t be singular in your approach. People engage in different ways so having a multi-channel approach is important.
• People are time poor. They have good intentions of staying in touch and practicing new skills, but it takes longer and more effort. This often results in dropping back into their old ways. Keeping the skills and techniques relevant and visible reminds them to continue to try.
• People reach out to people they are comfortable with. Our support system needs to include all of the presenters that we’ve had that may have formed a relationship with the participants. Given this, measuring the time and effort we are investing in our Alumni program is difficult.
• Be realistic about the time it takes to mentor and guide people. This cannot be rushed or you will not get a good outcome. You do however, need to set clear boundaries so expectations are being met.",,,"a:1:{i:0;s:5:""14417"";}",,https://youtu.be/HLNfwgCZ-UY,
14419,"Epic Homes: It’s not about the houses, it’s about the people living in the houses.",https://oecd-opsi.org/innovations/epic-homes-its-not-about-the-houses-its-about-the-people-living-in-the-houses/,12/12/2019,"City of Fort Collins","United States",local,"a:1:{i:0;s:8:""economic"";}","Epic Homes: It’s not about the houses, it’s about the people living in the houses.",https://www.fcgov.com/epichomes,2018,"Tens of thousands of low-to-moderate-income families in Fort Collins live in energy inefficient housing that perpetuate health and economic disparities. The solution, “Epic Homes”, is an integrated, scalable public-private partnership model to “find, finance, and fix” energy inefficient rental properties and document health and well-being impacts. Epic Homes leverages private capital to offer simple and attractive financing for energy upgrades to achieve social and environmental outcomes.","The Problem: Over 46,000 low-to-moderate-income (LMI) residents of Fort Collins live in energy inefficient, rented housing that is harmful to their family welfare, and which contributes to critical socioeconomic disparities in the community.
The Innovation: entitled Epic Homes, is designed to “find, finance, and fix” thousands of energy inefficient properties, benefiting low-to-moderate-income households who rent, while rigorously collecting data to document indoor environmental quality (IEQ), health and well-being indicators. Fort Collins is joining forces with private companies, universities, homeowners and other stakeholders to implement a scalable approach to renovate low-to- moderate-income rental properties, so they are more energy efficient, affordable and healthy. Organisers will demonstrate measurable improvements in health, productivity and quality of life indicators for residents, while also creating other important co-benefits, including new jobs and businesses, private sector investment and lower carbon emissions. In collaboration with the Colorado Energy Office, Colorado State University, efficiency contractors, banks, property owners and tenants, they want to change how people think about energy efficiency in rental housing, and its intersection with health, well-being and equity.
Goals of the Innovation (through 2021):
• Upgraded 360 rental properties (home to at least 230 LMI families), out of 2,000 overall upgraded homes
• Document indicators of home performance and indoor environmental quality that are likely associated with improved health
and well-being for 80 homes
• Savings from 15% reduced energy use and lower utility bills will be available for other family priorities
• 70% of rental property owners will report financing is not a barrier to energy efficiency upgrades
Who benefits from Epic Homes?: Fort Collins are creating multiple benefit streams for a diverse group of stakeholders, including:
- For LMI families (with more efficient, safe and comfortable homes)
- For property owners (improving asset value – their rental property – making their properties more attractive to prospective
renters and reducing tenant turnover, thereby increasing operating income)
- For the City (improved community equity, increased housing stability, reduced energy consumption and carbon emissions, job
and investment creation and documented health and well-being impacts for residents and LMI renters)
- For energy efficiency contractors and partnering businesses (ready customers and embedded project finance via the “on-bill”
option offered by Epic Homes)
How is the innovation envisioned for the future?: From the beginning Fort Collins designed the Epic Homes program for scale and potential replication to other cities in Colorado and across the United States. Toward that end, organisers are working with the State of Colorado Energy Office and the Environmental and Energy Study Institute (EESI) to create strategies, tools and methodologies to help other communities and municipal utilities replicate and incorporate approaches they are pioneering with Epic Homes. Also, in 2018 Epic Homes was selected as a Grand Champion of the Bloomberg Philanthropies Mayors Challenge, a national municipal innovation competition between more than 320 American cities. As part of that award, Fort Collins received $1.1M in prototyping and prize monies and technical support and engagement for three years with Bloomberg Philanthropies. At present, they are raising approximately $7.5M of private-sector capital for the on-bill financing component of Epic Homes, and they estimate that the loan fund may eventually reach approximately $16M, which would allow the funding to become an “evergreen” (self-sustaining) capital stack to support future demand for energy efficiency upgrading of single-family and small multi-family homes in perpetuity.
How their course of action was influenced: Data, evidence and prototyping with LMI families and other stakeholders convinced them that upgrading the energy efficiency of housing could address a host of interrelated community problems, including:
• Poor housing and indoor air quality exacerbate health and well-being disparities;
• A high percentage of low-to-moderate-income residents live in poor-quality rental properties;
• Research shows even modest improvements in indoor air quality can have significant, positive impacts on health outcomes in
areas with relatively cleaner air (e.g. most of the U.S.A, not so much severely polluted cities like Beijing or New Delhi);
• Reduced energy use and lowered utility bills from energy efficiency upgrading is well documented;
• Traditionally, neither rental property owners nor renters have an incentive to invest in efficiency upgrades;
• This sub-optimal outcome is often referred to as the ubiquitous “split incentive”, which Epic Homes helps to narrow;","a:5:{i:0;s:3:""213"";i:1;s:3:""302"";i:2;s:3:""190"";i:3;s:3:""181"";i:4;s:3:""194"";}","The Epic Homes approach is innovative for a number of reasons, including: 1) a unique public-private on-bill financing structure that leverages the deep borrowing power of local government to benefit residents with attractive, easy financing; 2) committed engagement between government experts and private businesses that ensures high quality outcomes; 3) collaboration with University partners to rigorously collect data and document potential benefits; and 4) builds on a decade of residential efficiency program experience and success.
That said, at its core we believe the Epic Homes approach is ground-breaking because it successfully reframes the conversation away from complex technical topics, such as “energy efficiency” and “building performance”, into more resonate themes of “equity”, “health” and “well-being” that broadly connect with residents at an intrinsic, emotional level; hence the program tagline “It’s not about the houses, it’s about the people living in the houses”.","a:1:{i:0;s:14:""implementation"";}","As of this submission, we're actively implementing the Epic Homes program and have supported the energy efficiency upgrading of several hundred area homes and rental properties. Since July 2018, we've raised approximately $5M in external financing to support the program's on-bill loan fund, including debt capital from large banks, grant monies from the State of Colorado Energy Office, Utility reserve funds and prize money from winning the Bloomberg Philanthropies Mayors Challenge. Recently, the project team also provided feedback to U.S. Senator Jeff Merkley's staff regarding new legislation to extend on-bill financing and related Epic program elements nationally via U.S. State Energy Offices. As of submitting, organisers were also shortly anticipating the formal launch of the Indoor Environmental Quality (IEQ) study with Colorado State University, where they hope to document the potential health and wellbeing benefits of the Epic Homes program, particularly for low and moderate income families who rent.","Fort Collins engaged a broad range of civil society organizations ,universities and other stakeholders in an “idea accelerator” workshop to refine the innovation. They conducted 1X1 interviews with LMI families and worked with rental property owners, banks, hedge funds and impact investors. They investigated: 1) owner willingness to upgrade rental properties; 2) the ability to raise the adequate capital; 3) the interest of LMI families in the potential health and well-being benefits of energy efficient homes.","Organisers expect the following benefit streams:
Residents
• Fewer doctor visits related to poor indoor environmental quality (IEQ)
• Reduced stress
• Improved comfort and productivity
• Reduced utility bills
Community
• Fewer school/workdays missed due to poor IEQ
• Reduced housing instability
• Reduced energy use & carbon emissions
City and Companies
• 17 new jobs created for every $1M invested in energy efficiency
• New businesses started or expanded
• Improved property values for upgraded rentals","Results to date include:
• Over 480 homes completed energy efficiency upgrades in 2019;
• More than $7M in capital raised or in process for Epic Homes on-bill loan fund;
• Innovative IEQ study of rental properties developed with Colorado State University using a mix of specialty and “off the shelf”
environmental quality sensors; and
• Increased City focus on equity, health and well-being.
Future outcomes include:
• Annual deployment of $500,000 or more in on-bill loan capital for rental property upgrades by 2021;
• $2M or more in annual on-bill loan capital deployment for all property types (owner-occupied and rental) by 2021;
• New data that demonstrates additional non-energy benefits for renters, property owners and the community from energy
efficiency upgrades of older properties; and
• Replication of Epic Homes approaches in other cities and states.","The most significant challenges have been related to securing long-term debt capital for the Epic Homes on-bill loan program. Absent federally insured mortgage loans, it’s very difficult to borrow from banks in the United States for more than 7 to 10 years. However, for the Epic Homes program, they need to borrow and re-lend long term money (up to 15 years) to make energy efficiency upgrade projects attractive, particularly for rental property owners who organisers have learned are very cash-flow sensitive. Longer loan terms allow Fort Collins to complete more comprehensive upgrades and offer reduced monthly payments.
One notable failure was the negotiation for most of 2019 with a single regional bank to secure 15-year capital, and ultimately, Fort Collins failed to close a deal due to an impasse on loan stipulations. This failure set them back on project deliverables, and they learned that they need to make faster decisions, including knowing when to move on to other opportunities.","The conditions for success, from the perspective of local government- which are not typically the most innovative enterprises! – include:
• Organizational culture that understands that innovation and failure are simply two sides of the same coin. You cannot have one without the other;
• Physical co-location of work teams from different departments. This leads to organic discussions (in the hallway or over coffee) that build trust, and which fosters the opportunity to develop true collaboration over time;
• Leaders willing to allow bold plans, who can also delegate to (and not micromanage) the teams that must develop and execute the work;
• Willingness to adopt private sector tools, such as rapid prototyping, in order to bring new ideas to development faster, cheaper and with more authentic engagement with residents and other stakeholders; and
• Commit to focus on ideas that can be scaled. If you can create solutions that help your residents AND others, you have an obligation to do so","Fort Collins is engaged with the Colorado Energy Office (CEO) to help replicate the Epic Homes program in up to four other Colorado communities, in collaboration with the Environmental and Energy Study Institute (EESI). CEO is providing a $200,000 grant and a $800,000 low-interest loan to help capitalize Epic Homes. Fort Collins will compile documents and processes for CEO to create an “On-Bill Financing in a Box” tool for replication. CEO has committed to providing an additional $1M in financing capital to four other cities in Colorado (up to $5M in total). Public health leaders in Johnson County, Iowa have also expressed interest in being among the first to replicate the Epic Homes program in that state. Lastly, technical expertise necessary for Epic Homes also exists in the three other cities in Colorado which jointly produce and deliver electricity in collaboration with Fort Collins, and those cities are the most likely next partners for replication.","1. Create a team that can articulate the VISION behind the idea, and then give potential stakeholders the opportunity to support
the mission to achieve the goals.
2. Tell them the WHY upfront. Organisers found that folks really wanted to understand the motivation behind why it was so important to
""find, finance and fix"" energy inefficient rental properties for LMI residents. They needed that before they were willing to
become part of the HOW.
3. Make it about the people. Someone asked singer / songwriter Bruce Springsteen once ""Why do you write so many songs about
cars?"" He responded, ""I don't write about cars, I write about the PEOPLE in the cars"". Make your effort about the people first,
and other benefits, second.","Organisers say that they are still learning, experimenting and iterating their Epic Homes model. For them, innovation is most definitely a journey, not a destination.",,"a:3:{i:0;s:5:""14430"";i:1;s:5:""14431"";i:2;s:5:""14429"";}",,https://youtu.be/NjQ0Tr6bp-A,
14554,Suomi.fi-e-Authorizations,https://oecd-opsi.org/innovations/suomi-fi-e-authorizations/,12/12/2019,"Population Register Centre (from 1st of January 2020 called Finnish Digital Agency)",Finland,central,"a:1:{i:0;s:11:""information"";}","Suomi.fi-e-Authorizations ",https://www.suomi.fi/e-authorizations,2016,"Finland is the first country in the world to allow its citizens to manage digital mandates and act on behalf of another person or organization in digital and physical services.
Mandates are provided with Suomi.fi-e-Authorizations, which is free to use for public, private and third sector service providers and end-users in Finland.
The service is built and shared as an open-source and can be utilized by other countries and organisations to provide similar e-Authorization-solutions.","The ability to act on behalf of another legal entity in digital services does not only increase digital productivity, but also enables to bring those who are not able to use the digital services by themselves to the helm of digital services.
Suomi.fi e-Authorizations provides mandates for all possible business cases and scenarios as well as their use cases, depending on which services the mandate is being used for.
Mandates are provided either by base registry-based checking of a person’s authority, or from a unique Mandate Register. The Mandate Register is based on so called Mandate themes (currently approximately 200 different themes available), which are defined nationwide jointly with the service providers of different areas (for example, Health sector). Citizens are then able to grant mandates in Suomi.fi-service on matters regardless of service provider and the digital service itself. The development of the new mandate themes is on-going national process.
The end-users benefit quickly from the fast-growing number of digital (and physical) services allowing them to mandate other citizens and organizations to use digital services on behalf of them. The Finnish citizens have already created nearly 4 million digital mandates in less than two years and there are over 2 million authorization queries per month (December 2019).
For service providers (currently nearly 1000 organizations) using the Suomi.fi-e-Authorization, the service brings significant cost savings. For example, The Social Insurance Institution of Finland (KELA) has estimated that getting citizens to mandate others to use their digital services instead of visiting service locations saves up to 6-8 euros / visit, thus creating major savings just by allowing the end-users to move to digital services also when the end-users cannot use digital services themselves.
Upcoming features in 2020-2021 include for example support for cross-border authorizations (within EU-countries) and support for new base registers (associations and trustees).
Suomi.fi e-Authorizations is developed with scalable agile methods (based on Population Register Centres Lean Digitalization Framework) and adapting the principles of user-centric design. Suomi.fi e-Authorizations -service is fully open source and available at GitHub (https://github.com/vrk-kpa). The service is constantly developed, and the latest source code is frequently published to GitHub.
National legislation makes it mandatory to include e-authorizations to all public sector digital services where citizens could benefit from the possibility to mandate other citizens to act on behalf of them.","a:6:{i:0;s:3:""190"";i:1;s:3:""876"";i:2;s:3:""303"";i:3;s:3:""617"";i:4;s:3:""618"";i:5;s:3:""619"";}","Suomi.fi-e-authorizations is a unique solution in Europe (and even globally) both conceptually and within the legal framework and the use of centralized government funded service for both public and private sector in order to provide better digital services for Finnish citizens.
Suomi.fi-e-Authorizations provides new ways for public and private sector to provide digital services also for situations which previously required travelling to service locations, thus cutting down the unnecessary use of cars, especially in the Finnish countryside where distances are far.
The possibility to create digital person-to-person mandates has turned out to be especially useful inside families and friends. For example, elderly parents can now authorize their children, friends or other trusted persons to pick-up the prescription medicines from any Finnish pharmacy instead of having to travel themselves to pharmacies.","a:1:{i:0;s:14:""implementation"";}","The Suomi.fi-e-Authorizations-service has been developed since 2015 and deployed from 2016. Currently the use of e-Authorizations is growing rapidly and further development is ongoing until 2021.","The service is continuously developed based on lean and user centric model. Service providers (public, private, third sector) as well as citizens are part of the development process through several channels providing invaluable new ideas and needs (online citizens development community, stakeholder workshops, research and end-user testing, testing of the public-beta releases etc.).","Citizens benefit by getting better digital services regardless of service providers.
Public, private and third sector organizations gain major cost-savings while providing better services.
Nationally, the e-Authorizations service speeds up the digitalization of the whole country and is one of the key services enabling the Finnish entrepreneurs to be able to use all public services digitally by 2023, as drawn in current policy statement by Finnish Government.","During 2019 (January-November)
Nearly 1,8 million new digital mandates have been made by citizens in Suomi.fi, summing the total amount of existing digital mandates to nearly 4 million.
Nearly 16 million authorization checks have been made, meaning the same number of users using digital service instead of other service channels (phone, paper post, service locations). This reflects the savings of at least 60 million euros so far this year jointly for service providers.
Service usage has increased approximately 5 % per month during last 12 months and predictions show the same growth rate also in year 2020.
In 2019 Finland took the first place in the European Digital Economy and Society Index (DESI) and excels especially on digital public services. With the creation and successful deployment of Suomi.fi-e-Authorizations Finland became “the first country in the world to allow people to electronically authorize another person to make important decisions for them”.","The biggest challenges with e-Authorizations service are not technological rather than legal.
The fast-growing use of the service brings up new development needs that would benefit the society but require changes in current legislation in order to be deployed. Since the process of creating new legislation is not us lean as the development of the service itself, the benefits do not come in use as quickly as they could.
The Population Register Centre is responding to this gap by having proof-of-concepts, prototypes and test-environments that can be run by limited number of users. This helps legislators to see the functionalities in use and therefore understand easier what kind of legislation changes are needed.","The success of e-Authorizations and all other Suomi.fi-services in Finland is based on the chosen development method, substantial funding, open-source solutions, user-centric design and supporting legislation.
The iterative development, investing to service design instead of technology and the lean agile development model that creates lots of room for innovation have proved to be successful.
The Population Register Centre runs the development by its own staff but procures all developers, designers, testers etc. from the market, and the work is done jointly in Population Register Centre offices.","In general, the solution could be replicated in other countries to provide similar e-authorization services.
In Europe, the new Single Digital Gateway-act requires member states to create a set of cross-border digital services fully digital by 2023.
One key enabler for delivering cross-border digital services in European Union is the possibility to act on behalf of a company and other citizens.
For example, currently Finland and Estonia are already exchanging digital e-prescriptions cross-border, making it possible for Finns to pick up their medicines from Estonia and vice versa. In the future, also the mandates could be delivered in a common cross-border way, making it possible for Finns to pick up their children’s or mandators medicines in Estonia and vice versa.
Since 2019, the Population Register Centre has been involved in a joint pi-lot-project with European Commission and few other member states to define a common model and vocabulary for representation of mandates and powers.","Suomi.fi-e-Authorizations has accelerated the digitization of multiple public and private sector organizations and their services in Finland and proven to provide benefits for its citizens.
The substantial funding, legal framework and the possibility to generate common solutions for both public and private sector centrally are essential.
Also, focus on user-centric, lean, open-source based development has turned out to be successful, at least in Finland.",,,"a:2:{i:0;s:5:""14552"";i:1;s:5:""14553"";}",,https://www.youtube.com/watch?v=Wi9fuqe3GeE,
14620,"Learning Together for Better Public Engagement (Learn4PE)",https://oecd-opsi.org/innovations/learn4pe/,23/06/2020,"Government of Canada (Privy Council Office and Canada School of Public Service)",Canada,central,"a:1:{i:0;s:12:""public_admin"";}","Learning Together for Better Public Engagement (Learn4PE)",https://moodle.nglxp.ca/login/index.php,2019,"Learning Together for Better Public Engagement (Learn4PE) was a pilot initiative designed to build public engagement capacity across the Government of Canada. In its first iteration, participants spent five weeks learning together in English and French, both online and by participating in live sessions with experts. While targeted towards federal public servants, registration was open to all, enabling the exchange of relevant ideas and resources.","The Government of Canada has taken a number of steps to enhance open and transparent government, and to share best practices domestically and internationally. As part of these commitments, Canada published Principles of Public Engagement in 2017. The Privy Council Office (PCO), the central agency responsible for overseeing and reporting on consultations, developed a series of resources to build public servant’s engagement capacity for engagement planning and design, in partnership with a government-wide Public Engagement Community of Practice.
PCO partnered with the Canada School of Public Service (CSPS) to design and deliver Learning Together for Better Public Engagement (Learn4PE). It was developed as a proof-of-concept collaborative learning experience to make these resources more broadly available, and to scale strengthened capacity. Learn4PE invited participants to join in several activities:
1. Attend interactive, live sessions with guest speakers, including public servants from various Canadian jurisdictions, academics, civil society representatives, etc. Facilitators recorded, transcribed, and posted these sessions. Topics included designing public engagement processes, engagement with Indigenous peoples, relationship-building, data and open policy-making, and self-care for public engagement practitioners. English and French sessions were hosted separately with original content, respecting both Official Languages.
2. Explore curated resources and tools, and exchange views, using a cloud-based learning platform.
3. Participate in weekly group activities relating to various elements of the public engagement process.
Initial objectives included:
1. Learning through collaboration: enabling participants to build their own capacity by working through activities and participating in dialogues with a network of peers
2. Building a shared understanding of meaningful public engagement, based on Canada’s Public Engagement Principles (transparency, relevance, inclusiveness, accountability, adaptability)
3. Sharing resources: Material from the Public Engagement team at PCO and others, allowing teams to engage more efficiently
4. Enabling change agents: Connecting across diverse parts of the government ecosystem (including citizens, partners, stakeholders, etc.) and giving them tools
By partnering to design and deliver Learn4PE, both organizations tested new learning environments for public engagement, used new platforms and tools, and invited a broad group of public servants to participate in a new type of learning activity.
We had both direct and indirect beneficiaries. We targeted Learn4PE towards federal public servants, however given the nature of the subject matter, we opened registration to colleagues in other jurisdictions and the general public. Participation included an invitation to take part in weekly live sessions and engage in group activities via an online platform. By definition, meaningful public engagement means that people affected by a particular government policy, regulation, program, or service can share their views, or participate in the design of government initiatives and, as such, benefit from greater capacity.
PCO will publish an additional series of public engagement resources in early 2020, which could be incorporated into a next iteration of the program. We plan on a continued speaker series on public engagement. Finally, a future version of Learn4PE could build on participant feedback, ideas, and resources shared during the pilot, and lessons learned regarding design, facilitation, and technology.","a:5:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""613"";i:3;s:3:""616"";i:4;s:3:""335"";}","Learn4PE demonstrates how governments can prototype and openly iterate. It demonstrates innovation in learning and public engagement by:
1. Using a networked learning format whereby, instead of offering pre-defined course material, public servants learned by actively engaging on public engagement tools and practices. Participants shared their knowledge and experience through group activities, interactive live sessions, and by contributing their own experiences, examples and resources.
2. Building capacity across Canada’s federal public service, and including participants from other jurisdictions, such as civil society and the general public, thus supporting a dialogue on a foundational topic to democratic participation.
3. Designing for user’s varied needs and offering multi-channel activities, such that learners could tailor their type and level of participation to their preferences, and connect with others in a similar position.","a:1:{i:0;s:9:""diffusing"";}","The prototype version of Learn4PE took place in June and July 2019, with final participant materials being submitted in August. Our evaluation (including participant surveys, a participant dialogue, and ethnographic interviews) is complete.
At present, our activity is concentrated in two areas. We are diffusing lessons learned from our prototype, both in terms of the design and delivery of Learn4PE, how our lessons learned might be applied to networked learning initiatives on other topics, and on what we learned about substantive issues relating to public engagement.
Secondly, we are exploring possible next steps. This includes both revisiting our hypotheses and generating ideas in terms of content and delivery formats, and the extent to which we might refine our initial design and delivery approaches, explore other approaches to networked learning, or pursue something entirely different altogether.","Learn4PE embodies collaboration at every level. It developed as a partnership between two government departments, included speakers from multiple jurisdictions and areas of expertise during the live sessions, and made the learning opportunity available to civil society and the general public. To-date, our English and French live sessions have featured academics, Indigenous engagement experts, civil society leaders, and practitioners from municipal, provincial, and federal governments.","By strengthening public engagement capacity at the federal level, and in collaborating with other jurisdictions, people benefit by being able to participate more meaningfully on issues they care about. By working together across federal departments, and with provincial and municipal governments, we established relationships and collaboration norms, paving the way to engage in a more citizen-centric manner. Learners could build on their engagement knowledge and strengthen their networks.","1. We observed significant demand for public engagement capacity building. Our initial goal was 60 participants, and 848 began the course. An average of 294 participants joined each English session, and 25 each French session.
2. Participants connected with one another and learned about their respective public engagement efforts across organizations and jurisdictions. We compiled the resources and tools they shared and made them available to our Public Engagement Community of Practice.
3. We tested new online platforms, specifically Moodle for learning and Evalhalla, an internal AI-based evaluation tool.
4. We surveyed participants at the mid-point and end, and hosted a dialogue on their experiences. In addition, an ethnographer undertook a series of interviews. 77% of survey respondents indicated they learned something useful for their work.","Learn4PE involved a number of challenges:
1. How to create an interactive, collaborative learning experience in both of Canada’s official languages while being accessible to any public servant, working across six time zones.
2. We designed a minimum viable product with the intent to prototype with a small group of 60 participants, and almost 850 individuals began the course. This growth in demand required our small team to find ways to offer learning and technical support for participants, while continuing to facilitate collaboration on the subject matter.
3.Participant interest in our initial live sessions exceeded the capacity of our initial platform. We increased participant spaces fivefold, and posted a recording from the first session.
4. We surveyed participants at both the midpoint and the end to seek their views about their experience. While we intended to treat participants as co-pilots, we also wanted to make sure that the foundational user experiences enabled this.","Building system-wide capacity on engaging the public requires is predicated on several conditions:
1. Clear frameworks to guide the collaborative dialogue. In our case, we published Canada’s Principles of Public Engagement in late 2017.
2. The ability to see a need for system-level capacity-building, and the vision to scale initial resources into a comprehensive learning initiative.
3. Leadership with the ability and interest to resource exploratory work, and unblock barriers that can arise when working in new ways.
4. A multi-disciplinary team with expertise (design, facilitation, IT, and policy) to develop the project and iterate throughout the course.
5. An ability to work transparently, inviting participants to co-pilot the process, recognizing that they would iterate the first run as a proof-of-concept with us.
6. Collaboration frameworks to support project governance and information management across organizations, and in the future perhaps across jurisdictions.","We designed Learning Together for Better PE to contribute to the Government of Canada’s capacity to meaningfully engage the public through the policy lifecycle. Both the approach to networked learning, and the content itself, are highly replicable. Planning for 2020 and a possible full second iteration is still under consideration, and ongoing application of lessons learned includes:
1. Sharing resources provided by participants with our Public Engagement Community of Practice
2. Sharing our design process and experiences with colleagues working in partnership to develop other massive open online learning initiatives
3. Identifying additional topics for further live sessions on public engagement to host in 2020-21
4. Publishing course materials and other public engagement resources for widespread use and as part of Canada’s Open Government commitments.","Learn4PE surpassed our expectations as a proof-of-concept in offering excellent learning for future work on both public engagement, and on collaborative learning design as a means to build broad system-level capacity on new topics.
1. Demand for learning about public engagement: Registration numbers significantly exceeded our projections, and confirmed a strong interest in both the topic and format. While we designed Learn4PE as a prototype, future initiatives will need to include planning to operate at a larger scale from the beginning.
2. Participants appreciated the opportunity to work with colleagues from across the federal public service, as well as from other jurisdictions and sectors. Collaboration opportunities of this type help to work across silos.
3. Combining online learning and live sessions offered participants multiple ways to focus in on their specific interest areas. While most learning for Canadian public servants takes place in a classroom, in a self-paced online environment, or through events, Learn4PE highlighted the interest in participating in new kinds of activities.
4. Recognizing higher demand, and an interest in working with new technologies and tools, we would increase resourcing for both project communications and participant support, particularly on the margins of live sessions. To further the idea of networked learning, this could also include pairing participants or pre-establishing groups to undertake activities together.
5. We focused our initial evaluation design on measuring participant collaboration, however we expanded it to include metrics on user experience in order to quickly improve some technical challenges issues, that helped participants focus on collaboration.
6. Learn4PE helped us better understand participant needs in order to support their work on public engagement, as well as how they engage in a unique learning environment.","We would be pleased to talk further with other government colleagues who may wish to pursue a similar initiative.
Accessing the course on Moodle:
Website: https://moodle.nglxp.ca/login/index.php THEN log in as “guest,”, under “Transferable Skills,” “Public Engagement,” and then “Learning Together for Better Public Engagement”",,"a:3:{i:0;s:5:""15435"";i:1;s:5:""15436"";i:2;s:5:""15437"";}",,https://moodle.nglxp.ca/mod/page/view.php?id=882,https://moodle.nglxp.ca/mod/page/view.php?id=889
14679,"Canada's Smart Cities Challenge",https://oecd-opsi.org/innovations/canadas-smart-cities-challenge/,14/01/2020,"Smart Cities Challenge, Infrastructure Canada",Canada,central,"a:1:{i:0;s:9:""transport"";}","Canada's Smart Cities Challenge",https://impact.canada.ca/en/challenges/smart-cities,2017,"The Smart Cities Challenge is a competition open to local governments across Canada. Launched in 2017 as the federal government’s first prize-based funding program, it invites communities to solve problems and improve quality of life for residents by leveraging connected technologies and data. The Challenge incentivizes communities to approach problem-solving in creative ways by working with residents, building partnerships, experimenting and taking risks.","The Smart Cities Challenge was launched in 2017 as the Canadian federal government’s first major prize-based program and the first to use an outcomes-based ‘pay for success’ funding model. The initiative grew out of a recognition that conventional public sector programs are not often suited to foster creativity, and was inspired by similar international efforts that are encouraging experimentation in key emerging domains like smart cities.
In Canada, the need to incentivize innovation in the smart cities space is particularly salient. Despite the wide range of uses and the high potential to improve the efficiency of community systems, services, and infrastructure, the implementation of smart technologies by many Canadian communities remains in the early stages. Much of the problem can be traced to the constrained resources of municipal governments and an attendant culture of risk aversion that inhibits the deployment of projects. The potential excitement generated by a competition and the large size of the prizes relative to municipal budgets (CAD$50M, $10M and $5M) is a way to quickly grow awareness across the country, jumpstart adoption at the community level and transform Canada into a world player in the smart cities domain.
What does our Challenge look like? Up to three competition rounds will be launched, with up to CAD$240 million in prize money available to be won in multiple, population-gated prize categories. Eligible applicants are municipalities, regional governments and Indigenous communities. Governments are required to start from the ground up by talking to their residents. In a unique twist, project areas are not prescribed and can be in any area in which a persistent problem exists and over which the local government can exercise direct influence – for example, in transit and mobility, sustainability and greenhouse gas reduction in municipal services, population health and well-being, culture and language, safety and security, and economic development. This open scope is deliberate. It allows communities to develop, through open and transparent engagement, locally-tailored proposals that genuinely reflect what matters most to residents. Projects must be ambitious and transformative for the community, and must be shown to be replicable and transferrable to other communities so that all may learn and share in the benefits. And of course, the creative solutions proposed by applicants must clearly leverage data and connected technologies.
Since the smart cities terrain is generally a new area for local governments, participation in the program is characterized as a journey: applicant communities travel through phases of the challenge, beginning with an application preparation and submission process that mandates engagement with community residents and the development of outcomes-focused and measurable ‘Challenge Statements’. After submission, adjudication of applications is performed by an independent jury. Applicants chosen to advance to the finalist phase are awarded with capacity-building grants and continue their journeys with the preparation of final proposals. These proposals are evaluated by the jury, which recommends winners in each prize category on which projects best exemplify the deployment of smart city approaches for the benefit of residents where lasting outcomes are tangible and transformative.
The first round of the Challenge saw a tremendous positive response. A total of 225 communities applied, representing all regions of the country and a wide range of community types and sizes. In June 2018, the Minister named the twenty finalists of the first round of the Challenge, and in May 2019, the four winners were announced: Montreal, Quebec ($50M), Guelph and Wellington County, Ontario ($10M), the communities of Nunavut Territory ($10M) and Bridgewater, Nova Scotia ($5M). The Challenge is also the first to deploy collaborative ‘outcomes-based’ funding agreements, in which the payment of prize money is tied to the ability of winning communities to demonstrate the achievement of outcomes. These communities are currently negotiating the terms of these outcomes-based contribution agreements and will begin project implementation in 2020.
The Smart Cities Challenge seeks positive impacts on two key fronts: 1. Demonstration of success with respect to prize- and outcome-based challenges and their impact on driving results and informing policy approaches, and 2. Participant- and stakeholder-centred goals of success and performance to increase innovation capacity, create and sustain multi-stakeholder partnership and networks, measure positive outcomes (e.g. economic, social, environmental) for participating communities, and facilitate sharing of solutions to other communities.
The next round of the Challenge is anticipated to be launched in mid-2020.","a:3:{i:0;s:3:""178"";i:1;s:3:""190"";i:2;s:3:""181"";}","The Smart Cities Challenge is using a competitive, prize-base funding model as well as nudging a resident-centred approach to smart city technology adoption. In a fast-moving and often confusing space the process for local governments to develop or procure smart city technologies is full of potential hazards. To mitigate against the potential for closed, “technology for technology’s sake” initiatives in which solutions go in search of a problem, the Challenge is using a suite of innovative design elements, including:
• An open scope and requirement for resident engagement at all stages of project elaboration to ensure that the project is rooted in local needs
• A requirement for partnerships that span multiple sectors to ensure project sustainability
• A requirement for openness and transparency so that all may benefit
• Capacity-building funds so that proposal development is well-supported
• A parallel program to build broad community capacity in the smart city space in Canada","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","As an experimental program, the Smart Cities Challenge has the flexibility to change its design in order to test the effectiveness of program elements, improve service delivery and achieve results. In order to ensure a comprehensive analysis, deliberate steps have been taken since program inception to collect and track observations, findings, and lessons learned on all aspects of program design and implementation. Using a wide variety of qualitative and quantitative data sources and drawing upon the feedback and insight of participants and stakeholders, the team is currently formulating recommendations for the design of the next competition, which is anticipated for launch in mid-2020.","The program relies on ongoing cooperation and buy-in from federal departments and central agencies. It also relies on the academic, non-profit and philanthropic sectors who are regularly invited to provide insight and advice on the program’s design and implementation, and who play an ongoing role in its continuous improvement. Communities participating in the Challenge continue to provide feedback on their successes and challenges which are used to optimize program design and implementation.","Program success is due to strong collaboration with partners from multiple sectors. Communities large and small - both governments and residents - are the core users of the program, and the requirement for communities to build multi-sectoral partnerships ensures ongoing buy-in and benefit to stakeholders from all sectors: academia, non-profit, public, private, and philanthropic. Actors from these areas are also implicated in ongoing consideration of the design and implementation of the program.","As an experimental program, findings and lessons learned are gathered on an ongoing basis on all aspects of design and implementation, yielding a rich collection of data. Results so far suggest progress toward success on several fronts, including advancing outcome-oriented public programming, spurring community innovation in the smart cities space, ensuring meaningful resident engagement at all stages, and encouraging multi-sector partnerships.
The first competition saw project proposals covering nearly 20 thematic areas. A majority (55%) of participants reported that the Challenge helped to uncover previously unknown community problems, 52% said that it introduced new players into community planning processes, and 64% reported that their journeys uncovered previously unrecognized barriers to innovation. Among Challenge finalists, 80% established partnerships with multiple sectors (private, non-profit, public, academic and community organizations).","With communities of all sizes and means participating in the challenge, ranging from Canada’s largest cities to rural, remote and isolated communities with small budgets and limited resources, there is evidence to suggest an unevenness in community capacity in several areas, including ability to build sustainable partnerships across multiple sectors and to develop proposals that are ready to hit the ground running.
We have also learned that communities may need more time to develop their proposals, and require more targeted capacity-building guidance and support, particularly in navigation of complex areas like data governance, management, privacy and cybersecurity, and in the development of logic models and measurable performance outcomes.","1. As an experimental program with a small team trying new things in the context of a traditional government department, the program relies heavily on support from departmental partners and senior management.
2. Flexibility built into the program’s unique terms and conditions, including a mandate to track lessons learned and adapt over time, allows the program to actively build on its successes and avoid pitfalls.
3. The active engagement of program stakeholders, including participants and partners in the academic, non-profit, private and philanthropic sectors, allows the program to stay up-to-date on the latest information and experiences in the fast-paced smart cities domain.
4. Openness and transparency built directly into the program’s design allow for a sense of shared ownership of the program both in terms of the experiences and plans of program participants and of its overall lessons learned.","The Smart Cities Challenge is not unique in using prizes to encourage innovation. What is unique is its active avoidance of “technology for technology’s sake”, achieved using design elements (e.g. open scope, weighted criteria, transparency) deliberately chosen to incite governments to build projects from the ground up and ensure that community needs and not those of tech vendors are at the centre of project development. Also unique is the requirement for proposals to be outcomes-focused – starting with the end in mind – with transformative goals driving all areas of the project.
As questions of resident buy-in are particularly compelling in the smart city domain, these design choices have garnered considerable international interest, with other jurisdictions closely watching the longer-term impacts of this approach. It is hoped that these design choices will serve as positive examples of smart city project implementation and be replicated in similar efforts elsewhere.","We have learned that:
1. Communities need more time and more resources to develop proposals, and many require more targeted capacity-building guidance and support, particularly in their navigation of complex areas like data governance, management, privacy and cybersecurity, development of logic models and identification of measurable performance outcomes. Actively boosting the knowledge and capacity of communities to create sustainable, implementation-ready projects will help to ensure that both winning and non-winning projects work, and that they will last.
2. Placing emphasis on resident engagement, an open, uncircumscribed scope, and insisting on openness and transparency are all valuable design principles. With these in place, the Smart Cities Challenge has been able to successfully spur communities to meaningfully engage their residents in the ideation and design processes and has motivated them to develop innovative and strong proposals. Remaining open and transparent while actively leveraging the will of residents seems to create a spark that springs communities into action.
3. Despite being a competition, the Smart Cities Challenge has shown that communities in Canada are eager to share and learn from one another, particularly with an eye to apply replicable smart city solutions to their own communities. With this insight, we have been able to see the broader benefits of a relatively modest and scalable funding program, which has created an opportunity to drive innovation across Canada and beyond.",,"a:3:{i:0;s:5:""16551"";i:1;s:5:""16552"";i:2;s:5:""16553"";}","a:2:{i:0;s:5:""16549"";i:1;s:5:""16547"";}",,https://www.youtube.com/watch?v=4PinStKmPJc&feature=youtu.be,https://www.youtube.com/watch?v=ZpVwqsE-mqU&feature=youtu.be
14716,"The innovation of maritime communication system to improve maritime safety",https://oecd-opsi.org/innovations/the-innovation-of-maritime-communication-system-to-improve-maritime-safety/,18/03/2020,"KOREA COAST GUARD",Korea,central,"a:1:{i:0;s:12:""public_order"";}","The innovation of maritime communication system to improve maritime safety ",,2019,"An innovative maritime communication system enabling:
1. Invisible and unidentifiable VHF communication becomes visible in real time with one click.
2. A ship's past routes and/or frequently navigated routes, which were previously unrecorded, will be made known through big data-based analysis that fully reflects the ship's characteristics and general routing patterns.
3. Invisible voices will be made visible through an automatic transcription system based on voice recognition.","To take an example from the past, the Hebei Spirit oil tanker mass oil spill accident took place in Daesan, Republic of Korea, in 2007, which has been recorded as South Korea's worst oil spill ever, amounting to 12,547㎘ of crude oil. The investigation has revealed that the root cause of the accident was communication failures between the VTS Center and Hebei Spirit which were on different VHF channels (VHF Channel 12 and 14, respectively). Therefore, the communication efforts from the VTS Center in taking preventive actions were not able to reach the vessel.
Another national maritime disaster was that of the Sewol ferry, which took the lives of more than three hundred people near the coast of Jindo in 2014. The ferry was not on the designated VHF channel (Jindo VTS on Channel 68), but was instead on the channel of a different VTS area (Jeju VTS on Channel 12). This caused the delayed actions of emergency response teams and initial critical rescue time was, unfortunately, lost. Such mega-scale casualties did not only happen on Korean domestic waters controlled by VTS Centers; it has been reported that 19 out of 46 cases (22%) were caused by “no response” from the vessel on VHF communication.
The significant problems identified through past marine accidents raised a series of ""what if"" questions such as ""what if VTS operators were able to identify that Sewol ferry had not been on the right VHF channel in advance?"", ""what if requests to stand by on the right channel had been able to be made?"", and ""what if the first rescue assistance request had been made to the right VTS Center or Jindo VTS?“
These questions have been further expanded to consider the prevention of any possible systematic failure and even human errors caused by VTS operators, by asking ""what if there had been a system to give a warning alarm to a VTS operator when Sewol ferry had altered her course by a big angle within a very short period?” and “what if there had been an automatic VHF voice communication logbook to record all of the verbal pieces of evidence exchanged in the worsening navigational situation for further investigation?”
To address the issue, systematic or hardware changes had been continuously made, specifically in terms of organisational reforms, the expansion of VTS services to cover a more extensive national waters, and reinforcement of education and training. However, the innovation and advancement of the VHF radio system still did not see any remarkable progress.
With these efforts, highly innovative and reformative actions will be taken as follows:
1) Invisible and unidentifiable VHF communication becomes visible in real time with one click (e.g., the current VHF channel that the other party is on, and the technical status of the other party's VHF radio equipment (e.g., volume and power on/off), which prevents delay in search and rescue response time.
2) A ship's past routes and/or frequently navigated routes, which were previously unrecorded, will be made known through big data-based analysis that fully reflects the ship's characteristics and general routing patterns. This analysis will enable navigators and VTS operators to make prompt decisions by providing information on abnormal patterns of navigation and accident risk sources. This system is far more advanced than the existing one, which only analyses the risk of collision by calculating the speed and direction of the vessel.
3) Invisible voices will be made visible through an automatic transcription system based on voice recognition. This will lighten the cumbersome administrative burden to create accident transcription records requested by media, the national assembly, and investigation agency, for example. Furthermore, a high level of objectivity in transcription can be ensured as the first step of a transparent marine investigation process.
When this project gets a chance to be developed in close cooperation with and supported by the OECD, it will be expected that this innovative high-end technology can be shared with other nations in a highly expedited time frame, and all VHF radio conditions both on vessels and shores can be monitored continuously. Furthermore, the big data-based analysis of a ship's routing pattern will directly contribute to the prevention of marine accidents.
This project was selected as ""Promotion of Public Services through Information and Communications Technologies, 2019”, a position coveted among regional and national government bodies (15 selected out of 142).
As a result, a pilot installation was first conducted at a national level on one VTS Center and 50 merchant vessels.","a:3:{i:0;s:3:""196"";i:1;s:3:""876"";i:2;s:3:""257"";}","The main causes of the maritime disasters recorded in Korea, which were the Heibei oil spill and the Sewol ferry accidents, were “no response” from the vessel on VHF communication. This project has been developed in order to avoid repetition of catastrophes of the past.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";}","This project was selected as ""Promotion of Public Services through Information and Communications Technologies, 2019”, a position coveted among regional and national government bodies (15 selected out of 142). As a result, a pilot installation was first conducted at a national level on one Vessel Traffic Service Center and 50 vessels.
According to the research targeting VTS users, approximately 90% of the respondents agreed that this system is highly required. The pilot test for this project will be completed on December 27, 2019, thereafter, the suggestions for improvement of the system will be made at an international level based on the outcomes of the pilot test.
Last but not least, significant efforts to improve marine communication by raising awareness and generating a consensus have been continuously made at national and international levels. For this purpose, consultation activities for the revision of technical standards for marine radio equipment have been held in the R.O.K.","This project was selected as ""Promotion of Public Services through Information and Communications Technologies, 2019 (Sponsored by National Information Society Agency)”, a position coveted among regional and national government bodies (15 selected out of 142). As a result, a pilot installation was first conducted at a national level on one Vessel Traffic Service Center and 50 merchant vessels.","Once the effectiveness of this project is verified through a pilot test, this innovative system can be distributed into the world by creating new international regulations. By doing so, all stakeholders related to ships’ operations, such as navigators, shipping companies and administration, will benefit from enhancing the safety of navigation.","The results of “The innovation of maritime communication system” include:
1) Invisible and unidentifiable VHF communication becomes visible in real time with one click.
2) A ship's past routes and/or frequently navigated routes, which were previously unrecorded, will be made known through big data-based analysis that fully reflects the ship's characteristics and general routing patterns.
3) Invisible voices will be made visible through an automatic transcription system based on voice recognition.","ㅇ Due to the nature of the project, a considerable amount of time and effort must be spent in establishing a regulatory framework, which will encourage private sector entities to install the system on a voluntary basis.
ㅇ Spending national budgetary funds on the installation would be the quickest and easiest way to implement this, but a large amount of funds must be spent, and a vast administrative burden can be expected, for example, in managing equipment and monitoring the maintenance status.
ㅇ In order to resolve the issues mentioned above, implementing a relevant regulatory framework is recommended both at national and international levels.
ㅇ In this perspective, a pilot test is being conducted in the Republic of Korea, targeting two VTS centers and fifty merchant vessels. Once the effectiveness of this system is proven, the trial to renovate the relevant regulatory framework will be executed.","According to the research targeting 606 respondents, approximately 90% of the respondents agreed that this system is highly necessary for the enhancement of maritime safety. As of submitting, the pilot test is currently demonstrating the checking of the status of the VHF radio project, the analysis of risk of collision, and the automatic transcription of VHF communication. Following the pilot test, it is expected that this system can be distributed rapidly around the world and mandatorily implemented within a regulatory framework. It is expected that the time frame for this would be greatly expedited with collaboration with other governments and organisations from the OECD.","Once the effectiveness of this project is verified through a pilot test and this innovative system can be expanded into the world by the use of new international regulations, all ships and navigators across the world can benefit from the greater chances of ensuring maritime safety and environmental protection by the prevention of marine accidents.","
- The active administrator must possess “a strong belief.” After giving a presentation on this project in the Journal of Navigation and Port Research, Republic of Korea, titled “Enhancement of maritime safety through the display of VHF stand-by channel on AIS equipment,” a private sector entity suggested a large sum of money for the technology transfer and patent acquisition.
- However, a strong belief that “national safety” and “public interest” should be considered foremost in the development of technology, equipment and ideas, rather than the pursuit of economic interest.
- Once the pilot test is completed with success, it is highly expected that this should be extended to all vessels around the world on the basis of the national and international regulatory framework, which ultimately will contribute to the prevention of marine accidents.
",,"a:6:{i:0;s:5:""18949"";i:1;s:5:""18950"";i:2;s:5:""18951"";i:3;s:5:""18952"";i:4;s:5:""18953"";i:5;s:5:""18954"";}",,,,
14756,"Mobile Certified Mail Project: Digital Transformation for Inclusive Society",https://oecd-opsi.org/innovations/mobile-certified-mail-project-digital-transformation-for-inclusive-society/,14/12/2019,"KISA (Korea Internet & Security Agency)",Korea,other,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Mobile Certified Mail Project: Digital Transformation for Inclusive Society",,2017,"‘Mobile Certified Mail Project’ for Public Sector provides an enhanced convenience to the public by enabling real-time visibility after an identity authentication of the recipient. By working with 60 administrations and public agencies involved in national taxes and social insurances, and platform companies that have 96% of South Korea’s population as members, this project contributes to promoting the public right to know and to strengthening social welfare benefits.","Each year, 460 million bills from administrations and public agencies are sent by postal mail to citizens. This uses up too much of the administration's capacity, with the national budget for mailing alone accounting for about USD 170 million.
In Korea, the number of smartphone subscribers is at 96.5% of the population. The country's ICT policy, which promotes a mobile-friendly environment and the 4th Industrial Revolution, has raised interest in the innovation of digitised government for administrations and public agencies, and has prompted the necessity of introducing Mobile Certified Mails for them.
‘Mobile Certified Mail Project’ for Public Sector utilises Korea's electronic document system known as the certified electronic address. It is a private-public collaboration project of private platform companies (Messenger-KakaoTalk, MMS-KT) that have 96% of South Korean population as members, and of administrations and public agencies that have the duty to provide notices on national tax, public insurances, and national pension. Platform companies are designated by the government as a Certified electronic document intermediary to guarantee the credibility of electronic document delivery.
Administrations and public agencies that are required to send out mails have the resident registration numbers (RRN, Korea's Social Security Number) of the recipients, and the private platform companies carry out the authentication process with the Connecting Information. This project identifies the individual, not sending address-based bills, but sending notices through mobile meaning that personal information is needed to identify individual citizens. Connecting Information is an alternative information generated by processing the resident registration numbers through the Identification Service Agency. As such, the utilisation of Connecting Information is essential for the Mobile Certified Mails.
However, Korea's Act on Promotion of Information and Communications Network Utilization and Information Protection, Etc., which regulates the identification-related affairs, has no explicit basis for the Identification Service Agencies to convert the resident registration numbers into Connecting Information without the consent of the individual. Thus, conversion of Connecting Information by administrations and public agencies has not been allowed. In order to resolve this matter, KISA has consulted with various institutions related to personal information, and by utilising the 'regulatory sandbox', the representative deregulation system in Korea, KISA have paved the legal and institutional ways for allowing the conversion of Connecting Information by the Identification Service Agencies for the purpose of ‘Mobile Certified Mails of administrations and public agencies.’
This has led to the innovation of delivering notices through mobile phones, by converting resident registration numbers held by administrations and public agencies into Connecting Information and matching them with the Connecting Information held by platform companies.
The project aims to have the disadvantaged converge into the social welfare system. For example, this project has improved administrative efficiency and the convenience of the citizens along with applying to notices of the basic pension entitlement and to payment notices of the construction workers' mutual benefit fund for retirement.
The innovation of digitised government is in the beginning stages, but all citizens will be able to access information and the innovation will contribute to an inclusive society.
This project has advantages in terms of improving administrative efficiency and enhancing public benefits. The ‘Korea Transportation Safety Authority’, which collaborated with KISA, announced reducing the cost of notification by 67% based on 3 million notices, the processing time by 1/6, and resolving the issue of imposing fines amounting to USD 7 million with preliminary notice of automotive inspection by mobile each year. And through the Mobile Certified Mail Project of the old-age pension claim notice, in collaboration with the National Pension Service, 5 pensioners who have not been identified by postal notice for a long time got help to receive pension benefits.
Now KISA has worked with 60 administrations and public agencies, and about 2.6% of the average annual postal notices of the administrations and public agencies has been electronically delivered. This is in the early stages of the project, but the number of institutions using the Mobile Certified Mails and the circulation volume of mobile notices is expected to increase through the expansion of many organizations that have adopted the Mobile Certified Mails, budget support, and consulting with related sessions to get involved with the project.","a:3:{i:0;s:3:""876"";i:1;s:3:""617"";i:2;s:3:""354"";}","Several similar services had been released using mobile apps, but there are three major differences.
ㅇ Verification of distribution: The service verifies that administrations and public agencies have sent the notices to specific recipients accurately, by using the official electronic document relay system and Connecting Information.
ㅇ Platform neutrality: The service does not cause inconvenience such as the need to install specific apps for every notices, by utilizing the text service of mobile carriers that have 96% of the population as users and KakaoTalk, Korea's number-one messenger platform.
ㅇ User convenience: This service is easy to promote the number of users and the convenience for them because it is not a direct application by the recipient, but proceeds after giving informed consent.","a:1:{i:0;s:9:""diffusing"";}","This project started with the introduction of Mobile Certified Mails in 2017. Afterwards It has provided budget support for the introduction of Mobile Certified Mails in 9 administrations and public agencies until 2019. Moreover, KISA has collaborated with 60 institutions in the introduction of Mobile Certified Mails via a consultation regarding the project.
As of 2019, 260 organizations (cumulative amount) have attended the briefing session to introduce Mobile Certified Mails.
KISA will publicise the performance of Mobile Certified Mails, provide budget of approximately USD 850,000 to institutions that hope to adopt them, and expand the Mobile Certified Mail platform through the app service of Korea's top internet portal operator NAVER.
The expansion of institutions adopting the Mobile Certified Mails will contribute to the public's right to know and convenience, along with the innovation toward digital government through improved administrative efficiency nationally.","This project was created by collaboration between public institutions and private platform companies, and is expanding its influence in major areas such as social welfare and transportation.
ㅇ Collaborators: Public Institutions
- Sending out 460 million mails a year
ㅇ Partners: Platform companies (certified electronic document intermediaries)
- Sending, Receiving, or Relaying the electronic documents
- Designated by the government
- Covering 96% of the population","ㅇ Citizens
- Enhancing convenience
- Inclusive society for the socially disadvantaged such as day workers, pensioners. etc.
- To prevent fines from failing to receive notices
ㅇ Public Institutions
- Enhancing administrative efficiency
- Budget saving
ㅇ Platform Companies
- Creating a new business model","According to a press release by the National Pension Service that introduced the Mobile Certified Mail in 2018, Mobile Certified Mails which amounted to 720,000 in the first half of 2018, expanded about 7 times to 4.96 million in the first half of 2019, and reduced the mailing budget of approximately USD 930,000.
Introduction of Mobile Certified Mails by central administrative agencies is expected to expand as Mobile Certified Mails will be included in the main agenda of Korea's digital government innovation promotion plan announced at the State Council in October 2019. The transition to Mobile Certified Mails of postal notices by the entire administrations and public agencies is expected to reduce the national budget of approximately USD 97 million and reduce fine dust of about 2 tons.
* Savings in mailing budget = {(USD 0.3 in mailing cost - USD 0.08 in Mobile Certified Mail) * 460 million notices}
* Annual amount of fine dust absorbed per A4 sheet: 0.004284g","KISA has found it difficult to persuade this service to conservative administrative officials in terms of transforming the existing processes, and there were limitations for using the project budget and the certified electronic document relay system.
The team prepared the basis for the project with cost-benefit analysis and the basis for promoting Mobile Certified Mails (application for regulatory sandbox for identification information), and in recognition of the performance of the institution that adopted the project as trial, a budget was secured for the promotion of the Mobile Certified Mails system (USD 1.7 million in two years).
In addition, the system has been reorganized so that mobile platform companies can be designated as certified electronic document intermediaries, out of the PC-based environment. A Mobile Certified Mails service promoting environment was prepared.","1) Deregulation system
Since a legal basis for processing the identification information was required for the Mobile Certified Mails, the team has applied for the deliberation of the contents for allowing conversion of the Connecting Information by the Identification Service Agencies for the purpose of ‘Mobile Certified Mails by administrations and public agencies’, through the regulatory sandbox.
2) Expansion of service platform
KISA carried out the system reorganization of the government-designated ‘Certified electronic document intermediary’ so that mobile-based platform companies can provide reliable electronic document distribution services.
3) Diffusion of best practices
KISA has an expectation for the possibility of reducing the national budget and creating social value, continued persuading relevant institutions to improve the conservative environment for promoting the new services over three years, and expanded the number of institutions that have adopted Mobile Certified Mails.","Administrations and public agencies that collaborated with the team operated their own systems or applications, but had inconveniences such as recipients having to install these applications themselves or applying for them.
KISA's service has the advantage that the delivery of public service notices is high by specifying the recipient through the Certified electronic document intermediary designated by the government. It differentiates itself from the various Mobile Certified Mails services on the market in that it can prove the distribution of transmissions and receptions. It also has the advantage that it can be trusted by keeping all the contents in the server of the institutions that have adopted the service, but only delivering the link through the mobile platform.
At present, several public agencies are adopting the services, which can be introduced at any institution with legal basis for notification.
Studies are currently being conducted to expand the service abroad.","Many missions for social innovation, including digital transformation and the proliferation of AI, are given to government agencies like KISA. Before the team went ahead with the project, it thought about what can have great impact to the people, create social value, and increase administrative efficiency. The team searched for ideas using the system it operates. As a result, the Mobile Certified Mails service was introduced based on the Certified electronic document intermediary.
The team has realised the importance of inter-agency collaboration for market positioning of the service. Collaboration is important in many ways, including institutional improvement, pilot application, and expansion of agencies adopting the service. Collaboration with platform companies, institutions that adopt the new service, and with relevant authorities that allow the new system contributed to the spread of this service.",,,"a:1:{i:0;s:5:""18232"";}",https://youtu.be/3ZNTQZkuUmw,,
14858,"The complex approach to technology use for customers: from an Electronic Application System to a Mobile App and Robots",https://oecd-opsi.org/innovations/the-complex-approach-in-technology-use-for-customers-from-electronic-application-system-to-mobile-app-and-robots/,03/05/2021,"Rural Support Service of Latvia",Latvia,regional,"a:1:{i:0;s:13:""environmental"";}","The complex approach to technology use for customers: from an Electronic Application System to a Mobile App and Robots",http://www.lad.gov.lv,2019,"The Rural Support Service of Latvia (RSS) is responsible for the implementation of unified state and European Union support policy in the sector of agriculture, forestry, fisheries and rural development. The project was initiated by the need to reduce bureaucratic burden and help customers to receive support easy, quickly, without mistakes. RSS cooperated with different stakeholders, such as private sector organizations, service providers, clients and professionals from agricultural holdings.","The Rural Support Service of Latvia created a complex system:
-Electronic Application System (EAS): a useful tool for customers to receive support easier and faster. It gives the possibility to submit documents and enter all the data, to follow actual information and individual financial flow;
-Inner technological system solutions: Robot who checks the details of the beneficiaries in the registers; automated processes in the system, for example, the “green corridor”- administration of customer applications for direct payments;
- Usage of satellite images, information from drones in everyday work;
- Mobile Application: all important information for customers in their mobile devices;
- Virtual Assistant: gives advice to customers in 27/7 mode.
The innovation is based on both a targeted use of technology and an integrated view of the problem-solving.
The Electronic Application System (EAS) was introduced in 2009, and since then customers can submit all the necessary information there as well as follow all current activities. 100% of customers use EAS, which reduces the error rate and allows the EAS to pay out support faster. The system also reduces potential errors when applying for EU support to agriculture and rural areas, because in the EAS it is possible to integrate diverse mechanisms to ensure both: cross-checking of data input and verification of the data with other existing data systems. The system helps to promote government efficiency and to accelerate the decision-making process, which in turn speeds up the receipt of services.
The next step was to automate various system processes to proceed with application and information evaluation. RSS started to use satellite images in order to remotely analyze how the fields are managed.
RSS also employs a technological worker, Robot, who checks the information in the registers. This is a big step towards the planned monitoring system in agriculture.
In 2019 a mobile application was launched that allows customers to follow up-to-date information on their devices.
At the end of the year, a virtual assistant will be launched in order to answer customer questions 24/7 on the website.
From this complex innovation, the winners are the customers, with less bureaucracy, more up-to-date information, faster payments, fewer application errors.","a:3:{i:0;s:3:""876"";i:1;s:3:""214"";i:2;s:3:""302"";}","Such a complex approach in the usage of different technologies and tools is innovative in both the RSS itself and in the public administration in Latvia.
It includes a very high degree of electronification, as 100% of all customers use the Electronic Application System, up-to-date information is available in the mobile application, automated processes significantly speed up the payment process and the robot automatically checks customer data in registers, while a virtual assistant gives advises to customers on the website.
Another innovative approach was the way in which RSS converted all customers to using electronic tools. Initially, it wasn’t set by law but was achieved by demonstrating the benefits to society and citizens. It involved a great deal of explanatory work and customer education - going out of the office to help customers understand how to use modern technology and apply for payments. It wasa large-scale communicative work and educational activity.","a:1:{i:0;s:14:""implementation"";}","The innovations are now up and running. Electronic Application System (EAS) is fully functional, customers are able to use Mobile application where all data and current information is displayed, satellite images are used to describe how farmers handle their land and Virtual Assistant IEVA is in the active deployment phase. The Rural Support Service of Latvia innovations have been evaluated both: nationally and internationally (WSIS Prize).
RSS does not stop at implementing the innovation but continues with improving different modules. Additions and enhancements are developed in EAS, reminders are built-in so that customers do not forget to apply for any support. A control module of the Mobile Application will be launched in March 2020, when clients will be able to record their own work results. From January 2020 the Virtual Assistant will give consultations to the public. Internal automated processes are being expanded, and, in order to save resources, Robots are assigned other responsibilities.","The project initiative came from the Rural Support Service of Latvia (RSS), which is responsible for the administration of various support measures for agriculture, rural areas, fisheries, and forestry. The development of the Electronic Application System was made by “Tieto Latvia” Ltd., further cooperation continued with “Autentica” Ltd. Now RSS works together with other state institutions developing system modules also for the needs of the State Revenue Service, for gas filling stations, etc.","In the process of system development, new services were integrated into the system. RSS took into account the ideas of customers (users of the system) about necessary improvements in the system, as well as organized discussions with farmer public organizations - Farmers Federation, Agricultural Organizations Cooperation Council, etc. Non-governmental organizations also have submitted ideas for the improvement of the system.","There are many benefits in having all customers as users of the Electronic Application System (EAS): fewer errors in applications, faster application administration process and fewer documents for customers to fill out, as most of the data is copied and retrieved automatically. Customers receive payments faster.
The Mobile Application allows you to view all current information, including information also from EAS, on smart devices. This allows you to quickly capture and send up-to-date information to the Rural Support Service of Latvia.
The EAS has 70,000 customers, the Mobile Application - more than 3,000 customers, and the number is growing. The use of Robots and robotic processes allows significant savings in human resources and costs.","The biggest challenge was to design the overall system so that it was comfortable and easy to use. This is why the Rural Support Service of Latvia used the AGILE approach - a step-by-step approach, so that good solutions can be found in a timely manner. Initially, the first solution of the Electronic Application System was completely rebuilt in 2007, because it did not meet customer requirements. The implementation of the project required training of employees and change of their mind-set so that implemented solutions were customer-friendly.
Great effort was made towards information work for customers, such as face-to-face consultations in small Latvian parishes and organization series of seminars.","A professional innovation-oriented Rural Support Service of Latvia (RSS) team with a common goal - a client-oriented approach - played a major role in this success.
The aim was to replace the paper mountains with a convenient system. This required a change of mindset among the employees themselves. RSS management played a huge role in setting strategic goals and motivating the team.
Great support was provided by companies that designed the system - Tieto Latvia Ltd., as well as Autentica Ltd. The satellite images came from the European Space Agency. Tilde Ltd is involved in the development of the Virtual Assistant. Collaboration is another cornerstone of success and a positive outcome.","The complex approach and use of technology demonstrated by the Rural Support Service of Latvia can be used by any other institution. Customer motivation and education, as well as the openness of the employees, are important. It is essential to remember that the most important thing is the human user themselves, but that technology is there to help with different activities.","There are some key principles the Rural Support Service of Latvia (RSS) always take into account when developing a complex system:
- take into account the ideas and wishes of clients – people who might have opinions about a particular service (“you have to know what they want”);
- best approach how to introduce new services or ICT tools is to do it step by step (“not to frighten clients instantly with many updates”);
- make consultant and educational modules to help clients (“be ready to explain and inform clients many times – their knowledge, skills and attitudes level is different”).
The ultimate goal of RSS was to achieve full digitization of their services so that no more paperwork is involved and all exchanges of information between RSS and their clients takes place only in electronic form. It required necessary changes in legal acts, IT systems and thinking of both their employees and farmers.
Not all clients are computer friendly so there is full technical support provided from the RSS during the process of the application process for aid, to allow also, for example, elderly farmers to benefit from being part of the electronic application process.","The aim is to maximize the number of electronic public services provided for farmers, which are related to agriculture and rural support payments. The use of the complex approach of different technologies allows reducing the potential errors when applying for EU support to agriculture and rural areas.
The system helps to promote government efficiency and to accelerate the decision-making process, which in turn makes faster receipt of services and information exchange.",,,,https://vimeo.com/130849368,
15162,"Using street imagery and crowdsourcing internet marketplaces to measure motorcycle helmet use in Bangkok, Thailand",https://oecd-opsi.org/innovations/using-street-imagery-and-crowdsourcing-internet-marketplaces-to-measure-motorcycle-helmet-use-in-bangkok-thailand/,15/12/2019,"McMaster University",Thailand,central,"a:3:{i:0;s:6:""health"";i:1;s:12:""public_order"";i:2;s:9:""transport"";}","Using street imagery and crowdsourcing internet marketplaces to measure motorcycle helmet use in Bangkok, Thailand",https://injuryprevention.bmj.com/content/early/2019/03/04/injuryprev-2018-043061,2019,"Measuring motorcycle helmet use is critical for countries to target enforcement and measure the impact of new laws for road safety for motorcyclists. Current methods to measure helmet use are time-consuming and costly and involve roadside observation and review of hospital records. This novel method, using street imagery and crowdsourcing internet marketplaces, has the ability to revolutionize how this life-saving intervention is measured by dramatically reducing time and cost.","Introduction: The majority of Thailand’s road traffic deaths occur on motorised two-wheeled or three-wheeled vehicles. Accurately measuring helmet use is important for the evaluation of new legislation and enforcement. Current methods for estimating helmet use involve roadside observation or surveillance of police and hospital records, both of which are time-consuming and costly. Our objective was to develop a novel method of estimating motorcycle helmet use.
Methods: Using Google Maps, 3000 intersections in Bangkok were selected at random. At each intersection, hyperlinks of four images 90° apart were extracted. These 12 000 images were processed in Amazon Mechanical Turk using crowdsourcing to identify images containing motorcycles. The remaining images were sorted manually to determine helmet use.
Results: After processing, 462 unique motorcycle drivers were analysed. The overall helmet wearing rate was 66.7 % (95% CI 62.6 % to 71.0 %). Taxi drivers had higher helmet use, 88.4% (95% CI 78.4% to 94.9%), compared with non-taxi drivers, 62.8% (95% CI 57.9% to 67.6%). Helmet use on non-residential roads, 85.2% (95% CI 78.1 % to 90.7%), was higher compared with residential roads, 58.5% (95% CI 52.8% to 64.1%). Using logistic regression, the odds of a taxi driver wearing a helmet compared with a non-taxi driver was significantly increased 1.490 (p<0.01). The odds of helmet use on non-residential roads as compared with residential roads was also increased at 1.389 (p<0.01).
Conclusion: This novel method of estimating helmet use has produced results similar to traditional methods. Applying this technology can reduce time and monetary costs and could be used anywhere street imagery is used. Future directions include automating this process through machine learning.","a:6:{i:0;s:3:""194"";i:1;s:3:""221"";i:2;s:3:""623"";i:3;s:3:""612"";i:4;s:3:""354"";i:5;s:3:""619"";}","This study presents a novel method of estimating motorcycle helmet use in Bangkok, Thailand. Using a combination of GSV
and Amazon’s Mechanical Turk, we were able to estimate motorcycle driver helmet use as well as obtain additional information on helmet use based on the type of road traveled, and whether the driver was a taxi driver. This method presents both a cost and time savings compared with traditional methods and could be applied to any region where street imagery is used. This is important considering the number of regions globally without helmet use data.","a:1:{i:0;s:9:""diffusing"";}","Recently we published our work in the top injury journal, BMJ Injury Prevention (see attached). We are now actively exploring methods to further reduce the time and cost of this methodology by replacing Amazon Mechanical Turk workers by an artificial intelligence system.","This project involved two public health researchers, a computer scientist and a biostatistician. The idea was developed after seeing the enormous problem of helmet use data under-reporting around the world, and actively working on projects where the methodology of helmet use counting was slow (years) and costly. Our small team of 4 individuals was able to develop this entirely new methodology with funding from Johns Hopkins University School of Public Health.","Beneficiaries of this innovation include every Ministry of Public Health around the world, especially in low and middle-income countries. This important data (helmet use) can now be extracted quickly and easily, a task that is too expensive and time-consuming for many countries to do. It can also be helpful to academics and NGOs working to improve road safety in any country where street view maps are available.","Using 12,000 images extracted from Google Street View from September 2001 to December 2016, and then processed by Amazon's Mechanical Turk, we analyzed a total of 462 motorcycle drivers. We were able to determine the overall motorcycle helmet use rate, the taxi driver helmet use rate, and the rates of helmet use by residential and non-residential roads. Overall, the study was successful and we were able to get an accurate helmet use estimate at a fraction of the cost and time compared to traditional methods.","In general, the quality of the images is one significant limitation in Google Street View (GSV). In our study, it is unlikely that a helmet would have been completely missed, however, it is possible that certain types of hats may have been misclassified as helmets or vice versa. GSV is also limited by how frequently areas are updated in the database. Our dataset contained a large range of data from 2011 to 2016 and therefore point prevalence was not able to be estimated. Another limitation of this study is that we were unable to assess the quality of the helmets being worn which is important as substandard helmets can limit their effectiveness. The use of human workers with Mechanical Turk is also a limitation, demonstrated by the large number of false-positive images. This is potentially due to users not understanding the instructions properly as many of these images displayed bicycles. In future research, it would be helpful to do inter-rater reliability testing.","Now that we have demonstrated that this novel technology can work in a large city, this project would truly be a success if we could implement this in multiple countries. What we need is publicity and connections to public health officials in countries who would be willing to implement this strategy. This would be particularly useful in a country that currently has no helmet use reporting capabilities. This World Government Summit will allow us to achieve the global visibility we need to form partnerships and scale-up this innovation. It can be easily replicated in multiple countries.","This innovation has not yet been replicated in other countries, but it would be easy to do so. We focused on Bangkok, Thailand as a pilot project, and now that we have been successful, we can implement the project in any city that is mapped out using Google Street View. We would welcome partnerships with any government, public health officials and road safety NGOs to duplicate the project in other cities and countries.","It is critically important to work with people who have a completely different skill set than your own as they will be able to find solutions to problems you may think are too challenging. For example, for our innovation we collaborated with a computer scientist, who in just a few weeks was able to devise a completely automated process to extract thousands of Google street view images. This is not something we could have done on our own, or would have thought to be possible.","The three goals of the World Government Summit: Global Visibility, Platform for scale, and global movement, are precisely in line with what we need to move our innovative project from a research publication to a fully operational public health initiative at the national level.",,,,,
15178,"Digital Court File",https://oecd-opsi.org/innovations/digital-court-file/,,"Center of Registers and Information Systems",Estonia,central,"a:1:{i:0;s:11:""information"";}","Digital Court File",https://www.youtube.com/watch?v=ToM4IyAPTU8&t=3s,2017,"The Digital Court File is an everyday tool for judges, court staff, lawyers and parties to a proceeding that will replace the paper-based court file entirely. It links hundreds of pages of court files into a single view, and all participants in the proceedings can access the documents electronically. The Digital File can also be used as a tool to make cross-references, add notes and comments, search by keyword, filter documents and export them to your computer.","The Digital File is part of the fully paper-free court proceeding project started at the end of 2017. The Digital File is meant to be an everyday tool for judges and court staff that replaces the paper-based court file entirely. The tool is an application connected to the central case management system the e-File enabling to work with the court file based data that is saved in the e-File, including both documents and metadata.
The e-File is a web-based information system through which everyone can participate electronically in civil and administrative court proceedings, criminal and misdemeanour proceedings, and follow the course of proceedings relating to themselves. Documents in the E-file can be submitted to the court, the police and the Prosecutor's Office, and applications to the bailiff to initiate enforcement proceedings. At the same time, the e-File allows you to find out about the procedures initiated and to see the documents sent.
The Digital Court File can be used in the e-File to access and process procedural documents. It links hundreds of pages of court files into a single view, and all participants in the proceedings can access the documents electronically.
In addition to accessing documents, the Digital File can also be used as a tool to make cross-references, add notes and comments, search by keyword, filter documents, and export them to your computer if necessary. Due to the Digital File it is no longer necessary to print out the procedural documents.
The Digital File gives all the participants in the court proceedings - the court, the participants in the proceedings and the representatives - an overview of the data in the court file at any given time. It binds hundreds of pages of files uniformly into one place. As a result, there is no longer any real need to go somewhere to see the civil and administrative court files. Documents can be accessed anytime online, regardless of your physical location.
In addition to accessing documents, the digital court file can also be used as a tool. By working through these documents, you can make cross-references, add your own observations and comments to the session and, if necessary, display them directly from your computer to the courtroom screen. If there are many documents related to the procedure, the electronic solution also makes it easy to find the necessary keyword, procedure or document and move between hundreds of pages. In this case, the speed of the system will surely be most useful in finding a particular word or note during the session, because the paper files would require a paper-by-paper search.
In addition to navigating one case between different procedures and documents, the case file can also be viewed one by one, as a single document or by filtering only the most important one. If necessary, the document can also be exported to your computer to work without an internet connection. Thus, it is no longer necessary to print out court documents, because the digital file offers the same convenience of making notes as on paper, but in a more modern way - electronic.","a:3:{i:0;s:3:""876"";i:1;s:3:""302"";i:2;s:3:""617"";}","The Digital File gives all the participants in the court proceedings - the court, the participants in the proceedings and the representatives - an overview of the data in the court file at any given time. It binds hundreds of pages of files uniformly into one place making them easily searchable and to work with. As a result, there is no longer any real need to go somewhere to see the civil and administrative court files. Documents can be accessed anytime online, regardless of your physical location.
The digital court file can also be used as a tool. By working through these documents, you can make cross-references, add your own observations and comments to the session and, if necessary, display them directly from your computer to the courtroom screen. If there are many documents related to the procedure, the electronic solution also makes it easy to find the necessary keyword, procedure or document and move between hundreds of pages in an instant.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Since the beginning of 2019 1/3 of all initiated court cases are digitalized. This is the goal that we have been aiming for and have achieved. This is a big and important progress for us and we believe it will continue successfully. By implementing a paperless procedure, it is possible to save funds and the working time of court officials in preparing, managing and transporting a paper file.
The most cost-effective savings on paper-free court proceedings in all civil and administrative matters is from labor costs. For example when the need for transport of paper files between courthouses disappears, the workload for law enforcement officers and drivers decreases by 15%, the available resource can be used to improve the delivery of court documents.
In addition the need for access to the case file on the spot and the making copies of the file documents will be eliminated, the workload of the clerks will be reduced. Also the need for court archives space is decreasing.","Judges and lawyers were involved in the development of the system. The courts were free to choose the cases in which they would agree to test paperless court proceedings. The system will continue to be developed and it will be possible to propose improvements to the system during the pilot project. The coding/programming part of the system development was carried out by the private developing company CGI.","We started a Pilot project in Tallinn Administrative and Harju County Court in September 2017. We found judges of IT interest who gave us the feedback on what needed to be upgraded. The judges also included their Advocates-General. The goal of this project was to test workflows and system and the pilot was a success.
During 2018 we had second administrative court joining the project and more administrative cases were added. Goal for 2020 is for all civil procedures ato be fully digital.","By implementing a paperless procedure, it has been possible to save funds and the working time of court officials in preparing, managing and transporting a paper file. More than 80% of documents are submitted to the court in civil and administrative matters electronically. All documents are printed and added to the paper file (that still exists having legal validity for criminal cases). The Court prepares all documents electronically and more than 80% of these documents are transmitted electronically to the participants in the proceedings by e-mail.
In civil and administrative cases, more than 300,000 documents were filed in 2016 and more than 400,000 documents were produced by the court, making the saving substanial if printing and paper is no longer needed.
The project has also added to our goal of Open and Better access to Justice fo all. All the parties to the proceeding also get an overview of the case and the documents without having to go to court.","Estonian judges said that for paper-free proceedings they need more than case management system offers. Working with large documents requires navigating through different case files, making notes, finding necessary keywords or procedures and going through hundreds of pages etc. So using the digital file you can do all of those things quickly and easily. It’s important that paper free court proceedings enable to reduce printing and archiving costs. Printing paper files, preparing and maintaining them, archiving, and uninterrupted transport between agencies – these are the costs that we were facing before implementing the Digital File. And also these were the costs that we wanted to reduce or lose altogether.
Previously, only the documents that were printed out and bound between covers were considered legal. Our goal was to obtain the same force to the documents in the databases.
In addition to hardware and software changes, it also required changing people's habits and training.","First and foremost , to take include all the relevant stakeholders from the beginning. This will greatly help with chaning the patterns and habits later on and one will face with less obstacles of accpeting a new system. The stakeholder involvement also enables to have the different views right from the beginning and take them into account when developing the system.
Naturally sufficient funds and a sound infrastructure is needed for such a project and high level will to make it happen. It is good to have both working level workgroups and high level steering committee (including also stakeholders) that meets regularly to take the strategic level decisions for the project to move fast.","The Digital File system can in essence also be implemented in other countries. This also hold for our central case management system the e-File that can be the backbone of digital law enforcement in Estonia. However, the Digital Court File cannot function without a supportive system such as e-File or any other court or case managemet informat system that collects data.","The main lessons learned greatly coincide with the conditions for success:
- include all relevant stakeholders from the beginning
- have the high level will/decision to make the project happen
- convey the steering committee (including also stakeholders) on a regular basis to make sure strategical level decisions are taken and accepted by all stakeholders
- start with a pilot/proof of concept","As next steps, we see:
When pre-trial activities such as criminal and misdemeanor proceedings become digital, we will have a complete digital court file. We want to have fully digitalized court files and completely eliminate paper files.
Since we are providing better equipment for courtrooms, we have also the opportunity to start recording the hearings and to better assess the evidence in the digital file. It reduces the working time of the people attending the session, and at the same time all the possibilities for a comprehensive evaluation of the evidence are guaranteed.
Replacing the minuting of the sessions with the recording of the sessions would enable to reduce the working time of session secretaries and the judges, the secretary of the session would be able to contribute to the quality of the contents of the audio file, and savings would also be made on paper and postage.
It would be possible for the Advocates General to reduce the input of metadata into information systems.",,,,https://youtu.be/K3WUzJfhYJM,https://www.youtube.com/watch?v=ToM4IyAPTU8&t=3s
15184,"Disruptive technology for Preventive Geriatric care",https://oecd-opsi.org/innovations/disruptive-technology-for-preventive-geriatric-care/,15/12/2019,"JDC Israel - Eshel",Israel,central,"a:2:{i:0;s:7:""science"";i:1;s:47:""Development of public services for older adults"";}","Disruptive technology for Preventive Geriatric care",,2019,"As we grow old our functional abilities decline affecting our lives significantly. Early detection in old age can prevent/preserve functional decline. Yet the existing solutions to this matter aren't proven as effective enough. JDC Israel, Invisi.care and Tel Aviv municipality are examining a unique product, leveraging existing data accumulated by telecom operators into an inexpensive effective large-scale proactive early detection tool. Enabling a new approach to prevention oriented services.","As we grow old our functional abilities decline affecting our lives significantly. Implications of functional decline can severely affect different abilities, quality of life and even lead to death. Early detection in old age can enable preventive interventions to preserve function and prevent decline. Yet the existing solutions for early detection are complicated to implement on a large scale. Unfortunately, too often interventions are only applied after an incident or acute event. Being able to detect a negative trend before it develops into functional decline\acute event sounds futuristic, but with Invisi.care the future is closer than we think.
Invisi.care is an Israeli start up on a mission to reduce age related avoidable pain, suffering, and expenses. Invisi.care excel in a unique approach of transforming existing non-medical data accumulated by telecom operators into an inexpensive, effective, interaction/hardware free and scalable early detection tool for functional deterioration in older adults. invisi.care's novel seamless, remote monitoring technology approach is based on deep behavioral analysis and revolutionary propriety machine learning and artificial intelligence algorithms, which enables it to identify and predict functional deterioration for early intervention. Early detection of this nature can significantly raise effectiveness of prevention-oriented interventions, resulting in maximizing older adults' potential for healthy and successful aging.
This allows invisi.care to be the first to provide an effective transparent 24/7 function monitoring for older adults without any interruptions to their daily life and virtually zero ""breaking in"" period. The impact on the target market and the industry is enormous - for the first time, an inexpensive population-wide solution is offered that can substantially improve the lives of older adults while reducing the burden for both family caregivers, and health and welfare systems.
Nevertheless, early detection is only half of the solution. The second crucial element are the service/care providers that can reach the older adults and provide the necessary personalized intervention. The public/social sectors are essential key players that can complete the picture and enable achieving the desired outcome for older adults. Yet this is not an easy task, requiring the public and social sector to accept technology data driven approaches and accept a new technological tool into existing work and decision-making procedures.
We recognize three unique advantages of integrating invisi.care's product into the public and social sectors:
-Vanguard insights regarding older adults – enabling better identification of at risk older adults leading to improved planning and allocation of resources to meet real time demand/needs
-Real time personalized early detection – enabling tailor fitted solutions and interventions per older adult to maximize effectiveness. .
-Ongoing measurement – the collection of personalized real time data can also enable better monitoring and evaluation of chosen interventions.
Alongside these advantages, we also mapped three main challenges:
-Implementation of new technology requires a ""state of mind"" not commonly found in the public and social sector.
-The inherit difference in method of operations between start-ups and public/social sector. Public sector, for valid reasons, is slower to change out of responsibility to its beneficiaries, while startups need to be agile to respond to real time changes in a competitive market.
-Dealing with personalized data raises many concerns regarding privacy. This becomes even more complicated when dealing with developing a new technology - an unstructured process filled with uncertainty.
To address all these challenges we reached out to the different key players in order to understand their concerns and motivations and get them on board with the innovation. Working together, with both public, social and private sectors, we established mechanisms and communication channels to plan the initiative in a responsible and holistic approach. Our joint work resulted in the design of the first stage pilot currently underway taking place in Tel Aviv Municipality. The pilot will include 1000 older adults and has two main objectives:
-Validate the data collected – improving the capabilities of Invisi.care's product
-Evaluate the insights derived from the data – better understand if and how it can be integrated it into work and decision making process.
Looking forward, the pilot's success is a crucial milestone to move this innovation to the next level. Establishing the scope and quality of the data on a large scale will prove its value and potential to decision makers both at the local and federal levels. This innovation, if applied nationwide to all older adults, has the disruptive potential to fundamentally change the way the public and social sectors plan, fund and operate geriatric services.","a:1:{i:0;s:3:""147"";}","The Invisi.care product is a novel, inexpensive and simple approach to early detection of functional decline in older adults. The product has none of the disadvantages of existing solutions: it is easy to on board, no hardware, requires no behavioral changes from the beneficiary, easy to scale and is based on existing accumulated personalized telecom data.
In the public-social sector early detection and preventive interventions are the ideal. They are cheaper, more effective and prevent more suffering for the older adult. Yet unfortunately, most public services find it very hard to identify functional decline related issues in older adults when they initially appear, let alone detect the functional decline before there is a problem for the individual. Implementing this product will enable revolutionary easy and early detection, making social-public services more efficient both in planning and utilizations of public resources, and the outcomes of interventions for the older adults.","a:1:{i:0;s:14:""implementation"";}","In 2018 a small scale POC was conducted by Invis.care.
In 2019 JDC Israel and the startup company Invisi.care established a partnership to improve early detection of functional decline and prevention oriented services. The main effort in 2019 was the design of a wide scale pilot (1000 participants) with an evaluation research (including the supporting technological and legal infrastructure), engagement and recruitment of key players and stakeholders.
By April 2019 collaborations with key players were formed. A joint steering committee was established and the pilot's design was approved.
In November 2019, Bar Ilan University's ethics committee approved the evaluation research proposal.
By December 2019 work procedures with the different field agents and recruitment platforms was established. The supporting logistical, technological and legal infrastructure was also developed.
In January 2020 recruitment of older adult participants will begin initiating the wide scale pilot.","JDC Israel is leading and funding the initiative with Invisi.care. The Tel Aviv Social Services Administration will grant access to 1000 participants via municipal service platforms.
Telecom operators, following the participants' consent, will provide the required data.
United Hatzalah, an emergency medical service non-profit, will provide participants with social and medical services, and feedback on the system performance.
The University of Bar Ilan will assist the evaluation research.","Participants receive personalized preventive oriented services within the pilot's scope preventing functional decline. Family caregivers will benefit as well.
Invisi.care will use the data from the pilot to improve the products' algorithms and predictive capabilities.
The municipal social services administration and JDC Israel-ESHEL will gain new insights and information about their target population. This will enable to redesign and adapt services to provide better prevention oriented care.","The product has undergone a professional technological due diligence and a small-scale 12 months POC trial. In the trial, older adults participating in a program, operated by United Hazalah, joined the product's service after understanding and signing a consent form. Then the system sent out notifications regarding suspicious changes in the participants function patterns. Program volunteers that visit the older adults on a regular basis followed up these notifications. The results showed high rates of true positive notifications (above 95%) and low rates of false negatives (below 1%). Furthermore, desire to sign up by older adults was higher than anticipated (above 50%).
Looking forward, beyond improving the product's accuracy, the desired outcomes focus on public services:
-Accepting unique insights about the functional decline of the older adults served
-Integrating this new data into the decision-making and work processes
-Adapting interventions to be more prevention oriented","JDC Israel is not a technological oriented organization or a VC. Therefore, a collaboration with a startup is outside its comfort zone. With a few champions in management, a comprehensive risk management approach was developed to get the senior management on board.
Bridging the gap between the agility of a startup versus the public sector is a constant challenge. Public sector, for valid reasons, is slower to change out of responsibility to its beneficiaries, while startups need to be fast moving because of funding issues and its competitive market.
Keeping all the key players on the same page moving forward – from agreeing to high-level strategic decisions down to operation level tactics such as legal forms, work processes and allocation of responsibilities. Furthermore, personalized data technology arouses suspicions regarding participants' security and invasion of privacy. Thus, much effort was invested to set safe guards and mechanisms ensuring compliance with GDPR regulations.","Participants and their families trust that the product provides a service serving their interest, without endangering or invading their privacy.
The product must provide accurate, high quality vanguard insights regarding older adults' current and future function patterns.
The key players, both at management and field level, must recognize the significant and unique benefits of this product and the insights to improve existing decision-making and work processes. Adopting a novel approach to applying telecom data in public services. Additionally cooperation and open communication between key players is essential to building trust, creating motivation, managing expectations and addressing unexpected issues effectively. Incorporating mechanism for checks and balances, such as ethical committees, are critical to this end.
The pilot's success will enable to secure additional funds required to expand and scale up this innovations to more municipalities on a nationwide level.
","Though the product and the innovation are in preliminary stages, there has been much interest in replicating them. The product's and the innovation's easy scalability constitute a great replicating potential which enables quick adoption of this planning and measurement tool by other municipalities and the government level. Furthermore, if proven effective, the product can be adapted to other at-risk target populations such as people with disabilities, children and youth. Another option is consumers purchasing the product's service as a monitoring safety net for themselves or their loved ones.
Factors that would condition replication would include:
-Senior management and field agents (in different levels of government) willing and open to incorporating disruptive technology
-Public resources to fund the innovation and to incorporate it into existing services
-Evaluation based results confirming the products reliability and accuracy.
-Regulation favoring individual's data rights","Despite the stereotype that older adults are less digitally oriented and prefer avoiding new technology, we found that older adults showed profound interest in the product and the demand to on board surpass our expectations. The main appeal was the simplicity of the product that requires no behavioural change, such as wearing hardware or interacting with software, on their part.
When developing new technology and incorporating it in the public services domain much patience is required. Bridging the gap between start-up agility and public sector accountability is crucial, requiring constant maintenance and open communication. The unstructured process of incorporating disruptive technology has many challenges and risks. Moving forward calls for truly brave partnership between social, public and private sectors.
The main concerns regarding incorporation of this product were about the potential invasion of privacy and the affect it would have on services and their accountability. To address these concerns appropriately we constructed a set of safeguards and mechanisms together with our partners. Every advance or issue was coordinated and approved together, keeping all the key partners on board. Nevertheless, there is always risk involved when pushing forward innovative initiatives.
To address privacy issues we adhered to the strict GDPR European regulations. Furthermore, it was our priority to make sure that the older adults understood the meaning and implications of their consent.
To address the issue of accountability, it was important to emphasize that this product will not replace existing services or procedures. Rather it is a new tool with significant potential to upgrade effectiveness and that integrating it would be a methodical procedure.
","Developing novel disruptive technology and incorporating it into public\social spheres is a very complex and risky endeavor. Invisi.care's product has the potential to be a game changer and to transform geriatric health/social care systems. Improving both effectiveness of services, minimizing suffering and enabling all of us to age significantly better. And this is just the tip of the iceberg.
The public sector has the opportunity and the responsibility to advance this endeavor, make sure it stays on the ethical tracks, and make sure this technology will affect and reach those who need it most.
I really believe this innovation is an example how the public, social and private sectors join forces, leveraging each other, to create a better tomorrow for everyone.
",,"a:2:{i:0;s:5:""16261"";i:1;s:5:""16616"";}",,,
15196,"Skrinja (Chest): Using Emerging Technologies for Better Digital Public Services and Data Driven Decision Making in Slovenia",https://oecd-opsi.org/innovations/skrinja-chest-using-emerging-technologies-for-better-digital-public-services-and-data-driven-decision-making-in-slovenia/,21/02/2020,"Ministry of Public Administration of Slovenia",Slovenia,central,"a:4:{i:0;s:10:""employment"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:19:""Public procurements"";}","Skrinja (Chest): Using Emerging Technologies for Better Digital Public Services and Data Driven Decision Making in Slovenia",https://www.gov.si/zbirke/projekti-in-programi/vzpostavitev-podatkovnega-skladisca-in-sistema-poslovne-analitike-skrinja-2-0/,2017,"The innovation has been developed to support data-driven decisions and to improve transparency and efficiency for better governance. Manual analytic work can be better organised and automated by offering self-serving dashboards and infographics. Data Warehouse and Business Intelligence are used as a central governmental platform to be offered as a service to the public sector. The project is introducing new concepts and tools of analytics and business intelligence in the public administration for better services.","In 2017, the pilot project “Big Data Analysis for HR efficiency improvement” led to the establishment of a central data warehouse and business intelligence called “Chest”, which had the aim of supporting data-driven decision making to improve transparency and efficiency for better governance. The BI “Chest” concept follows GDPR requirements and Information Commissioner directions regarding personal data security. The first data source which is being imported to the Business Intelligence system is the Slovenian public salary system (called ISPAP) which comprises the whole salary system in the Slovenian public sector. The second data source which is being prepared to be imported to the Business Intelligence system is the system of public procurement data.
According to the team's experiences, some of the key aspects of Business Intelligence implementation are change management and support of top management. Business Intelligence brings new possibilities, different ways of thinking and eliminates some of the old patterns in the working process. Since proper data interpretation is of utmost importance, the collaboration of expert users & data owners is very crucial for the success of the Business Intelligence implementation. Therefore IT experts work closely with content experts, speak the same language, share the same ideas and follow common goals when implementing a Business Intelligence system.
Business Intelligence as a digital platform enables multiple collecting, linking and analysing different databases, seeking different patterns, finding new knowledge and information from various aspects in real-time reporting processes. It provides new data dimensions, patterns, combinations and possibilities to create new information and their visualisations which isolated databases cannot provide. Moreover, it saves time and money by supplementing different repetitive reporting using Excel. The majority of this manual work could be predefined and automated by offering self-serving dashboards and infographics. Consequently, analysts could rather focus on smarter tasks e.g. on predictive analytics, ad-hoc reports, ""what if"" future scenarios and proper data interpretation to offer a good basis for better planning. On the other hand, Business Intelligence provides a solid system operating as “one truth”, meaning that reporting is done automatically using original data sources, which prevents errors in reporting.
The Business Intelligence system as a central digital governmental platform is intended to be offered as a service to other governmental agencies. It will enable solid, quality information for governmental users aiming to support better decisions both on an operational, tactical and strategic level. Data owners will decide to what extent their Business Intelligence results will be provided to public, but all such inputs will increase transparency and provide additional data for reuse. The team intends to also design a competence centre offering professional support and knowledge dissemination to public administration users. The focus has been given to data security and protection according to GDPR together with national personal data legislation. Therefore, the data warehouse is comprised of separated data marts for each source, each accessible by required authorization and authentication process. Data marts can only store pseudonymised personal data and process of pseudonymisation must be done before loading data to data mart (privacy by design).
Data warehouses and Business Intelligence are not a novelty in business and industry, but to date, they have not been used extensively in governments. Especially in the form of a general platform and as a horizontal service. This is a different environment and many issues like data structure requirements, safety, privacy, and authorizations had to be specifically addressed to provide trustworthy procedures and technology on many different government data sources.
The Chest is providing a powerful tool for government institutions enabling them to better and faster analyse their data. Results can be used in decision making and provide a trustworthy and transparent source given to the public and business for reuse. By simplifying technical hurdles and shortening development procedures, more innovative reports and graphical representations can be prepared, thus giving previously hardly accessible information to the public and business. For example:
- Transparent information about salaries in the public sector can dissolve many doubts about government efficiency.
- Public procurement data can be used by business to better prepare their offers for public tenders and providing a good source for market analysis.
We can expect that integrating other data sources on the Chest platform will provide even more useful information, not just for government officials but for the public and industry too.","a:7:{i:0;s:3:""147"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""210"";i:6;s:3:""214"";}","The private government cloud platform is used to address concerns about safety, security, and privacy in Slovenian public administration.
The Chest is providing shortcuts by taking care of user needs, hardware, network, system software, tools and providing good practices. These simplifications encourage institutions to engage in activities which until now were too expensive, time-consuming and require special technical skills.
The Chest is not designed to accept any personal data whatsoever. Data source owners should pseudonymise them according to their needs in their distribution environments, conforming to GDPR requirements.
Government officials can access only data provided by their institution according to legal basis and GDPR. However, some certain public published reference data, code lists and classifications (apart from personal data) can be used by all users. Such data is uploaded, managed and organised as Common Dimensions by The Chest team.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Two data sources (Salaries and Public Procurements in the Public sector) with common dimensions have been implemented at the moment.
The first source is being tested and is scheduled for production in March 2020. The second source is in the development phase. Business requirements were documented and data uploaded.
Many lessons have been learned, good as well as bad practices experienced:
- top managers must strongly support organising data in Chest. Presentations and use cases have been organised;
- involvement of personnel with expert knowledge about their data is crucial. Their task is to select proper data, prepare data description, organize their data in the distribution environment, execute data masking and perform data testing including desired reports and dashboards.
- data source owner must grant authorizations on different levels to users.
- data source owner must verify and decide which results can be publicly accessed.","The partnership of public administration, academia, and private companies. MPA officials designed conceptual solutions and business specifications. University of Ljubljana (UL), Economics Faculty helped us with expertise in gathering business requirements and made the first model plan and draft concept of the system.
Contractors: Qubix, Result, Gora and B2 provided skills and knowledge on emerging technologies like hardware and software requirements and data science and engineering skills.","Public managers will have online reliable information to questions regarding public salaries and procurements, giving better foundations for their decisions. Selected reports will be publicly available, giving citizens and civil societies transparent information.
Public procurements Business Intelligence shall be accessible to companies giving them the better starting point for tenders offers and better information about market analysis. New data sources will expand data domain analysis and answer more questions.","Business Intelligence system solution as a platform and competence centre for user support is to be organized for public institutions. Competence centre staff will share experiences, knowledge, project governance and management, provide guidelines on security, care for personal data and trust-building. Besides IT users – non-IT people from other government institutions need to contribute their knowledge and competence about the content of new data sources in the future.
Due to GDPR and legal requirements, data are organised in domain, data marts, and common dimensions. Special care is being given for personal data protection according to GDPR.
Users can focus on data analysis instead of data gathering and preparing.
With the first two data sources, data impacting ¾ of the national budget is already covered. The project has not yet been finished, but there is already substantial interest in government institutions to increase the number of data sources.","'- Recognition that government institutions need a different approach to business intelligence.
- Data must be organized in separate data marts and common dimensions because of data ownership demand by GDPR.
- Use authorizations are granted by data owners.
- Data exchange between data marts is possible but must be agreed on and well documented.
- The Chest is such a project that will provide many tangible results at the end of the project. Confidence and patience by sponsors are essential.
- Project management must be different since the focus is on data not coding.
- Hardware, software and license types must be properly defined.
- A lot of data and methodology inconsistencies have to be addressed in collaboration with data owners experts. The team leaned on knowledge and expertise from business and academia (Institute Jozef Stefan, Faculties for Computing and Economics).
- Project is new in public administration therefore some challenges had to be overcome, delaying project schedule.","Since the team is establishing a new type of project in public administrations, draft rules and needed tasks are being recorded to be used as guidelines for adding new sources. Cooperation, knowledge, and expertise from business and academia were crucial for the beginning phases of the project supporting an emerging technology. Because of the multi departmental and multidisciplinary nature of the project, efficient project management is very important. In this respect it is also important for users & content experts and technical experts to closely work together. The nature and value of data in domain data marts demand secure, personal data protected and trustable environment for business intelligence, otherwise public institutions would not allow their data to be analysed in such manner. With additional data sources, face a lack of staff issues might arise, since data professionals are hard to attract in public administration. The project is co-financed by the EU and is valued at 235.000 €.","The concept of the project is to build a platform for public institutions, which will save them expenses due to shared data sources, infrastructure, and good practices.
Two data sources are to be delivered at the beginning of 2020. Many other institutions have already expressed their interest to join Chest. This confirms that our intent to provide a service for government institutions as the competence center was correct. The purpose of business intelligence competence center is open and neutral regarding content to be analyzed.","Government institutions function differently than enterprises, therefore data need to be organized and managed differently. The team organized and established separate data marts and common dimensions and provided process and methodology for data owners to grant authorizations to users with required attention for personal data. These conclusions are the result of many visits to relevant companies and gathering their experience and consulting academia institutions. The team engaged professors for sharing good practices and for help in preparing initial documentation.
A lot of time was spent in the initial phases of the project to gather experience and build documentation. Now it is considered a good and crucial investment to avoid dangerous pitfalls and errors in the future.
It is to be expected that each new data source will bring with it some data inconsistencies which take substantial effort to be addressed.
An interesting lesson learned concerns official or base registry & information system for salaries and number of employees in public sector – which surprisingly posed more obstacles than anticipated. Through transformations of data to compatible form for analytical model several issues arose. Inconsistencies (in data quality, data consistency and data access) were shown for some code lists and other reference data, for certain measures/facts there weren’t uniform methodologies for calculating or reporting them, there were some issues with historical data especially regarding code lists and reference data. Additional problems in preparing model and later analysis were detected because some organisations did not report: the necessary data, corrections and several comments or metadata remarks. There is a strong need for closer and more active cooperation among public sector bodies and for more precise and common guidelines regarding data governance (owner/controller of data, data management) for master as well as reference data.",,,"a:2:{i:0;s:5:""15210"";i:1;s:5:""15211"";}",,,
15237,"VILAWATT - Innovative local public-private-citizen partnership for energy governance",https://oecd-opsi.org/innovations/vilawatt/,20/02/2020,"Municipality of Viladecans",Spain,local,"a:1:{i:0;s:55:""Local administration affairs & governance (local level)"";}","VILAWATT - Innovative local public-private-citizen partnership for energy governance",https://www.uia-initiative.eu/en/uia-cities/viladecans,2017,"Vilawatt aims to move the energy transition forward in Viladecans through an innovative governance structure where citizens play a key role. The project has set up a public-private-citizen partnership (PPCP) that manages 4 key services: energy supply (100% renewable origin); consulting & training to increase energy awareness & energy culture; energy retrofitting of buildings; new local currency linked to energy savings.","VILAWATT aims to drive forward the energy transition in the Catalan city of Viladecans. The project has set up a public-private-citizen partnership (PPCP), as the main governance structure to manage the 4 key services created to support the process:
- Energy supply (100% renewable origin);
- Consulting services (energy audits & contract optimization, training and empowerment in energy culture, financing options);
- Energy renovation of buildings (receiving and managing subsidies);
- Vilawatt currency, linked to the energy savings and used as a tool to revitalize local retail sector.
Governance (PPCP) -
Vilawatt’s backbone is the public-private-citizen partnership (PPCP) made up of the Viladecans City Council, the Barcelona Metropolitan Area and 2 associations: the Citizen Association for Energy Transition & the Business & retailers Association for Energy Transition. Currently, the City Council holds 80% of the rights and obligations of the Consortium & the Barcelona Metropolitan Area holds another 10%, while the remaining 10% is held by the two associations.
Energy supply - With Vilawatt, we pool the demand for energy of all the users (members of the different associations, public contracts of the municipality) and buy electricity wholesale. Through collective buying, we are a single customer buying from the supplier, which makes us a much bigger client and allows us to negotiate better prices and services. Municipal buildings are also included in this collective buying group, certifying that the origin of the energy that we buy is 100% renewable and that follows two ISO environmental standards: 14001: 2014, which ensures the activity is managed in a way that ensures proper eco-friendly behaviour, and 9001: 2008, which ensures it applies a series of guidelines put together through international consensus on Good Management Practices.
Faster retrofitting of private buildings - One of the main axes of the project is the energy retrofitting of residential buildings in the Montserratina district and improving energy contracts for local people.
Energy retrofitting in Viladecans has not progressed as planned, partly due to lack of private investment, and so VILAWATT takes a more inclusive approach. Home to some 20.000 people, 30 % of the city’s population, Montserratina is a good starting point. Most of its dwellings were built before 1976, when Spain began to adopt energy legislation, and income is 15 % lower than the city average. The project injects 1.4 M€ in the energy renovation of this 3 demo-buildings, that will be energy-monitored through all the process.
Consulting services & learning communities -
Vilawatt has launched several learning communities & specific trainings in the field of energy efficiency and renewable energies (involving schools, retail sector, companies, unemployed…) and has also boosted energy audits & contract optimization services with the aim to decrease energy consumption, encouraging citizen involvement and promoting behavioural change.
Efficiency incentives – Vilawatt local currency
Creation of the local electronic currency, the Vilawatt, provides efficiency incentives for participating families, who are paid in the currency in return for any savings they make. This encourages loyalty to local shops where purchases can be made with the Vilawatt.
The main beneficiaries of the project are the citizens of Viladecans (with special focus in kids), companies, retail sector, unemployed and professionals of the energy efficiency sector.","a:3:{i:0;s:3:""181"";i:1;s:3:""317"";i:2;s:3:""211"";}","Vilawatt is innovative because it is the first time that a local government of a small city (Viladecans, 66,000 inhabitants) drives the energy transition process through the creation of a local energy company that adds the energy demand of users to achieve more competitive energy prices (aggregated demand), promotes the creation of a new local currency linked to energy savings and boosts the rehabilitation of private buildings -acting as a bidder for the retrofitting works-.
The governance structure leading the process (public-private-citizen PPCP) has never been tested before in Europe for this kind of services. The project also incorporates a participatory strategy that includes 10 social actors -playing a key role in the energy transformation of the municipality- & offers learning and exchange spaces in order to facilitate the decision making process within the energy company.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The first two years of the project (2017-2019) have been dedicated to benchmarking & studying the legal forms of the PPCP and the currency, to promote citizens awareness & boost a change of mentality towards energy.
The consortium (legal form of the PPCP) was established in April 2019 (with the City Council of Viladecans & the Metropolitan Area of Barcelona) and subsequently, in November 2019, both the citizen association for energy transition and the retail sector association for energy transition joined the consortium.
The local company has started providing services since July 2019. The retrofitting works of the 3 buildings (with a total investment of 1,4M€) begun in December, 2019. It is estimated that at the end of the rehabilitation works these buildings will decrease in 60% environ their energy consumption.
All learning communities are ongoing and we are in the phase of creating the local business network that will accept the local currency –to be launched in March 2020.","9 partners (public & private) coordinated by the municipality of Viladecans have been involved in the design phase of the project, each of them with a specific field of expertise (contracts, currency, neighbours mediation, rehabilitation works...). Through the participatory strategic plan, 10 social actors (schools, political parties, business, people suffering from fuel poverty...) have also been involved in the design phase, and this has been a key of success (top down & bottom-up process).","One of the key milestones achieved during the last period has been the development of a Participatory Strategic Plan that analyzes the specific role played by 10 different social actors, mainly: neighbours (they can benefit from all the company´s services); schools (10 schools are implementing energy-saving programmes); construction companies (they exchange ideas & good practices), unemployed (they receive trainings in the energy field) & local trades (they have to accept the currency).","1 energy office, 2000 new energy contracts, 146 households trained and engaged in a deep renovation scheme, 66 unemployed trained in Energy Efficiency. The municipality monitors the impact and participation of unemployed people.
450 households using energy currency, 25 local shops accepting energy currency– all indicators about energy currency will be calculated by the software that supports the energy currency banking function.
60% of energy consumption reduction by deep energy renovation works. Indicators continuously monitored and recorded by the software platform connected to the dwellings sensors installed. Consumption indicators will be also monitored by gathering the electricity bills.
2750 ts CO2/year reduction. The savings in CO2 emissions are measured by the purchase of energy with a certificate of renewable origin by the company. 47 participative actions carried out in the streets of Viladecans to raise awareness & 4 learning spaces created.","_ It was difficult to engage the 3 neighbour communities to participate in the retrofitting actions. A lot of mediation was needed and even though the retrofitting was supposed to take place at the beginning of the project, it has been implemented at the end due to some difficulties in the process (in particular regarding the tax impact on the subsidy beneficiaries).
_ The challenges to face with the currency were important both legal and operational. Neither the regulations of the Electronic Money Law nor the payment systems used up to now (chip cards) were compatible with the local currency model that we wanted for Viladecans: dynamic rules of conversion, mobile application, etc... After months of joint work with the electronic money entity, we have created a complementary currency circuit as a contractual relationship above Law 21/2011 on Electronic Money.
_ A detailed participatory plan was not foreseen at the beginning and this has been a key of success.","_ Having found a different market position compared to the rest of electrical power companies, as we are ""an educational company that is committed to change the energy model since early childhood"". This has allowed us to attract users, consolidate learning communities and boost a mindset change towards energy.
_ Having managed to mitigate the fiscal impact of the beneficiaries of the subsidy (we found that the beneficiaries of the demo-retrofitted communities suffered serious impacts on their tax & income declarations).
_ Having built learning communities for citizens that have become the embryo of the citizen association. It would have been very difficult to accompany the creation of a citizen association without having this base.
_ Having all departments of the municipality involved in the process from the project design phase.","_The PPCP model can be replicated in other cities. However, lots of efforts need to be done previously to create the embryo of the citizen associations (community awareness).
_ All phases of the project have been designed in a way that they can be replicated in other cities (this was the condition set by the UIA initiative to select the projects). However, given that buildings have different energy behaviour, the retroffiting models & actions need to be specifically-tailored.
_ Some cities in Catalonia are starting to implement similar energy-leading projects.","_The bureaucratic complexity of the establishment of the PPCP requires a lot of benchmarking and analysis time, as well as the legal complexity of the energy currency (restriction of electronic Money laws, implementation of the blockchain Technology...)
_ Before managing aids for rehabilitation works, it will be necessary to think carefully about the fiscal barriers and the impact that they will represent on the tax returns of the beneficiaries (given the situation that they are low income beneficiaries and therefore they were not obliged to declare their incomes as they were below the limit)
_ The bottom-up design process amongst all beneficiaries and involved actors is essential to promote project ownership.","This project is lined up with the EU Energy Strategy. Viladecans Municipality seeks to speed-up its ambitious energy transition project in order to achieve the 2030 Energy Strategy targets. More specifically the EPBD (2010) and EED (2012) are directly linked with the deep building energy renovation tackled in VILAWATT.
On a national level it can be included in the National Energy Security Strategy 2015 and the Energy Savings Plan 2011-2020, from Spanish Government. In a regional level, Catalonia has defined an Energy building renovation strategy (seeking 61% buildings renovated and 14,4% energy savings for 2020).
Viladecans Municipality as Covenant of Mayors signatory has a Sustainable Energy Action Plan (SEAP) with an emissions reduction of 22% for 2020 that will be improved to a 40% for 2030. From the SEAP actions on energy savings and energy renovation of public buildings, this will be extended to private housing.","a:9:{i:0;s:5:""16386"";i:1;s:5:""16387"";i:2;s:5:""16388"";i:3;s:5:""16389"";i:4;s:5:""16390"";i:5;s:5:""16392"";i:6;s:5:""16393"";i:7;s:5:""16397"";i:8;s:5:""16399"";}","a:3:{i:0;s:5:""16405"";i:1;s:5:""16406"";i:2;s:5:""16408"";}",https://www.youtube.com/watch?v=dm31D2Q5cZY,https://www.youtube.com/watch?v=PdW70NwtI6E&feature=youtu.be,https://www.youtube.com/watch?v=P-7SMZUiuk8
15267,"Implementation of innovative working methods in primary care",https://oecd-opsi.org/innovations/se-health-testbed/,24/07/2020,"The Region of Västra Gotaland",Sweden,local,"a:1:{i:0;s:6:""health"";}","Implementation of innovative working methods in primary care",,2019,"New products and new ways of working are needed in order to meet the future challenges in healthcare.
The ability of healthcare professionals to create and innovate new products and working methods is however underutilized. Närhälsan Färgelanda, Primary Health Care Centre, has launched an innovation project in collaboration with private companies that aims at empowering healthcare professionals to create, innovate and develop new products and working methods that meet the future needs.","Healthcare is an essential part of the welfare system but faces many challenges due to demographic changes which lead to a decreasing number of working-age people having to support an increasing number of elderly people, and since lifestyle-related diseases are expected to increase. A lack of healthcare professionals is also expected. In order to meet these challenges, resources need to be used efficiently, and innovative working methods and new products need to be developed.
Primary care is the first contact point for patients in need of healthcare. On top of high requirements regarding availability, new products and ways of working need to be developed in primary care. It has been difficult to establish strategic innovation practices in current primary care systems due to many changes taking place simultaneously, and a general focus on productivity. Key to solving this problem is taking better advantage of the knowledge and creativity of both healthcare professionals and patients when creating new work practices and developing new products and services.
The innovation is a testbed that Närhälsan Färgelanda has established. The testbed is based on the needs of primary care, and offers an arena where healthcare professionals, patients and industry partners can collaborate around designing future welfare services based on service design. The work is conducted in collaboration with University West and financed by interregional funds from the EU. The collaboration with University West makes it is possible to explore new products and work practices, while future healthcare professionals (i.e., students at the university) gain access to a novel learning environment. In this way, the testbed becomes an arena for learning among representatives from the industry, primary care and academia.
The development of the testbed follows several steps. In the first step, healthcare professionals, patients and industry representatives are interviewed in order to identify the existing needs and demands. In the second step, a collaboration is initiated with external partners with expertise in, for example, information technology and law, in order to facilitate the creation of transparent and standardized work practices, which also consider ethical issues. In the third step, structures and flows associated with the work practices are established in the testbed. In the fourth step, products, services and working methods are evaluated and explored in collaboration with academia.
The testbed provides companies with opportunities to test their products in a primary care environment with access to the expertise of healthcare professionals. In a longer perspective, society gains access to new products and services that are specifically developed and evaluated for matching the needs in primary care, and which can contribute to improving accessibility, quality and resource utilization. The insights and experiences gained in this project will be disseminated regionally, nationally and internationally, since there is limited information available about establishing testbeds in primary care in collaboration with academia and industry partners.","a:3:{i:0;s:3:""190"";i:1;s:3:""181"";i:2;s:3:""619"";}","In healthcare, testbeds are considered tools that can be used for developing innovative products and services that use healthcare resources more efficiently. Digitalization will inevitably change the way healthcare is provided, which requires cooperation between different actors.
As new and more complex technologies are introduced in society, the use of testbeds becomes more frequent in the private and public sectors. In primary care, however, there is only limited experience from using testbeds that utilize the knowledge of healthcare professionals and patients through collaboration with academia and industry partners.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";}","The project has recently started, but Närhälsan Färgelanda Health Primary Centre has already become a more attractive workplace and attracted more applicants to vacancies. The staff group has also become more stable.","The project is funded by the European Union, Närhälsan Färgelanda Primary Health Care Centre, University West, the Innovation Platform and the Primary Health Care Research and Development Unit in Västra Götaland.
All levels within the Region Västra Götaland support the project. Human resources have been added to the health centre, and the testbed has attract attention in newspapers, radio and social media.
Private actors also show great interest in testing products in the testbed.","The project has recently started, but Närhälsan Färgelanda Health Primary Centre has already become a more attractive workplace and attracted more applicants to vacancies. The staff group has also become more stable.","The testbed has attracted considerable attention and interest among stakeholders connected to primary healthcare from all over Sweden. The testbed is still at an early stage of development, and results are not yet available. Expected results are increased learning regarding how products and services can be developed through collaboration and continuous evaluation. Several stakeholders are expected to benefit from the development of innovative working methods in the testbed, including the society as a whole, primary care, healthcare professionals, patients, future healthcare professionals (i.e., students), as well as the industry.","Political support is required to create a sustainable testbed environment. Resources also have to be added over time so that it becomes more than just “one project”. Digitalization adds complexity regarding, e.g., handling of data, compatibility, and server location; especially when products are to be tested in a real environment. In many cases, there are no guidelines for how these situations should be handled. Relevant stakeholders are, however, interested in solving the problems and work is ongoing, e.g., regarding the development of guidelines for data storage and technical solutions.","For this innovation to be successful, it requires 1) the support from the management at different levels in creating creative and reflective work processes; 2) that infrastructure and guidelines that support innovative work at the health centre are created; 3) policy support in the form of remuneration systems that promote innovations in primary care, and 4) interested and motivated staff members who understand the benefits of developing new products and services, and who are supported by the management.","The goal is to gather as much knowledge as needed for establishing other testbeds with other areas of expertise in Primary Health care centres located in the same municipality, region or elsewhere in the country.","[response of no more than 1,000 characters, including spaces]
Successfully creating a testbed takes time, and therefore requires patience, and the attitude that difficulties can always be overcome. A team with members with different skills is needed, as well as a health centre with motivated employees who dare to try new ways of working, and who are supported by the management and political leaders.",,,,,https://vimeo.com/356669636,
15299,"Agora Falo Eu!",https://oecd-opsi.org/innovations/my-turn-to-speak/,06/01/2020,"Agência para a Modernização Administrativa",Portugal,central,"a:1:{i:0;s:12:""public_admin"";}","Agora Falo Eu!",https://labx.gov.pt/projetos-posts/education-for-citizenship/?lang=en,2020,"“Agora Falo Eu!"" is an educational card game consisting of 8 question cards and 120 image cards destined for children between 7 and 13 years old. During the game, participants are invited to answer
the question cards with the picture cards they are given.
The game aims to help children explore themes of citizenship and development; define their interests and identify the most suitable media to work on citizenship and civic participation; and promote
engagement in democracy.","“Agora Falo Eu!"" is an educational card game based on the Brazilian initiative ""De olho na escola"" aimed at children between 7 and 13 years old. The game contains 8 question cards and 120 picture cards. Throughout the game, participants are invited to answer the question cards with the picture cards provided.
The questions are intended to gauge the children's preferences or concerns, how they like to work or have fun and who they want to involve in these activities. There are also blank question cards that can be adapted to the specific context of the game.
The picture cards with which these questions are answered represent children in the most varied situations: on the street, using computers, tablets or cell phones, playing games or sports, etc. Some cards suggest contexts associated with thematic areas of citizenship (for example protection of the environment or human rights).
The cards are representations that can and should be metaphorized. that is, both the illustrations and the written indications are clues to guide the children's thinking. There are also ""joker"" cards which allow participants to invent any representation to answer the question posed.
The game has several aims, namely:
- Exploring citizenship and development issues: the game allows contact with citizenship issues and participation in democratic dynamics.
- Participatory diagnosis: giving the children a say in defining their interests in citizenship and identifying the most suitable supports for working on citizenship and Civic participation. Through the diagnosis made, we can better define the projects or initiatives to be developed.
- Voting based activity choice: promoting children's involvement in the choice of activities to be developed by voting on proposals resulting from the diagnostic process.
This experiment was motivated by:
- The need to develop a tool for listening to children.
- To validate the suitability of gamified methodologies to motivate learning.
- To validate the activation and empowerment potential of methodologies.
","a:12:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""211"";i:4;s:3:""220"";i:5;s:3:""257"";i:6;s:3:""156"";i:7;s:3:""623"";i:8;s:3:""302"";i:9;s:3:""613"";i:10;s:3:""619"";i:11;s:3:""615"";}","This project is a type of Gamification applied to the promotion of civic and democratic values among children. Gamification consists in implementing gaming mechanics and strategies in real contexts. Its added value goes far beyond the entertainment factor and can impact aspects such as productivity, focus, determination, and participation, making it easier to achieve goals and objectives in any context.
Despite being a process already recognised in areas such as marketing and education, the use of serious games is becoming an increasingly common practice in organizational management, using elements such as rewards, scorecards, and instant feedback, incentivising a healthy competitive environment.
Through this novel methodology, subjects are conditioned to spontaneously meet quotas and objectives by increasing satisfaction, productivity, collaboration, and participation.","a:1:{i:0;s:9:""diffusing"";}","From June 2019 onwards 514 “Agora falo eu!” kits were distributed, with 17 iterations of this project having been implemented throughout the country. In 2019 this totalled 119 sessions of the game having been conducted, reaching 25 different entities, and involving a total of 549 children.
Projects conducted through the game encompassed several different civic subjects such as weekly meetings, working groups on sustainable development & environmental protection, and social intervention and civic action towards neighbourhood improvement. In every instance of these projects the promotion of group dynamics, open debate and discussion of ideas was paramount, allowing for the engagement and growth of children’s argumentative capabilities.
These experimentation sessions were accompanied by an online questionnaire for the purpose of collecting feedback and improvement suggestions from the participating communities.","The implementation of these projects was possible through the voluntary participation of a number of different civil society, local and regional government, academic associations and entities.
Examples include:
- Entities within the Portuguese Institute for Youth and Sports network
- Entities within the Portuguese High Commission for Migration network
- Parent Associations
- Municipalities and Parishes
- Schools/School Clusters/Professors
- Universities/Graduate Students
","Children between the ages of 8 and 13 were the core subjects for this project. However, as the project required the active participation of educators and communities alike, we observed impacts not just in
the targets of the project themselves but also the project’s promoters.
As “Agora Falo Eu!” takes place in the subject’s formative years, there is also a systemic impact that is produced from the implementation of these sorts of initiatives over the long run – a whole of society
approach.","Results were measured through a digital questionnaire which collected feedback on the game as well as suggestions for improvement and descriptions of how it was particularly integrated in each of its
iterations.
It was highlighted that the game facilitates dialog between children and promotes the children's personal and social development – stimulating autonomy and decision-making processes. The potential for activating children and communities was also exemplified by the number of experimental projects reported in the questionnaire responses – initiatives imagined during a children’s card game were coopted into their communities at large.","One of the main challenges identified in the implementation of this experiment was the relatively low level of feedback compared to the number of distributed kits (only 34 responses comparatively to 514 kits sent).
These instances of feedback allowed for the identification of several points for improvement within the structure of the game such as:
- Broadening the number of possible questions and answers
- Better highlighting the content of the cards
- Creating digital and board versions of the game
- Overall improvements and streamlining certain mechanisms and rules
- Increase inclusivity,(e.g., by including a colour code)
These issues are to be corrected in future iterations.","Field experimentation for this project was strictly only possible through assistance from several established partnerships with a number of entities. Initially this meant the distribution of 146 kits to upwards of 100 entities.
The broadened scope this project reached was only possible through the voluntary application of different political as well as civil society associations and actors, which allowed for the distribution of 514 kits.
The success of these types of initiatives is reliant on the proactive and willing engagement of a broad variety of actors who share common values on the importance of developing soft skills, promoting strong civic, democratic, and personal values in children.","Each phase of “Agora Falo Eu!” required the engagement of children in different contexts, with the latter phase promoting of children through the previously mentioned partner entities and associations.
This demonstrates that a gamified approach to civic learning has a modular quality in so far as the kits can easily be picked up by any interested 3rd parties and adapted into any context – making this project
demonstrably replicable.
Going forwards, we believe that issues of citizenship are central for the reinforcement of democratic values in society. As such, we should take care to involve schools and other entities linked to infancy and youth.","This project demonstrates the usefulness of gamified approaches to engaging children in core teachings regarding civic engagement and participation, but it also provides them some level of practice in other fundamental areas such as cooperation and argumentation.
Gamification allows for modular units (kits) which can be used on a partner association/entity/institution’s own time to provide children with meaningful interaction with subjects that will shape their impact on their communities and society at large. This methodology allows for a customisable approach to children’s need, adapting games to the broader context of their local socioeconomic reality and actively engaging adults in the development of children’s capabilities.",,"a:1:{i:0;s:5:""15357"";}","a:2:{i:0;s:5:""15340"";i:1;s:5:""14638"";}",https://www.youtube.com/watch?v=X7JN7B5U8ks&t=12s,https://www.youtube.com/watch?v=5uHk6il4i0M&t=17s,
15326,"Climate Finance Access Hub",https://oecd-opsi.org/innovations/climate-finance-access-hub/,10/11/2021,"Commonwealth Secretariat","United Kingdom",central,"a:5:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:7:""science"";}","Climate Finance Access Hub",https://thecommonwealth.org/commonwealth-climate-finance-access-hub-explained,2016,"The Commonwealth’s Climate Finance Access Hub supports small and vulnerable states to access sources of climate finance to meet their priority adaptation and mitigation needs and realise their sustainable development goals. The Hub helps countries to develop transformative projects required to access funds and support institutional capacity to deliver on climate finance.","Small and vulnerable developing countries require a significant amount of funding to address climate change especially as they are already experiencing the adverse impacts such as sea level rise, increased extreme weather and natural disasters. Some funds have already been provided by the international community through funding institutions such as the Green Environment Facility (GEF) and Adaptation Fund (AF). Unfortunately, small and developing countries find it extremely difficult to draw on these funds, due to lack of technical capacity and the complex processes and requirements involved. This is evident in the slow pace of disbursements from international institutions such as the Green Climate Fund (GCF).
The Commonwealth is therefore helping member states to access urgently needed funding, by strengthening national capacities through placement of experts under the Commonwealth’s flagship Programme, the Commonwealth Climate Finance Access Hub (CCFAH). In 2013, the Expert Group on Climate Change examined how the Commonwealth can best assist its developing country members to build resilience. Expert Group proposed the establishment of the Climate Finance Access Hub (CFAH) to provide long-term capacity development and establish a platform for Commonwealth North-South and South-South cooperation. The CFAH was then endorsed at the 2015 CHOGM in Malta and launched in 2016 with initial seed funding from the Government of Australia, the Commonwealth Secretariat and in-kind contributions from the Government of Mauritius.
In its short time of operation, the Hub has already recorded remarkable results, mobilising a total of has supported Commonwealth countries secure USD$28 million of climate finance to date and there is another USD$460 million in the pipeline. The programme has provided technical assistance to ten Commonwealth countries with plans to support an additional ten countries over the coming months.","a:2:{i:0;s:3:""190"";i:1;s:3:""196"";}","Unlike other programmes of support, this Commonwealth initiative places long term experts as opposed to short term consultants, known as National Climate Finance Advisers (NCFA). The unique delivery mechanism for the Hub involves the placement of long-term climate finance experts in beneficiary countries and regional organisations to build capacity for enhanced access and effective use of private and public climate finance resources. The experts work directly with various Ministries, Departments and Agencies to support national efforts to access and effectively use international climate finance, with particular focus on developing local capacity and South-South co-operation. One of the ways the Advisers do this is by helping to develop bankable climate change projects and submit them for funding.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The innovation is ongoing and producing results for the Commonwealth Countries and there is increasing demand from countries to replace the same.","The Commonwealth Climate Finance Access Hub was established by Commonwealth Heads of Government in 2015 and thus is a direct response to needs of member states in the fight against climate change. The Hub’s main partners include the governments of Australia, UK and Mauritius. Currently CCFAH is receiving funding from the Commonwealth Secretariat, the Government of Australia, and Government of the United Kingdom of Great Britain and Northern Ireland. The Central Hub is also hosted by Mauritius.","CCFAH’s main beneficiaries are Commonwealth member states i.e. national governments. The programme has provided technical assistance to ten Commonwealth countries with plans to support an additional ten countries over the coming months.","In its short time of operation, the Hub has already recorded remarkable results, mobilising a total of over $28 million of climate finance to date. The programme has provided technical assistance to ten Commonwealth countries with ten more in the coming months.
CCFAH has already established itself as an eminent entity in the global space of climate finance. In this short period, the Hub has implemented its technical assistance programme and deployed National Climate Finance Advisers in ten countries in the African, Pacific and Caribbean regions, with plans to deploy additional ten advisors in the coming months.
As of November 2019, the CCFAH has assisted member states to secure USD 28.7 million with an additional USD 460 million of climate finance in the pipeline, in the form of sixty-six mitigation, adaptation and cross cutting projects. Demand from Commonwealth countries for the services of CCFAH continues to grow nationally but also regionally.","The main challenge facing CCFAH is securing long term funding for the program to meet growing demand from member states.","For the long-term success and sustainability of the CCFAH it is vital to build on great accomplishments already achieved in order to adequately respond to the needs of the member states and meet evolving requirements arising out of international climate policy developments. Human and financial resources are therefore a critical condition for the continued success of this initiative in order to meet increasing demand.","The innovation is ongoing and producing results for the Commonwealth Countries and there is increasing demand from countries to replace the same. The business model is replicable to meet our member countries distinct and diverse climate financing needs such as institutional constraints, financing terms and geographic needs (e.g. land locked country vs small island state). Wherein, the model is highly scalable and replicable, and is particularly advantageous for small and capacity constrained states.","One of the CCFAH key lessons learned is the need to allow for more time for results to mature, as capacity building for climate finance projects is resource intensive and a long term endeavour. Thus, a funding proposal can take up to two and a half years to come to fruition. This understanding is key especially in relation to reporting results / success to donors and securing additional funding.",,"a:1:{i:0;s:5:""27172"";}",,,,
15350,"Impact Canada",https://oecd-opsi.org/innovations/impact-canada/,21/02/2020,"Impact and Innovation Unit, Privy Council Office of Canada, Government of Canada",Canada,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:24:""Public Sector Innovation"";}","Impact Canada",https://impact.canada.ca/en/node/19,2017,"Impact Canada is a whole-of-government effort that deploys outcomes-based policy and program approaches. It features a novel set of rules, processes, and supports to allow the Government of Canada to support innovative methods like challenges, pay-for-success funding, and behavioural insights, which previously faced significant barriers to adoption. Through these systems-level changes, the Government can now apply these approaches to produce better outcomes for citizens and create greater public","Impact Canada was established to provide a vehicle for the Government of Canada to enable innovative policy and programme approaches to be applied across federal organisations. The initiative had two main antecedents. The first was a systematic review of Government of Canada funding rules and barriers that inhibited more innovative approaches from taking place, and the second was a Government of Canada directive on experimentation, which required federal departments to allocate a certain portion of funding towards experimental and innovative delivery approaches to improve outcomes for citizens. It was announced in the federal government’s 2017 Budget. Impact Canada sought to implement within a Canadian policy and legal context models that had been deployed in other contexts, such as Challenge Prizes led by Nesta in the UK and internationally, behavioural insights applications as developed by the Behavioural Insights Team in the UK, and pay-for-success funding efforts led by organisations like Social Finance UK and Social Finance US. A comprehensive review of Canada’s innovation landscape by the OECD has helped serve as a foundational piece of research to guide and target efforts of Impact Canada.
Impact Canada established a way for federal departments to allocate funding to innovative and experimental efforts, which are co-designed by the multi-disciplinary Impact and Innovation Unit’s Centre of Expertise, which resides in the Privy Council Office of the Government of Canada (18 core staff). The initiative established a “Terms and Conditions” to enable innovative policy and program approaches across all government departments, such as challenges, pay-for-success funding, and behavioural insights. For the first time, the Government could allocate its funding to paying on outcomes (contingencies), as opposed to paying for inputs or activities. Impact Canada also emphasises the use of impact evaluations and experimental and quasi-experimental impact measurement, and creates possibilities for more intentional allocation of resources to evaluate impact. These rule changes permitted an opening up of innovative approaches, where in two years the Impact Canada portfolio has grown to over $720 million CDN of outcomes-based funding programs (challenges, pay-for-success) and over ten significant behavioural insights trials across economic, social, and environmental policy areas of top-priority for the Government of Canada.
Impact Canada initiatives have a broad set of beneficiaries. In the first instance, federal departments and organisations are now able to test outcomes-based approaches, which they were previously inhibited from undertaking under normal funding rules. For example, Impact Canada provides flexibilities for challenges like Canada’s Smart Cities Challenge and the Clean Tech Impact program, which funds a number of challenges to drive clean growth.
The supports provided by the Impact and Innovation Unit in the Privy Council Office enables greater systems-level coherence in the application of these approaches. It also allows the government to mitigate implementation risks by drawing on the expertise of a central team of practitioners with significant experience in this field to co-design efforts with implementing departments. The Impact and Innovation Unit also helps to translate lessons learned to inform program refinements and to foster whole-of-government learning. Impact Canada features a digital platform to post challenges and other initiatives to encourage innovators to participate across government departmental mandates to open up the problem solving process to a wider set of potential collaborators.
At its current phase, Impact Canada is assessing the early results of its efforts and putting in place systems to capture lessons learned and impact data. Given that the previous baseline for the Government of Canada in applying challenges, pay-for-success, and behavioural insights at scale was very small before Impact Canada was launched, a significant effort is being placed on understanding the impact of these efforts. In particular, this includes understanding what key insights could be used from project-level efforts to inform broader policy using various knowledge generation and impact assessment techniques.","a:20:{i:0;s:3:""156"";i:1;s:3:""178"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""211"";i:7;s:3:""214"";i:8;s:3:""213"";i:9;s:3:""623"";i:10;s:3:""615"";i:11;s:3:""612"";i:12;s:3:""317"";i:13;s:3:""616"";i:14;s:3:""617"";i:15;s:3:""320"";i:16;s:3:""618"";i:17;s:3:""335"";i:18;s:3:""619"";i:19;s:3:""621"";}","Impact Canada is innovative for two key reasons.
The first is that it enables a new system, led from the centre of government, of pursuing innovative and outcomes-based funding approaches that were previously inhibited by rules and processes, and limited expertise to support effective implementation.
The second is that Impact Canada takes a specific focus on its role in supporting innovation, which is to apply new insights, resources, technologies, or approaches that can be demonstrated to improve outcomes for the public. Impact Canada is a vehicle whereby the Government of Canada can test innovations and generate evidence of which efforts work best to create greater public value in areas of high priority (e.g. linked to Government of Canada Budget or Ministerial Mandate Letter commitments). Specifically, Impact Canada initiatives focus on achieving greater value for money and generating sustainable solutions at scale that can measurably improve people’s lives.","a:1:{i:0;s:14:""implementation"";}","Impact Canada, launched in 2017, is at the implementation phase. Early progress indicators are being tracked for this initiative, and are demonstrating, for example: that a range of new innovators are being attracted to government-led initiatives; that improvements in engagement and outreach are occurring; and that focusing on outcomes in funding and program design can also help streamline processes and improve the perception that governments are full of “red tape”.
All challenge projects are still in the field (with a number concluding by 2021). A number of behavioural insights projects have concluded and are showing positive results. New projects across all Impact Canada streams are in development. Impact Canada will be undergoing a comprehensive assessment, in 2022.","Impact Canada’s prioritises multi-sectoral partnerships to address important policy issues for Canadians. For example, Impact Canada: works with an Advisory Committee of experts; is building communities of practice within the Government of Canada and other jurisdictions on outcomes-based approaches; collaborates with leading global innovation organisations and key industry, Indigenous leaders and non-profit stakeholders; and integrates academic experts into behavioural trials.","First-order beneficiaries are government organisations previously inhibited from pursuing outcomes-based approaches. This opens up new opportunities to collaborate across sectors with non-traditional partners to co-design solutions to complex policy challenges. Citizens and stakeholders are the ultimate beneficiaries as programs focus on improving outcomes (e.g. helping lower-income families save for education, driving breakthrough innovations to grow more resilient clean technology firms).","Within two years a dozen challenges and pay-for-success funding projects totalling over $720 million CDN have been launched and ten significant behavioural insights projects have been undertaken, with a number of other efforts under development.
Impact Canada tracks performance information at a portfolio level to assess the relevance of its flexible authorities, knowledge diffusion, and partnerships leveraged through its efforts. It also uses robust impact measurement approaches at the initiative level, such as randomised controlled trials for behavioural insights interventions, as well as a challenge impact assessment that uses administrative data and statistical matching techniques to create comparison groups. This is supplemented by project level information captured by partner departments (e.g. did a challenge prize focused on housing supply innovations lead to greater affordability).","Creating new funding and program delivery approaches required a significant amount of time to research, design, and implement within a bureaucracy with entrenched systems. In spite of high-level calls for greater innovation and reducing barriers to innovative funding and service delivery approaches, a clear path to implement these approaches was not evident, which led to the creation of Impact Canada.
As the federal system becomes more familiar with these approaches and as early projects are now demonstrating generally positive and policy-relevant results, traction is increasing. These approaches also require governments to take a more active approach to problem definition and stakeholder engagement than typical public servants might be used to, which may be a result of an engrained risk aversion within public organisations. A Centre of Expertise housed in a Central Agency of government appears to help mitigate internal capacity issues.","A significant success factor has been developing a whole-of-government system for implementing outcomes-based approaches approved by Canada’s Treasury Board. This includes a set of innovative programming Terms and Conditions and establishing the Impact and Innovation Unit Centre of Expertise within the Privy Council Office of Canada. The approach has been solidified in core Government of Canada decision-making processes like federal Budgets and Ministerial Mandate Letters, and has helped implement core Government of Canada priorities. This has helped address what was a previously challenging innovation environment, where rules and systems barriers often inhibited the development and implementation of outcomes-based efforts. Impact Canada is showing that innovative policy approaches can be developed according to high methodological standards and that the appetite of departments and federal organisations to deploy such approaches is higher than previously understood.","In general, it appears that there is significant interest in the Impact Canada approach from other governments. This may be because it adapted existing proven models from other jurisdictions for outcomes-based policy and program approaches and successfully adapted them to a Canadian context. It could also be because Canada has taken a whole-of-government effort that links policy to implementation, and draws from a Government of Canada commitment to implementing a directive on experimentation, which is applicable in all federal organisations.
Within Canada, there is further space for the initiative to scale and grow, and have a larger impact across the federal system. Initial efforts have also seen the potential to partner with other orders of government in Canada’s federated system, including provinces, territories, municipalities and Indigenous organisations and governments. A binding constraint will be the size of the Impact and Innovation Unit core team and allocated resources.","Lessons learned and impact assessment efforts are now underway for Impact Canada. As Impact Canada is at an early phase of implementation, some key insights to date are:
Developing solutions to tackle complex problems requires a significant amount of research and define problems before identifying and developing suitable interventions. This requires a realistic project development time frame to be put in place at the outset. Impact Canada designed a process flow for implementing outcomes-based approaches that includes five key steps: understand, design, test, implement, and evaluate + scale. This process has been refined over time based on lessons learned from actual project implementation.
Another key insight is that maintaining a high level of internal rigour in project design, implementation, and evaluation helps build credibility within the bureaucratic system and builds confidence that innovative methods are effective at tackling core policy problems, and are not “faddish” or marginal to core government priorities. This can also demonstrate how this level of rigour may be applied to other, more traditional program and service delivery approaches. Linking innovation efforts to core priorities of the Government appears to have helped promote further scaling of these approaches as well as in attracting high-quality partners outside government.
Finally, there is value in codifying lessons learned and documenting both outcomes-level and process-level successes and setbacks. The Impact Canada Centre of Expertise has emphasised impact assessment as a key priority. Its layered approach includes publishing case reports of Impact Canada projects (e.g. behavioural insights trials, challenge prizes), conducting intensive qualitative research, as well as leveraging administrative data to assess impact of interventions using experimental and quasi-experimental techniques that increase data quality while lowering reporting burden and costs to participants.",,,,https://www.youtube.com/watch?time_continue=2&v=cD-jLqKuw7Q&feature=emb_logo,https://www.youtube.com/watch?time_continue=2&v=cD-jLqKuw7Q&feature=emb_logo,
15595,"Innovating Korea's financial payment infrastructure with open banking",https://oecd-opsi.org/innovations/innovating-koreas-financial-payment-infrastructure-with-open-banking/,20/04/2020,"Financial Services Commission (FSC)",Korea,central,"a:1:{i:0;s:8:""economic"";}","Innovating Korea's financial payment infrastructure with open banking",http://www.openbanking.or.kr,2019,"The open banking platform is a joint open infrastructure in the banking sector which provides core banking services in standardized open API to ensure fintech companies and banks offer fintech services without partnership with individual banks.
Inquiry and transfer can be processes for accounts of all 18 banks by simply accessing the standardised open API. Fees were reduced by 1/10. Open banking is expected to spur innovation with the emergence of comprehensive financial platforms and improved customer experience.","Designed to serve individual banks, Korea's financial payment system provided limited access, requiring a separate contract with each bank in order to gain full access to the system. Moreover, with high fees imposed on fintech businesses, fintechs struggled to release and run innovative services.
Based on the ""essential facility doctrine"", which requires the owner to allow competitors to access and use the essential facility to enhance competition among essential facility owners while maximising consumer benefits, the Financial Services Commission (FSC) sought ways to ensure fair access and use of payment network where a natural monopoly exists.
In partnership with relevant agencies, such as the Korea Financial Telecommunications and Clearings Institute (KFTC) and the Financial Security Institute (FSI), FSC unveiled a policy on innovating financial payment infrastructure on Feb 25th, 2019 to create reasonable and fair competition ground which can offer new, innovative and comprehensive financial services. An open banking platform was established as a part of the effort.
Open banking is a joint open infrastructure in the banking sector, which runs core financial services in standardized open API to seamlessly offer fintech services to customers at reasonable cost, without obligating banks and fintech companies to enter into partnerships. Core financial services such as inquiry and transfer are provided in 6 APIs.
The 6 APIs include:
ⅰ) Balance inquiry (check balance of customer’s own account);
ⅱ) Transaction history inquiry (check deposit/withdrawal history of customer’s own account);
ⅲ) Account real name inquiry(user organization* verifies validity of customer account and name of account holder);
ⅳ) Check sender’s information inquiry (verify name of sender who has deposited to an account held by the user organization and sender’s account number);
ⅴ) Debit transfer (to take funds out of user’s account and credit it into user organization’s account); and
ⅵ) Credit transfer (to take funds out of the user organization’s payment account and credits it into user’s account).
The objective of the open banking platform is opening up the entire financial payment infrastructure to create a reasonable and fair competition ground where all players can offer new, innovative and comprehensive financial services for paradigm shift and innovation across Korea’s financial industry.
Through the open banking platform, a financial company with weak customer base or fintech business can maintain potential customers by utilising data held by another financial institution and thus a new opportunity can always be discovered if innovative application is created based on accurate analysis of customer needs.
Korea’s fin-tech industry is expected to grow rapidly with many new players entering the financial market to launch innovative services and existing banks seeking to discover new business models to secure sources of future profits. Dramatic transformation in day-to-day finance is expected to take place, too, because the financial industry is likely to be restructured to be consumer-oriented by enabling consumers to independently choose their financial services and have control over their data.
When bank-centred open banking stabilises, discussions will be launched to expand the system into the secondary banking sector, such as mutual aid, savings banks, post offices, etc. within next year. Review will be conducted to expand services by increasing the number of user organisations, adding more APIs and so on.
The amendments to the Electronic Financial Transactions Act will include legal ground of open banking payment, while new services by an initiation service provider (PISP), such as My Payment, will be introduced.
In addition, open banking will be expanded, for instance by combination, or reorganization with My Data sector to promote customised, new and innovative services. In short, “open banking” will be implemented to pave the way for true financial innovation to turn itself into “open finance”.","a:1:{i:0;s:3:""194"";}","First, all banks (a total of 18) in Korea have joined open banking, which has enabled customers to enjoy better customer services thanks to greater choice. The strength of Korea’s open banking lies in the fact that on top of fintech businesses, banks are taking part in the system as a user.
Second, going beyond APIs for inquiry features to allow financial consumers to enjoy a variety of services, including, but not limited to payment, has broadened consumer choices.
Third, unlike open banking in other parts of the world, which provides API based on data inquiry, Korea’s open banking offers API that can execute money transfer and payment features.
Thanks to open banking, not only will financial consumers be able to use various innovative fintech services, but enhanced financial consumer benefit and a wider variety of choices are also expected.","a:1:{i:0;s:14:""implementation"";}","On February, 25th, 2019, FSC has announced its plan to introduce open banking in “measures to innovate financial payment infrastructure”. After the announcement, FSC set out detailed plans and security standards based on its consultation with banks and the fintech sector. It has taken a series of procedures such as compatibility screening, functional testing, security checks, etc. on entities that signed up to use open banking.
From October 30th, 12 banks (Shinhan Bank, Woori Bank, KEB Hana Bank, Kookmin Bank, Nonghyup Bank, Industrial Bank of Korea, Daegu Bank, Busan Bank, Kwangju Bank, Jeju Bank, Jeonbuk Bank, Kyongnam Bank) have been offering open banking services through a soft launch, while from December 18th, full-fledged open banking will be rolled out for 18 banks (12 banks, the Korea Development Bank, Suhyup Bank, Standard Chartered Bank Korea Limited, Citibank Korea Inc, K Bank, Kakao Bank) and fintech companies which completed security checks.","As a government ministry overseeing Korea’s financial policy, FSC established the open banking master plan, etc.
A payment and settlement organization, KFTC, is now supervising the open banking hub system.
FSI is supporting security aspects of open banking by undertaking security inspections of open banking user organizations.
Banks are service providers of account information and users of open banking through their banking apps.
Fintech companies have also joined as users of open banking.","Banks have paved a way for a comprehensive financial platform by acquiring and attracting new customers through multiple channels.
Fintech businesses can focus on service innovation partly thanks to reduced costs; it has become easier to develop customised financial services that meet customer needs.
Consumers now have more choices over financial services, increased control over their financial data on top of financial experiences that have greatly been improved with one-stop services.","First, a high participation rate from banks and fintech businesses which were initially reluctant to join.
Second, the system fee was set at a reasonable level to ensure fair competition. Open banking fees are set to one-tenth (1/10) of firms' banking charges, which cost KRW 400~500 per transaction, greatly reducing burden on fintech companies. In particular, by further reducing fees imposed to small and mid-sized fintechs to one twentieth (1/20), fintech firms are finding themselves with lower entry.
Third, consumers showed keen interest in soft launch of open banking. More than 3 million users signed up for the service while an average of 2.4 accounts per person are registered for open banking.
Banks are releasing a wide range of products and services, leading to more consumer benefits. Banks are offering consolidated asset management services and they have introduced currency exchange and bill splitting services by collecting funds scattered across multiple banks.","To open up the financial payments network and encourage fintech companies to join, it was necessary to adjust fees imposed on them by banks; but banks were reluctant, believing that this would inevitably reduce their profits from fees. Through continuous meetings in the banking industry, however, the applicability of open banking was expanded to enable banks to join the open banking platform. Moreover, they persuaded banks to see open banking as an opportunity to acquire more customers from competition rather than a threat of reduced fee profits. In the end, banks reduced fees. At the request of the banks, open banking was pilot launched (on October 30th) prior to the full implementation.
Also, in order to ease concerns about security issue, KFTC and FSI cooperated to conduct stringent security checks on fintech businesses to make sure they meet security requirements while subsidizing 75% of funds needed for conducting security checks for small and medium sized fintechs.","The major success behind open banking in Korea was listening from voices on the scene through regular discussions between the banking sector and the fintech industry, which ultimately enabled responsive administration for the spread of open banking. Since the announcement of measures on innovating financial payment infrastructure at the Financial Holding Companies Meeting on February, 25th, 2019, a working level council on open banking, which comprised of KFTC staff and working level employees from participating banks was held every week to reduce differences. In addition, to gather feedback in the field, the open banking joint task seminar (June, 20th) was held, alongside the user organizations Meet up day (September, 3rd) and other smaller meetings.
The feedback was quickly forwarded to the financial authorities and, when necessary, authentic interpretation was provided swiftly to help participating organisations resolve the issues they faced.","Open banking, which offers data and services held by multiple organizations through open API can be benchmarked to other industries or government ministries. Enormous benefits in terms of cost, computer program, convenience, etc. are present.
First, access to a single hub only enables an organization to be connected to all participating organizations. This can greatly reduce costs compared to connecting to individual entities. As the number of participating entities increases, the benefits can be doubled.
When organisations are connected by their own system standards, complexity of system development inevitably grows. However, when organisations are connected via single standardized hub, the level of system development and barriers will greatly be reduced.","Amid rising innovation and competition in the global financial payment sector, financial payment innovation is becoming a “game changer” for the overall financial industry by seeking to become a comprehensive financial platform. Not only is an open financial payment platform required for innovative financial services to blossom, but banks also need to open it up to survive.
An increasing number of global fintechs have already entered the financial payment and are quickly increasing their market share. Big tech companies, too, have made inroads into the financial industry based on financial payment and are expanding their businesses into the global financial platform. Recognizing the importance of the financial payment sector, major economies such as the EU, UK and Japan have already been pushing for infrastructure innovation to raise openness and access to payment systems. Indeed, they have built legal and institutional framework to ensure that fintech companies can easily access banks’ payment system before other nations. In contrast, Korean fintechs were not able to offer services without help from banks due to individual bank-based closed system. Banks, too, were unable to provide financial payment services for customers of other banks. Sticking to closed system would naturally cause a country to fall behind in global race for financial innovation. The open banking system, which opens up the entire financial payment system, was implemented against this backdrop. Many stakeholder institutions came together to build an innovative financial payment infrastructure which could offer easier financial services at reduced cost. As a result, Korea now has a financial payment infrastructure that is capable of handling many types of fund transfers, from deposit, withdrawal, to payment by allowing all banks and payment service providers to instantly access bank accounts held by every citizen at the moment when people want to use the service.","FSC will continue to think about ways to improve the system in terms of operating process, member organisations, service scope, etc. since it can be applied to a wider range of financial services rather than confined to present day payment and transfer. Financial innovation at the individual level can fall short of driving fundamental innovation in financial payments and across the industry without a complete transformation of the overall financial infrastructure. In this regard, the Financial Services Commission will take measures to increase the synergy effects of open banking including setting up legal framework for open banking, overhauling the financial payment system and promoting big data.",,,https://www.youtube.com/watch?v=DlSlcRRy9Gw,https://www.youtube.com/watch?v=r6rUJd2pCrA,https://www.youtube.com/watch?v=aShY12T3czM
15683,"Operations New Era (ONE) -Transforming the Maintenance of State Land and Properties in Singapore",https://oecd-opsi.org/innovations/operations-new-era-one-transforming-the-maintenance-of-state-land-and-properties-in-singapore/,10/11/2021,"Singapore Land Authority",Singapore,central,"a:1:{i:0;s:11:""Real Estate"";}","Operations New Era (ONE) -Transforming the Maintenance of State Land and Properties in Singapore ",https://www1.sla.gov.sg/state-land-n-property/management-of-state-land-and-property/smart-solutions,2019,"Singapore Land Authority (SLA) manages about 7,700ha of state land, 150 vacant state buildings and 10 offshore islands. Given the scale of work, which is exacerbated by declining manpower, SLA urgently needs to augment current operations with technology and its ONE digital ecosystem (ONE) does just that. ONE is a ground-up initiative to leverage drones, machine learning, geospatial technology, applications, etc. for a synergistic and holistic management of vacant state land and buildings.","SLA engages contractors to carry out routine maintenance works, such as pest control, housekeeping, grass-cutting, and other activities. Management of contractors to ensure delivery of quality maintenance services and traditional physical inspections by officers can be time-consuming and labour-intensive, especially on the offshore islands. There may also be site constraints and safety considerations, which limit the ability of our officers to conduct inspections in a comprehensive manner. ONE transforms the current manual and manpower intensive maintenance regime to one that harnesses technology for greater productivity, effectiveness and quality.
Real Time Awareness
Using ONE, instead of physical inspections, officers can manage contractors remotely in real time as they will be alerted to view contractor’s coverage and have the option to view the contractor “live” via the CCTV app. Upon works completion, a report can be retrieved instantly (Annex A).
In the management of offshore islands, officers use ONE to monitor utilities levels remotely (Annex B) instead of traveling to the various islands to sight water and diesel tanks levels. SLA also completed a trial on the offshore islands where a self-charging drone will fly automatically based on pre-determined schedule and flight paths without the need of a pilot to physically sight the drone flight on the ground (BVLOS flight). Using machine learning algorithm, potential maintenance issues can be automatically picked out for officers to follow up in real time (Annex C). While SLA is looking to implement technology on the offshore islands, poor wireless internet connectivity is currently hampering technology implementation. To enable usage of technology on the offshore island, SLA is currently testing the use of TV White Space (TVWS) technology for stable wireless connectivity.
Rapid response on the go
With ONE, officers are able to receive and respond to public feedback rapidly. At the same time, ONE helps officers make better decisions on the go as officer can easily retrieve key geospatial information, tools and best practice guides at the click of a button. Officers are also able to create reports of their inspections in a fuss-free, yet comprehensive manner that can be immediately sent to the relevant contractor for immediate follow-up (Annex D).
Preventive Maintenance
Detailed inspections for preventive State Building maintenance (e.g. former schools, hospitals, etc) are labour intensive and requires machineries such as boom lifts to access hard-to-reach areas.
ONE uses drones, machine learning algorithm and 3D photogrammetry where potential maintenance will be automatically flagged out in 3D models for follow up. This method is safer and helps to resolve potential maintenance issues at its infancy so that they do not snowball into issues of greater concerns (Annex E).
The ONE Masterplan (Annex F) details the upcoming plans for the system where SLA will transit into Artificial Intelligence (AI)-led predictive maintenance regime, and eventually to an era where robotics and automation will handle routine maintenance tasks such as grasscutting, housekeeping, etc.
","a:3:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""217"";}","ONE transforms traditional manual- and manpower-intensive land, building and contractor management processes into an efficient and effective one by synergising the use of drones, machine learning, applications, IOTs, geospatial, BVLOS drone and TVWS technology.
Most innovations serve just a single aspect of the overall workscope but ONE is co-created with the end users to serve holistic end-to-end needs. Not only are needs holistically catered to, the various technologies used are integrated to provide the end users with a positive user experience.
Moreover, SLA has also considered how innovation can be sustained as it evolves over time and so have set out a comprehensive and flexible innovation framework to drive the future of the ONE digital ecosystem.
Given that management of land, building and contractors is an essential scope of work in any part of the world, the ONE digital ecosystem has the potential to make a big impact when applied on a larger scale.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The first iteration of ONE is in operation, where SLA constantly solicits ideas from end users and conceptualises them into business cases. Lessons from the various aspect of ONE are evaluated and translated to enhancements or developed as additional features in ONE.
From the stakeholder engagements, SLA has also set out a masterplan with detailed strategies to guide and prioritise future development of ONE based on the current needs and technological trends. The masterplan is kept simple to retain flexibility within the framework; it is also reviewed periodically for adjustments in line with changes in technology trends and operational needs.
At each stage of the masterplan, a detailed plan will be co-developed with the stakeholders to map out the details of development, done via workshops, focus groups, etc (Annex G). A steering committee made up of senior representatives from operational and technological stakeholders has also been set up to drive the current detailed plan.","SLA worked closely within its operational departments to co-create ONE. Inputs provided were instrumental in mapping out detailed future plans. They also proved invaluable during technology tests. GovTech, the government’s IT arm supporting the development and implementation of technologies across Singapore’s public sector, was also a key collaborator. SLA also worked with various system vendors and consultants, who in turn collaborated with GovTech, to define and refine different aspects of ONE","Through the digitalisation of processes, one of the greatest beneficiaries of ONE are the contractors carrying out maintenance of State land and buildings. ONE enhances their productivity and quality of work, while cutting effort, time and manpower to compile reports for SLA’s review. ONE also supports the Singapore government’s drive to optimise manpower. Maintenance issues are detected and resolved earlier, and with less reliance on human intervention, equating to savings for the State.
","ONE saves SLA about 7,500 man-hours and $600K a year. These stem from reduction in both time needed to conduct detailed and routine inspections, and travelling time particularly to the offshore islands, reduction in rental and transportation of equipment costs, as well as savings due to early detection of maintenance issues. Unmanned Aerial Vehicles (UAVs) used to collect comprehensive and consistent images of areas difficult to access (e.g. rooftops, building facades) eliminates safety risks to officers, while improving data quality. In the next iteration of ONE, predictive maintenance is estimated to reduce frequency of routine maintenance-related works, with officers focused on handling system-triggered work.
Further down the ONE masterplan, when robotics can take over routine maintenance works, officers can focus their attention on higher value work e.g. engagement with the public. Transmitting the usage of ONE along the government ecosystem could also reap further benefits.
","One challenge when it comes to using drones is ensuring conformity to airspace regulations. Presence of flight area limits within Singapore potentially challenges the scalability of drone operations. Another challenge is that robust wireless data connectivity is required for technology implementation on the offshore islands, however intermittent and poor connectivity presents a challenge in technology deployments. We are currently trialling the use of TV white space technology as an affordable and reliable solution for wireless data connectivity. Along the way, we also learnt the importance of user-centric designs and to design with the end users in mind. Investing time in user engagement and incorporating user feedback into the design and development of any application is important in ensuring that intended users use the products. Active user engagement has allowed the team to glean insights for continual refinement of the applications.
","Leadership and Guidance: Strong leadership and guidance towards innovation is critical as it provides aligns and motivates the stakeholders to move towards a common objective. It also provides the clear vision, support and collective drive to sustain such innovations over the long term.
Human and Financial Resources: The initial conceptualisation and development of each innovation usually requires investment of human and financial resources. We are lucky that the management is willing to provide seed funding for testing of technology for us to access the feasibility of actual implementation and the availability of seed funding within government that to help get our projects off the ground.
Personal values and motivation: Setbacks and hurdles are often encountered when pushing the boundaries of innovation, hence, personal values and motivation is essential so that one can still find a way to deliver despite the constant and often unforeseeable setbacks and hurdle.","This initiative is highly replicable because many agencies and companies, in the public and private sector are required to manage land, buildings and/or contractors.","SLA believes that no innovation should be deemed unrealistic and be censored upfront as it may simply be that the time for such innovation has not arrived. However, the bigger and bolder the vision, the more complex it becomes. Hence, it is important that one should plan and execute the plan towards the grand vision in smaller phases and be prepared to make adjustments along the way. SLA also believes that innovation should be sustained over time, so the appropriate support structure to drive innovation needs to be in place so that there is a collective will and drive to push the boundaries over time.
",,"a:1:{i:0;s:5:""27165"";}","a:7:{i:0;s:5:""15696"";i:1;s:5:""15697"";i:2;s:5:""15691"";i:3;s:5:""15692"";i:4;s:5:""15693"";i:5;s:5:""15694"";i:6;s:5:""15695"";}",,,
15701,"Win a Minute, Lose an Hour: Time-Out Station for Speeding Drivers",https://oecd-opsi.org/innovations/win-a-minute-lose-an-hour-time-out-station-for-speeding-drivers/,10/11/2021,"Estonian Public Sector Innovation Team",Estonia,central,"a:11:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:13:""environmental"";i:3;s:6:""health"";i:4;s:7:""housing"";i:5;s:11:""information"";i:6;s:12:""public_admin"";i:7;s:12:""public_order"";i:8;s:10:""recreation"";i:9;s:7:""science"";i:10;s:9:""transport"";}","Win a Minute, Lose an Hour: Time-Out Station for Speeding Drivers",,2019,"The number of traffic accidents resulting in human casualties have not shown any significant decrease in Estonia over the past ten years. While velocity is one of the factors to significantly increase the severity of the consequences, user-centric approaches also lead to the realisation that in Estonia speeding is a widely accepted social norm. An innovative approach was developed in order to test the effect of losing time, instead of money, as a potential measure to affect drivers’ behaviour.","The number of traffic accidents resulting in human casualties has not shown any significant decrease in Estonia over the past ten years, regardless of various efforts. The Public Sector Innovation Team applied design thinking methods in order to gain a user-centric view on the problem. Interviews conducted with drivers lead to a number of insights. First, that exceeding the speed limits is a socially accepted norm both within the urban areas as well as on motorways. Even more so, driving at or somewhat slower than the allowed speed is frowned upon as it is seen as disrupting the traffic flow. Second, the interviewees admitted that traffic fines, especially those registered by automated cameras, have no effect on neither the behaviour nor the values and attitudes of the driver—these fines are widely treated as a form of road tax.
However, what also emerged from these conversations, was the drivers’ condemnation for the time lost when they needed to wait while being issued a fine along the road-side, or when at earlier times they had to visit the police department to retrieve their licenses in case of more serious offences. Also, many drivers have admitted that a discussion with a police officer after an offence that has not resulted in issuing a fine, has had a considerably bigger emotional effect on them.
These insights lead the team to wonder whether time could be used as a form of penalty alongside monetary fines, suspending a driver's license, etc. During the autumn of 2019 we tested “Rahunemispeatus”, i.e. “Time-out Station” on Estonian motorways. When a speeding was registered by the police, the driver was stopped. If they had no pre-existing traffic-related offences, they were offered a choice: either to pay a fine or wait by the roadside and continue their trip after a certain time had passed. The duration of the time-out was either 45 or 60 minutes, depending on whether they had exceeded the speed limit up to 20 kmph or 21-30 kmph. The time spent on time-out was informed by a snow-ball study (400 participants) designed to determine a compelling enough threshold.
The value of this innovation is manifold. First, it has encouraged the Estonian Police to trial new approaches that rely on a better understanding of human behaviour. Also, it is an exemplary case for the public sector to illustrate why new policies including punitive measures should be tested and measured, as the effect and reception of such interventions cannot be foreseen.
The extensive national and international media coverage of the Time-Out Station also initiated a valuable discussion in the Estonian society about speeding and the effectiveness of current traffic penalties. Considering that the root causes of speeding lie in the social norms and that speeding was generally not seen to be problematic by the interviewees, it is remarkable that the approach was so well-received by the public. It is notable that people endorsed its egalitarian approach—with the traffic fines being flat in Estonia, it was argued that a fine of 60 EUR hurts a less well-off person disproportionately more than a wealthy one, while 60 minutes is equally 60 minutes out of anyone’s life. In addition, the society has viewed this approach as a sincere effort on behalf of the police to affect drivers’ behaviour versus issuing fines – which is often seen as filling the state budget. Therefore, it demonstrated how a proposed penalty policy can be conceived by the society to be both necessary and fair.
This intervention required significant resources (8-10 patrol police officers per one 3 hour run) which makes it a format that could be used occasionally to draw attention to roads where speeding considerably heightens the likelihood of severe consequences to health and safety. However, there is great potential for scalability through technology: with point-to-point cameras, increasingly in use, it is possible to fully automate the Time-Out Station, where prior to the arrival into major destinations (e.g. a city), an area is set aside on the motorway and electronic boards list the vehicles that need to drive to the kerbside and take a time-out.
Currently we are exploring ways to change the legislation in order to introduce time as a form of penalty. Thereafter, we shall continue testing variations of this intervention, and shall look into ways to monitor and measure drivers’ behaviour both on short-term (i.e. right after the intervention) as well as long-term (e.g. within months after the intervention).","a:7:{i:0;s:3:""156"";i:1;s:3:""211"";i:2;s:3:""257"";i:3;s:3:""317"";i:4;s:3:""178"";i:5;s:3:""618"";i:6;s:3:""619"";}","To the best of our knowledge, using time as a penalty for speeding is not in use in other countries. We have also not come across articles, studies nor measurement results of a similar approach or experiment. The continued international interest towards our approach is another testament to its uniqueness: its mentioning in various media articles, newsletters and podcasts, as well as at international conferences on road and traffic safety.
This apparently simple shift in thinking was born out of a human-centric approach. Rather than approaching speeding as a conscious decision to break the law, we analysed the traffic culture in Estonia on its widest terms: how is speeding defined, how average drivers see themselves compared to others, how behaviour and choices are rationalised, what are widely-accepted norms and what are seen as the biggest problems in daily situations. ","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","In the first stage, during the autumn of 2019, the Time-Out Station was tested on two occasions. In these instances, due to the current legislative framework, the time-out option was presented as a choice. We have analysed the gathered data and drawn initial conclusions.
We are currently pursuing changing the legislation in order to introduce time as a potential punitive measure alongside monetary fines and other existing measures. This would allow us to develop the idea further and carry out more assessments of its impact. We are also exploring ways to measure the long-term effects of the Time-Out Station.
","The Project Manager from the Government Office has a background in social anthropology. Ministry of the Interior was represented by an Innovation Adviser (background in policy design) and a Law Enforcement Adviser (background in traffic policy). Representatives from the Estonian Police and Border Guard Board and the Road Administration have long careers in traffic policing, but also included members with technology expertise. The team also benefited from the input of a behavioural scientist.","This intervention has the potential to affect everyone in Estonia who participates in traffic, either on foot or in a vehicle. Studies (from the European Transport Safety Council) have indicated that if the average speed in Europe could be decreased by 1 km/h, it would save 2100 lives each year.
As mentioned above, this experiment’s positive reception has encouraged the public sector in Estonia to try out more innovative ideas on a small scale before formulating them into legislative acts. ","The interventions were carried out on a motorway (speed limit 90 kmph) between the cities of Rapla and Tallinn. The outcome was 16 out of 28 (57%) drivers eligible for the time-out, preferring it over the conventional fine. The speed of the drivers who were involved in the experiment was measured 3 km and 9 km after exiting the stop, as was the speed of all other vehicles passing by.
As this was the first explorative study into using time as a penalty for speeding, the main focus was to gather qualitative data on the reaction of drivers and the wider society. Also, we saw it necessary to ensure that this intervention did not have an opposite effect of increasing speeding – which it didn't. This suggests that drivers are unlikely to try to make up the time lost by driving faster.
In addition, the post-time-out telephone interviews with the drivers revealed that it had been a memorable event and had made them pay more attention to their speeds after the intervention. ","Ideally, we would have wanted to run a randomised controlled trial to measure the impact of a time-out versus a conventional fine. This, however, turned out to be impossible since the current legislation (rightly) does not allow to allocate punishments randomly. Thus we are unable to determine the real impact of a time-out on the subsequent drivers’ behaviour.
In general, assessing the impact of measures on individual drivers’ behaviour is challenging, since registered offences do not provide an adequate overview of their behaviour nor its actual change on a daily basis.
Also, since the main insight out of this project was an understanding that the social norm has to change, we acknowledge that it is a long and difficult endeavour.
","This innovation started with strong and bold leadership in the public sector that encouraged the team to come up with solutions that had not been tried out before. This requires attitudes that value experimentations in devising public policy.
Such interventions are challenging within existing legal frameworks, hence there is a need for legal sandboxes and a wider agreement in the society as well as within the public sector on how to conduct policy trials (incl. the research, ethical and legal perspectives).
Our experiment gained from transparency – we informed the public through media beforehand as well as during and after the events. This allowed us to explain the rationale and reasons for such undertakings, and initiate a valuable discussion in the society.
Support from the wider society is of utmost value in order to create a shift in public attitudes towards speeding and its contributing effect to the increase of risk for all people involved in traffic situations.","In our view this innovation has great potential and could be used in many other countries. We are eagerly hoping that other countries would experiment with the Time-Out Station, so that more data would emerge to measure its impact. As noted earlier, this idea’s scalability lies in technology, which would allow to fully automate the measure.
","As this intervention was being developed, we assumed that people would value time more than money. We carried out a pre-test, where people caught speeding were posed with a hypothetical choice of a time-out vs the amount of a fine corresponding with the offence – the outcome was only ⅓ of drivers being willing to take a time-out. Contrary to our expectations, during the actual interventions, more people favoured the time-out (57%), regardless of their excuses for speeding generally being that they were in a hurry.
In hindsight, it is evident, that when faced with a choice, drivers are inclined to choose the more convenient and personally suitable option. We observed, however, that drivers took time weighing the options, taking into account their daily arrangements, duties, and the value of time vs the value of money (e.g. the amount of the fine in comparison to their hourly salary rate; missing a ferry abroad, etc).
It must also be noted, that the overwhelmingly positive reaction from the drivers involved in the experiment was undoubtedly related to having the freedom to choose. Therefore, we see it necessary to test time as a punitive measure also in the conditions of it being assigned rather than chosen, in order to analyse how this affects the outcomes.
Also, the value of even small-scale testing is indisputable. Neither the lengthy discussions in preparation for the intervention, nor the use of legos to create and play through the situation and attempt to foresee details and events that may emerge at the Time-Out Station, could not predict nor forecast the actual outcomes. A myriad of aspects, such as the weather, the social dynamics in the location, the reactions of drivers as well as passers-by, the public reaction, etc only become apparent when actual trials are carried out. Also – as was notable in our case – the outcomes of the pre-test wrongly predicted the willingness to choose time-out.",,"a:5:{i:0;s:5:""15741"";i:1;s:5:""15742"";i:2;s:5:""15743"";i:3;s:5:""15744"";i:4;s:5:""15740"";}",,,https://mobile.twitter.com/reuters/status/1181751131162038277,
15714,"First free-for-all AI software developed in Public-Private cooperation along with a functioning legal sandbox framework.",https://oecd-opsi.org/innovations/est-ai-sandbox/,23/06/2020,"Ministry of Economic Affairs and Communications",Estonia,central,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:9:""transport"";}","First free-for-all AI software developed in Public-Private cooperation along with a functioning legal sandbox framework.",https://koodivaramu.eesti.ee/MKM-data/texta-toolkit,2019,"As a pilot project, the first piece of AI software developed in public-private cooperation was recently added to the Estonian code repository, which can be re-used and developed further free of by all public and private stakeholders. We also created a new form of cooperation, a framework in order to make cooperation between companies and the state sector in IT development possible in the complex web of procurement rules. This project enables to build solutions for the digital state by anyone.","In November 2019, we successfully added the first artificial intelligence (AI) based application, developed in public-private cooperation to the Estonian digital state code repository (created in spring 2019).
This piece of software can now be re-used and further developed free of charge by all private and public sector stakeholders. As this was a pilot project and only the first of many, we have reason to believe that implementations of the so-called sandbox co-operation model, which allowed this pilot project to come into life, will provide new opportunities for the private sector to develop and launch innovative digital solutions with the state (not exclusively AI applications) and introduce their accomplishments everywhere in the world. Our goal is to have at least 7 such basic AI components available by the end of 2020, free for use by everyone.
One of the fundamental ideas of the Estonian digital state has been relying on platforms or common solutions instead of re-inventing the wheel, where ever possible. We are now looking for ways to bring the same platform-based approach and acceleration to new technologies, such as the field of AI. Today we are happy to see that the first step in this direction has brought results.
The first AI basic component is a text analysis tool created by Texta – an Estonian start-up, which has already helped several government institutions in streamlining and automating their processes and routine activities. For example, the Ministry of Education and Research is conducting a document management audit using the same AI component to identify documents that have been tampered with (e.g. internal documents, personal data, etc.). The Ministry of Justice used the component to remove personal information from nearly 80 000 expired court sentences. The component grew out of applied research at STACC and its development has been supported by the Estonian Language Technology Program.
We are putting the AI components to work on the principle that anyone can download the basic solution from our code repository and train it (or further develop it) on their own data.
In order to develop this solution, the Ministry of Economic Affairs and Communications also established a new form of cooperation, i.e. a technological sandbox framework for cooperation between the public and private sectors in IT development. We strongly believe that all innovation in a digital state does not only have to come from lengthy and complex procurement processes and depend on the knowledge of public servants.
Therefore, before we launched the the sandbox framework, we thoroughly analysed how to make this work under EU procurement rules. We consulted with several legal experts from both sectors as well as with the Public Procurement and State Aid Department of the Estonian Ministry of Justice. Through careful analysis we established 6 principles that have to be followed in the framework.
This innovation allows us to open up the opportunity for a new kind of development cooperation, whereby a private sector party (e.g. a company, university or individual developer) can create additional components to or further develop previously created solutions of Estonia. The state and the general public receive the developed solution for free use and the creator of the solution can demonstrate their solution as a success all over the world.","a:1:{i:0;s:3:""147"";}","For years it has been regarded as an inevitability, that cooperation with the public sector is only possible through procurement processes. We managed to establish a regulatory framework that allows a much more flexible and time-efficient approach. This means that developing and implementations can move forward faster and has a potentially in a wide variety of different domains. The general idea supports multi-party development and reusing by other stakeholders. Through this, it serves the concept of Government as a Platform.
One of the main directions of the Estonian national action plan for the implementation of AI is the testing, commissioning, and making available by the state base components of AI-based standard applications that would speed up the implementation of AI-based solutions. This can happen throughout a wide variety of domains by different stakeholders.","a:1:{i:0;s:14:""implementation"";}","Using the same Sandbox Framework, our goal is to have at least 7 AI components available for the general public by the end of 2020.
The first base component for AI-based solutions added to the source code repository is a text analysis tool created by Texta OÜ, which has been used by many institutions to date for increasing the effectiveness of their work processes and the automation of routine activities.
The Ministry of Education and Research, for example, uses the tool for the audit of document management aimed at identifying documents which have gone public without permission.
Using Texta, the Ministry of Justice in cooperation with the Centre of Registers and Information Systems (RIK) stripped personal data from nearly 80,000 judicial decisions involving expunged punishments and thereafter made the decisions available in the court information system again","Government officials – the ministry of Finance, which helped us establish out the legal basis for the Sandbox Framework; the ministry of Economic Affairs & Communications which initiated and executed the project; the Information System Authority which organised uploading the AI-component into the code repository
Companies – Texta OÜ, the start-up which developed the first AI-component; Priorilaw OÜ, a law office, which helped us establish out the legal basis for the Sandbox Framework","Government officials – all government authorities can use and further develop the AI component for their own needs and therefore use the most innovative and most effective technologies on the market. Companies – the government is open to co-operation with all companies that wish to execute similar projects. With the sandbox framework, we are opening up the possibility for cooperation in development in which framework a company, university or individual developer can develop the solution further.","One of our main Key Performance Indicators is to have at least 7 AI-components available for the public by the end of 2020 and at least 25 government institutions which have implemented these solutions.
Currently there is one free for all code at the repository, but the general idea dictates that in the future there will be significantly more. Government as a Platform concept foresees that this will bring different stakeholders closer to work together and therefore make developing and reusing solutions faster with less resources needed initially.
As the innovation is relatively new, there haven't been any numeric results, other than the collaborations mentioned before. In additon the Estonian Rescue Board uses this solution.","Establishing a functioning legal framework was a highly challenging task due to the complex system of EU procurement and state aid rules. We managed to overcome these difficulties by involving experts from both public and private sectors and meticulously drafting and improving the principles which could, and finally did, make the Sandbox Framework work.
The overall difficulty and success lies in the fact, that previously it was only through complex bureaucracy possible to engage in such collaboration. This however lays the foundation for further collaboration between the stakeholders and now as the proof of concept as well as real solution is ready, the possibility is immense. At a certain point it seemed that the possibility of making this happen diminished completely, however through excessive legal analysis, the project bacame possible.","Leadership and guidance – as our ambition is to keep developing the Sandbox Framework, we need to keep involving legal and technology experts from all sectors. To develop said solution, a new form of cooperation was established under the leadership of the Ministry of Economic Affairs and Communications in the form of a technology sandbox for cooperation in IT development between the public and private sectors
Personal values and motivation – government authorities must be open and willing to implement new solutions for this to succeed in the long term
Human and financial resources – One of the main drivers of this project is the fact and there will be an opportunity for stakeholders to save human and financial resources in being part of the project and using and reusing the already developed components available at the source code repository.","The very essence of this project is to have a wide variety of users and stakeholders to contribute to the overall success of this project. The Sandbox Framework itself creates a solid basis for further cooperation between the entities from private and public sector to use, reuse and develop further the already existing code. Potentially the idea is, that if other stakeholders will contribute to developing the already existing solutions, others will find something to implement for themselves and it will help to move forward with the government as a platform concept.
Sharing software and solutions gives companies the opportunity to build new products and services or develop existing ones. It also supports the development of the digital state. These solutions can be and should be used and shared more across different areas of governance in Estonia and potentially globally.","First and foremost, it is clear now that new ideas require a certain level of understanding between all stakeholders to move forward with. At times it will present challenges that did not seem to be present at first and therefore it requires flexibility to re-evaluate and adjust the path taken towards the initially set out objectives. Secondly, in order to make things happen, it is needed to outsource expertise and take into account the fact that the effort that will be put in at first might bring exponential benefit after a certain period of time. This requires perseverance and commitment to push things through. Furthermore, in a complex legal framework it is increasingly important to find ways to innovate that are in full compliance of such frameworks.",,,,,,
15722,"SELFI (JUVENILE FILIAL SCHOOL / FORMAL EDUCATION SERVICES AT SPECIAL CLASS DEVELOPMENT INSTITUTION FOR CHILDREN (LPKA) CLASS I PALEMBANG)",https://oecd-opsi.org/innovations/selfi-juvenile-filial-school-formal-education-services-at-special-class-development-institution-for-children-lpka-class-i-palembang/,15/04/2020,"Education Office Of Palembang City",Indonesia,local,"a:1:{i:0;s:9:""education"";}","SELFI (JUVENILE FILIAL SCHOOL / FORMAL EDUCATION SERVICES AT SPECIAL CLASS DEVELOPMENT INSTITUTION FOR CHILDREN (LPKA) CLASS I PALEMBANG)",http://disdik.palembang.go.id/,2014,"Sekolah Filial (SELFI) is a high quality formal education service for child prisoners in a special child development institution, Lembaga Pembinaan Khusus Anak (LPKA) Klas I in Palembang. This innovation is a solution to provide educational rights for all, including child prisoners in Palembang. This was a major problem in Palembang because of the high number (191) of cases reached in 2014, far above the national average of 95 cases. This innovation has been able to lead them to a better future.","Palembang has an area of 399.22 km2 with a population of 1,558,494 inhabitants (in 2014). A total of 293,777 inhabitants or 19% of the population of Palembang City were recorded as students. In 2014 there were 191 children involved in various forms of criminal cases. These children had been prosecuted and convicted so they became inmates of the Children's Penitentiary in Special Children Development Institution (LPKA) Class I Palembang. The number was far above the national average of 95 children separated in the other 33 Provinces, according to data sourced from the Directorate General of Correctional Database System (SDP) in April 2014.
Based on data from the Directorate General of Corrections in 2014, the implementation of non-formal education programs and quality education for child criminals in Indonesia had only reached 24% of the convicted cases, and in Palembang it had only reached 14%. This meant that the rights of these children’s education were still being neglected, so the attempts to foster and build character and restore the live of these children by returning their communities were being unsuccesful.
Seeing these conditions, by upholding the spirit of Sustainable Development Goals (SDGs) ""No One Left Behind"", meaning that no child is left behind in getting a quality education, the Palembang Government - through the Education Office in collaboration with the provincial Office of the Ministry of Law and Human Rights of the South Sumatra Province together with other stakeholders - initiated the implementation of SELFI/ Formal Education Services for Child Prisoners in LPKA Class I Palembang, with levels of education starting from elementary school, junior high school and senior high school.
Before the SELFI School was held in LPKA Class I Palembang, the child prisoners only attended non-formal education so that their right to get a proper education had not been fulfilled. At present child prisoners in LPKA Class I Palembang can take formal education in SELFI School following the program of the nearest state schools, namely elementary level to SDN 25 Palembang, junior level to SMPN 22 Palembang, SMAN level to SMAN 11 Palembang. Direct teaching staff are competent formal schoolteachers. Besides having a decent class, it is also equipped with library facilities, computer practice rooms, and various extracurricular activities such as: scouts, drum band, martial arts, and character building activities as well as spirituality.
This initiative aims to provide equal opportunities for every child, including child Convicts in LPKA Class I Palembang to get a quality formal education. So, it has an impact on improving the Human Development Index (HDI) of Palembang City, especially in education aspects show the rising graph indicating an increase in the quality of education in Palembang City.
At present the fili SELFI al school in LPKA Class I Palembang has succeeded in graduating students, of which there are graduates who have continued at the next level of education, some have even been accepted to work in various sectors both government and private, using diplomas obtained from the SELFI schools. In addition, there are students who can excel in various competitions carried out by various organizations, both locally and nationally.
This initiative is carried out based on the implementation manual of the management and delivery of special service education in LPKA, including:
1. Identification and Assessment of prospective students
2. Education Management Involving: 1) Education Agency; 2) LPKA; 3) Main School; 4) Companion Teacher; and 5) Society.
3. Student Acceptance Process
4. Curriculum and Teaching Materials
5. Implementation of Learning
6. Grading and Graduation
7. Educators and Educational Personnel
8. Educational Infrastructure
9. Institutional Cooperation
10. Monitoring and Evaluation
The Directorate General of Corrections (Director General PASs) of the Ministry of Law and Human Rights of the Republic of Indonesia has made this innovation a pilot program in the effort to better organize education in LPKA throughout Indonesia. SELFI was then included in the strategic plan of the Directorate General of National Strategy for 2020-2024 discussed on October 24 2019 attended by all Heads of LPKA in Indonesia and Heads of Provincial/ Regency/ City Education Offices in Indonesia. The Head of the Palembang City Education Agency was the guest speaker in the event.
This innovation also inspired the formation of SELFI Schools for street children and school Dropouts in Palembang launched on September 12, 2019 in order to provide equitable, quality and affordable education services for the whole community, considering the dropout rate in Palembang reached 1,278 cases (Education statistics data center 2018).","a:3:{i:0;s:3:""617"";i:1;s:3:""190"";i:2;s:3:""335"";}","SELFI is a formal education service for child prisoners in Palembang Class I LPKA. It has become very successful because it builds collaboration among the Palembang Education Office, Palembang Class I LPKA and related stakeholders. So, an active, creative and innovative teaching and learning process is carried out, including intracurricular, cocurricular and extracurricular activities that can shape the attitudes, knowledge and skills of students.
In the end it can produce the quality graduates ready to compete with other students in general, which is evidenced by the presence of SELFI students who excel at regional and national levels as well as graduates who have studied at Universit and become government employees, private company employees, entrepreneurs and even religious teachers.
This innovation has become a pilot and was awarded as the best education provider in LPKA in Indonesia, to fulfill the right to education that is inclusive for all children.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The number of child prisoners in Palembang is quite high, reaching 191 cases far above the national average of 95 cases (SDP 2014); this condition raises new problems for them, namely not being able to access formal education because of having to drop out of school. Non-formal education programs organized by LPKA had been very low in interest and the learning process was not optimal.
SELFI school in LPKA Class I Palembang has succeeded in encouraging the participation of child prisoners' learning from only 14% attending non-formal education, to 100% having attended formal education, and reducing criminal behavior in the same children after being released from the prison.
This innovation ensures an inclusive, quality and equitable education where all children have equal access and opportunities to obtain primary, secondary to tertiary level education. In addition to ensuring equal access for all to gain skills, entrepreneurship opportunities, and obtain meaningful work.","Palembang LPKA Class I SELFI School is managed by involving partners namely;
1. Palembang City Education Agency
2. Child Special Development Institution (LPKA) Palembang Class I
3. Main School
4. Teacher
5. Student Parent
6. Community Element/ Non-Governmental Organization
The elements are directly involved in implementing education in LPKA Class I Palembang, helping determine the concept, relevant educational pattern, creating partnership network, and joint commitment among stakeholders.","This innovation has made significant changes to the lives of child prisoners in LPKA Class I Palembang through formal education, skills training and character building during the detention period.
Child Prisoner parents and family can accept and treat them well and naturally because they have become better people.
Child prisoner's negative stigma during the community is reduced because of seeing they can rise, and even excel in competing with children outside LPKA.","a. The increase of Palembang City Human Development Index (HDI) from 77.02 in 2014 to 77.89 in 2018. From an educational aspect the average length of school increased from 10.23 in 2014 to 10.37 in 2018 (BPS 2019).
b. Decreasing number of child convicts in LPKA Class I Palembang, in 2014 from 191 children to 84 children in 2018, because this innovation has already provided character education and life skill to them as a capital after leaving LPKA. (SDP 2018).
c. Children completed formal education were 112 from 191 children in LPKA, with range of 58% continuing the next level of education, working in the government sector (4.5%) and private sector (9.8%), self-employed (7.2%), not working (8.9%), unknown (11.6%) (PKBI Data 2019).
d. Currently the SELFI are being developed not only for the children in LPKA but also for street children and dropout student in Palembang City had been started September 12, 2019, where the number of school dropouts reaches 1,278 cases (PDSP 2018).","Child convicts as prospective students were often found to not have previous educational history documents, such as report cards, diplomas and identification, as a condition for determining the level of education to be followed. The problem was resolved by getting these documents from the family, school of origin or the regional education office. This was carried out in collaboration with a supporting NGO, namely The Indonesian Planned Parenthood Association (PKBI) in South Sumatra Region.
In addition, there were cases of low attention of parents or families towards children in LPKA Class I Palembang, even though they still really needed joint attention, especially parents. To overcome this problem, Children of Hope Family Forum is formed as a forum for togetherness among parents, teachers and LPKA officials in giving attention and guidance to child prisoners in LPKA Class I Palembang.","This innovation has been equipped with various facilities such as quality classrooms, libraries, computer rooms, and facilities for extracurricular activities.
For innovation sustainability, the Palembang Mayor made a regulation (Number 25 / 2016) concerning SELFI Schools for Child convicts in LPKA Class I Palembang is issued.
The main funding is from Palembang Education Office Budget and LPKA Class I Palembang supported by related parties such as Governor of South Sumatra, the Ministry of Education and Culture, BUMN through Cooperate Social Responsibility programs, South Sumatra Regional Library and Palembang Training Foundation.
The initiative is supported by competent and professional human resources consisting of teachers, academics, business and industry, education offices, health services, population and civil registration services, ministries of religion, social services, and LPKA Class I Palembang.
By mobilizing all potential each stakeholder has, achieving goals is easier.","Many people representing interested organizations, visited to see, study, and conduct research, both from within the country and abroad, including: students/academics/social activists/organizations/institutions/agencies in Indonesia. These included volunteers from Australia, France, Canada, Spain, Chile and Singapore; Philippines; The Asia Foundation; the Danish Ambassador; and academics from Malaysia.
The LPKA education services innovation has been replicated by several cities in Indonesia, including: LPKA Bandung, LPKA Bengkulu, LPKA Kendari, LPKA Tangerang, LPKA Blitar and Bukit Tinggi .
This innovation will be developed in all LPKA in Indonesia. The statement of replication was delivered by the Director General of Corrections of The Indonesian Ministry of Law and Human Rights on October 24, 2019 during the opening of the Director General PAS Strategic Planning in 2020-2024 as an effort to fulfill the education rights of child prisoners in LPKA.","Through this innovation there are several lessons learned, including:
- Children in LPKA are not as bad as the stigma summoned up by society. This innovation fosters better behavior and improves the character of the child prisoners. Upon completion of their sentence, they are able to rejoin their families and communities to become better, productive citizens.
- This program shows that cross-sector collaboration works well, synergistically and comprehensively. Child prisoners are meeting expectations for achieving a bright future.
- The quality of students in LPKA, is not inferior to students who are outside. They can even work and excel at the local or national level. We have examples of program graduates winning the Palembang karate competition, a winner of the poetry competition, and the national short story writer contest.
- This initiative teaches us that quality education must be made available in any condition, anywhere and anytime because it is the right of all children.
- In the drafting of the Director General of Ministry of Law and Human Rights Strategic Plan Year 2020-2024 regarding efforts to fulfill the rights of children in LPKA, it has been recommended to the Ministry of Law and Human Rights of the Republic of Indonesia and the Ministry of Education and Culture of the Republic of Indonesia to determine the mechanism, technical and timing of the education implementation in LPKA throughout Indonesia on a massive scale.","In program sustainability framework and maintaining the existence of SELFI Schools in LPKA Class I Palembang and in the effort to develop innovation, the Palembang City Education Office designed various activities as follows:
1. Proposing the Transfer of Child Prisoners in Penitentiaries/ Prisoners / Detention Centers in the Regency/ City of South Sumatra to LPKA Class I Palembang in order to be able to attend school.
2. The concept of SELFI in LPKA Class I Palembang is included in the Strategic Planning of Director General PAS of the Republic of Indonesia Ministry of Law and Human Rights in 2020-2024 relating to efforts to fulfill the education rights of child prisoners and as implementation model.
3. This innovation inspired the development of SELFI for Street Children and School Dropouts in Palembang, which was launched on September 12, 2019 in an effort to address the high dropout rates in Palembang reaching 1,278 cases (PDSP 2018).","a:25:{i:0;s:5:""15993"";i:1;s:5:""16000"";i:2;s:5:""16002"";i:3;s:5:""16003"";i:4;s:5:""16005"";i:5;s:5:""16007"";i:6;s:5:""16013"";i:7;s:5:""16014"";i:8;s:5:""16016"";i:9;s:5:""16017"";i:10;s:5:""16018"";i:11;s:5:""16020"";i:12;s:5:""16022"";i:13;s:5:""16024"";i:14;s:5:""16026"";i:15;s:5:""16027"";i:16;s:5:""16028"";i:17;s:5:""16029"";i:18;s:5:""16031"";i:19;s:5:""16032"";i:20;s:5:""16033"";i:21;s:5:""16034"";i:22;s:5:""16036"";i:23;s:5:""16039"";i:24;s:5:""16040"";}","a:3:{i:0;s:5:""15980"";i:1;s:5:""15981"";i:2;s:5:""15984"";}",https://www.youtube.com/watch?v=VBJjHfOdSr8,https://www.youtube.com/watch?v=ThAGu8C1AfM,https://www.youtube.com/watch?v=JvQOzCyTJpY
15826,"Our Tomorrows- A Community Sensemaking Approach",https://oecd-opsi.org/innovations/our-tomorrows-a-community-sensemaking-approach/,20/05/2020,"University of Kansas Center for Public Partnerships and Research","United States",regional,"a:1:{i:0;s:9:""education"";}","Our Tomorrows- A Community Sensemaking Approach ",https://ourtomorrows.kucppr.org,2019,"The State of Kansas piloted ‘Our Tomorrows,’ a novel framework to capture family experiences about thriving and surviving, to ensure that policies and practices meet the needs of families. The approach makes a large amount of data (over 2,500 narratives) directly accessible to decision-makers and the individuals who provided it. Communities make sense of patterns that emerge from stories to create a portfolio of small actions that will make Kansas the best place to raise a child.","The Kansas vision for the early childhood system is: All children will have their basic needs met and have equitable access to quality early childhood care and educational opportunities, so they are prepared to succeed in kindergarten and beyond. In 2019, the State of Kansas received a large federal grant (the Preschool Development Grant) to conduct a needs assessment and craft a strategic plan for the early childhood system where all children can thrive. The grant leadership team of state agencies utilized this opportunity to harness the power of Our Tomorrows’ innovative Community Sensemaking Approach to map families’ lived experiences and create policies and programming adaptive to families’ needs.
In this context, Our Tomorrows set out to achieve three goals:
1. Gather stories about thriving and surviving from families across Kansas utilizing a complexity-informed narrative research approach called SenseMaker.
2. Make sense of patterns that emerged from the stories through Community Sensemaking Workshops with stakeholders at various levels of the system.
3. Take action and ennoble bottom-up change through Community Action Labs.
From a complexity perspective, these goals translate to developing a ‘human sensor network,’ embedding citizen feedback loops and sensemaking processes into governance, and complexity-informed intervention via portfolios of safe-to-fail probes.
Leadership from a new Governor and the support of the Kansas Children’s Cabinet and Trust Fund, Kansas Department of Health and Environment, Kansas Department for Children and Families, and Kansas State Department of Education aligned to endorse the approach and call for statewide participation. This ambitious effort collected 2,666 stories from all 105 Kansas counties to include frontier, rural, and urban voices. Stories were collected online, on paper, and through interviews conducted by Citizen Journalists. These anonymous stories were then returned to people who shared their story and other early childhood stakeholders at fourteen Community Sensemaking Workshops where participants reviewed story packs and identified emerging patterns about the conditions under which families thrive. Dialogue was rooted in the ways that respondents interpreted their own story in SenseMaker quantitative metadata. Our Tomorrows then launched Community Action Labs to support local portfolios of Actionables that were quick, local, and inexpensive (up to $2,000).
The innovation was scaled statewide in 2019. Future plans are in motion to institutionalize the Community Sensemaking Approach as an embedded mechanism to foster innovation in the Kansas early childhood system. The story collection effort will be deepened in 2020 through the launch of the Our Tomorrows 2.0 SenseMaker framework. A statewide Story Bank hosted at the Kansas Children’s Cabinet and Trust Fund will be the centralized access point for all narratives collected with the new framework. To support decision-making, the Sensemaking Analysis and Visualization (SAVVY) Dashboard will provide early childhood stakeholders real-time access to patterns emerging from narratives.
Local capacity for SenseMaker data analysis and community-led sensemaking workshops will be developed by the Our Tomorrows team to encourage bottom-up change. Over time, the Community Action Lab structure could continuously stimulate complexity-informed intervention by sourcing safe-to-fail experiments from community members. Along with supporting the state’s early childhood innovation portfolio, this bottom-up change will align with policy and program decisions at all levels. To scale the Community Sensemaking Approach beyond Kansas, a likely step will be to replicate the process for other recipients of the US Preschool Development Grant implementation award.
The Our Tomorrows innovation was inspired by a partnership with the Observatory of Public Sector Innovations (OPSI) Anticipatory Innovation Governance Program and the Cynefin Centre for Applied Complexity. Our Tomorrows consulted with OPSI and the Institute for the Future on developing Community Action Labs to incorporate Facets of Innovation and futures and foresight methodologies. As a result, each Community Action Lab Actionable application was categorized along the Facets to provide insight on the disposition to innovation across the state. Our Tomorrows has laid groundwork to introduce anticipatory innovation to state decision-makers while providing avenues at the community level for immediate participation. The Cynefin Centre for Applied Complexity consists of a network of SenseMaker practitioners that have provided valuable guidance on story collection management and sensemaking workshop facilitation.","a:8:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""217"";i:3;s:3:""257"";i:4;s:3:""623"";i:5;s:3:""615"";i:6;s:3:""619"";i:7;s:3:""354"";}","The Our Tomorrows Community Sensemaking Approach is an innovative application of complexity-informed methods toward citizen engagement in four ways:
1. It is the first instance of an ongoing SenseMaker feedback loop between citizens and decision-makers across an entire early childhood system.
2. Every person is empowered to act according their skillset and level of authority by asking themselves, “What can I do tomorrow to create more stories like the ones I want to see and fewer like the ones I don’t?” This “fractal engagement” puts problem-solving power in the hands of communities, not just high-level decision-makers.
3. SenseMaker data was returned to communities for analysis and action planning in a comprehensible and accessible way through Community Sensemaking Workshops.
4. Community Action Labs crowdsourced a portfolio of safe-to-fail experiments for complexity-informed intervention strategy through small grants.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","As of this submission date, Our Tomorrows has completed one full cycle of the Community Sensemaking Approach. A proposal was submitted for three additional years of Preschool Development Grant implementation funding to deepen the story collection process with Our Tomorrows 2.0, expand Community Action Labs, and integrate the SAVVY dashboard into a social innovation platform. Work is already underway to test the Our Tomorrows 2.0 story collection framework and launch the statewide Story Bank in 2020.
The Our Tomorrows team is completing a retrospective developmental evaluation of project activities and mapping the strategies that were utilized over the course of 2019 to inform future work. Lessons learned are being disseminated through academic publications and presentations to the evaluation and SenseMaker communities. A formative evaluation of Community Action Labs will occur in spring 2020.","The Governor of Kansas, Kansas Children’s Cabinet and Trust Fund, Kansas Department of Health and Environment, Kansas Department for Children and Families, and Kansas State Department of Education integrated the innovation into the needs assessment and strategic plan for the state’s early childhood system. Service providers and citizen journalists collected stories and hosted events, creating a holistic citizen engagement network to support the Community Sensemaking Approach.","Kansas state agencies and early childhood stakeholders used SenseMaker data for systems alignment, workforce development, adaptive program management, and building political will for systemic reforms. Community members participated in Community Action Labs to test innovative ideas developed through the sensemaking process. All stakeholders have learned to apply complexity principles and embed SenseMaker into their day-to-day operations along the way.","Our Tomorrows transformed mindsets by creating an avenue for everyday Kansans to shape decisions that directly affect their lives through sensemaking. The process developed trust between communities and state leaders because lived experiences were centered and translated into action. Quantitatively, the Our Tomorrows Community Sensemaking Approach resulted in:
1) Twenty-four (24) organizational partners, eight citizen journalists, and many community champions shaped the collection effort that contributed to a public data dashboard and aggregated story patterns.
2) Forty-six (46) individuals or organizations proposed local solutions for Community Action Labs. This number doubled the expected response. The Labs allowed them to safely take a risk on new ideas without jeopardizing pre-existing funding.
3) Five (5) state agencies with high-level decision-makers that are interested in complexity-informed intervention strategies, innovation, and futures methodologies.","The tension between meeting community partners ‘where they were’ and adopting new methods for community engagement styles was a constant challenge. Although there was universal interest in trying something new, people were unsure how to begin or were stuck in old ways of working. To address this problem, Our Tomorrows pursued the ‘adjacent possible’ by breaking down big ideas into manageable steps. Emerging goals of state leadership, feedback from community partners, and technical infrastructure challenges required abrupt pivots and creative solutions at scale without time for testing. Our Tomorrows communicated vision, principles, and introduced new vocabulary to maintain coherence and provide stability amidst this uncertainty.","Open-minded leadership and adequate infrastructure for grassroots participation were the most important conditions for success. The support of the Governor’s Office and state agency leaders resulted in a statewide commitment to the SenseMaking process that spread to elected officials, state boards, advisory groups, and advocacy organizations. With this support from the top, Our Tomorrows began an intensive partner on-boarding process to build local capacity for story collection, sensemaking, and Community Action Labs. The strong relationship with local partners created a bottom-up demand for the Community Sensemaking Approach that increased leadership’s investment in the innovation. This dialectic introduced the trust and stability to the process needed for sustainable change.","The Community Sensemaking Approach can be replicated by organizations, agencies, or governments that seek to use citizens’ experiences to drive complexity-informed change. With appropriate capacity and onboarding, ‘sensemaking’ organizations can adopt the SenseMaker tools, data visualization infrastructure, and strategy developed by Our Tomorrows to bolster community listening and social innovation. Our Tomorrows partners are replicating the approach locally by integrating community feedback loops into their day-to-day organizational practices. We have discussed a direct replication of Our Tomorrows in other states that have received federal grants to strengthen their early childhood systems. We are also exploring a social innovation platform collaboration with the Agirre Lehendakaria Center in the Basque Country (Spain) and sharing our approach with the members of the Cynefin Centre for Applied Complexity.","Implementing the Community Sensemaking Approach requires that practitioners play a leadership role to get others to join in a shared struggle to solve a complex problem. Lessons learned were:
1) People need to understand the why, how, and what of a process to feel secure enough to take an innovative risk. “Breadcrumbing” is an approach we developed to educate partners about innovative ways of doing things without overwhelming them with jargon and academic language. We introduced the ‘Why’ of the Community Sensemaking Approach. Then participants experienced the ‘How’ by completing program activities. Through guided reflection afterwards, we provided the language of the innovation to describe the ‘What.’ This staged process introduces complexity concepts in a consumable and respectful manner.
2) Communication strategies must be adjusted based on the audience. The statewide project required that we use top-down and bottom-up approaches to establish feedback loops. In response, we developed “fractal knowledge management” techniques to share the same ideas in a variety of ways to provide coherence across the system while not overwhelming people who had less shared context.
3) The project team must use complexity techniques to deliver the project and be an exemplar for others. For example, Our Tomorrows utilized the Cynefin framework for situational assessment and as a guide to adjust our practices accordingly. We began the Community Action Lab process with a long application like a request for proposals. After some confusion from our partners, we recognized that we were approaching the application as a ‘clear’ problem rather than a complex one. We adjusted our approach to reflect the heuristics for action in the complex domain and created a three-question application to probe for unexpected ideas. By loosening constraints, the Labs achieved greater engagement.
4) A locally-driven innovation portfolio is an iterative process built on trust and supportive coaching.","Our Tomorrows resulted in youth engagement and new dialogue on deep cultural issues. One citizen journalist was a 13-year-old who went door-to-door asking people to “make their community a better place” by sharing a story. Upon hearing of this effort, a state legislator unexpectedly and emotionally shared the youth’s story at a state meeting. This was a pivotal moment that led to an increased commitment from state leadership to center family experiences to inform decision-making.
The youth was then invited to join a panel and share his hopes for his community and has been an inspiration for others across the state. The Our Tomorrows Story Bank provides a de-politicized lens for discussions about core issues that often devolve into partisan debates, like health care. By framing dialogue with stories of thriving or surviving, people across the political spectrum can think about problems from the perspective of families. Then, they can think about what they have the capacity to change.","a:5:{i:0;s:5:""20816"";i:1;s:5:""16577"";i:2;s:5:""16576"";i:3;s:5:""16575"";i:4;s:5:""16578"";}","a:3:{i:0;s:5:""16580"";i:1;s:5:""16582"";i:2;s:5:""16583"";}",,https://vimeo.com/378806009/8c464cb2a0,https://ourtomorrows.kucppr.org/2019/12/12/savvy-dashboard-orientation-webinar/
15912,"Reducing Maternal and Infant Mortality through High Risk Pregnancy Seekers",https://oecd-opsi.org/innovations/reducing-maternal-and-infant-mortality-through-high-risk-pregnancy-seekers/,15/04/2020,"Sempu Public Healthcare Center of Banyuwangi",Indonesia,local,"a:1:{i:0;s:6:""health"";}","Reducing Maternal and Infant Mortality through High Risk Pregnancy Seekers ",,2016,"In Banyuwangi of Indonesia, one of the districts in East Java, 16 pregnant women died in 2015, as well as 28 babies. The largest contributing factor was a lack of data concerning the existence and whereabouts of women with high-risk pregnancies. So, in 2016, Sempu Public Healthcare Center launched an innovative solution using female vegetable sellers on motorbikes as high risk pregnancy seekers. As a result, the number of women and babies dying during and/or shortly after childbirth fell to zero.","The Initiative has two main objectives. First, to prevent maternal and infant mortality rate from rising in Sempu Sub-district, Banyuwangi, Indonesia. This is a critical situation because between 2012-2013m, Banyuwangi, a city with a population of 1.6 million, was threatened by high maternal and infant mortality rates. There were 48 cases of maternal death and 404 cases of infant death. This rate is higher than any other region in Indonesia. The highest number of deaths was in Sempu Sub-district, a population of 86,027: there were 16 cases of maternal death and 28 cases of children’s death.
Secondly, to educate women in rural areas about high-risk pregnancy. This is important because a third of Sempu Sub-district is jungle and mountains. There is an average of 1,000 pregnant women in a year. Their location can only be reached on foot so it is difficult for them to get access to healthcare services. As a result, they must rely on traditional birth attendants.
To achieve these objectives, in 2016 the Sempu Community Healthcare Center initiated an innovation by recruiting mobile female vegetable sellers to seek women with high-risk pregnancy. They were chosen because they sell their vegetables in rural communities and villages every day.
Using these local vegetable sellers as high risk-pregnancy seekers fulfilled at least three strategic criteria. Firstly, mobile vegetable sellers visit virtually every village between them every day, from just after dawn prayers until around 10 a.m. The total number of sellers was estimated to be in the hundreds so, by using these vegetable vendors, villages in the district could be reached and accessed more easily. This ultimately meant that public health facilities did not need to recruit additional staff to specifically to carry out this task.
Secondly, in keeping with local tradition, the primary customers of mobile vegetable sellers are housewives. They interact with each other every day, providing a well-established level of closeness and trust. As is the custom, information beyond the immediate task of buying and selling vegetables is often shared, including information about who is pregnant as well as their social, physical and mental condition. By providing the vegetable sellers with a little training on the key characteristics of high-risk pregnancies, they became reliable and accurate high risk-pregnancy seekers.
Thirdly, vegetable sellers in Banyuwangi possess fairly good knowledge and skill in using information technology (IT). Based on initial observations by members of the Banyuwangi Health Office’s Zero Maternal/Infant Mortality Team, almost all the vegetable vendors owned a mobile phone, while the majority were also familiar with smartphones. Their knowledge and experience of using mobile phones made the vendors all the more suitable to be high risk-pregnancy seekers.
A WhatsApp Group was employed to enable the high risk-pregnancy seekers to report any cases of high-risk pregnancies that they found, while an incentive scheme is also offered for those who successfully identify women with high-risk pregnancies.
The results of the programme have been quite significant. Before this intiative was launched, there was no programme to identify women with high-risk pregnancies in Banyuwangi. Now, a team of high risk-pregnancy hunters is in place that operates in three villages located within Puskesmas Sempu’s catchment area.
Between the launch of the programme in November 2016 and November 2019, high risk-pregnancy seekers successfully identified 117 women with high-risk pregnancies. Of this total, 98 women gave birth safely, while the remaining 19 women have yet to go into labour.
The information system at Sempu Healthcare Center is far more complete than before this programme was introduced. Now, the system has a map detailing the whereabouts of women with high-risk pregnancies, as well as complete data and referral reports on all pregnant women across the health centre’s working areas. Previously, data on women with high-risk pregnancies was only noted in midwife journals. In order to provide more detailed information, volunteer health workers conducted widespread first-stage checks to detect new pregnancies early on.
It should be noted that this innovation, which is barely three years into its implementation, does not yet possess strong legislation such as a regional regulation or district head decree. Nevertheless, the intense coverage that the programme has received and the number of visits from people in other areas in Indonesia proves that it is hugely beneficial for local communities, which is acknowledged by many parties. This is a tremendous encouragement to the healthcare center and the Banyuwangi Health Office to continue implementing the programme. A number of other regions have been studying and learning from this innovation, including Central Java, South Sulawesi, East Nusa Tenggara, and several other districts/cities in East Java.","a:3:{i:0;s:3:""181"";i:1;s:3:""619"";i:2;s:3:""194"";}","Reducing maternal and infant mortality through high risk pregnancy seekers is innovation in health sector as utilises female mobile vegetable sellers to support the midwives detecting high-risk pregnancy in villages is pioneer in this sector. This method is the first conducted in Indonesia and is a breakthrough in dealing with a limited number of midwives. It is effective and efficient because it is low cost but brings great benefits.
Mobile vegetable sellers are agents of change for saving women with high-risk pregnancy. They can get information about pregnant women’s location and condition easily through daily interaction. The midwives and village activists become the partners to look after the health of women with high-risk pregnancy.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The innovative High Risk-Pregnancy Seekers programme continues to be implemented in the last three years. The uniqueness of this innovation even captured the attention of the Banyuwangi District Head, who promoted it on a number of occasions, resulting in different media entities (electronic, online and print) showing an interest and reporting on it. The district head’s commitment is also shown by his allocating Rp 1.7 billion (US$125,500) from the LG budget to renovate buildings and facilities belonging to this programme’s innovative healthcare center.
Ongoing appreciation and support for the programme has also come from Indonesia’s Ministry of Health, which has awarded a new ambulance to the health centre to assist in its day-to-day operations. This help has been offered because the ministry rates Sempu Healthcare center as being highly innovative in initiating this programme to tackle and reduce maternal and infant mortality.","Sempu Public Healthcare Center created and launched the innovation. The center then works closely with female mobile vegetable sellers to implement the program. To optimise the implementation process, Sempu Public Healthcare Center collaborates with three village governments to allocate specific budget for the female mobile vegetable sellers as the high risk pregnancy seekers in these three remote areas. To promote the innovation, the center also works with local media and the midwife association.","High risk pregnant women who live in remote areas benefit from the existence of vegetable sellers. Their high risk pregnancy can be detected earlier. The initiative created a new volunteer system using mobile vegetable sellers for early detection of pregnancy in the toughest area. From them, the information then coordinated with the healthcare center, to the attending midwives and to medical specialists in the hospital if necessary. All these stakeholders contributed in reducing maternal death.","We conducted an internal evaluation. This initiative has an immediate outcome: the maternal and infant mortality rate was reduced to zero since the initiative was implemented, until November 2019. Before, the maternal mortality rate was at 16.
Infant mortality, from 28 deaths in 2012-2013, has also been reduced to zero (2016-2018) and two (2019).
Moreover, trimester visits for pregnant women to Healthcare Center increased from only 87% in 2013 to 100%, demonstrating that participation and awareness in pregnancy health is improving.
This initiative also brings a new social element in the community: the village community works together and become responsible for the lives of pregnant women, especially for the high risk ones. This initiative, involving many to locate high-risk pregnant women early, should be replicated. Geographic and socio-economic conditions often keep them out of health workers’ radar, but women and infants’ lives are our priority and responsibility.","First challenge, several points in three villages within the programme’s working areas that had no 3G/4G signal or data access, meaning that no applications could be used other them SMS. To overcome this problem, the pregnancy seekers were advised to send information about at-risk pregnant women via SMS to a midwife at Puskesmas Sempu, who then entered the data onto the health clinic’s information system.
Second challenge, when the programme was first launched, there was also a concern about securing the necessary funding to cover the pregnancy seekers’ operational costs–especially those relating to the provision of their monthly mobile-phone credit. This challenge was solved, however, by including them as part of the Ministry’s Health Operational Assistance allocation.","Commitment and cooperation are the keys to success. The High Risk-Pregnancy Seekers initiative has succeeded due to the commitment and bureaucratic reform of the programme’s leader. Collaboration among all interested parties and key figures within the local community was also an essential ingredient.
Cross-sector cooperation is another extremely important factor. Close collaboration with subdistrict and village administrations helps to safeguard the sustainability of this innovation. Village administrations are prepared to allocate Rp 100,000 (US$10) per month to each of the pregnancy seekers. Initially, there was a lack of optimism about what could be achieved by embracing village administrations. However, thanks to the approach adopted by the head of Sempu Healthcare Center, who actively participated in Village Development Planning Meetings, they were moved to provide monthly contributions.","This innovation has been replicated in 44 community healthcare centers in Banyuwangi. In Indonesia, this initiative is studied through educational visits. More than 80 local governments and central agencies have visited to see firsthand the practical implementation and impacts from this innovation. International organizations that have seen it directly are the WHO, UNDP, and GIZ.
This initiative is transferable and adaptable for other places because it is simple and low-cost. Through intensive communication with stakeholders, it can be implemented.
In addition, this initiative was presented at the Asia-Pacific Regional Meeting, Open Government Partnership (OGP), 5-6 November 2018 in Seoul, South Korea.","Just as important is the role played by local communities – especially by volunteer health workers who immediately follow up on the pregnancy seekers’ findings. Village midwives would be unable to fulfil all their tasks without the assistance provided by the volunteers. Basically, the more people available to monitor the condition of at-risk pregnant women, the greater the likelihood of good results. The information provided by the pregnancy seekers merely paves the way; thereafter, it is the midwives and health volunteers who support the women throughout their pregnancies on up to their deliveries and during the initial post-natal period.
A positive work culture can become a catalyst for change. Sempu Public Healthcare Center, as a frontline agency alongside the local community, created and launched a novel way to find women with high-risk pregnancies. This new way was unique as it used the potential offered by mobile vegetable sellers. Moving on from this initiative, Banyuwangi’s District Head takes every opportunity to motivate local leaders to be creative when addressing public services by encouraging them to learn from Sempu Public Healthcare Center's innovative programme rather then waiting for orders from above.","Socially, the innovation was able to create strong caring network and was executed very fast. Everything has been done to protect the safety of pregnant women and their infants.
Economically, this initiative has been able to empower mobile vegetable sellers. By being volunteers for this initiative, they can reach the most remote area and interact with more local communities. Community Healthcare Center of Sempu also gives incentives of Rp 50,000 (USD 4.00) each month and healthcare protection as rewards for their contribution.
This initiative has been reinforced by Head of Sempu Sub-district Decree Number 445/143/KEP/429.591/2014 by establishing Sub-district and village management teams, headed directly by the Head of Sempu sub-district and consisting of various elements of community.","a:3:{i:0;s:5:""16425"";i:1;s:5:""16428"";i:2;s:5:""16385"";}",,https://www.youtube.com/watch?v=PoFW9VfVLT0,https://www.youtube.com/watch?v=4pZTA1Hy3OA,https://www.youtube.com/watch?v=ql1aRH6wazE
16010,"Initiative for Accessing Community Resources for Functional Ability Preservation and Healthy Aging",https://oecd-opsi.org/innovations/initiative-for-accessing-community-resources-for-functional-ability-preservation-and-healthy-aging/,17/02/2021,"JDC Eshel",Israel,central,"a:1:{i:0;s:17:""Social Innovation"";}","Initiative for Accessing Community Resources for Functional Ability Preservation and Healthy Aging",http://www.activenet.org.il,2018,"Despite a growing elderly population, there is currently little articulated-demand or offerings in Israel by way of community-based services preserving functional ability in old age.
This innovation from the JDC Eshel addresses this, by integrating digital tools and an inter-organizational work process, including:
• A digital system providing personally adapted information on services in geographical area and recommendations for successful aging.
• A multi-disciplinary and multi-organizational approach among service providers, and public awareness of fostering functional preservation behavior.","Background and need
Ageing stemming from increased life expectancy is challenging most developed nations. The 2015 World Health Organization Report on Aging and Health notes that the most important consideration for older adults is expected to be their ability to function, and not necessarily the presence or absence of disease.
The currently low utilization of community services for the preservation of functional ability accelerates physical, emotional and cognitive deterioration in the functioning of older adults who could have otherwise benefited from particular services and activities that would help preserve functional abilities and promoting healthy aging.
The initiative
As Israel seeks to reduce dependence and institutionalization of older adults, innovative models are required to provide health and well-being in the community, including services for the preservation of functional ability. Accessible responses to preserving and improving functional ability will enable older adults to live autonomously in their homes, thus improving quality of life, promoting successful aging, reducing need for institutionalization and saving public costs.
JDC-Eshel together with Israel’s Health Ministry are developing and operating Activenet, a program for the preservation of functional ability and healthy aging.
Innovation
Activenet is a program which focuses on providing accessible information and raising awareness of functional preservation services through technology, that provides recommendations on such services in given areas in accordance with the users’ functional abilities and mobilizes agents of change within the community. Cooperation among service providers facilitates utilization of the recommendations, as does promoting awareness and concepts of rehabilitation and multi-disciplinary and holistic ability preservation. The innovation lies in integrating the use of digital tools and organizational work processes. Digital tools enable automation and personalization that benefits older adults and their relatives, professionals and services. The work process enables the effective use of services through a uniform concept and tools.
The initiative includes three elements designed to enhance demand for community services and resources to preserve functioning and a healthy lifestyle:
1. An internet-based information system (http://www.activent.org.il) that locates relevant services, including an index of geographically mapped services.
2. A tool providing personal recommendations for preserving abilities and information on relevant services base on multi-disciplinary assessment of functioning ability (www.activent.org.il/form).
3. An alliance of service providers and stakeholder organizations, which embed professional concepts, processes, and cooperation within
Goals and targets
Increasing demand for existing resources and promoting a healthy lifestyle through access to personally-adapted information and encouragement of older adults to utilize all the services, resources and eligibilities in a given geographic area.
Expected individual-level results:
Short term
• Use of Activenet system
• Changed attitude to prevention, functional preservation and healthy aging
• Behavioral changes in service consumption
Long term
• Increased demand for preservation, improvement and rehab services
• Preservation and improvement of functional ability and prevention of decline
Expected system-level results
Short term
• Development of training to embed the concept, knowledge and tools for preservation of functional ability and healthy aging
• Growth in number of organizations understanding and implementing the concept and knowledge and making use of tools (Activenet) to increase service consumption
• Provision of personally-tailored services
Long term
• Heightened awareness and changed attitudes among all demographics of preserving function ability
• Activenet integration in services
• Efficient and effective service array (reducing overload and providing service continuity)
Measurement and evaluation
The program is accompanied by ongoing assessment that helps design and embed it. Evaluation is based on qualitative assessment that includes study of materials and analysis of documents and data, interviews with partners and participants, observation, focus groups and analysis of quantitative data.
Target population
Independent functioning seniors experiencing slight to medium decline, in pre-frailty or frailty stages; family members; care and treatment professionals.
Continuity and embedding
The program can be implemented by relevant government agencies (health, welfare) as well as local authorities, which will be responsible for the system, for updating services and marketing the initiative. Initial discussions are under way, with some agencies expressing an interest.","a:5:{i:0;s:3:""190"";i:1;s:3:""194"";i:2;s:3:""221"";i:3;s:3:""617"";i:4;s:3:""619"";}","The program contains several innovative elements:
1.Accessibility of information & services: The program uses geolocation & mapping technology to make public services accessible to older adults
2.Personalization: multidimensional assessment tool & a unique algorithm enable adapting users’ ability level & wishes to services & activities available in a geographic location.
3.Service planning: The initiative's database enables identification of gaps between needs & available responses, allowing optimal service planning. The data include services, geolocation & mapping, information from users, & information about the socio-demographic characteristics & health condition of the population in a given geographic location.
4.Professional approach & awareness raising: An alliance of multi-sectoral organizations that have adopted a unified professional approach & tools has been established in order to provide continuity of holistic services to maximize the functional independence of older adults","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Innovation status
• The internet site including a services database in a major city is up & running.
• Multi-dimensional functional ability evaluation tool developed & validated.
• Website & tool tested by focus group end users & their suggestions implemented.
• Stakeholder alliance formed to embed concept & tools. Within this framework, several health & welfare organizations have utilized the site & the tool.
• Program tools are being directly marketed to older adults & caregivers by professionals & volunteers.
• Training system developed for doctors & other professionals, which includes seminars, courses & workshops to embed the concept, knowledge, & skills regarding preservation of functional ability.
• Ongoing evaluation study under way assessing service use, impact of organizational alliance on service consumption, training system & technology use.","The program was developed in collaboration with Health Ministry & Israel's Mapping Center. Partners include the municipality, hospital, academia, HMOs, NGOs, business, and older adults. The following partners helped in particular ways:
- Health Ministry: policy & approach development;
- Mapping Center: geolocation and mapping;
- HMOs seek ways to reduce the burden on health services and have an interest in preventing their clients’ deterioration. They will also be among the major system users;
- Municipality: services for older adults;
- Hospital: continuum of care.
","
- Older adults & family members: personally tailored recommendations on services, based on a functional ability profile;
- Professionals: expand their holistic & multi-system approach & serve as agents of change for use of the system;
- Service Providers: Promote customer-tailored service & organizational efficiency;
- Government agencies: The initiative enables cooperation between various ministries (health, welfare) & reduces services disruption, overlap and duplication.
","Results can be understood for different activities of the project:
- Alliance: Organizational infrastructure developed with participation of civil society, health & welfare organizations, government ministries, older adults, & others. Basic understanding & agreement reached on goals & directions.
- Doctor training: A course for strategies to promote functional abilities of older adults with functional decline. Participants expressed high-level of satisfaction with contents & relevance
- Ability level assessment tool: Study conducted among 231, 65+, found the tool was valid & reliable & could be used both when older adults report on themselves or their caregivers.
- Activenet focus group: 70 participants aged 65+ took part in 15 focus groups, expressing high level of satisfaction & suggesting the need for an online website. Participants testified that recommendations encouraged functional preservation behaviour.
- Data for example: 42% have trouble sleeping, 40% have impaired vision, 60% are at risk of falls, 60% are interested in social activities
","Partners:
Given the challenge of linking government & executive arms in the field, organisers are now promoting trust building processes;
The municipality has not assumed responsibility for the process & the initiative, but the mayor has been recruited to help address the challenge.
Technological system:
Computerized innovation for older adults presents a digital literacy challenge. Focus groups displayed positive attitudes, but experienced difficulty using the system. Work is under way to enhance accessibility
Difficulty marketing approach & tool: Independent older adults do not feel system is relevant, & those with functional decline have trouble using it. Methods of marketing & conveying information are being examined to increase motivation to use the tools, using volunteers, family doctors & others
Mapping of public services & information update is a challenge. Extensive efforts are being made to highlight the importance of sharing information & various mechanisms are being examined to improve data updaes","The following were found to be conditions for success for this initiative:
- Government policy: Work with policy makers to promote supplementary processes, such as incentivizing widespread use of the system.
- Ownership: Finding entity to assume ownership of the initiative and responsibility for updates, maintenance, policy, etc.
- Services’ Mapping: Majority of services in every given area must be mapped.
- Marketing and information: Public education and information is required on system use, behavioural change and importance of preserving functional ability for successful aging.
- Budgets: Funding and staff required for continued services’ mapping and updates, training of professionals to embed the concept, staff to implement program tools, marketing and information budgets.
- Alliance: Continue to maintain the partnership & maintain work methodologies & continually examine other changing needs.
","The initiative includes digital tools and a professional concept that allow for replication and expansion to other target populations, such as people with disabilities. They also enable expansion of other types of services, such as leisure and learning. The evaluation survey could serve as a stand-alone tool for additional public or local government services and initiatives","1. Much work with service providers remains to be done to embed the implementational concept of preserving functional ability in older adults and reducing stigmas that prevent consumption of such services and adoption of health lifestyles. Professionals tend to focus on disability rather than health, many lack a client-centred and holistic approach to treatment, communication and knowledge dissemination. Nonetheless, a joint work process with service providers, which creates trust and enables the formulation of a joint vision and understandings, creates a system-wide basis with potential for optimal and efficient provision of services by promoting intra- and inter-organizational work processes.
2. Healthy older adults are unfamiliar with the concept of preventing deterioration and find it hard to prepare accordingly for a healthy life style that promises successful aging in the future.
3. Healthcare systems are ambivalent – wanting to provide information about services but concerned about disseminating information that could generate growing demand for them. They find it hard to see the long-term advantages of preventing decline and reducing dependence and consumption of services.
4. Organizational difficulties in embedding the system: The shift from conceptualizing an idea to implementing it requires an effort on the part of organizations to participate in the initiative in its infancy (such as during the technology development stage).
5. Information about services requires collating data from a variety of sources, including older adults themselves.
6. Maintenance and updates of data are a major challenge, especially regarding information about social services not motivated by profit considerations.
7. Digital literacy for older adults: The digital gap among older adults presents difficulties in utilizing digital tools.
8. Use of the system could enhance individuals’ willingness to assume responsibility and conduct their own lives.","You can contact:
Ofir Ben Natan, at ofirb@jdc.org
Achinoam Meliniak, at achinoamb@jdc.org",,"a:1:{i:0;s:5:""16191"";}",,,
16184,"Government Mentor Program",https://oecd-opsi.org/innovations/government-mentor-program/,15/12/2019,"Telangana State Innovation Cell, Government of Telangana, India",India,regional,"a:6:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:11:""information"";i:4;s:7:""science"";i:5;s:31:""Innovation and Entrepreneurship"";}","Government Mentor Program",https://www.governmentmentor.com/,2018,"The Government Mentor Program (GMP) is an initiative started by the Government of Telangana, India, envisioned to build familiarity with the Government by bringing officials from relevant departments to mentor startups. The organisers believe that startups work on innovative solutions that have the potential to reform existing processes and services that bodies provide. The goal of GMP is to assist entrepreneurs eyeing the Government as a client to establish connections and seek mentorship from relevant Government officials.","The Government Mentor Program (GMP) is currently inviting start-ups from all over India to venture out their services for the state of Telangana. This ambitious initiative, which was curated to bridge the gap between Government and start-ups in the country, aims to create an innovation-driven economy and foster a culture of innovation across Telangana.
Start-ups which work for a social motive or with a fundamental aim to solve the problems of society often struggle to find the necessary mentorship to potentially help them in streamlining their solutions. Additionally, start-ups that start off with a different motive, tend to be blind to their potential in solving problems that are usually dealt with by the government. Reasonably, the Government alone cannot achieve solutions to all its problems, making it even more important to involve the growing private sector.
Start-ups work on unique and innovative solutions that have the potential to entirely re-write the existing processes or services that Government provides. However, the approachability to the decision-makers within the Government system may not be as easy as it might sound and the goal of GMP is to bridge this gap.
Objectives of the programme:
1. To help innovative startups by providing mentoring from Government Officials;
2. To provide an opportunity for government to assess the capability of startups;
3. To build rapport between startups and government;
Currently, the programme has been rolled out for the Municipal Administration and Urban Development departments and is further set to support other departments, such as Agriculture, Education and Transport. The purpose of this is to have a substantial amount of startups connected with the government and to have wide-scale, implementable solutions. It also allows startups to receive work orders from the government and for them to start to consider government as a client.
The programme is implemented through the following process:
1. Startups fill an online registration form and select the respective focus area.
2. Shortlisting of startups evaluated is done by an incubator & the Government official.
3. Shortlisted startups will make a pitch to an esteemed panel of Government officials, Incubators, Experts from industries and academia.
4. Finalist candidates will go through the intensive 3 months mentorship program.
Evaluation
1. Unique Value Proposition.
2. Team.
3. Sustainability and Scalability.
4. Social Impact.
Eligibility for startups to apply:
1. Should be incorporated as a private limited company (as defined in the Companies Act, 2013) or registered as a partnership firm (under Section 59 of the Partnership Act, 1932) or as a limited liability partnership (under the Limited Liability Partnership Act, 2008) in India.
2. Should have been incorporated/registered within the last seven years (in the case of startups in the biotechnology and/or social sector, the period shall be up to ten years).
3. Shouldn’t have exceeded a turnover of Rs. 25 Cr (approximately EUR 2.9 million) in any of the financial years since its incorporation/registration.
Furthermore, startups must have a “minimum viable product” and be ready to demonstrate “proof of concept” (Idea-stage ventures shall not be considered at this point).
4. The product generated should be assisting the Government in some shape and form.
Mentors are often referred to as the secret to success behind most startups, and who better than people in the public sector, such as the government to share what sort of solution would work for society? This was the thought behind the genesis of the Government Mentor Program.","a:9:{i:0;s:3:""211"";i:1;s:3:""612"";i:2;s:3:""316"";i:3;s:3:""317"";i:4;s:3:""617"";i:5;s:3:""320"";i:6;s:3:""619"";i:7;s:3:""621"";i:8;s:3:""354"";}","The GMP organisers have found that there is a communication gap between startups that have potential solutions for the Government and decision-makers within the Government system. Three months of mentorship with relevant senior Government officials will help startups understand the Government requirements and the system better and give them the necessary support to land Governments across the country as clients.
Governments across the world are keen on helping startups grow by becoming their customer. Given that humungous number of startups reach out to them on a daily basis, Government officials typically take the easier way out by engaging with large and established companies. However, by connecting on behalf of the officials and ensuring that they mentor the selected startups for 3 months, senior Government officials will get a deeper insight on the capabilities of the founders and the startups and can take a decision. In the long run, this will also open up the mindset of Government department towards startups.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","The Innovation Cell recently launched 2 cohorts of the Government Mentor Program (GMP). GMP organisers have received over 350 applications from startups of which 10 startups have been selected to be part of the first cohort with the Information Technology Department and 12 startups have been selected with Hyderabad Police Department. The program has been rolled out for departments focusing citizens’ problems by using Big Data, Machine Learning and Artificial Intelligence, Media, Content and several other emerging technologies; which are potentially useful for solving various problems for the Government. Currently, the program has been rolled out for the Municipal Administration and Urban Development (GHMC).","Collaborations in the Government Mentor Program largely take place over the selection, evaluation & implementation process (of the startups).
Incubators - To help shortlist the startups by looking at their product innovation.
Industry - To help understand the longevity of the product and its potential in the market.
Academia - To provide knowledge for improving the product, based on research that is being done in a specific sector.","Government officials will get sensitised with startups and the current trends in Technology through this effort. Startups, on the other hand, will be exposed to insights on how they can work with large entities like the Government.","1. Mr S.M Vijay Kumar, the Deputy Commissioner of Cyberabad Traffic Police - mentored RHPD- a young start-up founded by two young men who quit their highly paid jobs to make the life of commuters easy by reducing the ever-congested traffic using a Machine Learning Algorithm on crowdsourced data from Google. The solutions prepared by them- an Adaptive Signalling and Road Anomaly Detection have been piloted, nurtured and are now all set-to-scale up from one traffic signal to cross the Hyderabad City and thereafter across the state, wherever needed.
2. LifeOfGirl, a start-up that intends to strengthen women’s safety and security that is currently planning to train about 10,000 women in Hyderabad in reaction strategies like analysis, self-defence, & similar techniques etc, has received mentoring through GMP, from prominent officials of the Police Department like Assistant Commissioner of Police - Ms Narmada & Additional Deputy Commissioner of Police - Ms Poojitha.","A challenge that the managers of the GMP have faced is mentors following up with their startups. The relationship between the two is so exclusive, that it is hard for a third party (i.e. the GMP managers) to initiate it. Documentation of the progress between them is also quite the task. Another challenge has been aligning motives of the startup to the program, and filtering out people who are only looking to sell and not to learn. Creating and maintaining an alumni network with selected startups is also a hurdle that they need to overcome.","3 months of Mentorship, has had startups turning from mentees into opportunities where they work with the Government. GMP organisers believe that, in the future, selected startups get more work orders from the Government. This number can only increase when startups come with more cost-effective and efficient solutions for the state and country.","The Government Mentor Program could be an ideal replication for all those countries and states who wish to have that industry to startup connect. It is a great way to have innovations implemented within society, especially when they are tailor-made for specific sectors; namely 200 departments within the government.
The program could be a base for connecting industry to the startups as well, making it a gateway for quality firms and companies, saving both time and effort for bigger corporates or investors within the startup/entrepreneurship ecosystem.","In the era of innovation and fast track development solutions to critical development challenges, Government surfaces as one of the largest vendors for innovative products and services. Procurement of products and services for citizens is at the core of any government’s operations. While the world is speaking about empowering the youth and youth-led start-ups, the government organisers in Telangana have successfully walked an extra mile to collectively work on Government Innovation and youth-led startups with an experimental approach. The Government Mentor Program (GMP), which is an initiative started by the Telangana State Innovation Cell (TSIC), formed under the Department of Information & Technology and Innovation policy aims at bridging the Innovation gap between the Government and Start-Ups offering products and services that ease the access of the citizens to various government schemes and services. GMP’s focus is to experiment with the concept of having senior bureaucrats as mentors for start-ups, as a value-addition to the traditional approach of mentors from corporates and not-for-profit entities. This could certainly lead to a significant change in Anticipatory Governance and Open data projects which indeed are essential topics in making citizens' lives better. Most of the use cases are indeed giving them a perspective looking at systemic change by creating or changing policies. This could pave a path for other countries to adopt and implement the models with their learnings.",,"a:2:{i:0;s:5:""16376"";i:1;s:5:""16379"";}",,,https://youtu.be/GYxiGSEHyrE,
16240,Koldchain,https://oecd-opsi.org/innovations/koldchain/,02/11/2021,Koldchain,Ghana,central,"a:4:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:7:""science"";i:3;s:9:""transport"";}",Koldchain,http://www.koldchain.com,2017,"Koldchain is the world's lowest-cost, patent-pending, GAVI-endorsed, solution based on thermosensitive polymers that leave distinct patterns upon exposure to temperature shifts. These patterns are interpreted by our smartphone algorithm to detect whether temperature fluctuations have damaged vaccines or other sensitive maternal health biotech products, and thus prevent infant & maternal mortality. The same tech applies to dairy, meat, and many other products where temperature affects quality.","Sensitive biomedical products like vaccines, blood and uterotonics, need to be kept within a temperature band of 2 to 8 degrees or they lose their potency and stop being the most vital public health items that they are. In many parts of the world, cold chains are poorly managed due to weak controls. The vaccines and biomedicals given to infants and pregnant women are thus of low quality, leading to millions of deaths from preventable diseases. A similar problem occurs in all food cold chains.
Koldchain is the world's lowest-cost, patent-pending, GAVI-endorsed, solution based on thermosensitive polymers that leave distinct patterns upon exposure to temperature shifts. These patterns are interpreted by our smartphone algorithm to detect whether temperature fluctuations have damaged vaccines or other sensitive maternal health biotech products, and thus prevent infant & maternal mortality. The same tech applies to dairy, meat, and many other products where temperature affects quality.
We have projected that if Koldchain reaches 2% of its potential scale in 3 years, it will save 100,000 infants and 30,000 pregnant women every year. Based on the $1:$16 return on investment ratio for vaccines, its reduction of wastage shall amount to $30 million in savings annually. If the concept is successfully extended to dairy, meat and other cold chains, the commercial value created at 1% penetration shall exceed $200 million, of which Koldchain can capture 2.5% ($5 million)
The initial target customer base is composed of 36 uterotonics and vaccine manufacturers such as GSK, Sanofi, Merck etc., to be reached through major global biomed purchasers like UNICEF. The product value base is: $2.5 billion. We have already secured GAVI endorsement through their InFUSE Pacesetters program. GAVI is the world's leading vaccines agency. The next stage of engagement is an updated tech platform incorporating GAVI's feedback.
Koldchain's patent-pending polymer-based tech is 10% of the cost of the next cheapest item-level tracking solution. It uniquely aggregates all the data generated when the validation occurs at the point of care in realtime, generating risk stats. We are developing proposals for PATH and social enterprise organisations that provide special vials for vaccines and other biomeds to smooth the process of incorporating the Koldchain cypher into the biomed packaging.
","a:7:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""257"";i:3;s:3:""190"";i:4;s:3:""239"";i:5;s:3:""621"";i:6;s:3:""283"";}","Koldchain's patent-pending polymer-based tech is 10% of the cost of the next cheapest item-level tracking solution. It uniquely aggregates all the data generated when the validation occurs at the point of care in realtime, generating risk stats.
In comparison with static systems like VVM, Koldchain:
1. Can update its advisories in real Bme based on changing dynamics in the supply chain.
2. Is digital thus removing ambiguity and reading errors.
3. Relies on the thermocypher, a cryptographically enhanced, machine- assisted, module, which is theoreBcally ‘ungameable’ at scale.
4. Interpretation is done through a dynamic algorithm, impossible to mimic or predict.
Essentially, Koldchain’s thermo-sensititive labels can be applied to any product in a cold supply chain to provide real-time monitoring and analytics to address the issues of counterfeiting, diversion and temperature inconsistencies for products that need to be kept at certain tempertaures in order to stay safe for use.","a:1:{i:0;s:14:""implementation"";}","The Koldchain application is fully developed and has undergone successful pilots. It went through complete development cycles at the Harvard Innovation Labs (https://innovationlabs.harvard.edu/current-team/koldchain/) and the Masschallenge Accelerators (https://masschallenge.org/announcement/masschallenge-boston-names-top-20-startups-in-2019-cohort). It is now being set out for further, wider, rollouts in countries such as Ghana (West Africa operations hub) and Kenya (East Africa operations hub) pending some regulatory approvals.","They include GAVI Alliance, through their INFUSE programme. GAVI brings to the table a rich ecosystem facilitating access to technical, implementation and financial support. Gone through complete development cycles at the Harvard Innovation Labs and the Masschallenge Accelerators. Country-level government implementation partnerships with KEPI (Kenya) and through the Ghana Medical Association (Ghana). Technical and implementation support from the Aspen Institute's Braddock programme.","Initial target customer base is composed of 36 uterotonics and vaccine manufacturers such as GSK, Sanofi, Merck etc., to be reached through major global biomed purchasers like UNICEF. State partnerships with KEPI (Kenya) and through the Ghana Medical Association (Ghana), in both cases Koldchain providing the technology infrastructure to secure critical cold chain products.
Private and public health administrators and citizens also use the solution validate vaccines and other cold chain products","We have already secured GAVI endorsement through their InFUSE Pacesetters program. GAVI is the world's leading vaccines agency. If Koldchain reaches 2% of its potential scale in 3 years, it will save 100,000 infants and 30,000 pregnant women every year. Based on the $1:$16 return on investment ratio for vaccines, its reduction of wastage shall amount to $30 million in savings annually. If the concept is successfully extended to dairy, meat and other cold chains, the commercial value created at 1% penetration shall exceed $200 million, of which Koldchain can capture 2.5% ($5 million).","Encountered challenges included breaking into the procurement systems of developing countries where our innovation can make the most impact quickest. Vaccines are highly impacted by intergovernmental and public sector procurement systems, and to make headway we require a strategic allies with influence in that regard. However, once we have successfully navigated the channels of entry, normal commercial levers such as pricing, industrial fit and technical readiness become the dominant determinants of success, which is precisely the basis of our confidence in entering this fairly regulated space. In fact, we have a very profound affinity for regulated industries in view of our highly evolved multi-stakeholder model, which has seen us partner with multiple regulators over the years.","Successful navigation of the channels of entry, normal commercial levers such as pricing, industrial fit and technical readiness. Other conditions include a relentless commitment to innovation. Having a very profound affinity for regulated industries in view of our highly evolved multi-stakeholder model, which has seen us partner with multiple regulators over the years, we are confident in our successes.","Koldchain implements a world-first approach at holistically solving the deficiencies of cold supply chains by simultaneously addressing temperature fluctuations and its subsequent product quality tampering, addressing supply-chain bottlenecks such as theft and diversion while integrating consumer-side offering such as patient record management and child vaccination scheduling.
With regards to others in the space working around some or one cold chain deficiency, our primary competitors are manufacturers of electronic temperature monitoring tools like thermostats, special thermo-RFID tags, and TTI thermologs. Some companies are also promoting special coldchain boxes with electronic notification alarms.","Lessons learnt from this exciting Koldchain journey resolves around a commitment to innovation and product excellence, exploration to align with key partners sharing a common vision. Also, the capability to identify insights into markets and continues innovation to adapt and expand offering and scale.",,"a:3:{i:0;s:5:""16637"";i:1;s:5:""16636"";i:2;s:5:""16627"";}","a:1:{i:0;s:5:""16623"";}",,,
16251,"Having a child life-event service",https://oecd-opsi.org/innovations/child-life-event/,11/06/2020,"Ministry of Economic Affairs and Communications",Estonia,central,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:9:""transport"";}","Having a child life-event service",,2019,"Estonian Government has launched an action plan for life event service design. The target is to have by the end of 2020 seven life event services designed and live. One of the first of these life event services is having a child service that has the first part of it, proactive offering of the family benefits is live since October 2019. It means that once the birth of a child is registered and given a name, an email is sent to the parents to receive family benefits.","In the end of 2018, Estonian Government Cabinet approved the action plan for life and business event service redesign, which has a target of 7 event-based services live by the end of 2020. In Estonia, life and business event services are defined as public services that are provided jointly by several authorities and with a maximum of one user interaction so that a person would be able to perform all the obligations and exercise all the rights conferred on the person due to an event or situation. An event service compiles several services related to the same event into a single service for the user.
Whereas in most countries event services are one-sided way of providing information about the services organised according to the needs of users (life or business events) on a central website, in Estonia we have a more complex approach. Our objective is to automatically and proactively offer in case of a life event a person services related to that event through web applications. One of the first life event services to be fully redesigned and developed is having a child life event.
There are 12 public services related to having a child from the registration of the pregnancy to the family benefits provided by 7 different public sector organisations. Most of these services can be applied for after the birth of a child – the time when parents need the most to spend time with their new-born. The problems with the services are following:
• Lack of proactivity – users must apply for the services and if the user misses the deadline of the application, they will be ineligible for the services later or it requires extra effort afterwards.
• Services related to having a child are fragmented between different authorities and service channels. It is difficult to a have a wholesome overview of all the services related to having a child life event.
• In some cases, the same information must be provided to different authorities (e.g. bank account number).
• Some services processes are paper-based and doubled both on paper and in the information systems.
• Different service maturity between authorities and central and local governments.
This October, the complete having a child event service was redesigned and prototyped. As a result, the future having a child life event will differ from current situation as following:
• Services related to having a child are integrated into one user experience.
• All the services will be provided by proactively or automatically to the user.
• The user’s interaction with the state will decrease from 10 to 4 interaction (the registration of pregnancy; the acceptance of paternity; the approval of family benefits and parental leave; the naming of child).
In parallel to the redesigning and prototyping, the first part of the having a child life event service was developed and went live in October. It concerns automation and proactive offering of family benefits. Once the birth of a child is registered in the population register and given a name, the Social Security Board will send an email to the parents to receive family benefits and the parents can either accept or reject the offer via Social Security Board’s self-service portal.
The next step is to automate rest of the services related to the having a child in the same way and start a similar process with all the other event-based services. At the moment, 4 other life event service (death of a relative, getting married, retiring and going into the military service) are being redesigned and prototyped like the having a child life event service.","a:2:{i:0;s:3:""612"";i:1;s:3:""876"";}","Many countries are redesigning their public services by the life event based logic, but most of these countries consider life event services as one-sided way of providing information about the services organised according to the needs of users on a central website. In Estonia we have a more complex and ambitious approach. Our objective is to automatically and proactively offer a person in case of a life event services related to that event through web applications as one user experience.
The family benefits service is the first automated and proactive event-based service in Estonia. Before, parents had to apply for the family benefits after the registering the birth of the child, now once the birth is registered in the population register and the child is given a name, the Social Security Board will send an e-mail about the family benefit offer that parents can either accept or reject.","a:1:{i:0;s:14:""implementation"";}","Currently, the first part of the redesigned and prototyped having a child event service, the proactive offering of family benefits, is developed and live. Next steps are:
• Automation of rest of the services related to the having a child (ongoing)
• Redesigning and prototyping 4 other life event services: death of a relative, getting married, retiring and going into the military service (May 2020)
• Developing a uniform development and management model for event services (May 2020)
• AS-IS mapping of 10 other event services and creating an action plan for their further development (December 2019)","• Expecting families and parents of new-borns were involved in user workshops in order to map user needs and validate the prototype.
• Government officials from 3 hospitals, 2 local governments and 5 authorities were involved throughout the design process (AS-IS and TO-BE workshops, validation of the results).","Proactively provided family benefits:
• Parents of the new-borns – family benefits are provided proactively to the parents via a portal without having to apply for them.
• Social Insurance Board – no need to process applications anymore as the service is provided to the parents automatically based on the data in the databases.","As the proactive family benefit project has been live for less than 2 months, there is no solid metrics available yet. The Social Security Board pays family allowances to 156,000 people and parental benefits to 19,000 people for €44 million each month. The biggest impact for citizens will be time saving and for the public sector both time and money saving because there is no need to process applications anymore. Before implementing this solution, 30% of the customer support calls were related to the application of the family benefits and 30% of the applications were not correctly submitted and parents had to submit additional information or documents.
In the future, there is a plan to measure all the life event services at least in 4 categories: user satisfaction, time spent, cost of the service and number of use cases.","There have not been any significant failures or setbacks yet. In case of the automation of the family benefit service, one of the biggest challenges was to define all the business rules, their interdependence and making sure there are no loopholes.
In case of designing the new having a child life event one of the challenges was to agree on the scope. In order to keep the scope manageable, it was agreed upon that the main flow (services that apply to most use cases) will be the first to be developed and once this is done, services related to exceptions will be added.
As life event services include services provided by different organisations, one of the challenges is to agree upon the development and management model of the event services. Three alternatives to the model were proposed and the most suitable one was chosen by public sector top managers during 3 workshops (approx. 60 managers).","Successful implementation of event services requires to have a certain degree of ICT maturity, i.e. a minimum critical number of digitalised services that can be appropriately identified, triggered, and implemented without human intervention during event service delivery. This requires the readiness of the workplace and the agency's work processes to function 24/7 and the national technical interoperability of the various parties.
Political will and readiness as well as top managements support is needed to guarantee that it is a priority on the national scale as it requires greater cooperation between different parties.
As all the public proceedings and service provision is based on legislation, it is crucial that the legislation that supports and allows proactive service offering.","The automated and proactive family benefits offering can be replicated in many other application based services. The same logic will be used for the rest of the having a child life event service development, as well as all the other life event services. This innovation can be replicated by every public sector organisation that has the necessary ICT maturity.","• Services that apply to most use cases (the main flow) should be the first to be developed. Once the composition of this has been done, exceptional services could be added.
• Major simultaneous developments with too broad of a scope should be avoided. The maximum scope should not be more than 10 services.
• It is important to agree upon the management and development model of the life event services. It should be done before starting the development of a service that involves different authorities and agencies.",,,,,,
16281,"Sudden Loss and Crisis: Spiritual Support for Families",https://oecd-opsi.org/innovations/sudden-loss-and-crisis-spiritual-support-for-families/,15/12/2019,"Joint Distribution Committee-Israel (JDC-Israel)",Israel,central,"a:3:{i:0;s:6:""health"";i:1;s:12:""public_order"";i:2;s:27:""Family & Social Welfare"";}","Sudden Loss and Crisis: Spiritual Support for Families","http://www.jdc.org.il/spiritualsupport (under construction, in Hebrew)",2016,"Surviving family members of unexpected deaths (accidents, murders, suicide) are often ill equipped to process pain, cope with daily functions, fulfill social roles and maintain health. Finding one's own spiritual resources in such crises can be immensely helpful. This pilot program integrates spiritual support responses into Israel’s Ministry of Labor & Social Affairs’ Sudden Loss and Bereavement Centers and targets parents in order to build and enhance family resilience and well-being.","Sudden crisis and loss, especially in traumatic situations, complicates and exacerbates the grieving process. Individual family members may experience a diminished sense of existential security and feel shame or guilt. If coping mechanisms break down or are not strong at the outset, people can be left struggling to function in their daily routines at home and at work and to fulfill their family roles and social relationships.
When this happens to parents or significant adult caregivers of children, the results can be catastrophic. Young people who are coping with sudden loss and bereavement already face increased risk of falling prey to psychological, emotional, and social distress, but when support from their caregivers is absent as well, this risk increases dramatically.
This is even more extreme for young people whose families were in conditions of risk prior to the traumatic event. The compounded effects may cause damage that can last a lifetime. Thus, it is crucial to provide broad, flexible, and effective sets of therapeutic responses to help individuals and families cope with such crises in ways that suit their characters and needs. Spiritual support is an effective care option for some and should be an alternative response for families suffering from sudden loss or bereavement.
JDC-Israel together with the Israel Ministry of Labor, Social Affairs & Social Services launched a three-year pilot program integrating spiritual care into the basket of services provided to families in the Ministry’s national network of Sudden Loss and Bereavement Centers. The program targeted, in particular, widowed/bereaved parents and other significant adult caregivers, with the aim of building family resilience and enhancing the wellbeing of children.
The death of a loved one frequently arouses complex feelings not only of sadness but also of fear, anger, a sense of impermanence, and an inability to believe that goodness still exists in the world. Spiritual care is designed to help family members connect to other parts of their life: to themselves, to their families and communities, and to their belief system about what lies beyond this world, whether that relates to inner spirituality, tradition, or religion. These connections draw out the personal resources necessary to cope, accept, and construct renewed meaning and hope after traumatic loss.
The methods used in spiritual support mostly have a different focus from those used in other types of therapy. The spiritual care counselor uses intention and presence to build with the client a supportive space for grieving, identifies sources of inspiration that allow the client to move forward, and facilitates the client’s self-expression and emotional release. Techniques commonly utilized include guided imagery, music, literature, art, personalized prayer, ceremonies and memorials, textual study, and breathing and relaxation exercises.
Individuals that turn to or are referred to one of the 8 Sudden Loss and Bereavement Centers in the country are offered a variety of options. These include: psychotherapy, group therapy, and sometimes art therapy or horseback riding therapy. As a result of this innovation, clients are now offered spiritual care and support by spiritual care professionals trained in the pilot program.
The pilot program has focused on three objectives:
· Fostering a national cohort of trained spiritual care providers who work at Sudden Loss and Bereavement Centers across Israel
· Creating a training curriculum for these professionals
· Integrating modules on spiritual support into professional development workshops for other members of the Sudden Loss and Bereavement Center counseling staff
Following the Sudden Loss and Crisis: Spiritual Support for Families pilot, the program is now in the final stages of being fully adopted and integrated into the 8 Ministry of Labor, Social Affairs & Social Services’ Sudden Loss and Bereavement Centers.
There has been a yearly increase in referrals to individual spiritual support and spiritual support groups, a better understanding by the social workers when to refer, and very good feedback from both professionals and family members, all of which is expressed in the evaluation which accompanied the pilot project.","a:7:{i:0;s:3:""156"";i:1;s:3:""196"";i:2;s:3:""234"";i:3;s:3:""613"";i:4;s:3:""617"";i:5;s:3:""335"";i:6;s:3:""619"";}","Israel’s 8 Sudden Loss and Bereavement Centers found that many times the services offered were not adequate and did not respond to individual needs. Crisis services focused on individual or group therapy/counselling, without tapping into spiritual resources. Some clients sought something unique that responded to their shattered world of lost meaning and a strong need for establishing hope and comfort.
Israel is home to diverse backgrounds, cultures and religions. Offering spiritual support within the centers allows clients to tap into their individual spirituality, connectedness and meaning. Training social workers to include pluralistic spiritual support within a government service is an innovative unique process.
Another important innovation is extending spiritual support beyond illness, elder care and hospice to supporting individuals in life crises. This includes training professionals who have been trained for end of life, to respond now to those grieving after loss. ","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Looking back at the stages of generating ideas and design, it is very satisfying to see how far we came since the idea was just a thought. This project was able to bring spiritual support into a main stream government work and implement it into the service of loss and grief centers throughout the country. The implementation stages included: Introducing the concepts and tools of spiritual support to the professionals in the field; Recruiting and orienting well trained spiritual care providers to work with loss and grief; recruiting and providing ongoing training and supervision to all staff throughout the program.
The program was accompanied by qualitative and formative evaluation, which has shown we have reached our program goals.
The concept of this program disseminated to include spiritual support ideas in the work of school counselors school setting, and can and should be implemented also in other fields such as special needs families, retirement, trauma etc.","• Israel Ministry of Labor, Social Affairs & Social Services: the government ministry adopting and integrating the program into its service provision
• Sudden Loss and Bereavement Centers: perceiving the effectiveness of the program content for clients, and usefulness for professionals
• Non for profit organizations for therapy service in the project: implementing spiritual support into services for other populations.
Association of spiritual support: Widening the scope of the field.
","Clients: now have another whole new option to receive support, in finding spiritual resources to help them in times of deep grief.
Government officials from other fields: now see that even a field which was so unknown can have a chance of bringing real change, and are more likely to take the service and approach seriously.
Spiritual care providers: as members of this new field in Israel, they gain confidence and are empowered as they make their way into new fields and applications","This project was able to bring spiritual support into a main stream government work and implement it into the service of loss and grief centers throughout the country. The implementation stages included:
Introducing the concepts and tools of spiritual support to the professionals in the field: 60 mental health professionals exposed to main ideas.
Recruiting and orienting 27 well trained spiritual care provided to work with loss and grief
Providing ongoing training and supervision to all staff throughout the program.
198 individuals received spiritual support during the pilot phase.
The program was accompanied by qualitative and formative evaluation, which has shown we have reached our program goals.
The concept of this program disseminated to include spiritual support ideas in the work of school counslers school setting, and the clear model makes possible be implemented also in other fields such as special needs families, retirement, trauma etc.
","Bringing the field of spirituality into a professional realm normally structured with ""classic"" therapy is a real challenge. There are many doubts, questions and resistance. Also, the word spirituality in itself may bring suspicion: is it an attempt to brain wash, to make people religious, to use their time of need as a window to change them?
These challenges were met with diligent work, patience, and slow recognition of the benefits of the program,
We also faced some big organizational change during our project which slowed us down for six months. However, once that was resolved the progress made up for it.
Where we succeeded in individual care, we have failed mostly with creating spiritual support groups We thought we would have 12 groups but we only had 4. We recognize this as an unrealistic plan, since we learned that support groups in this field are always difficult to establish, and discerned for future reference what made for the successful groups which did work.
","For such an innovation to succeed its essential to have a committed director of service who sees the need and believes in spiritual support as an important innovation. The agency taking on the project must have mental health professional staff willing to learn and grow, for the benefit of their clients, and recruit well trained spiritual care providers who are able to re-orient to loss and grief. To all this staff, one must ensure adequate professional supervision at all times and a well managed system of referrals to establish routine
From our experience, it is essential that the operating organization can handle change, think creatively and support staff.
Its important to have extra budget support for the period of pilot program, until the program can be disseminated into an ongoing budget.
.
","Students undergoing personal crisis or coping with the turbulence of adolescence are often haunted by significant and complex questions about life, death, and good and evil. Their thoughts often are unanswered by parents, teachers, and other adults .
The Spiritual Support for Families provided a basis for the development of a school-based Students in Crisis spiritual support program. This program is developing training for school guidance counselors in spiritual care in order to draw out the personal resources necessary to cope, accept, and construct meaning and hope for teens in school.
School guidance counselors are being trained in various techniques: breathing & relaxation exercises, guided imagery, music, literature, art, personalized prayer, ceremonies & memorials, and textual study. By integrating Spiritual Care in their work, they are able to offer additional options to help school students find means for self-expression and grapple with the issues they are facing.","Mental health professionals who are not familiar with the ideas and tools of spiritual care tend to be very weary about bringing a new service to the clients. The best way to work with this is by having joint days of learning, experiential workshops to learn the methods together and to establish mutual trust. This cannot be a one time workshop but must continue on an ongoing basis.
Its important to recognize that the idea of bringing spirituality into the service comes more naturally to some people than others. This goes both for professionals and for clients. Therefore, its best to begin the innovation in the centers that are more inclined and more open to it.
We thought at first that through the evaluation and the experience we would come to understand what is the profile of a client best suited for receiving spiritual support: Young or old? recently bereaved or after many months? years? parents who have lost their children, siblings or grandparents? But, what we have learned is that there is no such guiding rule. The only thing that became clear is that as the social workers doing the intake became more familiar and trusting of the spiritual support, they were more able to discern when to refer to it.
The model for spiritual support groups is co facilitators- a social worker with spiritual care provider.We have learned that several things can make a group work:
Beginning a group with a larger number so when some members inevitably leave, the group can still exist
Having a structured model that can contain the pain in the group.
Use creative modules to both bear witness to the stories as well as bring hope and meaning.
Mutual trusting relationship between the two co facilitators and ongoing supervision to preserve this.
Overall. most important of all to have a committed, strong and kind professional director to be leader for the whole project.
","As mentioned earlier, religion and spirituality are not identical.
Spirituality contains a wider range of possibilities than religion; while religion referees mostly to institutional practices and rituals, spirituality refers mostly to inner connectedness to one self, to community and to the Beyond; to arguing pain and crisis of faith and finding renewed meaning and hope. Both concepts can contain one another but are nit the same.
That is why, whoever wishes to establish such a program will need to make it very clear to themselves first and to the partners after- that the spiritual support is not there to tell others what spirituality is, but to provide a safe space for them to explore what their own spiritual resources are.
We believe this a key component for this program.",,,,https://youtu.be/dXXuxaadcdA,
16333,"The Experimentation Lab - Finnish schools and education government exploring complexity together",https://oecd-opsi.org/innovations/experimentation-lab/,25/09/2020,"Finnish National Agency for Education (EDUFI)",Finland,central,"a:1:{i:0;s:9:""education"";}","The Experimentation Lab - Finnish schools and education government exploring complexity together",https://kokeilukeskus.fi/kokeiluohjelmat/,2018,"Even though the Finnish education system still ranks highly among international comparisons, it is under pressure to reinvent itself. The Innovation Centre based at the Finnish National Agency for Education (EDUFI) has carried out a year-long, facilitated process, The Experimentation Lab to support teachers, school leaders and local education administrators to co-create local solutions to address complex challenges and simultaneously inspire transformation in education governance.","The Innovation Centre at the Finnish National Agency for Education (EDUFI) has launched a year-long, facilitated process, The Experimentation Lab to support teachers, school leaders and local education administrators to create space for experimentation and co-create local solutions to address challenges in education. Simultaneously it aims to transform educational governance and inspire cultural change to better respond to complex challenges in education.
The first iteration of the Lab, launched in the fall 2018, consists of a cohort of 12 teams from different municipalities across Finland. It is designed to tackle the need for a system-level change simultaneously from two perspectives:
1) build capacity (skills, competencies, mindsets) among teachers and school leaders to actively develop teaching and learning through experimenting, trialling and co-creating solutions at the local level,
2) explore, test and develop new approaches to enhance interaction, dialogue, and shared understanding between national level steering and local level implementation to better respond to the complexity of challenges in education.
The first participating 12 teams were selected among 70 initiatives that received government funding from EDUFI in a funding cycle modified to better enable experimentation. The teams work on a wide range of local challenges from developing approaches to foster pupils’ wellbeing or social emotional skills, to teaching digital capabilities through playful adventures, to leveraging AI to increase pupils’ physical activity.
The 12-month facilitated learning process has built-in scaffolds along the way, to help teams not only create better solutions to local challenges, but also serve as a powerful way to build the participants’ innovation capacities. The Lab was, therefore, designed with two simultaneous goals in mind: the aim was to create a longer term “community of practice” and on the other hand have a strong focus on practical development at a local contexts. The process started with an accelerator phase, where the teams learned to develop, prototype and experiment solutions. They deepened their understanding of the challenge they are working on, learned human-centred design approaches and gained courage and skills to test their ideas in practice. There were several “clinic” days with regular intervals throughout the programme. The clinics are a chance to share learnings with others, get expert advice, and engage in dialogue around important themes that affect all teams. Between the clinics the teams ran, evaluated, and collected evidence from experiments independently. As a part of the process a multiperspective, human-centred approach to evaluate the experiments was developed. It is applying both new forms of multi-party dialogue methods and software tools to facilitate participatory evaluation. Throughout the process, the Lab’s participants have been involved in co-creating the programme. Experts and leadership of EDUFI have been systematically engaged both to share their subject-matter expertise as well as to deepen their understanding of educators’ realities across Finland.
The Innovation Centre’s observations about unmet needs and tensions in their current education system have paved the way for creating the Experimentation Lab. Even though the Finnish education system still ranks highly among international comparisons, it is under pressure to reinvent itself. Designing of teaching and learning from the perspective of the learner, leveraging the potential of the digital age, and ensuring equity in education are crucial challenges in a world of growing complexity. Schools and municipalities find it difficult to live out the vision of learner centered and more skills-based 2016 national curriculum. The current support offered by EDUFI -- mainly training, professional development, and guidance through information -- seems to be insufficient. Fragmentation of the big picture, innovation trapped in pockets and the difficulty of spreading good practices coupled with rigid and heavy development project framework have created a need to find new approaches to national development and steering. A need for transformation in education governance is well understood but creating the open, dynamic and strategic governance systems necessary for governing complex systems is not easy. Through The Experimentation Lab experimental culture is used as a vehicle for improving the interaction and building feedback loops between national level steering and local level implementation.
One of the key learnings of the project is that collective learning does not happen by accident, you need tools and methods to facilitate it. The Experimentation Lab is the first national scale attempt in Finland to apply adaptive innovation in the rapidly changing operating environment of education sector. It brings together stakeholders from all levels of the system to learn by doing and focus on what is important.","a:5:{i:0;s:3:""609"";i:1;s:3:""211"";i:2;s:3:""257"";i:3;s:3:""615"";i:4;s:3:""354"";}","There are no ‘silver bullets’, but rather building capacity and agency in the system: instead of focusing only on creating solutions like innovation labs often do, this one strives to systematically build capacity, empower educators as change agents, and support learning across the system.
Collective learning does not happen by accident, tools and methods are needed: Experimentation is used as a vehicle for improving interaction and feedback loops between key stakeholders to build a stronger bridge between strategy and implementation. A multiperspective, human-centred approach to evaluate the experiments developed as a part of the Lab is a tool for that.
The Experimentation Lab strengthens adaptive innovation in Finnish education: the sector, with a long tradition of rigid, top-down development projects, has yet to empower teachers and school leaders as designers of solutions to local challenges - and as role models to pupils in fostering a culture of shared learning, experimentation and innovation.","a:1:{i:0;s:10:""evaluation"";}","After the first Experimentation Lab, the realisation of the next iteration is already underway. Current challenge is to evaluate and identify the aspects of the entire process that could be implemented more widely in education government. The first iteration of the programme has served as an invaluable testing ground for new approaches, yet it is not self-evident that EDUFI should start providing this kind of service as such. Some aspects of it could be easily replicated nationwide and some, such as more intensive mentoring could in the future be more targeted to part","The model for the Lab was built together with Demos Helsinki, a Nordic think tank, with prior experience in using experiments to inform national governance.
Benchmarking and peer support: network of government innovation/experimentation organisations in Finland
A multiperspective approach to evaluate the experiments: developed together with researchers from VTT Technical Research Centre of Finland and Finnish Institute of Occupational Health, using Inforglobe’s digital tools.","Stakeholders and users
Experts and leadership at EDUFI, engaged throughout the process
Participant teams (teachers and other school staff, headmasters, municipal education directors, partner companies, NGO’s)
Education influencers, innovators and intermediary organisations
Beneficiaries
Schools and wider school communities; in many schools e.g. pupils and families participated in school development for the first time
Local education providers and coordinators of development projects","National level:
Broader participation to form understanding of reality on the ground: teams were selected based on motivation rather than showing the most “innovative” project on paper.
A start in building a missing feedback loop from locally implemented government funded projects to understand their impact.
New tools for steering and supporting development projects. The learnings have already influenced plans for a reform in funding.
Local:
The teams have influenced the municipal strategy or the local curriculum with their findings, and the systemic approach to evaluating has improved dialogue among key stakeholders.
The Lab has inspired plans to develop local experimentation labs.
The Schools:
All teams finished the process and many plan to continue the work.
Teachers and school leaders feel more engaged working on solutions to better teaching and learning.
Participation of pupils and families has created powerful learning opportunities and strengthened communities.","The idea and concept for the Experimentation Lab, was born out of a misjudgement of how much room and capacity there is for innovation and experimentation in the current culture of schools and municipalities. Before the Lab, the Innovation Centre had initiated innovation projects and workshop-type gatherings where organisers brought together educators and professionals from the social sector to collectively identify problems and ideate solutions.
However, these interventions ran against a wall when the participants were pushed from conversation towards prototyping and experimenting in real-life. Moving from an idea to application in real-life does not happen organically. Rather, it requires supporting structures and scaffolds. This was the impetus to design the Lab as part of one, “more experimentation friendly” EDUFI development funding cycle organisers co-created together with EDUFI experts. It created the needed structure, timeline, and resources for the participating teams.","Since 2015 Finland has taken policy level measures to foster a culture of experimentation and innovation to build capacities among civil service to respond to complexity. The Innovation Centre at EDUFI is the first agency-level innovation, experimentation and development unit and represents a continuation of this larger transformation effort. EDUFI management’s strong commitment to experimental culture has been one of the prerequisites of success.
The momentum was right for a new kind of way to develop education: Traditionally there is not much room for testing, iterating and failure as part of the progress. Instead there is a strong tradition of developing education through 1-2 year-long development projects that are funded from the national to the municipal level. On all levels there is an increasing disillusionment about the impact on better teaching and learning of many development projects that also generate a considerable amount of bureaucracy.","The model for the Lab was built keeping in mind that it could be repeated and all the tools are easy to use and modify. After the first Lab, the realisation of the next iteration is already underway.
The current challenge is to identify the aspects of the entire process that could be implemented more widely in education government. The first iteration of the programme has served as an invaluable testing ground for new approaches, yet it is not self-evident that EDUFI should start providing this kind of service as such. Some aspects of it could be easily replicated nationwide and some, such as more intensive mentoring could in the future be more targeted to participating municipalities based on need.
Communication about the lab has been open and active in social media and other channels that are relevant for the sector. In videos and blogs the voice has been given to participating teams to showcase and reflect their learnings and experiences of co-creating solutions.","1. The Lab has proven a need to intentionally design for enhancing both technical skills and deeper learning in participant mindsets to be effective
Accelerators or innovation competitions in private and in the public sector often focus on adopting new tools and methods, such as service design, to creating better solutions. The barriers to successful implementation of new approaches go far deeper, and require shifts in people’s mindsets and organizations’ culture. A longer duration of programme, intervals of experimenting in the local context and days when teams share lessons are all important aspects of the innovation.
2. Finding the right balance between enough structure, yet enough room for flexibility and co-creation in the programme is important.
The Lab has been designed with the idea that it would leave room for exploring together with the participants what is helpful and what should be changed. This was made explicit in the beginning, and has built a shared commitment to the process.",,"a:6:{i:0;s:5:""16493"";i:1;s:5:""16505"";i:2;s:5:""16518"";i:3;s:5:""16516"";i:4;s:5:""16495"";i:5;s:5:""16511"";}","a:1:{i:0;s:5:""16523"";}",,,
16363,"Pro-active Family Benefits",https://oecd-opsi.org/innovations/proactive-family-benefits/,11/06/2020,"Estonian National Social Insurance Board",Estonia,regional,"a:1:{i:0;s:17:""Social protection"";}","Pro-active Family Benefits",,2019,"The Estonian state offers families all different types of family benefits that new parents had to apply for. We found that such an important benefit should not be claimed like that. We built an IT system that allows us to offer benefits to families in a proactive way. Ou innovation is as simple as that - ""congratulations on having a baby, here are your benefits!"" Because the baby requires attention, love and of corse time, why waste it on communicating with the state.","The World is changed by our example, not by our opinion.
And oh boy how many opinions we got, when in 2016 we started sharing an ideas about seamless or automatic services in public sector. And now, 2019 we can share our experience by launching first proactive public service in Estonia and not only Estonia, but in social protection, which is always known for least fortunate one. As I am sure you have noticed.
But let's start from the beginning.
It all started with an idea - what if we change the way we work here in social insurance board?! We are like a wallet, people who need our help come to us and ask for help. But we are also an E-stonia, known for making things online. So we have that e-stonia and we have people applying for benefits. These two things don't add up, don't you think? Being all IT and still asking people to make the first move.
We looked the numbers and saw that 97% of parents apply for family benefits. Applying is not made easier by the fact that we have all these different types of benefits - there is something for the fist child, then there is something for a second or a third one. Big families, small families, health insurance, other state support, parental salary for whoever (mom or dad) stays home with the new kid. So, as you imagine, all these 97% of parents came to us and asked what the state has to offer them. And then we looked, calculated, did some adding up and multiplications and granted the benefits. So basically - we did how the state is used to work - person comes up to us and then we do our job.
It took us many years dreaming about making the first step. You know, when you are at the dance and everybody is dancing and you see a new person enter the dance floor and you just stare in the ceiling and hope this new person comes and asks you to dance. Because state social insurance boards are not as bold - the ideology is not that bold. We are used to work like that - not making the first step is familiar in many-many countries and in national social system.
So what we did, what our innovation was - we made the decision that we are the ones who make the fist step.
We built an IT-system, that gathers all the informations we need to make parents a e-offer for family benefits. And from October 14th this year, families doen't have to apply for family benefits, because this dream of making the bold first step came to reality.
How it works?
It works easy.
Every night our systems asks Estonian National Population Register if there are any new births registered. If the answer is yes, then we gat the kid's name and of course the parents names also.
With parents names our system can ask Tax and Customs Board about the income and working situation of these parents. Then our system asks from many many different registers information, so it can generate this family benefit offer.
We asked informations from these registers before also, just not from Monday to Friday form 9 to 5 anymore but now by our system overnight and every night.
If our system collects allt his information we need to make an offer, it send out an e-mail to these parents with a congratiolation. This is the part where we needed the kid’s name. Wen we know the little kiddo’s name, then we can congratulate the parents on giving birth to a small Kristi or Lily or Martin. We added some flower and balloon emoticons also to this offer, because new baby is always a happy event.
(...And when it is not a happy event and something happens, then our system automatically removes the overwhelming modern congratulation)
So, the kid is born, our systems collects all the information and generates an offer for family benefits and sends out a congratulation e-mail asking people to log in to our self-servise portal, where the offer safetly is. In the portal, these parents can confirm the offer, which is prefilles. But there are places where this parent can change something for his or her opionion. For example a bank account number of “leave this benefit for other parent” and so on.
By logging in to our self service portal, this person does not have to sign anything - by logging in we know who the user is and count that as a signature if everyting in confirbed by the user. Easy. But this stemp is important for parents - to see everything on screen and compare the benefits with other parent - so they can make a best decision for their family. And that is important - state can make the first move but can’t know what is best for the family - that is knowladge is only known by these families.
Our change was hard at first, messy in the middle and gorgeous at the end.
Totally worth it.
And yes - we where inspired by private sector, as they lead how people want to use services and consume information. And how bold they are acknowledging what people want and need. And we thought - if private sector can be that bold, why can't we?","a:3:{i:0;s:3:""194"";i:1;s:3:""609"";i:2;s:3:""876"";}","The innovation lies in 100% proactive service - no paper, no applications. State makes to first step, not the person.
Our idea is, that if a person has a right for some benefit, we design our services so we can offer them application freely.
As from 2019 people in Estonia don't have to apply for family benefits, we offer them pro-actively.
Usually social system doesn't work like that, usually it's not that bolt, but our system is.","a:1:{i:0;s:14:""implementation"";}","We are live from 14th of October 2019.
From that day people of Estonia does not have to apply for family benefits, it is 100% pro-active.
But, innovation can't be stopped, so we are designing other social services like that also - seamless ass possible.","When we started designing this service, we had interviews with parents, citizens, social workers.
We did included government officials also, but we always focused on a person and what his or hers needs are, never thought what government officials need, because they should also always think about the citizens, so we counted this sector as a middle man, what we can cut out.
Of course we included the best designers, front-end developers, programmers and IT-analytics who made it happen!","Mostly it affect citizens, because for them the service went from hard to orientate to super easy.
For us (government officials) it changed everything we do - we need less effort to work with applications and different systems and papers and we can focus on a person.
People should work with people, not with paper.","It is always good to talk about results in numbers.
Before our new service, it took about 2 hours of work to process one application. It took government workers time and citizen's time.
Now it takes about about 30 seconds for a person to get get that benefit. It could be even faster, but it takes some second to log in. :)
System does everything automatically.
If we gathered feedback to our new service, then we asked people to give us a grade from 0 to 10, as then is the best. The average result vas 9,8 and we all thought that maybe we made a mistake in a feedback form. When someone gave us ""only a 5 points"" are laughed because we knew - we didnt make a mistake on a feedback form and users can give us lower points that 10, 9 or 8. :)
When we went live, very first e-offer for family benefits was conformed by a person so fast we also thought that was a system malfunction. :)
Sometimes it is hard to make something too easy, even the creators coul't belive the result.","We had many challenges, but mostly in the beginning.
For example our project timeline:
2015-2017 Dreaming and just sharing this idea, feeling like a naive fool.
2017 Starting with the project. This part is messy to be honest. We don't know how it happened, but at that point we or our partners didn't know what we need or want and how to make that happen. Everybody on the project cries and panics.
2018 ""Oh, now we know, sorry about the mis misunderstanding""
2019 January - continuing the super hard work with the best and motivated team ever
2019 October - LIVE
*everybody does a micdrop*
*everybody picks up mics, because we need more services like this*","We just need awesome and motivated people who want to continue to change the system.
Everything else is just a matter of time or talk.","We already now see, that this idea actually catches up pretty fast and we are more than happy to share our experience.","People. It is all about the people. You cant succeed without awesome people.",,,,,,
16402,"Behavioural science applied to Human development focused cash transfer",https://oecd-opsi.org/innovations/behavioural-science-applied-to-human-development-focused-cash-transfer/,09/11/2021,ideas42,"United States",other,"a:1:{i:0;s:7:""science"";}"," Behavioural science applied to Human development focused cash transfer",http://www.ideas42.org/blog/project/cash-transfer-programs-developing-world/,2016,"Cash transfers, recognized as one of the most effective tools in social protection, are expanding rapidly into the world’s poorest economies. As these programs support more of the world’s most vulnerable populations, they face growing demands to increase their effectiveness. Light touch interventions from behavioral science help make programs more adaptive to the psychological phenomena that influence beneficiaries’ decisions and actions and improve outcomes at little additional cost.","In 2016, to alleviate poverty and enhance children’s education, the Government of Madagascar (GOM), through the Ministry of population, started the Human Development Cash Transfer (HDCT) program in partnership with the World Bank (WB) and UNICEF and implemented by the ‘Fonds d’intervention pour le Développement’ (FID) in areas with low human development indicators, The cash transfer, conditional on school attendance for parents of school-age children and unconditional otherwise, is set at around 30% of beneficiaries’ regular consumption and paid directly to the women of qualified households. To strengthen child development outcomes, “Mother Leaders” (MLs), beneficiaries who are elected and trained, provide child focused goods and services, an approach often used when supply-side services in health, nutrition and/or education are in limited supply or of poor quality.
While explicit conditionality remains the default option for many programs seeking to improve health or education outcomes, the recognition that unconditional transfers can approximate impacts of conditional transfers at much lower cost coupled with the administrative and supply side constraints required to monitor the conditionality, has led both practitioners and researchers to explore alternatives and complements to “hard” conditionality. This is of particular importance in the case of programs focused on early childhood development, where the critical behaviors (e.g., balanced and nutritious feeding, breastfeeding, or stimulation to promote socio-cognitive growth, etc.) are private, ongoing and hard to measure in a way that is conducive to the use of classic conditionality, and where investments in children’s human capital often depend more on parents’ behavior and less on access to supply side services.
Research in behavioral sciences suggests that information alone may not be enough to change behaviors and that there are a variety of ‘behavioral’ influences on decision-making that have been shown to complicate the traditional models of decision-making and action-taking. Small features of beneficiaries’ social or institutional context may activate typical features of human decision–making such as limited self control, attention, etc. in ways that may reduce the likelihood of beneficiaries taking the kinds of decisions and actions the program is set up to generate, even when beneficiaries can afford to take these steps and are intrinsically motivated to do so.
In the case of the program beneficiaries, there may be more of a focus on immediate rather than the longer-term, future-oriented behaviors and outcomes. Cash transfers relieve some of the effects of scarcity by supplying money and freeing up a person’s attention for other tasks. This creates a brief window when it is easier to make and act on long-term decisions and goals. However, behavioral interventions are necessary to explore this window of opportunity.
Thus, ideas42 adopted an innovative behavioral science approach to take advantage of the momentary ‘cognitive space’ created by the cash and help the beneficiaries to make the most of their money, and in this manner help the Malagasy Government to achieve greater cost-efficiency of the program. After undergoing a context-driven process to identify the drivers of decision-making for the beneficiaries of HDCT, ideas42 was able to identify two main barriers to preferences-aligned allocation decisions and actions: the inability to plan on the use of cash received and the negative beneficiary “mindsets”. While beneficiaries tended to have clear goals regarding children and their futures, they could not plan realistic actions to achieve their goals. Those who have a plan experienced difficulty executing it. They were more focused on routine needs that the transfer could support than forward-thinking investments. Further, the location of the payment sites, close to the local market, reduced the ability to plan and increased the potential for temptation spending.
These findings led to the designing of two innovative light touch interventions or ‘nudges’: plan-making to link the transfer to goals and self-affirmation. The plan-making enables women who receive cash to adopt a longer-term perspective with concrete goals. They are supported in drawing out the intermediary steps of achieving their goals and in identifying concrete risk mitigation strategy to help them reach them. The self-affirmation enables them to define what they want, to make decisions about the wellbeing of the family, and reinforce their identity as guardians and the power they have to improve their children’s lives. The nudges reinforce women confidence that they can have a positive influence on their family’s happiness.
While ideas42 implement the nudges, steps are taken to transmit behavioral skills and knowledge to the Ministry of population and FID to take the lead on the program behavioral interventions in the future.","a:4:{i:0;s:3:""156"";i:1;s:3:""619"";i:2;s:3:""609"";i:3;s:3:""610"";}","In low-income countries considering cash transfer programs to address extreme poverty, finding solutions to cost-effectively facilitate desired behaviors and outcomes among beneficiaries has emerged as a key policy priority. The application of insights from behavioral science—the study of how people make decisions and take actions in the real world—has already revolutionized the design of products, policies and programs addressing an array of development goals around the world. In the realm of cash transfer programs, behavioral science is a promising yet underutilized approach to helping beneficiaries make the most of their money and achieving greater cost-efficiency for governments. Other countries and development practitioners can use the results and lessons from this work to develop or strengthen beneficiaries’ financial outcomes in their own programs.","a:1:{i:0;s:10:""evaluation"";}","39,000 households benefit from HDCT with payments made to the female head of the household with 97,000 children under 12 years in 7 districts. HDCT contains a package consisting of a cash transfer and two categories of enhancements:
1) “Mother Leaders”, beneficiaries elected by their peers to lead a group of other beneficiaries in their home village and serve in several ancillary capacities at the community level, and
2) “Nudges” (separate self-affirmation and plan-making activities) to facilitate caregivers’ actions to promote their young children’s physical health, and cognitive and non-cognitive skills.
To estimate of the impact of each component, a randomized controlled trial is underway. A baseline analysis was done in 2016 followed by the midline data collection and analysis, which took place in 2018. End-line data collection is scheduled for 2020. Based on the result from the midline analysis, the GOM has already put forward plans to scale the interventions nationally.","Government of Madagascar: main program owner, ensuring the leadership, coordination and monitoring of the HDCT program.
World Bank: providing financial and technical support and coordination.
FID: implementing agency; key partner in the research and design process for the behavioral intervention; assists in the implementation of the nudges.
Ideas42: Non-profit organization specialized in behavioral science, designed and implements the behavioral intervention of the program.","FID: as the long-run facilitator of the implementation of the nudges, has now taken a step further towards the adoption of behavioral science in their programming policy.
Mother leaders and beneficiaries are the users of the nudges. The interventions enable them to make the most of their money and work towards their long-term goals.","A key goal of our study was to evaluate whether the effects of the three intervention arms (the Mother Leader program and its accompanying “Planning” and “Self-Affirmation” ‘nudge’ variants) on the outcomes of interest were distinguishable from the effects of cash alone.
We group indicators into three broad ‘domains’ (livelihoods & financial health / education / child development) and further classify indicators within each domain into ‘time frames’ (behaviors / intermediate outcomes or outputs / longer-term outcomes). In livelihoods & financial health, the behaviorally enhanced arms, led to significant additional effects on households repaying loans and on other components of income. In education, most enhanced variants see impacts on grade advancement, particularly for primary school age children. In child development, one or more of the enhanced arms have significant impacts on parenting, diverse food expenditure and meal preparation.","The next round of innovation will be centered around building the capacity of MLs, who are currently accompanied by an external party during their sessions, to deliver the nudges independently. MLs are well-positioned to take an influential leadership role in their communities but have been found to struggle with the facilitation of some of the current content of the program. The next iteration of the intervention will be to simplify the facilitation of the nudges to allow MLs to implement them independently while still achieving the same level of impact and decreasing costs.
A new version of the nudges was developed after the midline to see if combining the two, self-affirmation and plan-making, could capitalize on the strengths of each. Lastly, various measures are now being put in place to ensure that partners involved in the program are well-equipped to incorporate behavioral science broadly into their policies and programs.","Collaborating with partners who are motivated to use cutting-edge research to improve the outcomes of the cash transfers programs is a large contributor to success. The Malagasy Government’s coordination and the FID’s contribution in designing and implementing the nudges are essential to the whole process. Secondly, working with partners who are willing to provide access to necessary data, staff and beneficiaries to inform the research and design process is also key. Lastly, a willingness to rigorously test for the outcomes of the interventions allows partners to respond to results and make necessary modifications and smooth out any implementation obstacles.","In Madagascar, the partners of the Human Development Cash Transfer (HDCT) program have identified an opportunity to apply behavioral insights to the new Intensified Early Childhood Development program to be tested in new localities of the HDCT program. Initial discussions led ideas42 and the partners of the program to focus the new behavioral interventions on enhancing the Mother Leaders’ ability to fulfill their role, boosting group decision-making among the beneficiaries and assisting the parents to apply what they learn on intensified early childhood development on their children.
In addition to that, following the first findings from the implementation of the nudges in Madagascar, ideas42 has designed behavioral interventions for other cash transfer programs in Kenya and Tanzania, which have also produced positive results from pilot testing. ideas42 currently has plans to conduct testing of similar interventions in several new countries across Sub-Saharan Africa during 2020-2022","1. Behavioral science insights increase the impact of cash transfers at little additional cost: At a cost of less than 7 USD per beneficiary per year, the results make a strong policy argument for scaling behavioral science in cash transfer programs focused on poverty alleviation.
2. Iterative testing is an effective way to cost-effectively build evidence for scaling: In Madagascar and the other two countries, pilot testing started with short-term, low-cost tests. These initial shorter tests provided the opportunity to make necessary modifications to the behavioral designs and to smooth out any implementation obstacles prior to launching a full-scale RCT.
3. Innovations should account for limited time and resources: A key challenge for incorporating innovations into any government program is the government’s time and human capacity limitations, given the multitude of priorities that need to be juggled. The development of various tools and resources that facilitate easy application of behavioral science to cash transfer programs will play an important role in enabling behavioral science to be applied broadly on a large scale across the sector.","Looking forward, we intend to continue testing the long-term effects of behavioral design in cash transfer programs and encourage governments to incorporate behavioral principles into the design
of cash assistance programs to begin building better environments that create clearer paths out of poverty.","a:4:{i:0;s:5:""16395"";i:1;s:5:""16394"";i:2;s:5:""16396"";i:3;s:5:""16398"";}","a:2:{i:0;s:5:""16377"";i:1;s:5:""16381"";}",,https://www.youtube.com/watch?v=oVfOoqk0a3c,
16592,"Better Health Through Housing",https://oecd-opsi.org/innovations/better-health-through-housing/,16/09/2020,"University of Illinois Hospital & Health Sciences System","United States",regional,"a:1:{i:0;s:6:""health"";}","Better Health Through Housing",https://hospital.uillinois.edu/about-ui-health/community-commitment/better-health-through-housing,2015,"The program transitions chronically homeless patients from the Emergency Room into permanent supportive housing. Their partner, the Center For Housing & Health, has developed a network of 27 supportive housing providers representing ~4,000 scattered site one bedroom apartments dispersed throughout Chicago. The project has housed 59 patients to date, and has found very high mortality (34%) and high rates of uncontrolled chronic disease. Housing is health - it is as a dangerous health condition.","When the program started there were no obvious, solid business reasons for a hospital to pay for housing. However, as a state institution that serves the indigent of the state, the University of Illinois Hospital & Health Sciences System (UI Health) began to recognize their obligation to focus on the health of the communities that we serve, not just individual patient care.
They have discovered that homelessness carries significant health risks, with a 34% mortality rate in their first cohort of 26 patients, and high rates of uncontrolled disease, serious mental illness and substance use. Once housed, they saw healthcare utilization and cost decrease significantly (45% overall).
UI Health is actively encouraging other hospitals to view this as an intractable issue that can only be solved through collective impact, and ""all-in"" approach where competitors and stakeholders cooperate to address a serious public health concern. To that end, UI Health is one of the founding members of the cross-sector partnership, the Flexible Housing Pool, a common funding mechanism that aggregates fragmented funding sources into a unified stream. Working with government agencies, and supportive housing providers, UI Health have garnered $8m with a goal of $12m from the city, county, insurance companies, other hospitals, and philanthropic organizations. UI Health hope to have financial contributions from the jails and prisons, since they know that homelessness is a key driver of recidivism.
The multiplier effect of the FHP is that it will create increased housing capacity - once fully funded, there will be approximately 750 more supportive housing units available throughout the city.
Another innovation is the use of Natural Language Processing (NLP) to identify homelessness in an electronic medical record. When the program began in 2015, less than 100 homeless patients had been identified. Using data mining techniques, we have found evidence that since 1997, 10,000 patients may have been homeless. In 2019, we have found approximately 1,700 patients are currently homeless.
Finally, UI Health have come to believe that homelessness is not a failure of the individual, but of systems. The patients in the program had significant interaction with law enforcement, emergency medical services, the courts, jails, prisons, hospitals and social service agencies. UI Health has created a new position, Associate Vice Chancellor for Systemic Social Justice, whose responsibility is to seek alignment and shared priorities among public sectors who have traditionally worked in isolated silos.","a:6:{i:0;s:3:""317"";i:1;s:3:""617"";i:2;s:3:""190"";i:3;s:3:""609"";i:4;s:3:""194"";i:5;s:3:""213"";}","The Better Health Through Housing Program and its 2.0 version, the Flexible Housing Pool, are innovative because:
1.) It thrusts a hospital into being an active public health participant, taking responsibility for the health of the communities in which it serves;
2.) It acknowledges that housing is a fundamental basic need for health, and without it, it is nearly impossible to manage one's health;
3.) It has re-framed homelessness as a health condition that has profound negative impacts on health and outcomes;
4.) The Flexible Housing Pool necessitates a collective impact model that acknowledges that healthcare and other public sectors must come together to address complicated social issues;","a:3:{i:0;s:20:""identifying_problems"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","UI Health has housed 59 patients to date, and by next June will have housed a total of 75-80. UI Health are completing their 2nd program evaluation of the 59 that will be published in February 2020 by the Center for Housing and Health. This is a mixed methods approach that will report mortality, morbidity, cost and healthcare utilization, as well as a qualitative quality-of-life survey of the participants.
Additionally, the Flexible Housing Pool will complete its first evaluation by June of 2020 of a total of 150 patients placed into housing by both UI Health, and Cook County Health, the other public hospital in Chicago.","1.) Civil Society Organizations: The Center for Housing & Health developed a network of 27 supportive housing agencies and 3 single room occupancy hotels, offering our patients a choice on where to live.
2.) The Flexible Housing Pool brought together disaggregated sources of funding from government (Chicago, Cook County), philanthropy (JP Pritzker Foundation), insurance companies (Blue Cross), and other hospital systems (Advocate, Northwestern).","1.) Citizens: On all committees, UI Health apply an equity lens and invite participation from individuals with lived experience - those who have been chronically homeless, and those with severe mental illness. Those individuals hold UI Health accountable and inform them on design.
2.) Government: The program brought together government agencies that had never cooperated together before - in fact, they used to hold each other at arm's length.
3.) Civil: Agencies convened stakeholders that discovered shared priorities.","In the first cohort of 26 patients, the mortality rate was 34.6% (9/26). The 2nd cohort had a 20.3% mortality rate (12/59) but this was due in part because UI Health did not have the right combination of housing and supports for those with severe mental illness or substance use and thus could not refer them into housing.
Utilization decreased 57% in the first cohort and 45% in the 2nd. Homeless patients had extraordinary rates of chronic diseases, mental illness and substance use disorders, with 64% having hypertension, 68% having asthma or chronic obstructive pulmonary disease, 41% having a kidney disease, 41% having a subcutaneous skin disorder, 39% having an opioid use disorder, and 58% having a serious mental illness.","UI Health found a structural failure. There is a shortage of Assertive Community Treatment (ACT), a community-based intensive intervention for those with serious mental illness, meant their housing retention rate was 47% - still good, but below the ~80% retention rate of the evidence-based Housing First model of care. UI Health also needed access to project-based housing, in multi-unit buildings were there is around-the-clock clinical staff that can provide the additional support to help patients remain in the community, not going from Emergency Room to Emergency Room.
Also, the city has significantly underfunded its crisis shelter system and has been dependent on faith-based organizations to provide crisis shelter services. They cannot be held accountable or auditable because they take no government funding. These shelters are overcrowded and we've noted several patients with mental illness have been banned because they become agitated in crowded conditions.","This program and other hospital-based programs, along with collective advocacy from the multiple agencies that are engaged, will lead to increased start-up funding for Assertive Community Treatment providers. Multiple stakeholders from the penal system, police, fire, healthcare, mental health and substance abuse treatment agencies, are now convening to propose a statewide strategic plan for mental health.
Additionally, Emergency Departments at area hospitals are banding together to advocate for Social Emergency Medicine, and will lobby the city to develop an evidence-based policy for its crisis shelters, including low-barrier shelters, an increase in funding (Chicago is 10/10 for per-capita funding of homeless services).
UI Health have found that providing a combination of ethical, medical and fiscal factors, combined with ""its the right thing to do"" is enough motivation for most public sectors to want to solve this issue.","The Better Health Through Housing program has been replicated by five other hospitals here in Chicago, as well as Boston, Peoria Illinois and St. Louis, Missouri. The Flexible Housing Pool came from a model developed by a joint project between Los Angeles County and the City of Los Angeles.","1.) Homeless needs to be re-framed by healthcare as a dangerous health condition. The irony is that it has the same age-related mortality as some cancers and chronic diseases. While hospitals will go to extraordinary lengths to address patient's medical concerns, the homeless - who have the same mortality risk - get discharged back to the streets.
2.) The homeless are almost invisible in healthcare. Homeless is under-documented by healthcare, largely because we are not compensated for documenting ""social"" conditions. Yet in UI Health data mining, they have evidence of approx. 10,000 patients since 1997 that may have been homeless. This past year organisers found approx. 1,700 patients who are homeless. Other local hospitals here have found 500, 1,300 and 1,400 in their medical records.
3.) They may have exorbitant cost & utilization: between 30-40% of homeless patients have significantly elevated costs & utilization, ranging from 2.5 to 160 times more expensive that other patients.
4.) To make and impact, hospitals will need to band together and utilize a collective impact approach.","Big data and cross-sector data exchange plays a vital role to be able to identify homeless individuals, and to implement policy changes based upon evidence. The evidence lies locked up in public sector data silos.",,"a:1:{i:0;s:5:""16703"";}",,,
16620,"TAP London",https://oecd-opsi.org/innovations/tap-london/,11/09/2020,"TAP London","United Kingdom",regional,"a:1:{i:0;s:7:""housing"";}","TAP London",http://www.taplondon.org,2018,"Homelessness is spiralling in the UK, and people want to help but are unsure how and no longer carry cash. In partnership with Mayor of London, TAP London has installed 100 contactless giving points across the city, enabling Londoners to give a £3 tap to support local homelessness services.","Homelessness has increased drastically over the past 10 years, rising 165% since 2010. A major factor contributing to this has been cuts in government funding under austerity measures in the UK, meaning services are receiving fewer grants and have been seeking funds from alternative means.
People feel and see the effects of the homelessness crisis but are often unsure how to help. A study that organisers conducted in 2017 found that 4 out of 5 Londoners were unable to name a local homelessness charity, yet they would be ‘very willing’ to donate. As one respondent put it “When I see someone homeless I always make a mental note to find a charity to support - but then I forget and end up doing nothing and feeling bad, then the cycle repeats"".
TAP London was started to connect this gap between willing donors and the charities that need their support. By giving a £3 contactless donation, 100% of every donation is divided between 23 nominated charities in the London Homeless Collective (LHC), in support of the Mayor of London’s Winter Giving Appeal. The LHC is a group of charities providing vital frontline services to rough sleepers in the city. TAP London's eye-catching giving points are installed at over 100 locations across the city; on high-streets, in cafes, bars, cinemas, shops, nightclubs, and even City Hall.
This initiative is the first to engage donors purely through contactless; embracing the gradual move towards a cashless society.
The objectives are to:
- Increase funding to services in need
- Make a way for donors to give that is easy and effective
- Create a more connected London; helping people to overcome the apathy and feeling of helplessness experienced by seeing rough sleeping by giving them a small and practical action
Launched over a year ago, the pilot year was highly successful, raising over £150,000 from 50,000 donors, making TAP London one of the most popular crowdfunding campaigns worldwide (in terms of numbers of donors). This funding has provided a huge boost to the Mayor of London’s Winter Giving Appeal; directly funding services for thousands of rough sleepers, including shelter, legal advice and counselling sessions.
There are two parts of the model that are particularly appealing: the first is that the running costs are very low, providing a passive income revenue stream for organisations doing incredible work. TAP London needs very little maintenance and therefore is volunteer-led to keep costs low. Since launch, it has already offset the initial investment of the infrastructure, achieving an ROI of 350% within its first year. The second, is that it empowers community involvement. The giving points are 'hosted' by various venues across the city and participating organisations take pride in fundraising and engaging their clients to donate. One coffee chain has single handedly raised over £15,000. A retailer raised £4,000 in just three days through hosting an event.
Following a review of the pilot, organisers have ambitious expansion plans, their aims are to
- Raise £1 million from over 300k individuals by 2023
- Expand their infrastructure and number of giving points year-on-year, with an addition 25 units having been procured for this year’s campaign
- Continue to help other cities replicate the model; TAP London has given advice and support to other UK cities who are running their own campaigns including Leicester, Peterborough and Oxford.","a:3:{i:0;s:3:""181"";i:1;s:3:""619"";i:2;s:3:""190"";}","This project is the first of its kind. TAP London is the first organisation to have a single focus on contactless giving. This enables them to be highly imaginative with their approach. For example, they have placed a live counter on the site which automatically provides a public update every few minutes with how much is being raised around the city. Furthermore, TAP London are able to have a presence where other charity initiatives have been limited by cash buckets or human resource; e.g. shopping centre windows, or on busy high-streets. The convenience of it is highly appealing, with one donor emailing to say ‘it’s genius, I love it. Every morning when I buy my coffee I give a tap too. It’s just so simple.'
Secondly, the scale of the innovation. By working in partnership and with promotion of the Mayor of London, TAP London is quickly becoming a recognisable and trusted homelessness giving brand; helping it to become part of the fabric of the city.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The innovation has completed its pilot year and organisers are currently undertaking evaluation, while simultaneously continuing and expanding the project due to its initial success.","The collaborators are the Mayor of London rough sleeping team, TAP London and GoodBox.
Mayor of London funded TAP London’s initial infrastructure through a Rough Sleeping Innovation Fund grant. TAP London is a registered charity and managed the project; contributing the concept, know-how and coordination of the project. GoodBox is a tech-for-good startup that is a supplier of the contactless equipment for TAP London.","The 23 charities in the London Homeless Collective have received over £6,500 each since the project began to use as unrestricted funds to use for their own nominated projects. Organisers are currently finishing up the review of the first year and are in the process of receiving case studies.
TAP London works with 'host' organisations such as pubs, cafes, cinemas and shops who take care of the giving points and encourage donations from their clients. The feedback has been immensely positive.","TAP London have received over £150,000 in contactless donations from over 50,000 individuals who want to help tackle homelessness. This has raised over £6,500 for each charity within the London Homelessness Collective. TAP London are currently collecting case studies from each of these organisations, and will be reporting on the exact impact of the extra funds, and the work undertaken by the organisations in a paper they are releasing in Q1 next year.
TAP London have had immensely positive feedback from the public and hosts involved in the initiative. Including from individuals who used to be homeless, who have told us how much they support the idea and asking how they can be more deeply involved. For the organisers, this is the ultimate validation of the concept.
It’s their aim to raise £1 million by end of 2023, with each beneficiary charity receiving a minimum of £13,000 in public donations annually.","A minor issue is that TAP London have had three units vandalised. Going forward, they have ensured that in window locations organisers place the advertising vinyl on the inside of the window.","Although a simple concept, homelessness is a highly political topic and it is essential to protect government reputation that all stakeholders are clear on their roles and that there are boundaries of the partnership.
Clear documentation of the responsibilities of each party is required. In this case, a Memorandum of Understanding and contract was signed between the two parties ensuring clarity. As well as a termination agreement with a short notice period.
Motivation from a third-party organisation to operate a scheme is required. Replica schemes have found that ‘BIDS’ (Business Improvement Districts) are interested in running similar programmes in partnership with their local businesses.
Upfront capital is also required. Contactless technology tailored for charitable giving can carry a hefty upfront cost. Sponsors of the initiative or pre-allocated innovation grants are desirable. This project benefited from both.","The innovation has been replicated in a number of cities across the UK, often with support and advice from TAP London; for example, one was set up by a BID in Leicester, who launched ‘Give Leicester’, which has 16 giving points across the city and launched in October this year. TAP London are awaiting results from replica models to understand the results they have experienced.
However, TAP London strongly believe that enabling citizens to help the less fortunate in their community through city-wide contactless giving can be replicated in cities with a similar environment to London (e.g. high contactless uptake, charities in need of support, high visibility of rough sleepers).
TAP London welcome any other BIDs, government officials or NGOs considering a similar model to reach out to us for up-to-date results, evidence and tips. There are various resources that can be used to prove a positive cost-based analysis for your campaign.","As TAP London have the raw data of the time and location of every donation given throughout the year, they have undergone a thorough analysis of our donor data to understand how best to optimise giving through contactless - including locations and time of day.
TAP London look forward to sharing this in a paper that will be published at the end of Q1. However, some preliminary findings include:
Public houses, bars and cafes are often the best performing locations
Ensure any window displays are large - small displays do not perform well or attract attention
Expect donation amounts to be up to 4x higher in weeks in Winter vs Summer
On reflection, a significant lesson that would be beneficial to others to know is to ensure that charities participating in the scheme provide updates and case studies quarterly, rather than annually. TAP London are yet to receive this information from a number of ther beneficiaries, and are eager to share this with people who have donated to the scheme.",,"a:3:{i:0;s:5:""16625"";i:1;s:5:""16628"";i:2;s:5:""16634"";}",,,,
16630,"A New Office Integrating Design, Technology, and Policy for Local Government",https://oecd-opsi.org/innovations/austin-design-delivery/,01/09/2020,"City of Austin ","United States",local,"a:1:{i:0;s:11:""information"";}","A New Office Integrating Design, Technology, and Policy for Local Government",http://odd.austintexas.io,2018,"The City of Austin has launched a shared approach to user-centered design, iterative technology development, and collaborative policymaking through its Office of Design & Delivery, which has grown to include over 25 experts in service design, interaction design, content strategy, web development, and agile product management. Through cross-disciplinary teams spanning design, technology, and policy, their teams have improved outcomes in public safety, public health, and digital transformation.","How do you use design and technology to improve outcomes in local government? A lot of energy and excitement has been put into this challenge over the past five to ten years, with mixed results. The City of Austin founded Austin's Office of Design & Delivery as a new approach to this challenge, purposefully leaving ""technology"" out of the name of the title, and emphasizing ""delivery,"" as that's what the City found public servants to be hungry for: innovative solutions that actually deliver.
The City's ""odd"" office has six core principles at the heart of everything we do (also available in more detail at odd.austintexas.io/how-we-work):
1. Put residents first
Start with residents, not technology. Connect with the community about their needs and expectations, and test and refine solutions with residents.
2. Prioritize equity when planning features & functionality
Seek equitable outcomes when improving workflows and technology across city departments to ensure the needs of residents are truly being met.
3. Recognize that digital services require teams and competencies, not just software
Support research, design, delivery, and integration with expert teams and by empowering non-traditional designers and technologists.
4. Cultivate a community of learning
Cultivate learning opportunities for civil servants and residents across disciplines, departments, and sectors.
5. Champion iterative, data-informed methods
Adopt an agile approach to technology and workflow design that uses prototyping, testing, and iteration to learn and improve over time, rather than ""redesign"".
6. Support vendors that can prove value to residents
Choose software one piece at a time, and avoid contracts that lock us into specific solutions, contractors, or vendors. Default to open source.
The office is organized into three core areas – a Service Design Lab, modeled from the Service Design Studio in the NYC Mayor's Office of Economic Opportunity (and built in collaboration with NYC), a Policy Lab whose initial focus is the user-centered policy for accessibility in the digital era, and the development of alpha.austin.gov, providing iterative, user-centered digital services that grow and adapt with resident needs.
To date, the Office of Design & Delivery has designed, prototyped, and delivered new services for Austin's Office of Police Oversight, Office of Public Health, Office of Homelessness Strategy, Department of Watershed Protection, Office of Sustainability, Resource Recovery, Municipal Court, Fire Department, Emergency Medical Services, and Parks and Recreation. This rapid growth is a function of its cost-recoverable funding model, allowing the office to quickly grow with demand for its services from departments across the city, and the development of an active recruiting and hiring pipeline from Austin's thriving design and technology sector.
Throughout this work, the team has invested in the continual support and buy-in of the larger organization, leading ""funshops"" to train staff on the fundamentals of content strategy and sponsoring the ""Civic Futures Awards"" to highlight the work of changemakers throughout the organization. https://civicfutures.io/awards
Related links:
https://docs.google.com/presentation/d/e/2PACX-1vRjMdF5oad6hiObWCXVtoP5P-QtHc7Co9YOMp1KuNynN6LmX4BMfCN19Oq56cboqMUUCryb5t6xq3XO/pub?start=false&loop=false&delayms=3000
http://projects.austintexas.io/projects/becoming-odd/about/overview/
https://wearecommons.us/2018/06/05/one-year-model/
https://medium.com/civiqueso/real-talk-how-austin-is-becoming-a-smarter-city-its-not-about-the-tech-b3f7a8e2e5f4
https://apolitical.co/solution_article/smart-cities-must-get-smarter/
https://civicfutures.io/","a:5:{i:0;s:3:""876"";i:1;s:3:""618"";i:2;s:3:""317"";i:3;s:3:""305"";i:4;s:3:""615"";}","The City of Austin's approach is broader than the traditional ""digital services"" model, investing in the capacities of service design, content strategy, and policy co-creation to solve for the broader challenges of why government services struggle to perform.","a:4:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","The Office of Design & Delivery has launched and is growing in its ability to improve outcomes across City of Austin departments and initiatives. The Office looks forward to the opportunity to advise other local and regional governments on how to build on their learnings, sharing learnings through conferences with the US Conference of Mayors, Route Fifty, and Code for America. One of thefounders, Ben Guhin Delphine, was recently hired to model on these efforts for Brown University and the State of Rhode Island.","Collaborators included City departments, such as the Office of Communications & Technology Management, Development Services, Resource Recovery, Emergency Medical Services, Public Health, and Police Oversight.
Community partners have included the Austin Justice Coalition, VAMOS Austin, Austin Tech Alliance, Ending Community Homelessness Coalition, Austin Downtown Alliance, Texas Campaign for the Environment, and other organizations recommended by Council Members and community partners.","Among the Office's key users, stakeholders, and beneficiaries are civil servants across the City of Austin. Our model integrates their perspectives and expertise among the most important aspects for success in any project or initiative, designing conversations and workshops as opportunities for co-creation and co-design.
Austin's residents are our primary beneficiary, and we have formalized processes, policies, and position descriptions to support continued research and testing directly with residents.","In the first 18 months, the Office of Design & Delivery has launched several high-impact services with benefit for residents as well as government stakeholders, including new opportunities for residents to submit complaints in English and Spanish about interactions with Police Officers, opportunities for residents experiencing homelessness to get trash collection from the City of Austin, and an accessible, mobile-friendly platform for digital services at alpha.austin.gov
https://www.kxan.com/news/local/austin/filing-complaints-thanking-austin-officers-now-easier-than-ever/1880931397
http://www.fox7austin.com/news/local-news/city-launches-pilot-program-that-aims-to-bring-homeless-austinites-weekly-trash-service
https://alpha.austin.gov/","The work of establishing this office faced challenges in the bureaucratic hurdles against creativity and curiosity in the public sector. Many managers and executives felt certain about ""how things work"" in government and dismissed the idea that we could hire experts in service design, product management, and web development to work for the city and deliver the next era of city services.
To overcome these disagreements, organisers continually pushed in a spirit of prototyping and testing, demonstrating through iterations that better recruiting and hiring in local government is possible with the right approaches and expertise. Three years ago, people were telling the City that this was impossible. Now it is the clear path forward.","To be successful, the Office recommend support from leadership toward new approaches to staffing, budgeting, and delivery. The bureaucratic hurdles here are real, and span a need for support across HR, budget, communications, and technical infrastructure.
The cost of a new staffing program is also significant – in the US, this corresponds to about $2M annually in salaries and benefits, which might not be possible for smaller governments, though we're interested in testing out regional coalitions to pool funding for this purpose.","The Office of Design & Delivery is currently working with Brown University and the State of Rhode Island on opportunities to replicate the success of this innovation, and have spoken with several other governments about how to learn from its success.
Through the New America Foundation, Code for America, and other partners, we've shared our position descriptions, hiring processes, and project management materials to support similar efforts across state and local governments, and launched our first Civic Futures Summit in 2019 to share practices across the region, partnering with design and technology leaders from New York City and Washington, D.C.","The best work in the complex world of public sector innovation comes through the efforts of multi-disciplinary teams. Over the past three years, we've continued to be tempted by the idea of hiring a single talented individual to work on an important effort, and are always reminded that this was a mistake. Working in public policy requires diverse perspectives and skillsets, and our efforts thrive when building on our model of design, technology, and policy shared across teams.
Another learning is that working inside of government – vs in the private sector – can allow you to be be honest about what works and doesn't. This is a true joy in how you can lead and motivate your teams in a spirit of transparency and continuous improvement.",,,"a:1:{i:0;s:5:""16682"";}",,https://www.youtube.com/watch?v=AubZaFptyUE,
16813,"Healthy Outdoor Premises for Everyone HOPE-project",https://oecd-opsi.org/innovations/hope-project/,30/09/2020,"City of Helsinki Executive Office, Economic Development, Innovations and new New Ventures",Finland,local,"a:2:{i:0;s:8:""economic"";i:1;s:19:""City administration"";}","Healthy Outdoor Premises for Everyone HOPE-project",http://www.hope-airquality.eu/,2019,"This air quality monitoring network in Helsinki region provides information from locations of fixed monitoring stations but the network consists currently of only few monitoring locations. The project aims to produce comprehensive hyper-local air quality monitoring network including crowdsourcing portable monitors that gives citizens air quality information of the exposure to air pollution in places where they live and they travel in the city. The main beneficiaries are therefore the citizens of Helsinki.","The main purpose of the Healthy Outdoor Premises for Everyone (HOPE) project is to empower and mobilize the citizens in their own districts. The project focuses on three different districts with varying air quality challenges.
The Helsinki air quality monitoring network provides accurate measurements from the locations of fixed monitoring stations in the region but the network consists currently of eleven monitoring locations spread over a wide and diverse area of the four municipalities. Change that we want to achieve is that the citizens will find air quality issues easily relatable and understandable. Ultimately, with better understanding of the air quality issues in their own environment, the citizen will be able to make better and healthier choices in their daily lives. The solution creates a feedback loop between high-resolution hyper-local air quality monitoring and actions of individuals and communities through co-design and participatory budgeting. With better understanding of air quality issues and with the help of personalized air quality data, organisers empower residents to be active owners of their local air quality.
The HOPE project focuses on three districts in Helsinki with varying air quality challenges. Jätkäsaari is major residential waterfront district under development which will be home to some 30,000 citizens by 2030, but its current over-10,000 inhabitants are affected by dust from ongoing local construction works and related logistics as well as traffic congestion and vehicle emissions. Vallila is a dense older inner-city district with urban street canyons with over 30,000 vehicles passing through daily, causing emissions and a heavy street dust problem especially during the early spring season. Suburban Pakila area is affected by local domestic wood burning smoke, as well as the two main highways with about 100,000 vehicles passing through the area every day.
The first major milestone of the HOPE project is planning and building three new state of the art local monitoring networks in Jätkäsaari, Vallila and Pakila areas. In addition to building the monitoring networks the crowdsourced citizen air quality measurement campaigns have began. Up to 100 citizens at a time will carry a mobile sensor device which will produce hyper-local real time air quality data to be processed as a part of the regional air quality information, maps and forecasts. State of the art technologies developed in the project such as AI algorithms, machine learning and edge-computing are used in calibrating the sensors and crunching the data.
The project will organize six crowdsourced air quality measuring campaigns with proprietary HOPE mobile sensors designed by University of Helsinki’s Megasense research group over the three year span between 2019-2021. The portable sensors connect to a user’s smart phone via Bluetooth and transfer the data to the University of Helsinki’s Internet of Things (IoT) data platform.
In 2020 and 2021 the project will mobilize the citizens in the three districts through co-design, participatory budgeting and local air quality interventions. The citizens will have a HOPE mobile and web applications based on the idea of personal Co2 footprint calculator where they can find out about the effect of their daily choices on the local air quality, actively report their actions and collect credits for the voting process. A gamification element is also introduced as the citizens can also challenges their friends and neighbors etc. to compete for the credits. In the participatory budget voting the citizens choose local air quality improving interventions to be implemented in their districts.
In addition to these activities an innovation competition with the theme of utilizing the air quality data produced by the project will be organized for companies in the spring 2020.","a:6:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""611"";i:3;s:3:""876"";i:4;s:3:""619"";i:5;s:3:""616"";}","The approach of involving and empowering the citizens to participate in local environmental monitoring to complement and improve the public service of regional air quality monitoring is particularly innovative. The approach will also give citizens a new understanding of the local air quality issues and challenges, which should then ""nudge"" them to make better informed choices in their everyday lives.","a:1:{i:0;s:14:""implementation"";}","The HOPE project’s first full-scale air quality measurement campaign is currently going on in the Pakila area, in the early spring of 2020 the project moves to measure in Vallila and then the same round of measurements in the three areas will be repeated.
In 2020 and 2021 the project will mobilise the citizens in their own districts through co-design, participatory budgeting and local air quality interventions. In addition to these activities an innovation competition with the theme of utilizing the air quality data produced by the project will be organized for companies in the spring 2020.","The consortium consisted of:
City of Helsinki Economic Development division coordinates the project.
University of Helsinki Dept. of Computer Science and Department of Geosciences and Geography.
Vaisala provides technology do high-quality research and development.
Helsinki Region Environmental Services Authority is a municipal service body.
Finnish Meteorological Institute analyses data.
Useless Company is a Finnish impact start-up.
Forum Virium Helsinki is the City of Helsinki innovation company.","Main beneficiaries of the project will be the citizens of Helsinki who will be better informed about their local air quality, the quality of air will be improved locally and the urban and traffic planning processes of the City of Helsinki will take the air quality issues in account more.
Also the local ecosystem of innovative startups, SMEs and even larger companies will benefit from having access to open air quality data which they can utilize for business purposes.","By the end of the project in 2021, organisers are expecting to be able to show, based on the air quality monitoring and the citizen surveys conducted, that the interventions have improved the local air quality in the chosen city districts in Helsinki; that the citizens will have better understanding of air quality issues; and, that the citizens make better and healthier choices in their everyday lives.","So far there have been no major challenges or failures, however, engaging with citizens has proved to be even more labor-intensive than initially anticipated.","Requisite for success has been an active local civic society, transparent and engaging public policy and governance, human and financial resources, effective policy for open data and innovation, state of the art technology and science excellence.","The innovation and solution proposed has been designed and planned in such a way that it could be replicated by other city administrations almost anywhere.","The project is at the implementation stage at the moment.",,"a:4:{i:0;s:5:""16831"";i:1;s:5:""16832"";i:2;s:5:""16834"";i:3;s:5:""16835"";}","a:1:{i:0;s:5:""16836"";}",,,
16868,"Innovation and technology Festival iNovuss",https://oecd-opsi.org/innovations/innovation-and-technology-festival-inovuss/,18/01/2021,"Investment and Development Agency of Latvia",Latvia,central,"a:2:{i:0;s:8:""economic"";i:1;s:7:""science"";}","Innovation and technology Festival iNovuss",https://www.inovuss.lv/en/,2019,"The Investment and Development Agency of Latvia has developed a new communication platform with its audience - iNovuss, an open-air innovation festival that brings together multiple target groups and facilitates interaction between them, changing the perception of public service delivery. This festival allows to engage with the audience in a more cost effective way and mainly covers but is not limited to these topics - technology, innovation, tourism, education, research, exports and investments.","The innovation - the communication platform iNovuss - is a tool that allows effective outreach to the multiple target groups of the Investment and Development Agency of Latvia (LIAA). It is a unique format in the Baltic and Nordic region for targeting state priorities in tech transfer, business development, investment promotion and cooperation between public and private sector, creating knowledge base, facilitating information exchange between partners for further development of ideas and business opportunities. The goal was to make a shift from organizing multiple events every year where topics and target audience often overlap to a more effective and interactive engagement. The LIAA operates in a number of areas - technology and innovation, support for entrepreneurship, exports, investments and tourism. Various events are frequently organised in order to reach the target groups of each area, however, due to the large number of events available and necessity to establish synergy and dialogue between areas, organisation was often challenging.
iNovuss is an open-air, family-friendly festival with multiple stages each focusing on a different area where LIAA is engaged in and together providing 19 different forms of engagement - workshops, lectures, interactive games, talks, discussions, meetings, pitches etc. The content for each of the stages was developed in-house by LIAA and in collaboration with key stakeholders and partners – 15 state and municipal organisations, 8 universities, 39 opinion leaders, 20 musicians and numerous innovators and developers from all fields and industries. The main topics covered in the festival were: investments, exports, science, entrepreneurship, technological development, support instruments and innovation horizontally across all topics.
The goal was to reach at least 10 000 participants and cover all the operational areas of LIAA with tailored content, facilitating interaction between target groups and increasing their engagement while saving costs.
The festival gathered 16 000 unique visitors. If previously LIAA spent around 140 euros in traditional conferences to reach one person, this platform achieves the same result for just 31,25 EUR/person. LIAA invested 700 euros in the social network campaign, because it knew that if a conversation worth engaging, people will do the talking themselves - and they did. The story reached 24.3% of all social media users in Latvia, and 48 000 unique visitors came to the event website during the festival. In total 182,500 people were reached.
It is envisioned that the festival will grow in terms of unique participants but also go deeper content-wise - mixing the topics and building bottom-up ecosystems. The innovation festival iNovuss enabled to link multiple different but inter-dependent topics and target audiences, facilitatin better citizen engagement, raising awareness about innovation and stimulating entrepreneurial activities. Importantly, it also helped to change the society's perception of government institutions, policy making and policy implementation.","a:3:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""617"";}","It is a new way of communication and target group engagement for a government institution. The format allows effective exchange of information, networking and building up knowledge base for society in topics that are a priority for the government. It is also an effective tool for changing society's perception of public organisations and it facilitates communication, information exchange and engagement.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","A pilot of this project was ran in 2017 and a fully integrated festival was held in 2019. The success of the event was analysed via: number of participants and their feedback, the feedback from cooperation partners, total costs and insights from employees of LIAA themselves. All relevant departments were on the spot managing the thematic stages, contributing to the content (as panellists, presenters etc.) and also providing consultations and engaging with the participants.
The collected information from the event has been used to improve the event - the main challenges is to go deeper in content and provide presentations, discussions of a very high quality, integrate new ways of engagement (session formats) to communicate with the target group and in a more effective and creative way. Additionally, an even bigger audience is desired.","The event was organised by the Investment and Development Agency of Latvia (LIAA) and a large number of partners were involved: companies, municipalities and other public organisations including universities and research institutes. There were multiple ways of collaboration: participation in discussions, presentations on the stages set up by LIAA, organisation of activities. In total, there were 37 collaboration partners.","Citizens, government officials, civil society organisations and companies all benefited from the event as representatives from all of these groups were participating in various capacities at the event, contributing to the overall content as well as being present and participating as audience. The event also allowed for the promotion of LIAA's services and clients, e.g. companies in LIAA's business incubators and their products. 6 out of 28 business incubator clients received collaboration offers during the event.","The main takeways from the event were related to the content – topics and ways of engagement that were more interesting for the audience could be observed and used to improve the delivery of the next event. In general, the large number of people participating indicated that the public is interested in the topics that the event covered and were ready to engage and talk about them as well.
In total, 110 consultations about the services provided by the Investment and Development Agency of Latvia were given, 241 speakers were presenting, 57 education sessions took place covering 40 topics.","The main challenges included: 1) the development of the content and talking about government priorities in tech and innovation in a way that would engage the audience and serve all target groups well; 2) arranging and organising the technicalities of the event in-house and in a cost effective way while not cutting down on quality.
The challenges were overcome: participants were actively taking part in all thematic sessions and event costs per participant were significantly lower than organising multiple events of much smaller size.","A key aspect was the interest from stakeholders to collaborate and contribute to the content of the event. Their insight was important for developing the program as well as for building future collaborations. It was also essential to have the support and vision of the event from the senior management and the willingness to try the approach.","This solution could be replicated in other countries.","The approach allowed not only to engage with the target groups more effectively, but also to learn more about their interests and willingness to take part in various processes.",,,,,https://www.youtube.com/watch?v=yBZ660wMvmc&t=1s,
16900,"Wi-Fi for Local Communities",https://oecd-opsi.org/innovations/wi-fi-for-local-communities/,11/02/2021,"Municipality of Reggio Emilia",Italy,local,"a:6:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:13:""environmental"";i:3;s:11:""information"";i:4;s:12:""public_order"";i:5;s:10:""recreation"";}","Wi-Fi for Local Communities",http://www.comune.re.it/wificomunita,2019,"The initiative aims at overcoming poor-quality broadband in specific city neighbourhoods in the Reggio Emilia area by allowing access to the Metropolitan Area Network (the broadband network owned by the public administrations of Emilia-Romagna). The system was put in place through the instalment and operation of broadband wireless infrastructures by Neighbourhood Social Centres acting as broadband providers for citizens and businesses of their respective areas.","The project concept was formulated thanks to the co-governance process “neighbourhood as commons"" launched by the Municipality of Reggio Emilia in 2015 with the aim of innovating city governance and stimulating citizens’ active role in city management and policy formulation, by engaging citizens and Civil Society Organisations (CSOs) through the so-called “Laboratori di Quartiere” (Neighbourhood Labs). The Wi-Fi for local communities project was first conceived and implemented as a pilot in the Coviolo area, a neighbourhood with 2.468 inhabitants, located in a peri-urban area, in which the local community only had access to low speed ADSL Internet (2 to 5 mbps) available only in best-effort mode, i.e. without any minimum bandwidth guaranteed.
The objective and scheme of implementation of the pilot “Coviolo Wireless” were developed jointly by the Municipality and by the citizens of the Coviolo area: to enable access to the public broadband Metropolitan Area Network owned by the Regional Government and by the Municipality of Reggio Emilia, via the installation and operation of a Wi-Fi network by the Coviolo Neighbourhood Social Centre (NSC). The project adopted a Public-Public-Private model of financing. Specifically, the radio wireless infrastructure was co-financed by the Municipality of Reggio Emilia with a total of EUR 10 000. The implementation was entrusted to LEPIDA SpA, the in house agency of the Emilia-Romagna Region, entrusted with the task of installing and managing the public broadband network in the region, and to the NSC of Coviolo: the members of the NSC of Coviolo funded the cost of the installation of the local base station and the 4 sector antennas (EUR 14 582 in total). The management of this part of the network is supported by the local community via the membership to the NSC of Coviolo. The registration as an NSC member is open to all citizens with EUR 15 for the membership and EUR 10 for monthly internet fee including the cost of maintenance of the property and damage insurance (about 50% less than the average market price).
The pilot was implemented from January 2016 to December 2016. After the implementation, users could access the internet with symmetric 30mbps (30mbps download + 30mbps upload), sharing 100mbps internet access that can be expanded to 1000 mbps without any structural intervention. The technical characteristics and architecture model of the project were designed in such a way as to guarantee that it could be scaled-up and flexibly replicated in other peri-urban areas affected by low quality access to broadband, providing them with reliable and ultra-wide bandwidth access through: 1) the extension of the LEPIDA public connectivity service; and 2) the re-use of fibre optic owned by the Municipality to activate a high speed radio bridge.
The pilot was awarded the European Broadband in 2017, Category 4 - Socio-economic impact and affordability by the European Commission. In the meanwhile, similar needs emerged from the second edition of “Laboratori di Quartiere” (Neighbourhood Labs) carried out in two other peri-urban areas in the Municipality of Reggio Emilia, namely Fogliano and Massenzatico, with the active involvement of citizens and of the two NSCs located there.
At the end of 2018, the City Council of Reggio Emilia passed a decree whereby a general agreement model between the Municipality, LEPIDA SpA and the NSCs of Coviolo, Fogliano and Massenzatico for the instalment and operation of the wireless broadband connection in Fogliano and Massenzatico and for updating the existing one in Coviolo. In March 2019, the City Council of Reggio Emilia issued Guidelines for the WI-FI for Local Communities project, in which roles and obligations of the Municipality, LEPIDA SpA and any NSC wishing to adhere to the project are defined.
Such Guidelines represent an outstanding innovation from different points of view:
1) they are based on the extensive experience of the first pilots Wi-Fi for Local Communities in Coviolo, Fogliano and Massenzatico, but they also mark the transformation of an experimental policy tool into an ordinary and general policy tool for the Munipality of Reggio Emilia; 2) their application guarantees that the same technical and service standards are implemented homogeneously in the different neighbourhoods by the different Social Centres willing to adhere to a Local Community WI-FI project, thereby preventing any further possible “divide” between citizens enjoying the same rights; 3) they represent an innovative way for local policy making and for the promotion of active citizenship, 4) they offer a technically and financially viable solution to reduce the digital divide affecting many peripheral urban areas; and 5) they maximise value for money and social impact of public investments in broadband infrastructures.","a:6:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""257"";i:3;s:3:""615"";i:4;s:3:""213"";i:5;s:3:""619"";}","The WI-FI for local communities project represents an innovation under multiple points of view:
1) promotes the re-use of public broadband networks for addressing digital divide of peripheral urban areas;
2) offers a solution for reducing the digital divide affecting those “grey areas” – according to European Commission Definition - in which neither public nor private investments in broadband networks are, respectively, allowed or profitable;
3) promotes the contribution of local communities in designing solutions to their own problems and requires their active role in managing and financing them;
4) leverages on the traditional function of Social Centres as points of reference for local communities and contributes to their evolution towards becoming digital-social hubs for City Neighbourhoods","a:1:{i:0;s:9:""diffusing"";}","The project already completed both its pilot implementation in the Coviolo area and its first extensions to the Massenzatico and Fogliano areas. Both the Social Centres of the concerned areas and LEPIDA SpA, in its capacity of body responsible for deploying and managing the public broadband network of Emilia-Romagna, are monitoring quantity and quality indicators of both the Wi-Fi bandwidth available and of its actual use by citizens and businesses of the concerned areas. In parallel, qualitative surveys of citizens degree of satisfaction are being carried out. The outcomes of monitoring and evaluation will help to fine-tune and adapt the project scheme of implementation and/or its technical features for further implementations in other city neighbourhoods.","Pilot implementations in Coviolo, Fogliano and Massenzatico were based on the practices of public-public-community partnerships.
Public:close cooperation by the Municipality with LEPIDA SpA and the Emilia-Romagna Region for providing all premises of public bodies in the city area with broadband connection.
Public/Community: bringing broadband signal via a radio bridge to the concerned neighbourhoods was identified in cooperation between LEPIDA and the Social Centre, facilitated by the Municipality.","Citizens and businesses in Coviolo, Massenzatico and Fogliano can access internet resources through good quality connections at a reasonable cost. Government officials at different levels (i.e. regional, municipal) report their satisfaction for a solution that improves the social return on public investments in broadband infrastructures. Social Centres are satisfied as they can develop several new activities and services for their local communities based on broadband availability.","Up to a maximum of 300 households signed up for annual memberships to access the Wi-Fi broadband signal spread by the three Neighbourhood Social Centres. At present, some 150 annual memberships are still active. However, the number of subscribers is expected to grow significantly, provided that informative and promotional campaigns are properly implemented in the next future.
Very few complaints have been received so far by users for malfunctions and/or failures of the systems.
Membership prices are lower than available offers by market operators for connections which are of lower quality, as the investments needed to reach specific city districts were not implemented on account of a projected low profitability.","One major challenge faced was the scarce availability of staff with proper digital and system skills in Neighbourhood Social Centres, with few able to set-up and run a help-desk for assisting Wi-Fi users. The issue was solved directly by the Municipality via the procurement of technical assistance services to both NSCs and Wi-Fi users by a specialised company.
A significant challenge is also the operationalisation of suitable means to fully exploit the transfer and replication potential of this innovation. Such challenge is being addressed through the start-up of a City Laboratory for Open and Social Innovation. One of the mandatory tasks of the City Lab is to nurture, incubate and prototype innovations deriving from the initiatives co-designed and co-managed by the City and stakeholders in the policy frame “Neighbourhood as Commons"".","The availability of a broadband network connecting all Emilia-Romagna public administrations is the most important single factor for the success of the initiative. Beside that, a number of reforms of the juridical framework ruling TLC shall be considered as pre-conditions for such an innovation to be implemented: first, use of TLC networks that cross public properties was exempted from payment of duties and from the authorisation of the Ministry for Telecommunications, provided that broadband is offered only on a membership basis. Law decree n. 69/2013 authorised the offer to the general audience through hyperlan and radiolan, provided that this does not represent the main commercial activity and that any margin is reinvested in social activities (Code for Third Sector). The “Neighbourhood as Commons"" process set the framework and supported the collaborative design and pilot implementation in the Coviolo area and its first extension to Fogliano and Massenzatico.","The potential for replication of this solution is significant as it addresses digital divide issues in areas where public investment is not allowed and private investments are scarce. The policy technical tools for prototyping and scaling the innovation up have been set up in parallel to pilot implementation: Priority Axis 6 of Emilia-Romagna ERDF Programme for 2014-2020 implements the European Urban Agenda, giving cities a central role as innovation hubs. ERDF funds, matched by Reggio Emilia’s co-financing, covered both the complete refurbishment and renovation of the Cloisters of St. Peter and the opening inside such space of a City Laboratory for Open and Social Innovation. Reggio Emilia City-Lab’s main task is to act as an incubator of innovations in social services and welfare policies; to promote practices of open governance; to incubate and promote new ventures based on the paradigm of creative, shared and community economy by exploiting the potential of digital technologies.","Beside the specific technical aspects of the innovation, the initiative is having a positive impact on social capital and cohesion of the concerned neighbourhoods. Further, the project is providing Neighbourhood Social Centres the opportunity to enrich their typical range of activities. This in turn contributes decisively to extend the typologies of NSC’s users.
Reggio Emilia designed the ambitious plan of setting up a city-wide collaborative governance model. These projects are emblematic examples of how the City’s policies have worked towards the development of such a model. By investing in access, participation, co-management and/or co-ownership of technological and digital urban infrastructure and data, the region seeks to affirm the key role that digital tools play as enabling drivers of cooperation and co-creation of urban commons.
The bottom-up drivers of this transition will be the 28 Neighbourhood Social Centres (NSCs) which are public buildings run by no-profit associations that operate at the local scale which will become “Social hubs for digital transition and innovation” (SDI).
The underlying policy vision is centred on the evolution of the local communities into active protagonists of the social-digital transition process at the neighbourhood level. The main expected result is the creation of an innovative network of SDIs that act as decentralised nodes able to facilitate and accompany - through specialized knowledge, training processes, continuous learning and constant supervision/valorization - the transition to the envisaged city governance.",,,,https://www.youtube.com/watch?v=ASiLC87ZGXc&feature=emb_logo,https://www.youtube.com/watch?v=SNjGvQUG9ak,
16990,"Malha Fina de Convenios",https://oecd-opsi.org/innovations/malha-fina-de-convenios/,16/02/2021,"Controladoria-Geral da União - CGU",Brazil,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:5:""Audit"";}","Malha Fina de Convenios",http://plataformamaisbrasil.gov.br/analise-informatizada,2018,"The Brazilian federal voluntary transfers process handled more than R$100 billion between 2008 and 2018 by means of over 140,000 instruments among the entities of the Federation. However, the number of transfers made required an analysis effort much higher than the available analysis capacity of the transferring agencies. Thus, the problem of continued growth of presented accounts pending analysis emerged. The project ""Malha Fina de Convenios"" is a tool to solve this bottleneck.","The ""Malha Fina de Convenios"" was designed to solve the stock problem of presented accounts pending analysis in the process of federal voluntary transfers among subnational entities of the Brazilian federation. The innovation is the use of a machine learning algorithm based on the characteristics of the agreements whose accounts have already been analysed to allow a fast and efficient analysis of covenant accounts sent to the federal agencies in Brazil. Between September 2008 and December 2017, more than 61,000 agreements had their accounts analysed by the grantors, providing a satisfactory amount of data for the learning of the algorithm to provide accurate results.
The application of the algorithm results in the constitution of an individual note for each agreement, varying between 0 and 1. The closer to 0 the note is, the greater the chance that the agreement will have its accounts disapproved. Alternatively, the closer to 1, the greater the chances that the agreement will have its accounts rejected. Consequently, the rejection of the accounts of an agreement entitles the grantor to take the appropriate measures to recover the damage to the Treasury. The value calculated for each agreement is compared to the “cut-off value” established by the federal manager, which also varies from 0 to 1. Thus, all agreements whose score calculated by the algorithm was above this limit would be considered “objectionable”, requiring a conventional analysis.
Thus, for the operation of the algorithm, it is enough that the agency stipulates a minimum score before which all agreements classified below it are approved. As an example, if a specific agency stipulates a score of 0.8 as its threshold, it means that 79.4% of its agreements may be subject to tacit approval, of which 4.62% would be inadvertently approved. It should be noted that the decision on the passing score by the granting body reflects the risk appetite of the federal manager who is transferring the money to the subnational entities.
The life cycle of the transfer of discretionary resources ends with its rendering of accounts and consequent analysis by the transferring body, which opines for the approval or rejection of the accounts. Accountability analysis is a lengthy process and calls for the use of resources for its realisation, in addition to trained public servants. In turn, the “Malha Fina de Convênios” system presents a quick, rational and innovative alternative for the analysis of accountability.
Consequently, the validation of the automated accountability method is fundamental to the continuity of this innovative approach. It allows a disruptive away to analyse 15,300 accounts that represents a liability of almost R$ 17 billion (approximately U$ 3,95 billion). Hence, all the efforts and the bureaucratic body of the transferring agencies installed to analyse pending accounts can be rationalised.
The greatest inherent risk in the process of the “Malha fina de convênios” system is the inadvertent classification of covenants whose accounts were rejected with a score close to zero. Indeed, the machine learning is not infallible, sometimes assigning good scores to bad covenants. The error rate increases as the number of eligible convents submitted for an automatic analyses of accounts, based on the score given by the system, raises. Thus, the heart of the problem is to determine a passing score that will allow a great number of automatic analysis of covenants and a low error of misclassification of bad convents.
The determination of this threshold score considers the cost of the number of public servants and the time that would take to analyse all the accounts pending analyses, one by one, compared to the possibility of approving all of them by simply pushing one simple button. This is the risk appetite.
As one of the ways to add quality to the process - since the predictive model seeks to reproduce a manager action in the analysis of account presentations, with lower cost and time optimization - the internal audit activity performed by Controladoria-Geral da União adopts the concept of continuous audits. Hence, continuous audit was also aggregated to the system ""Malha Fina de Convenios"" using the “agreement audit trails” methodology, which also contributed to the mitigation of residual risks. The audit trails refer to a comparison of databases in the search for pre-defined patterns that point to signs of improprieties or irregularities. So, besides the score assigned by the machine learning algorithm, the federal manager can also use the alerts given by the audit trails.
In short, this is a disruptive solution to the huge problem of covenants liability in Brazil.","a:6:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""211"";i:4;s:3:""623"";i:5;s:3:""612"";}","The “Malha fina de convenios“ is innovative because it solved a problem of accountability of funds supplied by the Brazilian federal government for the municipalities in a disruptive way, using Artificial Inteligence. In the process of money transfer from the federal government to the subnational level there is an imbalance between the operating capacity of the granting agencies and the volume of work expended to analyse the rendering accounts of the transfers made.
This imbalance generated a liability of more than 15,000 instruments pending analysis, representing almost R$ 17 billion (U$ 3,95 billion) waiting for assurance. In practice, this solution checks the instruments between the Federal Agencies and the subnational level, uses algorithms, and provides a risk grade to measure the probability of approval or disapproval of the accounts. The methodology also combines the issuing of alerts generated in the audit trails in search of predefined patterns of indications of irregularities.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The system “Malha Fina de Convenios” was officially made available to the Federal Public Administration on 11/7/2018 with the publication in the Official Gazette of the Federal Interministerial Instruction Number 5, of November 6, 2018. The aforementioned Normative Instruction stipulated the date of 08/31/2018 as a time limit to define the inventory liability. Thus, all account payments sent to the granting agencies until 08/31/2018 are considered stock and their analysis can be supported by the “Malha fina de convênios”.
Indeed, on February 14th 2019, the Normative Instruction number 1 was published, establishing rules and parameters for the application of the computerised procedure for the rendering analysis of covenants accounts and of the on-lending contracts and records as of September 1, 2018. Hence, the “Malha fina de convenios” is acting at the stock of pending accounts also on covenants that are not in the stock.","Controladoria-Geral da União (CGU) - the union transfers department of the ministry of the economy - developed, supported, and implemented the ""Malha Fina de Convenios"".","All the Brazilian agencies that transfer money to subnational entities were the beneficiaries of this innovation. As an example these are the top 10 agencies with more covenants in stock waiting for analysis:
Ministry of tourism
Ministry of health
Sports ministry
Justice ministry
Ministry of national integration
Ministry of education
Ministry of agriculture, livestock and supply
Ministry of culture
Ministry of social development
Presidency of the Republic
Ministry of cities","The major result so far is that 11 agencies of the federal government published their choices of the passing score, defining their risk appetite to the automated analysis of the covenants.
Therefore, more than 4,000 occurrence of audit trails were shared with federal managers. These trails are categorised in (i) conflict of interest, (ii) non-compliance with standard, and (iii) failure in financial execution. Precisely, 3,044 covenants in the stock were flagged in trails.
Indeed, more than 2,000 covenants were approved by the machine and all the 15,300 stock were classified and prioritised by risk.","The challenges can be summarised in two questions:
(i) Would the risk classification of the transfer processes be more assertive if the machine learning algorithm were applied to each granting agency?
(ii) Would the disapproval rate curve for covenants behave differently if there was segregation by the granting agency?
These questions are not responded yet, but preliminary tests showed that the process of the ""Malha fina de convenios"" was not compromised in these cases.","The support of the head of the Federal Comptroller Secretary and the total commitment of members of the ministry of the economy were key factors of success.
Additionally, the leadership and guidance of the Auditors of CGU were essential for the achievement. As the preliminary tests did not present good results, there was no feeling of giving up. Continuous perseverance was crucial.","The system ""Malha fina de convênios"" can be replicated for all the transfers that are not operationalised on ""Plataforma + Brasil"". In Brazil, there are several ways and systems that operate transfers from the Union for the subnational entities. The methodology used on the covenants at ""Plataforma + Brasil"" can be extended to others systems.","The life cycle of the transfer of discretionary resources ends with its rendering of accounts and consequent analysis by the transferring body, which opines for the approval or rejection of the accounts. Accountability analysis is a lengthy process and encourages the use of resources for its realisation, in addition to trained public servants. In turn, the “ Malha Fina de Convênios ” system presents a quick and rational alternative for the analysis of accountability, configuring itself in innovation.
The most important lesson learned is that decision making in a bureaucratic organisation must be guided by the transaction cost of the processes. Along this line, the “Malha Fina de Convênios ” system rationalises the use of the workforce in the analysis of rendering of accounts by the granting agencies through the adoption of a risk appetite threshold in which the probable agreements with rejectable accounts would be inadvertently approved",,,"a:1:{i:0;s:5:""18235"";}",,,
16998,"An online connection system to the electricity network",https://oecd-opsi.org/innovations/online-electricity-connection/,27/01/2020,"""Azerishiq"" OJSC",Azerbaijan,other,"a:1:{i:0;s:12:""Power sector"";}","An online connection system to the electricity network ",https://www.azerishiq.az/,2017,"“Azerishiq” OJSC has created an innovative and enhanced e-service for providing electricity of up to 150 kilowatts to the existing or under-construction buildings of entrepreneurs. As a result of these reforms, entrepreneurs will be able to apply for an electricity connection through the One Window system online by visiting https://www.e-gov.az/en/login/?return=/az/services/readwidenew/3774/ website and the entrepreneur’s business will be provided with electricity within 20 days.","In the last 10 years, Azerbaijan has been improving the delivery capabilities of the Public Sector, which remains a principal factor for economic and social progress of the country. “Azerishiq” Open Joint Stock Company – the power distribution operator of Azerbaijan that executes the distribution of electricity throughout the country - carried out several reforms aimed at simplifying the connection to power grid. The objective of the reforms are to provide 100% electronic service, reduce expenses and time spent by citizens, reduce the period of time it takes from applying to connect to the grid (and the associated bureaucratic procedures), increase transparency and strengthen the fight against corruption, meet higher minimum standards, upgrade the level of professionalism and better observe ethical rules and good behaviour vis-à-vis the citizens.
Under new reforms, Azerishiq OJSC simplified the process for connecting to the electricity grid for existing or under construction entrepreneur’s facilities with a required capacity up to 150 kilowatt. According to the new reforms, the entrepreneur can now apply online to access electricity through the One Window system, by visiting https://www.e-gov.az/en/login/?return=/az/services/readwidenew/3774/. An entrepreneur who accesses the electronic application management system (EMIOS) of Azerishiq OJSC by clicking the link will be automatically transferred to the e-Government portal, and, as the system is integrated with other government agencies (State Tax Service under the Ministry of Economy , State Service for Property Issue under the Ministry of Economy, Ministry of Justice and Ministry of Internal Affairs information system, Electronic Payment System and etc.), the entrepreneur may access whatever information (taxes identification number, property registering information, ID information and etc.) related to themselves from the general database online. The uniqueness of the innovation is that there is no communication between government employee and the entrepreneur - the entrepreneur communicates only with electronic system.
At the same time, the entrepreneurs may still visit the existing “ASAN Service” centres available countrywide if they so wish, and can apply online there with the assistance of volunteers. Volunteers help entrepreneurs to get electricity through the online EMIOS system. The procedure for the entrepreneur to connect to the electrical grid through the One Window system is as follows:
Procedure 1 (10 days):
o The entrepreneur applies electronically at https://www.e-gov.az/en/login/?return=/az/services/readwidenew/3774/ or “Asan Service” centres using the One Window system. By using Geographic Information Systems (GIS) mapping technology, the Azerishiq OJSC representative identifies the nearest power center to facility and uploads an extract from the map into the Asan portal.
o The Technical Council obtains electronic approval for the route of the electrical line from the relevant entities (ministries, agencies etc.)
Procedure 2 (10 days):
o Based on detailed design documentation prepared by Azerishiq OJSC, electrical-installation works are implemented, a meter is installed and a voltage is processed;
o The entrepreneur who came to the “Asan Service” centers or applied online second time is invited to the facility;
o Technical specification, design, certificate, contract and other documents are handed over to the entrepreneur.
As a result of these innovative reforms the entrepreneur is contacted only twice: when applied online and when a voltage is processed. As a result entrepreneur’s business is provided with electricity within 20 days.
The One Window system services created by the “Azerishiq” OJSC based on principles of operability, transparency, ethical behavior, responsibility and comfort, which allows entrepreneurs get electricity quickly and provided with high quality services.","a:8:{i:0;s:3:""143"";i:1;s:3:""184"";i:2;s:3:""876"";i:3;s:3:""210"";i:4;s:3:""302"";i:5;s:3:""617"";i:6;s:3:""619"";i:7;s:3:""621"";}","Under theformer rules of the organisation, entrepreneurs applied several times to several Departments and were then connected to the grid after an unknown period of time. After the innovation was applied, according to defined targets, entrepreneurs are always connected to the grid within 20 days by applying online. Along with the private sector, the public sector has also benefited from innovation. The innovation allows Azerishiq OJSC to manage their own resources securely and safely, by controlling and managing entrepreneur’s grid connection process electronically and by getting real-time information about the number of customers connected to the grid, power resources, economic data etc. The other benefit is that all negative cases related to entrepreneurs rights have been eliminated. The uniqueness of the innovation is that an entrepreneur only has to communicate with the electronic system.","a:1:{i:0;s:14:""implementation"";}","To meet the requirements of the 21st century and to enhance its services to a world class level, Azerishiq OJSC carried out reforms aimed at simplifying the connection of entrepreneurs's facilities to the power grid. Since implementing the innovation, Azerishiq OJSC is experiencing a growth in the number of entrepreneur’s applications, as citizens can access to governmental services easily and securely. The subsequent positive feedback of customers and statistics showed how innovation was needed, because the number of business customers connected to the grid has increased by 10 times. Considering that Azerishiq OJSC is a government owned organization and providies services to citizens, they now intend to develop this innovative project and create other projects in the future.","Through cooperating with several government organizations in creating this innovation, Azerishiq OJSC were able to grow the number of citizens useing electronic services, which also helped the country (especially in rural areas) develop in a more broad social and economic sense. Again, the innovation shows that technology can help to eliminate barrier between government officials and citizens. The innovation created environment for relationship of trust to develop between government officials and citizens.","Users: Entrepreneurs, private sector organisations, citizens, government and business organisations who wish to benefit from innovation
Stakeholders: Government of Azerbaijan Republic, Azerishiq OJSC and other Government organisations, Entrepreneurs","The number of applications from entrepreneurs for electricity was less than 300 per year until 2017. As a result of the innovation, statistics shows that this number is now growing year by year. Nowadays, Azerishiq OJSC are receiving up to 4000 applications per year from entrepreneurs to connect their facilities to the grid.
As a result of the reforms, citizens and businesses benefited from the convenience of online transactions with the Government.","The main challenge is that in rural areas entrepreneurs prefer to use traditional way for applying to getting electricity (i.e. by visiting to “Asan Service” centres) instead of applying online. Physical visits to service centres increase the transportation costs and take up more time and resources for both citizens and government.","The main condition for success is the willingness and interest of the public and private sector to participate in the innovation project. Along with the appropriate infrastructure and financial resources needed, putting the right person in the right job is also important and this is one of the conditions for the success, especially regardubg managerial roles. In this regard, the organisation is making all efforts to ensure that the project is successful.","Based on their experience, Azership OJSC are sure that their innovation project can be replicated by other Governments or private sector. Considering the fast growth of business sectors around the world, this innovation is a good opportunity for any government or private organisation to help create favourable conditions for entrepreneurs. They are open to share and discuss the details of the project with other agencies, organisations or governments.","Innovations in government sector play a great role in the development and success of the private sector and of the country. In this regard, Azerishiq are open to any new innovative ideas related to development of private sector for implementation in our organization.","Azerishiq OJSC, as a Government organisation of the Republic of Azerbaijan, were proud that their innovative project was supported by the Government in initial stage and being successfully implemented.",,"a:1:{i:0;s:5:""17807"";}",https://youtu.be/zox8FjBgvMg,,
17088,"Prevention of solitary deaths through smart care ICT (KakaoTalk, mobile phones, and AI)",https://oecd-opsi.org/innovations/ict-care/,02/05/2020,"Prevention of solitary deaths through smart care ICT (KakaoTalk, mobile phones, and AI)",Korea,local,"a:3:{i:0;s:6:""health"";i:1;s:12:""public_order"";i:2;s:7:""welfare"";}","Prevention of solitary deaths through smart care ICT (KakaoTalk, mobile phones, and AI)",,2017,"With the rise of single households and an aging population, society is demanding a guarantee for healthy living and welfare services. The district has launched customized caregiving services using KakaoTalk messenger, mobile phones, and AI speakers to promote the health and well-being of the socially vulnerable class in particular. To deal with the issue of solitary death, the district utilized their strength in information and communications technology to tackle the issue.","'- Objective of the initiatives
The number of isolated deaths of people living alone is increasing due to the weakening of social networks and bonds driven by social changes such as the rise in single households, low birth rates, and an ageing population. As of 2017, single households account for 28.5% of the total population in South Korea. Along with a steady rise in the number of single households, consequently the number of solitary deaths has risen. More than 10,000 cases of solitary death were filed over the past six years alone. To deal with the issue of solitary death and prevent the tragedy of accepting death in solitude, the district utilized our strength as a powerful country in information and communications technology to tackle the issue.
1. (KakaoTalk) A welfare blind spot reporting service was launched using KakaoTalk messenger. District residents can report neighbours living in difficult conditions through the messenger so that the district can connect the optimal welfare services to the people in real time. In addition, people who cannot walk freely by themselves can use the messenger service to speak with welfare providers staff.
2. (Mobile phones) Utilizing the fact that South Korea has a mobile phone distribution rate of 100%, the project established a system where designated welfare providers receive an automatic notification if the mobile phone of a welfare service recipient is turned off for more than 3 days.
3. (AI) AI speakers were distributed to senior citizens living alone and socially disadvantaged single households so that they can have someone to talk to, listen to music, and receive life-related information. In particular, the project developed an ICT caregiving service where the AI speakers can recognize emergency signals and respond to them promptly.
As a result, the groups who are at risk of solitary death were quickly identified and customized caregiving services were provided to vulnerable single households based on this information so as to prevent solitary deaths.
- Improving major weaknesses in the current public service
The conventional approach in public welfare service was to increase the number of staff if the demand for a welfare service increases. Likewise, if the frequency of solitary deaths increased, the frequency of field visits would follow. In other words, welfare services were understood and planned based on the idea that they are fundamentally face-to-face services. However, there is always going to be a limit to the number of staff that can be newly recruited since the department works under a budget. It was concluded that it will be difficult to handle the welfare demand that is increasing at an exponential rate if face-to-face methods are insisted upon. In particular, the socially vulnerable groups such as the elderly and the handicapped require care services day and night. Providing an adequate level of service to address solitary deaths, which are happening simultaneously in the middle-aged group, would be impossible with the basic workforce available. The lack of staff was successfully solved by applying technologies that are in tune with the 4th Industrial Revolution, such as information and communications technology (KakaoTalk messenger and mobile phones) and artificial intelligence technology (AI speaker). These technologies allow to monitor the status of the elderly for 24 hours so that staff can quickly respond to emergency situations even during off-duty hours.","a:3:{i:0;s:3:""147"";i:1;s:3:""617"";i:2;s:3:""239"";}","The welfare report service using the Cheonsa Talk messenger program is the first of its kind in Korea. The fact that the service relies on local residents to look for neighbours in need indicates proactive cooperation between citizens and the government.
The solitary death prevention system using mobile phones is an example of an innovative solution to solitary deaths that offers high effectiveness at low cost, with a monthly budget of less than 1 dollar per person.
The AI speaker can automatically generate emergency rescue notifications, and can also analyse the language used by the subject to identify the psychological status and notify the designated welfare provider if necessary.","a:1:{i:0;s:16:""generating_ideas"";}","A great workforce is required to provide thorough social services to the rapidly increasing vulnerable single households. The current capacity limits the provision of seamless services. In order to reinforce the public welfare service, information and communications technologies were used to drive a digital revolution of public institutions.
1. (KakaoTalk) A messenger service was used to build a closely intertwined human network where neighbours can keep a friendly eye on each other.
2. (Mobile phones) Mobile phones were used to create a monitoring system where designated welfare providers receive automatically generated notifications if an abnormal pattern of use is detected on a welfare recipient’s mobile phone.
3. (AI) AI speakers were used to not only deliver personal messages to welfare recipients but also to send out emergency rescue signals, achieving a 24-hour caregiving service.","A partnership or contract was established with SK Telecom (a mobile network provider) and KakaoTalk (a messenger app provider), which have the highest market coverage in the country, in order to secure the maximum number of applicable service receivers. This has a positive effect in increasing the base for the services.
Also, efforts are being made in the promotion and distribution of the services to benefit from the snowball effect in lowering costs that come with a greater number of users.","High-risk single households, such as those in welfare blind spots including the socially vulnerable, elderly living alone, and middle-aged men are target groups of the project.
Local residents in the community are relied on to notify the district of high-risk households in the neighbourhood. A preventive system is then established to prevent emergencies.","High-risk single households, such as those in welfare blind spots including the socially vulnerable, elderly living alone, and middle-aged men are target groups of the project.
The innovation relies on local residents in the community to notify the district of high-risk households in the neighbourhood. A preventive system is then established to prevent emergencies.
Via mobile phones, abnormal patterns or activities are detected via indicators such as usage patterns and how long the phone stays switched off. In the event of such cases, automatic notifications are delivered to the designated welfare providers so that they can check the person's status. In addition, the AI speaker is designed to recognize emergency signals such as “Help me” and to take immediate actions to prevent solitary deaths.","For evaluation, the service underwent a test operation period. During this time, issues were resolved and details of the project were improved through collaboration between the department of welfare policy, individual community service centres, SKT, and Lucis. The community service centres selected the potential service recipients and the district office established partnerships and funded the project, while the telecommunication company offered its services along with system development and management capacity. A social enterprise also offered system operation and data analysis and reporting services. As such various interested parties cooperated to improve the sustainability of the project, in the end an innovate solitary death prevention system was successfully created.","The project was launched through private-public cooperation. A private telecommunications company possessing the right technology cooperated with the district office, which is a provider of welfare services, with the shared goal of revealing welfare blind spots and preventing solitary deaths. Starting with a feasibility meeting, the district had numerous meetings with the telecommunications company to develop the system. Both parties invested 2 years to develop a customizable service system. Over these 2 years, monthly meetings were held on a regular basis, and the staff communicated with each other whenever needed. Through the process of signing an MOU and technology usage contract, the service could then be launched officially in 2018.
The vertical cooperation between the district and community service centres also plays a major role in the systematic execution of the project.","Cheonsa Talk has been currently applied to 25 cities including Yeonje-gu in Busan, Youngdeungpo-gu in Seoul, and Anyang-si. These cities are continuously sharing the current operational status, searching for ways to improve the system.
The mobile phone visiting service was benchmarked by the Busan Metropolitan City Government, and support was provided in project planning, implementation, and troubleshooting. The service was launched in September of 2018. The Seungdong-gu Office in Seoul and Seo-gu and Buk-gu Offices in Gwangju are also implementing the services based on our know-how. It has been nearly two years since the services were launched at full scale, but inquiries and opportunities for benchmarking in other regions are being steadily received. The services are expected to be used in even more regions next year.","Welcoming the era of the 4th Industrial Revolution, we must revolutionize public administration and actively seek to harness private technologies. We must accept the fact that private services have greater efficiency, convenience, and acceptance than public administration. For the sake of citizen welfare and the betterment of their lives, we must actively adopt the excellent technologies and systems of the private sector and adequately implement them in public administration.
Starting with the use of KakaoTalk messenger, mobile phones, and AI speakers based on collaboration with the private sector to create an innovative way to identify welfare blind spots and to prevent solitary deaths, we will continue to integrate our services with cutting-edge technologies to lead innovation in public administration.","Since Cheonsa Talk(messenger) utilizes a pre-existing application, there is no cost associated with update or management. The service can be maintained in a stable manner thanks to the steadily increasing number of users.
The mobile phone visit service has a business structure where the cost increases as the number of users increases. Accordingly, to ensure the sustainability of the project, the service is being steadily promoted while other regions are encouraged to benchmark the project.
The AI speaker provides an innovative ICT-based caregiving service through continuous system upgrades and additions of new features using private technologies.","a:1:{i:0;s:5:""17096"";}","a:8:{i:0;s:5:""17107"";i:1;s:5:""17106"";i:2;s:5:""17100"";i:3;s:5:""17101"";i:4;s:5:""17102"";i:5;s:5:""17103"";i:6;s:5:""17099"";i:7;s:5:""17098"";}",,,
17115,"Economic Reforms Governance Model",https://oecd-opsi.org/innovations/economic-reforms-governance-model/,02/11/2020,"Centre for Analysis of Economic Reforms and Communication",Azerbaijan,central,"a:1:{i:0;s:12:""public_admin"";}","Economic Reforms Governance Model",https://azranking.az/en,2016,"An Economic Reform Governance Model to reform design and delivery of citizen-and business-centric public services was introduced in 2016. Aim of the Model was to eliminate barriers, ensure transparency, develop digital public services and expand competitiveness through increasing engagement of civil society and businesses in the reform process. Implementing 136 reform initiatives by passing 55 legal acts enabled the government to create more favorable social-economic opportunities for citizens.","Since 2015, Azerbaijan has faced new challenges stemming from the high volatility of crude oil prices all over the world. As a response to these challenges, the President of Azerbaijan initiated the Economic Reforms Governance Model to accelerate the reforms for the improvement of the business environment through innovative solutions, develop and promote innovation mindset.
The Model addresses two challenges:
1. Do things faster. Existing mechanisms that governed design and delivery of public services involved multiple iterations across several government agencies and layers. Bringing reforms/innovative projects into life through existing mechanisms took a lot of time, despite heavy efforts of all stakeholders.
2. Do things better. Although the Government was eager to listen to the voice of citizens, there was limited room for engaging civil society/citizens actively in design of public services in a structured way. The Model questioned what voices were at the table, who was missing, and how decisions are being made in economic reform management.
In due course, the specific objectives were to initiate a new Reform Model that learns and improves over time and serves as (1) a digital collaboration platform that eliminates coordination failures across government agencies and layers and (2) an inclusive mechanism facilitating citizen-centric public service design and delivery, especially for – women, people with disabilities and elderly– who may have additional difficulties in accessing public services.
New Model is comprised of following key elements under “organization” and “innovative tools” pillars:
(Organization) A commission to coordinate the reform efforts and increase agility of reforms; 19 working groups to increase collaboration and inclusiveness, suggest necessary initiatives for improvement in specific areas.
(Innovative tools) Communication platform; Engagement platform/digital calendar; Analytical benchmarking tool.
The tools were developed by the Center for Analysis of Economic Reforms and Communication to facilitate particular working groups and other users.
1. Communication platform. The platform helps to replace many communication channels with only one digital channel and considerably reduces both the failures and the risk of delays in coordination process. More importantly, it helps to reduce paper usage significantly since all communication among working groups and within commission is conducted digitally.
2. Engagement platform/digital calendar. The Digital Calendar ensures that all stakeholders effected by the reforms are heard and creates an inclusive and collaborative environment to design and push the reforms through innovative manners. The Digital Calendar brings transparency to the operations of the working groups and enables and facilitates public participation and inclusiveness in the decision-making process. As an engagement platform, the calendar aims to foster social inclusiveness in reforms by stimulating public-private dialogue via digital tools.
3. Analytical benchmarking tool. Key function of the tool is to enable convenient comparison in order to evaluate current business environment and find out best practices for potential reapplication. The tool has high capacity of visualization of results, enabling viewing scores in various formats such as bar charts, line charts and column charts as well as exporting data as excel file. During the development of the benchmarking tool, it was inspired by the concept of a global benchmarking jointly launched by the IMF, CIAT, IOTA and the OECD.
Equipped with above-mentioned tool the Model is an innovation in reform design because:
(Agility) The tool enables users to quickly analyze the current state of business environment in their respective field without a need to refer to different indices/reports. The tool also enables users to save time on such analysis via fast and convenient data collection and visualization options.
(Accountability) The tool is open to public, similarly the targets of working groups of the Commission are also publicly available in the platform. Hence anyone can review the reports and judge the success of specific working group against their objectives.
(Inclusiveness) everyone can use the tool to analyze the current state, strengths and development areas of the country. Using this user-friendly tool in combination with engagement platform, citizens can analyze particular areas and submit their ideas accordingly;
(Predictability) The tool enables to define the investment attractiveness of the country in international and regional context. Assessment of countries' reform practices and strategies based on real analysis provides great opportunity to evaluate the sustainability and volatility in the investment environment;
(Global usability) Free incentive-based tool is open for global use and it can significantly affect the agility in analysis benchmarking of business environment in other countries.","a:9:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""876"";i:3;s:3:""260"";i:4;s:3:""621"";i:5;s:3:""257"";i:6;s:3:""612"";i:7;s:3:""617"";i:8;s:3:""619"";}","The Model is innovative for the following reasons:
- Communication platform developed in Azerbaijan was the first such solution;
- Engagement platform allowed convenient feedback & idea submission from public;
- Benchmarking tool, introduced for analytical information support for reform and investment related decision makings;
- The institutional framework established a bridge among institutions, thus driving capability building and collaboration and faster alignment among institutions;
- Introduced agile working principles in the reform process which strengthened and accelerated reforms;
- Introduced Predictive Impact Analytics of all legal acts based on a new mechanism that combined the elements of RIA.
- Moreover, the Model cultivates innovation mindset for all team members as they continuously brainstorm on innovation reforms. This also helps to drive collaboration and innovation mindset within institutions with the aid of members who play the role of change agent.","a:5:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","During the last 4 years the Model passed through 3 phases: establishment (2016-2017), progression (2017-2018) and innovation phases (2018-2019). In the 1st stage the core of the Model was designed, and implementation started. During 2nd phase, implementation of operational plans started, and all the parties worked intensely on reforms. In the innovation phase which declared as environmentally-friendly stage, many digital platforms and analytical tools were launched, such as benchmarking, “Public-Private Dialogue” Platform, communication platform that helped to further increase the coordination and efficiency. Finally, the most recent innovative tool is the Digital Calendar (https://azranking.az/en/protocols-announcements) launched with the objective to increase public participation and transparency. Innovation phase proved to be important in ensuring the sustainability and continuous development of the Model itself. The Center is also focused on reforming the Model itself ongoingly.","The Model was developed with close engagement of the Presidential Office, the Center for Analysis of Economic Reforms and Communication and related Institutions. This cooperation has helped to design an institutional framework to take the agility of reforms to the next stage and develop innovative tools. More than 300 participants from 36 government agencies, private sector, academia and civil society (41 NGOs) collaborate on voluntary basis within Public-Private Dialogue Platform.
","Below are the main beneficiaries:
- Citizens: providing everyone with equal access to improved public services;
- People with disabilities and elderly: digitalizing public services facilitated convenient utilization of public services without a need to visit institutions physically;
- Civil society: to be directly involved in the reform process;
- SME owners: improvements in public services were targeted at removal of barriers, reduction of burden and creation of opportunities for business.","Since launch, the Model involved 300+ people who spent 789K work-hours, attended 627 meetings to design 136 initiatives and pass 55 legal acts, and improvement in several aspects were achieved:
– Economically, the reforms paralleled sustainable GDP growth (38 billion USD in 2016 to 47 billion USD in 2018), 33% increase in non-oil exports between 2016-2018 and a growing number of new businesses by year that doubled between 2016-2019;
– On social aspect, the Model helped to provide equal services to all groups of population. For instance, easier process for establishing a new business resulted in twice more businesses established by females in 2019 compared to 2016;
– Environmentally, the Model helped to reduce paper use despite increasing communication. Introduction of communication platform and establishment of digital journeys in most reforms (e-procurement, e-court) helped to significantly reduce paper usage. A separate evaluation of the Model was conducted by McKinsey & Company.","1. Need for improvement of reform experience was an obstacle at the beginning: Organized trainings, enabled knowledge sharing and introduced digital benchmarking tool to guide working group members;
2. People raised concerns regarding the applicability and effectiveness of the new Model: Constantly educated people, monitored their activity and replaced inactive members;
3. No digital tools existed to facilitate feedback from public: Designed a digital engagement tool enabling convenient feedback via web-platform;
4. No electronic infrastructure existed to facilitate communication process as number of people involved in the Model increased: Launched a digital communication platform;
5. Concerns on financing and need for budgetary allocations: Teams are designated from existing institutions which results in almost no incremental costs, enabling the Model to be financially sustainable. So far, the use of existing resources are maximized at all levels.","The low-cost/high-impact nature of the Model has proved its efficiency and success by fulfilling the following conditions:
(Effective coordination) ensure the efforts are coordinated in a more sustainable way and each reform can build upon the learnings of previous reforms. Have a responsible institution in charge of coordination of reform efforts;
(Continuous collaboration) efficiently bring reform teams from relevant institutions together and set a process enabling their continuous mutual and collaborative work based on enthusiasm, motivation and creativity;
(Agile institutional framework) take the agility in the design and implementation of government reforms to improve business environment to the next stage via sustainable institutional framework;
(Inclusiveness) increase engagement of citizens, civil society organizations and businesses in the reforms process;
(Innovation and technology) ensure innovation is an indispensable part of the process across all above pillars.","Inclusiveness and innovative tools of the Model increase its potential to be replicated on local and global levels. Emerging economies face challenges in the reform process because of limited reform experience, lack of innovative tools to facilitate coordination and regular analysis. Due to this, the Model can be free of charge replicated in other countries with minor adjustments to accelerate reforms. Initial discussions are in progress with several countries, including Afghanistan, Kenya and, Uganda for the reapplication of the Model. Furthermore, IFC vice-president Hans Peter Lankes, during his visit to Azerbaijan in September, 2019, informed his intention to promote it for reapplication in other countries. On local level, several institutions (e.g. AzerSu OJSC, AzeriGas PU) have already started adapting and replicating certain elements of the Model. There are many examples of the working group members who, inspired by the Model’s success, initiated reforms in their institutions.","Certain lessons learned through this journey are particularly important in terms of re-applicability of the Model in other contexts:
- Changing the mindsets of people took time but was the most important enabler of success;
- Collaborative work of representatives of different institutions helped achieve things much faster;
- The novelty of the management style (involving diagnostics, implementation and impact analysis for each topical working group) caused concerns among people at the beginning, but with the first achievements of the initiative, the initial concern was replaced with enthusiasm and motivation.
- Effective institutional framework helped drive collaboration and keep costs low;
- Introduction of innovative tools facilitated coordination;
- Approach for involving private sector, and civil society helped ensure the effectiveness of reforms via early feedback.
","Since establishment of the Model, Azerbaijan significantly improved its business environment carrying out 136 reform initiatives in 19 areas in order to create more favorable economic and social opportunities for citizens. Several international organizations recognized the Model’s successes: the World Bank’s Doing Business report recognized Azerbaijan as a top 10 economy that improved in most areas in 2017 and 2018. Same report ranked Azerbaijan as a top 25 economy for doing business in 2018. Moreover, World Bank highlighted Azerbaijan as one of top 20 reformist countries among 190 countries in “Doing Business 2020”. Other reports such as Global Competitiveness Report, Economic Freedom Index also reported improvements in the business environment. In 2019, World Intellectual Property Organization (WIPO) rewarded the Center for Analysis of Economic Reforms and Communication with “IP Enterprise Trophy” for designing and implementing the “Economic Reforms Governance Model” successfully.","a:1:{i:0;s:5:""27128"";}","a:8:{i:0;s:5:""17126"";i:1;s:5:""17127"";i:2;s:5:""17125"";i:3;s:5:""17124"";i:4;s:5:""17263"";i:5;s:5:""17264"";i:6;s:5:""17265"";i:7;s:5:""17266"";}",https://www.youtube.com/watch?v=AqmE99Oh0B8&feature=youtu.be,https://www.youtube.com/watch?v=_06UkpH_CpM&feature=youtu.be,https://www.youtube.com/watch?v=zVNHWy059hQ&feature=youtu.be
17138,"Transparent Government Asset Management",https://oecd-opsi.org/innovations/transparent-government-asset-management/,04/02/2021,ProZorro.Sale,Ukraine,central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","Transparent Government Asset Management",http://prozorro.sale,2016,"Ukraine has a large amount of state owned assets which are in most cases mismanaged or sold via corrupt procedures, meaning a large portion of funds never reaches local and state budgets. ProZorro.Sale developed an advanced electronic auction system, which introduced complete transparency and digitised the state asset management process. Through fair and innovative online auctions, coupled with open data, the system has replenished local and state budgets by $1 billion in 3 years.","The National state asset sales system in Ukraine has been claimed to be one of the most inefficient and corruption-prone areas due to limited data availability, restricted competition, unclear procedures and no public monitoring. These shortfalls caused restrictions of access to deals resulting in non-market transaction prices and lost revenue for local and state budgets. In order to solve these problems the ProZorro.Sale project was launched in 2016.
The project followed the footsteps of ProZorro, an electronic procurement system for government, which was launched in 2014. It saved millions of dollars by increasing competition and significantly reducing corruption in the sector. Because of its success, the government of Ukraine expressed a wish to implement a similar system for asset sales, as opposed to procurement. With support and direct supervision by the Ministry for Economic Development, Trade and Agriculture the project was first piloted on toxic assets (non-performing loans) of insolvent (bankrupt) banks. A special auction method was developed by the Kyiv School of Economics with the aim to reduce the effects of insider knowledge and increase the level of competition, while maximising the sale price. In comparison with other countries who have had similar issues, Ukraine outperformed most in multiple metrics, as can be seen in a white paper produced by thr Kyiv School of Economics (research materials attached).
At its core, the main innovation of ProZorro.Sale is the two-tier electronic trading system that holistically tackles the biggest problems with state asset management. The system consists of an administrator, ProZorro.Sale (level 1), and commercial marketplaces/brokers (level 2). The administrator never interacts with buyers or sellers, so the entirety of the buy-sell process is handled by the brokers. Once a broker is authorized to use the system, it has access to all of the information on the central database, just like every other broker connected to the system. This is opposed to the structure that was in place beforehand, where there was no centralised database and a single broker with exclusive rights for an asset could be bribed by one of the participants (who wanted to ensure he won the auction) and disqualify other participants, without any explanation or repercussion. Now, all brokers possess the same information on the same auction items, so if one engages in bad acting, any buyer or seller can just switch over to another one. Since the commission is paid only to the broker who attracted the winning bidder, brokers are incentivized to compete fairly between themselves and potential auction participants choose brokers solely by their competitive offering (rates, financing, customer service, integration services etc.), and not based on any other factors i.e. the broker having exclusive rights to conduct an auction, vested interests, insider information etc.
On the other hand, ProZorro.Sale is responsible for the system’s maintenance and support. It develops bespoke software solutions, makes sure the system is aligned with legal and regulatory frameworks, communicates with stakeholders, while gathering, storing and publishing auction data. All auction data including participant’s names and bids is published and available in machine readable format, compliant with the Open Contracting Data Standard, which serves as proof for every stage of the auction process. This is especially important because many auction results prior to ProZorro.Sale were disputed in courts because the entire process was extremely opaque, and the public had next to no trust in how state assets were managed.
The main goal of the project was to tackle the corruption problem that has persisted within the state asset sales sector for a very long time. This was only ever possible with the involvement and support from the public, business and government. The public initiated the drive for change, the government responded by adopting and amending legal and regulatory frameworks, and business provided services for buyers and sellers.
The use of a two-tier electronic trading system for sale and lease of many assets is now mandatory for certain assets in Ukraine. Since the results of the initiative have been very positive, it is expected that more assets will have to be disposed via open and transparent e-auctions. The ProZorro.Sale team is constantly monitoring markets and industries and establishes relationships with stakeholders in order to identify new opportunities for implementing the system, but what's equally important for the project’s long term sustainability is that the government, as well as the market players, initiate a dialogue for change themselves in many cases. Taking this into account, the team firmly believe that this innovation will install deep and comprehensive anti-corruption and transparency principles across many sectors in the future.","a:6:{i:0;s:3:""143"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""302"";i:4;s:3:""611"";i:5;s:3:""621"";}","ProZorro.Sale is a one of a kind tool that, for purposes of asset disposal, clearly separates the responsibilities and interaction of government and business on such a scale. Implementation of electronic auctions was a huge leap considering the many drawbacks of selling government owned property via hammer auctions conducted at a physical site. Additionally, total information transparency is not a common principle for government procedures, both in Ukraine and in a number of other countries with loose monitoring and accountability frameworks. Lastly, the new auction design, “Hybrid Dutch”, that was developed by the Kyiv School of Economics is an innovation in itself, specifically structured so asset-specific risks are minimized, maximum sale price is achieved and state budget replenished appropriately.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Since the application of a two-tier auction system for each asset type is a project in and of itself, each of the statuses provided above can be applied to ProZorro.Sale. Sales for certain assets that were launched a few years ago can now be fully analysed, legal implementation process reviewed and impact measured. This is in contrast to other asset classes that are in the works now, where the project is generating ideas, communicating with stakeholders to design the most appropriate solution and developing proposals for action. Plus, the team constantly monitors the economic climate and specific markets to identify new opportunities.
Now, the project still has the ""pilot"" status officially, as mandated by the government. But, there is enough data to be able to comprehensively analyse the impact of the solutions that were implemented. Established cases can be thoroughly analysed in order to avoid delays with new projects, as is done constantly.","The public initiated the drive for change after the Maidan Revolution in 2014, and demanded full transparency and accountability from its government. In turn, the government launched numerous reforms, one of them concerning the sale and lease of state assets. International donor organizations provided funding for the ambitious initiative and businesses supported the process by providing the necessary infrastructure and services to buyers and sellers.","The public was given an opportunity to take on an active role in how state and communal assets are managed, and to familiarize itself with what resources their respective cities, regions, and the country as a whole have ownership of. Businesses are now able to fully concentrate on providing the best possible service, without being concerned about corruption and other issues affecting competition. The government increased its budget revenue and is assured that its assets are managed properly.","Objects with value under $10 million which are sold through the “Small Privatization” procedure generated around $5.5 million per annum beforehand, as opposed to $60 million generated during the first year via ProZorro.Sale. Leasing rights of soil plots used for mineral extraction generated $5 million in total over 8 years prior to the reform, as opposed $21 million within the first year via ProZorro.Sale. It is worth noting that Ukraine is one of the first countries in the world to allow subsoil rights to be auctioned off electronically. Lease of cargo rail cars owned by the state conglomerate “Ukrainian Railway” generated roughly $120k per year beforehand, as opposed $2.5 million via ProZorro.Sale in a single year. Plus, many asset types were sold without a contest (with only one bidder) before, while now there are 2.5 bidders on average across all asset types, with some auctions reaching 100 participants.","First of all, even though the initiative enjoys significant support from the government, there is still pushback from corrupt industry players who are not in favour of increasing transparency and establishment of fair market pricing. In order to minimise this influence, sound regulatory and legislative frameworks were lobbied for and put in place to prevent interference. Secondly, the window of opportunity to implement a reform can be extremely narrow so the project had to be very agile, especially since the sale of each asset type is governed by its own legislation. This is further worsened by limited resources that a state enterprise has, so effective resource management has been absolutely key for the project's success. Lastly, each new piece of software developed for the system has to be then tested and implemented with the 50 brokers that are connected to the ProZorro.Sale system, which significantly increases both duration and difficulty of any new launch in the system.","In order for an initiative like ProZorro.Sale to be successful, there must be support from all of the major stakeholders involved in implementing the reform. The government must be willing to make changes and adopt laws that will result in actual change, while not being manipulated or influenced by powerful industry players. The public must not only initiate the drive for a reform, but persistently monitor and take on an active role in steering the dialogue. A team of a project like ProZorro.Sale has to be motivated and idealistic, ready to devote time and resources in order to reach the final goal. Last but not least, consistent support from international donors must be in place, both financial and political, since initiatives like these are often not financed by the country's own budget.","After the initial launch of the system with a pilot on assets of insolvent banks, the two-tier system approach was replicated onto numerous other asset types. First, the government asked to pilot the project further on non-core government and communal assets, i.e. scrap metal. After this showed great results, a leasing procedure was implemented into the system, with the state conglomerate “Ukrainian Post” leasing its vast property portfolio via e-auctions. Auctions for parking spaces, public advertising and other municipal property followed. Then, cargo rail cars' leases launched, followed by an introduction of mandatory e-auctions for “Small Privatization” objects. The system was then modified to accommodate auctions for assets of bankrupt entities, as well as subsoil exploration rights. Lastly, the government mandated that auctions for green energy quotas must be sold via a two-tier system, and with this, most of all major asset types are now able to be sold through e-auctions.","Whether it is an interaction with a partner, public or government, maximum transparency throughout the entire process must be ensured. Even if one's intentions are to do good, not everyone can perceive that unless it is clearly communicated, especially when dealing with reforms and government.
It is better to launch fast, with a product that is not technically perfect, but which will still show results and prove its worth. This is far better then striving for an ideal solution and not catching the opportunity to implement the reform at the right time.
Be ready to assist, and in some cases outright do the work of other partners if it is necessary for the project to move forward.
Be able to accurately forecast political changes so that technical changes to the system can be foreseen, and donor funding secured ahead of time in order to avoid delays.","The project has been supported by multiple donor organizations including the European Union Anti Corruption Initiative (EUACI), Transparency and Accountability in Public Administration and Services (TAPAS), Deutsche Gesellschaft für Internationale Zusammenarbeit (GiZ) , European Bank for Reconstruction and Development (EBRD), Western NIS Enterprise Fund (WNISEF), United States Agency for International Development (USAID), The Expert Deployment for Governance and Economic Growth (EDGE), Kyiv School of Economics (KSE), MATRA (Kingdom of Netherlands), Institute for War and Peace Reporting (IPWR) and Transparency International Ukraine (TUI).
ProZorro.Sale is also recognized globally and won multiple international awards, including the Anti-Corruption Startup Award from Citigroup (Citi T4I Challenge), The Shield in the Cloud Innovation Challenge by C5 Accelerate and USA Institute of Peace and Global Public Service Team of the Year by Apolitical (category - Doing More With Less).",,"a:2:{i:0;s:5:""18496"";i:1;s:5:""18497"";}",,,
17194,"Asia’s First Green Roof Bus",https://oecd-opsi.org/innovations/asias-first-green-roof-bus/,15/11/2021,"GWS LIVING ART",Singapore,other,"a:2:{i:0;s:13:""environmental"";i:1;s:9:""transport"";}","Asia’s First Green Roof Bus ",,2019,"This innovation represents Asia’s first public bus with a live green mat on top. The Green Roof Bus was developed for:
1. Awareness: To remind people of the flora and fauna that are sacrificed for dozens of new building. By using public transport, the outreach was wider and also serves to remind the public that public transport greatly reduces your carbon footprint versus owning a car.
2. Bus temperature reduction: both internal and external and in turn, reduction of fuel consumption.","GWS Living Art took the opportunity to take part in the Temasek Ecosperity challenge with our ‘Green on the move’ concept. GWS Living Art has a long-standing track record in green roofs but we felt that more could be done. We wanted to further test the green roof to benefit the larger community through public buses. We were inspired by billboards on buses and wondered if we could design a system for mobile green akin to a billboard. After going through many rounds of discussions and involving different stakeholders, these green-roofed buses finally came alive in May 2019. Other partners supporting this initiative include Singapore’s SBS Bus Transit, MooveMedia, National Parks Board (NParks), and Singapore Green Building Council (SGBC).
Asia’s First Green Roof bus is a mobile green roof installed on a public bus. The green roof, a green building product certified by the Singapore Green Building Council’s Singapore Green Building Product certification scheme, is made up of Sphagneticola trilobata and other hardy plants adapted to the local climate, chosen for their resistance to windy and dry conditions. Instead of conventional soil, the plants are secured using GWS’ proprietary Gaiamat, a lightweight mat used for skyrise greenery that is cleaner, easier to maintain and more economical than other conventional green roof systems which are primarily soil-based. The mat is also easy to install and easy to maintain, so that it can be easily extended to more buses.
In total, we had 8 single deck green roof buses going around various routes in Singapore and 2 control buses. In total, these 10 buses formed part of a research study, also supported by Temasek Foundation, to explore the link between green roofs and the interior temperatures of the buses, focusing on quantifying the reduction in heat transmission on vehicular roofs due to the addition of rooftop greenery. The aim of our three-month study was to test if and how much the green roof will lead to a drop in temperature within the interior of the buses, and assess a reduction in the fuel consumption used for air-conditioning. A significant drop can have a huge impact on Singapore’s bus fuel consumption and with that, public transport just became even more carbon footprint friendly. Our nation has an extensive public transport network and the benefits would be to more than just one segment of people.
Our vision is for all buses to have a green roof and perhaps even seeing bio-diversity on our roofs. Our mat system is patented and we have also developed the method statement for easy installation. As many countries has a similar single deck bus, we believe this is scalable. We also plan to refine the installation method such as that it will weigh lesser and we will be able to enhance the size of the green roof on the bus roof. We are grateful for the support we have received from our stakeholders in Singapore and we believe their endorsement would help to scale this innovation as well.
","a:2:{i:0;s:3:""181"";i:1;s:3:""609"";}","Our project is Asia’s first green roof bus. We have also tried and tested this plant species such that it is able to thrive in most of Southeast Asia’s humid and tropical climate. While the Cyanotis Cristata is very resistant, the Wedelia Trilobata helps to absorb CO2. Our system does not require soil thus the whole process is cleaner and can even absorb rainwater. This translates to a hassle free maintenance for the bus operator as well. The installation was also a first for us as we made many trips to Moovemedia to design how our green roof will be attached on to the bus securely. We also catered for windy situations to ensure that nothing will latch onto the green roof. ","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The first Green Roof Bus was completed in May 2019. In August 2019, all buses have started on their routes with the green roof. We have concluded the 3 month research in December 2019 on the effectiveness of the green roof to reduce the temperature and fuel consumption. The results are significant, for a full solar radiance the green roof can reduce 12C on the surface of the bus roof, and 8C on the surface of the roof inside the bus. This results have surpassed the target of our hypothesis, which is 5C.
As for the energy reduction for the bus as a result of the reduction of the temperature, we will have to do further tests such as heat flux within the buses, and we are in talks with a few government bodies to implement such research projects. ","1. Temasek Foundation : Funding Support and organizer of the Temasek Ecosperity Liveability Challenge
2. Singapore Green Building Council: Certification, Press coverage and media launch
3. Moovemedia & SBS Transit: Bus Operator, installation and logistic as well as Billboard design
4. National Parks Board Singapore: Media Coverage and launch support
5. National University of Singapore: Research Report and support from Professor Tan
","User & beneficiaries: Citizens
The public response was good as people were intrigued by this creative innovation and it reinforced what we knew, that people will always be drawn to nature. They report sightings of the buses and happy that we are all working towards a greener city.
Main Stakeholders: Temasek Foundation
Value add to the Foundation's ecosperity projects – Supporting sustainable and innovation solutions to improve liveability.
","After installing both indoor and outdoor sensors, temperature differences were taken for typical days with clear sky conditions and overcast sky condition. Sky condition and temperatures were based on a weather station.On a typical clear sky day, peak temperature is observed at 14:00 hrs. The surface temperature reduction due to green roof is ~14.56 °C, interior surface temperature reduction is ~16.02 °C . On a typical day with overcast sky condition, peak temperature observed at 15:00 hrs. The surface temperature reduction due to green roof is ~13.65 °C and interior surface temperature reduction is ~9.1 °C. For rainy day, peak temperature reduction is ~2.76 °C and interior reduction is 2.8 °C. Empirically, surface temperature of bus rooftop surfaces can be reduced by ~12 °C on the exterior and 8 ºC on the interior during peak solar irradiance when a green roof is installed. Full impact not captured as methodology do not extend to related aspects of green (eg. air quality). ","As this is the first time the bus operators are exploring this, the challenge was in installing the sensors. We had initially placed it at the interior ceiling of the bus however it had to be moved once and this might have affected a part of the results and some data could not be used for analysis. Our aim was to place the interior sensors at the same spot where the exterior sensor was. Fortunately, we had sufficient data for analysis given we had 8 buses and 2 controls buses.
Secondly, there was unavailability of stationary buses that we were able to use as control buses. Our control used were buses that were moving but had no green roof. Ideally, we would have wanted to have stationary buses that had green roof on it as well for a more robust analysis.
","A large part of our success came from supportive policies and leadership. Our stakeholders played a part in the outreach and support for this project and as we are using one of the 3 bus operators in Singapore, a consensus between stakeholders is necessary. We also had guidance for the media launch and this aid in raising awareness for the public to lookout for the green roof bus. Financial resources is also necessary. GWS Living Art developed the patent for the green roof mat system and brainstormed with Moovemedia for the installation. However, the bus space rental was financially supported by Temasek and Moovemedia. Financial resources are necessary as the report would need a minimum of 8 -10 buses for us to conduct a thorough analysis. Looking back, time is a necessary condition for this research. We required more time to expand our research into testing the reduction of fuel consumption and energy and collection of this data required more support. ","There is huge potential given that majority of countries use a similar single deck bus. The installation method is not proprietary and GWS Living Art is the manufacturer and supplier of our GWS Green Mat system which can be rolled up and shipped internationally. The difference would lie in species of plants as our current system is catered for the tropical climate. The plant species used are Cyanotis Cristata (resistant plant) and Wedelia trilobata (able to absorb CO2). With more recognition of the Green Roof Bus, it would be critical in influencing of other governing bodies in the region. We believe that this is critical in inputing more carbon sinks within our world, and increasing spaces for bio diversity as well.","No idea is too small to change the world. Sustainability is now more than just a lifestyle – it needs to be a priority for cities and citizens. One green roof bus might be small in size but the impact will be felt when all the buses have green roofs on them one day. As cliché as it sounds, setbacks are and will always be a part of the journey. To get approvals from the statutory boards, we had to constantly refine our installation method and our system as each national statutory board brought up an issue we had to solve and account for. The Ministry of Environment and Water Resources brought up the issue of pests. We had to modify our maintenance to cater for this. We also learn that the additional weight from the green roof would affect the fuel consumption reduction. There was also an issue with the data extraction for fuel consumption. Many of these factors resulted in a time lag for the project. However, it only served to better the quality of our innovation. ",,"a:3:{i:0;s:5:""17202"";i:1;s:5:""17204"";i:2;s:5:""17205"";}","a:1:{i:0;s:5:""17200"";}",,https://www.channelnewsasia.com/news/singapore/buses-sbs-transit-rooftop-garden-ply-singapore-roads-orchard-cbd-11505144,https://www.temasek.com.sg/en/our-community/temasek-gives/community/Gardens_on_Wheels
17207,"IP Global Artificial Intelligence Network (IPGAIN)",https://oecd-opsi.org/innovations/ipgain/,02/10/2020,"IP Australia",Australia,central,"a:1:{i:0;s:7:""science"";}","IP Global Artificial Intelligence Network (IPGAIN)",https://uat.ipgain.ipaustralia.gov.au/#/main,2019,"IPGAIN (Intellectual Property Global Artificial Intelligence Network), created by IP Australia, is a worldfirst marketplace providing global access to pioneering artificial intelligence (AI) and machine learning (ML) tools. IPGAIN is like an app store, sharing ground breaking technology that solves challenges unique to the IP community. This initiative is driving collaboration and reducing duplication between national IP offices, to improve quality and consistency across the global IP community.","Intangible assets including intellectual property (IP) are the new fuel of the global economy, now making up 87% of the S&P 500. As the value of intangible assets continues to rise, so does a government’s role in supporting its businesses and innovators to maximise value. IP Australia is delivering innovative initiatives to keep pace with the increasingly complex global IP system.
In September 2019, IP Australia launched IP GAIN (Intellectual Property Global Artificial Intelligence Network), an innovative marketplace providing global access to technology solutions for the IP ecosystem. IP GAIN is a simple and secure service that can expose IP Australia’s, other IP Offices’ and third-parties’ AI and machine learning ML tools. It enables partners to co-design and contribute to the development of future AI and ML tools, as well as increasing IP Offices’ capabilities in AI governance and ethics.
The Australian Government through IP Australia is an active participant in the international IP system, led by the World Intellectual Property Organization (WIPO). Working through WIPO committees IP Australia saw an opportunity to enable sharing and co-development of cutting-edge technology across all IP Offices, from developing nations to the most advanced, to democratise digital innovation in IP administration.
The goals for the IP GAIN prototype have been broken into two phases. The goal for the first phase was to create an application store or marketplace for AI and ML tools that support the IP ecosystem. The goal for the second phase is collaborative problem solving and solution delivery through continuous improvement and new co-development opportunities.
The benefits for the international IP ecosystem are three-fold:
1. an agile, scalable and cloud hosted solution that allows IP Offices and third parties to expose and collaborate on AI and ML tools and services that solve niche problems and significant challenges associated with the IP sector.
2. reduce the duplication of effort where currently several countries are allocating significant financial and people resources to solve the same problems. IP GAIN shares AI/ML tools to support and enhance the capability of smaller IP Offices, particularly in less technologically advanced countries to fast track capability.
3. increase transparency of office progress and practices while delivering co-developed solutions to commonly faced IP centric business problems using AI/ML tools, leading to enhanced quality and consistency of business practice and approach.
IP Australia has completed a prototype of IP GAIN with the Intellectual Property Office of the United Kingdom. The initial service testing will then be expanded to include the Canadian IP Office.
IP Australia is exploring ways to maximise the potential of the IP GAIN initiative by exposing it to the organisation’s other AI and ML tools and services, including Trade Mark Assist and Patents Preliminary Automated Search.
There is also great potential to support a connected government in Australia by increasing collaboration through this global AI platform.","a:3:{i:0;s:3:""147"";i:1;s:3:""613"";i:2;s:3:""190"";}","IP GAIN democratises IP Office collaboration on digital solutions.
1. it is a digital marketplace specifically designed to create efficiencies in the IP process by solving niche problems collaboratively with bespoke tools that are then shared for the entire global IP community to use and benefit from
2. all stakeholders can choose how to implement the tool to support their business processes while maintaining quality and consistency across an entire ecosystem
3. it is designed to allow third parties (private sector and government) to expose their tools and services to the wide-reaching IP ecosystem.
4. tools and services are delivered in browser-based and API forms that enable developing nations and more technically established nations alike to benefit from AI/ML solutions.
5. it distributes development and testing resources across geographical boundaries.","a:1:{i:0;s:14:""implementation"";}","As at the time of submission, this project has already completed discovery, ideation and business case validation. We are now at the stage of implementing a prototype working with the IP Offices of UK and Canada specifically. Evaluation of the implemented prototype will use a variety of methods, including quantitative platform analytics and qualitative interviews.","The IP GAIN prototype has been tested with the Intellectual Property Office of the United Kingdom (UKIPO). The UKIPO collaborated with IP Australia to develop aesthetic and technical enhancements that will be factored into the final product. This has enhanced a long-standing partnership with the UKIPO.","IP Owners: use of this service increases quality and consistency in IP Offices, which delivers benefits and efficiencies directly to IP owners.
IP Offices: shared access via the marketplace reduces resource outlay by individual national offices, creates greater scope for co-development and increases quality and consistency.
IP Professionals: access to tools will allow streamlining of their own processes whether through API integration or plug and play through browser-based user interfaces.","The development of AI/ML tools that support the administration of IP rights requires many resources, from financial and people to data and technology integration. Not all IP Offices have access to these.
In developing IP GAIN our intent is to enable access to and accelerate the development of AI/ML solutions whilst reducing duplication and encouraging collaborative and novel approaches through co-development opportunities.
The IP GAIN initiative will support smaller IP Offices in accessing AI/ML tools that will enhance their capability. Through the adoption of these tools, there is also the added benefit of adopting a common and consistent approach to the administration of IP rights. This brings about greater harmonisation of the IP ecosystem that enables innovators to easily commercialise their ideas globally.","The greatest challenge of implementing any international collaboration initiative is the time it takes to break down long established operating silos.
The IP ecosystem is small and niche, but the institutions and practices are often old and legacy. Many IP Offices don’t necessarily have access to the same resources to support the development of AI/ML tools, for example, high-quality labelled data, that other large sectors such as insurance or finance have access to.
Breaking down these silos through IP GAIN creates a community where IP Offices can pool their resources to solve common business problems. This provides not only access to greater volumes of data, a key prerequisite for AI/ML, but also input from a greater diversity of users of the global IP ecosystem.","The two critical conditions for success are leadership and supporting infrastructure.
1. Leadership is critical in bringing IP offices with different motivations and business problems together to collaborate.
2. Cloud-based infrastructure enabled the team to develop the IP GAIN platform and associated AI and ML tools in an agile manner.
Self-service and the ability to configure infrastructure and services enable the team to rapidly respond to requirements and feedback from users. Furthermore, the scalability provided by cloud-based infrastructure enabled the team to meet the IP GAIN changes in demand and workloads.","The IP GAIN AI/ML collaboration platform also presents opportunities to reduce duplication and pool resources and promote innovation across the Australian Public Service when developing AI/ML tools. Realising the benefit of collaboration to streamline service delivery and reduce the administrative burden to Australia citizens is part of the development roadmap for IP GAIN.","There are 3 main lessons learned through IP GAIN.
1. Leadership is essential – Collaborating to solve common technology problems has often been a challenge for International IP Offices (including IP Australia) because the focus has always been on the delivery of the IP system. Significant effort and leadership were needed to create the collaboration forums for ICT innovation across the IP ecosystem.
2. Problems shared are problems halved - by working together across geographical boundaries we’re learning and getting better outcomes for everyone, not just the IP Offices involved. Working together is taking the burden off individual offices and sharing the load.
3. Machine learning is more than just technology – through technology collaboration we have been able achieve additional synergy in governance, ethics, people capability and culture. Success has been the combination of these skills, not just the technology outcomes.","Robert Bollard, IP Australia’s Chief Information Officer and the General Manager of the Innovation and Technology Group was named the highest ranked government CIO and No 4 overall in the Australian CIO magazine Top50 for 2019.",,,https://youtu.be/aBVp35CoDX4,,
17308,"City of Seattle - Democracy Voucher Program - Public Campaign Finance",https://oecd-opsi.org/innovations/democracy-vouchers/,23/06/2020,"City of Seattle - Democracy Voucher Program","United States",local,"a:1:{i:0;s:12:""public_admin"";}","City of Seattle - Democracy Voucher Program - Public Campaign Finance",http://seattle.gov/democracyvoucher,2017,"What if you were given $100 that you could use to support local candidates of your choice running for office in your community? In Seattle, more than 480,000 residents were given four $25 vouchers they could give to candidates running for local office. The goals of the program are to increase the number of residents donating to local campaigns and to encourage residents to run for local office.","Prior to the Democracy Voucher Program, about 1% of Seattle residents donated to support local candidates running for office. Now, after just two election cycles with the Democracy Voucher Program, 8% of Seattle residents are contributing to local campaigns.
Additionally, running for office is expensive, and fundraising may prohibit some from running. Public campaign financing allows candidates to spend more time directly engaging with residents and less time fundraising.
The Democracy Voucher Program was one of several campaign finance reforms passed by the citizen-led initiative “Honest Elections Seattle” (I-122), which was approved by voters in 2015. Voters also approved a $3 million per year property tax for 10 years to create a public funding source. Through this funding, residents can support local candidates running for office or to finance their own campaigns.
At the beginning of each election year, the Seattle Ethics and Elections Commission sends eligible Seattle residents Democracy Vouchers by mail. Residents then assign one or more vouchers to candidates who they’d like to support. Residents may return their vouchers using the postage-paid envelope included with their vouchers or give their vouchers directly to the campaign.
The purpose of the program is to increase the number of residents who donate to local campaigns and to increase the number of candidates who run in local elections. Residents benefit from this program by using Democracy Vouchers as a platform to amplify their political voices in Seattle. Candidates, instead of relying on traditional methods of campaigning by calling the existing pool of donors, can knock on almost any door in Seattle and ask for a donation in the form of a Democracy Voucher. For residents, Democracy Vouchers offer an opportunity to communicate directly with candidates.
Seattle is the first and only city in the U.S., if not the world, with this type of public campaign financing.
In 2019, the SEEC launched the Democracy Voucher Online Portal as an option for residents to electronically assign their vouchers to their preferred candidates. This online option provides another tool and method for engaging residents in the political process.","a:6:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""211"";i:3;s:3:""260"";i:4;s:3:""317"";i:5;s:3:""619"";}","The Seattle Democracy Voucher Program is a unique public campaign finance program and currently the only program of its kind in the United States—if not the world.
Currently, other public campaign finance programs operate on a matching or grant funding basis. For example, if a person donates $10 to a candidate, the matching fund program may multiply their donation by a factor of 6, resulting in a $60 donation.
Seattle’s program turns every eligible resident into a potential donor. Residents are not required to use their own personal funds to contribute, but instead it puts $100 in the hands of everyday residents for the purpose of making a contribution to their preferred candidate.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Currently, the Democracy Voucher Program is in the implementation and evaluation phase. The program was first used in the 2017 election and again in 2019.
Seattle’s elections are held every other year. Because there has not been an identical election and no other jurisdiction has a similar program, the SEEC will require more data from future election years to continue the evaluation of the program.","Residents led the initial efforts of drafting and petitioning the voters to get the Initiative on the ballot. The initiative was then voted on and passed by the people.
Government officials such as King County Elections (KCE) administers the City’s elections. Using the voter registration signature, KCE verifies the signature on each Democracy Voucher, ensuring its authenticity.
The program now contracts with local civil society organizations to conduct targeted outreach.","Seattle Residents: Residents benefit from this legislation by being able to use Democracy Vouchers to donate to candidates of their choice.
Candidates: This program benefits candidates by providing a funding mechanism for candidates without access to traditional sources of funding.","Historically, about 1% of Seattle residents donated to local campaigns. Now with the Democracy Voucher Program, 4-5% of Seattle residents used their vouchers in its first year. In 2019, the percentage of Seattle residents who used their vouchers increased to 8%.
Before the Democracy Voucher Program, residents who donated tended to live in more affluent areas of the city. Now, through the innovation of Democracy Vouchers, donors are coming from across the city.
Additionally, the percent of local donors to local campaigns has risen from 70% of the donors to 90%, infusing local campaigns with local money.
In 2017, BERK Consulting completed an independent evaluation of the program. The study showed that a more representative sample of Seattle residents contributed to local campaigns and that public support for the program is high.
In both election years, most candidates running for office chose to participate in the program and were able to run competitive campaigns.","Educating the public about campaign financing can be challenging. The majority of residents have not donated to campaigns. The legislation directs the SEEC to prioritize engagement to underrepresented communities by requiring translated materials in 14 languages. The SEEC also dedicates funding towards targeted outreach.
While there are strong partnerships with community organizations to conduct targeted outreach, there are still many barriers to participation.
We also heard from communities that some immigrant and refugee communities are afraid to interface with the government. These fears may be based on the current political climate in the U.S. or from experiences they had in their home countries. As a result, some residents may not wish to apply for the program.
Also, some residents do not believe the funding source for the voucher program is constitutional, which led to a lawsuit. In 2019, the Washington Supreme Court reviewed the case and unanimously upheld the program.","Conditions necessary for the success of this program stem from having strong advocates for the program in the community. The idea for this program started with a coalition of residents and organizations who drafted the legislation and got it on the ballot, establishing strongly rooted community support.
In addition, having a non-partisan and independent agency to administer the program that is separate from the elected governing structure is crucial for accountability and transparency in elections.
Lastly, ensuring an independent and dedicated funding source is important to maintain efficacy of the program. Most city programs come from a general fund that is controlled by elected leaders.","This program has not been replicated by any other jurisdiction.","One of the main lessons learned from implementing this complex program is the need to create simple yet informative messaging. This can be challenging, especially when translating complicated topics into different languages. A best practice we incorporate is using plain language and simple sentences. We also have native language speakers review translated content to ensure the context is correct.",,"a:2:{i:0;s:5:""18011"";i:1;s:5:""18013"";}",,,https://www.youtube.com/watch?v=R8VKGdDCNhY,https://www.youtube.com/watch?v=UI9EG-Y3Zbc
17391,"New Brunswick's Public Innovation Framework",https://oecd-opsi.org/innovations/new-brunswicks-public-innovation-framework/,,"Government of New Brunswick",Canada,regional,"a:1:{i:0;s:12:""public_admin"";}","New Brunswick's Public Innovation Framework",,2019,"A growing number of challenges face the province from an aging population and growing debt to successive one-term government and a disengaged public service. Given these challenges, there is a growing consensus in the public service that change is needed despite organizational structures and behaviours that favour the status quo. As a result, GNB’s “Innovation and Design services” has evolved to help public servants become better problem solvers and move towards a more human-centred government.","Recognizing the need for new ways of working, to grow an innovation talent pool, and to change the culture of the public service, the Government of New Brunswick’s Executive Council Office created the position of Executive Director, Open Government and Innovation in 2017.
Since then, inspired by Alberta’s CoLab, MaRS Solutions Lab, Denmark’s MindLab, the Open Government and Innovation unit has sought to develop a first of its kind in the region Public Innovation Framework. Through a ‘portfolio of prototypes’ approach, established an innovation team and framework under the banner of Innovation and Design services. Now housed in Finance and Treasury Board’s Innovation and Design Services, evolved from a portfolio of prototypes that have included: workshops, a public innovation challenge, a public innovation internship program, an i-Team, a physical public innovation lab, design sprints, communities of practice, an ad hoc Deputy Ministers Public Innovation Council, and project-based workshops supporting craft alcohol entrepreneurs, public transportation, literacy, forestry, local government, second language acquisition, and child protection.
The objectives of the initiative are to increase the number of public servants exposed to new tools and techniques, grow a network of interest and practice, develop a common language for innovation, identify existing examples of innovation, connect public servants to external innovators, create space for practice and reflection, and develop repeatable processes and innovation artefacts.
This work has benefited public servants from policy development to front line service delivery by growing their tool sets, social capital, new ideas, and new ways of seeing problems.
Having supported many projects through the lab, the next phase is to support innovations through the adoption process, including monitoring and evaluation. The final phase is to institutionalise the framework in line departments, and facilitate a network of labs towards more whole-of-government approaches to problem solving and service delivery.","a:14:{i:0;s:3:""156"";i:1;s:3:""178"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""609"";i:5;s:3:""211"";i:6;s:3:""217"";i:7;s:3:""257"";i:8;s:3:""623"";i:9;s:3:""302"";i:10;s:3:""305"";i:11;s:3:""613"";i:12;s:3:""615"";i:13;s:3:""619"";}","The GNB Innovation Framework is a first of its kind in the region. The framework represents a lean, agile, and emergent approach to the development of a public innovation framework, inspired by other innovation labs, guided by Dr. Christian Bason's work, and heavily informed by a mix of theories and mental models including: the Rogers Innovation diffusion curve, two loops, Theory U, breath pattern, and double diamond.
The framework takes a systemic view on the challenge of growing the innovation capacity of government: from internal/external talent acquisition and team formation, to training, practice and executive sponsorship. The result has been a comprehensive innovation framework developed in a short time period, delivering value along the way, and on a shoestring budget.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The projects supported by this initiative have been guided through the problems and opportunities, and Generating Ideas or Designing Solutions phases. The innovation framework is in the evaluation, diffusing lessons status. The team has been reflecting on the work done over the last three years with various users and project sponsors. The feedback has illustrated a strong perception of value among users, which includes improved employee experience and engagement. While demand for more training, facilitation, and support continues, a key finding is the need to have Innovation and Design Services support projects outside the lab and through iterative approaches to the adoption of innovations.","An integral aspect of the innovation has been connecting public servants to external partners and exploring the innovation ecosystem. Innovation and Design Services has partnered with:
- Civic Tech Fredericton to help public servants develop digital prototypes and make use of public data;
- NouLAB Social Innovation Lab to share in training and facilitation capacity; as well as
- Citizens and civil society organizations making the time to participate in multi-day workshops to co-create solutions.","Public servants have, at this stage, been the main beneficiaries of the innovation, ultimately to the end of benefiting citizens, be they students, entrepreneurs, industry, parents, or children. Public servants have benefited by having new tools and techniques that enable them to be better problem solvers. Additionally, participants have a better experience as employees of the government of New Brunswick. It should also be noted that citizens and partners have benefited from increased capacity","Results have been measured through surveys, interviews, and focus groups. Net Promoter Score, # of participants. To date, over 500 of GNB’s 10 000 employees across 12 departments have been exposed to the innovation and design services model of how GNB might operate in the future.
In the future our expectation is that more public servants are engaged in new ways of working and new ways of measuring the success of their initiatives, specifically how they engage with the public, measuring the public experience with solutions, and a balanced focus on effectiveness and efficiency.","Ebb and flow of executive support and resources;
Organizational defence;
The team has adapted to changes in the organisational environment by continuing with lower fidelity versions of the programming when resources are low, and surging when resources are available.","Personal values and motivation top the list. No matter what level of resourcing exists, when the team is able to tap into the motivations of staff, it is possible to generate momentum and resourcefulness that often doesn’t necessarily flow from financial resourcing.","Highly replicable.
Public Innovation challenge was replicated after the Nova Scotia Policy Hack. The DM Council was replicated after the Government of Canada’s DM Innovation Task Force.
In GNB the department of tourism has replicated the physical innovation lab, the Department of Justice is establishing an innovation team, and other departments are looking to the Innovation and Design Services to help build similar capacity.","One of the biggest factors of success is continuous contact with and learning from other jurisdictions. Not through transactional events like jurisdictional scans, but through relationships and study tours. Seeing and experiencing their work on the ground, connecting with them through social media channels, being exposed to new resources and perspectives through articles, opinions, and case studies. This helps avoid or mitigate lock-in to the organization's path dependency.
Taking a portfolio of prototypes approach is key. Often public servants will have multi-year proposals that either get funded or not. When the resourcing is not there, they take no action on it. Rather than waiting for resources, build the smallest, cheapest, most generative thing you can with what you have. Start small, build momentum, and be open to non-traditional resources (like passion or external collaboration with a civic tech community).",,"a:3:{i:0;s:5:""17399"";i:1;s:5:""17398"";i:2;s:5:""17400"";}",,,,
17429,"Anti-bullying app “Patyčių dėžutė“ and e-learning platform REAGUOK.LT",https://oecd-opsi.org/innovations/anti-bullying-app/,05/10/2021,"Ministry of Education, Science and Sports",Lithuania,central,"a:1:{i:0;s:9:""education"";}","Anti-bullying app “Patyčių dėžutė“ and e-learning platform REAGUOK.LT",,2019,"Bullying is one of the main social challenges in Lithuania with about 30% of children becoming victims of bullying few times a week. Most of them don’t report the incidents while school officials often can’t recognize and effectively provide help for both victims and bullies. “Patyčių dėžutė” is a mobile app which allows children to anonymously report bullying accidents, while REAGUOK.LT is a e-learning platform for teachers with all the relevant information about how to respond to bullying.","One of the main and most pressing issues in the modern society is bullying at schools. According to research done by the World Health Organization in 2016, children in Lithuania's schools experience 2-3 instances of bullying every month. Widely considered one of today's biggest problems, bullying has been proven to cause significant harm to developing minds.
Recording bullying incidents accurately and efficiently in most of the schools is still a huge problem in Lithuania. Students are often afraid to be labelled a ‘snitch’ or don’t want their parents to know about school problems. There are teachers who do not handle their responsibilities well and never record bullying incidents or just don’t know how to intervene the bullied person. Therefore many Lithuanian schools do not record any cases of bullying per year.
“Patyčių dėžutė“ is a platform, designed to allow students, their parents and teachers to safely and anonymously report acts of bullying. The platform is made up of easy to use website and a mobile app, as well as a management system, which can be downloaded and installed free of charge by all motivated schools across the country. The platform gives a chance to report about student himself/herself or about classmate, friend, teacher or any other member of his/her school community who suffers from bullying or is a bully. It is also possible to attach a screenshot of the cyberbullying to the report.
Following the successful completion of the pilot project, it was decided to expand the idea of developing effective anti-bullying practice and to create free online anti-bullying training „REAGUOK.LT“ for teachers and other professionals that work with children and young people. All school staff should be aware of how to respond to reports of bullying and, where needed, support and appropriate intervention should be available.
Currently, only schools that participate in bullying prevention programs (Olweus program - 470 schools, Friends program - 20 schools) have been trained to provide support and help to stop bullying, so more than half of Lithuanian teachers are untrained and lack of important knowledge. Furthermore, this type of training is very expensive and requires commitment to a time and place.
The online training “REAGUOK.LT” has been developed as part of “Patyčių dėžutė” platform, which aims to empower teachers to get more in-depth knowledge and to influence change around the issue of bullying. Online training modules include: What is bullying; Bullying and the Law; Cyberbullying; Recording and reporting incidents; Homophobic bullying; Responding to bullying and etc. It also includes Q&A section, video lessons, further reading, contacts map, 30 – 60 minute lesson plans, advice and information to enable participants to fully understand the issue and deal with bullying. Once all the modules and the main general test have been completed, participants will be presented with a Certificate of Achievement. This training course is approved by Vilnius University, and each module counts towards participants continuing professional development.
“Patyčių dėžutė“ platform together with “REAGUOK.LT“ online learning course created a more convenient way to report and respond to bullying and invited all motivated Lithuanian schools to join the initiative.","a:6:{i:0;s:3:""181"";i:1;s:3:""623"";i:2;s:3:""612"";i:3;s:3:""616"";i:4;s:3:""335"";i:5;s:3:""619"";}","The innovation underpinning “Patyčių dėžutė” and REAGUOK.LT is that it provides digital solution and cultural change at Lithuanian schools. It allows students, parents and teachers to safely and anonymously report acts of bullying using easy to use website and a mobile app, as well as provides a management system for schools, which can be downloaded and installed free of charge. Moreover, e-learning platform empowers teachers to get more in-depth knowledge around the issue of bullying and does not require commitment to a time or place and is also free of charge.
Previous solutions have focused mainly on increasing access to bullying prevention programs and these efforts have been not always successful due to insufficient funds, consistency or intensity.
“Patyčių dėžutė“ together with REAGUOK.LT e-learning course created a more convenient way to report bullying cases and increase the likelihood of receiving help, especially for those students, who are marginalized and vulnerable.","a:1:{i:0;s:14:""implementation"";}","After successful completion of both projects pilot, Ministry of Education, Science and Sport is expanding the project and inviting all motivated Lithuanian schools to join the initiative. Ministry aims to have half of schools participating in the program by the end of the year, and encourages all the education communities to attend related presentations, group discussions and Q&A sessions.
Internally, the team is currently working with local IT company, upgrading manual guide for users, planning video and social media campaign. To date, more than 100 Lithuanian schools have joined the “Patyčių dėžutė” initiative and more than 400 teachers joined e-learning platform.","Ministry of Education, Science and Sport – securing implementation process and developing a plan to identify the priorities and responsible people to continue the initiatives.
NGO “Child Line” – research and methodological support.
Schools administrators, teachers, school psychologists, parents and other members of the community – reflecting on the quality of the projects in order to identify school’s needs.
And most importantly, students – key players behind both projects.","The development of both projects involved extensive consultations with more than 15 stakeholders, including public and private sector organizations, NGOs, teachers, pupils and local authorities. They were asked to give the feedback on the content and the form of the online platform and were offered to collaborate and bring new ideas.","To measure impact more systematically public consultations were carried out, including 5 focus groups with teachers, 15 interviews with anti-bullying experts, 2 student surveys.
During the pilot study more than 1000 students tested “Patyčių dėžutė” platform for 3 months and schools received 89 bullying reports.
To date, more than 100 Lithuanian schools have joined the “Patyčių dėžutė” initiative and more than 400 teachers joined e-learning platform.
The online platform “Patyčių dėžutė“ as well as training “REAGUOK.LT” were evaluated both by experts and teachers and students. They were asked to give the feedback on the content and the form – groups evaluated the platforms very well, saying they were useful and easy to navigate. Many of the conclusions and recommendations of the education communities have been incorporated into the both projects and it is still very important to consider each of their needs when gathering support for the projects.","First of all, the main challenge was to meet the expectations of all groups and decide on the scope what is both possible to achieve and met the needs of all stakeholders. It was quite challenging to exhibit the “big picture” of the projects and to prove positive outcomes, knowing that everything needs to be done throughout one year. Plans and visions of most of the groups were different and sometimes even impossible to achieve during the project implementation period.
Secondly, some stakeholders have been quite skeptical of “Patyčių dėžutė“ at first, but several discussions and successful three-month pilot study, when as many as 90 reports of bullying and other misconduct were received, made it more convincing.
Thirdly, one of the key challenges was finding a sustainable funding source for the project, as some of the key stakeholders have met the initiative with resistance.","1. Leadership and guidance from senior levels, including support from the highest levels of office in the Ministry of Education, Science and Sport and the goodwill of experts across Lithuania.
2. Personal values and motivation, because we were always committed to finishing both of the projects and to give students and teachers a chance to increase the effectiveness of interventions taken to stop future cases of bullying. All the tasks to reach every milestone were documented, including the deadline and the person in charge for every single task. The milestones with the deadlines were published on the public project website, and the tasks with all the information were documented and controlled using work management tool. Moreover, we were able to find various partnerships with parties that did not work according to traditional framework, but were very significant to our projects. ","The low cost and relatively simple technology of “Patyčių dėžutė” can be implemented by schools of any size. It can be also used within different youth gathering organisations, promoting young people's participation in reducing bullying. This tool can be completely replicable in similar institutions, such as universities, professional schools, public or private sector bodies. Despite this, candidate organisation needs to have specially designated people responsible for solving bullying or mobbing cases, making sure, that all responses to reports, regardless of their nature, are responsible and quick.
E-learning platform ""REAGUOK.LT"" can be used across different sectors for various types of projects or organisations, for example, youth workers, pre-school teachers, social pedagogues or NGO professionals.
In the longer term, all the organizations having issues and dealing with bullying can benefit from those initiatives and should consider having them without doubting.","1. Public sector is often perceived as resisting change. Changing culture and behaviours in the public sector takes time and it might be a very long process. It is crucial to work trying to change this attitude by showing alternative approaches within the public sector.
2. Planning is the most important thing – detailed, suitable for all stakeholders, team-involved, and opportunity to change the plan or to reflect the possible changes. It is important to keep attention on project deadlines, especially when creating online solutions, such as virtual learning course and depending on other players, such as cameraman, animator or cheap IT company.
3. It is highly important to keep the constant communication with different stakeholders. This allows to create a useful community of institutions interested in implementation of similar initiatives in the future.
4. With the right help and support change can be possible in any sector. It is important to establish a shared vision about a problem within the community, its impact, and how to stop it, also identifying right people to target and raise awareness.",,"a:2:{i:0;s:5:""17728"";i:1;s:5:""17729"";}",,https://www.youtube.com/watch?v=hIdE-ZCJj58,,
17461,"Accelerate Estonia",https://oecd-opsi.org/innovations/accelerate-estonia/,28/09/2022,"Ministry of Economic Affairs and Communications",Estonia,central,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}","Accelerate Estonia",https://accelerateestonia.ee/,2019,"We detect wicked problems and turn them into new spaces for innovation. It is a platform for all Estonian ministries, the public and the private sector, experts and entrepreneurs to join forces and build the future that we deserve. We are untapping new markets with a powerful but lean public-private collaboration.","The grand challenges modern societies face - aging population, environmental and climate issues, information wars, etc - have no silver bullet to solve them. But in Estonia we have found ourselves in a fortunate situation where the government can take on startup-like ventures to push the edge of what governments are capable of. We have already introduced to the world the concept of erasing digital borders between countries by introducing e-Residency (https://e-resident.gov.ee/). With Accelerate Estonia, we have pushed further to unveil complex problems that our society faces and undertake missions to solve them. We are a governmental manufactory for moonshots.
There is no lack of private sector enthusiasm in asking the government to innovate faster. Every month, if not more often, our political elite and top level civil service will meet aspiring entrepreneurs who will argue that they know how to create a prosperous future for the whole country. They may say that our next competitive edge may be in becoming a regional crypto-kingdom, or a paradise of ecological production, or that the real solutions to climate change will be bred here in Estonia. In reality, most of these efforts are clueless of what is actually needed. Fortunately, some of them may be on to something.
How might a government find out which missions to follow and which to ignore? There should be some way to make these choices. That is what Accelerate Estonia is founded for - building a filter that would help validate where government can help with radical innovation and where not. We cannot pick every mission, but we need to get smart about which fights are worth picking so we can prosper and find economically sustainable policies to tackle our major societal issues.
Here is how it works:
1. Through interviews and public events, we identify which individuals and ministries are open to rapid innovation. We only work with those that are currently willing to change.
2. With these ministries, we define the complex problems that need to be solved and which don't have a solution yet.
3. Then we create a call for innovators that offer possible out-of-the-box solutions to these complex issues.
4. In a competitive atmosphere, we figure out which of these innovators deserve a proper investment for validation and implementation.
5. For these few that are chosen, we offer a curated development of their idea with access to government, an R&D grant that matches the needs of a meaningful pilot, and the Accelerate Estonia brand to highlight the necessity and urgency of the experiment.
6. It is then up to the innovators and their public sector counterparts to prove they can push the edge of government where it has never reached before.
7. For those that make it, there will be follow-up investments available either from public or private sources, or as a combination of the two.
As objectives, we have focused on the size and variety of the portfolio thus far. Another objective is the cumulative effect of these experiments, therefore we started 6 different projects to help us become pioneers in the green turn. From 2022 onwards, we expect economic output as well as solutions to pressing issues. For example, some of our alumni have raised VC funding after exiting from our programme, but some have become public services, and some have failed.
It is natural for government innovation labs to be in testing mode for years before institutionalisation. That is our logic, too. We are making use of close partners that the government already has - an incubator, startups, ecosystem players. We refrain ourselves from institutionalising the approach until we know what works and what does not. But scaling is in the vision - the projects we choose must first have impact in Estonia and thereafter regionally or globally.
Accelerate Estonia has been built on a lot of previous accomplishments. The edge of government is already quite far along in Estonia, but we are pushing it further. In addition to eResidency - a governmental platform that has enabled more the creation of more than 10 000 companies and creates more than 30 million euros in tax returns every year - Estonia already has the best tax code in the OECD. We have almost all of our public services digitally available. Our startup sector is growing 30% every year. In short, there is a strong virtuous cycle here that can be accelerated further to help solve grand challenges.","a:6:{i:0;s:3:""178"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""320"";}","Democratic governments often find themselves in a paradox — we are supposed to tackle complex issues that the private sector can’t solve, but we are usually only equipped to solve issues within our siloes. Accelerate Estonia is lending a solution from the corporate world - bringing in entrepreneurs-in-residence to understand and solve for complex issues. But we are only offering the solution in situations where know that the organisations are capable of innovation.
In such a way, we bypass the lack of innovation capacity by enabling innovation-friendly government organisations with partners that are willing to shake the status quo. And we offer these stakeholders - government organisations and their entrepreneurs-in-residence - with a well curated acceleration programme that will take them from problem exploration to a validated investment decision.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The Accelerate Estonia process is the following:
1. Identify complex problems - DONE. We talk to all of the Estonian ministries annually and ad hoc to find partners with acute need for experiments.
2. Generate ideas and solutions - DONE. We describe problems and solution once or twice a year and organise calls accordingly.
3. Validate and generate proposals that will tackle the issue - DONE. We have a portfolio of roughly 25 experiments that we have supported.
4. Figure out how to implement the solutions in the public sector - IN PROGRESS. Generally the public sector impact is process innovation, which is either in progress or pending a political decision.
5. Evaluating the results - IN PROGRESS. With an agile approach, evaluation is always in progress.
6. Diffusing lessons - IN PROGRESS. We have already improved our model 2-3 times.","Companies and civil society organisations - for each policy area we worked with, the private sector community is brought in to assess the complex problems and offer solutions.
Government officials - we meet with key ministerial and agency stakeholders and give all of them a chance to propose complex issues worth solving in a novel way.
Citizens - the opportunity to offer solutions has also been opened to citizens.
International community - our portfolio originates from different countries.","Civil servants - the innovation-minded people who have complex issues on their table that they are unable to turn into new market opportunities due to a siloed structure.
Entrepreneurs-in-residence - the innovators who are passionate in their profession, willing to give back to the society and willing to design out-of-the-box solutions or moonshots together with Accelerate Estonia.
Industries - each innovation we pick will serve whole industries.","Year 1: prove the initial model with up to 5 projects. Out of 17 validated ideas, 4 were chosen.
Year 2: double the size of the portfolio and iterate the model. Out of 8 validated ideas, 2 were chosen. A competitive angle was added to the model.
Year 3: secure funding for 3 more years. Increase the portfolio. Define route to economic impact. Funding has been secured and increased until 2025. Portfolio size has reached about 25 in total. Route to economic impact has been defined and ingrained into renewed strategy.
In addition to that, ca 20% of the portfolio has raised VC funding or is en route to do so. Another ca 20% have created special purpose vehicles to build on the achievements of the experiments. Ca 20% have failed due to different reasons (team, timing, policy concerns). For some part of the portfolio, it is too early to indicate results.
In the future we expect our track record to enable us to become more demand-driven and reach even further economic impact.","The first challenge was political - two months into the programme, a new government came into power which was very sceptical of technology. That meant that the willingness of the private sector to cooperate was also lower. By now the waters have cleared.
Secondly, the quality of ideas we got was very variable and some high-level policymakers were demotivated by having mediocre innovation partners. We have redesigned our approach to choosing our partners and the process has been redesigned so that risks are more hedged. This needs continuous attention.
Thirdly, the issues we are tackling are not as complex or wicked as they could be. We could be even more on the edge. So for the next version, we will help the policy owners much more with designing missions that will make a big difference, and help them further with capacity building if needed.","The most important condition is the readiness of a few high level policymakers and their teams to absorb radical innovation. If there were no mission-driven policymaker, then we could not empower the innovators.
The second important condition is support from the ""home ministry"" - there is openness to radical innovation from the Ministry of Economic Affairs and Communications both on the practical and political level.
We were granted a budget that will enable to test with enough ideas and recruit a very professional team to run the acceleration itself.
It is also crucial that the motivation of myself has been built over several years of working closely with the technology ecosystem and a drive to bring on real change to the Estonian public sector. Over the last few years, the network necessary for this innovation was built, and now is the time to turn this asset into something valuable.","We are running an unusual version on the edge of the ""govtech"" world, and we have some key differentiators from other local ecosystem players as well as in the region. Having researched and visited similar organisations, there are not many efforts to design meaningful missions (= readiness to change the laws if need be, stand for the innovators as much as possible, create new industries).
I believe the innovation does not to be replicated within Estonia, but under the right conditions, many of its key processes can be fruitfully replicated in other countries. Fortunately, as innovation policy research shows, it is possible to pinpoint which innovation systems would be more likely to create value from adopting the Accelerate Estonia approach.","Firstly, such a project needs a small but cross-functional team. For us, 7 people is quite optimal to cover the key functionalities, usually the rest can be outsourced. In a lean government, that opportunity is essential for attracting valuable talent.
Secondly, there needs to be a few high-level policymakers to support it. We enjoy the endorsement of (previous) presidents as well as a number of ministers.
Thirdly, the approach needs to be agile, so that the details of the programme can be tested and changed rapidly without losing focus.
Fourth, we need to understand that this is pioneering work and almost no one in our public sector has done something similar. This can be very frightening, but also very motivating.
Last but not least - we need to be humble. If the government has invested into taking risks, then we need to serve the government well and without asking for public recognition or similar. It will come in due time, but first we need to deliver on your vision.","Should you have an idea in mind, that could be tested out on a country scale, please get in touch via info@accelerateestonia.ee.
Should you want to share this with your network of entrepreneurs thinking out of the box, please share this onepager: https://accelerateestonia.ee/wp-content/uploads/2022/09/Accelerate-Estonia-Onepager-General.pdf",,,,https://www.youtube.com/watch?v=d-tVegU6jVc,https://www.youtube.com/watch?v=C086Qq9GlxM
17507,OpenCerts,https://oecd-opsi.org/innovations/opencerts/,15/11/2021,"Government Technology Agency",Singapore,central,"a:1:{i:0;s:11:""information"";}",OpenCerts,https://opencerts.io,2019,"OpenCerts is a blockchain-based, open-source platform for issuing and validating tamper-resistant digital academic certificates. Users will not have to worry about any personal information being leaked as academic records of the certificate and personal data are not published on the blockchain. Since a public blockchain is owned by the community and easily accessible by anyone, there is no need to run or maintain services to verify OpenCerts.","The educational digital certificate space is fragmented with many solution providers, each often only operating within their own country. Even within Singapore, there is no clear consensus on which solution would prove to be the most acceptable. The existing solution providers lock certificate holders into using their proprietary platforms, by ensuring that they are the only trusted issuer, verifier, and safe keepers of the certificates.
The team saw an opportunity to develop an open and portable solution that would give students control over their educational certificates. To achieve that, these certificates would have to be developed on an open standard as well as have a low barrier to entry. The outcome of this development would be to enable students to have certificates that they can bring with them on their lifelong learning journey, even if it crosses borders.
The key differentiators of OpenCerts are:
- Fully open source: Educational institutions can easily create digital versions of every academic certificate that has been or will be issued, and publish them on a public ledger.
- Selective disclosure of document contents: Certificate holders can decide which sections they want to show or hide.
- Decentralised with no central authority on issuance: Since these records are made on a public blockchain, they cannot be altered or destroyed by a single person.
- Custom rendering of document: Issuers can customise the look of the certificate, and include multiple views of the same certificate if they wish.
To become an OpenCerts issuer, the institute simply needs to deploy a Document Store smart contract with 1 click, and design a visual template for the certificate. They can then begin to issue credentials for as cheap as US$0.5 per batch of up to 50,000 certificates.
","a:3:{i:0;s:3:""162"";i:1;s:3:""876"";i:2;s:3:""143"";}","The Singapore Government has never before collaborated with the private sector in a joint venture to develop a digital utility for the commons. This alone is innovative, but in addition to that, the decentralised nature of blockchain is being exploited to lower the barrier to entry as well as decentralise the control of the system.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","OpenCerts has rolled out across most of the major educational institutions in Singapore, with plans in progress to have institutions from around the world onboard as well. Having achieved this with OpenCerts, the team was approached to extend the technology to be applied to trade documents. Tradetrust hopes to change the status quo by providing an open platform that is compliant to the UN framework for electronic transactions. On top of the technologies provided by OpenCerts, it extends the ability to track ownership of transferable records. It does this by employing smart contracts on the Ethereum blockchain to provide a decentralised and global source of truth to track the ownership of a document. TradeTrust is currently being developed. ","Ngee Ann Polytechnic (NP) and SkillsFuture Singapore (SSG) were key partners in OpenCerts. NP was the pioneer in the project that preceded OpenCerts, and rallied all other Singapore Polytechnics to come onboard after the successful pilot. SSG is the custodian of the OpenCerts consortium, and was involved in the policymaking and funding. For TradeTrust, the Infocomms Media Development Authority (IMDA) provided domain knowledge as well as legal legwork to allow TradeTrust to be legally binding. ","Educational institutions can benefit from the cost-savings and reduced amount of time for verifying issued certificates.
Students can easily obtain their certificates, decide which sections they want to share and send them to future employers.
Employers or companies can then also use the platform to easily and quickly check the authenticity of the certificate.
Government officials are empowered to help more citizens when mundane tasks such as manual verification of documents are reduced
","OpenCerts has been implemented by over 18 local education institutions in Singapore since the MOU signing on May 2019. The technology has been used to verify over 5000 education credentials monthly. This translates to estimated manpower savings of up to 7 man-months per institute.
With more adoption of OpenCerts, especially in the private training sectors, we aim to see more certificates being issued. And with the education of employers and integration with job platforms, we aim to see high levels of certificate verifications.
The initial results of OpenCerts has led to exploratory work for TradeTrust. Even in the early stages, a company has completed a trial for Trafigura and DBS bank to trade USD20 million worth of iron ore from Africa to China.
The next goal is to complete a trial with Netherlands to transfer a bill of lading from Singapore to Netherlands. In addition, we aim to complete the first draft for transferrable records to be published in UN/CEFACT as a standard.
","Standardisation: As many standards are being developed in tandem, some standards perform similar functions. This results in a need for standards alignment or managing interoperability between different standards.
Driving Adoption: A growing number of solutions in the space of verifiable certificates means that driving adoption becomes a challenge. However, working with government agencies in Singapore, international government entities and standardisation bodies allows us to quickly achieve buy-ins from both governments and businesses.
Mindset Shifts: People are used to hard copy or PDF documents. We have to educate that while OpenCerts can be printed, they lose all properties when printed. We also have to educate that OpenCerts lose all verifiable properties when saved as PDF files. Plus, most people do not know how to recognise or open an OpenCerts document, and are not aware of its benefits, which may result in interactions falling back to paper or PDF documents. ","Space for Innovation: In general, it is rare to find truly whitespace innovation in the public sector due to the nature of public sector accountability requirements. This project was successful due to the space given to the team as well as it being a public-private collaboration.
Open Source Development: Open source development was also a key factor in success, as it allowed a small team to build rapidly upon existing software. This resulted in the majority of the effort being spent on innovative development rather than reinventing basic technologies from scratch.
Strong Leadership: Above all, a strong and astute leadership is necessary. In the various projects, we have worked with agencies or consortiums who are invested in the success of the projects, and are experts who are respected in their respective domains.
","The initial success of OpenCerts has proven the technology and paved way for other projects within Singapore and outside of Singapore.
Locally
1. TradeTrust - A legal and technological framework for the trade industry to create and process trade documentation.
2. Identity Wallet - A mobile app created in collaboration with Civil Aviation Authority of Singapore (CAAS) to store and transfer OpenAttestation documents
3. Seafarer Certifications - An e-certification standards for seafarers.
4. Workpass - A proof-of-concept to create digital identification document for foreign workers in Singapore
Internationally
1. UN/CEFACT - Standardisation work for trade documents
2. Netherlands - Interoperability trials for sending electronic bills of lading from one country to another.
","Starting Small & Fail Early
In the early days of the project the project team has worked on other failed projects while tinkering with blockchain technology. With only a team of 2 and some whitespace fundings, the team is relieved of external pressure to deliver and is allowed to experiment freely and fail early. This allows the team to pivot by dropping the unimportant projects and focusing on solving the problem of unverifiable paper and digital documents.
Partnerships
Finding a niche alone does not make a project successful. The team owes its success to the various partners for different projects. In the early days, we find ourselves surrounded by parties who are into our technology solely because we employ the blockchain. It was only when we found invested partners who have clearly defined problems which we can solve that we see how the different pieces of the puzzle fall in place. One such example was our early partnership with Ngee Ann Polytechnic to solve their problem of spending too much resources to attend to graduated students who are still requesting for verified graduation certificates.
",,"a:1:{i:0;s:5:""27200"";}",,https://www.youtube.com/watch?v=oskddwGpwUw&feature=youtu.be,https://www.youtube.com/watch?v=udvPQyuqEug&feature=youtu.be,
17519,"Work 2.0 Lab",https://oecd-opsi.org/innovations/work-2-0-lab/,05/08/2020,"Ministry of Finance, Public Governance Department",Finland,other,"a:1:{i:0;s:12:""public_admin"";}","Work 2.0 Lab",https://tyo-2-0-lab.fi,2019,"Work 2.0 Lab is a new collaborative working and learning environment. It is available to all agencies and civil servants in government and other organisations involved in the 2-years experiment. The purpose is to promote better, higher quality ideas, solutions and decisions on cross-cutting matters outlined for example in the government program. Work 2.0 Lab provides the structures and platforms (environments, spaces, networks, methods) for collaborative learning needed to work together.","Work 2.0 Lab is responding to the commonly identified current acute needs in Finland, such as 1) need to phenomenon-based preparation 2) increase of location-independent and mobile work 3) work in collaborative spaces 4) smart & digital work 5) collaborative learning and 6) networking across sectors and silos.
State and public administration in Finland have for several years been purposefully building a route towards a working culture which is based on cross-functional collaboration and agile experiments. Future working models and spaces in Finnish public sector are increasingly being built on working together and learning form each other. Also 12 ministries are developed to function as a unified Council of State. Working in ecosystems and collaborations between different actors, building test platforms for public service development etc. are also more and more on agenda.
Work 2.0 Lab is open also for various networks, been formed during the last 10 years. There is a growing movement towards agile, cross-functional, open minded and future oriented professional networks open to all civil servants in Finnish Government / state Administration. These networks are normally loosely organized and self-directing, teams of experts from different ministries and agencies, with various backgrounds, education and expertise. More often these networks work in ecosystems where actors come also outside the Government organizations, i.e. from municipalities, private sector companies, associations etc. What unites the network members is a strong commitment and will to build up a working culture, based on a ‘whole of government’ mind set and a ‘crossing the silos’ way of working. Participants are not nominated to represent their background organizations. Instead, they are volunteers with strongly committed approach to do their work better and more effectively.
Many civil servants are willing to test and adopt modern, experimental, digital and agile ways of working. As well Work 2.0 Lab's aim is to help to make a systemic change which aims to look relationships and explores the dynamics between different actions and parts. It also helps civil servants to work in a more dynamic and solution oriented mode, increased common understanding and instead of treating the symptoms, solving the systemic problems. Work 2.0 Lab is also a development process that enables the emergence of a new, humancentric ""Civil Servant 2.0""-identity.
The principles guiding the work at Work 2.0 Lab are
- Cross borders, be curious
- Explore, try, learn, fix
- Invite others to join
- Let things emerge
- Forget prejudices, surprise and be surprised
- Prototype, try, and quickly implement
New roles have also been built to support the Lab -concept: Hosts welcomes visitors to the Lab and introduces the house and explains the concept and idea of the Lab. Facilitator supports users in planning and implementing the events and workshops. However, the user brings to the Lab the themes to be worked on and the substance knowledge. Users also take responsibility for the proceeding of the work.
As a summary: We encourage officials and organisations to come to the Lab when they
- are facing a complex phenomenon or new entity
- are looking for new perspectives and approaches for preparation
- want to try, learn and get results fast
- need as much different kind of knowledge and experience as possible
- want to promote an issue that does not yet have an “official” administrative headquarters
Work 2.0 Lab -experiment provides a platform for various user experiences that can be used to design a more permanent operational model and space solution based on collaboration. At best, similar platforms would emerge elsewhere in Finland.","a:9:{i:0;s:3:""156"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""211"";i:4;s:3:""217"";i:5;s:3:""257"";i:6;s:3:""234"";i:7;s:3:""618"";i:8;s:3:""335"";}","Work 2.0 Lab is unique in Finland, because it has been designed and organized by a group of public sector organizations, networking with partners also outside of public administration. It is also a first serious and concrete Artifact / Innovation Hub in Finland representing a ""public sector as a whole"" -type of working culture, showing also a way towards a public sector as part of ecosystems. It is building concrete bridges between administrative silos and offers a platform for solving so called wicked problems in a society together.","a:1:{i:0;s:20:""developing_proposals"";}","Work 2.0 Lab was opened to users on December 11th 2019. It has got a good flying start and is in good spirits at the moment. Until the mid of February it has been extensively found by different actors, public sector organisations as well as individual civil servants. Themes that have been prepared at Lab so far are such as ""Building a sustainable city"" -programme, formulating a new ""Public sector strategy"", developing ""Tomorrow's HR -management in public sector organisations"" and ""Renewal of the Finnish Innovation Strategy"", to name a few. Work 2.0 Lab is also offering temporary work space for individual civil servants, for example on their way from a meeting to another. A number of facilitators from various governmental organizations have been assembled to support the preparation. A new kind of hosting practices have also been introduced as well as an ""Työ 2.0"" application. The application allows you to reserve space and enter the premises.","Work 2.0 Lab's origin was designed in collaboration between Ministry of Finance, Senate Properties, State Treasury and Government ICT Center Valtori. Partners (in addition to the previous ones) financing the experiment are Prime Minister's Office, Ministry of Economic Affairs and Employment, Ministry of Justice, Ministry of Social Affairs and Health, Ministry of Education, Itla Children's Foundation, City of Helsinki, Sustainable City Program and Evangelical Lutheran Church of Finland .","When the decision to start designing the experiment was made, other partners began to search. Open workshops were organized in which anyone from any government organization or potential partner organisation could participate. Service design methods were used in the workshops. Work 2.0 Lab is widely open to different actors. Anyone allowed to use the Lab can and is encouraged to invite anyone they think has something to contribute to the preparation, meaning also non-governmental stakeholders.","Work 2.0 Lab has received enthusiastic reception. Within two months the number of visitors has increased all the time. About 800 people have downloaded the application. There have been 5 requests for fasilization so far this spring, with the goal of doing things in a new way. On Fridays, the lab hosts different events on different themes. This spring following themes will be open to explore and learn: intelligent teams, design by gaming, customer orientation in service design and place independent working. The experiment will also be explored and measured with various ways and indicators. This is currently under preparation. The main means of communication has been web pages launched in December 2019. Lab information has been also widely disseminated on social media such as the Työ 2.0 Face Book Group and Twitter #tyo2piste0lab. User feedback is constantly being collected online. Virtual / digital Work 2.0 Lab is in serach. The concept is constantly being developed with partners.","Among others, the following risks and challenges have been identified: 1) As the experiment is carried out in a networked manner and no permanent or permanent resource has been allocated to it, there is a risk that its effects will be small or one-off. 2) Because established policies, leadership structures, or performance management practices are not based on cross-border cooperation in principle, there is a risk that the experiment will not trigger sufficient systemic change 3) We must remember that Work 2.0 Lab is an experiment where not everything is ready from the start, but instead we start working together to find the best working models and learn new things 4) There is also a recognized danger that the lab will remain only a place found by pioneers and it is not found by sufficiently diverse users. 5) There is a strong will to form an ecosystem of different user groups and a risk not succeed in this. a technical and physical environment group has been established.","Above all, a lab needs an enthusiastic group of people and dedicated preparation, maintenance and development team to succeed. On the other hand, culture also needs to be ready to adopt a lab-like approach. There is a need for a broad understanding that cross-border cooperation and phenomenon-based preparation are worthwhile. The experience that collaboration produces better results than doing it alone helps. There is also a need for forward-looking funders who believe that without experimentation one cannot create an entirely new. At the individual level, courage, vision and the ability to dream even seemingly impossible things are required. Strong support and mandate from the management is also needed. In this case, it was also helped that we were able to connect the experiment to the value and content of the very new government program.","It is our firm goal that the lab -experiment succeeds so well that the lessons learned from it can be utilized when similar labs are set up elsewhere in Finland. The Work 2.0 Lab also puts into practice the cultural change we've been making for years. The experiment gives us good experience in further promoting cross-border cooperation in Government as well as in society as a whole. At its best, the experiment also helps us to reform leadership from individual issues to systemic and collaborative leadership. We believe that cooperation will save resources and increase effectiveness. This will ultimately also benefit the citizens, Work 2.0 Lab provides a platform for this.","Our lessons learned for now are: Get started with a critical mass of enthusiastic pioneers. Get sponsorships from leaders. Dream big. Remember ""It is easier to be forgiven than permission"". Get started by experimenting. Keep your partners and stakeholders constantly involved and informed. Communicate actively and multichannel. Be flexible and ready to change your original plan if needed. Be persistent and don't give up. Believe in what you do. It carries forward.",,,,,,
17566,"EventQueue (EQ): big data for civic engagement",https://oecd-opsi.org/innovations/eventqueue-eq-big-data-for-civic-engagement/,17/11/2021,"Vasta & Associates, Inc.","United States",local,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_order"";i:2;s:7:""science"";i:3;s:9:""transport"";}","EventQueue (EQ): big data for civic engagement",http://vasta.com,2016,"The $800B events industry is antiquated. Huge gaps exist between cities and events. EQ is a mobile platform that streamlines traffic, navigation, crowd control, and security in real time around crowded environments while collecting critical data and analytics. Vasta will soon unveil this next-generation suite of event and venue planning services and digital simulation platform. The EQ Platform was made for cities of any size; public safety; citizens/visitors; fans/non-fans; and for organizers.","Events and their respective venues take on their own representation and elements of a city. They come with a-need-for-navigation, entrances, exits, corridors, parking lots or structures, accessible areas, non-accessible areas, ADA compliant areas, wayfinding, directional signage, payment methods/kiosks, points of interest, security checks, and more. Event planners, organizers, city officials, participants, and fans are no strangers to the challenges and complexities that accompany hosting and attending major events, and even small events. Weather related problems, public safety concerns, navigating traffic, searching for parking, waiting in long lines, disrupting neighborhoods, and inconveniencing the surrounding community are just a few of the symptoms that surface from the problem that Vasta has set out to solve with the EQ Platform. Successful events are not just about getting attendees in and out efficiently, but also about causing minimum disruption to existing traffic and infrastructure conditions, changing conditions, and disruptions. This is an opportunity to bring the community together around plans and preparations of unique experiences and be able to share on-going constructive data results for future use.
EQ addresses all the pain points associated with movements and merges the physical and digital environments. By streamlining traffic, navigation, parking, crowd control, way finding, and security, in real-time, pedestrians, drivers, and even driver-less vehicles get the benefit of a unified data center in the palm of their hand or embedded in their dashboard. Not only does it solve challenges, but it also entrenches Points of Interest (POI’s), historical monuments/sites, public buildings/spaces, parks/recreation, temporary poi’s or facilities, text messaging, images, multimedia content, and any important Geographic Information System (GIS) mapping details that the city considers necessary and/or relevant. EQ and the Vasta strategy are a design for flexible Smart Cities for a sustainable future. Smart Cities relying on historical data is helpful, but Smart Cities that have a daily flexible real-time plan and supporting technology is more than helpful, it’s critical.
Trusted for over 25 years worldwide by event stakeholders for major venue and event planning, Vasta & Associates, Inc. (VAI) will soon unveil, EventQueue (EQ), this next-generation suite of event and venue planning services and digital simulation platform. The 3-part platform encodes decades of human expertise and experience and leverages new technologies including Artificial Intelligence (AI), Expert Systems, Machine Learning (ML), Big Data, Predictive & Prescriptive Analytics, Augmented and Virtual Reality (AR/VR), Data Visualization, and Full Simulation. Part 1 is the simulation model with AI; Part 2 is the features and functions for fans, residents, and visitors; and Part 3 is the back-end functions for organizers, officials, and public safety.
Part 3 also creates digital evacuation plans in real time.
We have the background, vision, and the passion to deliver this exciting transformational project. This project incorporates 25 years of professional experience and transforms our industry into a natural and innovative path of digital evolution. Our expertise in operations and transportation on major events has prepared us for this movement. We have been successfully solving similar challenges across global cities and events for many years without the digital solutions that we are now developing. These events include 7-Olympic Games, 6-Super Bowls, 3-FIFA World Cups, 3-Presidential Inaugurations, 4-Presidential Nominating Conventions, the G7 and NATO Summits, 5-Formula 1 Grand Prix, 25-NBA or MLB All-Star Games, 20-US Conference of Mayors Conventions, and hundreds of other world class high-profile events.
We are uniquely qualified for this project based on our overall experience and vision; our broad range of clientele; our events across global cities; our familiarity of government work on projects and events; and our close interaction with America’s Mayors and the work that we do through the US Conference of Mayors over the last 20 years.
This technology and Smart City strategy plan ultimately empower the people and officials with important and relevant data that blends the physical and digital environments of complex cities. The EQ Platform is a new tool for citizens, visitors, public safety, planners, and officials that takes the best of a city's top-down IoT resources and facilitates it with a customized bottom-up platform with applications, tools, and services for the interests and safety of every citizen.","a:10:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""611"";i:3;s:3:""303"";i:4;s:3:""876"";i:5;s:3:""221"";i:6;s:3:""181"";i:7;s:3:""184"";i:8;s:3:""190"";i:9;s:3:""239"";}","Vasta is building something unique, colossal, and scalable. Something that you just can’t buy and most can’t imagine. As planners and engineers, Vasta has a unique perspective from 25 years of experience on hundreds of major events, numerous data sets and sources, new technologies, and a strategy to uncover a massive open data portal, advance Smart Cities, improve citizen experience, and reinvent an industry, or two. Data from events is abundant, frequent, powerful, and important to social impact. EQ extraordinarily pulls and pushes data in a collected/controlled/designed environment as well as in a real time and changing environment for multiple stakeholders.
Cities are missing out on huge data opportunities. They are not taking advantage of endless data opportunities that can be collected from organized mass gatherings throughout their communities, nor are they leveraging the value delivered by every event. Vasta has created a plan and platform to deliver the solutions.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","We have achieved several pilots that have validated some of our features and functions of the technology from 2016 to 2018. We are targeting clients in several different industries and markets.
Further, this pilot has sparked additional work and realized new needs for customers. Now, we are also developing simulation modeling with AI. We have several clients that we are currently developing scope of work, pricing, and other details with.
The technology is 60% built for any potential client. The remaining 40% is based on customization, client needs and desires, infrastructure/hardware needs and wants, GIS and CAD input, and other necessary requirements.","We are currently working on several collaborations and partnerships with Fortune 500 companies and have Non-Disclosure Agreements (NDA's) in place with them. In addition to answering Request For Proposals from cities and foundations we have a interested customers in using our products.","Engage crowds/traffic flow sooner/longer than ever before, contributing to a safer, more efficient, and better event(s) experience.
New resource for fans/attendees, organizers, and municipalities.
Empowers citizens/fans to make decisions that are unique to their own schedule/pathway and desires.
Social Side – Fan/citizen experience, new revenue streams, justify ticket prices, and fill seats.
Proprietary Side – Efficiency, security, command & control, mission critical/community relations.","We performed pilot programs at the City of Louisville ""Hike, Bike, and Paddle"" events, and also at the City of Louisville ""Light Up Louisville"" events. Typically the city receives thousands of people into a congested area within a short period of time. We measured this to be a 3 to 5 hour window of ingress operations. The egress, or outbound operations typically take 2 hours. During our pilot programs we observed changes that we created in real time where routes and parking facilities were targeted from long queues and crowded gates. We maximized space and flow in real time and were able to influence over 500 users to lesser congested routes and parking facilities. Our analytics and data was captured in several ways including through open source resources, and through MS Azure, and Google Analytics. The technology assisted us in getting the mass egress operations completed in under 80 minutes resulting in raising efficiency by 33% . Adjustments could have easily achieved to 50%.","Vasta had a vision and challenge from the beginning while working over the Formula 1 Grand Prix (Austin USA) in a helicopter with local law enforcement. From that perspective it was easy to see how maximizing space and flow with technology in real time could solve traffic jams, parking issues, crowd flow jams, and other inefficiencies. Now we can take the knowledge of expert planners and transfer that into real time tech to thousands of people on the ground. Ultimately, smarter cities are the sum of smarter venues.
We've also been challenged on how to build. We tested and validated several products on pilot programs with the City of Louisville, KY in 2016 and 2017, and few other private events in Florida and Illinois in 2017 and 2018. We believe it’s best to have a solid design first while working in collaborative efforts and we've learned that tech development of the waterfall model works well for requirements and design, and the agile development for build, test, and hyper-care.","Private/public partnerships and city resources are important to the ultimate success of our smart venues and smart cities. The evolving software elements for any customer require customizing and tweaking of certain features and functions. Vasta has identified open source, assets, hardware, and systems that works with the software/platform and the business strategies. There will be certain 3rd party vendors that Vasta has established and/or validated hardware resources from that will complement the strategy and software. Financial resources, strategic partners, and forward thinking clients will all be critical to the conditions of our success.","Replication and scaling is the ultimate, and sustainable goal of our global innovation and Software/Platform as a Service (SaaS/PaaS) business model. Vasta has experience in many of the industries that they will be targeting for this new venture. The industries include cities (big and small); sports & entertainment venues and events; conventions, universities, shopping malls, and festivals. These industries all have departments or heads of divisions who are responsible for the areas that EQ falls into. Such departments include transportation; public safety; events; innovation or emerging technologies; and Geographic Information Services (GIS) or mapping divisions. Vasta will also target production companies, tech companies, engineering firms, and others that are involved with cities and events. For targets that have their own platform or applications in place the EQ technology will be built and made available in the form of Widgets, API’s, and SDK's for compatibility.","We have learned:
1. That there are many stakeholders/customers with different interests to appeal to; all of them must be addressed.
2. The the city needs to be 100% behind the innovation and campaign in order to achieve the best results.
3. Getting product/features out there for use is important in order to get vital customer feedback, make tweaks, enhance products/features, and modify or fine tune.
4. If city departments were stretched, and could not deliver in timely manner, we had to quickly find some further support or risk critical path methods, deadlines, deliverables, and/or features.","Imagine the mass data that a city can collect from sports/entertainment events, from meetings/conventions, and from all other types of organized crowd gathering events across a community. Envision all the movements that occur and the details that are necessary around venues for vehicles/pedestrians; in the preparation plans from organizers to city and venue officials; and in the duties from ushers to vendors, and engineers to law enforcement. By leveraging 25 years of expertise in logistics and operations at major events Vasta can now deliver relevant mass data from event after event for positive social impact while making cities smarter and safer.
This opportunity will bring a community together around plans/preparations of unique experiences and be able to share on-going constructive data results for future use. Vasta will deliver a more cohesive city-wide approach to solving problems, break down silos, become more efficient/transparent, create economies of scale, and benefit all.","a:1:{i:0;s:5:""27267"";}","a:1:{i:0;s:5:""17944"";}",https://youtu.be/HVofXKYlgYM,https://youtu.be/W822bX1idOE,
17651,"Artificial intelligence reveals counterfeit and falsified products",https://oecd-opsi.org/innovations/artificial-intelligence-reveals-counterfeit-and-falsified-products/,20/02/2020,"Federal Service for Veterinary and Phytosanitary Surveillance (Rosselkhoznadzor)",Russia,central,"a:2:{i:0;s:13:""environmental"";i:1;s:11:""information"";}","Artificial intelligence reveals counterfeit and falsified products",https://mercury.vetrf.ru/,2019,"The Rosselkhoznadzor has developed an artificial intelligence model that can detect violations in all production chains of animal products in order to reduce the proportion of counterfeit and falsified products of animal origin on the market as much as possible. The innovation is beneficial to a healthy society, conscientious agricultural producers and the state.
Artificial intelligence methods for detecting violations have not been previously applied by the Rosselkhoznadzor.","The introduction of systems which help surveillance bodies to identify all stages of production and movement of food products - from farm to fork - is an international trend. It allows to control the circulation of food products at the state level, thereby protecting the final customer from purchasing low-quality and potentially dangerous goods.
The Federal State Information System “Mercury” (FSIS “Mercury”) was created by the Rosselkhoznadzor to ensure the traceability system of all animal products in the Russian Federation, both domestically produced and imported. The work of this system is regulated by the Federal Law “On Amendments to the Law of the Russian Federation “On Veterinary Medicine” and certain legislative acts of the Russian Federation” dated July 13, 2015 No. 243-FZ. The movement and circulation of products without registering of all actions in the FSIS “Mercury” is prohibited in accordance with the specified regulations.
FSIS “Mercury” accepts an electronic veterinary certificate or an electronic veterinary accompanying document (eVAD), which is issued at each stage of controlled products movement, as the basis of traceability. The list of FSIS “Mercury” controlled products includes meat and meat products, fish and seafood, food products, honey, non-food products of animal origin, feed and feed additives, live animals. The following categories of data can be traced by eVAD and their chains for products of all the above mentioned types: place of origin, date of production, manufacturer, supplier, volumes of incoming and outgoing products, ratio of types and quantities of raw materials to finished products, expiration dates, transportation and production sites.
As a result, traceability of each batch is created at all stages of the production chain.
As of today, more than 1 million participants in the agricultural product market are registered at the FSIS “Mercury”, creating more than 240 million eVADs each month.
Specialists from a monitoring group of 150 inspectors carry out analysis of electronic veterinary certificates and all the production chains of products of animal origin located in FSIS “Mercury”. Currently, the monitoring group can analyse only 0.03% of the total number of the products’ movement by eVAD, therefore, about 470 thousand inspectors will be required to analyse 100%!
An artificial intelligence model was developed to fully control the eVAD and their chains, its operation will ensure the control over 100% of eVAD, and the number of inspectors will decrease to 54 people (by three times).
Monitoring within the framework of eVAD full control using an artificial intelligence model will minimize the risks of counterfeit and falsified food products incidents in the territory of the Russian Federation, ensure the biological safety of raw materials, as well as products of animal and vegetable origin, increase the level of regulatory and technical support for the production and circulation of agricultural products, increase the export attractiveness of Russian food produce, reduce the dependence on using dubious technologies and raw materials in food production, and increase consumer demand and the quality of life.
The experience gained in implementation of artificial intelligence into the FSIS “Mercury” is supposed to be extended to the traceability system of plant products “Argus-Fito”, which will improve the quality and safety of plant products.","a:7:{i:0;s:3:""147"";i:1;s:3:""210"";i:2;s:3:""217"";i:3;s:3:""260"";i:4;s:3:""623"";i:5;s:3:""876"";i:6;s:3:""612"";}","Detection of counterfeit and falsified products through an analysis of electronic veterinary certificates by specialists of monitoring groups ensures processing of only 0.03% of the entire data array accumulated in the FSIS “Mercury” per month and, as a result, has a low percentage of violations detection in relation to their total number.
The use of artificial intelligence in the FSIS ""Mercury"" significantly increases the number of violations detected, which allows to increase the labour productivity by 8600 times and to reduce the cost of processing one eVAD from 300 Rubles to 3.5 Kopecks.","a:1:{i:0;s:14:""implementation"";}","The model has been tested. Currently, the model code is being integrated in the FSIS “Mercury”.","'- Alekseeva Svetlana Aleksandrovna, Deputy Head of the Federal Service for Veterinary and Phytosanitary Surveillance - work on the project;
- Konstantin Arkadievich Savenkov, Deputy Head of the Federal Service for Veterinary and Phytosanitary Surveillance - work on the project;
- industry divisions of the Rosselkhoznadzor - results examination;
- information and analytical department of the Rosselkhoznadzor - technology development and methodology of the AI model.","Representatives of government authorities and civil society institutions can carry out control and supervisory activities more effectively, which entails an increase in food and biological security.
Companies can make big profits by improving the quality of raw materials and products (reducing reputation risks), eliminating unscrupulous market participants (reducing dumping).
Citizens can receive better products, raising the standard of living.","The Rosselkhoznadzor has accumulated almost 40 TB of high quality data on the movement of raw materials and production.
Based on a sample for 3 months (600 million records), a relevant model was obtained which processed a 3-month data array in 2 hours. The AI not only confirmed the patterns of falsification of products identified by experts, but also revealed additional 15-20 suspicious patterns to each of the previously established ones. The accuracy of the AI model was 78 gini. With further development and training of AI, the accuracy can reach 90 gini out of 100 possible.","The main problem is to ensure data cleanliness. Additional filters were used to bring the data into proper condition, which made it possible to train the AI model correctly.","The conditions for successful development of the innovation include:
- creation of infrastructure, which will be further integrated into various AI systems;
- development of technology in the field of AI.",,"The analysis of a large amount of information should be done using programmed models due to their greater productivity.
Experts' main task is to formulate selection criteria for data of interest, which engineers will turn into an algorithm and set into a model.
The use of artificial intelligence to detect anomalies is optional in the case of the possible presence of non-obvious signs of the required information.",,,"a:1:{i:0;s:5:""17760"";}",,,
17764,"The Makatizen Card",https://oecd-opsi.org/innovations/the-makatizen-card/,01/03/2021,"Makati City",Philippines,local,"a:1:{i:0;s:12:""public_admin"";}","The Makatizen Card ",,2018,"The Makatizen Card is a pioneering project that brings together social services, information, identification, and financial features to Makati’s constituents. It is a unified, multi-purpose government-issued citizen ID that consolidates financial and social benefits for over 500,000 Makati residents.","Many public services in Makati are accessible to all demographics. But there also have resident specific services that answer needs dictated by life stage, health, education & quality of life conditions. Though the city has been successfully managing these programs, it still continue to look for ways to execute things better & faster. Technology is a key component in realising this. As Makatizens grow in number, they usher in a mix of needs & personal aspirations. The administration's task is to anticipate what their future needs & wants will be. By supporting these with modern technologies, one can innovate how services are delivered and better predict what we will need to be offered in the future. The Makatizen Card is an example of a program built today to meet the needs of tomorrow. The Card is a Government-issued ID; Financial services card; Loyalty and rewards card; and Social services benefits card. The ID feature is quite prominent & one of the most important. For a Makatizen to receive services properly, the administration need to ascertain identity & other personal info. These provide the basis for the social services that a person requires and ensures that records are accurate so that as the Makatizen moves from one life stage to another, services are adjusted accordingly and painlessly.
A persistent issue with many government IDs is that they are based on little to no verified info. Many IDs do not have the most current information about the cardholder and these may not have all the information required to meet the city's objectives. In a city w/ almost 700,000 residents & millions in visitors & transients, the veracity of identity seriously affects efficient service delivery. The administration wants the Makatizen Card to match at least the integrity of IDs such as driver’s licenses & passports. Applicants have to personally appear & present legal documents that are carefully scrutinised. Additional data is also captured onsite at the Makatizen Card Capturing Areas before applications are acted on. This process clearly establishes the identity of the applicant and meets the KYC standards of the Central Bank of the Philippines. After a Makatizen card is issued, this becomes the sole ID needed for various transactions & benefits coming from the City. At the back of the card are other details such as Cardholder’s full name, birthdate, address; Emergency Contact’s details; Cardholder's digitised signature; Other Government ID details such as SSS number & the like; and the Digitised signature of the issuing authority. The information printed on the card can be quickly checked with the City's database. This makes the Makatizen Card a proof of identity that both Makatizens and the City Government can trust. Soon, the Makatizen Card will become the only ID card accepted from Makatizens transacting with City Hall. The Makatizen Card also comes with an EMV chip, magnetic strip, and cardholder’s signature field.
The Makatizen Card was designed to be a financial card that becomes the holder’s key to cashless transactions. The first financial feature is its mobile wallet. With this wallet, money is cashed in or placed inside via the mobile money system. Funds in the wallet can then be used in various ways such as: sending money to others; paying for utility bills, buying online and so on. The wallet feature of the card also means no more lining up at City Hall to claim benefits. Salaries & bonuses, cash gifts, financial assistance, stipends, can now be cashed into the beneficiary’s Makatizen Card. This convenience will be highly appreciated by both the City and its beneficiaries. Makati City’s landmark programs are best known by names such as Yellow & Blue Card. This is because each social service program issues its own unique benefit card. The Makatizen Card will change this practice. Once a Makatizen is covered by a social service program, his benefits details are also stored in his Makatizen Card’s RFID chip. A good example would be our senior citizens. Usually, they carry three cards with them: Yellow & Blue cards, which are issued by the City & White Card, which is issued by the National Government. Depending on the types of benefits they are entitled, they need to present the appropriate card. Now with their Makatizen Card, one can store their White Card details & activate their Yellow Card & Blue Card enrolments. Within the city, the elderly will use only a single card to get medical services from the Hospital of Makati, claim drug subsidies, receive financial allowance, free movies, birthday cakes, and free Christmas goods. More services will be forthcoming. These include reserving and paying for seats in public transport, using the card to pay for local taxes etc. As the Makatizen program builds more momentum, it will give birth to innovations that even the programme’s stakeholders cannot predict at this time.","a:4:{i:0;s:3:""876"";i:1;s:3:""617"";i:2;s:3:""194"";i:3;s:3:""612"";}","The Makatizen Card is the first of its kind in the Philippines. It is a government-issued ID; a financial services card which includes a virtual wallet; loyalty and rewards card; and a social services benefits card. Majority of Filipinos are still unbanked. With the launch of the card, the ordinary Filipino was given the chance to benefit from cashless transactions while having access to social services and benefits in a faster and timely manner. Most cities only provide either a city card, a health card, a benefit card or just a prepaid debit card. This card combines all-in-one.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Makatizen card project is in various stages. It is primarily at the implementation stage, having issued more than 100,000 cards to all citizens. As it continues to accept applications, the team is also working on evaluating the current program to find ways to improve the process and increase the number of services that the card can be used for. An online portal will be opened to accept application for the Makatizen card. Once personal data has been filled up, a time and slot will be provided to the citizen for requirements submission, verification and biometrics capturing. This may be done in various Makatizen Card Capturing facilities around the city.
The project's private partner is also on-boarding merchants who will accept the Makatizen Cards and will provide loyalty points or discounts through it. This will drive card usage and demand.","iBayad and Mynt (G-Cash) – This is the city’s Private Public Proponent, in charge of providing the cards to the city and its citizens for free.
Makati City MIS Group – This is the group responsible for collecting data and information from the citizens/applicants, verifying the authenticity and storing the information gathered during the data gathering process.
Makati City Makati Action Center – This is the team responsible for delivering the cards and confirming the citizens' place of residence.","Citizens – Beneficiary of the program. Benefits include a valid government ID; mobile wallet; faster access to allowances, stipend & social benefits.
City Government – Implementor. Benefits from having access to verified citizen data; providing quicker services to true and proven citizens of the city; automation of social services process.
iBayad & Mynt (G-Cash) – Private partner providing the financial services component to the city and its citizens.","Makatizens are now more savvy when it comes to the use of technology as part of their daily lives. The City's push for financial inclusion is helping the unbanked be banked. This will allow the City to provide its citizens faster access to their allowances, stipend and monetary benefits using the financial wallet of the Makatizen card. Transactions made by citizens using their card increased significantly by the time the program started. Transaction count averaged more than 130 million for all Makatizen card holders. Most use their wallet to send money to family and friends, buy telco credits (load) and to pay bills.
On the non-financial side, the citizen will now only need to bring a single ID to get the benefits from the city such as free medicines, hospitalization in the city hospital, Christmas baskets, and others.","The application process for the card is a tedious one as data needs to be verified to ensure authenticity. The challenges faced during the initial gathering of data was immense & unexpected. Facial & fingerprint biometrics were required & there were a few errors during the beta testing phase which involved 200 of the city’s employees. Eventually, the team was able to address this providing fixes to process & devices. Another challenge is the submission of incomplete documents by applicants. From inconsistency of names to lacking documents to unrecognizable handwriting. These were dealt with on a case-to-case basis. If one document is lacking & unavailable, a secondary one is permitted. Integrating the Makatizen card to the existing system of each social service is a proven challenge but easily addressed & solutions implementable. Platforms which needs integration are: Healthcare Information Management System; City Pharmacy partner; Cinema partners; Social Welfare Department.","Keys to success in implementing this program:
1. Diligent and detailed staff to review authenticity and veracity of applicant information and requirements submitted.
2. Robust database to store information of each citizen.
3. Strict adherence to the Central Bank of the Philippines’ Know-Your-Customer protocol.
4. Choice of the right e-money partner that is partnered with local banks as well as scheme providers (e.g. Mastercard) which can be accepted by global merchants.
5. Use of a proven biometric platform for data capturing.
6. Acceptance of Makatizen card in various merchants in and out of the City.
7. Acceptance of the Makatizen card in all of the City’s centres (health centres, hospitals, pharmacy etc.).
8. Strict adherence to data privacy policies of our country.","Other administrators are claiming to be following the footsteps of Makati in implementing this program to their cities but most are focused on providing only one service on the card. Other cities can benefit from replicating this program; they can learn from the experience gathered by the City of Makati when it started this programme. Critical aspects to deem the program successful would rely on the veracity of the data gathered, as well as the wide acceptance of the Makatizen card in both the city's social services and other merchants. This will allow the city and its citizens to fully maximise the possibilities offered by this programme.","Data acquired from citizens are key to understanding their future needs. Each City must strive to use that data properly to provide better service to its constituents. Securing this data is as crucial as the whole program itself. It is also critical that this data remain pristine and error free. That is why very stringent methods of data acquisition should be carried out. Since information collection is primarily a manual process, several levels of screening were implemented to ensure the veracity and authenticity of the data captured.
The success of this programme also lies in the completion of a full cashless ecosystem. It is equally imperative to have as many merchants as possible for both the financial wallet and the social services component to ensure the its success.",,"a:2:{i:0;s:5:""18017"";i:1;s:5:""18020"";}","a:1:{i:0;s:5:""17770"";}",,https://www.youtube.com/watch?v=mXJJTNLluA8&feature=youtu.be,
17772,"Digital Lithuania Academy",https://oecd-opsi.org/innovations/dla/,02/10/2020,"Ministry of Economy and Innovation of the Republic of Lithuania and Create Lithuania",Lithuania,central,"a:4:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:11:""information"";i:3;s:7:""science"";}","Digital Lithuania Academy",https://www.digital-academy.lt,2020,"Digital Lithuania Academy is an online learning platform that aims to guide the country’s public sector through the digital transformation. It seeks to immerse public servants in digital practices relevant to their work, and upgrade their professional profiles through a highly personalized learning pathway. By becoming increasingly tech-savvy, public servants have the chance to vastly increase their efficiency, find innovative ways of working, and deliver better public services to citizens.","New technological solutions are changing the modern workforce as the digital transformation permeates across sectors. Governance is no exception – public services are increasingly digitized, and new digital tools have the potential to increase the efficiency public service delivery. However, the lack of adequate skills is described as one of the main hurdles for embracing digital practices in organizations. Lithuania’s public sector ranks among the bottom 3 countries in terms of capabilities according to the International Civil Service Effectiveness (INCISE) Index. Innovative Governance is one of the key pillars of country’s national development strategy “Lithuania 2030” yet skills development in the public sector remains fragmented and characterized by a lack of a strategic outlook.
Digital Lithuania Academy (DLA) aims to guide the country’s public sector through the digital transformation. This online learning platform seeks to unlock the untapped potential of Lithuanian public servants by increasingly immersing them in digital practices. The objectives of DLA’s model are three-fold: (1) to measure the level of public servants’ digital skills via diagnostic testing; (2) to provide a personalized learning pathway relevant to the public servant’s career development; (3) to expose public servants to practical use-cases of digital technology and their application in the public sector.
The vision of DLA focuses on a highly personalized and tailored user-experience. Upon registering in the platform, the public servant will compile a personal digital profile, matching both the employee’s job description and individual learning objectives. Subsequently, he or she will complete a diagnostic test based on the 5 competence areas of the European Digital Competence Framework DigComp 2.1. These range from information and data literacy to digital content creation. Upon completion, the user will access a personalized learning pathway with tailored recommendations relevant to his or her position. In the long run, the platform will be populated with learning content focused on adapting digital solutions in the public sector. In the meantime, public sector employees have the possibility to immerse themselves in digital trends during workshops, with digital professionals from private and public sectors alike as mentors.
The core values of the DLA are user-centricity and open design. In such way, the beneficiaries of the platform include not only the target end-users (public servants), but also human resource department staff and top-level management. Within the current competence development framework of Lithuania’s public sector, key performance indicators of employees are evaluated once a year during an annual review by organization’s human resource (HR) managers and employee’s direct supervisors. As an online platform equipped with diagnostic tools, DLA will enable both the employees, HR managers and direct supervisors to manage personal development pathways in real time, and adjust it to employee’s needs. While the target audience of the platform’s prototype is public servants, it also has a potential to scale beyond the public sector. DLA’s framework aims to be open-source, which will enable to expand the platform to the national level, encompassing regional- and local-level institutions.
DLA was initiated as a collaboration between the Ministry of Economy and Innovation and the Create Lithuania initiative, a program which onboards Lithuanian professionals with international experience on public sector projects. It has since grown to encompass multiple stakeholders in order to ensure the platform's authentication process, technical functioning and content administration. In the short run, Lithuania's newly-launched GovTech Lab will integrate DLA in its structure. It is an initiative that aims to foster collaboration between the government and the business community in order to find tech-savvy solutions to public sector challenges. Nurturing adequate digital skills across government silos is GovTech Lab's strategic priority, thus DLA will serve as a channel to transfer these skills. In the long run, DLA is expected to serve as a prototype for the update of Civil Service Register's online learning interface, which is set to begin by the end of 2020. The interface is set to expand to include other competences as well, reaching almost 50.000 Lithuanian public servants.","a:11:{i:0;s:3:""876"";i:1;s:3:""335"";i:2;s:3:""617"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""234"";i:6;s:3:""623"";i:7;s:3:""611"";i:8;s:3:""302"";i:9;s:3:""303"";i:10;s:3:""612"";}","Digital Lithuania Academy is a pioneer of digital skills development in the country's public sector. It is the very first initiative in modern Lithuania's 30 year history to approach digital competence building in a holistic manner, as previous attempts have been fragmented or confined to certain institutions. To this end, DLA seeks to become a one-stop source for digital knowledge for public servants. Its open design and user centricity creates conditions for a highly personalized experience, and knowledge-sharing across sectors including businesses, civil society and the academic community. While DLA is an online learning platform, its reach stretches beyond the digital space - series of practical workshops within the framework of DLA Forums fosters collaboration with partners from private and non-governmental sectors. As such, DLA contributes to Lithuania's growing innovation ecosystem by gradually closing the digital knowledge gap within the public sector.","a:1:{i:0;s:20:""developing_proposals"";}","As of end of February 2020, the project is entering its proposal development phase. Project managers from the Create Lithuania initiative completed 6 months of fieldwork, including policy analysis and research on Lithuania's public sector competence development framework, identifying the reasons behind the digital skills gap. A qualitative survey of public servants from 10 ministries provided insights into the digital skills level of employees, their expectations, and skills development trends in public institutions. It was followed by series of semi-structured interviews with human resource managers of 7 ministries on skills development practices. Building on these findings, a prototype of the platform is being developed, focusing on the user experience (UX) design. Formalization of the platform is being negotiated with the Ministry of Economy and Innovation and GovTech Lab, while the projects team is working with private sector partners on the technical aspects of the platform.","Mr. Elijus Civilis, the Deputy Minister of Economy and Innovation political provided support in securing cross-sectoral partnerships. Create Lithuania program initiated the project and delivered through the initial stages of innovation development. GovTech Lab facilitates the formalization process of the platform that would ensure its continuity in terms of functioning and content administration. 30+ private and public institutions contribute with consulting and technical support.","Upon launching DLA, public servants of Lithuanian ministries (3.700+ people) will be able to assess their digital skills level, develop their learning pathway, and upgrade their career development. When scaled across the public sector, DLA will have a reach of 50.000+ users. HR Departments of public sector institutions and top-level managers will be able to track the organization's competence development in real time. In the long run, citizens will benefit from more efficient public services.","Qualitative survey of 250 public servants from 10 Lithuanian ministries, a first of its kind in the country’s public sector, revealed that only 32% of the employees surveyed have the opportunity to develop their digital skills in the workplace. Digital content creation, cyber security and problem solving were indicated as priority focus areas. Semi-structured interviews with human resource managers of 7 ministries revealed the fragmented nature of competence development in Lithuanian ministries, in addition to the need for analytical and practical tools that could facilitate skills development management. Based on the findings of aforementioned research, the project's team is focusing on the user experience (UX) design for the platform's prototype. In the meantime, more than 150 public servants participated in 2 DLA workshops on process optimization and cyber-security within the framework of DLA Forums.","Innovation culture in Lithuania’s public sector remains in the early stages of development. Therefore, the prospective beneficiaries (public servants, HR managers and top-level managers) initially viewed the platform with reservation. While many agreed that tech-savvy public servants could vastly improve service delivery in the long run, digital competence development is often considered a low-priority pursuit with little direct impact. To this end, an outreach strategy was elaborated culminating in series of DLA Forum events, where public servants have the opportunity to immerse themselves in relevant digital trends. In addition, the fragmented and ad-hoc structure of competence development policies in the sector makes it difficult to formalize the platform within a single framework. Thus, identifying digital champions among top-level leadership proved to be a strategic priority that could secure the institutionalization and continuity of the platform in the long run.","As the platform is intrinsically connected to human skills, a culture of lifelong learning within the public sector is one of the essential conditions for the platform’s success. While digitization and automatization allow to optimize processes without human input, the demand for non-cognitive soft skills in conjunction with digital skills is expected to increase dramatically. To this end, it is necessary to upgrade strategic planning practices and tools within human resource management in the public sector. A more coherent strategic outlook in the long run based on tangible performance indicators would allow to better allocate resources for skills development. Crucially, it is necessary to empower the digital champions withing the public sector and encourage digital leadership across government silos. Iteration of best practices and success stories of experimentation would create fertile ground for further digital skills development and uptake of the platform.","The open source structure of the platform allows it to be replicated on a national level and across sectors. While the prototype primarily targets employees of government ministries, it has the potential to be replicated across the public sector to include auxilliary organizations, regional and local government, health and education institutions, etc. The project’s team is currently collaborating with the Ministry of Interior in order to use the DLA platform as a prototype for the national online learning platform for public servants. Within the framework of the upgraded Public Service Register, this platform is envisioned to include other competences relevant to public servants, such as project management, leadership and non-cognitive skills. DLA’s team is preparing a set of recommendations concerning the UX design, technical and administrative aspects of the platform. In such way, DLA’s model could be replicated to include other competences relevant to public servants.","While in the initial stages of research the potential beneficiaries pointed to scarce financial and human resources, organisers realized that the key reason behind insufficient digital skills is the absence of lifelong learning culture in the public sector. Hierarchical structures and administrative hurdles often make it difficult for public servants to upgrade their skills that are relevant to their unique professional profile. While the paradigm is shifting towards autonomous, remote learning, learning tools are still scarce or unavailable in the user’s language. The qualitative survey revealed that the vast majority of public servants are motivated to expand their digital skills, yet only a third of them indicated that they have a chance to do so. In this context, organisers saw the value of developing a one-stop source for knowledge — one that is based on empathy with the end-user, and in synch with the priorities of the employee, the organization and the country alike.",,,,,,
17818,"Dormant Deposits for Social Issues",https://oecd-opsi.org/innovations/dormant-deposits-for-social-issues/,15/02/2021,"Cabinet Office",Japan,central,"a:1:{i:0;s:8:""economic"";}","Dormant Deposits for Social Issues",https://www5.cao.go.jp/kyumin_yokin/english/index-en.html,2019,"Japan has been confronting many social issues such as child poverty, isolation, or deterioration of local communities. Non-profit organizations and the private sector are working to address social issues, but most of them are facing chronic shortage of money and staff. A new initiative was started in 2019, utilising dormant bank deposits for providing support to address social issues to which the national and local governments cannot respond one by one.","With the extensive ageing of the population, social issues are getting more complex and diverse in Japan, including those concerning isolation from society, child poverty, abuse, and so on. The national and local governments are taking measures to address these issues. To approach people who need assistance facing social issues, it is often the case that public policy measures by governments, which always have to ensure fairness and uniformity, face difficulties in providing proper responses to all issues one by one. Various non-profit organisations are working on the social issues beyond administrative restrictions. However, in Japan, it is also often the case that many non-profit organisations are facing chronic shortages of money and staff.
In 2019, the Japanese government launched a new initiative to provide grants derived from dormant bank deposits to many private organisations working on solving social issues. Every year, it is estimated that dormant bank deposits unclaimed for more than 10 years generate approximately 120 billion Japanese Yen. On average, 50 billion out of 120 billion yen is reclaimed by original owners of bank deposits, and 70 billion remain unclaimed. The new initiative utilises a part of the unclaimed deposits for supporting vulnerable people and communities through providing grants to organisations working on certain social activities.
The new government Act stipulates three fields of activities covered by the initiative as follows:
i) activities to support children and young people
ii) activities to support people who are economically, socially disadvantaged and people with disabilities
iii) activities to support communities facing declining vitality or other social difficulties.
The Cabinet Office designated JANPIA to distribute funds to intermediate support organisations (“Intermediaries” hereafter). It publicly seeks Intermediaries that distribute funds to organizations to solve specific social issues set by Intermediaries within three fields.
In November 2019, JANPIA announced it selected 22 organisations as the first Intermediaries for 2019. to distribute approx. 3 billion yen for three years. Each organisation makes an agreement with JANPIA about what type of social activities it supports, in which area, for how long and how much it distributes to organisations. The projects selected vary widely within the three fields, for example,
-to support organisations upbringing operational capacity of “cafeteria for kids”: 119 million yen to be granted in total for 3 years
-to support organisations to support kids and youth with foreign origin: 248 million yen
-to support peer-support activities for those who are feeling difficulties in lives: 77 million yen
-to support activities for cancer patients to help finding jobs, or young patients supports: 116 million yen
-to support activities toward narrowing income disparities in the Chugoku area: 105 million yen etc.
Each of the Intermediaries calls for and selects the organisations carrying out activities to submit a detailed plan describing how they operate and how they measure their outcomes. JANPIA supports Intermediaries not just by providing funds to them, but also cultivating human resources. In Japan, non-profit organisations working on social issues face lack of managerial capacities. It accompanies each Intermediary by providing frequent dialogue and tutorials. All the Intermediaries then accompany each organisation they selected to carry out activities not just through grants but also by providing frequent dialogues towards better management and accountability.
An new intensive training course for the programme officers of Intermediaries was developed and provided. It is expected to have significant impact on the Japanese social sector by building capacity and capability. Through these processes, it is expected that a new scheme for utilising dormant deposits for social issues should lead to improvements in the lives of vulnerable people and communities.
The mechanism to utilise dormant assets unclaimed has been seen in many countries around the world for a long time. Some countries use such assets to replenish their national or state revenues. The number of countries and regions that utilise such assets for social issues is limited. Japan held an international symposium in May 2019 with participation of the UK, Ireland, British Columbia Canada and the UN. The Minister of Japan at the time mentioned in his closing speech, “national and local governments, international organisations, private companies and NPOs are seriously required to work together to solve social issues through utilising diverse funds, human resources and expertise”. The Cabinet Office will try every effort to support operations of this new initiative and to disseminate globally this innovative way of funding for utilising dormant assets for social issues.","a:5:{i:0;s:3:""213"";i:1;s:3:""619"";i:2;s:3:""354"";i:3;s:3:""190"";i:4;s:3:""181"";}","The Basic Outline approved by the Prime Minister in 2018 stipulates the principles that organisations distributing / receiving funds should consider during their activities, operations and management. Its uniqueness lies in one principle for the private sector initiative, with three tiers consisting of private organizations working independent from government.
Another innovation is that the funds can be provided for multiple years. In Japan, government budgets are strictly managed under a single-year budget principle, whereas interventions to social issues generally take longer. The Act overcomes this restriction and ensures longer-term activities.
Another uniqueness in the global context is grants combining financial and non-financial support with a three-tier flow of funds from JANPIA to Intermediaries nationwide and to organizations anywhere. The Basic Outline prompts each organisation to find its own finance source looking at the after granting period, leading to the strengthening of their capability and capacity.","a:1:{i:0;s:14:""implementation"";}","A new initiative is in the early implementation process. Operations fully started in 2019 after a two-year preparatory period since the approval of the Act. During preparations, the Cabinet Office set up a new Council under the Act to discuss compiling a Basic Outline describing detailed structures to realise the project. In 2019, the Cabinet Office announced JANPIA to play a central role in the selection of organisations to provide / receive funds from dormant deposits. It selected 22 Intermediaries for 2019 and each Intermediary select organisations to provide grants. Every year, this process will be repeated and new organisations engaging in this initiative will be born. The Cabinet Office monitors the initiative, ensuring it is properly executed and that it will not be used or seen as a complement to government budgets. Following the Basic Outline, a guideline was released on how to measure the impact of social activities for organisations granted under the initiative.","The Basic Outline encourages collaboration throughout the process. JANPIA collaborates closely with Japan's Business Federation, labour unions, and social sector leaders. It invites the application to grants from social entrepreneurs to grass-rooted NPOs. The Cabinet Office is conducting a study on how to spur collective impact along with this new initiative. This scheme has a big potential to spur momentum for social issues, including the SDGs, and to enrich mutual assistance in Japan.","Dormant money will be activated to improve the lives of vulnerable people and communities. Organisations engaged can improve performance with colleagues in the scheme. Organizations outside the scheme can also learn good practices on social issues through disclosed information.
JANPIA seeks new ways of involving private companies motivated for the SDGs and employees who have no experience as volunteers. These lead to an enrichment of mutual assistance capacity in Japan.","In Japan, there is a wide range of non-profit organisations working on social issues, but not so many that can act as Intermediaries immediately. 22 Intermediaries out of 49 applicants were selected in 2019. The Cabinet Office and JANPIA keep on disseminating this new scheme to uncover potential Intermediaries.
The Basic Outline also requires the measurement and visualisation of the impact of activities, but this has not yet been achieved in this early stage.
On the amount granted, it started with 3 billion yen annually from 2019 and almost the same amount is expected in the years to come. The remaining dormant deposits are securely managed according to the laws of Deposit Insurance Corporation. By operating the new scheme successfully, by enriching the capacity of the social sector, and by prevailing better understanding of the scheme widely, the amount provided will be increased.
It may not be easy, but JANPIA also envisages linking SDGs and activities under this scheme as a whole, in the future.","As the project is in the early stages of implementation, there are no particular failures so far.
Because the dormant deposits are people’s assets by nature, wrongdoings such as fraud or influence peddling could potentially damage the scheme. One of the principles articulated in the Basic Outline was to prevent conflict of interest thoroughly. Each agreement between JANPIA and Intermediaries, and the ones between Intermediaries and organisations operating activities, cover preventive clauses.","The better understanding of the nature of the scheme among people is essential. First, organisations under this scheme are required to disclose information from the selection processes to daily expenditure and outcomes. JANPIA keeps on developing an innovative ICT system so that every organisation can easily report its activities and that people can easily access the disclosed information. Second, this scheme has strong potential to involve many people who have not engaged in activities for social issues. This may lead to improvements in Japanese subjective well-being through the rebuilding and strengthening of social capital. The Cabinet's Office and respective organisations should always bear in mind that this scheme is not just for own organisations’ sake but for people’s sake. Lastly, it is essential for each stakeholder and for people to share a sense of nurturing the scheme, allowing failure with tolerance.","Potentially, many other organisations outside the scheme, without grants, can learn and improve their own PDCA cycles from disclosed information through the scheme. Disclosed information will cover what type of interventions they take, or how they combined financial and non-financial supports on specific social issue in certain areas. The public sector can and should learn plenty from this achievement. This can lead to upbringing capacity of addressing social issues.
Internationally, there is an estimate that achieving the SDGs by 2030 would require 5 to 7 trillion dollars per year. Even larger funds are needed to solve entire social issues. To finance these solutions only with public funds is unrealistic. Utilizing funds, especially dormant assets in the private sector for social issues potentially deserves a lot of attention.","Through the International Symposium mentioned above, one common factor for success was recognised: supra-partisan party support from the legislative branch. In Japan, especially, the Act was born after intensive discussions among legislators. There is always the possibility that discussions will arise to utilise dormant deposits not for social activities but for fiscal consolidation. Supra-partisan support from policymakers always encourages the executive branch to operate this newborn system.
Another common factor found was to manage dormant assets with sufficient reserve to give people confidence that original owners of assets can always reclaim their own assets at any time in the future.
This new scheme may also have the potential to promote social innovation further if finance systems can be well structured with investments or loans. Japan will soon start to conduct a study on investments and loans by utilising dormant deposits.","The scheme has just started, but every year the number of organisations selected will accumulate. This means that the number of people who receive necessary support will increase. Within a few years, a big amount of data around social issues will accumulate because of the one-stop ICT system under development. Some may include failure cases. However, all the cases and data will then be significant to enrich all the activities around social issues, from public policy, academia, private companies, social entrepreneurs, to various non-profit organisations.","a:1:{i:0;s:5:""18351"";}","a:2:{i:0;s:5:""18349"";i:1;s:5:""18348"";}",,,
17852,"Housing Solutions to Support Independent Living for People with Disabilities",https://oecd-opsi.org/innovations/housing-solutions-to-support-independent-living-for-people-with-disabilities/,18/02/2021,"JDC Israel Unlimited",Israel,other,"a:1:{i:0;s:51:""Social services delivery for vulnerable populations"";}","Housing Solutions to Support Independent Living for People with Disabilities ",http://israelunlimited.jdc.org.il/he/Supportedhousing,2012,"Israel Unlimited helps people with disabilities experience life independently by providing them options for independent living in the community. Supported Housing and Expanded Supported Housing offer participants support and practical mentoring every step of the way in obtaining independent living opportunities. Affordable Housing holds the promise of a long term, stable home, and Smart Homes utilizes technological solutions to enhance personal safety and autonomy.","Israel Unlimited strives to reduce gaps between people with and without disabilities and to increase the autonomy of people with disabilities on a national scale. The barriers that prevent people with disabilities from living in an inclusive society according to their needs and wishes negatively affects their quality of life and Israeli society as a whole. So many Israelis with disabilities living in government-supported institutions has led to fractured society, one that has economic and moral implications. Moving people from the institutional system to independent living decreases costs and creates larger scale impact. It simply costs less to include people with disabilities in communities.
Today, some 27,500 people with disabilities in Israel still live in government housing solutions (10,500 in large institutions and 17,000 in hostels/group homes). Israel Unlimited has inaugurated four ground-breaking initiatives aimed at reversing this trend.
Through Supported Housing, people with disabilities receive a holistic basket of support services that allow them to transition to independent housing in the community. Care coordinators prepare the participants and their families for the move, help participants find and adapt an apartment, ensure full exercise of rights, and provide life skills training. Once a participant moves to his or her own apartment, Supported Housing continues to reach out with social activities, mentoring, assistance with home maintenance, and emergency medical services. As of the end of 2019, seven organizations were involved in running Supported Housing in 12 regions and 36 local authorities nationwide. Over the past year, Israel Unlimited has been working intensively to lay the groundwork for transitioning Supported Housing to the Ministry of Labour, Social Affairs, and Social Services by the end of 2020.
An extension of this programme, Expanded Supported Housing is designed for people with more severe and profound disabilities, including people with a medium level of intellectual disability, people on the autism spectrum at a medium level of functioning, and adults currently living in nursing homes due to the high level of care they require. The pre-pilot for Expanded Supported Housing was launched in northern Israel in 2019; by the end of the year, there were two active participants and six candidates. Israel Unlimited intends to expand the program to Jerusalem in the coming year, and to enroll a total of 16 participants, who will be referred by local social services and housing institutions.
Many landlords in Israel refuse to sign long-term leases and/or to rent their properties to people with disabilities. Affordable Housing is a new project that aims to ensure that people with disabilities who are not eligible for public housing and who do not have the resources to buy their own home have a stable housing solution for the rest of their lives. Participants will use the rent subsidies they receive from the Ministry of Housing and some of their benefits from the National Insurance Institute (NII) as well as pooling resources from government, banks, insurance companies, and impact investing. In 2019, Israel Unlimited signed a contract with an operating agency to procure the first few apartments for this initiative. A married couple with disabilities was selected to purchase the first apartment, which they chose in coordination with programme staff. Negotiations have begun with the Tel Aviv municipality to buy several more apartments. Additional operational models will be piloted in 2020 that look to ensure long term sustainable financing, not just through philanthropic support. The pilot of Affordable Housing is for the purchase of 25 apartments.
Giving people with disabilities the capacity to function more independently within their personal space enhances their sense of personal safety and autonomy and boosts their self-confidence. Israel Unlimited’s innovative Smart Homes project achieves this by utilizing user-friendly systems that allow a person with disabilities to control electronic and technological devices, such as thermostat, lighting, home security system, stereo, and computer. A small sampling of such devices includes Sesame Enable (touch-free smartphones), the Grid 3 smartbox, and the Foxifinder smart watch with built-in GPS and panic button. A pre-pilot programme for 50 people with disabilities, ages 18-65, was launched in early 2019. All participants – who were in various stages of needs assessment and technology acquisition as of the end of the year – had at least one disability, ranging from mental health disabilities to intellectual disabilities to physical disabilities and autism. They were selected in consultation with social service supervisors, housing frameworks, local authorities, and service providers. The full-scale pilot will begin in 2020, encompassing 100 people across Israel. Myers-JDC-Brookdale Institute will carry out an evaluative research study.","a:2:{i:0;s:3:""613"";i:1;s:3:""619"";}","Even people with the severest disabilities should have the option of living independently. Being fully integrated into the community has been a primary goal of people with disabilities, their families, and advocates for decades. Yet in Israel, as in many countries, housing options – outside of a government-funded institution or nursing home – are extremely limited. Over the past few years, Israel Unlimited has developed a continuum of independent living solutions for people with every type of disability from physical or sensory disability to intellectual and developmental delay, autism, and mental health disability. Supported Housing and Expanded Supported Housing provide tailored baskets of services and a network of support that help participants every step of the way. Affordable Housing offers people with disabilities the promise of a permanent home. Smart Homes gives people with disabilities the capacity to function more independently within their personal space, wherever that is.","a:1:{i:0;s:14:""implementation"";}","Our housing pilot programmes are at various stages of implementation. Supported Housing, operating since 2012, has achieved full capacity. In 2019, Israel Unlimited began creating a knowledge kit to facilitate handover to the Government of Israel in late 2020. Another important step: several independent living counselors with disabilities were hired (one has cerebral palsy and one is hearing impaired and speaks sign language). Given the success of Supported Housing, Israel Unlimited is advancing the expanded model, which reaches out to people with more complex levels of functioning. Affordable Housing is also in early stages; Israel Unlimited is working with a variety of partners to amass the resources necessary to purchase apartments, creating long term, stable, and independent housing for people with disabilities. Finally, Smart Homes – which exemplifies Israel Unlimited’s person-centered approach by utilizing assistive technologies – will transition into a larger pilot in 2020.","The main partners in these housing programmes include the National Insurance Institute; Ministry of Labour, Social Affairs, and Social Services; and Ministry of Construction and Housing, all of which can leverage the resources necessary to create an infrastructure for Supported Housing/Expanded Supported Housing, and to procure apartments for Affordable Housing. Partners in Smart Homes also include the Ministry of Finance and Digital Israel, a branch of the Ministry of Social Equality.","Beneficiaries of Israel Unlimited’s independent living programmes are people with all types of disabilities who would otherwise find it difficult, if not impossible, to live in their own homes within the community; these programmes provide participants with the wherewithal to live independently in the community. Families of people with disabilities are supported in what can be an emotionally difficult transition. And communities become more inclusive and accepting of people with disabilities.","To date, 350 people with disabilities have participated in Supported Housing and another 105 candidates are undergoing intake; 52 participants have moved into their own homes and progressed enough to “graduate”. Expanded Supported Housing is in early stages and has only two active members in northern Israel; the programme will be expanded to Jerusalem in 2020, with plans to enroll a total of 16 participants before embarking on a larger pilot of 100 people. Affordable Housing is also still in the development stage, with only the first two apartments acquired so far. Smart Homes is in the pre-pilot stage and no evaluative results are available. User research conducted on Israelis with disabilities found that while only 44% used assistive technologies, 68% of those reported that the device had improved their independence. The programme aims to raise awareness among people with disabilities about the benefits of assistive technologies and then provide them with the ability to acquire them.","Our most pervasive challenge has been the need to change attitudes and mindsets. There is still a general belief in Israel that living in institutions is the best solution for people with disabilities. The Ministry of Finance thinks it is more economically efficient and municipalities think the programmes are too burdensome. Landlords are reluctant to rent to people with disabilities and family members are afraid of letting their siblings and children live alone and navigate independently through life. These mindsets are even more entrenched when it comes to people with more severe disabilities. And in the geographic periphery, where families and municipalities have fewer resources, it is even harder for them to accept the premises of the innovation. Israel Unlimited's response has been to change attitudes by showing, not just telling. Organisers have seen significant changes in mindset take place in the communities that have partnered with them in implementing their programmes.","A basic condition for the success of our programmes is affordability. The Israeli housing market makes it extremely difficult for someone with low income to rent an apartment due to the high rents, the fact that landlords typically only sign year leases, the scarcity of studio apartments, and that government subsidies are granted in higher proportion to institutional living arrangements. In response, the JDC developed the Affordable Housing program in order to facilitate access to long term independent living.
Another condition for success is that our government partners need to be on board with our innovations. Israeli government ministries tend to work in silos; people with disabilities receive benefits and services from the ministries of housing, welfare, and social security, separately. Organisers need to bring these ministries together to work holistically. They need them to work together to change funding policy to afford people the opportunity to live in the community instead of institutions.","As mentioned above, Israel Unlimited is taking steps to turn Supported Housing over to the Ministry of Labour, Social Affairs, and Social Services in late 2020. The staff has begun development of a knowledge kit: a writer has been selected, meetings have been held to define the goals of the kit, and focus groups with regional and local professionals have been convened. Moreover, the proficiencies and tools developed for the programme have been adapted to the International Classification of Functioning, Disability, and Health (ICF). Finally, intensive discussions have been held with various regional and local agencies to discuss the transition process. Once the feasibility of Expanded Supported Housing is verified, a similar process will be followed for government handover. Because of its scope, Affordable Housing is being implemented in full partnership with the Ministry of Housing and options for scale-ability are being explored. Smart Homes is in pre-pilot with the goal of replication.","Listen to people with disabilities and their families. They have the knowledge of what they need. As an example, organisers learned from the families that caregiving was an area of service that needed improvement, as caregivers would sometimes leave without warning. Caregivers needed professional development, and organisers needed to facilitate knowledge exchanges within the caregiver community for them to learn and support one another.
Don't be afraid. Someone who tries to develop something new must be brave enough to try and maybe fail. When organisers started the programme, everyone told them that people with disabilities cannot live independently. People said they were wrong to want to take people out of institutions, that it would never work. They had fears that not only would their attempt not work, but that it would make things worse for people with disabilities. But since starting, organisers have successfully brought 60 people out of institutions. They will continue to do so, with greater confidence that they are on the right path. They realised that the same fearlessness must apply to their outlook toward people with disabilities themselves.
Always be learning. See what is happening around the world. Go and learn new models. Get in touch with other organizations. Be curious. Organisers visited the U.S. to see their models. They made connections with experts there and in Europe, who they can now reach out to with questions. Organisers learned about technology—what was available, how to utilize it, and how it could increase economic efficiency by displacing caregiver costs. The whole notion that it would be more effective to transition people from institutions into the community despite it being more costly in the short term was something that organisers learned abroad. It was these sorts of insights that they learned from mentors and partners abroad that gave them the courage to lead the change at home.","Supported Housing was selected as a Zero Project innovation in the past.",,,,https://www.youtube.com/watch?v=AaJMDwaxkBM,https://youtu.be/i1cdk5J8rSA
17865,"EY STEM Tribe Global Platform",https://oecd-opsi.org/innovations/tribe-platform/,20/02/2020,"Ernst and Young (Global) in collaboration with Tribal Planet ",India,other,"a:2:{i:0;s:9:""education"";i:1;s:7:""science"";}","EY STEM Tribe Global Platform",,2019,"With less than a third of world researchers or STEM graduates as women, accelerating achievement of gender parity is not just a fairness argument but an economic imperative. EY and Tribal Planet have launched an innovative gamified platform that engages girls from underserved communities in fun, practical and gamified STEM learning. Through the platform, the innovation has energised public-private partnership, connecting governments and citizens to create an ecosystem of support, awareness and encouragement.","Igniting STEM passion in young people is critical in creating a future generation equipped to address our planet’s most pressing challenges. Further, STEM is a vital tool for girls to facilitate gender inclusion in the workplace, particularly in the Science and Technology fields. Research delivers a stark message:
- Gender parity will not be attained for almost 100 years
- In over 100 years there are 17 women Nobel laureates in physics, chemistry or medicine, compared to 572 men
Our vision is to ignite a movement that enables to address of the following structural challenges:
- Conscious and unconscious bias communicated to girls at young ages by ‘influencers’ (parents, family, teachers and their peer group)
- Stereotyping of STEM as a ‘male’ profession
- Drop-out rates of women through STEM education
- Lack of women STEM role model visibility to inspire girls
EY and Tribal Planet’s endeavour is to encourage and inspire young women to partake in the creation of a more equitable and sustainable world through the power of STEM. EY STEM Tribe is a platform available on iOS and Android devices that engages girls, their parents and teachers. It focuses on girls aged 13-18 from underserved backgrounds in India (Delhi) and USA (Seattle and Atlanta). It is free to download and use. It is not an EduTech solution and is designed to engage girls outside of school in topics that they are interested in. There are three core aspects:
- Girls complete gamified activities around STEM, the Future of Work and Female Role Models. Activities are designed to trigger real-life actions that encourage girls to step beyond their phone and explore their world. This includes completing experiments, collecting crowd-sourced data for scientific research, exploring their environment or engaging with members of their community. Activities are curated in collaboration with some of the world’s leading academic and non-profit organizations. As girls complete activities, they earn digital UNDP SDG badges for the global goals the activities impact.
- Applying behaviour economics, girls earn points for completing activities. They can redeem points for rewards in three categories. Fun (Reward themselves e.g. robotics kits), Important (Develop themselves e.g. mentoring and work experiences) and Lasting (Support others – donations to non-profits that they care about). Girls do not choose between Fun, Important and Lasting: they redeem rewards in all three.
- Behind the mobile platform, a big data analytics platform provides measures on what girls are engaging with, what they like and the impact the platform has had on their development. Data is never sold, shared with third parties or used for any marketing purposes. The platform is deployed through partner schools, non profits and government entities, with recognition programs for the most engaged entity. For example, school prizes for teachers to attend the 2020 Nobel Prize Teacher Summit in Washington DC. It is supported by a global ecosystem of organisations working together to create extraordinary cultural change.
There are three primary objectives:
- Ignite a genuine passion for STEM in girls, including developing STEM skills and helping girls understand that STEM provides a means and a route to success, and equality in life.
- Have a positive impact on the transferable, 21st century skills of girls – skills that will be valuable no matter which career choices are made. STEM engagement is an excellent mechanism to develop these skills.
- Convene a powerful and scalable public-private partnership that works together to deliver sustainable impact on communities around the world.
All beneficiaries have the opportunity to join a virtual and globally-connected movement for social good: Girls get to learn, develop, have fun and earn incredible rewards, schools get access to another route to supplement their curriculum and contribute towards their educational outcomes, caregivers have a route to engage in their child’s learning, and develop a deeper, fact-based awareness of how STEM can create opportunities for their girls, content providers (collaborators in the development of activities, such as Universities) have an extended outreach opportunity to engage a larger and more diverse community, non-profits receive financial donations based on how girls donate their points and greater awareness of what they do. Private organisations (EY and Tribal Planet) get to fulfil their Corporate Responsibility mission towards making the future equal, and develop a pipeline of future women leaders who are attracted to a future career with us. Governments benefit from additional learning and developmental opportunities for their citizens, funded and delivered by the private sector.
We plan to scale the platform and partner ecosystem to new countries (developed and developing) in other languages. The vision is to make the platform available to 250,000 girls around the world by 2022, and to also incorporate the ‘Arts’.","a:6:{i:0;s:3:""619"";i:1;s:3:""283"";i:2;s:3:""613"";i:3;s:3:""156"";i:4;s:3:""181"";i:5;s:3:""614"";}","Using the device to encourage people to engage beyond the device: EY STEM Tribe encourages users to actively engage with their ecosystem to enable social integration.
Technology for social good: EY STEM Tribe shifts the power back in the hands of young people by using technology as a positive force for good.
Trust at the heart: Data gathering by the platform is utilized only to measure social impact without compromising personal data and identity.
Gamification, game theory and behavioural economics: The platform is designed to incentivize users through a fun experience to engage and act based on what they like and what they care about.
Diverse and global public-private partnership: The trust-based ecosystem has created a powerful partnership activating multiple stakeholders in different geographies - governments, academic institutions, schools, teachers, parents, non-profits and corporations – working towards a common goal: Future is Equal.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";}","Current status of EY STEM Tribe
Phase 1 is underway, completing at the end of March 2020. 7000 girls aged 13-18, across 50+ schools in 3 major cities and 2 countries are participating. 30+ partner organizations form the ecosystem. The Government of Delhi is engaged and supporting girl participation. More than 20,000 learning steps have been completed by girls to date. The most popular rewards have been Virtual Reality Headsets, Work Experiences with EY, donations to charities (Girls who Code and AI for Good).
What is happening across the EY STEM Tribe program right now
The platform is operational and impact is being measured on a monthly basis, sharing key (anonymised) insights with ecosystem partners. In parallel, EY and Tribal Planet are finalizing the plans for scaling EY STEM Tribe beyond March 2020 to more girls across geographies with more content and ecosystem partners across the public, private and non-profit sectors.","EY (Innovation sponsor & leader): Global scale and relationships to engage partners, governments and schools and drive the deployment.
Tribal Planet (Platform operator): Experience in content gamification and behavioural rewards.
Government of Delhi (Public Sector Partner): Credibility as advocate across schools and expertise on policy and learning outcomes.
Schools (Operational Girl Access): Direct access to girls to advocate adoption.
Academic institutions (Content Provider): Expertise in STEM.","Primary beneficiaries are the participating girls, caregivers/parents, teachers and schools who engaged in fun, gamified STEM learning enabling change in stereotypes.
Secondary beneficiaries: Government, which mobilised resources to drive public policy through partnership with private organisations. Content providers, who received feedback from app users. The non-profit organisations, which benefited through reward point induced monetary donations.
Key stakeholders are EY and Tribal Planet.","The impact measures are STEM impact (Interest, Competence, Value and Commitment), Future Career options awareness, Key transferable skills (Critical Thinking & Problem Solving Proficiency, Communication & Listening Proficiency, Creativity & Systems Thinking Proficiency, Social Skills & Team Work Proficiency, Leadership Proficiency). Activities are curated to assess ‘Before the Experience’ and ‘After the Experience’ measures for each indicator. The full results will not be published until end of March 2020: All indicators to date are positive.
Projections point to:
STEM Impact - Average positive 23% improvement.
Future Career Options Impact - 83% of girls have a better understanding of career options Transferable Skills Impact: Average increase of 18% of girls assessed as ‘high proficiency’.","Parental screen time and trust debate: Some parents are vocal about increased mobile usage. During initial onboarding convincing some schools was challenging since they had strict parent driven screen time policies. Subsequently, a successful campaign was conducted with schools, including awareness workshops with parents to listen, and explain how the platform was NOT a social media platform and how privacy was protected.
Gender (In)Equality: What about the boys? EY STEM Tribe is only for girls. This resulted in our failure to onboard a small number of co-ed schools (less than 10%). For the majority of co-ed schools, principals were re-engaged to explain our vision for girl-only platform and secured majority support.
Demanding school calendars: EY STEM Tribe launched with a series of workshops conducted with girls and their parents, teachers. Scheduling workshops for 50+ schools with different calendars and educational systems was challenging. With successful negotiation the schools prioritized our program.","Balancing a global-platform with local-relevance: EY STEM Tribe was delivered by a global team in local markets (Delhi, Atlanta and Seattle). Whilst core objectives, impact targets and the experience must be standard, content must be locally relevant to align with local culture, attitudes and education systems.
Trust and Privacy: A platform designed for young people must have clear policies around protecting the privacy of users and how data is processed and used.
Digital vs physical resource model: Phase 1 required significant resource-intensive interventions in deployment locations to engage early-adopter schools. With lessons learned, a focus for Phase 2 is to reduce manual interventions with schools and move towards more of a self-opt-in, self-service solution for school adoption through smart use of digital assets.
Government Collaboration: An expanded role of government for Phase 2 will be critical as the team seeks to rapidly scale the platform across a much larger number of schools.","Within EY: The program is sponsored by EY’s Global CEO. EY is a global organisation with 270,000+ people in over 150 countries. This network of employees, clients, alliances and vendors will be utilized to scale. Strong interest to scale has already been received from EY leadership and employees in other countries.
State and central government: The Delhi government has indicated a desire to scale EY STEM Tribe for more girls in government schools. Interest has also been received from other Indian states and the central government. Government partnerships outside of India are currently being explored for deployment in the next phase.
Other organisations: The innovative ecosystem-approach allows for a plug and play adoption model and there are numerous opportunities to on-board other corporations, non-profits and government entities. EY clients have expressed interest. Through Tribal Planet’s network, there are a number of high profile academic entities and NGOs exploring how to engage.","
- Focus on building ‘trust’ for digital platforms that target young people.
- Invest significant time up front in defining a clear set of impact success metrics.
- Get the right balance between a global model that is locally relevant.
- Listen, learn and adapt: The experience and content must be continually refreshed to align with the interests of the user community.
- Invest resources up front to get the program off the ground, recognizing that the early adopter schools need more interventions than later-adopter schools (when the model is proven and fine-tuned).
- Marketing and communications have a key role to play in the success of innovations such as ours that requires activation of an ecosystem.
- Balancing stakeholders' diverse expectations with multiple ecosystem stakeholders is a key pillar of innovation success.
- With a plethora of girl/women-oriented programs, ‘Gender (In) Equality: What about the boys?’ is a statement which is often heard: Be careful in ensuring that girl/women-centric programs do not make the boys/men feel discriminated against.
","EY STEM Tribe was nominated for UN Sustainable Development Action Awards in May 2019. Very good feedback was received on the initiative's design from UN SDG core team. UN SDG core team requested the EY team to lead a session with UN delegates at the UN SDG festival in Bonn on ‘Technology for Social Good’. Also, the team gave a talk as the change-makers at the SDG Studio (equivalent of a TED talk at the UN SDG festival).
‘Future of work’ modelled core team: EY STEM Tribe core team involved in the design, development and roll out comprises of EY and Tribal Planet team members from 6+ nationalities spread across 10+ different time zones. Remote working, that will soon become a norm, was the base of our working model.","a:3:{i:0;s:5:""17911"";i:1;s:5:""17915"";i:2;s:5:""17919"";}",,https://vimeo.com/392592098/572c52a626,https://vimeo.com/352057914/9f80a82461,https://www.youtube.com/watch?v=3NExLejDAFQ&list=PL3ZOd0y-i_r6-aDLQUxLNYrhQkx3w3vzb&index=2
17892,"Programa Conexão para Reconhecimento Aberto (Connection for Open Recognition Program)",https://oecd-opsi.org/innovations/programa-conexao-para-reconhecimento-aberto-connection-for-open-recognition-program/,18/03/2021,"Conexão Inovação Pública RJ",Brazil,other,"a:2:{i:0;s:12:""public_admin"";i:1;s:18:""Innovation network"";}","Programa Conexão para Reconhecimento Aberto (Connection for Open Recognition Program)",,2019,"The Conexão Inovação Pública RJ is a network of Brazilian public servants. Distance and other factors negatively impact the interaction and mobilisation of network members. The Connection for Open Recognition Program is an action of engagement, collaboration and strengthening of the network to encourage the sharing of material, promotion of new events and recognition and appreciation among the members of the network.","Conexão Inovação Pública RJ is a network formed by Brazilian public servants that promotes free courses and events to share knowledge and experience about innovation in the public sector. The network has two major challenges: maintaining member engagement and improving the dissemination of relevant content about innovation. To face these challenges, the Connection for Open Recognition Program was created. The first prototype was launched in 2019 and the second (current) version in January 2020.
The Program consists of using gamification and open recognition to promote various engagement actions among the members of Conexão Inovação Pública RJ
The main objectives of the Program are:
a) Valuing and recognising members who actively participate in Conexão Inovação Pública RJ;
b) Build several collaborative and constantly growing databases: work on innovation, tools, videos, venues for events, calendar of events, laboratories, teams and innovation networks, etc.
All public servants interested in innovation in the public sector are benefited, as everything done by Conexão Inovação Pública RJ is published in groups on Whatsapp and on the network's LinkedIn page.
For the future, the number of program participants is expected to continue expanding, since it was designed from the beginning to be scalable. The test of the first prototype was until 12/15/2019 and ended with 21 registrants. The second version has 95 enrolled on 02/19/2020.
The program's course of action was determined from the delivery of expected value (recognition among peers sharing knowledge) through diversified actions related to the purpose of the network. Firstly, the aim was to reinforce the feeling of recognition among people in the network and then to foster a culture of knowledge sharing.
Gamification techniques were used for the program, such as badges (which allow you to track which types of activities are most used by the network) and points (""Connection Points""), which can be used in auctions to earn rewards (such as books). For the mapping and enhancement of laboratories, teams and innovation networks, an award contest was created where voting takes place through ""investment"" of ""Pontos Conexão"", using a process inspired by the GovTech Program of the government of Portugal. The recognition of members of the network takes place through referrals between peers. This nomination is submitted for approval by the other members of Conexão Inovação Pública RJ. Whoever obtains a certain number of votes approving the nomination receives a ""Certificate of Recognition"". The idea is inspired by the Belgian government's Be Badges Program.","a:6:{i:0;s:3:""613"";i:1;s:3:""178"";i:2;s:3:""211"";i:3;s:3:""234"";i:4;s:3:""220"";i:5;s:3:""623"";}","The Connection for Open Recognition Program is innovative for several reasons:
1) Encouraged the sharing of knowledge, work and material on innovation, allowing the creation of a collaborative repository of tools, works, articles, videos, places for events and an agenda of events for innovation.
2) Increased people's engagement and sense of belonging to the Conexão Inovação Pública RJ network;
3) A form of governance and management of the network and talent was created through gamification and open recognition;
4) It allowed the expansion of the network's scope of action. Originally it was restricted to public servants in the State of Rio de Janeiro, but today it has a national reach; and
5) Keeps the network active with daily production of new content by the members of Conexão Inovação Pública RJ.","a:1:{i:0;s:14:""implementation"";}","The Connection for Open Recognition Program is currently in its second version (launched in early January 2020). Among the current products of the Program is the creation of a repository of material related to innovation: articles, academic papers, methods, toolboxes and videos from the material that is sent by the members of the network.
17 ""Certificates of Recognition"" have also been issued (until 02/19/2020) for people in the Conexão Inovação Pública RJ network. In terms of physical rewards, three books were auctioned (with Connection Points) among members of the network.
A location map for events for innovation in the public sector and a collaborative agenda of innovation events in the public sector were also created. The Conexão Transforma * Gov Award for laboratories, teams and innovation networks is also underway. In addition to the award, an e-book will be created with the mapping of all participants.","The Connection for Open Recognition Program was created and is managed by a public servant from the National Civil Aviation Agency (ANAC). Awards (such as books) are purchased by the members of the Conexão Inovação Pública RJ network with their own money.","The members of the Conexão Inovação Pública RJ network (public servants, public employees and people interested in innovation) are the main ones impacted by the actions of the Connection for Open Recognition Program.
Like all material that is created or shared by Program participants, citizens, other public servants, companies and civil society organizations also benefit from the Program's results, as they have access to material and events on innovation.","Between 01/06/2020 and 02/20/2020 (second version of Program):
95 people registered
5,500 Connection Points Awarded
17 Certificates of Recognition issued
3 auctioned books
30 shared materials (videos, tools, articles)
17 name proposals for the Connection Transforma Gov name contest
74 votes in the Connection Transforma AwardGov name contest
7 spaces for registered events
12 innovation events mapped
It was observed that after the implementation of the Program, the number of followers of the Conexão Inovação Pública RJ page on LinkedIn grew exponentially. An increase in the frequency and quality (more material exchange) of messages from the Whatsapp group of the Conexão Inovação Pública RJ network was also observed.","The biggest challenge is to maintain the engagement of network members over time, as well as maintaining the supply of databases with new content. A risk of all action with the use of gamification is to stimulate participants with extrinsic rewards only. To encourage intrinsic motivation, physical rewards are used very sparingly and forms of recognition among peers are encouraged.
However, there are very different levels of engagement. The average Connection Points per person is 58, but of the 95 participants, 62 have 50 or less Connection Points and only 14 have 100 or more points.
In order to increase participation in the Program and engagement, new forms of interaction are constantly created with the Conexão Inovação Pública RJ network, which can receive Connection Points and badges.","A program like the Connection for Open Recognition requires a good knowledge of the target audience (which is quite diverse) and of gamification and open recognition concepts and techniques so that the experience created is appropriate and makes sense to the target audience.
The correct management of the program (granting points and badges, organizing auctions, extracting and analyzing data, etc.) and creating new forms of participation on an ongoing basis is also essential.
Certainly the most important element for the success of the program is that it is appropriate and used continuously by the members of Conexão Inovação Pública RJ, mainly due to the fact that the databases and content of Conexão are fed by the members of the network.","The Connection for Open Recognition Programis easily replicable and scalable due to its simplicity. Essentially, it uses several forms as data entry and these data are tabulated, analysed and consolidated using an electronic spreadsheet and a word processor.
The main potential of innovation is the use of gamification (to encourage engagement) in conjunction with open recognition practices (to work with intrinsic motivation) and neither requires specific software.
It should be noted that the Program operates in an innovation network that involves hundreds of public servants from local, regional and national governments, which greatly increases the complexity of the operation. Still, the Program is easily manageable and can be scaled down to be used in simpler structures like small organisations or specific sectors.","In an innovation network formed by people and on a voluntary basis, there will be different types of profiles and needs. Many will simply come in to consume what is done or shared by others and others (few) will really advance the network with their knowledge and experiences.
These people need to feel valued and part of the network. Conexão Inovação Pública RJ is a network formed by people, it is not an institutional network. The Connection for Open Recognition Program exists to value these people and encourage them to make the network grow by generating a virtuous circle of knowledge, collaboration, sharing and recognition.
It doesn't have to be anything complex. You can start with something as simple as referring someone to receive a certificate of recognition and asking others if the person deserves it. That alone is capable of making a big impact.","The Conexão Inovação Pública RJ appeared in July 2018, but it was through the Connection for Open Recognition Program, in 2019, that the network boosted its expansion and reached more public servants who are hungry for innovation and do not know where to find or with whom to talk.
The moment when the team realised that the Connection for Open Recognition Program was important was when one of the members of the network that received a ""Certificate of Recognition"" said that the certificate was very valuable to him, as it was the first time that he was recognised for his work in the public sector and that this recognition came from other civil servants like him.","a:3:{i:0;s:5:""18006"";i:1;s:5:""17977"";i:2;s:5:""17976"";}","a:5:{i:0;s:5:""17985"";i:1;s:5:""17982"";i:2;s:5:""17981"";i:3;s:5:""17980"";i:4;s:5:""17978"";}",,https://youtu.be/v1t1-i17pCE,
17954,"LBChain - blockchain sandbox",https://oecd-opsi.org/innovations/lbchain-blockchain-sandbox/,05/08/2020,"Lietuvos bankas",Lithuania,central,"a:1:{i:0;s:8:""economic"";}","LBChain - blockchain sandbox",https://www.lb.lt/en/lbchain,2019,"LBChain is a blockchain-based technological sandbox which combines regulatory and technological infrastructures and allows start-ups to test their business solutions in a controlled environment. The platform will enable start-ups to gain new knowledge, carry out blockchain-oriented research, test and adapt blockchain-based services and offer state of-the-art innovations to their customers.","As the central bank and financial market supervisory authority, the Bank of Lithuania is primarily responsible for the regulation and supervision of market participants in accordance with applicable legal acts and requirements. Development of a fintech-conducive regulatory and supervisory ecosystem as well as fostering innovation in the financial system is one of the Bank of Lithuania’s strategic directions. Together with other state authorities, the Bank of Lithuania contributes to the development of new growth opportunities for fintech market participants by creating and maintaining a supportive environment, stimulating competitiveness and innovations in the field of finance.
LBChain is a blockchain-based technological sandbox which combines regulatory and technological infrastructures and allows start-ups to test their business solutions in a controlled environment. The platform will enable start-ups to gain new knowledge, carry out blockchain-oriented research, test and adapt blockchain-based services and offer state of-the-art innovations to their customers.
By creating LBChain, the Bank of Lithuania seeks to:
* Create conditions for fintech to acquire know-how and conduct applied research;
* Facilitate the validation of experimental applications and solutions;
* Enable the exploration of development trends of disruptive technologies;
* Stimulate the demand for innovations and introduction of new products to the market;
* Improve the competitiveness of Lithuania and attract foreign direct investments (FDI).
To improve financial market regulation regulators needs to understand new blockchain based products form the core. LBChain – blockchain sandbox allows regulators work together with start-ups from the beginning of their idea and grow competence in new blockchain based financial products. For the start-up working with regulators from early stages of the product accelerates the development of their product and helps go to the market faster and with less expenses, and regulatory compliant. That brings the competitiveness to the financial market and the customer benefits from it.
Central goals of LBChain are: accelerate the development and application of blockchain-based solutions in the financial sector and improve the quality of regulation in the financial sector.
To create innovation sometime process of creation become innovation. For government institutions it is very hard to purchase innovative solutions because of complicated public procurement process. At the Bank of Lithuania we chose pre-commercial procurement (PCP) to create LBChain – blockchain sandbox. PCP is the method where public institutions and product suppliers co-create together, where public institution provide the need, hypothesis, and product suppliers provide their knowledge and resources needed to implement the idea.
The unique thing in PCP is competitive development in phases: procuring body buy R&D from several competing suppliers in parallel (LBChain case: UAB Inntec, UAB Deloitte verslo konsultacijos, UAB Tieto Lietuva, IBM Polska Sp.z.o.o.) to compare alternative approaches and identify the best value for money solutions that meets procuring body’s needs. PCP is split into three phases (solution exploration, prototyping, original development of a limited volume of first products) with the number of competing solution providers being reduced after each PCP phase.","a:1:{i:0;s:3:""162"";}","According to the survey made by Deloitte in the first phase of LBChain pre-commercial procurement, LBChain is unique product in the world because of blockchain test environment and blockchain consultations and support provided by the Bank of Lithuania. Central banks operating regulatory sandboxes that covers regulatory consultations, but for the technical environment where the fintech test case will be deployed and demonstrated is the responsibility of the fintech itself. LBChain provides regulatory consultations and support, same as regulatory sandbox, and technical test environment for fintech where fintech can create and test its solution and Bank of Lithuania specialist provide consultations on technical issues.","a:1:{i:0;s:14:""implementation"";}","In LBChain project we are stepping into end of third phase (development of a limited volume of first products). Market research and prototype was already implemented. Prototype in second phase was tested (LBChain participants (fintech companies) created prototypes of their products and tested them in technical blockchain platform provided by LBChain and get regulatory and technical consultations from LBChain team) with six different fintech companies. Products tested in LBChain: KYC solution for AML compliance, cross-border payments, smart contract for factoring, mobile POS and payment card solution, unlisted share trading platform, crowdfunding platform, payment token. Another seven companies were selected to test LBChain in third phase of the project. Product being tested in LBChain third phase are: asset tokenization, payments, regulatory compliance, security token exchange platform, issuance of green bond.","LBChain is co-funded from EU structural funds. Lithuania Business Supporting Agency and Agency for Science Innovation and Technology were evaluating application and performing the monitoring of the project.
Pre-commercial procurement participants (market research and prototype creation): UAB Inntec, UAB Deloitte verslo konsultacijos, UAB Tieto Lietuva, IBM Polska Sp.z.o.o.
Invest Lithuania – communication and attraction of LBChain participants.","Society - LBChain helps attract FDI, and foster competitiveness in financial sector;
Bank of Lithuania – growth of internal blockchain and pre-commercial procurement competence;
LBChain participants – faster and with less expenses go from idea to the market;
LBChain suppliers - growth of internal competence, IPR of created product.","Global market research has been done, prototype created and tested with six companies. The criteria for success of each pre-commercial procurement phases is detailed in pre-commercial procurement conditions, Annex - technical specification. The results after each phase have been evaluated by the Bank of Lithuania experts and external Agency for science, innovation and technology.
Impact to society or other stakeholders/beneficiaries it is not possible to measure in such early phase of the project.
LBChain already served 13 participants (37 companies express their interest to participate in LBChain). 4 companies are Lithuanian, 2 participants opened their company branch in Lithuania and get licenses, and another 2 companies are planning expanding their business to Lithuania.
In the future impact of LBChain could be measured by the licenses issued in Lithuania.
","One of the biggest challenges was to attract LBChain participants to test prototype in third phase of pre-commercial procurement. After success in second phase where we got 22 applications (most of them form Lithuania) to third phase we try to attract companies from other countries. Challenge was to reach target audience.
PCP itself is a challenge for the suppliers, because it is innovative and not usual way to purchase R&D services, suppliers briefing and managing work with them was a challenge in the beginning of PCP.
All failures and challenges have been responded, some failures cost extension of project timeline, but it did not impacted the results.
","As every innovation strong leadership, personal values and motivation of the team is essential. Project needs to have employee in the organization who is driving that project. In LBChain case infrastructure and policy was key components that helped innovation to occur. Without pre-commercial procurement we will not be able to reach such results. ","Such innovations like LBChain could be replicated by other government (supervisory) institutions. As we know it is not been replicated, but there are some similarities with non-government private sector initiatives. But the Central bank (or other supervisory body) role is essential in such innovation like LBChain.","During the first phase (fintech market research and concept development) we found that for fintech companies’ network/solution partners identification and KYC/AML procedures for customers is essential and rated higher than assumptions of public blockchain protocols of nodes anonymization, decentralization and distribution across geography. That’s why we chose to use enterprise blockchain platforms (Hyperledger Fabric and Corda).
We investigated usage of blockchain platform interoperability and found that in LBChain we need to organize it as multi-platform where two or more blockchain platforms do not need to exchange information between each other.
Working with LBChain participants (fintechs) require broader competence than only financial market supervision and blockchain technology. Business development and other legal issue (e.g. GDPR) are also very relevant for fintechs.
It is difficult to manage PCP process because of a lot of uncertainties in the product and hypothesis based technical specification, usually it caused extension of the timeline.
",,"a:3:{i:0;s:5:""17983"";i:1;s:5:""17984"";i:2;s:5:""17986"";}","a:1:{i:0;s:5:""17987"";}",,https://www.lb.lt/lt/renginiai/tarptautinis-renginys-lbchain-progress-midway-to-success,
18030,"IoT-based Management and Monitoring System for 5G Electromagnetic Fields",https://oecd-opsi.org/innovations/iot-based-management-and-monitoring-system-for-5g-electromagnetic-fields/,15/02/2021,"Korea Communications Agency (KCA)",Korea,other,"a:1:{i:0;s:11:""information"";}","IoT-based Management and Monitoring System for 5G Electromagnetic Fields",https://emf.kca.kr,2018,"With the introduction of 5G, global attention on electromagnetic field (EMF) safety has greatly increased. As such, the “IoT-based, unmanned remote EMF measuring equipment” has been developed steadily to measure EMF 24/7/365 while extending EMF measurement to the entire living environment. An “EMF monitoring system” has also been deployed to manage EMF in real time. In so doing, the system has contributed to the building of an EMF-free country while relieving public anxiety over EMF.","Global attention on EMF safety has increased further as diverse technologies utilizing radio waves have permeated into every aspect of daily life with the arrival of the Hyper-connected 5G era.
In particular, 5G frequencies have the property of strong straight motion and short reaching distance. Therefore, the related 5G mobile network requires five times more base stations than 4G (LTE). As the amount of EMF to which human beings are exposed has increased because the base stations are installed close to the ground, public concern over the harmfulness of EMF has increased, sparking controversy over the diseases caused by EMF.
Since the World Health Organization (WHO) acknowledged in 2007 that EMF may cause leukaemia and announced in 2011 that mobile phone EMF is a Group 2B carcinogen, interest in the effects of EMF on the human body has increased in all countries.
With radio waves permeating into every area of our daily life, the targets of EMF management have increased significantly to densely populated areas (residential/office areas, etc.), public use facilities (subway stations, airports, etc.), and living environment facilities used by the vulnerable classes (schools, hospitals, etc.), as well as the areas surrounding mobile network base stations. Nonetheless, the shortage of specialist personnel and the high cost of measuring equipment (approx. USD 40,000 per unit) have emerged as obstacles to the spread of EMF management across the country.
To resolve this issue, the Korea Communications Agency (KCA) has explored items for improvement from the perspective of the general people as well as experts including university professors by organising the EMF Citizens' Group and KCA Innovation Team.
Using its EMF management know-how in collaboration with the EMF Advisory Committee composed of EMF specialists, KCA has ① developed the “IoT-based, Unmanned Remote EMF Measuring Equipment” for the first time in the world, ② deployed the “EMF Monitoring System” for the real-time management of EMF, ③ disclosed its EMF measurement data through its “EMF Safety Map,” and ④ operated the “EMF patrol car” in order to resolve EMF issues promptly.
① KCA has installed a compact (13cm), lightweight (200g), and inexpensive (USD300) “IoT-based, unmanned remote EMF measuring equipment“ - which it has developed by converging its source technology for EMF measurement with the manufacturing technologies of a small/medium enterprise (SME) - at key locations throughout the country.
② EMF data measured 24/7/365 are automatically transmitted through a mobile communication network and analyzed in real time by the “EMF monitoring system.“
③ EMF compliance information is disclosed in real time through a GIS-based “EMF Safety Map” (https://emf.kca.kr) that the public can understand easily.
④ The measured data are divided into Green Zone (14v/m or less), Yellow Zone (14~28v/m), and Red Zone (28v/m or higher) based on the limits of human exposure to EMF. When a Red Zone is reported, it can be promptly resolved by dispatching to the scene “EMF patrol cars” (mounted with EMF measurement and analysis equipment) that can precisely measure and analyze EMF again.
Before the introduction of this innovation, only one-time visit measurement was conducted selectively at base stations or in places where there was a request for measurement. As EMF is now being remotely measured in real time in multiple areas on a steady basis through the innovation of the EMF measurement and management scheme, the reliability of the measured data has been greatly enhanced. Since the efficiency of the EMF management service has increased by over 30 times, a safe environment free from EMF hazards has been established, allowing all citizens to live safely without the risk of EMF.
The results of a survey on the public awareness of EMF safety showed that public anxiety over EMF has been relieved considerably. The survey compared public concern before and after the innovative service, including EMF measurement and management 24/7/365, real-time disclosure of measured data, and speedy response system.
* Before the service: 40.6 points → After the service: 90.5 points (The closer it is to 100 points, the less the public anxiety over EMF)
In the pilot project, the service was provided to children’s day care centres and kindergartens because infants and children are more vulnerable to EMF. It is also currently being operated at airports and other public use facilities and will be gradually expanded to all living areas throughout the country.
Therefore, KCA wishes to contribute to the realisation of a safe, clean environment in the global community by sharing this case of innovation in the field of EMF measurement and management with the OECD. In addition, KCA is going to create new markets by applying EMF measuring equipment to diverse fields like fine dust measurement equipment, AI speakers, etc.","a:7:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""239"";i:5;s:3:""611"";i:6;s:3:""612"";}","The “IoT-based, unmanned remote EMF measurement and management system” is the world’s first innovative system for managing EMF using ICT technology for the following reasons:
1) For easy installation and mass production, KCA developed EMF measuring equipment that is compact (13cm), lightweight (200g), and inexpensive (USD 300). It has significantly improved the measurement method from manual visiting measurement to unmanned remote measurement and from one-time measurement to constant measurement 24/7/365.
2) To immediately resolve the EMF problem, which is an emergency situation that occurs when the limits for human exposure to EMF are exceeded, KCA has deployed a monitoring system connecting to wireless networks and operating an EMF patrol car.
3) Thanks to all these efforts, the reliability of EMF measurement could be improved, and the EMF service can be spread to the overall living environment; steady intensive measurement and management are also possible in EMF hazard areas.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The IoT-based, unmanned remote EMF measurement and management system has been introduced preferentially to day care centres and kindergartens -- used by those who are most vulnerable to EMF -- and public libraries and government offices used by the residents under pilot implementation. Through the survey on the public awareness of EMF safety, public anxiety over EMF was confirmed to have been improved after their implementation in a given period.
Currently, KCA is expanding the service area even to airports and subway stations. In the future, it plans to implement the service in all living conditions to reduce EMF anxiety, including residential areas, offices, and other densely populated areas.
KCA plans to proliferate the service by adding fine dust filtering or other living utility functions to the EMF measurement equipment or incorporating the EMF measurement functions into diverse products, such as air cleaners and AI speakers.","We have explored the problems, improvement areas and life-oriented management methods from the viewpoint of the citizens and experts together with the EMF Citizens' Group, consisting of university professors, school parents, etc. and the EMF Advisory Committee, composed of EMF specialists. A compact, lightweight, inexpensive EMF measuring equipment that can measure the EMF level was jointly developed by KCA which possesses EMF measurement know-how and Argos, a SME possessing manufacturing technology.","Infants and children who are vulnerable to EMF were the first beneficiaries as the system was applied to day care centers and kindergartens. Today, the system is installed at airport and subway stations, so citizens who use the facilities are also beneficiaries. When the service is extended to the entire living environment, including residential areas and other public facilities, all of the citizens will benefit.","The innovation of the EMF measurement and management system has enabled real-time, steady, unmanned remote measurement and management in various areas and has also enhanced the reliability of the measured data. The efficiency of the EMF measurement service has greatly improved by over 30 times.
As a result of an EMF safety perception survey that compared public perception before and after the service provided to facilities for infants and children who are vulnerable to EMF, public anxiety over the EMF hazard was confirmed to have been relieved.
* Before the service: 40.6 points → After the service: 90.5 points (The closer it is to 100 points, the less the public anxiety over EMF)
Public awareness of EMF safety will increase as the EMF blind spot will be removed when the EMF measurement service is expanded to all living environments, including densely populated areas, public-use facilities, and facilities used by classes vulnerable to EMF.","The target areas for EMF measurement and management have increased significantly due to the explosive use of radio waves, including the introduction of 5G technology. It must be noted, however, that the lack of skilled personnel and expensive (USD 40,000 per unit) measurement equipment became a major barrier to the spread of EMF service throughout the living environment in a short period. It was also difficult to develop EMF measurement-related products as few participated in their development owing to its lack of commercial potential.
In response, KCA has set out to establish a transparent procedure with the aid of the EMF Citizens' Group and EMF Advisory Committee. Moreover, a compact, lightweight, inexpensive equipment that can measure EMF remotely and continuously was developed through collaboration between KCA and a small/medium enterprise (Argos).","Based on EMF management know-how and EMF measurement technology it accumulated for over 10 years, KCA has made steady efforts to develop EMF measurement methods using ICT technology to realize public safety as a core value of KCA.
KCA has formed a consensus on EMF safety based on the communication network deployed to diverse layers of stakeholders including citizens, experts, and university professors. KCA has come up with a life-oriented EMF measurement and management solution suitable for the 5G era.
In addition, the KCA president has personally presided over meetings to reinvent the idea of EMF safety measures. He also prepared various incentive plans for staff members who voluntarily participated. His plan involves mileage points and bonus scores in HR appraisal, citations, and overseas training to those who have made distinguished feats.","Global concern over EMF safety has increased as diverse technologies using radio waves have spread to all areas of daily life with the arrival of the 5G era. As the human body is exposed to more 5G frequencies, concerns over EMF hazard are expected to grow even more.
Thus, it is necessary to deploy globally an EMF-free environment by applying the innovations “IoT-based, unmanned remote measuring equipment” and “EMF monitoring system” developed by KCA in cooperation with OECD.
We also expect new markets to emerge when various living functions such as fine dust and odor measurement are added to the equipment or the EMF measurement function is incorporated into various products such as air purifiers and AI speakers.","The project could enhance the degree of public reliability, sensitivity, understanding, and satisfaction by deploying an “EMF monitoring system” that can manage EMF in real time with the world’s first “IoT-based, unmanned remote EMF measuring equipment” developed.
1) Public reliability has been enhanced as the measuring method has been improved by continuous measurement 24/7/365 instead of one-time measurement.
2) Public sensitivity has been improved by expanding and managing the EMF measuring area, which ranges from the spot of the base station to the entire living environment.
3) Public understanding has been improved by presenting three visualized levels (Green, Yellow, Red meaning safe, alert, and danger, respectively) based on the standards for human body protection rather than mere numbers.
4) Public satisfaction has been enhanced since citizens and experts both participated in all procedures concerning exploring the EMF issues and ideas, making solutions, developing the equipment, and deploying the systems.","1) KCA is the best known as the agency in Korea specializing in the radio wave field with 50 years’ experience. It has carried out EMF measurement and management services since 2007. KCA has also published academic papers on EMF in the Bioelectromagnetics Society (BEMS), the International Electrotechnical Commission (IEC), and the International Telecommunication Union (ITU) and made continued efforts for standardisation activities.
2) KCA recently filed a joint patent application (No. 10-2018-0125659) on the “IoT-based, unmanned remote EMF measuring equipment” - the core of this innovation - with Argos. The plan is to contribute to the development of local ICT industries through technology transfer.",,"a:1:{i:0;s:5:""14818"";}",https://www.youtube.com/watch?v=_ZWtYrXLMHI,,
18242,"Annie™ MOORE (Matching for Outcome Optimization and Refugee Empowerment)",https://oecd-opsi.org/innovations/annie/,10/08/2020,HIAS,"United States",central,"a:5:{i:0;s:10:""employment"";i:1;s:7:""housing"";i:2;s:12:""public_admin"";i:3;s:12:""public_order"";i:4;s:10:""recreation"";}","Annie™ MOORE (Matching for Outcome Optimization and Refugee Empowerment)",http://www.refugees.ai,2018,"While tens of thousands of refugees are permanently resettled to host countries every year, governments lack the capacity to know which communities to place which refugees.
Annie™ MOORE, used by the resettlement agency HIAS, deploys advanced analytics to recommend communities that are most likely to maximize refugees’ odds of being employed.
Annie™ boosts employment chances by at least 30% over manual placement and ensures that the needs of refugees and community capacities are both respected.","There are over one million refugees around the world who, according to the UNHCR, are in urgent need of resettlement, i.e., permanent relocation to another county. In recent decades, the United States (US) has admitted the vast majority of resettled refugees. However, the US government faces a crucial task: to which communities should the refugees be placed when they arrive? The outcomes of refugees depend strongly on the first community into which they are placed. For decades, the US government has been collecting data on whether refugees were successful at obtaining employment, however, until now these data were not put to good use.
Our pioneering software Annie™ MOORE (Matching and Outcome Optimization for Refugee Empowerment) uses advanced machine learning and state-of-the-art integer optimization methods to recommend optimal placements of arriving refugees across hosting communities around the US. HIAS, one of nine US refugee resettlement agencies, has been using Annie™ since May 2018. Annie’s objective is to suggest placements of refugees that would maximize their employment chances while simultaneously ensuring that the needs of the refugees (e.g., child support or language support) are met and the service capacities of hosting communities (e.g., housing or places in training programs) are not exceeded.
The primary beneficiaries of Annie™ are refugees resettled in the United States who now have access to better employment opportunities. The secondary beneficiaries of Annie™ are the residents of communities where the refugees are hosted. Annie™ ensures that communities only welcome refugees that are most likely to find employment there and whom they can help integrate. This reduces community tensions and builds goodwill toward refugees. The tertiary beneficiary is HIAS itself which have been able to streamline and their processes and, by extension, add value to the broader American refugee resettlement program. As more refugees are able to get into employment and become self-sufficient, the return on government funding for resettlement dramatically increases.
Annie™ only recommends the allocation of refugees across communities to HIAS. Therefore, HIAS staff have complete control over the final allocation and ultimate responsibility over where the refugees are placed. Nevertheless, we have found that HIAS staff have been extremely impressed with Annie’s ability to place refugees and rely strongly on Annie’s suggestions.
Annie™ is already perfectly adapted to the refugee resettlement context of the United States. Therefore, Annie™ can be adopted almost immediately by the other eight resettlement agencies contracted by the US government. The benefits of this adoption would spill over to all the other agencies: the richer and more complete data shared across agencies would allow Annie™ to more accurately predict employment likelihood for every agency. Finally, the interface and methods developed for Annie™ can also be easily translated into international contexts. For example, Annie™ could be used for the Syrian Vulnerable Persons Resettlement Schemes in the United Kingdom or for the allocation of recently arrived refugees in Sweden.
To understand how Annie™ works, one can consider two separate steps. First, they apply machine learning methods to find patterns in a large dataset covering all refugee placements by HIAS over the past decade. Their machine learning algorithm is able to pick out the characteristics of refugees that make them likely to get employment in particular communities. Therefore, the model is able to predict the likelihood of employment for newly arriving refugees in any of the communities where HIAS operates. In the second step, organisers decide which communities to allocate all refugee families to maximize overall employment. However, to do that, they need to keep track of different needs of refugees and the service capacities of the communities. In particular, they need to ensure that the total number of placed refugees does not exceed the government-approved annual quota. Moreover, the communities must be able to meet the needs of refugees that join them. For example, if all family members only speak Arabic, we ensure that the community has support staff who are Arabic speakers. There are many constraints of this kind and it is extremely difficult to keep track of them when allocation is done manually. The organisers' integer optimization methods, however, allow us to maximize employment which ensuring that all the needs and capacity constraints are met. Therefore, Annie™ is simultaneously able to improve employment outcomes and ensure that none of constraints are violated!
The inspiration for the research came from the National Resident Matching Program that matches tens of thousands of medical to their residency programs and from patient-organ donor matching programs around the world. These innovations were behind the Nobel Prize in Economics awarded to Al Roth and Lloyd Shapley in 2012.","a:9:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""234"";i:5;s:3:""615"";i:6;s:3:""612"";i:7;s:3:""373"";i:8;s:3:""617"";}","Annie™ is the first-ever software that uses predictive and prescriptive analytics to optimize employment outcomes of resettled refugees. Annie™ is, therefore, a pioneering development in refugee resettlement.
The project is innovative in three ways:
1) Annie™ uses the most advanced predictive analytics. Refugee resettlement requires trawling through a vast amount of data to understand what makes some refugees more likely to get employment in some communities and not others.
2) Annie™ was built with its main day-to-day user-HIAS-in mind. Therefore, Annie™ is extremely user-friendly and incorporates dozens of features that are critical for successful placement. For example, Annie™ can keep track of family members whose applications have been split during the resettlement process.
3) Annie™ runs on light, flexible, open-source software. Therefore, Annie™ is easy to update remotely (allowing for the development of new features) and can be easily customized by other agencies.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Annie™ was deployed by HIAS in May 2018. Previously, HIAS was using manual matching refugees to communities causing 1) information overload: failing to account for multiple attributes (language, nationality, wellness, family makeup) that may be key to successful integration; and 2) placement inefficiencies: case-by-case sequential assignments made with only a partial view of matching landscape are suboptimal. Annie™ analyzes support attributes and communities simultaneously to offer optimized placements through a user-friendly, interactive interface. Annie™ therefore completely eliminated HIAS's placement mismatch. Our backtesting suggests that Annie™ has been boosting employment outcomes by over 30 per cent. Our plans are to evaluate Annie™ with an RCT. The CEO of HIAS stated that Annie™ is at the forefront among the nine US resettlement agencies of using interactive, optimization-based technology to improve refugee integration outcomes, especially employment (see attached letter).","Annie™ was born out of a careful collaboration between academia, civil society, and the federal government. The refugee resettlement agency HIAS played a lead facilitative role in working with our five-member international academic team to develop both a Memorandum of Understanding (MOU) and a data-sharing agreement, as well as a willingness to house, deploy, and test Annie™ in order to improve the resettlement process. The MOU was approved by the leadership at the US Department of State (PRM).","US civil society organisation HIAS uses Annie™ weekly to resettle refugees. Talks are underway to expand to other US resettlement agencies; the Swedish government has also expressed interest. Refugees and host communities are key beneficiaries: Annie™ ensures that refugees are placed in communities where they are best suited to find employment, integrate, and become self-sufficient. Lastly, HIAS resettlement staff benefit by finding better community matches for more of their refugee clients.","During early testing in 2018-2019, the United States government cut refugee arrivals. Thus Annie™-recommended placements were low. Even so, our backtesting of placements with Annie™ indicates that we obtained around a 30% boost in the number of employed refugees. These gains were obtained using a counterfactual analysis of reallocating 2017 capacity by placing refugees in a way that maximizes the total expected number of employed refugees. While numbers are down, discussions are well underway to verify the performance of Annie™ using a randomized control trial. We can already verify that Annie™ has reduced--from around 20% to nearly zero--the number of families that are placed in communities that cannot provide proper support services. As Annie™ is ready for other resettlement contexts, and with greater numbers of refugee arrivals, we would only expect gains to increase as more capacity tends to result in better outcomes. Thus, the 30% employment gain is as a conservative baseline.","Challenges in developing Annie™ have included 1) an acute lack of resettlement agency budget, staff, time, and data; 2) a complex decision environment comprising host communities, refugees and the public-private, federal, non-profit, academic partnership; 3) volatile political climates and attitudes, domestic and abroad, generating crippling uncertainty in resettlement agency operations and planning, 4) lack of other relevant integration outcome measures such as education, physical and mental health, and English proficiency. Approval from the US Department of State through close relationships with HIAS has fortified our resolve to improve the robustness to external factors of the developed employment estimates. A potential future failure is the loss of graduate student support, principally for Narges Ahani – the leading architect of Annie™. We continue seeking financial avenues to support her continued work on this important initiative.","The support of key leadership at both the US Department of State (Barbara Day) and HIAS (Mark Hetfield and Mike Mitchell) were instrumental for the success of Annie™. Their collaboration provided the necessary infrastructure for successful data sharing agreements and understanding of the day-to-day operations which enhanced the prototyping of Annie™, leading to its eventual adoption. Karen Monken, HIAS's Arrivals Officer, uses and gives regular feedback on Annie™. Support from the US National Science Foundation (Operations Engineering) grant CMMI-1825348, UK Economic and Social Research Council grant ES/R007470/1, and Sweden's Jan Wallander and Tom Hedelius Foundation (Research Grant P2016-0126:1) and the Ragnar Söderberg Foundation (E8/13) have been vital to the continued development of Annie™. Finally, perseverance in uncertain times was certainly a factor in the success of Annie™, which was guided and motivated largely by the personal values of the research team.","There is great promise in replicating the successes of Annie™, most directly at other US resettlement agencies with nearly identical matching challenges. Annie™ could also improve placement in the Syrian Vulnerable Persons Resettlement Scheme operated by the British government. A recent report by the UK Independent Chief Inspector of Borders and Immigration recommended that the Home Office “improve the geographical matching process” of refugees in this Scheme. Annie™ has great potential for placement of asylum seekers. In Sweden, asylum seekers granted a residence permit need resettlement. While Sweden does not currently use sophisticated matching techniques, a recent report by the Swedish government recommends the adoption of carefully designed optimization and matching systems. Organisers generated interest after presenting Annie™ at the Swedish Ministry of Finance in 2019. Finally, related contexts such as matching in adoption and foster care may likewise benefit.","Organisers learned several important lessons while developing Annie™.
1. Co-design of software must happen from the very start, involving a feedback cycle between all users and stakeholders.
2. Prior to adoption, analytic solutions that facilitate public sector decision-making must satisfy several design considerations. To engage end-users, design must be attractive, lightweight, and intuitive to use. The design cycle should be transparent and attentive to the practical, operational challenges faced by end-users. The design should be responsive to the dynamics faced by the organisation, data-driven, and in tune with the necessary analytics to discover and drive actionable insights. Finally, the engine design should allow users to interact with and fine-tune the generated recommendations to obtain satisfactory and actionable human outcomes.
3. Due to the frequent constraints in non-profit and public sector resources, any software should be carefully developed and united via open-source technologies whenever possible.
4. Plenty of time needs to be dedicated to ensuring data privacy and confidentiality of user information.","The hope is that by providing a semblance of order in the chaotic resettlement process, Annie™ can offer new hope and opportunity in the lives of many refugees. The placement recommendations that Annie™ produces integrate seamlessly with the domain expertise of resettlement staff, thereby helping to restore dignity to the vulnerable, marginalized, yet indomitable populations that Annie™ is serving.","a:1:{i:0;s:5:""18274"";}","a:2:{i:0;s:5:""18267"";i:1;s:5:""18268"";}",https://youtu.be/0zfO6voMK84,https://vimeo.com/392893650,
18247,"Using behavioural insights to increase patient engagement with validation of hospital waiting lists",https://oecd-opsi.org/innovations/using-behavioural-insights-to-increase-patient-engagement-with-validation-of-hospital-waiting-lists/,15/07/2020,"Department of Health",Ireland,central,"a:1:{i:0;s:6:""health"";}","Using behavioural insights to increase patient engagement with validation of hospital waiting lists",,2017,"Administrative validation of waiting list is where patients are contacted by hospitals in writing to confirm if they still require hospital care or wish to be removed from a waiting list. Many patients do not reply to validation letters. This innovation involved a collaborative redesign of the validation letter, the application of a range of behavioural insights to letter design and testing through a randomised control trial.","It is good practice for hospitals to undertake validation of waiting lists. In Ireland, the National Treatment Purchase Fund (NTPF) published a national protocol to support the management of waiting lists, The National Inpatient, Day Case, Planned Procedure (IDDP) Waiting List Management Protocol (2017). It states that:
“the purpose of waiting list validation is to: maintain hospital-patient communication during the patient’s waiting list journey,
update the patient record, reduce DNA and patient cancellation rates, provide clean, accurate, up to date waiting list data which reflects the true demand for hospital services.”
Administrative validation is the process whereby hospital administration contacts patients on inpatient and day case waiting lists at pre-planned intervals during the year to ensure that patients are ready, willing, suitable and available to attend a hospital appointment or wish to be removed. The Protocol states that it is compulsory that a formal bi-annual hospital validation is carried out on all inpatient and day case waiting lists over six months. Following publication of the protocol, the NTPF consulted across the HSE on requirements to help its implementation. One of the priority areas identified in this consultation was the need to develop a suite of consistent and effective patient correspondence for use with patients across the health service when managing waiting lists.
The Research Services and Policy Unit, Department of Health engaged with the Process Innovation Director Unit in the NTPF to discuss the possibility of taking a behaviourally-informed and tested approach to developing patient correspondence. It was decided the first project should focus on waiting validation. Because many patients do not reply to validation letters the purpose of this project was to explore whether using behavioural insights in the redesign of the validation letter would help more patients to engage with the validation process. This outcome was measured by lower non-responses from patients.","a:7:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""609"";i:5;s:3:""211"";i:6;s:3:""612"";}","This is the first test internationally of the application of behavioural insights to a waiting list validation letter.
Innovative aspects include:
1. Simplified the process and language in letters to patients.
2. Used behavioural design elements in letters to patients.
3. Tested redesigned letters against existing letters using a RCT so the Department can attribute improvements to the redesign (i.e. they can assign causation).
4. Worked collaboration between units in a central government department, two agencies, eight hospitals, and an advisory group (voluntary and research community).","a:1:{i:0;s:9:""diffusing"";}","Following the positive tests results (improved patient engagement by 20%) the redesigned letter was adopted as the national template letter for use in the validation of inpatient and day case waiting lists. The design was also adapted for use in the validation of outpatient waiting lists and recommended as the national template. The innovation was scaled up. So much so that during 2019 the innovative letters were issued to over a quarter of a million patients.
The project learning has resulted in new projects, namely: a redesign and test of appointment offer letters for inpatient and day cases is nearing completion. The project team is also diffusing understanding how the innovation can be applied in other ways and has undertaken more than 10 presentations on the project in the last two years at civil and public sector staff seminars and at national and international open conferences.","This project involved government officials in two Units in the Department of Health, public servants in two state agencies (the Health Service Executive and the National Treatment Purchase Fund), a patient advocacy group, and advisory group consisting of the National Adult Literacy Agency along with behavioural scientists from a think-tank and four universities. The input from all parities was key to the redesign. Ultimately, the responses of 2,800 citizens decided which letter works best.","Citizens
The redesigned validation letter improved engagement. The Department suspect this is because it makes clearer the importance of the validation process and what the patient is asked to do.
Hospitals
Improved two-way communication between patient and hospital.
Improved system efficiencies, with better use of administrative time.
Other participating organisations
It has been very rewarding to be able to generate an improvement.
It has stimulated demand for applications of the innovation to other","The Department could only know with confidence if the innovation was effective if they made the change, measured its impact, and compared it with a group and process identical in every way except for the new element introduced. They used the scientific technique of a randomised control trial (the gold standard) to assess the impact. Half of the 2,800 patients received a letter with the existing format and half received the redesigned letter.
The redesigned letter increased patient engagement. The number of patients who did not reply was lower for the redesigned validation letter (Letter B) than for the control letter (Letter A) as shown in Figure 1. Patients who received the redesigned letter had a statistically significant lower non-response rate of 19% compared to non-responses for patients who received the existing format of 24%, Z = 2.99, p < .01. The redesigned achieved a 19.3% better performance or resulted in one in five non-responders changing their behaviour and responding.","The main challenges were:
1. That the Department were asking already busy people to do more work by testing the redesigned letters.
2. Figuring out how to and going to extra lengths to marry technical aspects of the project with practical considerations, how to ensure rigour testing.
The Department responded to these challenges by focusing on
(a) the objective of better outcomes for patients, and
(b) on the more efficient processes that could arise for staff nationally.","The Department believe the following conditions are necessary for the success of an innovation like this:
1. Positive relationships built on trust and open communication.
2. Leadership to create a vision, to allow something different and to take a risk, the willingness of organisations to advocate and to accept a new vision.
3. A pre-existing protocol for the administrative validation of waiting lists.
4. The ability and willingness to draw on existing evidence.
5. Flexibility of task and process.
6. The willingness to do extra.
7. Advice from service providers and managers, and from plain English and behavioural scientists.
8. The courage and determination to act upon results.
9. A commitment to continuous improvement and innovation.","This innovation has been replicated to address a similar problem. The project designed and tested a redesigned letter for use in validation of inpatient and day case hospital waiting lists (where a citizen is typically waiting for a procedure), and the redesigned has been amended to be used as the national template for validation of outpatient hospital waiting lists (where a citizen is typically waiting for an appointment with a consultant).
The innovation has also been applied to new areas. For instance, during 2019 the same team who worked on this project redesigned and tested a new appointment offer letter for inpatient and day case appointments.
There is also potential to apply this projects approach to other public services.","Behavioural insights are relevant when outcomes are significantly influenced by behaviour.
It is rewarding to be able to demonstrate an improvement.
It is Important to base innovations on sound understanding of behavioural and related evidence, and avoid a ‘tool’ driven focus.
There are many useful guides to help in the design and testing of behavioural innovations.
There are huge benefits from collaborating across organisations and across multiple disciplines.
There are massive opportunities in the health sector to apply behavioural insights and to innovate – but “apply with care”.","A full report on the project will be available on the Department's website:
The Better Letter Initiative: An Impact Evaluation of a Redesigned Waiting List Validation Letter
https://www.gov.ie/en/collection/3c5bc8-health-research-and-statistics/",,"a:3:{i:0;s:5:""21664"";i:1;s:5:""21665"";i:2;s:5:""21666"";}",,,
18307,"Educational Entrepreneurship Incubator for Educators from the Field",https://oecd-opsi.org/innovations/educational-entrepreneurship-incubator-for-educators-from-the-field/,10/02/2021,"Mifras – Educational Entrepreneurship Incubator",Israel,central,"a:1:{i:0;s:9:""education"";}","Educational Entrepreneurship Incubator for Educators from the Field",https://www.mifras.org/eng/,2012,"Public education systems around the world are struggling to find their way to innovate. Top-Down reforms have failed to achieve the needed transformation. Mifras has created and successfully implemented an innovative model to transfer schools into hubs of educational innovation. With a focus on supporting school administrators to establish an intrapreneurial culture and ensure sustainability of innovation developed for continued creation of relevant education ventures at their schools.","Educators in the field are the most important professionals in transforming the education system into a relevant and advanced one, for the benefit of children, teachers, communities and society.
Unfortunately, both the educators themselves, and the ""system"", do not recognise this powerful potential. This is where tools and methodologies from the technological innovation domain are required. This is what the incubator does from a methodological standpoint – develop an intrapreneurship mindset, capabilities and actions, which allow educators to push forward the needed solutions to the tremendous challenges faced. Each school principal who participates in the 2-year incubator programme, immediately affects 20-150 teachers, which impacts 200-2000 children and many more within the school community. Since 2012, over 200 schools became entrepreneurship hubs, impacting over 10,000 teachers and 120,000 students of all ages. The official acknowledgment by the government came in 2014, when the Ministry of Education matched the programme's philanthropic funds, doubling the incubator budget and tripling its capacity. They also adopted the innovation as a formal outcome of the system and appointed Mifras as a consultant to the development of an intrapreneurial culture at the ministerial level.
For the future, the hope is to impact to all schools in Israel and other education systems around the world, promoting more disruptive innovation initiatives and allowing educators not only to lead educational intrapreneurial innovation, but to also bravely challenge some of the very basic assumptions of modern education. This will translate into creating new forms of learning processes and child development mechanisms.","a:4:{i:0;s:3:""211"";i:1;s:3:""217"";i:2;s:3:""959"";i:3;s:3:""619"";}","Entrepreneurship and intrapreneurship are traditionally perceived as related to business. Mifras' innovation stems from the idea of developing educators as educational entrepreneurs, incubating ventures to transform schools and education systems itself. By adapting the most innovative tools from the start-up domain to incubate innovation in education that is developed specifically for educational environments, Mifras' methodology has unique attributes:
*Digital platform designed as a blended learning and gamified tool to develop both teachers and student as educational entrepreneurs
*Hackathons with an emphasis on involving all school populations, parents, the community, and municipality
*School Entrepreneurship Index for self-assessment and development design and comparative research
The outcomes of all these processes are innovative ways for each school to deal with challenges and develop current and future relevancy that is relative for each school individually.","a:1:{i:0;s:14:""implementation"";}","The incubator has been operating since 2012, with 30 headmasters each year, totalling 210 graduated schools.
The Israeli Ministry of Education chose to join the effort in 2014 by matching Mifras' capabilities, making them the organisation's biggest partner.
In the last three years there has been a lot of interest in Mifras' work, including delegations from around the world who seek to deep dive into the model and its implementation.","Philanthropic foundations, leading the education sector in Israel, were our first very important partners both financially and professionally. The Ministry of Education (different stakeholders) is the most important partner supporting the process and outcomes.
Additional:
Entrepreneurial school principals
Municipalities
Ecosystem key players interested in promoting school level innovation: academies, NGO's, EdTech leaders, The Makers Forum","Schools, principals, teachers, communities, children, officials (Ministry of Education), teacher training organizations, and the public education system as a whole.","Mifras' initiatives are starting to play a role in school routine. Teachers are starting to understand initiative goals, develop faith in initiative feasibility and show enthusiasm. There is an increase in reports of entrepreneurship sparked by the initiatives. At schools where participating principals have remained at their posts, all the initiatives have continued even after completion of the program, and are developing in new directions.
Entrepreneurial culture is developing, particularly in schools headed by Mifras graduate principals. The schools headed by graduate principals appear to be the ones with the most “availability” for promoting entrepreneurial culture among teachers.
In numbers:
89% of teachers agree initiatives have a significant positive impact on the school
90%- The initiative strengthens the relationship between teachers and students
78%- The initiative increases sense of belonging to students in the school
73% of managers felt Mifras brought about significant change.","Most education systems today are organised in a centralised way. Reforms are promoted top-down by regulators with innovation coming from outside through the Ed-Tech Industry.
At the beginning Mifras' bottom-up approach to Intrapreneurship made it hard to convince different system level stakeholders to support the innovation. It was also challenging to convince educators themselves to change their mindset to being proactive, innovative and entrepreneurial. They had to overcome years of suppression from following top-down directions, internalized boundaries, and paradigms about what is possible and what is under their control.
This change was achieved through group training and mentoring, using experiential and action based paradigm-shift methodologies, empowerment, and connecting to their own dreams and passions etc. The same challenge was encountered when the principals worked with their team and additional resistance to change occurred until they were giventhe tools to lead their teams.","The conditions needed are:
At least one visionary system level stakeholder (government, municipality or other, willing to give the field educators the space to dream and actualise their dreams.
Organisational infrastructures for the operation of the incubator in collaboration with all relevant stakeholders to enable the educators the basic conditions for innovating bottom up. Sometimes it is about knowing where the resources are, sometimes about how to collaborate with supporting forces, how to work around politics, etc.
Local professionals, familiar with the education system, qualified for leading the educators' training processes (which requires empowering, mentoring, working with the different needs and preferences of each entrepreneur) while role modelling all the guiding principles of how new, relevant learner-centred pedagogy looks like.","Entrepreneurship and Intrapreneurship as a vehicle for innovation is a basic human characteristic. If you can dream you can innovate given the right guidance.
Mifras' incubator has been scaled to over 200 schools all over Israel through the participation of principals in our programmes.
It was also scaled for ministry departments (the national preschool department, municipalities and school chains). Mifras also works with all types of education throughout early childhood to high-school.
Israel’s unique demography has allowed to successfully prove the incubator is relevant to different languages and cultures and can be implemented in multi-cultural contexts.
The team believes this model can address any ‘educational network’ of schools: public, private or municipal. As such, the model has been replicated to assess educational changes in municipalities.
Mifras has been engaging internationally to discuss scalability and the ability to replicate in different countries such as Brazil, Estonia, and Germany","Changing the education system is a global challenge. Most countries struggle with turning this heavy ship to the 21st century. Despite many islands of transformation and innovation around the world, they still do not sum up to a full systematic transformation for all.
At the same time, all around the developing world, education is still not accessible as basic right to every child like it should be. In this challenging reality, it was found that when allowing educators from the field to follow their dreams, with their team, community and children, to design and execute local relevant innovation with the proper training and tools, it can go much beyond just changing one school, it can change the whole system.
This becomes not only about changing education, but about being an active person, active citizen, entrepreneur and innovator for every aspect of life.
This is also risky, since proactive educators can challenge many traditional structures. The importance of using the entrepreneurship mindset, tools and skills is that the stakeholder management, change management, coping with obstacles and long term persistence is already built in.","Last but not least, the educators that Mifras worked with are not the “obvious entrepreneurs”. This was not chosen. The team works with the “average” principals, proving again and again that entrepreneurship can be acquired by the individual and the organisation. This is both satisfying and a great reason for hope.",,"a:2:{i:0;s:5:""18415"";i:1;s:5:""18417"";}",,https://www.youtube.com/watch?v=5RcRXVL9hZk,
18317,"SP4N-LAPOR! Indonesia's national complaint handling management system",https://oecd-opsi.org/innovations/sp4n-lapor-indonesias-national-complaint-handling-management-system/,15/02/2021,"Ministry of Administrative and Bureaucratic Reform of the Republic of Indonesia",Indonesia,central,"a:1:{i:0;s:12:""public_admin"";}","SP4N-LAPOR! Indonesia's national complaint handling management system",https://www.lapor.go.id/,2012,"Indonesia has a wide and complex structure of government which provides different and interconnected types of public services. In this context, public participation in reporting complaints and dissatisfaction with public services delivery nationwide plays a significant role to ensure better quality of public service delivery.
SP4N-LAPOR! has been established to become a one-stop national complaint handling management system in public services.","Complaints and dissatisfaction with public services delivery must be accommodated efficiently. A nationwide complaint handling system is needed to engage citizens and seek their input to improve transparency and government accountability. By doing so, the Government of Indonesia will ensure that citizens can exercise their right to effective and efficient public services nationwide.
In 2012, according to Presidential Regulation (Perpres) No 76/2013 on Public Service Management System, the Government of Indonesia (led by the Ministry of Administrative and Bureaucratic Reform, or KemenPAN-RB) established Sistem Pengelolaan Pengaduan Pelayanan Publik Nasional (SP4N)-Layanan Aspirasi dan Pengaduan Online Rakyat (LAPOR!) as an integrated public complaint management system. SP4N-LAPOR! is designated to become a nationally integrated, one-stop system for managing public complaints. The system offers a “no wrong door” platform for the public to submit complaints. SP4N-LAPOR! is also aimed at increasing government accountability and responsiveness for the implementation of public services, as well as to increase public participation in reporting complaints and dissatisfaction with public services delivery, at both the national and local levels. Through SP4N-LAPOR! the respective governments can:
• Manage public complaints quickly, precisely, thoroughly, and in a coordinated manner;
• Give access to public participation in submitting complaints;
• Encourage the implementation of improvements to the quality of public services.
The Government of Indonesia (GoI) has already made significant progress in implementing SP4N-LAPOR! This national complaint handling system is accessible in many platforms nationwide. The public can access it through the LAPOR! website (www.lapor.go.id), Android and iOS mobile applications, SMS 1708, and twitter @lapor1708. The Tracking ID feature helps users to trace their submitted complaints. Users can check the process through the website page or mobile apps to review the follow-up process.This system is equipped with an anonymity feature that protects the identity of its users. Thus, whistleblower reports are kept confidential.
These improvements have been followed by more local government agencies connecting to SP4N-LAPOR! As mandated in the Ministry of Home Affairs, SP4N-LAPOR! aims to be a National Complaint Handling System (NHCS). The letter encourages local government agencies in Indonesia to use it and integrate their existing complaint handling systems to SP4N-LAPOR!
Through SP4N-LAPOR!, the system is intended to provide e-government services that support government activities in the fields of planning, budgeting, procurement of government goods and services, performance accountability, monitoring and evaluation, filing, staffing, and public service complaints handling.
As of November 2019, SP4N-LAPOR! has received 1,543,465 reports from the public. Of those reports, 66.69 percent were categorized as complaints, 28.73 percent were requests for information, 3.57 percent were suggestions, 0.07 percent were whistle blowing and 0.07 percent were suggestions about priority programs. On average, it takes three to five days to respond to a complaint and around ten days to solve it.
Having SP4N-LAPOR! as the national complaint handling management system is beneficial for the Government of Indonesia in planning policy changes and practices nationwide. The public inputs received through LAPOR also utilized by some of government agencies as additional and complementary information for the creation of development program as well as determining priorities (evidence based).","a:3:{i:0;s:3:""181"";i:1;s:3:""617"";i:2;s:3:""302"";}","Indonesia requires a strong and integrated control system for the management of public complaints toward its services as it faces demographic and cultural integration challenges.
SP4N-LAPOR! is a national complaint handling system that has been connected to various government institutions in Indonesia. The system is targeted to fulfil the no wrong door policy for public complaints nationwide. As the system is integrated with many government institutions, it can follow up the complains from the public to the respective agencies. Having done so, the complaints can be managed properly with a response that is fast, effective, and efficient.
SP4N-LAPOR! has a specific business process that allows the system to be monitored and controlled either in the central government or per region. This process allows SP4N-LAPOR! to integrate the complaints and follow up immediately to the respective government institution.","a:1:{i:0;s:9:""diffusing"";}","SP4N-LAPOR! has been utilised for seven years since it was first built in 2012. Up to 2019, LAPOR! has recorded at least 1,543,465 public complaints through different platforms. Through the Presidential Regulation (No. 95/2018 on Electronic-Based Government Systems (SPBE)), LAPOR! has grown to be a general application for complaint handling management. LAPOR! has become a national complaint handling system that must be used by all government agencies by following its business process, data structure, security system and technology standards. Having this circumstance, some regions in Indonesia have implemented SP4N-LAPOR! and promote it to the local government as well as communities.","The implementation of SP4N-LAPOR! involved many stakeholders. The Ministry of Administrative and Bureaucratic Reform (KemenPAN-RB) as lead ministry worked collaboratively with two other institutions, namely the President's Office and the Ombudsman. Some international development agencies also provided significant supports (such as USAID CEGAH, UNDP KOICA, and GIZ), alongside local CSOs and the public.","1. Communities. Can easily deliver their complaints to the government from anywhere and anytime, without having to determine which agency they should refer to
2. Civil Society Organisations benefits with the public complaint data which helps them to do analysis and develop recommendations for public service improvement
3. LAPOR! helps Government Agencies to get feedbacks on their services, providing them with quick responses, and improving the quality of public services.","Many improvements in public services have been done based on the LAPOR! reports. The data from LAPOR! complaints also have created some local policies. SP4N-LAPOR! has 801,257 users and has received 1,543,465 complaints from the public.
In April-May 2019, a community satisfaction survey was conducted by the Polling Center to 1085 users under USAID CEGAH support. The survey found that 90% of users find SP4N-LAPOR! to be a good reporting channel. The survey was conducted based on the aspects of ACCESS, RESPONSE, and TRANSPARENCY. 72% of users have a positive perception of SP4N-LAPOR! (17% are very satisfied; 55% are satisfied). The greatest appreciation was for ease of access (a total of 86% of users expressed satisfaction, consisting of 21% very satisfied, 65% satisfied).
A LAPOR! competition among government agencies conducted in 2018 and 2019 also showed that the level of enthusiasm within agencies in implementation of SP4N-LAPOR! is increasing (now at 34%).","The challenges of implementing SP4N-LAPOR! in Indonesia are divided in terms of management and use of the application. From the management side, commitment to manage and follow up complaints properly must always be improved and monitored by KemenPAN-RB and other partners so that the management process runs well. To minimise the risk of this challenge, KemenPAN-RB carries out technical guidance activities, knowledge sharing forums, and national public service complaint management competitions.
From the user side, SP4N-LAPOR! faces some challenges to increase user awareness and education about correctly submitting complaints. At present, several complaints cannot be followed up because the report does not include supporting evidence and does not explain the chronology of the incident, so that the complaint cannot be followed up by the respective agencies. In order to promote LAPOR!, the KemenPAN-RB is collaborating with many parties to conduct offline and online dissemination.","The success of SP4N-LAPOR! as a national complaint handling system requires that the system is connected to all government agencies. Agency connection is influenced by the following factors:
1. At present, many agency human resources departments are not equipped to permanently handle LAPOR! A special functional position is being arranged which will allow the management of LAPOR! to be more focused.
2. There is a system that strictly regulates sanctions for managers who do not follow up complaints, and reward agencies that do well in managing the complaint handling system.
3. The number of complaints received by the SP4N-LAPOR! continues to increase every month. From January to November 2019, the average number of monthly reports increased by about 250 per month. A larger server is needed,
4. To encourage commitment from the SP4N-LAPOR! Management Agency, SP4N-LAPOR! provides executive dashboards to facilitate the monitoring and evaluation process.","Based on the mandate of Presidential Regulation Number 95/2019, all government agencies in Indonesia at the ministry, institution, and regional government levels must be integrated and connected to SP4N-LAPOR! as a general application to manage public service complaints. If a government agency has its own complaint management application, the application must be adjusted to conform to LAPOR!’s standard business process, data standards, technology standards, and application security standards. After the integration of these standard procedures, other government agency complaint applications must be connected in two directions, i.e. both applications can be used to accept complaints, and follow up actions are entered in both applications.","Managing internet-based applications that can be accessed by many parties requires ongoing maintenance and development processes. While the LAPOR! application is known and used by many people in Indonesia, additional server capacity and the need to increase data security are essential to protect complaints and reporter data. Innovations to change the application both in terms of interface and ease of use must always be updated to adjust to the requirements of the users. The development of application technology is very dynamic, therefore skilled human resources are needed with development capabilities so that the LAPOR! can continue to be used by the people of Indonesia.
Apart from a good research and development process in the application, managing public complaints requires good cooperation between government agencies. The collaborative development process can be carried out by forming a MoU between institutions, accompanied by lobbying capabilities and negotiations between the leaders of the institutions.","To accelerate the achievement of national development targets, the 2020-2024 National Medium-Term Development Plan (RPJMN) has set six focus areas as a form of innovative approach that will be a catalyst for equitable and adaptive national development. The percentage of complaints managed through SP4N-LAPOR! is one of the indicators in the second topic, namely good governance.
This is evidence of the commitment of the Government of the Republic of Indonesia in establishing a quality complaint management system in order to realise the ideals of excellent service.",,,https://www.youtube.com/watch?v=lV3yjLrAt4w&t=2s,,
18333,"New Zealand Innovation Barometer",https://oecd-opsi.org/innovations/new-zealand-innovation-barometer/,15/02/2021,"Creative HQ","New Zealand",local,"a:1:{i:0;s:7:""science"";}","New Zealand Innovation Barometer",,2020,"Public sector innovation can drive better outcomes for citizens. However, successful innovative initiatives are the result of individual efforts, rather than an empowering environment. How can citizens be provided with access to data to hold their government to account? The Innovation Barometer will do this, giving officials and the public data, spotlighting shortcoming, and providing actionable steps to track changes overtime, improving government's ability to deliver public value.","THE PROBLEM
The current public sector is not setup for innovation. Successful innovative initiatives are the result of individual efforts, rather than as a result of a supportive and empowering institutional environment. Public servants already have access to dozens of toolkits and resources, what they lack is an environment that empowers them to put these tools into practice. Their intent to innovate gets buried under competing priorities and political demands. Senior Leaders understand conceptually that innovation is important, however, they lack the data showing its value and data that makes the gaps and risks of not innovating, impossible to ignore. What happens if they don’t innovate? Resources are wasted on solutions that don’t deliver the desired outcomes.
“We need to show senior leaders and managers that it’s OK to innovate.”
Hon Grant Robertson, New Zealand Minister of Finance
The Innovation Barometer will put real data in front of Senior Leaders that they can’t ignore. The Barometer will act as a spotlight on the shortcoming of a given agency while also providing access to information on ways the shortcomings can be addressed. The data captured relates to both an agency's innovative outputs and factors that influence an agency's innovative ability. Agencies will no longer just understand the importance of innovation conceptually but through data.
These factors are referred to as ‘Innovative Stocks’, each with sub-stocks, that together underpin the conditions for an innovative agency. The five Stocks are:
Innovative Intent: To learn people’s willingness, determination and belief in public sector innovation
Innovative Skills and Capability: To learn people’s understanding and capability to use innovative method
Ease of Collaboration: To learn how the ability to collaborate internally, externally, and vertically may help or hinder innovation
Innovative Culture: To learn how leadership, risk and organisational culture may help or hinder innovation
Institutional Environment: To learn how resourcing, organisational change and political forces may help or hinder innovation
Data will also be collected about existing innovation projects - innovation outputs - to learn more about the following topics:
Types of Innovation
Expenditures and personnel
Objectives
Information channels
Collaboration
External funding
Evaluation
Outcomes/value
Innovative procurement practices
This data will be collected primarily through a survey of public sector staff. Some of the data underpinning the Innovation Stocks will be taken from existing government agencies, which is spread between agencies, reports, and is not always consistent, limiting the holistic insights. We’re creating an economies of scope for data. Where one set of data, interpreted alongside another, creates a whole new dataset of possible insights, which can then be acted upon, ensuring evidence-based decisions.
The aggregated data will be presented as an interactive dashboard for all participating central (federal) government agencies. This dashboard will be made public so citizens have access to more information to hold their government accountable. There will also be a dashboard for each agency, highlighting their unique areas for improvement.
Our objective is to incentivise Senior Leaders to take action to improve their agency’s ability to innovate. The deeper level of visibility, understanding and actionable steps created will catalyse improved efficiencies, outcomes achieved, staff satisfaction, and the promotion of trust, transparency, and citizen engagement.
METHOD FOR IMPLEMENTATION
Creative HQ received funding from New Zealand’s Digital Government Leadership Group to launch the barometer pilot in 2020. As of Feb 2020, the team is building and testing the data development and collection process with its partners.
BENEFITS
Senior leaders: New data and information they do not currently have access to - helping them improve the productivity and well-being of staff and citizens.
Public servants: Seeing changes made to their agencies in alignment with their contribution (through completing the survey) showing they are positively contributing to a stronger public service. They will also have the imperative to use the toolkits they already have access to.
Citizens: Increased access to information through the public government barometer dashboard. Overtime citizens will be the ultimate benefit from improved outcomes as a result of a more innovative public sector.
The June 2020 pilot will be with participating central government agencies. The vision is to include all central and local governments in 2021 and to share the method with countries looking to create a similar product.
COURSE OF ACTION
The Barometer is the result of three months work as part of the Lightning Lab GovTech 2019 accelerator programme. The team gathered in-depth qualitative research on what innovation means in a government context and the barriers to innovation.","a:4:{i:0;s:3:""611"";i:1;s:3:""210"";i:2;s:3:""260"";i:3;s:3:""305"";}","Nothing like this has been tried in the New Zealand public sector or internationally. Research has identified the Nordic Barometers as the closest comparison. However, the New Zealand Barometer goes beyond previous examples in the following ways:
Not only collect survey data from team leaders, but also from front-line staff and management - providing more diverse insight from each agency.
Not only identify the enabling conditions for innovation, but distil this data into Innovation Stocks, that allow areas of strength and shortcomings to be more readily identified.
Not only showcase innovative outputs, but include accessible information on ways to act upon the findings.
The main reason the model was adopted was to better reflect what came out of the interviews with 64 public servants. They did not need another report - knowledge is only as good as action taken.","a:1:{i:0;s:14:""implementation"";}","Currently the team is building and testing the data development and collection process with its academic partners and participating central government agencies. This co-design is crucial to ensure a) all the data needed for the comprehensive insights is collected and b) data from public servants is collected in an ethical way. The level of senior leadership endorsement received is critical for the gravitas of the data collection. The team is supported by a cross-government advisory board to advocate for the work and provide oversight.
19 central government agencies have been involved in the creation of the barometer.","64 public servants were interviewed and continue to be part of designing and implementing the barometer.
Confirmed interest was received from eight government agencies to pilot the barometer and in there are ongoing conversations with another 11 agencies.
Partnering with a well regarded university with intellectual rigour is vital to the credibility of the research. Creative HQ has a working relationship with the Victoria School of Business and Government, in particular the innovation research team.","Data will be gathered from a range of people across each agency - front line staff, managers and senior leaders.
Senior Leaders are key users as they will be those who directly use the dashboard data.
Everyone is a stakeholders. As taxpayers, team members have an interest in how the government services. The barometer will provide a tangible document to hold agencies accountable to improvements.","Getting funding from the Digital Government Leadership Group (DGLG), including Chief Executives from government agencies, is a strong signal of commitment from the NZ government to this work. The DGLG approved the original bid for $204k but they also granted an additional $150k as they felt additional funding would help ensure a robust deliverable. This commitment from government leadership makes certain their buy-in to the barometer - they are the champions that will make this project a success.
The process of collaboration co-design that led to the barometers creation sparked new insights and relationships between agencies as they worked together for the first time, highlighting the positive impact on agency collaboration of the Barometer project.
Going forward, the plan is to repeat and scale up the Barometer annually, allowing to track agency quantitative improvements over time, and highlight how public sector innovation delivers value.","Cultural inclusion is front of mind as the team designs the data development and collection processes. How the team reflects and integrates Te Ao Māori and other forms of cultural and social diversity in the research and actionable steps. To address this a collaboration has been set up with a team that has experience in Kaupapa Māori research.
When the work began, it was thought the the problem was a lack of tools for public sector innovators. The team quickly learnt that there are already dozens of public sector innovation toolkits and that it is complex, ingrained, and difficult to articulate barriers that are preventing innovation. One of the challenges faced was articulating what public sector innovation looks like, and how innovation delivers value in a government context, where stability is so important. This led to extensive research on how to tell the story of why innovation is valuable.","Infrastructure and services
Data collection and storage processes need to adhere to government standards. The team is working with the Government Chief Digital Office and Stats NZ to ensure this.
Leadership and guidance
Success lies in Senior Leaders implementing the recommended actions to improve on their shortcomings. Knowledge is only as good as action. Gratefully, with the endorsement of the DGLG, Leaders will be resourced and incentivised to take action. Once there is a clear understanding on how to improve and a mandate to do so, it is extremely difficult for leaders to turn back.
Values and motivations
Public servants must a) understand what is meant by public sector innovation and b) see the value of it and how it positively contributes to more trust, transparency and reduced risk - which are core government imperatives.","The international movement in public sector innovation is inclusive and transparent. The team has drawn inspiration and continuous learning from the Nordic Barometers as well as several projects across Australia, Canada and the UK. The barometer is designed to be repeated. The vision is to promote the barometer with New Zealand's Asian neighbours and other close countries.
Through this work the Innovation Barometer team has been invited to represent New Zealand in the co-creation of the Copenhagen Manual - the new international guidelines for measuring and developing public sector innovation. NZ is one of 19 countries involved in this work (see the Press Release linked below to learn more). The team is drawing inspiration from, and working closely with, the Denmark National Centre for Public Sector Innovation.","Nurturing relationships
Nurturing relationships across government is needed to build trust. It is all about the people; senior leaders, managers, and staff on the frontline. Maintaining these relationships will help the mana (respect) of the work you are doing.
Always start with why
Clarity around your project is vital. Telling the story which explains why what you’re doing has value is the most critical part of gaining momentum and support.","Governments both reflect and influence the culture of society - building more inclusive and sustainable public sectors across the globe will encourage more accepting and compassionate societies, for which there is great need of today.",,"a:1:{i:0;s:5:""18341"";}",,https://www.youtube.com/watch?v=My6SQBgz7aw&list=PLAZezGcGcCycMtziYqfgEx39Vo3rSDtGR&index=49,
18336,"The Innovation Barometer",https://oecd-opsi.org/innovations/the-innovation-barometer/,11/02/2021,"National Center for Public Sector Innovation (COI)",Denmark,other,"a:3:{i:0;s:12:""public_admin"";i:1;s:7:""science"";i:2;s:140:""Capacity building of public sector workplaces; convener of co-creation actors, knowledge partner in all aspects of public sector innovation "";}","The Innovation Barometer",http://www.innovationbarometer.org,2015,"The Innovation Barometer is the world’s first official statistics on Public Sector Innovation (PSI), now implemented in 5 countries, providing innovators and decision makers with systematic knowledge of what thousands of innovators 'actually do’. The barometer advances PSI as a tool for solving societal problems and is used in practice for: inspiring innovation work, policymaking, strategising, executive leadership development, teaching, research and consultancy services.","Problem
Private companies have been the subject of internationally comparable statistics on innovation for nearly three decades, giving private companies, scholars and public sector decision-makers essential guidance for business development, research and policymaking. For the public sector, however, anecdotes and opinions have been substitutes for statistical data on innovation. It has left public innovators and decision makers without a solid knowledge base. It has also left public sector innovation as such without data-based legitimacy.
Paradoxically, the need to implement, systematise, prioritise and scale public sector innovation has never been greater, as complex problems facing the public sector seem to continually grow in number and scale. Demographic changes, climate crisis, cybercrime, budget deficits, diminishing political legitimacy just to name a few. The widespread understanding that large pools of data, used in other contexts such as machine learning and artificial intelligence, has increased tremendously in value exacerbates the paradoxical lack of systematic data on PSI.
Objectives and solution
Determined to end the data deficit, in 2015 the Danish National Centre for Public Sector Innovation (COI), in association with Statistics Denmark, began separating myth from reality. One objective was to create a new ‘public good’, a pool of data provided to a diverse set of actors to use for their own purpose without reducing its availability to others. This would scale and diversify the impact on the public sector capacity for innovation much more effectively than simply adding the work hours of the (then) 4 COI employees to the existing 800.000 public sector employees.
The result was the Innovation Barometer, the world’s first official statistics on PSI. By 2018 Norway, Sweden, Iceland and Finland had all conducted one or more national surveys, utilising similar methodologies and definitions, though adapted somewhat to better serve national agendas. Their ongoing efforts have also contributed to methodological adjustments, improving the original survey design.
When development of the Innovation Barometer for the public sector began, in line with the desire to benefit from private sector experience, the team looked for guidance in the OECD’s Oslo Manual: Guidelines for Collecting and Interpreting Innovation Data, 3rd Edition, 2005. This focuses on innovation in the private sector, and recommends measuring innovation at the level of the smallest legal units with some authority. In the context of the public sector this means individual workplaces like kindergartens, nursing homes and schools.
Public sector workplaces were asked whether they had introduced an innovation over a two-year period. The team applied an adapted version of the definition of innovation used in the Oslo Manual, replacing, for instance private sector marketing innovation with public sector innovation in communication. Innovation Barometers define public sector innovation as new or significantly changed:
• processes or methods of organisation
• services
• products or
• communication
The innovation must be new to the workplace, but the workplace does not have to be the original inventor. The innovation can also be copied from others or inspired by others’ solutions.
The innovation must have created one or more types of value, such as:
• increased quality
• increased efficiency
• citizen involvement or
• employee satisfaction
The Innovation Barometers cover a range of innovation topics, such as type of innovation, reusing innovation, collaborators, financing, spreading innovation, value created, evaluation, drivers and barriers, and workplace culture.
The Nordic Innovation Barometers show that large majorities of public workplaces are innovative, i.e. they have introduced one or more innovations over a two-year period. In Denmark, Iceland, Norway and Sweden approx. four out of five public sector workplaces are innovative, while 95% of Finnish municipal workplaces are. The findings also demonstrate a high capacity for collaboration, employee driven innovation, adapting and copying and points to solutions when it comes to challenges of evaluation.
Who benefits?
The barometer is a public good, shown in practice to benefit innovators, decision makers, private consultants, HR people, cluster operators and interest groups. The barometer is used for inspiration for innovation work, policymaking, strategising, executive leadership development, teaching, studying, research, consultancy services and public affairs. The barometer gives insight into sector-specific differences between public and private sector, helping innovators in both sectors to learn more from each other.
Scaling
Due to international interest, work on a “Copenhagen Manual” on how to make your own Innovation Barometer has begun. Delegates from 19 interested countries, most of the OECD members, participates in the work: https://www.innovationbarometer.org/cphmanual/.","a:11:{i:0;s:3:""184"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""615"";i:4;s:3:""210"";i:5;s:3:""213"";i:6;s:3:""257"";i:7;s:3:""260"";i:8;s:3:""623"";i:9;s:3:""317"";i:10;s:3:""335"";}","The Innovation Barometer is the first fully representative national PSI survey, spanning all levels of government, in compliance with international quality standards for statistics.
The barometer differs from most statistics, as respondents are essentially end users - public innovators or non-innovators seeking to improve. This is achieved via a practical approach. Although the Oslo Manual was a starting point, every step is guided by the needs of those who will use the results. Questions are selected and tested to fit the interest and real life experiences of public employees rather than theoretical frameworks.
Following the user-oriented approach, 300 innovators were involved in interpreting and communicating results, using their own SoMe profiles, as the team helped them with infographics, photos and cases. Books, videos, conferences and a steady flow of new analyses combined with media strategies led to +200 news articles. Media coverage now occurs without COI doing anything.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Nordic data collection or planning thereof has reached 2nd (Norway 2019, Sweden 2021) and 3rd round (Denmark 2020), enabling comparison over time and across borders. Yet, the most significant development is the growing global interest and demand for practical guidance. To meet the demand, +50 actors from 19 countries are currently co-creating the Copenhagen Manual (www.innovationbarometer.org/cphmanual) - a user-oriented guide on how and why any country could benefit from making an Innovation Barometer. Besides the Nordics, the process has participators from Austria, Canada, Czech Republic, Germany, Greece, Ireland, Israel, The Netherlands, New Zealand, Poland, Portugal, Spain, Switzerland, Wales, OECD and the European Commission. Copenhagen Manual participators from Germany, Austria and Switzerland have tested an adopted version the Innovation Barometer - Innovationskompass - in 2019, planning for nationwide surveys in 2020. https://www.innovationskompass.net/hintergrund.html","1st version: COI, Statistics Denmark and University of Aarhus combined competencies in innovation, user involvement, survey design and statistics. Questionnaire development included 7 workshops, engaging +100 citizens, public sector employees and innovation specialists. Later COI assisted 7 Nordic adaptors - ministries, innovation authorities, municipal organizations (who have joined forces in The Nordic Public Sector Innovation Hub) – who further developed and improved the original design","A large variety of people and organisations use barometer data, applying them for their own purposes, e.g. practical inspiration for innovation work, policymaking, strategising, executive leadership development, teaching, research, consultancy services and public affairs. Or for legitimizing certain decisions and criticising others. In short, the Nordic Innovation Barometers are put to use as the public good they were intended to be, also in ways the developers and adaptors did not foresee.","A telling end user example: Ulla Egholm, the head of a municipal daycare centre, wrote in a review of one of the books based on the barometer: ""The Innovation Barometer: New Together Better' allows you to dive into the different chapters according to what and where in the innovation work, or where you are interested, or need to read what others have succeeded - to be inspired in your own innovation process. There are many instructive practice descriptions that reveal how others have thought innovatively and imaginatively in solving their challenge. The book can be used as a reference in every part of the public sector, and for all kinds of innovation inspiration. There are plenty of useful tools. I think this book is going to be in my ""work library"" as a reference I use when we are working on innovative projects, or whenever I need to read more about where and how others have succeeded with new ideas"".","We underestimated the resistance to measurements. Many public sector employees find themselves overburdened with measurements and requirements for registrations for which they see no purpose. ‘And now we would introduce yet another one’. Various people feared that the public sector would be stigmatized as not at all innovative, that the survey would reveal that public employees were against change or that benchmarking would put some municipalities on display in a bad way.
The team reached out to our critics and learned from their concerns. More had to be done to avoid 'strategic answers', to invoke the interest of the individual respondent and to communicate the team's intentions. The survey was made voluntary and anonymous. Invitation emails were segmented so that each respondent got a personal email with her full name.
Later, when data showed that public workplaces are often innovative and that employee-driven innovation is widespread, critics became fond users of Innovation Barometer data.","You need to never stop thinking of your respondent as a potential user of the results. Why should a busy head of a school, library or nursing home answer? What should she be able to use the results for herself? Be ready to disappoint any innovation expert's dream of data if your user involvement tells you so.
You also need to set up a team or form a partnership where a mix of competencies for innovation, user involvement, survey design, statistics and strategic communication are continuously present.
You should expect resistance from strong and well-organized critics and be able to create a dialogue and understanding with them.
It is important to determine early what the specific purpose of your Innovation Barometer is. What agenda do you hope to set? Use your purpose to create interest and potential collaborations with other stakeholders.
To get the most out of your investment, make it easy and free for others to use your data for their own purpose.","The Innovation Barometer has been developed further by the Nordic countries using it also in subsequent rounds of the original Danish survey. Adding questions to the survey to focus more on topics important in a current national agenda is quite straightforward, although modifying essential questions from the original questionnaire complicates international comparisons. Recommendations on what questions to keep alike will be part of the Copenhagen Manual.
The most significant development made to the Innovation Barometer is that the second round of the Norwegian survey includes a parallel survey targeting local and regional politicians that play a crucial role in enabling local and regional public sector innovation. In turn, this has inspired Denmark to do a similar survey (February 2020) targeting Danish local and regional politician.
The interest in putting work into the co-creation of the Copenhagen Manual from 14 non-Nordic countries indicates a global potential.","The difficult part of the Innovation Barometer is to define and reach the respondents. The survey is conducted at a workplace level, but finding the workplaces can be hard. Reach out to a national statistics agency to explore whether registry information on public sector workplaces is available. If so, also explore the opportunity to merge data from the survey with existing registry data on workplace size, location, etc.
To reach a high response rate for the survey, the invitation email should address the manager of each workplace by name via the manager’s direct email address. When data collection have relied on the general administration within an organisation forwarding the invitations to the relevant managers, the response rate has been lower, as the forwarding practice involves a risk of the survey never reaching the intended respondent. Finding the contact information of all respondents is time consuming, but pays off in terms of a higher response rate.
Make sure to test the questionnaire on potential respondents. It is crucial that questions make sense to respondents in your national setting. Your time is better spent testing the questions than overthinking the them theoretically. Get a head start like this: Translate the exiting questionnaire into your own language using a free online translation service, email the document to 5 public employees you trust, and have them answer using a pencil. Call them up and ask if it makes sense. This will give you a lot of practically usable knowledge as you know have done testing.
Involve stakeholders from the beginning – especially those that might be opposed to the survey, as conflict might be an obstruction. Try your best to reach a compromise beforehand.
Finally, to make full use of the survey results a lot of communication efforts are needed. It is advisable to spend more time and resources communicating the results than conducting the survey, as there is no reason to do a survey that no one will know about.","Sharing your innovation with others takes time, but it multiplies the value of your work as others take it upon themselves to further develop your innovation and test its robustness in new contexts. It also makes your own work much more fun to be challenged by new insights, though it will mean mild annoyance like 'why didn't we think of that ourselves?'. Certainly, the value and global scaling potential of the Innovation Barometer would never have reached its current level had it not been for the adopting processes carried through by Association of Finnish Local and Regional Authorities (FI), Icelandic Association of Local Authorities (IS), Ministry of Finance and Economic Affairs (IS), Norwegian Association of Local and Regional Authorities (NO), Agency for Public Management and eGovernment (NO), Swedish Association of Local Authorities and Regions (SE) and Vinnova (SE).",,,,https://vimeo.com/380236435/447a55d85a,https://vimeo.com/380236548/21767d94d2
18359,"Refugee Response Program of Gaziantep",https://oecd-opsi.org/innovations/refugee-response-program-of-gaziantep/,22/02/2020,"Gaziantep Metropolitan Municipality",Turkey,local,"a:5:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:7:""science"";i:3;s:9:""transport"";i:4;s:20:""Migration Management"";}","Refugee Response Program of Gaziantep",,2016,"The civil war in Syria led to a massive influx of Syrian refugees to Turkey. In response to this influx, the Gaziantep Metropolitan Municipality (GMM) established Turkey's first Migration Management Directorate to lead the refugee response programme of the city. The GMM's migration policy has a humanitarian approach based on social justice and human rights. The GMM focuses on a conflict-sensitive approach to mitigate tension. The GMM's policies are based on ensuring the common welfare of refugees and host communities.","Turkey has a long history of migration because of its strategic geographical location. While it used to be used as a transit country, especially since the beginning of 2000 with the unrest and conflict in the Middle East, Turkey has become a destination country. It is clear that Turkey has to deal with migration management for the next few decades, so it is crucial that a comprehensive migration policy is in place.
With the Syrian crisis now in its eighth year and over 3.6 million Syrians registered under temporary protection (SuTP) in Turkey, the provision of basic needs and services, as well as the integration of migrants and refugees, has become a key priority for the Turkish government. The city of Gaziantep, on the border of Syria, is one of the cities most affected by the influx of migration to Turkey. The official number of refugees in Gaziantep is 446,564 individuals, and a large portion of that number is located in the city centre.
Local administrative bodies and in particular municipalities play a key role in providing assistance to migrants and refugees. The role of local authorities in implementing sustainable and efficient delivery enhancing local integration is now acknowledged in humanitarian strategy planning documents. Municipalities are the forefront actors on refugee response so the GMM established a local refugee response model that involves cooperating with local authorities, UN Agencies, NGOs and INGOs to provide direct assistance to refugees and ease the integration process with host communities. By doing so, the GMM expanded its traditional responsibilities and established innovative units and programmes for refugees. The GMM takes a comprehensive approach to migrant integration in order to ensure that refugees can fully engage with their host society from a socio-economic, political, and cultural perspective. GMM migration policy has a humanitarian approach based on social justice and human rights and focuses on a conflict-sensitive approach to mitigate tension. GMM’s policies are based on ensuring the common welfare of refugees and host communities under a strong belief that raising the welfare of the disadvantaged will raise the welfare of society as a whole.
The main challenge is considering community issues that go beyond providing social services, such as water, sewage, sanitation, infrastructure, waste management, environmental health, parks and green space, transportation, education, health services, and pollution. The GMM plans for the short-term and long-term, seeking to eliminate the socio-economic effects of this global crisis. By responding quickly, supporting refugees’ adaptation to the new environment, and putting infrastructure in place to serve the needs of a large number of new residents, Gaziantep fosters sustainable benefits that continue to unfold. A proactive and responsive approach in addressing the challenges has helped preserve social cohesion in the early stages. The integration and social inclusion of Syrians has helped maintain a sense of social harmony for the longer-term.
In order to cope with those challenges as local government, GMM expanded its traditional responsibilities to provide education, employment, health services, social services and humanitarian aid. Municipalities have an important role to play, not only in providing social services to host communities and refugees, but also in building resilience. To be able to tackle the difficulties related to rapid migration influx in the region, the GMM established these innovative and need-based institutions all free of charge:
• Directorate of Migration Management Department
• Social Research Center (Sarmer)
• Refugee Information and Education Center
• Health Care Services
• Community Centers
• Art And Vocational Training Centers
• Women Shelter
• Rehabilitation Center for Disabled Persons
• Humanitarian Aids
The approach of Turkey diverges from the way in which hosting countries commonly respond to refugee situations—by directing refugees into camps supported by humanitarian agencies. Experience shows that when refugees are supported in becoming socially and economically self-reliant, and given freedom of movement and protection, they are more likely to contribute economically to their host country. The key ingredient to success for this project is that supporting refugees to become socially and economically self-reliant while giving them freedom of movement and protection will make them more likely to contribute economically to the host country.
What the GMM does is not a favour for refugees, but rather an international and humanitarian responsibility in the light of the International Declaration of Human Rights and other international conventions. It is high time to understand that the migration issue is not a problem to be solved but a reality to be managed.","a:2:{i:0;s:3:""618"";i:1;s:3:""196"";}","The Refugee Response Program of Gaziantep represents a process innovation in that the Municipality found a way to respond to the changing needs of refugees in a timely way and to creatively adapt to conditions and limited resources as the needs of those most in difficulty changed. The municipality has been proactive in a crisis that put stress on the quality of municipal services and put at risk social cohesion, stability and public order. Its process of adaptation was characterized by attentiveness to the needs of all residents, finding creative solutions that maximized integration, and shifting priorities as the situation changed. Although the municipal law of Turkey does not put any responsibility to local authorities on migration management, Municipality of Gaziantep took the initiative to work with refugees and established programs for refugee and host communities. The first time a separate directorate within the municipal body was established in Gaziantep.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","The programme is utilising the specific expertise and experience at the local and international level by bringing different parties together and working towards the same goal and vision. By coming together with the experience of the municipality, UN agencies, central government entities, NGOs and INGOs joined forces in enhancing social cohesion, social development and resilience.
The innovative approach of having municipal centres with a holistic approach of social cohesion by bringing together refugee and host communities allowed them to utilise diverse services and approaches of socio-economic empowerment.
The evaluation of the programme and feedback from beneficiaries showed positive progress in the community. Challenges and best practice examples are shared with other local and regional authorities.","The municipality has made institutional innovations to streamline the processes of delivering services to Syrian refugees by establishing collaboration with UN Agencies, public institutions, central government entites, INGOs, local Turkish/Syrian NGOs and international agencies. In order to create additional resources and innovate the process of service delivery, this collaboration is inevitable.","The target group of the work as a municipality is all the people living in the city. The approach of the municipality provides services for refugees and host communities regardless of religion, ethnicity. The focus is on a conflict-sensitive approach to mitigate tension. The policies are based on ensuring the common welfare of refugees and host communities because there is a strong belief that raising the welfare of the disadvantaged will raise the welfare of society as a whole.","The Gaziantep Metropolitan Municipality response to the Syrian crisis is characterised by attention to the needs of all residents, finding creative solutions that maximise integration, and shifting priorities as circumstances change. The local government thus expanded its traditional responsibilities and established new policies. This policy shift helped the region to;
• Improve governance. The situation analysis and risk assessment enabled the Municipality to better direct its resources to the most vulnerable sectors.
• Increase social cohesion between host and refugee populations. When Syrian refugees are treated equal to Turkish citizens, social cohesion is strengthened. Moreover, providing Turkish language classes also promotes social cohesion.
• Increase refugee socio-economic inclusion and/or sustained livelihood. Opportunities to pursue vocational training for Syrian refugees strengthens their chances to find employment in the Turkish labour market.","The influx of refugees has placed huge demands on municipal services, with insufficient human resources and budget and the language barrier posing another issue to the municipality. Lack of collaborative work of other municipal units, public institutions, NGOs, and INGOs caused an important capacity gap. In order to respond to these challenges, the municipality established a unique department focusing on migration management, starting collaboration efforts with different stakeholders. The department brought together municipal field knowledge and authority with international organizations' experience, expertise and budgetary opportunities. When responsibilities were shared and efficient cooperation took place, many of the challenges were overcome.","Local administrative bodies and in particular municipalities play a key role in providing assistance to migrants and refugees. The role of local authorities in implementing sustainable and efficient delivery enhancing local integration is now acknowledged in humanitarian strategy planning documents. Municipalities are the forefront actors of refugee response. For this reason, the GMM established a local refuge response model that involves cooperation with local authorities, UN Agencies, NGOs and INGOs to provide direct assistance to refugees and ease the integration process with host communities. By doing so, the GMM expanded its traditional responsibilities and established innovative units and programmes for refugees. The GMM migration policy has a humanitarian approach based on social justice and human rights and focuses on a conflict-sensitive approach to mitigate tension. All in all, political will, financial support and sustainable policy-making are crucial for success.","Other municipalities benefited from the replication of this project. The GMM cooperated with different refugee-hosting municipalities to draft innovative and needs-oriented response programmes. Also, the GMM helped with the legal process of establishing the migration management department. So far, different municipalities in the region established their own structure for migration management after taking part in a workshop in Gaziantep where experiences, challenges faced, legal obligations and procedures were shared. Finally, the effective work of the Gaziantep Municipality encouraged the Adana, Sanlıurfa, Kilis and Mersin Municipalities to replicate the structure.","Gaziantep's approach diverges from that of other host countries, as it is not limited to directing refugees into camps and supporting them with humanitarian aid. The key ingredient of success for this project is believing that rising the welfare of the disadvantaged will rise the welfare of society as a whole, and that supporting refugees in becoming socially and economically self-reliant, and giving them freedom of movement and protection will make them more likely to economically contribute to the host country.
Providing not only social services but also water, sewage, sanitation, infrastructure, waste management, environmental health, parks and greenfield, transportation, education, health services, pollution was a crucial challenges with the ever-rising population.
In order to cope with these challenges, the local government expanded its traditional responsibilities to provide education, employment, health services, social services and humanitarian aid. Municipalities have an important role to play, not only in providing social services to host communities and to refugees but also in building resilience.",,,,,,
18381,"Procurement Precertification for Innovative Research",https://oecd-opsi.org/innovations/procurement-precertification-for-innovative-research/,18/01/2021,"Ministry of Science and ICT",Korea,central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:7:""science"";}","Procurement Precertification for Innovative Research",,2020,"The Government of Korea has begun to implement a new Public Procurement of Innovation (PPI) policy, aiming to facilite the diffusion of innovation on the wider market. The Ministry of Science and ICT's new approach takes the existing innovation practice a step further by working in conjunction with associated public R&D projects to identify technological novelty and highlight potential social, economic impacts. This builds confidence for innovative companies and further facilitates public research.","Public procurement for innovation is one of the major policy tools to stimulate innovation and promote growth. Innovative economies around the world are setting targets within their public procurement budgets and policies, in order to achieve a number of policy goals:
- to deliver higher quality public service
- to respond to changing social needs
- to support innovative companies to launch & grow
- and to encourage markets towards innovation.
In Korea, public procurement for innovation has been operationalised around four government programmes.
- ""Excellent Product Procurement"" by the Public Procurement Service
- ""Technology Development Preferential Purchase"" by the Small and Medium Business Administration
- ""New Excellent Product Mandatory Purchase"" by the Ministry of Industry
However, these programmes only received lukewarm responses from both public and private stakeholders. There were three key problems associated to the existing programmes:
- Korean SME policy has been developed to protect small and medium size businesses, with little consideration for fostering technological innovation.
- The public procurement process focuses on pricing rather than quality of products or innovative value of products.
- It is difficult to engage innovation stakeholders in the procurement process.
It is in this context that the Government of Korea has designed a new Innovation Public Procurement Model. In order to address these issues, the Government of Korea piloted a new investment process, the Procurement Precertification for Innovative Research (PPIR), aiming to innovate national procurement system towards sustainable innovative path. The PPIR works in conjunction with national research projects conducted by the Ministry of Science and ICT, which spends nearly a half of Korea's R&D national budget of approximately 22 billion USD. Compared to previous Innovation Procurement Programmes, PPIR can approach procurement with much wider source of innovation, as well as deeper understanding of the innovation. The Ministry and its affiliated agencies that have managed the research projects not only have accumulated knowledge of innovations for potential procurement, but also have the authority to coordinate relevant programmes and to manage policies targeting specific innovation sector. Rather than simply reviewing an innovation procurement application, the ministry can mobilize relevant researchers, scientists, policy analysts and industry stakeholders to shape innovation sourcing proactively. Academic research, public-private development efforts, economic/social impact, and market information work together in the PPIR programme.
Whereas previous programmes vaguely defined the scope of innovation procurement, the PPIR targets innovations developed by public R&D programmes. This addresses two problems. Previous programmes did not attract much attention because of unclear boundaries of innovation, leading to no clear-cut stakeholders and lukewarm procurement participants. The PPIR provides basis for pubic-private partnerships and consortium building, as well as inter-agency efforts for innovation procurement. The Ministry of Science works in conjunction with Ministry of Economy and Public Procurement Services (PPS) in order to reflect and shape the innovation procurement processes. Furthermore, the system enables ‘fast-track’ implementation of public procurement by allowing non-competitive contracting for innovative products — such exception has been made possible jointly thanks to the Ministry of Economy and PPS.
The Ministry of Science works with 3,000 expert panellists covering 24 technical sub-fields in order to pre-certify products for innovation procurement. This is in addition to the readily available assistance from researchers and scientists participating in 60,000 public R&D projects annually. In collaboration, the review processes identify technological novelty, social/economic impacts, potential for innovating public procurement and market contributions. Once selected as an innovative product, after expert panel reviews, innovative products are qualified for ’fast-track’ access to public procurements, apart from typical bureaucratic processes. They can seek early markets, which help creating initial sales and scaling up production, benefiting both companies, customers, and researchers who created the relevant innovation.
Motivated by the EU’s PPI programme, the Ministry of Science has formed a conceptual framework jointly with the Office of President, the Ministry of Economy, and the PPS in 2019. The PPIR was approved internally in September. Experts from academia, industry, central and municipal government participated to develop the programme. In January 2020, the programme became official after a 30 day public notice, and work is currently being conducted with applicants to help their products reach public procurement in the field of biotechnology, emergency food supply, smart cities, AI based public services, etc.","a:4:{i:0;s:3:""316"";i:1;s:3:""876"";i:2;s:3:""320"";i:3;s:3:""354"";}","The PPIR programme's economic impact is given by:
1) Its approach further streamlines existing innovation procurement programmes adopted by a number of countries, including the EU, the US, and Korea. The programme works in conjunction with associated public R&D projects to identify technological novelty and highlight potential social, economic impacts, building confidence basis for subsequent government and public procurements. The procurement service can access wider pool of innovative technologies along with expert researchers. Researchers now have a leeway to push their technology into markets. Governments can leverage a network of suppliers and buyers in developing more effective sectoral policies.
2) It improves the quality of public services to citizens. Instead of vague R&D goals, projects are clustered and connected, and the public policies are designed with higher resolution, for more effective public service delivery.
3) Most importantly, it enhances policy credibility.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","Motivated by the EU’s PPI programme, the Ministry of Science has formed a conceptual framework jointly with the Office of President, the Ministry of Economy, and the PPS in 2019. The PPIR was approved internally in September. Experts from academia, industry, central and municipal government participated to develop the programme. In January 2020, the programme became official after a 30 day public notice, and work is currently being conducted with applicants to help their products reach public procurement in the field of biotechnology, emergency food supply, smart cities, AI based public services, etc.","
- The Ministry of Science designs and implement policies for the PPIR, along with actual design and execution of certification processes, securing necessary budgets, mobilizing experts, and conducting publicity efforts.
- The Public Procurement Service works with the programme in evaluating products for their procurement worthiness, as well as registering the products before and after certification for the actual procurement processes.
- The Industrial Technology Association runs the expert panel reviews.
- Researchers & private companies.
","Small and Medium-Sized Innovative companies benefits from early sales and opportunities to forge their innovative products through public procurement.
Universities and Government Labs benefit from their research results channelling through market. Their work could be better evaluated for a virtuous cycle of re-investment.
Government, both central and municipal, benefit from more innovative public service offerings.
Citizens also benefit from higher levels of public service.","The programme was able to reconcile a number of national agencies because of differences among ministries. For an example, a technology has been developed by a certain ministry, however, the public procurement services were only offered to a handful of ministries with limited scope and classifications. The programme was able to pull a wider technology and innovation base into the innovative product procurement processes, with much more expertise support.
The model is quickly taking hold across different agencies. It will gradually expand into other agencies. Public response is extremely positive. Quite a few researchers, scientists, and innovative entrepreneurs were waiting for a programme such as the PPIR.","While it has wider positive public response and potential for effectiveness, it requires more attention than the traditional approach. There is the need to run 24 expert committees and knit together voices from government, industry, academia and citizens. It is quite a burden. The objective is to secure the necessary budget and organisation to match the increasing demand for PPIR.","The process is extremely interwoven by design. While such design is intentionally put in place, it demands much efforts from public officers and experts participating in the process. Probably the key success factor for the project is speed to implement, as many of the similar initiatives have dwindled because the speed to implement policies was not on part with speed of innovation in the market.","The PPIR model is being replicated by other agencies with necessary modifications, in order to suit their own policy goals. Factors that would condition replication can include:
- Availability and access to R&D resources with sufficient technical discussions.
- Availability of experts who can analyse different innovations from a technical perspective, as well as a social and economic one.
- Ministries willing to take risks and change course of their routines and policies.
- Officials who are willing to test different approaches to their policy making process.","One of the most important lesson from using the model was the leveraging of untapped motivations of stakeholders. While researchers and scientists are willing to help the market leverage their technologies, many of the government systems do not allow ready access to unproven technologies. With the help of the Office of the President and the Ministry of Economy, the programme was able to include the scientific community into the government procurement processes, and stakeholders were able to settle their differences. Often different agencies speak different technical languages and bring in different perspectives. The gap was narrowed.",,,,https://youtu.be/PE20vI5mEfM,,
18398,"KP Citizen Portal",https://oecd-opsi.org/innovations/kp-citizen-portal/,11/02/2021,"Performance Management and Reforms Unit, Office of the Chief Secretary, Government of KP",Pakistan,central,"a:5:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";i:3;s:7:""science"";i:4;s:28:""Citizen Engagement and Voice"";}","KP Citizen Portal",http://pmru.gkp.pk,2016,"The KP Citizen’s Portal is a highly interactive mobile application aimed at serving information and services, disseminating information, engaging citizens, and dealing with public complaints in Khyber Pakhtunkhwa, Pakistan. The application effectively uses modern ICT-based and e-governance tools to help citizens get the latest information about essential citizen services. Furthermore, the system implements a closed-loop regarding complaint management, helping government to solve issues and deal with complaints.","Problem Solved?
Citizen Access to Government (without physically visiting Government Offices)
Innovation?
Smartphone-based App to access Government information and services in a single click.
Who Benefited?
Citizens (for resolution of complaints) and Government itself (by improving performance)
Objectives of the System
1. Complaint registration and tracking
2. Public polling
3. Public announcements (related to emergency, law and order, public notice)
4. Food price of essential commodities
5. Government jobs
6. Government tenders
7. E-Citizen (apply for e-domicile, revenue cases tracking)
8. Citizen’s application tracking
9. KP Internship portal
10. ""How do I?"" - Information related how to get various citizen services (Birth certificate, marriage certificate, domicile, Fard, driving license, arms license, etc.) in terms of procedure, location and price.","a:3:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""617"";}","1. An integrated approach to provide all information and services to citizens on a single App.
2. Connected with the Government's real back-end system","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The application has been implemented. 178K complaints have been received and 168K resolved with a user satisfaction of 65%.","Citizens and government officials were involved in the development of this innovation.","Citizens, government officials.","Total 178K Complaints Received, 168K Resolved, Feedback 65% Positive.
Results are measured through an automatic process available in the App.
Expected User Feedback: 72%.","Access and Implementation
Currently, 2800 Officers in KP are responding to the complaints. Training of Officers at remote areas was one of the main challenges.","1. Clear policy
2. Leadership and guidance of the Chief Minister (Head of the Province)",,"1. Category or issue-wise replication of the application was more successful
2. Starting with small services helping citizen to interact effectively",,,,,,
18434,"Crafting & Implementing a Participatory National Innovation Strategy",https://oecd-opsi.org/innovations/crafting-implementing-a-participatory-national-innovation-strategy/,09/02/2021,"Presidential Delivery Unit of the Republic of Paraguay",Paraguay,central,"a:1:{i:0;s:7:""science"";}","Crafting & Implementing a Participatory National Innovation Strategy",https://medium.com/@einnovapy,2019,"The Paraguayan government has designed and is executing its first National Innovation Strategy using a participatory approach. The intention is to co-design an Innovation Strategy by unifying different government sectors, the civil society, academia, and the private sector. This interactive process employs new and innovative strategies to include the community into the policymaking and agenda-setting process.","In August 2019, President Mario Benítez passed the National Decree 2314, calling for a yearlong “National Innovation Strategy” or ENI (Estrategia Nacional de Innovación). This strategy is the first nation-wide strategy specifically for innovation. The ENI is reshaping how policymaking is done in Paraguay, which has generally been very bureaucratic and lacking coordination. Instead, this strategy is more efficient, implemented in record time, and utilising best practices for community participation at both the community and governmental level.
The ENI has two general mandates, as outlined in the national decree. The first is to identify national challenges and develop programs to address these issues. The second is to design a new innovation unit for the national government that will be adopted by the President during the 1st semester of 2020. To achieve both of these objectives, the team has integrated extensive community input into the development process.
To make the Strategy ‘bottom-up,’ the operations team from the government has gone to the community to understand the major challenges they faced. Instead of having the national government decide itself on which thematic areas the country will focus, Paraguay will select these topics based on input from the community. To do so, the team has run workshops around the country—both in major cities and in smaller ones—with local leaders to understand the daily challenges faced by people in these communities. At the same time, the team is actively deploying online workshops to reach a larger audience. These workshops emphasise that the Strategy is everyone’s national innovation strategy, and each workshop ends with an open invitation for community members to participate and stay involved with the strategy moving forward.
Importantly, the Strategy is not just concerned with challenges, but also focuses on the capacities the country possesses to address these issues. These two inputs are being used to develop a mapping of Opportunities to Innovate. This framing is important because working on the selected initiatives will increase the innovation capacity of the country. It will do so by bringing together different actors in society to work together in a new way and with a common goal. This process will become institutionalised and scaled once the new innovation unit is created, which will be responsible for the execution as well as the replication of this process in the future.
Additionally, since the goal is to be community-driven, the ultimate decision about the Strategy, such as selecting the challenges as well as the formation of the new governance unit, will be decided by a ‘Driving Team’ as well as 7 ministers from the government. The decision-making authority therefore rests with the public as well as the broader government, rather than just the operating team running the Strategy.
The concept behind the Driving Team is similar to the private sector, in which companies have Executive Boards. Eighteen individuals were selected from civil society, the private sector, and the academic and scientific community through an open application process. This also marks the first time that entities from all of these sectors have come together to discuss national-level challenges. Providing space for community representatives to participate in the government’s decision-making process is an important step for the government. In the past, people have been looking for more ways to get involved with the government’s decisions, and therefore people are eager for such opportunities.
Working closely with the different ministries is also an intentional effort to ensure that the Strategy is co-created by all parts of the government. Gaining the support of the different ministries is important for the success of the initiative and the new innovation unit. This will have a broad and long-reaching impact for the development of the country as these groups will be more likely to support the national Strategy and be willing to have their ministry collaborate with the new innovation unit.
The operation team within the National Innovation Strategy has been taking advantage of this opportunity also to unify key stakeholders in the country. In Paraguay, there are several resources earmarked for innovation within the different ministries and groups. However, the challenge is that these projects are often done in isolation in a more siloed manner, confined to a specific ministry or organisation. This means that it is harder to collaborate and share lessons between different entities, sometimes leading to duplicate or ineffective projects. However, a more cohesive and organised national strategy will ensure that lessons learned can be more easily shared. The community will also benefit from having greater and more efficient investment in innovation.","a:4:{i:0;s:3:""257"";i:1;s:3:""619"";i:2;s:3:""181"";i:3;s:3:""190"";}","This participatory strategy represents the first instance of unification between national actors, including the public sector, private sector, academia, and civil society. This allows for broad representation and a better informed decision-making process. The Strategy is unique with its ‘co-creation’ process; it is not the strategy of just one ministry. Instead, it is the Strategy of everyone, and to ensure that everyone has ownership, there have been several online and in-person ways for people to participate. Increased collaboration at the government level has also improved efficiency, making the policy-making process move quickly.
This strategy is also unique because the long-term vision is not just to address the selected challenges but also to develop the country’s ‘innovation muscle.’ Executing these programs will require many players to work together and will integrate innovation into the thinking and working process for companies, citizens, and government long term.","a:1:{i:0;s:14:""implementation"";}","The National Innovation Strategy is currently in the implementation phase. Starting in October 2019, the team began running in-person workshops around the country to gather the input from local leaders and citizens on the challenges and opportunities faced by Paraguay. In January 2020, an online workshop was also launched to allow more people to continuously participate. Analysis of responses shows that 6 major themes that have emerged, all of which are now being validated with local experts on the topics. The team is working with an economist to develop a set of criteria for the Driving Team to use when selecting the two challenges in April 2020. At the same time, the team is evaluating different structures for the Paraguayan Innovation Unit, which will be formally launched during the first semester of 2020, by Presidential decree. At the same time, the team has been strengthening international connections to help with the design of the initiatives, once selected.","The foundation of the Strategy is collaboration, both nationally & internationally. Seven ministers, the driving team with broad public representation, the UN’s Acceleration Lab, IDB, and the World Bank, among others. Workshops are being held with experts and practitioners on thematic areas to better understand the challenges that have arisen. Partnerships with local leaders are necessary for running workshops and getting input from citizens, and the private sector has supported with public events.","Citizens benefit since the innovation unit will more efficiently coordinate the deployment of national resources for innovation and for the two selected national challenges. Government organisations benefit from increased communication between organisations and ministries, facilitating the sharing of best practices. Civil society and academic groups also benefit as this is one of the first times they get to closely participate with the government and be involved in the decision-making process.","While the strategy is still being executed, it is a very iterative process, meaning that it is continually being adjusted and adapted as new learnings and observations arise. In total, the team has led 9 identifications workshops and 5 expert workshops, speaking with 245 unique participants. To get maximal participation in different cities around the country, the team has learned to establish strong local contact to help rally support and increase turnout at workshops and to also use the online platform. At the same time, the team realised that it is important to focus both on challenges faced and on Paraguay's current assets. Together, these constitute ‘Opportunities to Innovate,’ and the team has discovered over 300 so far. From these, the top few options will be presented to the Driving Team in March, when they will select two of them for the national initiatives.","One challenge the team has faced is the fast timeline of the strategy. Given that the process is less than a year in length, the team has had to move quickly in order to fulfil its mandate. Because of this, it has not been possible to have numerous workshops in all parts of the country; to overcome this challenge, the team has launched an online tool for virtual workshops. However, the fast timeline has made it hard to develop and deploy the technology. Originally, one member of the Driving Team created an online platform for idea submission; however, due to technological difficulties especially in rural areas, it was not deployed. Nevertheless, the team created a video tutorial and is recruiting volunteers to lead virtual workshops in place of this tech platform to ensure that more people can participate.","The strategy needs to have a few key leaders, or champions, who will support such a new approach within the country. Since the new innovation unit will be placed in the government, it is particularly important to have the support of different government leaders and ministries, which can happen by involving them in the co-creation process to ensure that their perspectives are heard. These champions also need to have good relations within the broader community. Since success for the unit and the strategy will depend on the successful unification of different innovation players, it is necessary that there is support from different community and private sector groups. At the same time, international partnerships have also been critical. Because innovation requires doing things differently, it will be useful to learn from what other countries and organisations have done in structuring their innovation units and also addressing national challenges.","Because the Innovation Strategy is still in the implementation phase, it has not yet been replicated elsewhere. However, once created, the new Innovation Unit will continue to push for innovation in the country and will coordinate innovation efforts moving forward. The unit will also execute the initiatives for the two selected challenges and repeat this process in the future, therefore continuously accepting input from the public about ideas and problems faced. This will help the country continue to develop its capacity for innovation. At the same time, the unit will help take the solutions developed in Paraguay and ‘export’ or share them globally, to help address similar challenges in other countries.","One of the key lessons from this strategy is that co-creation is necessary. Leading up to the passage of Decree 2314 by the president, there was roughly a year-long process in which interested community members volunteered their time to discuss what an innovation strategy might look like for the country. This consisted of workshops, meetings, panels, and chats with other countries to get a better sense of what innovation could look like in Paraguay, and to truly uncover what the people wanted to see in their country. This concerted effort from these individuals at an early stage helped gather support from multiple sectors and also fundamentally made this initiative both a public and a private effort. Therefore, one of the major lessons learned from this strategy is to ensure that the initial idea creation process heavily involves citizens before it is brought up to the highest decision-making authorities in the government.",,"a:9:{i:0;s:5:""18439"";i:1;s:5:""18442"";i:2;s:5:""18443"";i:3;s:5:""18444"";i:4;s:5:""18446"";i:5;s:5:""18447"";i:6;s:5:""18448"";i:7;s:5:""18440"";i:8;s:5:""18445"";}","a:2:{i:0;s:5:""18449"";i:1;s:5:""18450"";}",,https://twitter.com/ENIparaguay/status/1228027462627577856?s=20,https://twitter.com/ENIparaguay/status/1227307754953547777?s=20
18452,"Creation of an innovation fund for the Irish Public Service",https://oecd-opsi.org/innovations/ireland-innovation-fund/,21/02/2020,"Department of Public Expenditure and Reform",Ireland,central,"a:1:{i:0;s:12:""public_admin"";}","Creation of an innovation fund for the Irish Public Service",https://www.ops2020.gov.ie/networks/funding/,2019,"The Public Service Innovation Fund provides public service bodies in Ireland with a means to fund innovative projects that may not otherwise get financed by their organisations. It was developed to help promote a greater culture of innovation and experimentation in the Irish Public Service, and to showcase the benefits of innovation to other public servants considering embarking on their own innovative project. This is Ireland's first public service-only innovation funding mechanism.","We are living in a period of fast-paced global change and with an ever increasing succession of complex challenges facing Ireland and the Public Service. It is therefore crucial that our Public Service continues to prioritise innovation and that we enable our public servants across all sectors to effectively respond to these challenges.
In 2018, the European Commission’s Structural Reform Support Service examined Ireland’s Public Service innovation maturity level. This assessment indicated that innovation in Ireland’s Public Service was patchy and, while there are excellent ‘pockets’ of innovation in areas of the public service, a more systemic and strategic approach to innovation was required if Ireland is to become a world-leader in public service innovation.
In consultation with a wide public service stakeholder group, a variety of initiatives were developed and delivered to deepen an innovation culture in the Irish Public Service including the creation of the Public Service Innovation Fund.
The Public Service Innovation Fund, which launched as a pilot in May 2019, is a competitive fund that aims to support innovative ideas from across public service organisations In Ireland and turn them into a reality with funding available of up to €50,000. For exceptionally strong projects funding of up to €100,000 may be granted.
Innovative projects were sought that could be realised over a relatively short period of time. It was important that projects had a strong focus on outcomes and impact and also have an emphasis on scalability, transferability and learning within the Public Service. Collaboration between public service organisations and other actors in the ecosystem was also highly encouraged.
The fund sought to help finance projects that:
• could help add value to an organisation and make what they do better for the user/public;
• demonstrated new ways of working and helped deliver an organisation’s strategic outcomes;
• implemented approaches and ideas that could be spread elsewhere or help to create learnings for other public servants from experimentation;
• encouraged cross-organisational or cross-silo working and showed commitment from an organisation to innovation;
• used evidence, insights and data to drive innovation or sought to create evidence and data for future innovations.
The pilot fund was 14 times oversubscribed with nearly 140 applications from all sectors of the public service. The high level of interest in the fund demonstrates the willingness of Irish public bodies to reshape our work practices and how we deliver services.
Some applicants proposed new collaborations, others examined how new technologies could be applied to existing problems in their organisations. The common factor was a desire to add value to their organisations and create better services and outcomes for the public.
18 diverse projects were funded and include:
• A youth personal development programme in a secondary school;
• Innovative redesign of an occupational therapy rehabilitation facility;
• Development of an App to simplify capturing the impacts of climate events and trends;
• The development of a programme on mobility solutions across the four Dublin local authorities;
• Hackathons in An Garda Síochána (Irish Police Force) to look at organisational challenges and technology for policing;
• Sensors on ringbuoys to address the issues caused by lost or stolen buoys;
• A project to create child distraction spaces in the courts service;
• Online profiling tool for SMEs;
• Voice search project for citizens' information;
• Virtual Reality training for the Irish Defence Forces;
• Collaboration between an Irish university and a prison to address better reintegration in society through education; and
• Drone photogrammetry for emergency response mapping.
The pilot fund has been a fantastic success and with the result of a doubling of the budget for the 2020 call for projects to €1 million.","a:3:{i:0;s:3:""211"";i:1;s:3:""213"";i:2;s:3:""305"";}","This is Ireland's first Public Service Innovation Fund. It is geared exclusively towards public service bodies to help engender innovation within public services and to create a competitive approach to innovation in the development of public services in Ireland.
Crucially, the fund was designed to encourage cross-organisational collaboration and to fund projects that would be unlikely to be financed in the normal course of their organisation's business.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The pilot fund has completed its first round of funding and evaluation. A mixed set of evaluation techniques were utilised including quantitative surveys and qualitative conversations. Organisers have now launched the 2020 iteration of the fund.
The fund requires applicants to describe and frame problems and to outline the types of solutions that have been considered before settling on a proposal. Applicants are also required to outline how they intend to implement the innovation and draw down the funding in a quick but structured fashion, balancing the need for rapidity in testing with the obligations of public servants to be prudent with taxpayers' money. Successful applicants are also required to provide (to the Department responsible for the fund) progress reports and engage in evaluations post-implementation for the purpose of determining success; but also to help generate case studies to allow for scaling elsewhere in the public service, transferring and diffusing lessons.","This innovation fund was proposed and approved in principle in 2018, in consultation with a number of cross-sectoral expert groups on innovation in the public service in Ireland. This included members of the Civil Service, the medical community, academia, the Defence Forces, the teaching community and others. The fund is just one of many recommendations from the groups that were brought together and inspired by the goal of creating a lasting culture of innovation in the Irish Public Service.","Users of the fund are Public Servants. Stakeholders can include all parties that engage with the Irish Public Service and so these can be diverse and many in number. The primary beneficiaries from this fund should almost invariably be the user of the service; the citizen or member of the public. The entire objective of the fund is to make public services easier and better for our citizens and to deliver improved outcomes for citizens.","During 2019, 18 projects were funded (out of nearly 140 applications) and almost all of these projects reported significant impacts so far for their users. As a consequence of the (measured) impacts, the fund was increased after its pilot year.
Impacts are measured using ex ante and ex post evaluations using metrics that are established by the applicants as appropriate (these can include efficiencies, user satisfaction, speed of service, better quality data etc.).
Future impacts include the effects of scaling some projects across other parts of the public service but crucially engendering a culture of experimentation and innovation amongst staff in the Irish Public Service.","Initial challenges were around the volume of applications and providing an equitable and reasonable method for first instance evaluation, especially in view of the wide range of project types across the gamut of services provided by the Irish Public Service.
Other structural setbacks include Government accounting rules and the effect this has on project selection. Certain Government accounting rules can militate against the flexibility required for an agile and responsive innovation fund.
These challenges are being dealt with through an engagement process with the sponsoring Department.","•Strong leadership support from exchequer management for innovation and a clear understanding at leadership level that small levels of funding can create enormous impact for the citizen.
•A willingness from policy-makers to allow a certain degree of flexibility with financing and the delays that can accrue if procurement processes are required.
•Strong resourcing of projects from applicant organisations and a clear commitment from applicant organisation's leadership to see the project through to finality.
•Motivation and commitment of the staff who manage the fund and give meaningful feedback to unsuccessful candidates.","This has not yet been replicated domestically, however this is likely to form part of Ireland's forthcoming Public Service Innovation Strategy (in terms of resourcing innovation, especially in larger public service bodies).","Innovation clearly needs funding and resourcing (not always, but in many instances). Organisations are very rarely in a position to fund higher risk projects, projects with no track record or projects that may incur experimentation and, potentially, failure.
Funds are a great way of getting people involved in innovation at a central level. People who apply for funding are then brought into the larger ecosystem of public service innovation at the centre of Government. For example, fund applicants were invited to join the Public Service Innovation Network, to encourage their organisation to endorse the Public Service Innovation Declaration, to access learning and development opportunities available from Central Government and to sign up for newsletters and become a point of contact for others in their organisation who may be interested in innovation.",,"a:1:{i:0;s:5:""18458"";}","a:2:{i:0;s:5:""18528"";i:1;s:5:""18455"";}",https://www.youtube.com/watch?v=guDSBLcu7FI,https://www.youtube.com/watch?v=MRJbFEfHzvo,https://www.youtube.com/watch?v=eWxhfMPDIcM
18456,Mirsal,https://oecd-opsi.org/innovations/mirsal/,09/02/2021,"Abu Dhabi Municipality","United Arab Emirates",central,"a:3:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";i:2;s:9:""transport"";}",Mirsal,https://uaehub.ae,2020,"The ""Mirsal"" service was developed on the UAEHUB.ae platform and enabled for all those registered with a UAEPass. This service dramatically enhanced the correspondence system for both private and public actors, having a positive impact on the environment and on the delivery speed of business letters between different entities.","'- The Mirsal service solved the official letters movement issue from GtoG, BtoB, GtoB, and BtoB
- The innovation is all about an e-service, secure and simple to use.
- Saves physical delivery times, speeding up business processes.
- Concerns all public and private sectors in the UAE
- A memo with department of finance and department of municipal affairs was signed to extend the service for more entities.
- Many technologies are included, such as Blockchain and AI.","a:2:{i:0;s:3:""147"";i:1;s:3:""162"";}","Having one platform and a unique correspondence system for public and private entities, making it easier to deliver at no cost.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";}","Sending letters was a lengthy and often unsecure process, but with UAEhub it is possible to find all registered entities and easily reach them (around 200 private and public entities are available).","Government officials","Government entities; private entities; companies.","Tons of printed paper was saved yearly and CO2 emissions coming from the cars involved in traditional delivery were cut.","'- Encouraging people to use the platform and trust its blockchain was one of the main challenges.
- People want to make sure that their letters are under control and secured.","It covers all the law and security parts.","The innovation unifies several correspondence systems into one, more effective and business-oriented platform. Since it was launched, it has been used by government and private entities.","There is always room for developments that have great impact on business, especially in the administrative tasks that seem easy but indeed consume a lot of unnecessary time and effort. The new correspondence system that was developed is a real example of this lesson in the business world.","There was a team of professional business analyst and developers that devoted technical experience and business understanding to deliver the service at the best level.",,,https://www.youtube.com/watch?v=_Mo8_-ssil4,,
18467,imIN-hub,https://oecd-opsi.org/innovations/imin-hub/,08/02/2021,"SPMS - Serviços Partilhados do Ministério da Saúde, EPE",Portugal,central,"a:2:{i:0;s:6:""health"";i:1;s:11:""information"";}",imIN-hub,,2020,"The imIN-hub aims to envision health services for the citizen of tomorrow. It focuses on developing and adapting towards innovation products, services and training in the areas of eHealth, ICT, Mobile, AI, and Robotics. The project aims to take targeted actions to achieve a digital health model closer to citizens at every stage of their life. The imIN-hub seeks to be the backbone of health innovation in Portugal while working on internal innovation of the national public health company (SPMS) alongside the community.","Portugal lacks the institutionalisation of innovation in its public health system. Although SPMS, as a public company with an innovative DNA, have been filling such a gap through its portfolio of products and services, the system lacks a leader of innovation in health. After hosting three editions of eHealth Summit (www.ehealthsummit.pt) there was the opportunity of using this public crowdsourcing platform to cement the company's position as an innovation leader, not just through events, but as part of its core business. Thanks to its expertise and know-how, and through the right governance and strategy, the SPMS was able to focus on innovation and hub the best ideas and solutions with the potential to improve both the company itself and the country's public health system.
For SPMS, innovation is not just creating a new product or solution; it is the most suitable way to satisfy a need, which can be made through something new or through the improvement of quality on something that already exists.
Two key drivers were identified for innovation: the organization (SPMS) and the Public Health Sector.
When considering the goals to attend these two drivers, it was decided to:
1) innovate the company by digitalising all its aspects and improving processes efficiency, thereby enabling employees to feel empowered to think about the future of the company and of the public health sector more generally;
2) innovate the public health sector by renovating the company's portfolio of products and services so it can meet the needs and expectations of the citizen of tomorrow.
Working towards these two goals, the team realised that it could benefit from the experience of the eHealth Summit as well as from the know-how and position of the event's participants. For this reason, the imIN-Hub was created as an open space where internal agents can join forces with external voices of transformation.","a:9:{i:0;s:3:""257"";i:1;s:3:""190"";i:2;s:3:""181"";i:3;s:3:""612"";i:4;s:3:""619"";i:5;s:3:""620"";i:6;s:3:""184"";i:7;s:3:""876"";i:8;s:3:""217"";}","Innovation is not something new at SPMS. A BPM project has already been started as part of the team's desire to upscale agility and efficiency internally. But thinking innovation alongside with company stakeholders is something unique for the community. imIN-hub aims to bring the public closer in the path through and towards innovation.
Every team member is a citizen before being part of the business. The Hub aims to humanize the process of innovation by giving SPMS employees and external stakeholders a space to discuss about their ideas and expectations for the near future. The proximity between external and internal actors is the true innovation.
Thinking together is more likely to bring success than thinking alone. Especially considering that as a public company in a country still navigating through an economy crisis and austerity, partnerships can at times play a decisive role when financial resources are lacking.","a:1:{i:0;s:20:""identifying_problems"";}","The team is picking agents of change, facilitators, mentors and fellows to integrate in the Hub.
During this period it is conducting several workshops to find the most suitable innovators to integrate the HUB, from both inside the organization and outside. When formulating the governance model, two strategic goals were defined so the ideas and solutions generated can answer the needs that led to the creation of the HUB. Once the team is created, it is expected to initiate cross-learning and mentoring sessions on innovation architecture, agility methods, as well as some outside business-screen sessions to learn and discuss best practices and successful projects run by similar businesses. As the HUB's is also intent to engage with its surroundings, some events such as a share-con (internal share session), a hackathon and a hackaccelerator will take place. To monitor its execution, the HUB will deliver a report of recommendations on a quarter basis.","imIN-Hub aims to form partnerships and collaborations with organisations and companies inside and outside the health sector, nationally and internationally. Firstly, to hear about their experiences on how they have been working in innovation, so as to improve the innovation structure; then to learn about the best practices and methodologies, so as to produce the best ideas and most innovative solutions.","Citizens: the driver for the ultimate innovation provided from SPMS to the Portuguese National Health System, through the Hub.
Government officials: Considering that SPMS is a public company and the National Health System a public service, government officials are active stakeholders as they can play the role of regulators and facilitators (in terms of budget and delivery).
Civil society organisations and companies: Co-creators of products and services and/or part of the think-thank and crowdsourcing platform included the imIN-Hub.","imIN-Hub was projected to start running in mid-2020. At the moment SPMS is picking agents of change and facilitators and mentors and fellows. In late 2019 SPMS started a hearing process to pick the internal stakeholders who will have an active role in the hub as agents of change and facilitators.The 1st part of the hearing process happened through a workshop, in which key-players were presented with sessions on organizational innovation, to be encouraged to find new opportunities for improvement.
The 2nd part of the hearing process had the duration of one week, in which internal key-players had several sessions regarding organisational strategy and innovation followed by several assessments such as stakeholders mapping and SWOT/PEST analysis.
The 3rd part of the hearing process will include external stakeholders and will focus on the importance of co-creation and collaboration as a driver of innovation.","Considering that SPMS is a public company with the State being its only shareholder, financing the Hub was the first challenge encountered.
To overcome it, the Hub is expecting to receive part of the necessary investment from the Competitiveness and Internationalisation Structural Fund allocated to Portugal from the European Union.",,"The organisational and public health sector innovation are not easy goals. But with clear purpose, motivated personnel and with the right partners to elaborate a portfolio of inspirational ideas and projects, a Hub can focus on new explorations while the company delivers its core offers.
In an era of fast-paced change and tech disruption, to incubate the best ideas with the most passionate and talented personnel and influential stakeholders will lead organisations to realise what citizens are expecting from them. The community that Hubs attain is also something very worth the effort. If other businesses are based on something that society is concerned about, as Health is for SPEM, the replication of this Hub starts by daring to be closer to them in the definition of value in the near future.","#1. Define bold but tangible goals:
If your Hub aims to serve not only the public but your institution, start by envisioning where you want to be in 3 years so it's easier to project the path and engaging with others who can be key-players in the mission.
#2 Face the easy problems first:
If you solve problems in the organisation, you make the life of your internal key-players easier, leading them to trust the process and start believing in the new way of working. In the beginning you need success stories, so people can easily see the impact of the Hub. Pick a problem that you can solve easily, like upscaling an existing project that aims to digitalise every process of the company and empower people to work digitally.
#3. Collect leadership support and involvement:
Leadership support is crucial for an innovation hub to succeed. It is perhaps the n°1 requirement. Leadership support matters when things go wrong and when times are tough. Pick someone to step in when public sphere demands an influential leader and the company fails to open for change.
#4. Find the space:
Protect the space for the innovation hub. This is crucial once you’ve gained some momentum and people in your organisation want to make part of it. People must be securely away from their daily work environment, so they feel motivated to ideate solutions without being poisoned by their daily work atmosphere.
#5. KYC
To know your client is important in any business. If your end-user is not someone you know, your innovation is likely to fail. Start by getting to know your client, end-user and stakeholders, and figure out what their interests, expectations and influences are. Have it visible at all times. That will help at innovation brainstorms.",,,,,,
18477,"Radio Pata",https://oecd-opsi.org/innovations/radio-pata/,01/02/2021,"Radio Romania Cluj (Public institution)",Romania,local,"a:1:{i:0;s:13:""Communication"";}","Radio Pata",,2019,"Radio Pata is a 24/7 community radio, co-created with inhabitants of Pata Rât - a 2,000 strong Roma slum near Cluj-Napoca, Romania. Radio Pata is streamed through a custom mobile application, also implementing grass-roots community self-organization tools and a feed on public social services.
The project aims to empower the Pata Rât community, to connect the Pata Rât community and the larger social body of Cluj-Napoca, and to catalyse societal/institutional change.","1. The problem
Roma inclusion is critical to Romania’s social protection system: the share of Roma on the labour market will reach 20% by 2050. At a national level, the at-risk-of-poverty rate of the over 2M Romanian Roma is 84% and increasing. 7km from the city centre of Cluj-Napoca - the second largest city in Romania, in the immediate vicinity of the city dump - there is a 2000-strong Roma ghetto, living in extreme poverty, marginalisation and isolation. Local public authorities are constantly criticised for poor availability, accessibility, efficiency, and effectiveness of social service provision.
2. The opportunity
AltArt Foundation teams have been working since 2012 with the Pata Rât community, developing cultural and artistic programs with the community, financed by Norway Grants, the European Commission and the Cluj City Hall. During these collaborations the idea of developing the community radio emerged, as a tool to empower the community and break the barriers of social isolation.
3. Objectives
Creating a more inclusive society, democratising the relation between the public administration and citizens, contributing to empowering the marginalised Roma community in Rata-Rât.
Radio Pata, an autonomous, innovative community service, fostering:
-local identity
-community organisation
-connection to the larger social body of the city
-improved access to services provided by public institutions
4. Beneficiaries:
-Roma community in Cluj
-Citizens of Cluj
-Public institutions, providers of social services
5. Future: In the following 4 years Radio Pata will be developed as a social business, to be maintained by the community. The engine of Radio Pata is Studio Pata, with the capacity to record/broadcast podcasts and music, master CDs, s.o.
6. Institutionalization: The Radio is actively seeking partnerships with local social service providers (e.g. child protection, health, education, work), in order to stream available services through the radio application interface, custom tailored for the Roma community and personalised for different user profiles. Along with its real-time feedback system, Radio Pata steps up as a radically bottom-up tool for innovating and democratizing social service delivery.
7. Scaling: In the next years, Radio Pata aims to cover 80% of the Pata Rât community, reach 20.000 Cluj citizens and pipe the services of 7 providers. By 2022 Radio Pata will compile its methodology and start exporting it. Marginalised communities that already showed interest in implementing a community radio include Plovdiv (Bg) and Izmir (Tr).
8. Course of action: During 2018-2019, AltArt organised workshops in storytelling, creative writing, poetry, audio editing for youth from Pata Rât, assisted by professionals from Radio Cluj. Workshop participants visited Radio Cluj and got acquainted to studio equipment, broadcast, etc.
9. Methods and tools used: All components of Radio Pata are developed through facilitated community consultations. Programme structure of Radio Pata is decided upon through co-curation. Content is produced by the community, for the community. The radio platform (server and Android application) are developed full open source and will be uploaded to GitHub.","a:5:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""617"";i:3;s:3:""618"";i:4;s:3:""615"";}","Radio Pata makes a case:
-for acknowledging the need for institutional transformation with the same emphasis as community transformation (as opposed to expecting that community empowerment will solve structural imbalances)
-for treating intra-community power dynamics and intra-institutional power dynamics as equal barriers that can block the adoption of social innovation (as opposed to assuming the administration as an ideal bureaucracy)
-for “slow” innovation of social relations (as opposed to the accelerated development cycles of technological innovation)
-for human facilitated innovation of social relations (as opposed to the current trend of automatizing human interaction for sakes of scalability)
-for trust, creation of safe places, an emphatic, non-threatening approach as prerequisites for intra- and inter-community dialogue (as opposed to assuming these by default)
-for applying restorative practices (as opposed to overlooking trauma caused by structural violence)","a:3:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";}","Currently Radio Pata is in the alpha testing phase. This means the team has already:
-co-designed the app interface
-programmed the app
-trained radio personnel
-trained anchors, reporters
-recruited volunteers
-acquired radio equipment (mics, mixers, laptops, recorders, server space)
-bought a van (a Mercedes Vito) to transform it into a mobile radio studio
-recorded 20 hours of audio material.
Right now the team is assembling the parts, i.e.
-checking the app for errors/usability problems
-doing trial runs with the crew
-testing the equipment
During this period, the team may:
-return to the design pad (redesign the app)
-further train the crew
-enhance the equipment.","Members of the Roma community in Pata Rât: community needs, user interface requirements, programme structure, programme content
Community Association of the Roma from Coastei: community participation/facilitation
AltArt Foundation: community facilitation, software development
Radio Cluj: studio equipment use, demo recordings, coaching
Cluj City Hall, European Commission: (co)financing of workshops","Main stakeholder: the 2,000-strong Roma community in Pata Rât
-co-producing/co-owning the radio
-informing/organizing themselves
-accessing social services
-connecting to the city
-combating racism
The citizens of Cluj-Napoca
-connecting to the first community radio of Cluj
-opening intercultural horizons
-reducing racism
Government officials
-optimizing social service delivery with real-time information/feedback
-changing methodologies
-combating structural racism","Results/Impacts so far:
Level of community trust increased - regular meetings with the Roma community Association from the Pata Rât ghetto are taking place.
Community involved - 12 youth participated in over 30 workshops in the past 2 years.
Professionals involved - 4 theatre professionals, 2 psychologists, 2 community facilitators engaged
Public institutions addressed - contact made with 2 public service providers to integrate the Radio Pata platform in their service delivery
Expected:
Reach - over 22,000 listeners by the end of 2024, streaming 7 types of public services through the app.
Status - at this moment there is no community radio in Cluj. The ambition of Radio Pata is to set the standard for an intercultural radio promoting social equity.
Porting: By 2026 Radio Pata aims to have its first porting implemented. Interested communities include Plovdiv (Bg) and Izmir (Tk).","Challenges:
1. Community trust broken
Being a vulnerable and traumatized medium, trust is breaking down easily.
Addressed with: transparent communication and constant presence in the community.
2. Structural oppression and institutional racism
Addressed with: patience and diplomacy.
3. Financing uncertainties
Addressed with: writing applications, reaching out to corporations.
Failures:
As the context sketched above shows, the project has been a rollercoaster of failures and successes.
Still, it suffered no failure that could be quoted as major sofar.","1. Community adoption of Radio Pata in the long run: this will require constant community facilitation and conflict management.
2. Radio personnel trained: in collaboration with Radio Cluj.
3. Minimum financial resources provided: this will require EUR 2,000 per month to be raised after the social business is transferred to the community
4. Co-decisioning: will need to be fostered by all partners.
5. Institutional collaboration: the team needs to develop an open and supportive relationship the social service providers.
6. Roma activism: it will need also the continuous support of the Community Association of the Roma from Coastei.","Radio Pata is a pilot project. Regarding its portability potential: the number of marginalized communities may be comparable to the number of cities in Europe. Today there are over 12M Roma in Europe, most of them facing marginalisation.
By proposing a Toolkit, the project ensures the portability of its methodology for empowering other communities living in marginalisation and deep poverty (e.g. marginalised local communities, refugee camps) in Europe.
Importing the Radio Pata methodology in a community means fostering:
1. creative expression of cultural identity; 2. development of community cohesion/local pride; 3. planning/implementation/upscale of community processes and projects; 4. sharing public social service information; 5. better connection of citizens; 6. connecting with local public service provider institutions.","In recent years a number of social services have been improved using digital communication technologies. However, technology is far from being a panaceum universalis. The use of “innovative” technologies will not render public governance “more innovative” and even less “more democratic” by default. When relationships between the social stakeholders are unbalanced or broken, technologies may as well just regenerate non-horizontal or even oppressive relations (e.g. between public institutions and citizens). Again, social innovations do not become disruptive solely by using “disruptive technologies” - they will do so only when disrupting social relations. Therefore, in terms of democratising public service provision “disruptive innovation” must mean - beyond improving the efficiency of public service provision - changing the relation between the duty-holder and the rights-bearer to create a more inclusive and democratic society.
Rather then revolving around the Radio Pata-Cluj mobile application, the project sets the platform in motion relying heavily on “analogue” social technologies:
-community facilitation
-institutional facilitation
-mediation (through restorative justice among stakeholders).
In fact, Radio Pata-Cluj must be an intervention project built on facilitation technologies.","Radio Pata will
-stream a 24/7 community radio, with the station programme produced by the Pata Rât community / later also the larger Cluj community
-pipeline social services for the community provided by the local public administration
-facilitate community initiatives
-generate data on social service provision (demand, supply, profiles of the clients, level of satisfaction etc.)
-facilitate communication among community members and local public administration
The platform will implement
-a channel for self-expression, cultural empowerment, a sense of self-respect and local pride of the community
-a social bonding tool to activate community members participation and self-organizing (by access to information, knowledge sharing and expanded capacity for developing initiatives for solving community problems)
-a tool to connect the Pata Rât community with the larger social body of Cluj-Napoca
-a tool that facilitates the opening of the public institution for dialogue",,,,,
18500,mVacciNation,https://oecd-opsi.org/innovations/mvaccination/,04/02/2021,"Amref Health Africa UK (in collaboration with Amref Health Africa Tanzania)",Tanzania,regional,"a:1:{i:0;s:6:""health"";}",mVacciNation,http://https://amrefuk.org/what-we-do/latest-news/in-tanzania-technology-is-bringing-the-right-to-health-to-every-mama-and-mtoto/,2016,"mVacciNation is a smartphone app to improve vaccine coverage in under-fives in the Global South by reducing drop-out rates and addressing issues in stock and management. Parents are sent text messages to remind them when their child’s appointments are, improving adherence to vaccine schedules and enabling a greater number of children to be fully immunised. All of the app's data synchronizes with the Cloud in real-time, so stock levels and fridge temperatures can even be tracked offline!","1.5 million children die from vaccine-preventable diseases each year (WHO, 2016). In Tanzania, challenges in the immunisation system include having different paper-based systems in health facilities across counties. This has resulted in a fragmented system of reporting and data management challenges (Suckling et al, 2006), and this confusion means parents often have reported not knowing when their child's next appointments are. In partnership with Vodafone, Amref Health Africa has responded by developing an innovative, user-friendly tool called mVacciNation, designed and implemented through close collaboration with local Tanzanian organisations. The tool addresses inconsistencies in the supply, demand and data management of vaccines, harnessing the power of technology to ensure that no-one is left behind on immunisation!
The project uses mobile technology to address the barriers to the take-up of vaccines in three key ways. Firstly, mothers (and other caregivers) are registered on the mVacciNation database and alerted by SMS on the availability and importance of lifesaving vaccinations against common childhood diseases. Awareness messages on the importance of vaccines are included, aiming to reduce the number of missed appointments. Mothers are able to schedule vaccination appointments by SMS and receive notifications of past and future vaccinations to ensure children complete the full schedule and become fully immunised. Secondly, health workers are provided with smartphones with software allowing them to contact mothers, view and record vaccination histories, schedule vaccinations and report on follow-up visits. Healthcare staff can also identify patients who need further vaccines, including in hard-to-reach areas, and community health workers are then able to visit the patient’s family home in an outreach session. This ensures people who are otherwise unable to travel to the facility can also be fully immunised. Thirdly, healthcare facilities are prompted to regularly report on crucial vaccination stock levels and fridge temperatures by SMS. This enables critical supply chain management and the availability of vaccines when and where they are needed, particularly in rural areas. The data synchronises in real-time in the Cloud. Even if the electricity fluctuates or the network signal is bad, the app will still synchronise. It works offline and on any mobile network.
Between May 2016 and October 2018, Amref Health Africa’s mVacciNation programme was implemented in fifty Tanzanian health facilities that had the greatest need (Bukombe, Mbogwe, Kahama and Msalala Districts). The electronic system replaced the paper system by caregivers, nurses, doctors, and other community members. As a result, the coverage of children under-five across the districts who were fully vaccinated increased by 5% to 98%, immunisation stock-outs decreased from 78% to 28%, and data quality and accuracy increased from 78% to 93%. This shows that mVacciNation successfully increases vaccination coverage, and over time, this will reduce the number of people who die from vaccine-preventable diseases.
Importantly the app was continually improved through community partnerships: the element of sending appointment reminder SMS messages came from user feedback, as project staff learnt that many caregivers were unsure about when their child’s next appointments were or could not travel the 20 kilometres or more to reach the health facility. So, mVacciNation created a link between the community and the health facility through messages and outreach services. This led to an increase in people attending appointments; 55% of users said that the text reminders were the biggest help in attending visits. Also, after learning that the children born in the community who were legally unregistered were often not being vaccinated, Amref met with Ministry of Health (MoH) partners to design an additional module of mVacciNation. After the meeting, new indicators were created to ensure the app could identify infants delivered in the community (outside health facilities) who had not been registered for immunisation services. This was made possible through community health workers organising potential mother/infant pairs within their catchment areas in remote areas to receive outreach services for immunisation in outreach sessions, enabling these children to become fully immunised.
Also, at district and country level, the MoH has provided initial operational support for integration of mVacciNation into their own growing electronic health system (which does not yet have a vaccine component), called VIMS. In the future, this will enable the app to be institutionalised and scaled-up across other districts of Tanzania, ensuring a greater number of people across the country are vaccinated and improving country-wide immunisation data management.","a:1:{i:0;s:3:""619"";}","mVacciNation is innovative as it reflects how parents, teachers, adolescents, religious leaders and health staff can work in partnership with NGOs to collaboratively design, develop and test an app that successfully enables a greater number of under-fives to be fully immunised. As the app’s data is open-source and synchronises in real-time with the Cloud, it is easily and freely available. Even if electricity fluctuates or the signal is bad, data still synchronises. It even works offline and on any network. This enables staff to monitor the demand for and uptake of services; staff are alerted when stock-levels are low or when a technician is required for temperature maintenance. The unique feature of sending SMS reminders to caregivers three days ahead of their child’s next appointment also gives them time to plan for the visit. Further, the outreach system enables remote communities to be reached. This significantly reduces morbidity from vaccine-preventable diseases. And, it is free!","a:1:{i:0;s:9:""diffusing"";}","Diffusing Lessons - using what was learnt to inform other projects and understanding how the innovation can be applied in other ways.","Amref Health Africa are now disseminating the successful project data and are looking to up-scale the app for use in other districts. The Ministry of Health of Tanzania has been very supportive of mVacciNation and has recently approved the linkage of the app to the government-run electronic healthcare system (that does not yet have a vaccine component). This crucial step can build a comprehensive immunisation system that links national level data to community level data.","Vodaphone, UNICEF, GSK, HDIF, Mezzanine, the Ministry of Health of Tanzania, Amref Health Africa Tanzania, Amref Health Africa Kenya, Amref Health Africa UK, and many health facilities, schools, parent groups and religious organisations in the communities","Data on more than 430,000 children under five have been captured in the mVacciNation system. There is now improved immunisation data efficiency and management in Bukombe, Mbogwe, Kahama and Msalala Districts – quantitative indicators demonstrated that data accuracy improved from 78% at baseline (2016) to 93% at end-line (2018). Intelligence for vaccines and commodity supply chain improved as vaccine stock-outs went from 78% to 28%. Maintenance of ideal temperatures for vaccine refrigeration also improved from 22% (in 21 health facilities (HFs)) to 82% (in 41 HFs). Over 98% of children are now fully vaccinated in the districts – a 5% increase from baseline, and 100% of under-fives have now been fully vaccinated for certain vaccinations, including PENTA 1 and PENTA 3. 150 healthcare workers from the facilities were retrained and supported to use the mVacciNation platform. 24,616 stock updates and 31,507 temperature updates were registered. Replacing the paper system also saved money!","No huge challenges have been encountered. However, when the Amref team, Mezzanine and the MoH, developed and tested the new community module in the mVacciNation system that allows data on immunisation and births at community level to be captured, the option to integrate the mVacciNation community component into the pre-existing MoH system was discussed, and the MoH granted approval for this to happen. Nonetheless, the practical aspects of linkage will require a larger investment, which Amref is actively sourcing. A challenge has been funding this, as the existing budget was created on the assumption that Mezzanine would implement the entire development and integration. However, in the course of implementation, it was agreed that the two systems will not be integrated, but rather linked, and only the community module of mVacciNation to be linked to the MoH system. To raise the additional resources, Amref has been liaising with various possible partners.","Success, for Amref, lies in: supportive funding from a wide range of different partners that share a common goal to improve the health of communities; app design in collaboration with as many stakeholders from the community as possible; strong community feedback mechanisms and ability and willingness to redesign/add in additional elements to the app if needs be; flexible, empowering leadership; clear guidance and rule dissemination; and clear and comprehensive human resources for app use.","mVacciNation is now being administered in Mozambique and Nigeria by Mezzanine, in partnership with Amref Health Africa. As of January 2019, across the three countries, 183,977 children have been registered into the system, successfully recording 955,558 antigen/vaccine administrations. With funding from USAID and GAVI, the pilot in Mozambique is being independently evaluated by the J-PAL Africa research unit, based at the University of Cape Town (UCT), and the National Institute of Health of Mozambique. The UCT team includes researchers from Yale University and Harvard School of Public Health. The evaluation will rigorously measure the impact of the program as well as assess its cost effectiveness, helping to inform scale-up decisions both across Mozambique and in other African countries.","Through multi-stakeholder design and community management, key obstacles in vaccine uptake, supply and demand (supply chain failures, demand side failures and data capture) in the Global South can be combined via three interrelated interventions (caregivers/mothers, health workers, and facilities) into one mobile platform to significantly improve immunisation rates.","Amref are extremely proud that mVacciNation has been selected by the Gavi Vaccine Alliance as one of ""11 finalist innovations which, if scaled, have the potential to drastically improve vaccine coverage and equity in developing countries — one of the greatest challenges in immunisation today"", and has been nominated for the Bond Innovation Award, 2020!","a:4:{i:0;s:5:""18502"";i:1;s:5:""18503"";i:2;s:5:""18504"";i:3;s:5:""18505"";}",,,https://www.youtube.com/watch?v=KkpQMwx2Jus,
18517,"Open Innovation Team",https://oecd-opsi.org/innovations/open-innovation-team-2/,,"Cabinet Office","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","Open Innovation Team",https://openinnovation.blog.gov.uk/,2016,"The Open Innovation Team was created by an official inside government to deepen collaboration between policymakers and academics. Policymakers from across government approach the team looking for evidence, analysis, new ideas, or challenge from outside voices. The team connects them with experts and organises workshops, writes reports and provides reviews of evidence. The purpose of the team is to open up the policy process to outside experts, and help ensure policy is anchored in evidence.","Officials in central government often want to work with outside experts but lack the time and networks to do so. Outside experts, especially academics with relevant knowledge, often want to collaborate with government but lack a clear entry point, or a good understanding of when and how officials are looking for outside evidence on a particular topic. Policy which is made without outside evidence, expertise and challenge is not as well-informed and effective as it could be. To solve these problems, the UK government set up a new team in 2016, pioneered by an official who wanted to change the way policymakers work with outside experts and improve collaboration between government and academics.
The team represents a new way of doing things. It is funded by partner universities, and partially by charging other government departments for project work. It also provides placements to PhD researchers, who spend three months at a time working with the team inside government. In this way, it sits inside government, but also provides a service to policymaker colleagues, and an entry point for outside experts and academics. This means it has been created at no extra cost to the central government. It is sponsored by four leading universities - Lancaster, Essex, Brunel and York. Partner universities add value in a number of ways, but the relationship with them is not exclusive. The team is free to collaborate with other academics as needed.
The purpose of the team is to better inform policy with evidence and expertise, and to help policymakers access outside expertise and academics.
The team has worked on over 50 policy projects so far, benefiting policymakers across government with easy-to-access analysis, engagement, and new collaborations - for example, it has placed PhDs in the Department for Culture Media and Sport with expertise on online disinformation, has brought psychological expertise into the Ministry of Justice to inform their work on how and when people trust the criminal justice system, and has helped colleagues who work on export finance connect with experts on AI to understand how they can use new technologies to underpin their work.
The team is growing - after a 2-year pilot phase, it set up new partnerships with universities, has recruited more lead policy advisers and PhDs, and has worked on over 50 policy projects. As the team grows, it is working on embedding networks of academic experts with the teams it works on projects for, leaving a legacy of new connections and evidence-informed policy across government as each project is completed.",,"The Open Innovation Team approach is innovative in a number of ways:
- It is the first Whitehall team dedicated to deepening collaboration between officials and academics
- It has been set-up at no extra cost to central government by securing sponsorship from universities, the first time such a model has been tried out in the UK Civil Service
- It works closely in partnership with university sponsors to develop our approach to deepening collaboration
- It has significantly increased the team’s capability and capacity, again at no additional cost to the central government, by setting up a new PhD placements program that is bringing 50+ PhD students per year into Whitehall on placements of 3-6 months.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";}","Following a successful pilot, the Open Innovation Team is in phase II, and is scaling and growing. The creation of the Open Innovation Team is an example of ‘grassroots intrapreneurship’. Chris Webber, the official who set-up and runs the team, joined the Civil Service in 2012 and quickly became frustrated at the relatively limited engagement between officials and academics. After coming up with a proposal in the summer of 2015, he pitched it to the Cabinet Secretary, who encouraged him to develop the idea further. The team has been in existence since 2016, at no extra cost to the government, and has scaled up its innovative approach to financing by bringing on new university funding partners, bringing in income from new partnerships outside government, including with the private sector, and expanding its programme of PhD placements and policy fellows (academics placed inside government departments to advise on specific policy issues).","The Open Innovation Team exists because of innovative collaboration and partnering. The team is funded with the support of non-government partners - university partners provide not only financial sponsorship, but also give insights from academia and access to valuable networks. The Team devises policy projects with teams across central government, and has also started working with local government to broker academic expertise and insights into policy at the local level.","The team works closely with academics, helping them to translate their work into impact at the central government level by providing an entry point and opportunities to collaborate with policymakers. It has developed close relationships with team and departments across governments, providing a valuable service by offering accessible and rapid expertise and expert networks. It has indirect impact on citizens, by ensuring policymaking processes are open to outside expertise and challenge.","The team's achievements to date include:
- Demonstrating a new way of working that deepens collaboration with academics in a sustainable and ambitious way.
- Creating a new Cabinet Office team at no cost to the central government by getting universities to sponsor it.
- Supporting departments on numerous projects, including mental health, industrial strategy, and childcare.
- Establishing a Digital Government Partnership to collaborate with academics on the process of digital transformation in government, especially via applied research on the use of new technologies, such as artificial intelligence.
- Setting-up a new PhD placements program for the team and other government departments.
The impacts observed include:
-More openness to involving academics in the policymaking process
-More evidence-led decision making
-Engagements between policymakers and academics continuing and becoming more ambitious after the team's involvement has ended.","One of the key challenges the team has faced is the difficulty matching up rapid policy timelines with the timelines and schedules of academics. One way the team has responded to this is establishing longer-term collaborations with academics, for example by setting up advisory panels with a number of different experts to provide input to policy teams as needed. Another challenge has been the demand for project support has been high from other teams in government - the team has successfully used its income from generating work across government to hire more policy advisors and expand the PhD placement programme so it has greater capacity to meet demand.","The team was set up by an intrapreneur - an official who was frustrated by the lack of expert input into policy processes. This required senior sponsorship and support, especially from senior officials such as the former Cabinet Secretary. The team has also benefitted frmo being housed in the Cabinet Office in central government - making it easier to set up quickly with nonpolicy support in the shape of legal service, desk space and equipment.","The team has been exploring ways to replicate its role - providing more expert input from academia into policy processes - at different levels of government and in different ways. For example, it has explored working with local government, and is in the process of piloting ways to build networks between academics and local authorities. It has also worked on training and supporting officials who engage the team for specific projects to continue working with and engaging outside experts. For example, setting up advisory panels to continue providing input on specific policy areas, and helping maintain networks of academics for policy teams by providing names, contacts and summaries of expert advice to teams after projects are over.","With the right support, academics can become heavily involved in policy-making and add significantly more value than they are normally allowed to. Under the right circumstances and with the right partners, a sponsorship model can be a useful way of setting up and testing the value of a new policy team. Setting-up good quality research and policy projects for academics to get involved in is difficult and time-consuming. Establishing tailored partnership arrangements that minimise transaction costs and increase the impact of projects is a sensible response to this.",,,,,,
18531,"First public service-wide Innovation Week in Ireland",https://oecd-opsi.org/innovations/ie-innovation-week/,28/09/2020,"Department of Public Expenditure and Reform",Ireland,central,"a:1:{i:0;s:12:""public_admin"";}","First public service-wide Innovation Week in Ireland",https://www.ops2020.gov.ie/actions/innovating-for-our-future/innovation/innovation-week/,2019,"The first public service-wide Innovation Week in Ireland was held in December 2019 where public service bodies collectively developed over 200 events and activities across the country to spotlight innovation. Teams had an opportunity to explore the meaning of innovation in order to create a common language, participate in engaging and creative sessions and collaborate with colleagues from across other areas of the public service and beyond.","We are living in a period of fast-paced global change and with an ever increasing succession of complex challenges facing Ireland and the Public Service. It is therefore crucial that our Public Service continues to prioritise innovation and that we enable our public servants across all sectors to effectively respond to these challenges.
In 2018, the European Commission’s Structural Reform Support Service examined Ireland’s Public Service innovation maturity level. This assessment indicated that innovation in Ireland’s Public Service was patchy and, while there are excellent ‘pockets’ of innovation in areas of the public service, a more systemic and strategic approach to innovation was required if Ireland is to become a world-leader in public service innovation.
In consultation with a wide public service stakeholder group, a variety of initiatives were developed and delivered to deepen an innovation culture in the Irish Public Service including the creation of the first Public Service-wide Innovation Week.
The first ever public service-wide innovation week in Ireland took place from the 9-13th December 2019. With a mix of organisations and diversity of experience, it was an important aim of the project team to develop an overarching brand and key messages to create a common understanding of what innovation is and why it is important for every public servant.
With any major change agenda, communications is key. To communicate so that the audience understands it is said that one must convey the message 6-8 times and in different ways. Innovation Week provided an opportunity to communicate the innovation agenda and the imperative to innovate in many diverse and accessible ways.
Each public service organisation was asked to put a spotlight on innovation and develop their own programme of activity resulting in over 200 events and activities designed by the people who knew best how to mobilise their teams. With guidance, common branding and messaging provided by the central Public Service Innovation Team, a network of innovation representatives created an impactful and engaging set of activities.
Key to the success of Innovation Week was the creation of a network of Innovation representatives. These representatives, had been appointed with formal responsibility to champion the innovation agenda and disseminate funding and upskilling opportunities within their organisations and to take part in the newly-established Public Service Innovation Network. This network of people were in prime position to access and activate teams on the ground which was crucial to the success of the initiative and an impossibility from the far away position of a central government ministry.
Some highlight events and activitie included:
• Collaboration with Libraries Ireland – innovation books available for free on a libraries app called borrowbox
• Air Corps Hackathon
• Military Hackathon
• Science Foundation Ireland Public Service Fellowship Programme
• Innovation Lunchtime talks
• Defence Forces Chief of Staff Awards
• Job Shadowing
• Health Service Executive Digital Academy events
• National College of Art and Design collaboration with the Mater Hospital
• Innovation recognition events
• Signing Innovation Declaration events
• Poster Campaigns
• Intranet takeovers
• Showcase of innovation in music teaching
• Artist studio
• Brainstorming sessions
• Data Exchange Network
• Innovation table quizzes
• Teaching Council consultation event with teachers, parents and children.
Many organisations used the opportunity of Innovation Week to sign up to the recently developed Declaration on Public Service Innovation thereby signalling to their staff of the imperative to innovate but also that they commit to equipping teams with innovation skills and supporting their pilot innovations.
The main event of the week was the Innovation Conference where over 600 public service leaders and innovators descended on Dublin Castle to explore various aspects and experiences of innovation from 20 Irish and international speakers, including a showcase of leading examples of public service innovation. In addition, the Public Service Team developed a new programme of innovation workshops called 'Faster Classes' across the country. Over 500 public servants engaged in innovation-related topics such as user-centrality, behavioural economics, design-thinking, empathy, collaboration and innovation capacity-building.
There was significant enagagement at events, online and through social media. The community of practice in the Irish Public Service has grown during and since Innovation Week and we are now witnessing local organisational networks pop up thereby demonstrating the interest in this important agenda.
The dates for Innovation Week 2020 have been set and will take place from 19-23rd October and there is significant support at senior public service leadership levels who wish to see the continuation of the enthusiasm into 2020.","a:3:{i:0;s:3:""184"";i:1;s:3:""260"";i:2;s:3:""178"";}","This was the first ever Public Service-wide Innovation Week in Ireland where all sectors were asked to collectively put on spotlight on innovation. There has never been such a major focus on innovation in the Irish Public Service previously. It was a new and innovative way of engaging with an important change agenda.
Innovation Week, among other initiatives, seeks to help engender innovation within public services thereby leading to new and improved services, delivery mechanisms and approaches.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The first Innovation Week is complete and the project team have carried out a number of qualitative conversations with participants and Innovation Representatives. In addition, the team plans to carry out a quantitative survey to further their learnings in order to make improvements for the 2020 iteration.
Innovation Week required public service bodies to explore the concept of innovation at the local level and to start conversations around the topic with guidance. The initiative allowed for organisations to develop bespoke events that would appeal to their own teams who would best know how to activate their people. This proposition is much more effective than a central government diktat for any major change agenda.
Innovation Week allowed public servants to explore new approaches to problem-solving with demonstrations of design-thinking through hackathons for example and to explore how behavioural insights can benefit with designing services.","Innovation Week was proposed and developed in consultation with a number of cross-sectoral expert groups on innovation in the public service in Ireland. This included members of the Civil Service, the medical community, academia, the Defence Forces, the teaching community and others. The fund is just one of many recommendations from the groups that were brought together and inspired by the goal of creating a lasting culture of innovation in the Irish Public Service.","Users of Innovation Week were Public Servants and also users of services in some events.Stakeholders can include all parties that engage with the Irish Public Service and so these can be diverse and many in number. The primary beneficiaries from this initiative should almost invariably be the user of the service; the citizen or member of the public. The entire objective of Innovation Week is to make public services easier and better for citizens and to deliver improved outcomes for citizens.","'-Over 200 events and activities developed by public service organisations for the first ever public service-wide Innovation Week;
-Engagement with the innovation has increased and this can be seen with an increase in Innovation Network members - established in September 2019 and membership is now totally 430 people;
-Innovation Week has provided a perfect primer in starting a conversation around innovation. This is key for the preparation of the roll-out of an innovation strategy and toolkit, and a comprehensive suite of innovation learning and development interventions for 2020;
-Engagement in innovation communications channels (social media, newsletter) have significantly increased demonstrating a momentum and interest in the topic;
-Increase in numbers of organisations signed up to the Declaration on Public Service Innovation (now 43); and
-Numbers of Innovation Representatives increasing and now totaling 113.","'-Communications are a significant challenge when the audience is diverse. Many public servants do not have email in work e.g. nurses and certain local authority staff, and therefore a multi-pronged approach to communications was crucial to the success of the initiative;
-Innovation Representatives were hugely important and where a representative hadn't yet been nominated, the innovation messaging wasn't as successfully disseminated;
-For 2020, organisers plan to engage with organisations who haven't as readily engaged with the agenda and aim for participation in this year's iteration.","'-Strong leadership support for the initiative to allow for momentum to build at the local organisational level. This demonstration of commitment to the innovation is crucial for real change.
-Flexibility and resourcing of innovation events and activities - and encouraging and allowing staff time to attend events.
-Follow through from senior management in relation to the implementation or piloting of ideas and initiatives generated during Innovation Week to demonstrate that innovation is not just for a week, but everyday.
-Senior management to support staff whose interest has been peaked through Innovation Week activities and cultivate and maintain this momentum for innovation.
-A strong communications strategy.","Innovation Weeks have taken place in some organisations but not at this level in Ireland before. The next iteration of Innovation Week has already been planned for October this year.","'-A significant learning is that for this innovation agenda to succeed it is an imperative to have local champions pushing the messages at the local organisational level. Where an innovation representative was nominated there was a significant amount of more activity, participation and mobilisation within that organisation.
-",,,"a:1:{i:0;s:5:""18528"";}",https://www.youtube.com/watch?v=lZj1dG8toKw,https://www.youtube.com/watch?time_continue=3&v=2gSxw4livQQ&feature=emb_logo,
18560,"Solution 100 -challenge prize (Crowdsourcing the challenge)",https://oecd-opsi.org/innovations/solution-100/,04/08/2020,Sitra,Finland,central,"a:1:{i:0;s:7:""science"";}","Solution 100 -challenge prize (Crowdsourcing the challenge)",https://www.sitra.fi/en/publications/sparking-social-innovation-challenge-prizes/,2016,"Who gets to set the direction of travel has been identified as a key concern of challenge led policy. Utilising an online crowdsourcing tool, the challenge prize Solution 100 provided a novel approach to addressing this question. By crowdsourcing the challenge formulation, the competition organisers built legitimacy for the prize along with a deep understanding of the challenge that was to be addressed. The chosen method combined knowledge gained through crowdsourcing and expert panels.","Ratkaisu 100 challenge prize sought solutions to key future challenges in the spheres of education and work. It was organised by Sitra, the Finnish innovation fund in 2016 and 2017 in celebration of Finland’s centennial. The competition called for social innovations that could catalyse the effective identification and utilisation of people’s expertise and abilities in a context where human resources and knowledge frequently move across boundaries.
The two winning teams, Positive CV and Headai were granted a total of one million euros to implement their ideas. The winners were chosen by an independent, seven-person jury. The jury assessed the effectiveness, innovativeness and feasibility of each solution.
Over the two-year period, Ratkaisu 100 progressed through three stages. First, members of the general public were asked what they thought was the most important social challenge affecting the whole of Finland. Next, Sitra launched a public call for teams with diverse backgrounds who were motivated to create innovative solutions. The call was open for anyone to submit their proposal. In the last stage, the teams received incubation support while competing to develop the most promising social innovation.
The bottom-up approach to defining the challenge at the beginning of the challenge prize process gave us the necessary legitimacy for the rest of the competition. As well as creating the public visibility that was a pre-condition for the success of the prize, the crowdsourcing process provided us with exceptional knowledge of the challenge that the prize set out to address.
The crowdsourcing process developed in three stages. First, the general public were asked through an open online vote what they perceived as the most important social challenge affecting Finland’s future. The responses were gathered on an online platform, where it was also possible to comment on other people’s ideas. In total, a 1000 challenges were put forward.
For a detailed definition of the challenge, an impartial 25 member expert panel was assembled. This panel familiarised itself with the proposals, examined the scientific evidence behind them, as well as spoke to various experts that worked on the questions in Finland.
The panel formulated four challenges, which were then put forward to the public for a vote. A well-known media person was chosen as a representative for each of the four challenges.
After a total of 3000 received votes, the following challenge formulation was chosen: To develop a solution that allows for the more effective identification and utilisation of expertise and capabilities in a world where people and information move from country to country more than ever before.
In sum, the challenge prize constitutes an extremely important case in examining the affordances of novel technologies in engaging the public when setting the direction of policies. It forms an important successful case in addressing one of the key concerns in challenge/mission led policy, i.e. ensuring that citizens are deeply involved in co-creating the missions/challenges that matter to society.","a:6:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""211"";i:4;s:3:""623"";i:5;s:3:""615"";}","Despite much excitement, not enough is yet known about practical affordances of challenge/mission- led policy. Solution 100 constitutes a major attempt in doing challenge/mission led policy in practice. Systematically, it sought to address also the more contentious points associated with it, not least the accusation that historically such policies have more often been led more top-down rather than bottom-up. To ensure that its lessons would learnt more widely, the prize was accompanied by a major study that systemised its learnings in to a publicly available report.","a:1:{i:0;s:9:""diffusing"";}","The competition organisers and researchers are continuing their collaboration, writing up findings in academic papers as well as policy reports. Currently, the researchers are conducting a follow up study on the current state of the innovations that came out of the prize.
In particular, although the crowdsourcing was done as part of a challenge prize, we believe that the lessons learned can be extremely valuable in any mission-setting process.","Citizens played an important role in the process. The whole method was based on the value of citizen engagement.
Company called Viima Solutions Oy offered the digital platform that was used for crowdsourcing.
Process around the expert-panel was designed together with consultancy company Demos Helsinki.","The process legitimated the challenge/mission that was built upon it. This benefited Sitra as an innovation organization in terms of allocating money and resources for the challenge.
Another beneficiary were the innovators who participated the competition. Because of the bottom-up crowdsourcing process and the expert-group, teams had a wealth of knowledge and data about the challenge they sought out to address.","The crowdsourced mission helped us to legitimize and carry out the challenge prize program. Summary of the evaluation of the challenge prize:
1. New brains to solve challenges. At best, challenge prizes attract new and competent experts to the field defined by the challenge, determine important criteria for new innovations and speed up the development of innovations.
2. Ideas develop together. Challenge prizes with an integrated incubator or development period can considerably support the progress of the participating teams’ idea journeys.
3. Different teams benefit from competitions in different ways. Significant differences can usually be seen in the development of the participating teams’ idea journeys. Different teams benefit from the challenge prize in different ways and the teams’ different needs should therefore be taken into account when planning the challenge prize.
4. Discussions speed up the creation of innovations. Evidence from research shows that various interactions","When seeking to define a challenge/mission with a bottom-up approach, it is imperative to be clear about the problem that the challenge/mission seeks to address. The mission/challenge is largely defined by the problem that it seeks to address.
We learnt that a challenge/mission defined through a crowdsourcing and expert does not necessarily automatically take the form that it is usable in an innovation contest.
Missions must thus be defined according to their use. Should a mission be clearly understood by a lay person, or should it motivate innovators around the world? Or perhaps activists. The way a mission is defined has major implications for who will seek to participate in addressing it. This must be kept in mind and will require more thought in the future.","Time is the most important precondition for a crowdsourcing process. If done well, it requires time. A major part of the process is to create shared knowledge between the actors participating in the process. This takes time also.
In addition, what is needed are facilitatation and communication skills. Expert panels must be organised and facilitated in such a way that the panels understand their role and potential high influence in the process. From the crowdsourcing aspect it is important to communicate the message clearly, so that a wide variety of audiences will feel like they can participate.","Not yet, but the process could be easily replicated. We are currently writing a policy brief on the topic, so that other organisations could use a similar bottom-up approach when setting challenges/missions.","Bottom-up approaches can be slow and challenges, but also extremely rewarding. The key thing is to combine different types of knowledge (for example citizen and expert) during the process. How precisely to facilitate this is the hard part.
Furthermore, it is important to consider who should wield the decision making power during the process. In our care, the power was with the citizens more than the experts. Regardless of who this power is given to, it is important to communicate clearly why the decision has been made. Each project must consider what the division should be in their respective case. Most likely there is no one size fits all.",,,,,,
18591,"Fotocívicas: Changing Fines for Community Work and Educational Penalties to Improve Drivers’ Behaviour",https://oecd-opsi.org/innovations/fotocivicas-changing-fines-for-community-work-and-educational-penalties-to-improve-drivers-behaviour/,01/02/2021,"SECRETARÍA DE MOVILIDAD DE LA CIUDAD DE MÉXICO (SEMOVI)",Mexico,regional,"a:2:{i:0;s:9:""transport"";i:1;s:11:""Road Safety"";}","Fotocívicas: Changing Fines for Community Work and Educational Penalties to Improve Drivers’ Behaviour",https://tramites.cdmx.gob.mx/fotocivicas/public/,2019,"Fotocívicas is a behaviourally inspired traffic control system that relies on educational and civic fines aiming to transform drivers’ behaviour by reducing recidivism and licensing effect among offenders. It sets out to change the previous system, which was based on monetary fines with cameras placed where drivers were more prone to speed, not where more fatalities happened, without improving behaviours or road safety","Traffic control technology includes static cameras for traffic violations at intersections and speed radars (static and mobile) for speeding. Fotocívicas is a traffic control system based on technology that aims to generate behavioural changes among drivers through community service and educational penalties. The system had the mission to fix a list of deficiencies on the existing one, Fotomultas, that caused repudiation among citizens and a boomerang effect among the targeted population (car drivers) since it was perceived as deeply unfair.
Fotomultas was based on technology and monetary penalties for traffic offenders: Private companies received half of each fine collected, the contract required a minimum number of tickets to be imposed and the system was not totally transparent. The priority was public revenue, not road safety.
There was no diagnosis of the traffic incidents’ spatial distribution and characteristics to inform a road safety policy. There was no before-after evaluation mechanism to determine a causal relationship between a reduction in traffic incidents and the system itself. The location of speed radars and cameras was not based on road safety indicators and was hidden from the public: they were placed where persons used to speed more often, not where more lives would be saved. There was no public certification for the calibration of cameras and radars.
When speed limits were adjusted, under a superficial application of the Vision Zero principles, infrastructure was not considered, nor modified. Then, traffic control cameras were placed on newly signalized streets and, expectedly, the number of speeding tickets increased, improving tax collection, but not necessarily road safety. Average speeds and recidivism did not change under Fotomultas. Possibly, because offenders assimilated fines as prices to pay for a good (to be able to speed), instead of a punishment to avoid relapse.
Indeed, research shows that monetary fines can generate perverse incentives for individuals who pay for their offences: they are more prone to relapse and exhibit worst behaviours (Gneezy & Rustichini 2000; Piquero & Jennings 2016). The “licensing effect” negatively affects prosocial behaviour: individuals feel entitled to break a rule as long as they pay the set price (fine) for it. Weatherburn & Moffatt (2011) found that increasing the cost of a fine has no significant effect on reducing recidivism.
Alternative penalties, such as community service, can result in less recidivism (Wermink et al., 2010; Oregon Department of Corrections 2002; Boufard & Muftic 2007). Studies related to driving tickets found that non-monetary penalties imposed on drivers’ licenses are more effective to prevent future transgressions, especially when they are implemented with certainty and in an expedited manner, regardless of the severity of the penalty (Nichais y Ross 1991). For laws to be fulfilled and individuals to change their behaviours, it is fundamental that they perceive them as fair.
The non-monetary system, Fotocívicas, integrates a scheme of points on the plate, with the car owner who is responsible to fulfil the penalties. Taking advantage of the loss aversion bias, plates lose points for every breach on camera (except when they violate the speed limit 40% above it: that takes away 5 points). Having 8 points is a mandatory requirement to do the car's emissions test every 6 months (not doing it implies a series of other heavy fines). Fulfilling the penalties, depending on the number of points, is necessary to recover points. After the emissions test, points are reset back to 10.
Minus 1 to 2 points imply written, behaviourally designed, admonitions to prevent people from risking their lives and others’ again. Minus 3 and 4 points require online road safety and awareness courses. Minus 5 points imply an in-person awareness course (at the city’s Bike School or a safe driving awareness program). Minus 6 to 10 points require community service. All penalties are cumulative.
The incremental penalties system is designed to address recidivism. Around 90 percent of all the offenders, per plate, only get up to 2 fines. The courses and the community service, affect those who show a consistent disregard for the law, taking the possibility to pay for tickets away (especially for affluent offenders) and making it harder to fulfil the penalties that are educational, edifying and enable individuals to give something back to society, even the less affluent ones.
The new system relocated the technology from places where more tickets were given to those with more traffic victims (static cameras) and road sections where speeding was more common and dangerous (mobile radars). The system is constantly evaluated and is transparent: the cameras are now Mexico City’s property, no private company profits, and their location is public since the aim is to strategically curb behaviours to save lives. This resulted in positive behavioural & road safety results.","a:15:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""876"";i:6;s:3:""211"";i:7;s:3:""221"";i:8;s:3:""257"";i:9;s:3:""611"";i:10;s:3:""317"";i:11;s:3:""320"";i:12;s:3:""620"";i:13;s:3:""621"";i:14;s:3:""373"";}","It is the first time in the world that a penalty system for traffic violations is set, by default, to be based on community work and education, not on monetary penalties, aiming to reduce recidivism, a dangerous attitude on the road.
The non-punitive, behaviourally-informed, data-driven approach also led the way to focus on foundational goals, such as reducing fatalities and injuries, not on means to them (imposing tickets). Thus, detection technology was placed in high-accident locations and they are public at CDMX open data website (and shared with GPS navigation systems).
For the first time too, the City builds the capabilities to offer an open road safety course: the basic course is open to everybody, not only for offenders to get their points back. Also, Fotocívicas builds upon Mexico City’s Bike School to raise awareness among motorists to understand the vulnerabilities of bicycle riders and pedestrians
The Public Innovation Digital Agency (ADIP) developed all the technological requirements to implement this system.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Fotocívicas system was implemented in June 2019 and it has been periodically evaluated in three key indicators: recidivism per plate, number of traffic incidents and victims (approximately, 200 meters before and after the location of the devices on the tracks where they are located), as well as the average speed among offenders. The system is open to improvement according to the results of the evaluations.
The evaluation uses data from the Police Department (SSC) on road incidents, average speeds and tickets.","SEMOVI designed and evaluates the system; designs online courses and the Bike school.
The Police Department controls cameras and radars, and provides information.
The City’s Legal Counselling Office attest the fulfilment of penalties and leads the legal reforms necessary for implementation.
The Public Innovation Digital Agency (ADIP) implements and maintains the website, including the appointments for courses and community service.
The civil society Pedaliers teach the City’s Bike School","The general public benefits since Fotocívicas builds upon a series of road safety actions.
The system is aimed to change motorists' behaviour: they go through a transparent, swift, and equitable system to learn how to drive safely and where their socioeconomic status is not relevant.
This changes negative attitudes towards law enforcement. Citizens under Fotocívicas are more prone to comply with the law out of grasping its importance for safety rather than doing it out of mere fear of a penalty.","Near the Fotocívicas cameras and radars, between June and December 2019, compared to the same period in 2018 (when cameras and radars where located differently), there was a 33% reduction in the number of transit victims (from 1,352 to 908); also, a 29% reduction in the number of traffic incidents (1,123 to 801).
Fotocívicas presents less recidivism than Fotomultas. During 2019, Fotocívicas technology registered 410,687 traffic violations and, only 33% of the plates relapsed. With Fotomultas, 52% of the plates got a second ticket or more.
Regarding the fulfilment of penalties, between June and November, 5,899 and 2371 persons, respectively, have taken and approved the basic and intermediate road safety course. The City has raised awareness through in-person courses in a total of 772 persons. The citizens have dedicated 1,734 hours to community service.","The system required changes to the local Laws to lawfully implement the program.
A challenge to build a congruent evidence-based, road safety system, is to transform the city’s infrastructure to change persons negative behaviours like speeding and not giving preference to pedestrians and bicycle riders.
It is necessary to expand Fotocívicas to cover drivers beyond private car and motorcycle owners. Public transportation, commercial use vehicles and cars with plates from different states still receive monetary penalties, due to operational reasons. The city would benefit from more persons undergoing this successful system.
On February 17h 2020, SEMOVI announced a point-based system to supervise the behaviour of public transportation operators, inspired on the operation of the Fotocívicas system.","Sufficient technological infrastructure (cameras and radars) to cover the locations where more traffic incidents occur and expand the system.
Changes to Mexico City’s Traffic Regulations and Civic Culture Law provided the foundations for a lawful and transparent implementation.
Having enough personnel in the key participant Departments, such as the Police and the Mobility Department to swiftly manage and constantly evaluate the system.
Institutional capabilities to sustain a system based on technology (cameras, websites, online courses, appointment systems…).
Enough personnel and physical spaces to teach in-person courses and attest the fulfilment of community service hours.
Strong communication strategies to socialise the new program and bring people into collaborating for the right motivations instead of cheating to avoid fines.
Government leadership to support the initiative with the public and to bring together different government offices to work for positive results.","The number of cameras and radars will be duplicated in 2020 to cover new areas in the City, due to the successful results produced in the first phase.
The system has not been replicated yet in a different city (after Mexico City, the State of Jalisco proposed the idea but it is not a reality yet). In Estonia, speeding drivers are now given the option to pay a fine, as usual, or take a “timeout” on the side of the road instead, waiting for 45 minutes up to an hour, depending on how fast they were speeding. This another example of non-monetary penalties applied to change negative behaviours among drivers.","Fotocívicas is an example of a public policy based on evidence and on behavioural insights to improve road safety and increase compliance with the law, giving individuals the right motivations to comply and making it harder to fulfil penalties (requiring time and effort instead of money).
Since Fotocívicas uses technology to detect traffic violations, it is a system that also minimizes the possibilities of corruption between police officers and citizens trying to avoid the hassle and the cost of a driving ticket.
This new system is totally equitable since, no matter what her income level is, every person has the possibility to take an online course (in a computer or a cellphone) and work a few hours for her community any day of the week. It also helps to target affluent individuals who probably used to believe trespassing the law was part of the regular expenses related to using their cars.
Another lesson is that the collaboration among government agencies is very important to achieve the goals sought for.",,,,,https://youtu.be/KgohksY5J8M,
18601,"Tiger Team",https://oecd-opsi.org/innovations/tiger-team/,29/01/2021,"The City of Calgary",Canada,local,"a:1:{i:0;s:12:""public_admin"";}","Tiger Team",,2016,"Tiger Team is a monthly cross-corporate super team of 25+ passionate people to boldly tackle problems in the administration and city. This collaborative experiment brings together staff, citizens, and community stakeholders for 2.5 hours to understand and explore complex problems, generate ideas and prototype solutions to test with users. By bringing together these diverse perspectives Tiger Team is able to compress timelines, find unexpected solutions, identify change makers, and break down silos.","In an organisation of 15,000 people, silos are inevitable, and even necessary in many cases. As challenges become increasingly more complex and the administration strives to improve our services every day the need for a new working model emerged. A new space was needed to collaborate and find better ways to solve critical problems for the citizens of Calgary. Passionate change makers had to be found and brought together.
In 2016 a partnership between The City of Calgary’s Innovation Lab and the Liveable Streets team was formed to co-design Tiger Team: a cross-corporate super team that meets once a month to boldly tackle problems that no one mind can overcome alone. 20-25 change makers are convened - a mix of city staff from all different work areas, City partners, community groups, engaged citizens, and even local developers: An open invite where anyone is welcome.
Each Tiger Team works with the client to design a working session using innovation and design methodology that will help participants purposefully move their work forward in an accelerated and unexpected way. The process starts with a client who owns a complex challenge that could benefit from a broad range of perspectives and innovation thinking. Often these challenges are brought forward by City of Calgary staff, but occasionally community partners' challenges are also dealt with.
In a 2.5 hour session, the Tiger Team will use a combination of exercises to accomplish the tactics below to co-create together:
-Explore, understand, and reframe the challenge
-Generate, sort, and evaluate as many ideas as possible for a solution
-Prototype potential solutions in a low-cost, quick and effective way
-Get users to test and interact with the prototype to gather feedback and learn fast
-Find and build the critical relationships to tackle future work
-Create working tools for future use in this challenge
Tiger Team tackles a different problem every month. Given the open nature of the invitation, participants are attracted to the opportunity for a variety of reasons ranging, from their general desire to work collaboratively and break down organizational silos to significant attachment to or interest in the problem. It’s part of what makes each Tiger Team unique and the outputs rich and vibrant.
Broad themes that the Tiger Team has taken on include activating businesses (in unlikely ways) during massive construction projects, better coordination of snow and ice control efforts as a City, encouraging City staff to take more risks and working with citizens to improve neighbourhood way finding.
Examples of complex challenges that Tiger Team has taken on include and who has benefited from the work are:
-Residents: Tiger Team helped a suburban community in Calgary called Coventry generate actionable ideas and prototypes for better way finding in their community. These were then implemented by citizens to improve liveability and community cohesion. These learnings can also be replicated and implemented by other communities throughout the city.
-City Staff: Tiger Team worked with the City’s Planning Department to improve the web-based, interactive map which helps citizens learn more about their neighbourhood and contribute feedback for city building. The session focused on improving their interface through user testing and generating future state ideas and tactics.
-External Organizations: Tiger Team worked with the New Central Library Service Design team to build design thinking skills and develop/test four prototypes for engaging with citizens around controversial topics such as public art and vulnerable populations.
Overall, the goals of Tiger Team are:
1) To help solve the challenge, through a creative working model that has been proven to work regardless of the challenges' origin or nature. This model includes:
-Leveraging the skills, experiences and resources of the cross-corporate innovation network; using trusted innovation tools and methodologies to understand, ideate, prototype and test solutions
-Implementing impactful solutions boldly
-Gaining key support and buy-in from senior leadership for innovation programming
2) To foster an innovation culture at The City of Calgary by:
-Building a network of passionate change makers that can turn to each other for support
-Modelling the vulnerability and courage needed for innovation work as challenge owners; Openly share their work with others, including citizens
-Creating a successful model for collaborative work in the City context
-Building innovation capacity through tools and mindset development
The Innovation Lab and the Liveable Streets teams plan on continuing Tiger Teams monthly to solve multi-faceted problems together. The Innovation Lab is now using the Tiger Team model to offer a new service called “Accelerators” and is also being used by senior leadership at the City.","a:14:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""623"";i:6;s:3:""305"";i:7;s:3:""613"";i:8;s:3:""615"";i:9;s:3:""612"";i:10;s:3:""617"";i:11;s:3:""335"";i:12;s:3:""620"";i:13;s:3:""354"";}","Tiger Team draws on four key elements: a complex, human-centred problem, a diverse group of change makers, the application of innovation methods, and the Innovation Lab space. This is possible thanks to leadership support and permission space for participants to contribute.
Problems chosen for Tiger Team require input from a variety of perspectives and skill sets giving a system view. It attracts individuals who are disruptive thinkers and are willing to contribute that mindset to other people’s problems. It draw on innovation methodologies from Design Thinking to Systems Thinking as well as Project and Change Management. Finally, it is hosted in a flexible, neutral space that encourages people to leave their titles at the door and contribute as an inter-disciplinary team.
These challenges would otherwise take multiple meetings spanning over months. By using the Tiger Team format, problems are explored and unexpected solutions found in a compressed time frame.","a:1:{i:0;s:9:""diffusing"";}","To date, over 20 Tiger Team sessions have been held, and many more are planned for the next months.
The success of Tiger Team overall has not gone unnoticed. The City’s senior leadership is considering ways to adopt the Tiger Team model to accelerate and advance their work with an innovation focus. They are both utilising the existing Tiger Team, and also co-opting pieces of innovation methodology on their own.
Picking up on this signal, the Innovation Lab developed a new service called “Accelerators” that mimic Tiger Teams but are project-specific. As opposed to open invites, the sessions are still deliberately cross-corporate but more curated in terms of participants and topics. Accelerators have tackled everything, from operational records to the highly complex and controversial external contractor management.","Officials – These are the problem owners. In addition, they bring the skills, expertise and viewpoints of their own departments to guide the problem.
Citizens – Contribute with their thoughts, insights and lived experience on the problem which are used to form the solution. This creates a better city, designed for and by citizens, who then often implement the prototypes generated.
Organisations – Offer different perspectives and sometimes contribute to the solutions based on their expertise.","Officials – Have the opportunity to work across silos and challenge traditional problem-solving techniques. As problem owners, Tiger Team helps them move their projects forward in more informed, collaborative ways.
Citizens & Organisations – Their involvement builds trust and relationships, enabling Tiger Team to work through barriers more efficiently. As recipients of the solutions they are often directly impacted. From the proposed solutions, they can implement new programs that help further their mandate.","Tiger Team broke down silos - Enabled collaboration across an organisation of 15,000 people and 32 business units to create the permission space for developing creative solutions for problems.
The Team created connections between people – Leveraged skills, experiences and resources of staff to co-create impactful solutions. This subsequently builds a strong sense of trust and further support for cross-collaboration outside of the Tiger Team space.
Found efficiencies – Streamlined the process of soliciting diverse perspectives on an issue and exploring it in an unconventional manner to find unexpected solutions faster.
Provided a safe space – A place to be self-critical and solutions-focused, the Innovation Lab is allowing staff to reflect and improve the ways that the administration serves Calgary’s citizens.
Going forward a ripple effect to become more risk tolerant is expected – changing mindsets to think about risk in a positive way and changing mental models on how to apply risk assessment to projects.","Building Trust - No two Tiger Teams are ever the same. They hinge on the right combination of problem, participants and tools, despite a consistent use of format and methodologies. It takes a high degree of courage and vulnerability on the part of the client to open their problem up. Clients need to have trust in the process and the people involved before they will meaningfully allow for cross-corporate and community collaboration.
Following up for implementation – An improvement is to explore how follow-up or coaching could be deliberately built into the process. While the Innovation Lab is able to assist in interpreting the results of the sessions, the bulk of the action and implementation is still left to the problem owners. This means that sometimes the results of a Tiger Team aren’t acted upon as quickly or as fully as they could be. As Tiger Team continues to evolve the team behind it is working on developing resources to help take learnings to the next level.","Change Makers – Tiger Team has a unique opportunity and permission space for participation, attracting people in the organisation who are interested in making change in a collaborative manner. Their experience and subsequent sharing generates momentum and successful attendance.
Innovation Tools and Methods – Sessions are co-created with the problem owner. Teams use innovation tools and methodologies including Design Thinking, Systems Thinking, service design, etc. These are proven methodologies that continue to prove effective in the Tiger Team environment. The sessions are part problem-solving and part professional learning.
The Space – Tiger Team is held at the Innovation Lab, which is a space that is creative, colourful, self-authoring and flexible: whiteboard walls, rolling chairs, and no boardroom tables. The spaces asks people to leave their titles at the door and come into a space where they are expected to bring their whole selves and be beginners, learners and experts equally.","The success of a Tiger Team or an Accelerator hinges on the development of a permission space for people to contribute outside of their normal workspace, and a vulnerability of problem owners to open their challenges to their non-immediate teams internal and external to the organization.
This can be replicated starting from the following formula:
1 problem + 20-25 diverse change makers (internal and external stakeholders) + 2.5 hours + creative space + permission space with support from leadership + innovation tools and methodologies.
Equates to: high-impact creative solutions + an innovation network + cross-corporate collaboration + courage to take on risks + organizational efficiencies.
The Innovation Lab has developed a new service called “Accelerators” that mimics the Tiger Team format but are project-specific and as opposed to being open corporate wide, participants are more intentionally curated from diverse business units throughout the corporation.","Problems, solutions, and actioning of outputs from Tiger Team work best when problem owners approach Tiger Team, as opposed to being targeted or “voluntold” by a colleague. Previous participation of the problem owner in a Tiger Team is also essential. They are then aware of the scope and impact of creative dialogue, and in a position where they are willing to be more vulnerable (in airing their challenges), with a strong likelihood to use the outputs in a significant way.
A Tiger Team model needs to be intentionally cross-corporate from its inception and maintain this focus. This extends from the problem selection through to the leadership of the Tiger Team. The project team is the combination of an Innovation Designer who brings professional learning, experience design, and innovation methodologies, and a community-minded engineer who brings strategic lens, a deep understanding of City culture and endless connections both within City staff and the broader community.","An example of direct participant feedback: “I just want to say how great that Tiger Team session was the other day! We have been dealing with big challenges with the status quo forever, and I honestly think there was more progress made in that 3 hour session than in the last few years of the standard format meetings.
It was just awesome to have all those minds in one room to freely discuss the issue. From that session, we discovered that two of our teams have been working in isolation on parallel solutions to solving the same problem, and now I have a meeting with them tomorrow to see if we can share our tools and start collaborating on the solution. This is a big step that is happening directly as a result of that session.”",,"a:1:{i:0;s:5:""18619"";}",,https://youtu.be/xm8YNOz5uNs,
18629,"One-Stop-Shop Mining InfoCenter",https://oecd-opsi.org/innovations/one-stop-shop-mining-infocenter/,29/01/2021,"Ministry of Energy and Mines of Peru",Peru,central,"a:1:{i:0;s:16:""Energy and Mines"";}","One-Stop-Shop Mining InfoCenter",,2019,"The Ministry of Mines of Peru, alongside the IFC, BHP, various mining companies, and CISCO developed the Mining InfoCenter, a one-stop-shop social and digital innovation to provide mining-related information and capacity building to local leaders. The system will enable them to access information from the private and the public sector, build their capacities, and provide feedback to mining companies and the government, generating an informed dialogue that drives local development and contributes to reducing the levels of conflict.","Globally, over the past decade, access to information from extractive industries and data opening have been recognized as a fundamental tool in transparency and governance efforts. However, despite the commitments undertaken by governments and the private industry, and the increase in the data volume, the results are not yet as expected. In the mining sector in particular, transparency efforts have not effectively reached communities. Consequently, there is a gap between data supply and the demand and needs of communities. Communities do not have an adequate level of access to relevant and understandable information or the means to make their voice heard to influence local development decision-making.
In this context, the “From Disclosure to Development” (D2D) Project in Peru, a global initiative of the International Finance Corporation (IFC) and the BHP Foundation, designed the One-Stop-Shop Mining InfoCenter to contribute to improving the dissemination and understanding of mining information at the local level.
Initially, the proposal was piloted in Moquegua, a mining region in Peru where territorial development has been prioritised in the national agenda and where, at the regional level, there are important mining activities associated with the Quellaveco project (Anglo American) and the Cuajone project (Southern Peru Copper Corporation). The Ministry of Mines has now committed to replicating it in other mining regions.
The Mining InfoCenter is an information, capacity building and dialogue space with a three-fold objective:
• Facilitate the convergence of public and private suppliers of open data and information related to mining and its link to local development;
• Contribute to consolidate a more complete and comprehensive perception of mining activity in the region, its future plans and the local benefits;
• Promote an informed dialogue among the mining company, communities and the government.
In order to fulfil its objectives, the Mining InfoCenter:
- Responds to users' information needs: Information to be shared will prioritise the questions and information needs expressed by local leaders and their communities.
- Provides culturally appropriate services: The Mining InfoCenter is centred around the local leader’s point of view and their information needs related to mining and local development issues.
- Incorporates digital innovations: The two innovative applications considered (the BOT application to manage FAQs and the digital investment monitoring tool for local leaders and surveillance committees) will facilitate access to and use of information on key mining and development issues for local leaders and will also allow local leaders and especially women to strengthen their digital skills in a practical way.
- Promotes behavioural changes: The Mining InfoCenter will ensure not only that users receive information that responds to their needs, but it is designed to promote the very use of information.
- Involves the participation of youth as facilitators of dialogue on mining and local development issues: Youth sustained participation is key as they take on their role to promote better levels of information and dialogue around mining and development, and help generate new ideas and innovations that help other young people to access and use information and open data.
- Incorporates a gender focus into each service: The services will recognize and respond in a prioritised manner to the information requests from women (whether or not they are leaders).
The Mining InfoCenter focuses on benefiting two main beneficiaries:
Local and young leaders, who will be able to:
•Access, analyse and use information for efficient monitoring of public investment projects and to undertake an informed dialogue with the authorities, mining companies, their peers and communities.
• Share their questions and concerns regarding key topics related to the mining activity and its relationship to local development, and get timely, reliable and understandable answers.
• Share the information with their communities.
Mining Companies and the Peruvian Government, who will be able to:
• Share relevant information in a neutral space.
• Adopt the practice of providing information on a regular basis and of receiving feedback.
• Adapt information to effectively reach the population.
Key to the success, scalability and replicability of the Mining InfoCenterits are the roles that have been agreed with the different partners involved in the initiative:
In essence, the Mining InfoCenter has provided mining companies and the government a neutral space to share information, build capacities and develop a new way to connect with the communities. Receptivity to the idea has been very high at the community and local leaders’ levels, as well as at the company and government levels.","a:6:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""210"";i:4;s:3:""184"";i:5;s:3:""190"";}","The Mining InfoCenter is a unique social and digital innovation because it:
1. Is a one-stop-shop where users can find responses to their information needs from different sources.
2. Provides culturally adapted services and fits with communication codes of the users.
3. Incorporates digital innovations (a chatbot application to manage FAQs and the digital investment monitoring tool) that facilitate access to and use of information on key mining and development issues for local leaders.
4. Promotes behavioural changes, not only focusing on ensuring that users receive information but promoting its use.
5. Involves the participation of youth as facilitators of dialogue on mining and local development issues promoting better levels of information and dialogue.
6. Incorporates a gender focus into each service recognising and responding in a prioritised manner to the information requests from women.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";}","The One Stop Shop Mining Infocenter has been widely discussed and agreed with different parties and implementation was planned to start in 2020 (as of submission).","As part of the From Disclosure to Development (D2D) program, a Working Group composed by representatives from the government and mining companies was set up. The objective of the Working Group was to promote dialogue among mining companies, the Government, and civil society on best practices for providing information to communities and effective feedback mechanisms to improve information dissemination. This dialogue space started in December 2018.","Local leaders:
• Access, analyse and use information to monitor public investment and to dialogue with their authorities, mining companies, and communities.
• Share their questions related to mining and local development and get timely and reliable answers.
Mining Companies and the Government:
• Share relevant information in a neutral space.
• Adopt the practice of providing information on a regular basis and of receiving feedback.
• Adapt information to effectively reach the population.","The first phase of the Mining InfoCenter focused on the participatory design of the proposal involving and incorporating many voices from different stakeholders as local leaders, mining companies, government officers, academia and CISCO. Below are the principal results achieved:
• The Ministry of Mines (MINEM) and the mining companies co-designed the Mining InfoCenter proposal recognising it as an innovative way to communicate relevant information to local leaders and community members, focusing on responding to their information needs.
• MINEM and the mining companies have started to adopt some of the ideas of the Mining InfoCenter, such as focusing on providing information on topics where there are information gaps (e.g. labour).
• MINEM has agreed to lead the implementation of the Mining InfoCenter in Moquegua with a view to replicate it in other mining regions.
• The InfoCenter became part of CISCO’s Networking Academy to provide digital literacy training to local leaders.","The challenges that were encountered and to which the Mining InfoCenter is responding are:
- Local leaders lacked mining related information: only 4 out of 10 leaders know about public investments and there is little knowledge about the mining cycle, public investment and mining activities in favour of local development.
- Limited access to information: Only 2.5% of local leaders confirmed having been informed by national level government institutions, specifically by MINEM, 12.5% by the regional government of Moquegua and 12.5% by municipalities.
- Lack of trust: 15% of local leaders confirmed having received information from mining companies, however they maintained that the information could be biased and incomplete.
- Women in general are the least able to have access to information on mining and local development issues.
- Disconnect between published information and what the local population needs in terms of content, detail, simplicity and direct language.
","The following conditions are key for the success of the Mining InfoCenter:
• Physical location that makes it easier for users to interact with the facilitators of the InfoCenter.
• Internet connectivity to promote access to, and use of, open data and public information to enable virtual consultations and interactions.
• Active and systematic listening to the information needs of users to respond in a timely manner, with information that allows its understanding and use.
• Multiple providers of open data and information, which will allow sharing and aggregating information from different (public and private) sources to answer user’s questions and interests.
• Digital training for citizen monitoring and improvement of dialogue processes which will allow not only leaders, youth and women to have access to reliable information, but also to strengthen their digital skills to access and use mining related information.","The Mining InfoCenter is replicable globally in areas where extractive industries operate to support the communication and dialogue process between communities, companies and the governments, helping to avoid social conflicts.
In the particular case of Peru:
• The Ministry of Mines has agreed to lead the implementation of the Mining InfoCenter in Moquegua and to replicate it in other mining regions.
• Mining companies operating in other regions started to adopt some of the services from the Mining InfoCenter, such as focusing on providing information on topics where there are information gaps (e.g. labour).
• CISCO is interested in expanding the effort to other regions through its Networking Academy.","• The design of a social and digital innovation must be based on evidence to ensure its usefulness and ability to solve concrete problems related to local development.
• Beneficiaries must participate as key actors to design the innovation. Hearing their voices and suggestions to better shape the whole proposal is vital in ensuring the incorporation of culturally adapted elements.
• Public and private sector collaboration is not always easy, especially in the mining environment since information sharing is often difficult. Creating a common space to coordinate better strategies, contents and messages in innovative ways to overcome misinforming the local population has proven to work.
• The digital innovations included in the Mining InfoCenter entail the need of strengthening digital capacities in beneficiaries such as women and local leaders, so to enable them to access, analyse and use public and private information about local development and mining activities.
• Social and digital innovations need to incorporate a Communication for Development (C4D) approach to develop comprehensive strategies that consider behavioural and social changes and enable feedback mechanisms along the design and implementation process.",,,,,,
18632,"Enhanced In-Home Disability Supports Pilot Project (EIHDS)",https://oecd-opsi.org/innovations/enhanced-in-home-disability-supports-pilot-project-eihds/,25/01/2021,"Department of Community Services, Government of Nova Scotia",Canada,regional,"a:4:{i:0;s:6:""health"";i:1;s:18:""Disability Support"";i:2;s:17:""Crisis Prevention"";i:3;s:17:""Social Safety Net"";}","Enhanced In-Home Disability Supports Pilot Project (EIHDS)",,2019,"Enhanced In-Home Disability Supports (EIHDS) is a pilot project designed to support families of children with disabilities who are in crisis or at risk of being moved to a residential placement. Through the pilot, supports needs are identified and new and innovative ways to provide respite and support are tested. The project is helping families build confidence in caring for a child/youth living with disabilities. It is helping increase the quality of life for families to stay together.","Community Services’ Disability Support Program (DSP) serves Nova Scotians living with disabilities. The program strives to deliver supports that allow Nova Scotians living with disabilities to have more control over their lives and decisions, as well as supports that increase their social inclusion and quality of life. To help achieve this, DSP piloted the Enhanced In-Home Disability Supports Project (EIHDS) to address the unidentified, evolving, and potentially overlooked needs of families caring for and living with children or youth with disabilities. This is in recognition that supports should be made available not just for Nova Scotians living with disabilities, but also for the family members who support and care for them.
DSP conducted a consultation with relevant stakeholders and DSP at-risk families who care for a child or youth living with disabilities at their home to identify key gaps in services and challenges that would need to be addressed to avoid residential placement. Consultations revealed the following gaps/opportunities for improvement: holistic support planning for the family, finding and coordinating skilled respite support, lack of capacity and skills in caring for a child or youth with special needs, and financial support to help caring for a child with disability.
• Holistic or individualised support plan was identified as a key need by families. By having an individualised support plan, a family will be empowered to make decisions that best serve their needs and unique to their situation, with the support from the department.
• Respite support was seen as a key need, both in finding the right type needed as well as the coordination of it. Respite provides a break from care-giving responsibilities and allows family members to take care of their health and their needs. Nova Scotia’s respite navigation service was identified as needing improvements to meet the needs of these families.
• Lack of care-giving capacity and skills was identified as another need for these families. As needs change, so will the skills needed for the family members to meet them. Families struggle to navigate through the change without professional help and as a result, may suffer from caregiver burden and deteriorating mental health.
• Financial support was needed as the cost of caring for and treating children with special health care needs can be costly. When available, sources of financial supports can have limiting criteria for how funds should be allocated or used.
The pilot was designed to increase the department’s ability in meeting these identified needs. The implementation was done by prototyping solutions with participating families who have self-identified to be in crisis and urgent need for interventions. Based on the findings from the consultations, the project team developed and trialled four enhanced in-home supports and services (prototypes) to address the gaps.
Intensive Family Support Planning (IFSP)
This prototype involved care coordinators and service providers working more intensely with the family to develop and action a comprehensive and structured plan for the whole family. The goal was to improve care planning and matching of services to the child and family needs, by including families in decision making, goal setting and action planning and providing a wrap-around support system.
Outreach Supports (OS)
Aligned with the IFSP, this prototype activated diverse professional outreach teams to increase capacity and expertise to support for children with disabilities and their families in their homes. This included occupational therapists, behavioural interventionists, psychologists, and registered nurses. The goal was to build the family’s capacity in supporting their child, by working within the comfort and specificity of their home and routine to develop and implement recommendations.
Disability Needs Funding (DNF)
Aligned with the IFSP, this prototype provided access to additional funding to address areas related to the child’s disability needs. This may include food allowance, social activities including transportation, items for reward system, specialised interactive toys, or skilled respite providers. The goal was to reduce financial barriers, and improve physical environment and inclusion in community.
Agency Delivered Respite (ADR)
Aligned with the IFSP, this prototype provided funding to service providers in contract with the Department to coordinate and provide skilled respite services that best meet the needs of the families, both in and out of the home. The goal was to reduce the burden felt by families in finding and coordinating skilled respite services.
The EIHDS pilot project tested these enhanced supports and services for a 6-month period. This prototyping method has allowed the department to validate ideas and assumptions and adopt an agile approach in making improvements based on feedback from families, care coordinators and service providers.","a:3:{i:0;s:3:""156"";i:1;s:3:""211"";i:2;s:3:""615"";}","Inclusive and human-centred design
The pilot was co-developed with families of children with disabilities. This process allowed first-hand understanding of priority issues faced by the families. As a result, four prototypes were trialled with families, staffs and service providers across the province.
Principles of a restorative approach
- IFSP was family-led, instead of staff-led, when determining goals and resources for families. It was holistic, collaborative, and solution focused.
- DNF honored the broader family’s needs, beyond items solely needed for the child’s disability. These include supports like counselling and social activities for all family members.
- OS sent professionals into the home to work with the entire family where it’s most convenient for them; instead of only with the child with disabilities.
- ADR provided skilled respite who implemented plans provided by OS professionals; hence removing the burden on families to find and coordinate skilled respite.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The EIHDS project concluded in Fall 2019 at which point a formal evaluation of the pilot results was completed. The evaluation results provide evidence that intensive, family-led planning and in-home supports should be considered as key elements of any future broader program for children with disabilities and their families.","A total of eight families and ten children agreed to participate in the project from across the province. In total, six care coordinators and seven service providers participated in the project. Early in the project, all stakeholders were key in identifying existing gaps in services and challenges. Once the prototypes were developed, they were trialled for a period of 26 weeks and feedback was provided throughout. This data provided critical lessons learned and enabled adaptations along the way.","Overall, the pilot brought positive impact for staffs, families and service providers involved.
• Families expressed a new sense of ability and confidence to handle their situations as a result of these services.
• Care coordinators who reported feeling more empowered to support families. It allowed them to extend beyond DCS programming and connect families with other government programs.
• Service providers reported that the pilot had helped improve their relationships with the department.","The evaluation focused on determining if and how successful the prototypes were in their implementation and their ability to help support families in caring for their child with disabilities at home. The approach to evaluation was intended to be adaptive to allow for learning throughout the project.
Results were qualitatively synthesized into broad themes and included insights gathered from families, the support team and project team. There was consensus that the prototypes were uniquely impactful in improving the family’s well-being.
- IFSP provided an inclusive space for collaboration and was key in families reaching their goals. The approach gave families a new sense of support and confidence in handling their situations.
- OS connected families to professional services in ways that built capacity in the family home.
- DNF reduced financial barriers and improved community inclusion, and
- ADR reduced the burden on families to find and coordinate skilled respite services.","The on-boarding process for families and service providers was too accelerated. Prototyping was a new way of working for all stakeholders and it took more time than expected to find willing partners/collaborators, finalize service agreements and initiate services. This resulted in delayed supports to families. The pilot end date was extended to ensure all families received six months of services.
The transition from intensive services back to regular programming was challenging. There were concerns among families and the support team regarding the ability to maintain progress after the pilot ended. The approach to transition planning was based on best practice and gradual to allow time to adjust and ensure a smooth transition. Ultimately, families felt prepared to move forward through the transition process.","In serving families living with disabilities, Community Services needed to build a relationship with the Nova Scotians it serves through a human-centred and restorative approach.
• Collaborative approach that brings different teams and people together to work toward a shared vision.
• Empathetic approach that builds authentic connection and long-term relationships with the families served.
• Open-mindedness that enables the exercise of accountability and connection-building.
All these lead to full commitment and participation from all. Care coordinators are key in helping families reach their goals. Service providers are key in providing skilled services to support families. Families are key in helping the department shape its learning trajectory and scale up public impact. Additionally, prototyping was an iterative approach that allowed working collectively and inclusively toward a shared goal. This method addresses uncertainties as they arise, and adapts solutions along the way.","The project has different strengths to replicate into different types of public programs. For Community Services, EIHDS has lent a lot of new ways of thinking when it comes to designing new programs.
• Increased expertise and capacity both within the disability sector and the department in better serving people living with disabilities will help future DSP programs.
• Continued identification of changing needs for enhanced in-home support for families with a child with disabilities at home will produce new needs to be addressed.
• Agility in responding to identified needs by means of drawing from front-line staffs’ wealth of experience will equip the department to answer new needs as they arise.
• A variety of supports and services that address unique challenges faced by families of children with disabilities will increase the quality of life for Nova Scotians living with and affected by disabilities.
• A collaborative approach to service delivery builds trust and public legitimacy.","Key lessons learned from the EIHDS project, as synthesized from the evaluation include:
• Every child and family has unique needs. The child and family should be at the centre of program design and involved in goal setting discussions and activities.
• A collaborative approach that brings all perspectives together to work towards shared goals is critical. This allows teams to work creatively to provide timely access to wraparound supports.
• Dedicated resources are required to provide this level of intense case management.
• Family’s readiness to receive supports impacts the collaboration needed for Intensive Family Support Planning (IFSP). Varying life circumstances can affect this greatly.
• Investments in intensive enhanced in-home services that support a family to continue to care for their child with disabilities at home are more cost-effective than out-of-home placements.
• It takes time to build relationships, trust with children and their families, and buy-in to the process. Time to build those relationships between the child, family and support team should be accounted for in the length of time enhanced supports are made available.
• Transition planning out of intensive services back to regular programming must be considered very early on and implemented in order to prevent abrupt endings to intensive services. This will help families sustain progress achieved.
• Future program design should consider varying levels of support, flexibility to support life rhythms of the child and family, and ideally identify and support families before they hit a point of crisis.","Overall, the results indicated that the EIHDS pilot project was a success. All families felt the design and delivery of the project was effective and clear. Due to the effectiveness of enhanced in-home supports, most families would have liked the services to continue, based on their child’s improvement.
The successful results of this project provide evidence that intensive, family-led planning and in-home supports should be considered as key elements of any future broader program for children with disabilities and their families in Nova Scotia.",,,,,
18659,"10x Investments",https://oecd-opsi.org/innovations/10x-investments/,22/02/2020,"10x Program, Technology Transformation Services, General Services Administration","United States",central,"a:1:{i:0;s:11:""information"";}","10x Investments",https://10x.gsa.gov/,2017,"10x is a stage-gated internal investment program for the United States government, modeled on modern venture capital practices, that funds the exploration and development of new product ideas, sourced from civil servants, to significantly improve how the government uses technology to serve the public good.","10x is a stage-gated investment program for the United States government. Its mission is to fund the exploration and development of new project ideas sourced from civil servants across the federal landscape that significantly improve how the government uses technology to serve the public good. The name comes from the idea that the program aims to deliver ten times the value of the initial investment — 10x — as measured through cost savings, improved efficiencies, or scale of impact.
10x looks for ideas with evidence of a clear description of a problem that technology could address, alignment with current government-wide priorities, and the potential for positive impact on multiple government agencies or a broad portion of the American public. The 10x program hires teams to investigate these ideas, develop the most promising projects into products and services, and support them until 10x can find a permanent home for them within its own agency, the General Services Administration (GSA), or another federal agency.
10x uses a four-phase investment process, modeled on modern venture capital practices, where the amount of funding increases at each phase only if the project has proved to be successful up to that point. At each stage of the process, the idea, product, or service is evaluated to determine whether the next phase of funding is warranted, continuously balancing risk with potential benefits.
The initial barrier to entry is low: to get started, 10x asks federal employees to submit three sentences of context on the problem area and how technology might help to address it. The 10x team then selects the most promising ideas and hires a team of researchers and strategists to investigate and develop a better understanding of the dimensions of the problem.
The four phases are:
- Phase 1, Investigation. A small team answers the question “Is this a bad idea?” by developing a high-level understanding of potential opportunities and challenges, and in particular any significant roadblocks that might be too difficult to overcome.
- Phase 2, Discovery. The team answers the question “Is this a good idea?” by developing an understanding of the idea’s potential, considering problem statement, industries impacted, product and market fit, finances, timeline, regulatory environment, and how the product might scale.
- Phase 3, Development. The team answers the question “Will anyone use this?” by developing a functional minimally viable product (MVP) with at least one active agency customer, including estimates for the cost and effort required to build and maintain a fully viable product.
- Phase 4, Scale. The team answers the question “Will everyone use this?” by deploying additional funding to increase the number of people using the product and to determine a method for ongoing financing and maintenance.
Alongside the funding provided, the 10x team provides guidance, oversight, acquisition vehicles, and advice to idea authors and project teams, equipping them with the necessary tools to help each project reach its potential.
10x provides resources to projects attempting to solve significant issues inside the government that might not otherwise have been addressed. As individuals on the front lines of a huge workforce, federal employees have significant exposure to the challenges facing the government that could potentially be solved through a new technology or service but often have little to no access to any means to explore or execute on their ideas to address these issues. The 10x program was explicitly designed to bridge this gap by providing these resources, financial and otherwise, to civil servants who apply.
10x aims to provide job satisfaction and fulfill a sense of duty for any civil servant who sees a way to further their agency’s mission through the development of a particular product or service. Civil servants who recommend an idea to the 10x program have the option to participate in and support the development of that product as part of their own career development.
10x introduces concepts of adaptation, agility, and experimentation to federal agencies, demonstrating how a structured, lightweight process can be used to manage the risks — financial and otherwise — associated with iteratively testing out new ideas. In particular, 10x showcases how this iterative approach can successfully operate in alignment with the traditional top-down appropriated budgeting process used by the government.
The 10x team works to identify how a successful project might be sustained within the government, ultimately reducing its reliance on funding from the 10x program. 10x ensures that agency partners who agree to house a 10x product or service over the long-term have the necessary knowledge, procedures, relationships, and funding structures in place to allow the project to thrive and continue to grow once it has graduated from the 10x process into a more traditional agency environment.","a:8:{i:0;s:3:""213"";i:1;s:3:""214"";i:2;s:3:""876"";i:3;s:3:""211"";i:4;s:3:""612"";i:5;s:3:""320"";i:6;s:3:""257"";i:7;s:3:""617"";}","The traditional way the US government budgets for new technology or new technology programs is to specify a lump sum of money for a project or projects to be spent over a period of months or years. This approach is often ineffective, resulting in continuing to spend money even after an agency or the project team determines that the project should not continue, simply because the budget already exists.
In contrast, 10x attempts to spend the smallest possible amount of funding necessary at every stage of a project to determine whether or not it’s worth pursuing. Only one or two of every ten projects selected for initial funding will actually make their way into design and development work, and even those projects must be able to prove they are delivering clear value in order to continue to receive funding. This iterative approach to investing allows 10x to save money while ensuring the products and services produced meet a real, verifiable need in the federal environment.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Now in its third full year of implementation, the 10x program is constantly iterating to improve how it delivers value. Increasingly, 10x is clustering its investments to allow them to build off prior research and leverage prior partnerships. Rather than requiring all new projects to “start from zero,” 10x is curating a collection of knowledge within several prominent government technology problem spaces in order to speed research and development for projects operating in these areas.
Effective programmatic outreach to agencies allows 10x to intake ideas from new, different sources and ensures 10x projects are more easily able to find research and implementation partners. Approximately one-tenth of all federal agencies have applied to the 10x program to date. New approaches to outreach to increase this number include project lightning talks, leveraging technology communities of practice, and identifying champions throughout government to serve as signal boosters.","Several US government agencies worked with 10x to develop the structures necessary to allow the program to function. The Office of Management and Budget (OMB) developed the regulatory structure to allow us to spend appropriated funds in this way, while the General Service Administration (GSA)’s Office of General Counsel helped us develop an innovative contractual approach to allow us to legally work with other agencies to determine how to spend these funds to address their problems.","10x addresses issues affecting a wide range of stakeholders. Civil servants and agencies get resources to address problems directly affecting them. Organizations that receive federal funds benefit from 10x projects that significantly improved funding delivery and reporting. Vendors have used 10x-funded projects to reduce costs associated with delivering new technology for the federal government. All projects are open-source, allowing any individual to fork code or content for their own use.","Since 2015, 10x has received over 750 idea submissions from over 100 federal agencies. From these, 10x has funded 176 projects, generating a wide variety of products and services, including open-source tools and infrastructure, websites, research reports, playbooks, and training programs.
Projects of note include:
- The Eligibility APIs Initiative, a set of shared web services to help states increase data quality and efficiency and reduce duplication of effort when making eligibility determinations for human services programs.
- The U.S. Data Federation, which makes it easier for the government to validate and aggregate data from disparate sources via API and web interfaces. Several agencies are piloting the tool to streamline their data management efforts.
- The U.S. Web Design System, which makes it easier for agencies to build accessible, mobile-friendly government websites. It was recently codified into legislation as part of the 21st Century Integrated Digital Experience Act.
","As the number of 10x-funded projects has grown, internal staffing constraints have created instances where projects experienced significant downtime between phases, leading to a loss of momentum and time spent onboarding a new team. As a result, 10x established and awarded an agile software development contract to a private-sector vendor. By combining the staff availability of the new service provider with internal support, 10x has been able to reduce this inefficiency.
10x has challenges in finding long-term “owners” for its outputs. 10x provides seed funding with the goal of finding a permanent steward for a product or service elsewhere in government. Due to funding constraints and the timing of budget cycles, this can sometimes be a difficult barrier to overcome. 10x is working with its project teams to manage this risk and also working with agencies to locate alternate funding streams outside of traditional budgeting processes agency partners can use to support 10x projects.","10x benefits from several enabling factors, including its supporting infrastructure and the culture of its partner organizations.
10x’s funding source, the Digital Services Fund, has a broad mandate to be used for new, good for government products and services, as well as a flexible structure that allows 10x to invest funds in a broad range of projects outside of the year in which funding was appropriated, reducing the pressure to spend all funding in a particular fiscal year.
10x regularly partners with several organizations located inside the federal government to execute on projects, including 18F, a technology consulting team; Census xD, a data science team; and the Office of Evaluation Science, a behavioral science team.
10x would not be successful without significant support from leadership within 10x’s own agency. Most importantly, 10x’s agency partners appreciate and adopt the risk mitigation and human-centered approaches to problem solving inherent in the 10x process.","The 10x model was designed with an eye towards replication by other government organizations both in the United States and internationally. Within the federal government, 10x’s incremental funding approach was used as inspiration for the governance of the U.S. Technology Modernization Fund (TMF), established by Congress in 2017. The Canadian Digital Service (CDS) announced in May 2019 that it was launching a new technology funding model, styled after 10x and others.
Other domestic and international governments have been actively reaching out to 10x to learn how to adapt the 10x model to their environments. 10x is working to better document the process and procedures it uses to help make the program as easily replicable and adaptable as possible.","The 10x program did not spring to life fully formed. It is the result of a number of experiments over several years prior to the official program launch, each designed to test different approaches to surfacing and funding new ideas. 10x is the result of accumulated lessons learned from these prior iterations.
The initial prototype for a larger investment strategy to develop new products and services, the Great Pitch, launched in May 2015 as a one-time-only startup-style pitch competition. Since then, 10x has gone through several more iterations, with changes and tweaks to the format to identify the most effective management strategies.
In just five years, 10x has revolutionized technology investments in the federal government. Over these years, 10x has learned several lessons:
- Develop an investment thesis. Prior to 2019, 10x had no defined thesis or investment areas. Ideas were scattered, and it was difficult to find common threads of work. Developing an investment thesis has made it easier for both 10x and for individuals applying for 10x funding to understand what is required by the program.
- Successful projects have defined outcome metrics. In previous iterations, project teams were not held accountable for milestones, nor were there consequences for failing to deliver. As a result, many projects either never launched or became protracted and often ran over budget. The current 10x model has defined requirements for outcome metrics, though there is significant flexibility given to each team to determine the metrics to which they will be held accountable.
- Clearly communicate the criteria used to evaluate ideas. This helps people understand why or why not their idea was selected and ensure a consistent approach among different evaluators.
- Have a consistent team make funding decisions. Subject matter experts are useful influencers but ultimately funding decisions should be made by those individuals charged with governing the fund.
",,"a:1:{i:0;s:5:""20792"";}","a:11:{i:0;s:5:""18688"";i:1;s:5:""18685"";i:2;s:5:""18687"";i:3;s:5:""18675"";i:4;s:5:""18681"";i:5;s:5:""18683"";i:6;s:5:""18684"";i:7;s:5:""18672"";i:8;s:5:""18680"";i:9;s:5:""18679"";i:10;s:5:""18682"";}",,https://youtu.be/EnRVrJz2Ut0,https://youtu.be/S5DO-R2iy54
18695,"Nudging Mexico City drivers into feeling co-responsible for everyone's safety: a new license issuing form",https://oecd-opsi.org/innovations/nudging-mexico-city-drivers-into-feeling-co-responsible-for-everyones-safety-a-new-license-issuing-form/,25/01/2021,"Mexico City Mobility Department (SEMOVI)",Mexico,regional,"a:2:{i:0;s:9:""transport"";i:1;s:11:""Road Safety"";}","Nudging Mexico City drivers into feeling co-responsible for everyone's safety: a new license issuing form",,2019,"Taking a course and a comprehensive driving test has not been a mandatory requirement to issue a driver's license in Mexico City and implementing such a system is not simple. The City is building institutional capabilities to effectively implement mandatory courses and tests to improve road safety. Meanwhile, SEMOVI has modified the issuing license form to nudge applicants into feeling co-responsible for road safety and refraining from driving if they deem themselves incapable of doing it safely.","Mexico City has never required comprehensive and mandatory driving courses and tests for persons aiming to get their driver's licenses. Years ago, there was a test consisting of random and arbitrary questions about the Transit Regulations that, by design, usually ended in a corrupt exchange to avoid the test. Now, the City is building the institutional capabilities to implement courses and a test as requisite to obtain a license, granting that those persons who pass the test are qualified to drive.
While this system is built, SEMOVI implemented a behaviourally-inspired intervention to nudge license applicants into refraining from driving if they deem themselves incapable of doing it safely, by inducing a sense of co-responsibility towards others' safety.
The original process implied paying for the license and going to a SEMOVI office only to sign the document and place a fingerprint on it. Reading the document was not even necessary to complete the process and it did not provide salient information that would make future drivers aware of the responsibility that driving a car is.
The document privileged the driver's personal information and had two small print boxes with legal information that did not make the consequences of not driving properly or not knowing the rules explicit. Thus, this old format triggered behavioural biases among applicants:
- Status quo bias: the old process did not require any real effort to grasp and process information
- Thinking fast heuristics: the process makes you focus on the personal information section and then it only requires you to sign, without having to pay attention to anything else
- Social norms: everybody assumes that driving without proper training and testing your capabilities is what everybody does so it must be okay
- Availability bias: individuals do not grasp the importance of the rules contained in the small print, as if it did not exist
-Optimism bias: since people who are not fully able to drive get a license as a secondary ID document, disregarding the implications and risks of driving, especially without proper training and information
The innovation consists of changing the format of the licence application. The new format has a manifesto in which the applicant, under oath, declares and signs that she:
- Can read and write
- Is providing true information
- Meets the requirements for obtaining a driver's license and has the expertise to drive in Mexico City
- Knows the contents of the Transit Regulations, as well as the obligations that you acquire as a driver and the sanctions to which you are creditor in case of default
- Is physically and mentally fit to drive or, if she requires a special attachment, agrees to drive only if she and/or the vehicle has it
Also, the person has to read a paragraph out loud in which she expresses that she is aware of what the good practices driving in the city are. After that, the person who grants the license has to read a paragraph to express the responsibility that she has when granting a driver's license to the applicant. The format has a specific space for the public official in charge to comment on the suitability of the applicant, which is not an impediment to receiving the license and does not become an opportunity for corruption.
That is why, this intervention:
- Creates barriers to make the process more thoughtful, but doesn’t represent an opportunity for corruption
- Makes people “think slow”, signing on their responsibilities, one by one
- Makes the responsibility of requesting the license more salient
- Implements an oath to make being a responsible driver a more socially desirable trait and makes the risk of driving without knowing the rules visible
- The observations on the suitability of the applicant that the public official is required to write on the document seeks to remind her of the responsibility she bears when granting a license
- Writing these observations does not represent a reason for denying the license (i.e. it is not a chance for corruption) but it is visible for the applicant (social pressure)
The pilot was implemented in 8 service offices for a month (Jan 2019). After the test, the innovation was evaluated with a diff in diff test. The results showed a reduction of 5.32 daily new licenses issued in the pilot modules compared to the control modules at the time and the same pilot offices during the same month of the previous years (Jan 2018 and 2017). It means, daily, 5.2 persons, who do not know how to drive, postponing the obtention of the license.
A remarkable fact to mention: in order to attend a SEMOVI office, citizens have to pay the license (44 USD) at the Finance Secretary first. This means that those 5.2 persons declined or delayed the obtention of a license they already paid just because of the effect the new format had on them.
This innovation was inspired by behavioural insights about integrity and tax compliance (Ariely et al. 2012; Behavioral Insights Team 2012)","a:9:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""181"";i:3;s:3:""211"";i:4;s:3:""615"";i:5;s:3:""612"";i:6;s:3:""317"";i:7;s:3:""620"";i:8;s:3:""373"";}","The use of behavioural sciences to ensure that people seeking to drive without prior training refrain from obtaining their license. The cost of the intervention was low and the benefits, in terms of road safety, are considerable.
Before, the approach to improve road safety was to implement mandatory tests focused on learning rules (not on rising awareness about the importance of safety), without considering the creation of courses open to every citizen. Today, Mexico City has the first open online courses and in-person 'sensibilisations' for traffic offenders. All these changes are a breakthrough to improve road safety.
Although, for now, there are practical driving courses, this is a first step and it is a way to make people self-select out of the group of those who receive a license. Each one is a person who became aware, even if they didn't delay the obtention of the license to a later moment (after they could get more information or training).","a:1:{i:0;s:14:""implementation"";}","After being tested, this innovation is in the implementation phase in all the SEMOVI service offices, since February 2019. During January 2019, the pilot was implemented out in 8 offices (pilot and evaluation phases), obtaining favourable results.","This innovation was an internal project at SEMOVI. The areas involved internally were the General Direction of Licenses and Vehicle Transport Operation (implementation with public officials and citizens), the Executive Direction of Information and Communication Technologies (implementation of differentiated formats), the Executive Direction of Culture of Mobility (behavioural insights and experimental design), and the statistical analysis area at the Secretary’s Office (evaluation).","The users of this innovation are all the individuals who seek to obtain a license to drive a private vehicle in Mexico City. However, this project benefits all citizens of the city, since this change prevents untrained persons to obtain a license, thereby diminishing the probability that these people provoke a traffic accident. Also, the Government benefits from an easy to implement screening process to discriminate against unqualified drivers.","In eight SEMOVI service offices, the new license formats were implemented during January 2019. After, the effect of the implementation of the new format at pilot sites on the number of licenses issued throughout such period was measured. The analytical team used the Difference in Differences (DiD) technique: an analysis on licenses and permits issued from January 2017 to February 2019 (775 days). The days before and after the trial period (31 days) were considered.
The team found a reduction of 5.32 *new* licenses per day at the pilot sites with a statistically significant difference (95%), attributed to the implementation of the new format.
A standardization (775 days) of the number of licenses issued per week was performed, in which a decrease was found in the 4 weeks of the pilot test, in the same direction as the DiD coefficient, perhaps due to the fear of lying in an official document.
The effects were not significant for renewals, replacements or new permits for adolescents.","Despite the positive effects found, one of the biggest challenges that this innovation can face is the fact that people could lie or be unaware about their real abilities to drive.
In addition, it was found that the pilot only had a significant effect on people getting their license for the first time, not those renewing it (the effect was negative but not significant). This reassures the importance of creating courses for people with no experience driving so they are able to grasp the knowledge and practices necessary to drive safely around the city.
Still, this format prompts the need and acceptance for the course and test as a fundamental requirement to obtain a license even among those who will be affected by the measure (future drivers trying to get a new license).
It is important to note that this is only one of the steps in the process of building public policies to ensure greater road safety in the near future.","For the innovation to succeed, it is necessary that those involved, both the applicant and the public official, do their part. That is, that the applicant reads and signs every section in the format requested, and the public official also reads and writes on every section they need to. In addition, that senior managers, who are responsible for implementing innovations like this, take behavioral insights into account as a serious approach to design and implement public policies.","It has not been replicated yet. To do so, it is important to understand the context and motivations of those individuals potentially affected by the implementation of a similar form. The innovation can be used in every agency responsible to issue driver’s licenses, even those that already implement mandatory courses/tests, since the implementation of this format means no harm and can increase the levels of co-responsibility among the citizenship.","Using behavioural insights to shape public policies is an incredibly useful strategy since this helps to understand contexts and problems from an alternative perspective, placing individuals at the centre of the design process, and obtaining positive results with a minimum investment, without creating new opportunities for corruption (as it happens when some programs and bureaucratic processes are implemented with barriers that make it easier to pay for a process rather than actually going through it).",,,,,,
18720,"“Mi Taxi”: Innovation and Technology to Boost Trust in Mexico City Public Taxi Service",https://oecd-opsi.org/innovations/mi-taxi-innovation-and-technology-to-boost-trust-in-mexico-city-public-taxi-service/,25/01/2021,"SECRETARÍA DE MOVILIDAD DE LA CIUDAD DE MÉXICO (SEMOVI), AGENCIA DIGITAL DE INNOVACIÓN PÚBLICA (ADIP)",Mexico,regional,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_order"";i:2;s:9:""transport"";}","“Mi Taxi”: Innovation and Technology to Boost Trust in Mexico City Public Taxi Service",https://taxi.cdmx.gob.mx/mi-taxi,2019,"Mi Taxi, My Cab, part of Mexico City’s App, was created to boost trust in the public cab network by making the service safer. It provides information about the drivers and the cabs' public concessions. Users can rate the trip and activate a panic button connected to the City’s Intelligence Agency, C5.
Negative perceptions of safety among the public lead the Government to grasp the situation faced by drivers and users, particularly women, and thus developed the initial phase of the app, focused on safety","In the last few years, the perception of insecurity in public transportation increased. Many people opted for private mobility services through applications. This diminished the demand for the public cab services and affected taxi drivers’ economy. To set the basis for a fairer competition, the new administration of Mexico City’s Government implemented a series of bureaucratic and technological innovations. Mi Taxi [My Cab] is one of them.
Mi Taxi is one of the multiple services inside Mexico City’s App (called “App CDMX”). This app concentrates services such as “Sendero Seguro” (Safe Trail) and “MI C911e” that send users' location to the intelligence and police authorities when they are in danger, or “Mi Policía” which contacts the nearest police officer in case of emergency.
Mi Taxi was created to rebuild trust in the public cab service. It provides information about the drivers, like their picture, name, vehicle plates and concession. This information can be used to corroborate the plate number and the driver's appearance. Until now, there have been 7,993 drivers registered on the app, at least one time. In total, the plates have been registered 69,923 times.
The app has a panic button included for emergencies. This button is connected to the City’s Intelligence Agency (C5), that makes a report to all the emergency services, providing them with the real-time location of the cab and the plate number to be targeted and intercepted. Cab users and drivers can use the app through their own profiles and access the panic button if they feel the need to use it.
Both users and drivers can send their location in real-time to trusted contacts (share their trips) and the app uses very little data, considering that most persons in Mexico City do not have unlimited data plans for their cellphones. Also, the app allows the users to rate the trip and help other users to have information about the quality of the drivers' service.
For the application to be successfully used, drivers have to register their matching personal and vehicle data. This information is easily registered through the portal “Mi Unidad” [My Unit]. Until now, 70,216 drivers are registered.","a:13:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""181"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""221"";i:6;s:3:""623"";i:7;s:3:""612"";i:8;s:3:""614"";i:9;s:3:""317"";i:10;s:3:""618"";i:11;s:3:""619"";i:12;s:3:""373"";}","It is the first time that an app is developed by the government of Mexico City to be used, for free, by cab drivers and passengers to have information, to hail a ride as well as to share and rate trips.
Another innovation is the way to directly connect with authorities, through a panic button; even private service apps want to have access to the same service.
The app was developed based on focus groups and multiple talks with a variety of cab drivers, users (women, particularly) and multiple interactions between the Mobility Department and the Digital Agency for Public Innovation.
For Mi Taxi to work, the City created “Mi Unidad”, a system to register every cab driver with the cab plates they drive, a database that did not exist before 2019.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The innovation is in the implementation phase. Not all the drivers are registered in “Mi unidad” yet, but the government is disseminating information and nudging drivers to register as well as getting more people to download the app and actually use it during their trips.
Mi Taxi is also developing a ride-hailing system so that users can get a cab through the app and it can pick them up. The administration is evaluating to expand the capabilities of the app by adding an electronic payment options to minimise the use of cash in transactions, which is safer and more convenient for drivers and users alike.","This project was developed though the Public Innovation Digital Agency (ADIP), meaning the program did not require the investment of any further public resources.","The innovation aims to improve safety of cab users, particularly women, since it provides clear information about drivers and the cars themselves, through the initial information and through the rating system. Also, it allows users to share their trips with their close ones and activate the panic button for safety reasons
These security services are also available for drivers
Creates a fairer context for Mexico’s City taxi drivers to compete, through better quality services, with private apps","Up until now, there have been 7,993 drivers registered on the app at least one time. In total, the plates have been registered 69,923 times. The number of successful trips made with the app is 21,727. And the app has been downloaded more than 170,000 times.","One of the biggest challenges is to voluntarily bring all the cab owners to start the registration process that will provide the information about who drives which cars. The process is very easy and, little by little, all the cab drivers become part of the database.","In order to make this project successful, it is necessary that all taxi drivers register their information. Also, city residents have to be nudged to use the app so as to make it attractive for more drivers. Another important element is that all the emergency services respond immediately to the calls for help.","This project has not been replicated yet. But it might be a good example for other cities to rescue their taxi system and help the drivers to improve their economic situation. It is a way to dignify the job and make it trustworthy for everybody. An important element is the panic button, which is the main reason for a passenger to use the app, increasing trips' overall safety.","It is important to understand users and drivers to get a solution that helps and fits everyone. By doing focus groups, primary needs were identified: The drivers had the need to obtain credibility from users and the users had the need to feel safe during their trip.This is why the innovation has to involve solutions for those two problems.
Mostly, both problems were solved with the panic button and the possibility to share the trips in real time: users have a tool to use when they don’t feel safe because they can press a button and authorities will come to help share their location with their close ones to make their location known. This also gives the drivers the credibility that they need, because if the users feel safe, they trust the app and the driver.
Another lesson is the importance of having in-house capabilities to develop, in record time, technological tools such as App CDMX and databases such as Mi Unidad, solving public issues without wasting any public resources.",,,,,https://www.youtube.com/watch?v=Bzk2LYppqlk,https://www.youtube.com/watch?v=RrZTpWSbuQQ
18790,"Protecting public health and reducing the availability of illicit tobacco products through the establishment of an EU-wide supply chain control system",https://oecd-opsi.org/innovations/protecting-public-health-and-reducing-the-availability-of-illicit-tobacco-products-through-the-establishment-of-an-eu-wide-supply-chain-control-system/,07/07/2020,"European Commission - DG SANTE - Unit B2 - T&T team","European Commission",central,"a:1:{i:0;s:6:""health"";}","Protecting public health and reducing the availability of illicit tobacco products through the establishment of an EU-wide supply chain control system",https://ec.europa.eu/health/tobacco/tracking_tracing_system_en,2019,"Tobacco use is extremely harmful to health and its illicit trade causes billions in tax revenue losses each year. The EU Tobacco Products Directive (TPD) provides for the establishment of a tracking and tracing system that enables the authorities to follow the movements of every packet of the 26 billion or more sold or produced in the EU, along every step of the supply chain, via real-time reporting by industry. The system is a tool for authorities in implementing their tobacco control policy.","An estimated 1 in 10 cigarettes and tobacco products sold worldwide are illicit, making it one of the most significant types of illicit trade. Its impact on society is huge. Duty evasion deprives governments of billions in tax revenue each year. Illicit products are typically sold at lower prices, with evidence of increased youth consumption, while the income derived from such sales is often used to fund other criminal activities.
Opportunity
Illicit trade is a global problem that individual countries are not effective in fighting alone. The EU TPD is an ambitious initiative aimed at protecting citizens’ health, especially young people, by tackling illicit trade in tobacco products through an EU-wide traceability system. Given its scope (26 billion packs a year, 50 thousands wholesalers and 1.2 million outlets across the EU), it is the world’s largest tracking system of this kind, capturing data for every pack of tobacco products and providing competent authorities with visibility of all activity along the supply chain.
To target illicit trade, authorities need to understand where illicit activity happens and identify those responsible. The traceability system equips authorities to monitor the movement of legal tobacco products (tracking), enabling them to determine at which point the product was diverted into, or appeared from, the illicit market (tracing). With this data, authorities can tell how the illicit products entered the supply chain and address the problem or target suspicious activity. Closer observation of the legal part of the market can also provide important insights into its shadow part.
Innovation
The innovation lies in applying the track and trace system to the entire EU tobacco supply chain. This entails real-time tracking of billions of individual products at every step, from manufacturer to distributor down to retail outlet.
In line with the WHO Framework Convention on Tobacco Control Protocol, the EU TPD requires that all tobacco packs produced in, destined for, or placed on the EU market must carry a traceability marking known as a ‘unique identifier’ (UI).
The UI is embedded in a data carrier (e.g. barcode) that allows authorities to read the information (including in the field with scanners or smartphones). All product movements are checked, validated, and recorded at each step. Every single actor in the supply chain (manufacturer, importer, distributor) must report data into a first-level storage system called a ‘Primary Repository’ (PR). A copy of all data is then sent to a central storage system, called the ‘Secondary Repository’ (SR). Dentsu Aegis Network AG (DAN AG) was awarded the contract to design, operate and manage the SR.
The system is more rigorous than any other due to the regulatory requirement for online enforcement, meaning data is not just being passively stored but at each step there is a process of data reporting, validation, and authorization, all happening in less than sixty seconds. Non-compliant products are flagged in near real time. Economic operators receive automatic reporting errors and are obliged to address the source of the error before the affected tobacco products can be moved further.
Benefits
The system benefits all EU citizens as a solution to tackle illicit trade and protect public health. Other jurisdictions are considering deploying comparable systems, not only for tobacco products, but for other excise products (alcohol, beverages, etc.). The system provides high-quality data as it covers all movements of tobacco products, sets timelines for reporting, and has a specific format for individual reports - enabling authorities to control the supply chain.
The system uses international standards, thereby driving innovation and ensuring interoperability. Independent providers can offer their services, which further strengthens the checks and balances. The system currently has 21 ID issuers, i.e. independent entities entrusted with generating UIs, and 10 providers of PRs. Several other IT providers deliver various components of the system, such as scanners or cloud-based reporting solutions.
Future applications
It is anticipated that it will take 12 to 18 months before the real value of the data captured can be appreciated, as more links and patterns emerge over time and the market exhausts legacy products. Enforcement agents on the ground should benefit from real-time data and intelligence, leading to tangible results. The future impact could be significant.","a:3:{i:0;s:3:""618"";i:1;s:3:""194"";i:2;s:3:""623"";}","The EU system is a new benchmark in supply chain traceability. It allows for real time collection and verification of data from the entire supply chain. It is unique in its scale and volume as the world’s largest traceability platform for tobacco products.
Dentsu Aegis Network designed the technical controls necessary to give effect to the EU TPD and its secondary legislation. The company collaborated with the EC to design a solution in line with the applicable rules.
The final innovation involves a cutting-edge solution for scalable and secure data access, with automatic controls for data validation at each step. It provides authorities with an unprecedented level of visibility over the supply chain of tobacco products.
The European project is proof that a centralized repository solution is both possible and can be successful as a solution for supply chain traceability. Building on open standards and interoperability makes it highly applicable to other regions or industries.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The EU system of tobacco traceability for cigarettes and roll-your-own tobacco products was successfully launched on 20 May 2019.
It was an exceptional achievement to kick start a system of this scale, i.e. tracing over 26 billion objects a year, registration of over half a million economic operators and over a million facilities, within the prescribed deadline and with all the core functions operational from day one. It was thanks to the concerted efforts of all actors involved in the system, notably the European Commission, EU Member States, Dentsu, other IT providers and economic operators.
By 19 May 2020, the market will have exhausted all legacy product categories covered currently by the system.
On 20 May 2024, the system will be expanded to include all other categories of tobacco products.","The legal framework for and the overall design of the system were provided in the legislative acts prepared by the European Commission (EC) in collaboration with EU Member States, for which there were extensive consultations with civil society and sector stakeholders.
For the operational implementation of the central storage unit and router, the EC awarded a contract to DAN AG. The EC also approved further primary repositories proposed by the sector, while Member States appointed ID issuers.","The system provides a new innovative tool for enforcement agencies to combat illict trade in tobacco products.
Data-driven enforcement translates into improved tax collection and has been shown to protect young and other at-risk groups from artificially low-cost tobacco products. The economic and social benefits of the system were estimated at about EUR 4 billion a year (https://ec.europa.eu/health/sites/health/files/tobacco/docs/tt_ia_en.pdf).","To target illicit trade, authorities need timely access to all relevant information. The traceability system is truly unique in that respect as, for the first time ever, it provides authorities full visibility of the entire supply chain for tobacco products.
Near real-time data is available to measure the system’s performance thanks to the user interfaces provided by DAN AG.
The Impact Assessment predicted a potential reduction in illicit trade in tobacco products of around 20%, which could be attributed to the introduction of the traceability system.","Challenges encountered included meeting the ambitious timeline set for the rollout of the system coupled with the sheer scale of the undertaking, as previously noted it is the largest tracking system of its kind in the world, capturing data for every pack of tobacco products and providing competent authorities with visibility of all activity along the supply chain. It was a steep learning curve for economic operators responsible for reporting product movements into the system.
To address these issues, the EC produced educational materials for economic operators and stakeholders, while DAN AG disseminated information through a data center, workshops and webinars, which together went some way to bridging any knowledge gaps. In parallel, there was a gradual tightening of the technical validations built into the system to ensure compliance with the legislative acts.","A key condition for success was having a well thought through legal framework, which, while being precise in terms of general reporting rules and individual responsibilities, allowed flexibility in terms of the technological solutions to be adopted. The legislation also clearly assigned responsibility for costs associated with both setting up and operating the system, as well as clearly defining how revenue would be generated for ID issuers, which ensures the ongoing sustainability of the system.
The decision to use existing international open standards also contributed to driving innovation and ensuring interoperability.
Another key enabler was the fostering of an environment where healthy competition was allowed to develop between IT service providers. Independent providers are allowed to offer their services, which further strengthens the level of checks and balances.","Other jurisdictions are considering deploying comparable systems, not only for tobacco products, but for other excise products (alcohol, beverages, amongst others). Illicit trade is a global phenomenon that many countries and regions are grappling with. The EC shares the experience of establishing the EU-wide supply chain control system for tobacco products with other Parties to the WHO FCTC Protocol on Illicit Trade and as well as relevant international organizations. Through a dedicated webpage, (https://ec.europa.eu/health/tobacco/tracking_tracing_system_en), information about the traceability system, and other relevant developments, is disseminated.","This is a very specific innovation due to the sensitivity of the subject matter concerned. Avoiding any vested interests was of paramount concern. Introducing new ways of combatting fraud, in this case illicit trade, is challenging but dealing with the tobacco industry added an additional dimension of complexity.
The decision to use existing international open standards proved well-judged in that it contributed to driving innovation and ensuring interoperability.
Since the system became operational, it has been possible to monitor the quality of the data inputted into the system by reporting parties. The legislative acts clearly defined the requirements in terms of data inputs – both in terms of the content of the messages to be notified at various steps in the supply chain but also the timelines for such reporting – and this has provided valuable framework for ensuring compliance.",,,,,,
18853,"PARENTS GATEWAY",https://oecd-opsi.org/innovations/parents-gateway/,,"Ministry of Education",Singapore,central,"a:1:{i:0;s:9:""education"";}","PARENTS GATEWAY",https://play.google.com/store/apps/details?id=com.moe.pgp&hl=en_SG,2019,"Parents Gateway is a one-stop, centrally coordinated app streamlining engagement between parents and schools, capable of direct mass communication of time-sensitive messages of high level of importance to all parents nationwide. With curriculum time saved, teachers previously burdened with onerous administrative work are free to focus on core teaching and to better meet students’ needs. Parents stressed by disparate admin processes for children in different schools can now manage all in one app.","Parents Gateway, a one-stop technological enabler with secure authentication via SingPass (the national digital identity) has a strong citizen-centric user design focus, with iteratively developed features and enhancements enabled by Agile Software Development Methodology. It was deployed nation-wide to all parents of school-going children aged 7 to 18 to enhance convenience for parents as well as improve the level of engagement with parents as our key partner and stakeholder in education.
In addition, it has also succeeded in eliminating many of the pain points highlighted by our teaching workforce – the frequent, frustrating, manual administrative process involving distribution, collection, collation and repeated reminders when engaging parents, through their children, using hardcopy forms. This has allowed our passionate teachers who genuinely desired to devote more time delivering quality lessons and nurturing students, to be better supported in their core roles.
Busy parents, especially those with children in different schools, were stressed by an onslaught of disparate administrative processes. Parents were, therefore, overwhelmed by different apps used by different schools, all seeking to meet the administrative needs of their children.
Enter Parents Gateway – the one app to rule them all!
The importance of parent involvement cannot be underestimated. Empirical evidence** suggests that parental involvement is strongly associated with children’s socio-emotional development and typical barriers to increased parental involvement in schools are time constraints among parents, a lack of awareness of opportunities to engage and a lack of communication between school and parents – all of which are resolved by Parents Gateway.
Built from end-user’s perspective through extensive customer journey mapping, Parents Gateway empowers effective school-home partnership
(i) its Parent-Centric Design (parents can view information pertaining to their children, consolidated and synced in one app, on-the-go, even if children attend different schools.)
(ii) leveraging on familiar user-behaviour of citizens (such as adding to calendar, in-app notifications, etc.)
(iii) teachers can now effortlessly track and monitor responses from parents within a shorter turnaround time
On 7 Feb 2020 when the government declared a heightened level of disease outbreak readiness (Dorscon Orange) for COVID-19 at the national level, more than 230,000 parents received notifications and instructions from MOE HQ via PG in a matter of seconds. The Travel Declaration feature allows schools to better track travel history and facilitate contact-tracing, allowing MOE to support the national effort of COVID-19 case management.
Focused Group Discussions were conducted with various stakeholders including school leaders and school administrative staff, parents, public sector agencies in the social and family sectors to understand real needs and determine the product roadmap. Thereafter, putting a Whole of Government lens on innovation by collaborating across government agencies to better deliver parent-targeted resources and services being provided, we embarked on the second tranche (Parents Gateway 2.0) – a daring enterprise of Service Journey Mapping across agencies, making Parents Gateway the forerunner in breaking down vertical silos of agencies and encouraging horizontal flow of information through inter-agency collaboration. The very success of Parents Gateway depended on its ability to string together services across various government agencies such as health records from the Ministry of Health, social programmes from the Ministries of Culture, Community & Youth and even pre-enlistment from Ministry of Defence.
Thus, Parents Gateway has become the gateway for dissemination of important messages from the Singapore Government to families and households: Another case in point would be the National Environment Agency (NEA) using Parents Gateway for its national campaign for dengue prevention – educating families on identifying symptoms and applying the ""5-step Mozzie wipeout"" – to eradicate the danger of dengue.
[** The Longitudinal Process of Early Parent Involvement on Student Achievement: A Path Analysis Momoko Hayakawa, Michelle M. Englund, Mallory N. Warner-Richter, Arthur J Reynolds NHSA Dialog. Author manuscript; available in PMC 2016 Nov 18.
Published in final edited form as: NHSA Dialog. 2013; 16(1): 103–126.]","a:9:{i:0;s:3:""876"";i:1;s:3:""184"";i:2;s:3:""303"";i:3;s:3:""620"";i:4;s:3:""283"";i:5;s:3:""612"";i:6;s:3:""373"";i:7;s:3:""614"";i:8;s:3:""618"";}","FIRST AMONG EQUALS
• First-ever synergistic digitalisation aligned with “Smart Nation Singapore” – across 348 schools, MOE HQ, reaching to almost half a million parents
• Embarking on Service Journey inter-agency collaboration
• Government’s first foray into a large-scale experimentation on the use of Commercial Cloud and Open Source Technology.
• A first – parents manage all administrative functions in one app, even for children in different schools.
ADOPTION OF DESIGN THINKING LEAN STARTUP MODEL
• “Forever Beta” approach – responsive to changes – lean and agile to monitor, calibrate and fix issues quickly.
• Empowered by Agile Software Development Methodology, iteratively delivering citizen-centric design
• Prioritizing Minimal Viable Products (MVP) delivering solutions at the last responsible moment.
• In-house development, outsourced for maintenance – ensure Ops-Tech team channels efforts efficiently
• Data-driven decision-making for product development
• Data for policy-making","a:1:{i:0;s:9:""diffusing"";}","The Parents Gateway initiative undergirded by the 2 major principles of the Digital Government Blueprint under the Public Service Transformation drive – Digital to the Core, Serve with Heart – and firmly established in its mission-centricity has birthed Parents Gateway2.0. Enhancement-oriented, the Parents Gateway roadmap spans 2023 and beyond (MVP 5 to 12), aimed at providing massive value to its stakeholders – schools, parents, Ministry of Education and Whole-of--Government.
Parents Gateway2.0 – a one-stop, well-resourced, platform – is the result of radical rethinking of service delivery, comprising collaboration with different agencies to support parents at every stage so that they, in turn, can better nurture their children through their schooling years from Primary to Secondary to Tertiary levels. Consequently, parents are now better equipped with relevant knowledge of the processes, less frazzled by the stresses of parenting and much more empowered in their parenting journey.","It was multi-faceted collaborative effort between MOE HQ, GovTech, Public Service Division, School Leaders, Parents and Amazon Web Services.
Parents Gateway leveraged on Public Service Division’s Innovation Lab Digital Service Accelerator Programme to help define, design, test the idea and uncover needs. The Alpha version was rigorously tested in 66 Pilot Schools. Its success birthed the “Forever Beta” version for continuous improvement and incorporated SingPass authentication for security.","With COVID-19, the government, schools and parents are grateful for digitalisation of Travel Declaration making digital central collation and data processing efficient, unlike the nightmare of collating hardcopy forms.
The novel ""1 app for all their children in different schools"" thrilled parents, no more worries about losing instructions or children misplacing letters from school.
Valuable usage data via the app can inform policymaking and trigger intervention measures by the government.","Parents Gateway improves the quality of life for teachers, reducing administrative workload by 30 minutes weekly. Parents Gateway is estimated to save about 1,5 million man-hours a year of teachers’ workload.
The app has significantly levelled up 348 schools’ operations capabilities, moving from hardcopies to digital platform. Parents Gateway played its part in the National Agenda to mitigate Climate Change and in contributing to ASEAN’s carbon-reducing efforts, saving 91,607,754 sheets of paper since its launch (approximately 5,000 trees saved in 2019).
With outreach to the majority of parents of school-going age children and 100% of schools onboard enjoying swift, enhanced communication between schools and parents, Parents Gateway has been duly recognised and presented with 4 prestigious awards:
1. 2019 Public Sector Transformation Awards (One Public Service Award)
2. 2019 OpenGov Award
3. 2019 GovTech Impact Award
4. 2019 ASEAN ICT Award (2nd Runner-up)","Despite the longdrawn problem of teachers burdened by onerous administrative workload, some schools were reticent in moving to a digital platform; others were comfortable with the current apps used and resistant to change, but the team persisted. The team’s experienced Education Officers and User Experience Designers visited schools to conduct research diligently so that the features planned for development are cutting edge and user-friendly. The passion of the team and the rapport built with the schools won them over. They also trained teachers and helmed schools’ briefings with parents to encourage onboarding.
Balancing technology with schools’ operational considerations was also key to getting buy-in. For instance, if parents had granted consent and then changed the input, schools' collated data may not be accurate. Hence, editing via the app past the deadline was disallowed. Some parents were unhappy. Education Officers had to engage such challenging parents and win them over.","Anchored on the principles of Design Thinking, a cross-functional Ops-Tech team of Software Engineers, UX Specialists, Business Analysts and Teachers engaged in extensive customer journey research. Using prototypes, leveraging on wireframes for stakeholders visualise to provide critical feedback, they built digital capabilities ensuring that Parents Gateway remains intuitive.
The success of this project is due to key partnership of teams from across Ops and Tech fields, at multiple levels working synergistically together with passion and a “dare-to-do” spirit. Strong leadership with project oversight at senior management level provided support and strategic direction, including securing funding support.
Compared to traditional use of servers, Open Source and Cloud technology reduced capital expenditure, proved cost-effective, allowing scalability.
The team’s commitment to free teachers to nurture the young while providing convenience to parents was also critical to success.","Within the organisation, Parents Gateway 2.0 was birthed, founded on the same vision, with the aim of reaching out to parents of younger children, at Kindergartens and Pre-Schools in Singapore.
To replicate Parents Gateway, the necessary ingredients are strong visionary leadership, digital capabilities, a cross-functional Ops-Tech team of Software Engineers, User Experience Specialists, Business Analysts and Education Officers engaged in extensive customer journey research, pertinent to that particular context/culture.
Incidentally, at the ASEAN ICT Awards where Parents Gateway was 2nd runner-up, delegates from The Philippines and Korea expressed interest in replicating Parents Gateway in their own nations to reach every parent at their municipality because they perceived that it was possible to replicate.","The ethos of Parent Gateway is centred around the spirit of Think Big, Start Small, Learn Fast.
Humble beginnings are not to be despised. We progressed from using low resolution (hand drawn on paper) to high resolution prototypes using software to create mock-up designs. The process was iterative and became more sophisticated as the requirements surfaced through the group of parents who gave feedback on the feel and tested process changes, sentiments etc and then moved to implementing the Alpha version.
Strong leadership with project oversight at senior management level needs to steer the team through support and strategic direction, and especially in securing funding support. At the same time, the team should have the liberty to be creative and propose ideas.
Selecting the right members for the team is important. They need to have resilience, mission-centricity, persistence, passion and compassion, empathy, be willing to suspend judgement while walking in the shoes of stakeholders to genuinely understand their concerns, have unwavering commitment to the common vision and be prepared to experience delayed gratification.
It is imperative to engage all stakeholders and get their buy-in even if it takes time because without consensus and cooperation, there would be unnecessary hurdles that hinder progress and affect the team’s morale.","With Parents Gateway replicating itself on different levels (currently replicating at Kindergarten and Pre-School levels), this one app that rules them all, is envisaged to become Singapore’s gateway to meet the needs of schooling and parenting at all levels.","a:2:{i:0;s:5:""18880"";i:1;s:5:""18879"";}",,https://www.youtube.com/watch?v=PCM5o8jAncc,https://youtu.be/EKpiTM5axNA,https://youtu.be/29H_d-l5H0s
18887,"Community & Home Eye Screening Service (CHESS)",https://oecd-opsi.org/innovations/community-home-eye-screening-service-chess/,15/01/2021,"Yishun Health, a network of medical institutions and health facilities of the National Healthcare Group in the north of Singapore. It comprises Admiralty Medical Centre, Khoo Teck Puat Hospital and Yishun Community Hospital",Singapore,other,"a:1:{i:0;s:6:""health"";}","Community & Home Eye Screening Service (CHESS)",https://apps.apple.com/us/app/mata-ktph/id1475587632,2017,"CHESS was launched in February 2017 to address the problems of eye care inaccessibility to the elderly residents, delayed diagnoses and management of eye diseases. Novel teaching methods were implemented to rapidly heighten community nurses’ eye screening skills. Ground breaking innovations were introduced to evolve CHESS further. It is a cost-effective eye care model that has detected a significant number of asymptomatic eye conditions and has reduced the need for specialist referrals.","Project Background
Regular mass untargeted eye screenings do not reach the appropriate vulnerable populations in the community, especially the elderly, uneducated and frail. In order to address this gap, the Community & Home Eye Screening Service (CHESS) was launched in February 2017.
The team identified that mass community eye screenings were done infrequently since they are is labour-intensive. The projected manpower for a 300-patient community eye screening is about 30 staff (6 eye doctors, 6 optometrists, 6 nurses, and 12 patient service associates). It also involves the coordination of multiple resources such as manpower, eye equipment (reliance on vendors to support) and participants (dependence on the community partners to publicise and recruit).
Nevertheless, seniors in the community need to receive timely treatment to improve outcomes. As such, they need to have easy access to community eye care where the early detection of eye conditions can be achieved. To provide community eye screening services, several innovative projects were developed to upkeep CHESS.
Strategy for Change
CHESS was developed to provide First-level Community Eye Screening (FiLCES) and Second-level Eye Consultation Team (SeLECT) for early detection and management of treatable eye conditions that are accessible to Singapore residents who live in the north.
FiLCES involves the detection of functional decline in vision through various screening tests. These tests are performed by trained nurses and healthcare assistants from the Population Health & Community Transformation (PHCT) team. Seniors who fail the test are referred to SeLECT eye screening for further visual testing. SeLECT is performed by a trained optometrist. The optometrist also corresponds with an ophthalmologist through Tele-consult.
A pilot project was carried out from May – June 2016 to set the baseline data. It showed that 40.3% (52/129 patients) diagnosed to have one or more eye conditions at FiLCES.
A trans-disciplinary collaboration involving the various departments led to the innovation of a new care model with the following goals:
* To increase accessibility of community eye care using trained nurses & optometrists.
* To be cost effective by leveraging on existing resources and optimising usage of the resources.
* To train & accredit the nurses from Ageing-In-Place (AIP) & Population Health Program (PHP) to perform FiLCES with a novel teaching methodology:
- CHESS training curriculum comprised of lectures & hands-on training. Module 1 covers Visual Acuity Testing (VAT) & Intra-Ocular Pressure Measurement (IOPM). Module 2 covers the Torchlight Eye Screening Test (TEST) which is taught using a self-developed, innovative e-learning platform –TEACHES-LEM (Training enhancement and accreditation for Community and Home Eye Screening – Learning Electronic Module).
- The newly developed accreditation exam, Eye Screening Skills for Eye Nursing Competency Examination (ESSENCE), which requires a passing score of at least 80% (32/40) required for accreditation.
-A low-cost clinical examination tool (a visual guide for TEST) was developed in-house to aid the nurses in their clinical practice during eye screening.
*To train & accredit the optometrists to perform SeLECT under an Ophthalmologist’s supervision via tele-medicine using TigerConnect.
Benefits
CHESS managed to detect the top 5 eye abnormalities such as poor vision, eyelid position abnormalities, conjunctiva abnormalities, Amsler chart abnormalities and lens abnormalities. CHESS achieved its objective of providing easy access to community eye care, and contributing to the management of uncomplicated eye conditions in the community. This reduced the need for hospital referrals.
Besides providing care in the community, CHESS also introduced an innovative smart phone application known as Macular Amsler Testing Application (MATA). It was developed to allow sustainable self-monitoring by at-risk seniors. This eye scanning interface detects if the correct eye is being covered as well as ensures that the working distance of the chart to the patient’s eye is correct. The App features several step-by-step menus with instructional videos to engage the patient and help them navigate through the Amsler test correctly. The App is available for download via both Play Store and App Store for patients to monitor themselves using their own phone/tablet.
Scaling up
The team realised that one of the common causes of vision loss, known as glaucoma, which is often asymptomatic in the early stages, can be better screened by improving CHESS. The CHESS team comprising of optometrists & ophthalmologists, PHCT nurses & operations staffs collaborated to develop Glaucoma Community-based Augmented Review and Empowerment (G-CARE).
Besides G-CARE, the team is currently in the early stage discussion on Retina CARE using Optical Coherence tomography (OCT) machine. The team would subsequently move up to Anterior Segment CARE.","a:2:{i:0;s:3:""181"";i:1;s:3:""612"";}","Our project innovations includes:
Level 1 - using nurses to do eye screening in residential areas frequented by seniors. This improves accessibility and receptiveness of the seniors going for screening. Most screening done in an ad-hoc basis in the healthcare institution.
Level 2 - Using optometrist to manage level 1 referrals through Tele-consultation (smartphone) with hospital ophthalmologist to reduce hospital referrals.
Using innovative, cost-effective teaching methods (Flipped classroom and mental rehearsal) to rapidly produce competent eye care providers.
Using cognitive task analysis to develop TEST (Torchlight Eye Screening Test) to enable detection of common eye conditions using low cost tools.
TEACHES-LEM is a novel e-learning platform to upgrade community opticians to do eye screening besides fitting glasses. The study contents are presented using the principals of cognitive load theory of multimedia learning to optimise skill acquisition within a short time frame.","a:1:{i:0;s:9:""diffusing"";}","On-going
FiLCES was designed to screen leading vision-threatening diseases by doing Visual Acuity testing, TEST & Amsler Grid Testing. As glaucoma is asymptomatic in earlier stages, there is a need to augment CHESS’s screening methods.
The diagnostic capability for CHESS was enhanced by introducing G-CARE into CHESS with the following strategies:
G – Glaucoma (a blinding eye condition associated with high pressure and optic nerve damage)
C – Community-based
A – Augmented with various innovative eye examination to improve diagnostic capability in detecting glaucoma
Upgraded TEST – Shadow’s Test
Eye pressure measurement with a portable tonometer
Glaucoma Screening Questionnaire – glaucoma risk calculator
Virtual Reality Goggles to perform portable visual field assessment at SeLECT
R – Review & manage stable eye conditions
E – Empower patients & the public alike through engagement, education & self-developed technology enablers e.g. Macular Amsler Testing Application (MATA)","*Ageing-In-Place (AIP) – a community outreach program to provide patient home visits.
*Population Health Program (PHP) - conducts regular health screenings at the community.
*Optometrists from Yishun Health.
*Wellness Kampung and NTUC Health Active Aging Hub (AAH) - provides venue for elderly residents for social engagement activities, health literacy & intervention programs.
*NHG Polyclinic – establish a seamless referral flow between polyclinic and hospital for eye specialist management.","*Seniors – Improved management of uncomplicated eye conditions in the community obviating hospital referral. This may result in early detection of eye conditions especially glaucoma for timely treatment and improved outcome.
*Ophthalmologist extenders – Nurses, optometrists and opticians performing at the top of their licenses, raising job satisfaction & professional profile.
*Secondary school students were trained by TEACHES to perform visual acuity testing.","CHESS with GCARE contributes to help keep the population healthy and focuses on senior wellness, self-care education, early detection & prevention of eye diseases.
Seniors screened since Feb 2017 - Feb 2020:
*FilCES: 15,088
*SeLECT: 1,116
-52.6% (7,150 ) seniors who were screened do not need specialist referral
-FiLCES analysis: Of the 15,088 FiLCES seniors, 47.4% (7,150) were detected having one/more eye conditions & 24.1% (3,639 / 15,088) were referred to SeLECT.
-SeLECT analysis: Of the 1,116 seniors seen under SeLECT, 40.6% could be managed in the community while 59.4% needed specialist referral.
Seniors receive eye care with seamless referral to specialists via CHESS and also get a more complete screening through G-CARE.
The projected cost savings range from $10-$39/ patient by avoiding polyclinic/specialist visits. Also, early intervention reduces direct medical cost. The hospital is also able to achieve manpower cost-savings of $75,000/year with ophthalmologist-extenders.","The challenges and management are as follows:
* Nurses and optometrist were initially unreceptive to work on top of their license. There were concerns of medical licensing and medical legal consideration.
- Protocols and standard operating procedures for patient care were endorsed by the senior management.
- A good training, accreditation and re-accreditation programme were developed to maintain competency and high professional standard.
* Multiple stakeholders with different perspectives causing occasional disagreement.
- Clear communication of vision and mission to all stakeholders.
- Frequent stakeholder dialogue and engagement to co-develop the programme and problem-solve.
- Identifying a venue for SeLECT.
* Many bulky eye instruments are used in SeLECT. Hence, a large enough venue is needed.
- Yishun Health manage to sign a Memorandum Of Understanding with NTUC AAH to collaborate and provide the facility.","A helicopter view of a healthcare ecosystem is adopted. This requires the team to take small steps and calculated risks to do quality improvement projects (e.g. TEACHES-LEM, portable perimeter, MATA) in phases that build towards the final care model.
Strong support from senior management and hospital leadership is necessary to drive the new policies and patient care protocols.
A trans-disciplinary approach involving experts in different fields is used to co-develop this innovative programme. It is crucial to identify change agents from respective fields. Shared leadership amongst the change agents creates ownership and nudge them to work in a concerted effort to implement and sustain the change.
The project leader needs to use authentic leadership (AL) which comprises of positive psychology, optimism and resiliency, morality, self-awareness and self-regulation. He influences his followers to find meaning in working towards a common goal of improving patient care.","CHESS is an on-going initiative in Yishun Health that is ever evolving to cater to the greying population. MOH adopted the CHESS care model to initiate Project Silver Screen (PSS), a national community screening programme. PSS was launched nationwide in Sep 2018 to screen seniors aged 60 years old and above, for their visual, hearing and dental functions.
Besides, MOH leveraged on SeLECT concept to start the Clinical Optometry and Community Screening (COCS), which involves private optometrists to provide level 2 community eye care in collaboration with the public hospitals.
In KTPH, the SeLECT concept was further applied to develop the step-down primary eye care (SPEC) model. This model is for the management of stable chronic eye conditions such as diabetic retinopathy and dry eyes by accredited clinical optometrists. This manpower transformation resulted in significant health care cost reduction and manpower optimisation without compromising patient care quality and safety.","Community eye care involves a complex healthcare eco-system with different care components. The respective stakeholders and deficient areas of the constituent care components should be identified and addressed by the leader.
For the stakeholders, the leader should exhibit authentic leadership characteristics such as optimism, morality, resilience and self-regulation to influence them in adopting the changes that support the CHESS programme. The stakeholders should be engaged in the development of the programme’s vision and mission. A minimal specification approach is needed to empower them to own and initiate the change initiatives in this complex adaptive system.
For the deficient areas, a system-based thinking is needed to design a holistic community eye care model. The quality improvement initiatives that address the deficiencies should be planned and executed in concert, in order to provide a comprehensive eye care framework.","CHESS is a trans-disciplinary, population-based project in Northern Singapore using accredited nurses and optometrist to do different levels of community eye screening on elderly and home-bound residents (15,088 screened, as of January 2020). It improves accessibility to eye care in the community and frees up hospital resources for more complex eye care. A training and accreditation system, based on sound pedagogical principles and learning theories, was established to prepare these professionals in work top of their licenses in providing primary eye care.
A collaboration with NHG Polyclinic was established to provide a seamless, hassle-free specialist referral system to reduce non-compliance and default. CHESS also pioneered using Tiger Text® Apps on smartphones for Ophthalmology Tele-consultation without using expensive IT platforms. CHESS is ever evolving to early detect more eye conditions with innovative concepts and cost-effective technology to improve patient outcomes.","a:4:{i:0;s:5:""18914"";i:1;s:5:""18915"";i:2;s:5:""18916"";i:3;s:5:""18917"";}","a:1:{i:0;s:5:""18918"";}",,,
18960,"Amplifying resident voices for better infrastructure in Uganda",https://oecd-opsi.org/innovations/amplifying-resident-voices-for-better-infrastructure-in-uganda/,03/06/2020,"CoST - the Infrastructure Transparency Initiative","United Kingdom",central,"a:1:{i:0;s:9:""transport"";}","Amplifying resident voices for better infrastructure in Uganda",http://infrastructuretransparency.org/,2017,"In Uganda, traditional community engagement events called ‘barazas’ have been adopted and adapted by CoST - the Infrastructure Transparency Initiative to promote meaningful participation and improve delivery. CoST Uganda initially began to use the events with a focus on infrastructure delivery in Wakiso District, outside Kampala to help to rebuild a broken relationship between residents and officials and rectify key issues on an infrastructure project.","This innovation highlights the impact of giving local Ugandan residents a say in how infrastructure is designed and built. It looks at how using and improving on a traditional civic engagement activity opened lines of communication between decision makers and residents, tapped into the local knowledge pool and delivered better infrastructure in the process. The approach has since been used across other districts in Uganda and across the African region.
CoST – the Infrastructure Transparency Initiative (CoST) began to explore how traditional community engagement events in Uganda known as “barazas” could be an effective means of highlighting key concerns around infrastructure projects. CoST first recognised the need to increase public participation following a review it carried out on infrastructure projects in Wakiso District, a rapidly expanding urban area outside Kampala.
After years of haphazard infrastructure development and unaccountable decision-making, trust in Wakiso authorities was low, with residents reluctant to support new infrastructure improvement plans. This was the case in 2015 when Wakiso District Council developed the ‘Strategic Road Plan’ to address some of the area’s transport and accessibility issues. The plan included building new, tarmacked roads which required residents to give up community land, but with relations being poor and communication infrequent between decision makers and residents, a smooth acquisition of this land was unlikely. After approaching residents directly,
officials came to better appreciate how a lack of consultation made residents highly sceptical of their plans and resistant to give up their land. Only once the plan had been explained and a chance for Q&A offered did residents agree.
From this experience the council learnt an invaluable lesson on the need to bring in the community in infrastructure delivery from the outset, but questions remained on what the best means of engagement should be going forward. CoST Uganda saw the opportunity this presented in promoting to the council much wider and inclusive participation to enable more meaningful engagement. In the CoST Uganda review known as ‘assurance’, which assesses data on infrastructure projects and highlights key issues, recommendations were put to the council to use barazas, which, if tailored correctly would serve as a good platform for constructive dialogue and give sufficient space for technical issues to be explained clearly and for residents to fully feedback on how the project was impacting their lives. The council took on the recommendations just after the review was published in August 2017 and the district and CoST Uganda began preparations for the first event in December.
The first baraza allowed community members and district officials to focus on key issues on a major road upgrade project in Wakiso called ‘Namasuba Ndejje Kitiko Road'. In a mix of plenary formats lasting throughout the day, the council were able to explain their infrastructure plans for the road in depth, so that residents could fully understand them, ask questions and be given information first-hand. Whilst the CoST review had highlighted several issues concerning the road upgrade, hearing directly from residents made officials appreciate the full impact they were having on everyday life. Residents relayed how dangerous the road had become, causing significant concern for the well-being of their families. Without speed bumps on the road, heavy trucks and cars were driving recklessly which led to five fatalities recorded in one year. Consequently, families began to prevent children from going to school for fear of being struck by a car on route and businesses along the road suffered as less customers visited them.
Within a few months of the baraza, authorities had put in place measures to rectify this and other issues highlighted. More meaningful direct engagement with residents had ensured measures were swiftly taken and the relationship between citizens and Wakiso District Council also began to transform. CoST is now replicating this example of success in its other countries of operation in the region in Malawi, Ghana and Tanzania.",,"Local civic engagement can be a box-ticking exercise, leading to misunderstanding of genuine needs and concerns. Before the Wakiso baraza, officials had carried out sporadic consultation which was motivated by the need to acquire land rather than by a belief in the value of participation. CoST Uganda used its personal experience to pitch the value of the barazas to officials, knowing that they would ensure inclusion of all residents to discuss the issues at length.They knew that better dialogue would ensue if individuals were given time to think over the issues first, and so together with the council they advertised the event well in advance, using an array of communications tools from social media to radio broadcast to posters displayed in the community. Awareness messages targeted women in particular, female speakers were selected to address attendees and the moderator was briefed to ensure the voice of females was heard.",,,"A host of stakeholders were involved. Community leaders welcomed residents to join the event and community groups used entertainment to encourage them to speak up when there. District officials and CoST Uganda worked together in both planning and monitoring the event's success. Civil society and the media helped to highlight the issues raised to further accountability. Finally, private sector contractors of the project shared technical information with residents in a clear way.","The principal users were residents and district officials, with the innovation’s core objective being to better the understanding of the infrastructure project to the residents and to better the understanding of the issues the project imposed on the residents to officials. Its other core objective was to improve trust between both stakeholder groups. Finally, private sector contractors of the infrastructure project have benefited as residents were more willing to comply with necessary requests.","As mentioned, just two months after the baraza, the district had responded to issues raised by installing speed bumps on the road and since then no fatalities have been recorded. Other issues such as flooding were also rectified by culverts being put in place along the road. Importantly, beyond this direct action a far greater relationship has been built between district officials and residents. District Engineer, Samuel Mwesigwa who had been working in Wakiso for over five years noted that whilst previous barazas were full of accusations and finger pointing, this one was different. He described it as a ‘turning point’ which opened minds to the need of involving residents from the outset of infrastructure projects during their planning stage. Residents were much less sceptical of district plans and this was shown most notably when they offered additional land for drainage works, realising that doing so would improve the areas surrounding the road.","Whilst we are seeing increased buy-in of the barazas among officials at the district level, funding the events has been limited, meaning that events can only be held once-twice yearly. We hope that funding to local authorities for these events will increase so they can begin to self-fund the baraza in the future, without or with limited support from CoST Uganda. If the benefits of such events continue to be seen, resulting in better quality infrastructure, the case for further support is a strong one.
Beyond financial challenges, planning around the schedules of the procuring entities of the infrastructure projects has sometimes been an issue, but as more procuring entities are calling for the events in recognition of their value this has been much less of a challenge.","The leadership, guidance, human and financial resource provided by CoST Uganda has been key to the Wakiso baraza success and those that followed. CoST Uganda were the first to recognise how they could address gaps and ensure wide participation and inclusion of disadvantaged groups, such as women and people with disabilities. They understood the local context and knew that barazas were a known and trusted concept to residents and, therefore, that organising this intervention would be appropriate at a time when scepticism over authority decisions was high. As CoST Uganda worked with the authorities to organise the baraza they could shape it in a meaningful way, for example, they selected an appropriate facilitator who understood the local context, and particularly encouraged disadvantaged groups to speak up at the event. They also led on the wide publicity of the event, using their contacts in civil society and the media to help to publicise it.","Following the success of the Wakiso baraza in 2017, several others have been held in the district and other regions of Uganda. These have replicated the format of the baraza but been adapted to the context and infrastructure projects in question. They have also built on the successes of the first baraza, including furthering the active participation of women - female participation was recorded at 40% for the first baraza which then increased to 48% in a second baraza organised in the following year.
CoST used lessons learnt to replicate success in Malawi and Ghana too, and will be looking to hold an inaugural baraza in Tanzania. The Malawi baraza brought together an impressive 450 attendees where awareness was raised and dialogue ensued on critical road projects in the local area.","1. Although an obvious point it is one worth reiterating, strategic engagement and tailored messages to groups involved will always deliver the best results. In CoST programmes worldwide, this engagement begins as part of the 'CoST assurance process’ where infrastructure projects are selected for review so that key issues can be highlighted and less likely to occur going forward. Once the projects are selected, CoST works with the procuring entities of the projects, constructively engaging them to enable more open data. This is important as otherwise procuring entities could feel the exercise is concerned solely with finger pointing rather than an opportunity to rectify key issues and better infrastructure delivery. Taking this approach has seen data disclosed on hundreds of infrastructure projects as part of CoST assurance. This same approach and specific messaging has encouraged procuring entities to become involved in the barazas, where they have been assured that it would not be a finger pointing exercise but one to enable greater dialogue and build trust.
2. In the Ugandan context specifically, the programme has sometimes encountered a culture of secrecy across government agencies. For instance it found that government agencies focus on applying the Official Secrecy Act, 1964 to circumvent applications as part of the Access to Information Law, 2005. The programme has learnt through experience that changing the culture is a gradual process and requires persistence. Yet by taking a step-by-step approach, positive results will ensue and the first effective step in doing this in Uganda has been at the local level which has then influenced the national level.
3. Finally, the value and enthusiasm of residents should not be underestimated. When residents are armed with information and the space to engage encouraging results will be seen - they will feel valued and go the extra mile to make the intervention a success.",,"a:3:{i:0;s:5:""18966"";i:1;s:5:""18967"";i:2;s:5:""18968"";}",,https://www.youtube.com/watch?v=otIVPPpIpuM,,
20653,"Papa Sehat (Healthy Control Boards)",https://oecd-opsi.org/innovations/papa-sehat-healthy-control-boards/,22/06/2020,"Takalar Regency Education Office, South Sulawesi Province ",Indonesia,local,"a:1:{i:0;s:9:""education"";}","Papa Sehat (Healthy Control Boards)",,2009,"School age is the golden age for introducing and instilling the values of clean and healthy living behaviour (CHLB) in children. Encouraging children to adopt CHLB is a key focus of Indonesian primary schools’ activities, with the aim of reducing levels of contagious illness and increasing good nutrition. This is especially important to introduce at a young age, as many schools and homes do not have access to clean running water and lack adequate toilets and hand-washing facilities.","Children make up over 30% of Indonesia’s total population of 240 million, and the majority complete at least primary and junior secondary school. There are more than 250,000 public, private and religious schools across all levels of education. This has led to a significant variety of different approaches in educating children about clean and healthy living behaviour (CHLB), often resulting in insufficient understanding about hygiene and, ultimately, high levels of child illness. Between 40% and 60% of Indonesian school-aged children had worms in 2005 according to data from the Ministry of Health; 23% suffered from anaemia in 2007 (Buana Foundation); and over 100,000 children die from diarrhoeal diseases every year (WHO).
In 2009, Abdul Aziz Dg. Rani, a teacher at a primary school in Takalar District, became concerned about high levels of student absenteeism due to diarrhoeal illness. He began working on a new approach on how to better support students and teachers implement CHLB activities. He realised that in order to properly learn, students needed to play active roles in CHLB activities, not just sit there and absorb information in one-way teaching sessions.
Students were tasked with creating their own Healthy Control Boards for each classroom from coloured cardboard and recycled plastic. The boards listed all the CHLB activities that students should do every day:
1. Bathing with soap and shampoo
2. Brushing teeth with toothpaste
3. Washing hands with soap in running water
4. Cleaning and trimming finger and toe nails
5. Combing hair
6. Cleaning ears and nose
7. Using clean toilets
8. Drink boiled water
9. Dress cleanly and neatly
10. Dispose of rubbish in the right place
11. Don’t eat unhealthy snacks
12. Eat breakfast
13. Guide younger siblings to live cleanly and healthily
14. Deliver hygiene and health messages to family members at home.
Each morning before class begins, students fill in the board and register whether they have completed each activity by dropping their names into the ‘yes’ or ‘no’ boxes for each activity. Overseen by a ‘Healthy General’ – a student elected to the role to guide others – students then make weekly reports to their teachers, who in turn compile monthly reports for the school to assess its progress on CHLB.
Students from the first trial school in Takalar District showed enthusiasm for the program, and health results were also positive. Prior to the introduction of the Healthy Control Boards, just seven (20%) of 35 grade 6 students at the school met CHLB criteria; after the boards, all 35 students fulfilled them. Furthermore, in an average week after the boards’ introduction, just two students (6%) experienced diarrhoea, compared to eight students (23%) prior to the program.","a:3:{i:0;s:3:""617"";i:1;s:3:""615"";i:2;s:3:""623"";}","Most Indonesian schools implement CHLB activities, but each school’s overall program varies significantly in implementation as well as success. What is innovative about the Healthy Control Board is that it requires students to think about CHLB every day, encouraging them to evaluate whether they are genuinely putting healthy behaviours into practice. The control board supports them to be honest in their reporting because they will feel embarrassed in front of their friends if they admit to not performing CHLB activities. However, students are not shamed if they were unable to do one of the activities, but rather encouraged to remember the importance of CHLB and to do better next time.
Additionally, the Healthy Control Board and Healthy General elements mean that CHLB activities are participatory from beginning to end. Students are involved in planning, implementation, and evaluation; they are not simply instructed to do something by a teacher, but rather make their own commitments.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","After successfully being trialled in one class at one primary school in 2007, the program was expanded to other classes at the school. Other schools became interested and the material was introduced to the local teachers’ working group for further discussion. The Takalar District Education Office decided to adopt the innovation at another 89 schools by 2011, reaching more than 15,000 students.
Since 2018, the innovation has been officially incorporated into the broader CHLB program in Takalar. Following a circular letter from the Takalar District Head, all 248 primary schools in the district are now implementing the Healthy Control Boards activities.","The principal strongly supported the initiative, and following the success at their own school, began collaborating with the South Galesong Sub-District’s school principals’ working group to replicate the program across the Sub-District. For expansion across the whole of Takalar District, the District Education Office ensured activities were standardised and budget allocations were available for capacity building on CHLB, while the District Health Office assisted through training teachers.",,"In 2009, when the innovation was first developed at implemented, 25 students in grade 6 at one school in Takalar District participated in the trial. Following the introduction of Healthy Control Boards, 100% of students met CHLB criteria (compared to just 20% prior to the trial) and only 2 students (6%) experienced diarrhoea (versus eight students [23%] before the program). Later that year, the program expanded to all 200 students at the school.
By 2011, 90 schools in Takalar District had adopted the program, and following a circular letter from the District Head in 2018, all 248 primary schools are now implementing the Healthy Control Boards.","At first, students did not think the Healthy Control Board was an important activity, but with time, they came to understand that it is a useful reminder and way of evaluating their CHLB.
Some teachers have struggled with the activity because they also do not see it as useful – they assume students will be able to achieve CHLB without the boards, for example, or alternatively think their students are too young to complete the boards. With training and support, teachers can begin to understand as well as adjust the boards to their own students’ ages, maturity levels, and needs.
Finally, some parents do not think that their children should participate in school cleaning activities. They argue that there are janitors to perform this role. Through awareness raising, however, parents also begin to understand that if children keep their schools neat and tidy, they will adopt clean behaviour and implement it at home as well.","To succeed, the innovation requires well-motivated teachers who are trained on the importance of CHLB for children’s health and growth. It also required students to feel that they are active participants in the program rather than just passive recipients of information.
It should be noted that some elements of the CHLB activities may not be achievable in some areas, for example where clean running water is not available, or may prove difficult for poor families or families living in remote areas with limited access to basic sanitary products such as soap, shampoo, toothbrushes, and toothpaste. School budgets should also include allocations for the purchasing of soap and the installation or improvement of sanitation facilities. Local education and health offices should work together to ensure that CHLB is achievable at both school and home.","In addition to Barru and North Luwu districts in South Sulawesi Province, other provinces such as Papua and East Nusa Tenggara have begun adopting the initiative in eastern Indonesia. Takalar District hopes that other areas will continue to be inspired by the innovation and join them in implementing it.",N/A,,"a:6:{i:0;s:5:""20666"";i:1;s:5:""20664"";i:2;s:5:""20665"";i:3;s:5:""21496"";i:4;s:5:""21498"";i:5;s:5:""21497"";}","a:1:{i:0;s:5:""20667"";}",,,
21217,"Aerial Mapping of Agricultural Areas Using Drones",https://oecd-opsi.org/innovations/aerial-mapping-of-agricultural-areas-using-drones/,06/06/2020,"Ministry Of Climate Change and Environment","United Arab Emirates",central,"a:2:{i:0;s:13:""environmental"";i:1;s:7:""science"";}","Aerial Mapping of Agricultural Areas Using Drones",http://https://www.moccae.gov.ae/en/media-center/news/16/2/2019/ministry-of-climate-change-and-environment-completes-pilot-phase-of-aerial-mapping-of-agricultural-areas-using-drones.aspx#page=1,2019,"The last field survey done in the UAE was in 2005 and since then the Ministry has been relying heavily on statistical data from the 2005 survey, thus creating the need to have a new agricultural survey done with high accuracy, speed, and low cost. A drone-enabled aerial mapping system was used to generate high-resolution highly efficient aerial data over 1100 square kilometre within 12 months, at a cost of less than five times the cost of a field survey, and obtaining 52 parameters statistical data.","Field surveys usually require 36 months to cover all farming areas. Using a drone-enabled aerial mapping system, the project was achieved within 12 months. Moreover, the drone-enabled project requires one fifth of the cost of using the traditional field surveying way. The importance of the project was to identify the numbers and areas of land planted with trees, which represent sustainable crops, or those planted with seasonal crops such as vegetables fruits, as well as all kinds of field crops. This gives a clear picture that helps to predict and study the quantities of production that can be obtained, recognizing the areas planted with forage that represent a necessity for the development of animal production, which in turn also allows the Ministry of Climate Change and Environment to draw up a plan for the possibility of self-sufficiency in some types of feed and start reducing the quantities imported from abroad. This will also help the Ministry to provide the necessary support to increase the productivity and effectiveness of these feed planted areas so as to contribute to boosting animal development in a sustainable manner, and resource efficiency, developing future plans for marketing agricultural products in the local market and determining the extent of their qualification for international accreditation for sustainable agricultural products. This in turn will promote sustainable agricultural practices, and unify the agricultural platform at the federal level, updating it in a manner that raises the results of the country's competitive and international indicators.
Impacts of the project are:
- Achieving the goals of sustainable development by making optimal use of the country's resources and preserving the environment;
- Including the optimal and sustainable use of water and the extent of expansion in applying the concepts of sustainable agriculture and preserving the environment;
- Studying the self-sufficiency in some agricultural products and the possibility of opening their export to foreign markets, thereby improving the country's trade balance;
- Identifying the effect of climate change resulting from agricultural production by estimating the amount of carbon dioxide associated with agriculture, especially forecasting the amount of agricultural waste, which in turn can be recycled and converted into valuable products;
- Establishing contingency and crisis plans for biological security that are closely related to agricultural machinery and animal diseases in a manner that covers all farms across the country;
- Utilizing modern technology in aerial surveying using drones, which places the UAE among the top five countries in the world in terms of area surveyed using unmanned aerial vehicles, and the first to employ this technology to map as many as 50 Statistical statements; and
- Collating more than 12 terabytes of high resolution pictures, which enabled to obtain some important algorithms in the field of census through aerial imagery.
Tools & technology are:
- Fixed wing drones;
- High Resolution RGB orthomap (ground sampling distance 5cm). File format: geo TIFF(.tiff), KML tiles (.png/. Kml). Compatible with: Esri ArcGIS, Global Mapper, QGIS, Autodesk, DraftSight, Geo media, Erdas Imagine, Google Earth and all leading Brands of remote sensing & GIS software; and
- Multispectral Orthomaps (ground sampling distance 15 cm). File format: geo TIFF (, tiff), .shp. Compatible with: SMS (Ag leader), AgPixel, QGIs, Esri ArcGIS, Global Mapper & all leading brands of GIS software. Due to time constraint, if the project was delayed for external reasons, the process could be speeded up by not collecting Multispectral data and focus only on RGB, so the project could be delivered on time. This will only affect vegetation data, but all counts and GIS will not be affected.
- 3D DSM (Digital Surface Model) (ground Sampling Distance 5 cm). File format: wavefront obj. Compatible with: Autodesk, Bentley ccViewer, 3D Reshaper.
- Contour Map: (Ground Sampling distance 5 cm). File format: dxf,.shp. Compatible with: Valcan, I‐site Studio, Autodesk, DraftSight, Esri ArcGIS, Surpac and all leading brands of remote sensing and GIS software.
Future plans include utilising various methods to sustain data updating through several initiatives such as using of high-resolution satellite imagery to identify changes in areas and permanent crops, and using the internet of things to monitor crop health and productivity.","a:11:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""217"";i:4;s:3:""221"";i:5;s:3:""257"";i:6;s:3:""239"";i:7;s:3:""260"";i:8;s:3:""623"";i:9;s:3:""611"";i:10;s:3:""612"";}","The Drone-based Aerial Mapping of Agricultural Areas Survey project undertaken by the Ministry of Climate Change and Environment (MoCCAE) seeks to establish an accurate database of information on farms in the country.
The project surveyed farms to understand their total number and the area of each farm, as well as to identify those classified as agricultural holdings - subdivided into seasonal, year-round, and field crop farms, livestock holdings, and mixed holdings. MoCCAE received benefits such as: Faster turn-around, higher accuracy, higher resolution, additional granularity, distance & volumetric measurements, and compatibility with existing GIS software. Additional benefits include the ability to obtain data in Orthomosaic, 3D Map, Point Clouds, Contour Map, etc,.
The project positioned the UAE among the top five countries in the world in terms of area surveyed using unmanned aerial vehicles, and the first for the number of statistical categories mapped using this technology.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The project is considered to be 100% completed, as aerial photography has been completed, and the data extracted from the pictures have been analysed and uploaded within the prepared geographical platform. In August 2018, MoCCAE launched the pilot phase of the project in Ras Al Khaimah to validate the technology’s operational efficiency and the accuracy of the data collected. Results indicated that drone-based aerial mapping ensuring 90-95 percent accuracy of the data. The pilot phase involved remote sensing and aerial imagery of Wadi Al-aim in Ras Al Khaimah.","This project was conducted with the support of all relevant authorities, from the Ministry of Defence, Civil aviation, urban planning statistical agencies and local authorities responsible for agriculture. These entities have joined forces to obtain a unified ultra-accurate agricultural platform at the federal level accompanied by clear weather images in order to provide decision-makers with accurate data to develop future plans for the country's agricultural sector.","All farmers will benefit from this project, as they will be able to request all agricultural extension services in an efficient manner. It will also enable MoCCAE to define agricultural support programs in a large and productive way so as to determine the necessary agricultural plans for local production in order to boost the economy and support farmers through establishing sales channels for local produce, which in turn enable the farmers to increase their income.","Including phase two, the project covered 1,100 square kilometres of agricultural lands across Dubai (188 sq km), Sharjah (276 sq km), Ras Al Khaimah (332 sq km), Ajman (52 sq km), Umm Al Quwain (65 sq km), and Fujairah (135 sq km). By mapping as many as 51 categories of statistical data, the project provided a wealth of information to inform decisions and shape future strategies, as well as develop agricultural extension services for farmers and sales channels for local produce.
The types of data collected through the innovative project include area of windbreaks, infertile land area, area of farm buildings and facilities, number of wells in a farm, and livestock population (camels, cows, sheep, goats, and horses, among others). In addition, data on farm area and geographical boundaries, farm classification (crop farm, animal farm or mixed), area of temporary and permanent crops, number of palm trees and other fruit trees, as well as areas of protected agriculture .",,"The beginning of 21st century witnessed a growing interest in unmanned aircraft in almost all developed countries. There is no question or doubt regarding technical viability or operational utility of UAVs. Success of UAVs in developed countries represents a historic opportunity to exploit transformational capabilities of this leading technology to support life services. There are four major factors which are the symbol of economic growth for any developing country: agriculture, energy, living standard and the ability to mitigate impacts of climate change. UAV can help in many ways to increase and to sustain the development of the agricultural sector in countries. Drones fitted with payloads such as cameras, enable governments to get a comprehensive view of their farming areas by flying at low altitudes. Using much advanced sensors like hyper spectral, Infra-red imaging,","Often referred to as unmanned aerial vehicles, or UAVs, drones were most commonly associated with military or police operations, but with advancement in information technology over the last two decades, cheaper and smaller sensors, better integration and ease-of-use options, this tool has started revolutionising the way geospatial data is collected in many countries. Monitoring large, rugged areas, with the use of photogrammetry, image processing and ground control points, the captured imagery could provide a base for collecting all the 2D and 3D features and data that contribute to solving the problems in modelling and visualizing the desired areas","Among the lessons learned for the future, it is necessary to specify some pre-flight statement, such as farm boundaries, ownership and data of landlords, and the goal of owning them before flying over them, in order to determine the number of documented regular and random farms.
This issue was later remedied in coordination with the agencies responsible for granting, lands and urban planning in the country to compare the results of drone pictures with documented property maps.",,,,https://youtu.be/TlrxVGELp6Q,,
21784,"Ministry of Possibilities",https://oecd-opsi.org/innovations/ministry-of-possibilities/,30/07/2020,"Prime Minister's Office","United Arab Emirates",central,"a:2:{i:0;s:12:""public_admin"";i:1;s:81:""Prime Minister’s Office – Innovation/Performance/Building Capability/Strategy"";}","Ministry of Possibilities",https://mop.gov.ae/,2019,"The Ministry of Possibilities is a virtual ministry created to incubate and solve the systemic impossibilities of government.
It works by creating time-bound departments experimenting together to ask impossible questions and disrupt the conventional systems with leapfrog solutions that are yet to be explored
Its focus areas & mandate are:
- To IDENTIFY impossibilities
- To INCUBATE virtual, timebound departments/teams to solve and explore the impossibilities
- To EDUCATE and train on the mindset of design and experimentation in government
- To INSPIRE the globe with the UAE’s methodology of possibilities
","The Ministry of Possibilities was launched by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President of the UAE, Prime Minister and Ruler of Dubai, the world’s first virtual Ministry to incubate and develop radical solutions for the government’s most critical challenges and represents the next generation of government operations which oversees key functions that require quick, bold and effective decisions.
Its roles include applying design and experimentation approaches to develop proactive and disruptive leapfrog solutions that tackle critical governmental issues, bringing together federal and local government teams and the private sector on seconded full time or temporary basis under the championship of an existing minister in the cabinet. With a cabinet decree and permissions granted, The Ministry relooks at the fundamentals of government and instill a culture in which impossible challenges can be tackled effectively resulting in replacement of current existing systems with solutions that were explored, co-designed, prototyped, and piloted with end users. Practicing agility and constant feedback cycles have been a day to day essential process in the ministry.
The Ministry of Possibilities’ have 4 main criteria for choosing the projects which qualify to become time-bound departments. The first criterion is to tangibly improve lives and have a direct impact on an end user/s. The second criterion that it has to relate to government. The third criterion that it has to disrupt an existing system; in addition to the last criteria in which the topic needs to be globally relevant.
There are 4 basic values in which daily routines and rituals are designed and followed in the ministry; give back & amplify, protect those who try, stay close to the ground, and dare to keep moving. All values which are based on protecting team members and encouraging share back and feedback moments in addition to always ensuring end users are part of every phase.
Based on an agile & human-centered-design methodology, The Ministry of Possibilities was launched through 4 time-bound departments in its first phase which are: The Department of Behavioral Rewards, The Department of Proactive Services, The Department of Government Procurement and The Department of UAT Talent.
The Department of Behavioural Rewards aims to shift punitive associations around certain areas to an approach that encourages and incentivises positive behavior. This could possibly be in the form of a point-based rewards system that can be used to pay for government services. The team is exploring several areas to test their ideas, guided by the themes of individual empowerment, family support, community interaction, economic growth and love of country.
The Department of Proactive Services aims to redefine customers’ experiences of public services by anticipating needs and initiating service offerings before they are demanded. The team is exploring various types of customers and their service needs through every phase of life, and working with them to redesign a customer experience that eases and enriches the lives of every individual in our society.
The Department of Government Procurement aims to improve the government procurement experience for both product and service providers, as well as government entities. The team is focused on making the process faster and more accessible through the development of a user-friendly, digitally advanced procurement platform. This will increase ease of transacting and engagement of SMEs, thereby increasing competitiveness and maximising cost efficiencies.
The Department of UAE Talent aims to empower all Emiratis to be part of the country’s development and future design. The team is focused on creating mechanisms to identify, nurture and appropriately channel every individuals’ talents to ensure all citizens can determine their purpose and contribute to the advancement of the country in their own way.","a:13:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""609"";i:4;s:3:""211"";i:5;s:3:""257"";i:6;s:3:""260"";i:7;s:3:""623"";i:8;s:3:""302"";i:9;s:3:""615"";i:10;s:3:""320"";i:11;s:3:""354"";i:12;s:3:""621"";}","The launch of the MOP was itself a groundbreaking achievement. The UAE won recognition from around the world for its forward-thinking approach to tackling wicked challenges. The Ministry’s innovative design has been praised for enabling the MOP to be responsive to the changing needs of the country and its people.
By creating a new typology in its own government structure, and by having a virtual ministry is by itself a bold and agile decision in order to experiment if this approach would solve the tangled wicked systemic issues it’s facing.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Since the ministry was launched, and there has been a full year of implementation, The Ministry is in its reflection and designing its next updated and amended phase; in addition to preparing the departments for launch and exiting the ministry.","All groups of stakeholders including citizens, government officials, civil society organisations and private companies were involved in the design phase of the Ministry itself as an innovative solution; in addition, in the working course of the departments, these groups were involved in almost all phases in terms of giving insights at the research phase, in co-designing, and being partners for piloting and scaling.","Government Officials – They now have the chance to get involved in critical projects outside the mandate of their entity yet make use of their knowledge, skills, and networks, in addition to introducing them to a new methodology. Example: Minister of State for Happiness & Wellbeing leads the Department of Proactive Services, which mainly focuses on testing that some services could be proactively offers to citizens before them requesting it.
Public Sector Employees – Team members were chosen based on expertise and influence; hence, some public sector employees were either full time or partially seconded from their main entities to the Ministry of Possibilities to take part in exploring the solutions in a very new environment and methodology.
Citizens – Ordinary or relevant citizens had the chance to be engaged and involved with the Government in workshops/focus groups/individual interviews around main policy areas topics or processes. For example, in the Department of UAE Talent, kids, parents, teachers, experts form the fields were all involved in the different phases.
Companies – Private companies were able to create partnerships with the government and get involved in the design of the solutions. For example, the Department of Behavioural Rewards were able to get “Fazaa” - a social initiative/company which aims to develop social interdependence and maintain effective bonds of solidarity within the UAE community - to sponsor and adopt a solution.","The Ministry was launched by a Cabinet Decree at the highest level of leadership in the country in addition to being operational and supportive to the 4 main time-bound departments.
The Ministry has trained over 60 public sector employees on human-cantered-design methodology in its first year. Have engaged with more than 500 end users in addition to engaging & meeting most of the federal entities.
Each department has progressed individually in terms of offering new products, services, launch of a national strategies and agendas.
","There have been several challenges faced throughout the Ministry’s first year, below are some examples.
One revolved around the ability of team members to adapt to a new model of work (in terms of methodology and environment). Challenging one’s perspective & expertise and introducing an end-user’s experience and then considering it as a valid insight might have been totally new to some team members, and it took time for them to absorb and be convinced.
Starting a project with an unknown result has been the most challenging issue on all levels. Government employees default to certainty and working towards a clear goal; which in the Ministry of Possibilities, starting the exploration journey with a good question and without hinting to a solution, could be very hard on many.
Using an agile approach, and introducing a circular phased model might have been uncomfortable too. Going back to some phases might have felt tiring to teams, and re-iterating and amending some proposals have left team members frustrated at times. All of which goes into the learning by doing for team members as a designed outcome of the Ministry.","The main condition is the buy in of leadership and high-level support which the Ministry of Possibilities has had in which makes all conversations and opportunities with other stakeholders easier to initiate.
Human resources and the selection of the correct mind-set team members is key to the success of a newly introduced practice like this Ministry. Choosing team members who are not open to new possibilities and who are very attached to their previous expertise areas and knowledge might hinder the progress of some teams; however, having open-minded, creative, and highly empathetic team members who come from different backgrounds and experiences add so much value to the process.
Having a supporting core team which follows a structured yet agile approach is key to ensure the sustainability and constant movement of the projects.","This specific model has not been replicated yet in any other government or entity; yet, its teachings and learning could in the future be exported as a model in which it could be easily replicated.","In April 2019, the Ministry of Possibilities (MOP) launched its first set of Departments/Cohort. This inaugural cohort—the Departments of Anticipatory Services, Behavioural Rewards, UAE Talent, and Government Procurement—brought together diverse skills and backgrounds from across government to tackle a set of four Impossibles.
As the MOP is preparing to graduate the inaugural cohort, it has been reflecting on the successes of the current operational model—and on opportunities to evolve and further strengthen its work moving forward.
Among many learnings and subsequent process adaptations captured, here are several learnings;
- It is essential to have a cross understanding and agreement of the definition of the impossible and the goal between all stakeholders to be able to progress and support the process.
- Leveraging and managing public/media exposure at key moments of the journey is important to protect and motivate teams.
- It is critical to have a dedicated team that have specific competencies who aren’t distracted with other tasks in order to achieve positive results.
- It is very important to build capabilities and form a common knowledge level when initiating a new practice between stakeholders
- There will always be resistance to new approaches and environments in which we should always be patient and ready for since it challenges some beliefs and norms.
- Having a new physical space and changing one’s environment could lead to new reactions and experiences.
",,,,,https://www.youtube.com/watch?v=M46N7nqUr1I,
21852,"The ‘Integrated Patient Journey Map’: A Design Tool for Embedding the Pillars of Quality in Healthcare Solutions",https://oecd-opsi.org/innovations/the-integrated-patient-journey-map-a-design-tool-for-embedding-the-pillars-of-quality-in-healthcare-solutions/,15/01/2021,"University College Cork",Ireland,regional,"a:2:{i:0;s:6:""health"";i:1;s:11:""information"";}","The ‘Integrated Patient Journey Map’: A Design Tool for Embedding the Pillars of Quality in Healthcare Solutions",https://www.infantcentre.ie/research/research-studies/completed-studies/leanbh,2015,"IPJM offers a constructive tool for multi-disciplinary teams to work together in designing healthcare solutions, through mapping the physical and emotional journey of patients for both the current service and the proposed service reform. It supports groups in understanding and negotiating the conflicting requirements that can arise during transformational projects. This is achieved using journey mapping and user personas for graphically externalising key domain knowledge.","Health information technology (HIT) and associated data analytics offer significant opportunities for tackling some of the more complex challenges currently facing the healthcare sector. However, in order to deliver robust healthcare service improvements, it is essential that the design of HIT solutions considers in parallel the three core pillars of healthcare quality - clinical effectiveness, patient safety, and patient experience. This requires multidisciplinary teams to design and evaluate interventions that both adhere to medical protocols but also achieve the tripartite goals of effectiveness, safety and experience.
In this case study, a tool that has been developed during a healthcare project called LEANBH using a human-centred design research approach is described. The ‘Integrated Patient Journey Map’ (IPJM) assists multidisciplinary teams in designing effective healthcare solutions to address the three core pillars of healthcare quality. IPJM is unique in addressing the shortcomings of existing methodologies by supporting multidisciplinary practitioners working together using a visual tool to design healthcare solutions that consider not one but all three of Patient Persona, Patient Journey and Medical Pathway. This helps to ensure that the designed services meet the demands of existing constraints, performance improvement, and patient experience. Findings suggest that IPJM supports groups in understanding and negotiating the conflicting requirements that can arise during transformational projects. This is achieved using journey mapping and user personas for graphically externalising key domain knowledge. IPJM also promotes creative thinking around service reform goals and fosters dialogue among stakeholders, potentially leading to better solutions overall.
The LEANBH project team used IPJM during successive workshops to superimpose the journeys of fictional personas of different expectant mothers who would use the connected health service. Eight fictional personas were identified by the team to represent the different hypertensive disorders that can occur during pregnancy and the medical scenarios which can occur. This included ‘Sheila’, a 31-year old first-time expectant mother at risk of hypertension during pregnancy due to a family history of pre-eclampsia. Her journey through the standard antenatal pathway was now complemented with her use of the proposed connected health solution. Other personas included ‘Denise’, a 25-year old expectant mother who developed pre-eclampsia, and ‘Fiona’ a 29-year old expectant mother who developed gestational hypertension.
IPJM challenged the siloed thinking of both the clinical and IT subgroups. Individuals would often speak out on behalf of one of the personas and assert how certain decisions would affect the physical and emotional journey of this expectant mother. One powerful example of this emerged during discussions around the journey of ‘Brenda’, an expectant mother who (due to white-coat syndrome) is incorrectly diagnosed with gestational hypertension and admitted to the hospital. The group discussed the emotional impact this event would have on Brenda and challenged itself to come up with ways in which the connected health platform could be designed to avoid the unnecessary hospitalisation of Brenda.
As stated by the project manager, these activities represented a significant milestone where: “technical concerns and clinician concerns were starting to be addressed as a unit as opposed to being two separate entities… For the first time people realised that the journey wasn’t a clinical journey, it wasn’t a medical journey, but neither was it a technological journey. It was all combined together”.","a:3:{i:0;s:3:""618"";i:1;s:3:""615"";i:2;s:3:""876"";}","In comparison with other mapping tools, IPJM offers the possibility to focus on the comparison between the ‘AS IS’ and ‘TO BE’ versions of the pathway under study – this is a significant advantage in projects that pursue specific improvement targets. Findings indicate that IPJM offered a constructive tool for multi-disciplinary teams to work together in designing healthcare solutions, through mapping the physical and emotional journey of patients for both the current service and the proposed connected health service. This allowed team members to consider the goals, tasks, constraints, and actors involved in the delivery of this journey, and to capture requirements for the digital touchpoints of the connected health service. Above all else it helped to negotiate differences of opinion among stakeholders.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","The IPJM has since been applied to numerous other contexts including palliative care, dentistry, and more recently antenatal visits in the era of COVID-19. A number of papers have been published on the IPJM and associated collaboration process. These papers were accepted in peer-reviewed outlets in both the healthcare and information systems domains. The following list provides a sample of papers for further reading:
• McCarthy, S., O'Raghallaigh, P., Woodworth, S., Lim, Y. Y., Kenny, L. C., & Adam, F. (2020). The 'Integrated Patient Journey Map': A Design Tool for Embedding the Pillars of Quality in Health Information Technology Solutions. Journal of Medical Internet Research.
• McCarthy, S., O'Raghallaigh, P., Woodworth, S., Lim, Y. Y., Kenny, L. C., & Adam, F. (2016). An integrated patient journey mapping tool for embedding quality in healthcare service reform. Journal of Decision Systems, 25(sup1), 354-368.","The LEANBH project was a collaborative effort involving organisations from academia, the healthcare sector, and industry. Project partners included INFANT research centre (University College Cork), IBM, and Laya Healthcare. The creators of the IPJM are now looking for further collaborators to apply the IPJM to new clinical contexts and adapt the design tool to meet the demanding challenges currently facing the healthcare sector.","The IPJM provides a canvas for interdisciplinary groups to explore improved medical pathways, technical considerations of HIT platforms, and the needs and capabilities of different stakeholders e.g. expectant mothers, clinicians, developers, nurses, midwives, and other healthcare practitioners.","The IPJM enabled the group to develop a common language around the antenatal pathway. It became a powerful means of building shared understanding. For example, the IS subgroup faced a steep learning curve to reach an understanding of the obstetrics domain and the various healthcare settings in which the connected health platform would be deployed. Similarly, clinicians had limited knowledge of the technology aspects of the connected health platform. The IPJM challenged siloed knowledge around the clinical and technology pathways and helped bridge disciplinary boundaries. The synergies arising from this confluence of disciplinary knowledge was essential for highlighting IT and clinical challenges, both previously known and unknown. As pointed out by the developer: “It was useful. It was only when I walked through the journey map explaining how the (smartphone) app would work that I realised that others had different interpretations”.","It was difficult at times to secure participation from certain groupings in some meetings. For example, clinicians sometimes found it difficult to commit time to using IPJM as they felt they were too busy and that the journey maps were for the development team rather than for themselves. Resolving these misconceptions is essential to producing maps, which are accurate and robust in the face of real-life scenarios.
IPJM also does not make explicit reference to Key Performance Indicators (KPI) such as throughput and waiting times, or other metrics such as productivity and cost efficiency, although these may be essential elements of the performance and success of the services being designed. While incorporating this element in the tool would be useful, there is also a risk that increasing the level of detail may compromise the overall accessibility and reliability of the maps.","Shared understanding is crucial to the success of projects involving stakeholders from different organisational and disciplinary backgrounds. In the absence of shared understanding, the perspectives and intentions of team members can become increasingly fragmented as individuals may not even be aware of the intricacies of the issues around which they disagree. The IPJM provides team members with the opportunity to challenge assumptions embedded in ‘pre-baked’ project proposals and contribute diverse knowledge around the design of IT solutions. This helps ensure that design efforts promote both a shared understanding of users’ diverse needs and capabilities, and a commitment to the delivery of solutions that cater to these needs.","IPJM has been used by the Victoria Integrated Nephrology Working Group Project as a collaborative quality improvement approach to Patient Centered Care. The project engaged front-line staff and patients along with decision makers as partners in implementing practice changes to improve care. The IPJM contributed to the team being awarded a Celebration of Excellence (COE) Award in the Spring of 2018. The approach allowed them to engage “front-line staff and patients along with decision makers as partners. This structure has allowed the implementation of practice changes to improve care”. This promoted strong and respectful multi-disciplinary participation, relationship building, and provided a model for other interdisciplinary teams embarking on collaborative projects. IPJM is also recognised by the US FDA as an exemplar in how to take the patient experience into account when designing effective treatments. It is referenced in several of its guidance documents.","IPJM can be used as a cornerstone for modelling healthcare service reform where stakeholders collaborate to derive an understanding of and commitment to requirements. Benefits of IPJM identified in the LEANBH project include.
• Embeds pillars of quality - Considers clinical effectiveness, patient safety, and patient experience in tandem;
• Externalises knowledge - Allows stakeholders to externalise their domain knowledge and build a shared understanding;
• Stimulates creativity - Facilitates dialogue between different stakeholders around developing creative solutions;
• Accessible - Easy for multi-disciplinary stakeholders to understand, use and modify;
• Adaptable - Can be adapted to the requirements of different contexts and specialities;
• Emancipatory - Facilitates the alteration of medical pathways and the development of solutions for addressing their shortcomings;
• Educational - Acts as a platform for communicating proposed changes, and their impacts.","Anyone interested in learning more about the IPJM or discussing future novel applications of the tool are welcome to get in touch. The programme offers consultation services on use of the IPJM, and is also actively looking for collaborators to develop the IPJM further in new contexts. If interested, please contact:
Dr. Stephen McCarthy, Lecturer, Cork University Business School, UCC
Email: Stephen.McCarthy@ucc.ie
Dr. Paidi O’Reilly, Adjunct Professor, Cork University Business School, UCC
Email: P.OReilly@ucc.ie
This work has emanated from research conducted with the financial support of Science Foundation Ireland (SFI) under Grant Number SFI/12/RC/2272.","a:1:{i:0;s:5:""21855"";}",,,https://www.youtube.com/watch?v=eLxADnff0Ak,
22007,"Usina Pernambucana de Inovação",https://oecd-opsi.org/innovations/usina-pernambucana-de-inovacao/,04/10/2020,"Secretaria de Ciência, Tecnologia e Inovação (Secretary of Science, Technology and Innovation)",Brazil,regional,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Usina Pernambucana de Inovação",http://usinapedeinovacao.pe.gov.br,2020,"The State Government of Pernambuco has created a hub for public innovation - ""Usina Pernambucana de Inovação"". The Usina offers help and guidance for public institutions to innovate. With the Usina, the government can improve and disseminate knowledge about innovation, facilitate experimentations, evaluate projects and portfolios to reduce risks, optimize resources allocation and use, and create a strong culture of innovation.","Many reports and studies indicate that governments need to create conditions to innovate and change public process and services. There are many public servants and public institutions that want to innovate but don’t know how, don’t have the time to think about new process, or find innovation too risky. To change this picture, it is necessary to reshape government, creating a structure to lead and guide public innovation.
Hence, the Government of Pernambuco, through the Secretariat of Science, Technology and Innovation, and the Secretariat of Planning and Management, created, within the Law of Science, Technology and Innovation, a model of Public Innovation Hub: the Usina Pernambucana de Inovação (roughly, the “Pernambuco State Innovation Power Station""). The Usina also aggregates other institutions: the Secretariat of Economic Development, the Secretariat of Administration, the Secretariat of Accounting and Control, the State Agency for Information Technology, the University of Pernambuco, and the State Foundation for Science and Technology.
These institutions were selected to reassure and facilitate governance in a way that all players involved in public innovation could have a seat at the table, voice and vote, and deal more easily with bureaucracy, making the Usina a multi-department, cross-sectional, and persistent institution.
To a certain extent, the Usina evolved from the Space of Innovation, Transformation and Acceleration (EITA!), which was the public innovation lab of the Secretariat of Planning and Management. EITA existed during 2019, and was able to produce some of the pilots that latter became Usina products (mainly, the training in innovation and the digital transformation with open source).
Today, the main services provided by the Usina are:
- Advocacy and knowledge dissemination of public innovation;
- Innovation training and qualification;
- Evaluation of Innovation Projects and Portfolio
- Technical Orientation of Innovation Projects
- Promotion and Innovation Awards
Although some services are driven by demand, the Usina acts to actively prospect and search for servants and institutions, trying to combine other services to a continuous advocacy and knowledge dissemination. For instance, when a fund is open by the State Foundation for Science and Technology, on one hand, the Usina acts to promote the fund, disseminate the knowledge necessary to propose projects to the fund, and give technical orientation concerning the legislation and bureaucracy. On the other hand, the Usina acts on user interface, service design, etc. to facilitate the submission of projects. This strategy turned out to be very effective in recent request for proposals, since the process was adapted to the specificities of public sector, and it was possible to get proposals from 5 institutions that usually do not elaborate them.
Another important service concerning Technical Orientation and Knowledge Dissemination is a model to prospect open source technology so as to to promote digital transformation of public policies and services. This initiative helps the innovator to diagnose if her/his problem can be solved with open source solutions, prospect open source solutions on public repositories and plan the tech transfer based on the service particularities.
Nowadays, the main service provided is an 84-hour digital training in innovation. The training started as a pilot to the Secretariat of Planning and Management, in which short term courses were designed and tested. The 12h pilot was a success, reaching an approval score of over 96%. The second 12h version was applied in the Secretariat of Health, with a score of 92%. Finally, the last 34h application happened in the Secretariat of Finance, with a score of 94%, 80% of conclusion and 85% of the students increasing at least one level of proficiency, comparing pre- and after-course skills.
With many days and challenges ahead, the Usina has everything to be a success in terms of helping the State Government to improve its services and offer a better life to its population. Now, the main goal is to alter the state innovation fund so as to guarantee a stable flux of money, create a digital space to capture problems, challenges and ideas, and help these ideas take life.","a:5:{i:0;s:3:""190"";i:1;s:3:""257"";i:2;s:3:""234"";i:3;s:3:""623"";i:4;s:3:""317"";}","The Usina is a public innovation in governance because:
1) It has an unique model of governance, which focuses on multi department and cross-sectional body. This body can facilitate bureaucracy and offer technical orientation.
2) It involves different services that cover core aspects of innovation. Thus, it helps institutions strengthen the ideas and projects and trains individuals - those ultimately responsible for innovation.
3) It started with the public innovation lab pilot - EITA! - so the Hub uses the very ideas and innovation process that it teaches and reinforces.
4) Its services go from early stage factors, such as advocacy and dissemination, to very advanced and final stage ones, such as evaluation and recognition.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","As of this date of submission in 2020, the project has already completed its first pilot in Technical Orientation of Innovation Projects and its first product iteration in Innovation training and qualification.
The innovation training was evaluated and showed very good results and impacts on learning. The evaluation used survey data and semi-structured qualitative feedback, using the formula “What we have done ok? What we have done but need to change? What we have not done, but should start to do?”. The feedback and data analysis showed a need to increase the time of sync classes, especially on design thinking subjects, and to add new topics covering traditional subjects on innovation and on the rules and laws governing it.
The pilot on Technical Orientation of Innovation Projects will finish on oct 19. Evaluation will focus on 1) proposals (which is believed will increase); 2) approved projects (which is expected to reach at least 50%); and 3) dispersion of proposals through government areas.","The Secretariat of Planning and Management and the Secretariat of Science, Technology and Innovation created and launched the initiative. The Usina already has an integrated governance model with multiple departments. The first product already put together instructors from different areas to create the training while the technical orientation process is mobilizing people from 14 government institutions and researchers from 3 different universities.","Public servants report satisfaction by using creativity in public service, being able to see their ideas coming to life and solving recurring problems. The Usina increases the overall effectiveness of the Government and its servants report satisfaction from leading and formulating the public innovation process. Researchers and innovators working with Government report satisfaction for helping to make Government better and solve social problems.","Even if Usina is a public innovation in governance, it is being evaluated by its main products, which for now are the technical orientation and the innovation training.
The technical orientation is already showing good signs considering it is the first time a planned and active technical orientation is provided. To now, there are 14 new institutions participating, with good perspectives to submit proposals. Also, the data about researchers on public innovation is being structured during the process.
The training is already in product iteration and showed very good results in a quantitative survey: a total satisfaction score of 94%, 80% of conclusion and 85% of the students increased at least one level of proficiency, comparing pre- and after-course skills.","The constitution of the Usina was a very complex challenge. The importance of a public innovation hub had to be proven - what was done with the EITA! pilot. It was also necessary to articulate with all the public institutions involved in public innovation and create a new model of shared governance - which has no precedents, but was a strong factor, since while the Sec. of Planning is responsible for public policies governance, knowing the public challenges and having the capillarity to reach different sectors; the Sec. of Science has the resources, the know-how and the contacts to develop innovation.
Regarding the products, the whole training on innovation was hard to develop due to the lack of precedents - there are many courses on design thinking and similar topics, but not a complete formation. The technical orientation was also hard, since the traditional models of request for proposal are focused on academia and the researchers usually choose the problems they want to solve.","Support from senior management and ability to negotiate with many different stakeholders, aligning very diverse needs, goals, etc. To that end, co-creation and continuous communication were very useful.
Another important point was the action from middle and low management. People who used their connections and interactions to ease bureaucracy and accelerate the process. Senior management support is essential, but without middle and low management action, things get stuck in bureaucracy and every-day routines.
Lastly, the training and qualification of the core team is essential. This team, the core team, the team of teams needs to have special training and to dedicate at least half of their time to study, plan and think about innovation, without worrying about regular processes.","This solution could be replicated by other governments.
Factors that could condition replication include:
– The need to identify leaders located in core institutions and that have good knowledge on innovation.
– Build a map of legislation, funds and requests for proposals that may keep the projects alive.
– Create a culture of idea management and idea use, recognising that public servants can solve public challenges.
– Develop a pipeline of experimentation, test and iteration. Changing policies is expensive. Creating new policies also. Risk must therefore be reduced by testing and iterating.","The governance needs to be submitted to regular processes of innovation - ideation, testing, iteration, etc. The innovation process should not be used inside or after the governance, but from the start, and also in the evaluation process that needs to use participative models - which are not default but adaptable.
Another important lesson is the co-creating and continuous communication. These steps need to have validation and be communicated with stories and simple language.
Finally, it is important to start with easy wins and tested products, or products that can go to line with small changes or actions. A good mapping and legacy study is very important to find those easy wins and tested products, smart and good practices that can be used through recombination without necessarily reinventing the wheel.",,,,,,
22077,"Minha Vitória: an Urban Master Planning collaboration platform",https://oecd-opsi.org/innovations/minha-vitoria-an-urban-master-planning-collaboration-platform/,11/10/2020,"Prefeitura Municipal de Vitória",Brazil,local,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Minha Vitória: an Urban Master Planning collaboration platform",,2015,"Minha Vitória: a collaborative platform to share suggestions for Urban Planning with the aim of reviewing and regulating the urban aspects of Vitória, Brazil for the next ten years.
Urban Master Planning is a municipal law that establishes rules for the growth and functioning of the city. For the first time in the state of Espirito Santo, the dwellers were also able to make suggestions over the internet through a democratic and participatory process.","Urban Master Planning is a municipal law that establishes rules for the growth and functioning of the city. For the first time in the state of Espirito Santo, Brazil, the dwellers were also able to make suggestions over the internet through a democratic and participatory process. The topic is very technical and the challenge was to make the platform accessible and easy to assimilate for the general population.
Goals:
1. Review and regulate the urban aspects of the city for the next ten years.
2. Ensure that, when sending contributions to the city, the interest of the population as a whole prevails over individual or group interests.
3. Encourage participation interactively.
4. Generate essential insights into the improvements of the city.
Understanding users’ emotions: an exercise in empathy
Considering the audience is very heterogeneous (with the city's overall population exceeding 300 thousand people), the program recognised that creating many personas would create a bias in research. It was therefore decided to take another perspective and identify people's feelings about their contributions to the city.
Thus, the Positive Emotional Granularity Cards methodology was taken as a way to understand the emotions involved by the residents, with the common point being the improvement of the city and the same usability context.
Concerning the chosen key activities and involved goals, the discussion covered what kind of positive emotions would be desirable to evoke and how support users’ activities could be supported by browsing through the cards.
The research revealed that within the Aspiration, Interest and Guarantee clusters, users had three value propositions to interact with the platform.
In a meeting with the stakeholders responsible for different areas of the city of Vitória, general topics were updated into more specific and more easily assimilable ones so as to facilitate the choice of the theme and, consequently, the sending of the suggestion.
After several meetings, 5 central topics for the platform were defined:
- Environment and landscape;
- Economic development and tourism;
- Use, land occupation and urban infrastructure;
- Housing and mobility;
- Democratic management.
The challenge was then to consider the research trying to address the users’ desires.
Problem statement
- Pain point 1: Dwellers are not encouraged to participate in public decisions because the processes are annoying and often politically biased (in general, all over the country);
- Pain point 2: The theme is broad, technical and there is a lack of knowledge among the general population.
The challenge
How to stimulate the interest of all city dwellers in sending suggestions online when the only ones participating in person are the more engaged people in the community?
Design Process
The program decided to follow IDEO’s human-centred Design and Lean UX Design Thinking Process to make sure that design decisions were supported by feedback:
1. Empathize
2. Define
3. Ideate
4. Prototype
5. Validate","a:3:{i:0;s:3:""876"";i:1;s:3:""221"";i:2;s:3:""609"";}","Minha Vitória is an innovative model fostering popular collaboration through an online platform for different reasons:
1. It optimizes each person's contribution process by facilitating access to information by being entirely online.
2. It democratises the participation in important government decisions, without bureaucracy.
3. It visually stimulates the identification of needs, allowing residents who do not want to contribute with suggestions to support the best ideas.
4. It facilitates the report for decision making considering diverse demographic scopes and recurring topics.","a:1:{i:0;s:9:""diffusing"";}","The project was implemented and concluded in 2015, and all suggestions were received and analysed. The collected data were compiled and, through a report, the expectations of dwellers were identified.
To complete the Urban Master Planning, representatives of the government, the productive sector, and local communities gathered to vote on the new law's 48 proposals created within the shared management model.
This debate was made through seminars promoted by the City Development Secretariat. As a result, it was possible to propose ways to follow and improve the urban aspects of the city of Vitória for the next ten years.","Companies:
- Danza Estratégia e Comunicação (Brazil), including the following positions: User Experience Manager; User Interface Designer; Information Architect; Project Manager; Account Manager; Copywriter.
- AP Exata (Portugal), including the following positions: Project Manager and Web Developer.
Government officials:
- Prefeitura Municipal de Vitória (Public administration: Luciano Rezende)
Citizens:
- City dwellers","Minha Vitória platform generated essential insights into the city's primary needs, stimulating the participation of residents in an interactive way, while ensuring that, when sending contributions to the city, the interest of the population as a whole prevailed, meeting the proposed objectives.","In general, the residents of Vitória made 1,340 suggestions for the next ten years of the capital in 53 days of popular participation during the first stage of the Urban Master Plan review process.
Heat map by administrative area:
Suggestions by neighbourhoods were transformed into administrative areas to adapt to the project and understand the data correctly. According to the volume of suggestions on the platform, the darker regions made it possible to understand the most significant needs identified.
Most recurring topics:
Through the chart by themes, it was possible to identify which were the most recurring topics and the city's areas corresponding to them.
What did the population support the most?
Requests that dwellers agreed on the most were highlighted by theme and subject, allowing an overview of the most supported suggestions.","Product improvements
The platform was submitted for testing with seven users after completing the high-fidelity mock-up; four general pain points were received:
- Responsive design problems on older mobile devices
- Registration without confirmation by email
- Some important questions were not found in the FAQ section
- Slow interaction and map loading
After conducting validation tests and iterating designs, satisfactory results were obtained. Many of the problems were related to the internet connection.
It was acknowledged that the City of Vitória offers free public Wi-Fi in squares and the sights to encourage users to use the platform without worrying about the use of mobile data.
At that time, the version 2.0 of the prototype was created and then officially launched.","The engaged population and community leaders are the most frequent participants in the Urban Master Plan when face-to-face meetings are considered.
By listening to the audience's feedback, it was evident that many give suggestions, but others only support by raising their hands when they agree or disagree. After identifying this opportunity, the platform's designers set out to work on it.","This solution could be replicated by other government agencies, especially local ones, such as cities and neighbourhoods of large metropolitan areas.
Some factors could condition replication, such as:
- Contribution of online regulations, depending on the IT structure for conducting and collecting data.
- Ability to disclose to expand online social contribution.
- Internet access.
- Privacy policy.","The timeline between the platform's development and the deadline for data collection was a limiting factor for the project. During the development of the platform, the schedule of face-to-face meetings was anticipated, impacting impacted the time limit for tests and reducing it from a week to two days.
Therefore, the biggest challenge for this project was time. With the schedule reduced by almost half in the middle of development, work was focused on the essential. On the one hand, the project was delivered with agility. On the other hand, some points of improvement where identified:
- Return of Facebook API authorization;
- Extended user testing period;
- Expansion of the awareness and participation campaign.
All of these improvement points were an excellent learning opportunity for future projects pointing to the fact that dealing with a challenging situation is the best way to gain experience from improvements.","Tools: Pen & Paper, Post-it Notes, Axure, Mind Meister, Skype, Photoshop and Illustrator.
Timeline: 2 months","a:26:{i:0;s:5:""22084"";i:1;s:5:""22087"";i:2;s:5:""22085"";i:3;s:5:""22086"";i:4;s:5:""22106"";i:5;s:5:""22088"";i:6;s:5:""22104"";i:7;s:5:""22093"";i:8;s:5:""22083"";i:9;s:5:""22101"";i:10;s:5:""22094"";i:11;s:5:""22096"";i:12;s:5:""22097"";i:13;s:5:""22099"";i:14;s:5:""22103"";i:15;s:5:""22098"";i:16;s:5:""22090"";i:17;s:5:""22100"";i:18;s:5:""22105"";i:19;s:5:""22081"";i:20;s:5:""22091"";i:21;s:5:""22092"";i:22;s:5:""22102"";i:23;s:5:""22082"";i:24;s:5:""22089"";i:25;s:5:""22095"";}",,,,
22402,"My First Salary",https://oecd-opsi.org/innovations/my-first-salary/,04/11/2020,"Government of the Republic of Serbia",Serbia,central,"a:3:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:12:""public_admin"";}","My First Salary",https://mojaprvaplata.gov.rs/,2020,"The programme My First Salary addresses youth unemployment by providing a salary subsidy grant for the first employment of high school or university graduates bellow 30. It is implemented through a state-of-the-art tech platform that automates the application process, approval and match-making. It is a “zero paper” alternative to what used to be a “complex bureaucratic state support procedure”, combined with a transparent “recruitment procedure” – all in a streamlined and fully digital process.","The youth unemployment rate across Europe surpassed 17 percent in the summer of 2020 and is probably getting worse as a new tsunami of layoffs due to the coronavirus approaches Europe in the spring of 2021. Young people are not the only ones who have been impacted, but are certainly those who have been most severely impacted. The pandemic comes at a moment which could seriously harm their professional careers, right when they are starting to develop in the job market that has now fewer opportunities and increased competition.
The Government of Serbia launched the program My First Salary as one-of-a-kind program designed to lower the youth unemployment rate in Serbia (25.5% Q1 2020), reduce the waiting time for a first job (currently two years), and bridge the gap between the supply and demand side on the job market. Supported by a digital platform, this programme overcomes the bureaucratic hurdles that might present a roadblock for young people to apply for the participation in the program.
The programme addresses two main target groups: first, young people under the age of 30 with no work experience with a high school or college degree, while the second target group are the employers from the private sector. The priority for participation in the programme is given to employers from particularly negatively affected areas in accordance with the Decree of the Government of the Republic of Serbia on the level of development of local self-government units.
Under this programme, the Government of Serbia offsets the costs for young people, under the age of 30, to work for selected companies by providing “a salary subsidy grant” for a period of nine months. It is aimed to assist both - young people in translating their theoretical knowledge into practice, and companies in meeting their immediate business needs through further recruiting of well-trained professionals who know the company. The programme is well-designed to help the economy in solving the problem of staff shortages.
The implementation of the programme is end-to-end digital by design – a zero paper alternative to the conventional process. The application, approval and even matchmaking process is automated and successfully eradicates the bureaucratic impediments.
The portal serves both the companies and the candidates (jobseekers), firstly to apply for participation in the program and if approved, to match the right talent to the right opportunity. The application and the hiring processes are accelerated by web services that automatically check if the eligibility conditions are met – for companies: whether the company has paid taxes and contributions, the number of employees, etc., and also all the relevant qualifications for the candidates. In order to be able to post jobs, companies must register with qualified electronic certificates, while candidates have to register with basic forms of government-provided eID. The software solution includes AI recommendation algorithm for matching candidates with job pots, as well as visualizations and dashboards.
The idea for the programme came from the Serbian Chamber of Commerce, while the public and private sectors - including youth organisations - designed this solution together. More precisely, the team to design the programme ""My First Salary"" was comprised by representatives of the Office of the Prime Minister, the Ministry of Finance, the Ministry of Labor, Employment, Veterans and Social Affairs, the Ministry of Sports and Youth, the National Employment Service, the Office for IT and eGovernment and the Serbian Chamber of Commerce. The team for the design of the portal My First Salary was run by the CEO of the Office for IT and eGovernment, and included project managers, solution architects, engineers, user experience specialists, and a software company.
The programme will have a follow up, where a special team will analyze the results, calculate the decrease of the unemployment rate and the waiting times for a first job as result of the program as well as better understand the supply and demand side for jobs according to regions, cities, professions, age, gender, etc. Based on those results, the program will be modified and implemented every year. The portal will be modified accordingly.","a:6:{i:0;s:3:""147"";i:1;s:3:""190"";i:2;s:3:""213"";i:3;s:3:""615"";i:4;s:3:""194"";i:5;s:3:""234"";}","In the Covid-19 era, a number of countries are supporting youth unemployment in the form of unemployment benefits, while companies are provided wage subsidies to recover. All those are mainly financial support measures with short-term impact and without further addressing the problem of the lack of skilled labor.
This programme, besides providing the much-needed financial support for both the unemployed and companies in the Covid-19 economy, goes further as:
- It offers young people a possibility to gain practical work experience;
- Meets immediate business needs through further recruiting of well-trained professionals;
- It is implemented in a manner that is suitable for young people – fully digital; and
- Is using an ecosystem model by leveraging both capabilities inside and outside government, and uses both an open innovation and co-creation approach.","a:1:{i:0;s:14:""implementation"";}","While the initial idea was floated by the Serbian Chamber of Commerce in June 2020, the public and private sectors, including youth organisations, worked in a collaborative environment to design and co-create the solution. By September 2020, within a month’s period from the launch of the portal in August 2020, 28,000 open positions were listed on the platform by various companies, while more than 30,000 application are expected (by mid November) for these available positions. Employment contracts will be signed during November/December 2020.
My First Salary will have a follow up, where its performance will be analyzed to see if the outcome of reducing the unemployment rate and waiting times for a first job. Moreover, the analysis will be used to better understand the supply and demand side for jobs according to regions, cities, professions, age, gender, etc. Based on those results, the program will be modified and re-launched every year, in the same time enhancing user experience.","A diverse design and development team representing all stakeholders was formed to design and implement the program, and included youth organizations, chambers of commerce and government officials. Young unemployed people and business leaders represented the demand and the supply side of the labor market respectively, while government operationalized and financially supported the program.","Young people in Serbia have to play a central role in the social and economic recovery of the country. By launching the programme My First Salary, they are given the opportunity to gain practical work experience so they compete on the job market on equal grounds, the companies are given a tool to shape the workforce according to their real needs, while the country gets the chance to be better prepared and to recover faster from the crisis.","The programme My First Salary is designed to lower the youth unemployment rate in Serbia (25.5% Q1 2020), reduce the waiting time for a first job (currently 2 years), and bridge the gap between the supply and demand side on the job market. This is especially important in the Covid-19 economy.
The programme started in August 2020 and will close in December 2020. It will have a follow up, where a special team will analyze the quality of the matching process, the quality of provided training and mentorship, calculate the decrease of the unemployment rate and the waiting times for a first job as well as better understand the supply and demand side for jobs according to regions, cities, professions, age, gender, etc. Based on those results, the programme will be modified and implemented every year. The portal will be modified accordingly.","Since the solution needed to be implemented in a short timeframe, the main chalenge was the pressure to deliver in the previously defined deadlines. Strong leadership skills were instrumental to motivate all members of the teams so the programme is implemented according to the planned dynamics.","The programme is a myth buster that governments are necessarily laggards when it comes to delivering a project. Modern day leaders are more and more aware of agile ways of working and this has been exceptionally displayed in this case as the whole project and its implementation was done within the span of few months. It also speaks volume about how visionary leadership can be a catalyst of the change. The PM of Serbia, Ana Brnabić has been at the forefront of this programme. She mobilized the entire community, provided the necessary support and let the business sector and the youth organisations design the solution.","This solution could be replicated by other countries. It is a workforce model that is usable for a variety of projects, rather than a contextually, specific project per se. But the main innovation to be replicated is the ""smart government"" approach that goes beyond technology to consider a holistic picture including technology, people, processes, and other missing pieces such as policies and regulations.","The programme was not conceived because the government wanted to create a digital tool to simply showcase the availability of another digital service, but rather because of a real-life problem we wanted to solve: in this case, the unemployment rate amongst the youth of the country. Instead of jumping right into using technology, an understanding was developed about the key drivers of this problem. The main lesson here is that the best innovation happens when there is a problem to solve, and that open innovation is the best approach to provide the success of programs of similar scale and impact. Governments have to develop the ability and capability to acquire and apply knowledge and skills quickly and effectively for the benefit of all stakeholders.",,,,,https://youtu.be/MSiPTbI7tdM,
23218,"ZEUS: Research infrastructure innovation platform for science and technology researchers",https://oecd-opsi.org/innovations/zeus-research-infrastructure-innovation-platform-for-science-and-technology-researchers/,25/01/2021,"Ministry of Science and ICT",Korea,central,"a:2:{i:0;s:11:""information"";i:1;s:7:""science"";}","ZEUS: Research infrastructure innovation platform for science and technology researchers",http://www.zeus.go.kr,2003,"High-tech Research Infrastructures (RIs) require large budgets, high operating costs and extensive human resources, making them available only to a small number of prominent researchers. Up-and-coming junior researchers or technical staffs from SMEs, who account for the majority of technology development, are therefore not able to utilise expensive RIs. The South Korean government planned and established the national RIs governance system to solve this issue and fairly allocate opportunities for utilising RIs.","Problem: The benefits of national R&D projects are provided only to a few groups
South Korea has invested more than 4% of its GDP in national R&D every year to lay the groundwork for sustainable growth. In particular, it has invested more than 860 million dollars a year in research infrastructure, such as research facilities and equipment for the past 20 years.
However, high-tech research infrastructure requires a large budget, constant operating costs and human resources. Therefore, there is a clear limit for individuals or developing countries to manage leading research infrastructure.
Despite the recent effort of many countries dispatching their high-calibre talent to advanced countries for national science and technology development, there is a problem that on-going research can be discontinued due to a lack of research infrastructure, even after returning to the homeland.
Research infrastructure is available only to a concentrated number of prominent researchers. Therefore, the up-and-coming junior researchers or technical staffs from SMEs, who account for the majority of the country's technology development, cannot utilise them.
To solve these problems, the South Korean Ministry of Science and ICT planned and established the national research infrastructure governance system, ZEUS (Zone of research Equipments Utilization Service), to fairly allocate opportunities for utilising research infrastructure for technological innovation and to increase efficiency in science and technology investment.
ZEUS: promoting a virtuous circle of system research infrastructure
Expensive research infrastructure is essential for advanced science technology research and development. However, due to the limitations of national finances, not all researchers can equally utilise the infrastructure.
ZEUS aims to provide all researchers with equal opportunities to utilize research infrastructure. To make this possible, ZEUS collects and analyses all research infrastructure information in South Korea so as to understand the status of the deployment and operation of facilities.
This increases the efficiency of research infrastructure, preventing unnecessary research infrastructure from being built, relocating underutilised infrastructure, and reserving equipment online.
The government's credibility increases by transparent disclosure of information on the operation and financial investments in research infrastructure.
Economically, the government can curb unnecessary investment in science and technology, enabling strategic investment in new R&D areas.
From a movement of the scientific society to a national policy
Since 2013, Korea has started providing ZEUS, a portal service for national research infrastructure. In 2011, ZEUS implemented the Information Strategy Planning (ISP) and Information Technology Architecture (ITA) to plan an information systems with the research infrastructure that used to be managed at the individual ministry level. Starting from the equipment reservation service in 2013, ZEUS has expanded its scope to review services in 2014, transfer idle equipment in 2015, and also manage large facilities in 2016. Now, ZEUS plays a leading role providing the comprehensive information service that supports the whole lifecycle of the national research infrastructure. Infrastructure worth more than 25,000 dollars is being built with a separate review process and the use of infrastructure is examined every year to evaluate whether it is not in use and whether to transfer it to other researchers who need.","a:3:{i:0;s:3:""178"";i:1;s:3:""143"";i:2;s:3:""156"";}","Strengthening the Dynamics of R&D Investment
Through ZEUS, it is possible to deter additional demand through the establishment of infrastructure based on joint utilization and promotion of management and reduced demand for the establishment of infrastructure can be distributed to new investment and marginalized groups. The improved access to research infrastructure promotes innovative and adventurous research from often excluded or resource-poor researchers.","a:1:{i:0;s:9:""diffusing"";}","Currently, ZEUS holds the research infrastructure information of the entire country and has a system that automatically collects all information through connection with the information system of individual research institutes. When researchers acquire research infrastructure, they are automatically registered through ZEUS, and can make real time reservations, enabling the government to monitor the utilisation status.","ZEUS is based on integration and collaboration.
ZEUS has a collaborative relationship with 18 government departments and 430 research institutes.
To coordinate opinion and role sharing among the different ministries, the residential Advisory Council on Science & Technology designated the MSIT as the coordinating ministry, with each ministry playing a role based on its characteristics.","Researchers can make real-time reservations for all research infrastructure in one place.
Each research institute and government department can monitor the research infrastructure that is distributed among various management entities at a glance.
Government officials can monitor the status of investment in research infrastructure and make efficient investment plans.","The integrated management system for research infrastructure is an innovative policy that improves the soundness of research and development investment under the current circumstances of South Korea, where 28 government ministries are making investments in the development of science and technology individually (the share of joint utilisation equipment among total equipment went from 18% in 2009 to 65% in 2019).
Through ZEUS, it is possible to deter additional demand through the establishment of infrastructure based on joint utilisation and promotion of management and reduced demand for the establishment of infrastructure can be distributed to new investment and marginalised groups. The improved access to research infrastructure promotes innovative and adventurous research.","As each ministry and local governments started establishing their own research infrastructure utilisation system in early 2010, the competition within the government posed significant obstacles in implementing policies for integration.
The MSIT overcame the obstacles by coordinating the roles of various stakeholders (G2G, G2B, G2C) and making them cooperate with each other.
- G2G: Research infrastructure information and reservation system were integrated into a single platform. Each ministry was assigned with individual tasks such as information checking, status survey, and operation of reservation system to change the relationship from competitor to the partner.
- G2B: Linkage between Research Infrastructure Management System and Government System via Application Protocol Interface (API).
- G2C: Providing information and online consulting on research infrastructure.","ZEUS pursues continuous innovation through change, shifting away from the individual ownership culture of research infrastructure, which had been widespread in the research field. The success of ZEUS would not be possible without efforts and shared understanding of interested parties.
Three lessons could be learned from the process of implementing ZEUS.
Firstly, policies implemented across the country should be approached with strategy.
Secondly, there should be an integrated implementing agency.
Thirdly, the policy should be maintained and outcomes should be monitored continuously.","ZEUS was presented as a solution to maximize the inclusiveness of the research and development budget. In 2015 and 2016, training courses were developed under the theme of national research infrastructure management targeting high-ranking policy officials in ASEAN member countries to explain Korea’s research infrastructure policy. Among them, policy consulting was provided to Cambodia, Brunei, the Philippines and Vietnam. Currently, a joint utilization program is being panned for ASEAN member countries, providing information on available research facilities through the English web service.
This was presented as an effective measure to improve governments' local R&D. Accordingly, the national model was monitored, with 7 local governments currently implementing policies for joint utilisation. ZEUS is now planning systems to strengthen cooperation with local governments and looking forward to another innovation model stemming from this.","The establishment of an integrated information system faces a lot of opposition at the beginning. In particular, it may be perceived as unnecessary for researchers. This shift in perception can lead to the success of systems like ZEUS. In addition to a strong management system, it is necessary to lead this shift in awareness through periodic public relations activities. ZEUS explains the system to more than 3000 researchers through more than 30 offline lectures each year.",,"a:10:{i:0;s:5:""23208"";i:1;s:5:""23209"";i:2;s:5:""23210"";i:3;s:5:""23211"";i:4;s:5:""23212"";i:5;s:5:""23213"";i:6;s:5:""23214"";i:7;s:5:""23215"";i:8;s:5:""23216"";i:9;s:5:""23217"";}",,,https://youtu.be/q80pTEtNeyI,https://youtu.be/I6mrwoW2x9E
23878,"A Better Citizen Experience: Aruba's Digital Transformation Road Map, 2020-2025",https://oecd-opsi.org/innovations/a-better-citizen-experience-arubas-digital-transformation-road-map-2020-2025/,20/05/2021,"Government of Aruba ",Aruba,central,"a:1:{i:0;s:11:""information"";}","A Better Citizen Experience: Aruba's Digital Transformation Road Map, 2020-2025",https://indd.adobe.com/view/dc915452-79d5-4c00-8667-9b0e56305b21,2018,"The Government of Aruba developed a dynamic policy framework based on 10 key building blocks that jointly form a road map setting the direction for Aruba’s digitization strategy. The publication of the road map marks the culmination of the government’s preparatory implementation work over the past 3 years. At its core, the strategy is about meeting the needs of people within a service model that is fit for the demands of the 21st century.
","We are now at the onset of what the World Economic Forum has termed the ‘Fourth Industrial Revolution’. Today’s rapidly changing consumer landscape and the accelerated pace of technological advancement create an opportunity for governments to build stronger and more effective institutions. It is no secret that strong and effective human-centered institutions are the backbone of economically resilient nations. The concept of economic resilience in small island economies goes beyond the traditional understanding of resilience as the ability to absorb shocks and recover from disturbances (such as the COVID-19 Pandemic). The Government of Aruba believes that the implementation of a digital transformation strategy is not only fundamental but a catalyzing factor to achieve economic resilience as a small island nation.
Our citizens expect governments to be able to accommodate their changing needs and to deliver core services digitally, 24/7, securely, and on any device. To ensure its institutions can remain relevant in this new era, preserve democracy and continue to fulfill the government’s mission of being a strong and effective human-centered institution, the Aruba Government identified improvement of its service delivery through digitalization as a key agenda priority.
The e-government agenda is the Aruba government’s most ambitious cross-ministerial project to date. To action the government’s agenda, a Chief Innovation Officer (CIO) was appointed and given the mandate to develop an e-government strategy in collaboration with stakeholders, i.e., a digital transformation policy framework and road map.
e-Government Road Map - Building a Better Citizen Experience:
The road map focuses on what needs to happen in the start-up phase for the Aruba Government to improve public service delivery. What is more, the road map provides guiding principles and actions to develop a robust e-government model, empower citizens, and give public employees the necessary skills to help transform government and design a better citizen experience. The road map also provides both a framework for gradually increasing the provision of digital services and a framework for identifying key public and private digital initiatives for the next 10 years. The main focus is to ensure the best possible use of digital technologies for the benefit of the Aruban people.
Preparatory work during the design phase:
To kick off the strategy design phase, a government-wide, quick scan digital assessment was performed in 2018 to assess the state of the government’s IT infrastructure and organization. The primary purpose of the digital assessment was to detect quick wins and to guide mid-term and long-term scoping of digital initiatives, with the long-term transition to e-government in mind. The scan was the first significant step towards crystalizing the government’s vision and asserting its commitment to transform its delivery of public services. The findings of the scan were documented in a report describing the initial strategic objectives of digital governance in Aruba and formed the basis of the government’s policy objectives for the transition to e-Government.
One of the key findings of the initial digital assessment was that digitization projects were mostly executed by individual departments. A formal, common IT or digitalization strategy was missing and generally there was no consideration of cross-departmental integrations. This created unnecessary layers of complexities or resulted in infective legacy systems. A clear takeaway from the 2018 assessment was that a long-term integral plan was needed: an e-government strategy.
Two-track approach:
Since the government committed to developing a cohesive e-government strategy in 2018, numerous milestones and quick wins were achieved, while a long-term plan was being designed in close collaboration with key stakeholders. This two-track approach allowed the e-government team and committees to define the core problems across government and gather insights on how to solve them, while simultaneously:
1. Building consensus around the e-government vision,
2. Learning about the prerequisites and resources (human, financial, regulatory, infrastructure and tools) required to become a digital government, and
3. Addressing quick wins with a long-term transition to an e-government model.
Aruba's e-Government Vision requires that in 2030, the Aruba Government is a proactive government that anticipates the citizens’ needs.
The vision can be translated into the following 3 main ambitions:
1. The Aruba Government is an effective service-centered organization.
2. Citizens of Aruba can seamlessly and securely access government services digitally at all times.
3. e-Government creates a pathway to unlock new economic value and opportunities created by the digital economy.
The implementation will be institutionalized through the set up of a Central Coordination Unit and multi-year budget. ","a:4:{i:0;s:3:""876"";i:1;s:3:""354"";i:2;s:3:""617"";i:3;s:3:""320"";}","The Building a Better Citizen Experience road map is an innovation in Government service delivery because it is based on human-centered design principles, focusing on the citizens' needs. For a nation to be resilient, its economy must be resilient. But a nation is not comprised of an economy, it is comprised of a population of people. It is through the continued focus on keeping people at the center of our thought and action that ensures the implementation of this e-government road map will deliver the desired benefits for our citizens. The e-government road map is not only about technology. It is about what technology will enable our people, inside and outside government. By providing flexible service delivery through digitization, we are creating the enabling infrastructure for adaptability, flexibility, and responsiveness. This is the architecture of resilience. Furthermore, the road map is a new approach and way of thinking to strengthen Aruba’s institutional quality and capacity. ","a:1:{i:0;s:14:""implementation"";}","The project is in the start-up phase. The first strategic objective is to build an integrated system. The basic premise of an integrated system, also referred to as the Conexion Interoperability Framework, is the development of a unified system, which combines existing databases and different autonomous digital applications into an integrated e-government system for seamless and secure data-sharing via the internet.
Interoperability pilot: In order to test and develop the necessary in-house knowledge to operate the system, an interoperability pilot project kicked off in February, 2021. The pilot consists of an initial list of five stakeholders (government departments). The pilot will allow testing of the diverse technical aspects of the platform and will give stakeholders the possibility to connect their information systems via highly secure and scalable methods to the interoperability backbone and to offer end-user access to services.
","The Government collaborated closely with public and private stakeholders to develop the road map. Aruba also partnered with Estonia’s e-Governance Academy (eGA) to develop the capacity required for the design of a robust e-government model. The recommended model, together with findings from previous local studies and input from various local stakeholder platforms (government officials, private sector organizations and citizens via town halls and surveys), form the basis for the road map. ","Firstly, data sharing amongst government departments through a secure digital platform will lead to a significant reduction of manual processing and reduction of ‘waste’, redundancies and costs. This increases productivity and efficiency and allows for more value-added work to be performed by public employees. Secondly, government services will be (re)designed and simplified to meet citizens’ needs. Lastly, economic value creation for the private sector in the form of ease of doing business. ","Results and impacts achieved during 2018-2020:
• Policy Coherence: alignment of core national policies and key stakeholders towards a common vision
• Infrastructure (hardware and software) investments were made to maintain and secure day-to-day IT operations
• Centralization of critical software that led to cost savings and increased efficiency
• Setup of national cybersecurity office and increased cybersecurity awareness within government
• Transition to digitally enabled council of ministers, saving an average of 100+ combined work hours per month
• Implementation of value-add digital services, e.g., e-Land, e-Tax, e-Books, e-Crisis, e-Justice, e-Licensing, Digital car insurance verification, Aruba Health App, e-Maps, e-Cabinet
Future (2025) key results:
• Build and launch secure interoperability framework and connect 35% of core services
• Introduce Digital ID
• Simplify (where needed) and digitize up to 50% of core services
• Introduce digital payments for 80% of core services
","The pilot faced challenges related to the implementation team and their ability to commit time to the project due to conflicting responsibilities and also working in an open/collaborative manner with stakeholders outside of the pilot. It took longer than expected to agree on the pilot team composition and project ownership. This created delays in the project. We responded by designing a robust and transparent ""way of working"" method that is both agile and takes into accounts all stakeholder concerns. ","A supporting ecosystem is needed to enable national digital transformation. Critical enablers for the implementation of Aruba’s e-government model include:
1. Political will and leadership, sustained high-level leadership and support for digital transformation over the long-term political spectrum is essential.
2. Partnerships are key to achieving long-lasting effect. Early involvement (including expertise, investments) of the private sector has become an essential prerequisite for impactful projects.
3. Digital Payments (real-time and affordable national payments) fuel the digital transformation process.
4. Open Data, digitizing services will lead to generation of large amounts of data that can be mined to generate new insights to inform policymaking. Further, unlocking the power of government data will spur innovation across the island and improve the quality of life through the acceleration of the U.N. Sustainable Development Goals.
5. Innovation labs and regulatory incubators.","This solution and strategy can be implemented by other Small Island States or small cities. Aruba will further develop and intensify its partnerships with other Caribbean nations and Small Island States, Estonia, the Netherlands, the European Union, UNDP, OECD, and the University of Aruba (in particular the SISSTEM faculty and the Aruba Institute for Good Governance & Leadership program), among others, to accelerate knowledge sharing. Further, linking Aruba’s e-government strategy to the global trend of digital government, as well as the Sustainable Development Goals, will generate a stronger understanding of e-government’s necessity and impact across the globe.","1. The implementation digital transformation is a shared responsibility of the public and private sectors and of our community at large.
2. To innovate government you must be prepared to be vulnerable. Innovating how we work requires internal work to cultivate a culture of innovation and risk-taking.
3. We need to be ready for uncertain, complex, and volatile events (such as the Covid-19 Pandemic). The best way to be ready for such events is to have a government that is supported by an enabling infrastructure to allow them to respond quickly, securely, and effectively.
4. Change-management is about releasing the public sector’s employee energy and stimulating their ideas so they can be in the driver seat of re-designing and simplifying existing services. This requires a deep mindset shift.
5. People need coaches, government employees and citizens need to be familiarized with the optimal use of digital tools. There is a significant imbalance of IT maturity.
","The solution is described in detail in the e-Government Road Map included in the Materials section of this submission. ","a:3:{i:0;s:5:""26779"";i:1;s:5:""25315"";i:2;s:5:""25316"";}","a:1:{i:0;s:5:""25311"";}",,https://m.facebook.com/eGovAcademy/videos/673431383203970/?refsrc=http%3A%2F%2Fwww.google.com%2F&_rdr,
23911,"Economic Passports for Smallholder Farmers and Informal Waste-Pickers",https://oecd-opsi.org/innovations/banqu-economic-passports-for-smallholder-farmers-and-informal-waste-pickers/,13/04/2021,"BanQu, Inc.","United States",other,"a:5:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:6:""health"";i:3;s:11:""information"";i:4;s:12:""public_order"";}","Economic Passports for Smallholder Farmers and Informal Waste-Pickers",http://banqu.co,2016,"BanQu is the first ever blockchain-based (patented) Supply Chain & Economic Passport platform that enables transparency, traceability, equity and sustainability for farmers (especially women), workers, waste pickers living in extreme poverty. BanQu has also become the leading platform for ensuring COVID-19 supplies are reaching the most vulnerable nations and communities in the MENA region. BanQu is being used in 40+ countries across over 1 million last-mile-first-mile beneficiaries today.","Problem: Almost 2 billion people live in extreme poverty. At least 200 million of them work tirelessly in the circular packaging economy picking up our bottles, paper, plastic; in the smallholder farmer supply chain growing coffee, cocoa, maize; and in application service management companies (ASMs) mining cobalt, tin, gemstones. Despite their importance, they are invisible and discriminated against- especially women. These workers are unbanked, shunned and ignored by the global economy. The BanQu solution creates a traceable, transparent and equitable supply chain that empowers these people and enables them to break the cycle of extreme poverty permanently.
Solution: Economic passports for waste-pickers, recyclers, smallholder farmers and ASMs. We are a software-as-a-service, patented, non-crypto blockchain platform that connects global brands to their last-mile-first-mile supply chains. Our unique platform ensures that the poorest can prove their existence in the supply chain of circular packaging, mining and agriculture via a simple SMS message in the local language and payments made in local currency.
Benefits/Impact: BanQu is for-profit-for-purpose SaaS company. Hence we deliver a double bottom line with 3 KPIS:
1. Real-time visibility to raw materials and finished good from source to post-consumption.
2. Non-crypto blockchain audit trail certifying the materials as well as the people in the last-mile-first-mile - empowering the poorest by reducing extreme poverty and creating gender equality.
3. Compliance KPIs to meet Extended Producer Responsibility requirements; ESG goals and UN SDGs.","a:7:{i:0;s:3:""162"";i:1;s:3:""143"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""619"";i:5;s:3:""621"";i:6;s:3:""283"";}","1. We are operating at scale and are a commercially profitable company. Deployed in over 40 countries, we have over 1 million last-mile-first-mile beneficiaries.
2. We have a patented non-crypto blockchain ledger, allowing us to be more ""green"" than other blockchain platforms.
3. BanQu is integrated with banks and mobile money, meaning all payment transactions are in local fiat currency.
4. Smallholder farmers, ASMs, waste-pickers own their data. BanQu does not own their data unlike other blockchain startups.
5. Given that all supply chain transactions are delivered to the last-mile-first-mile via SMS, no smartphones are needed.
6. BanQu is a digital platform that allows us to scale rapidly across multiple sectors and create immediate social and economic impact.
7. Our live case studies with brands like Coca-Cola and AB InBev have proven that we have evolved beyond a mere ""pilot"" technology.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Our company is over five years old with proven clients, profitable revenue and real-world impact. We are now in our growth phase. ","Three examples are important to mention. Firstly, AB InBev use BanQu across seven countries for smallholder farmer empowerment, recycling/reuse of bottles, waste-picker empowerment, and human rights compliance/feedback. Secondly, the Islamic Development Bank use BanQu across 30+ countries to ensure their Covid-19 response & remediation is fully transparent and auditable. Lastly, Coca-Cola use BanQu in South Africa to financially empower informal waste-pickers.","Smallholder farmers have experienced an increase in livelihood income, bankability, access to mobile money, and affordable agricultural inputs. For waste-pickers, the payment platform confirms materials and income, and ensures economic inclusion and auditable accounting for buyback centers. What is more, real-time M&E for school attendance have made an impact on child-labor reduction. Lastly, companies & MDBs benefit from traceable and transparent deployment of capital and sourcing of materials.","Two specific examples can be offered here. Firstly, smallholder farmer income has tripled (https://www.ab-inbev.com/news-media/dream-people-culture/empowering-women-farmers/) and secondly, 200,000 kilos of recyclables tracked and traced in less than 6 weeks (https://it-online.co.za/2021/04/07/new-payment-platform-empowers-informal-waste-reclaimers/). ","Key challenges we face everyday include:
1. ""Greenwashing"" has led companies to performatively take advantage of ESG targets, while not following up in an actionable way.
2. Blockchain is still confused with crypto-currency and bitcoin.
3. Lack of market understanding that last-mile-first-mile smallholder farmers/waste-pickers can (and majority of the time they do) use sms-only phones to prove their participation in supply chains.","1. Brands, especially fast-moving consumer goods (FMCGs) need to take their extended producer responsibility (EPR) seriously.
2. Supply chains need to prove that child-labor is indeed being eliminated.
3. Mobile money adoption as a means to create gender equality.","Given our scale and success over the past five years with major corporations globally we believe BanQu will continue to grow and lead the for-profit-for-purpose way with a view to meeting the UN SDGs. ","Three key lessons are important. Firstly, smallholder farmers and waste-pickers have a right to prove their existence in global supply chains. Secondly, technology for the sake of technology is not good. Hence at BanQu we deliver ""economic passports"" to the poorest via SMS. Lastly, supply chains will not be sustainable if they are not traceable, transparent and, most importantly, equitable.","Our goal is to enable 100 million people out of extreme poverty and be a profitable $100MM USD SaaS company.","a:3:{i:0;s:5:""26766"";i:1;s:5:""23910"";i:2;s:5:""23909"";}","a:2:{i:0;s:5:""23907"";i:1;s:5:""23908"";}",https://youtu.be/Ee3eZpKHdto,https://youtu.be/u35SSfWI7OQ,
24116,"Development and Use of a COVID-19 Epidemiological Investigation System",https://oecd-opsi.org/innovations/development-and-use-of-a-covid-19-epidemiological-investigation-system/,28/04/2021,"Ministry of Land, Infrastructure and Transport",Korea,central,"a:2:{i:0;s:7:""housing"";i:1;s:9:""transport"";}","Development and Use of a COVID-19 Epidemiological Investigation System ",,2020,"In order to respond to the surge in unprecedented pandemic of COVID-19, Korean government swiftly developed the Epidemiological Investigation System based on Smart City Data Hub technology. It is designed to help officials quickly trace transmission routes and places through real-time data analysis such as mobile information. This system reduced the time for investigation from 24 hours to less than 10 minutes, enabling the containment of the pandemic in early stage and effective quarantine. ","(Background) COVID-19, which broke out in January 2020 in South Korea, caused a mass transmission in Daegu and North Gyeongsang Province and prompted the government to declare an emergency and ask for a coordinated response across government agencies to contain spread.
(Purpose) After realizing the need for an epidemiological investigation during MERS outbreak in 2015, the Korean government formulated the relevant law, which allows the use of personal information in the event of national crisis for an epidemiological investigation. In order to counter the rapid transmission of COVID-19, the government shifted away from investigations by manual tracking and interviews for the benefit of a more swift analysis to the epidemiological investigation based upon the data collection, processing and analysis features of the Smart City Data Hub Platform being developed under the national R&D program. Seven government agencies and 34 corporations have participated in the process of system development, which has been officially launched in only one month after trial operation.
(Key Features of System) The system allows officials to track the movements of confirmed patients and at-risk zones, thereby realizing enhancements in three areas.
1. The incorporation of AI technologies has reduced the time to analyze the travel details of people with COVID-19 from 24 hours to less than ten minutes.
2. Personal information, which was previously managed manually, has been put into a secure database to ensure strict access privilege management and prevent misuse and abuse.
3. The communication among 28 relevant government organizations and manual work-dominated investigations has become digitized, leading to a reduced workload and more efficient information sharing.
(Planning and Implementation) The entire process of planning, implementation, verification, and evaluation was complemented in a short span of only one month. Enhancement has been made on an ongoing basis since the application of the system in the field for actual epidemiological investigation. The development process involved seven government agencies and 34 corporations from the private sector, which collectively formed a collaboration group, and the progress was reported to the public through the media to ensure transparency.
1. (Ideation) Since the declaration of COVID-19 emergency, researchers working on the national Smart City program brainstormed an idea to digitize an epidemiological investigation process.
2. (Consultation with KCDC) System development was commenced upon the consultation with KCDC, the central authority over epidemiological investigation. On behalf of KCDC, which was preoccupied with the fight against COVID-19, the Ministry of Land, Infrastructure and Transport, responsible for the Smart City Program, led the entire system development process with the approval of the Central Epidemic Control Countermeasure Headquarters, which itself supervises the quarantine process in its entirety.
3. (Development of a Prototype) An urban data analysis system was recently developed under the national Smart City R&D program and was found to be feasible for an epidemiological investigation system.
4. (Trial Operation) The system was operated on a pilot basis by information providers and KCDC, which would use the system for the purpose of system enhancement.
5. (Official Launch) The system was handed off to KCDC to be applied to epidemiological investigation across the board.
(Verification and Evaluation) Verification and evaluation were carried out repeatedly on ① system performance and ② privacy protection.
6. (System Performance) Twenty-eight organizations, including users such as KCDC and information providers such as telecommunications companies and credit card issuers, joined trial operations to identify problems.
7. (Privacy Protection) A significant amount of time was devoted to privacy protection and prevention of misuse and abuse of personal information. The number of users with access to personal information was kept to a minimum, and the access history of any information was protected against deletion to assure responsible use of information. Up-to-date anti-hacking technologies were adopted to minimize the risk of information leakage. The Board of Audit and Inspection (BAI) and the National Intelligence Service (NIS) performed a cross-examination in accordance with the relevant law. NIS contributed to the System's reliability and data leakage prevention by conducting a mock hacking, and BAI keeps monitoring the fair use of personal information.
(Expansion and Roll-out) The Korean government plans to share and export its experience and technologies to other countries and international organizations, which need an epidemiological investigation system. Accordingly, it is developing a system that will be applicable to other countries. Once development is completed, technologies will be customized and exported to each country. ","a:3:{i:0;s:3:""876"";i:1;s:3:""181"";i:2;s:3:""317"";}","Epidemiological investigation is essential to containing infectious diseases in an urban area and has long been handled manually by professionals. However, the advances in information and communications technology have enabled the work to go digital so that the investigation can be done with greater accuracy and speed, rather than considerable manual work. In particular, the Data Hub platform, one of the most representative Smart City technologies, was incorporated for the collection, processing, analysis, and use of massive urban datasets to make epidemiological investigation more swift, precise, and reliable. ","a:1:{i:0;s:10:""evaluation"";}","The KCDC has been using the COVID-19 Epidemiological Investigation System since March 2020, and it is currently in use in 17 cities and provinces and at 254 local community health centers. The COVID-19 Epidemiological Investigation System allows the collection, processing, and analysis of the primary data so that epidemiologists can quickly and accurately determine the location, movement paths, and transmission network of confirmed cases and manage epidemiological investigation processes more effectively. The System now covers over 90% of the investigation process in regards to confirmed cases. In response to great interest expressed by countries and international organizations around the globe in the System, development of another version of the COVID-19 Epidemiological Investigation System is underway for overseas markets, and this version will be easily configurable to their infrastructure. ","'- Ministry of Land, Infrastructure and Transport(MoLIT) in charge of overall management of the System development
- Korea Centers for Disease Control & Prevention(KCDC) operating the System
- Korea Agency for Infrastructure Technology Advancement(KAIA) initially proposed the System development
- System Developers(KETI, Dtonic, PineC&I, N2M) and Partners(Telecom company(SKT, KT, LGU+), 22 credit card issuers, National Police Agency
- Citizenry who consented to the use of personal information","The system has minimized COVID-19 infection risks and secured public safety. The main goal of K-quarantine is to contain the spread of virus and maintain daily living through transparent information sharing.
1. Securing the autonomy of society without a lockdown
2. Swift and transparent sharing of COVID information
3. Policy implementation based on participation of citizenry
The excellence of digital technologies in response to the pandemic has been proven, generating business opportunities.","The COVID-19 Epidemiological Investigation System collects, processes, and analyzes the primary data to spot the location and
movements as well as the transmission network of confirmed cases in a swift and accurate manner and extends the functionality of managing an epidemiological investigation. As of now, the System covers 90% of the investigation as to confirmed cases. This is a major factor in South Korea’s effective quarantine against COVID-19, as manifested by the cumulative number of confirmed
cases totaling only 2,224 or 110th in ranking out of 157 countries with populations of one million or more as of April 18, 2021,
according to Worldometer, a real-time world statistics website. ","The development process involved the critical task of building data management and analysis functionalities to standardize
datasets from various information providers, including telecommunications companies and credit card issuers, in order to process them in a batch. While the System was in development, extensive discussion went on to promote mutual understanding and seek administrative cooperation through consultations among stakeholders. Through such process, robust measures to share and utilize data from the public and the private sectors were devised and recognized as an exemplary administrative case. However, in a case where a confirmed case didn’t use a credit card, an epidemiologist needs to go through the hassle of checking CCTV records, consuming a significant amount of time and, as a result, complicating the effort to obtain the required information in a timely manner.
","Responsible staff at MoLIT, the KCDC, and other government agencies actively brought their efforts together to overcome the
health crisis, and ministers and leaders of the relevant agencies demonstrated strong leadership. Telecommunications companies and software developers volunteered to take part in the development and application of the Smart City Data Hub, creating synergy effects. Furthermore, data analysts and IT specialists verified the System in a readily applicable state through a wide array of simulations to complete the development in a matter of three weeks. In the meantime, the National Police Agency and the KCDC made sure of the confidentiality of personal information as such information is used to make the movements of confirmed cases public. These were all important factors in the successful development and operation of the COVID-19 Epidemiological Investigation System.
","The Korean government plans to share and export its experience and technologies to other countries and international organizations, which need an epidemiological investigation system. To that end, it is developing a system that will be applicable to countries overseas. Once development in completed, technologies will be customized and exported to each country. Countries that would like to cooperate with South Korea will have unlimited access to verified solutions of Korea, including the COVID-19 Epidemiological Investigation System, digital log, and the Self-Quarantine Safety Protection App, and reconfigure and implement them as needed for their quarantine systems. These solutions can be utilized to address a new infectious disease that might come in the future.","COVID-19 has created by far the greatest crisis for humanity in the 21st century, and this calls for global coordination to keep
humanity safe. When the pandemic broke out in Korea, the government considered the option of a lockdown but decided to
encourage them to continue to wear face masks and go about their daily lives to guarantee their civil liberties and safeguard
economic activities. To have a more reliable system in place, active cooperation of relevant government agencies was in need. Also, the Data Hub, a deliverable from the National Smart City R&D Program, played a pivotal role in the System development.
It is critical to ensure cooperation among stakeholders from a wide range of fields during a nationwide disaster like COVID-19,
where various factors work simultaneously. Swiftly building and operating a system that obtains accurate and real-time data on
infections and transmissions is the surest way to mitigate risks, as demonstrated by the System development this time.
",,"a:1:{i:0;s:5:""27005"";}",,,,
24119,"Innovation Compass/Recorder",https://oecd-opsi.org/innovations/innovation-compass-recorder/,29/04/2021,"Politics for Tomorrow, WITI - University Speyer, Fraunhofer FOKUS, Austrian Federal Ministry for Arts, Culture, Civil Service and Sport (GovLabAustria)",Austria,central,"a:1:{i:0;s:12:""public_admin"";}","Innovation Compass/Recorder",https://www.innovationskompass.net/,2020,"The Innovation Compass/Recorder helps to better understand enabling factors for public sector innovation and to support governments in identifying fields for improvement and in sharing good practice across institutions and borders. The Innovation Compass builds on the experience from the Scandinavian region, based on statistical surveys and reflective self-assessment. It was developed by a cross-sector network in Germany, Austria and Switzerland.","Governments across the globe are confronted with increasingly complex interconnected and sometimes seemingly unsolvable issues. New questions have to be asked and new answers have to be found for the environmental, social and economic challenges of our times. However, there is no one good or right solution to these so-called “wicked problems”. Rather, these are associated with transformations that require fundamental changes in our social order and the related principles according to which decisions are made and structured.
Germany, Austria and Switzerland have committed themselves to the goals of evidence-based, impact-oriented and forward-looking government and administrative action. So far, important framework conditions have been created in order to achieve these goals (e.g., outcome orientation, e-government, Open Government Partnerships, etc.). A central challenge is to implement the concepts developed so far on a broad basis and to promote the development of new processes and structures in a professional, modern and transdisciplinary manner.
This requires institutions to open up and provide their employees with appropriate framework conditions, resources and tools in order to:
• identify challenges,
• use new (digital) processes/tools ethically correct to address these challenges,
• build easily accessible and reliable data and services,
• promote sustainable social developments focused on the common good,
• serve citizens and enable them to have a good life,
• be an attractive employer for skilled workers, and
• promote a culture of cooperation across public organizations and with civil society in order to address complex problems.
Innovations in the public sector play a decisive role when new and significantly improved processes, methods, products and services are introduced into existing administrative activities, workplace organization or external relations. To make relevant framework conditions and innovation itself more visible and effective, the Innovation Compass structures information that is based on the experiences of many people and creates a trend-setting overview. It becomes easier to understand how innovations arise in the public sector and what is needed in the future to support and develop these innovation processes in a meaningful, outcome-oriented way.
The tool is based on a combination of statistical surveys (70%) and reflective self-assessment for the identification of needs and possibilities (30%). The statistical results of the survey provide relevant evidence and support the introduction of new working methods or principles in German-speaking countries, all while ensuring international comparability of public innovation. The identification and development of new competencies and capabilities are supported by self-assessment and surveys of current and prospective needs.
The objective of the Innovation Compass is to gain a comprehensive picture of the innovative strength of the public administration across all levels of government in Germany, Austria and Switzerland on a yearly basis and to support the adaption and development of new instruments designed to support civil servants and strengthen the culture of innovation across the public sector. The Innovation Compass is not about setting up an innovation ranking with winners and losers, but rather establishing an interface for the professional development of public innovation.
In the long term, the regular surveys are intended to contribute to the effectiveness and quality of the innovative strength of the public sector, in which in-depth knowledge of the value of innovations and their effects is systematically collected and shown in an understandable manner. Existing surveys complement the empirical basis of the project. The aim is to show how political goals can be achieved, efficiency increased, higher quality achieved, democracy strengthened and the innovative capacity of public organizations increased.","a:10:{i:0;s:3:""354"";i:1;s:3:""302"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""217"";i:5;s:3:""623"";i:6;s:3:""613"";i:7;s:3:""612"";i:8;s:3:""335"";i:9;s:4:""4088"";}","The Innovation Compass/Recorder offers a two-fold value. On one hand, the tool provides an initial long-cycle basis of statistics and quantitative insights about public servants and the institutions they belong to. Similarly, it systematically approaches their institutional and personal decision-making processes by capturing qualitative evidence from a self-reflection process. On the other hand, it creates evidence on the existing (or lack of) participatory infrastructures within the public administration, as well as the adoption of digital tools and agile methods to tackle the bureaucratic status-quo. All-in-all, the Innovation Compass/Recorder provides an ideal approach to learning cycles and the inherent culture that is ultimately translated into operations and policies across Germany, Austria and Switzerland.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","Building on the experience from the Scandinavian region, the network has designed a prototype in exchange with the National Centre for Public Sector Innovation (COI), which was first tested in 2019 with partners from various regional authorities. The Innovation Compass/Recorder was then developed and rolled out in 2020. Over 500 individuals form Germany, Austria and Switzerland responded to this call.
In the long term, the regular surveys are intended to contribute to the effectiveness and quality of the innovative strength of the public sector, in which in-depth knowledge of the value of innovations and their effects is systematically collected and shown in an understandable manner. Therefore the project partners are currently in the process of further developing and adapting the survey and the presentation of results based on the experience and feedback of the prototypes.","The Innovation Compass/Recorder is being developed by a European network of experts from the public sector, academia and civil society in collaboration with the Danish National Centre for Public Sector Innovation (COI). The project was initiated by Politics for Tomorrow (Germany), the competence center for public IT (Fraunhofer FOKUS, Germany), the University of Speyer (WITI, Germany), the Austrian Federal Ministry for Civil Service (GovLabAustria) and the State laboratory of Switzerland.","The objective of the Innovation Compass/Recorder is to gain a comprehensive picture of the innovative strength of the public administration in Germany, Austria and Switzerland. It will contribute to a more inclusive, impact-oriented and forward-looking government and administrative action by supporting governments in the bottom-up identification of good practices as well as fields for improvement across institutions and borders.","Since May 2020, the network has been inviting civil servants from Germany, Austria and Switzerland to share their observations and thoughts on work in and with the administration during the COVID-19 pandemic. The aim is to bundle knowledge about the present and ideas about the future of the public sector, evaluate them and translate them into effective measures. Because these major challenges also have a political dimension, qualitative insights can also provide impetus for political decision makers in order to better understand how public administrations can develop in a people- and value-centred manner.
So far, over 500 public civil servants have anonymously reflected on their experiences with regard to resilience, agility and the dynamics of change in public administration using the Innovation Compass/Recorder. Interim results were presented at various events and published online at www.innovationskompass.net.","The project still relies on the dedication and personal resources from the different partners. Even though the Innovation Compass/Recorder is supported by institutions from Germany, Austria, and Switzerland, no official budget lines have been provided. Research grants could be another source to finance the project, however, grant processes themselves are very resource intensive and might not be successful. Therefore financing the project is still the biggest challenge.
In addition, the COVID-19 pandemic was at first a big challenge for the project. However, thanks to an agile approach the team could easily adapt the prototype to address specific needs and generate strong and valuable evidence on challenges, needs and solutions during the crisis.","The strong personal commitment from the core team was a crucial factor in the whole process since the project was not financed by any specific budget line. Using an agile project management approach allowed the team not only to build on new partnerships and windows of opportunity along the way, such as the collaboration with the Scandinavian countries (COI Innovation Barometer), but also to react to the COVID-19 crisis by adapting its tool to new needs and providing new relevant evidence to decision makers.","The Innovation Compass is still under development. However, the process itself and the prototypes developed provided many important insights on how to observe and measure the innovation capabilities of the public sector. These results are feeding directly into the design of a new set of indicators on public sector innovation, as part of Austria’s federal performance management framework as well as into other projects and discussions in Germany and Switzerland and across OECD member countries (i.e. OECD Government After Shock). Furthermore, evidence generated from the prototypes during the COVID-19 crisis is being used in new projects focusing on the transformation of the public sector (i.e. Living Lab: Future of Work - Hybrid work in the Austrian public sector).","Key lessons learned included:
- a strong, committed, and agile team is able to achieve a lot with very few resources
- it is crucial to be aware of changing scenarios and to make use of windows of opportunity to thrive even during a global crisis.
- Although flexibility is key, clear guidance and support from senior leadership, combined with clearly assigned human and financial resources, are crucial in order to scale up a project and bring it to the next level.",,"a:1:{i:0;s:5:""24605"";}",,,,
24123,"Borderlands Inclusive Growth Deal",https://oecd-opsi.org/innovations/borderlands-inclusive-growth-deal/,23/04/2021,"Borderlands Inclusive Growth Deal","United Kingdom",local,"a:1:{i:0;s:41:""Economic development and inclusive growth"";}","Borderlands Inclusive Growth Deal",https://borderlandsgrowth.com,2021,"The Borderlands Partnership, comprising five local authorities on the border of England and Scotland, secured an innovative growth deal with the UK and Scottish Governments: the Borderlands Inclusive Growth Deal. The Deal will bring in up to £452m of fresh investment to support inclusive and sustainable growth across the Borderlands region and is anticipated to boost the region’s economy by £1.1 billion and create 5,500 additional job opportunities. It is the cross-border growth Deal in the UK.","The Borderlands Partnership was formed because it felt “natural” for those local authorities to come together. From a geographic perspective, the Borderlands is a huge, mainly rural, region larger in size than Wales. It has a population of around 1.1 million people and is within 2 hours drive time of 14 million people across the cities of the central belt of Scotland and the northern English cities. Facing shared challenges and opportunities it made sense for the local authorities to work together more strategically; however existing administrative boundaries and different legal frameworks and policy contents didn’t support such activities due to the north/south England/Scotland border and east/west regional structures in England.
The Partnership is addressing the shared challenges of the region to achieve inclusive and sustainable growth through the Borderlands Inclusive Growth Deal (the Deal). The challenges include lack of full digital connectivity; high employment in low-wage industries and difficulties travelling within the region (even though transport links to the region from major cities in Scotland and England are generally good). The three key challenges which will be directly addressed by the Deal are:
• Narrowing the productivity gap
• Increasing the working age population
• Delivering inclusive growth, by addressing digital exclusion; the earnings gap and access to quality jobs and access to education
There was also a sense that the Borderlands region was not high on central government’s list of priority areas for funding, and the region risked missing out on opportunities and investment if the local authorities did not take action. All these factors helped bring the local authorities together as a formal partnership and jointly develop a strategy.
There was strong political support for the Borderlands partnership. One of the partnership’s keys to success is that politicians of all parties – Conservative, Labour, Lib Dem and SNP – saw its work as positive for the region. The initial proposition of the Partnership was accepted and encouraged by both the UK and the Scottish Government.
The Deal is a unique rural deal, both in content and development. The UK and Scottish Governments took a “co-development approach” to the Deal, meaning that they worked with the Borderlands Partnership to populate the deal with projects and programmes in a way which could draw in funding from multiple, complementary sources and meet the nuanced policy differences in England and Scotland. In content, the Deal is unique because of its mixture of projects and programmes and complementary funding mix from UK Government departments and Scottish Government. This was required to ensure similar activities occurred in England and Scotland whether this was a matter devolved to the Scottish Government or retained by the UK Government.
The nature of the Borderlands also challenges preconceptions around scale of interventions with activities such as the Place Programme emphasising the need for smaller-scale, locally owned investments within the larger scale ‘programme’ of investment. This can achieve significant impact but in a way which is difficult to capture in traditional value for money/impact measures and KPIs.
The Partnership set up (and still maintains and chairs) a liaison group with the UK and Scottish Governments, embedding the co-development approach into delivery of the Deal. This will continue to respond to emerging challenges in delivery and develop solutions as required throughout the lifetime of the Deal
The Partnership has not been without challenges. As a cross-border partnership, balancing the priorities of the UK and Scottish Governments has required diplomacy and consensus from all sides, but this has been greatly assisted by the liaison group and the strong political support behind the partnership and deal. Resources are also a challenge as the partner local authorities are generally small and rural, so they do not have large budgets to fall back on.","a:6:{i:0;s:3:""190"";i:1;s:3:""876"";i:2;s:3:""257"";i:3;s:3:""617"";i:4;s:3:""619"";i:5;s:4:""4088"";}","The Borderlands Deal is innovative because it:
• is the first cross-border Growth Deal in the UK and operates in the distinct legal frameworks of England and Scotland resulting in a unique collaboration agreement
• is the first Deal to operate in both the policy contexts of the UK and Scottish Governments across retained and devolved matters.
• draws attention to the opportunities and challenges in rural economies in achieving inclusive and sustainable growth and bring significant resources to address these
• enables local authorities with shared interest to work together in a new way beyond the national and regional administrative boundaries to achieve common goals
• is focused on supporting broad socio-economic goals through a growth deal, recognising the value of a strategic, interlinked approach across environmental and social factors","a:1:{i:0;s:14:""implementation"";}","The Borderlands Inclusive Growth Deal was signed on 18 March 2021, during an online event attended by both the UK and Scottish Governments, and the local partners. The Deal is now moving to delivery phase, with a small number of projects already in delivery, thanks to the release of early funding. The Programme Management Office is developing the Benefits Realisation plan to monitor and evaluate the success of the Deal. This includes a unique baseline tool to measure progress against economic, sustainable growth and inclusive growth across the region to see the impact of the Deal. Work continues with both governments to progress project business cases to sign off and into delivery. The Partnership Board, which oversees the Deal, will welcome its newest member, the Chair of the Borderlands Economic Forum, at their next meeting in June. The Economic Forum brings in private sector experience and expertise from across the region to support and help develop the work of the Partnership.","Five local authorities: Carlisle City Council; Cumbria County Council, Dumfries and Galloway Council, Northumberland Country Council and Scottish Borders Council, bringing expertise in economic development. The Partnership Board is the Leaders of each Council plus the Chair of the Borderlands Economic Forum. The Forum brings private sector expertise from across the region to the Partnership. Other key partners are officials from the UK and Scottish Government and the Deal project partners.","Over 1 million people live across the Borderlands and the Deal will provide lasting benefits: improving transport links and broadband connections, supporting schemes to provide clean, cheap energy, and helping develop skills and create more, better paid jobs.
It will stimulate business growth to create a more diverse economy with innovation and skills projects
Destination Borderlands projects will encourage visitors to extend their stay, spend more and visit more places across the region.","The Borderlands Partnership was set up in 2014 and culminated in the signing of the Deal in March 2021. £30million of funding was granted before the signing of the Deal, for projects at a more advanced stage, a testament to the strength of the Partnership and their project partners, as well as the trust and understanding of the Deal and its aims by the officials in both the UK and Scottish Governments.
The existing strong governance arrangements are being further strengthened by the new Programme Management Office and will include a benefits realisation plan, programme handbook and delivery of the governance arrangements through the Programme Board and Economic Forum. This will set strong foundations for delivery of the projects and programmes as well as a deep understanding of the impacts of the Deal across the region and inform the future work of the Partnership.","As a cross-border partnership, balancing the priorities of the UK and Scottish Governments has required diplomacy and consensus from all sides, but this has been assisted by the liason group. Resources are also a challenge as the partner local authorities are generally small and rural, so they do not have large budgets to fall back on.
COVID-19 has been disruptive and brought challenges. One of the partnership’s key tasks has been to put the Borderlands on other people’s radar, which is difficult when all government departments have by necessity been focused on the pandemic. It has also brought resource challenges to the local partners in getting the Deal ready to be signed. The Partnership has, however, set up its governance, including a new Project Management Office, so it is relaying messages to both governments that the Borderlands Partnership is ready to deliver and support recovery efforts but also to address the longer terms challenges and opportunities of the region.","There was strong political support for the Borderlands partnership, from politicians of all parties – Conservative, Labour, Lib Dem and SNP – who saw its work as positive for the region.
Key factors behind the success of the partnership were: a shared understanding of commonalities; every part of the region “got something out of it”; and the maturity of partners to understand the ‘bigger issues’ and to agree on shared approaches across the whole region when developing the initial proposition right through to developing the final Deal ready for signing. There was also early appreciation of the need for a strong governance framework, including a collaboration agreement.","The Borderlands Partnership has developed a unique, cross border Deal across a large rural area. Its approach and the strategic nature of the Deal is one that could be replicated by other similar regions in the UK. The Deal is an integrated investment package that meets the needs and opportunities of the rural nature of the region. The strategic approach includes five high profile projects which anchor the Deal and will have a transformational impact on their area as well as the wider regional economy. Their strategic nature means they are cross-cutting in their impact and in many instances contribute to all four strategic themes. Equally important are the Borderlands-wide investment programmes that will ensure benefits can be realised across the whole of the Borderlands region. Other Deals in development are looking at the approach to see how they can learn from it.","'- Develop a strong core team, with as flat a structure as possible, to drive the partnership.
- Maintain momentum – the deadline to sign the Borderlands Inclusive Growth Deal was really helpful to focus minds.
- Work closely with Government departments. Put in the hard work – the partnership set up a liaison group with Government officials at an early stage which has been maintained through development and now into delivery.
- Demonstrate you are a trustworthy partner by meeting your deadlines and be patient if the Government is slightly slower to meet theirs.
- To local authorities in rural areas: don’t expect or wait for the Government to come to you with ideas. Develop clear and workable proposals and go to them. It is more challenging for rural areas to secure deals than for large city regions because the impact of rural deals is more difficult to quantify in the Treasury’s Green Book processes. But the Borderlands Deal signing demonstrates it can be achieved.",,,"a:3:{i:0;s:5:""24139"";i:1;s:5:""24140"";i:2;s:5:""24149"";}",,https://www.youtube.com/watch?v=MNYkaHXJtjs,https://www.youtube.com/watch?v=J68-nSwL2sQ
24162,"Global Councils on Sustainable Development Goals (SDGs)",https://oecd-opsi.org/innovations/global-councils-on-sdgs/,26/04/2021,"Federal Competitiveness and Statistics Centre (FCSC)","United Arab Emirates",central,"a:1:{i:0;s:7:""science"";}","Global Councils on Sustainable Development Goals (SDGs)",https://fcsc.gov.ae,2018,"The Global Councils on SDGs is a unique interdisciplinary network of decision makers from governments, international organizations, academia, and the private sector, who came together to share innovative practices and discuss the creative implementation of the SDGs at the national and global level. Based at the World Government Summit, the Councils aimed to work on creating new partnerships between countries, organizations, and sustainable development advocates for the implementation of SDGs.","The World Government Summit is a neutral, non-profit organization at the intersection of government & innovation. It functions as a knowledge exchange platform for leaders in the public and private sectors to convene and collaborate with world-renowned experts in creating positive impact for citizens around the world.
The Global Councils on Sustainable Development Goals was launched as a cross collaborative project between the Federal Competitiveness and Statistics Centre (FCSC) and the United Arab Emirates (UAE) Prime Minister’s Office (PMO) during the 'SDGs in Action' platform held at the World Government Summit (WGS) in 2018. The initiative aims to give visibility to the best approaches and ideas vetted by practitioners.
The Global Councils on SDGs is a unique interdisciplinary network of decision makers from governments, international organizations, academia, and the private sector, who came together from 2018 to 2020 to share innovative practices and discuss the creative implementation of the SDGs at the national and global level. During the Councils' two-year work plan, the network aimed to work on creating new partnerships between countries, organizations, & sustainable development advocates for the implementation of SDGs through the discussion of innovative solutions.
The objectives of the Councils were the following:
1. Identify factors which are inhibiting progress towards particular SDGs;
2. Find solutions to identified issues & develop a plan for the implementation of successful policies, programs, technologies and/or innovative service delivery mechanisms to resolve them;
3. Build a framework for knowledge sharing amongst multiple stakeholders, within and between countries, that will catalyse the Councils' vision of sustainability into the future.
The 'SDGs in Action' platform is a dedicated arena for experts in sustainable development and was one of the first global fora for the SDGs to be created in 2016. Since then, the platform grew to become synonymous with impact driven actions towards the SDGs. In 2018, the 12 Global Councils on SDGs were launched in an interdisciplinary network dedicated to promoting innovative thinking and creativity in the implementation of the SDGs and 2030 Agenda. In 2019, Leadership for achieving the goals, featured a combination of plenary sessions and Global Councils’ breakout sessions. It aimed to foster partnerships and cooperation among council members in their respective fields to support the implementation of specific goals. During December 2020, the first term of the Global Councils concluded under the theme “SDGs Global Councils: Preparing for the Decade of Action”, while the second term of the Global Councils on SDGs has been opened for self-nomination.
The 12 Global Councils on SDGs, each being chaired by a well-renowned figure, contributed to the global implementation of the SDGs. Their work plans had impact around the world – from creating multi-stakeholder platforms to enable the delivery of accessible, affordable & sustainable health solutions to ‘those left furthest behind’, to driving quality education through e-learning platforms for thousands of children, teachers, & indirect beneficiaries. Other Councils' work includes the development of ‘global best practices for gender balance (equality) tool kit’ led by the Vice-President of the UAE Gender Balance Council, Her Excellency Mona Al Marri, in collaboration with the OECD. Honourable Helen Clark, Former Prime Minister of New Zealand, led two distinctive programs called ‘Leadership4SDGs’, and Peace First. The former aims to support governments around the world to improve the delivery of SDGs using unique and peer-led leadership development programs, and the latter supporting a digital youth engagement platform to empower youth to create a just and peaceful world via digital tools, community support, start-up funding and more.
The second term of Global Councils on SDGs (2021-2023) opened in December 2020 with a call to self-nominations to the global society. Members from around the world nominated themselves to partake in the second term that will see a record number of Global Councils on SDGs drive impact towards the global goals. The formal inauguration will take place at the World Government Summit SDGs in Action platform, during Expo2020 Dubai. Expo2020 Dubai will commence on 1 October 2020, and close on 31 March 2021.","a:8:{i:0;s:3:""184"";i:1;s:3:""190"";i:2;s:3:""610"";i:3;s:3:""260"";i:4;s:3:""613"";i:5;s:3:""619"";i:6;s:3:""335"";i:7;s:4:""4088"";}","The Global Councils on SDGs is a UAE-pioneered initiative to support the global implementation of the SDGs. Launched in February 2018 at the 'World Government Summit (WGS) - SDGs in Action' event, 12 interdisciplinary Global Councils commenced in their journey to promote innovative thinking and creativity in the implementation of the SDGs via global and cross-border collaboration. WGS become synonymous with the Global Councils. It provided an annual platform to synergize council work programs amd continue partnerships for the goals. The Councils further highlighted their work during SDGs fora, including the UN HLPF.
The composition of each Council is unique in that it includes a well-renowned chairperson & memberships of leaders & decision-makers from different sectors. FCSC served as secretariat and reported progress to the Councils' president.","a:1:{i:0;s:9:""diffusing"";}","In December 2020, the first Global Councils on SDGs (2018/20) was closed during the World Government Summit – SDGs in Action series. Themed ‘SDGs Global Councils: Preparing for the Decade of Action’, Councils presented their works & lessons learned during term 1. The lessons learned have been incorporated in the design & development of the term two framework.
Councils will have choose between two streams; (1) impact driven projects, or (2) white papers, policies, & frameworks. Furthermore, additional support from the UAE will be incorporated through appointing vice-chairs and a youth member to ensure capacity building for future decision makers. Focal points for each Council will further support a seamless engagement between the Council & the secretariat, in support to stakeholder management. A steering committee will advise & support the Council in their journey to successfully implement the projects in the champion countries.","The Councils created new partnerships between countries and organizations in the implementation of innovative solutions.
Council Composition:
- Chair: High-level representative from government and international organizations
- Members: Interdisciplinary decision makers from governments, international organizations, academia and private sector across different countries
- Secretariat: Project Management by FCSC","Government Officials: Official overseer, chairperson roles, members to councils, official spokespersons, annual event organizers & compiler of reports
Global Citizens: Members of the Councils & implementers
Companies: PPP, to ensure cross-sector collaboration
NGOs: Members to a number of councils
Youth: Engaging the future generations of decision makers
The Councils' 12 impact and beneficiaries included communities, students, teachers, decision makers, governments, and youth.","The 12 Global Councils on SDGs (2018/20) and their projects accelerated the implementation of the SDGs globally. Each Council had its unique methodology to drive impact and to measure it, whilst upscaling will take place through nine continuations of the Councils in term two of the Global Council on SDGs (2021/23).
An outcome example from term 1, 2018/20:
Global Council on SDG 4, in collaboration with Dubai Cares, launched META, an online-platform which remained accessible throughout the global pandemic with a virtual library offering 1,500 books and a developing online community. Several teacher preparation workshops were held in the lead to META's official launch in February 2021. The first workshops were held in Caacupé city with 46 teachers and the second in Yuty with 95 teachers. Approximately 300 teachers participated in workshops across various cities.","Funding in support to accelerate the implementation of the SDGs halted the scaling of a number of projects. In 2019, the Global Councils on SDGs introduced the Finance Cluster Council, to drive financial support to programs and projects. The Council worked with many other bodies and explored ways to find funding, enabling many projects to be completed.","'- Human and financial resources: A dedicated team to facilitate work plan programs, marketing, and communication, in support to the Councils. Private sector and philanthropist to support the Global Councils on SDGs through funding opportunities.
- Supporting infrastructure and services: Crowdsource infrastructure to support the financial element of the Councils to accelerate the implementation and impact across borders.
- Leadership and guidance: Council Chairpersons are diverse in nature, and leaders in their respective fields, contributing to an interdisciplinary, innovative, and creative network that can speed the implementation of the SDGs and Agenda 2030.","Globally, the Global Councils on SDGs works in parallel with other similar councils working in different spheres such as the Global Innovation Council by the UAE Mohammed Bin Rashid Center for Government Innovation (MBRCGI).","1. Communication focal points for international projects are of the essence to ensure that clear messages are communicated and progress is tracked across the spectrum.
2. Identifying potential challenges and solutions is crucial.
3. Frameworks, reporting structures, and a centralized portal to update progress, can be of support to ensure a value driven outcome for all participants.
4. It is essential to align projects with international organizations' priorities and synchronize efforts to scale and enhance impact across borders.",,,,http://bit.ly/GCSDGs2018-20,http://bit.ly/UNHLPF2020,https://bit.ly/SDGsinAction2020
24168,"DIALOG for Innovation and Local Growth - Interreg Europe",https://oecd-opsi.org/innovations/dialog-interreg/,26/04/2021,"Autonomous Province of Trento",Italy,local,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","DIALOG for Innovation and Local Growth - Interreg Europe ",https://www.interregeurope.eu/dialog/,2021,"Six European partners are collaborating in the framework of the Interreg Europe Program for the implementation of DIALOG. The project has the objective of improving the effectiveness of innovative policies for regional competitiveness through the involvement of local stakeholders and citizens in policy and decision making processes. This involvement will be crucial to address common needs and face mid- and long-term challenges related to sustainable territorial development.","The innovation will provide a framework (though models and guidelines) for public bodies to design, plan, implement and assess complex policy instruments related to sustainable territorial development. These instruments will be appropriately connected with the expectations of the territory's socio-economic actors and citizens. Citizens are the final beneficiaries of the innovation, public actors increase their consensus, businesses enhance their growth opportunities, and social operators achieve their goal of strengthening social inclusion and territorial cohesion. This innovation can be strengthened and enhanced in the future if partners effectively share good practices and learning experiences. For this reason, the partnership will be regularly consolidated and activated.
Models and guidelines have been set up on the basis of partners' experiences in 6 European countries with very different socio-economic and cultural characteristics. These experiences gave rise to unique features that can work as a ‘common denominator’ for shared actions. The project has been implemented with different methods: good practice analyses, peer reviews, SWOT analyses, literature reviews, field surveys, study visits, etc. In this way, partners' experiences within ‘European territorial cooperation’ (INTERREG) work have been valorised according to their different territorial dimensions and contexts. Partners can enhance this innovation (with proper action plans) in the sectors where they value widespread societal participation the most.
The innovation has not come from any precedent action but seeks to enhance typical interregional cooperation tools. It started from the widespread idea among partners that despite the availability of EU Commission handbooks and recommendations, ‘partnership’ processes still refer to the designing phases of policy intervention tools only and are fulfilled almost exclusively through rushed information collection of uncritical opinions.
The following levels have been explored by the partnership: INFORMATION, CONSULTATION, INVOLVEMENT and COLLABORATION. For each one of them, effective methodologies, instruments, and simple formal support actions have been analysed. Subsequently, core elements and strengths have been defined for all methodologies and tools to improve their performances. The result is a framework of ‘suggestions’ and guidelines that can be easily actionable, along with warnings on the most common errors at all stages. Each partner transfers and adapts each tool to its peculiarities in terms of institutional impact, legal constraints, previous experiences and consolidated traditions.","a:4:{i:0;s:3:""190"";i:1;s:3:""181"";i:2;s:3:""623"";i:3;s:4:""4088"";}","This is the first time that principles of dialogue and discussion have been applied for management guidance and for ex-post evaluation in the process of regional development and collaboration.","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","The innovation will be applied differently depending on the specific planning context of each partner. However, the full action plan (i.e. the systematic framework of the innovations proposed in the context of the various policy instruments of intervention) can only be activated in the second project phase. The first two steps were carried out (discovering opportunities and finding/filtering ideas) and the positive experiences from the different contexts were discussed within the partnership. The most relevant elements compared to the objectives pursued were identified and benchmarking guidelines have been outlined. At present, feedback among stakeholders is being collected so as to make all methods and tools relevant and useful.","The partnership (public decision-makers and stakeholders) was heavily involved at all stages of the innovations' development. This primarily involved: identifying and analysing the best practices and identifying quality and innovation elements, identifying the best-in-class profiles and sharing them to define transferable and exploitable solutions for the benefit of the entire network of public decision-makers involved and for all the intervention areas selected.","The recipients of the innovation are the same actors involved in the benchmarking: decision-makers, public administration staff, stakeholders. Responses were provided by all, strengthening and rationalizing the processes and products to be used for an effective partnership. On the basis of existing models and guidelines, the coordinated responses will have different applications according to the specific targets.","The innovation has already produced results in terms of effectiveness and impact on the intervention systems and policy tools involved, including the increased awareness among stakeholders that: the partnership must have an effective role; the partnership must participate in all phases of establishment, implementation and evaluation of the intervention; and that stakeholder and civil society involvement does not imply a loss of influence for the public decision-maker. These first results enhanced local actor’s participation leading to a speeding up of the implementation of shared decisions.","The main challenge is dealing with the public authorities that make programmatic decisions taking advantage of their mandate only. This challenge occurs periodically in all phases and is especially present among those public bodies that impose decisions because of their technical-scientific competences. Resistances are strong but they can be overcome by informing all decision-makers about the opportunities offered by the project - with a spirit of loyal collaboration, consulting them on the various options, and collaborating with them on taking and implementing decisions. To face this challenge, actors involved were made aware of their power within information and participatory designing processes. The base was a spirit of mutual sharing and an ""ethics of responsibility"" at all levels.","The innovation can be successful especially if it is accompanied by strong learning processes of the players involved. This means having diversified roles, enabling everyone to express themselves, and being aware of the broader potential of one's work. This also implies knowing the actions and methodologies used in other contexts, with their strengths and weaknesses, and being able to discuss them with partners.
Opinions, usually collected by consultative bodies, should become ""conscious”, i.e. informed, responsible, and shared. Conversely, partnership guidance must be managed by the public body that should dialogue, guide, formulate options and maintain this spirit throughout the whole implementation process of the policy intervention instrument.
Actors outside the public administration should be strongly motivated to be an active part of the process especially using institutional learning processes.","The innovation can be used by all those interested in the production of shared public interventions: it can help define, review and evaluate all the programmes that address widespread interests and civil society, and implement actions affecting directly or indirectly mid- and long-term decisions. This includes the design, sharing and verification of all complex political programmes that aim to ensure life quality, ecosystem sustainability, economic and social development and inclusion. Particular attention must be given to the definition and guidance of multi-annual intervention programmes (i.e. those supported by EU resources) and all that intend to have a gradual but stable impact on the systems and territorial contexts concerned. The innovation's replicability is possible if interested stakeholders can move beyond the classic view of regional decision making (i.e. that where public administrations decide and civil society expresses opinions or tries to monitor results).","Suggestions, recommendations and agreed guidelines should be shared as much as possible. The sharing could be accompanied by value judgments on the processes and on the quality of the achieved goals provided by the actors involved in the innovation itself.",,,,,https://www.youtube.com/channel/UCDFu9E80XL7B48VCsIeFWOw/featured,
24191,"Mobile Networks Data for Official Statistics",https://oecd-opsi.org/innovations/mobile-data-national-statistics/,26/04/2021,"National Statistics Institute",Romania,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:19:""Official Statistics"";}","Mobile Networks Data for Official Statistics ",https://ec.europa.eu/eurostat/cros/content/WPI_Mobile_networks_data_en,2020,"The Mobile Networks Data for Official Statistics project seeks to provide an end-to-end generic production framework for using data generated by mobile networks, which can be adapted to the different statistical needs and statistical domains through a modular approach. It produces a robust, mathematically sound solution to improving timeliness and relevance of official statistical products in order to meet a concrete need of statistical data users.","The course of action was determined in 2013 through the Scheveningen Memorandum in which European statistical system (ESS) members acknowledged the importance of Big Data for official statistics in the context of rapidly changing economic and social environments, where timely and relevant statistics are the cornerstones of any sound decision-making process. Traditional statistical production systems based on census and survey-collected data are proving to be outpaced by a growing number of underlying issues, ranging from costs, timeliness, and relevance to response burden on statistical units. Mobile network data can provide an efficient and effective data source to circumvent at least some of the issues raised by traditional methods of data collection.
The objectives of this project are:
1. To provide a robust and modular methodological and production framework which can be configured and finely tuned to the needs of any statistical office.
2. To provide proof-of-concept, experimental, statistics in the domain of social and economic statistics.
The innovative aspect is bestowed by the new, modular approach of integrating mobile phone data into the production of official statistics. This approach allows to easily change/update specific modules that are technology dependent within the proposed framework. It is one of the first end-to-end frameworks dealing with mobile phone data, starting from raw data and going up to the final statistical indicators. With access to mobile phone data being problematic, a micro-simulation software was developed to produce synthetic data sets, similar to real ones. This tool was instrumental in developing the methodological framework. All of the project's tools (methodology and IT production framework) were implemented from scratch.","a:5:{i:0;s:3:""221"";i:1;s:3:""623"";i:2;s:3:""283"";i:3;s:3:""303"";i:4;s:4:""4088"";}","The main innovative breakthrough of the Mobile Network Data project consists in providing a truly modular and mathematically-sound design, ready for use by any national statistical office with access to mobile networks datasets.
The second aspect consists in an end-to-end, fully working, modular production pipeline, implemented from scratch, provided under a free and open-source software license.
Thirdly, the innovation is characterised by the creation of a network data micro-simulator which can be used under different scenarios, minimizing the risks of using real world data and providing a statistician/researcher playground. It also provides the so called “ground truth” which is needed to assess the quality of statistical models. Since real data cannot provide such information, the micro-simulation software is a key driver of the project's success.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";}","'- Given the modular approach embedded in the project, different deliverables are being pursued at the same time, with different partners and schedules.
- Negotiations and agreements with mobile network operators must still be pursued and the conditions under which access will be granted are a clear objective for the project and the whole ESS.
- A full, updated list of deliverables can be found on the dedicated project page on the European Commission's website (link above) under the section ""milestones and deliverables"".","The methodological framework and its software implementation is a result of the collaboration between INE Spain and INS Romania. Part of the work was done under the ESSnet Big Data II / Workpackage I, a project within the European statistical system (ESS).","The primary beneficiaries of the project are statistical offices who strive to adopt mobile network data in their statistical production systems, simultaneously safeguarding the governing principles of official statistics in terms of independence, quality, confidentiality and transparency. Also, telecommunication companies can benefit from working with top tier statisticians and improve their targeting strategies for covering sub-populations based on socio-demographic or economic characteristics","The main results of the project are a methodological proposal to include mobile phone data into the production of official statistics and a software implementation which is open source. The statistical methodology underlying the production framework comprises mathematical methods focusing on data quality, especially on the accuracy dimension. The use of agent-based micro-data simulations allows the statistician to compare the estimates with the ground truth along different stages of the end-to-end process, thus providing a continuous quality assessment of the methods. From a strategic point of view, the impact can be measured by the degree of adoption of such a methodological approach by the official statistics agencies. Using this data source for different areas of official statistics (tourism, population statistics etc.) will significantly improve the timeliness and relevance of official statistics products.","The main challenge is data access, which proves to be problematic under current European regulations. However, this could be seen as an opportunity in developing and implementing data privacy tools suited for official statistics, giving a strong boost towards innovation, and resulting in more robust and proactive statistical offices in tackling changes in data collection ecosystems.","Conditions for success revolve around building a supporting infrastructure and/or services for data sharing under very strict data privacy regulations. This new data source strongly suggests that collaboration and integration of private sector agents (mobile network operators) is necessary to build an efficient production process.","Modularity and adaptation, derived from the underlying mathematical approach, stand as key features of this production framework, which allows different organisations to adapt and fine-tune the framework to concrete circumstances.
There are partial examples of use of mobile network data by a number of organizations to produce different socio-demographic aggregates and indicators. These are mainly one-off case studies showing the high potential of this new data source. This project focuses on a standardized modular and evolvable production process fully integrating statistical accuracy assessment.","A modular-based design proved to be the optimal in order to provide a robust methodological and production framework which could fit the needs of all the national statistical offices. The methodological system can be decomposed in interchangeable parts and replaced by modules that can better suit user needs. This goes also for the production system where software components can be replaced without breaking the entire architecture.","All results are publicly available. The source code is distributed freely using the github platform and the description of the methodological framework is also publicly available.",,"a:5:{i:0;s:5:""24195"";i:1;s:5:""24196"";i:2;s:5:""24199"";i:3;s:5:""24198"";i:4;s:5:""24197"";}",,,
24265,"Democratic Climate Model",https://oecd-opsi.org/innovations/democratic-climate-model/,28/04/2021,"Democratic Society (Demsoc)",Belgium,local,"a:1:{i:0;s:13:""environmental"";}","Democratic Climate Model",https://www.demsoc.org/blog/climate-resilience-needs-community-roots,2020,"Democratic Society have developed a prototype for a Democratic Climate Model to show the impact of putting citizen at the centre of local climate action. It responds to the gap in pan-European efforts to democratise climate action, providing terminology and models to shift cities from a solely technocratic to a democratic approach to climate resilience. It is evolving ‘climate democracy’ discourse with funders, public sector and civil society by scaling local initiatives to European potentials.","Cities and communities know urgent, strong, co-operative action is needed on climate, but lack shared terminology of what it will take to make change. Communities are not clear on where or how they have agency to make change, and may see it rather as a job for public sector leaders and technical innovation experts more familiar with environmental sectors and sciences.
Observing that communication of these concepts is a significant barrier to democratic climate action, Democratic Society (Demsoc) developed a prototype for a Democratic Climate Model, a descriptive and analytic tool setting out conditions for climate resilience in cities, using accessible terminology and concepts to help diverse city actors forge shared understanding of conditions for climate action and become more effective agents of change. The prototype was developed through our partnership with the public sector, funders, civil society and communities in the multi-city, multi-year EIT Climate-KIC Healthy, Clean Cities Deep Demonstrations project, which seeks to collaborate with cities to find ways of imagining, experimenting and learning towards achieving carbon neutrality.
The prototype addresses the gap in pan-European efforts to democratise climate action; to date there has been intention and precedence, but a distinct lack of shared terminology and models. It is positively framed around levers DemSoc see for climate resilience: diversity of actors, participatory culture, resourcing and subject-matter expertise, and cross-border collaboration at local, regional and national levels. It provides simple tools for city actors to collaboratively measure and assess how much or little each of these things are present, and how they add up to determine the city’s future climate resilience.
There are three parts to the Model:
‘City Canopy’: a tool for measuring and visually representing a city's climate resilience based on four categories: diversity of actors, participatory culture, subject matter expertise, and resources.
Actor Framework: considers types of actors involved in local climate action, what roles they play, and how their roles must evolve to bring about just and sustainable climate futures.
Rooted vs Weak collaboration: big picture view of what collaboration and strengthened citizen participation enables for climate resilience.
The Model is a compass not a map. It is sparking conversations in cities for inclusive, community-led approaches that strengthen participation, governance and in turn, climate resilience, and fostering innovation in participatory democracy approaches for climate resilience amongst public sector, civil society and community actors.
It was developed over 12 months and builds on an earlier appreciative enquiry tool Demsoc developed for cities focusing on levels and quality of participation and climate action. The current iteration was generated from internal design research in late 2020 with Demsoc's Local Connectors (LCs) involved in the Deep Demonstrations work. LCs are staff deeply embedded in their cities, living and working locally, and providing on-the-ground support to the city council in the local language. Each LC has a rich knowledge on feeding innovation into democratic processes, knows the actors on the ground involved in climate action, and regularly collaborates with local and regional government stakeholders. The LCs are connected on a European Union (EU) level, exchanging ideas and learnings and embedding this knowledge back into local climate action initiatives with public sector, civil society and community stakeholders.
DemSoc are steadily implementing, testing and iterating the prototype in early experimental stages collaboratively with public sector leaders, civil society and communities across 11 EU cities – Amsterdam, Kraków, Leuven, Madrid, Orléans, Vienna, Križevci, Maribor, Niš, Sarajevo, and Skopje – as part of their ongoing Deep Demonstrations engagement. DemSoc are using the prototype to design portfolios of experiments for participatory democracy with public sector leaders to achieve systemic change in areas as diverse as mobility and logistics, housing and the build environment, waste and the circular economy, energy, and urban greening.
Krakow public sector leaders have described it as an ‘eye opener’ and are using it to develop a more democratic participation strategy in 2021. Vienna included a divers set of actors in the city’s financial planning through a participatory budgeting process. In Madrid it led to more diversity in the planning process, influenced establishment of communities of practice, and has sparked conversations about how specific community groups can bring in insights. It has also sparked conversations about changemaking in place with funders and institutions keen to understand how to work with citizens on topics such as retrofit.
More broadly DemSoc are using the Model to grow ‘climate democracy’ discourse in Europe.","a:4:{i:0;s:3:""190"";i:1;s:3:""354"";i:2;s:3:""623"";i:3;s:4:""4088"";}","The Model is an innovation for climate action at a local level, aimed at fostering higher quality of democracies and more participatory democratic approaches. It does so by providing accessible terminology and concepts to forge shared understanding between diverse actors – including public sector, civil society and communities – to engage in climate action in more democratic, participatory ways and become effective agents for change.
It intentionally encourages cross-border collaboration and reframes ‘innovation’ in climate action as being built on the ethos of deep collaboration and democracy-driven governance, not technology only. It takes a systemic perspective on pathways towards climate action and promotes a design justice approach to the climate challenge, making explicit the relationship between design, power and social justice by calling out where inequity and citizen disempowerment weaken governance and climate resilience.","a:1:{i:0;s:16:""generating_ideas"";}","We are trialling the Model with 11 cities in Europe over the next year, weaving it into experiment design and playing back learnings into the Model:
- Working with city leaders to design positive ecosystems for citizen participation, based on Model principles. For example, setting up a democratic energy transitions lab to examine agency of different actors and how to build participatory culture in support of energy innovation.
- Bringing internal and external actors together around the Actor Framework, to think about agency for change and pathways to increased diversity and inclusion.
DemSoc are producing a replicable, scalable ‘Playbook’ with different components of participatory democratic practice for climate action based on Model concepts and Deep Demonstrations learnings.
DemSoc are also using the Model to galvanise cross-sector, cross-border ‘climate democracy’ discourse, reframing responses to climate action from a civic level, via a EU-wide democratic climate network.","Civil society organisations: The Model was co-designed with Demsoc ‘Local Connectors’ (LCs) collaborating with public sector and communities in Deep Demonstrations cities. The LCs reviewed concepts and terminology, and helped refine Model narrative ready for publication.
Government officials, industry, academia: we continue to engage city leaders, sustainability experts and design academics on Model development e.g. how to more clearly draw a line from strengthened democracy to climate action.","Citizens and civil society as stakeholder and beneficiaries: Design, monitor and implement a collective and adequate response to climate change and adaptation.
Government as user and beneficiary: Assess the city’s path towards climate resilience. Using the model to build local governance systems for climate resilience.
Funders as users: Consider the intersectionality between climate and democracy; make sustainable funding decisions to advance local climate action.","We are using the City Canopy to illustrate Deep Demonstrations cities’ achievements and areas for growth, showing percentage of “canopy growth” based on qualitative indicators including extent of participatory culture. In the future we anticipate adding more metrics including the number of citizens involved, and ‘crowd sourced’ quantitative measures for plotting and comparing City Canopies.
For example we plotted the climate resilience of Orléans, France, revealing how far the city has come with participatory culture as it develops a transition governance approach at local and regional levels.
Public sector leaders in Krakow, Vienna and Leuven are discussing how they can use the City Canopy in more collaborative ways, scale it up to other levels of government, and use what they learn to better shape their projects and programmes for democratic climate action.
To make the Model more actionable we are assembling a Playbook for cities to address climate change more sustainably","The Model focuses on understanding conditions for democratic climate action, AND ways to strengthen climate action. The latter goal is challenging to measure. To what extent and through which mechanisms do democratic governance models enhance climate action? Empirical analysis shows that an absence of democratic engagement on climate blocks progress. Beyond the removal of barriers, gathering evidence to prove this link and understand mechanisms through which shifts happen is something the field and public sector leaders in e.g. Vienna are grappling with. Demsoc are connecting existing thinking and learning across actors and sectors to understand the connection between climate and democracy better.
Fundamental and rapid transformation is needed. DemSoc's challenge is to move from mapping, which describes the situation and possible ways forward, to implementing plans that are leading to incremental and sustainable changes on how cities address climate change through democratic means.","As the prototype grows and develops to be the following conditions will enable its success:
Accessible – The Model was developed to be freely used by all actors and sectors, with attention to simple language and narrative. Over time it will be translated into other languages.
Actionable – The Model was developed to be used, tested and adapted. Only if it reduces the complexity of how to resolve the climate and democratic challenge of city leaders, will it see an uptake and serve its purpose.
Democracy champion – Having leaders inside government, as it is the case in e.g. Vienna, with an existing participation culture and understanding of the power of citizen voices significantly increases chances of Model buy-in by other public servants.
Targeted communications strategy – Different target audiences have different needs and interests; the Model must be communicated through the right channels and with the right messaging to reach them, including across borders.","We are rolling the Model prototype out to Deep Demonstrations cities for ongoing feedback on its validity, feasibility and scalability.
Funding partners such as EIT Climate-KIC are republishing the Model in their global networks, and looking for similarities in how they and other members of the Deep Demonstrations consortium are approaching the climate challenge from more systemic and holistic perspectives.
DemSoc anticipate civil society organisations adapting the Model within their strategic approaches to building capacity and capability in participatory democratic methods with local, regional and national levels of government.
DemSoc are also observing the growth of ‘climate democracy’ discourse amongst community groups, governments and academics, who are starting to draw upon and evolve the terminology, concepts and principles of the Model - such as “rooted collaboration” – in cross-sector, cross-border collaborations and discussions.","Demsoc’s work and this Model specifically is not aimed at providing users with a replicable approach that works in all settings. The experience has highlighted the relevance of democratic climate solutions that are developed by local actors collaboratively. While this is not the simple approach everyone hopes for, DemSoc believe that it is the sustainable approach that creates a city’s infrastructure that can adequately address complex challenges beyond climate change.
To achieve a rapid and fundamental transformation, it is not sufficient to focus on technical solutions only. A transformation of economic, social and financial systems is needed that cannot be achieved by a siloed approach but by addressing the governance infrastructure instead.
It visualises complexity using relatively simple aspects. Therefore, it justifiably has its critics. Hence, DemSdescribe it as a compass rather than a map and are working on more actionable tools for cities to use, such as a methods Playbook.","The Healthy, Clean Cities Deep Demonstrations project is financially supported by EIT Climate-KIC.
Democratic Society have been working as the design partners within the project consortium since 2019, with Dark Matter Labs, Bankers Without Boundaries, and Material Economics, to inspire 14 cities with new ways of imagining, trialling, and learning to work towards a just transition.
The first cohort of city partners during the 2019-2020 programme were Amsterdam, Edinburgh, Kraków, Leuven, Madrid, Malmö, Milano, Orléans, and Vienna, as well as Future Cities South East Europe city partners, Križevci, Maribor, Niš, Sarajevo, and Skopje.",,"a:3:{i:0;s:5:""24230"";i:1;s:5:""24229"";i:2;s:5:""24228"";}",https://youtu.be/P8FqMau7zbE,,
24309,OneTeamGov,https://oecd-opsi.org/innovations/oneteamgov/,29/04/2021,"OneTeamGov GLOBAL","United Kingdom",other,"a:1:{i:0;s:12:""public_admin"";}",OneTeamGov,https://www.oneteamgov.uk/,2017,"Governments traditionally don’t share information and learnings and they are often slow to evolve. OneTeamGov is an innovative community that spans the globe, bringing together individuals who are committed to radically reforming government services and learning from each other. OneTeamGov are an entirely volunteer-run network of individuals who continue to share ideas, project learnings, new ways of working, and continue to push government to be better for all.","What the problem is:
Being a civil servant in central and local government can be challenging. Civil servants not only have to deal with changing political landscapes but also limited resources, bureaucratic processes, and opposite perspectives. In addition, government is held to a high degree of accountability. The complexity and dimensions of for instance sustainability or pandemics, require cross-domain decisions and actions from traditionally non-collaborative parts of government. These issues combine to result in slow-moving change and outdated and/or out of touch policies, programs and services.
However, government across the globe often share the same battles. Our societies are similar, our public servants have similar educational backgrounds and experiences, and often our bureaucratic processes are similar as well.
Despite our similarities, we are not in the habit of sharing information, ideas, or learnings on what we’ve done more spontaneously.
Governments are often notorious for not only not sharing information between departments at the same level, but also across departments in their own country. Internally, we are also known for keeping policy separate from design and delivery.
What the innovation is:
This is where OneTeamGov comes in. With the need to share ideas across policy, digital, and service delivery continually increasing and the influx of individuals into the public sector wanting to learn and be innovative, a community was needed to foster the connections between these like-minded individuals.
A place was needed where anyone, regardless of their profession, discipline or background, could come to talk about government:
- giving better advice
- offering better services, or
- being a better place to work.
At the heart of it, OneTeamGov are a community united and guided by a set of principles. Together, OneTeamGov are working to create a movement of reform through practical action.
Their community is made up of people who are passionate about public sector reform (they deliberately want this to be wider than just government), with the emphasis on improving the services they offer to citizens and how they work. They believe the public sector can be brilliant, and are committed to making it so.
The 7 principles:
- Work in the open and positively: As a community; everything we do will be documented and made to share. Where conversations happen that can’t be shared, the wider learning still will be.
- Take practical action: Although talking is vital, they will be defined more by actions than the things they say. They will create change by taking small, measured steps every day.
- Experiment and iterate: There is no one way to ‘do’ reform. They will experiment with design, and put user-focused service design thinking into everything they do, learning from and with each other. They will test, iterate and reflect.
- Be diverse and inclusive: The approach to inclusiveness and diversity is driven by a simple desire to better represent the citizens served. They’ll put effort into making that so, by balancing events, making sure teams are reflective of society at large and by making sure they have a range of citizen and team voices in the room with them.
- Care deeply about citizens: Work for users and other citizens affected by your work; everything done will be guided by impact.
- Work across borders: OneTeamGov believe that diverse views make outcomes and services better. They will be characterised by their work to break down boundaries between groups. This means OneTeamGov will work across: professions, departments, sectors and borders
- Embrace technology: They are passionate about public sector reform for the internet age. OneTeamGov will be a technology-enabled community, using online tools to collaborate, network and share.
How they do things: The OneTeamGov community connect, network, learn, and share methods and information through running events, seminars, podcasts, training, workshops, and informal meetups. What started off as unconferences in London has spread through to the rest of the UK, Canada, Finland, Sweden, Australia, New Zealand, Norway, Scotland, Wales and more.
Who benefits: One Team Gov is providing the structure for engaged public servants to talk about and explore the things that are most important to them.
“Being part of the One Team Gov network has helped me take part in discussions that have developed my thinking on the use of data and technology to support policy formulation and operational delivery.”
“More than anything, OneTeamGov recognises that alone each of us cannot change ingrained power structures, incentives or systems — but that together we can be the very change we wish to see, and make government better.”
Scaling/future:
They want to grow the community, welcome those who think differently, share ideas, methodologies, and learnings; challenge the status-quo, bring people together, and create spaces for innovation to occur.","a:9:{i:0;s:3:""613"";i:1;s:3:""615"";i:2;s:3:""302"";i:3;s:3:""317"";i:4;s:3:""617"";i:5;s:3:""354"";i:6;s:3:""876"";i:7;s:3:""623"";i:8;s:4:""4088"";}","What makes OneTeamGov innovative is that it:
- Is principles based: allowing the community the freedom to make their OneTeamGov network work in a way that suits them
- Is global: connecting individuals working on resolving similar issues across borders allows for in-depth and effective conversations on what works and what doesn’t
- Transcends government: working in the open and always open to all people being part of the OneTeamGov community from the general public to non-government organisations, private sector, and beyond
- Trandscends domains: Unlike a community of practice, brings together service delivery, policy, design, data, and research teams to focus on similar issues
- Is grassroots: It is everyday public servants and passionate people, without titles, who driving this community
- Focused on microactions: we go beyond theory and ideas to focus on the practical microactions we all can individually take to work towards better outcomes for our citizens.","a:1:{i:0;s:14:""implementation"";}","'-Held an event for World Suicide Prevention Day: Bringing together 14 individuals working in suicide prevention, providing attendees an overarching, broad overview of the field of suicide prevention with diversity of perspectives
-Held our second unconference on user research: Topics included stakeholder buy-in, methods and participant recruitment, getting started in research, team working, sharing findings, and wellbeing.
-Upskilled leaders in collective leadership: Delivering 21 events to 450 Directors across government on topics such as leading through change and uncertainty, how to be yourself and thrive in a high-risk, uncertain world; leading across boundaries, COVID-19, climate change, and power, privilege, and difference.
-Held workshops on Future Leadership
-Held OneGreenGov across the globe
-Continued to build our community through lean-coffee events across the globe with events happening every month
- Planned unconference 2020 Nordic was canceled due to COVID","'-Citizens, non-government organisations, charities and government employees across the globe through our lean coffee events
-National Leadership Council to deliver leadership training to over 450 directors in the UK
-Apolitical to deliver workshops on network-building
-Whereby as a partner for video conferencing
-SoCentral as a partner with innovation hubs in Norway
-OneTeamGov supports new education program for process leadership in complex systems change (NTNU in Norway)","One Team Gov is providing the structure for engaged public servants to talk about and explore the things that are most important to them. The benefit is an improved workplace culture.
By offering a open platform for sharing knowledge, tools and practices we give public servants the opportunity to develop a open and critical mindset towards developing better services for the citizens.
Citizens are beneficiaries of better collaboration to create public services.","One of the key principles is working in the open and document what we do. In the UK, a blog for anyone in the global community interested in writing for it, can share practical experiences, inspiration and knowledge. Some countries have blogs in local languages to increase local engagement. Please read a variety of posts on the UK blog website: https://medium.com/oneteamgov
They’ve grown the Twitter account to over 11k followers, spreading a call for #microactions, a popular hashtag.
OneTeamGov is a growthmindset and challenges status quo. We spread methods like lean coffee and unconferences to practice openness.
OneTeamGov has an active community on Slack for questions, support, contact and knowledge sharing based on need; COVID-knowledge exchange, service design, sustainability gathering a +3500 members worldwide
Global events: The One Team Gov Suicide Prevention event, September 2020, attracted over 900 sign ups. In feedback, 87% rated the event as excellent or very good.","It can, in some countries, be challenging to get acknowledgement from formal government bodies, due to ""competitive"" mandates or roles to create innovation and change themselves. Also, without ownership, the organic growth doesnt provide a centralised point of contact.
Its greatest strength, its non-hierarchical, decentralized nature, has also led to inconsistency of energy and resources. As leaders burnout, whole communities can go dormant. It is also not easy to know where to go to get information when there is no clear leader. For example, the UK which started this movement has become very quiet in the last year as key people step back to put their energy elsewhere.
Gathering donations or financial support for the use of digital tools on a global basis is tricky and it is uncertain how a stable predictable baseline can be upheld for the community if max limits of users for free use are reached.","Because it is so grassroots, leadership energy is very important for the success of this movement. Over it’s short history the energy has risen and fallen based on the leadership of champions. The key though is anyone can be a leader, no position or title is required, just passion and energy.
But more powerful than any one person’s leadership is the idea of an open community to help people working in government share ideas and collaborate across boundaries. Due to the power of this idea, the community has spread and as one person steps back, another person steps forward to help the movement continue to move forward.
Technology infrastructure has become key in helping this movement spread. This has happened in three key ways:
- Blogposts: like medium have made it real easy for stories to be captured and shared
- Twitter: allowed for this content, and also related events to spread through the networks that exist on twitter
- Slack:The platform of choice for community building","Replication is one of the greatest strengths of this movement. Because of the universal nature of the problem and the simplicity of the response, any country can quickly and easily create their own OneTeamGov chapter. This is how the movement grows. It started in one country (the UK) and has since spawned chapters in multiple countries around the world. The central driver of this application is OneTeamGov Norway which is a member of the community since 2018.
In the next year there will be a big push for a global unconference which they hope will lead to expansion of this movement to countries on every continent and the further development of an online space for much deeper global collaboration and sharing.
The principles are clear and easily recognisable to people all over the world championing open government movement. Small adjustments and contributions we all can do, lowers the bar for everyone to take part in change, and sculptures a cultural behavior as part of a community.","1) Regular rituals are key to maintaining and growing a community. In their case the development of weekly/monthly breakfast meetups has been key in helping maintain and deepen the community while at the same time creating an easy entry point for new people to join.
2) A decentralized system leads to incredible adaptability as the community is flexible to adjust and fit any situation it is in but can also lead to inconsistency as energy ebbs and flows. It can also lead to a non-clear mandate which can cause people to disengage if they do not see clear tangible outcomes.
3) Creating and keeping a community across several communities leads to events and knowledge sharing over a variety of topics and domains, and can be both alienating and refreshing depending on the audience. The balance of repeating the core values and goals with new insights and broad perspectives, is key to maintaining the people who get involved.","They mobilised and coordinated this application from three continents and five countries in 10 days :)
Bani Singh - OneTeamGov Australia
Pia Virmalainen Jøsendal - OneTeamGov, initiator in Norway
Kathra Saba - OneTeamGov, Norway
Derek Alton - OneTeamGov, Canada
Kit Collingwood - OneTeamGov UK and founder of OneTeamGov
Nour Sidawi - OneTeamGov UK
Sam Villis - OneTeamGov UK
Anna Løfgren - OneTeamGov Sweden
All documentation is online:
https://www.google.com/url?q=https://medium.com/oneteamgov/what-we-learned-by-running-otgsp-fedcd815233d&sa=D&source=editors&ust=1619710024723000&usg=AOvVaw1XaylGXWuQuo_0ZVJQza6y
https://medium.com/oneteamgov
https://www.oneteamgov.no/
https://medium.com/oneteamgov/apolitical-crash-course-in-network-building-for-public-servants-16d5213498d2
https://medium.com/oneteamgov/so-what-has-one-team-gov-and-the-directors-network-actually-achieved-2197f626d73b
Twitter: #MyOneTeamGov #microactions","a:1:{i:0;s:5:""24497"";}",,https://www.youtube.com/watch?v=qlAvAwjsLYI,https://www.youtube.com/watch?v=Q1fdB28Btvs,
24314,"Harnessing the potential of blockchain technology for due diligence and sustainability in cotton value chains",https://oecd-opsi.org/innovations/blockchain-in-cotton-value-chains/,29/04/2021,"United Nations Economic Commission for Europe (UNECE)",Switzerland,other,"a:3:{i:0;s:8:""economic"";i:1;s:13:""environmental"";i:2;s:11:""information"";}","Harnessing the potential of blockchain technology for due diligence and sustainability in cotton value chains",https://unece.org/trade/traceability-sustainable-garment-and-footwear,2021,"The United Nations Economic Commission for Europe (UNECE) has developed an open source blockchain system to advance responsible consumers’ choices and business conduct in the cotton market. Through the system, industry actors can track and trace sustainability and circularity claims for cotton made clothing, from field to shelf, based on the UN standard for traceability and transparency of value chains.","In the garment and footwear industry, companies are being confronted with the rise of the conscientious consumer who questions the social conditions and the environmental footprint of the clothes they buy while calling for greater transparency. Hence, making responsible choices easier for both businesses and consumers is a requirement. Traceability and transparency of value chains and reliable sustainability claims can help facilitate more informed choices. However, the sector is awash with misleading labelling and complex language that makes it difficult for both business and consumers to follow through on their good intentions.
Cotton production not only affects the health of the textile workers directly, but also that of wider communities because of the environmental pollution it causes; so one major industry challenge is to improve cotton production practices and, very importantly, to link these better practices to the sustainable cotton used by brands, retailers and manufacturers. This makes traceability a central component of many of the current sustainability initiatives in the apparel sector (UNEP, Sustainability and Circularity in the Textile Value Chain.)
In January 2020, UNECE launched a pilot project to develop a blockchain system for traceability and due diligence in cotton value chains, from field to shelf. The pilot is connected to the UNECE-UN/CEFACT framework initiative called “Enhancing Traceability and Transparency for Sustainable Value Chains in the Garment and Footwear Sector” jointly implemented with the International Trade Centre (ITC) and with financial support of the European Union from 2019 until 2022. The initiative aims to provide governments and companies with a set of tools to advance traceability, transparency and sustainability in this industry (a policy recommendation, a call to action, a standard for information exchange, implementation guidelines and blockchain pilot projects).
Hence, the purpose of this first pilot is to test the UNECE-UN/CEFACT traceability toolbox in a blockchain environment that enables immutable data storage and distributed access to all the actors involved in a value chain. These tools support the identification and coding of the key data entities that need to be collected and exchanged at critical data points in order to assess the sustainability performance of products, processes and facilities.
The pilot is being implemented in collaboration with industry actors, such as brands, cotton cooperatives, certification bodies and garment manufacturers covering the entire spectrum of value chain processes from field to shelf in countries like Egypt, Germany, Italy, Switzerland, the United Kingdom and the United States.
The collaboration with partners has been developed around four streams: sustainability claims definition, key data entities identification data and information sharing and stakeholders’ cooperation. Starting from UNECE Recommendation n°46 and Guidelines, the partners provided relevant information on sustainability claims regarding the origin, the composition, the use of chemicals and OECD due diligence requirements for cotton-based products, following the EPCIS reference data model template for traceability (who, what, why/how, where, when). Sustainability claims have to be supported by evidences (e.g. inspection, audit report, shipping notes, invoices, contracts) and certifications, whereby the robustness and verification is ensured through four assessment types (self-declared, self-assessed, second-party verified, third-party verified). The purpose of such process is for value chain actors and partners to provide data to be stored in the blockchain in order to support the claims formulated along the value chain. The data provided is analyzed from a business and a legal perspective to ensure data confidentiality and privacy by design through several levels of supply chain data disclosure in the platform.
As a complement to the digital traceability, the physical traceability (connection between the physical and digital traceable assets) can be ensured by markers, such as DNA markers. Physical traceability adds an additional layer of trustworthiness supporting risk mitigation, quality control and claims enforcement.
The availability of traceable materials and transparent data enable the circularity of these materials for both cases: the pre-consumption and the post-consumption phase.
Furthermore, this pilot will also define the governance model of an open blockchain consortium which is the foundation of a blockchain platforms for the industry.","a:4:{i:0;s:3:""162"";i:1;s:3:""194"";i:2;s:3:""621"";i:3;s:4:""4088"";}","Innovative aspects of this pilot, the first of its kind in the UN system, include:
• advances transparency of sustainable value chains in the garment and footwear industry;
• enables end-to-end traceability of standardized information exchange, farm to consumer, based on blockchain-based application and the UN traceability and transparency standard;
• provides open source solutions as Global Public Goods that harness the role of advanced technology for achieving the SDGs;
• leverages distributed ledger access versus proprietary systems;
• explores the connection between digital traceability and physical traceability;
• establishes a link between technology and the governance model, to move from a verticalized value chain to a consortium approach whereby all players participate to create transparency and traceability;
• applies the methodology in a circular economy system and uses the IOT technology combined with blockchain to further the digitalization in the industry.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The blockchain has been designed by Swiss SUPSI University with support of UNECE in compliance with the EPCIS standard (traceability of the WHO, WHAT, WHERE, WHAT, WHY + HOW) based on 3 different layers:
• Blockchain client (web-app browser based interface)
• Off chain platform (Google cloud server for events registration utilities and off chain database management system (standard data types in MySQL for full API integrations)
• Blockchain platform (Ethereum testnet, smart contract architecture for onchain events handling and data management)
Data entry at this stage is happening in a manual way. APIs for a future automation of the data entry have been designed exploiting EPCIS standards and xml digital file exchanges. Secure by design data visibility, privacy and confidentiality in public and permission-less environment were solved using cryptography and private and public keys encryption-only the owner of the information have the capability to decrypt blockchain stored information.","The pilot coordinated by the UNECE secretariat, is implemented in collaboration with industry actors at operational level, such as brands, garment and fabric manufacturers, cotton cooperatives, covering the entire spectrum of value chain processes from field to shelf in Egypt, Germany, Italy, Switzerland, the United Kingdom and the United States. Implementers also include service providers technology-solution provider, standard-setting bodies, a legal advisor, and DNA marker provider (start-up).","• Consumers: increased trust in sustainability claims;
• Companies: risk-informed decisions; improved market access for SMEs and small actors undertaking sustainability and due diligence; enhanced trust with partners; improved efficiency in managing data management and sharing and reduced auditing;
• Regulators: improved access to information on compliance with policy/regulatory requirements for sustainability;
• Investors: enhanced visibility and accountability for impact investment decisions","The key results and impacts observed so far include:
• A proof-of-concept for an end-to-end traceability blockchain-based system and full transparency proof;
• Scalability to the whole sector;
• Multi–claim solution in line with OECD Due Diligence Guidance
• Alignment of partners and assessment of companies’ capacity to make risk-informed decisions with UNECE traceability standards and sustainability guidelines
• At least 1 brand and 4 manufacturers/farmers participate in the pilot project to test the system
• Blockchain technology reliability to store data, connectivity and accessessibility
• Providing a single source of information to share documents and coordinate high seas logistics from port to port
• Clear identification of data collection points for value chain sustainability performance
• Reduced paperwork and emails between multiple parties
• Provide multiple parties with the ability to share real-time transaction data
• Train at least 30 stakeholders to use the platform","The pandemic hit hard the garment and footwear sector, which may have resulted in the adjustment of priorities at the operational level. It was even more timely to emphasize about the importance of implementing traceability and traceability systems to better identify the risks, mitigate and prevent them. However, such systems request human resources and time to coordinate data collection along the value chain, onboard relevant partners and train to use the system. The biggest challenge was to bring all the value chain actors around the same table to exchange data and make them available (at different levels). Another important challenge involving immutable data storage was about data privacy and confidentiality when collaborating with industry partners, and the type of legal instruments which had be put in place to agree on the use of data collected and shared on the system (i.e. governance and ownership protocols of the data in the blockchain).","The key success factors in the case of the cotton blockchain pilot are:
• The provision of a neutral and collaborative platform, which was enabled by UNECE leadership;
• The commitment of the implementing partners to coordinate the collection of documents and information throughout their value chains;
• Trust between partners along the value chain to collect and share information along a minimum set of data for traceability, minimizing the need for resources;
• The use of a standardized approach building upon the UNECE approach and standard to trace information exchange and sustainability performance;
• The interoperability with existing data management systems in place to make sure industry actors can pool resources and integrate innovative solutions, building on the existing and not reinventing the wheel.","The proof-of-concept is planned to be replicated to other main textile fibres and materials (e.g. synthetic, wool and cashmere). The second pilot is at the concept, business and technical requirements definition phase, whereby several actors of the leather value chain have been engaged with (tanneries, manufacturers, brands, certification bodies, NGO, international organizations) in April 2021 and which is plan to run until first quarter of 2022.","• Any work on new solutions should involve the development of instruments for the exchange of information, supporting documents and certificates/inspection reports at key data points along the value chain.
• To effectively coordinate the collection of relevant information and supporting documents and achieve the end-to-end traceability, all value chain actors need to commit and allocate the necessary financial, human and technical resources.
• Such solutions may be challenging for SMEs, small-scale actors and vulnerable groups due to the digital gap, implementation costs and the required skills.
• The development of new policy recommendations, guidelines, must include a proof of concept phase where to validate that the new proposal fit with the needs of the industry actors.
• Nonetheless, several benefits stand out from the implementation a blockchain-based solution to support the attainment of traceability and due diligence for consumers, businesses, regulators and investors.","At this stage of experimentation, two work streams are still under development: proving that the concept works for an entire lifecycle that goes for a long period (>12-18 months) in a continuous mode and not only backward but also forward (live data upload) in at “synchronous approach”; and defining the governance model for a blockchain consortium model approach.
To complement 6.1., please note
Once the pilot is completed, it aims to achieve:
• A good understanding of the modelling required to build an inclusive blockchain application for garment and footwear value chains, for all value chain actors and beneficiaries
• Quantitative results about cost-benefit indicators of blockchain and physical DNA markers potential for risk-management
• Interoperability assessment with existing data management systems.
• API integration
• Proof that also circular economy models can be tracked via this methodology
• Integrate IOT technology to better secure and validate the exchanged information",,,,,
24330,"Deep Space Food Challenge",https://oecd-opsi.org/innovations/deep-space-food-challenge/,28/04/2021,"Canadian Space Agency (in collaboration with National Aeronautics and Space Administration)",Canada,central,"a:1:{i:0;s:7:""science"";}","Deep Space Food Challenge ",https://www.deepspacefoodchallenge.org,2021,"As space missions increase in duration and distance, it will not be possible to bring all of the required crew consumables (air, water and food). The Deep Space Food Challenge incentivizes innovators globally to advance the field of food production technologies to meet both space exploration and terrestrial needs. This Challenge represents the first of its kind international collaboration between NASA, Centennial Challenges Program (CCP), the Canadian Space Agency and Impact Canada.","In space, it only makes sense to collaborate; after all, no matter where they are from, all space crew, technology, tools and spacecraft end up in – or are aiming for - the same objective. Many of our basic needs are the same, including the need to supply crew with access to healthy, safe and nutritious food over long duration missions. Additionally the need for efficient use of volume, water, and other inputs for producing food could enable technologies with reduced impact on the resources needed for food production here on Earth, especially in extreme environments, disaster-affected area and resource-scarce regions. Innovations in plant production and other advanced and advancing food production systems (3D printing of food, aquaculture, cellular agriculture, etc.) warrant exploration as they could all potentially address some piece of these challenges.
As international partners are focused on a pathway to sustainable presence on the lunar surface, a growing emphasis on food systems is required for long-duration missions to become feasible. The primary capability gaps that remain to address challenges in food system production are: system reliability, system closure (resource reuse/recycling), crew safety, food variety and nutrition, power requirements and crew time. Although there are many food systems on Earth that may offer benefits to space travellers, the ability of these systems to meet spaceflight demands has not yet been established. This challenge presents an opportunity to push new and existing technologies forward in an effort to meet these demands.
The potential scale for solutions is significant; while needs for space exploration are clearly outlined but more distal, the advancement of novel food productions systems can achieve greater scale on earth while helping to incentivize the market for commercial applications of the solutions, on earth and in space.
The Deep Space Food Challenge (DSFC) is an open innovation approach, designed to incentivize new ideas and innovators to address a technology gap. It is a stage-gated challenge prize, moving innovators from concept designs to prototype demonstrations that can be tested first in a kitchen environment and eventually as part of a full food production system
The DSFC is being developed jointly between NASA, CSA and Impact Canada, and executed in parallel competitions. The NASA-led and CSA-led challenges share a common design, which includes the challenge statement, structure, timeline and assessment criteria. Each country has their own respective jury and prize purses for their national participants. Coordination is maintained regularly between the organizing teams and with both jury panels to ensure consistency in the implementation, particularly for communications and the evaluation process.
While there are many stellar examples of cross-border collaboration in space, this challenge represents the first time the teams have partnered to use an innovative method like public prize competitions to more rapidly and collectively advance towards their goals. NASA and the CSA recognized the benefits of working together, and coordinated efforts around the first internationally led Centennial Challenge.
Methods and tools used to implement the challenge vary somewhat on each side of the border, but generally include: dedicated challenge planning teams who work together regularly and rigorously, access to authorities to enable payment for outcomes, digital platforms that enable challenge application and assessment, external juries to assess ideas and a shared approach to evaluation and learning.
The DSFC challenges innovators to “Create novel food production technologies or systems that require minimal inputs and maximize safe, nutritious, and palatable food outputs for long-duration space missions, and which have potential to benefit people on Earth”. As such, the beneficiaries of the solutions incubated as part of the challenge will be both earth-bound humans and space explorers - the advancement of controlled environment food production technologies in harsh or remote climates can support greater food production in other milder environments, including urban centres where vertical farming, urban agriculture and other novel food production techniques can play a more significant role.
While there are no borders in space, this cross-border collaboration could play an integral role in helping keep long-duration space crews healthy as they set their sights on the moon and Mars.","a:6:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""615"";i:4;s:3:""619"";i:5;s:4:""4088"";}","The DSFC represents a couple firsts for the organizations involved in its realization. For NASA CCP, it is the first Challenge to be developed in collaboration with another space agency. For CSA, it is the first Challenge and outcomes-based approach implemented by the Agency and marks the beginning of a collaboration with Impact Canada (IC) housed in the Privy Council Office. An IC Fellow joined CSA in June 2020 to guide the team through design and approvals, seeking authorities ahead of the launch. The IC Fellowship program, designed to attract external talent with specialized skills, aims to increase capacity of federal departments implementing outcomes-based approaches. The development of open innovation and outcomes-based approaches is creating a new space for innovators of any background to propose solutions to create novel technologies for space and to solve everyday challenges for citizens, in an industry long known to be restricted to governments and large aerospace companies.","a:1:{i:0;s:16:""generating_ideas"";}","Phase 1 of the Challenge launched on January 12, 2021; it is a stage-gated challenge with subsequent phases running until the Spring of 2024. From the first meeting between Impact Canada and NASA in late 2019, to bringing in CSA and solidifying the collaboration and design, the time from idea to implementation was 12 months. During that time frame, an Impact Canada Fellow was on-boarded at CSA to guide the design, approvals and implementation of this innovative approach for the agency. Implementation phases include the Phase 1 Design Report, Phase 2 Kitchen Demonstration and Phase 3 Full System Demonstration. Phase 1 currently includes common targeted outreach activities. Both Canadian and US partners are already planning for the evaluation and knowledge sharing components on the project, with Canadian applicants being involved in a rolling horizontal review of challenge outcomes and both countries already working on knowledge products about key planning and design insights.","The DSFC was launched in Canada by CSA, in collaboration with Impact Canada. PCO provides expertise, access to flexible authorities and their challenge platform. BioEnterprise and Zone Agtech are working with CSA to reach innovators across Canada.
In the U.S., the DSFC was launched by NASA Centennial Challenges Program, with their partner, the Methuselah Foundation.
CSA and NASA are the challenge hosts in their respective countries and will support innovators both financially and non-financia","This challenge has the potential to drive innovation and benefit end users in space and on earth. Testing a sustainable system on the Moon that meets crews’ needs is a fundamental step for both lunar sustainability and Mars exploration. Here on earth, there are needs for technologies that reduce impact on the resources needed for food production, especially for communities in extreme environments, disaster-affected area and resource-scarce regions. Innovators also benefit from the experience.","The challenge seeks to incentivize innovators to advance food production technologies to support long duration missions in space. Launching a challenge engages new players to create breakthrough solutions that will support space, as well as improve food accessibility on Earth.
Challenges have a ‘look and feel’ that are different from other funding programs. This strategy of openness and transparency can attract new talent and enhancing capacity of the field, leading to new ideas which may become viable solutions to the problems that challenges aim to solve. In this way, enhanced awareness among communities of potential solvers is a critical early success factor for challenges.
After 3 months, the DSFC has gathered tremendous support with innovators and public imagination on social media, with engagement surpassing that of larger, high-visibility missions. Dozens of articles have been published in the media, and close to one thousand participants attended the first three webinars.","During the planning stages, the greatest risk to this project would have been a failure to seize the opportunity to collaborate. NASA was well into their planning process, having executed many similar projects, whereas for CSA, it was their first challenge. Each party had to be willing to accommodate the negotiation and approval processes for the entirety of the challenge design and collaboration.
There were initial concerns as to whether each party’s core needs would be met, especially whether there would be a dilution of funding or focus across the border. These concerns have been mitigated to date through a strong desire to collaborate, distinct but parallel challenges, and the necessary supporting infrastructure that both NASA and Impact Canada provide to enable rapid deployment of the challenge prize method. Clear and consistent communication between planning teams, along with a general spirit of cooperation have significantly contributed to the success of the challenge thus far.","A common mission, and desire to solve issues bigger than one country alone could do: successes in space have relied on international collaboration.
Complementarity between the subject matter experts and innovation leads: Impact Canada and NASA are both playing the crucial role of guiding agencies with a rigorous methodology through a new and innovative process. In Canada, PCO provides support and services through its Centre of Expertise, access to flexible authorities for funding, and an integrated challenge platform. Both countries are working with their respective framework, enabling innovative funding mechanisms.
Strong leadership and dedicated teams: both CSA and NASA have demonstrated a desire to collaborate, to innovate and to overcome potential structural barriers to make the project a reality. Clearly defined roles for challenge managers from both agencies to lead and drive the timeline and deliverables has also contributed to a strong development and execution process.","While both challenge approaches and space-related challenges existed before the DSFC, this project brought them together across the border and to the CSA for the first time. CSA is in the early stages of development of a second challenge, and both parties are valuing the tremendous potential of international collaborations in the context of matters that span beyond borders. The success of the DSFC to date may inspire emerging space agencies to open up their problem solving process to innovators, and encourage international agencies to co-design such open innovation challenges. For example, Nesta Challenges in the UK, has been a key partner for Impact Canada and has also identified many opportunities for challenges to be used to address spatial and terrestrial issues, thus demonstrating that the opportunity to replicate both the challenge and the cross border collaboration is clear and present.","Impact Canada infrastructure acted as a key enabler for the CSA to take advantage of the rapidly unfolding partnership opportunity. Clarity in roles and processes, especially where it is important to mandate and public perception of the opportunity. While the teams shared common objectives, assessment criteria and overall challenge design, it was important to maintain a distinction in the prizes available in each country. Encouraging collaboration, while keeping key fiscal, or governance processes clear and unique was integral. For NASA, this is the first Centennial Challenge run in coordination with an international partner, and another space agency. There have been extensive learnings, including: Navigating joint internal approvals; Requirements for Canada that impact the challenge on the CSA side (ex: bilingualism) and; Best practices from Impact Canada that can be integrated into NASA processes and procedures.","There are significant benefits for teams of innovators competing in the challenge. Exposure and experience garnered through this challenge will:
•Enable the creation and enhancement of new companies which could offer new and sustainable jobs
•Give opportunities for innovators from underserved and/or unreached communities to bring forward new ideas and technologies
•Further develop and demonstrate new and emerging technologies for use in space applications which could also result in the technology becoming mainstream and more available and cost effective
For NASA and CSA, as with any new endeavor, there were some roadblocks along the way. But both agencies made it a priority to collaborate together to solve and overcome those roadblocks, resulting in the launch of this first-of-its-kind shared open innovation challenge. There has to be the commitment on all sides to collaborate around a common goal, to benefit communities on Earth and in Space.","a:4:{i:0;s:5:""24336"";i:1;s:5:""24337"";i:2;s:5:""24339"";i:3;s:5:""24338"";}",,,https://www.youtube.com/watch?v=pVDnGdlIMmA,https://www.youtube.com/watch?v=es4CpOY3Xuk
24350,"Indonesia Gateway (I-Gateway) as Hub for ASEAN Trading Document",https://oecd-opsi.org/innovations/indonesia-gateway-i-gateway-as-hub-for-asean-trading-document/,29/04/2021,"National Single Window Agency, Ministry of Finance, Republic of Indonesia",Indonesia,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Indonesia Gateway (I-Gateway) as Hub for ASEAN Trading Document",https://www.insw.go.id,2018,"The Indonesian Government has initiated “I-Gateway” as Hub for ASEAN Trading Document, enabling electronic data exchange such as certificates of origin to ensure authenticity, reduce paper work and eliminates redundancy. I-Gateway connects both domestically among national agencies and internationally with other countries. It validates and reconciles documents efficiently, to ensure its security as well as business process simplification and harmonization, aiming to higher ease of doing business.","Previously, conventional trade transactions required the submission of physical documents to various government agencies, which have an impact on the timing of the cargo clearance process. This issue raises the idea for ASEAN Member States to implement the ASEAN Single Window, which collaborates with the National Single Window of each country as a hub for to exchange the electronic trade documents. The Ministry of Finance of the Republic of Indonesia followed up on this by initiating the development of “I-Gateway” as a model for electronic data exchange within ASEAN. Domestically, I-Gateway also reconcile and validate trading documents from the Ministry of Trade and Customs and Excise in order to ensure data authentication and business process alignment.
In its implementation, I-Gateway has six main objectives, namely:
1. Procedure simplification to reduces process redundancy, in accelerating customs clearance and cargo clearance activities,
2. Reduce administration cost, postal service fees, and operation cost (third-party fee),
3. Risk profile management application in regards to reduce opportunity of fraud,
4. Eliminate data duplication and human-error in improving data validity and accuracy,
5. Eco-friendly procedure, through reducing reliance on paper-based documents, and
6. Optimizing state revenue
In previous conditions, exporters had to send trade documents to importing countries as a requirement of international trade. These trade documents are then manually validated by government agencies to ensure their authenticity. In this conventional process, there are potential risks such as delays in receiving physical documents in the importing country, which causes goods congestion at the port resulting in additional costs, and manual validation has the potential for human error and fraud.
In the I-Gateway implementation, exporters only need a “one time” data submission to be transmitted through I-Gateway inside the National Single Window System of the importing country. Then, the importing country system forward the electronic data to the related government agencies. Under this mechanism, physical documents are no longer required. In addition, cargo clearance and customs clearance process are faster and its data/information authentication can be guarantee.
Throughout 3 years of implementation, I-Gateway has benefited both parties from private and public sectors. Traders able to take advantage from trade cost efficiency, namely: administration cost, courier fees, and operation cost (third-party fee), with approximately IDR 66 billion savings from total export cost. Whereas, in manual transaction the cost for all of the above process need to be bare by traders in order to enjoy lower trade tariff. Since traders will no longer need to wait for the physical document arrived, I-Gateway utilization able to goods clearance timing for 2 days in average.
Meanwhile, for the Government officials, I-Gateway enables trade data consolidation and traceability under single platform. I-Gateway has successfully issued more than 1 million electronic trading documents, which being exchanged with 9 other ASEAN countries since 2018. The data repository also consider as invaluable assets for the nation in order to conduct evaluation and data analysis towards trade transaction. I-Gateway also proven to optimizing state revenue, by ensuring data/information quality and authenticity, which shown from the document rejection rate due to data errors had decline up to 80 percent.
I-Gateway can be seen as a very flexible mechanism and it is possible to replicate its methodology towards other electronic data exchange for other trade documents, such as: quarantine documents, logistics documents, and other certificates, both in domestic and international. Currently, this mechanism already applied for bilateral transaction between Indonesia and South Korea, China and Australia. Meanwhile, I-Gateway has also succeeded to become the B2G platform for logistics documents integration, in collaboration with other logistics partners in regards to expedite goods clearance from Port.
In the future, I-Gateway has great potency to be replicated in a wider scope as international electronic data exchange platforms, such as: logistics platform, transportation platform and many others.","a:6:{i:0;s:3:""876"";i:1;s:3:""612"";i:2;s:3:""617"";i:3;s:3:""302"";i:4;s:3:""190"";i:5;s:4:""4088"";}","I-Gateway has innovatively transform conventional trading ways in public sector because:
1. It is flexible document types and applicable (multi-format); having clear and standardized data-exchange methodology, that follow international guideline has made it very flexible to be apply internationally. It accommodates manual and semi-manual processes, which made it easy to be utilize by multi entities and platform.
2. It ensure security; I-Gateway applied public key infrastructure to covers its transaction and secured them based on agreed electronic data structure.
3. It emphasizes on transparency and accessibility, I-Gateway support its operational with clear Service Level Agreement, which give certainty towards business community and provide “document tracking” menu to allow stakeholders to access their document status. Moreover, I-Gateway has monitoring dashboard to record each transaction and document sending time with other countries.","a:1:{i:0;s:9:""diffusing"";}","As a multi-channel platform, I-Gateway is very flexible in terms of security access and transmission process. Its flexibility has made it possible to be easily replicate by other parties with considerably lower investment cost. In ASEAN, I-Gateway is most utilized gateway other than Thailand, with zero hardcopy documents. More than that, I-Gateway is also the pioneer in establishing bilateral data exchange with non-ASEAN countries.
I-Gateway has been replicate for G2G platform in bilateral data exchange for certificate of origin and customs declaration with South Korea, China and Australia. Moreover, it also facilitate B2G data integration platform to exchange logistics document (delivery order and container release document).
The key learning points are to have an agreement about data exchange term and condition with trading partners, which include agreed business process specification, electronic data structure, including data elements type and quantity as subject to be exchange.","• Partners: Ministry of Trade, Customs and Excise, ASEAN countries, ASEAN Secretariat, traders.
• Public sector, both domestically and internationally, develop interconnectivity from their local system to I-Gateway. They also set up legal framework and business process adjustment.
• ASEAN Secretariat facilitates regular coordination meeting among ASEAN countries to conduct operation evaluation and dispute settlement.
• Traders also actively participated in piloting and evaluation phase.","• Traders, can benefited from trade cost efficiency, to be mentioned administration cost, courier fees, and operation cost (third-party fee). It is multi-channel and flexible tracing access by all related parties.
• Government officials, can benefited from data integration to conduct evaluation and data analysis towards trade transaction. Furthermore, I-Gateway also proven to minimize document fraud by ensuring the data authenticity and accelerate goods clearance timing.","Outcome of I-Gateway implementation are:
1. Trade Cost reduction, which include administration cost, courier fees, and operation cost (third-party fee), with approximately IDR 66 billion savings from total trade cost. In ASEAN fora, we conduct regular operation review and survey towards traders to measures its utilization.
2. Goods clearance acceleration, electronic transaction no longer require physical document submission. Document can trace trough Dwelling Time dashboard and shown that goods clearance are faster 2 days in average.
3. Optimize state revenue, it prevent fraud by ensuring data/information quality and authenticity. For example, in textile import fraud case from Malaysia can secure up to IDR 80 million (the value will depend on tariff rate and goods value). The document rejection rate due to data errors also decline up to 80 percent.
In the future, I-Gateway can be apply in wider collaboration scope, which involved more any document type and other trade agreement.","There are several challenges in I-Gateway implementation, they are:
1. Gap in knowledge and infrastructure readiness in each government agencies, both national and international, which then affected the implementation timing and technical issues occurred along the way. Therefore, domestically I-Gateway applied flexible data exchange tools to accommodate various necessity in internal systems from each entities. As well as to align business process among government agencies.
2. Bureaucratic procedure in regulation/rules adjustment that acquire certain period for the policy to be stipulate. In tackling this situation, we conduct High Level Meeting as forum for higher policy maker in order to bypass regulations making procedures, both in domestic and ASEAN forum.","o Gaining political will, in regards to have data integration support from higher-level policy maker are mandatory. Therefore, we involve each representative from national government agencies through the formation of Single Window Service Unit.
o National Legal adjustment, to ensure its technical implementation, setting up basic policy is crucial as operational guideline.
o Supporting system in national and ASEAN scope, in regards to harmonize business process and public service readiness among related parties, I-Gateway must have agreed electronic data exchange method, periodical coordination meeting, and sufficient capacity building to assist technical matters consultation by the Experts. Moreover, in ensuring I-Gateway sustainability, an organization must dedicate specific function to support its daily operational.","Currently I-Gateway method has been replicate for G2G platform to conduct data exchange to other countries bilaterally, such as: South Korea, China and Australia. Under this transaction, the type of trading document also expand not only for trade facility documents such as: Certificate of Origin, but also Customs Declaration documents, Quarantine documents and other certificates.
On the other hand, I-Gateway also replicated domestically for Business to Government (B2G) transactions. Specifically to accommodate logistics documents, such as: Delivery Order document and Container Release document, to do integration and validation in expediting goods clearance at Port. This replication collaborate public and private sector, from Customs and Excise, Cargo Owner, Shipping Line, Terminal Operator by utilizing Port System and Shipping Line System.","Out of this innovation we learn experience as follow:
1. It is sufficient to have an independent institution that has clear authority to accommodate aspiration or interests from relevant parties. By having a neutral position, the institution will inspire and encourage other entities to remove silo mentality and sectoral ego.
2. It is necessary to have a clear legal framework and operational guidelines for carrying out the trading activities under electronic data exchange platform, which comply with domestic rules and regulation to ensure the governance from each parties.
3. It is important to have a flexible and secure mechanism (multi-channel platform) to allow all parties to easily participated and be replicated in a wider scope in other trade agreement, which include more complete functions, such as: logistics platform, transportation platform and many others. As a result, through the flexibility, the investment cost can also be reduce.","In regards to further enhancement, National Single Window Agency is currently developing the 2nd Generation of Indonesia National Single Window (INSW) System. This improvement enables Tracking feature of I-Gateway to be accessed in mobile application format, which currently can be accessed through website only.","a:1:{i:0;s:5:""24376"";}","a:1:{i:0;s:5:""24379"";}",https://youtu.be/TFpzcjkGrUw,https://youtu.be/lYVdyKQI_r8,https://youtu.be/_aA8xzLbo7Y
24588,"Barcelona Alumni: A digital science-policy nexus connecting international talent to local challenges",https://oecd-opsi.org/innovations/barcelona-alumni-a-digital-science-policy-nexus-connecting-international-talent-to-local-challenges/,29/04/2021,"SciTech DiploHub",Spain,local,"a:3:{i:0;s:8:""external"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Barcelona Alumni: A digital science-policy nexus connecting international talent to local challenges",https://barcelonaalumni.org/,2020,"In 2020, Barcelona Alumni’s global virtual platform was launched to leverage the network of international talent educated in Barcelona but residing abroad and contribute to feeding scientific evidence into the local policy-making process. By connecting international experts and local challenges, this first-of-its-kind digital platform provides a pioneering approach to policy-making, making it more crowdsourced, evidence-based, replicable, scalable, accountable, and transparent.","Current global and urban challenges are characterized by unprecedented complexity levels, indicating the centrality of developing science-informed public decision-making. Emerging challenges such as the impact of artificial intelligence on human rights, the climate emergency, the future of work, and global health are clear examples of topics traditionally dealt with by public policy-making. However, as we have seen in the last years, evidence-based advice is not always available on time to better inform the policy-making process. Nurturing this process with multi-disciplinary perspectives and international best practices while empowering anticipatory capabilities, diversity, collaboration, and openness have become a priority for governments and legislative bodies worldwide.
At the same time, the hyper-mobility of high-skilled professionals creates a process in which professionals across all disciplines are trained at top universities, companies, and research centers in specific cities but further develop their careers elsewhere. This global mobility has positioned talent retention as a top priority for most countries and cities. Fortunately, new digital technologies enable us to connect talent diasporas with their former communities.
Bridging these two global trends together, in 2020, Barcelona Alumni was launched as a digital science-policy nexus connecting international talent to local challenges. This platform brings together over 1,000 high-achieving professionals in science, technology, and innovation from any origin, that were trained or worked in Barcelona but are currently based abroad. The Barcelona Alumni members are committed to engage with the city's most significant challenges and to inform new policies within the scope of their expertise.
Barcelona Alumni was launched by SciTech DiploHub, a pioneering non-profit public-private partnership backed by leading research centers, universities, non-profits, startups, corporations, and public institutions. SciTech DiploHub has the mandate to make Barcelona a more influential player on the global stage through its contribution to science diplomacy and sustainable development.
Barcelona Alumni tackles the disjuncture between policy-makers and international expertise by providing a digital platform with tailor-made digital tools designed for facilitating the science-policy nexus. Barcelona Alumni is also a tool for empowering emerging voices, promoting diversity and collaboration. This science-policy nexus can inform relevant stakeholders and create publicly available policy documents, recommendations, and projects.
Barcelona Alumni’s global virtual platform provides seamless functionalities for connecting experts with relevant local challenges:
● Mapping: it identifies members abroad by their geographical locations, sectors, and area of expertise (e.g., sustainable mobility, climate change, global health, social well-being, among others).
● Contribution Selection: experts can choose their preferred collaboration approaches for each project, signaling if they are open to participating in public events and commissions, conducting document revisions, elaborating policy recommendations, drafting scientific reports, and other activities.
● Matchmaking: this process is powered by AI-driven and human-confirmed matchmaking, connecting experts and relevant public policy calls on pressing topics, such as climate emergency, technology for improving health services, public space, and social well-being.
These activities are supported and facilitated by customized and user-friendly digital tools included in the platform, such as meeting scheduling services, built-in video-conference tool, thematic forums, and regional sections. Additionally, the Barcelona Alumni project focuses on capacity building, upskilling and reskilling opportunities, providing members with regular online workshops and training options for experts interested in better connecting their scientific know-how with public policy-making.
This innovation draws inspiration from the American Association for the Advancement of Science (AAAS) Science & Technology Policy Fellowships program in the United States. This is an interesting example of a project that connects scientists and public policy. Nonetheless, this initiative could not tackle the challenges of bringing in new voices to the discussion or retaining talents, indicating the importance of developing new approaches to refining the science-policy nexus.
Aiming to advance in this direction, Barcelona Alumi is a pioneering project supported by a global virtual platform that can easily be adapted to local and national governments, attesting to its potential for scalability and replicability. This project's primary focus is to promote refined decision-making processes that ultimately impact local citizens, benefiting from evidence-based policy supported via this innovative digital nexus between science and public policies.","a:7:{i:0;s:3:""190"";i:1;s:3:""613"";i:2;s:3:""317"";i:3;s:3:""147"";i:4;s:3:""181"";i:5;s:3:""615"";i:6;s:4:""4088"";}","Barcelona Alumni is an innovation for policy-making because:
● It is operationalized through a global virtual platform, facilitating virtual exchanges and cooperation between experts worldwide on specific topics using customized digital tools;
● It expands on the notion of “talent retention” and emerges as a pioneering approach to reaching experts worldwide and involving them in local policy-making;
● It strategically links the expertise emanating from the network with Barcelona’s pressing local challenges, using state-of-the-art matchmaking tools and multiplatform services;
● It creates new channels for advancing science-informed public decision-making based on open, transparent, traceable, and replicable processes.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","At the present moment, Barcelona Alumni is inserted in a series of inter-related and synergic projects being put forward by SciTech DiploHub, such as:
• Barcelona Science and Technology Diplomacy Strategy (2021-2025): The Barcelona Alumni is currently engaging with its participatory process to define the city's priorities.
• Barcelona Knowledge and Innovation Voluntary Review (VER) on the SDG: The Barcelona Alumni participates in this project serving as an International Scientific Advisory Board, providing recommendations and monitoring the conceptualization process.
• Global virtual platform Thematic Calls: this project creates thematic groups on pressing issues (e.g., Artificial Intelligence, Global Health, Sustainable Mobility, 5G, among others) in the Barcelona Alumni global virtual platform, connecting diverse experts into a dedicated forum and articulating the discussion with public policies.","SciTech DiploHub’s partners, leading organizations of the science, technology, and public policy ecosystem in the private and public sectors, co-design and support the Barcelona Alumni. Local policy-makers and public institutions, such as the city council and the regional government, collaborate by supporting and engaging with several projects on strategically relevant topics. Universities and research centers also collaborate by nurturing the process with scientific knowledge.","The primary users of this innovation are the members of the Barcelona Alumni network, while the primary beneficiaries are the local citizens impacted by the energized process founded on evidence-based and contextually relevant policy-making. The main stakeholders are SciTech DiploHub’s board members and the local government. In the long run, this will benefit the city of Barcelona by increasing its resilience, influence, and capacity to face local, national, and global challenges.","Since its launch in 2020, the central part of this project emerges from its focus on bridging international expertise and strategic cooperation opportunities, advancing Barcelona’s capabilities for science-based policy-making.
Important examples of the materializations of such strategic cooperation are ongoing projects such as the Barcelona Science and Technology Diplomacy Strategy (2021-2025), the Barcelona Knowledge and Innovation Voluntary Review (VER) on the SDGs, and the Artificial Intelligence (AI) chapter.
Another practical example of the usefulness of this network emerged from the COVID-19 crisis when the Barcelona Alumni provided an agile reaction to global health challenges. It connected health professionals, scientists, and policy-makers to support and develop projects such as the Cities for Global Health network, Barcelona’s COVID-19 Plan, and Barcelona’s economic reactivation strategy.","The main challenge of this project is to create a seamless experience both for international experts and local policymakers. It is crucial to keep innovating and refining the digital tools to foster increased levels of participation and engagement by all parties involved. At the same time, it is central to design policy-making processes that are synergic and adapted to this innovative approach based on scientific evidence and interdisciplinary collaborations.
Additionally, an exciting challenge is to replicate this approach in other local and national contexts. Barcelona Alumni virtual global platform is designed for being easily replicated, but it is crucial that local stakeholders are willing to reshape traditional policy-making processes and invest in collaborative digital approaches for tapping into their expertise pool’s potential.","Collaborative approach: It is crucial for Barcelona’s knowledge ecosystem to engage with the Barcelona Alumni's global virtual platform, using its expertise pool to its full potential. It is imperative for the diverse stakeholders in Barcelona’s ecosystem to refine their digital capabilities and design projects that are synergic with collaborative and virtual processes.
Proactive approach: Barcelona Alumni is as strong as its members’ propensity to participate. If, on the one hand, the expertise emanating from the members is unequivocally rich in potential, on the other hand, it can only be successful through the active engagement of its members.
Barcelona Alumni will continue to refine its digital tools, creating incentives for participation and providing training and facilitation when needed. In order to extract Barcelona Alumni’s full potential as a digital science-policy nexus, it is imperative to nurture the virtual space through innovative digital tools and smart practices.","The Barcelona Alumni project has created a global network that connects local challenges with international expertise. The launch of the global virtual platform provides this project with a robust replication and scalability potential. Using digital communication tools for connecting experts is essential for developing dynamic virtual communities capable of growing and convening more members.
Additionally, the virtual platform has a great potential as a best practice to be replicated in other cities, regions, and countries concerned with developing a science-led, democratic and innovative approach to local decision-making. The Barcelona Alumni project is already supporting cities like Boston, Paris, and Helsinki to design their science-policy interfaces, developing strategies for engaging with their scientific diasporas.","This project strongly suggests that it is feasible and desirable to transfer scientific knowledge to urban policy through public-private smart governance. Through a novel and innovative approach, the Barcelona Alumni positioned the city as an influential geopolitical actor ready to develop innovative approaches to policy-making.
Additionally, Barcelona Alumni attests to the importance of innovative digital tools connecting international experts and local challenges and promoting the exchange of best practices. Barcelona Alumni's experience also indicates the centrality of ensuring that the expertise pool trained in the city can impact and contribute to public policy-making.
Finally, Barcelona Alumni strongly relies on top-notch technologies built-in its virtual platform and attests to the importance of multiplatform applications and accessibility tools.",,"a:3:{i:0;s:5:""24748"";i:1;s:5:""24722"";i:2;s:5:""24723"";}",,https://www.youtube.com/watch?v=4ThKH3fjeLQ,,
24630,"RLS-Sciences: A multiregional and multilevel research cooperation framework",https://oecd-opsi.org/innovations/rls-sciences/,29/04/2021,RLS-Sciences,Germany,regional,"a:1:{i:0;s:7:""science"";}","RLS-Sciences: A multiregional and multilevel research cooperation framework ",https://www.rls-sciences.org/,2020,"RLS-Sciences is a network supporting multilateral scientific cooperation between 7 regions on 5 continents, in the context of a political regional development forum. It was developed to take advantage of the scientific potential in the regions, to advance science via an organised network of cooperation, and to inform regional policies. The structured collaboration occurs at the intersection of science and government and is based on the principle of mutual trust and the culture of dialogue.","The interface between science and policy is key for addressing global challenges in which all levels of government can play a role. RLS-Sciences is designed to operate at the science-policy nexus at the regional level, bringing the benefits of diverse cultural and scientific perspectives through its multilateral collaboration among scientists, policy makers, and science managers to the seven RLS regions (Bavaria, Georgia, Québec, São Paulo, Shandong, Upper Austria, Western Cape). RLS-Sciences has defined a multilevel governance structure that enables greater cooperation between the political, scientific and administrative levels within RLS. The RLS-Sciences framework consists of three levels of coordinators in each region: Political Coordinators, Scientific Coordinators, and Administrative Coordinators. These coordinators are the first point of contact in their regions for RLS-Sciences, and are partners in the drive to launch multilateral projects and integrated scientific networking activities. Due to this structure, there are opportunities for all the different levels and actors to participate in co-creation processes in order to drive transitions at the regional level and to implement and further develop key technologies. Through the exchange and continuous dialogue within the project groups, between the specific project groups and between the policy level and the scientists involved, a culture of trust is created. In addition, the dialogue between science and politics leads to the fulfilment of the demand for science-based policy.
The existing resources of RLS-Sciences include its scientific network of 140 academic researchers, 60 young researchers, the bilateral relationships between the RLS members, an online research and training infrastructure, and established mechanisms of multilateral cooperation. At the overall coordination level of RLS-Sciences as well as in the four research themes, a principle commitment to science exists and promotion of multilevel cooperation with public sector stakeholders is implemented to foster regional development and international leadership.
RLS-Sciences operates as an embedded scientific network, and one of its aims is to launch and support multilateral research projects with partners from across the RLS regions. The project themes were originally chosen based on the areas with greatest potential for innovation and cooperation, and the shared strengths of the regions. The four core projects are: the RLS-Energy Network, the RLS-Global Aerospace Campus, RLS-Small Satellites and the RLS-Expert Dialogue on Digitalization, including the newly launched Digital Health Initiative. RLS-Sciences is not limited to a single standard model for research collaboration - each research area is modelled in its own appropriate format.
The RLS-Energy Network maps regional renewable resources. It shows their role in their regional energy mix, and analyses scenarios for electricity, heat and fuel production. It offers support and guidance for regional energy transitions. In the RLS-Global Aerospace Campus, experts of today share their insights to train virtually and in-person the aerospace experts of tomorrow based on the most recent research achievements available in the regions. With a smart formation of small satellites for telecommunication and earth observation, the RLS-Small Satellites project is demonstrating technology leadership out of the regions in the new space research. Science, business and public sector representatives from across the regions assess in the Expert Dialogue on Digitalization the potentials and risks of digital technologies. Based on different strategies, the regional governments implement policies to enable and sustain digital transitions in industry, science, academia and public administration. In 2020, the Expert Dialogue on Digitalization group agreed to investigate the topic of Digital Health in exploring the role of AI and its regional applications for slowing and ending the COVID-19 pandemic. Experts in AI, epidemiology, medical statistics, clinical research, drug development, smart medical devices, ethics, law, and public health as well as representatives of public health authorities from across the regions took part in a preliminary exchange.
The project's future aims are to increase the global visibility of the regional RLS-Sciences model, to interact with other innovators and benefit from exchange on innovation models in the science-policy interface. The team would also like to demonstrate the possibilities of multiregional cooperation across a multitude of topics, while maintaining regional specificity. For the team, expanding does not mean adding new regions, but rather doing more within the current partners and projects.","a:4:{i:0;s:3:""190"";i:1;s:3:""959"";i:2;s:3:""317"";i:3;s:4:""4088"";}","RLS-Sciences is unique in its composition of regions and its connection to their governments. RLS was created to offer a dedicated space for the regions to share best practices in regional development and governance. It provides a key way not only to integrate scientific evidence into policy-making, but also to support research and development ecosystems at a subnational level with the benefit of international cooperation, including North-South and South-South exchange between peers. Cooperation increases the quality of science and the regional level is well suited but often overlooked to enable science and innovation alliances via scientific data and analyses, frameworks to share data, and science diplomacy. The multilateral, multilevel governance structure of the different coordinators (scientific, administrative and political) allows the network to quickly, efficiently and with a high scientific level collect and investigate topics within the specific themes.","a:1:{i:0;s:14:""implementation"";}","The RLS-Sciences network continuously aims to work closely with RLS governments and to contribute to policy work and the robustness of R&I ecosystems in the regions. The network met virtually with political, scientific and administrative representatives from all 7 regions for a symposium to provide decision support during and after the COVID-19 pandemic around the RLS-Sciences’ themes. This international exchange between politics and science discussed best practices, challenges, and exit strategies for fighting the pandemic. With the multilateral, cooperative approach to collecting and processing relevant data in the fields of energy transition, aeronautics, space and digitalization in a regional context, the results and benefits were available in a timely way to policy and scientific stakeholders. Based on this, scientific events will be organised for 2021-2022 on the topic of Resilient and Sustainable Regional Recoveries.","The basis for the innovative format for multilateral scientific cooperation and policy support of RLS-Sciences is founded on a multilateral and multi-level structure. Scientific institutions, regional funding and business agencies and representatives of the political and administrative level from all regions work together. Each region contributes in its own way, at its own level, on the basis of its capacities and specificities.","The partners of the network are at the same time both the users and beneficiaries of the results. The RLS-Sciences network provides privileged access to regional best practices as well as diverse and multiple experimentation and testing opportunities for scientific and political stakeholders. The RLS-Sciences’ cooperative approach fosters an active dialogue with the political level in applied areas and generates new policy recommendations out of this dialogue.","Beyond the joint scientific outcomes in the four core projects, the project has generated a policy dialogue with the forum of regional governments, as well as the establishment of a shared research infrastructure that addresses and investigates regional needs. Via the RLS-Sciences network, a new governance that consolidates the RLS forum of governments has been realized. The existing resources include its scientific network of 140 academic researchers, 60 young researchers and established mechanisms of multilateral cooperation.
The following project-specific results were achieved:
- Aerospace: Teaching and training platform in aerospace, over 2000 online participants in the first e-course
- Digitalization: review and monitoring of the regional digital transitions
- Energy: Data collection and analyses on the role of RE in regional energy transitions (Monitoring Report, SWOT analysis, scientific paper)
- Small satellites: Smart formation of 6+ small satellites, joint publications","RLS-Sciences does not have joint funding yet. Therefore, continuity of work remains a perpetual question, and is often based on the willingness of partners to remain engaged and contributing. While the network has not necessarily experienced failures on a structural level because its framework conditions for cooperation anticipate different types of participation based on capacity and resources, there have been times of lower output. To manage this challenge, the network uses its management structure, which includes lead scientists from all areas, plus political representatives and science managers from all regions, to coordinate work. This ensures that the work remains relevant to all regions, while maintaining the core condition of contribution at differing levels. Further, the network has built an open online funding database which curates a collection of existing funding opportunities from all the partner regions as well as international organisations.","The connection between RLS-Sciences and the RLS political forum is a key condition for success; without this the unique link between science and policy in a multilateral, international framework at the subnational level would not exist. To support and grow the network, the RLS-Sciences website provides information about the network, R&D themes and associated work, funding opportunities, and recruitment. Its policies are based on mutual contributions at the level of capacity of each region: there is no rule that all regions must contribute the same way. This creates space for regional specificity, establishes a culture of exchange and trust, leads to a diversity of perspectives, enriches the multilateral work and ensures benefits for each region without creating undue burdens. The management structure of 21 coordinators (political, scientific and management) and 28 lead scientists is a key asset for coordinating the network, and ensures that the work remains relevant for all.","To the best of the team's knowledge, so far there is no other innovation like RLS-Sciences. Other scientific alliances exist, but its niche is the multilateral and multiregional (spanning both hemispheres and five continents) subnational level in science cooperation and science diplomacy. RLS-Sciences could be replicated through more projects (as done in 2020 with the Digital Health Initiative), more interaction (between science and policy), and more partners within the network (to expand within existing areas and into new ones). The use of our innovation by other regional alliances in the future could be within these frameworks: increased use of regionally designed and scientifically derived data and analysis for evidence-based policy making, and increased quality of science through international research cooperation between peers.","Multilateral science cooperation with an integration between science and policy is feasible at the regional level! Further, sharing and exchange at a multiregional, multilateral level can provide the necessary scale in international science, and can create the right conditions to generate innovations in science that address global challenges. In this sense, regional diversity brings key advantages to cooperation, provided that framework conditions create sufficient space for mutual contributions without restriction or burden. The diversity of cultural and scientific perspectives together creates opportunities to examine systems, challenges, and questions and in new ways, resulting in new ideas and innovations. To share these new ideas and innovations developed specifically for the regional level, it is possible to engage with policy. The interface of science and government at the regional level is a rather empty space that can be effectively inhabited.","The decision of which R&D themes to focus on within the network was a joint effort between researchers, science managers, and governments. The political level provides feedback on the work in the form of questions about it and its implications for regional governance but does not directly commission specific projects from the network. While this creates a distance between the scientific and political levels of RLS-Sciences, it also ensures scientific freedom for the researchers. While this may seem contrary in an innovation aiming to strengthen the link between science and policy, it also ensures that the R&I ecosystems of the regions benefit from international collaboration and remain innovative based on science-driven efforts.","a:4:{i:0;s:5:""24667"";i:1;s:5:""24691"";i:2;s:5:""24695"";i:3;s:5:""24701"";}","a:3:{i:0;s:5:""24703"";i:1;s:5:""24704"";i:2;s:5:""24705"";}",,https://www.youtube.com/watch?v=-JQsFnVJGZ8,https://www.youtube.com/watch?v=9NQGw-D8mac
24633,"ASEAN Food Security Information System (AFSIS): Innovation for Agricultural Data Management & Utilization",https://oecd-opsi.org/innovations/asean-food-security-information-system-afsis-innovation-for-agricultural-data-management-utilization/,29/04/2021,"Korea Agency of Education, Promotion and Information Service in Food, Agriculture, Forestry and Fisheries (EPIS)",Korea,other,"a:3:{i:0;s:13:""environmental"";i:1;s:11:""information"";i:2;s:13:""Food security"";}","ASEAN Food Security Information System (AFSIS): Innovation for Agricultural Data Management & Utilization",http://datatebu.pertanian.go.id/naisvi/,2014,"The Government of the Republic of Korea has implemented an ICT-based agricultural data management system through digitalization and a human capacity building program, which allows innovative data collection, analysis, and sharing in 6 ASEAN member countries. Through this, the governments have improved the paperless work process on agricultural statistics, accumulating the data and human resources for enhancing food security in the ASEAN region.","To respond effectively and efficiently to secure food security, providing accurate data and information on agricultural production and distribution at the right time is essential. Many developing countries are currently collecting that data manually using either paper or Excel, which can disrupt the accurate and timely work process on agricultural statistics data collection.
In this context, the Government of Korea has implemented a cooperation project with ASEAN Food Security Information System (AFSIS) Secretariat under ASEAN+3 Ministerial Meeting on Agriculture and Forestry (AMAF+3). As a result of the project implementation from 2014 to 2020, an ICT-based agricultural data management system, called National Agri-food Information System (NAIS), has been established in 6 ASEAN member countries: Laos, Cambodia, Indonesia, Philippines, Vietnam, and Myanmar. NAIS contributes to creating an innovative and timeliness work environment via digitalization of statistics data collection process and capacity building program for local government workforces.
The objective of the project is to enhance the ASEAN national/regional competency to respond to its food security promptly by creating an environment for ICT-based data collection and monitoring on national strategic agricultural data.
The project is three-phased that includes an action plan and information system development, and a human capacity building program in each phase:
1) PHASE 1 (2014~2017): NAIS system development for agricultural production data collection such as production volume, yield, and production area through the online web system.
2) PHASE 2 (2018~2021): NAIS system improvement for agricultural distribution data collection such as food stock, price, export, and import. The data collection is not only on the web but also is accessible and collectible in mobile connection in response to the high variability of data on agricultural distribution. Also, it is improved to provide the gathered data to the public for the greater good of autonomous supply and demand conditions by allowing farmers and consumers to make their own price decision.
3) PHASE 3 (2022~): Food security forecasting model development based on remote sensing technology (Pilot)
In the overall analysis of the project implementation, an ICT-based agricultural data management system, 'NAIS,' creates a new work process on agricultural data collection, which directly contributes to work efficiency and cost reduction. As the traditional manual data collection has transformed to an ICT system that enables paperless data collection, the data collection time has reduced up to 27% after Phase 1 and 40% after Phase 2 on average. Furthermore, the local government budget for data collection has reduced up to 27% after Phase 1 and 30% after Phase 2 on average.
Significantly, Indonesia has delivered an outstanding performance in terms of work efficiency and cost reduction. In 2016, bimodally divided bureaucracy on statistics collection into Ministry of Agriculture and Statistics Offices of Indonesia became unified through NAIS system to collect data on sugarcane, a national strategic crop of Indonesia, at the national-public level. Then, it added the scope of sugarcane data collection in private distribution channels in 2020, which manages a comprehensive agricultural value chain in both public and private sectors from production to processing and distribution. As a result, the data collection time has reduced to 71~80% in both Phase 1 and 2, showing the highest level of time-saving among 6 ASEAN member countries.
Also, a preliminary pilot project was implemented to develop the Food Security Forecasting Model (FSFM) for phase 3 of the project. Through this, satellite image processing and utilizing systems have been created. It also proposed a production forecasting model through sugarcane production monitoring, data analysis, and site inspection in three pilot areas.
Last but not least, the human capacity building program comprises local training and invitational training in Korea, targeting to focus on policy decision-making and work performance increase on food security and agricultural ICT area. Through the seven years of capacity building program operation, a total of 1,574 local government officials successfully enhanced their work competency in the workplace.","a:7:{i:0;s:3:""876"";i:1;s:3:""194"";i:2;s:3:""612"";i:3;s:3:""234"";i:4;s:3:""196"";i:5;s:3:""610"";i:6;s:4:""4088"";}","The NAIS system is an innovation in agricultural data collection and sharing because:
1) It is universally applicable as a standard model for ICT-based agricultural data collection and management from one’s innovation to another. The framework and modules can provide a customized tool for each nations’ different needs in data governance. Thus, the system applies identified measures to solve identified problems and adopt individual nations’ preferences and special requests such as strategic crop or scope of the system application at the sub-project unit level.
2) It enables accurate, timely, and eco-friendly agricultural data collection through ICT-based information systems that depart from the previous manual, inaccurate, and delayed data collection method. The real-time and accurate agricultural data assists reliable policy decision-making to respond to the food security of the nation/region more effectively and efficiently.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","1) Project phases 1 and 2 have been completed in 5 countries except for Myanmar from 2014 to March 2020. Myanmar's project phase 2 was expected to be implemented in 2021 but is temporarily suspended due to the national emergency of Myanmar.
2) A comprehensive analysis of the overall project performance, including beneficiary interviews, was conducted from December 2020 to March 2021.
3) Project phase 3 is expected to launch in 2022, and EPIS has developed the master plan in March 2021. The AFSIS Secretariat submitted the letter of intent to Korea for project phase 3 implementation from 2021.","1) AFSIS Secretariat: operates ASEAN Food Security Information System and related international cooperation projects. Hosts international meetings to discuss regional food security among 10 ASEAN member countries.
2) Local Government Officials: Define requests on NAIS system development, Inspect development outputs, Provide administrative supports
3) Korean ICT Companies: Develop and customize NAIS system in each nation; supports system monitoring and data integration for AFSIS Secretariat.","1) System users: 9,586 local government officials responsible for agricultural statistics in 6 ASEAN member countries are the direct users of the systems.
2) Beneficiary: 49,745 local government officials of the Ministry of Agriculture and related organizations in 6 ASEAN member countries and international organizations can get more accurate and timely data. More widely, more than 620 million ASEAN people may be affected by the enhanced regional food security.","ICT-based agricultural data management system, “NAIS,” has directly contributed to work efficiency and cost reduction. According to the survey results answered by local focal points officers, as the former manual data collection method has transformed to a paperless ICT system, the data collection time has reduced by 27-40% on average. Furthermore, the local government budget for agricultural data collection has been reduced by 20-30% on average.
The project has also implemented intensive human capacity-building programs for 1,574 local government officials in the last seven years, leading to improved policy decision-making and technical skills in food security, agricultural statistics, and ICT.
Those trained officials are fostering the NAIS system's utilization. The click rate of the NAIS system indicated 299,466 in 2020, which is increased by 2,116% compared to the last year. Also, the number of data input showed 8,545, which is increased by 214% during the same period.","In the beginning, most government officials did not fully understand ICT-based data management. Lack of understanding and experience on ICT application caused a significant obstacle in communication when designing the project with the governments during the initial phase of the projects.
Thus, the project included capacity-building programs as an indispensable component to help local government officials' complete understanding of the NAIS system and its utilization.
1) Local training: officials related to agricultural statistics took practical training sessions to make full use of the new/upgraded National Agricultural Information Systems (NAIS).
2) Invitational Workshop: ASEAN government officials’ participated in training courses and workshops in Korea. It includes lectures, field trips, in-depth discussions, and action plan development, which helped improve their knowledge and skills in policy decision-making in agricultural ICT and Food Security.","The conditions for the success of the project should include:
1) Internet accessibility to secure stable online agricultural data collection for local government officials at the national level.
2) Political supports and intents of the local governments to adopt new methodologies of agricultural data collection for national statistics management and administration.
3) Human resources with ICT knowledge for determining the requests for system development and sustainable operation of the NAIS system.
4) Governments' commitment and financial support for consistent use of the system and additional local training.","The project has been implemented by the method of sub-project units in each country. Certainly, it provides an environment for sharing knowledge and experience with other participating governments in annual workshop meetings.
It is in this context that the project targets to replicate one’s identified innovation to another. It applies identified measures to solve identified problems and thoughtful concerns to reflect each nation’s different circumstances and work process through customization at the sub-project unit level.
Also, it is expandable to other nations by applying customized models among project phases at the provincial, national and regional levels.","The lessons learned through the project are:
1) ICT can play an important role as an innovative measure in the agricultural sector in developing countries. Progress in agricultural informatization and data accessibility will lead to the enhancement of regional food security. In response to a new era of digitalized innovation, the world should provide more technical and financial supports in this area.
2) Human resources development on data accessibility and ICT application is not an option but a critical component for the success of an ICT system. Even an excellent information system would be worthless without the people who fully understand, utilize, and maintain the system. That is why it is strongly recommended that sufficient investment in human resources should come along on both working- and managing-level personals.","Due to the COVID-19 situation, food security issues have become more critical. In response to this, the third phase of this project will launch pilot projects to establish forecasting models for each countries’ strategic crops. Improved production monitoring will support proper responsive actions to food security issues.
Although Korea is playing a role in the planning and coordination of the project, EPIS will share all the results with the six participating countries and the AFSIS Secretariat.
The list of the participating organizations is as below:
- AFSIS Secretariat
- EPIS, Ministry of Agriculture, Food, and Rural Affairs, South Korea
- Center for Agricultural Data and Information Systems, Indonesia
- Center for Agricultural Statistics, Lao PDR
- Ministry of Agriculture, Forestry, and Fisheries, Cambodia
- Philippine Statistics Authority, Philippines
- Center for Informatics and Statistics, Vietnam
- Ministry of Agriculture, Livestock, and Irrigation, Myanmar",,"a:2:{i:0;s:5:""24734"";i:1;s:5:""24669"";}",,https://youtu.be/JZd_LuUB0Ac,https://youtu.be/xcQ7e-eaRsk
24671,"Big steps towards innovation-driven food security in Africa",https://oecd-opsi.org/innovations/big-steps-towards-innovation-driven-food-security-in-africa/,29/04/2021,"Rural Development Administration",Korea,central,"a:1:{i:0;s:13:""environmental"";}","Big steps towards innovation-driven food security in Africa",,2020,"KAFACI and AfricaRice jointly developed the Africa Rice Development Partnership project to increase rice productivity in Africa. Using modern breeding technology that shortens the breeding period from 10-15 years to 3-5 years, and by crossing Korean Japonica rice with African varieties, five high-yielding varieties were developed and registered in three countries. The newly released varieties directly benefited farmers, consumers, retailers and policy-makers due to their high yield and quality.","Despite the increase in the annual production of rice in many African countries over the last decade, rice consumption in Africa continues to rise faster than local production due to urbanization, changes in consumer preferences, and rapid population growth. This led to a massive increase in rice importation every year. According to the Organization for Economic Co-operation and Development (OECD) and the Food and Agriculture Organization of the United Nations (FAO), African rice imports have increased from 9.62 to 17 million tons from 2010 to 2019, and are predicted to increase to 29 million tons by 2028. Thus, transformational changes are needed to bolster local production to levels that will significantly reduce importation.
Considering this situation, the Korea-Africa Food and Agriculture Cooperation Initiative (KAFACI) of the Korean Rural Development Administration (RDA) and Africa Rice Center (AfricaRice) jointly initiated the Rice Development Partnership Project with ambitious objectives of raising rice production and taste by crossing among African and Korean varieties; These will contribute innovatively to achieving the UN's SDG 2 of zero Hunger.
The objectives of the Rice Development Partnership Project were as follows:
1. Broaden the African rice gene pool with high-yield and quality traits from Korean rice germplasm;
2. Enhance the rice breeding capacity of National Agricultural Research Institutes (NARIs) in African countries; and
3. Develop and disseminate 55 improved rice varieties in Africa by 2025
To coordinate and carry out the project, the KAFACI dispatched a breeding expert in the AfricaRice Center in Senegal. He set up a modern breeding laboratory and developed 52,355 lines using Korean rice varieties with high-yielding and early-maturing and African germplasms. Anther culture techniques for rapid breeding line generation were applied to dramatically shorten the breeding period and process from 10-15 to 3-5 years. Of the 52,355 lines developed and tested in the field, experts from 19 African countries, who were trained through several breeding workshops, selected 1,347 promising ones.
Enhancing the rice breeding capacity of the National Agricultural Research Institutes (NARIs) is an integral part of the project’s success. The breeding capacity greatly differs among the NARIs and a cooperative breeding network among African countries is urgently required to enable the public rice breeding sectors to activate their programs by exchanging germplasm, expertise on breeding, personnel, and information, etc.
To overcome these weaknesses, the KAFACI and AfricaRice intensively trained and transferred modern skills to breeders and technicians of the NARIs through a four-month-long training workshop. Technologies and capacities transferred include breeding theory, seed preparation, selection of promising lines, harvest, etc. These skills should be also valuable in assessing the qualities and adaptation of new rice varieties to local environmental conditions of each participating country. After evaluation, Senegal, Mali, and Malawi registered five new varieties with a high average yield of 7.0 t/ha compared to the 2.2 t/ha in Africa and 4.5 t/ha in the world. The dramatic high-yielding rice production is paramount for the innovation to affect many sectors in African countries. For example, Senegalese farmers are fully satisfied with new varieties that have higher yield than their local varieties as this translates to higher income. Consumers prefer new varieties to local ones because they taste good, digest well, and are easy to cook. Two varieties registered in Senegal—ISRIZ 6 and ISRIZ 7, were included in the National Rice Self-Sufficiency Plan. Selected due to their high quantity and quality, the varieties will cover 16 % of the plan.
To expand the innovation rapidly, it is important to consider establishing a public multiplication and supply system of seeds that disseminates new varieties to farmers in a manageable way. Once registered in each country, new varieties have to be multiplied in large quantities and be supplied to farmers. Public sector will have to identify quality and yield to strive for their standardization and quality improvement. With this in mind, KAFACI, in 2020, started a small pilot research study that aims to prepare the system for mass-producing and supply seeds of consistent quality and yields. Initially implemented with the cooperation of 13 African countries, the study, upon success later, will be expanded to other African countries. The first model study was launched in Senegal in 2021.
The production of high quality rice requires improved farmland and irrigation facilities. This aspect will be negotiated with policy makers of respective countries and Korea Rural Community Cooperation. As a way forward to solving chronic food shortage in Africa, new rice varieties that are resistant to drought, salinity, and pests will be also developed.","a:4:{i:0;s:3:""610"";i:1;s:3:""615"";i:2;s:3:""196"";i:3;s:4:""4088"";}","The Rice Development Partnership Project resulted in the rapid registration of new rice varieties in Africa that brought about by the following innovations: 1) it has drastically shortened the time and process required for rice breeding from the traditional 10-15 years to 3-5 years using the anther culture method. 2) the exchange of germplasm among African countries and Korea has produced the ideal breeding materials by crossing Korean Japonica rice and elite African varieties. Korean Japonica brings desirable characteristics such as high yield potential and soft cooking especially when cooled. 3) it has strengthened the rice breeding capacity of the National Agricultural Research Institutes (NARIs) in African countries. Theories and practical skills of the entire breeding process from seed preparation to selection were transferred to four batches of breeders and breeding technicians who conducted the National Performance Tests (NPT) for elite lines adapted to local ecologies of rice.","a:1:{i:0;s:14:""implementation"";}","The average rice yield in Africa is 2.2 t/ha which is low in comparison with the growing regional demand. To minimize the gap between regional supply and demand, the project was implemented in three phases. The first phase (completed) focused on laying the foundation for the project’s promotion by developing rice varieties, establishing a cooperative network, installing research facilities, and nurturing breeding personnel. Five new rice varieties with an average yield of 7.0 t/ha have been developed and released in Senegal, Mali, and Malawi. The Senegalese ones are gaining popularity among farmers because of their high productivity and consumers’ appreciation for their good taste. In the second phase (in progress), the development and registration of new rice varieties for high yield are further accelerated. The direction of the project is also expanded to develop early maturing new varieties that are resistant to drought, salinity, and pests according to local ecology.","The Rice Development Partnership Project was launched in cooperation between KAFACI and AfricaRice for the rapid development and spread of high-yielding quality rice varieties in Africa. KAFACI dispatched breeding experts to the AfricaRice Center in Senegal to set up and operate the modern breeding laboratory and carry out the project. AfricaRice, meanwhile, provided rice fields and built up connections between KAFACI and African countries, which are vital in reinforcing project implementation.","The project has contributed to reducing the rice supply and demand gap in Africa, especially in Senegal, where newly registered varieties are targeted to cover 16% of the National Rice Self-Sufficiency Plan. Farmers are satisfied with a twice higher yield of new rice varieties comparing to local varieties. Consumers prefer new varieties to local ones because they taste good, digest well, and are easy to cook. Rice retailers also attained a 14% higher profit by selling the new variety.","Five excellent rice varieties were developed and registered in Senegal, Mali, and Malawi with an average yield of 7.0 t/ha compared to 2.2 t/ha in Africa and 4.5 t/ha worldwide. The Senegalese varieties were included in the National Rice Self-Sufficiency Plan due to high quantity and quality. The capacity of African rice breeders has been enhanced through breeding training. The project's satisfaction survey reveals an average of 93.4% over three years. Principal investigators' evaluation indicates that the project has a strong sustainability plan, efficient implementation mode, and relevance to the country’s goals. The Director-General of AfricaRice said, “this project is significantly contributing to powering a quiet rice revolution in Africa"". By the end of this project by 2025, a total of 55 varieties will be registered and disseminated, with the aim to increase African rice productivity to 25%, which will contribute to the UN's SDG 2 of Zero Hunger by 2030.","Among many constraints, the most serious is the lack of competencies to develop and disseminate suitable rice varieties and cultivation technologies in the countries' public sector. This is followed by poor agricultural facilities and equipment and differences in working culture. To overcome these and improve the rice breeding capacity of national programs, KAFACI dispatched breeding experts to AfricaRice and pushed for intensive breeding training courses to build the capacities needed at each country’s level. KAFACI also led the exchange of germplasm among Africa countries and Korea to broaden the former’s gene pool. Due to the coronavirus pandemic outbreak in 2020, the holding of the Variety Registration Committee was canceled–thereby delaying the registration of the varieties. Discussions with policy-makers of each country are being done in order to hold the variety registration committee as soon as possible.","For the innovation to be successful, it was of utmost importance to strengthen the breeding capabilities of NARIs in African countries. KAFACI has provided intensive training for breeders and technicians of member countries. Also, the application of new breeding technology that innovatively shortened the traditional breeding period and process, and the exchange of genetic resources among African countries and Korea, which were highly strategic, were paramount innovations. Strong consistency and commitment in pursuing the project are essential conditions for success in both KAFACI and recipient African countries. As is the case with Korean experts and breeders participating in the project sharing and solving the problems they faced using SNS. Finally, it is also necessary to improve countries’ farmland and irrigation facilities and establish a national seed multiplication and distribution system led by governments to be able to supply high-quality seeds to farmers seamlessly.","This project, conducted in collective and cooperative manners with 19 African countries could have an impact on other countries facing food shortages due to low agricultural productivity. From the viewpoint of the project's design and implementation processes, replication potential would be increased if experiences obtained through cooperation with African people and authorities were properly applied. To improve rice productivity, specific conditions for successful replication are as follows: 1. national breeding capabilities should be enhanced by sharing expert’s experiences, knowledge, and training; 2. the superior germplasms would be secured to produce elite lines for variety registration by exchanging germplasms among countries participating in the project; and 3. policy-makers' support is needed to improve farmland and expand irrigation facilities for rice cultivation and to operate national seed multiplication and distribution systems to provide quality seeds to farmers.","Standardized indicators are a prerequisite for a cooperative and coordinated implementation of an international project. Without a detailed project information and data gathering system, participating countries may face difficulties in project processes and thereby influence outcomes. Similar events happened in the current project. All 19 participating NARIs received the same number of promising lines of rice to perform the NPT for varietal release in each country. They all participated in the four-month intensive breeding training and the workshops to regularly monitor their progress, share information obtained by similar projects, and refine results and impacts. However, when the first phase of the project was completed, the results differed greatly from one country to another. While the new varieties were registered in some countries, elite lines disseminated to advance NPT were lost in others.","Inaugurated in July 2010 with 16 African countries and the Republic of Korea, the Korea-Africa Food and Agriculture Cooperation Initiative (KAFACI) is currently composed of 23 countries. It aims to promote sustainable agricultural green growth in the African region to eradicate poverty and starvation, and contribute to consistent economic development in the member countries through technological cooperation in the agricultural and food sector.
Over the past 10 years, KAFACI has conducted 14 projects including the AfricaRice Development Partnership. Through the Rural Development Administration (RDA), Korea is sharing its agricultural technology knowledge and experience with the member countries through various research projects to solve common agricultural challenges faced by African countries such as integrated pest management of fall armyworm.","a:6:{i:0;s:5:""24690"";i:1;s:5:""24694"";i:2;s:5:""24696"";i:3;s:5:""24697"";i:4;s:5:""24698"";i:5;s:5:""24699"";}","a:2:{i:0;s:5:""24688"";i:1;s:5:""24686"";}",,https://www.youtube.com/watch?v=zPBc95i-rgA,
24754,"KOPIA – Customized cross-border farming technologies to address poverty and rural challenges",https://oecd-opsi.org/innovations/kopia-agriculture/,29/04/2021,"Rural Development Administration",Korea,central,"a:2:{i:0;s:13:""environmental"";i:1;s:7:""science"";}","KOPIA – Customized cross-border farming technologies to address poverty and rural challenges",http://itcc.rda.go.kr/kopia/main/mainpage/goMainPage.do,2009,"KOPIA (Korea Program for International Cooperation in Agricultural Technology) is an innovative development cooperation platform that facilitates agricultural partnerships among partners and donors, where agricultural technologies can be efficiently scaled up and effectively commercialized. KOPIA consists of three pillars: to develop locally-customized farming technologies; to carry out pilot projects to demonstrate practical effectiveness; and to involve other donors for scaling up.","The KOPIA program aims to overcome low productivity and insufficient income of local farmers in partner countries by providing customized agri-technology developed jointly by RDA (the national agricultural research institution) experts and those in partner countries. The short-run objectives of the program in the short-run are to develop customized technologies and to identify the best means to apply them by assessing their practical usages via pilot projects carried out on local farms. Then, RDA invites other donors to assist in scaling up the results from the pilot projects in order to achieve the long-term goals of enhancing the productivity and income level of local farmers and their families.
The program launched its journey with 6 partners including Viet Nam in 2009, and has expanded to 22 countries, covering four geopolitical regions (i.e. 8 countries in Asia, 7 in Africa, 5 in Latin America, and 2 in CIS). RDA’s annual funding for the KOPIA program is US$ 8.57 million in total, or approx. US$ 0.4-0.5 million per country in 2021. The successful journey of the program in just over 10 years is largely given by its innovative nature described below:
1. Relevance and Effectiveness: KOPIA selects priority areas for technical development and pilot projects reflecting the partners' agricultural policy and strategy. Experts from the RDA and partner countries work together closely on site to develop customized technologies for the particular location. The practical usefulness of the developed technologies is then assessed via pilot projects, and all the results are well documented and evaluated for feedback.
2. Efficiency: KOPIA program is cost efficient as it reappoints RDA retirees with extensive field experience and takes advantage of existing research facilities in partner countries. This strategy enables KOPIA program to run with minimal HR and living expenses, and thus the RDA has expanded the program to 22 countries with a very limited budget of less than US$ 10 mil./annum.
3. Division of labor or Coherence: KOPIA program is designed especially for producing outcomes in agri-technology aspects, while inviting other donors for scaling up to other goals of SDGs (e.g. improving living standards) or spreading the results to other regions.
4. Impact and Sustainability: The program is run by RDA experts placed in a partner country’s public institutes on a permanent basis. The program is reviewed regularly to evaluate merits and demerits of the current projects and identify future projects to improve the short-term outcomes in terms of impact and sustainability. At the same time, KOPIA coordinators at RDA Headquarters analyse the results from all 22 programs and identify ways to enhance mutual benefits.
There is a broad spectrum of beneficiaries of the KOPIA program, ranging from local farmers and agriculture specialists, to researchers and policy makers in partner countries. The program can also be beneficial for other donors whose objective is to improve living standards of local farmers by simply integrating results to their program for scaling up or further improvement of the customized agri-technologies through applying their expertise. In fact, the KOPIA program has produced a variety of success stories and built rich field experiences through the implementation of a range of projects: quality seed production in Sri Lanka, Viet Nam, and Myanmar; seed potato production in Ecuador, Paraguay, and Pakistan; forage crop cultivation in Bolivia, Uzbekistan, and Mongolia; and improved poultry in Kenya and Senegal.
The efficacy of the program can be illustrated by a project carried out in Cambodia, where the KOPIA Cambodia Center launched a project on breeding maize varieties adapted to the local environments. Through a series of selection, breeding of superior inbred lines and testing of F1 seed productivity; finally, in 2020, the ‘CHM01’ variety was registered in the national variety list. During 2019 and 2020, the Center formed 53 maize experimental plots in 5 provinces with a total acreage of 74 ha, and piloted the variety with farmers. Harvesting time was accelerated by 10-15 days compared to conventional maize varieties, which also brings other advantages, such as preventing losses by rodents and avoiding labour shortages during harvest season. The farmers’ satisfaction was raised with the benefits of the new variety.
Although the KOPIA program has already been institutionalized by dispatching RDA experts and assistants to partner countries on a medium term (i.e. tenure of 3 years per expert) and rolling basis, the program can be more effective and sustainable if other bilateral and multilateral research institutions can participate in the initiative by sharing their know-hows, financial or in-kind support, or launching similar initiatives in other regions or partner countries. Thus, RDA eagerly invites other donors to the KOPIA platform.","a:6:{i:0;s:3:""190"";i:1;s:3:""196"";i:2;s:3:""610"";i:3;s:4:""4088"";i:4;s:3:""613"";i:5;s:3:""623"";}","The KOPIA program is innovative as its short-term goal is focused on the development of customized technology. Agri-technology developed by the program reflects the specific needs of partners as much as possible and has proven to result in productivity gains (Alignment and Effectiveness). Moreover, it is cheaper to implement sustainably as RDA retirees with extensive field experience are involved in this program (Efficiency). It is expected that the program will continue to become more effective and sustainable as it recently adopted Result Based Management more rigorously, and thus knowledge and experiences accumulated from KOPIA programs will be maintained and shared with others more systematically in the future.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","KOPIA has continuously optimized its project implementation systems through numerous projects and 5-year evaluations:
Phase 1 (2009-2013): Seasoned experts were deployed to partner countries to work directly with local stakeholders. KOPIA experts gained greater understanding of local contexts, showing innovative leadership in diagnosing problems and recommending solutions.
Phase 2 (2014-2018): The program’s success stories with one partner have been proven again through replications in other countries and regions, targeting similar problems. Here, the assessment systems for new technologies was established, laying foundations for wider dissemination of results.
Phase 3 (2019-2023): KOPIA is inviting donors to spread achievements so that new technologies can play a role in addressing the underlying agricultural and rural challenges of partners. Here, an innovative platform for other donors was established, allowing KOPIA to share extensive experience and know-how from 22 countries.","KOPIA selects a project with the advisory committee and the partner implements the project with local farmers. It is part of the program to invite partners’ researchers and policy makers to share a vision, monitor the progress, and build friendly relations. Local researchers, with greater capacities in breeding through KOPIA developed locally-adapted varieties. Farmer leaders, who have been part of Korea’s agricultural development, also serve as catalysts for diffusing developed technologies.","KOPIA has supported small-scale farmers, particularly women farmers and youth who have limited resources, built the capacities of local researchers through joint research work, helped policymakers make evidence-based policy built on its success models, and expanded value chains that directly and indirectly benefit retailers, distributors, and importers/exporters. Furthermore, Korean ODA agencies have incorporated KOPIA’s developed technologies into their projects.","From 2009 to 2017, KOPIA’s production-inducing effect is worth US$99 million, which is nearly 1.7 times of its total budget spent during the same period (US$58.9 million). Considering its low investments, the program has been highly cost-effective. The figures, based on Project Design Matrix, were measured using the General Evaluation Matrix and the Determinants Analysis Matrix. The study collected country-specific and project-specific data from reports, field visits, and interviews with stakeholders to analyse the program’s inputs, outputs, outcomes, etc. The Sesame model village in Paraguay is a successful case. A study using the Diff-in-Diff method found that the project added US$760 in additional annual income to each participating farm household, and the cost-benefit ratio was 1.52, showing ‘value for money’. If project results including crop coverage can be scaled up through partnership with other ODA entities, it is expected to better address agricultural and rural challenges.","Phase 1 (Development of Agri-Technology): Initially, the program focused on Korean vegetables, rice seed, and cultivation technologies, but was faced with adaptation issues due to different climates and diets. To respond to the needs of the partners, KOPIA switched to a new approach: to take into account local specifics including agricultural policy, environments, and diets when choosing a crop; and to crossbreed with native varieties for climate adaptation.
Phase 2 (Assessment of New Technology): The program could learn about specific needs and circumstances of the partner countries by working together with them on improving productivity of major food crops in a locally-adaptive way and developing cultivation technologies tailored to new varieties. Yet, applying proven agricultural technology alone cannot address the partners’ underlying agricultural and rural issues. Now KOPIA needs to engage collaborators in scaling up achievements and helping to resolve fundamental problems.","Leadership with expertise: the program is led by seasoned experts who made breakthroughs in agricultural technologies that made the Green and White Revolution happen amid Korea’s complex and challenging economic development.
Project implementation system: KOPIA has developed an orderly system from technology development and small-scale application to model villages, that helps put in place technologies and scale up achievements. The system ensures sustainability with flexibility that enables customized technologies to be continuously improved and expanded, bringing greater impacts.
Partnership: KOPIA should strengthen partnerships based on a more advanced version of RBM, and engage new partners in this development cooperation work, who can be part of scaling up achievements. Being connected with new development cooperation partners enables KOPIA to constantly improve and scale up locally-adapted technologies, which is key to empowering with new technologies and ensuring sustainability.","The same KOPIA project mechanism is applied in 22 countries. The same crop item is diffused to other regions within a country or other countries that have similar environmental conditions. To improve food crop quality, in particular, KOPIA has focused on the establishment of quality seed production systems, where partnering national research institutes manage foundation seed and registered seed and in turn, leading farmers produce certified seed to be disseminated to other farmers. In Viet Nam, Sri Lanka, the Philippines, Myanmar, and Paraguay, this underpins the countries’ sustainable and more productive agriculture. In the Philippines, the Korean Ministry of Agriculture, Food, and Rural Affairs has replicated KOPIA’s quality rice seed production system on a larger scale and is sharing KOPIA's experience and know-how with the Ministry. RDA has a long list of applicants who wish to operate KOPIA in their countries.","The most fundamental lesson is that, the RDA, as an agricultural R&D institution, should focus on the areas where it has expertise and can produce good results, investing focused effort to develop better and appropriate technologies. The organisation has generated a variety of success stories by developing and assessing customized technologies, having achieved its short-term objectives. Over the course of implementation, the importance of empowering actors is emphasised, helping the organisation achieve better overall results in a more efficient, convenient, and sustainable manner. Based on KOPIA's revised philosophy, the team is now looking for other development cooperation agents who can contribute to scaling-up with funding, systems, and expertise. KOPIA is ready to share knowledge and know-how with more partners to reach its long-term goals: contributing to the UN SDGs.","RDA, the national agricultural research institution, has improved aid effectiveness through optimal division of labour in its specialized fields. It diagnoses needed areas and technological levels of partner countries, based on which tailored support is designed and provided. This mechanism enables the partner countries to bolster their capacities enough to sustain project outputs/outcomes themselves. For the last 12 years, KOPIA germinated the seeds of agricultural technology together with its partners’ local researchers and farmers.","a:20:{i:0;s:5:""24750"";i:1;s:5:""24756"";i:2;s:5:""24757"";i:3;s:5:""24758"";i:4;s:5:""24759"";i:5;s:5:""24760"";i:6;s:5:""24762"";i:7;s:5:""24763"";i:8;s:5:""24764"";i:9;s:5:""24765"";i:10;s:5:""24767"";i:11;s:5:""24768"";i:12;s:5:""24769"";i:13;s:5:""24770"";i:14;s:5:""24771"";i:15;s:5:""24772"";i:16;s:5:""24773"";i:17;s:5:""24774"";i:18;s:5:""24775"";i:19;s:5:""24776"";}","a:12:{i:0;s:5:""24648"";i:1;s:5:""24740"";i:2;s:5:""24742"";i:3;s:5:""24753"";i:4;s:5:""24706"";i:5;s:5:""24707"";i:6;s:5:""24708"";i:7;s:5:""24709"";i:8;s:5:""24746"";i:9;s:5:""24744"";i:10;s:5:""24779"";i:11;s:5:""24782"";}",https://youtu.be/SDxnjoZJ6t4,https://youtu.be/GRxc08W2peg,https://youtu.be/vSGj18y-hKI
24792,"X-Road Trust Federation for Cross-border Data Exchange",https://oecd-opsi.org/innovations/x-road-trust-federation-for-cross-border-data-exchange/,29/04/2021,"Nordic Institute for Interoperability Solutions (NIIS)",Estonia,central,"a:1:{i:0;s:11:""information"";}","X-Road Trust Federation for Cross-border Data Exchange",https://x-road.global/,2019,"The Governments of Estonia and Finland are exchanging data across borders in an X-Road Trust Federation. The countries had already developed and implemented their own national data exchange layers based on the X-Road technology. The two instances now communicate with each other in the first international interoperability ecosystem of its kind, facilitating the real-time availability of information on population and businesses in the face of increasing trans-border economic activity.","A significant level of interdependence characterises the Finnish and Estonian economies. This applies to workers commuting between the two countries and businesses operating in trade, service, and the secondary sector – both nationally and across borders. With ever-increasing global economic integration, neighbouring countries see their economic relations tighten, and public administrations need to exchange accurate data on population and businesses securely.
Estonia and Finland, respectively, had already developed and implemented their national data exchange layers to enable interoperability across government agencies of the same country. Both data exchange platforms – X-tee in Estonia and Suomi.fi Data Exchange Layer in Finland – are based on the same technology, X-Road. In this framework, all prerequisites were in place to give birth to the world's first X-Road Trust Federation.
X-Road is an open-source software solution that provides unified and secure data exchange between organisations. It is also a digital public good, verified by Digital Public Goods Alliance. The X-Road Trust Federation is an ecosystem for cross-border data exchange allowing for interoperability between two X-Road-based data exchange layers from different jurisdictions – be these regions, federal states, or countries.
By linking the two X-Road-based instances initially developed separately in Estonia and Finland, government agencies in the two countries are now exchanging relevant census and labour market data on population and businesses via the internet, across borders.
The high-level objectives of this novel interoperability framework are three-fold:
1) Enhancing capacity building on the matter of data exchange between the two countries. With already-existing political agreements on cross-border information access in place, X-Road offers an easy-to-deploy solution to support such exchange from a technical point of view.
2) Making information on Estonian and Finnish residents, workers, and businesses more readily available to relevant government counterparties to perform routine checks, provide operational permits, and maintain a high level of data accuracy across borders more seamlessly.
3) Allowing governments to keep pace with increasing economic and market interdependence between the two countries, with the outcome of smoothening public service provision to citizens, workers, and entrepreneurs.
The X-Road Trust Federation makes data on Estonian residents and businesses available to relevant, approved Finnish government agencies and vice-versa. This was achieved by capitalising on the previous national successes in interoperability across government agencies in the respective countries.
To start exchanging data on the platform, two government agencies must conclude a bilateral agreement setting the standards for the information exchange – data quality, responsibilities, and limitations. In a national X-Road environment, such formalised understanding is reached between two parties belonging to the same public administration or with the inclusion of private sector service providers. In the case of a cross-border X-Road Trust Federation, counterparties from two national X-Road instances configure their certificate verification standards and establish bilateral agreements to exchange information across borders seamlessly.
To this day, data is exchanged across borders between Estonia and Finland through 3 different channels and bilateral agreements: between national commercial registers (1), tax boards (2), and population registers (3).
Benefits are immediately identifiable in organisations’ reduced workload and request processing times. Public officials can access the data they need more seamlessly, shorten waiting times, increase information availability, and grant data accuracy. Thus, service provision becomes more hassle-free for the public administration involved. As a consequence, the recipient of such public services – be them citizens, workers, or businesses – enjoy a more efficiently operative public sector, have their data automatically available for the government entities they must interact with, and do not need to update personal or company-related information as these change in their home country.
The cooperation on cross-border interoperability between Estonia and Finland is deep-seated in memoranda and formal arrangements that dotted the past twenty years. Since 2019, the first data exchanges have been taking place on population management and core labour market information on workers and businesses. However, with the two national X-Road instances already fully developed and deployed in both countries, the potential for scalability of this cross-border X-Road Trust Federation is high. It already offers the necessary technical support for more international bilateral agreements to come to be.","a:6:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""303"";i:3;s:3:""617"";i:4;s:3:""211"";i:5;s:4:""4088"";}","The X-Road Trust Federation is, to the best of the authors' knowledge, the first project of its kind in the world. Although the exchange of data between agencies across borders is not a new development, this project's uniqueness consists of federating two interoperability ecosystems in their entirety. The data exchange previously enabled nationally in Estonia and Finland by the respective X-Road-based platforms becomes shared as more use cases of bilateral agreements realize on top of the federative capabilities of the underlying technology.
The technical basis for the Federation to take place are in-built in the X-Road technology. This allows for more use cases to spring up upon the initiative of two counterparties already part of their respective ecosystems, whether these are public or private organizations. And there is ample room for scalability to other domains or existing services in one ecosystem towards the other.","a:1:{i:0;s:20:""developing_proposals"";}","In Finland and Estonia, three government agencies are currently engaging in secure data exchange via the X-Road Trust Federation:
- The Estonian (EMTA) and the Finnish (VERO) tax boards.
- The Estonian Ministry of Justice with the Finnish Patent and Registration Office (PRH).
- The Population Register of Estonia and the Finnish Digital Agency (DVV).
The focus now lies on the identification of other potential use cases within the X-Road Trust Federation environment. So far, government agencies have been the subjects involved in cross-border data exchange. The goal is now to remove barriers to utilising the Federation in full also for private sector organizations, especially concerning granting access to data and setting the necessary security standards. While the platform (X-Road) might be technically ready, negotiations on formalizing bilateral agreements are currently the most cumbersome stage of the integration process.","The first agreement on cross-border data exchange was entered into by the Estonian Information System Authority (RIA) and the Finnish Digital Agency (DVV).
The Nordic Institute for Interoperability Solutions (NIIS) has been overseeing the development of the core technology of X-Road since 2017, thus enabling the Trust Federation.
Other stakeholders are the government agencies currently federated. They provide the first use cases for the X-Road Trust Federation, triggering further adoption.","Today, government authorities are the principal users of the X-Road Trust Federation – all six public sector agencies currently federated between Estonia and Finland. Organizations already included in the respective national ecosystems benefit from the federated data exchange setting too.
Moreover, citizens and companies indirectly benefit from X-Road, ensuring smooth information exchange in the background. They are end-users of the services more efficiently provided by the public sector.","The overarching result of the X-Road Trust Federation is the secure exchange of data happening now in real-time across borders, between Estonian and Finnish counterparties. This applies to all use cases currently active – population registers, commercial registers, and the tax boards.
Expect impact in the future spans beyond the use cases currently already at the production stage. They indeed set the stage for further expansion to other uses cases in the public sector of the two countries and the involvement of private organisations. A core value of the platform is the potential for scalability it offers. From a technical perspective, there are no limits to its extensive use for cross-border exchange in other domains within the Trust Federation.","One challenge has been related to the perceived and reaped cost/benefit ratio. In essence, the costs of setting up and starting the exchange of data across borders have been mainly sustained by the organisations directly involved in the establishment of the bilateral link. However, the benefits of such projects are instead at the state level than at the implementing organisation in itself.
Another challenge can be ascribed to service consumers refraining from joining the X-Road Trust Federation due to a low number of services already in place and, in turn, service providers unwilling to join because of a lack of potential consumers. However, with core agencies and providers joining the Trust Federation, such as the population and business registers with their use cases, this can attract more consumers towards the platform – and scale up from thereon.
Lack of systematic change management towards facilitating cross-border use cases has also been an issue observed by NIIS.","As for most digital transformation projects, political support and will are crucial to succeed in creating an X-Road Trust Federation. In parallel with trust between the implementing countries and between organisations exchanging data, willingness to cooperate is critical to foster a change that is organisational and operational but only enabled by the right technology.
Institutional structures establishing high-level agreements and responsibilities are also vital, such as the Estonian Information System Authority and the Finnish Digital Agency in the present case. They can also contribute to providing the necessary legal framework to support cross-border data exchange.
Last but not least, an interoperable technical infrastructure based on X-Road is necessary to federate different ecosystems and compatibly create a Trust Federation.","Since the source code of X-Road was released as open-source under MIT license and is available free of charge, the potential for replication at relatively contained costs is high.
Interoperability platforms based on the X-Road technology have been deployed in other countries around the world – the count is up to 19 so far, including countries in Europe and Latin America. As they rely on the same technological basis, they all potentially make a case for cross-border data exchange between each other.
The goal is always to increase the efficiency of regions’ or countries’ public administration by opening up information systems and exchanging data across government institutions via the Internet to provide better services to citizens and businesses.
For example, an X-Road Trust Federation could be created in Latin America between countries where X-Road has been adopted or between federal states within the same nation (such as in Brazil).","Implementation costs are mainly sustained by the member organisations directly involved. The ratio should be more balanced, with returns and investments proceeding hand-in-hand, so that organisations involved would find more reasons to invest resources to make cross-border interoperability happen.
Systematic change management towards enabling cross-border data exchange should also be in place. The positive, direct effects of such a shift in approach would enable better and faster implementation of the bilateral agreements. Moreover, they would help avoid problems that might arise when scaling up the platform and ease adoption in other domains for new use cases.
X-Road is much easier to implement than many other existing technologies where secure interoperability is the goal. And the potential for scalability is vital, as the X-Road Trust Federation itself is a feature in the current X-Road version.",,,,,,
24814,"Innovative Guidance Helpline to Treat People with PTSD",https://oecd-opsi.org/innovations/innovative-guidance-helpline-for-ptsd-patients/,29/04/2021,"NATAL: Israel Trauma and Resiliency Center and Bright Star Community Outreach in Chicago",Israel,central,"a:1:{i:0;s:6:""health"";}","Innovative Guidance Helpline to Treat People with PTSD",https://www.brightstarcommunityoutreach.com/turnmodel,2014,"NATAL’s Helpline was developed 20 years ago to provide an accessible and destigmatized method for those traumatized by terror and war. The Helpline provides state-of-the art trauma-informed mental health care. Twelve years later, in partnership with Pastor Harris and his community, the model was adapted to help Chicagoans cope with trauma from urban violence. This international partnership trained 40 caregivers to help hundreds of callers annually, resulting in healthier outcomes and behaviours.","Israel is a world leader in trauma-informed care. In 2001, the internationally renowned Israeli non-profit, NATAL, started a Helpline using their experience to help callers cope with “transparent wounds” (i.e. depression, anxiety, agitation, dissociation, confusion, physical arousal, avoidance, guilt, oversensitivity, withdrawal, blunted affect, potential substance abuse, risky behaviours and even violence and suicide) caused by exposure to terror and war based on the following principles:
1. The three fundamental stages of healing: creating security, reliving the trauma story, and rebuilding the connection between the victims and their communities.
2. Well-trained volunteers and non-professionals can serve as a great tool for initial guidance by helping in the democratization of mental health knowledge and expanding the amount of 'first liners' in mental health emergency aid.
The Helpline has been offering a combination of phone interventions and therapeutic support. It provides easily accessible and non-stigmatizing services to traumatized individuals. The Helpline provides both crisis intervention and long term emotional support.
Innovative aspects of the Hotline include:
1. Being totally anonymous
2. Three modes of services provided: one time call, short term guidance, and long term guidance
3. The caregivers being heavily screened non-professionals who complete 90 hours of intensive training
4. Continuity of care is provided, including placement in treatment
In 2013, Pastor Harris of Bright Star Church in Chicago came to Israel and was able to see the NATAL Helpline in operation, sparking the formation of an incredible partnership. One year later, NATAL’s model was adapted and scaled to help Chicagoans cope with the trauma and Post Traumatic Stress Disorder (PTSD) experienced as a result of urban violence. NATAL provided training and support to equip local staff in Chicago’s inner city with the tools, knowledge, attitudes, skills, and expertise to provide a culturally appropriate version of the NATAL model.
This unique international collaboration helped establish The Urban Resilience Network (TURN) and created a cultural bridge that brought together different histories, lifestyles and values. TURN has destigmatized and legitimized mental health care in the inner city of Chicago, which is a community suffering from long and deep-seeded traditions of rejecting mental health services.
The social innovation resulting from the partnership has benefited both Israeli and Chicago callers as sharing experiences and lessons learned have provided a feedback loop that has enhanced service delivery on both sides of the ocean. NATAL completed thorough assessments in order to properly adapt the programming for TURN prior to having two cohorts of on-site training for local staff and 22 online sessions in 2021 due to the COVID-19 pandemic. These staff members have been able to serve as pillars of community resilience through the Helpline as the reduction in trauma reduces violent and retaliatory behaviours in the communities.
The next stage in this partnership is to bring the NATAL’s model to scale in other urban communities in the United States and globally by working with partners to identify and make modifications as required to keep the model culturally responsive and reflective of community values and resources.","a:5:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""613"";i:3;s:3:""617"";i:4;s:4:""4088"";}","In addition to the innovative aspects of the program mentioned above (anonymity; three different services, non-professional caregivers, continuity of care) the partnership in itself, as well as the strong focus on providing not just cutting edge trauma-informed care, but also culturally responsive services, are highly innovative elements. One of the most unique and innovative aspects of the Hotline is the important role of well trained non-professionals who are able to relate to those suffering from trauma, regardless of whether the source of that trauma is terror in the Middle East or urban violence in an American metropolis.
Furthermore, the Helpline is able to offer long term guidance despite being anonymous so that those suffering from mental distress who feel that admission would lead to being stigmatized can still receive the services they need. People can reach out for help and receive guidance that will hopefully lead to in-person clinical treatment.","a:1:{i:0;s:9:""diffusing"";}","This successful partnership has inspired the partners to see where else the Israeli expertise could be exported in a way that supports the realities of local American communities.
Due to the COVID-19 pandemic, training became very difficult, however, the team was able to train 12 new team members and to develop new online outreach methods to address people in quarantine and to adapt to a 'hybrid' educational and communal services. The partners have been working together to find additional ways that mental health training can ease racial and distress and of ways to scale the model to other communities throughout the US.","Pastor Harris and his community from Bright Star Community Outreach and NATAL are the primary partners for this project..
The Israeli Consulate in Chicago and Mt. Sinai Hospital in Chicago have played an important role in the project by providing support. Northwestern Medicine and UChicago each contributed funding for the TURN program.
Additionally, the United Way of Metropolitan Chicago and The Jewish United Fund of Metropolitan Chicago have been important partners.","The primary beneficiaries and users are the callers suffering from trauma.
Chicago is the third largest city in America and its government is an important beneficiary and stakeholder.
Based on socio-economic research conducted in Israel, NATAL’s models build resilience in individuals and communities and were shown to turn each dollar spent into $5.50. The program saves on budget spent on social support and medical treatment and increases tax revenues from greater employability of users.","The Hotline in Chicago receives over 1,000 calls per year and had a major increase due to the COVID-19 pandemic. In Israel there were over 13,750 calls in 2020. The program has enabled both organizations to develop unique services for PTSD, general stress, and the legitimization of mental health in underprivileged communities.
Since the Israeli Hotline has been started, there has been tremendous impact. There is growing interest and support internationally for the model and NATAL has been awarded the Award for Public Advocacy from the International Society for Traumatic Stress Studies (ISTSS).
Chicago’s implementation has led many organizations to contact Pastor Harris in order to understand how to implement the model in their communities.","Reproducing NATAL’s successful hotline required strong investment in cultural adaptation. While many of the needs were similar, some important details of the different traumas caused difficult changes and adaptations. Furthermore, the cultural differences between NATAL’s team and the Bright Star Church community demanded attention in addressing the sensitive issue of mental health in accordance with local practices, cultures, and beliefs.
Another challenge was the use of volunteers. In Israel highly trained volunteers being caregivers worked well, but in Chicago there was a need to compensate the caregivers to be part-time workers.
In developing the model there was the constant challenge of democratizing mental health since professionals felt uncomfortable outsourcing mental health support to advocates, ambassadors, and non-professionals in the community. Over time the model has been proven to promote resilience and educate others about self-care through programs like the Helpline.","With over a decade of experience and a strong infrastructure including different implementations, the Helpline was built on a strong base that had support from various professionals. NATAL’s evidence-based approach was able to garner traction and to operate successfully even when having to change methods in order to suit different cultural needs.
Furthermore, it is crucial to have inspirational and hardworking leadership like Pastor Harris and NATAL’s Judy Recanati. Without Pastor Harris’ continuous work and dedication to making his community better and without Judy Racanati’s vision and wealth of knowledge, there would have been no chance of success. Local leadership must be courageous enough to take on mental health and its stigma and there must be trust between the different organizations. This trust builds over time, but both sides need to come with open minds and hearts in order to trust each other.","NATAL has been able to run a similar program with the Wounded Warriors Project in the United States. While this program has faced different challenges, the replication has shown that NATAL’s training can help a wide variety of people suffering from trauma and PTSD.
The best way to replicate this program has been through a process of assessment, training, implementation and guidance. This process provides actionable insights into what can be done to make the program a success.","There have been many lessons learned, but the biggest ones have been to focus on cultural adaptations at the start, to trust local knowledge and to maintain and grow that trust, especially when dealing with organizations from two very different countries across. Also, understanding that it is possible and that very different organizations can work through difficulties.
One of the best ways to have success is by viewing the collaboration as a unique partnership instead of being a way of scaling. With these kinds of endeavours, the impact of having interdisciplinary and multicultural teams in both the contributing and recipient organizations that act with professional confidence and cultural modesty is immeasurable and is crucial for success.","NATAL also does incredible work with first responders in the United States. They have built a partnership with firefighters, paramedics, and other medical professionals in New Jersey. This program is focused on operational stress management and has led to the preparation of many trainers who are then able to help their peers.
NATAL has developed many practical tools to raise awareness, research, prevention, and treatment of PTSD and stress. The years of incredible work have led to the organisation becoming a member of Victim Support Europe and Child Helpline International and to being awarded the Award for Public Advocacy from the International Society for Traumatic Stress Studies (ISTSS).",,"a:1:{i:0;s:5:""24824"";}",,https://www.youtube.com/watch?v=YXJpo9pj1F8
,
24826,"London Electric Vehicle Charge Points Dashboard",https://oecd-opsi.org/innovations/london-electric-vehicle-charge-points-dashboard/,29/04/2021,"London Office of Technology and Innovation (LOTI)","United Kingdom",local,"a:3:{i:0;s:13:""environmental"";i:1;s:12:""public_admin"";i:2;s:9:""transport"";}","London Electric Vehicle Charge Points Dashboard",https://loti.london/projects/ev-charge-points/,2020,"Electric Vehicle (EV) charging infrastructure - a vital component of London’s smart and green agenda - is being delivered by a wide range of public and private bodies across London (up to 50).
As a result of the project, we developed a dashboard to join up the EV Charging infrastructure in London to enable a collective understanding of what is already in place, how it is being used, and to guide future installations.","London is an administratively complex city because it is made up of 33 boroughs, within which there is further break down by ward. This project formed part of LOTI’s efforts to support London boroughs to collaborate, using data to improve public services and outcomes for Londoners.
Boroughs are increasingly interested in the potential of smart city technologies to improve outcomes for residents. Electric vehicles (EVs) and the charge points that support them are one instance of these that can enable boroughs to deliver better, greener outcomes for their residents.
When the project began, it was recognised that London lacked a single view of where charge points were located and how they were used. In part, this is because that data was held separately by each of London’s 33 boroughs without a mechanism or process in place for safely and securely sharing it with each other. This made future planning of infrastructure difficult.
User needs analysis (https://docs.google.com/document/d/16Zszf2eWjSFUXFJM_CJKxkXsJ-d8MnCQ8igci8-XdtQ/edit) conducted by LOTI revealed that there were three primary sets of people who need timely and accurate EV charge point information:
1. Londoners, who need to know where the nearest EV charge point is located and whether it is available;
2. Transport and Highway planners, who need to know where additional EV points are most needed based on demand; and
3. Charge point operators, who need to plan for their future commercial strategies.
The EV charge point dashboard (https://docs.google.com/presentation/d/1wBWgPjApA6S6KS3zSfvKROfEPZNH7etuiYtirWgc_iU/edit#slide=id.ga0418dcb06_0_107) solves this problem by providing transport and highway planners in London with the complete view of the location and usage of all EV points, down to small geographical sub-areas within each London borough.
Using Power BI, the dashboard consists of data for approximately 3,500 EV charge points, of which 161 are rapid charge points and the rest are on-street residential points delivered by London’s Go Ultra Low City Scheme (GULCS).
Data is provided quarterly by charge point operators and at the moment remains in the dashboard for a period of 12 months. The project is now working to put in place more sustainable ways for retaining all data sets for all periods, so that boroughs can benchmark and identify trends over time.
This project adds value by:
1. Sharing data on one central platform (the London Datastore, which is becoming London’s central register of useful datasets) for the first time;
2. Applying our co-developed guidance (https://loti.london/resources/tender-wording-data-access-api/) for putting standard terms in place to ensure that private sector suppliers share data consistently with the dashboard via automated data feeds (APIs) and following a set data standard; and
3. Providing boroughs with the ability to easily view and access the dynamic data to inform their decision making about this critical infrastructure.","a:5:{i:0;s:3:""194"";i:1;s:3:""211"";i:2;s:3:""876"";i:3;s:3:""221"";i:4;s:3:""239"";}","This project is innovative for three reasons. Firstly, it is the first time this type of data has been shared via one central platform, namely the London Datastore, which is becoming London’s central register of useful datasets. Secondly, standard terms have been put in place to ensure private sector suppliers share data on the location and use of their EV charge points consistently via automated data feeds and following a set data standard. Lastly, boroughs can easily access and view the dynamic data to inform their decision making about this critical infrastructure.
The approach of this project - combining datasets from across the capital to provide a single view across the whole of London, creating data standards to influence private sector operators, and using data to inform strategic decisions - provide a test case for how London can handle other forms of smart city infrastructure.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","Having established the first dashboard, the project is now focusing on improving its usefulness by moving from having periodic to much more real-time data via the new API feeds. Additionally, a greater volume of historic data will be maintained on the platform to enable deeper analysis of trends over time. This will help ensure that planners can make decisions with the latest possible information and insights. The project is also exploring how other data sets including power capacity, traffic flows and demographics could be added to the dashboard to help predict and model future demand for EV charge points.
The project continues to meet with users of the dashboard across all London boroughs to understand more about their needs, promote its use and ensure that our work is conducted in the open so that it can benefit other cities and projects.","London Councils led work on London’s Go Ultra Low City Scheme (GULCS) and responsible for the installation of thousands of EV charge points. London Office of Technology and Innovation (LOTI) enabled and facilitated multi-organisational collaboration. Greater London Authority hosted the London Datastore and provided data analytics expertise. Charge point operators contributed to the development of common standards and the provision of data to feed into the London Datastore.","Primary beneficiaries are London public sector’s transport and highway planners, who need to have timely, complete and accurate data of where additional EV points are most needed based on demand. Having the ability to make more informed and strategic decisions will ensure EV charge points are located where Londoners most need them, which is vital to building consumer confidence, encouraging uptake and directly contributing to improvements in London’s air quality.","We expect to see five different types of results in the future. Firstly, EV charge point deployment in London will be more strategically planned for and coordinated. Secondly, local Infrastructure planning policies will be informed by accurate data. Thirdly, any resident who needs to access a charge point will be able to do so easily and within a short distance of their location. Fourthly, the data collected will be standardized, which would then enables benchmarking and inform national policies. Lastly, charge point operators will have the ability to work with more informed and active customers, helping them plan for their future commercial strategies.","1. Negotiating data sharing via central platform and data standards with charge point operators.
2. Getting buy-in from transport and highways planners for using the dashboard.
3. Promoting and ensuring the potential for large scale adoption.
4. Identifying and/or using adequate processes and criteria to measure success.","1. Boroughs’ shared objective to provide world-class green infrastructure for their residents and their recognition that this can only be achieved through collaboration. Boroughs recognised that it is only by working together and speaking with one voice that they are able to influence the supplier market to conform to the data standards necessary to build a coherent London-wide picture.
2. Technical infrastructure and data expertise provided by the London DataStore: having that single platform to which boroughs and suppliers can securely share and access data is a key enabler of this kind of project.
3. Leadership: LOTI has worked over the past two years to advocate for common data sharing standards across London, including the need for all suppliers to local government to provide access to data via API (https://loti.london/resources/tender-wording-data-access-api/).
4. Strong Relationships: building on existing relationships with charge point operators before proposing the solution.","LOTI sees a risk that, without a proactive effort to facilitate better coordination and collaborative working, London boroughs could procure and implement new smart city technologies in a siloed manner. The intention is for this project to provide a test case and template for how London can run future projects that concern smart city infrastructure.
The core approach and principles of this project include combining datasets from across the capital to provide a single view across the whole of London, creating data standards to influence private sector operators, and using data to inform strategic decisions. These are all points that we plan to replicate in future smart city projects.
What is more, LOTI works in the open. As a result, our approach, data standards, contract terms and methodology will all be shared publicly so that other cities in the UK and beyond can replicate the approach.","Co-designing and co-developing the tool with Transport and Highway planners working in local government, and commissioners, where possible, was crucial. We learned to start with basic functionality, test and then improve, which allowed for the time that it takes to gather feedback and get the relevant technical expertise to iterate the solution with users. Furthermore, developing a good working relationship with charge point operators was important, because they can support with uploading the data to the platform. Moreover, London’s administrative ecosystem is complex and it can be challenging to coordinate activities at pace, so it was important to ensure regular contact points with the users of the tool. Lastly, ensure that data access and standards clauses were incorporated into contracts was an important learning.",,"a:1:{i:0;s:5:""26785"";}",,,,
24851,"Innovacion Publica 360",https://oecd-opsi.org/innovations/innovacion-publica-360/,29/04/2021,"Asuntos del Sur",Argentina,local,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Innovacion Publica 360",https://innova360.asuntosdelsur.org/,2020,"Innovacion Publica (IP) 360 seeks to respond to the low levels of trust in government and to the unequal distribution of innovation in Latin America's public sector. The project has a holistic approach to reach local governments that are not part of the mainstream opengov networks. It delivers actions in 19 local governments to strengthen citizen participation, transparency and digitalization. The lessons learned are then scaled up through a regional learning community of public innovators.","IP 360 is an initiative of Asuntos del Sur that promotes collaborative work and technical support to 19 subnational governments, 2 legislative entities and two municipal associations in 4 Latin American countries.
The project promotes transformation and innovation actions in governments by channelling collective intelligence to achieve inclusive and democratic governance. This is done through specific actions to strengthen citizen participation, transparency and accountability, and frameworks for digitization and modernization of public management. These actions include training of innovation agents, designing and facilitating citizen laboratories, advising on public policy and govtech implementation. After implementing these actions, the project builds a network of collaboration and exchange between the innovation agents of each government involved.
The team started from a study that showed that less than 25% of the population in Latin America are satisfied with the functioning of democracy. Formal institutions for participation, such as congresses and parties, are trusted by less than 20% of society and more than 80% of citizens believe that they are governed by a minority that only looks after its own interests. Opacity in public management is one of the greatest challenges, as more than 65% of Latin Americans believe that corruption has increased compared to the previous year and 85% perceive that corruption is a major problem for their country.
IP 360 seeks to respond to this situation by bringing the tools and approaches of open government and public innovation to all kinds of governments and, ultimately, benefit citizens.
So far, the team has already trained more than 1300 public officials though 3 courses: Collective Innovation in times of emergency (oriented to pandemic responses), Public Innovation 360, and Participatory Processes for Public Policy. In addition, it has provided specific training workshops and support to 8 municipal governments and the Ministry of Housing and Urbanism of Bolivia.
The team is also working on specific innovations with several governments: in Rosario and La Paz, it is working on the development of legislative frameworks for the implementation of open contracting; in the development of the digital platform for citizen participation Bahía.Participa (Bahía Blanca); in policies for the prevention of digital violence and the promotion of digital economy ecosystems in Envigado; in the urban innovation laboratory in Bolivia; and in advising the Virtual Congress platform of the Congress of Chile. The project has also been part of the transparent transition of subnational governments together with UN Habitat and the Association of Municipalities in Bolivia.
The results and learnings are captured in quick guides that allow easy application and scalability of actions. The team has published 5 quick guides for COVID-19 crisis management, 6 manuals to innovate the public sector and a paper on the application of crowdlaw.
The actions allowed the team to start networking among the public officials it works with, and to boost interaction and joint learning. Last year, the team held the first post-COVID-19 solutions ideation lab and bilateral collaboration meetings between management teams to share projects. Based on this experience, the team is now working on a network of innovation agents and organising a face-to-face meeting for November 2021, in which it hopes to consolidate its network of public innovation agents.","a:8:{i:0;s:3:""876"";i:1;s:3:""257"";i:2;s:3:""260"";i:3;s:3:""317"";i:4;s:3:""621"";i:5;s:3:""616"";i:6;s:3:""335"";i:7;s:4:""4088"";}","Innovation and open government approaches were focused primarily at the national level, with little progress among subnational governments, leaving behind smaller cities that do not fit the conditions needed for these models (especially in countries with less development in digitalization, such as Bolivia). Despite this, most of today 's challenges - such as the pandemic, climate change, digital divide, and migration - are prevalent in all cities, many of which are not prepared and are not equipped with the best tools. That is why a holistic approach is needed, the team is assisting and providing tools to medium and small cities and building connections between them. The vision is to generate public innovation in less institutionalized and developed cities and local governments.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","The project's first year was during the COVID-19 pandemic. Nonetheless, the team has been able to generate useful guides to actions for governments during the crisis, provide training to public servants teams and consolidate significantly. At the same time, the team has been able to identify common interests and generate connections between governments. The project brought forward learning exchanges between La Paz, Bahía Blanca and Hurlingham on citizen volunteering, between Medellín and Tucumán regarding citizen security indicators, and between Bahía Blanca and the Electronic Government Agency of Bolivia on how to create an open data repository. The team is now working side to side with innovation agents to push forward several policies and build links to consolidate a expert network. The group's first face-to-face meeting will take place in November in Buenos Aires with over 50 public servants from 4 countries.","Government officials (direct beneficiaries)
Citizens (indirect beneficiaries)
Civil society organisations: part of IP 360's courses and actions, including innovation labs.
Companies: contribute and provide support on various initiatives such as the open contracts for innovation project.
International organizations: UN Habitat in Bolivia and EU in Argentina.
The team also actively participates in many international networks (e.g., the Federal OpenGov table and the OECD network)","IP 360 interacts actively with government teams and civil society organizations. In its innovation labs and training courses the team has created multi-sector dynamics in which different types of stakeholders and interests are represented. At the same time, it has been able to identify common interests and generate connections between governments. Exchanges between different governments have also been carried out to solve complex problems together.","The measurement of impact is still in progress due to the recent start of the project. Nevertheless, key outcomes include:
- The creation of local regulations for the municipal transition in Bolivia.
- Improvements to the participation platform Virtual Congress of Chile.
- The creation of a citizen laboratory in Rosario.
- The institutionalization of the LabBahía innovation lab.
- The creation of the Urban Innovation Laboratory in Bolivia, that will operate inside the Ministry of Housing and Urbanism.
Key results:
- 1300 public officials trained
- 8 laboratories generated
- 12 publications of research, manuals and guides
- 5 virtual spaces organized for learning transfer
- 8 webinars
Impact is evaluated through two main mechanisms:
1) a project's programmatic results monitoring matrix
2) a digital dashboard of 40 dichotomous public innovation measurement indicators measured for each government","The political challenges refer to the will and continuity of the processes. Latin American countries do not have the institutional stability to ensure that progress and transformations can be sustained over time.
The second challenge refers to the very unequal and heterogeneous situations of cities and local governments in Latin America. Most of the innovations and budgets are concentrated in big and global cities, while intermediate and small cities are left behind despite the many problems they also face. For these reasons, solutions are tailored to the necessities of each city and its context.
The third challenge is that managing the pandemic and the economic crisis has been difficult for many governments in the region. Most authorities are focusing their budgets to respond to the public health situation with a decreased focus on strengthening public institutions and investing in developing public servants' skills.","The project has several conditions for success:
- Effectively identify public servants that can become innovation agents and can accelerate transformations and implement new ideas.
- Secure political will that can facilitate the cooperation with governments.
- Secure financial resources to implement policies and invest in the required transformations: digitalization, creation of participatory spaces, open data and information, among others.
- Ensure stable internet connectivity for all meeting participants, regardless of their remoteness.
- Guarantee the active participation and involvement of civil society.","After this year, the aim is to scale the project and integrate more countries and local governments. At the end of 2021 and as a result of the first face-to-face meeting with public servants, the team will create a toolkit with some of its best practices. This will enable them to reach out to countries where open government and open data principles are not widespread (including Peru, Guatemala and El Salvador) and involve them in the project and network.","'- Given that the complex challenges faced by today's global society require collective solutions and innovations, a holistic approach is essential.
- Open Government is a standardized model that not necessarily fit all sizes. For this reason, it is crucial to include the many cities without the necessary resources or tools that are being left behind.
- Open government, public innovation, digitalization are not just technical solutions, they are also part of political and social structures - recognising this is important.
- In every government there are agents to accelerate innovation. Identifying, supporting, and working directly with them is key.
- All public servants need solutions. Transferring ideas and know-how to them through meetings with other public servants in other cities or countries that face similar problems and have already implemented solutions to them has the potential to profoundly change public services.",,,"a:1:{i:0;s:5:""24869"";}",,https://www.youtube.com/watch?v=gD_a8B014R4&t=193s,
24857,"City Deal approach to sustainable urban innovation",https://oecd-opsi.org/innovations/city-deal-approach-sustainable-urban-innovation/,29/04/2021,"Ministry of Interior and Kingdom Relations",Netherlands,central,"a:1:{i:0;s:12:""public_admin"";}","City Deal approach to sustainable urban innovation",http://agendastad.nl,2015,"Cities are confronted with complex problems which require collaboration across different levels and sectors of society. City Deals are issue-based partnerships for urban sustainable innovation between frontrunners in the public and private sector. Ministries, local and regional governments, and businesses working together to experiment and develop solutions for issues such as circular buildings, smart cities and shared electric mobility.","Dutch cities wanted to experiment with electric shared mobility in housing development. Developing the necessary solutions required collaboration across multiple cities, 3 different ministries (Interior, Infrastructure and Economics), grid operators, real estate developers, shared mobility providers and charging station providers. In a normal situation, each stakeholder would have addressed part of the problem from its own silo. For any individual city, the task of bringing these diverse parties together in a single partnership can be daunting, especially when dealing with complex environmental transition themes.
The proposed approach creates collaboration between different departments of cities, municipalities and government where they would not otherwise. The end result shows that through such collaboration, the sum is more than its parts. In case of the City Deal Electric Shared Mobility, the Ministry of Infrastructure is supported by shared mobility as a shift toward a multi-modal mobility system, the Ministry of Interior can build more and more liveable housing because 1 shared car replaces 5-18 private cars, the Ministry of Economics is supported by electrification of the car-park, and by using electric cars as batteries to support the energy transition, and businesses are supported because cities provide the regulatory space to experiment with new technologies. Finally, all benefit from the City Deal as a platform where different societal actors meet, interact and learn together.
Since 2015, Agenda Stad works as a broker to bring together these parties in issue-focused partnerships. Through on-going dialogue with cities and ministries, topics for potential Deals are raised. The Key here is that the focus of the partnership is not on financing but rather on the content of the issue at hand. This increases innovative strength and the overall desire to collaborate.
The City Deal Electric Shared Mobility in Urban Development project developed as follows: After a process of partnership building and negotiation, all parties signed an agreement where each commited to its own contributions and learning objectives. The Deal then provided a platform for collaboration and exchange between the partners as equals. By involving design thinkers and community builders from the onset, the project employed creative approaches, for example, by creating a City Deal Community of Practice (CoP). The CoP provides a space to learn and explore around diverse questions that cut across Deals from the dealmakers, project leads and partners: How can we use imagination to develop a common vision? How can we deal with resistance among partners?
Since 2015, the method has been further developed and improved through 25 City Deals, with many more to come. The development of the instrument itself was very much a process of learning by doing. It has proven itself as a successful instrument for public policy innovation and is gaining attention to be implemented as an instrument for public innovation across the national government.
The City Deal approach early-on inspired the Amsterdam Pact which underlies the European Urban Agenda. A close interaction with the European Partnerships, as well as URBACT networks is therefore obvious.","a:4:{i:0;s:3:""190"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:4:""4088"";}","What is unique is how civil servants of the Ministry of Interior, from Agenda Stad, took upon themselves the role of brokers and dealmakers. This required a new way of working in addition to the territorial and generalist approach. Instead, the City Deals are issue-focused with societal partners working side-by-side to drive innovation, growth and transition. In addition, the broad issue-focused approach means an integral way of working. The sum is more than its parts. Finally, the City Deals have been a space for experimentation themselves. Using design thinking, transition thinking and creative methods to inform the tools and processes.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Next steps include:
- Continuing the implementation of the City Deal approach by building new partnerships, with a focus on expanding from cities to regions.
- Further refining the approach in the 12 on-going partnerships.
- Capturing and formalising tacit knowledge of the practice of City Deals.
- Diffusing the practice of City Deals across other areas and departments of the government.","Citizens are engaged differently in different deals, particularly those which experiment with citizen-led initiatives and civic participation.
Government officials, Civil Society organizations and companies bring expertise, capital, social and technological innovations, and network to the partnerships.
The wide range of partners involved in each Deal with diverse, self-defined, contributions is a defining feature of the innovation.","Overall, companies and civil society organizations gained access to urban policy innovation. It also provided frontrunners with the space to test and develop their solutions. Government officials gained more real-time insights into state-of-the-art developments and the space to test how these can be integrated into existing policy making. Furthermore, each stakeholder was enabled to work integrally on questions and transcend disciplinary, budgetary or institutional hierarchies and barriers.","The increasing attention and growing demand for this instrument underlines its success. Recently, Utrecht announced it will scale up electric shared mobility and become the first region in the world to implement vehicle-2-grid charging. Over the past 3 years, this City Deal Electric Shared Mobility has proven to be a valuable platform for experimentation where such innovations have been given space to develop.
Impact has also been captured in two recent publications (Dutch only):
Urban Futures Studio/UU (2019) Experimenteel Bestuur: https://www.uu.nl/sites/default/files/experimenteel_bestuur-urban_futures_studio-nl-web.pdf
NSOB/PBL (2020) Leren institutionaliseren: https://www.pbl.nl/publicaties/leren-institutionaliseren
25 Deals were signed with each its own monitoring in place.","A big challenge lies with ensuring the development from successful experimentation to large-scale implementation. To address this, we are working closely with officials to further embed the City Deal approach within the other activities of the government.
Another challenge that lies ahead is to further develop and institutionalise this approach. This includes finding learning strategies, understanding how can lessons be diffused across the organization, and how learning can be made an integral part of the process.","Above all, the success lies in having the right people engaged and motivated at the right time.","The City Deal approach has been replicated 25 times now, with many more to come.","Involving different and diverse stakeholders early is key to the success of the City Deal.
Focusing on the issue rather than on financing has been a key factor in ensuring enduring ownership among partners.",,,,,,
24933,"Challenges Platform",https://oecd-opsi.org/innovations/challenges-platform/,29/04/2021,"National School of Public Administration (Enap)",Brazil,central,"a:1:{i:0;s:7:""science"";}","Challenges Platform",https://www.gov.br/desafios,2019,"Brazilian Challenges Platform (PLataforma Desafios) is an initiative of the Government Innovation Division, GNova, of the National School of Public Administration (Enap), which offers help to public managers to innovate together with society, taking advantage of collective intelligence to reduce the insecurities of the innovation process and increase the chances of success. The Challenges Platform recognises, rewards and disseminates innovative solutions, through a process similar to crowdsourcing. The platform invites society to participate in building solutions to public problems and is an opportunity to build a cross sector collaboration to design better solutions and deliver public value.","The speed of changes is not slowing down, on the contrary, it keeps increasing. At the same time, traditional public procurement does not offer easy and fast means for incorporation of solutions built by startups or other technological businesses and institutes. It will only get more difficult for governments to keep up if we don't build arenas in which we can overcome, or bypass, the barriers posed by bureaucracy.
Creating environments that make possible cross-sector collaboration, with the aim of increasing the permeability of governments to the knowledge and technologies produced by society - whether by the market, academia or independent inventors. This is the reason why we created gov.br/desafios.
Desafios is an initiative of the Government Innovation Division - GNova, of the National School of Public Administration (Enap), which offers help to public managers to innovate together with society, taking advantage of collective intelligence to reduce the insecurities of the innovation process and increase the chances of success.
The Challenges Platform was launched in November 2019 and during the year 2020 it has recognized, rewarded and disseminated innovative solutions, through a process similar to crowdsourcing, in, among others, the following themes:
- How to make the administrative transport of civil servants more economical and effective?;
- Selection by competence for public positions;
- Data processing and artificial intelligence in judiciary decisions
- Detection of risks to mental health of public servants at work
- Monitoring and management of coping strategies during the COVID-19;
- Efficiency of the health system to face the pandemic;
- Mitigation of the socio-economic consequences of Covid-19;
Our first step for open innovation was to identify initial problems. Then, we started the process of understanding and reframing the problem in three steps: understanding the problem, going to the field and redefining the challenge. With the problem reframed, we identified the target audience of the challenge and designed the competition defining, among other things, what we hope to receive from the participants. We then launched the challenge.
We mobilize the innovation ecosystems that we identified when defining the target audience and await the receipt of proposals from participants. From there, proposals are evaluated, the winners are chosen and prizes are awarded.
In the current phase of the platform, Enap's vision for this project is to create an environment in which government agencies themselves engage in the open innovation agenda and promote their own challenges independently. Our goal is to promote an environment that stimulates cross sector innovation.","a:3:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""190"";}","For Enap, the launch of the Platform represented an advancement on a new frontier in the innovation agenda. This frontier brought us closer to users, the private sector and academia, promoted the breaking of information asymmetry and fostered the exchange of ideas and technology between sectors to seek the best solutions to public problems.
The platform supports government agencies that want to innovate in 3 dimensions:
- Understanding and reframing the problem
- In the construction of a public solver's journey and in the legal modeling of the competition
- In the communication and activation of proponent communities.
","a:1:{i:0;s:16:""generating_ideas"";}","After just over a year of the project we managed to generate an impact and put Enap as a promoter of open innovation challenges. Despite this, in the current phase of the platform, the quest is to gain scale on the platform itself by building more standardized journeys, and by making content available that allows autonomy to those that wish to hold their competitions autonomously or with minimal participation from Enap.
The vision is for Enap to focus on articulating and promoting the competencies necessary to generate an environment favorable to open innovation.","Collaborations, partners, and beneficiaries are intertwined in this project that seeks to articulate the interests of society, companies and governments at different federal levels to generate public value. It all starts with a government demand, which can be a big problem that involves the whole country, or a local problem. The market for startups and govtechs is particularly encouraged to participate in the process that can be a showcase and a business opportunity.","Open innovation in the public sector therefore allows for the creation of collaborative networks with other public and private organizations and to strengthen this innovation ecosystem. It diversifies ideas and generates knowledge, brings public administration closer to citizens and users in order to co-create solutions to problems that involve the community, builds technological capabilities and promotes new business.","From its launch until the end of 2020 there were more than 2 thousand participants all over the country, who sent 704 proposals, of which 31 initiatives were awarded. 2.4 million reais were mobilized in prizes. Companies, startups, individuals and groups participated in the process.
The platform recognizes in the community the best proposals for solutions to a problem. But, the main impact generated by the platform was the desire for a change in the environment and the culture of innovation and public procurement in Brazil.","For the good development of initiatives aimed at innovation with the participation of society, it is necessary that the Public Administration establishes strategies to stimulate the actors and markets that involve activities and services participating in the ecosystem that is to be reached. Always in accordance with the demands of society. However, there is no single and exclusive way to foster innovation and for the public sector to incorporate it into its activities. On the contrary, there are numerous viable alternatives in view of the different innovation systems and the existing legal-institutional framework.
In view of this scenario, one of the main challenges is the legal design of the innovation process, which allows innovation, while considering uncertainties and brings confidence to the process, both from the governmental bodies that deem the competition, as well as those who will submit proposals.","As the Platform is a crowdsourcing of solutions to public problems, the necessary condition for the success of the initiative is network management. Without being able to move the networks with the actors, startups, govtechs and other stakeholders, it will be difficult for good proposals to be presented and the expected impact will not be achieved.
For an interaction to occur in these networks, it is important that the actors are mapped and that the demanding public agency's leadership is engaged in the process. This is because in general the requesting public body is the one with the authority and credibility to launch the challenge to society.","It is an initiative that can be replicated by different institutions freely, including with other approaches and methodologies. Although, in the current phase of the platform, Enap's vision for this project is to create an environment in which government agencies themselves engage in the open innovation agenda and promote their own challenges independently.","The platform recognizes in the community the best proposals for solutions to a problem, but to get there, we need to overcome some problems, such as the legal uncertainty of the public agent in making decisions regarding the use of crowdsourcing as an innovation tool.
Other problems that need to be taken into account and overcome are with regard to intellectual property, reframing the problems that will be launched and the engagement of networks.",,,,https://www.youtube.com/watch?v=Ez4GkXtLT24,https://www.youtube.com/watch?v=kIKIZ5kGK0g&t=3s,
25113,"Rapid, optical and global detection tool against counterfeits in every pocket",https://oecd-opsi.org/innovations/rapid-optical-and-global-detection-tool-against-counterfeits-in-every-pocket/,17/05/2021,LZG,Germany,regional,"a:1:{i:0;s:6:""health"";}","Rapid, optical and global detection tool against counterfeits in every pocket",https://truemedinc.com,2019,"TrueMed will change the brand protection market with modern AI based software approach for detecting originals and counterfeits around the world. TrueMed’s innovation is the next generation method for rapidly detecting goods, at any point of distribution, by customs or even consumers. It can be used by brand owners and authorities in global and cross-border collaborations. It is 100% non-additive, hence very cost-effective, agile, and capable of being adopted to different use cases.","The entire counterfeit market in 2020 was approximately €1700 billion and growing at a CAGR rate of 18%. According to statistics from the WHO, counterfeit medicines cause the death of up to one million people every year.
The pharmaceutical industry, regulators, public health and customs have checkpoints where the validity of products is assessed. Due to the complexity of the supply chain, counterfeits still find a way into distribution even in the most developed countries. Consumers, re-sellers and hospitals have no instant and global means of checking if goods are authentic or not.
TrueMed® is the world’s first counterfeit detection service in every pocket that can instantly identify and track counterfeit packages and pills, powders and vials. It is the first solution that can be used throughout the value chain from raw material suppliers to consumers and hospitals. With the patent-pending deep-tech of TrueMed®, users scan the target, e.g. a package by using the TrueMed® mobile app. Image processing combines proprietary AI and Computer Vision techniques. In only a few seconds, the user will know if the scanned target is a counterfeit or not.
The main advantages of TrueMed® are:
- Not having to add anything to the medicines, packages or supply chain which results in multimillion savings per brand.
- Works instantly with new as well as with established products and packages already distributed. Virtually every market is accessible.
- Offers unique comparison, forensics, analytics and reporting tools to provide totally new data for law enforcement purposes.
- Wide coverage: Latest AI technology made available and scalable in every smartphone globally.","a:9:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""221"";i:6;s:3:""623"";i:7;s:3:""283"";i:8;s:3:""143"";}","Currently, industry tries to protect itself with solutions that are added to a package or product – QR codes, holograms, NFC tags, invisible inks, serialisation. This increases unit prices and adds complexity to manufacturing and supply chains.
With TrueMed platform, current problems are converted to benefits for brand owners and government officials:
- The 1st non-additive solution in the world: manufacturers do not need to change packaging or manufacturing processes.
- Covers the whole supply chain and all use cases.
- Works everywhere, instantly, even with legacy products
- Collects data globally to be further analysed by public safety and pharmaceutical industry. Detected counterfeits are versioned and grouped. Offers advanced comparison tools, analytics, reports, and alerts.
- Self-learning platform: Data can be used to re-educate AI and compare results globally, and thus track potential counterfeit routes and sources.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The pilot project now to be executed intends to describe how modern technologies can help with existing processes to detect and compare products at laboratory level and how automated detection can help with the workflow process by saving time and increasing effectiveness. In the same pilot it is assessed how liberalizing the counterfeits detected can further speed up the comparison work with modern tools and how grouping and versioning of the counterfeits can enhance the current workflows. And lastly, it is tested how additional data could provide value in wide roll-out and how additional data could quickly be taken in use cross-border as a novel form of evidence.","TrueMed has involved many parties within development area, top10 pharmaceutical brands, major brand owners from other industries as well to understand the problem statements and deliverables. On top of this TrueMed has been working with some European government officials to understand the government processes, problems and ways to solve them with modern approach with totally new type of data delivered. TrueMed has also been very active e.g. with DHS, WHO, Europol and INTERPOL, in global context.","With TrueMed solution companies, governments and ultimately citizens will have win-win-win scenarios. In addition, brand owners are provided with digitalized protection mechanism which provides valuable data. Governments can use platform for detecting counterfeit goods at domestic internal level, but also can also share data cross border. TrueMed assists in detecting routes and sources of the falsified, illicit and counterfeit products. Service ultimately protects consumers' safety and health.","TrueMed has been tested with several pilots and detection accuracy is an impressive 99,97%. As a platform, TrueMed has been tested to penetrate a significant number of users addressing the platform at the same time with the capability of serving up to 10M users per month. Expansion capabilities have been created to add capacity from the cloud, hence capacity problems have virtually vanished.","One problem for the TrueMed has been different lighting condition(s). TrueMed has used a lot of effort to solve this challenge and has implemented various technical capabilities to assist with this challenge, still in a way that a mobile device can be used in the field. It is also observed that solution works exceptionally well between 20 to 2000LUX lighting which is enough to cover 99% of the required use cases.
TrueMed is constantly working with its market visibility which has been a challenge in the current pandemic environment where all travel is banned. TrueMed sees this program might be helpful in adding visibility for such next generation tools across the world.
TrueMed has recently been fixing detection speed and detection accuracy in different external conditions. The platform has also built up an excellent relationship with AWS to help with latest security technologies and follows a process that immediately tackles challenges.","Ultimately success is expected if governments and brand owners digitize processes, which are currently carried out manually. This results in successful cross border collaboration between government organisations. When a counterfeit product is detected in one country, the information can be instantly provided to other countries. These countries are then in a state of preparedness for the eventuality of the counterfeit crossing their border.","TrueMed is currently the only company in the world addressing the problem in this manner by using AI and computer vision and machine-learning technologies, hence raising a lot of interest in the markets. Entry barriers for the business have been rather high from a technical standpoint as TrueMed has been solving this technical question for the past 3 years and can now proudly deliver a world class platform with detection tools for the market. Another major barrier is market viscosity, namely that is it takes rather a long time for brand owners and governments to adjust the modern methods of working with counterfeits. During the current pandemic environment it is seen that other rivals might not enter to the market at this point due to this high barrier of the market entry.","We have learned that counterfeit problems are far greater than currently seen by general public, and are growing at a fast rate. Criminals are far faster than brand owners or governments who try to protect their goods and citizens from counterfeits. The problem is not confined to medicines, but is also found in goods as diverse as cosmetics, car parts, or electronics, in fact everywhere. And this is where TrueMed comes in. Just as TrueMed provides next generation tools, counterfeiters are getting more and more innovative with their product push to the market. Constant development will be needed to stay ahead to help governments and brand owners to stop counterfeits effectively. In addition, one major learning aspect is that we need all parties to become involved in stopping counterfeits, no-one will be successful by fighting alone. TrueMed provides ready-made tools to share the data with cross-border collaborations and with brand owners. This maximizes the knowledge and impact.","TrueMed has several patents pending and trademark in its core markets.","a:1:{i:0;s:5:""26954"";}",,,https://vimeo.com/465707756,https://vimeo.com/543509882/cf87a1682d
25134,"Global Innovation Collaborative",https://oecd-opsi.org/innovations/global-innovation-collaborative/,18/05/2021,Nitrous,"United Kingdom",local,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Global Innovation Collaborative",http://www.citiesinnovation.global,2021,"Berlin, London, New York and Paris have come together to share emerging innovation and test new approaches to support economic recovery. Through a digital collaboration platform, the initiative is supporting the launch of an open innovation competition to invite passionate people with great ideas to deploy solutions in local test-beds in each city. Innovators will co-develop pioneering solutions to shared COVID-19 challenges, alongside datasets and innovation assets from industry.","In a time of global economic depression, cities didn't have a way to showcase their own local test-beds to innovators nor to trial new solutions: this initiative looks to bring the two together. Cities also wanted to understand what their shared challenges were and to have access to better data sets analyses. The innovation itself was co-created, leveraging an open framework by Nitrous (an urban impact business and one of the project leads), including design thinking and UX sessions with potential users. The innovation was therefore developed to cater specifically for citycity collaboration and open innovation user journeys.
The Global Cities Innovation Collaborative is built on a digital innovation platform, co-created by multiple cities to collaboratively design and host their shared challenges for recovery. The platform leverages open data sets from multiple cities to inform challenge analysis and create automated benchmarking to see where shared challenges exist. The platform then allows these challenges to be hosted and for innovators to apply. Once innovators have applied, the platform helps with detailed, unbiased application review and jury, as well as innovator matchmaking. Its overall mission is to leverage collective innovation to speed economic recovery from COVID-19.
For the co-creation phase, the platform allows:
• The secure upload of datasets and other software assets for cross-partner sharing.
• Dynamic collaboration rooms allow innovators to brainstorm, host events and work on their co-creation projects from international locations.
• Tracking and insights so citizens and stakeholders can follow the progress of projects, as well as ask questions to project teams
The team will look to grow the initiative over the coming years by on-boarding new cities and increasing the data analysis of shared challenges and collaborative functionalities. It will also make the software available for other cities and public sector bodies to use in their own open innovation approaches.","a:4:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""211"";i:3;s:4:""4088"";}","Challenge-based co-creation has often been done in silos between cities, following mostly an unstructured approach. Leveraging a shared platform will help to scale real impact collaboration between cities across their shared challenges and test-beds.","a:1:{i:0;s:14:""implementation"";}","As of this date of publication in 2021, the project is in the final selection stage of its first challenge focusing on supporting the recovery of the creative sectors in Berlin, London, New York, and Paris. Winners will be announced and showcased in December 2021 and projects will be scaled throughout 2022.","'- 2 user focus groups with citizens, innovators and industry partnerships across UX and design thinking sessions
- Support at director and mayoral level from participating cities (London, New York, Berlin and Paris)
- Nitrous, Microsoft, Bloomberg - lead partners and project facilitator","Key stakeholders and beneficiaries include: City economic development and innovation officers, local innovators and end user citizens.","Key expected results:
- 5 new co-creation solutions developed by innovators from each city on shared challenges
- Seed stage fundraising secured from local investors into at least 3 of the 5 co-created propositions","The biggest challenge is balancing the political factors of working with several cities on a shared initiative.","Leadership and guidance will be paramount to the success of scaling the initiative, as well as the right test-beds provided by the partners to ensure high quality innovators are sufficiently attracted to engaging.","The project is expanding the solution already to 6 African cities, 3 further cities on east coast of the United States and a roll-out across 50 cities in a developed country. Particular opportunities are being observed in the MENA and SEA regions.","Inter-city innovation collaboration
Open innovation
Finding mutually beneficial outcomes through data
Citizen centric design thinking
Co-creation for public sector impact
Innovative procurement",,,,,,
25157,"Simplifying the Identification of School Infrastructure Vulnerability at Scale",https://oecd-opsi.org/innovations/simplifying-the-identification-of-school-infrastructure-vulnerability-at-scale/,21/05/2021,"California Polytechnic State University, San Luis Obispo","United States",regional,"a:1:{i:0;s:9:""education"";}","Simplifying the Identification of School Infrastructure Vulnerability at Scale",https://dxhub.calpoly.edu/challenges/identification-of-school-vulnerability-at-scale/,2021,"Using AI algorithms and photographic images from school buildings in Nepal and Kyrgyzstan, two international public universities collaborated with a team from the World Bank to develop a technical solution to the long-standing problem of identifying the most vulnerable school building infrastructures in hard-to-reach areas of developing countries. With this solution, an estimated 875 million children and teachers at risk of being injured can be better protected from natural disaster harms.","The California Polytechnic State University, San Luis Obispo (Cal Poly DxHub) and Munich University of Applied Sciences (MUAS DTLab), both supported by Amazon Web Services (AWS), collaborated with the World Bank’s Global Program for Safer Schools (GPSS) to design a process that could save time and money in determining the structural type of school buildings to assess their vulnerability. Worldwide, natural disasters like earthquakes and cyclones put more than 1,000,000 school buildings in low- and middle-income countries at risk of collapsing, and an estimated 875 million children and educators at risk of being injured. Yet gathering the necessary baseline information to prioritize risk mitigation investments is a time-consuming, expensive task that requires experts to travel and inspect school infrastructure in remote areas.
One of the biggest challenges in identifying at-risk building structures is the lack of high-quality data about school building inventory, and the absence of efficient mechanisms to update and manage this information. The data collection process to assess school infrastructure is commonly done through field inspections conducted by engineers, which are usually costly and time-consuming. Therefore, innovative and more efficient approaches to collect baseline data are essential to strengthen the capacity of developing countries to scale up safer school activities
GPSS seeks to improve the safety of schools by strategically prioritizing investments based on factors such as building vulnerability and the region’s earthquake hazard level to which they are exposed. However, there’s a lack of high-quality data about building structural characteristics and no efficient way to analyse and manage this data once it’s collected. The process of labelling, managing, and assessing the photographic data is also time-consuming, expensive, and hard to do across tens of thousands of schools.
The California Polytechnic State University’s DxHub and Munich University of Applied Science’s DTLab work directly with governments and other public sector organizations, designing free, open-source solutions. Their goal is to utilize the deep subject matter expertise of the public sector, the technical and innovative expertise of a cloud technology company, and the diverse disciplinary knowledge existing across universities to bring innovative solutions to challenging public sector problems. Mirroring the real-world, these solutions typically require the involvement of experts with different subject matter expertise and perspectives.
In collaboration, these public sector organizations designed and demonstrated a mobile application that guides school administrators and other community members through photographic data collection. The photos are uploaded to the cloud where an algorithm determines the building category, height range and main structural system. The results are remotely reviewed by a trained engineer for accuracy. From there, the data are aggregated and provided to planners and decision-makers to prioritize risk mitigation investments quickly.
The goal of this data collection effort is to establish a set of standardized photos that are compatible with AI algorithm inputs. The teams worked together to demonstrate the use of AI and ML methods towards a more effective way of assessing school buildings in areas difficult to access by the World Bank evaluators.
While the teams worked on these solutions in their courses, the Cal Poly DxHub supported the collaboration with cloud technology credits and resources, as well as technical and project management support. In addition, the DxHub, in collaboration with the faculty member teaching these courses, developed an international student exchange opportunity with MUAS, a partner university in Europe. The purpose of the exchange was to provide students with the additional opportunity to collaborate internationally and consider how varying international contexts and perspectives could improve the development of this international solution. U.S.-based students were to travel to Europe and work with a group of international peers to further develop the initial implementations by the HCI and AI/ML teams towards a deployable solution within a Software Development class. Unfortunately, days before a delegation of four students and one advisor was to leave for a trip to Europe to facilitate the handover of the project, COVID-19 restrictions led to a cancellation of the trip. Fortunately, this collaboration remains intact, and this next step in the work will be resumed once travel restrictions are fully lifted.","a:7:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""303"";i:5;s:3:""373"";i:6;s:4:""4088"";}","Prior to this innovative response, engineers were deployed into remote areas to assess school building infrastructure. Even before the travel restrictions imposed by the global COVID-19 pandemic, this led to gaps in response time and put children and their educators at great and prolonged risk. This project empowers communities by providing them with the tools to share their own school building imagery, so that they may receive the financial and structural resources needed to ensure school buildings are safe for children and educators.
This project is innovative both technologically and socially/ethically as it relies on advanced technologies to simplify the identification of structural abnormalities that put children and educators at risk, while empowering the people served through technological training and community agency.","a:1:{i:0;s:14:""implementation"";}","Since the development of this initial prototype, Cal Poly faculty and students have continued to further develop the machine-learning models by adding structural taxonomy classifications to the models, which will improve the resolution of the assessment, and by focusing upon improving the accuracy of the models overall. Furthermore, the GPSS team will advance the students’ work to create a data management, annotation, and analytics tool that will leverage machine learning. The solution will ingest data collected from the field and apply classification models for validation by a trained engineer. The engineer will act as a ‘human in the loop’ by further training the machine learning models to improve the algorithms and classifications incrementally. By enabling data analysis on a large scale, rapid and cost-effective assessments can be made. This solution supports a data-driven prioritization of investment and will improve student, teacher and staff safety.","While this solution was first deployed in the contexts of Nepal and Kyrgyz Republic, the goal is to scale globally. The Cal Poly DxHub, MUAS DTLab and World Bank will continue to improve this solution through additional cross-governmental and institutional collaborations, and external and internal funding mechanisms. An added benefit of this work is the international workforce development opportunities for students, but also the governments and public sector organizations.","Intermediary users:
• School infrastructure managers
• Local structural/earthquake engineers
End users are governments/agencies such as:
• Ministry of Education
• Ministry of Emergency Situations
• State Agency for Architecture, Construction, and Communal Services
• Ministry of Construction","The tool described here requires two steps: first, collecting sets of key photos of school buildings, and second, implementing the AI solution to process the collected information and develop the classification. It is envisioned that community members without an engineering background are involved in the data collection phase by taking key photos of the school buildings. Subsequently, the data would be processed by the AI with supervision of local trained technical teams to identify the structural typologies and assess their vulnerabilities. Utilizing this framework could enable governments to characterize large sets of data in a more efficient and sustainable way, as a baseline to make informed decisions on infrastructure investments by maximizing available resources where they are most needed. The next step is to assess the effectiveness of these tools and processes. Due to COVID-19 related restrictions, this was delayed, though student outcome data were gathered.","The development of such AI empowered solutions is a multidimensional problem that requires expertise in the computer/data science field, knowledge of the architectural engineering domain, large volumes of relevant existing data, and experience on the ground with local school communities. The goal of our collaborative partnership was to set up a process for the development of components that can be incorporated across governmental contexts, while utilizing a mobile app for the collection of additional images through a “community science” effort. These components were to be handed over to a Software Development class at the partner university to take them from a proof-of-concept stage to a usable system. Due to the COVID-19 situation, this handover had to be postponed. In the meantime, another team in an AI class refined and expanded the computational model, and we are planning a similar collaboration between the two educational partner institutions for the 2021-22 school year.","• A reliable algorithm that automatically classifies structural typologies in line with GLOSI based on field collected photos
• A platform to allow easy retraining and updating of the classification algorithm when more information is available (e.g., photos of different school building types collected in other countries)
• A sustainable and efficient cloud data management system to hold the baseline database.","This solutions was first constructed in the context of Nepal, and then replicated in Kyrgyz Republic. The goal is to scale this solution globally.","Students face unfamiliar situations and obstacles such as signing non-disclosure agreements to get access to resources. Coordination of teams from different time zones and continents requires meetings at inconvenient times, and consideration of constraints related to COVID-19. It is also becoming clear that a continuation of this effort with teams of students that change every term is getting more and more difficult as the complexity of the existing software base and data repository increases. We are exploring funding opportunities to establish a core team of student developers that can maintain consistency over longer periods of time. But the fact that this activity is still ongoing indicates that the individuals and organizations involved consider it worthwhile: for all the people involved in the project it has been a great experience to be working on a meaningful, real-life project with the potential to make a difference at scale for people in need.","The work described here represents the initial stage of an ongoing collaboration between a large public university in the United States, a large international organization, and a partner university in Europe, all focused on developing an innovative tool to improve school safety globally. Both universities have established digital innovation centres in partnership with a cloud services provider. Their role is to act as an intermediary between university personnel and students, and external collaborators, with an emphasis on projects that offer benefits to the public. The goal of this particular project is to improve the structural safety of school buildings in developing countries, especially with regard to natural hazards such as earthquakes. The cross-national, multidisciplinary collaboration demonstrated that the approach is feasible, with promising results.",,,,,
25263,"Rehabilitation and Sustainable Management of Mangrove Forests through International & Cross-Sector Collaboration",https://oecd-opsi.org/innovations/mangroves-cross-border-sustainable-management/,21/05/2021,"Korea Forest Service ",Korea,central,"a:1:{i:0;s:13:""environmental"";}","Rehabilitation and Sustainable Management of Mangrove Forests through International & Cross-Sector Collaboration",,2021,"Viet Nam has suffered a drastic decrease in mangrove forests in recent decades driven by the growth of aquaculture. The governments of the Republic of Korea and Viet Nam have decided to resolve this issue through cross-sector collaboration between the forestry and fisheries sectors of both governments. Through this cooperation, the two governments will help local people restore and sustainably manage mangrove forests while also improving their livelihoods through eco-friendly aquaculture.","Mangroves provide multiple benefits to ecosystems and people. These include nursery habitats for important fish species and provision of food resources, as well as carbon storage and coastal protection. Despite these benefits, Vietnamese mangroves have seen a nearly 38% decrease in recent decades. Mangrove forests have been destroyed or degraded due to reasons such as conversion to aquaculture and coastal development. Although there has been progress made in mangrove management, there is still a strong need to restore and sustainably manage mangrove forests.
In this context, the two presidents of the Republic of Korea and Viet Nam have agreed to cooperate on restoring mangroves in Viet Nam during their Summit in 2019. As a follow-up to this agreement, the two governments have joined forces to address mangrove deforestation in a more sustainable and effective way. In particular, the two sides decided to develop Official Development Assistance (ODA) projects that address mangrove deforestation through cross-sector collaboration between the two governments. In these projects, the Korea Forest Service of Korea will share its experience and expertise in successful reforestation while the Ministry of Oceans and Fisheries (MOF) of Korea will transfer aquaculture technologies to Viet Nam. Both government agencies of Korea will cooperate with the forestry and fisheries sectors of the MARD and will work together to restore mangrove forests and promote eco-friendly aquaculture in Nam Dinh and Ninh Binh provinces of Viet Nam.
The forestry sector project is aimed at restoring and sustainably managing mangroves to protect coastlines and local residents from natural disasters such as storms. The fisheries sector project is intended to establish aquaculture infrastructure by providing nursery habitats for fish and shellfish and to develop mangrove mudflat aquaculture for livelihood improvement as well as to promote the sustainable management of fisheries resources.
More specifically, the two governments will restore and sustainably manage 330 ha of mangrove forests and will also engage in activities including joint research, capacity development and livelihood improvement. In addition, they will also collaborate to improve aquaculture production through the transfer of advanced aquaculture technology such as nursery rearing.
Through these joint efforts, local residents will gain multiple benefits. The mangrove reforestation and eco-friendly aquaculture are expected to protect local people from natural disasters and to help stabilize marine ecosystems as well as to increase local people's incomes. Equally important, restoration and sustainable management of mangroves will help increase carbon storage.
The Korean government is also exploring ways to scale up these projects including through REDD plus.","a:4:{i:0;s:3:""190"";i:1;s:3:""610"";i:2;s:3:""181"";i:3;s:4:""4088"";}","These ODA projects are unique in that they attempt to resolve environmental issues, in particular, mangrove deforestation through cross-sector partnerships between forestry and fisheries sectors. So far, the KFS (forestry sector) and the MOF (fisheries sector) have conducted their ODA projects independently. The Korea Forest Service has expertise in reforestation as illustrated in its successful reforestation after the Korean War. And the MOF has strengths in shellfish aquaculture. Through this cross-sector collaboration, these projects will resolve environmental issues and benefit local communities, as well as improve the effectiveness of ODA and strengthen cross-sector collaboration. Ultimately, this cooperation is expected to set a good model and to be scaled up and replicated in other sectors as well.","a:1:{i:0;s:14:""implementation"";}","The projects are currently at the early phase of project implementation (2021-2025). The two governments are working closely to move forward with the projects. The KFS and MARD have developed a project plan based on a feasibility study and have held several online consultation meetings to discuss project-related matters. In the meantime, the MOF has held consultation meetings with the fisheries sector of MARD. The KFS and MOF are also working together to exchange information on their project progress.
To support project implementation, the KFS has selected a project manager (PM) and plans to send them to Viet Nam in the sencond half of 2021. The MOF will also provide technical assistance through a Korean researcher sent to Viet Nam. The on-the-ground implementation is expected to start in the second half of 2021.","The KFS and MARD as well as the MOF have been working together to develop innovative solutions to mangrove deforestation. Building on its successful reforestation in Korea and other foreign countries, the KFS will share its reforestation knowledge and experience with Viet Nam while the MOF will provide its expertise in mudflat aquaculture. Further, local residents will also participate in this project to promote sustainable mangrove management and practice eco-friendly aquaculture.","Local residents will be beneficiaries of the innovation. Mangrove restoration will protect local people from damages from extreme weather events such as floods and build their resilience against climate change. At the same time, mangrove aquaculture supported by state-of-the-art aquaculture technology will help increase local people's income and motivate them to protect mangroves. Government officials will also be able to learn how to work with other sectors to address environmental issues.","The forestry sector project is expected to restore mangroves and build local people's capacity in sustainably managing mangrove forests while fisheries project will increase aquaculture production through the transfer of advanced mudflat aquaculture technology.","Due to the impacts of COVID-19, project implementation has been delayed to 2021. Initially, the project was scheduled to start in 2020. However, the two governments are committed to successfully implementing these cross-sector projects and have been working closely to move forward with the projects. In particular, the KFS and MARD have held several consultation meetings to discuss project-related issues and the MOF has made a visit to Viet Nam to consolidate the partnerships and discuss the fisheries project. The KFS and the MOF have also been working closely to share information and create synergies.","MARD has ample experience and knowledge in mangrove restoration as well as in aquaculture. This provides good infrastructure for successful project implementation. In addition, both governments (MARD-KFS & MOF) have demonstrated strong will and commitment to develop joint projects despite challenges such as COVID-19. Lastly, local people's active participation and cooperation in the projects will be key to project success. To this end, the KFS and MOF personnel will work closely with local residents and provide capacity building opportunities to local people.","This cross-sector collaboration between the forestry and fisheries sectors has the potential to be replicated in other countries in need of mangrove restoration. Also, the project could integrate peatland restoration with aquaculture in countries such as Indonesia in the future. The KFS and MOF will further explore ways to replicate this collaboration model.","Key lessons learned to date are the following:
1) Commitment on both sides is important. Both governments have been pushing hard to develop joint projects. They have continued to pursue project development despite challenges posed by COVID-19.
2) Close communication between stakeholders is essential. The cross-sector collaboration is new both to the KFS and the MOF. Both government agencies have overcome this challenge through close consultation and discussion on project-related matters such as the identification of project sites and areas of cooperation. The KFS and MARD have maintained close communication through online consultations and emails and phone calls.
3) A beneficiary country's strong project readiness can help facilitate project development. MARD has much experience and knowledge in mangrove restoration and aquaculture. This has greatly helped prepare the joint projects and will ensure effective project implementation.",,,,,,
25284,"The EGTC as a tool for cross-border multi-level governance: the case of EGTC GO",https://oecd-opsi.org/innovations/egtc-go/,20/05/2021,"EGTC GO - European Grouping of Territorial Cooperation ""Territory of municipalities: Comune di Gorizia (IT), Mestna občina Nova Gorica (SI) and Občina Šempeter-Vrtojba (SI)” ",Italy,other,"a:1:{i:0;s:12:""public_admin"";}","The EGTC as a tool for cross-border multi-level governance: the case of EGTC GO ",http://euro-go.eu/it/,2021,"The EGTC GO represents an instrument to unlock cross-border potential for innovation, competitiveness, and sustainable growth. It promotes innovation in local governance through a supra-regional method to solve cross-border challenges - administrative and legal burdens – in order to provide concrete solutions for its territory and citizens. Flagship cooperation projects on Health, Culture and Social Innovation are key examples of the innovative added-value of the EGTC GO.","The EGTC allows public entities of different EU Member States to get together under a new entity. It was launched by the EU Regulation (EC) 1082/2006 and is the first European cooperation structure with a legal personality defined by European Law designed to facilitate and promote territorial cooperation in view of strengthening the economic and social cohesion of the European territory.
The three municipalities of Gorizia, Nova Gorica and Šempeter-Vrtojba decided in 2011 to seize this opportunity and kick started an innovative structural cooperation to overcome historical frictions and to address common challenges by creating the EGTC GO.
1. EGTC GO as an instrument for innovation in cross-border governance
In the same way the EU is considered a supranational entity, the EGTC GO can be considered as a supraregional/supramunicipality entity. The EGTC GO has the ambition to become a supraregional institutional framework to implement a bottom-up, civil society and citizen-driven euroregional policy and to provide concrete solution to the daily lives of its citizens. It is a tool to boost cross-border multi-level governance, building on common structure and strategies.
In this context, the EGTC GO combines three innovative elements:
- an institutional and political framework to develop cooperation through partnerships, multi-level and bottom-up urban agendas, spatial planning and smart specialisation strategies for research and innovation.
- a cross-border public services coordinator and a potential future provider of cross-border public goods i.e. supporting cross-border public services that - according to the principle of subsidiary - are more effective if managed at a supra-municipality level.
- as an implementing body of EU Integrated Territorial Investment for the benefit of the region, that has managed to attract more than €10m of EU funds and has successfully implemented other EU and regional projects.
The EGTC GO uses cross-boundary collaboration and new methods such as collaborative thinking, agile working methods and innovative legal solutions in order to help the municipalities deliver services. Digital technologies play an important role in the collaboration and the ‘co-creation' of innovations.
A key example is the realisation of the touristic infrastructures envisaged by the EU project Isonzo- Soča. The EGTC GO will be able to decide whether to apply Slovenian or Italian legislation with the applicable law for contracts and will facilitate the project through an innovative IT system for cross-border public procurement. The municipal councils of the three municipalities approved an act by which they delegate the assembly of the EGTC GO to decide which legislation to apply. This is the first resolution adopted by all three municipal councils, which lays the foundations for a unified methodology for territorial planning in the three cities.
2. Innovation in health and social cross-border services
The EGTC GO coordinates the EU-funded project “Construction of a network of cross-border health services” that aims at improving the use and the performance of social-health services within the cross-border territory of the EGTC GO through the integration of the services and health facilities involved in the project.
The project includes the establishment of three cross-border medical teams in the field of mental health, autism and physiological pregnancy, and the creation of a single centre for the booking of social and health services shared by Italian and Slovenian health facilities. The project also includes some solutions for the inclusion of disadvantaged groups in order to integrate social assistance services.
3. Nova Gorica and Gorizia: European Capital of Culture 2025 - Co-creation to help the cultural and creative industries
Nova Gorica and Gorizia will be named the European Capital of Culture (ECoC) 2025. The city of Nova Gorica's candidacy for the ECoC 2025 was the result of its cross-border cooperation with neighbouring Gorizia. The city of Nova Gorica has announced that in 2025, it is planning more than 600 cultural events and more than 60 projects with different partners. Within the framework of the project, the city is bringing together 251 partners from Slovenia and 34 other countries, and will contribute to the development of its cultural and creative industries.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""613"";i:4;s:3:""615"";i:5;s:4:""4088"";}","The EGTC GO is an innovative tool designed to overcome the difficulties encountered in implementing and managing policy, programmes and projects in the field of territorial cooperation, which are subject to different legislation and procedures, and to facilitate the delivery of cross-border public goods. The participating municipalities are legally organized in an independent cross-border body and can directly interact with European institutions or third parties.
The innovation's added value lies in its ability to strategically coordinate and implement the policies relating to the metropolitan area, for example:
• implementation and modernization of tourist and health infrastructure, systems and services by implementing two EU flagship projects
• joint planning of local transport policies, also via the joint management of a cross-border bike sharing system
• joint planning of the cross-border public space","a:1:{i:0;s:20:""developing_proposals"";}","Concrete results require, first and foremost, the joint planning and execution of projects. Before the establishment of the EGTC GO, public authorities did not have a legal instrument that would allow them to overcome the administrative barriers between the different countries. The Municipality of Gorizia was only able to operate on its own territory and the municipalities of Nova Gorica and Šempeter-Vrtojba, likewise, were not allowed to act outside their administrative borders.
An EGTC is currently the only EU legal instrument offering the following possibilities:
• shaping a shared strategy of urban development;
• cross-border governance through an Assembly of representatives of the three cities;
• capitalizing the outcomes of past cooperation and preserving continuity;
• operating across the entire cross-border area regardless of municipal borders
• implementation of an Integrated Territorial Investment in the cross-border region","Institutional level: Ministries, regional authorities, the three municipalities
Technical level: EGTC GO technical committees (transport, energy, culture, sport)
Citizens level: Citizens of the cross-border area, civil society and NGOs
Local industries","Institutional stakeholders: EU, national, regional local
Civil Society: NGOs
SMES and economic actors
Tourism sector
Health sector
Cultural sector","Key results and outcomes:
1) Cross border governance: regular meetings of the EGTC Assembly setting the strategic guidelines
2) Cross border Joint Secretariat with dedicated staff
3) Technical Committees: regular meetings with concrete project proposals
4) Implementation of two flagships projects: ITI Integrated Territorial Investment
5) Capital of Culture in 2025 Nova Gorica and Gorizia with the cooperation of the EGTC
6) Participation in other EU projects and activities (b-solution and Interreg Europe)
7) Promotion of cross-border services:
• Health services; cross-border agreement and training courses for workers on mental health issues; training courses, medical protocol for the treatment of autistic children and adaptation of rooms in Gorizia for the operation of integrated teams; cross border pregnancy and social inclusion: training event, three thematic workshops and the construction of an info-point in Gorizia
• Touristic routes and a cross-border bridge","Key challenges:
• Overcoming historical differences and frictions
• Dealing with the radical changes brought about by the pandemic crisis
• Operating in a territory where industrialisation is limited and the EU Regional Competitiveness Index is medium
• Italy and Slovenia have different administrative and legal culture: significant obstacles linked to fragmentation and sustainability of research and innovation infrastructure and frequent difficulties in building institutional and legal environments conducive to innovation
• Supporting cross-border employment and social inclusion
• Promoting border multi-lingualism
• Facilitating cross-border accessibility
• Greater pooling of health care facilities
• Specific attention with regards to human capital, skills development and a more inclusive innovation process","Main conditions for success:
1) Political will from the three municipalities and leadership open to cooperation
2) Clear legal and administrative frameworks – also in line with the EU's Better Regulation package
3) Effective use of available EU mechanisms and tools – blending different instruments and funds
4) A permanent secretariat with long term objectives
5) Spreading excellence and widening participation
6) Cross-border regional adaptation and resilience to ongoing radical changes
7) Further reform of research and innovation systems
8) Scaling up ideas from project level to implementation into the market
9) Territorial inter-modal links with the major EU corridors","The project could represent a practical example for the implementation of the principles of subsidiarity and proportionality at the cross-border region. It is also the first EGTC to implement an EU Integrated Territorial Investment project meaning that other EGTCs can learn from its experience.","1) Importance of ownership – the EGTG Assembly is composed of representatives from the three municipalities
2) Cross border support in words and action - Show the concrete results, not only strategies and joint planning but also concrete projects and infrastructures that impact the every day lives of the citizens
3) Provide legal practical solutions accepted by all the actors involved
4) Boosting the innovation and competitiveness potential of European regions as a basis for a sustainable growth model
5) Importance of building evidence of cross-border interaction to inform decision-making – collecting data that are comparable and effectively shared across the border.","The 2014-2020 Interreg V-A Italy-Slovenia Cross-border Cooperation Programme has allocated 10 million euros to EGTC GO for two pilot actions aimed at promoting a joint and integrated development of the cross-border area shared by Gorizia, Nova Gorica and Šempeter-Vrtojba. The two projects, Isonzo-Soča and Salute-Zdravstvo, rely on a mechanism called Integrated Territorial Investments (ITIs). ITIs are a territorial development tool introduced by the EU legal framework. The tool allows organisations to implement strategies in an integrated way by combining financial resources and drawing from at least two priority axes from the same or different EU Operational Programmes. The purpose of the tool is to produce long-term strategies for tackling social and economic challenges.",,,,,
25320,"MODELO HIP",https://oecd-opsi.org/innovations/modelo-hip/,20/05/2021,"GOBIERNO DE ARAGÓN",Spain,regional,"a:1:{i:0;s:12:""public_admin"";}","MODELO HIP",https://modelohip.net/,2020,"The Hexagon for Public Innovation (HIP) is a model to accelerate the systemic change of organizations that conceives innovation as networks of conversations, shared wishes, visions and affections. Six vectors summarize the key dynamics to transform a classic institution into a dynamic organization. It was launched in the Ibero-American Summit of Heads of State, benefiting key players in 22 countries from public and private sector, as well as civil society.","Six vectors summarize the key dynamics to transform a classic, hierarchical and closed institution into a network, open, dynamic and democratic organization:
- Open: Open organizations, expand collaborator networks, have two-way conversations, connect it to the demands of society
- Trans: Work in a transversal way, promote interdisciplinary teams, mix and hybridize ideas, overcome bottlenecks in the hierarchy
- Fast: Introduce agile dynamics in the organization, reduce distances between actors, make intensive use of available time, increase the time dedicated to productive conversations
- Proto: Work focused on the production of prototypes, pilots or minimal products, reduce the level of abstraction, align visions and inspire change with examples
- Co: Encourage collaboration and cooperation, co-creation and collective intelligence, enhancing the feeling of belonging and the creation of communities
- Tech: Promote digitization and other technological tools that multiply connectivity, allowing more and better conversations
Based on the analysis of 105 methodologies and the science of networks (nodes, links, hubs, communities...), the HIP model simplifies something as complex and abstract as the creation of an innovation ecosystem, inviting us to think differently about our environment and giving us clues to take action.
The HIP Model has been boosted by the Government of Aragon, a region in Spain. The tools that are part of the model facilitate innovation to any project and institution that want to auto-evaluate improvements to their capacity.
Any organization or project can enter into the HIP Model platform in order to auto-evaluate their performance in the six vectors, as well as to deep into the tools. Thanks to a community of 100 fellows, organization can receive free support to accelerate innovation and improve along the HIP Model.","a:7:{i:0;s:3:""190"";i:1;s:3:""257"";i:2;s:3:""623"";i:3;s:3:""302"";i:4;s:3:""354"";i:5;s:3:""317"";i:6;s:4:""4088"";}","The HIP Model is an innovation in public organizations because:
1) It is an agile method to identify what are the key elements for an organization or a project to improve their ability to innovate.
2) It involves a great community of fellows who support each other to expand the model and to accelerate the performance in the vectors that are most needed.
3) It emphasizes the importance of conversations, network and dialogue between public sector and other sectors and actors, and all of them can easily apply the HIP model.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","As of this date of submission in 2021, this project has already been presented in the Ibero-American Summit of Heads of State being considered as essential to boost public innovation within the 22 countries.
The HIP toolkit has been physically delivered to 20 countries where the community of fellows are already working on implementing the HIP Model in their organizations.
So far, 105 methodologies have been analysed to determine the 6 vectors in the HIP Model.
Furthermore, 131 projects are part of the HIP database and 1300 people have improved their abilities in these six vectors thanks to a MOOC (massive open online course).
Now, the team is also developing a spin-off and pilots to create a special toolkit to improve innovation in specific sectors or territories: cities, public education, third sector and social economy.","The Aragon Government launched this initiative together with the General Secretary for Ibero-America (SEGIB).
The community of fellows brings 100 organizations to the HIP ecosystem, with more than 120 projects from different organizations that are currently part of the database. Both are ways to collaborate and build partnerships to innovate in the 22 Ibero-American countries. ","The HIP Model is benefiting public servants and society more generally by identifying easy ways to open organizations and to promote systemic change to make Ibero-American organizations more innovative, open, dynamic, collaborative and democratic","When the COVID-19 pandemic hit Spain, the open government Laboratory in Aragon decided to implement HIP Model creating a new initiative called ""Frena La Curva"". This initiative was able to channel social energy against the crisis and ended up impacting more than 20 countries, creating 18 national nodes, involving more than 2,000 people from 300 organizations, producing more than 100 pilot projects with social impact, constituting the largest repository of social innovation against the pandemic in Spanish speaking countries and drawing up several maps that facilitated the organization of solidarity networks for the most vulnerable.
It was an extraordinary example for the current phase in which many organizations from the community of fellows and projects are implementing the HIP Model to improve their innovation capacity.","The HIP Model faced challenges relating to scarcity of time when fellows and institutions contribute on a voluntary basis. The high level Summit in which it was presented also brings an additional challenge related to the expectations of its implementation.","Support from fellows and institutions which are applying the model in the same sector is needed to root significant results. Co-creating with stakeholders has been useful to adapt the model to every context and country.","At this point in time, the HIP Model is a key opportunity to redefine new professional roles that broaden the field of action and impact of public services. What should these professional roles of the future look like? If we think of institutions as potential innovation ecosystems, can HIP inspire these new roles? Can the project identify current professional roles with the necessary competencies to influence each of the six vectors? Can the project configure teams with balanced roles, vectors and competencies? These reflections led to the “HIPer teams”, a line of research and work replicating the model in the human resources field.","The creation of the community (fellows and projects) gave the team insight into institutions’ preferences in the different vectors when working with the Model. The majority of fellows and project did not need additional support to apply the model in their organizations. Nevertheless, other people and institutions needed this support and were able to easily obtain it thanks to the great community and website that the HIP model has.",,"a:4:{i:0;s:5:""26857"";i:1;s:5:""25364"";i:2;s:5:""26858"";i:3;s:5:""26859"";}",,,,
25359,"Cooperative Procurement Emerging Markets Initiative",https://oecd-opsi.org/innovations/cooperative-procurement-emerging-markets-initiative/,21/05/2021,"National Association of State Procurement Officials (NASPO)","United States",regional,"a:1:{i:0;s:12:""public_admin"";}","Cooperative Procurement Emerging Markets Initiative",https://naspovaluepoint.dev.site/supplier-portal/emerging-markets/,2020,"Procurement organizations have limited resources and decide which procurement solutions to pursue that will bring the greatest benefit to their public sector customers. The Emerging Markets initiative solicits insights directly from the private sector, offering an opportunity to provide ideas that are innovative and forward thinking, to anticipate and proactively meet the needs of multiple governmental entities throughout the country.","The National Association of State Procurement Officials (NASPO) is comprised of the State Chief Procurement Officials of the United States (US), including the District of Columbia and the US Territories. NASPO ValuePoint (NVP), a division of NASPO, is the largest public procurement cooperative operating in the US. NVP establishes Master Agreements through a cooperative and collaborative Lead State Model. These Master Agreements are used throughout the US by state government, as well as by thousands of local public entities. In 2020 $17 Billion of public spend flowed through NVP contracts, and this figure is growing year over year.
In the past, ideas which led to NVP cooperative Master Agreements, came into existence primarily by considering collective spend data maintained by our state members. NVP would primarily measure the suitability of the idea by polling state membership.
The emerging markets initiative is an effort to anticipate the “global” needs of state and local governments, based on the insight of industry leaders in the supplier community.
At its core level, this initiative is designed to solicit input from the private sector for innovative contract solutions to meet present and anticipated government needs. The private sector invests significant resources toward research and development of future products and technologies. Therefore, the private sector is in a good position to share where they see the market headed. To tap into their research and strategy ideas, the emerging markets initiative encourages private sector input on which products, technologies and services should be pursued by NVP as a cooperative and explain how their solutions apply to the state and local government sector.
NVP’s objective is to broaden the pool of thought, beyond simply looking at current spend data within the states and capture innovative contracting ideas that will ultimately help governments reach greater levels of efficiencies.
Public and private sectors both benefit from this initiative, throughout the entire US. Public sector benefits because thousands of public entities gain access to nationally competitively bid contracts under a single solicitation, for innovative products, technology or services. The private sector benefits with a nationwide agreement that recognizes industry terms, and which will effectively open state and local government markets more fully. The initiative was broken into six phases:
Phase 1
Suppliers were asked to produce three primary pieces of information (1) Overview of the concept (2) Whitepaper describing the concept in fuller detail (3) Relevant market Information including references to existing contracts that address this concept. Organisers posted this announcement on their website.
Phase 2
Submissions were collected using a cloud-based interface called “form stack”.
Phase 3
Selected suppliers were afforded an opportunity to present to NVP and asked their views regarding the following:
• Current market demand for state and local government
• Market growth potential
• Anticipated resources needed to develop the idea into Cooperative Master Agreement(s)
Phase 4
Evaluations of submissions and presentations considered applicability of the solution to state and local government and focused on market growth and potential.
Phase 5
Requests for Information (RFI) were issued to gather a broader industry perspective and secure a deeper understanding of how each industry functions. Furthermore, NVP conducted a Survey of the States to assess potential need; and performed additional market and financial analytics to corroborate market potential.
Phase 6
Once all phases were complete, NVP submitted formal recommendations to the NVP Board, comprised of procurement representatives from multiple states, seeking approval for the development and release of a cooperative procurement.","a:4:{i:0;s:3:""190"";i:1;s:3:""612"";i:2;s:3:""316"";i:3;s:4:""4088"";}","This has proven to be an extremely valuable and innovative initiative on many levels.
First, it provides a unique opportunity for supplier innovation in the public sector on a national scale, with potential impact at all levels of government; as well as providing NVP with a broader perspective for concepts and ideas not previously contemplated.
Secondly, it takes advantage of corporate capital and produces a wealth of information on the inner workings and nuances of a particular industry. Understanding this element prior to solicitation development is vital for a healthy agreement as the most productive public contracts work for both public and private sectors.
Third, many potential beneficiaries in the private sector are small and medium size business enterprises (“SME”) which in of itself produces benefits. This initiative provides helpful insights for ways to reduce or eliminate the barriers this group faces when attempting to participate in public procurement.","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","NASPO received several ideas from the private sector and are in the process of solicitation and Master Agreement development for a portion of the submitted ideas. Projects include, Citizen Engagement Platforms, Enterprise Content Management, Online Marketplaces.
Citizen Engagement Platform involves the way governments interact with their citizens through engagement technologies. Includes technologies such as: identity management tools, digital wallets, referrals to additional services, reminders of upcoming deadlines, language assistance, artificial intelligence to improve customer service, and mobile access.
Enterprise Content Management focuses on strategies, methods, and tools to capture, manage, store, search, retrieve, preserve, archive, and deliver content and documents related to key organizational processes.
On-line Marketplace Per Gartner (Nov 2017), “By 2022, 75% of all B2B tail spend goods will be purchased in an online marketplace.”","Private sector companies, government officials, NVP collaborated.
Companies contributed by submitting the innovative idea and offering details on industry functions as well as legal, risk, and financial considerations.
Government Officials collaborated by responding to surveys, participating in organized discussions, and providing procurement personnel resources.
NVP contributed by building and releasing surveys & invitations for ideas, facilitating follow up presentations and meetings.","End users benefit as NVP leverages national buying power through a single solicitation based on best value and superior contract terms.
States benefit from the lower administrative costs of processing solicitations by leveraging the expertise of procurement professionals and subject matter experts across state boundaries.
Contractors benefit by avoiding significant bid preparation expenses, eliminating the need to prepare and submit bids on similar solicitations for multiple jurisdictions.","Initial results have been very positive.
First, the ideas submitted originally identified areas not contemplated previously and focused NVP’s attention on emerging market indicators as a basis to create innovative national cooperative contracts.
Secondly, the information received during the RFI period, for all ideas, provided very detailed information concerning the industries under consideration. Market size and growth rates were powerful indicators of how the market is evaluating the value and potential of those products and/or services being offered.
Third, each Request for Information (RFI) issued for the emerging markets has resulted in over 30 responses from the supplier community, and the first solicitation issued, Citizen Engagement Platforms, resulted in 39 bid submissions. The amount of supplier response is a key metric indicator signalling available corporate capital that will be allocated to promote cooperative Master Agreements once final awards are executed.","Currently there have been no challenges or failures in the execution or the desired goals of this initiative. Perhaps time will reveal challenges or failures but as of now nothing to report.","Success of NVP contract portfolios is ultimately measured by adoption amongst their state members and by political subdivisions. Initial surveys indicate a very strong interest in all ideas being pursued.
Education and communication are key elements in encouraging government entities to adopt new innovative approaches. As with all contract portfolios, NASPO develop a comprehensive communication and education outreach plan. This includes empanelling key stakeholders and will include procurement officials, suppliers, IT and financial personnel to act as champions.
NVP has developed several tools to help suppliers maximize their efforts. Supplier Toolbox is an online library of information that includes management and marketing tools designed to aid suppliers in their planning efforts. Supplier Academy is their eLearning platform offering courses. NVP Mobile is a mobile app designed to enhance supplier knowledge on how to best work with the state and local government marketplace","This initiative can easily be used by other procurement organizations and should be considered. It provides an interactive forum to exchange ideas and produces synergy between private industry and the public sector.
Though they are based in the United States NASPO encourage companies from other countries to submit ideas. We live in a global economy and if good ideas can help their members than they can easily grant awards to companies outside their borders. E-marketplace providers, for example, can be headquartered anywhere so this initiative is not restricted to US.","There are several lessons learned:
First, it is important to keep an open mind and listen to suppliers as they do have valid perspectives, are close to customers, and have their fingers on the pulse of the industry and where it’s headed.
Second, focus on the market growth metric as this is an indicator of increased private sector capital flowing into those offerings which will render the solutions more robust over time.
Third, when issuing Requests for Information, attempt to identify and reach out to the corporate actors in that industry to encourage participation. Too many times procurement offices simply post opportunities on websites and expect the industry to find them.
Finally, multiple platforms where suppliers can submit ideas is a good idea. NASPO post links on their website (naspovaluepoint.org) and on their Mobile APP “NVP Mobile” as interface points to the private sector. They also included a discussion of the initiative in their Podcast series.",,,,,,
25454,"FPAC Customer Experience Enhancement Committee (CXEC)",https://oecd-opsi.org/innovations/fpac-customer-experience-enhancement-committee-cxec/,21/05/2021,"Farm Production and Conservation Mission Area, US Department of Agriculture","United States",central,"a:1:{i:0;s:13:""environmental"";}","FPAC Customer Experience Enhancement Committee (CXEC)",,2019,"The CXEC is a cohort program that brings together US Department of Agriculture (USDA) staff across America to learn about customer experience (CX) and develop new solutions to common CX issues faced by American farmers. In doing so, it creates a unique space for collaboration, knowledge-sharing, and the development of locally-informed solutions. ","The USDA’s Farm Production and Conservation (FPAC) Mission Area has thousands of employees who work directly with American farmers and producers to help ensure their continued success. These staff members have first-hand experience with the challenges that farmers face in working with the federal government. Additionally, they are more likely than other USDA staff members to be farmers themselves, giving them unique insights into producers’ needs.
In order to capitalize on this knowledge and use it to inform broader improvements to farmers’ customer experience (CX), FPAC's Customer Experience Team created a nationwide cohort program, the Customer Experience Enhancement Committee (CXEC). The CXEC is an application-based, year-long program that brings together staff from the three primary FPAC agencies (Farm Service Agency, Natural Resource Conservation Service, and Risk Management Agency) to collaboratively create ideas for solutions to address common farmer CX issues. It also provides a space for participants to learn more formally about the discipline of customer experience, gain additional training, and use that knowledge to drive continued CX improvement in their own workplaces. CXEC members are accepted at all levels of seniority, with a focus on field-facing employees.
Approximately 30 participants are accepted every year, and, over the course of the program, they work together in small groups to build their skills and identify solutions related to a specific challenge (for example, “Customer Communications”). The program includes bimonthly all-cohort meetings and trainings, small-group working sessions at least once per month, and optional learning and collaboration sessions. It also requires the submission of structured deliverables designed to help participants learn how to develop customer-focused service innovations. Additionally, cohort members have dedicated virtual channels for chat and co-working, and the program prioritizes creating a culture and environment in which participants can get to know each other and form bonds that will last after the program is completed.
Throughout the year, participants work with the larger FPAC CX team to refine their work, and their final concepts are presented at the end of the year to both the CX Team and FPAC leadership as candidates for further development. In the course of this work, they also learn specific skills related to both customer experience and human-centered program design, such as how to define users’ needs.
The program is now in its second year, with plans to continue in future years as well. In addition to working directly with participants, the FPAC CX Team has also begun working with program alumni to help support them in sharing their knowledge and advocating for customer experience improvements among their local peers.
","a:8:{i:0;s:3:""234"";i:1;s:3:""257"";i:2;s:3:""613"";i:3;s:3:""617"";i:4;s:3:""618"";i:5;s:3:""335"";i:6;s:3:""619"";i:7;s:3:""354"";}","The CXEC is an innovative approach to improving customer experience in many ways. These include:
1. Providing a unique space for vertical and horizontal CX collaboration – across borders, across agencies, and across roles. FPAC employees don’t always have time to meet or work with peers in other locations, especially when those peers have different titles or focus areas. The CXEC helps them connect, both literally (through specific virtual channels) and metaphorically (by asking them to dedicate space and effort to working together).
2. Enabling the adoption of skills that employees can immediately apply. The highly interactive nature of the program means that the curriculum constantly evolves to meet participants’ CX needs.
3. Developing field-informed solutions. Because the concepts generated by the committee are rooted in members’ lived experiences, they not only are more likely to be successful, but also provide invaluable data on field staff’s challenges and pain points.
","a:1:{i:0;s:14:""implementation"";}","The CXEC is currently in its second year, with six subcommittees developing customer experience solutions focused on areas including cross-governmental collaboration, seamless delivery, digital tools and data, and consistent communications. Committee members are slated to present their solutions to FPAC leadership and potential implementing partners in September of 2021. Solutions proposed by the 2020 CXEC are being further studied and prototyped through a sister program within FPAC, the Customer Experience Innovation Lab (CX iLab).","The FPAC CX team partnered with the three primary agencies in FPAC – the Farm Service Agency, the Natural Resource Conservation Service, and the Risk Management Agency – to bring this program to life. They assisted in recruiting participants, created space in each employee’s scope of work to allow them to engage in the CXEC, and have provided valuable feedback on both the program itself and the ideas generated by the CXEC. ","The end users of this innovation are the CXEC members. By participating in the program, they learn new skills, have the opportunity to share their ideas, and gain access to a network of like-minded peers. Other stakeholders include leadership from FPAC agencies, who benefit from the development of their employees and receive a steady stream of potential solutions to farmer-related CX challenges, and the larger USDA, which now has a model program that can be used to design similar cohorts. ","CX SOLUTIONS: Of the five concepts proposed in the program’s first year, two are currently being developed with potential or committed implementation partners within FPAC, one has been accepted for adoption by an implementing partner in its original form, and two are being further studied by subcommittees in the FY2021 CXEC. The FY2021 cohort is projected to submit a similar number of solutions this year.
INCREASED AWARENESS OF CUSTOMER EXPERIENCE AT THE FIELD LEVEL: A total of 71 employees from 35 states have participated or are participating in the CXEC as of May 2021, representing roles ranging from soil conservation to farm loan management. Each participant gained actionable skills they can apply and share, and nearly 1/3 of the FY2020 cohort opted to stay actively involved in CX promotion after program graduation. This meant working on specific projects and/or serving as part of the CXEC Alumni Network, which is currently examining how to create a larger CX Advocacy initiative.","TIME CONSTRAINTS: Because participants continued working at their jobs while participating, they had a limited number of hours allotted per month to participate in CXEC work and trainings. The CX team addressed this by providing recordings and take-home materials for members who couldn’t participate in some activities, creating “scaffolded” deliverables that gave teams options for how much they could contribute, and working with supervisors and leadership to create space for this work.
EXPECTATION MANAGEMENT: Given the size and structure of the USDA, developing new projects can take time. However, some early participants were surprised that their ideas were not immediately adopted by leadership. The CX team addressed this by developing a new R&D facility, the CX iLab, which provided a clear space for CXEC solutions (among others) to be more thoroughly researched, piloted, and matched with appropriate partners.","A FOCUS ON PARTICIPANTS’ NEEDS. Early on, the CX team discovered that CXEC members wanted to feel empowered to make change and acknowledged for their commitment to innovation. To that end, the program has institutionalized regular recognition of members’ accomplishments, opportunities for them to interact with leadership, and space for them to share their own successes and ideas. These aspects of the program are regularly cited by current and past participants as some of the CXEC’s strongest qualities.
AN ENABLING POLICY ENVIRONMENT. For several years, the US government has mandated that Departments prioritize and measure the quality of the customer experience they provide. These guidelines have helped generate leadership support for programs that have a clear focus on CX, such as the CXEC.
DIVERSITY. The CXEC’s members come from a wide variety of ethnic and socioeconomic backgrounds. This diversity has helped teams refine their solutions and make them more inclusive.","While the exact model of the CXEC has not yet been replicated, its progress has led to the development of a related initiative, the CX iLab. The iLab is a research and development facility that works with implementing partners to create, test, and refine solutions to FPAC’s customer experience challenges. It was created in partpartly in response to the need for a place to build out the solutions created by each CXEC; depending on the concept, the iLab conducts additional user research, creates or refines prototypes, and works with partners to pilot and scale the solutions as full projects or initiatives. While the iLab also develops solutions independent of the CXEC, the majority of its portfolio consists of CXEC projects, and the two initiatives together have created a pipeline that ultimately reduces risk and increases the likelihood of user acceptance for new customer experience projects. ","BUILD LEADERSHIP INVESTMENT. The FPAC CX Team made a point to regularly update leaders from all agencies represented in the CXEC on the project’s progress, as well as giving them opportunities to hear from participating staff. As a result, those stakeholders became not only aware of the effect of the program, but also personally invested in its success.
MEET PARTICIPANTS WHERE THEY ARE. Many, if not most, participants were unfamiliar with customer experience and human-centered design as formal disciplines. To make the program materials relevant and effective, the CX team drew on real-life examples of farmer-specific CX challenges. They also focused the training more on analogous concepts and less on sector-specific vocabulary (e.g. in a project brief, a “design requirement” might become a “must-have”). This made the program more accessible for participants and helped them recognize their existing skills and expertise on these topics.",,"a:1:{i:0;s:5:""27002"";}",,,,
25462,"Cross-KIC Circular Economy in the Western Balkans: Systems and stakeholders mapping for policy engagement",https://oecd-opsi.org/innovations/cross-kic-circular-economy-western-balkans/,21/05/2021,"EIT CLIMATE-KIC ",Netherlands,other,"a:1:{i:0;s:7:""science"";}","Cross-KIC Circular Economy in the Western Balkans: Systems and stakeholders mapping for policy engagement",https://transitionshub.climate-kic.org/knowledge-visualisations/navigating-from-system-mapping-to-innovation-portfolios-in-the-western-balkans/,2021,"Better ecosystem understanding is needed in the Western Balkans where governments face the challenge of aligning with the European Green Deal and Circular Economy amid EU enlargement discussions. This project implements an innovation policy for sustainable growth by introducing tools for territorial analysis to support development policies. It is the first regional effort of this kind, positioning existing circular economy challenge owners in a system viewpoint as part of a co-creation process.","Circular economy is considered as a tool for delivering part of the 2050 decarbonisation agenda in Europe, and the Western Balkans Green Agenda has been designed to align with EU Green Deal and guide the whole continent towards the 2030 and 2050 targets. Circular Economy is also of crucial importance in the COVID-recovery phase in the Western Balkans, a region that is pivotal in the discussions for EU enlargement. Nevertheless, the region is currently underperforming in waste management and has a tendency to focus on recycling rates, rather than boosting circular economy and considering the ecosystem as a whole.
Systems thinking is at the heart of the circular economy concept. It is only by truly understanding different actors in the value chains and their connections that it is possible to build up the capabilities required to transition towards circular economy. To truly understand local system needs, EIT Climate-KIC and its partners are carrying out a system and policy mapping as part of a co-creation process in the Western Balkans. The aim is to have a clear picture of what the current ecosystem looks like and where, how and who is involved in specific value chains. It will also be exploring synergies and overlaps in interests, activities and stakeholders through a broader green, circular economy approach. Along with this activity, the project also enables strategic alliances and cooperation with national authorities, managing authorities, policy makers, as well as building synergies with other international organizations and private actors active in the region. Finally, circular economy, being a borderless concept by definition, is going to be a key instrument to support regional cooperation in the Western Balkans.
Evidence-based policy co-design for circular economy is being structured based on the results of the mapping exercise, and will act as the stakeholders’ engagement plan to facilitate a sustained process for co-design and implementation of an actions portfolio. In addition, challenge-led systems mapping workshops are currently being organized. The challenge-led system mapping approach has been developed through the implementation of EIT Climate-KIC activities since 2015 (https://transitionshub.climate-kic.org/publications/challenge-led-system-mapping-a-knowledge-management-approach/). The approach was tested in over 40 initiatives in European and Latin American cities, realised in collaboration with EIT Climate-KIC and both policy and scientific actors. This methodology is in constant evolution and should not be considered as an exact formula. It is precisely its adaptability to new environments that has been fundamental to its success. The first experiment with socio-technical mapping by city challenge-owners was introduced by the Pioneer Cities project in 2012, when multiple stakeholders were able to identify solutions on the ground. Since 2015, the EIT Climate-KIC Transition Hub has contributed to these actions with new insights into participatory methods, knowledge management and visualisation. Based on the experience of Transition Hubs and aligned with regional needs, EIT Climate-KIC is fostering a “learning by doing” approach in the Western Balkans through policy co-creation. Local partners are trained and supported by EIT Climate-KIC to run the sessions.
The objectives of the project are therefore quite clear: on one hand, the goal is understanding the system and stakeholders relevant for circular economy through mapping in the Western Balkans, and on the other hand, engaging with managing authorities and stakeholders across the region in active policy-design processes for circular economy. The beneficiaries are many local stakeholders, starting from the local partners identified for the policy mapping and workshop organisations. These local SMEs and non-profit, non-governmental organisations supporting the project will benefit from the tools, methodologies, and expertise that EIT Climate-KIC developed in working on previous projects. Furthermore, the system as a whole will also benefit by catalysing communication between stakeholders (challenge owners) and building a solid base for future policy creation.
In the longer run, these 2 actions will jointly lead to the establishment of a synergies’ platform for regular exchanges with managing authorities and relevant stakeholders (through monthly calls, webinars, mailing updates, etc). To avoid duplication of work this will be done in collaboration with the Regional Cooperation Council (RCC) and EU bodies present in the region. As an outcome, the project will support the creation of a cross-regional inter-ministerial working group on green, circular economy in synergy with RCC, which will involve national authorities from the region. The scope is to have an organic group covering all the Western Balkans countries.","a:7:{i:0;s:3:""190"";i:1;s:3:""194"";i:2;s:3:""609"";i:3;s:3:""257"";i:4;s:3:""623"";i:5;s:3:""354"";i:6;s:4:""4088"";}","There have not been many initiatives, especially in the Western Balkans region, that have approached circular economy through a systems lens. On the contrary, there are many small initiatives that are overlapping scope, not leveraging on cooperation, and resulting in lower impact. The challenge-led systems mapping will be the first stakeholder and systems mapping of this scale in the region. The subsequent policy co-creation workshops will enable a dialogue among different stakeholders. The multi-stakeholder approach enables better information flows and ensures a space for joint discussion and opportunity creation. The challenge-led system mapping methodology has been used in other regions, but not in Western Balkans and it is innovative in itself as it is in constant transformation. Its adaptability to new environments has been fundamental to its achievements, and learnings from the Western Balkans will undoubtedly further contribute to the methodology's evolution and success.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";}","Being the first year of the project in the Western Balkans, the initiative is still at the early stage. Local partners are finalizing the systems mapping and consolidating results. In addition, they are organizing sense-making workshops to test the formats and contents of the policy workshops and get feedback and suggestions from some of the main stakeholders.
After this phase, local partners will be organizing policy workshops with key stakeholders. Based on the results of the workshop, outcomes will be analysed and preparations will start for regional workshops to inform circular economy policies through an evidence-based approach.","The team engaged with local partners (SMEs and NGOs) for the systems mapping to develop local capacities and communicate in local languages. Other stakeholders included: national and local authorities, chambers of commerce, representatives from the private sector, local and international development organizations, and EU bodies. The goal was to have different perspectives for the policy co-creation workshop, with the aim of identifying challenge owners and their role in system transformation.","Challenge owners (national and local governments and industries) are the main beneficiaries. The mapping exercise will help them understand the ecosystem and their role. The policy co-creation workshop will serve as a platform for beneficiaries to prototype actions based on evidence-based information on circular economy. The mapping will be used to mobilize other stakeholders, namely development organisations with similar ambitions as EIT Climate-KIC to exchange and have a joint impact.","First result is a comprehensive, clear mapping of the state of the art for circular economy in the region to inform policy discussions and drive the pathway towards Green Agenda goals achievements. It will inform policy and actions, as well as investments and decisions for Innovation actors as KICs based on what the ecosystem is already offering and to fill in the gaps in innovation, through evidence-based qualified methodology.
In terms of KPIs for the mapping exercise, we aim to identify a minimum of 2000 actors across the region and 250 initiatives active in circular economy. We plan to have 6 policy co-creation workshops in the region, as well as at least 6 sensemaking sessions before the policy workshops (although there are likely to be several as they are concentrated on small focus groups) + a regional integrated workshop, leading to 10-15 prototype actions at national and regional scale.","Scattered information has been a challenge as finding the right information in the plethora of resources available has been challenging. We have also found many regional differences – although this has been expected to a certain extent, and even welcome in terms of understanding idiosyncrasies, it has created a challenge for data comparison and creating conclusions on a regional level. Finally, the systems themselves are complex and their understanding will be tough and might create difficulties in defining further actions. Finally, circular economy is widely associated to waste management, hence is difficult to distinguish initiaitives which are relevant for circular economy, but not explicitly referring to it.","One of the key enabling factors is finding local partners that are reliable and engaged in developing the project together. Close relationships with them is a key success criterion. The team organised regular meetings to foster these relationships and ensure that the partners were aware of all the tools and methodologies available to them. Collaborative agreement is also crucial: allowing partners to be creative and to perform the work in their own way, respecting local needs, rather than imposing a strict and inflexible work structure. This has enabled mutual trust for long-term collaboration.","Being still a work in progress, the Western Balkans project has not been replicated yet. Nevertheless, it was itself based on the challenge-led system mapping approach that has been developed through the implementation of different EIT Climate-KIC activities since 2015. Key insights were originated as part of learning processes embedded in several EIT Climate-KIC projects, such as Pioneer Cities (2012-2014), Transition Cities (2014-2017) and Circular Cities (2018-2019), as well as the EIT RIS Programme. The approach was tested in over 40 initiatives in European and Latin American cities, realised in collaboration with EIT Climate-KIC and both policy and scientific actors.","EIT Climate-KIC’s practical experience gained through providing effective guidance on system mapping in different regions has allowed the team to move forward successfully, co-creating practice-based knowledge with communities seeking to initiate actions towards set targets as part of their own policy plans.
The initiative in the Western Balkans is still at an early stage, nevertheless a key lessons learned so far is the importance of understanding the concept of ‘challenge-owners’, including their role, priorities, willingness to collaborate and capabilities.",,,,,,
25475,"The Global Cities Fund for Inclusive Pandemic Response (GCF)",https://oecd-opsi.org/innovations/gcf-for-inclusive-pandemic-response/,21/05/2021,"Mayors Migration Council","United States",other,"a:1:{i:0;s:12:""public_order"";}","The Global Cities Fund for Inclusive Pandemic Response (GCF)",http://www.mayorsmigrationcouncil.org/gcf,2021,"The GCF is the MMC’s response to the unmet needs of cities as they work to support migrants, refugees, & IDPs during COVID-19. By offering direct financial and technical support to cities in low & middle income countries, the GCF proves fiscal feasibility in places that are often disregarded by donors with low-risk tolerance. The vision is to create a model that can be scaled & replicated elsewhere to ensure that global responses to pressing challenges reflect & address realities on the ground.","With 95 percent of reported COVID-19 cases in urban areas, cities are on the frontline of the global public health crisis and its socio-economic impact. The pandemic presents unique challenges to many urban migrants, refugees, and internally displaced people (IDPs) due to their legal status, their reliance on informal employment, and their restricted access to public health services and benefits. Their experiences are complicated by language and cultural barriers, xenophobia, racism, and discrimination. In the face of these challenges, mayors and city governments have shown leadership in responding to the needs of their communities, and are doing so with increasingly limited resources. The World Bank projects that local governments may lose 15 to 25 percent of their annual revenues in 2021 alone. Faced with shrinking budgets, cities require new funding streams to respond to increasing unmet needs.
At the same time, there is an inefficiency within the international humanitarian and development grantmaking market. The majority of donor funding goes to international agencies while city governments are often left on the sidelines of responses within their own cities. There is a tremendous unrealized benefit in investing in existing city-level service delivery systems to be more inclusive of migrants and displaced communities rather than funding international actors to establish parallel service delivery structures that exclusively target migrants and displaced. These structures are often siloed, separate and apart from services in place for host communities and miss the opportunity to invest in local capacity.
To fill this gap, in January 2021 the Mayors Migration Council launched the inaugural Global Cities Fund for Inclusive Pandemic Response, a $1,000,000 initiative to respond to cities’ unmet needs as they support migrants, refugees, and IDPs during COVID-19. The GCF is providing direct financial and technical support over one year to five cities from low- to middle-income countries to implement projects related to public health, employment, livelihoods, and social protection. It is achieving this through critical partnerships with the International Organization for Migration (IOM), United Cities and Local Governments (UCLG), the United Nations Human Settlements Programme (UN-Habitat), and the United Nations Refugee Agency (UNHCR).
The inaugural projects include:
- In Barranquilla, Colombia, Mayor Jaime Pumarejo Heins is expanding the city’s Opportunities Center to help refugees, migrants, IDPs, and other vulnerable Colombians access the labour market and strengthen their ability to earn an income for themselves, their families, and their communities.
- In Beirut, Lebanon, Mayor Jamal Itani is partnering with UN-Habitat to purchase and operate the city’s first Municipal Mobile Health Clinic, which will provide free and non-discriminatory COVID-19 vaccines and other basic medical services to any individual who is unable to access them currently, including migrants and refugees in marginalized neighbourhoods.
- In Freetown, Sierra Leone, Mayor Yvonne Aki-Sawyerr is expanding the city’s Waste Management Micro-Enterprise program to ensure more youth living in informal settlements, many of whom are rural migrants, access the opportunity to jointly improve their livelihoods and the public health of their communities now and in the future.
- In Lima, Peru, Mayor Jorge Munoz Wells is establishing a new municipal office addressing the needs of migrants in the Cercado de Lima district by connecting them to the City’s broader suite of healthcare, employment, and other social services.
- In Mexico City, Mexico, Mayor Claudia Sheinbaum Pardo is expanding a municipal income protection program to provide direct cash assistance to internally displaced persons while connecting them to national and local social services aimed at helping them settle within the city.
These initiatives stand to benefit more than 3,000 migrants, displaced people, and marginalized residents of these cities. To build on this progress, the MMC put out a call to action: 22 for 2022 - calling on international actors focused on migration and displacement to drive direct project funding to 22 cities in low to middle-income countries by the end of 2022.
Even in its early stages, other cities, donors, and international actors have expressed interest in expanding the number of cities who benefit from the GCF. To meet this demand, the MMC is currently developing a Global Cities Fund Project Prospectus, which will outline concrete partnership opportunities in other cities that are not currently supported through the GCF but have strong and unrealized potential to address the needs of migrants and displaced should they receive financial support to do so.","a:7:{i:0;s:3:""178"";i:1;s:3:""213"";i:2;s:3:""617"";i:3;s:3:""260"";i:4;s:3:""354"";i:5;s:3:""610"";i:6;s:4:""4088"";}","Few global funding mechanisms directly finance city governments in low- to middle- income countries on issues of migrant and refugee inclusion. The GCF has quickly proven effective in directly resourcing city governments to build inclusive communities. The GCF is unique in that it:
- Provides donors access to a pipeline of vetted proposals led by city governments that show leadership on migration issues.
- Builds fiscal feasibility in city governments often disregarded by donors with low risk tolerance.
- Accelerates local efforts by providing city grantees with customized support services and connecting them with peers and partners.
- Respects the agency, authority, and capacity of city governments and their local partners by supporting projects of cities’ own design.
- Serves as a flexible, simple, and predictable funding mechanism with low overhead and high efficiency.","a:1:{i:0;s:14:""implementation"";}","As the five inaugural grantees implement GCF projects in their cities, the MMC provides ongoing support through monthly coordination calls, technical support workshops, and quarterly knowledge sharing meetings where the grantees have the opportunity to come together to discuss challenges and shared learnings. Additionally, the MMC continues to connect cities with strategic partners for technical support needs in their respective areas of expertise.
Concurrently, the MMC is developing a GCF Prospectus which will outline over 20 concrete projects in other cities that are not currently supported but have strong potential to address the needs of migrants and displaced should they receive financial support. The MMC is in conversation with other cities, donors, and international actors who have expressed interest in partnering to expand the number of cities supported by the GCF.","Project development: Consultations with more than 18 city networks. funders and international organizations
Project funding: the Open Society Foundations and United Cities and Local Governments
City selection: A Selection Committee of five individuals from the private, philanthropic and public sectors
Project implementation: Formal strategic partnership agreements with IOM, UNHCR, UN Habitat, and UCLG, who work with the MMC to provide direct technical support to city government grantees.","The 5 inaugural grantee projects are collectively improving the lives of 3,000+ migrants, displaced people, and marginalized residents while strengthening each city’s capacity to sustainably support countless more. City governments also benefit as implementing their projects increases capacity to manage and spend non-reimbursable funding to achieve outcomes related to inclusivity while serving as a proof of fiscal feasibility for international humanitarian/development grant making to cities.","In addition to the inaugural 5 projects that serve over 3,000 people, in January 2021, the MMC called on international actors to provide at least 22 cities with the financial support to realize smart and inclusive projects by the end of 2022. Today, the MMC has a project pipeline of over 20 city government project proposals and has received donor interest to nearly double the number of city grantees. Given widespread support, the MMC is interested in further scaling the mechanism to cover additional areas of intervention, such as climate migration and inclusive climate action.
This increased support, both from potential donors as well as implementing partners, demonstrates that the GCF’s aim to prove the feasibility of financing and programming from the bottom-up—supporting city governments to achieve local and global impact—is coming to fruition. The MMC intends to leverage the Global Cities Fund’s early success to ensure as many cities as possible benefit from it.","The unpredictability of the COVID-19 pandemic has caused unanticipated timeline delays and logistical challenges in some of the projects, especially as second and third waves have hit these cities. Additionally, the pandemic has made site visits for technical support and implementation assessment impossible. To manage these setbacks, the MMC remains in close coordination via email, WhatsApp, and regular calls with each city to troubleshoot and problem solve in real time.
Additionally, while $174,000 is beneficial for a proof of concept or pilot program, it limits the potential scope of projects for the inaugural grantees. Through the first round of grantees, the MMC has learned that cities require more funding and by and large have sufficient capacity to manage higher budgets. As such, the MMC is accepting project proposals of up to $1M USD for the GCF Project Prospectus.","The following conditions are contributing factors to the anticipated success of projects and contribute to evidence of the GCF as an effective funding mechanism:
- Demonstrated need & impact for migrant, refugee, & IDP communities.
- Evidence of commitment from city leadership & connection to existing city policies or goals.
- Clear identification of project leads & implementers.
- Ability to receive funds & provide fiscal oversight.
- Likelihood of successful implementation & risk mitigation.
- Clear metrics for success.
- Engagement of migrants, refugees, or IDPs in understanding the problem & designing or delivering response efforts.
- Additional community benefits
- Additional sources of funding or in-kind support & potential for sustainability after the grant period.
- Building a foundation for future policies or initiatives that effectively respond to the needs of migrants, refugees, & IDPs.
- Replicability & contributions to the field","The future is now for the Global Cities Fund. The positive early returns, coupled with expanding donor and partner interest, represents a window of opportunity to actualise the concept of the GCF into a more permanent funding mechanism and make progress towards 22 by 2022.
To do this, the MMC is currently developing a Global Cities Fund Prospectus, which will outline concrete partnership opportunities in other cities that are not currently supported through the GCF but have strong and unrealized potential to address the needs of migrants and displaced should they receive financial support to do so.
The MMC is seeking like-minded partners interested in investing in and working with us to maximize the impact of the GCF beyond pandemic response to inclusive recovery for many more cities in the future. Should funding be available, we are considering expanding the scope to include projects centred on climate migration and inclusive climate action.","In the face of compounding crises, cities are being asked to do more with less. While many have the mandate to serve people in vulnerable situations, including migrants and displaced residents, cities often do not have the financial resources to meet needs. There is a tremendous unrealized benefit in investing in existing city-level service delivery systems to be more inclusive of migrants and displaced communities rather than funding international actors who miss the opportunity to invest in local capacity.
In a period of 8 months, the MMC secured seed funding for the GCF, launched the initiative, recruited Strategic Partners, selected 5 inaugural city grantees, and launched a global Call to Action endorsed by key influencers in the space. This unity of purpose and mission across various fields and experiences is proof positive that international leaders believe urban investment is both a critical and a feasible pathway to meet the needs of migrant and displaced populations.",,"a:3:{i:0;s:5:""25492"";i:1;s:5:""25491"";i:2;s:5:""25490"";}",,,https://www.youtube.com/watch?v=hm-CxHC6YiI,
25521,"Chile’s Contribution to an ‘Internet of Rules’ for Trade",https://oecd-opsi.org/innovations/chiles-contribution-to-an-internet-of-rules-for-trade/,21/05/2021,"Subsecretaría de Relaciones Económicas (SUBREI), Ministry of Foreign Affairs, Government of Chile",Chile,central,"a:1:{i:0;s:8:""economic"";}","Chile’s Contribution to an ‘Internet of Rules’ for Trade",,2020,"The Internet's potential to enable micro, small and medium-sized enterprises (MSMEs) to conduct international commercial transactions has yet to be fully realised. With an emphasis on computational approaches to trade policy design and delivery, SUBREI has launched a pilot programme to contribute to an open repository of rules in a digital form: an 'Internet of Rules' (IoR).
The IoR will expand access to cross-border transactions and improve use by people and machines alike.","Small enterprises, especially micro, small and medium-sized enterprises (MSMEs) based in developing countries, continue to face substantial obstacles to their participation in trade.
In response, SUBREI and the Xalgorithms Foundation have begun collaborating in an initiative to digitalise Chile's commercial policies and those of its trading partners. Through a pilot programme, Chilean stakeholders have started to provide technical know-how and conceptual design inputs toward the publication of the first rules to a digital rule repository that will, in effect, establish an Internet of Rules. Under the model, SUBREI, on behalf of the Government of Chile, will also assist Chilean academic institutions in joining the collaboration.","a:11:{i:0;s:3:""876"";i:1;s:3:""320"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""610"";i:5;s:3:""623"";i:6;s:3:""303"";i:7;s:3:""612"";i:8;s:3:""317"";i:9;s:3:""617"";i:10;s:4:""4088"";}","While International Economic Law has evolved amidst rapid globalisation and technological change, developing country MSMEs are frequently unable to achieve the benefits associated with trade liberalisation.
As ‘new generation’ agreements introduce further legal complexity in both the number and scope of trade rules, the programme focuses on the application of information and communications technology (ICT) to improve the accessibility and functionality of commercial policies. With an emphasis on computational approaches to trade policy design and delivery, the programme seeks to contribute to an open repository of rules in a digital form: an 'Internet of Rules' (IoR).
An IoR is an online repository of rules, in this case trade rules, that allows interested parties to find and use rules that provide advantages for their participation in trade. The programme’s outcome would also serve trade negotiators with more and better information about current commitments and opportunities.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","Chile is currently working along with other trading partners to involve them to the programme. In parallel, SUBREI and the Xalgorithms Foundation are working on setting up the needed computing infrastructure, so the programme can, firstly, populate the repository with data and, secondly, use the repository in order to evaluate results about trade transactions.","The programme has been developed by SUBREI and the Xalgorithms Foundation. SUBREI has provided technical guidance on trade issues, infrastructure, and political momentum. Xalgorithms Foundation has provided technical leadership, know-how, methodological guidance, software resources and strategic guidance.
The Catholic University of Chile will provide skilled work force, technical help, and an academic platform to analyse the results and promote the methodology and lessons learned.","Citizens and enterprises benefit by having access to more and better information about trade advantages and opportunities. More specifically, enterprises benefit through reduced costs and frictions due to the automation possibilities that the programme provides for trade operations. Government officials benefit from more accurate information on trade rules currently in place (and those that are being negotiated).","To date, an important outcome has been the identification of information asymmetries that affect small enterprises interested in taking advantage of a variety of preferential opportunities presented by Free Trade Agreements (FTAs). Because MSMEs do not have the capacity for legal and economic analysis, they are not achieving negotiated advantages. In Chile, there are a total of 206,773 MSMEs, of which 3,674 were exporters in 2019. This demonstrates the growth potential for MSMEs to engage in trade.
The programme is expected to allow more MSMEs to participate in international trade (at least a 10% increase in the first 2 years).","Not having the ability to “translate” all the relevant rules contained in FTAs; lack of budget to keep the system in operation; unwillingness of other public sector participants to collaborate in the process are issues that the initiative has and will continue to deal with. To address these challenges the programme and its partners have responded with flexibility, creativity, and willpower.","In terms of infrastructure, a crucial condition for success is access to adequate computing capacity, with sufficient allocated resources and capable people to handle the computer system. Since the project requires inter-ministerial coordination, political willingness and flexible governance are also of essence. Lastly, willing and capable human resources are key for the success of the programme.","The general-purpose method employed in the programme is applicable to other organizations that deal with rules in the public or private sector, so the idea of the project is to also create capacity to spread the methodology to other organizations.","Creating strong relationships among stakeholders is crucial. Developing a project in an open and transparent way is essential for success. Overcoming obstacles is easier when people trust and care for each other.",,,"a:1:{i:0;s:5:""25533"";}",,,
25566,"Municipal Management Portal",https://oecd-opsi.org/innovations/municipal-management-portal/,22/05/2021,"Red de Innovación Local",Argentina,local,"a:1:{i:0;s:12:""public_admin"";}","Municipal Management Portal",https://gestionmunicipal.org/login.php,2019,"The Municipal Management Portal is an online platform for local government policy practitioners to learn and share expertise and build collaborative networks across Argentina and internationally. The Portal is innovative not only through new applications of technology but also because it reflects a new conceptual understanding of Argentinian local government as open, professionalised and dynamic.","Argentinian local government is relatively fragmented, stratified and unstructured in comparison with European or North American correlates. As a result, local government practitioners across Argentina are less able to work collaboratively, share resources and skills or develop their respective local government organisations.
It is in this context that the Local Innovation Network’s (Red de Innovación Local / RIL) has developed the Municipal Management Portal (Portal de Gestión Municipal). The Portal is a digital platform designed to encourage, facilitate and shape the development of Argentinian local government through collaboration and shared learning of policy methodologies.
The Municipal Management Portal operates through five functions. Firstly, ‘connect me’ (conectarme), allows practitioners to create professional links between their different local government areas. ‘Share’ (intercambiar) allows practitioners to participate in engagement activities in order to learn, ask questions and discuss their experiences with colleagues from different localities. ‘Inspire me’ (inspirarme) features a world map filled with examples of innovative local government policy solutions to myriad problems across the globe. The purpose of this is to illustrate the breadth of activity, capacity and innovation at the local government level, globally. ‘Teach me’ (capacitarme) allows practitioners to access a bank of policy documents and online learning materials related to their area of work or interest in order to support their development and communicate RIL’s vision for local government organisation. Finally, through ‘evaluate me’ (evaluarme) RIL can collect data on the progress of local governments through questionnaires, self-administered by local government practitioners, that in turn can measure the degree of development of their own strategies. In this way, the Portal can identify strengths and opportunities for policy development in particular local government areas and thereby justify and strengthen RIL’s facilitation work with the locality in question.
The portal also provides access to a system for registering and monitoring social assistance given out in the city, solving a pain point identified throughout many management teams in the country. This ""social assistance management dashboard"" is the first of many planned additions to this powerful tool. The ""environmental management dashboard"" and ""economic development dashboard"" are both in a development phase.
These different functions reflect the different potential applications of the Portal by various actors. Principally, local government practitioners can understand the demands and dimensions of their work more effectively. They can also communicate with colleagues from different localities informally through structured engagement events or make specific contact with practitioners related to a particular policy initiative. These aspects reflect RIL’s human-centred approach to public sector innovation and local government development. The Portal emphasises the need for professional contact and mutual engagement across different policy areas between local government areas such that practitioners can capitalise upon shared expertise, work collaboratively and inspire one another. This is not limited only to Argentina or South America. The Portal’s international reach already covers every continent and improving the quality and quantity of inspirational international examples of policy innovations is a key goal for the development of the Portal in future.
The breadth of the Portal’s functions indicate its ability to provides an important tool for RIL to increase their impact upon the speed and direction of local government development in Argentina. In particular, the Portal invites local government practitioners not only to be policy professionals but also policy entrepreneurs, through international examples of policy innovations and detailed best practices approaches to various policy domains. Practitioners are supported in this through the Portal’s available resources and RIL’s work more widely, which is integrated into the Portal through the ‘evaluate me’ (evaluarme) section. This illustrates how the Portal can function as a social network, resource bank and data collection service in order to make RIL’s work more effective, support the development of local governments and local government practitioners and communicate parallel development internationally. In this way, the Portal contributes to cultural change in the Argentinian policy sector – towards more professionalised and structured local government.","a:4:{i:0;s:3:""613"";i:1;s:3:""210"";i:2;s:3:""335"";i:3;s:4:""4088"";}","Innovation in the public sector implies new configurations of resources, offering new tools, opportunities and insights capable of improving outcomes for practitioners and citizens. The Municipal Management Portal achieves this creative destruction across multiple areas of public sector innovation. The Portal employs a new technological application of information translation sharing in the Argentinian policy sector. By operating online, the Portal can reach more people and offer greater capacity and accessibility in the functions it hosts and the resources that it offers. Most significantly, the Portal achieves this innovation in technological and administrative process alongside innovation in conceptual understanding and governance. In particular, the cross-national examples of policy responses to the COVID-19 pandemic and associated national lockdown measures illustrate that local government is just as capable of rapid policy responses to urgent problems as central government.","a:1:{i:0;s:14:""implementation"";}","The Portal is fully functioning and therefore capable of fulfilling its role in expanding, connecting and inspiring local government initiative across Argentina. The dynamic nature of the Portal also allows for constant updating and expansion across its wide functionality. In this way, the Portal can continue to evolve and support innovation and policy development across Argentina and internationally.
As examples of this continuous expansion, future developments include a “environmental management dashboard” and an “economic development dashboard” that aim to provide applicable tools that local government policy practitioners can implement to solve common pain points identified in local management, and in this way foster evidence-based decision making.","RIL, a civil society organisation, translated the opportunity for collaboration into a tool aimed at enhancing and fostering capability building and network building in the local public sector. Local government officials then brought in all the experience and knowledge, that became the core value of the platform when they began sharing. The private sector continuously collaborates in building contend and in funding RIL’s programs, allowing the tool to be developed.","The Portal is primarily designed to be used by local government practitioners to support their work, inspire and shape new initiatives as well as to connect practitioners across local government areas. Ultimately, the portal benefits citizens through improved public services and more effective municipal management.","The portal currently has 1,845 users representing more than 200 different cities of Argentina.
The “local solutions” map displays 2,374 policy experiences of more than 300 cities around the world. The portal includes 23 different questionnaires with which local government practitioners can self-evaluate their policy responses in 11 policy topic areas.","The main challenges involve raising funds to develop new features and maintain the portal in correct functioning.","In terms of infrastructure, the Portal needs internet coverage and access. Also, the engagement of practitioners is essential, since a human-centred approach requires effective human engagement. In this regard, RIL has managed to gain trust from government practitioners who, regardless of their wide-ranging political backgrounds and personal views, have overcome differences to participate, collaborate and share their strengths and weaknesses with colleagues.",.,"The main lesson learned is that there is room for collaboration and exchange in the public sector, and that local government practitioners of Argentina are avid for knowledge and training, and willing to apply new skills into practice.",,"a:9:{i:0;s:5:""25659"";i:1;s:5:""25660"";i:2;s:5:""25661"";i:3;s:5:""25662"";i:4;s:5:""25663"";i:5;s:5:""25664"";i:6;s:5:""25665"";i:7;s:5:""25666"";i:8;s:5:""25667"";}",,,https://www.youtube.com/watch?v=MnQgGHXTae0,
25568,"Open European Dialogue",https://oecd-opsi.org/innovations/open-european-dialogue/,21/05/2021,"Open European Dialogue",Germany,other,"a:2:{i:0;s:12:""public_admin"";i:1;s:25:""International Cooperation"";}","Open European Dialogue",https://www.openeuropeandialogue.org/,2015,"The seeds of the Open European Dialogue were planted in a context of crises that had put a strain on cross-European relations; this strain has only resurfaced through the current global pandemic. To mitigate political tensions, The OED was established as an informal yet constant link between policymakers across Europe. The innovative, member-led platform supports a unique process of dialogue that fosters cross-border collaboration among parliamentarians.","The primary product of the Open European Dialogue (OED) is dialogue itself. The innovation arose out of a time where cross-border dialogue and collaboration in Europe had broken down. In and around the 2015 financial and migration crises, European policymakers squandered opportunities for cross-border collaboration and problem-solving by not reaching out ‘across the aisle.’
In recognizing this gap in communication, the OED (then called the Mercator European Dialogue) was established by the German Marshall Fund of the United States in partnership with other think tanks in Germany, Italy, Spain, and Greece.
The positive impact produced by its first dialogue highlighted a severe and pervasive gap in dialogue among Europe’s policymakers. Participating MPs were distinctly surprised by how their work often paralleled but did not overlap; how they faced shared problems but did not reach out for shared solutions. Importantly, the crucial role that national politicians continue to play in shaping the European debate emerged clearly. European politics is decided in European capitals as much as it is in Brussels, and yet, the effective involvement of national parliaments in the broader European debate remains limited.
There are still close to zero opportunities within Europe for national members of parliament to foster cross-border dialogue outside of high-level diplomatic events. The Open European Dialogue is therefore innovative because it is an ever-present, open platform for dialogue for European policymakers to use to extend their horizon across country borders. The objective of the innovation is to strengthen cross-border dialogue and collaboration among policymakers by offering the place and the toolkit to do so.
The project's name was recently changed from Mercator European Dialogue to the Open European Dialogue to reflect the values and outputs of the innovation more readily: these are trust, openness, ownership, equal participation, and member-led initiative. This collection of characteristics – which make-up the ‘good offices’ that the OED platform provides to its member parliamentarians – is how dialogue and collaboration are fostered among policymakers across Europe.
To achieve the goal of fostering dialogue between policymakers, the OED works in the field of democratic innovation by experimenting with new ways of meaningfully connecting Europe’s policymakers. The aim is to improve the way European policymakers communicate and collaborate.
The network offers different dialogue products through continued experimentation. The OED Monthly Open Calls, for instance, arose out of a need to keep policymakers connected during the pandemic. The open-agenda format of these calls drew in parliamentarians who ultimately needed an outlet of communication at times where parliaments were closed. The OED120 aims to connect parliamentarians with experts through a horizontal, open discussion, encouraging learning and further collaborative initiatives through the dialogue process. Finally, when live events were more easily available, workshops and dialogues were set up through collaboration with organizations like the European Forum Alpbach, which have supplemented its events with unique expertise on a range of topics or unique toolkits for the dialogue process itself.
The focus on dialogue is based on the team's belief in the collaborative, democratic process of decision-making and on the idea that the value of dialogue as a tool lies in its power to address complex, political challenges. As opposed to political debates, the character of an open political dialogue is explorative and collaborative. The team therefore experiments on the different ways in which it can encourage open dialogue among European policymakers.
The future of the Open European Dialogue lies in its full establishment of a permanent platform that lends its process-expertise to a network of policymakers in order to allow them to activate cross-border collaboration. The OED aims to be member-led, encouraging engagement within its expanding network of policymakers on initiatives of their own rather than performing advocacy itself.
Finally, the OED platform has found a niche among inter-parliamentary assemblies. Multiple international organizations have established institutions for formal cross-border collaboration, such as the Inter-Parliamentary Union, The NATO Parliamentary Assembly, the OSCE Parliamentary Assembly, and the Parliamentary Assembly of the Council of Europe. The OED has established itself as the first-ever, informal parliamentary network where true collaboration, learning, and peer-to-peer interaction can happen among policymakers coming from all European countries and parties of the entire political spectrum.
Ultimately, both the niche and the innovation found within the Open European Dialogue lies within the team’s aim to establish a localized space for dialogue among international actors.","a:3:{i:0;s:3:""615"";i:1;s:3:""317"";i:2;s:4:""4088"";}","The OED is Europe's first informal, cross-party network of policymakers that creates a platform for future-thinking and open dialogue and exchange.
It applies human-centric and experiential learning approaches to engage policymakers. Its approach is innovative as it focuses on bringing together diverse perspectives and mapping problem-areas rather than building consensus over solutions as is done in formal institutional and traditional setups.
The process design of its facilitated and highly-participatory dialogues is tailored to engage policymakers in a culture of active listening, allowing for a trusted and meaningful exchange between actors holding competing views.
This allows the team to shake up the European political arena by connecting policymakers beyond their traditional alliances; across party boundaries and national borders, with particular attention to political fringes. It is in the DNA of this network to remain politically neutral and to not force consensus building.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The Open European Dialogue is at the stage of implementation and continued experimentation. Since 2015, it has developed and offered different forms of dialogues to its 300+ network of parliamentarians. Some noticeable ones are the MP Open Calls, the OED120s, and the OED Policy Design Sprint that is being developed and implemented now.
The MP Open Calls arose at the height of the pandemic when many live parliamentary sessions had stopped. They are open-agenda calls where MPs have a chance to connect with their international peers over the topics they choose. Unlike the Open Calls, the OED120s are dialogue-centered, live, or online workshops that focus on one specific topic and problem-area at a time. Policymakers are then connected to topical experts to device policy solutions.
Finally, the new Design Sprint format is designed as an intensive, short-burst workshop that aims to tap into MP-held expertise to help them formulate solutions to their self-identified policy issue.","The network is compromised of 300+ policymakers and a steering committee of 12 policymakers from different countries and parties across Europe who participates in the strategic foresight of the project.
Its think tank partners include The German Marshall Fund, the Barcelona Centre for International Affairs, the Istituto Affari Internazionali, the Hellenic Foundation for European and Foreign Policy, and APROPOS – Advancing Process in Politics.","Both the primary stakeholders and beneficiaries of the Open European Dialogue are members of national parliaments across Europe. As project lead, the team also focuses on capacity-building for all think tank partners involved in this project who are then encouraged to spread the OED methodologies with their networks and stakeholders.
With its dialogue-specific process, the OED aims to make cross-cutting improvements in the way political dialogue is done in Europe.","The team has found that dialogue settings, particularly ones characterized by group learning and structured interaction, are conducive to participants accepting a framework of communication that is defined by active listening, peer-to-peer learning, critical reflection, and emphasizing common ground as opposed to difference. These dialogue-focused settings often trigger learning in our participating policymakers. While engaging in joint-learning, members are likely to build relationships among each other that lead to collaboration and contribute to the trust-based nature of the network overall.
Ultimately, the success of the network and dialogues is measured through feedback from parliamentary members and from tracking the different ways in which they have engaged with the OED platform over time.","Maintaining and growing a diverse network of policymakers is a constant challenge as policymakers tend to move in and out of parliament across Europe. Hence, a significant level of capacity and resources is needed to follow and react to political developments across European countries. A well-refined skill set is necessary to attract policymakers from across the political spectrum alike.
The team had to adjust to the new reality of online convening. A continuous challenge in doing so was to overcome the barriers online communication create to human interaction. The process and facilitation of interactive online activities need to be well-designed to ensure the sense of trust that allows for an informal, open, and honest conversation. Without the trust capital the OED has managed to build over the past five years with its network of policymakers, it would not have been possible to use the current level of experimentation and trial-and-error we need to build trusted online spaces.","The Open European Dialogue is successful as long as its platform remains attractive to policymakers. The following are key elements for the OED network to remain engaging:
- maintaining open communication channels. Either through online events or live ones, we create opportunities for policymakers to meet.
- increasing the value of the network by drawing on the expertise of our think tank partners, creating a connection between our network of policymakers and network of experts
- creating spaces conducive of learning and collaboration. The OED team needs to build upon its process-expertise on designing dialogues and workshops.
- member-led initiatives. As a member-led network, active participation among its members ensures its vibrancy and continued success.
Ideally, the platform would be referred to by parliamentarians as a unique space where to gather first-hand information and hear perspectives and ideas they would not otherwise encounter in their parliamentary work.","As a platform, the Open European Dialogue can be replicated among different regions of the world. Its dialogue-oriented process can also be incorporated within larger international organizations and assemblies. Direct links to parliamentarians across countries, for instance, could be maintained through visible, official-but-non-formal channels that encourage open dialogue and cross-border collaboration.
Importantly, keeping such channels for open dialogue accessible, neutral, and informal would also encourage a culture of open dialogue in national and trans-national politics in Europe and abroad.","Some of the key lessons learned include:
- Neutrality is crucial to ensuring trust and openness in dialogues, particularly in settings with opposing political ideologies.
- Ensuring that network members stay engaged requires continued experimentation as outputs and processes needs to stay fresh and new.
- Failure is crucial. This is a new space, a distinct project without a clear precedent. Fail, adapt, overcome.
- Be clear about your added value. The team focuses on the value of dialogue and attracts members that see this and are brave enough to expand their scope of influence thanks to highly participatory processes in which there is ownership even in failure.",,,"a:3:{i:0;s:5:""25562"";i:1;s:5:""25563"";i:2;s:5:""25564"";}",,https://vimeo.com/371080633,https://vimeo.com/367974333
25570,"West African Health Informatics Team",https://oecd-opsi.org/innovations/west-african-health-informatics-team/,21/05/2021,USAID,"United States",central,"a:3:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:25:""International Development"";}","West African Health Informatics Team",http://www.healthpolicyplus.com/WAHIT.cfm,2016,"The West Africa Health Informatics Team (WAHIT), based at the West African Health Organization (WAHO), is a team of software developers and health information system experts that provide on-demand technical assistance to countries while building local capacity. Originally founded in the wake of the Ebola outbreak as a proof of concept to test innovative models for building local health informatics capacity, WAHIT evolved into a foundational component of WAHO’s leadership in health in the region.","The West Africa Health Informatics Team (WAHIT), based at the West African Health Organization (WAHO), is a team of software developers and health information system (HIS) experts that provide on-demand technical assistance to countries while building local capacity in the region. Originally founded in the wake of the Ebola outbreak as a proof of concept to test innovative models for building local health informatics capacity, WAHIT evolved into a foundational component of WAHO’s leadership in health information strengthening, building capacity at national and regional levels.
After many months of research, WAHIT officially commenced as a U.S. Agency for International Development (USAID)-funded and managed activity in 2016. Over the following three years, WAHIT trained over 250 HIS experts in West Africa through 26 country missions. Activities ranged from training on server management at the country level, consolidation of weekly Integrated Disease Surveillance and Response (IDSR) data at the regional level, and business process improvement at WAHO.
By the end of 2019, WAHO committed to fully incorporating the team into its permanent organizational structure, however the institutionalization process was not easy and is still not complete. This report shares the journey of establishing WAHIT, including the many proposed models, adaptations, negotiations, and changes along the way.","a:8:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""190"";i:3;s:3:""211"";i:4;s:3:""234"";i:5;s:3:""610"";i:6;s:3:""617"";i:7;s:4:""4088"";}","Following the epidemic, the USAID Global Development Lab’s Ebola Team conducted research to understand current models for providing HIS technical assistance to ministries of health within the region and options for moving short term technical assistance to long-term sustained capacity. Specifically, advanced health informaticians and software engineers were identified as lacking, contributing to the inability to integrate disparate data systems at the pace required during the Ebola epidemic. Findings from the 2016 USAID report Fighting Ebola with Information included a specific recommendation to “build staff technical capacity and data literacy” in order to “leverage digital systems and real-time data in support of operations, programs, and decision-making” (p. 12).","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Given WAHIT’s design as a one-year proof of concept initiative, understanding if and how WAHIT could be sustained beyond the initial year was a priority from the start. In June 2019, with WAHIT funding set to end, WAHO and WAHIT conducted a sustainability workshop to identify strategies to maintain WAHIT beyond September 2019. As of 2021, the team is fully in existence, still donor funded. WAHO is still requesting approval to make the team a permanent part of their structure.","Partnerships bring diversity in the skillset, experience, and positioning needed for systemic change. The partnership structure of WAHIT was intentionally curated and leveraged throughout the implementation of WAHIT. USAID led the overarching strategy and design of the program. WAHO brought long-standing regional presence, reach, and technical leadership within health, policy, and governance. Finally, HP+ complemented the partnership with technical health informatics capability and operations.","WAHIT trained 254 health information system experts on various topics. WAHIT’s capacity building activities were specifically targeted to build individual-level technical capacity so that individuals within ministries of health have the necessary skills to improve health information systems regionally. While individual capacity building activities were targeted through WAHIT’s implementation activities, WAHIT had resonating effects that improved organizational and digital ecosystem capabilities.","Through WAHIT, WAHO has been able to streamline reporting, provide technical assistance to member states, and detect/ respond to new diseases such as COVID-19.","The main challenges were the insufficient length of WAHIT’s technical assistance and uncertainty regarding sustainability of the team. Many trainees felt that WAHIT never had enough time to fully and deeply cover the training topics and/or to stay in the countries until all the technical issues raised were fully and completely addressed. A reoccurring piece of feedback early on was that the “fly in, fly out” model typically used for technical assistance did not foster sustainable HIS capacity at the MOH level.
The duration of WAHIT technical assistance missions and training was limited due to WAHO policies. To adapt, WAHIT phased country missions into separate trips and provided remote engagement via email and WhatsApp while they were back in the office. Informant feedback indicated that in-person support was generally preferred, however, WAHO policies and financial resources for travel had to be adhered to.","The journey to establish WAHIT shows that new models to support countries in health information system improvements and building local capacity are possible with the right combination of partnership, flexibility, and alignment. Infused throughout this story are lessons learned along the way. Key lessons that the digital health community can learn from for future activities aimed to strengthen digital health capacity at both individual and country levels include: Balancing Sustainability with Results; Harnessing the Power of Partnerships; Building Gender-Inclusive Capacity; and Cultivating Capacity at all Levels.","In the design of future informatics capacity building initiatives, and as WAHIT grows, gender inclusion should be considered from the onset. For example, when there is flexibility in team location, analyzing the availability of the local talent pipeline disaggregated by gender (if available) can help to identify a location with a larger female applicant pool, avoiding issues related to relocation. Alternatively, considering short-term consulting assignments or allowing remote work may provide more flexibility with limitations related to work schedules and location. Considering these factors could have helped the team be more inclusive of women with the requisite skillset, however, more is ultimately needed to build the pipeline of female technology experts in West Africa in general.","WAHIT is proof that new ways of providing technical assistance while building capacity are possible with the right approach, partnership, and motivation. As USAID continues to support countries on their journey to self-reliance, strengthening country-level digital capability, including equipping the next generation workforce, will be critical.
Digital capacity building projects can learn from WAHIT’s innovative model, implementing through adaptive management approaches and collaborative partnership models.","It's an amazing team!",,,,,
25640,"b-solutions – overcoming cross-border obstacles",https://oecd-opsi.org/innovations/b-solutions-overcoming-cross-border-obstacles/,21/05/2021,"European Commission",Belgium,other,"a:1:{i:0;s:30:""European Public Administration"";}","b-solutions – overcoming cross-border obstacles",http://www.b-solutionsproject.com/,2018,"European Border regions face obstacles in diverse domains, hampering cross-border interactions and development. b-solutions provides an innovative way to support border regions in identifying the root causes of obstacles and devising solutions pathways in two ways:
i) how public support is provided: a legal expert working directly with the beneficiary on a obstacle (i.e. no red tape+cost effectiveness)
ii) on each different solutions (legal revision proposals; agreements; revised procedures)","The aim of the initiative is to tackle legal and administrative obstacles hindering cooperation in border regions along EU internal land borders through the adoption of sustainable and replicable solutions.
b-solutions was part of a set of new and concrete actions to enhance cohesion in cross-border areas included in the Boosting Growth and Cohesion in European Border Regions (COM(2017)534) communication adopted by the European Commission (EC) in 2017.
Border regions constitute the EU Cohesion Policy major landmark and after 30 years since the establishment of the Interreg funding programme, thousands of projects have successfully received financial support to better exploit the potential of these territories.
Nevertheless, obstacles of legal or administrative nature continue to have a negative impact on the stakeholders and citizens living and operating across borders. Research indicates that solving one fifth of existing border obstacles could lead to an increase of 2% GDP in border regions, corresponding to 1 million new jobs.
The initiative is managed by the Association of European Border Regions (AEBR) on behalf of the EC’s DG REGIO. In short: public authorities at different levels (e.g., municipalities) apply to calls for proposals by submitting an identified obstacle that hampers interaction across the border. Those selected are attributed support in the form of legal/technical expertise. A lawyer is assigned to work with the beneficiary – and its peers across the border – in order to assess the root causes of the obstacles. Additionally the expert works with the beneficiary to identify a possible pathway for a solution.
The innovation in the process is double:
I) innovative process to provide support to border regions but without a grant or a tender. There is no financial transfers to the beneficiaries. Instead legal experts are hired directly by AEBR (using a grant it receives from the European Commission) and assigned to provide their services to the beneficiaries. This significantly simplifies the procedure by reducing the red tape to nearly zero. Also, it increased cost effectiveness by centralising the contractualisation of the legal expertise.
ii) innovative solutions tailored to each case – including legislative amendment proposals; bilateral agreements; new administrative procedures; revised management systems, etc. (see examples in the compendium annex). Furthermore, there is a strong sharing element. Being implemented at European level, the initiative increases the visibility of the solutions identified for each case. Therefore, experiences from one border become useful for entities in other borders experiencing similar obstacles.
90 different obstacles were selected under the initiative. 4 calls for proposals permitted identifying those obstacles (one in 2018, one in 2019, two in 2020). The cases covered 27 cross-border regions in 21 Member States and tackled obstacles mainly in employment, public transport, healthcare and institutional cooperation.","a:4:{i:0;s:3:""181"";i:1;s:3:""213"";i:2;s:3:""184"";i:3;s:4:""4088"";}","b-solutions enhances an innovative approach to cross-border cooperation with the bottom-up participation of stakeholder and targeted support by experts to local actors.
The project equips local stakeholders, namely Local and regional authorities and public sector servants, to innovate thanks to raised awareness and the online network they become part of.
By granting support with the expertise of new actors, cross-border cooperation involves additional stakeholders who make it more efficient and effective. The involvement of third parties makes it possible for public sector servants in border regions to explore new solutions to foster cross-border cooperation.
Finally, b-solutions enhances the dissemination of innovative solutions to solve existing legal or administrative obstacles, promoting replicability and building the capacity of local and regional authorities.","a:1:{i:0;s:14:""implementation"";}","The b-solutions initiative was initiated in 2018 and is currently still being implemented. Its innovative approach to enhancing cross-border cooperation has been used by DG REGIO/AEBR for three years and has already yielded knowledge, raising awareness and, to some extent, impact.
Through four calls for proposals, 90 obstacles to cross-border cooperation have been detected, part of them already analysed by legal experts proposing solutions. 43 of these obstacles and respective solutions have been already disseminated among peers with the aim of replicating the innovative, solution-oriented approach and of building capacity throughout the public sector in the EU.
The initiative is already contracted until December 2021 with the publication of material addressing, among others, cross-border cooperation stakeholders and offering them tools to implement the innovative approach proposed by b-solutions.","b-solutions targeted specifically government officials, and in particular public bodies and cross-border structures in border regions. Being the main target, these have been offered legal expertise to overcome legal and administrative obstacles in border regions so as to offer better services to their citizens.","'- Beneficiaries are public bodies in border regions who submit the proposals of obstacles to be addressed to AEBR. End beneficiaries are the citizens of cross-border regions who see obstacles solved and cross-border interactions facilitated.
- Policy makers at all levels benefit from increased awareness on cross-border interaction.
- Experts assigned to the cases, benefit also from enhanced experience and knowledge.
- Project publications benefit the general public.","'- 90 obstacles being addressed (the 27 most recent ones are still ongoing).
- Impact on cross-border cooperation programmes (Interreg), some of which will replicate the initiative by introducing similar support schemes in their territories.","The main challenge is to exploit the innovation's potential by reaching out to other border regions.","Key conditions for success are multi level stakeholder engagement and political commitment.","Interreg cooperation programmes are replicating the approach.","The key lessons learned from the ‘b-solutions’ initiative show that:
1) solutions must be tailored to each specific context, though experience in handling similar obstacles in other border regions can often be useful;
2) implementing solutions is typically a complex and lengthy process, only possible with the involvement and political commitment of multi-level decision making authorities;
3) a range of tools can be used to identify solutions; some may be European, others may already be available at national level, but they frequently require changes in the legal framework.",,,"a:3:{i:0;s:5:""25637"";i:1;s:5:""25638"";i:2;s:5:""25639"";}",,,
25647,iLabthon,https://oecd-opsi.org/innovations/ilabthon/,22/05/2021,"Conexão Inovação Pública RJ",Brazil,other,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}",iLabthon,https://bit.ly/regulamentoilabthon,2021,"Hundreds of organizations want to create innovation laboratories but do not know how to do it. ILabthon is an event created to foster this creation with the support of the best specialists in the public sector. The event helped to create more than 130 laboratory projects across all regions in Brazil and 3 others countries in a single weekend, boosting the Brazilian public sector's innovation ecosystem.","ILabthon was the first marathon in the world to create innovation laboratories in the public sector, held from January 20 to 31, 2021. It was led by the Conexão Inovação Pública RJ network with the support of more than 60 partners, including 27 public sector innovation laboratories.
The initiative was fully online and free. It used a “hands-on” format with gamification methods to encourage participating teams to collectively build a “minimum viable product” of an innovation laboratory with five fundamental dimensions: Strategy, Services, Structure, Learning and Communication.
In addition to creating something real and having to do their own time management, participants made numerous new connections, both with members of other teams - there were 1327 participants in total - and with the mentors and invited speakers - 132 in total. Participants therefore benefited from a support network for the continuation of projects even after the marathon.","a:5:{i:0;s:3:""257"";i:1;s:3:""190"";i:2;s:3:""305"";i:3;s:3:""178"";i:4;s:4:""4088"";}","ILabthon was the world's first marathon-style immersion event for the construction of an innovation laboratory project within the public sector by the participating teams. The format of the event was a competition between teams with support from specialized mentoring and final evaluation of projects by a judging panel.","a:1:{i:0;s:9:""diffusing"";}","Currently, there are several innovation laboratories in the public sector that have emerged after the event, both in Brazil and in the other participating countries. These laboratories have different levels of maturity and incentives for their organizations. Based on the evaluation of the event by the participants and organizers, a learning book was built to carry out the next edition of the marathon and further improve the performance and organization of the event.
The Conexão Inovação Pública group is actively working on other initiatives to enhance the Brazilian public sector's innovation ecosystem, such as the Labutantes Award for existing innovation labs in the public sector.","The project was built by a multidisciplinary team, from different public and private sector organizations and different government departments participating in the Conexão Inovação Pública RJ. 128 mentors and 61 supporters and sponsors contributed with wide dissemination and prizes to the winning teams (including via training, consultancy, and learning materials to support the continuation of the lab's journey).","Participants and beneficiaries of ILabthon included:
- public agency employees who knew little bit about public sector innovation
- common citizens who wanted to develop solutions to solve public problems
- employees of public or mixed economy companies who wanted to generate value inside and outside their own organization
- public employers from different agencies working in the same area
- different actors of the innovation ecosystem that work with open innovation.","ILabthon results:
259 teams from 22 Federation Units of Brazil and 4 countries (1,327 people)
134 projects delivered on time
Court hearing
14,100 views on Youtube
31,513 likes / reactions on Instagram
1,711 likes / reactions on LinkedIn
Participation in preparatory events with open access
Edition I: 1,813 views
Edition II: 744 views
Edition III: 765 views
Edition IV: 992 views
Participation in lectures during the event with open access
Aperture: 2,444 views
Closing: 2,814 views
Assessments
274 participants rated the probability of recommending the next iLabthon to someone else (±score of 8.95/10).
49 mentors rated the probability of recommending the next iLabthon to someone else (±score of 9.5/10).
Several laboratories continued the projects after the event. These laboratories have different levels of maturity and ability to take the initiative forward needing other support actions.","Many participants were unfamiliar with the Discord app. In addition, the strong adherence of mentors to the event on the last day of registration signalled the need for more support on the platform. A meeting of the organizing group was held to establish the creation of another server on Discord. The teams were divided into 2 groups and communication was organized for both participating teams and registered mentors. The marathon later took place with the 2 servers operating simultaneously.","The project was built by a multidisciplinary team, from different organizations in the public and private sector, from different government spheres. All organizers and mentors did volunteer work.
We seek to learn from lessons collected in other online marathons held by the group. This was only possible due to the mental model of opening to error and learning from failures, called growth mindset.
We attribute part of the success to the 4 heating events held before the main event, which gave visibility to the already existing innovation laboratories. This factor contributed to the success of the project, as it inspired the participating teams by showing examples of real cases of transformation in public management.
No less important was the large and successful recruitment of mentors through mobilization on social networks and registration and referral forms. All of this was essential to reach the mark of 128 mentors (as) in the team.","To the best of the authors' knowledge, the iLabthon model has not yet been replicated by other organizations. Some of the lessons learned and improvements in the model will be applied in the Regulathon, a regulatory marathon promoted by Conexão Inovação Pública RJ
The entire event model, regulation and methodology are licensed with an open license (Creative Commons) and are available free of charge to anyone who wants to replicate it in other public institutions or government agencies worldwide.","After the event, the organizing committee collected feedback from all the actors involved in iLabthon (organizers, participants, mentors) with answers to the question: What was your greatest lesson learned about innovation labs with this event?
The most cited answers were:
- the huge diversity of scenarios and possibilities for the development of innovation laboratories and
- the fact that most participating projects focused on improving the quality of life for the population.
Participants reported that collaboration, cooperation, teamwork and persistence are key ingredients for creating an innovation laboratory in the public sector.","The organizing team gathered public employees and agents from institutions and innovation laboratories of the Brazilian federal government (ANAC, ANS, Fiocruz, UFRJ), from state governments (Nidus LAB - State of Santa Catarina, LIC - Government of the State of Ceará, Íris Lab Gov - Government of the State of Ceará, Inova PGE-RJ - Government of the State of Rio de Janeiro) and the private sector (WeGov and professionals working in the private sector).
Further documentation:
Explanatory document: https://drive.google.com/file/d/18xT9MWqndQyNfmBfuBc39eU4eoY1KlBL/view?usp=sharing
Project Concept Note: https://drive.google.com/file/d/1YLe0qytae0qEs0e3K1nJ0zpac7ARLi5q/view?usp=sharing
ILabthon partners: https://drive.google.com/drive/folders/13aUSnegnLWDJOnGqFAE5_Wb-TZIsbDKv?usp=sharing
ILabthon iLab Projects Database: https://drive.google.com/drive/folders/1_Xt5R5bFivEMkxkPJ2osqMvonUaqu3F
Lessons learned: https://drive.google.com/file/d/13dU9AT40c1P4OeAUGU7xlO4i6D7tpvyV/view?usp=sharing","a:1:{i:0;s:5:""27154"";}","a:5:{i:0;s:5:""25650"";i:1;s:5:""25651"";i:2;s:5:""25652"";i:3;s:5:""25646"";i:4;s:5:""25649"";}",,"https://youtu.be/pKCOlk850Eo (opening event)","https://youtu.be/8LYUHoNMDFs (closing event)"
25707,"Remote work and people in government",https://oecd-opsi.org/innovations/remote-work-and-people-in-government/,23/05/2021,"People in Government Lab, Blavatnik School of Government, Oxford University","United Kingdom",central,"a:3:{i:0;s:9:""education"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Remote work and people in government",,2021,"Governments have increasingly adopted remote work due to COVID19. So far, there has been no comparative assessment of how teleworking has affected the public sector. The People in Government Lab, together with an international team of researchers from 12 universities is running a study in Brazil, Colombia, Chile, and the United Kingdom to understand the organisational advantages of teleworking, and to evaluate how behavioural sciences can improve public employees’ wellbeing and performance","With the onset of the COVID-19 pandemic, governments have increasingly adopted remote work. This organisational change has imposed new challenges on the public sector and presented a breadth of different perspectives for the future. Governments and public employees worldwide have coped with these circumstances and continued delivering public services to their communities.
So far, there has been no comparative assessment of how remote working has affected public employee’s wellbeing and performance and how behavioural science can help overcome some of the main challenges. The People in Government Lab at Oxford University, together with an international team of researchers from 12 different institutions, including Harvard University, Duke University, Utrecht University, and Chile University, among others, is running a set of experiments in four different countries (Brazil, Colombia, Chile, and United Kingdom) with two purposes: 1) to understand the organisational advantages of hybrid working in the public sector, and 2) to evaluate how behavioural sciences can help to improve public employees’ performance and wellbeing.
According to the Duke Remote Work Survey (2020) and several exploratory interviews conducted with public employees in June and July 2020, people working in government are facing several unprecedented challenges while working remotely – such as the lack of boundaries between private and professional life, technology limitations, or longer working journeys - which all can impact productivity and well-being. Out of the many challenges cited by the public servants, we decided to focus on issues that were flagged as two of the most important barriers to well-being and productivity:
● Time spent in unproductive work. The public servants who answered the Duke Survey reported themselves as up to 40% less productive while working from home during the pandemic. These results are highly related to lack of self-control (Duke Remote Work Survey, 2020). In this context, finding ways to improve self-control as a means to raise performance and well-being outcomes is relevant and can be done by adopting strategies of goal-setting, planning, and measuring results.
● Social isolation/lack of human interaction. Being compelled to telework, people experience fewer social interactions than in their usual work setting (Duke Remote Work Survey, 2020), potentially affecting productivity and well-being. This issue could be minimised by looking at the process of organizational socialization, increasing opportunities for social interactions among colleagues, managers and employees.
We developed two behavioural informed interventions for workers in the public sectors:
1. GOAL, BLOCK AND MEASURE (GBM): This intervention aims to strengthen self-control to improve productivity and well-being. To achieve this result, the intervention is designed to encourage public servants to set work-related goals, to plan the actions needed to reach them, and to measure their success in meeting their goals. Organisers have also designed simple accountability mechanisms to secure higher compliance with the actions defined by the public employees.
2. BUILDING SOCIAL TIES (BST): This intervention aims to build/strengthen social ties among workers to improve productivity and well-being. To make it happen, researchers will adopt an intervention that use virtual channels to foster social ties inside public organizations.
The interdisciplinary and collaborative cross-border approach has allowed us to create a hub of academics, practitioners and decision-makers that exchange knowledge and learn from each other while applying behavioural sciences, experimental methods and designing evidence-based policies. The project as a whole will allow them to pinpoint which interventions and working methods help foster productivity and well-being with the new organizational landscape set by the pandemic.","a:3:{i:0;s:3:""156"";i:1;s:3:""211"";i:2;s:4:""4088"";}","Three main characteristics make the project innovative:
1) New topic in the public sector and comparative perspective: So far, there has been no comparative assessment of how remote working has affected public employee’s wellbeing and performance.
2) Behavioural perspective: This research project aims to evaluate the effectiveness of behavioural-informed interventions, together with our government partners we have design two behavioural-informed interventions to improve public employees’ wellbeing and performance while working remotely.
3) Interdisciplinary and cross-border collaboration: Organisers have integrated a team of researchers with expertise in different disciplines to work together with innovation labs in five different public agencies in Brazil, Colombia, Chile, and the United Kingdom. This collaborative approach has allowed them to build interventions that can be applied in different contexts and to learn from each other experiences.","a:1:{i:0;s:14:""implementation"";}","In May 2021, organisers will be running the first pilot of the experiment in the four countries. To make this possible they have designed and translated the evaluation instrument and the interventions in three different languages. In August 2021, organisers will run the field experiment in collaboration with their government partners.","Reserach team (People in Government Lab, Harvard University, Duke University, University of Surrey, University of Illinois, Utrecht University, Chile University, and IDC Herzliya) contributes to the research work.
Government Partners: Innovation labs -the People Lab UK, Labora Lab Brazil, Innovation Lab Colombia- provide their knowledge and experience, as well as databases.
Public employees across all the government agencies who voluntary accept to collaborate and participate in the study","The main goal of the project is to improve public employees’ wellbeing. The purpose is to contribute to creating a more efficient public service by improving public employees’ motivation, performance, and effectiveness. Government partners are adopting the behavioural and experimentation perspectives as well as creating an international network to exchange ideas and collaborate in future projects.","This project will use experimental methods to test whether the two behavioral-informed interventions defined above (GBM and BST) increase the productivity and well-being of public servants working from home. GBM would do so by strengthening self-control, while BST increases organizational socialization. The research will rely on both subjective and objective data to test the hypotheses (surveys, administrative documents, and data). Supporting our interventions, several innovative forms of measurements will be included in the study: coupling the big-data survey approach, we will tap into psychometric attributes (e.g., self-reported scales) and psychophysiological underpinnings of people’s behaviors over the course of the study. This effort represents one of the first approaches in the field of government studies that leverage both a large population of workers and uses such objective approaches.","Through the project, organisers have faced two main challenges:
• Strategy allies: It was a challenge to find strategic allies within the governments that would be willing to support the research, cooperate, and implement the recommendations resulting from the study. As well as getting the support of the top leaders of the agencies. However, once organisers had built trust and agreed on the importance of the project, we have had all the support needed.
• Access to data and legal agreements. To guarantee the protection of the data they have signed agreements with each agency in the four governments, which has represented a huge legal and administrative effort.
In the future, organisers foresee an important challenge related to the integration of the data, as the data will be in different formats. However, we are working together with our government partners to prevent this potential challenge.","Strategic allies inside the government: Cooperation by the head of the offices involved in the intervention
A complete, up-to-date database of public employees’ information
An applied-research unit that believes in the importance of designing solutions for public problems and with institutional liaison capabilities to form solid alliances with government and academic institutions
Sponsorship to make any necessary assessment of the contexts and conditions where the intervention will be placed
Strategic dissemination and buying of the final results","These interventions have the potential to become a relevant policy to be implemented in different countries and contexts because of their efficacy and cost-effectiveness. The People in Government Lab together with the team of researchers aim to repeat the exercise in more countries and to explore the replication of the experiment in other levels of government (state or municipal), as well as other public institutions. This, to find ways to increase public employees’ wellbeing and performance in multiple contexts and continue the path towards making governments better worldwide.","The most inspiring lesson has been to learn that working together -academics and governments- can make innovation within the public sector possible. The alliance between innovative laboratories and universities can lead us to have a better understanding and improve the lives of a wider number of people. In the process, everybody learns, and the potential for future cooperation increases. This is an alternative to the usual implementation of policies: by experimenting, we can pilot a policy first, go back, tweak it, and maybe try it again before extensively implementing it. Having shown this to government institutions, it may open the door for future similar interventions.
In the future, we can continue exploring the power of behavioural sciences to contribute with useful and cost-effective insights that could help us solve multiple interrelated problems in different countries, such as public employees’ motivation, government effectiveness, collaboration and public service delivery.",,,,,,
25718,"Reducing Friction in Trade (RFIT)",https://oecd-opsi.org/innovations/reducing-friction-in-trade-rfit/,24/05/2021,"HM Revenue & Customs","United Kingdom",central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Reducing Friction in Trade (RFIT)",https://chainvine.com/intelligent-wine/,2020,"The Reducing Friction in Trade (RFIT) project was initiated in March 2019 as a proof of concept to establish how blockchain distributed ledger technology and associated technologies can be used to seamlessly integrate supply chain data with HM Revenue & Customs and the Food Standards Agency’s systems. The project intends to do so by guaranteeing the timeliness and provenance of critical data and avoiding the need for discrete declarations. ","The RFIT project was initiated in March 2019 as a proof of concept to establish how blockchain distributed ledger technology and associated technologies can be used to seamlessly integrate supply chain data with HM Revenue & Customs and the Food Standards Agency’s systems, guaranteeing the timeliness and provenance of critical data and avoiding the need for discrete declarations.
The project was conceived after a blockchain presentation from several different solution vendors. In this case, Chainvine Limited had shown the ""intelligent Wine"" application, a specific module that powers the Chainvine platform and in principle, helps users (in this case, importers and exporters) trace health, wealth, and happiness of a good digitally. In doing so, the application reduces the cost of trust in the supply chain ecosystem.
The proof of concept collected upstream data from wine producers that is relevant to Port Health Authorities and Customs and Border agencies, distributing it to authorised parties downstream in a secure manner within a Blockchain. This reduced the administrative effort required of traders at the border and showed potential for realising additional efficiencies through expanding early work into ""intelligent/smart contracts"" that can further automate processing.
The Chainvine platform is built in an open way with scope for extension avoiding proprietary systems or interfaces and is enabled to provide tracking capabilities using Internet of Things (IoT) tracking devices that are capable of capturing and relaying relevant parameters including location, temperature, and humidity. The platform allows for true democratic sharing of data between multiple parties.
RFIT has demonstrated the many benefits to both traders and the government of an integrated data source that is immutable, secure, distributed, and trusted across the supply chain. Reduction in data duplication and the need to manually enter data yielded a corresponding reduction in administrative overhead and submission errors, simultaneously improving data visibility, traceability, and tracking. At the same time, reducing risks associated with government use of upstream data.
This early work shows the potential benefits of creating a utility platform for trade, where government works with industry to connect and integrate decentralised data to facilitate international trade.","a:8:{i:0;s:3:""143"";i:1;s:3:""162"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""221"";i:5;s:3:""239"";i:6;s:3:""612"";i:7;s:3:""617"";}","Distributed Ledger Technology (DLT) offers a step-change for service delivery in both the public and private sectors. By reducing data fragmentation and enhancing traceability and accountability, DLT promises cost savings and efficiencies on a scale sufficient to impact national finances. DLT's facilitation of business processes, based on common and authoritative reference and transaction data, provides the means to derive improved returns and efficiencies from past and future investments, including legacy systems, through enhanced interoperability. ","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","As of May 2021, this project has already completed its first proof of concept and pilot phase. We are now at the stage of the formative evaluation of the pilot. This evaluation uses a mixed-methods approach, compiling data from quantitative surveys, qualitative narratives, and stakeholder interviews.
Further, this pilot has sparked additional work and the Covid crisis has offered more use cases and additional observations. More importantly, it has helped the government to look at a wider decentralised utility platform that projects, such as RFIT, can plug into.","HMRC brought government willingness to investigate and explore new technologies and processes. Chainvine Limited brought next-generation technology through the blend of Blockchain and Internet of Things (IoT). Surrey University brought a balanced opinion. Food Standards Agency brought an in-depth knowledge of government processes. Finally, Wine & Spirits Trade Association, Alliance Wine, Casella Wine, and Wine Australia brought industry knowledge.",,"The project continues to gather support and is growing internationally with more patterns looking to participate and trial the technology through the programme.","Challenges so far have been around an evenly distributed way of funding such projects.","Both human and financial resources, as well as personal values and motivation served as crucial conditions for success.
Furthermore, there must be a good mix between private industry and government: the government can lead and invest in minimal requirements in order to attract more private industry.
","Other sectors have demonstrated interest in joining the project and learning how they can benefit.","The pilot gave us insight into industry and government, particularly the need for more connected systems and ways of sharing data that can benefit both players in the economy. ",,"a:1:{i:0;s:5:""26758"";}","a:2:{i:0;s:5:""25725"";i:1;s:5:""25726"";}",,,
26723,"Environmental policy auditing for biodiversity conservation: The coordinated audit of protected areas",https://oecd-opsi.org/innovations/coordinated-environmental-policy-auditing/,21/05/2021,"Tribunal de Contas da União - Brazilian Court of Audit",Brazil,central,"a:3:{i:0;s:13:""environmental"";i:1;s:12:""public_admin"";i:2;s:32:""Auditing in environmental policy"";}","Environmental policy auditing for biodiversity conservation: The coordinated audit of protected areas",https://portal.tcu.gov.br/biblioteca-digital/auditoria-coordenada-nas-areas-protegidas-da-america-latina.htm,2019,"Auditing entities are public institutions that play a key role in the improvement of environmental policies. Thus, the Commission on Environmental Auditing of Latin America (COMTEMA) conducted the Coordinated Audit of Protected Areas in 2019-2020, with the participation of 26 inspection entities from 17 countries, in order to effectively evaluate their environmental management.","Given their cross-cutting and transboundary nature, environmental policies require complex organizational structures and governance arrangements as well as global responses that allow for the coordinated and integrated action of different stakeholders.
Among these stakeholders are Supreme Audit Institutions (SAIs): independent public institutions that examine the use of public resources. In addition to this role, SAIs also conduct audits to evaluate the efficiency, efficacy, and effectiveness of public policies. Therefore, environmental policies can benefit from a technical, independent, impartial, and apolitical analysis carried out by SAIs.
In view of the cross-cutting nature of the biodiversity conservation policy, the SAIs of Latin America, within the framework of the Latin American Special Technical Commission for the Environment, have joined efforts to carry out a joint work to evaluate the public environmental patrimony represented by protected areas, one of the key governmental strategies for biodiversity conservation. A coordinated international audit project was therefore initiated by several audit teams in different Latin American countries. However, in order to carry out the work with so many actors, it was necessary to establish a common language, so as to allow for standardization in communication and, above all, in the way of evaluating the audited policies.Here, the Aichi Target 11 of the Convention on Biological Diversity (CBD) and the Sustainable Development Goals (SDGs) serverd as a common standard to be shared across all countries.
A key challenge was to create a methodology that could be applied to different contexts and, at the same time, allow the consolidation of the analyses carried out by all the audit teams involved in the project. To do so, the team coordinating the audit (represented by EFS do Brasil) built a methodology called Indimapa, based on methodologies that are already internationally recognized for assessing the effectiveness of protected area management, such as the Rappam developed by WWF and the Tracking Tool developed by the World Bank.
This is a georeferenced tool that, with indexes and indicators visualized on a map, allows the assessment, communication and monitoring of the management level and implementation of the conservation units. In addition, Indimapa arises from the need for audits to establish outlines that allow for chronological comparisons of the results of the evaluated policy and serve as a baseline for longitudinal studies. The instrument therefore allows the monitoring of the evolution of the management of these areas by control agencies, management entities, non-governmental organizations, international donors, and society, thus increasing social control and strengthening environmental governance. Indimapa was applied between 2019 and 2020 by 15 countries in Latin America and two in Europe (Spain and Portugal), which allowed for a standardized and objective evaluation of more than 2000 protected areas.
Taking into account the different audiences interested in the SAI's evaluations, the communication of the consolidated results was represented with an average of the indicators on a map with a three-tiered chromatic scale, allowing all citizens, even those without specific knowledge on the theme, to be able to understand the results of the analysis. Therefore, the joint efforts of the SAIs have culminated in an unprecedented evaluation that provides an overview of the level of management of protected areas in Latin America and Europe, demonstrating the fundamental role that SAIs can play in promoting sustainable development.","a:3:{i:0;s:3:""623"";i:1;s:3:""317"";i:2;s:4:""4088"";}","The Coordinated Audit of Protected Areas provides a systemic regional overview of the management and implementation of 2,415 protected areas in 17 countries, which were evaluated by 26 independent public control institutions (INTOSAI-P-1) that can issue opinions, advice, and/or recommendations to governments with the aim of promoting the efficiency, efficacy, and effectiveness of public policies and the use of public resources (UN-A/RES/69/228). 1,028 protected areas were evaluated for the second time, allowing the identification of advances and opportunities for improvement in their management and implementation. This evaluation is unprecedented due to its execution by inspection and auditing entities, the number of protected areas evaluated, and the mandate and importance of the evaluating institutions before national and subnational governments.","a:1:{i:0;s:10:""evaluation"";}","The project was first run in 2014 with the participation of 12 countries. 1200 protected areas were assessed by the SAIs. At that time, the results indicated that most protected areas were at an intermediate level of management and implementation.
Five years later, the second version of the project was carried out. This time, the coordinated audit included 17 countries and was able to assess more than 2400 protected areas in a standardized and objective manner. In addition, it was possible to verify whether progress had been made between the areas that were evaluated on both occasions. Currently, the project is finishing the preparation of an executive summary with the consolidated results of the joint work.","The audit was coordinated by the TCU, under COMTEMA/OLACEFS, with support from GIZ GmbH and experts from the CBD, IUCN, UNDESA, US GAO, WGEA/INTOSAI. The audit was carried out by more than 100 auditors from 26 teams in 17 countries in Latin America, the Caribbean and Europe, including 17 national audit bodies and 9 subnational entities: courts of auditors of Brazilian states in the Amazon and of the Province of Buenos Aires in Argentina.","The primary users of the audit results are citizens, parliamentarians, and national and sub-national governments, who make decisions about the formulation, implementation, evaluation and review of public policies. Stakeholders include GTZ, international organizations, and environmental NGOs. The beneficiaries are the participating inspectorates, which have been strengthened in the process, and their auditors, who have developed important professional skills and competencies.","The creation of Indimapa allowed the evaluation, communication and monitoring of the management level and implementation status of the protected areas. Considering that the Indimapa methodology was applied for the second time by 11 Latin American SAIs, it was possible to evaluate 1028 areas in an objective and standardized way by means of indicators and indexes, showing an improvement in the sustainable management levels of these territories. In this sense, the methodology allows chronological comparisons of the results and serves as a baseline for longitudinal studies. Furthermore, this type of evaluation contributes to the strengthening of social control, accountability, and environmental governance.","The first challenge was to establish a common language among the control bodies participating in the coordinated audit. Then the challenge of developing a methodology applicable to different national contexts had to be overcome, as well as the challenge of establishing a communication strategy for the results.
To overcome the challenge of developing a specific tool for the control bodies and applicable to different contexts, internationally recognized methodologies were used, among them the Rappam developed by WWF and the Tracking Tool by the World Bank. The communication strategy was based on 2 principles: (1) the analysis of results should be easy to understand, regardless of the reader's level of knowledge on the subject; and (2) the results should be consolidated and presented in a user-friendly way through an illustration. Thus, the results maps allow a simple, single-view identification of the management level of each protected area.","Key success factors included:
- The leadership and support of top management, who played a crucial role in the coordination of different actors, which resulted in 26 inspection entities from 17 different countries joining the project.
- The financial support obtained through GTZ GmbH that was fundamental in sponsoring the auditors' participation in technical workshops held in the planning and consolidation stages of the audit.
- The commitment and, above all, the technical and managerial capacity of the team coordinating the project, which knew how to deal with diverse actors, in three languages, and with different levels of capacity and resources.","Given that the work process and methodology developed are applicable to different contexts, the possibility of replication is significant. In this way, other control bodies can draw on this experience and apply the system developed in the local, national, and global contexts, by means of joint work. Furthermore, although it was developed for use by control agencies, the methodology can be used by other actors. For example the government of Mexico has reported using the tool to strengthen the management of Mexican protected areas (https://www.gob.mx/conanp).
Finally, the logic behind the tool is based on the definition of objective criteria that, through indicators and indexes, provide individualized information and, at the same time, information about the system being evaluated. Thus, the replication of the methodology can occur in other areas such as education, health, infrastructure, security, etc.","The main lessons learned are:
- it is necessary that the teams involved are engaged and share a common language. Along these lines, the use of common evaluation criteria is an essential factor to maintain the standardization of the analyses and to allow the consolidation of results. Without standardization and without a systematic consolidation of data, it is not possible, for example, to generate a regional panorama at the end of the work.
- the inclusion of various stakeholders (civil society organizations, academia, private sector) was fundamental to validate the project's methodological strategy and add value to the analyses undertaken.
- it is essential to establish a communication strategy from the beginning of the project, communicating to the interested parties, among other things, the objective, activities, and timeline of the initiative.
- it is necessary to recognize that the project participants have different levels of capabilities, experiences, and resources.",,,"a:1:{i:0;s:5:""26730"";}",https://youtu.be/U_SIa--V4nM,,
26734,"Silent channel to address gender-based violence during the COVID-19 lockdown",https://oecd-opsi.org/innovations/silent-channel-gender-based-violence-covid-19/,,"Laboratorio de Gobierno",Chile,central,"a:2:{i:0;s:6:""health"";i:1;s:12:""public_order"";}","Silent channel to address gender-based violence during the COVID-19 lockdown",http://https://www.lab.gob.cl/casos-de-innovacion,2020,"The COVID-19 pandemic and lockdown measures led to an increase in gender-based violence worldwide. In this context, the Government of Chile and Argentina, in an international collaboration with Facebook, took on the challenge of creating a silent channel to provide emotional support and information to women who live with their aggressor. In Chile, the project was led by
the Ministry of Women and Gender Equality, and the Government (Innovation) Laboratory.","At the beginning of the COVID-19 pandemic (2020), an increase in violence against women was observed worldwide. In Colombia, lockdown measures generated a 50% increase in calls for counselling in cases of violence. In China, the increase was 50%, in France 32% and in Argentina 25%. In Chile, the observed increase in the number of calls to the 1455 telephone hotline of the National Service for Women's Rights - part of the National Service for Women and Gender Equity (SernamEG) - was 70% compared to the same period in 2019. Lockdown measures make it difficult for victims of domestic violence, who often have to quarantine with their aggressors, making it difficult to ask for help verbally over the phone.
Urgency gave way to opportunity and a public innovation project was initiated with the need to create a silent communication channel to help women experiencing domestic violence. Given the need for a silent and mass medium, an international collaboration was initiated with Facebook Latin America, who own the messaging service Whatsapp, which has an estimated 64% adoption rate in Latin America and 85% in Chile. A cross-border public-private collaboration was therefore initiated with the governments of Chile and Argentina. Both public institutions, in collaboration with the Facebook Latin America team, developed and implemented a new Whatsapp care channel: silent, flexible, confidential and 24/7. The service was publicly launched on April 28, 2020.
In the case of Chile, the process was carried out under the leadership of the Government Laboratory, together with support and technical expertise of the Ministry of Women and Gender Equity. In the logic of agile weekly cycles, the phases of the innovation process were developed in an accelerated manner due to the emergency and lockdown situation. The methodological phases of the project were the following:
1. Discovery: based mainly on the review of international literature, together with interviews with experts in gender violence. This led to the construction of empathy maps.
2. Ideation and design: using various digital tools which resulted in the generation of guidelines and recommendations for the design and implementation of the service, mostly related to privacy and confidentiality of the service. For example, that the name of the Whatsapp contact should not be the official one so as to not raise suspicions and avoid risks of retaliation against women using the service.
3. Prototyping and testing: through the design tool of a multi-layered interaction. This made it possible to identify three different types of service and associate the initial recommendations with the technological functionalities provided by the Whatsapp channel. The interactions were tested with experts in gender-based violence and were adjusted according to their feedback. They were also tested with the Botmaker - Whatsapp technology provider team.
4. Implementation and scaling up: which included training for the service team, both in the new protocols for silent and confidential instant messaging, as well as in technical terms for the management and support of the new channel. In this context, operating manuals for the new service were created. In addition, Facebook Latin America's regional team adapted its operating and privacy policies and made available the necessary technological resources for the project's implementation.
The project for the design and implementation of a new silent channel constitutes an important public innovation initiative because:
- It takes advantage of an widely used communication channel such as Whatsapp, transforming it into a support service in face of a global challenge.
- It brings together diverse actors from the public and private sectors in pursuit of a common goal.
- It considers a design process with experimental logic, which allowed the creation of a flexible service according to the needs of the client.","a:4:{i:0;s:4:""4088"";i:1;s:3:""617"";i:2;s:3:""184"";i:3;s:3:""338"";}","The Whatsapp channel is unique in that it is a silent hotline that combines executive care (for counselling, emotional support and support for emergency situations) and an automatic response bot (for general enquiries). In this way, it is possible to concentrate the efforts of the team on supporting only the most delicate and complex cases.
The platform operates remotely. Each support team member operates from their computer at home. It has a case manager and two levels of attention: General level and SOS level. The SOS level of attention is used to contact telephone numbers prioritized by the team members, since they correspond to women who are already part of SernamEG's programs or who have been indicated as being at risk.","a:1:{i:0;s:14:""implementation"";}","The channel has been rapidly deployed and is still being used by the two governments as a support tool in the fight against domestic violence.","The following partners collaborated with the Government Laboratory during the cross-border development of the project:
- Ministries in charge of gender issues of the Governments of Chile and Argentina: Research,
design, implementation and financing of the people in charge of the service.
- Facebook - Whatsapp: Configuration of the digital platform and financing for the first 3 months of operation.","The channel of attention is mainly oriented to:
- Women who experience gender-based violence, especially those who prefer to communicate silently, either to reduce the risk of alerting the aggressor, or because they fear the stigma deriving from someone else hearing the conversation.
- Witnesses or people who suspect gender-based violence, whether family members or neighbours.","In its first year of implementation in Chile, more than 27,000 conversations were held, corresponding to about 25% of the total number of services provided by the National Service for Women and Gender Equality through its various channels. This shows the relevance of having a silent channel, which also contributes to decongest other channels in the event of a sharp increase in demand. Based on these results, the Whatsapp channel, which was initially thought of as an emergency device during the pandemic lockdown, was transformed into a permanent service channel that is still in place and whose continuity is guaranteed by the authorities.","The main challenge was effectively and rapidly coordinating the actors involved so as to implement the project quickly enough during the pandemic crisis. To achieve this, it was necessary to:
- Put together a permanent team with a collaborative process involving experts in domestic violence, behavioural sciences, service design and technology.
- Have the political backing of the authorities in order to speed up bureaucratic procedures.
- Develop a process with an iterative logic, i.e. have the possibility of making progressive adjustments based on tests and trials.
- Guarantee that the staff could combine experience in violence against women with digital skills so as to make the most out of the tools available for the new service channel.","'- Use infrastructure and services that already exist in the market so as not to reinvent the wheel and focus on the quality of care.
- Design policy and regulatory requirements considering functionality and privacy for users throughout the service journey.
- Clearly define the roles of the various actors in the process.
- Be flexible in terms of human and financial resources depending on the different scaling phases of the project.
- Consider the context and personal motivation of the actors involved.","The cross-border initiative has been developed and implemented by the governments of Chile and Argentina, and has the potential to be replicated by other governments and regions. In fact, the Government of Peru has expressed interest in implementing the initiative. The Whatsapp team has consolidated and translated the guidelines of the service in order to incorporate it in its offer of collaboration with other countries in the context of the pandemic.
More specifically in the case of Chile, the collaboration with Whatsapp as a new channel of communication has been replicated
by the Laboratorio de Gobierno and the Subsecretaría de Educación Parvularia in its program ""Dame esos 5"" (Give me 5) to favour and stimulate parental capabilities during lockdown. Its experimental piloting with 30,000 families showed a 30% increase in the proportion of caregivers who read to their children. The program is now being scaled at the national level.","'- It is crucial to design care services that are multi-layered and that involve expertise in: technology, behavioural sciences, problem-focused research, among others. In this way, it is possible to develop technological functionalities that improve the service experience.
- It is also key to structure the project under an agile logic that allows significant and progressive advances in short periods of time.",,,,https://www.youtube.com/watch?v=0kBsZXlJBVo,,
26770,"Hero Shield - Co-producing healthcare face visors during the COVID-19 pandemic",https://oecd-opsi.org/innovations/hero-shield/,30/06/2021,"Health Shield","United Kingdom",other,"a:1:{i:0;s:6:""health"";}","Hero Shield - Co-producing healthcare face visors during the COVID-19 pandemic",https://twitter.com/heroshield_?lang=en,2020,"The Co-Innovate initiative, led by InterTradeIreland and supported by the European Union's INTERREG VA Programme, managed by the Special EU Programmes Body (SEUPB), has provided financing to a cross-border group of 18 companies (headed by Northern Irish company Shnuggle), to help them produce thousands of low-cost, quality face shields for front-line workers during the COVID-19 crisis.","Adam Murphy, Co-Founder of Snhuggle - a Northern Irish company producing baby products - set about contacting local companies to ask for their help in producing Emergency Face Shields for the National Health Service (NHS) and other Key Workers in Northern Ireland. This gave birth to a collaboration with several companies specialised in precision engineering and willing to collaborate on the manufacturing of a key piece of personal protective equipment (PPE) to fight the COVID-19 virus. The “Hero Shield Ltd” was therefore created through a cross-border collaboration aimed at designing, testing and producing the two-piece plastic face shields.
All partners worked at high speed to re-purpose their supply chains and ensure a timely delivery of the shields during the crisis. Metal toolmaker Crossen Engineering at Crossnacreevy and Lisburn-based Ad-Vance Engineering have produced two injection mould tools in record time which were then used by Crossen Engineering and Plastics 2000 to produce the mouldings for the quick-assembly face mask. Brett Martin in Newtownabbey, a global supplier of specialist plastic products for display sectors, supplied the material (PET) for the front shield, which was later cut to size by Cutting Industries in Lisburn and then packed in a clean room environment by Denroy Plastics in Bangor.
In parallel to a crowdfunding round online, the project received funding from the UK Government-backed Coronavirus Business Interruption Loans and, crucially, financial support of €300,000 from Co-innovate - a funding and capability development programme supported by the EU's INTERREG VA programme (Ireland-Northern Ireland-Scotland) and by the Special EU Programmes Body (SEUPB).","a:2:{i:0;s:4:""4088"";i:1;s:3:""190"";}","The companies involved had never produced face shields for health workers before. However, through unprecedented cross-border co-ordination and financing efforts, they were able to quickly re-design their production chains and work together to supply protective equipment in a timely and effective manner to keep public health workers across the UK and Ireland safe during the pandemic.","a:1:{i:0;s:9:""diffusing"";}","Northern Irish NHS has now purchased Hero Shield directly. All commercial sales of Hero Shield have been passed to its production partners, with 5% of all proceeds being donated back to Hero Shield; which will continue to operate as a charity going forwards.","Key partners include:
- Northern Ireland companies Shnuggle Ltd, Crossen Engineering, Denroy Plastics, Minprint and Ad-Vance Engineering, with support from Queen’s University of Belfast.
- The Irish cohort of the partnership includes Xtru Pak in Cavan and Glen Dimplex in Dublin.","Main beneficiaries were hospitals and front-line workers receiving the face shields for free during the first wave of the COVID-19 pandemic in 2020.","Partners were able to send 100,000 face shields on a free or non-profit basis to front-line workers and hospitals. The online crowdfunding received a total £33,997.",-,"'- Dedication and will of all partners involved was crucial to ensure the project could work successfully and deliver the face shields as soon as possible.
- The flexibility of the INTERREG VA programme was also key to ensure that the innovative, cross-border approach of the companies could be supported and financed.","The project partners are making the design of the face shields available to companies worldwide on an ‘open source’ basis so the product can be re-created wherever it is needed.",-,,,,,,
26830,"Statutory services based on value, rather than legislation",https://oecd-opsi.org/innovations/statutory-services-based-on-value-rather-than-legislation/,,"Melton Mowbray Planning Service","United Kingdom",local,"a:1:{i:0;s:12:""public_admin"";}","Statutory services based on value, rather than legislation",https://www.humanlearning.systems/uploads/Melton%20Mowbray%20-%20%20Case%20Study.pdf,2021,"This is an account of how managers became enthused and took responsibility for leading change and co-creating it with their staff within the Planning service. The approach they took was in stark contrast with their standard and legislative based thinking and obvious digital solutions. They incorporated new management behaviours and team working. Waste was dramatically cut, and the staff environment created a highly motivating culture. The impact of the customers needs was profound.","The local government Planning service had two main initial problems. Firstly, the staff lacked team work and motivation, with staff turnover at a high level. Secondly, those who submitted Planning applications were very frustrated at the level of information they had to submit, how many times their submissions were delayed, and the inability to communicate with Planning staff.
Objectives
The objective of the innovation was to develop a motivating working environment where staff would work together as teams. And that the problems with the customers would be resolved. We hoped that the complaints would reduce, and the delays would be eliminated. It is also important to note that the economic environment for public services in the UK are that cost cutting is a priority, and the focus of senior leaders was that the service should be able to make cuts to its budget
The Methodology
The innovation itself comprised of a Design Thinking methodology that incorporates System Thinking. This allowed the Planning manager and her team to develop a new citizen centered view of the service and recognise how poorly aligned that service was with the needs of customers. The manager led the innovation herself.
Systemic Understanding
The first step was to Understand how well the current service is designed and delivers. They found that waste by repetition was very high, and that staff had no sense of ownership of the work they did. The process that was followed was highly functional and bureaucratic. The impact on customers was poor, with customers unable to communicate well with Planning officers. Then customers had to deal with a highly standardised process.
Experiment
The second step was taking real Planning applications to create several experiments to learn what customers actually needed, and how to go about dealing with applications in new ways. This was an iterative process of learning through doing. The legislation was followed, but only in the intent of the legislation, rather than interpreted word for word.
Prototype
The third step was to create a prototype way of working that incorporates the Digital tools to support the process. The staff were given end to end ownership of applications, which allowed them to have a sense of accomplishment, and also allowed to modify how they undertook the applications based on the needs of individual customers.
Perhaps the largest impact on the process is that when an application is received, the officer responsible telephones the applicant to ask them about the application, clarifying any issues they have, and asking about what is important to the applicant. This incorporates customer priorities that the officer can incorporate, and any problems with the submission can be discussed and resubmitted immediately. The old process delayed this by 3 weeks, and gave written instructions to the applicant that often was unnecessary and confusing. They had to resubmit the whole thing again.
Whilst undertaking this innovation, the manager realise that she herself has been responsible for creating the service as it was. She had functionalism the end to end service and created a standard way of working. Her basis for making decisions had been to follow the wording of the legislation.
The Outcome
The outcome is that about 30% of activities were stripped out of the process that they deemed unnecessary. And the refusal rate for submitted applications dropped from around 45% to under 5%. The customer complaints have reduced as the Planning officers are able to be flexible to their needs.
The Planning service is now a better place to work, where small groups of officers work together on areas of the town. They have a sense of ownership of the work they do. The work of managers has changed from ensuring officers comply with the rules, to supporting officers to become better skilled. Officers now turn to their managers to ask for advice and support.","a:7:{i:0;s:3:""184"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:3:""260"";i:4;s:3:""615"";i:5;s:3:""617"";i:6;s:3:""354"";}","The service redesign moves away from simply improving or changing. It uses systems thinking to focus on the principles of the way of thinking of the managers that need to change. It also takes not just the views of customers, but the true needs of customers and the purpose of why the service is there for them.
The change itself was conducted by the staff themselves, and is based on an iterative methodology, rather than having clear objectives and milestones. The basis of the whole process is one of learning. The manager had no idea the real problems in her service, and she had not realised the implications of the decisions she made as a manager. She then decided to redesign the service, with people at the heart of its operations, and understanding that designing for variation in customer needs decreases costs. She also recognised the problem of applying legislation in ways that are disconnected to the purpose of the service.","a:1:{i:0;s:10:""evaluation"";}","The project is complete in that the new way of working is being embedded. The delay of COVID has caused this element of the project to become extended. Today the new way of working is being refined, as staff get back to normal ways of working. And the new measures are being collated over time to discover the true nature of the outcome of the project. The project is now part of the Human Learning Systems research carried out by Professor Toby Lowe of the Centre for Public Impact.","This is different to what they would have done previously, which would have been to send out questionnaires. The customers were engaged with by actually going in to the offices, and talking directly to them. We asked open questions about their interaction with the local government service. This was the first time that anyone from Planning has actually visited their offices. The value of this way of engagement was far more direct and useful.","The primary beneficiary are the customers who submit Planning applications they now have a direct dialogue with their Planning officers at the start of the process. And they are given the ability to directly contact the officer when they need to. What matters to the customer is now taken into account, and the end to end time to receive a final answer to the application is shorter. The staff themselves now have a great role in the work, causing their motivation to be higher.","The primary beneficiary are the customers who submit Planning applications they now have a direct dialogue with their Planning officers at the start of the process. And they are given the ability to directly contact the officer when they need to. What matters to the customer is now taken into account, and the end to end time to receive a final answer to the application is shorter. The staff themselves now have a great role in the work, causing their motivation to be higher.","The time is took to develop the new Prototype way of working took many months. In addition, the preparations to change offers terms and conditions of their work had to go through a process of consultation.
Setting up new ways of working in this way, took around 18 months. That is taking away the impact of COVID, which put a pause on the work several times.","1. Leadership by doing.
2. Co-creation with staff.
3. A methodology that is proven, using progressive principles of working that are different to the Taylors scientific management approach.
4. Access to a specialist in the methodology, that can guide the team.
5. A design thinking iterative and learning approach.
6. A customer centric view of the service using systems thinking.
7. Allowing the time it takes to complete, rather than management by a milestone plan.","The project is now part of the Human Learning Systems research carried out by Professor Toby Lowe of the Centre for Public Impact. There are many case studies using this approach that have occurred in the UK over several years. I myself, have been involved in up to 40 of them.","That we need to move away from the principles of New Public Management that were developed across the globe in the 1980's. This approach can be applied to any public service.",,"a:1:{i:0;s:5:""26841"";}",,,https://youtu.be/7v3ofpsSIwA,https://youtu.be/vAnNHMdPe9I
27329,"SenseTraffic ICV Maint for Improving Highway and Road Maintenance Operations",https://oecd-opsi.org/innovations/sensetraffic-icv-maint/,25/11/2021,"SenseTime Intelligent Industry Research Institute","China (People's Republic of)",local,"a:1:{i:0;s:11:""information"";}","SenseTraffic ICV Maint for Improving Highway and Road Maintenance Operations",https://www.sensetime.com/en,2021,"Highways and roads are a crucial part of every country’s public infrastructure. Their maintenance currently faces three main challenges. 1) daily road maintenance operations and technical status assessments of highways rely on tacit human experience. 2) inspection and maintenance workers are using portable terminal tools with low levels of intelligence. 3) on-site operations and back-office supervision and management of maintenance operations are inefficient due to slow turnover rates.","According to the Ministry of Transport, China’s public highways and roads system’s nationwide mileage was 5,198,100 kilometers as of the end of 2020, which is an increase of 185,600 kilometers year-over-year. The mileage considered to be public roads and requiring public sector maintenance is 5,144,400 kilometers, which accounts for about 99% of the total road mileage in the country. Hence, the public sector bears major responsibility for maintaining and expanding infrastructure.
The road surface inspection and maintenance management system are the current mainstream information solution, but heavily relies on maintenance crews and doesn’t fully exploit the value of data collected.
SenseTraffic ICV Maint is SenseTime’s dynamic AI solution with software and hardware components that supports road maintenance operations by offering comprehensive detection capacity for road owners, road operators, and third-party road maintenance companies with an end-to-end cloud architecture.
The data for the roads is collected by a vehicle mounted with edge computing platform. The collected data is transmitted by 4G and 5G networks through SenseTime’s SenseFoundry for processing, but not storage, to (1) produce API to enable the road maintenance defects detection capability, (2) enable the creation of an effective road defects management system, and (3) reliably classify defects detected through data-driven analysis and machine learning.
The analysis can yield a comprehensive typology of road surface defects, including surfaces that are cracked, filled with potholes, have lost structural integrity, have lower layers exposed, have rutting components, or undergoing repair. This efficient solution allows public sector decision-makers to deploy resources quickly to repair highways and roads in a timely manner for public safety and functionality for public good.","a:3:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""194"";}","SenseTime was the first mover in this field, which gave the firm a strong market advantage. The firm’s extensive experience provided a solid foundation for the system to be robust and efficacious.
The current solutions, including human inspection patrols and human-operated inspection vehicle patrols, are more costly compared to the automated defect detection vehicle enabled by SenseTraffic ICV Maint and requires four to eight times the amount of time to complete the same task with 95% accuracy. The use of the SenseTraffic ICV Maint vehicle enable more efficient coordination between the inspectors and maintenance crews by providing timely information on defects found during road surveys. The SenseTraffic ICV Maint solution provides highly standardized results for review within one hour of scanning a section of road while human inspectors need four or more hours to report their findings.
","a:1:{i:0;s:14:""implementation"";}","The flexibility of SenseTraffic ICV Maint allows users to operate it as either a platform as a service (PaaS) or software as a service (SaaS) depending on the preference of the client. This solution’s all-in-one platform combined with edge computing supported by AI computing center ensures high efficiency and efficacy for clients to complete road surveys.
The solution has been piloted with success for at least two major highways near major cities in China. At least three firms have adopted SenseTraffic ICV Maint as a solution for highway and road maintenance.","In developing Sense Traffic ICV Maint, Sensetime has been working closely with public sector partners including local road maintenance agencies, state-owned infrastructure companies, and other technology firms in the private sector.","Road and highway maintenance agencies, smart infrastructure technology firm, state and local governments are the main users of the innovation.
The local and national governments and the public that uses the highways and roads are the stakeholders.
The main beneficiaries are the general public that uses highways and roads that are supported by SenseTime’s AI solution for road maintenance.","The performance of the SenseTraffic ICV Maint solution was demonstrated and validated at the IEEE’s Global Road Damage Detection Challenge 2020 during which this solution produced the best result in two competitions with 136 rival teams.
In two use cases involving surveys on major highways, SenseTraffic ICV Maint has shown strong performance by successfully detecting nine types of defects and transmitting corresponding station numbers and details on defects in real time to enable experts to review detected defects remotely with
high efficiency. Furthermore, these cases also showed that the solution can detect surface defects under rainy road conditions. Manual confirmation of the AI solution’s analysis showed that its accuracy was higher than 83.7%.","The environmental conditions for each region where SenseTraffic ICV Maint is deployed are unique and requires time to train the model to optimally support road maintenance for that location.","Availability of rich data, faster connectivity, digital capacity, and cross-team cooperation are some of the main factors for the successful deployment of SenseTraffic ICV Maint.","The accumulation of data, tacit knowledge, and experience from the projects under way will serve to improve future deployments of SenseTraffic ICV Maint for scaling. Each project’s gains serve to improve the solution’s general efficacy and optimized uses for future projects to better meet new and current client needs."," ",,,,,,
31138,"Aviation Portal",https://oecd-opsi.org/innovations/aviation-portal/,16/05/2022,"Belgian Civil Aviation Authority of the Belgian Federal Public Service Mobility and Transport",Belgium,central,"a:1:{i:0;s:9:""transport"";}","Aviation Portal",https://mobilit.belgium.be/fr/transport_aerien,2020,"Aviation is regulated in a vast set of laws and agreements, on an international and national level and is to be respected by aviators of all sizes; from big national airports, till little children playing with drones. All these different rules and moreover national differences lead to an incredibly complex system to implement. The Belgian Federal Public Service Mobility has developed a system that translates these legal requirements into a single online aircraft registration platform.","Safety operations and airworthiness regulations are of crucial importance in order to ensure the highest level of protection for air travel passengers, citizen and the environment. Aviation is therefore regulated in a vast set of laws, regulations and agreements, on an international, European and national level. Furthermore aviation safety rules need to be respected by aviators of all sizes; from big national airports, till little children playing with drones. All these different rules and moreover national differences lead to an incredibly complex system to implement. Aviators being insecure about their aviation license applications and possible mistakes formed a big burden on the staff of the Belgian Federal Public Service Mobility.
The FPS Mobility has now developed a system that translates all legal requirements into one central online aircraft registration platform. Aircraft owners and operators can register and manage their fleet through the BCAA online platform. This facilitates the process while ensuring compliance with all applicable regulation. Aviators do not need to fear to forget legal requirements or to misinterpret legal dispositions, as all is built into the application portal itself. When an application is successful, complete compliance with all rules and legislation is guaranteed. Given that the legislation is translated into code there is also no space for interpretation or ambiguity of the applicable rules. If a certificate holder needs to perform changes to their registration, as for example a change in address, the tool will automatically contact and remind the person to do so. In the same way the tool could inform certificate holders to adapt their inscription if legislation should change.
This tool needed several attempts to be implemented the way it is now. At first a rather classic approach was followed to suit the internal working procedures of the administration. However, the FPS realised that this would not achieve the desired outcome. The project leaders aimed at eliminating unneeded information, simplifying the process in order to help the clients use the tool correctly. To take a step away from all existing routines and analyse the regulatory necessities in combination with the main clients, the FPS hired user experience designers. Their project team consisted of IT developers responsible for the coding, process owners responsible to ensure all legal requirements are met, and a UX designer ensuring an interface compatible with the expectations of the end users. Then the team identified all possible business cases and translated these into process flows and subsequently into wireframes. In order to create the best possible user experience with a user interface that makes the regulation accessible for aviators and processable for computers, the wireframes were repeatedly tested by different stakeholders and adapted according to their feedback. The tool is now fully functional, but it is still regularly submitted for feedback to different stakeholders and adapted to changes in aviation regulations.
After the big success of this initiative, the FPS Mobility is aiming to extend this methodology to all other processes like the application, delivering and follow up of personal licenses and certificates for aircrafts. The FPS also envisages not handing out any documents in paper form, but to save all licences and certificates on a single true data source in their internal database. This allows for more trustworthy documents for security agents in other countries, as well as an easier procedure for accessing licences and certificates to demonstrate compliance with regulations to aviation authorities. Also licences and certificates would then be guaranteed to always be up to date.
Copying this approach in many countries or even having an international portal would be interesting for international flight safety and to facilitate the inspection activities and audits done by aviation authorities. Aviators could effortlessly demonstrate their compliance with regulations and authorities would have peace of mind for the trustworthiness of the documents they are basing their controls on.","a:11:{i:0;s:3:""194"";i:1;s:3:""609"";i:2;s:3:""196"";i:3;s:3:""876"";i:4;s:3:""623"";i:5;s:3:""283"";i:6;s:3:""615"";i:7;s:3:""612"";i:8;s:3:""614"";i:9;s:3:""618"";i:10;s:3:""373"";}","Aviation regulation is handled differently in each country. This goes from the case handling when an aviator asks for licences and certificates, over qualifications and includes even the documents a pilot needs to carry on board. However, aviation itself is the most cross border activity imaginable. Pilots carry suitcases on board including all necessary documents and have to plan their trips well ahead of time, in order to make sure that they can comply with all standards of a country they want to fly to.
The portal leading to an efficient and intuitive case handling allows aviators to be in compliance with national regulations without having to study all possibly applicable legal requirements first. Documents being accessible on an online portal allow authorities to easily investigate their validity and national authorities to revoke them if needed. Moreover, if more countries adapt a similar online approach, pilots will not have to carry paper documents with them while flyimg.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The FPS Mobility is currently in two different innovation stages with its aviation portal. On one hand the aviation platform is already online and fully functional. The FPS is thus diffusing what they learned and achieved in the hope that other aviation authorities (but also authorities ensuring the security of other vehicles) might get inspired to adapt a similar approach.
On the other hand the FPS would like to develop its platform further. It is aiming to extend this methodology to all other processes like the application, delivery and follow up of personal licenses and certificates for aircrafts. The FPS also envisages to share its approach with other countries, so that they can stop handing out documents in paper form altogether and instead save all licences and certificates on a single true data source on their internal database.","Close collaboration between the technical department, ICT department and legal department of the civil aviation authority. During development internal and external users were involved (individuals and companies) to test the software from a user perspective. This process has been done systematically throughout the analysis, development and implementation phases. Feedback received was used to evaluate the effectiveness of the product and to validate, modify, correct or redesign it as needed.","Users: user-friendly online tool guiding users through their application and ensuring correct completion. Only necessary information is requested. The application status is known at all times.
FPS services: receive complete and correct requests. All manual input is performed by the requesters in a standardised way, allowing FPS staff to swiftly take the appropriate actions. Form completion, archiving, printing, etc. are fully automated, thus relieving the staff from administrative tasks.","Applications are now treated twice as fast while using half the staff. A standard application sent by mail took approximately two weeks to be processed completely. This has been reduced to five days, including sending the original signed certificate to the applicant by mail. A further digitalisation of the certificate is expected to reduce the processing delays to one day. Staff receive a lot less requests for information on the status of the applications and several simple processes like payments or registration reservations have been fully automated, thus no longer needing any intervention. This has resulted in a 50% drop in work charge while providing a better and faster service.
The FPS envisages to continue fine tuning their tool continuously, involving feedback sessions for all stakeholders, in order to automate the service even more. They also intend to spread their tool to aviation authorities in other countries to share all UpToDate information easily.","Following existing approaches to suit the internal working procedures of the administration turned out not to be useful to achieve the actual objectives of the tool. The aviation authorities former goal was to ensure applications were compliant with regulations. The new tool however is supposed to actively help the client to achieve compliance as quickly as possible, while involving as little staff as possible. This change in philosophy was the hardest hurdle to overcome, as every work action had to be questioned in order to find out what made applicants make errors in the process.
This was solved by continuous test sessions with all different user groups, in which they were asked to use the new tool, without being given any prior explanation. Observation of these testing sessions showed the design flaws in the tool. The fully intuitive tool could only be built by repeatedly following this iterative process until no major problems occurred.","It was important to first clearly define the objectives of the tool as well as getting a clear view of the process as a whole and the ecosystem around it. Doing this, all existing routines and procedural steps could be questioned on their utility for the clients and staff. A global vision of the existing and the desired is needed to successfully rethink a whole process.
This type of change management can be challenging. A process being changed needs to be seen as a whole; making an approach more efficient does not consist of making every existing step more efficient, but can only be achieved by redesigning the approach as a whole. This involves many people having to change their work habits. To achieve this successfully it is imperative that the project leader receives the freedom and authority to rethink a procedure from scratch and have staff participate in the change.","This project has not yet been replicated to address similar problems, it could however easily be translated into any other vehicle safety context. Given that the authorities themselves are accustomed to all applicable regulations necessary to obtain licences and certificates, it should not be too difficult for them to implement their own national prerequisites to the FPS Mobility’s existing procedure.
The portal gives surety to both, the vehicle users and the authorities checking on them. The system will work better if adopted internationally by many countries, as it would lead to better cross-border compliance with regulations. Obviously it is even more the case if portals are similar in layout and functionalities, or if there was even one uniform portal. Vehicle users would then not get lost in the application process when travelling abroad and authorities could easily access and trust all documents linked to a conductor.","For an organisation to succeed in innovating, it has to accept things will not be perfect from the start. Change management is a learning process and requires working in an agile way. It also requires that staff are willing to participate in the change, working flexibly and trying out new approaches. Employees being put out of their comfort zone can lead to opposition. A manager must have the necessary authority and understanding for his staff to overcome this successfully. Another staff related challenge that commonly occurs is that people from different departments and educational backgrounds have different points of view on how to tackle one same problem. It is imperative to identify the expectations of all stakeholders from the beginning to convince all involved that the project is beneficial for them and to get all interests in the project aligned.
Technical problems could also impede implementation. For instance legal regulations might impede complete automation or a completely paperless functioning. It could also be that one step in the procedure cannot be processed by a computer. This is the case for instance when aviators must present themselves in person or when vehicles must be examined on their safety. These steps must still be imbedded in the process in the most efficient and logical way possible, to ensure that it remains a lean procedure.
Lastly it is important not to lose sight of the goal to be achieved. For this, it is necessary to constantly remind oneself of the reason for seeking change and of the ideal goal to achieve. It is important not to lose focus of the target clients for the tool and of the context ant ecosystem of people involved in working on the tool. As soon as these main objectives are lost out of sight, automation and lean processes disappear due to administration.",,,"a:1:{i:0;s:5:""31139"";}",,,
31518,"Safeguarding through the Moderator Proposition - The early identification of children at risk",https://oecd-opsi.org/innovations/safeguarding-through-the-moderator-proposition/,22/07/2022,"Moderator Consulting Ltd.","United Kingdom",central,"a:6:{i:0;s:9:""education"";i:1;s:6:""health"";i:2;s:11:""information"";i:3;s:12:""public_admin"";i:4;s:12:""public_order"";i:5;s:7:""science"";}","Safeguarding through the Moderator Proposition - The early identification of children at risk",http://www.moderatorconsulting.co.uk,2022,"Safeguarding children at risk of abuse requires effective multiagency working throughout safeguarding agencies. Current arrangements have proved inadequate and have failed to deliver on the imperative for integrated working. The Moderator Proposition fully resolves these outstanding operational needs. Moderator employs AI technology, with an integrated organisational 'construct', to assemble a comprehensive 'picture of events' for conjoined working across agencies. It is an holistic innovation.","Shortfalls in process and operations in safeguarding children at risk, are evidenced repeatedly by instances of information 'falling between the gaps' and/or not being identified in the first place in social care reviews.
Moderator resolves long standing problems for integrated working between 'siloed' agencies, fundamental for safeguarding children at risk. The proposition provides for the collation of review information delivering - multiagency working, interoperability, data/information sharing to provide early Information for early intervention.
Information sharing is enabled through Artificial Intelligence (AI) technology, MicroFocus IDOL 12, to collate a 'picture of activity' on a child at risk. The AI engine assembles, interprets, analyses and reports on database records and associated information sources e.g. emails, texts, telephone calls, social media outlets - comprising so called 'unstructured data' - to assemble a comprehensive record of activity on any case.
The process provides an integrated organisational 'construct' to share assembled information 'in real time', This enables agencies to operate collectively in a co-ordinated process, all sharing the same source of information. This collective approach is vital to intercept abuse cases at the earliest opportunity, to deliver remedial decision making and action. It enables the collation of 'collective wisdom' on abuse cases from the distinct perspectives of individual agencies experiences on safeguarding, to deliver a 'rounded' judgement at the earliest possible opportunity .
Integrated working across agencies has been researched, world-wide, for decades, but past initiatives have failed to deliver due to repeated technical and administrative shortcomings in operations, primarily failures in information sharing.
Moderator can, by design, be deployed on an iterative and progressive basis. The wider the reach in implementation, across agencies, the greater the effectiveness in safeguarding operations. There is no limit to the number and range of organisations that can be incorporated in the moderator process.
Moderator is available for immediate deployment as a demonstrable facility. It can be scaled without limitation, delivering a world-wide proposition for child protection. It provides optimum innovation at minimum risk.
Moderator is a unique offering and as such is a 'world first' for safeguarding.","a:3:{i:0;s:3:""147"";i:1;s:3:""190"";i:2;s:3:""876"";}","Moderator is a unique process for integrated working, utilising advanced AI technology, conjoining disparate safeguarding agency and case related information in a manner not previously identified. It resolves long standing shortcomings in current safeguarding operations, in a process that's is both innovative and radical.
The underlying technology base, is currently deployed in government security agencies for other analytic purposes. It can be 're-purposed' for safeguarding without modification. No comparable initiative of its type exists, world-wide.
Safeguarding professionals will be provided with the means to make informed judgements, from a full and comprehensive collation of information available, at the earliest opportunity, in a manner not possible prior to Moderator, and independent of the need for co-located staff - currently considered a pre-requisite for effective working.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The proposition is currently being presented for review to the UK Government, Department of Education who are the statutory agency responsible for overall safeguarding operations,
The next phase is for a pilot evaluation in a chosen area of safeguarding operations to illustrate the benefits demonstrable from a process that delivers integrated working with the ability to collate, analyse and report from a full and comprehensive record of information on cases for review.","Moderator Consulting Ltd is a singularly focussed company, dedicated to resolving decades long deficiencies in safeguarding operations. In development, there has been no external input.
As referenced above, MicroFocus IDOL 12, AI technology base, is currently deployed for analytics in government security areas and can be re- purposed, supporting integrated multiagency operations. There is no connection between the Moderator Proposition and government security initiatives involving the use of MicroFocus IDOL 12 software routines. They are separate initiatives in their own right. Commonality only exists in relation to both addressing broad-span data analytic requirements in operation.
","The technology will be deployed to individual safeguarding agencies. It will be installed within those agency's data repositories to analyse each agency's discrete data/information repositories identifying specified case review information - independent of the existing technology infrastructure installed, and then consolidated. Moderator provides full security compliance.
By statute, all agencies/bodies involved in safeguarding are legally obliged to share data under the children act.","The initiative will aid professional safeguarding performance for early intervention in emerging abuse cases. It will enhance the ability to detect cases in a timely manner and speed subsequent action, mitigating against not infrequent death in abused children not identified in a timely manner.
Analysis of published review data on safeguarding operations, indicate a Moderator based process would realise some £1.2B worth of efficiency savings in respect of current safeguarding operational costs - whilst providing for a dramatic improvement in recruitment and retention of sorely pressed staff -specifically social worker staff - a recurrent problem in safeguarding work.","The greatest challenge has been to engage agency/bodies at individual agency level. From outset, the company experienced a 'closed loop' reaction from agency management to the opportunities presented by the initiative. The proposition came from 'outside the family' of safeguarding agencies . Individually, agencies perceived Moderator's objectives as above their purview and outside their area of responsibility.
It was necessary to devise a set of alternative communication approaches to 'ease' through to the highest level of government responsible for safeguarding - The Secretary of State for Education.
Only through persistence, and after 18 months, has the project finally reached this stage of review, where the agency responsible overall for Safeguarding - the Department of Education has become engaged. The proposition is now firmly placed with them for detailed review and assessment.","Success will, be dependant on positive adoption of advanced technology at government level.
Moderator clearly demonstrates the improvements necessary to resolve current deficiencies in safeguarding operations. Its underlying AI technology is a proven entity enabling multiagency working and can be deployed without delay and without modification.
The proposal is unique as an approach for integrated data/information sharing across the myriad of 'siloed' agencies engaged in safeguarding. Safeguarding agencies are, and were, not designed for integrated/cross agency collaboration. It mitigates these restrictions. Structures to facilitate integrated working are emerging - but safeguarding agencies have far to go to optimise effectiveness.
Moderator will provide the necessary systemic operation, process and organisational 'construct' to finally deliver on the national imperative for the effective safeguarding of children at risk - far too long in delivery.","The proposition is unique and no equivalent, of its type and reach, exists world-wide. Its deployment for safeguarding as such has global scope. All developed countries are experiencing the same deficiencies and failures in multiagency working and interoperability for truly effective safeguarding experienced in the UK.
In short, Moderator is a world first.","Perseverance and again perseverance - if convinced that your innovation will bring unprecedented improvements to the operation your focussed upon - in this case mitigating the abuse of children and not infrequently saving lives.
Co-joining state agencies for interoperability was and is a unique challenge, resolved through the Moderator process, and will provide defined benefits in reducing operational costs and fundamentally improving professional service delivery in child protection.","Further explanatory papers e.g. a succinct 'Deliverables' paper, are available on request.
The main presentation paper, detailing the Moderator and its process, is displayed within the web site www.moderatorconsulting.co.uk
The initiative is particularly appropriate at this time due to the horrific case of child abuse and death of Arthur Labinjo-Hughes and Star Hobson - widely publicised in the media this year.
Personally, my background can be defined as a specialist in Business Process Re-Engineering (BPR), applying technology to managerial organisation and administrative processes - in this case the use of advanced Artificial Intelligence technology to assist safeguarding operations.",,,,,
31883,"PolicyKeys®: Where Can We Agree (AI Assisted Digital Engagement Game)",https://oecd-opsi.org/innovations/policykeys-where-can-we-agree-ai-assisted-digital-engagement-game/,08/09/2022,"Virtual Committees, llc, dba PolicyKeys.com","United States",central,"a:15:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:8:""external"";i:5;s:6:""health"";i:6;s:7:""housing"";i:7;s:11:""information"";i:8;s:12:""public_admin"";i:9;s:12:""public_order"";i:10;s:10:""recreation"";i:11;s:7:""science"";i:12;s:9:""transport"";i:13;s:19:""Civic Participation"";i:14;s:16:""Idea Meritocracy"";}","PolicyKeys®: Where Can We Agree (AI Assisted Digital Engagement Game)",https://policykeys.com/,2022,"We can agree on a lot more than we are led to believe. PolicyKeys is firstly a robust one-page narrative tool built around a ground truth so an AI can assist in predicting support for any public policy solution. PolicyKeys is secondarily a role-playing game to help player's better understand their own internal conflicts, as well as better understand their fellow citizen's differing beliefs—the result is a leaderboard of ideas that have deep and wide acceptance—approaching consensus.","The problem PolicyKeys solves is making sense of complex public policy puzzles, and to do so in an easy-to-understand fun weekly game. The one-page narrative tool helps the puzzle creator organize 32 Yes and No reasons, not cherry-picked, themed around the four-sides of a politically balanced table of 128 societal roles. The building of the puzzle gives many ah-ah moments for the organizers. The method allows users to score and rank every possible public policy solution. Citizens can play the sixteen games in a weekly puzzle to get a 360º view of the topic, puzzle, proposed solution, the best reasons to say Yes or No, which the roles might say and why, and at the end of the game be markedly better informed. Most players will come to realize we probably agree more than disagree, and the disagreements are more focused and more easily understood and discussed. Consensus ideas will naturally rise up the leaderboard, and perhaps become foregone conclusions.
PolicyKeys is designed to be a smoothie of crosswords (short clues), trivia (overall knowledge), role playing (empathy), mystery (solve the role’s motivation), poker (find each role’s tell), chess puzzles (best answers are so cool), jigsaw puzzles (how the roles fit together), and word games (sometimes there's no choice remaining but to guess). The initial AI is 256 distinct, seemingly deadlocked “supreme courts” of 9 roles, 128 with an implied 5-4 bias to change, and 128 with a 5-4 bias for status quo. After a puzzle is scored the AI identifies which remained deadlocked 5-4 and/or 4-5 which is an internal reliability error margin for the policy’s score. Shockingly, while there is a meme that all public policy decisions are intractable, the gameboard/heatmap demonstrates that is not the case. We have scored over 60 solutions to public policy puzzles in the US and have a leaderboard of solutions (must have a majority from each of the four sides of the table) with median weighted averages of 2/3rds of the roles, and the best ideas in the 80th percentile.
Governments can use the tool themselves, partner with the private sector, and/or set-up a nonpartisan commission to narrate, rate, create and curate the best solutions. The private sector can do the same in the form of media outlets looking to compete to be the most trusted source for public policy leadership news.","a:8:{i:0;s:3:""317"";i:1;s:3:""147"";i:2;s:3:""181"";i:3;s:3:""220"";i:4;s:3:""217"";i:5;s:3:""211"";i:6;s:3:""260"";i:7;s:3:""609"";}","What's different about PolicyKeys is that it is role-based. People self-identify with some number of the 128 roles on the game-board. It becomes clear very quickly that these roles will have differing views of the proposed solution. The player comes to understand that it is natural to be conflicted about proposed solutions. This also presents as empathy for the roles in society that are not well known by the player. The ah-ah moment is that we agree on lots more than we are lead to believe by popular culture, and that everyone is the hero of their own journey and are acting accordingly. Nowhere in the world is there a leaderboard of solutions ranked by a truly nonpartisan score that can be be verified by replicability, mean reversion, and polling—until now.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","We have launched a weekly public policy puzzle in the US in November. The game can be played for free at PolicyKeys.com, new puzzles on Mondays at 6 am EST. The book that the game is based on Politics 4.0: How Gamification, AI, and Idea Leaderboards Can Help You Depolarize the World is scheduled to be released Spring 2023 probably from Real Clear Politics publishing. There are 50+ weekly puzzles awaiting final quality checks before being published. For the future, the version one (V1) game is one-way in that the player does not communicate their choices to a database, while in V2 the communication will be two-way and the database will be a treasure trove of data to score likely public policy solution support.","The innovation was developed indipendently but we are in talks to bring a node of the game to a US media outlet. We are aslo talking with democracy professors to use the tool in university. We envision that eventually a board will be needed to oversee the rules of the game, much like organized sports, so that the nonpartisan nature of the game won't be co-opted or have the appearance of being so. AI professionals will be needed to extend and innovate from our ground truth and initial pattern-recognition.","PolicyKeys will allow users to grasp the complexity of the public policy puzzle. Organizations can better craft their messaging about their advocacy. The answers (heat maps) are a roadmap for coalitions of the willing. Candidates might even use backing ideas on the leaderboard to set themselves apart from their opponent in competitive races.","In the near future, we will be able to have data on the impact of PoliyKeys. Until this point, thanks to the game we could build the National Idea Leaderboard, which is made up of the solutions that have predicted support from each of the four sides of the politically balanced table. New and novel solutions are surfacing with surprising synergies of who should support it and why. For instance, we have two solutions for ending involuntary poverty, one is a tax credit for employers to pay a living wage before taxes, and another to raise the earned income tax credit for full-time workers to P50L (hallway between the poverty line and the living wage).","The scoring of the puzzles is a challenge. We have had to fine tune the building of the puzzles, first draft (words), second draft (edit words and ascribe forecast reason numbers), third draft (AI scores for reliability), and a fourth draft which is a dress rehearsal edit of the game before going live. Calibrated individuals and team were very useful in catching forecasting errors, reason omissions, and typos. As we scale, we will have more eyes on the puzzles, and those eyes are likely to be more and more public-policy and subject-matter professionals. This will greatly add to the leaderboard's credibility.","Political Scientist talk about sample sizes in roughly these steps: 9, 30, 150, 400, 1000, 10K, 100K, 1M. Based on the gameboard, PolicyKeys should get to statistically significant sample sizes and reflectivity with society rather quickly. We'll need robust data science for V2, and probably partners who already know those markets, the science, and have followers.
By nature of the Topics, our puzzles are both prescriptive and descriptive meaning that sometimes the public is fairly well-versed in a topic and are trying to make up their minds (converge), and other times we will have found or created a new solution that is not well-known (diverge) and need to help disseminate this new solution. Therefore, the polling data or player scoring can be both descriptive (largely rear-view mirror) or prescriptive (largely focused on the horizon). It remains to be seen if there will need to be a staff of experts to prepare local puzzles or whether it can be crowdsourced.","Since PolicyKeys is a one-page narrative tool, standardized nonpartisan gameboard, an AI built-in for internal reliability, and is a classic presentation of the wisdom of crowds the results are highly replicable to the point of being able to be looked at through mean reversion and meta analysis. We are happy to train others how to do their own puzzles and we can help modify the gameboard to adapt to national differences.","It's been said that the best forecasters have models that are not too complicated nor too simplistic, and they make frequent and small adjustments. We have found this to be true. We may have started a puzzle a few months ago, and already the context of the puzzle has changed, or a law passed or trashed. The quality of the game is an important lesson as well. It is fine if a player thinks their answer was correct and ours was incorrect as long as they can see the logic in the game's call. It is not okay if the reason for the game's call was a typo, or based on an error, or obvious or nonobvious omission. Interesting differences in the calls of the different editors and different players is a teachable moment. It is here that a new and better signal might be found in the noise.
","If no one is curating a leaderboard of ideas explained in a trusted way, how does any citizen stand a chance of understanding these extraordinary complex times, and what and who to vote for? Having a standardized gameboard addresses this problem and allows for high scoring public policy ideas to more readily be shared and implemented by other countries.","a:9:{i:0;s:5:""31887"";i:1;s:5:""32341"";i:2;s:5:""32339"";i:3;s:5:""31885"";i:4;s:5:""31886"";i:5;s:5:""31888"";i:6;s:5:""31889"";i:7;s:5:""31890"";i:8;s:5:""32340"";}",,,,
31941,"BORA app",https://oecd-opsi.org/innovations/bora-app/,30/09/2022,"ENAP - National School of Public Administration",Brazil,central,"a:1:{i:0;s:63:""Education, research and innovation inside public administration"";}","BORA app",https://bora.enap.gov.br/,2022,"BORA (acronym for ""Online Relationship Database for Evaluators"", in Brazilian Portuguese) is an innovative online application developed by ENAP that connects research professionals and policy managers around the country. The app makes it possible to link the needs of Brazilian public administration for high-quality policy analysis and the research of well-targeted projects by specialists based on a quick, transparent and free solution.","BORA aims to bring together researchers and municipal, state or federal policy managers, reducing the transaction costs for finding researchers specialized on public policies. Our application was inspired by well-known personal relationship apps but focused on public and professional needs. It works as a free showcase where policy managers and researchers can match projects that mutually interest them. With BORA there is no need for human intermediation, no space for privileged information, no bureaucracy. Using open source programming language Flutter and Firebase database, BORA is a people-oriented project. Through UX/UI design, data science and development tools our main objective is to put technology in favor of transparency, qualified professional relations and public value.
The main feature developed by our team is ""bora"" (Brazilian Portuguese for ""let's go""), a button pressed when you are willing to work on a project or with a professional. Whenever there is mutual interest on a profile/project, both ends' contact details are displayed and they are able to discuss a partnership. The app also has the option of showing interest, which represents a like button on a project or a professional but without the intention of generating a partnership right away. No contacts are displayed in that case but the feature creates a separated list of interests, allowing to increase and enhance professional network for future collaborations. Whenever there is a will of developing a connection, all the user has to do is hit ""bora"" and wait for a match.","a:8:{i:0;s:3:""613"";i:1;s:3:""621"";i:2;s:3:""283"";i:3;s:3:""210"";i:4;s:3:""234"";i:5;s:3:""303"";i:6;s:3:""612"";i:7;s:3:""373"";}","When we analyze traditional recruitment tools bureaucracy is the number one obstacle for both candidates and recruiters. Lots of required information, steps to follow, without even knowing there is a real match between the job offer and applicants. With BORA obstacles are removed and simple, quick, direct profiles increase the chance of finding the one project or professional made for you. This unique technology project inside the Brazilian public administration shows that the State is able to serve public needs in innovative ways. Through UX/UI design, data science and development teams and tools, altogether, high-quality public policy research is made easy and transparent.","a:1:{i:0;s:14:""implementation"";}","BORA was first presented during a public session at 2022 ENAP Innovation Week on August 10th. A group of users among researchers and policy managers have made the final feedback round, which was a neat success. During the last month, our teams worked on implementing the last details, debugging some features and making sure both Android and Mac apps were ready to see their final version. It was officially launched on September 28th in both Google Play and Apple Store.","BORA is the result of a fruitful collaboration between ENAP and a team of UnB (University of Brasilia) researchers. While ENAP framed the need and came up with the concept, leading the project and the different teams; researchers added their development and data science expertise. Users interested in the app gave their valuable feedback during the implementation and added the final touches before the official launch.","Policy managers see their costs of money and time decrease when searching for a research professional at BORA app. They have access to a variety of professionals and can focus on finding real specialists in their subjects of interest.
Researchers have access to a wide range of job offers in a quick, transparent and free way. BORA breaks the need for mediation and privileged information on research notices when it centralizes offers from different levels of government.","BORA's final version was freshly launched but its beta release already had a significant reach, with dozens of test profiles from real policy managers and researchers created until last month. We are implementing a statistics storage model in our database that evaluates profiling metrics (manager and researcher), number of matches, ""boras"", interests and other features for future profiles and interactions. Our goal now is to create a solid communication strategy so that BORA is widely recognized as the main Brazilian tool to unite policy professionals. We hope participating in OPSI's Prix opens new spaces for exchanging and learning with international organisations while spreading the word of innovation and showing how governments are also capable of assuming technological, social and economical challenges.","Backup, security and data rights: In order to comply with the national law on data protection, backup copies and internal procedures have been implemented. Possibility of fraud: In order to avoid it, BORA features a user reporting tool. In the future we consider developing a more robust profile verification solution to enhance users security. Tools availability: In a governmental project, contracting services is sometimes time consuming and we had a challenging period regarding the availability of tools needed to execute this project, such as access to paid versions of Firebase for the use of cloud functions. With time and support from ENAP internal teams, the problem was solved and access was released. Publishing the app: Being a public app, BORA's publication in Apple and Google stores via gov.br account is mandatory. The process for carrying it out is bureaucratic and involved teams from other government bodies. With alignment and good coordination, this challenge was also solved.","There is a combination of conditions necessary to transform a good idea into a tangible product such as BORA. First of all, there must be an institutional space for having innovative ideas, one that embraces new propositions and let it be developed without previous constraints. Check. ENAP is known for being more than a Brazilian think tank, but also a knowledge broker, always open to innovation. Secondly, the human resources needed for the project to become real must be identified. In our case, project managers capable of leading tech teams. Once these professionals recognized and truly motivated by the concept, the challenge we faced was to find a tech team easy to engage. Here, the professional expertise inside ENAP via the support from internal teams responsible for contract issues was essential. Once the conditions reunited, effective leadership and teams synergy made it possible to see BORA as more than a dream, but an achievement.","Until now, BORA is a one-of-a-kind solution inside the public policy research environment in Brazil. Other organisations, both public, private and from the third sector, are observing the this app evolution. The interest shown by organisations and individual professionals reaching ENAP to understand more about BORA's functioning, plus the Brazilian media coverage on the subject are good indicators of possible replication outside ENAP. It is also important to highlight that BORA saw the broadening of its initial scope. The app was firstly thought for the use of evaluation professionals and managers exclusively. After the first wave of interaction with potential users we decided to go beyond evaluation, embracing all kind of public policy research: policy analysis, monitoring and whatever the policy managers needs become.","Our toughest challenges were of legal and contractual nature, something expected in a governmental innovation tech project. The main lesson learned during BORA's first chapters is that solid team work and real leadership are capable of removing most obstacles a project can (and will) find. Working in synergy and sharing values motivates people to work towards common goals, passing through difficulties and hard times in a lighter manner. In such a context, limitations become challenges; challenges become solutions. And BORA it is.",,,,,,
31950,YTNK.TV,https://oecd-opsi.org/innovations/ytnk-tv/,12/09/2022,"Presidency of the Republic of Türkiye Human Resources Office",Turkey,central,"a:3:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:11:""information"";}",YTNK.TV,https://ytnk.tv/,2020,"In Turkey, not every student has an equal opportunity to access the resources to have sufficient information about career planning. YTNK TV is a free-to-use digital training platform that supports young people's career development within the framework of equal opportunity through various training programs and live broadcast recordings. It raises their awareness about their careers and enables them to make career choices per their qualifications. The entirely free platform fosters young people's adaptation to the skills required in the 21st century and provides them with broadcast recordings and training content to develop the skills and competencies that will make them stand out in their career paths.
","The use of online education platforms is becoming more widespread every day. Especially with the Covid-19 pandemic, online training, which has become increasingly popular, is a subject that is the focus of young people's attention. The Presidency of the Republic of Türkiye Human Resources Office has implemented various projects to support the career development of young people, increase their employability, and enable them to make career choices following their qualifications. The YTNK TV (TALENT TV, https://ytnk.tv/) platform was established to provide training programs and other activities supporting young people's career development and planning processes. The entirely free platform fosters young people's adaptation to the skills required in the 21st century and provides them with quality and unique training and activities.
In line with the Office's research during the platform's preparation phase, it has been revealed that not every student has an equal opportunity to access the resources to have sufficient information about career planning. For this reason, the Career Planning Course is the first training program implemented on YTNK TV to create career awareness among the youth and equip them with the knowledge, skills, abilities, and competencies they will need in their professional life. The course is the first one designed at the state-level to appeal to all university students in Türkiye. Universities are encouraged to include this course in their first-year curriculum. More than 450 thousand students had the opportunity to take the Career Planning Course, which is given in more than 185 universities in Türkiye until the beginning of the 2022-2023 academic year. The training content and career programs offered by YTNK TV to support the development of students within the framework of a common standard and equal opportunity are diverse. Besides training programs like Career Planning Course, information technologies, and occupational health and safety, there are live broadcast recordings of programs that promote young talents (Söz Yetenekte), and recordings of career talks, project competitions, and national talent fairs. The platform has been viewed approximately 11 million times in a year and a half. More than 20 training contents are ready to upload to the system under the ""Information Technologies"" and ""Occupational Health and Safety"" categories.
Thanks to the YTNK TV platform, all young people can access rich content regardless of time and place and can develop the skills and competencies that will make them stand out in their career paths. Furthermore, within the policy framework of strengthening the relationship between education and employment, the dissemination of the Career Planning Course and the YTNK TV platform among students is included in the National Youth Employment Strategy Action Plan.
In addition to all the opportunities YTNK TV offers to students, the platform is also a resource for academicians and employers. Through the platform, it is easier for academicians and employers to reach young people and contribute to their career processes.","a:3:{i:0;s:3:""335"";i:1;s:3:""184"";i:2;s:3:""876"";}","YTNK TV is a free-to-use digital training platform that focuses on creating equal opportunity. Through this platform, young people can access training and live broadcast programs prepared and supported by expert institutions that contribute to their careers, support their skill development, and promote various career opportunities. The innovative aspect of the platform is that it includes content that will directly impact young people's careers, supports skills development in preparation for future jobs, and offers a wide range of training types such as asynchronous, synchronous, or interactive.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The training contents on the platform are being expanded day by day. Various training programs are added to the platform in cooperation with expert institutions. For example, Occupational Health and Safety and Information Technologies categories are training programs that have been added recently and benefit students during the internship period. The platform has continued to grow and expand, with content that will support students in adapting to future jobs and be inclusive of diverse beneficiaries.","YTNK TV is a platform that develops and enriches in line with users' feedback.","The users are students, alumni, and academics. The stakeholders are universities, public and private institutions, NGOs, and IOs. Beneficiaries are all users and stakeholders. Stakeholders promote their institutions and employment opportunities through collaborations and sharing training, increase their brand value, and improve the qualifications of their potential future employees. Users contribute to their careers and take steps towards their skill development.","As of September 2022, YTNK TV has been used by hundreds of thousands of students and viewed more than 17 million times. As a result of the efforts and collaborations, more than 90 educational content and more than 20 live broadcasts and program recordings were added to the system. Considering that it has been in use for nearly two years, it can be stated that YTNK TV contributed to the career development of young people, has a broad target audience, and attracts great interest.","Creating a new digital platform has particular challenges. It is more challenging to design a platform that appeals to a diverse and broad audience, such as students, academics, and employers. In the YTNK.TV project, the design of the platform has been the biggest challenge. Initially built on only video watching and monitoring data, the platform was revised in line with feedback to ensure academic-student interaction. Besides the design, another challenge related to the content was the presentation of the training programs under the correct headings. With the feedback received from experts on the subject, inclusive topics such as career planning courses, personal development training, and information technologies training were created. The most crucial factor facilitating overcoming these difficulties is getting feedback from relevant people.","
- Linking students, universities, and organizations/employers: This trilateral interaction expands the content in the system and encourages students to use the platform
- Preparation of training programs by specialized institutions: This ensures the quality and reliability of the training content. For example, the Career Planning Course on the platform was prepared by the Presidency of the Republic of Türkiye Human Resources Office. Similarly, the authorized institution, the Labor and Social Security Education and Research Center, prepared the Occupational Health and Safety Training
- Well-designed and constructed platform: User-friendly and well-designed platforms are expected to attract more users who visit the platform regularly. In this regard, YTNK TV's well-designed and constructed structure effectively reached a broad audience.
","At the present time, online training platforms are frequently used and various platforms continue to emerge. However, YTNK TV makes a difference as it is open to free use by everyone and is completely prepared using national resources. Besides these features of the platform, due to the quality and originality of its content, it is a tool that can be used continuously by students who want to facilitate their career development. Universities or institutions that want to support young people include relevant course content on their platforms. However, in the national setting there is no need to replicate a platform already made publicly available by the government.","
- Communicate with collaborating organizations: This proved to be very important during the dissemination process of the platform. For example, universities and employers reached more users and contributed to the content and development of the platform. In addition, as the platform developed, there were requests from organizations to contribute to the content. Thus, both the number of training contents and the number of users receiving training continue to increase.
- Design and develop the platform according to users' needs: The system's content, organization, and design continue to be developed through interactions with users. As such, the platform meets users' demands, which supports user growth.
",,"a:1:{i:0;s:5:""31949"";}",,,https://www.youtube.com/watch?v=_tv_HRbKIKI,
31952,"To Be You: An interactive game about empathy",https://oecd-opsi.org/innovations/to-be-you/,12/09/2022,better.sg,Singapore,central,"a:4:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:10:""recreation"";i:3;s:7:""science"";}","To Be You: An interactive game about empathy",https://tobeyou.sg,2021,"Educating youth about diversity and the importance of empathy is difficult and dull using traditional classroom methods. Our team of unpaid volunteers built an interactive fiction mobile game, where youths can experience life as somebody unlike themselves, make choices, and reflect on how we treat each other. The feedback has been tremendous - teachers, students, and even adults love the stories and our data analytics indicates real positive impact on individuals who have played the game.","To Be You, an experiential and interactive mobile game that seeks to cultivate empathy debuted on 21 July 2021, Singapore’s Racial Harmony Day. The immersive fiction game gets to the heart of empathy by letting players experience ""life"" as someone else, make life choices, discover challenges and dilemmas, and connect with the life journeys of people from different backgrounds.
Conceptualised by a team from the charity Better.sg, To Be You was one of the winners at the Mission:Unite hackathon organised by the Ministry of Community, Culture, and Youth (Singapore) in 2020, a hackathon spurring youths to identify challenges and ideate ways to bring about greater social compact. Conceived to help dismantle stereotypes, reduce prejudice, and ultimately foster greater empathy and inclusiveness among Singaporeans, To Be You offers a fun game experience that will deliberate issues pertinent to the society today. To achieve authentic representations of what Singaporeans go through emotionally in the face of discrimination, To Be You worked with community organisations, focus groups, researchers, and writers to create compelling fictional stories based upon real accounts from Singaporeans.
“In a multicultural society, empathy is not optional. Our diversity is what makes us unique and we really want this game to be something that sparks change in the communities. Our team believes that empathy cannot be taught through lessons or excursions - it must be experienced and felt. We want Singaporeans to learn about the challenges of people different from themselves, to interact with their peers, to take the time to listen to their stories and experiences, and to understand what it’s like to be somebody else,” said Gaurav Keerthi, CEO of Better.sg and Co-Lead of To Be You.
Unpacking a Multi-faceted Personal Identity - To Be You features a total of six characters whose stories are interwoven. The first two characters are Nadia Binte Rahim, a Malay-Muslim youth who has a crush on a Chinese-Christian boy and dreams of being a doctor, but has to deal with parental expectations; and Aman Singh, a Punjabi Sikh youth facing pressures during National Service, when pursuing his passion, and even with his family and girlfriend. The other characters are Ravi Kannasamy, Unaisah Begum, Zhihao Lim, and Marie de Costa. To Be You places the user directly in the character’s shoes, letting them make choices in difficult situations, and go through seemingly ordinary moments in life from a different perspective. Each episode unpacks an element of our societal diversity, such as race, religion, gender - and also invisible elements like personalities, socio-economic background, and more.
Gamification for Social Change - The team has done extensive research on issues of personal identity in Singapore, as well as understood the behavioral patterns of Singaporean youths today. Analysis of the youth target demographic showed that mobile gaming is the best way to engage them. There are over a million gamers in Singapore, and almost a third of them play mobile games daily. To create an immersive user experience, the team has adapted the game interface according to the psychographic design of the characters. Each story is told in an interactive narrative style. User interface includes Whatsapp chats, emails, and journal reflections and is kept in a casual, conversational tone to make the game fun, relatable and real. “Many people find it tricky to sensitively talk about identity struggles.
It is even harder to empathise with another person's struggles. Our reference points tend to be our own lived experiences and perhaps those of people close or similar to us. We may also be afraid of the consequences of saying the wrong thing. Gamification is a great way to engage people, youths in particular, and can act as a bridge to deeper sharing and understanding in real life. Active engagement with the lived experiences of others as well as personal reflection are crucial to developing empathy. To Be You offers this embodied experience within storylines based on real life events. This game may just be a game changing approach in our journey for social progress,” said Dr Kalpana Vignehsa, a Sociologist and Research Fellow at Institute of Policy Studies, and research advisor for the project.
Since its launch, over 5000 youths have played the game and left heart-felt reflections about the experience. The game has also been used in corporates, seeking to engage their staff on diversity issues in a more immersive way. Reading the player reflections at the end of each chapter makes it abundantly clear: playing the game made a real impact.","a:4:{i:0;s:3:""220"";i:1;s:3:""619"";i:2;s:3:""181"";i:3;s:3:""194"";}","To Be You is a first-of-its kind interactive fiction game, that replicates the user experience that youths are used to (Instagram, Whatsapp, Twitch, Email, etc) to create a fully immersive story-telling experience on the phone. It gets to the heart of empathy by letting you experience ""life"" as someone else, make life choices, discover hardships and dilemmas, and learn to empathise with the life journeys of people from different backgrounds. This idea won the top prize at the 2020 Ministry of Community, Culture, and Youth (MCCY) : Mission Unite Hackathon.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The project has been live for one year and we are conducting in-depth data analytics to understand the social insights from our player data. We are also in the process of scaling up outreach and partnerships to engage even more players.","The project was fully funded by the Ministry of Community, Culture, and Youth in Singapore.","We partnered schools, corporates, and social organisations that worked on inter-cultural/diversity issues in Singapore, to implement it as a learning tool for their audiences. Over 15,000 people have visited, spending an average of about 6 minutes on the site each (and most than a third of them finished a chapter in one of the character's stories.)","We have both qualitative and quantitative data. On the qualitative side, we have nearly a thousand full-text (unstructured data) reflections from players after each chapter, which is publicly shown to the players. On the quantitative side, we track all the choices that players make, and are in the midst of doing data analytics. The initial insight is that the ""immersiveness"" of the experience was rated very highly by players, with over 70% saying that they felt ""fully immersed"" as the character in the story, and felt real emotions on their behalf.","As a team of unpaid volunteers, motivating the team to build this complex solution from scratch was very challenging. Getting designers, developers, and data analysts to put aside time from their busy work schedules every night to build this game was challenging, especially during COVID when we could not meet in person. We overcame this challenge by meeting online regularly, motivating each other, and celebrating small wins together. Because we believe in ""paying it forward"", we have fully open-sourced all our code, so that others can use our project code for free.","We hope that every young person in Singapore will be exposed to this game at least once, so that they can try to put themselves in the shoes of another person unlike themselves, and learn to develop empathy. Empathy is not something that can be ""tracked"" or ""scored"" easily though. Our ""success condition"" is thus to maximise player numbers for the youth demographic. As a small country, the number of students in each year is only about 30,000 - and we have already reached 5,000 of them in our first year.","We have received queries about using interactive fiction and gamification for other social issues, from other government agencies.","Dealing with difficult social issues sometimes requires creative, unusual, and innovative solutions. Dealing with racism or sexism, for example, is difficult and unlikely to succeed if policymakers try the ""normal"" head-on approach. Our approach - while unusual - is more likely to succeed because it presents the experience as a game, rather than a scolding session or a didactic lesson that bores the recipient.",,"a:1:{i:0;s:5:""31953"";}","a:1:{i:0;s:5:""31954"";}",https://www.youtube.com/watch?v=2jdsiYvqs78,https://www.youtube.com/watch?v=ueY980OH_j4,https://www.youtube.com/watch?v=BaNPkYST-j8
31964,"Citibeats - Ethical AI for Social Understanding",https://oecd-opsi.org/innovations/citibeats/,13/09/2022,Citibeats,Spain,other,"a:1:{i:0;s:11:""information"";}","Citibeats - Ethical AI for Social Understanding",https://www.citibeats.com/,2018,"We live in an infodemic context. A lot of data doesn't mean good data. This brings to question the information sources and the data itself. Decision-makers don’t understand citizens’ needs and act based on uninformed decisions, and citizens feel neglected. This generates a systemic lack of trust. Citibeats' ethical AI makes helps governments interpret the huge quantity of data exchanged every day by citizens in real time, understand their needs, and make faster and better-informed decisions.","Citibeats is a B2B SaaS ethical AI platform that searches and analyzes large amounts of text provided by citizens - we structure this data (using NPL and ML) and identify social trends, leading indicators, and insights for governments, and organizations. Citibeats offers a much more complex analysis and interpretation of data than brand watching. Instead of being purely focused on single keywords, our research method is culturally focused, language-agnostic, easily adaptable, and monitors complex narratives evolving over time around a specific topic and that involves other related subtopics and multiple opinions expressed by users. Given the velocity of events that affect people on a local and global scale, governments cannot afford to lose time detecting social risks and reacting consequently. Our platform gives them a qualitative and temporal edge - that traditional survey methods or the media cannot compete with - to improve citizens’ living conditions. Our Sustainability and the Social Risks Monitors - featuring historical and real-time data points in more than 100 countries and in more than 10 languages updated daily - help organizations around the globe rapidly and easily understand citizens’ questions, needs, and concerns around topics like climate change, sustainability, migration, citizen security, employment, and more.
During the last four years, Citibeats has informed over $1 billion in social risk mitigation decisions, both in the public and private sectors, being able to detect early warning signs in social fast-changing environments. CivicLytics (the citizens’ Observatory for Latin America and the Caribbean created in collaboration with IDB) and the EARS project (the World Health Organization’s social listening platform to show real-time information about how people are talking about COVID-19 online to better manage the evolution of the infodemic and the pandemic) are just two of the company’s most impactful use cases. Citibeats is proud to collaborate with global entities like IDB and WHO to address social issues and epochal changes as the biggest pandemic of our lives. Both projects are great examples of how Citibeats’ technology can help governments and organizations understand citizens’ perceptions and concerns to improve their public policies and projects by including people’s needs in their decision-making process.
In LATAM, the IDB Group uses Citibeats as its internal platform to inform all member countries, sharing aggregate data and providing generalized visibility of the challenges facing the region. In addition, with the public website CivicLytics, data is accessible to all citizens so that they can refer to it and contribute their voice. In the first 2 months of the project, more than 100 million tweets were analyzed, detecting alerts such as hunger risks in Venezuela and Colombia, hygiene risks due to lack of running water in major cities in Central American. Other projects focus on the economic recovery of countries such as Panama and the growth of the Amazon Basin, a project focused initially on 7 countries (Bolivia, Brazil, Colombia, Ecuador, Guyana, Peru and Suriname), the project took into account different topics (health, security, biodiversity, education, environment, bioeconomy and more). From November 2020 to July 2021, the project included the analysis of more than 288,603 opinions expressed by citizens on digital documents (blogs, forum comments, tweets, news, websites, etc.) about the Amazon region.
Apart from multilateral organizations, we had the opportunity to work with regional and national governments and city councils (Dublin, Navarra, Japan, and more), and private companies (namely, Telefónica and NTT Data, two of the largest telcos in the world). We have recently launched a new business model based on a monthly subscription licence model. In particular, we have created the Sustainability and the Social Risks Monitors to help organizations around the globe rapidly and easily understand citizens’ questions, needs, and concerns around topics like climate change, biodiversity, sustainable cities, migration, citizen security, employment and entrepreneurship, and more.","a:3:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""876"";}","Contrary to marketing brand watching, Citibeats offers a much more complex analysis and interpretation of data. Instead of being purely focused on single keywords, our research method is culturally focused, language-agnostic, easily adaptable, and monitors complex narratives evolving over time around a specific topic and that involves other related subtopics and multiple opinions expressed by users.
Citibeats’ AI analyzes large amounts of unstructured text data and other types of files where text can be extracted to identify in real time, social trends, people’s opinions, and concerns. All this information - collected and centralized in the dashboard of our platform - represents precious actionable insights for governments, multilateral organizations, and private companies to act upon and improve citizen's lives. Reacting to leading indicators helps our clients act faster, with a social and economic positive impact.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","During these last 4 years, we’ve successfully been working with different organizations, such as WHO, IDB, UNESCO, World Bank, and UNDP; governments such as the municipality of Dublin, Ireland, and Navarra, Spain; and also private companies, like Telefonica and NTT Data. Citibeats has informed over $1 billion in social risk mitigation decisions, both in the public and private sectors, being able to detect early warning signs in social fast-changing environments.
Citibeats’ platform has been designed to guarantee high scalability and access to anyone (and not just expert data scientists); structure multilingual data in minutes to detect social development and sustainability trends faster; collect data —in different languages, dialects, slang, and new, local, or domain-specific vocabulary—from more than 85 countries around the world; significantly reduce bias from people’s opinions and calibrate the results before delivering them to our clients.","
- Clients: WHO, IDB, UNESCO, World Bank, and UNDP; Governments such as the municipality of Dublin, Ireland, and Navarra, Spain - helped us achieve our revenue goals and become a leader in ethical and responsible AI.
- Tech partners: Microsoft, Facebook, Twitter, OHVcloud, Nvidia, AWS - helped us in the data collection and cloud computing side of the company
- Investors (and Clients): IDB Lab, CAF, Telefonica, NTT Data - helped us scale and grow
","
- EARS - 84,622,806 opinions collected, 30 countries covered
- CivicLytics - 39,226,553 opinions collected, 26 countries covered
- Amazon Basin Project - 327,080 opinions collected, 7 countries covered (As a result, in October 2021, the Green Climate Fund approved financing for the Amazon Project of 279M)
- We have informed over $1 billion in social risk mitigation decisions, both in the public and private sectors, being able to detect early warning signs in social fast-changing environments.
","Citibeats' Social Understanding technology has been used by international organizations like WHO, World Bank, IDB Group, UNESCO, and UNDP to interpret citizens' needs and help local, regional, and national governments act timely to satisfy people's demands (up to 90 days before traditional survey methods and the media). Our AI platform has been implemented globally being able to collect real-time data from +70 countries, thanks to its agnostic set-up.
We measured the results of our technology based on the voices collected (over 1 billion) and on the more than $1 billion in social risk mitigation decisions that we informed (both in the private and public sectors). In particular, thanks to our collaboration with IDB, in October 2021, the Green Climate Fund approved financing for the Amazon Project of 279M to foster and support the cultural and economic growth of the region. As a result of this, we were recognized as a 2022 Technology Pioneer by the World Economic Forum.","The primary challenge is represented by funding. We are raising an 8€ Series A round that we schedule to close at the end of Q3 2022 to fund our global expansion to the US and to strengthen our positions in Europe, Asia & LATAM. There is still a lot to be done to educate the industry about an ethical and responsible approach to technology in general and to AI specifically. To that end, we are promoting initiatives (like https://www.citibeats.com/ethical-ai-community) and taking part in events about key topics such as ethics in technology, responsible AI, govtech, gender data, detection of bias in data, and more.
Seeing that the project model was not working, we have recently launched a new business model based on a monthly subscription license model. In particular, we have created the Sustainability, Health, and Social Risks Monitors to help organizations around the globe rapidly and easily understand citizens’ questions, needs, and concerns around those topics.","We work primarily with multilateral organizations that, by their nature, are strictly connected to local, regional, and national governments. We think that one of the main conditions for a social understanding platform like ours to succeed globally is to be adopted by big organizations like the EU or the UN. To reach that level, it is necessary to educate policy-makers about the necessity to interpret unbiased data in real time. In this society, time is of the essence. As said, we are also looking for financing to scale, especially in the US market.
Being a company with a social focus might sound idealistic, but experience has confirmed our vision. We have the expertise and the technical know-how to impact citizens’ lives in a positive way, and we plan to affect 2B€ in budgets from decisions made from our solution one year from now. Citibeats is the first piece of a technological and social mosaic that has the responsibility to bring humanity back into the decision-making.","Citibeats' platform has the advantage of being agnostic and easily adaptable to any kind of research. During the last 4 years, we've been collecting over 1 billion data around topics such as social risk, migration, health, vaccines, sustainability, etc. The change from a project model to a subscription model largely depended on the availability of this huge quantity of data collected, on the ""open"" nature of the platform, and on the easy applicability of our approach.
Any organization or institution, today, can access our data by purchasing a license and start learning immediately citizens' opinions and needs. There is also the possibility to customize the analysis to reflect the needs of the clients, by creating specific categories. We created a technology that is rapidly deployable just to help decision-makers be rapidly and better informed about any societal change and act consequently and timely.","History should help us learn from past mistakes and not repeat them, and even if humanity has never been that good in applying that principle so far, we believe that we might have reached a point in our social evolution where a change is possible and, now more than ever, necessary.
That change will be promoted by people and powered by an ethical use of technology focused on creating the conditions to bring humanity to a more responsible level of evolution. This will help make society more inclusive and representative, promote a sustainable and socially responsible approach to the economy and foster and defend values like diversity, gender equality, and self-determination.
In 4 years, we've seen how fast and profoundly society is changing. We need more companies (tech and non-tech) that stand as a bridge, as a connection between citizens and institutions and organizations. Otherwise, our progress as a society will be only partial and not equally distributed.","Citibeats has been recognized internationally with prestigious awards such as:
- The United Nations World Summit Awards;
- The COGx for the best Artificial Intelligence for public services.
- The NTT Open Innovation contest (that gave us the opportunity to work and develop a project with NTT Data)
- We are also one of the first four tech startups to successfully implement the ethical self-assessment for entrepreneurs tool promoted by fAIr LAC and IDB Lab.
","a:2:{i:0;s:5:""31973"";i:1;s:5:""31972"";}","a:2:{i:0;s:5:""31974"";i:1;s:5:""31975"";}",https://www.youtube.com/watch?v=j0bxEm95e4w&t=4s,https://www.youtube.com/watch?v=sunQtfzFFvI,https://www.youtube.com/watch?v=fSZuVEA1tRM
32032,"Unique Scholarship Portal (Beca tu Futuro)",https://oecd-opsi.org/innovations/unique-scholarship-portal-beca-tu-futuro/,30/09/2022,"Government Offices of Information Technology and Communications","Dominican Republic",central,"a:3:{i:0;s:9:""education"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}"," Unique Scholarship Portal (Beca tu Futuro)",http://becas.gob.do,2021,"The Unique Scholarship Portal (Portal Único de Becas “Beca tu Futuro”) is a web platform that aims to concentrate all scholarship opportunities in a single portal. In this way, it documents and manages everything from the publication of the call for applications to the awarding of scholarships. The portal benefits all the citizens of the Dominican Republic who wish to apply for a scholarship. Moreover, the portal serves as a management tool for the scholarships' evaluators and the stakeholders from the Minister of Higher Education, Science and Technology (MESCyT), with a front end user interface and a back office for management.","The portal benefits all the citizens of the Dominican Republic who wish to apply for a scholarship at a national, international, research and language level. It was designed to address a major challenge identified in scholarship calls. Announcements were published in a web banner through the digital media in the webpage of the MESCyT in documents with .word and .pdf formats, which did not allow for filtering by type or category of the scholarship. Therefore, the information was not being recollected nor was it measurable or reusable in terms of who received a scholarship, where the scholarship holder was located and in what field they worked or studied in. In addition, the evaluation and adjudication processes lacked transparency and the notification procedure was done manually by the evaluators via email, which involved preventable delays. Likewise, there was no follow-up of the scholarship holders on the academic performance, nor a method of reporting the results of the calls.
The main objective of the portal is to concentrate all the scholarship opportunities either government funded or part of an international cooperation with a third state or organization. In doing so, the portal is democratizing the access for education for all citizens, thus making it a more transparent and inclusive process. The portal benefits all the citizens of the Dominican Republic who wish to apply for a scholarship. Moreover, the portal serves as a management tool for the scholarship’s evaluators and the stakeholders from MESCyT.
The Portal is characterized for including all the stakeholders in the education ecosystem under three types of users:
- Administrator: The admin has all access to the platform, from creating and managing users to the call and scholarship modules. This user is reserved for the MESCYT Technology department, which is the one that provides constant support to other users.
- Educational institutions: Higher Education Institutions (HEIs) are the centers where scholarships are offered. They have the function of adding the academic offers of the careers they teach to be chosen for the calls.
- Offerer: They are the organizations that coordinate and finance scholarships. These can be public organizations, such as the MESCYT, international cooperation agencies, non-profit organizations, and private organizations.
","a:10:{i:0;s:3:""178"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""302"";i:5;s:3:""615"";i:6;s:3:""612"";i:7;s:3:""614"";i:8;s:3:""617"";i:9;s:3:""621"";}","The Unique Scholarship Portal is innovative because it gathers all the scholarships opportunities from a national level in one platform. In doing so, it provides a fair opportunity for every applicant, improving the workflow and processes for both the final user and the administrators of the scholarships. It is also innovative because:
- It is a responsive portal of rapid charge, with an intuitive user interface.
- Allows the applicants to apply to more than one scholarship opportunity, whereas the previous platform only allowed one. Even though, only one scholarship is granted.
- Each academic offer includes a description, the syllabus, level, and academic credits, thus offering the applicant all pertinent information to make an informed decision.
- Dynamic application forms which facilitate the recollection of information.
- Dynamic notification system and messaging, which keep the user informed at every stage of the application.
- Management module for the scholarship holders with a grade index, thus providing accountability for the offeror and the MESCyT.
","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Unique Scholarships Portal is being implemented with 8 announcements that have been launched with international and national opportunities. With more than 128,873 requests and 41,059 completed requests, 5,516 scholarships have been granted and there are two scholarships calls in process. The portal has been established as the sole channel of publication for scholarships. Two other governmental institutions have been trained in the backoffice management in the evaluator and coordinator role. However, MESCyT maintains the role of administrator of the portal and creates the users’ profiles for organizations. This ensures the continuity and sustainability of the tool as it does not depend on one entity.","MESCyT is the main partner in this project as it is the appointed governing body of the Portal. Cooperation agencies i.e., Chilean Cooperation Agency and the Korean International Agency were important partners in the implementation process. Likewise, the educational institutes like national and international universities and technical centres played a key role regarding updating their academic offer in the portal and facilitating the admission process for MESCyT students. This project is the result of a comprehensive research and benchmarking investigation that included: Crehana, Carolina Fundation, Edx, Domestika and Becas Sin Fronteras. It is relevant to note that the portal was designed following the design thinking methodology and invovled focus groups.","The citizens were the main beneficiaries of the Portal, they enjoyed a comprehensive and easy application process which resulted in increased access to the scholarships opportunities. Likewise, government officials received a working tool that facilitated evaluation, follow-up, and reporting, overall improving their working processes. The education institutions reported greater satisfaction in the reach of the call and organization of the process and selection of applicants.","Already the portal has proven its scalability: there have been 148,372 users registered with 128,873 requests and 41,059 completed requests which totals 5,516 scholarships granted only in 2022. Furthermore, the portal has been institutionalised as the only tool to launch scholarships calls with 8 calls already published by different actors independently from MESCyT. As to the latest count in 2022 the Portal had registered more than 130,000 applicants. Of those, 10,000 national and international scholarships to benefit an equal number of young Dominicans from different points of the country, so that they can achieve or expand their professional training and turn their dreams into a reality.
The portal has a built-in dashboard which aids in reporting the status of the scholarships by economic area, municipality, and gender. So far, the Portal has launched five calls of scholarships, and we expect that every scholarship call will be made using the platform in the upcoming years. More than 30 educational universities have been registered in the platform and more than 100 academic offers are with the universities.","At the early stages of the implementation process a lot of resistance to change was encountered, especially at the technical level such as the coordinators and evaluators from the Scholarships Departments. Also, as the Portal had an extraordinary acceptance our servers were overwhelmed in some moments, and the data was not being timely rendered , mostly in the portal. It is important to note that these technological issues were corrected as they came and are usual in website deployment with high demand. Likewise, at the beginning there was not much guidance in the application process, and officials experienced a high number of calls regarding the Portal. These difficulties were addressed through a communication campaign which included demonstration videos and frequently asked questions.","
- Policy and laws: The creation of the portal was supported by a presidential decree which instituted the National Scholarship System. This decree mandated the creation of the portal and its compliance.
- Motivation: The project was motivated by the need to aggregate transparency and modernise the scholarship adjudication system. Also, it was human centred in its design, ideated to provide a seamless navigation experience so that everybody was able to access and use the portal.
- Supporting infrastructure and services: The Portal was not created from zero, there was a portal which served as a reference and a benchmarking analysis was carried out. Also, internal processes were already in place, which were then systematized and included in the architecture of the platform.
","This innovation has the potential to be replicated in the issuance of social aid or other services that suposse in other organisations or goverments as the portal has the following characteristics:
- Evaluation module: In terms of qualifying and evaluating the applicants, this can be customized via the forms.
- User website: allows for registration via national ID, application forms, messaging system for communication between officials-applicants.
- Backoffice portal: administrative tool for evaluators and coordinators.
","Change will always bring resistance from people, managing that resistance is essential in assuring the success of the project. Expect a lot of questions and be ready to answer them. During the entire process people are going to have questions, establishing a collaborative space can help save time when providing answers. Manage the quantity of meetings. In order to not fall on the typical paradigm weekly meeting that goes nowhere, try to establish meetings based on the expected milestones of the project, so as to discuss them and provide feedback. Define an evaluation and monitoring tool from the early stages of the deployment, as to recollect the early data and feedback.",,,"a:1:{i:0;s:5:""33910"";}",,https://www.youtube.com/watch?v=BoCf3tIuzy4&ab_channel=OGTICRD,
32040,"Substitute Teachers Platform",https://oecd-opsi.org/innovations/substitute-teachers-platform/,30/09/2022,"National Infrastructures for Research and Technology (GRNET S.A)",Greece,central,"a:4:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}","Substitute Teachers Platform",https://anaplirotes.gov.gr,2021,"The Greek education system needs about 50,000 substitute teachers every year to staff schools. In order to begin teaching, these teachers have to travel to their district education headquarters to sign their one year contract with the state. Through the Substitute Teachers Platform, the contract is signed digitally, avoiding unnecessary travelling and allowing for the necessary information systems of the public administration to be updated in an interoperable way. This innovation thus saves thousands of working hours for the employees of the 128 local education directorates. The platform was developed as an open source software and as such, offers any stakeholder (public or private) that contracts with citizens, the ability to reuse it and expand it, according to their needs. Τhe vision for the future includes the extension of the Platform to cover other administrative processes related to teachers, like general recruitment and retirement, and its use by other public or private sector units, as a good and innovative practice.","Greece has many isolated and difficult to reach schools, mainly as it is an island country. Throughout the country, schools launch new programmes (i.e ""skills labs"") and job posts for teachers (i.e remedial teaching for students with learning disabilities) constantly. Specifically, over 40,000 substitute teachers are needed every year to staff these schools. To begin their service, teachers need to move, at least twice, to the headquarters of the local education directorate, located at the capital of the prefecture, to sign their appointment contract. In many cases, a 2-3 days trip is needed. Also, after signing the contract, employees of the local directorates of education need to update three different information systems immediately for each teacher, namely:
- The Information System of the Ministry of Labour and social Affairs (ERGANI-https://eservices.yeka.gr), in which all public and private employees of the country are registered
- The information system for the open governance, where all the decisions of the Government Bodies and the Administration are registered and published (DIAYGEIA-https://diavgeia.gov.gr/)
- Teachers’ payroll information system (b-glossa)
The present platform came to solve the above displeasing situations, taking advantage of a) the existing information systems of the Ministry of Education and b) public web services:
- The Integrated Information System for the Management of Primary and Secondary Education Personnel (OPSYD-https://opsyd.sch.gr/)
- The Integrated School Management Information System (MySchool-https://myschool.sch.gr/)
- The payroll information system of the Ministry of Education (MoE) (b-glossa, https://payroll.espa.minedu.gov.gr/anaplhrwtes/)
- Web services provided by the Interoperability Center of the Ministry of Digital Governance (https://www.gsis.gr/en/dimosia-dioikisi/ked/webservices)
The innovation of the project resides in the interoperability of the new platform. The Substitute Teachers Platform includes all the above information systems, offering signing digital contracts online and informing stakeholders through sms. Also, the platform was developed as open source software and as such, can be Retained, Reused, Revised, Remixed and Redistributed, offering any stakeholder (public or private) that contracts with citizens, the ability to reuse it and expand it, according to their needs. As mentioned, the main objective was to eliminate the inconvenience of teachers, who must travel at least twice from a small island to the headquarters of the education directorate located on another island. Another goal was to develop interoperability between the existing information systems of the Ministry of Education and other public systems, saving the local education headquarters officers tens of thousands of working hours spent updating the records of the necessary information systems of the Public Sector. A final goal was to develop an application for digital contracts between citizens and the public or private sector.
The benefits from the platform are many:
- The substitute teachers benefited for the reasons mentioned above
- Local primary and secondary education directorates save tens of thousands of work hours at National level
- School principals, by using the interoperability of the new platform can inform the administration about undertaking the service of new teachers
- The smooth operation of the school community has a positive impact on society
- The State's communication with citizens is modernized
- The Ministry of Education adapts effectively, efficiently, and responsibly to society's demands for immediate staffing of schools
- Bureaucracy is reduced
Τhe vision for the future includes the extension of the Platform to cover:
- All special categories of substitute teachers (i.e teachers for music and arts schools, who due to particularities have been excluded from the system)
- The recruitment of permanent primary and secondary education teachers appointed every year
- The retirement of teachers
- Other the public or private sector units, as a good and innovative practice
Technically the application uses Kubernetes, an open-source system, to automate operational tasks of the container management and including built-in commands for:
a) deploying the application,
b) rolling out changes,
c) scaling up and down to fit changing needs,
d) monitoring, and
e) making it easier to manage applications.
Finally, in order for the MoE to sing all the individual contracts, the Batch Sign & Seal approach was used, making it possible to apply a digital document certification across the batch of multiple files, applying the Ministerial seal to all these contract files.","a:7:{i:0;s:3:""612"";i:1;s:3:""234"";i:2;s:3:""303"";i:3;s:3:""184"";i:4;s:3:""302"";i:5;s:3:""305"";i:6;s:3:""613"";}","The anaplirotes.gr platform is an innovation in many ways:
- The platform was developed as an open software application available at gitlab. It can be reused and easily customised to meet the needs of any other public or private organization that contracts citizens and employees without need of physical presence
- It interconnects non-connected information systems of the Ministry of Education
- It massively updates the necessary information systems of the Greek Administration mentioned above
- The use of the public digital seal in signing contracts creates a good practice and the underlying code can be used by the entire public administration in similar cases
- It is a green application as it significantly reduces transportation, paper bureaucracy, operating hours of public administration infrastructure and working hours
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The platform was first used in August 2021, serving approximately almost fifty thousands (50.000) teachers in 13 recruitment cycles. The platform was also used to recruit approximately seven thousand (7.000) teachers to cover the emergency needs of teachers who showed Covid-19 symptoms. On the 2022 school year it was used for the first round of recruitment serving around 28,000 teachers. The development team is discussing with the Ministry of Education to extend the Platform to special cases of substitute teachers, that are not covered by the existing system, extend the Platform to include the appointment of permanent teachers and to develop new web services with all connected information systems mentioned above, in order to make the application more flexible, efficient, and user-friendly.","GRNET's Digital Governance Directorate, designed, analysed, and developed the platform. To complete the analysis and design, a joined advisory body consisting of executives from GRNET and from the HR and IT directorates of the MoE, two regional and two local educational directorates, and the organizations that had developed and supported all the information systems mentioned above, collaborated and met regularly for 4 months to set the specifications and functions of the system.","Teachers benefit because they do not have to travel to go to the headquarters of the local education directorate. Employees of education directorates report greater job satisfaction, as they do not have to register the appointed teachers in the required public information systems, one by one. Registrations have become instant, massive and interoperable. The image of the ΜοΕ is benefited as it directly informs teachers through sms at every step of the process (3 sms/teacher).","The purpose of the innovation is to facilitate the Ministry of Education to leverage new interoperability technologies on an internal and external level in order to improve internal processes and specifically the procedure of substitute teachers’ appointment. Impact is measured through a quantitative assessment based on measured observations from the log files of the application. Also the qualitative assessment is based on written and oral reports, of all involved stakeholders (teachers, school principals, local education directorates etc.) who mention job satisfaction, greater support from the central administration, and simplification of procedures. The vision is to universally extend the application to all Ministry of Education contracting processes, as well as to other agencies. During the school year 2021/22, 48.256 teachers digitally signed their contract, while during the first round of the school year 2022/23, 28.737 signed their contract.","The major challenge is the transition from physical reality to digital technology. It is difficult for the public sector to shed bureaucratic processes and move to a new digital age. Obstacles, in addition to the public administration officers, are brought by the legal services. It is almost impossible for them to imagine a world where the contract is not printed and stored on the shelf of a wardrobe, but stored in the citizen’s digital wallet or the digital repository of the agency. When developing such applications, the goal is to simplify procedures for the benefit of citizens, public authorities, and agencies. The goal is not to digitize bureaucracy. Structural failures or significant setbacks did not occur due to effective pre-treatment and preparation, apart from a long delay that initially occurred when informing teachers via electronic messages. To solve this setback, the team consulted immediately with the mobile phone company.","The conditions that are necessary for the success of an innovation such as this are:
- The Innovation to be responding to a substantial and real need
- The robust analysis of the process and business, that should be based on agile methodologies, in which all interested stakeholders participate
- Identify during initial analysis, hazards and risk factors that have the potential to cause harm. Deliver an early risk analysis by analyzing and evaluating the risk associated with every hazard
- Development and coding based on innovative and open technologies
- Utilising procedures and agile methodologies
- Strong and agile management and clear milestones, including start and end dates for project phases, key deliverables, stakeholder approvals, key dates or outages that may impact the timeline
- Human and financial resources
- Political will and support from the administrative authorities
","All applications, digital services and platforms developed by GRNET are based on the Software Requirements Specification (SRS) document that elaborates ""What"" requirements must be met to satisfy business needs and are based on the following design principles, namely:
- A unique environment for the citizen
- Once only
- Single development environment
- Unified business intelligence environment for public officials (dashboards) and
- Reusable
The development team was provided with a gitlab repository where the development code had to be uploaded to the gitlab.grnet.gr infrastructure. The code has been developed using open source processes and is freely available to all interested parties. Other organisations, other GRNET development teams, larger or smaller agencies, organisations or event governments are allowed to copy, reuse, remix, customise, revise, and redistribute the application.","The main lesson learned is that digital transformation is not easy to implement. The public sector needs a clear digital transformation strategy, one that involves training, on digital transformation issues, for all citizens and public administration officials. In the case of Greece, the platform on how to learn to use digital services (https://howto.gov.gr) to support digital innovations is an innovative and efficient example. There is a lack of proper IT Skills in many cases and a need to change the culture and mindsets regarding digital solutions. There are time consuming security and General Data Protection Concerns that need to be arranged before any new digital service deployment. Even if there are initial disagreements, if the application serves real needs it will be used massively and effectively and improve the conditions of the underlying processes.","For the operation of the platform and the process of signing the digital contract, all the involved organizations supporting the interoperable information systems mentioned above had to either make changes to their systems or create appropriate web services consumed by the application. It is important to highlight that the Computer Technology Institute and Press ""Diophantus (www.cti.gr) developed and supported the information system for the ""digital submission of applications and the management of Primary and Secondary Education personnel in the Greek territory"" (OPSYD). For the proper platform operation, they developed an AI algorithm for the automatic placement of teachers at schools.","a:2:{i:0;s:5:""32183"";i:1;s:5:""32182"";}","a:1:{i:0;s:5:""32177"";}",,,
32047,"AI Friends",https://oecd-opsi.org/innovations/ai-friends/,30/09/2022,"Korea Innovation Foundation",Korea,central,"a:1:{i:0;s:7:""science"";}","AI Friends",https://www.youtube.com/channel/UC2L1DgDMD5pJ-35G47Objfw,2018,"Small and medium-sized companies often cannot afford investments in Artificial Intelligence technologies. Through AI Friends project, AI became more accessible, affordable, and familiar for entrepreneurs and citizens. AI festival, training, co-working spaces, and pilot solution consulting is operated through the cooperation of universities, research institutes, industries, government, and citizens over the last four years.","The primary objective of Science Technology Park (INNOPOLIS) AI Friends is to alleviate the barriers to AI-tech adoption for small and medium-sized enterprises (SMEs), which constitute of 97.3% of the companies in INNOPOLIS as of 2019. According to the Korea Development Institute’s survey of 500 Korean companies in 2020, the rate of AI solution adoption was only 3.6%, and the majority (91.7%) of companies that adopted AI solutions were large companies. The major barriers to AI solution adoption were a mismatch with corporate needs (35.8%), expensive costs (20.6%), and insufficient in-house human resources with expertise (15.7%).
INNOPOLIS AI Friends addresses these challenges together with AI experts in INNOPOLIS. INNOPOLIS is one of the national hubs of AI research in Korea. As of 2019, more than 15% of national R&D manpower and approximately national 40% Ph.D. holders were working in INNOPOLIS. Moreover, out of 14 AI Graduate Schools registered to the Ministry of Science and ICT, seven schools (HYU-ERICA, POSTECH, UNIST, KAIST, CNU, GIST, PSU) are located within INNOPOLIS. In awareness of such problems and opportunities, AI Friends program was designed to make outstanding AI human resources accessible not only to SMEs but also to the citizen so that everyone can be familiar.
As a government agency, Korea Innovation Foundation acts as the catalyst to facilitate the network between the university, research institutes, and industry. Under the project name ""AI friends"", a total of four projects were operated to support the AI ecosystem - AI Clinic, AI spark Challenge, AI Start-up Co-working Space, and AI festival.
AI Clinic is a workshop for existing companies to get training and consultation activity for industry members to ask AI experts in research institutes or universities about the ways to adopt AI into the companies' running business. This activity will contribute to the increase in output and reduction in the gap between AI and SMEs by making the technology more accessible. Up to March 2022, a total of five AI training workshops was organized and over 130 people participated from SMEs attended these workshops 29 pilot projects were carried out based on the consultation provided.
Also, there is an event called AI Spark Challenge which is a contest to find solutions through AI to the challenges that are faced by companies. This is open to the general public and the outstanding solution will win the prize. For the first AI Spark Challenge held from December 2020 to January 2021, 1,472 teams or individuals competed on a solar energy forecasting solution. The second competition was held from October to November 2021, and a total of 275 competitors submitted solutions to two problems – forecasting rainfall in dam areas and categorizing and detecting water pipe leaks. This year, another round of AI spark challenge is underway where competitors will seek a solution for livestock object detection using edge devices.
Aside from the competition, INNOPOLIS AI Friends program tries to reduce barriers for SMEs by offering AI Co-working spaces at a location called Space-S at an AI startup incubation center in Daedeok INNOPOLIS. Space-S consists of a makerspace, an open co-working space, and 11 office spaces for early-stage AI companies. Starting from this location, AI research community was developed for a co-working project and Space-S provided an event hall for various gatherings for the AI community.
AI Friends also contributes to supporting the local population to feel familiar with AI. The AI festival was held four times for the public and more than 21,000 people participated in these events. The first offline event in 2019 attracted about 600 participants which include the INNOPOLIS AI companies, research institutes, universities, and local citizens. In 2020, the festival was held online due to Covid-19, and the online live streaming recorded 20,000 views. The 2021 AI Festival was held in a metaverse online platform Gather Town, and more than 550 participants joined the virtual event. This year, we held the fourth AI Festival offline at the National Science Museum of Korea and more than 550 people participated from various innovative bodies.","a:7:{i:0;s:3:""147"";i:1;s:3:""190"";i:2;s:3:""181"";i:3;s:3:""613"";i:4;s:3:""616"";i:5;s:3:""620"";i:6;s:3:""217"";}","What distinguishes INNOPOLIS AI Friends from other existing programs is that it focuses on establishing linkages between public laboratories and private industries at the nascent stage of AI solution development. The existing research support programs are mainly concerned with the post-technology-transfer stage from prototype to mass manufacturing. For emerging technologies such as AI, however, the division between industrial, academic, and research areas is quite rigid, and technology transfer contracts are difficult to arise. In order to fix such a problem, INNOPOLIS AI Friends connects AI technology suppliers such as researchers, and academics, to ordinary citizens and entrepreneurs via open networking events, business incubation centers, and AI solution consulting services. By supporting both hardware and software aspects of AI solution development in one package, INNOPOLIS AI Friends facilitates AI knowledge spillover from the laboratory to the private sector and even to citizens.","a:1:{i:0;s:10:""evaluation"";}","As of 2022, the AI Friends project is ongoing with various events occurring from time to time. In July in cooperation with 28 bodies which include government, universities, research institutes, and private companies, the fourth AI Festival was held with 550 participants mainly from innovative bodies and citizens. Last year, the fruit of the AI Friends project was harvested. The professionals from industry, academia, and research institutes came together privately and created a study group called AI Friends. This study group was created with the goal of sharing knowledge cross-sectors. Until today, the study group is held regularly at the AI co-working space called Space-S.","From 2019 to the present, INNOPOLIS AI Friends has operated in cooperation with AI-related experts from universities, public research institutes, non-profit organizations, and private AI consulting firms. Our organization, as an agency under the Ministry of Science and ICT of Korea, plays the role as a bridge of the knowledge from the public and private organizations’ AI expertise to SMEs by finding the demanded professionals from the innovative bodies.","Small and medium-sized companies can benefit from the program by having the opportunity to develop AI systems in their business through consulting. Further, the solution providers such as public research institutes and universities can benefit by proliferating the AI market locally, with the goal of finding potential demanders for public AI technology transfer. Lastly, citizens (including students) are the potential stakeholders. Therefore, some features of the AI festival are targeted at students.","AI Friends impacted greatly in accelerating the adoption process of the fourth industrial revolution in Daedeok INNOPOLIS by operating four programs. Especially at the company level, the AI Clinic program increased the usage of AI systems by operating an education program for the companies. Over the last two years, 376 people from the local companies in our science and technology park participated in AI courses. And last year, 72 companies participated in AI solution consulting and discovered the possibility of 29 companies applying AI in the company business. Currently, those companies are working on pilot tests with the help of AI experts from the research institutes, and AI specialized consulting firms with our organization's support. A survey was done to improve the program on the participants and discovered that on average the satisfaction was over 90%. The high rate of satisfaction can be understood as the helpfulness of the program for the participants.","At the initial stage, AI Friends faced challenges in gathering local companies for the program. This project is visibly helpful from the social perspective since AI technology can support local companies' output to increase and ultimately can lead to the social welfare of the local citizens. However, AI is an unfamiliar area for companies to recognize the applicability of AI in their business. Although INNOPOLIS companies are mostly technology-oriented, unless certain experts that work in AI-related fields have spinned-off from a research center to create a firm, in the job market there were barriers for local companies to find AI technology experts(KDI Survey on 500 companies). This is the area where our organization intervened. AI Clinic program and AI festivals program supported local companies to perceive various applicability of using AI and the number of companies participating in the AI Friends program gradually increased.","In the case of AI Friends, the goal was to spread the usage of AI technology. By achieving this goal, our organization saw that it can contribute to the increase in production and service of the companies. When this project was initially planned in 2018, three problems were recognized and need to be eradicated to achieve the goal. First and second were the low awareness and demand for AI technology. In light of the recognition, AI Festival and AI Clinic were prepared to show and spread the innumerable applicability of AI. The third problem was the high barriers to applying AI to business. Companies faced difficulty in collecting data and finding experts in the AI field. Thankfully, many of the government bodies in Daedeok INNOPOLIS publicized data for the public to use and AI began to be recognized as one of the blue-chip industries for entrepreneurs. The public begins to perceive that introduction of AI into the business can greatly improve the value of the company.","This program(solution) is an ongoing project so it has not yet been applied in other countries yet. If a developing country is hoping to operate the AI Friends program, it is easily replicable under a few conditions:
- AI Friends was operated at the science and technology park in Korea called INNOPOLIS. There should be a group like the research institutes and universities with high AI capability.
- There should be a governmental body that is financially capable and willing to bring change to the local society.
- The governmental body should have a cordial relationship with AI-related organizations like research institutes and universities.
- There should be companies concentrated in the local area. The higher the concentration of the companies, the impact of the program will be stronger.
","AI Friends contributed to increasing the competitiveness of the Daedeok INNOPOLIS companies. During the process, there were some lessons learned which might be helpful for those groups who wish to replicate these programs.
- Unlike governmental organization, which pursues welfare of the society, companies discover business opportunities in places that governmental body sometimes can not foresee. In the case of AI Clinic education, the class also served as an opportunity for the trainees to interact with companies from various fields, and some discussed doing pilot projects together on an item.
- Operating the series of AI programs gave us the insight that the impact of the AI Clinic is greater when the CEO-level learners participated in the education and consulting.
- AI Festival has a stronger impact on society when it is focused on citizens' interests than on company's.
","As we progressed in this program, we realized that in order to strengthen a company’s AI capabilities, the program should not be a one-time experience program. Consequently, AI Clinic was reorganized into two-track to enhance its effectiveness. Track 1 was organized for the group that is new to AI and track 2 was for the group that already has knowledge of AI. Track 1 focused on education and mentoring for companies that were trying to find ways to apply AI to their businesses. Track 2 focused on providing AI solutions which may include issues related to collecting data, business modeling, analyzing the model, and dispersing the AI technology.","a:11:{i:0;s:5:""32442"";i:1;s:5:""32438"";i:2;s:5:""32439"";i:3;s:5:""32440"";i:4;s:5:""32441"";i:5;s:5:""32443"";i:6;s:5:""32444"";i:7;s:5:""32445"";i:8;s:5:""32446"";i:9;s:5:""32447"";i:10;s:5:""32448"";}",,https://www.youtube.com/watch?v=HkBhNzmU1O4,https://www.youtube.com/watch?v=ejIhpIvP_YQ,https://www.youtube.com/watch?v=js4Lh2RJ5YM
32062,"Integrated Business Planning Process",https://oecd-opsi.org/innovations/integrated-business-planning-process/,04/10/2022,"Town of Aurora",Canada,local,"a:1:{i:0;s:12:""public_admin"";}","Integrated Business Planning Process",,2021,"Prioritization of projects and initiatives is often challenging and traditionally requires significant investment in administrative time and effort. The Town of Aurora has created a process that automates the prioritization of projects through an algorithm that scores projects based on Service Improvement, Financial Viability, Reputation Improvement and Ease of Implementation.","The organisational challenge that we faced was one of effective business planning. Many departments were not coordinating capital investment decisions and were unable to articulate the strategic merits or ""strengths of projects"" that would improve the citizen experience. The innovation was designed to coordinate all project information through one channel and automate the heavily administrative process of prioritizing hundreds of projects of different sizes, scopes and complexity.
The main objectives were improving the coordination of project information across the enterprise, speeding up the decision making process, ensuring strategic alignment of projects and enhancing financial and project accountabilities. By ensuring better coordination of information and prioritizing projects based on financial viability, service enhancement, ease of implementation and reputational development the residents of Aurora benefit from a more effective and efficient use of tax dollars. The innovation is already institutionalized and has been used for the prioritization of projects for the last 3 years. To scale it up, the process has been shared with surrounding municipal governments as well as some other industries. They have adopted the highly modular process to fit their organisational needs.","a:3:{i:0;s:3:""876"";i:1;s:3:""623"";i:2;s:3:""612"";}","The project takes into consideration the highly complex process of prioritizing project investment decisions and rather than only focusing on the financial benefits it considers service improvement, reputational development and ease of implementation through an in-house developed algorithm. The project now allows for the entire prioritization process to be completed instantly and results are automatically displayed for the management group. Previously the prioritization took months of meetings and debate.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The project has been implemented and used successfully to prioritize projects for the last few years. The prioritization approach is now being transferred to our new Enterprise Resource Planning system for continued integration with core business processes. We continue to enhance and refine aspects of the work, although the project is mostly working as it was designed.","The collaboration to develop the project was internal. In total, 25 managers and 7 Executive Team members participated in the development of this process. Apart from this, external organisations have sought out our team to demonstrate the process to them so they could adapt to their business.","The management group was impacted positively, the innovation reduced significant time dedicated to administrative details and unnecessary debate. Automatic project information and evaluation has enhanced collaboration and strengthened the focus on the citizen experience.","The main impacts of the process are as follows
- Reduction of administrative burden
- Increase in levels of collaboration across the organisation
- Improving the execution of projects
- Enhancing the effectiveness of the Town's finances
","The main challenge of the project was to shift the thinking of the organisation from a manual mindset to trusting a pre-programmed machine to do the priority work. This was overcome by involving all of the management and executives in the development of the project and ensured the highest possible buy in.","
- Executive champions
- Available technology
- Engaged Project Champion/Manager
- Strategic objectives
","External organisations have sought out the Project Manager to adapt the work to their unique businesses. The project is modular and can be scaled by module or in its entirety. All parts can be replicated.","The main lesson learned is to persevere and be consistent. Accomplish small goals weekly, then monthly. The addition of all the small goals and the result will speak for itself.",,,,,https://youtu.be/KM8eNQH2hZM,
32077,"Digital Cooperative",https://oecd-opsi.org/innovations/digital-cooperative/,29/09/2022,"Swisscom Schweiz AG",Switzerland,local,"a:2:{i:0;s:11:""information"";i:1;s:5:""Telco"";}","Digital Cooperative",https://luzern.ch/digital-cooperative,2022,"The Government of the city of Lucerne is piloting a new ""digital cooperative"" model, which allows public sector, private sector and citizens to contribute with data and get remunerated (financially or otherwise). Through this digital coopoerative, the population is able to tackle important and/or urgent issues that affect all its residents using data-driven decisions. For the initial stage, the data and issue tackled is related to mobility.","The project is intended to deliver the following outcome: A practical concept of digital cooperative, intended to be a future approach for handling data that can be used across all relevant/suitable business models.
It is envisioned to use such collaborative data in the city of Lucerne to create a digital twin for traffic flows.
Contributions to the city of Lucerne:
- Better understanding of the mobility behavior for the Optimization of parking and charging options to promote e-mobility / green mobility.
- Reduction of traffic jam hours and support of data-supported public transport planning and Development. The city of Lucerne has been struggling with significant traffic volumes for years, around 2.5 m CHF go into a program to reduce traffic jams and improve steering of traffic flow.
- Better understanding of non-motorised traffic, in particular pedestrians and cyclists.
A smarter, cheaper alternative to physical sensors: Installing traffic sensors in the city could help here, but would be high expensive (sensors for cars, bicycles, pedestrians, those for the capacity utilization of buses, trains, trams, etc. is an enormous effort). A more elegant way is to ask citizens to contribute through their smartphones ""Human Sensors"" for the betterment of their city.
Additionally a technical solution that avoids centralizing data and unwanted disclosure of data is needed. Finally a more efficient, flexible way to setup data-sharing agreements is also necessary.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""194"";}","It's the fist time we involve completely different parties, like citizens with low digital literacy and big corporates like telco, and public bodies like city governments and we will identify how to engage them to interact together, and we also the new concepts called dataspaces.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The are 2 streams:
- The Technology stream has a fully-working SaaS solution provided by Swisscom that combines legal and technical aspects of data-sharing for the enterprise.
- The Research stream is currently interviewing potential data-producers and data-consumers in the city to identify a pull or push strategy that is beneficial for all actors.
","The digitial cooperative is designed with the support & feedback from:
- Local authorities (City of Lucerne) to facilitate the discussion and collaboration,
- Academia (University of Luzern, University of Fribourg) to bring prior-art and engage with the citizens from a neutral perspective
- Private sector
- Swisscom: To develop the decentralized data infrastructure and automation of legal contracts
- Beyond Civic: To support with the innovation know-how applicable for smart cities
","
- Beneficiaries: citizens, commuters, visitors
- Users: transport business, planning offices,
- Stakeholders: city, planning offices, citizens, state governments, national governments, tour-operators
","With regards to the technology developed, we have shown the demo to more than 100 corporates and startups worldwide and we have received an overwhelming positive feedback. With regards to the social science research we are currently deploying multiple surveys, one-on-ones, workshops and work is currently in progress.","
- To find a sustainable business model, particularly to make it attractive for public bodies to adapt an insights-as-a-service for actionable decision-making
specially as a support for census-derived project execution.
- Identify the governance that explains how precise data/measurement are, and also representativeness of the data subjects/objects.
","
- Finding product-market-fit for the technological solution that can be applied in multiple digital cooperatives in different industries.
- Engaging the private sector to participate in a quid-pro-quo for the betterment of the local region.
- Convincing citizens to share some of their personal data and to convince them there are benefits to providing such data.
","If it works in CH, it may work in similar cities, particularly on smart cities moving towards the 3rd generation smart cities (technology-driven, technology-enabled and city-led, citizen co-creation).","
- Designing technology hand in hand with the stakeholders in mind has been of immeasurable value.
- It's very difficult to create ecosystems because it must be use-case oriented, and the use-case must equally impact every member of the ecosystem.
","We would be happy to show demos of the software and intermediate results of our findings.","a:4:{i:0;s:5:""32741"";i:1;s:5:""32742"";i:2;s:5:""32743"";i:3;s:5:""32744"";}","a:1:{i:0;s:5:""32740"";}",https://vimeo.com/755125679/6b4bbb5a4c?ts=0,https://trustrelay.io/video-what-is-trustrelay,https://trustrelay.io/video-what-is-data-sharing
32154,"Discovery as a Service (DaaS) - Police and Public Protection Technology",https://oecd-opsi.org/innovations/discovery-as-a-service-daas/,28/09/2022,"Home Office","United Kingdom",central,"a:1:{i:0;s:12:""public_order"";}","Discovery as a Service (DaaS) - Police and Public Protection Technology",,2021,"Discovery as a Service (DaaS) enables successful delivery of UK Policing Technology through standardised and outcome based discoveries to provide evidence and overcome inconsistency in project initiation. By employing user centric thinking, agile delivery, innovation, and multi-disciplinary teams, DaaS ensures new national technology initiatives provide beneficial capabilities to UK Law Enforcement so they safeguard the UK public. This service is the first of its kind in the Home Office.","Discovery as a Service (DaaS) enables successful delivery of UK Policing Technology by standardising and embedding best practices into Project Initiation. Historically, Discoveries were fragmented across portfolios, each utilising different methods and approaches often delivering limited to no value. DaaS was introduced to ensure investment decisions were made using a consistent and evidence-based approach to maximise value for our stakeholders and customers.
The DaaS vision is: Enabling Maximum Operational Value through Innovative Delivery. Its mission is to accelerate and de-risk digital delivery to realise early benefits. We strive to fully understand the problem and explore ideas through multiple lenses. We apply expertise and diverse thinking, in collaboration with partners, to explore and develop actionable, evidence-based insights and solutions.
Aligned to our mission, we developed a methodology, contracting mechanism and delivery structure formed around employing user centric thinking, agile delivery, innovation, and multi-disciplinary teams, to ensure new technology initiatives provide beneficial capabilities to UK Law Enforcement so they safeguard the UK public. This service is the first of its kind in the Home Office.
The methodology has enabled DaaS to cover 4 key external objectives:
- Exploring challenges with an end user focus -Undertaking opportunities that maximise value, recognise constraints and determine end-user need.
- Building, proving, and unlocking early value in our solutions - Testing assumptions to de-risk, develop insights and accelerate the development of new and existing Products.
- Providing sector SME support - Defining optimum delivery and commercial routes to exploitation, for new or enhanced Products and Services.
- Building a supported environment for people to learn and practise innovation - Providing innovation and entrepreneurship knowledge and techniques in a structured, supported, and practical way.
Our methodology also enables us to realise the following benefits:
- Challenge the traditional “locked in time” perspectives
- Deliver outcomes iteratively
- Provide recommendations that are aligned to Digital Strategy
- Build corporate knowledge and make it easily accessible
- Apply a ‘continuous feedback loop’, collect and act on lessons-learnt quickly
DaaS delivers (or enables through a decentralised service) discoveries for the different portfolios within Police and Public Protection Technology (PPPT). PPPT delivers solutions for UK police forces, law enforcement agencies, arm’s length bodies and other UK government agencies. All of these organisations provide public services to safeguard the UK public from harm so indirectly we have made a positive influence on all UK nationals.
So far, we have enabled several key outcomes including:
- Digitising of the UK Extradition / Mutual Legal Aid processes by designing a replacement Case Working System used by over 600 FTE. This enabled more effective handling of oversea arrest requests reducing months to weeks.
- Designing new capability to enable Policing to access EU vehicle Registration Data. This removes the need to follow a slow and manual process (5+ weeks to 10 seconds).
- Designing an integrated audit capability for all UK policing systems enabling up to £8m cost saving per annum.
Going forward, DaaS will be scaled across two dimensions: decentralised services in the delivery portfolios and the full resourcing of DaaS by the Civil Service.
- Decentralised services will allow teams in the wider portfolio and organisation to deliver their discoveries by leveraging the methodology, processes, and ‘how-to’ assets created by DaaS.
- Knowledge Transfer Approach to train civil servant to run the service using a continuous improvement model including workforce planning, recruitment, and effective onboarding.
This innovation is a culmination of evidence-based learning, best practise from wider industry, Government Digital Service (GDS) guidance and innovation frameworks so it could be universally employed by anyone going forward.
Some customer feedback succinctly summarises our output and impact: “Incredibly positive, professional, objective and measured findings using a sound methodology”.
“Incredibly positive experience with DaaS; professional, objective and measured findings provided by a team who had clear expertise in this field and were able to articulate the outcomes comprehensively to all seniors. They also responded well to challenge throughout and provided assurances where necessary"".","a:8:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""623"";i:6;s:3:""373"";i:7;s:3:""617"";}","Historically, PPPT, Discoveries were fragmented across PPPT Portfolios, each utilising different approaches and tools leading to varying outputs and usefulness. DaaS is innovative because:
- Our methodology embeds best practise (processes and artefacts) over a portfolio delivery function of 500 FTE that has previously used inconsistent approaches. The service also provides quality assurance, uniformity, and performance metrics to track success.
- The approach ensures users’ needs are at the heart of future system development and a “corporate knowledgebase” is created.
- The methodology applies Mission Model Thinking, considering value created for specific customers, key activities, resources, and partners required to deliver it, as well as the cost-benefit balance.
- Evidence based recommendations are at the core of the DaaS Service.
- Our methodology uses Agile approaches to deliver in time-boxed sprints enabling us to pivot quickly and build value incrementally.
","a:1:{i:0;s:9:""diffusing"";}","DaaS has been operating since July 2021. During which, we have defined our initial minimum viable service levels, defined and iterated our operating model, scaled to running 3 complex simultaneous discoveries at any one time, created and matured our playbook templates, processes and methodology and are now ready to upskill other delivery professionals within our portfolio through knowledge transfer.
Our Discovery methodology has already been socialised (via Show & Tells) and is being adopted department wide. Further, we have a mature performance management framework which enables us to measure how effective our service provision is (and how its improved over the past year). This enabled us to plan further capability enhancements including decentralised services, e.g. Discovery Triage Support (CUT) and Discovery Acceleration.","
- NTT DATA: Our DaaS Delivery partner bringing subject matter expertise in ideation, agile delivery, technical design, innovation, and partner frameworks (NTTD’s IDEA Model, Knowledge Transfer and Core and Flex Resourcing) helped us embed best practise.
- Centre for Digital Design: Helped embed user centricity, service design and product centricity into our methodology
- Policing Business Design Authority: Senior business sponsorship to transform our delivery approach for national police systems.
","DaaS has positively impacted many organisations including:
- Police Digital Service
- HMICFRS
- CPS
- NPIRMT
- IOPC
- Serious Fraud Office
- ACRO
- DVLA
- HM Revenue and Customs
- EUROJUST
- NPCC
- NPTC
- National Crime Agency
- NPOCC
- Home Office Internal Teams
- NCA
- 43 Police Forces
All of these organisations provide a public service to safeguard from harm, so indirectly we have made a positive influence on all UK nationals.","DaaS to date has delivered 9 Discoveries, interviewing over 336 stakeholders in 168 interviews:
- Digitising of the UK Extradition / Mutual Legal Aid processes by designing a replacement Case Working System used by over 600 FTE. This enabled more effective handling of oversea arrest requests reducing months to weeks.
- Designing new capability to enable Policing to access EU Vehicle Registration Data (Prum). This removes the need to follow a slow and manual process (5+ weeks to 10 seconds).
- Designing an integrated audit capability for all UK policing systems enabling up to £8m cost saving per annum.
DaaS uses both qualitative and quantitative performance measures from our customers (surveys).
Going forward we expect to design an enhanced financial asset recovery capability to seize illicit financial assets, improve penalty notice acceptance by the general public in the UK and more! We also ensure all upcoming IT changes align to Police Digital Strategies.","DaaS was a new concept. Historically all Discoveries were conducted by the delivery teams in a disjointed way often leading to failure.
- The delivery areas have displayed resistance to adopt citing lack of control as their primary reason. We have overcome this by demonstrating improved KPIs, frequently communicating our core values (see further information) and creating DaaS advocates to further reinforce benefits across the organisation.
- As DaaS uses blended teams, it is perceived as an expensive service as there is still scepticism to invest in early de-risking. We have built up metrics showing the level of investment for these phases is still only around 1 – 5% of total budget (comparable to delivery teams delivering the same outcomes over a much longer period of time to lesser quality).
- Senior stakeholders initially had no confidence in our offering as we had no evidence to underpin our approach. Metrics have been key to changing stakeholders’ perceptions of DaaS.
","There were 6 conditions for success to drive forward DaaS:
- Vision and Guiding Principles: DaaS leadership set an ambitious vision and guiding principles to drive our strategic journey and ensure we understand where we want to reach and how we would maintain our key differentiators and culture along the way.
- Curiosity: DaaS was an untested approach within our organisation. Senior leaders and our teams kept having to challenge themselves to stay true to our vision.
- Solid work ethic: The team had to work hard – pushing themselves to drive quality outputs to build our credibility.
- Persistence: We suffered many setbacks along our journey notably around stakeholder interest, we kept persevering and now we have more demand than supply!
- Camaraderie: No one achieves large goals by themselves. A shared sense of spirit makes success enjoyable.
- Fun: It’s no good working teams hard on goals unless there’s enjoyment. This was key to driving our teams to succeed!
","The operating model could be replicated in any delivery portfolio delivering large and complex national systems in both private and public sector organisations.
The methodology is a culmination of evidence-based learnings, best practise from wider industry, GDS guidance and innovation frameworks so it could be universally employed.
The service has defined various knowledge transfer approaches to help upskill public sector workers. A key to this was recognising employee mindset is just as important as measurable skills in recruiting and documenting our methodology, templates, and processes in DaaS Playbook.
We are already looking to scale wider than our department by offering show and tells to wider digital, data and technology portfolios and these are planned for the near future.","The key lessons learnt are:
- The customer isn't always right! Sometimes they need help in shaping what the Discovery problem statement is through our structured triage process, so they actually ask for the right commission scope!
- There is reluctance to spend to de-risk early on in programme delivery. Customers don’t like committing to Discovery work as it makes the problem “real” and is seen as jumping past the point of no return.
- It’s not a failure to not proceed after Discovery if the evidence supports that viewpoint.
- Be prescriptive about what’s required next! If we don’t provide clear recommendations, delivery teams struggle to take appropriate action and drive forward delivery.
- Be ambitious! We commit to delivery via outcomes – so even our discovery output has clear benefit to our customers.
","DaaS Guiding Principles form the heart of our service and underpin our actions to ensure we drive forward this innovative service and approach:
- We make evidence-based recommendations whilst avoiding analysis paralysis.
- We work differently and challenge the traditional perspectives.
- We ensure that our effort is effective to deliver outcomes iteratively.
- We are realistic about the scope we commit to deliver.
- We provide strategically aligned recommendations.
- We continuously build corporate knowledge and make it easily accessible.
- We engage and collaborate proactively with the right key stakeholders from the outset.
- We apply continuous feedback loop, reflect on, and learn from past lessons quickly.
",,"a:1:{i:0;s:5:""32396"";}",,,
32161,"Accountability Incubator",https://oecd-opsi.org/innovations/accountability-incubator/,21/09/2022,"Accountability Lab",Pakistan,local,"a:1:{i:0;s:12:""public_admin"";}","Accountability Incubator",https://accountabilitylab.org/accountability-incubator/,2013,"The Accountability Incubator is a creative peer learning program for young civic activists and change-makers who want to fight corruption and build accountability. It was developed to provide long-term support, networks and skills to people who are often overlooked by or left out of traditional civil society programs. It is innovative in that it uses creative tools, a long-term approach and the very latest thinking to shape governance globally.","Young people have to be at the forefront of solutions to problems of poor governance and corruption, but they are rarely given the support they need to play that role. Ten years ago, we spoke to hundreds of young people around the world and they all told us the same thing- that a lack of accountability and corruption is at the heart of the problems they face. And that they often do not have registered organizations that donors feel they can fund; they often come from diverse backgrounds and places that are difficult to reach; and many times they speak different languages (literally and figuratively) to experts on these issues. But these young activists have the solutions we need- they are more connected, more creative and more willing to challenge the status quo on these issues than any generation before them. And they have massive potential if they are supported in ways that are contextually relevant and move beyond standardized one-off trainings.
The Accountability Incubator addresses these issues by providing tailored, long-term and hands-on support to 100+ activists and change-makers (that we call “accountapreneurs”) from civil society around the world. The support they receive takes a hybrid format (online/through bite-size Whatsapp content) and in person with Accountability Labs in 8 countries- Belize, Kenya, Liberia, Nepal, Nigeria, Pakistan, Uganda and Zimbabwe. The year long program provides these accountapreneurs with everything they need- from learning opportunities to communications support to stipends to pilot ideas- to super-charge accountability within their communities and find new ways to solve entrenched problems of governance.
The overarching objective of the innovation is to build a new generation of accountability change-makers that can create a more prosperous, inclusive and fair society. Each year in September we open a call for applications for the Incubator across the 8 countries above- and target young people from minority groups, women and others whose voices are often less heard- in particular. We receive hundreds of nominations in each country and work to select the top 10-12 participants to join the program at the beginning of the following year. We work closely with partners- including local networks, civil society associations and the media to spread the word about the process. We also work closely with government (at the national and local levels) to understand the kinds of accountability challenges they face; to map backwards to the core issues; and to demonstrate how a citizen driven process such as this can help them to solve those challenges.
Each year the Incubator supports some of the very best leaders within the governance and anti-corruption space. We now have more than 300+ alumni of the program who we continue to work with to create change- in whatever position they hold going forwards across civil society, government, the media and the private sector. Beneficiaries have included young leaders from diverse groups who often otherwise would not have had access to this kind of support- for example young people with disabilities, women, religious minorities and others. The incubator has super-charged their efforts. With our support they have collectively raised millions of dollars for their ideas; created significant change in their communities; and gone on to win other awards including the Amal Clooney Women’s Empowerment Award; US State Department fellowships; and the Queen’s Young Leaders’ Award.
The Incubator continues to grow- with another 5-10 countries set to launch over the next 5 years. The process is also being adapted in new ways to additional contexts- in South Africa, for example, it is focusing specifically on local media-makers and storytellers in communities. The Incubator is becoming institutionalized in that our networks are now significant across these contexts; and governments are now working with us to define problems they want solved and to engage with the civil society eco-systems that is emerging through the program.
The incubator is hybrid- with content delivered in virtual easy-to-access chunks (eg through Whatsapp content for low bandwidth contexts) and through high-touch in-person mentoring, network-building and support. In this way it moves decisively beyond the off-the-shelf training approaches, builds trust and engagement over time and ensures much greater sustainability of ideas and impact. The incubator is inspired by many other innovations- the content of which we draw upon in various ways- including ideo.org, Y Combinator and the Open Government Partnership.","a:9:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""178"";i:3;s:3:""196"";i:4;s:3:""211"";i:5;s:3:""257"";i:6;s:3:""260"";i:7;s:3:""302"";i:8;s:3:""615"";}","The Accountability Incubator is innovative in 3 key ways:
- Model - as explained above, it blends flexible, virtual content with hands-on, sustained support on the ground, meaning that civic changemakers receive the support they need to push local and national/global reforms;
- Approach - the Incubator is centered in locally driven, locally owned and locally sustained efforts. It brings in those that are least included; and supports them to make their voices heard in new ways.
- Scale - the Incubator is an approach as much as a method. It can be scaled (and adapted to context) easily as we have shown; and it can be reframed according to issues/context- to focus on specific accountability and governance challenges.
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The Incubator is currently operating across three stages:
- Implementation - the Incubator has been growing rapidly over the course of the last 10 years. It is now recognized as the foremost civic incubator globally; and has 200+ “accountapreneurs” who are implementing ideas- including around budget monitoring, using film for change, developing music festivals to support democracy and much more.
- Evaluation - we are actively collecting data around the Incubator on a continual basis to understand the impact it is having and the changes that the accountapreneurs are creating. This data is then fed back into the design to improve the model. We are also working on longer-term longitudinal analysis to understand broader changes over time.
- Diffusing Lessons - we are actively sharing narratives, stories and learnings from the Incubator in an ongoing way- through social media, short reports, videos and more.
","Our core collaborators for the Incubator fall into three groups:
- Citizens/activists - who are the participants in the program and also the people for which the ideas are ultimately designed;
- Governments - who are working with us to identify problems and coordinate solutions; and
- Media - who work with us to tell stories around this effort, amplify ideas and spread the word about the accountability innovations that are coming out of the program.
","The users and stakeholders of the Incubator are young, diverse people from around the world. They are the participants in the program - and through their organizations, movements or networks- are bringing many thousands of others into their efforts to build accountability and improve governance. In this way, citizens as a larger group in each country are stakeholders - corruption and mismanagement affects everyone, and these ideas and this process are improving outcomes in these areas for all.","The Incubator is demonstrating some important results and impact. We have supported over 200 accountapreneurs who have developed more than 150 new ideas for accountability. These change-makers have raised on average- with our support- often tens or hundreds of thousands of dollars to grow their efforts, with many of the leading donor organizations globally. They have done everything from setting up the 1st tool to crowdsource information on public services in Nepal; to setting up a film school for women to fight corruption in Liberia; to building a local media outlet for verified news on issues of democracy in Pakistan. We measure results through qualitative surveys, check-ins and data collection; and longer-term evaluation efforts. In the future we are expecting the Incubator to grow further and for the networks it generates to expand to the point that anyone with a concrete ideas for governance change in the participating countries has been through the program.","The Incubator is a process that is supporting political and social change in some of the most difficult contexts on earth- so there are plenty of challenges- from closing civic space, to logistical challenges, to lack of funding and support. This has led to many failures, which we like to think of as learning opportunities and feedback moments to help us improve. Failures have included, at different times, lack of buy-in from key political actors; lack of funding to grow key parts of the program; insufficient support for graduates of the program; and also challenges related to context (eg earthquakes, coups, floods and more). We are now adapting and learning from these failures by: conducting continual political-economy analysis and relationship building; active resource mobilization efforts; developing an alumni program and engagement community; and making sure we have clear safety and security/emergency plans and funds in place for any kinds of disasters.","There are 5 key conditions that are necessary for the success of the Accountability Incubator:
- Political space - there has to be a degree of space to discuss governance and anti-corruption issues, even if minimal.
- Engagement - the Incubator is only as good as the participants, so it is essential that we build active engagement around the process and the people within it through storytelling and outreach;
- Values - Accountability Lab and the Incubator are driven by values- these are how we make decisions and know what is right. Participants in this process have to hold integrity as a core value.
- Transparency - this process has to be transparent to build trust. We are open about the process, selections, challenges, opportunities and finances;
- Financial support - the Incubator is designed to be low costs and sustainable but in many of the contexts in which we work, some support is needed.
","The Incubator has grown organically and as mentioned above is set to grow further in the next 3 to 5 years. This is a process that could be replicated by others with the relevant conditions, support and networks. The approach we use to partnerships is to provide guidance, frameworks and content; and to potentially work with others to adapt to their local contexts. Currently the process is run by local Accountability Labs globally- and we work with the managers of the process to on-board them and their teams when the process begins; and provide ongoing engagement and support as it develops. The Incubator approach can also be adapted to other programs- including to work with government reformers within government- which we are also testing and iterating currently.","
- Positivity not Negativity - approaches to accountability, transparency and anti-corruption tend to focus on the problems and the perpetrators. We take a positive approach- “naming and faming” rather than “naming and shaming”- lifting people up and supporting solutions wherever we can.
- Individuals then Organizations - building accountability cannot be simply a process of creating and enforcing laws. It requires a focus on accountability agents, as well as accountability organizations or actions.
- Unlikely Networks not just Usual Suspects - we’ve learned that as we build “unlikely networks” among civil society, government officials, musicians, creatives, technologists, film-makers and others, we can open up accountability work.
- Bottom Up and Top Down - we work from communities upwards, mobilizing them with knowledge and ideas to push for reform from the local level, while also coordinating top-down responses.
","The Incubator is growing rapidly and we are always open to feedback, ideas, learning and partnerships. If there are other organizations that would like to collaborate, we’d welcome the opportunity to chat - please reach out to us at info@accountabilitylab.org or on Twitter @accountlab.","a:2:{i:0;s:5:""32164"";i:1;s:5:""32166"";}","a:1:{i:0;s:5:""32167"";}",https://accountabilitylab.org/accountability-incubator/,https://www.facebook.com/watch/?v=593215501427167,https://www.facebook.com/watch/?v=694300401822599
32175,"The Machinery Price Catalogue – an electronic tool designed for customer convenience: no bureaucratic burden, no procurement procedure",https://oecd-opsi.org/innovations/the-machinery-price-catalogue-an-electronic-tool-designed-for-customer-convenience-no-bureaucratic-burden-no-procurement-procedure/,29/09/2022,"Rural Support Service of Latvia (the Paying Agency of Latvia)",Latvia,regional,"a:2:{i:0;s:13:""environmental"";i:1;s:11:""information"";}","The Machinery Price Catalogue – an electronic tool designed for customer convenience: no bureaucratic burden, no procurement procedure",https://eps.lad.gov.lv/login,2021,"The Machinery Price Catalogue is an electronic tool designed by the Rural Support Service of Latvia (RSS) to make purchases of machinery and equipment for farmers more simple and convenient. The Catalogue facilitates the beneficiaries' procurement process for the purchase of machinery and equipment. For beneficiaries, there is no procurement procedure required and it is now easy to choose the appropriate machinery for the farm, evaluating its capacity and pricing. The approach also reduces time spent for the Rural Support Service of Latvia specialists to evaluate a particular project.","The Machinery Price Catalogue was designed by the Rural Support Service of Latvia (RSS) in cooperation with the Ministry of Agriculture, the Latvian Rural Consultation and Education Center (LRCEC) and the Association of Machinery and Equipment Dealers. The purpose of this innovative tool was to make purchase of machinery and equipment for farmers more simple and convenient. The Catalogue is available as an electronic tool at the Rural Support Service of Latvia website and is linked with the Electronic Application System (EAS). The Catalogue facilitates the beneficiaries' procurement process for the purchase of machinery and equipment in the sub-measure “Support for Investments in Agricultural Holdings” for transition period 2021 - 2022 and simplifying the control functions of the Rural Support Service of Latvia.
Its main advantage is the reduced time spent by farmers to complete the project application, as well as the now easier selection process of appropriate machinery and equipment for the project implementation. Besides there are potentially less errors in the preparation and verification process of cost-supporting project documentation. The methodology of machinery and equipment inclusion in the Catalogue is available in the Rural Support Service and Latvian Rural Consultation and Education Center websites. There is also a detailed methodology with “step by step” actions available in the site of Electronic Application System.","a:4:{i:0;s:3:""612"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""316"";}","In addition to the above-mentioned benefits the Catalogue allows farmers to find out the current market prices, which have been appropriately evaluated based on various internet resources, foreign machinery catalogues, internet advertisements where new machinery is sold, as well as on factory updated prices according to their catalogues, price sheets and production costs. Creators of the Catalogue evaluate submitted offers and place them in the public part of the system. In cases where equipment is not found, farmers can contact dealers of this equipment. Accordingly, the seller creates his offer and then places it in the Catalogue after evaluation. Each technical unit has a description, a set, according to which you can choose the one you like the most or the most necessary for performing the work. It is therefore not necessary to call the dealer, as it can be seen when choosing the technique.","a:1:{i:0;s:14:""implementation"";}","The innovation is now up and running. The Machinery Price Catalogue is fully functional, customers, equipment dealers and experts are able to use the Catalogue where all data and current information is displayed. A detailed methodology with a ""step-by-step"" procedure for selecting equipment in the Catalogue is fully available in the Electronic Application System. The Rural Support Service of Latvia has not stopped at implementing the innovation, but continues to improve the electronic tool. Additions and enhancements are constantly developed in the Catalogue. It is planned that it will be possible to use the advantages of the Catalogue also in other investment measures in the future.","The project initiative came from the Rural Support Service of Latvia and its specialists were in charge of designing the technical features of the Catalogue. All the work was done in close cooperation with the Ministry of Agriculture, the Latvian Rural Consultation and Education Centre and the Association of Machinery and Equipment Dealers.","The Rural Support Service of Latvia took into account ideas and suggestions of its clients, as well as organized discussions with farmer public organizations - Farmers Federation, Agricultural Organizations Cooperation Council, etc. Also various non-governmental organizations have submitted their thoughts about possible functionalities of the Catalogue.","The implementation of the Machinery Price Catalogue has significantly reduced the amount of work required for implementation of European Union co-financed projects for traders, buyers and controllers. The process is incomparably simpler, fully transparent and clear for all involved parts. But main winners of the innovation are clients of the Rural Support Service of Latvia – the purchase of machinery and equipment for farmers is more simple, fast and convenient.","It was a challenge for the Rural Support Service team to design this innovative tool – the Machinery Price Catalogue - so that it would be functional and easy to use, as well as to understand, detect the principles of how this electronic tool should work. The implementation of the project required training of employees and change of their mind-set, so that implemented solutions were customer-friendly. Great effort was made towards information work for clients – various seminars, webinars, presentations and face-to-face consultations were organized.","A professional and innovation-oriented team of employees with a common goal - a client-oriented approach - played a major role in this success and idea of creating the electronic tool. Also the management of the Rural Support Service of Latvia showed its significant impact on setting strategic goals and motivating team members.","This innovation and the use of technology demonstrated by the Rural Support Service of Latvia can be used by any other institution. Customer motivation and education, as well as the openness of the employees, are important. It is essential to remember that all the technologies are meant to make every day life for people easier and more convenient.","Main goal of the Rural Support Service of Latvia (RSS) is to achieve a full digitization of its services, so that no more paperwork is involved and all exchanges of information takes place only in electronic form. One of the key principles RSS always takes into account, when developing something new, is to listen to what their clients want. And the best approach on how to introduce new services and tools for customers, is to do it gradually - step by step.",,"a:1:{i:0;s:5:""32825"";}","a:1:{i:0;s:5:""32826"";}",,,
32214,"Innosprint - A Design Sprint for the Public Sector",https://oecd-opsi.org/innovations/innosprint-a-design-sprint-for-the-public-sector/,30/09/2022,"Public Sector Innovation Team of Estonia",Estonia,central,"a:1:{i:0;s:12:""public_admin"";}","Innosprint - A Design Sprint for the Public Sector",,2020,"How to bring new ways of working and problem-solving tools to the Estonian public sector? Over the course of a year and a half the Public Sector Innovation Team of Estonia developed a design sprint format suitable for the Estonian public sector. By constantly adapting and improving the format the Innovation Team has seen that it is a highly effective tool for spreading design thinking methods and generating enthusiasm around them.","Once the strategic decision has been made to view the public sector through a human centered services perspective, how do you quickly upskill public servants to embrace design thinking methods? How to bring new ways of working and problem-solving tools to the Estonian public sector? Once the experience is created – how to find facilitators for dozens of teams several times a year without it requiring an endlessly expanding budget?
The public sector innovation team, or Innotiim, is constantly looking for ways to spread design thinking, agile development, and a culture of experimentation among civil servants. Google Design Sprint and other similar methods are widespread tools in the private sector, but they have not gained wide popularity in the Estonian public sector. Over the course of a year and a half, Innotiim has developed an innovation sprint format suitable for the Estonian public sector — Innosprint — and used it as a training ground for facilitators in the public sector.
An Innosprint takes place on five days spread over six weeks. What makes an Innosprint different from a traditional sprint is that there is time left between days 1 and 2 for all participants to conduct their own user research: interviews and, if possible, other kinds of field work. Innotiim sees this as an important step that changes the civil servants’ thinking and helps them understand the problem from the point of view of the user.
To date, four Innosprints have taken place, where altogether 381 people from 85 organisations have sought novel solutions in 53 project teams. Teams apply to the sprint by proposing an actual policy or service problem that they need to solve. It is important to emphasise that the vast majority of participants have never encountered design thinking before. The teams consist mostly of civil servants, but often include partners from the private or 3rd sector. Innosprints are centrally managed by Innotiim (a team of 4 people) and fully virtual (via Zoom and Miro), which does not prevent teams from having a physical war room and also allows people to take part in the sprint from all over Estonia.
One of the most important observations has been that the project teams can manage within the given time and activity framework even without a mentor proficient in service design. However, this means that they ask less critical questions and their solutions tend to be on the safe side. This observation gave rise to the idea to train facilitators, or sherpas, in parallel with the Innosprint in the spring of 2022.
The sherpa sprint is a unique training programme that increases the capacity of facilitation in the public sector and finds people who are inspired by the values of service design and enchanted by the possibilities of co-creation. In the spring of 2022, Innotiim developed and carried out the training programme in parallel with Innosprint, where, based on their previous experience and knowledge of working with civil servants, Innotiim provided 22 public sector employees with basic knowledge of managing a co-creative design process. In parallel with the training, each of them led a sprint team – half of them led their own team while the other half led a team of strangers from an unknown field. The participants considered the second option to be a more useful learning experience and said that they would like to do it again in the future for the purpose of further development.
The innovation benefits directly public servants across all levels of government, who gain new skills and tools. More distantly, it benefits the citizens of Estonia, since these new skills serve to produce more user-centric and efficient public policy.
The Innosprint format has been very well received by participants. Although so far Innotiim hasn't tracked the NPS score, the Innosprint has so far seen exponential growth in the number of teams applying to participate. The sprint is cheap to conduct and easy to replicate. So far the main constraint has been the number of available facilitators. However, since Innotiim added a training module for facilitators (sherpas) we can tap into that growing pool in upcoming sprints.","a:5:{i:0;s:3:""615"";i:1;s:3:""618"";i:2;s:3:""354"";i:3;s:3:""335"";i:4;s:3:""623"";}","Innosprint is innovative, because:
- It's a scalable and efficient method for upskilling public servants in design thinking and co-creation methods.
- All the participants conduct their own fieldwork. This has brought about a fundamental shift in mindset with many of the participants and given the civil servants a much better understanding of the problems they are solving
- It brings about innovative solutions that the public sector wouldn't otherwise have thought of.
- It is a very practical learning method, as participants practice design thinking tools on actual problems that need solving
- The format empowers the participants to use design thinking in their day to day work and replicate the design thinking process on their own.
","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","To date, 4 Innosprints have taken place, where altogether 381 people from 85 organisations have sought novel solutions in 53 project teams. Applications for the 5th are currently open.
After each instance we (Innotiim) have reviewed the sprint and improved bits and pieces of it - the latest addition being the facilitator training. Currently the sprint format has reached a maturity, where it is very easy to replicate either by Innotiim or anyone who has experienced the format. We see increased interest in participating in the Innosprint and several public institutions have replicated it on their own. We are currently at the stage where we are evaluating the larger impact of the Innosprints - what kind of work methods have participants integrated from the sprint into their day to day work and how have the solutions that were developed in the sprint fared afterwards.","
- Public Sector Innovation Team (part of the Government's Office) - developed the methodology, trains the facilitators and organises the sprint
- Ministries and their subsidiaries - propose the problems, provide team leads and team members
- Civil society and companies - participate as contributing members in the project teams.
","
- Citizens, NGOs, Companies - as part of the Innosprint public servants conduct user interviews with citizens and later in the Innosprint, test their solutions on citizens. This practice strengthens democracy by giving citizens more agency in developing efficient public policies and increases transparency of how policies are created.
- Public Sector - increased motivation to serve in public sector positions thanks to the chance to upskill and the liberty to test innovative solutions.
","We keep in touch with sprint teams and regularly check in to ask how are they faring with the sprint project and what kind of practices from the sprint have they taken away.
- Innosprint has improved the quality of procurements. Sprint teams have a better undestanding of what kind of solutions they need to procure and are more concise in their descriptions.
- Several public institutions have gotten the courage to use design thinking in-house to tackle problems
- Several public institutions have started using collaborative tools for conducting meetings and documenting development projects.
- Many public institutions have taken co-creative methods (e.g. using think-pair-share and reflections) and started using them in their day-to-day work
- Participant feedback: ‘I have already used [the knowledge gained from the sherpa sprint] – for example, I am now developing the prototype in-house and trying to use the knowledge gained for this purpose and put small teams to work.’
","After the 3rd sprint we realized that although teams are quite capable of using the prepared Miro boards to conduct the sprint tasks, they often lack the depth and slide over more complicated questions.
During the 4th sprint we introduced the concept of sherpas - facilitators for sprint teams. Together with a call for sprint problems we also put out a call for sherpas. These are public servants who are interested in gaining better skills at facilitating meetings and design processes. The Public Sector Innovation Team trains them briefly before the sprint, matches them with sprint teams and supports them during the sprint.
Participant feedback: ‘I have already recommended the sherpa sprint to several colleagues. It is a wonderful experience to learn intensively through practice. I also really liked the structure of the whole programme: it was very professionally done by Innotiim. Each sherpa having their own mentor and analysing the day with the mentor was very helpful.'","
- Prior to Innosprint, Innotiim had already established itself as a team who offers exciting new working methods with tangible results. Innotiim has a level of trust among the public servants whereby they are willing to trying out new formats.
- Although the Innosprint format is lean, it has been able to scale thanks to the support of public sector leaders who enable and encourage the participation of their staff.
- The sprint format emphasises finishing the sprint with tangible results. These results leave the participants with a sense of accomplishment. We get to use these results to inspire new teams to try out Innosprint.
- We continuously track the needs of public servants and adapt the sprint format to keep up with new needs and interests.
","While Innosprint is organized centrally for the entire public sector, it has already been replicated in-house in a number of ministries and their subsidiaries. Innosprint is easily replicable and adaptable to the specific requirements of the replicating organization.","
- One experienced facilitator can support 6 facilitators-to-be each of whom can lead a team of 4-8 persons. Innosprint is a very efficient way of spreading expert knowledge!
- Leaving time for conducting their own field work is vital! It helps bring together participants with different perspectives and gives so much nuance and depth to the understanding of the problem at hand. It's also one of the most talked about element of the sprint - increases word of mouth!
- While Innotiim organizes and holds Innosprint virtually, sprint teams may prefer to hold physical war rooms - that's fine as long as the physical teams remember check-in times!
- After the intensive (virtual) sprint, it's great to invite people to a physical meet-up at the end so that they can share sprint experiences and develop a network that can support them in organizing their own sprints.
",,"a:4:{i:0;s:5:""33539"";i:1;s:5:""33533"";i:2;s:5:""33530"";i:3;s:5:""33542"";}",,,,
32215,"The Queensland Bridge Labs Program: An ecosystem approach to healthcare transformation",https://oecd-opsi.org/innovations/queensland-bridge-labs/,25/09/2022,"Queensland Health",Australia,regional,"a:1:{i:0;s:6:""health"";}","The Queensland Bridge Labs Program: An ecosystem approach to healthcare transformation",https://clinicalexcellence.qld.gov.au/priority-areas/service-improvement/bridge-labs-program,2020,"In 2020, the health department in Queensland Australia piloted a novel form of government-university partnership to multiply the department's capacity for frontline clinical innovation. Building on the significant success of our pilot year, this award winning program has evolved into a dynamic ecosystem of clinicians, consumers and academic experts with an enviable track-record of diverse service transformations. This model is now being emulated by many local health services across the State.","In an era of unparalleled volatility, many government entities have found the need to reinvent themselves to better respond to emerging challenges. Nowhere has this been more acutely felt than in public healthcare. The recent emergence of new global risks (such as the COVID-19 pandemic) have compounded the challenges faced by many health systems, already straining under escalating demand pressures and limited capacity. Whilst innovation will be fundamental to addressing these and future complex challenges, the capacity to do so on demand, repeatedly and at scale has been been elusive.
A fundamental paradox is that sectors like healthcare which have prioritised highly predictable processes over flexibility for many decades have inadvertently given up creative capacities and the freedom to manoeuvre, both of which seem vital for large scale innovation. An added challenge in healthcare is the complex socio-technical nature of most clinical work - the redesign of which is often beyond the capacity of any one discipline. A final issue is that the incremental process-led innovation methods that have been favoured in healthcare seem poorly suited to deliver the multimodal transformations demanded by the current environment.
The Bridge Labs program was conceived in 2020 to overcome internal deficits in innovation capacity through novel partnerships between the system, clinical teams and academic experts. The focus and structure of the Bridge Labs program was informed by an impactful but small experiment undertaken the preceding year (Healthcare Excellence by Design Symposium 2019) that sought to interlace the healthcare and creative design communities in Queensland. That early trial provided us with crucial data that seeding an 'adhocratic' (informal and flexible) ecosystem between clinical-academic communities was both feasible and also reliably created the conditions for innovation and co-evolution.
The program commenced with three formal linkages partnering us with academic design experts, systems safety scientists and human factors researchers. These areas of expertise were targeted due to their known importance in healthcare system enhancement but also because they are largely deficient capabilities within healthcare. Each of these three Bridge Labs (HEAL, SIBL, HFNET) were structured to take advantage of the unique skills and interests of each academic partner (the QUT Design Lab, the Griffith University Safety Science Innovation Lab and the Centre for Human Factors and Socio-technical Systems at the University of the Sunshine Coast respectively). The program team served a dual purpose, setting up the collaboration structures (flexible contracts and simple rules of engagement) and as the primary sense-making and network cultivation function- that is, to create the initial micro linkages at the team and project level, in other words, ‘bridging’ communities.
The outcomes of the first year of the program are extensively detailed in our published year in review report included in the submission package. In brief, we supported a significant body of very diverse work (over 30 projects undertaken in parallel) that touched over 300 clinicians and a multitude of consumers. Several disruptive innovations emerged from the work, attracting over $4 million in external funds and winning several local and national awards (including the QUT Vice Chancellors Award in 2021, the Australian Good Design Award in both Public Service Innovation and Social Impact categories in 2021 and the Queensland Health Award for Excellence for Pursuing Innovation in 2022). In parallel, the program's many contributions to design and human factors capacity development in the health workforce have helped grow a community of practice that is on the cusp of 1000 members.
Looking to the future, we will continue seeding new streams of clinical innovation with our existing partners, and enhance innovation capacity development within our system. However, we are catalysing additional inward linkages from specialised academic groups that demonstrate convergence with emerging system priorities (for instance, the expansion of healthcare coordination hubs has seen a linkage grow with the University of Queensland Cognitive Engineering Group). The program is increasingly curating an innovation 'archipelago' as various health services (autonomous networks of hospitals in Queensland) seek to emulate/adapt our model to their local environments, scaling their own innovation partnerships with academic teams introduced to them via Bridge Labs projects. Considerable bids for research funding have also been progressed as a result of the impressive pilot outcomes which will provide greater impetus if successful. Finally, we are considering the case for retaining in-house design and human factors engineering staff given the exponential growth in demand for our services across the system and the limits of capacity in the academic sector.","a:6:{i:0;s:3:""609"";i:1;s:3:""211"";i:2;s:3:""257"";i:3;s:3:""613"";i:4;s:3:""619"";i:5;s:3:""354"";}","The Bridge Labs program is innovative as a successful implementation of complex systems science in scaling innovation capacity within the public sector. The program diverges from most other case studies of its kind in that:
- It privileges networked action over linear 'pipelines' and high level strategic frameworks. We moved quickly with a focus on many-to-many linkages and forward movement rather than focusing on suites of innovation projects aligned to arbitrary strategic priorities. This rapidly created an ecology of innovation experts and frontline teams with the capacity to drive novel streams of work.
- The density and strength of networks within our innovation ecosystem are what enable identification, sense-making and project activation when opportunities and challenges arise, usually without any central control.
- As the program uses targeted funding to seed network creation, sustainability is guaranteed because networks persist (and often grow) on project completion.
","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The program continues to evolve and iterate in response to system needs. Macro-influences include system-wide reform and redesign efforts currently underway in the public healthcare system in Queensland. We have also prioritised advisory support for health services to take ownership and scale (Bridge Labs supported) nascent innovation projects into disruptive innovation programs in their own right. We also building formal resources to enable existing health service innovation programs wanting to pivot towards the Bridge Labs model. Finally, we seek to enhance our ability to access competitive innovation research funds and develop in-house capacity to provide even more responsive operational support in design and human factors engineering to priority departmental programs.","The Healthcare Improvement Unit in Clinical Excellence Queensland (Queensland Department of Health) created the program. Key external partners have included the Queensland University of Technology (QUT) Design Lab, the Griffith University Safety Science Innovation Lab and the Centre for Human Factors & Sociotechnical Systems at the University of the Sunshine Coast. More recently, we have extended linkages with the University of Queensland's Cognitive Engineering Research Group.","The program has benefited hundreds of citizens (consumers), several hundred public hospital staff (clinicians), leadership at hospitals and health services and the health department at large. The program has a cross-cutting interdisciplinary multi-service footprint. Given the inclusive model of innovation pioneered by the program, all projects are undertaken as co-owned by the 'problem owners' which are represented by the clinical teams, representative consumer groups and health leaders.","Two overarching reports have been produced from this work that detail in excess of thirty completed innovation projects. These are the HEAL Bridge Lab projects handbook and the subsequent Bridge Labs 20/21 year in review report.
In brief, the program has:
- Successfully delivered on over thirty different clinical and system innovation projects,
- Attracted over a $100 thousand dollars in clinician-led grants,
- Engaged directly with over 300 hundred clinicians and healthcare colleagues,
- Catalysed a tripling of our improvement community of practice (HICOP),
- Contributed to over $4 million of external funding success,
- Delivered high-impact capacity development programs in design thinking and human factors engineering,
- Won several local and national accolades.
","An increasing challenge is to resist the natural inclination of hierarchical public sector organisations to seek to structure innovation programs into 'packaged forms’, potentially eroding the self-organising 'free agency' of the ecosystem that fuels its capacity to innovate. The absence of well-developed governance models suited to harnessing and managing ecological (rather than programmatic) capacities, presents the program with many complexities to navigate.
The program has experienced a multitude of small and medium setbacks but mostly at the project level where some ideas proved premature or where teams were less innovation-ready than initially assessed. However, project success was a welcome byproduct to the main focus of understanding how to build productive linkages quickly. Thus, all setbacks were treated as instructive learnings that were folded immediately back into subsequent activities.","Building from existing strengths: A critical factor for the success of our model was the program lead's extensive familiarity with key academic groups with leading expertise in desired areas and correspondingly large networks within the public healthcare system. While not insurmountable, the strength of linkages achieved in the first year of the program would have been difficult had those links not already been in place. Thus other programs may choose to take a different path - focusing on building from their unique profile of strengths.
Leadership with a willingness to experiment: The program received a vital funding injection from the Healthcare Improvement Unit to test the model (as envisioned) for a year in advance of solid evidence. This calculated risk by HIU’s senior leadership has yielded dividends to the whole system and will continue to into the future. The importance of early organisational support cannot be overstated.","We do not advocate replication of the program itself because many unique characteristics emerged in response to the context and opportunities out of which the program grew. However, the principles of network building, ceding control to agents within the system, cultivating ecosystems that self-select and drive innovation programs, drawing in expertise to provide your system with greater capability et cetera, are all widely applicable. We have seen two Queensland health services reconfigure their innovation programs to better account for these dynamic processes - even formalising inter-agency partnerships with academic groups that we brought into contact with their clinical teams on specific projects. Critically, innovation linkages between partners are catalysed by us but they are structured to grow independently of our intervention. Thus, each of the many programs we have 'seeded' can be regarded as 'extensions' of our model (replication in a sense) after they take root.","In volatile and uncertain times, organisations cannot rely on command and control strategies to drive innovation in the areas where they are needed most. Rapid sense-making and innovation has to occur close to where problems emerge and capacity development efforts must allow for these more natural ecological forms of innovation if they are to be successful and sustainable.
The Bridge Labs program is a tangible example of such a model in action. It adds further insights that capacity building does not need to precede innovation activity. Rather, partnered innovation programs can rapidly generate embedded innovation advocates who then lend substantial credibility for innovation capacity building amongst their peers.
Yielding control into the system is a critical aspect of successfully building a distributed and thriving innovation capacity. This can be a major barrier to adoption for organisations in the public sector that are highly hierarchical in orientation and structure.","The program was the topic of an opening keynote talk at the 2021 Resilience Engineering Association Conference in Toulouse, France - titled 'Graceful Disruptability': Is the capacity to innovate critical to sustaining healthcare operations?'
The two over-arching documents that detail most of our early outcomes (pre 2022) are the HEAL catalogue an the Bridge Labs report.
The Bridge Labs report itself captures the program's ethos of pushing boundaries - a short write up on the evolving visual identity of the report can be read here.","a:12:{i:0;s:5:""32232"";i:1;s:5:""32234"";i:2;s:5:""32235"";i:3;s:5:""32236"";i:4;s:5:""32237"";i:5;s:5:""32238"";i:6;s:5:""32233"";i:7;s:5:""32241"";i:8;s:5:""32242"";i:9;s:5:""32249"";i:10;s:5:""32250"";i:11;s:5:""32252"";}","a:1:{i:0;s:5:""32231"";}",,https://player.vimeo.com/video/672968066?h=a707e358cc&badge=0&autopause=0&player_id=0&app_id=58479,https://youtu.be/IL2620M_wwc
32224,"Project Sampoorna",https://oecd-opsi.org/innovations/project-sampoorna/,30/09/2022,"National Health Mission, Assam",India,regional,"a:1:{i:0;s:6:""health"";}","Project Sampoorna",,2020,"Project Sampoorna, successfully implemented in Bongaigaon district of Assam, is a model that can be easily implemented anywhere in reducing child malnutrition. This project has resulted in reduction of malnutrition in children by 95.6 % within 1 year in Bongaigaon district using very less economic investment. It is an initiative for tackling SAM and MAM by using Weight for Height growth chart & Empowering Mothers by employing Buddy Mother concept along with community participation.","A malnourished child growing into an unhealthy adolescent, and then further growing into an anemic pregnant young woman who will give birth to an asphyxiated low birth weight baby. This baby then facing possible developmental delays, grows into a malnourished child and this child will further struggle for nutrition. In order to break this vicious cycle, the main thing to be targeted is children’s nutrition. Bongaigaon district in Assam had a total of 2,416 malnourished children; 246 cases of Severe Acute Malnutrition (SAM) and 2,170 instances of Moderate Acute Malnutrition (MAM) in September 2020.
Project Sampoorna was launched targeting the mothers of SAM/MAM children, the tagline being ‘Empowered Mothers, Healthy Children’. The mother of a healthy child of the same Anganwadi Centre (AWC) was identified and paired with the target mother, that is the mother of SAM/MAM children; they would be called ‘Buddy Mothers’ (2,416 pairs). They were usually neighbors and shared similar socio-economic backgrounds. The pairs were given diet charts to indicate the daily food intake of their children. Buddy mothers would have discussions about this on all Tuesdays at the AWC. The local practices related to nutrition would also be discussed.
Active intervention under Project Sampoorna was done only for first 3 months by providing protein rich food in the form of 100 milliliters of milk and an egg on alternate days was arranged for all 2,416 malnourished children giving time for their mothers to stabilize themselves in their newly found jobs. The mothers who became financially independent by end of 3 months through the Self Help Groups continued to provide nutritious & protein rich food to their children, thereby making 95.6% of children totally healthy at the end of one year, making Project Sampoorna a grand success. The project has further yielded encouraging results and by March 2021, 84.96% of SAM children and 97.3% MAM children were normal.
The Objectives of the project:
- Accurate Identification & Reduction of Malnutrition among children.
- Sustain the result by education & economic empowerment of the mothers of the children.
- Community Management of malnutrition & reduction of hospitalization.
- Breaking the vicious cycle of malnutrition & ill health.
Decentralized 4- tiered model of implementation along with community participation at the grass-root level.
Implementation Strategy:
- Identification of all Malnourished children of the district- Assessment of Nutrition level of children using Simplified WHO Growth Chart by Anganwadi centers which helped in identifying & comparing malnourished children (SAM/MAM).
- Replace weight by age growth chart by Simplified WHO Growth Chart in Angadwadis.
- Buddy Mother Concept-The mother of a healthy child becomes the buddy mother of a malnourished child of the same Anganwadi center and they meet on weekly basis and discuss about various practices related to nutrition.
- Community Participation.
- Regular Follow up-A Dietary chart was given to each mother of SAM/MAM child to follow regularly and the same was monitored daily by Anganwadi Workers (AWWs).
- Providing Protein Supplement (Eggs & Milk) for 3 months- Supplements provided till the mothers become economically empowered by being a part of the self help groups. After 3 months , since they were financially stable by then and educated about nutrition through Project Sampoorna.
- Education of the mothers regarding nutrition- Pre and Post Questionnaires to assess the relevant knowledge of the buddy pairs. Based on the assessment,
training was imparted on the basics of nutrition and indigenous food practices.
- Economic empowerment of the Mother- The project facilitated economic empowerment of the mothers of SAM & MAM children by inclusion in Self Help Group under National Rural Livelihood Mission
","a:10:{i:0;s:3:""876"";i:1;s:3:""617"";i:2;s:3:""178"";i:3;s:3:""181"";i:4;s:3:""609"";i:5;s:3:""196"";i:6;s:3:""623"";i:7;s:3:""613"";i:8;s:3:""619"";i:9;s:3:""620"";}","Project Sampoorna is an innovative governance. Malnutrition is a major problem and even after application of various strategies it still remains a major problem everywhere. Project Sampoorna employs a decentralized, technology-based model using community participation and women empowerment as the positive deviance factor for achieving result. Project Sampoorna has prevented a lot of children from becoming malnourished over the last year. The National Nutrition Mission and the State government and Indian government has recognized this project in the ‘Innovation Category’. This model can be easily implemented anywhere in the world.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","As of this date of submission in 2022, the project has already completed its implementation in Bongaigaon District of Assam and after initial evaluation it has shown reduction of malnutrition. Further long term evaluation is going on by compiling data from surveys. After the huge success of this project in Bongaigaon District, it is being implemented in the whole state of Assam after the lessons learned from the project.","The Project was supported by IIT Guwahati, Centre for Public Policy & Governance (CPPG), Tezpur University, UNICEF and together this project was made possible.","The malnourished children were benefited by this project and mothers of SAM and MAM children were economically empowered by inclusion in Self Help Group under National Rural Livelihood Mission. The economic and health burden of the Government was also reduced both for present and future.","A Marvelous achievement is that only 1178 children were newly identified to be malnourished in Sep 2021 as compared to 2416 in Sep 2020 and 2628 in Sep 2019 in Bongaigaon District. This is attributed to Project Sampoorna. It further dropped to 327 by Dec’21 & 191 (reduced by 92.7%) by Jan’22. 2416 malnourished children were identified in Bongaigaon in Sep- 2020 using simplified WHO growth Chart. Of these 246 malnourished children identified were SAM and 2170 were MAM. 2416 pairs of Buddy Mothers were created. Huge public participation of 69,828 people were directly involved in Sampoorna.","The major challenges to the project was patriarchy. So the mothers had to be empowered financially to get sustained results. One of the response strategies against these problems was to enroll the mothers in Self Help Groups (SHGs) under the National Rural Livelihoods Mission (NRLM). And by the end of 3 months, 74.3% of mothers were enrolled in SHGs and by the end of a year, it was 90%.","Support from senior management to implement the project has been crucial. Access to both human and financial resources has been helpful. Willingness of the community regarding the acceptance of this project has also allowed the success of this project.","The project was initially tried on pilot basis in Dangtol Block of Bongaigaon district, and later it was implemented and replicated successfully in the rest of the district after doing necessary course correction and consultation with others. This shows that the project can be replicated. Project Sampoorna is the singular kind of project in India which ensured reduction in malnutrition by employment of mothers without any financial implication. It can easily be replicated anywhere in India and other similar countries.","This project gave us an idea on one of the ways to reduce malnutrition. Working this way, by creating Buddy Mothers has worked wonderfully. The entire project has scalability to involve bigger areas like countries.",,"a:9:{i:0;s:5:""33583"";i:1;s:5:""33572"";i:2;s:5:""33573"";i:3;s:5:""33574"";i:4;s:5:""33575"";i:5;s:5:""33576"";i:6;s:5:""33579"";i:7;s:5:""33580"";i:8;s:5:""33581"";}",,,https://youtu.be/K10_kDyt7Ts,https://youtu.be/K10_kDyt7Ts
32225,"Getting started faster: a centralized digital business license module",https://oecd-opsi.org/innovations/centralized-digital-business-license/,21/10/2022,"Ministry of Economy, Development and Tourism",Chile,central,"a:1:{i:0;s:8:""economic"";}","Getting started faster: a centralized digital business license module",https://www.registrodeempresasysociedades.cl/Patentes/Default.aspx,2021,"The Ministry of Economy has piloted a web-based module that integrates a Business License application into the national Business Registry to incentivize businesses to apply for a license online, right after incorporating and obtaining a tax number. This innovation provides undigitalized municipalities an online channel with standard requirements for businesses in their jurisdictions, while gaining a free web-based back office workflow, with trusted digital legal and tax information to ease processing.","Informal business operations are associated with low productivity, reduced tax revenues, poor governance, excessive regulations, poverty and income inequality. Businesses in Chile can incorporate and get a tax number to start charging for goods and services in a simplified manner and 100% online since 2013. However, formalization according to Chilean law is incomplete until businesses have obtained a business license with one of the 347 municipalities, through a procedure that is not centralized, is unstandardized, and most of the times still in paper forms in 80% of the municipalities that are not digitalized.
The innovation consists of a participative design and implementation which provides a digital module that municipalities may offer to businesses, so that these may apply for a license, on the Corporate Registry's website, using digital identity and authorizations to send legal and tax information directly to the municipality of their jurisdiction, as well as a web-based workflow for public employees in municipalities to use and issue approvals without downloading any software.
Objectives:
- Assist 80% of the undigitalized municipalities so that they may provide businesses in their jurisdictions, to start business fast and avoid fines or closure.
- Incentivize business licenses in unserviced jurisdictions, remote regions or locations, and promote local economic development.
- Reduce processing times that take up to 200 days as reported by CNEP agency in 2021.
- Standardize requirements and documentation for business license applications.
- Promote transparency and minimize unnecesary procedures, surcharges or even bribes.
- Record business owners and public servants' experiences to propose improvements to local or national regulations.
Who benefited from the innovation?
- Business owners.
- Public servants/employees in municipalities.
- Policymakers in central and local government.
The technological infrastructure is ready and can set-up over 100 municipalities that are undigitalized and in need of a digital channel to offer and issue business licenses in their jurisdictions. The current infrastructure can also connect to those municipalities that have more resources and which already have their own digital channels and management software or ERP.
It is scalable. The current infrastructure has been designed for 100 municipalities, and to integrate those municipalities that are digitalized and have their own digital channel and infrastructure. Plans also include specific user experience and operational workflow improvements depending on feedback and survey conducted alongside business owner and public servant users. The module was designed and implemented gradually in stages:
- Phase 0: A Minimum Viable Product (MVP) was designed and implemented as a QA/QC test site, with the minimum business license requirements by law and most requested by most municipalities, tested amongst 12 undigitalized municipalities and their public employees, operating the module with a variety of SME scenarios designed by the Business Registry team, along with another experts recording and documenting all experiences.
- Phase 1: A fully functional and publicly available pilot with 26 municipalities, with Digital ID and interoperability features connected directly to the Business Registry ad Tax Agency website. This pilot was designed and implemented to scale to over 100 municipalities, as an estimation of jurisdictions in remote regions and locations, in which businesses were not applying for licenses. Research was conducted to understand the digital status of municipalities and the need of business licenses in their jurisdictions, as well as research regarding the minimum legal and typical requirements and documentation needed during applications. Legal reviews to requirements as stated in national and local regulations was conducted by legal analysts and policy experts, including areas such as corporate law, tax, and sectorial aspects such as building and environmental. Agile methodology was used to design and implement the MVP and successive improvements and final Pilot, along with functionalities including national Digital ID and interoperation for transferring official legal and tax information and data safely.
This innovation was inspired by an innovative service in the Business Registry website, which included similar online services that would help business owners send legal and tax documents directly to anyone with an email, in an attached folder.","a:4:{i:0;s:3:""876"";i:1;s:3:""612"";i:2;s:3:""143"";i:3;s:3:""181"";}","This project provides the first centralized digital module, for businesses to apply online for their obligatory business license, connected to the national Business Registry website, no matter a business’s location or if their municipality is digitalised or not.
- Access to 12000 businesses each month.
- Simple steps, transparent requirements, and connected to legal and tax information, to send directly to the municipality.
- Simple workflow with novel use of technology, for municipalities and their public employees to offer licenses, and process them easier.
All government has the responsibility to provide efficient and effective services, however municipalities are left alone to solve the final step in business formalization. This module offers innovation in service as well as innovation in its participative design. The module brings a new service to the Business Registry, putting Digital Data, shared services and user experience to the best use for businesses.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The project was implemented with 26 municipalities, which means that these municipalities agreed and signed-up to use the module, while businesses are taking advantage of the business license application, available on the Business Registry if the municipality of their jurisdiction is there. The project was evaluated during the MVP and pilot released to the public, and the Business Registry is collecting information with regards to the use of the module on both business and municipal endpoints, observing growth in interactions and how municipalities processing times were reduced to 90 days, expecting to reduce even more as adoption occurs. The project has been shown internally and across government, as a success story and to continue uncovering potential improvements and lessons as well as ideas for new services that may relate to procedures. Training and interviews have been conducted at municipalities and government offices, as well as amongst businesses.","
- The national government through the Ministry of Economy, and local governments through their 347 municipalities, work together to tackle business informality, acquiring local knowledge and more representative economic policy views.
- Municipalities, Mayors and public employees, connect to local businesses, and attend to their needs efficiently and effectively.
- Businesses collaborate with feedback for improvements to licensing procedures.
","
- Businesses will save time with the business license online, getting started wherever they are, avoiding delays and potential fines.
- Central Government will incentivize formalization and economic development locally and nationally.
- Central governments will share information and technology.
- Municipalities will get income from tax collection sooner and perform inspections efficiently.
- Municipalities will save time and resources when processing and issuing licenses.
","Results and impacts observed from the innovation:
- Businesses follow standard and transparent instructions, avoid confusion and in-person submissions.
- Processing time is reduced from over 200 days to 90 days.
- Municipalities/businesses reduce the use of paper.
- Municipalities have more certainty of legal and tax information, sent directly from a trusted source.
- Municipalities avoid using complex or expensive software, being able to reach government digitalization goals required by law.
Measurement of impacts:
- Throughout the business user and public servant user workflow, all actions and interactions are registered in a database in realtime.
- Feedback is collected and analysed, to include in technology, operational and regulatory improvements.
Expectations for the future:
- Incorporation of at least 100 municipalities to the current module, and at least 20,000 license requests during the pilot.
","
- Challenges with understanding different criteria for applying regulations, as well as different operations depending on each municipality.
- Cultural challenges with regards to changing the way public employees were used to with difficulties training them to use simple online web applications.
- Challenges with regulations that were not clear and or outdated, leading to different interpretations for applying common criteria for business licenses.
- Insufficient technology infrastructure, personnel and skills in municipalities.
- Hierarchical relationships, and bureaucracy processes between central and local government.
- Policital buy-in from government authorities and officials, as well as achieving trust amongs local official and public servants or employees.
","
- Growth in the number of businesses that apply for their first business license.
- Growth in the number of municipalities, which reached 26 in the pilot and are expected to reach 100 in the next year.
- Standardization of requirements, documents, and even language, for common evaluation criteria use amongst municipalities.
- Support business owners use of technology and digital services for their operations.
- Support municipalities in their digitalization efforts and help public employees with learning and adopting technology.
- Sufficient feedback from business owners, public servants, to propose reforms to national and local regulations.
- Promote the business license immediately after incorporating and getting a tax number, increasing more businesses to apply to their first business license monthly.
- Facilitate interoperability between related government services and municipalities, for efficient and effective use of information and data.
","This projects' approach to the project participating of businesses, central government and municipalities, is an example to follow, to create and improve other government services. The MVP and pilot are replicable because of the simplified use of technology to transfer and share data between central government, tax agencies and municipalities, with authorization of business owners, through webservices or APIs. This avoids demanding from users to invest in technology or infrastructure (a connection to internet and digital ID is enough), or special training (just basic web browser knowledge). The design approach which followed lean and simple use of technology, is replicable in other government services that interact with non-government users, specifically related to permitting workflows in offices with low levels of digitalization, or insufficient resources and training, such as permission for land use and environmental and hygine issues.","The design of a service should involve all stakeholders to ensure there is alignment to the needs of each of these, and to make sure there is buy-in and guaranteed use of the service. Lessons were captured from users, when conducting MVP testing amongst business owners and public employees to ensure expectations were met. For example, business owners expected all government administration to be the same and have data available and interoperated, when public employees in municipalities didn't really have access to businesses legal and tax information, as well as not always knowing what requirements to ask for, nor what regulations to apply when processing. Such discoveries helped for better workflows and providing more information on regulations and standards for business owners and municipal employees throughout the workflow. Discoveries were made regarding situations and cultures depending on location, technology limitations etc, which meant reconsidering how service is designed.","The project has been received with interest across government, especially amongst municipalities and amongst public employees, because it has offered a real-world innovation, and they were involved in its design. High satisfaction ratings have been achieved when conducting surveys. Regarding business license applications, during the pilot, 22 municipalities had reported at least 1 application in their jurisdiction, with a grand total of 377 applications, an average of 17 per municipality. During the pilot, 40 business licenses have been processed successfully, reducing processing time from over 200 days to 90 days to issue businesses their licenses to operate, and corresponding municipalities receiving income from tax collection.","a:4:{i:0;s:5:""34841"";i:1;s:5:""34843"";i:2;s:5:""34844"";i:3;s:5:""34845"";}",,https://drive.google.com/drive/folders/1XyloCIEqHX663frNffnjU4Xl4_xZgCax,https://drive.google.com/drive/folders/1L0ylTsi5E7jzkH9ClOB6iCI5qKfCjjML,
32230,"A data led approach to managing harms and supporting vulnerable users",https://oecd-opsi.org/innovations/a-data-led-approach-to-managing-harms-and-supporting-vulnerable-users/,30/09/2022,"Australian Financial Security Authority",Australia,central,"a:3:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";i:2;s:19:""Personal insolvency"";}","A data led approach to managing harms and supporting vulnerable users",,2022,"AFSA regulates the bankruptcy system in Australia. The system is designed to support those in vulnerable situations due to circumstances beyond their control. However, there are bad actors who exploit the system by hiding assets/income. Using our risk-based regulatory approach, we have designed a system that uses an applicant's data and validates it against external data sets to detect potential misconduct. We aspire to build a data model to predict non-compliance at the system entry point.","In the early 2000's as government service digitisation started to take shape, we began using a system automated checklist-based approach to select bankruptcy applicants for further investigation based on the disclosures they made on their application and some monetary thresholds and ratios. Those who met certain defined criteria were then subject to further scrutiny and investigations so that assets or income could be identified and recovered.
While this method did identify cases where an applicant had made honest disclosures about their assets/income which could be recovered, it did not necessarily identify all malicious and sophisticated actors who either did not disclose their true asset/income positions or disclosed information in a way that avoided detection. To cater for the large variations in debtor behaviours the system was designed so that it cast a wide net which unfortunately also caught a large cohort of honest debtors without recoverable assets who were then subject to the same level of scrutiny at a significant cost to taxpayers. This also created regulatory burdens on honest debtors at a time when they were under significant financial stress and seeking relief.
Importantly, this method also did not identify debtors who were particularly vulnerable due to their individual circumstances (e.g., family violence or physical/mental health conditions) so that appropriate government and/or NGO support systems could be identified and connected to them.
With the increasing understanding of the potential of data as a key enabler of targeted public service delivery, and with the global shift towards risk based and harms focused regulation that is in the public interest, a small team of service delivery, data, regulatory, and policy experts was formed to fundamentally rethink how AFSA could use its limited resources effectively and efficiently to:
- detect and manage system level harms caused by bad actors,
- identify and support vulnerable users who enter the system, and
- maintain community confidence that the system is fair, and misuse is not tolerated
We used the 'Double Diamond Design Thinking' principles to (a) explore the problem, (b) define it, (c) look at a range of potential solutions, and (d) select a solution which we believe will work best for us. This approach was particularly useful as the problem exploration phase allowed us to look at the varied drivers of non-compliance, which in turn helped us to select the appropriate solution.
The solution design has three elements:
- Randomized sampling of new cases: A statistically valid sample of new bankruptcy cases are selected for compliance assessments. The information disclosed by these debtors in their applications is validated against external data and where non-compliance is detected, debtors are interviewed to better understand the drivers of non-compliance and whether it was intentional or unintentional.
- Harnessing Community Intelligence: We have begun to track all tip-offs and complaints against debtors and creditors to better understand community expectations and the drivers that cause erosion of trust in the system. The outcomes of these investigations (especially those that result in regulatory actions) are helping us inform the data model we are developing to detect non-compliance.
- Deep Diving into Harms Hypotheses: We are periodically (typically every 3 months) doing deep dives into a sample of cases with unique characteristics to better understand the types of harms that manifest in the system and how they can be detected early so that preventative measures can be designed. An example of a harm is applicants obtaining advice from untrustworthy sources to either their own detriment or that of their creditors.
All three elements have generated a valuable new data asset which is yielding insights into the nature and magnitude of non-compliance and harms. This dataset is designed to enable statistically reliable estimates (SE ~ 10%, confidence level 5%), is subject to ongoing methodological review and refinement based on sound statistical principles (reducing and measuring uncertainty/defining risk) and engineered for continual improvement.
Preliminary work has commenced on leveraging the data from these activities to create a training dataset and build a machine learning model to auto detect harms and non-compliance at the point of a person's entry into the insolvency system.
From a user perspective, it will allow applicants to be alerted to potential issues with the information in the application they are submitting and pinpoint areas they may need to review. This capability will be enabled by a continually learning data model.
From a regulatory perspective, it will not only enable applicants to better comply with the regulatory framework, but also inform future policy and legislative changes to minimise harms.","a:5:{i:0;s:3:""194"";i:1;s:3:""147"";i:2;s:3:""623"";i:3;s:3:""618"";i:4;s:3:""354"";}","The three elements of the program have generated a valuable new data asset which is yielding insights into the nature, magnitude, and prevalence of harms in the bankruptcy system. This dataset is designed to enable statistically reliable estimates, thereby improving confidence in future service design, strategic planning, governance oversight, and data informed policy development and legislative design.
The innovative approach adopted by AFSA is based on harnessing:
- Data,
- Technology, and
- Human intellect.
It demonstrates that digitisation of public services can deliver better value by leveraging data, technology, and human intellect to deliver solutions that are quick, seamless and user focussed, but which have appropriate guardrails to detect and prevent abuse that can quickly lead to loss of trust in the community.","a:1:{i:0;s:14:""implementation"";}","Work has commenced to build a data model to detect non-compliance based on the training dataset that is being generated with the three activities that we are undertaking. This is iterative process that will be refined as the size of the training dataset increases and new insights are generated through the human led interview processes.
Preliminary work has also commenced on leveraging this dataset to inform user focused service design that provides for a streamlined experience for compliant users while ensuring appropriate frictions are created within the service flow which allows for harms and non-compliance to be identified quickly.
We have also commenced exploring automated external data validation at the application stage and are in preliminary discussions with commercial data aggregators.
The current activities have already identified significant areas of regulatory concern for us and also helped identify cases where the system could better support vulnerable users.","The operational team's collaboration across AFSA was essential for success, including:
- Business Applications - who found and developed innovative system solutions in our existing suite that would deliver what was needed for our staff conducting the compliance work; data that can be used for machine learning, and useful reporting
- Data and Statistics - who assisted with developing the required samples and survey questions, making sure there is no bias and it is statistically significant.
","Citizens will generally have more confidence in Australia's bankruptcy system. It sends a clear message to bad actors that the system can't be ""gamed"" now - it doesn't matter what is disclosed in an application - your application may be selected for a compliance assessment. The insights from this work also feeds into improved service delivery so citizens using our services will have an improved experience - make compliance simple.","While it is early days, preliminary data suggests there is material non-compliance in 12% new cases.
Around 37.5% of this non-compliant behaviour was subsequently assessed as unintentional user errors which provides us with valuable insights to improve the design of our services to reduce unintentional user errors.
The remainder 62.5% was assessed as intentional/malicious non-compliance. These were typically bad actors seeking to hide assets and income from creditors by either not disclosing them or by transferring them out to friends or relatives.
All identified cases of material and malicious non-compliance were subject to regulatory actions which could include formal warnings, sanctions and/or referrals for criminal prosecution.
This re-imagined approach to managing compliance has significantly refined our understanding of harms. It has enabled us to better appreciate the experiences of our vulnerable users, as well as examine the intentions and approaches of bad actors.","Regulatory impost on third parties - We have had to manage the expectations of third parties (other government agencies, banks, vehicle registries, etc.) as there has been a spike in the number of information requests being made to these organisations to validate the data disclosed on the debtor's application. We expect to commence discussions with a few organisations to move towards an automated electronic exchange of data to minimise the manual effort currently being applied by these organisations.
Internal downstream impacts within AFSA - When we commenced this program, we had failed to appreciate the high volume of incoming correspondence that would be generated because of the many information validation requests that we made to external organisations. The sheer volume of responses to our information requests created a significant backlog in our service centre, which in turn delayed compliance assessments. The proposed automated data exchange is likely to ease this challenge.","
- Culture that is conducive to continuous learning and experimentation
- Resilience
- Data ethics framework
- A clear risk appetite statement
- Leadership that enables people
- Leaders communicating information what is changing and why, how these changes affect day to day activities, align to business goals
- Change culture
","The types of government services that could adopt this innovative approach to managing compliance include: Services where citizens require permission from government to perform an activity (e.g. licencing, permits, etc.) and which typically require the citizen to satisfy certain conditions and/or prove their eligibility. Applying the same level of scrutiny to every application can be costly and with little commensurate benefit. A smarter approach might be to only subject those applications to detailed scrutiny where there are sufficient triggers to suggest non-compliance or fraud. Further, a similar approach could also be taken in services for claiming government benefits or grants.","Stop thinking about it and just do it! It will never be a perfect time to implement a change of this type. You need to have a go, accept the first iteration may not be perfect, and continue to refine and improve. We could have waited until until we had external validation on some or all data points, however waiting for perfection will have continued our practice that we had determined was not fair for clients, and also not useful for our regulatory purposes.",,,,,,
32246,"Dialogue between the city & its people: guide to civic participation in public space projects",https://oecd-opsi.org/innovations/public-space-dialogue/,30/09/2022,"Invest Lithuania, Create Lithuania programme",Lithuania,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Dialogue between the city & its people: guide to civic participation in public space projects",http://kurklt.lt/wp-content/uploads/2022/08/220822_Visuomenes-dalyvavimas-Praktinis-gidas-v04.pdf,2022,"By involving the public in the design of public spaces (parks, plazas, streets etc.) municipalities can create spaces that better suit society's interests. According to the data, 58 out of 60 municipalities in Lithuania recognize the benefits of public participation, but 50 % of them say they don't have the knowledge for it. The guide ""Dialogue between the city & its people"" is a step-by-step textbook for municipalities that helps execute the participation process from start to finish.","By involving the public in the formation of public spaces, municipalities can boost local social capital and create public spaces that better suit common society's interests. Yet at the moment public space projects in Lithuania are often a source of conflict. In 2019 there were protests in all 5 major Lithuanian cities against public space projects. Local communities protested against renovation projects for parks, boulevards, streets and plazas.
One of the main reasons for such repeating conflicts over public space projects is that, according to the law, municipalities have to host only one public hearing during which the society is able to give their feedback on the project. This public hearing is a formal procedure and on its own is often insufficient to lead different parties to an agreement. In contrast, quality public participation should be organised not as one event, but as a process that combines a number of formal and informal chances for stakeholders to meet each other and discuss the project.
According to the digital survey results, almost all municipalities in Lithuania recognise the benefits of public participation (58 out of 60), but 50% of them say that they do not have the necessary knowledge to organise quality public participation processes (Create Lithuania, 2021). To address this problem, program Create Lithuania participants Giedre Puzinauskiene, Beatrice Umbrasaite and Brigita Mikolajunaite together with the Ministry of Environment of the Republic of Lithuania has decided to create a practical guide that would help municipality specialists plan, implement and use the results of public participation.
""The Dialogue between the city and its people: a practical guide for municipalities on public participation"" is the first Lithuanian textbook for municipality specialists that provides a methodology on how to involve the public in public space projects. The goal of the guide is to enable municipality specialists to plan & implement public participation as well as support them in the process of it. The guide is based on several other similar publications and policy recommendations in the field:
- Methodology by United Nations Habitat program ""Public Space Site–Specific Assessment: Guidelines to Achieve Quality Public Spaces at Neighbourhood Level"", 2020
- European Landscape Convention ""Recommendation CM/Rec(2019)8 of the Committee of Ministers to member States with a view to the implementation of the European Landscape Convention of the Council of Europe – Landscape and democracy: public participation"";
- Maastricht Recommendations on Promoting Effective Public Participation in Decision-making in Environmental Matters prepared under the Aarhus Convention by The United Nations Economic Commission for Europe, 2015.
- The Prague Institute of Planning and Development ""Participation Handbook"", 2018.
- Information on crowdsourcing platform ""Participedia.net""
In addition, before creating the guide, authors conducted best practice analysis in the United Kingdom, The Netherlands, Belgium, Sweden, Slovenia and Estonia. The analysis was done by talking to the municipality and government representatives as well as private sector practitioners that organise or have other experience in different parts of the public participation process.
The guide's novelty is based on several factors:
- It is the first guide in the Lithuanian language and in general in the country on the topic of public participation in the formation of public spaces.
- The guide is based on similar foreign publications yet is also applied to the national context like laws, regulations and municipality practises.
- Before publishing the guide's final version in August 2022, the guide was tested together with interested municipalities and its methodology was applied in practice.
The primary beneficiaries of the guide are architecture and communication department specialists in municipalities, who are responsible for public space projects and their publicity. The guide enables these specialists to create public spaces that are based on community needs. The secondary beneficiaries are local communities and other groups affected by public space projects.
The guide was published in August 2022 and put online with free access. Municipalities and everyone else interested are free to apply the guide in their projects. While creating the guide, the authors have also consulted The Ministry of Environment on how it could continue to develop participatory culture and policy after the guide is published. Among the discussed means were:
- Regular good public participation practice exchange between municipalities
- Public participation as part of evaluation criteria in public space category for National Architecture Awards
- Linking the guide to the National Sustainable City Guidelines to-be-published by the Ministry of Environment.
","a:5:{i:0;s:3:""181"";i:1;s:3:""616"";i:2;s:3:""623"";i:3;s:3:""615"";i:4;s:3:""619"";}","The guide ""Dialogue between the city & its people"" is innovative because:
- It has a practical step-by-step method which allows a specialist without a former background or experience in public participation to implement such a process. By completing 8 practical exercises that are accompanied by theoretical information, the reader is able to create a public participation plan and implement it.
- The guide addresses all the legal procedures set up by the national law that regulate the formation of public places. By doing so it shows how to design a quality public participation process that would complement formal procedures.
- During its creation, the methodology presented in the guide was tested in 5 public space projects by creating public participation plans and implementing 4 of them. The guide features these case studies and provides real-life examples of how the guide could look in practice.
","a:1:{i:0;s:9:""diffusing"";}","The guide was published on August 2022. Since then authors have continued their work in the public sector, where they continue to implement the guide and help the municipality of Vilnius to organise various public participation processes in public space projects. The authors have also been invited by the Ministry of Environment to present the innovation to the Aarhus Convention Compliance Committee on October 10th, 2022 as a good practice of applying the Maastricht recommendations in the local context.","First, 27 different group representatives (architects, urbanists, park experts, municipality representatives, active citizens, community leaders, lawyers etc.) were interviewed about their experience in public participation processes. Second, the pilot version of the guide was discussed with three different groups:
- Community leaders;
- Architects and urbanists;
- Municipality representatives, as before publishing the guide was also presented in live sessions for 3 municipalities.
","Municipality specialists that have used the guide report that it answered their questions on how to identify stakeholders that should participate as well as answer other questions about participation. It has allowed them to plan and implement meaningful discussions with different stakeholders.
Citizens that have participated in the events designed by the guide reported that the events were well structured and allowed for different groups to engage in a significant dialogue.","The main results of the guide are actualised public participation events that were planned and organised following the methodology set out in the guide. Interviews with participants of these events have shown that all of the groups evaluate such meetings positively and would like to participate again.
It is expected that the guide will be adopted and used in practice by 3 municipalities in Lithuania by the end of 2022. Also, the guide is expected to add to the cultural shift and support the Ministry of Environment in its plans to continue growing participatory culture in public space projects. Namely, the Ministry was advised to add public participation as a quality criterion when evaluating public space projects in the National Architecture Awards as well as create a pannel for sharing good public participation practise sharing in municipalities during the annual Lithuanian Urban Forum.","The practice of wider civic engagement in municipality projects belongs to a wider cultural shift known as New Public Service. In this culture, the main role of civil servants is to help citizens formulate their needs and to serve shared interests, rather than to control and direct. It differs from the classic bureaucracy in which citizens are seen as rather passive recipients of top-down government services. In Lithuania most municipalities are still working and are designed to work according to the more classic bureaucracy model. Thus, in the beginning, it was difficult to find municipalities that would agree to apply and test the pilot version of the guide. This problem was tackled in two steps. First, we publicized the guide widely, which reached several different municipal workers who got interested in the opportunity to use it in their projects. After we applied the guide in several projects locally, it was easier to prove its utility to other municipalities as well.","For the guide to be implemented successfully in each municipality its political and department top officials should take up the leading roles in supporting the culture and values promoted by the guide. Then, involved departments should be continuously trained using the guide materials and keep deepening their knowledge using other similar sources too. Third, municipalities should have a platform to regularly share good public participation practices and share their experiences with each other. Finally, the public sector staff that will implement the guide should start from the very simplest of tasks and processes and gradually take up planning and managing more complex participation designs. Finally, it's important to keep experimenting and accepts that failures are inevitable part of the learning process.","This solution could be replicated in other fields different from architecture and urbanism. The guide sets a methodology for deliberative process that could be used in any other field which needs to design solutions through public participation. Factors that would condition replication could include:
- A need to identify and engage different stakeholders in deliberation
- A need to facilitate structured discussion on a complex topic
- Culture that values democratic approach and is based on the belief that those who are affected by a decision have a right to be involved in the decision-making process
","Before deciding to create a practical guide on public participation our team has invested in thorough analysis: conducted 27 in-depth interviews, did 4 case studies, analyzed 8 relevant to the topic law regulations and 10 strategic documents. Also conducted two surveys targeted at municipalities. The first survey was answered by representatives of all Lithuanian municipalities (60) and the second - by the two thirds (41). Analysis allowed us to find the root problem of low public engagement in public space projects, which was that municipality specialists recognize the value of public engagement, but 50 % them say that they don't have the knowledge for it. In the surveys we have also asked municipalities staff what would help to build the needed knowledge and 83 % said that they need training, 60 % asked for a guide and 50 % said that they would like to learn from the good case examples. Such data-driven reasoning behind our project outputs allowed to create targeted solutions.",,"a:3:{i:0;s:5:""32291"";i:1;s:5:""32292"";i:2;s:5:""32293"";}","a:1:{i:0;s:5:""32290"";}",,https://www.youtube.com/watch?v=Cc6Ek_1u8lE,
32287,"The Civil Service Innovation Program (Gov4SAA)",https://oecd-opsi.org/innovations/gov4saa/,30/09/2022,"Innovation Centre Kosovo (ICK)",Kosovo,central,"a:1:{i:0;s:11:""information"";}","The Civil Service Innovation Program (Gov4SAA)",https://ickosovo.com/gov4saa,2021,"The Office of the Prime Minister of the Government of Kosovo, together with GIZ in Kosovo and Innovation Centre Kosovo (ICK) have developed the Civil Service Innovation Program for Implementation of the Stabilization and Association Agreement (Gov4SAA). The program enables civil servants to identify a challenge and then design a solution in the form of innovative products or services to be used by citizens, government, and other relevant stakeholders.","Kosovo and the EU established contractual relations with the entry into force of the Stabilisation and Association Agreement (SAA) on 1 April 2016. The Stabilisation and Association Process (SAP) is the European Union's policy towards the Western Balkans, established with the aim of eventual EU membership. Western Balkan countries are involved in a progressive partnership with a view of stabilizing the region and establishing a free-trade area. While during the last few years, Kosovo made considerable progress to the EU, much more remains to be done in terms of implementing the reforms required with the SAA. In response to the implementation of the SAA, the Gov4SAA program was initiated in 2021. The program aims to support ideas for public services which contribute to the implementation of the SAA between Kosovo and the EU. Civil servants will identify a challenge and then design a solution in the form of a product or service to be used by citizens, government, and other relevant stakeholders.
Main objectives of the program are: 1) Promote a culture of entrepreneurship in public institutions in the context of EU integration by encouraging innovative ideas and a problem-solving approach to SAA reforms; 2) Promote capacity-building of public institutions in implementation of SAA reforms through practice-oriented mentoring and coaching; 3)Promote cooperation between public institutions, private sector, CSOs and other stakeholders in implementation of SAA reforms through innovative products in support of policy implementation.
The program foresees two phases. The first phase which is currently being implemented, benefits the government officials from 5 government institutions (central and local level) with capacity building measures, networking, and exposure to start-up mindset. During this phase, these 5 teams are developing their prototypes of the products/services identified. The second phase foresees bringing to life these products/services designed by the civil servants and potential financing, benefiting government officials, citizens, job seekers, businesses, CSOs, educators, parents & kids, and tourists. Once finalized, the teams will pitch their projects in front of the jury, in a startup format. Up to 5 final projects will be financed by GIZ.
The first and second stage of the program will be led by the Government of Kosovo, supported by a non governmental organization (Innovation Centre Kosovo) and financed by GIZ. The lessons learned from the implementation of the program will serve as a basis for the Government of Kosovo to institutionalize innovation & digitalization within the Government civil service structures. Hence, the program foresees a big impact and scale for the future, introducing new initiatives coming from the Government of Kosovo and its civil servants in regards to new methods such as: user-centered research, early-stage testing and agile development for their projects, digital transparency and other methods to increase their capacities. The program consisted of a call for application open to more than 20,000 civil servants, intensive information sessions, pre-selection and pitching of 8 teams, and selection of 5 finalist teams. These teams are exposed to different methods and tools consisting of:
1) Intensive Incubation Program (Participation on workshops and meetings with the technical experts);
2) Methodical and technical support;
3) Personal development (Training, practice and development of soft skills);
4) Ability to establish contacts (Access to experts);
5) PR and communication (Media exposure and assistance in communication with stakeholders);
6) Working space, outside of Government premises to stimulate startup mindset;
7) Financing of ideas after completion of incubation program.
During the initiation and design of the Gov4SAA program, several models were consulted from the region and beyond. It was adapted to the needs and conditions of the Kosovo public service environment.","a:3:{i:0;s:3:""876"";i:1;s:3:""335"";i:2;s:3:""257"";}","Gov4SAA program is an innovation since:
1) It is the first and only program in Kosovo that has engaged civil servants to think and work with new innovative methods to contribute to the SAA;
2) Makes it possible for civil servants' ideas to come to life by using human centered design methodology. Most of the ideas getting implemented come from bottom down, not the bottom-up approach;
3) It engages technology, digital solutions and innovation;
4) It connects the government sector to entrepreneurship mindset;
5) Reinforces the collaboration between different institutions.","a:1:{i:0;s:20:""developing_proposals"";}","In September 2022, the Program was at the pilot stage. The teams were developing their solutions (products and services), working with mentors and experts and using tools: project management tools (online software), research tools (surveys, questionnaires, interviews), participating in workshops (design thinking, site visits to companies to get a feeling of startup mindset). The previous to get ready to present their prototypes in a Demo Day and be evaluated by a jury and will receive financing to bring these ideas to life.","The design and the launch of the program was done jointly between the Government of Kosovo, civil society organizations, international donors and incubator labs. The pilot will establish a long term cooperation between the central level (Government of Kosovo), local level (Municipalities) and non-governmental organizations. The ownership of the products/services developed will belong to the Government of Kosovo.","The teams are working on 5 solutions which except to have the following results:
1. Government officials will have access to digital information
2. Job seekers have access to sector information and businesses have access to information on profile availability of job seekers
3. Citizens will be able to have access to information about unsafe products and file complaints
4. Educators, parents, kids and citizens will have access to the platform for road safety awareness
5. Tourists will have information on tourists attractions and services in the Municipality.","Since the pilot program is currently being implemented, the main results and achievements include: 20,000 civil servants had the opportunity to participate in the open call for innovation in the Government; 8 teams consisting of 40 civil servants were shortlisted and trained to pitch for their projects; 5 teams consisting of 20 civil servant are going through the incubation program and are being mentored by the best in country policy and digital experts; 35 % gender balance reached out of 20 participants (from 5 teams); Increased internal capacities of civil servants to incorporate new innovative methods and tools; Improved team collaboration and knowledge building; Future impacts: Improved responsiveness of public institutions to complex policy challenges related to SAA reforms; Turning rough ideas into tested prototypes that are ready to be implemented and ultimately scaled up; Improved compliance with European standards and best practices in key areas under the SAA.","The program faced some initial challenges:
1) Most of the civil servants were hesitant to get involved in the program and underestimated their position for innovative solutions within their departments.
2) Civil servants were skeptical about their availability for participation in the program, due to their workload in their institution.
3) The political developments in the country hindered the importance and prioritization of the program among the high level government officials.
To mitigate these challenges, the program implemented mitigation measures such as: Held information sessions open to all civil servants, individual meeting with mid and senior management level to promote the importance of participation in the program, provided individual assistance to potential participants, and implemented a social media campaign with clear instructions on the benefits of participation in the program.","The support coming from the Office of the Prime Minister of Kosovo remains a key condition for a smooth implementation and also for motivating upcoming civil servants to apply to this project. Other conditions that will make the program successful include: Leadership from mentors, experts to lead the teams towards their final products/services which will contribute to SAA implementation and having in mind the final beneficiaries of these solutions. With the second stage of the projects, we foresee a much higher interest of civil servants, considering also the results and successes of the first stage pilot project.","This solution will be replicated in the second stage of this program, with more civil servants joining the program while solving challenges in other sectors. The program can serve as a good practice for all Western Balkan countries as they are all undergoing an effort to implement necessary reform for membership in the European Union. This goes also beyond the region, since the program has already been promoted to other GIZ partner institutions in the MENA region.
The replication model can be modified to capture other challenges and sectors specifically, where civil servants can work with startups and corporations to address specific challenges: health-tech, edu-tech; green & sustainability; fintech etc.","Being the only program addressing innovation in the public sector in Kosovo, is itself a learning innovative experience. Within this program, we learned that civil servants have ideas but they don’t have the necessary platforms where to state and elaborate those ideas. The selection of tools and methods for promoting innovation in the Government should be carefully selected, as they are key in terms of motivating and inspiring civil servants to become part of novelties within the system.
Key takeaways as of now, that are serving as reflections for the program implementers, are:
1) It is crucial to provide clear and continuous instructions for participation to civil servants;
2) Involve the senior management level early in the process as a measure to support teams in the early application process;
3) Continuously promote the work and the achievement of the individuals and the teams in the program.","The impact of the program/innovation will compress years’ worth of learning into a few months through user-centered research, early-stage testing and agile development supported by internal and external mentors; Civil servants will use more relevant metrics to enhance performance and productivity.
Through transparent and strategic communication about the teams and their learning journeys, colleagues in public administration will become interested in the methodology and approaches used during the program. The program is promoting a culture of entrepreneurship and ownership in government, to encourage public servants to experiment.",,,,https://www.youtube.com/watch?v=zv8vxnmGOCA&ab_channel=InnovationCentreKosovo,
32288,"Reference model for innovation management system",https://oecd-opsi.org/innovations/reference-model-for-innovation-management-system/,26/09/2022,"Ministry of the Interior and Kingdom Relations",Netherlands,central,"a:1:{i:0;s:11:""information"";}","Reference model for innovation management system",https://www.innovatiematurityscan.nl/,2021,"A lot of innovative activities are carried out by Dutch and other governments. Unfortunately, the impact is limited. Innovations are stand alone projects, not implemented or scalable within primary processes. This reference model supports the implementation of an innovation management system for governments. The starting point is an Innovation Maturity Scan. Tooling, training and handouts are available supporting a social and process innovation transition at governmental organizations.","The ability to respond faster to change and come up with alternative ways of working requires innovation management: managing all the activities, procedures and systems that contribute to making it easier, faster and more effective to innovate. So innovation management is about innovating management itself and the teams it leads.
At the same time, it is important that the dynamics of innovation take place bottom-up in as many places as possible and are not just top-down driven by management. Innovation management thus requires personal leadership, social and process innovation from everyone involved in innovation.
To support the implementation and application of innovation management, the ministry has the following services, trainings and tools available, among others:
- Innovation Maturity Scan: an online tool that quickly gives a picture of the maturity of the organization's innovation strength. Can be conducted as a self-scan or guided by a certified consultant;
- Innovation Management System for Government Professional (IMS GOV Pro) training: a special for government officials training designed and conducted in collaboration with the Total Innovation Management Foundation. Certified professionals work as consultants or within their own organizations;
- Innovation Project Roadmap: a thoughtful approach developed for the central government in collaboration with the Center for Innovation at Leiden University. This approach is supported by a comprehensive set of canvases, to be used in workshops and work sessions;
Implementing such a structured approach to innovation leads to higher innovation capacity, which manifests itself as follows:
- More engaged and empowered people in the organization;
- Greater ability to collaborate internally and externally;
- Increased ability to deal with uncertainty and opportunities;
- Improvement and broadening of services where appropriate;
- Reduced costs, efficient use of resources and more sustainable operations;
- Greater understanding of innovation developments;
- Increased citizen and stakeholder satisfaction;
- Strengthened reputation and appreciation of the organization;
- Improved compliance with regulations and other relevant requirements.
The innovation management model provides the criteria for setting up one's own innovation management system (IMS) within a (government) organization. Each element of the model addresses the basic requirements essential for implementing innovation in an integrated approach in relation to the organization's objectives.
The model provides input to the organization and the processes to be worked out around innovation. It is the first of its kind because of the possibility to start in an accessible way with an Innovation Maturity Scan developed specifically for the government and afterwards to carry out or take a thorough and structured assessment in the full breadth or in parts that can lead to a qualitative assessment of the innovation capability and the corresponding advice.
'Maturity' gives an indication of the potential success of an innovation project or innovation.
We label the indications (including an estimate of the lead time for elaboration and implementation to get to the next level) 'levels of maturity' and they stand for:
- Level 1 The organization is still on the eve of starting an innovation management approach, innovations have little or no desired impact and are not deployed from an integral vision and strategy (research and start-up of first implementation innovation management system takes 3 to 9 months);
- Level 2 The organization is convinced of a more structural approach with innovation management and starts to implement parts of this approach step by step. Consequently, the impact of innovations increases (this further development of the proprietary model will often take another 6 to 12 months);
- Level 3 After implementation of the innovation management system follows a phase in which the organization, processes and culture must begin to fit innovative working. Acceptance and enthusiasm start to increase as innovations produce the desired effects (count on 12 to 36 months for this difficult step and intended effects);
- Level 4 The organization is maturing in the area of innovation and these now begin to have major, positive impact at a faster pace, on a larger scale (24 to 48 months or more lead time);
- Level 5 At the highest maturity level, this impact is continuously present and innovations with impact are landing in the organization (upon reaching this level, continuous successful development takes place and there is also room for more radical innovation).
The scan provides a first indication of the development points for the organization to reach a higher level in parts or across the board. A more qualitatively weighted and detailed analysis can follow on the basis of an in-depth assessment.","a:6:{i:0;s:3:""876"";i:1;s:3:""260"";i:2;s:3:""623"";i:3;s:3:""612"";i:4;s:3:""619"";i:5;s:3:""354"";}","The search for the 'silver bullet' is like the one for the Holy Grail: it will never be found. That's why we have set up a comprehensive set of content (models, information, insights), tools (online, canvas, step-by-step schemes), workshops, training and communities supporting building every governmental organizations own innovation management system.
The focus on a systematic way of working is new, the integrated approach is new, and last but not least the online Innovation Maturity Scan is unique for governments (and can easily be adjusted for local use as well).","a:1:{i:0;s:14:""implementation"";}","The Innovation Maturity Scan is live, the first 50 professionals are trained, over 20 canvasses are developed and available, training material is in place and available via an eLearning platform, two communities are live (one for interested colleagues, one for trained professionals). The insights of the training and outcomes of the maturity scans have been used in over 20 different governmental organizations in Holland already within one year. OECD / OPSI has shown interest in re-use materials and tooling (in English).","We have a 3-year partnership arrangement with the Total Innovation Management (TIM) Foundation on transforming their models and material fit for use in the context of governmental innovation activities. Besides, TIM trains innovation professionals within various departments and organisations for using the model, tools and materials. TIM certifies these professionals and in cooperation the community is managed. There is a strong ecosystem with companies and educational institutes as well.","Stakeholders are senior government officials and advisors. The TIM foundation has already created a spin off set up for local governments and civil society organisations together with a commercial publishing company for this target group.","After the first year we have conducted a study on the direct and indirect impact by using the model, tooling and material on improved innovation activities. The results are very positive and promising, since we've only just started:
- 8% has created more structure on innovation activities
- 16% has shared insights with the top-management and 24% with colleagues
- 23% has expanded the ecosystem for the organisation
- 17% has further explored ways to innovate due to the training
We expect tot train around 50 professionals per year with an impact on around 20 - 25 new organisations as a result. Due to the nature of the cooperation with TIM we already save 50% on innovation training expenses. Content is now co-owned and therefore open for sharing amongst governments and other institutes. The use of the Innovation Maturity Scan is free of charge and open for all organisations and citizens (available in Dutch and English). A scan for innovation projects as a spin off is also now made available.","We started 2 years ago with models originally developed for commercial use. To transform that into governmental use (and language) was the first big step. Then we had to adjust several approaches and steps in the models to make it fit for use. By various workshops and training sessions we collected feedback and fine tuned the model, material and training.
Corona slowed down the development, since setting up this kind of work and community asks for a lot of face-to-face interaction. Only Autumn 2021 and starting in 2022 the whole concept started to scale up.
We now make use of the hybrid way oof working and instead of a barrier we use online tooling for expanding our network and training facilities.
To activate everybody on a platform for sharing information and insights is still a challenge. We expect this to improve by starting to organise more network sessions and hire support to facilitate communication and commuity activities.","What we need is an ongoing partnership with the TIM Foundation, a not-for-profit international institute. The need for financial support is limited since most of the work has been carried out. Except for continuous training and updating the content and models. This will be covered by a personal community membership of only 295 euros per year.
Furthermore, as pointed out, we will need professional support in community management and communication. This could be offered in-house by the ministry.","The online maturity scan can be adapted very easily and be made available for other purposes. Like measuring maturity levels on others subjects. Or rebuild for other countries, governments, institutes. The formula of creating materials, tooling, training and a community using en further developing this, is key for success. This formula in itself can be duplicated for other use as well.
The maturity model focusses on developing a more open, innovative organization. Parts of this model can also be used for professionalize innovation project management.
The online tool has been re-used with different questions and labels for measuring other maturity levels. For instance the status of a regular (non-innovative) project at hardly any additional costs.","Innovation management and structuring it is relatively new to governments. It takes support from leaders and a comprehensive set of activities, material, tooling and an ecosystem with participants and parters to build.
The community of trained innovation professionals is very valuable.","See for more information on innovation management model the website The Innovation Maturity Scan (innovatiematurityscan.nl).
We are willing to share all models and information in English if applicable.
Many thanks for the opportunity to apply and share our insights!","a:1:{i:0;s:5:""32294"";}",,,,
32295,"Take Your Qualifications With You : Mobile National Technical Qualifications Service",https://oecd-opsi.org/innovations/mobile-qualifications-service/,30/09/2022,"Human Resource Development of Korea",Korea,other,"a:2:{i:0;s:9:""education"";i:1;s:10:""employment"";}","Take Your Qualifications With You : Mobile National Technical Qualifications Service",https://license.nid.naver.com/non-subscription?type=login,2021,"Aware of the ongoing digital transformation and user needs, HRDKorea (Human Resources Development Service of Korea)partnered with the private sector to leverage industry-leading technology for the creation of the Mobile National Technical Qualification Service. The certificate layout was fully reconfigured to fit the smartphone environment and used blockchain technology to develop a service that now allows users to immediately access their certificates on their mobile phones. The previous model of our certification service caused unnecessary time waiting for service users and public resources expenditure.","Every year more than 3.5 million people apply for Korea’s National Technical Qualifications. Designed to represent an individual’s capacity as objectively as possible, they are integral to one’s career, academic degrees, pursuing a livelihood, and other important personal milestones. As the popular Korean expression “N-jabreo"" (A person with ""n"" number of jobs) shows, ever more people are aspiring to create a business or an additional income channel by becoming certified with the National Technical Qualifications. Unfortunately, the previous model of our certification service designed for an offline/in-person environment caused unnecessary time and resources expenditure for HRDKorea and its service users. Each year the 700,000 or so successful test-takers had to spend time and money to personally visit our district offices to obtain paper certificates, or wait for the certificate to arrive by post (3-4 days, with costs for processing fees) . A 2019 report on the needs of our service users further showed there was demand for certificate formats other than paper.
Another issue with paper certificates are their vulnerability to illegal activities. Counterfeiting, forging, or loaning out certificates diminished public trust. Such bad faith activities had to be shut down to safeguard Korean citizens to have their capacities assessed fairly. In response to these phenomena and society’s demands, we decided to collaborate with private sector businesses with outstanding problem-solving capacity to find an innovative solution. The Mobile National Technical Qualifications Services initiative began at this point. As people spend more time on smartphones, this mobile environment became the setting for sharing happy and proud moments, maybe create an alternative persona, or build a personal network. We sought to move in step with this current trend and make the National Technical Qualifications Service accessible from the mobile phone. An MOU for innovating commonly used public services was signed in 2020 with two private sector operators of public-facing digital platforms that are the most intertwined with the lives of our citizens : Naver and Kakao. This kicked off the development phase of the Mobile National Technical Qualifications initiative.
Breaking away completely from its previous paper-based format, the certificate layout was fully reconfigured to fit the smartphone environment. HRDKorea’s Q-Net - national qualifications data aggregation platform - synced its qualifications holder database with Naver and Kakao who used blockchain technology to develop a service that allowed users to immediately access their certificates after an authentication step on their apps. In January of 2021 the Mobile National Technical Qualifications Service came online. Certificates were now accessible for use on-demand through either the Naver or KakaoTalk app without having to download a separate purpose-built application. Within the year of launch alone more than 2.3 million users accessed the Service, quickly establishing itself as a widely used public convenience service. We also implemented strategic collaboration projects to expand the use of Mobile National Technical Qualifications.
When Naver develops integrated services with a job search website, HRDKorea also provides data to this website. Therefore, even when jobseekers are filling out CVs on that website, they can enter the HRDKorea qualifications data which has been saved to Naver. Further, for KakaoTalk users certificates come with digital badges for their profile images. This makes it easy to represent or recognize credentials on the messenger, which contributes to having a business enabling environment on the platform. As such, the Mobile Technical Qualifications Service is not just an extension of the certification program, but is actually an augmented service that performs the added role of a bridge between individuals and the job market. Along with acting as a safer remote option of providing certificate issuing services during the pandemic, an annual cost reduction of KRW2.1 billion (approx. USD1.4 million) further helped operation efficiency. Cost and time burden upon the public has been almost completely removed while providing safer and more diverse application options. HRDKorea will use this experience to continue developing ways to make public services more convenient for users and to diversify the user experience through private sector collaborations.","a:4:{i:0;s:3:""162"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""283"";}","This is the first time a public agency tasked with operating national qualifications programs has developed a smartphone-based certificate for on-demand credentials checks. Access to public service is enhanced by leveraging high-penetration platforms for service delivery. HRDKorea selected Naver and Kakao as partners for the Mobile Technical Qualifications Service and provided them with access to its data. User convenience is significantly improved as no document scanning is needed, nor the downloading of a new app as the Service runs on either one of the two apps almost every Korean already has. Any citizen simply needs to follow an authentication step and they'll have their digital certificate in hand. Perhaps most importantly, the Mobile National Technical Qualifications Service has a modular design that fits into a wide range of other services. More than just a guarantee of qualifications, it is an active communicator of the person’s capacity when doing business or during job searches.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Mobile National Technical Qualification Service needs to understand whether it currently meets the needs of its customers and consider areas where it can be expanded further. First, KakaoTalk exposes connected mobile certificates to personal profiles in the form of digital badges to exchange qualification information with or use them for talent donations and business activities. In addition, Naver automatically submits connected mobile certificate information to various job portal resumes, making it easier to fill out resumes. These services will prevent unfortunate cases in which job seekers fail in the hiring process due to incorrect qualification information on their resumes. HRDKorea will explore another area where we can leverage the infinite potential of The Mobile National Technical Qualification Service to enhance customer convenience.","A service development MOU was signed with Korea’s 1st search engine (Naver) and messenger app (Kakao) for improving public services and ease-of-use. HRDK thus enlisted powerful tech solutions and talent from the private sector for its Mobile National Technical Qualifications Service to be delivered upon platforms most Koreans are already plugged into. Incorporating private sector resources for designing, developing, and launching the Service meant a timely delivery was practically guaranteed.","The Service can be used by any qualification-holder, regardless of resident status. This free, on-demand solution works across devices, making credentials checks that much easier. The Korean government even recognizes this mobile certificate as legal ID for national qualifications tests and elections, removing the need for checking physical ID and greatly improving public service efficiency on all fronts.","In 2021 – the launch year – more than 2.3 million people used the Service. About 700,000 people acquire National Technical Qualifications each year, so the initiative has established itself as a widely used public convenience service in a short period. It was selected as the 2021 Citizens’ Choice for Outstanding Government Innovation, and was invited to showcase at the K-Innovation Expo. Today, the government even allows its use as ID for national qualifications tests and elections.
This is the first time a public agency operating national certifications has developed a mobile-based certificate, thus leading digital innovation in public services, as evidenced by various peer organizations such as Korea Chamber of Commerce and Industry, Korea Coast Guard, and G-TELP Committee of Korea following suit. The initiative also reduced costs by about USD1.4 million, while also strengthening public trust by preventing misplacing of paper certificates, or forgery and other illegal practices.","The biggest issue the initiative sought to tackle was forgery, illegal borrowing of certificates, and personal data protection. A tech firm capable of delivering dependable, secure, and trusted solutions was needed. The government reviewed security practices of Naver and Kakao and chose them as partners. We utilized security consultation programs provided by the Ministry of the Interior and Safety to enlist the aid of external experts to examine the security profile of the Service and conduct personal data impact assessment. Security features such as biometrics, holograms, and blockchain technology in the mobile certificate further prevented misplacement and illegal use. Naturally, there were gaps between the private and public sectors, including work practices and tech fluency. Though HRDKorea had comparatively limited resources, assigning complementary roles, and sharing knowledge, experience, and working realities helped close the gap and arrive at the successful innovation.","The first condition for the success of this innovation was the decision to utilize an established digital infrastructure which greatly reduced time and cost, allowing timely development of an essential public service. Despite HRDKorea being limited in resources, its accurate assessment of user needs enabled an effective public-private partnership. As a physical certificate is unwieldy and vulnerable to misuse, we decided to become the first to develop an innovative alternative. As a result, HRDKorea further strengthened its competitiveness by leveraging the capacity of the private sector to deliver public service at the level citizens are used to. The second condition for success was ease-of-use. The Service does not require its own app and runs on widely-adopted platforms –Naver, KakaoTalk –which bypasses the need to scan a physical ID for authentication when accessing the Service. If you are logged into Naver or KakaoTalk, basically you have access to your certificates.","What distinguishes the Mobile National Technical Qualifications Service is that it is not only the certificate’s digital twin, but also seamlessly and effectively communicates an individual’s qualifications and thus enables both doing business and job searches across major platforms. On KakaoTalk, the Service comes with a digital badge for the profile image which makes it easy to signal/assess qualifications while messaging, with additional features to enable volunteerism or entrepreneurship.
Through the Naver app, attaching certificates to CVs on job search websites has become quick and accurate, which precludes mistakes in entering qualifications so that you do not get passed over because of a typo. As such, the Mobile National Technical Qualifications Service has incredibly broad application potential which we will continue to develop to empower jobseekers while acting as a bridge connecting employers to skilled talent.","On the day of test outcomes, the lines for certificates at HRDKorea district offices stretched endlessly. This was perceived as a public health risk in the early days of the pandemic. The Mobile National Technical Qualifications Service may be considered a model case of rapid response by a public institution to potential social dangers. It also catalyzed a shift in the organization’s attitude towards change from wariness to confidence. Carrying around paper certificates or turning the home upside down to find it will all be stories of the past, as will visiting HRDKorea district offices to issue certificates or counting days until it arrives in the mail. This innovation taught us the value of public-private partnerships and how this holds opportunity for radical reimagining of how public services are delivered. HRDKorea will continue to diversify both its services and how they are delivered, while also searching for additional areas for innovation and digital transformation.",,"a:1:{i:0;s:5:""33188"";}",,https://www.youtube.com/watch?v=3i2jzst2sbk,https://www.youtube.com/watch?v=Sl4TWVHZTkc,
32328,"Delivering a personalised citizen experience using Rules as Code as a shared utility",https://oecd-opsi.org/innovations/rac-as-shared-utility/,30/09/2022,"Salsa Digital Pty Ltd",Australia,central,"a:1:{i:0;s:11:""information"";}","Delivering a personalised citizen experience using Rules as Code as a shared utility",https://salsa.digital/demo/rules-as-code-poc-govcms-doc19/about-proof-concept,2022,"The Australian Government - Dept of Finance sponsored a Proof of Concept (PoC) that looked at how Rules as Code (RaC) might be provided as a shared utility that can be used to deliver simpler, personalised digital user journeys for citizens. RaC is the process of taking legislation and regulations and turning them into machine-readable code. It provides many benefits to citizens and government, including greater reuse, less duplication, greater transparency and accessibility of rules.","The opportunity was a multi-vendor PoC project the Australian Department of Finance ran to explore ways to enable greater personalisation of government web-based services.
The Australian Government has a single whole of government website capability called GovCMS, which is a modular and open source platform. This enables the opportunity to extend, integrate and complement the platform with an open marketplace of companies, services and solutions.
The first innovation is in the approach to market taken by the Department of Finance to draw out innovative ideas to extend GovCMS capabilities for the hundreds of government departments and agencies across Australia.
The second innovation, and the main subject of this case study, was the use of Rules as Code as a PoC to explore the opportunities for a rules utility capability in the GovCMS toolbox, which departments/agencies could then easily incorporate into their online services as part of the GovCMS ecosystem.
Across government jurisdictions, the models for creating, using and changing legislation, regulation and rules were developed for use in a non-digital age. Some of the challenges that this presents include:
- Once developed and drafted, there is the complexity of scaling and implementing legislation and regulations
- The limited re-use of legislation and business rules impacts the speed of implementation for government and industry, and increases costs
- Duplication of legislation and business rules introduces risks of misalignment due to timing of updates, and possibly ambiguous or contradictory rules.
Furthermore, users struggle to understand the services available and what they are entitled to. This could result in people applying for payments they are not eligible for, wasting valuable time and effort and diminishing trust in Government systems.
RaC provides an easy-to-reuse and legislative based rules utility that can provide user journeys that transcend government and jurisdictional boundaries, offering a truly citizen-centric or ‘simple pathways’ where people can easily find out about rules and entitlements relevant to their specific needs.
RaC can foster greater government transparency, openness and accountability in that rules mapping, statements and code can all be made public, allowing the interpretation of the rules to be challenged and verified. RaC can also facilitate greater accessibility and more equitable distribution of benefits in that citizens can access the rules through any number of different user interfaces and devices.
While RaC and RaC technologies have been available for many years, the vision of providing RaC as a shared, centralised service or utility, hosted and maintained on a common technology platform has not been widely tested. The PoC helped demonstrate how such a shared, Open Source, API based RaC platform may work in practice. It helped answer some of the questions around scalable technical architecture, API integration, security, change management and governance processes.
‘My COVID Vaccination Status’ was chosen as the subject for the PoC, drawing from publicly available COVID vaccination rules available from Australian State and Federal health websites. A simulated health website was then developed that called on a rules engine using open source Drupal and OpenFisca technology solutions.
The PoC provided simple user journeys that helped answer the questions:
- Am I up to date with my COVID vaccinations?
- Do I have to be vaccinated for my job?
Regulations from both Federal and State jurisdictions were codified and hosted on the rules engine and accessed by a single web form instance providing a simple, citizen centric user journey.
PoC deliverables included the COVID RaC demonstrator website and a Whitepaper outlining PoC findings and recommendations.
The hundreds of departments that use GovCMS benefited from the procurement exercise and from the Rules as Code PoC, which led immediately to design and architectural discussions to improve the citizen experience of government services, but also enabled a community of government innovators the ability to collaborate together on new concepts and delivery opportunities.
The PoCs, including the Rules as Code PoC, are being assessed by the GovCMS community to prioritise new capabilities they could leverage to improve and personalise government services for citizens.
If Rules as Code is chosen as a new GovCMS capability, every department and jurisdiction using GovCMS will immediately be able to leverage the benefits and opportunities presented from Rules as Code, providing an immediate and easy path to scalability and adoption across the sector.
The normalisation of Rules as Code in service delivery would provide immediate benefits for policy makers and thus enable a rapid pathway to agile, iterative and test driven policy development.
Note that, to date, Dept of Finance has made no decisions on any future role that RaC may play in the GovCMS program.","a:19:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""239"";i:5;s:3:""623"";i:6;s:3:""611"";i:7;s:3:""302"";i:8;s:3:""303"";i:9;s:3:""615"";i:10;s:3:""612"";i:11;s:3:""617"";i:12;s:3:""320"";i:13;s:3:""618"";i:14;s:3:""354"";i:15;s:3:""621"";i:16;s:3:""373"";i:17;s:3:""211"";i:18;s:3:""217"";}","While RaC and RaC technologies have been available for many years, the vision of providing RaC as a shared, centralised service or utility, hosted and maintained on a common, Open Source (Drupal and OpenFisca) technology platform has not been widely tested.
The PoC helped demonstrate how a shared, API based RaC platform may work in practice. It helped identify the challenges and provided innovative pathways and suggestions covering the following areas:
- rules mapping and codification processes and artefacts
- rules engine technical solution design
- rules code and rules content interoperability
- API architecture that supports diverse range of user interfaces such as web, voice, mobile app & other 3rd party systems
- system maintenance, security and data privacy
- change management processes extending to external system dependencies
- RASCI modelling
- RaC governance structures to facilitate interoperability
These components required for hosting and managing Whole-of-Gov platforms","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","The PoC has provided an MVP RaC process and technical solution that can be reused, reconfigured and/or extended and to meet many other government rules use cases. That said, while Dept of Finance is using the inputs from the RaC PoC to inform their roadmap decision making process, no decisions have been taken to date on RaC and any future role that it may play in the GovCMS programme.
However, all of the technologies used for the PoC are Open Source and all of the code, findings and other PoC artefacts are freely available from Salsa Digital, the RaC PoC vendor.
Any other government agency or jurisdiction is welcome to engage Salsa Digital or any other vendor to evaluate, experiment, develop and productionise their own RaC system and service, using the PoC artefacts to meet their requirements. It is hoped that in the spirit of open source, and collaborative innovation, further RaC learnings and development are likewise shared openly with the wider government community.","Dept of Finance commissioned the RaC PoC and set the scope.
Salsa Digital delivered and showcased the PoC and related artefacts.
Salsa Digital engaged world leading RaC and Digital Transformation experts such as Pia Andrews (AWS Strategic Advisor-Public Sector) and other technical leads that have worked on RaC projects in Canada and New Zealand.
Many representatives from Aust govt agencies attended the Dept of Finance (GovCMS) community showcase and provided commentary and feedback.","The key stakeholders were Dept of Finance (GovCMS) who commissioned the PoC and represented the requirements of the wider GovCMS community.
The key beneficiaries of any future RaC solution will be Australian citizens who would gain access to citizen-centric digital user journeys.
Other beneficiaries would include other govt and private entities that would have access to verified source of machine readable rules that can be integrated into their own systems.","The PoC provided a reference example of how written versions of reasonably complex regulation, in this case COVID vaccination rules, can be codified and successfully deployed in a rules engine.
The PoC also delivered a working model of a hosted RaC technology solution using Open Source Drupal & OpenFisca applications. This, along with openly available code and process documentation, can be reused by any other government agency to build their own RaC solution.
The simulated COVID website provides a real world experience of how RaC can be used to provide citizens their current vaccination status by answering a handful of simple questions via an accessible and anonymous user interface. This would have otherwise been a complex, time consuming exercise.
The Whitepaper provides insights for Whole-of-Gov programs wanting to implement RaC systems and processes.
RaC showcase sessions inspired participants to consider new and innovative ways of presenting government rules to citizens.","A key challenge was not having direct access to the relevant policy expert but instead relying on published web material to derive reasonably complex COVID vaccination rules. While all sources were dated (which is great) at times it was hard to work out how the source/information related to one another. Was all ‘old’ stuff no longer relevant? Were some sections still valid but others not? How about misalignment in terminology used by different jurisdictions?
These perceived ambiguities and contradictions in the actual regulation highlighted the need for a ‘single source of truth’ for rules and the need for policymakers to draft policy both in written and machine-readable code (RaC) formats simultaneously.
Another challenge is finding champions in Govt agencies that understand the far-reaching vision and potential of RaC that aren't deterred by the challenges of learning and implementing new technologies and new ways of working.","RaC requires the support of a large govt agency to show the way for it to be adopted and accepted broadly across other govt agencies and jurisdictions. While the French govt has taken the lead with their Mes Aides service (which uses RaC to inform French citizens on their eligibility to 32 social benefits) further momentum is required through having more, large government agencies sign up and deploy RaC systems in production.
RaC governance structures like a RaC Council would ideally be needed to ensure standards for interoperability of coded rules and RaC process frameworks. This will help consumers of RaC services develop citizen-centric application interfaces that transcend agency and jurisdictional boundaries by being able to more easily ‘merge’ rules across agencies through standardisation.
We also need the sponsorship for a well managed, secure, performant shared Open Source RaC platform to help lower the barrier for agencies to experiment, discover and deploy RaC systems","The PoC delivered a working model of a hosted RaC technology solution using Open Source Drupal & OpenFisca applications. This along with openly available code and process documentation can be reused by any other government agency to build their own RaC solution.
Should Dept of Finance (GovCMS) – or equivalent central government agencies in other jurisdictions – choose to invest in a secure, performant shared Open Source RaC platform, it will lower the barrier for agencies to experiment, discover and deploy RaC systems. And it will fast-track the adoption of RaC more broadly.
While individual agencies, notably the French Government, have implemented RaC for specific use cases, to our knowledge no government entity has implemented a common, RaC platform as a shared service or utility for other government agencies to use.
Salsa Digital will also share the PoC learnings, tools and code with the GovZero New Zealand - RaC initiative through its existing ongoing relationship.","The PoC experience significantly expanded our understanding of the benefits and opportunities of RaC when delivered as a centrally managed, well governed, shared service or utility.
In addition to the benefits to citizens through simplified user experiences, the benefits to agencies in maintaining a single-source-of-truth for their rules, there is the potential to enable further downstream innovation by providing reliable access to standardised, verifiable and trusted government rule sets as a utility. Imagine your official COVID app having a link to 'check my COVID vaccination status' and having the backend system use your COVID cert details to check against the RaC platform and return the result. Then when the rules change, imagine how much easier change management would be. Going further, policymakers can use the RaC utility to test or simulate the impact of policy changes during the drafting phase and the list goes on.
The lesson, RaC is a key enabler of government innovation","As we embarked on this PoC journey, we listened to accounts from people wanting to know if they were up to date with their COVID vaccinations and having to spend hours trawling through health websites trying to find an answer. Even after investing this time they were still left with some uncertainty. Then when our RaC analysts began their own research to find definitive responses to questions about COVID vaccination status, they had a similar experience.
Then, toward the end of the PoC project, using the live demonstrator website for the first time and by answering a few simple questions, receiving a definitive (non official) response such as ‘Yes you are up to date with your COVID vaccinations’ the power and potential of RaC was evident.
We were further excited to know that a voice device, mobile app or other systems could, via the PoC platform’s API’s, potentially access the same rules and deliver the same response.
These are just some of many other RaC use cases & possibilities","a:5:{i:0;s:5:""33109"";i:1;s:5:""33110"";i:2;s:5:""33111"";i:3;s:5:""33113"";i:4;s:5:""33116"";}","a:7:{i:0;s:5:""33127"";i:1;s:5:""33129"";i:2;s:5:""33130"";i:3;s:5:""33131"";i:4;s:5:""33132"";i:5;s:5:""33133"";i:6;s:5:""33134"";}",https://www.youtube.com/watch?v=EeZI9bm5st8,https://www.youtube.com/watch?v=dmuRXEbPKbk,
32342,BarevBalik,https://oecd-opsi.org/innovations/barevbalik/,28/09/2022,"Armenia National SDG Innovation Lab",Armenia,central,"a:3:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:7:""science"";}",BarevBalik,https://barevbalik.am/,2022,"In response to the absence of a reliable digital tool that empowers mothers and parents with evidence-based methods of healthcare, the BarevBalik (Hello, Child!) platform (website and mobile app) was developed in cooperation with the Republic of Armenia's Ministry of Health. It is a ""one-stop-shop"" for maternal and child healthcare that provides access to health information, information on public health services, digital tools, and a digitalized health service.","In Armenia, maternal and child mortality ratios are higher than the European average. This presumes that the quality of healthcare services in this sector requires improvement. Since quality healthcare is dependent on both patients and practitioners, one of the biggest contributing factors to this reality is the low level of awareness among pregnant women and parents, who often fail to acknowledge health problems, raise them with the right institution and practitioner, and refrain from over-intervening or using non-evidence-based methods to treat conditions and illnesses at home. The situation is exacerbated by the distrust towards the healthcare system and its employees, leading to worsened health outcomes for young children and pregnant women.
In this context, the SDG Innovation Lab with the support of the Ministry of Health conducted several co-designing sessions to identify the latent needs of the citizens in this regard. The team ideated and implemented a digital platform that is reliable and provides evidence-based tools, services, and information.
The objectives of this initative are:
1) Catalyze modernization of the maternal and child healthcare system in Armenia
2) Make personalized health information accessible to patients
3) Empower citizens with evidence-based information and access to their benefits and eligibilities
4) Lay the foundation for evidence based policymaking in the maternal and child healthcare system in Armenia
Based on the user's requirements, several digital health tools such as ovulation tracker, sleep tracker, breastfeeding tracker, contractions counter, and financial eligibility checker are incorporated into the platform. One service, children's vaccination tracker, has been selected along with users for digitalization and piloting. This also facilitates coordination and management between primary healthcare institutions and parents of children through sending push notifications as reminders for children's vaccination date.
BarevBalik platform provides health information on the most common health conditions and diseases in reproductive, prenatal and pediatric health. It also entails a map of ""services near me"", where users can identify the closest hospitals and health institutions by selecting a health service. Also, they can download reports on the health data they have inputted to communicate with their physicians.
The platform will be handed over to the Ministry of Health for maintenance and future development and expansion. And currently, a second phase of digitalization and expansion is being ideated.","a:5:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""609"";i:3;s:3:""614"";i:4;s:3:""618"";}","BarevBalik platform is innovative because:
1) For the first time in Armenia it unified health information, tools, and services under one platform
2) It is developed using Design Thinking methodology
3) It has accessibility tools for people with impaired vision and short attention span
4) It has data interoperability to authenticate parent-child relationship to benefit from the digitalized vaccination record of children
5) It has integrated Mobile ID technology in the platform for strong authentication
6) It provides access to personalized health information of children for the first time in Armenia
7) It incorporates first ever health tracking tools in Armenian","a:3:{i:0;s:20:""identifying_problems"";i:1;s:14:""implementation"";i:2;s:9:""diffusing"";}","BarevBalik maternal and child health platform has been launched in June 2022. As of today, the platform has over 2200 registered users and over 20,000 website visitors. Digitalized vaccination record acquisition is currently being tested in the testing environment. It is provisioned to test the service full-scale in the production environment in October 2022.
Currently, handover of the platform to the Ministry of Health is being organized and the second phase, which entails expansion of digitalized services, is being ideated and fundraised. The second phase mainly focuses on creating a cooperation model between primary healthcare institutions and primary education institutions to identify health conditions in children early on and enable early intervention for better health outcomes. In addition, digitalization of school entrance health screening for children is being explored.","Government officials have taken ownership of the innovation and have also included it in their list of priority activities for 2020-2025. They have also provided support in creating an e-health partnership and have facilitated digitalization.
Viva-MTS provided the opportunity to integrate Mobile ID technology into the platform.","The government modernized the maternal and child healthcare system. Now, it has a digitalized health service that is most demanded by parents of children up to age six. Citizens are empowered with health information, tools and service.","BarevBalik platform has over 20,000 website visitors and around 500 application downloads. The overall number of registered users are around 2,200.","In the context of health service digitalization, there were a range of challenges that were faced:
1) Inaccuracy and inconsistency of databases and data in providing personalized health services.
2) Ensuring data privacy and data protection, which was resolved by the interoperability of state databases and a strong authentication system.","
- For sustainability purposes, it is extremely important for the relevant governmental body or institution that is ready to allocate budget to have an ownership of the innovation.
- Design thinking methodology has proven useful in developing a digital platform that serves the needs of both the citizens and policymakers.
- Covid-19 has contributed to the ease of access to digital tools and it generated a wider support for the developed platform.
- A dedicated team and in-house capacity who dares to innovate despite all the risks and challenges.
","The innovation can be replicated in any country by tailoring it to the healthcare system and public service modernization needs of the country.
Interoperability of databases and developing a unified platform for every life event, such as pregnancy, birth of a child, etc. can be replicated by other ministries for the purposes of breaking silos and working in a coordinated manner in providing public services to citizens. This is a governance method where citizens do not need to proactively apply for and follow up to receive services. Through their personal identifier, public agencies can identify the service needs of the citizen and proactively initiate the service delivery with less cost and time. This can be an opportunity for collaboration between Ministries of Education, Labor and Social Affairs, and Justice to deliver digitalized services to citizens.","It is important to coordinate government and public sector resources effectively to avoid duplication of resources that are spent towards the same goal. Systems mapping and stakeholder engagement management is extremely valuable to this end. High level ownership and support from leadership facilitates navigating through the challenges.
Citizens, in many cases, are aware of their problems and their explicit needs. Citizens' experience with the public institutions and public services are valuable in extracting insights that can fuel your innovation. Democratizing decision-making whenever the team is unsure about the path to follow is always a good option. Engage and involve potential users in the process of decision making, that way you will have a reliable ground for ruling out or resorting to options.",,,,,https://youtu.be/YtEcHMW2nVw,
32348,"The Regulators’ Pioneer Fund (RPF)",https://oecd-opsi.org/innovations/the-regulators-pioneer-fund-rpf/,28/09/2022,"Department for Business, Energy and Industrial Strategy","United Kingdom",central,"a:1:{i:0;s:7:""science"";}","The Regulators’ Pioneer Fund (RPF)",https://www.gov.uk/government/publications/apply-for-the-regulators-pioneer-fund-round-3,2017,"The rate of innovation often exceeds the speed at which regulatory systems can adapt, blurring lines between sectors and cutting across transitional regulatory and geographical boundaries. The RPF aims to keep the UK at the forefront of regulatory thinking and experimentation. It sponsors projects, led by regulators, aiming to help create a UK regulatory environment that encourages business innovation and investment. It is market-led and uses real-world innovation settings to deliver.","Regulatory frameworks can sometimes act as a barrier to innovation if they unintentionally slow down or prevent innovative products or services from reaching the market. In 2017, the Regulators’ Pioneer Fund (RPF) was developed and launched by the Department for Business, Energy and Industrial Strategy to address this – recognising the important role regulators play in enabling an innovation friendly environment and encouraging innovative regulatory thinking and experimentation. It was a way of helping encourage innovation without risk.
The RPF provides grants to market-led projects by regulators and local authorities which help to develop a UK regulatory environment that encourages business innovation and investment. The emphasis is on projects that are ambitious, collaborative, innovative and reflect a research, learning and experimentation approach to regulation. They also address regulatory challenges associated with market innovation, emerging technologies or new/disruptive business models. Projects which embody “innovation friendly” regulation thereby encouraging investor conditions within the UK. It enables regulators to address real challenges through novel and/or experimental approaches, support innovation in their sector and build capability to work more innovatively themselves. The opportunities within the RPF are endless.
There have been 3 rounds of the RPF to date, each with its own competition and aligning with the UK Government’s priorities of the day (the current third round has a particular emphasis on seizing opportunities arising from the UK’s new global trade arrangements, reducing regulatory burdens on business, reducing the cost of living and making a difference to the everyday lives of people and businesses, place-based innovation, and the transition to a net zero economy). It is a competitive bidding process for RPF grants, with projects needing to demonstrate how their project isn’t just BAU but innovative and benefits businesses and consumers.
Independent evaluation of RPF 1 and 2 shows the majority of RPF projects reported that, without the RPF funding, they would not be able to undertake such projects due to a lack of available funding and resource. The RPF created the space and finances to innovate, allowing truly innovative work to be conducted without significant consequences of failure. Where regulators and local authorities reported that they would have taken their projects forward without funding, they also noted that they would not have had such an emphasis on collaboration with other stakeholders within their sector, or with other regulators or local authorities. Several regulators have continued to enhance or further develop outputs created during their RPF project along with using evidence gathered to build business cases, develop new projects and secure additional funding for continued innovation work outside of the RPF.
Businesses, consumers, regulators, local authorities, government, etc. all benefit from these innovations. Regulators, local authorities and government benefit from increased regulation transparency and so more trust from consumers and business in their ability to deliver regulation that is proportionate and fit for purpose. In addition to this, all parties benefit from increased collaboration and communication resulting from RPF projects. Projects can result in a saving in time and resource within Government and other bodies and particularly within business. For example, Cornwall Port Health Authority refined and validated a computer model for predicting harmful algal blooms. These blooms can produce toxins, which can accumulate in shellfish and can cause a danger to consumers. This project could help reduce the overall frequency of regulatory sampling and help prevent retrospective recall of shellfish from the market. In this scenario consumers benefitted from eating safer shellfish.
In RPF 3 projects can be 8 months in length or 12-18 months. This has been developed based on feedback from projects in earlier RPF rounds. By continuously changing and adapting to ensure it is fit for purpose and benefiting to participants, the RPF continues to innovate as part of its development, alongside financing innovative projects. The greater the exposure the RPF gets the more variation in bids submitted and so the more innovation options there are to assess. There have been schemes that replicate this funding incentivisation programme. Going forward there are opportunities to increase the value of the fund and replicate this internationally.","a:16:{i:0;s:3:""184"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""210"";i:4;s:3:""211"";i:5;s:3:""213"";i:6;s:3:""623"";i:7;s:3:""612"";i:8;s:3:""613"";i:9;s:3:""317"";i:10;s:3:""617"";i:11;s:3:""320"";i:12;s:3:""618"";i:13;s:3:""620"";i:14;s:3:""354"";i:15;s:3:""621"";}","The RPF is the first market-led fund whereby regulators and local authorities identify key issues within their areas, to remove barriers to innovation for business and help businesses get innovative products and services to market. This involves real-world delivery, cutting-edge research, testing of concepts, the opportunities within the Fund are endless. Other funds have targeted businesses however, the RPF specifically targets the areas where regulatory systems can be seen as a barrier to innovation, giving businesses more opportunities and a direct route to work with Government on improving the business environment and public policy outcomes, helping foster a pro-innovation culture and overcome risk-adversity.
Collaboration is key to success in the RPF whereby multiple parties are either linked together or come together to solve barriers identified. With every iteration of the RPF lessons learned are disseminated across public bodies, Government and published for wider application.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","We are delivering a third round of the RPF, having just completed the competition stage and supporting regulators and local authorities in the development of high-quality applications where there is a market need for change. Applications will now be assessed against the competition selection criteria with selected projects announced later this year, and with project delivery starting in January 2023.
We are also about to publish our independent evaluation of the second round and share further the findings with our stakeholders. The RPF is independently reviewed combining elements of impact and process evaluation. There is a logic model used to understand outcomes along with a contribution analysis and case studies. Dissemination of findings is key to the success of the RPF programme, this is ongoing.","The RPF actively encourages collaboration and partnerships between multiple regulators and local authorities, businesses, civil society groups and academia (domestic and international) to explore cross cutting issues of mutual interest and/or provide more joined up, efficient and effective services e.g. one project launched a multi-agency advice service for water innovators. The RPF also collaborates with an independent evaluation partner to assess its impact at both project and programme level.","The regulators and local authorities benefited from the opportunity to test innovations in a risk-free environment. The RPF emphasises collaboration benefiting businesses and citizens by increasing regulation transparency and knowledge of the necessity of regulation. This ongoing collaboration and sharing of lessons learned will help innovation within regulation continue. With this, it strengthens Government’s ability to implement and continuously develop regulation.","The RPF has led to the establishment of Innovation Hubs and advisory services for business and innovators, technology driven solutions and data tools, frameworks and new regimes (some world-first), research to inform/improve regulatory approaches and new guidance or standards for business innovation.
The RPF is independently reviewed combining elements of impact and process evaluation, these include qualitative interviews, case studies and analysis of management information and project reports. Within this evaluation the RPF was seen to directly increase collaboration between regulators and sector stakeholders, helping increase confidence in regulation and the role of regulators in encouraging innovation.
Participants have also shared lessons learned from their projects which will impact the development of future innovations, thereby influencing wider regulatory practice. Given the success of projects many have been able to secure funding from core budgets to continue their RPF work.","Programme challenges included monitoring the delivery and financial spend. Ensuring that we had up to date information to assess effectiveness and timeliness of projects delivering outputs. Robust monitoring and regular meetings with projects ensured challenge was only minimal. Other challenges included when a project scope had to change, in one case, significantly due to many external and unforeseen factors including political interest, resourcing and ambitious deliverables in a short time. We overcame this by working with the project, rescaling the scope and ambition to outputs that could be used to achieve RPF aims in future work.
During the independent evaluation multiple projects mentioned that more time would have been beneficial to facilitate recruitment activities. RPF 3 has been developed to help facilitate this and ensure that they do not take away a significant proportion of project time. We are constantly evolving the RPF to incorporate feedback.","Being market-led, the quality of bids received and communication of the programme is key to the success of the RPF. In order to get a variety of bids, Ministerial support is required to boost the visibility and importance of the RPF and to obtain the funds for the programme. This in combination with strong stakeholder engagement so that regulators and local authorities understand the purpose of the RPF and the added value it provides, ensures buy-in. The independent evaluation with each round further impresses the importance of the programme and disseminates lessons learned from it.
Each project requires a significant time commitment to understand and identify barriers to innovation, to bid, undertake an RPF project, evaluate, learn from previous work and disseminate learnings.
These aspects and the motivation to remove the barriers to innovation and help businesses get innovative products and services to market, are key to the success of the RPF.","Regulation can be seen as a barrier to innovation, this is why programmes like the RPF are key to showing regulation can keep pace with innovation and enable it. As well as international interest in the RPF model, we are aware of 3 international schemes that bear some similarities to RPF, but with lower levels of funding and a narrower focus on sandboxing. This view of regulation being a barrier is not unique to the UK, all governments have potential to increase business and consumer confidence in regulation. For this, schemes like the RPF where funding is used as an incentive are ideal.
To successfully replicate the RPF the following conditions are required:
- A scheme that emphasises collaboration
- Supportive governance
- Sector wide expertise and an appetite for innovation
- Ring fenced targeted funding
- Eagerness to continuously improve and disseminate lessons learned
At project level there is potential to scale up and spread best practice including, internationally.","From the initial conception of the RPF we tested the value of such a fund with stakeholders. This and constantly incorporating lessons learned was vital to ensuring that the fund with each iteration was adapting, improving and achieving overall aims for both Government and stakeholders. It showed that Government was taking a supportive role giving stakeholders the freedom to innovate without being overly prescriptive and supporting delivery.
Without the RPF funding, a lot of projects would not have happened and those that would have happened, would not have had such an emphasis on collaboration. Collaboration was key to the success of RPF projects and this increased collaboration is expected to continue past the duration of the RPF projects. In addition to this, the flexible funding of the RPF helped free up resource to innovate, both within regulator and local authorities and amongst their stakeholders.","One example of an RPF project is the CAA’s to establish a test and approval regime for crash-protected containers. In 2021, the CAA’s Innovation Hub identified compelling use cases for drones carrying ‘dangerous goods’, such as the distribution of high-value chemotherapy drugs within minutes instead of hours.. As the CAA relies on income from charges levied on the airline industry but not on drone operators, there is no expectation from airlines that these funds should be invested in areas that have no impact on them.
RPF funding allowed the CAA to dedicate time to an innovative and collaborative project with the industry. The CAA made a significant achievement for their industry through successfully producing the world’s first test procedure for crash protected containers which will allow drones to carry sensitive or dangerous goods such as medical products to remote areas.
A link to further information on the breadth of projects RPF covers is in the link section.",,"a:1:{i:0;s:5:""32351"";}",,,
32353,"Teaching Public Service in the Digital Age",https://oecd-opsi.org/innovations/teaching-public-service-in-the-digital-age/,27/09/2022,"Teaching Public Service in the Digital Age",International/Multinational,other,"a:2:{i:0;s:9:""education"";i:1;s:12:""public_admin"";}","Teaching Public Service in the Digital Age",https://teachingpublicservice.digital/,2019,"Governments need staff equipped with key digital capabilities alongside traditional skills of policy, economics and ethics. The majority of post-secondary programs producing future public servants lack training on digital era skills and competencies. To solve this problem, we lead a train-the-trainer model to share open educational materials, including a syllabus on digital era public administration skills. We are nurturing a global community of faculty wh teach these materials.","Our community of collaborators has a vision of a world in which governments are staffed by people equipped with key digital capabilities. Crucially, new digital skills need to be integrated with and made inseparable from the traditional skills of policy, economics, and ethics. The problem is that the vast majority of post-secondary programs producing future public servants lack any training on digital era skills and competencies. To solve this problem, our leadership team - composed of Tom Steinberg, Amanda Clarke, Ines Mergel, and David Eaves - has led a novel “train the trainer” model alongside dozens of faculty around the world on two objectives. First, we created a set of open-access educational materials, including a syllabus on digital-era public administration skills. Presently we are nurturing a global community of faculty to teach these materials in public affairs and civil service colleges. Our goal is to train and support 250 professors and educators to use this syllabus, who will then go on to train at least 10,000 learners across the US and around the world over the next two years.
As part of the “Teaching Public Service in the Digital Age” project, we will develop innovative agile teaching methods to modernize public affairs programs, so that future civil servants have the mindset and tools at their disposal to tackle the necessary modernization of bureaucratic practices that hinder citizens from getting access to digital public services.
In addition, we are running a monthly research workshop series in which we invite digital government researchers from around the world to present their innovative research findings. This also provides the opportunity to identify additional opportunities for joint research and to focus on open topics that were not covered in the syllabus so far.
We are especially keen to build out teaching and case studies in underrepresented regions where locale-specific teaching and case studies are rare. We have built a community of international e-government researchers and practitioners who volunteered to translate the existing materials into German, French, Portuguese, and Spanish. Each of the groups is also working on localizing and contextualizing the teaching materials so that they are relevant to remain relevant to their regions.
The beneficiaries of our innovation are public affairs faculty and professionals around the world. So far, we have confirmed that at a minimum 18 Universities have adopted the curriculum and we suspect that many more public affairs lecturers are making use of the materials.","a:3:{i:0;s:3:""876"";i:1;s:3:""613"";i:2;s:3:""335"";}","Our train-the-trainer model is the first of its kind to tackle a root cause of digital incapacity in today’s governments: those responsible for teaching current and future public servants are often ill-equipped to provide relevant digital-era public sector competencies to their students. By upskilling these educators and providing them with novel open educational resources they can use in their classrooms, we greatly scale our ability to modernize the competencies of today’s governments.
Our innovation follows the principles of the open educational resource approach that fits squarely within the open government movement: We volunteer to make otherwise localized materials publicly available and explain step-by-step how to use them.","a:1:{i:0;s:9:""diffusing"";}","We started in 2019 to define the digital-era competencies that every public service leader needs to have to succeed today, ran focus groups to expand them, built the open access syllabus and tested it in several countries (Harvard’s Kennedy School of Government in the US, University of Konstanz in Germany, Tallinn Tech University in Estonia). Based on our experiences in the classroom, we developed teaching scripts that others can easily reuse in their classrooms. As a next step, we designed several train-the-trainer modules for academic faculty at universities and practitioners at government academies. We ran three of these Masterclasses, one in 2021, and another in 2022 with international participation. In parallel, we set up a research workshop series for which we invite researchers who conduct research projects that focus directly on one or several of the competencies: at these workshops we learn about the latest research in the field of digital government.","We collaborate with faculty from around the world and have started to build ties with foundations that are aiming to add educational elements to their funding schemes. In addition, we are collaborating with standardization organizations, such as Network of Schools of Public Policy, Affairs, and Administration, deans of public affairs schools, and government academies.","Our focus is the train-the-trainer model: We are aiming to train 250 faculty in the next 2-3 years who are teaching in public affairs schools training current and future civil servants. Ultimately, our goal is to empower civil servants to provide better services to citizens.","We have run three train-the-trainer sessions so far with international participants. We asked each of them whether their schools have officially adopted their courses into the standard curriculums of their public affairs programs and ran review sessions with selected faculty. We have successfully enabled professors in eighteen universities in over a dozen countries to teach new, critical digital era skills to public servants, and to students who are progressing to careers in public service. We are expecting to train a total of 250 faculty in the next two years and reach around 10,000 learners during that time. We have developed a community of translator volunteers who have translated our free teaching materials into Spanish, German, Portuguese, and French. We are planning to conduct more in-depth evaluations of user satisfaction, necessary changes, and feedback from learners and government officials. We have persuaded a set of large institutional funders to support our work.","As a primarily volunteer organization, we have encountered the following challenges:
- Lack of a systematic overview of current programs and curricula
- Changes in faculty teaching digital government courses as electives
- Pre-pandemic also a lack of understanding that digital is a way to make services available to citizens
- Reaching faculty in the Southern hemisphere, China, Russia, and the African continent
Responses to challenges
- We heavily rely on our volunteer network to spread the word in regions where we don’t have direct contacts.
- We use social media to spread the word about events and are aiming for maximum diversity at our events.","Committed faculty and high-level digital government researchers who are willing to invest time to transfer research findings into teaching practices.
Based on the research findings, we also need to explicate the teaching process and pedagogical approaches for digital competencies, that go beyond a mere syllabus listing reading material. Especially new faculty need help to model their course design based on what has proven successful in other public affairs classrooms.
Public affairs curricula are highly localized and have to be approved by standardization committees so that there is oftentimes little flexibility to integrate new skills and competencies. Revisions take years of planning, development, and approval processes.
Build out the platform as a reliable product, continue to co-develop the materials, share the materials, train faculty in public affairs programs at universities and government academies, and continue to provide assistance for translation.","We have confirmed that at least 18 universities have officially adopted the course and we continuously reach out to deans and interested faculty members to discuss possibilities with them on how to integrate the materials into the existing curriculum.
We observe that many faculty re-use our material and then adapt it to their cultural, political, and societal local needs so that students can absorb it in a language that is attainable to them.","There is a huge need for existing faculty, part-time lecturers, and government practitioners to better understand what kind of digital-era competencies are necessary and find a simple way to adopt teaching material instead of developing it from scratch.
We also see that there is a need to showcase how this is done at other universities to convince leadership to support the development of new courses and provide the freedom to adopt digital-era skills into the existing governance and program structures.",,"a:1:{i:0;s:5:""32352"";}",,,https://www.youtube.com/watch?v=Luu3sdEPhsA,
32359,"An anti-bullying tool for the Google Workspace",https://oecd-opsi.org/innovations/anti-bullying-tool-for-the-google-workspace/,30/09/2022,"Espoonlahti lower-secondary school / City of Espoo",Finland,local,"a:1:{i:0;s:9:""education"";}","An anti-bullying tool for the Google Workspace",https://www.bahr.fi,2021,"The innovation addresses bullying in schools. How to report it and how to follow it. The innovation is a tool on how to report bullying quickly and react to it effectively. Also on how to follow up and analyze data regarding bullying. The innovation lies in the use of existing tools within Google Workspace for Education and on how to use digital tools to identify and react to bullying. Many schools use Google Workspace for Education, so the innovation does not require any further investment.","Our school had a problem with how to make bullying more visible to teachers. We needed a quick way to react to bullying. Furthermore, different people were dealing with bullying, which led to the information being stored in different places. Either at the administration or at a specific teachers filing cabinet. I developed a tool for students and teachers to notify bullying by scanning a QR code. The reports are then stored in a safe place in the Google cloud. A group of teachers trained to address bullying can discuss incidents with students. The teachers can then store the reports of these discussions with a separate tool, also working within Google Workspace.
The innovation lies in the fast way teachers and administration get notified of bullying. All data on bullying is collected in the same place for the administration to be able to follow the proceedings on bullying. Follow-up is fast and easy for both the anti-bullying team and the administration. The tool allows the school to see trends (when, where, how often, who?) in bullying. The tools are secure, because of how Google Workspace is built. Only selected persons have access to the reporting tool and reports.The teachers who deal with the bullying incidents must know the operation of Google tools well.
The goal of this innovation is simply to make bullying more visible by empowering victims and witnesses of bullying to report bullying quickly and even anonymously if they want to. Our school used this tool last academic year. The average number of reports on bullying went up from a previous two notifications a month to two notifications a week. This increased our effectiveness in dealing with bullying and also made it possible for the administration to follow the proceedings. It helped us to notice pupils who were often the victims and also to identify pupils who bullied often. The tools within Google Workspace allow for further data analysis on the reports as well, helping us for example to identify places at the school, where bullying occurs often. This allows the administration to enforce these locations at the school.
The tool I have developed works within Google Workspace for Education. Many schools already have Google Workspace tools. Therefore, they don’t need anything else, but the knowledge on how to build the anti-bullying tool, within their existing Google Workspace. So the innovation is also easily spread widely.","a:3:{i:0;s:3:""619"";i:1;s:3:""623"";i:2;s:3:""194"";}","It is a fast way for students and pupils to report bullying. The data is stored in one place. The data collected allows for the administration to follow proceedings and for a deeper analysis of trends in bullying.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The system is being used in our school successfully. Our school used this tool last academic year and we continue using it this year. The average number of reports on bullying went up from a previous two notifications a month to two notifications a week. At the moment we are still finding ways to develop the flow of reporting faster and simpler. The data analysis also requires additional training and learning for us to make the data more visual.","The company Bahr Consulting developed the first drafts of the system and tested it for data security and technical issues. The school of Espoonlahti implemented the system and started testing it with pupils and teachers. Now the school is using it for the second academic year and interest on the system is on the rise.","The innovation is still so fresh, that it has only benefitted the company Bahr Consulting and the school of Espoonlahti. The City of Espoo is currently testing the system for wider use.","Pupils of Espoonlahti lower sceondary have been able to report bullying and they have noticed the effects in practical school safety and in a sense of safety as well. School teachers and administration are much better aware of bullying and proceedings that are ongoing at the school. We have just asked the pupils and teachers for their opinions and feedback. Other methodology has not yet been used.","First challenges were in treining the teacherss and pupils to use the system and understand its use. After all participants understood how the system works no greater challenges have been observed. One critical part is that staff members who analyze the reports and notices are fluent in using Google Workspace tools. The tool also allows only for noticing and collecting data on bullying. How a school deals with bullying, after it has been reported, is still up to the school.","Sufficient staff training. The support of a team of people dedicated to doing something about school bullying. Support of school leadership in decidedly acting against bullying and supporting the staff who deal with bullying.","The innovation has not yet been used by others, but I believe it has great potential, and it is a low cost way for schools to deal with bullying.","Always have a team of people working against bullying in school.",,,,https://youtu.be/f5Oe-DROaDE,,
32377,"Creating Safe Bicycle Path",https://oecd-opsi.org/innovations/creating-safe-bicycle-path/,28/09/2022,MAPO-GU,Korea,local,"a:1:{i:0;s:12:""public_order"";}","Creating Safe Bicycle Path",,2022,"Mapo-gu created a “SOS One-Stop System” for safe bicycle path. Since there are few buildings or facilities on the bicycle path, it is difficult for users to determine their current location. The basic number plate which is installed on the bicycle path shows the path name and location number and also includes a QR image associated with the system. Through the system, people can quickly call for help in the event of an accident.","Since the COVID-19 pandemic, as more and more people commute by bicycle instead of using crowded public transport, or ride a bicycle for sports and hobbies, accidents on bicycle path are also on the rise. Since there are few buildings or facilities on the bicycle path, it is difficult to determine the location of such accidents, which makes it difficult to report emergencies. To solve this problem, we have developed an ""SOS One-Stop System"" that accurately identifies the current location on the bicycle path by installing a basic number plate that displays the name of the bicycle path and the location number.
The components of the basic number plate installed on the bicycle path are as follows: Road name, basic number, emergency rescue number. The road name is written in Korean and Roman characters, so both Koreans and foreigners can understand it. The current location on the road can be identified using the basic number. In addition, there is a rescue request number (119) and a crime report number (112), so people can confirm it in an emergency. Also, a QR code image is inserted, and scanning it opens the ""SOS One-Stop System."" In this system, the exact current location is automatically displayed on a mobile device, so that a rescue request can be made via phone call or text message.
Since it makes it possible to request a rescue by text message, it can be used easily by the socially disadvantaged who cannot speak to rescuers or who have difficulty communicating. This system can be easily used by everyone. Users can immediately watch first aid video to cope with an emergency until a rescue team arrives. It can also be useful for people who enjoy cycling for leisure. Bicycle path is mainly located along the Han River, so it is difficult for people to accurately determine their current location except in popular places such as convenience store or under bridge. However, when the basic number plate is used, the current location can be identified even on a bicycle path without a nearby building, and the next location can also be predicted.","a:5:{i:0;s:3:""221"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""283"";i:4;s:3:""620"";}","After the spread of COVID-19, the number of people commuting by bicycle instead of crowded public transportation has dramatically increased, and the number of traveler who enjoy riding bicycle alone while keeping a safe distance from others has also increased. In order to practice carbon neutrality, many public institutions are promoting the ""Bicycle Commuting Challenge."" The number of bicycle user is expected to increase in the future. The increased number of bicycle users has increased the risk of bicycle accidents.
However, bicycle path exists mainly along rivers and there are usually no buildings or facilities, making it difficult to describe the current location. The most important thing in the event of an accident is securing help within the golden time. To this end, it is necessary to know the exact location, but it is not easy to identify it on bicycle path. Also, people who enjoy leisure on bicycle path often feel inconvenience.","a:1:{i:0;s:14:""implementation"";}","Currently, 282 number plates are installed in 143 locations in the 16km section of the jurisdiction. In addition, we have registered the longitude and latitude coordinate of the basic number plate in the rescue report system through consultation with the National Fire Agency. We have also completed verification on whether rescue request reported by the ""SOS One-Stop System"" is well received by the rescue report system.","We worked in collaboration with a private company and the National Fire Agency. The basic number plate was produced by a private company, and they provided assistance in creating the SOS One-Stop System. By connecting the rescue system of the National Fire Agency and the SOS One-Stop System, rescue workers are able to quickly identify the location information of the person requesting assistance.","The main users of bicycle path are bicycle riders, and they can now obtain accurate location information. Rescue teams can also quickly identify the exact location of an emergency, enabling rapid response, which is advantageous in providing medical help in the golden time following an accident.","Through SOS One-Stop System, people can quickly and accurately identify the current location information and report it to the rescue team, which helps provide assistance within the golden time. Anyone can easily use it because even the socially disadvantaged who cannot speak or have difficulty communicating can request a rescue by text message without having to verbally describe their location. The basic number plate contains a QR code, which can be directly connected to the SOS One-Stop System. These plates are installed in 282 locations in both directions at 50m to 100m intervals in 143 places, including street lights and safety signposts, for easy identification by bicycle path users. Made of a reflective material, they are easy to read even at night, and the edges of the number plate are made of fluorescent silicon for stability. Our institution has 16km of safe bicycle path. And QR code image was enlarged to be visible from a long distance.","Recognizing the need, we have spent a lot of time in the process of finding a universal and simple way for anyone to ask for help in an emergency. Securing financial resources for the development and operation of the SOS One-Stop System was the biggest problem, but we solved it by attracting investment from private company. Our institution was able to develop and operate the system free of charge, and the private company also signed an agreement to provide the developed program to other organizations.","First, it is necessary to have the awareness that public institution should be held responsible when residents suffer an emergency in their daily lives, and the administrative power to identify and study ways to improve the response procedures. On the other hand, if we want to install only the 'basic number plates' that can check the current location in the event of an emergency, there are no special restrictions. However, in order to inform the rescue agency of the location and further automate the connection, it is necessary to establish an infrastructure and system that can handle such communication.","This is the first case of innovation attempted in Korea. Currently, we can see the results in the 16km section of our district bicycle path. As reported in 26 news articles, including in the JoongAng Ilbo, a well-known media company, this case is expected to spread to more places in the future. Also, we asked the Seoul government, a higher organization, to spread our case. In addition, we hope that this submission of the OECD innovation case will be an opportunity to be implemented domestically and abroad.","We realized that the residents were exposed to various dangers in their daily lives. And we, as a public institution, decided to pay more attention to the dangers of using public facilities within our jurisdiction. Such interest led to the installation of the basic number plate equipped with the SOS One-Stop System. This innovation case, in which anyone can easily ask for outside help in an emergency, will be implemented in more spaces and situations in the future.",,"a:3:{i:0;s:5:""32397"";i:1;s:5:""32398"";i:2;s:5:""32399"";}",,,,
32380,"Mental Health Cafe",https://oecd-opsi.org/innovations/mental-health-cafe/,29/09/2022,"Latrobe Health Assembly ",Australia,other,"a:1:{i:0;s:6:""health"";}","Mental Health Cafe ",https://www.healthassembly.org.au/all-projects/mental-health-cafe/,2022,"The Latrobe Health Assembly has undertaken a co-design process with service providers, government and people with lived experience to develop an innovative mental health cafe model for Latrobe City. The cafe has and continues to involve people with lived experience at all levels. It aims to: increase opportunities for peer support and social connection; reduce emergency department presentations for non-emergency mental health issues; and improve mental health consumer experiences and outcomes.","Mental health challenges are not 9-5, yet limited support services are available to those who need them in the evenings. Latrobe City's Mental Health Cafe has been developed to provide a safe, welcoming service where people can seek support and company in the evenings, providing them with an alterative to struggling on their own or heading to the emergency department for non-emergency issues.
A co-designed model has been developed specifically for Latrobe City. The need for this service was identified collaboratively by consumers, service providers and government. However, it was collectively acknowledged that developing a service like this would require an innovative, co-design process to ensure the development of a model suited to the unique geography, needs and opportunities of our local community.
Throughout 2021-22 an in-depth consultation and co-design process was undertaken to develop a model tailored to Latrobe. This model has now been endorsed and funded, with a 24-month pilot underway.
It is characterised by a peer-led model, evening operating hours, wellbeing supports, a recovery-oriented approach and a commitment to meaningful, ongoing participation of people with lived experience at all decision-making levels.
The service seeks to:
- innovate the traditional and medical model of mental health services
- harness lived experience expertise in the development of supports
- reduce unmet needs which impact on health and wellbeing but cannot be met by clinical services
- provide after-hours support
- provide a space where immediate face-to-face support is available
- provide a safe space for people experiencing psychological distress
- reduce non-emergency presentations at the emergency department
- increase help-seeking and service connection where appropriate
- provide a sense of purpose, connection, belonging
- provide peer support − to model recovery, build hope, confidence, self-esteem
Sharing power with those best-placed to act and championing the voices of those with lived experience were vital to the design process. People with lived experience, including carers, have played pivotal roles in this project from its inception. But in designing the service, the group felt strongly that the voices of those who are often heard the least needed to be sought out and championed. From the earliest meetings, group members stressed the need to engage the people who might use a service like this. Surveys wouldn’t suffice – the group knew that we needed to go to people and to create multiple avenues for participation.
Larter Consulting were engaged to lead an extensive consultation and co-design process. Hundreds of people with lived experience, carers, and other key stakeholders shared their views on what the service should look, feel, and be like. Feedback throughout this process highlighted its power. For instance, one participant shared that: “To have people listen to you and take into account your life, real experience is what’s needed. If I can help the next generation by contributing to this, that's wonderful.”
A series of co-design workshops were held to review the consultation findings and develop a model. Key decisions were made by those best-placed to do so. This included people with lived experience developing a range of non-negotiable recommendations to make the service welcoming, accessible, and suitably staffed. Service providers were also responsible for making key decisions in the model’s iterative development.
The task group’s willingness to relinquish control and champion diverse voices has resulted in a co-designed service that reflects the diversity of the people who will frequent it. An ongoing commitment to championing lived experience is also evident in the model itself, which includes diverse representation at all decision-making levels, a person-centred outcomes framework developed by people with lived experience, and a peer-led staffing model.
This project is now funded and Lifeline Gippsland is currently leading establishment of the service. Recruitment and fit-out of the cafe is underway, with doors anticipated to open by January 2023. Extensive evaluation planning is also underway to support continuous quality improvement and to assess the impact of the service. This evaluation will utilise an Outcomes Framework developed by people with lived experience during the co-design phase. A cost-benefit analysis is also planned to help inform the initiative’s sustainability into the future.
","a:3:{i:0;s:3:""181"";i:1;s:3:""609"";i:2;s:3:""615"";}","This project has provided opportunities for our organisation to be innovative in how we design and develop services with community. A large part of this was having the willingness to slow down and invest in shared sensemaking. Rushing to define the project and prioritising control over learning opportunities may have been a quick solution to mobilising the work – but this would have hindered both collaboration and innovation. Instead, group members demonstrated a willingness to lean into the unknown, be ambitious, and to learn how best to tackle this shared challenge together.
The task group’s willingness to relinquish control, champion diverse voices and employ a range of engagement methods has resulted in a co-designed service that better reflects the diversity of the people who will frequent it.
The cafe's commitment to centering lived experience at all decision making levels is also innovative.","a:1:{i:0;s:14:""implementation"";}","This project is now in its establishment (or implementation) phase, after having spent the past 18 months generating ideas, designing solutions and developing a costed model and business case.
Latrobe Health Assembly has partnered with Lifeline Gippsland, who will lead the establishment and operations of the service.
We are currently in the 6-month establishment portion of a two year pilot (fully funded). Work has commenced on establishing strong governance for the project, including an unwavering commitment to centering lived experience at all levels of decision-making. A site is leased, with fitout underway, and the recruitment of staff is in progress.
We are on-track for the service to open its doors in January 2023.","This project has been deeply collaborative. The idea came from a forum which brought together local and state-wide providers, people with lived experience, carers, and other experts. A smaller taskgroup was formed to lead the work which included consumers, carers, service providers and government. The consultation and co-design process included input from hundreds of relevant stakeholders. A number of companies have also approached us to support the service (eg. via donations, volunteering)","Co-design participants praised the opportunity: “To have people listen to you and take into account your life, real experience is what’s needed. If I can help the next generation by contributing to this, that's wonderful"", ""an adventure like this cafe is needed in the Latrobe Valley"". Government and service providers have also commended the process and remain eagerly involved in the establishment phase.","The impacts of the co-design process have been very positive. Tangible results have included the high rates of engagement and the collection of quotes and testimonials from co-design participants and other participating community members and service providers.
The success of the process is also reflected in the fact that the model developed has been endorsed and funded for a 24-month pilot.
Evaluation of the service's impacts will be monitored closely by an external evaluation team. This team will measure the impacts of the cafe using an outcomes framework that has been developed by people with lived experience. Indicators of success include: guest experience surveys, engagement in art and stories, low staff turnover, occupancy rates, number of unique and return visits, demographic data, number and nature of partner organisations, quality improvement framework, emergency department data, hospital data, and staff/volunteer feedback.","Doing extensive community engagement during Covid presented a range of challenges, however these didn’t curb the team’s commitment to delivering a diverse and inclusive process. Hundreds of people with lived experience, carers, and other key stakeholders still shared their views on what the service should look, feel, and be like. This required diverse engagement methods including in-person, SMS, email, phone, and virtual meetings.","Undertaking this work required a commitment from leadership and the task group to lean into the unknown. At times this group’s early work was slow and exploratory, but the work being done was crucial. By building rapport, engaging key stakeholders early, and investing time in shared sensemaking, the group laid strong foundations which continue to deliver benefits.
Rushing to define the project and prioritising control over learning opportunities may have been a quick solution to mobilising the work – but this would have hindered both collaboration and innovation. Instead, group members demonstrated a willingness to lean into the unknown, be ambitious, and to learn how best to tackle this shared challenge together.","Learnings from this project are already informing other projects within our organisation.
To help ensure that these learnings are documented and shared more widely we are working on ways to disseminate insights, including publishing reflections like this one.","The co-design process and model developed for our community are not overly complex. Rather, their success has hinged on our ability to genuinely commit to the time, flexibility and relinquishing of control that is required to truly collaborate on co-designing a place-based intervention.
Some key learnings have been that:
- Collaboration takes time. Invest early in shared sensemaking to ensure the vision is shared, understood and has strong buy-in. Rushing this may speed things up initially but will lead to challenges down the track.
- To benefit from the power of diverse conversations and inclusive decision-making, we need to work in diverse and agile ways",,"a:9:{i:0;s:5:""32658"";i:1;s:5:""32643"";i:2;s:5:""32642"";i:3;s:5:""32645"";i:4;s:5:""32647"";i:5;s:5:""32648"";i:6;s:5:""32649"";i:7;s:5:""32650"";i:8;s:5:""32655"";}",,,https://vimeo.com/735676008,
32381,"Spreading digital literacy across the nation, with the ""K-Digital Platform""",https://oecd-opsi.org/innovations/spreading-digital-literacy-across-the-nation-with-the-k-digital-platformkdp/,28/09/2022,"HumanResourceDevelopment of Korea",Korea,central,"a:1:{i:0;s:9:""education"";}","Spreading digital literacy across the nation, with the ""K-Digital Platform""",http://www.c-hrd.net,2021,"The Korean government recently piloted the K-Digital Platform (KDP) to enhance national digital literacy and foster manpower suitable for digital convergence as digital transformation and low-carbon economy transition accelerated in all areas of the labor market. This is to strengthen the digital capabilities of various consumers, including workers, young job seekers, and the self-employed, and to preemptively and systematically respond to structural changes in future industries.","The global spread of COVID-19 has accelerated digital transformation while rapidly advancing digitalization through the Fourth Industrial Revolution. Digital transformation refers to the promotion of digitalization of traditional industries by applying digital technologies such as artificial intelligence (AI), IoT, and 5G communications to various fields. As online, and unmanned technologies become common throughout daily life and overall industries, digital transformation based on digital technology is expected to continue even after the end of COVID-19. Major countries are rushing to respond to the upcoming future era by churning out policies to support companies' digital transformation, including the USA's AI and high-tech industry support system, China's new promotion initiative for economic development through cloud, digitalization and smartization, and Japan’s new establishment of the Digital Ministry. In Korea, the Korean New Deal 2.0 (July 2021) policy was established and the Industrial Digital Transformation Promotion Act (December 2021) was enacted to lay the foundation for a system to support digital transformation. However, despite these efforts, Korea marked 12th in the digital competitiveness ranking by country announced in October 2021 by the Swiss International Business School (IMD). Korea rose for the third consecutive year from 19th place in 2017 to 8th place in 2020, but fell four levels in 2021, falling short of its reputation as a digital powerhouse.
In a survey of 329 small and medium-sized exporters, Korea's small and medium-sized companies gave 70.1 points to national digital competitiveness, while giving 46.7 points to their digital competitiveness. In light of these results, the digital technology capabilities required for digital transformation of Korean industries and companies are insufficient compared to major countries, and improvements are required in terms of securing digital talent and regulations. To improve the digital capabilities of the entire nation, the Ministry of Employment and Labor and Human Resource Development of Korea(HRDK) have introduced KDP to build digital platforms in strategic regions. The KDP is an open platform where all training in the field of digital convergence is conducted and all resources can be used by various members in the regions to carry out projects centered on idea sharing and problem solving. There are two main functions of the KDP: 1) Hub of Digital Training and 2) Sharing and Opening of Digital Infrastructure. By performing these two key functions, the purpose of the KDP project is to enhance the digital capabilities of the entire nation and support the digital transformation of industry.
The KDP can provide digital training programs to meet the needs of the companies through linkage between local companies and local governments, and joint programs with local governments can also be operated using the platform's infrastructure. In addition, the KDP provides digital lectures for future talents and programs to support activities of student clubs regarding new technologies. Anyone, including workers and job seekers, can develop their digital capabilities by participating in vocational training programs in the digital and new technology fields based on their needs. This mechanism is possible because it is open for employees of the member companies and local residents to participate. The KDP first introduced in 2021, has gradually expanded and currently is being operated in 20 locations throughout the country. Considering the areas and fields of deployment, the number of platforms will be increased to 60 by 2025. Through the establishment of KDP, those who have difficulty riding on the big wave of digital transformation have also been provided with an opportunity to access and utilize new digital technologies more easily.","a:5:{i:0;s:3:""876"";i:1;s:3:""234"";i:2;s:3:""317"";i:3;s:3:""617"";i:4;s:3:""190"";}","The KDP is innovative for the following reasons:
- It is operated in cooperation between the government and the private sector, and anyone can easily access it without regard to their location in Korea. As it is one of public policies supported by the government, anyone can be a beneficiary regardless of their age, job, and gender.
- KDP programs are flexible so that they can be customized based on the needs of participants. The programs can be diversified through various types of connections, including platform-other programs, platform-local enterprises, platform-local governments, platform-education and training institutions, and platform-platforms.
- KDP operators have regional and in-house councils. The councils provide future directions for the operation of each platform and suggestions for improvement. With self-autonomy in operation, each platform can be developed in various ways depending on regional situations.
","a:1:{i:0;s:14:""implementation"";}","Introduced in 2021, the KDP is now in full swing of operation. Five platforms were built in 2021, and 15 more were added in 2022, raising the public accessibility to and awareness of the Platform. Digital vocational training programs such as AI, and big data for 7,238 people have been completed or is now in progress. There are also various efforts being made to share and open digital facilities and equipment for the general public, which makes it easier for them to access and become familiar with new digital technologies. A total of 10,116 people have participated in the sharing and opening of their digital infrastructure, with the utilization time of 87,922 hours. In June 2022, the newly enacted rule laid the foundation for a more systematic operation of the Platform. In addition, regional and in-house councils were formed. Along these efforts, the KDP needs more local platforms and public attention to move from the introduction period to the settlement stage.","A total of 20 platforms are being operated by three large companies - SK Telecom, Samsung Heavy Industries and POSCO, eight universities, and nine educational and training institutions. This is not just a government-led and designed system, but an innovative program introduced through the participation of various stakeholders, putting corporate and public opinions into consideration.","Through the KDP, any local resident can experience new technologies in the digital-related fields. Local companies can use the digital infrastructure of the Platform to conduct vocational training programs for improving job skills of their employees. Local governments can conduct various digital-related seminars, lectures and programs using the platform. These activities are expected to bring about the enhancement of national digital capabilities and competitiveness in the long run.","For the past two years, 7,238 people have attended digital vocational training programs. A total of 10,116 people have also participated in the sharing of digital infrastructure, with a utilization time of 87,922 hours. These numbers are calculated from the guest books used by each platform. Key achievements of the KDP are:
- POSCO, a major company in Korea, has developed a tool that can diagnose individual digital capabilities and present a curriculum according to their level. The use of the tool makes it possible to diagnose and enhance the digital capabilities of both job seekers and their partners.
- In collaboration with Intel, Verilog Semiconductor Design Practical Training was conducted, and the top 18 trainees were recognized with official Intel certificates. The KDP will continue its efforts, encouraging more companies, universities and people to participate in KDP programs.
","The two biggest challenges of this innovation were: 1) a low level of awareness of Korea's digital transformation (DX) and the need to promote DX urgently, and 2) a difficulty in DX for small and medium-sized enterprises due to the chaebol (large conglomerate) dominated economy, which is Korea's unique corporate culture. The use of AI and data is no longer an option, but an imperative in the entire industry. Therefore, relevant support for the strengthening of the digital capabilities of SMEs, the main players in promoting DX, was required in order to solidify the foundation of the digital industry ecosystem. Regional digital platforms made it possible to build up the digital literacy of the general public and the digital capabilities of local SMEs. Continuing this innovation requires sustainable improvement in legal, institutional and regulatory systems that support digital transformation.","In order to successfully carry out the KDP, 1) improvements of related systems and regulatory regimes were needed to vitalize the platforms. Innovation was possible thanks to the agreement of the Korean government, universities, and private companies to accurately diagnose the necessity and urgency of digital transformation and continuously overhaul related systems. 2) It was necessary to reorganize the industrial structure by strengthening the digital capabilities of SMEs. SMEs and promising startups should be discovered in order to strengthen digital capabilities. Support for utilizing digital transformation technologies and developing solutions is required. The KDP was able to promote the digital transformation of SMEs by providing various joint activities between regional platforms and local companies.","The KDP can be benchmarked in other countries where digital technology capabilities relatively lack in comparison to major countries. According to the , the level of awareness and preparation for DX in Korea is generally low, and the digital transformation stage is located at the initial level of deployment. Most of countries around the world are experiencing similar situations to Korea. DX is an essential factor, not an option, in order to survive rapid industrial changes and global competition nowadays. Therefore, it is expected that Korea, as a country operating the KDP to improve the digital capabilities of the entire nation, can play an important role in elevating the global digital competitiveness by sharing the experience and know-how to other countries.","While many other projects have been restricted to college students and job seekers, the KDP is open to everyone including elementary school students, the elderly, and the self-employed. Not only Koreans but also foreigners visiting Korea can use it. The KDP is characterized by the value of sharing and opening digital infrastructure to anyone who needs it and wants it. Our goal is to improve the digital capabilities of the entire nation through the sharing and opening of digital technologies, and we will continue to innovate so that the platforms can become hot spots and bring out a much wider spread of digital transformation.",,"a:2:{i:0;s:5:""33166"";i:1;s:5:""32383"";}",,https://www.youtube.com/watch?v=jxiypU9L3JA,https://www.youtube.com/watch?v=uBhmNXtwWP8,
32382,"Not just an App, but an ecosystem: JAKI as a digital public space in Jakarta",https://oecd-opsi.org/innovations/not-just-an-app-but-an-ecosystem-jaki-as-a-digital-public-space-in-jakarta/,30/09/2022,"Jakarta Smart City",Indonesia,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Not just an App, but an ecosystem: JAKI as a digital public space in Jakarta",https://jaki.jakarta.go.id/en/,2019,"Bureaucracy in Jakarta faced 3 main problems: scattered and unstandardized data, siloed systems, and unintegrated services; making public services inefficient and costly, eventually decreasing public service quality. Jakarta Capital City Government addressed the mentioned challenges through JAKI, a Super-App that integrates services by unifying Jakarta’s bureaucracies and data in one digital ecosystem that prioritises citizen participation in overcoming city problems. JAKI is a one-stop digital platform that integrates various public services and accelerates digital transformations. It is developed with citizen-design services and customer centricity, personalised services, and provides an open data ecosystem aiming to co-create with stakeholders.","According to the Central Agency on Statistics of DKI Jakarta, population in 2021 reached 10,609,681 people, with 0.57% annual population growth rate and a density of 15,978 people/km2 (Jakarta Province in Figures 2022). The diverse socioeconomic backgrounds of the population, the large area, the high mobility of citizens, and the population density all make it difficult for citizens to access public services. Especially when the Covid-19 pandemic hit in 2019 and changed social conditions and behaviour, people were forced to engage in technology-based activities. Fulfilling daily needs for transportation, food, medicine and so on can now be achieved by a single and integrated platform. Digital transformation is still one of the issues that developed and developing countries continue to strive for. However, the acceleration of digital transformation in every government poses new challenges:
- Burden of classic bureaucracy can mean digitising the world of papers. With the increasing number of digital-based services it can be difficult for the public to access everything in one hand through a mobile phone. Therefore, it is important to create a platform that can integrate everything so that it is easier for the public to access it.
- Data scattered across agencies creates a need for multiplying efforts. Data as capital is a crucial component for today’s businesses. Scattered data is a big stumbling block for policy makers. In an environment where data is scattered a culture of transparency and trust are very difficult to maintain.
- Inconsistency, security and privacy. When all services are integrated in one platform and can be accessed in one account, the next challenge is how to utilise data security to protect people's data. Data protection and data governance are needed to achieve this objective.
JAKI was inspired by Citizens’ needs and the country of Estonia, who developed digital transformation through data and integrated systems. Jakarta Capital City Government addressed the mentioned challenges through JAKI, a Super-App that integrates services by unifying Jakarta’s bureaucracies and data in one digital ecosystem that prioritises citizen participation in overcoming city problems. JAKI provides three solutions, namely (1) developing and providing Open API, (2) system development collaboration, and (3) service integration. JAKI was developed as a collaborative ecosystem, not only for the government-designed services, but also citizen-designed services which focus on customer-centricity. Data is managed by Master Data Management and stored by cloud computing services. With its data-driven approach, JAKI builds personal services such as digital government, digital economy, and digital society. Citizens can directly monitor and evaluate the results online and in real time.
JAKI supports electronic-based government systems by utilising information and communication technology in government administration and increases community engagement in urban development. With over 60 integrated services reflected in more than 80 features, JAKI potentially saves $14.351.913 opportunity cost yearly, from tangible benefits (Administration Fee Reduction) and Intangible benefits (Time Saving Public Service Access). JAKI serves benefits to Jakarta and its 4 satellite cities in:
- Reduction of energy, unnecessary time, and costs incurred before, during and after accessing public services; also the reduction of exposure to Covid-19 as it minimises direct physical contact.
- Fast, easy, personalised, cost-efficient and convenient public service access from the 96 features provided
- Improvement of the quality of public services and good governance
- Increasing private sectors’ branding, credibility and access to services
- Its accessibility, research, publication and collaboration which serves greater community services
In the future, JAKI aims to integrate all public services in 1 app, including inclusive finance, public information and public service interactions as well as to become an ecosystem that is applicable and can be developed by other regions in the context of transforming government and responding to digital challenges in city development.","a:3:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""617"";}","JAKI adapts citizen-designed services that focus on customer-centricity, with a commitment for multi-sectoral collaborations. As an ecosystem with over 80 features, JAKI enables Jakarta public service transformation in 3 main aspects: digital governance, digital economy, and digital society:
- Digital Governance: JAKI’s features enable digital technology utilisation to support government regulation in various services. JAKI reduces time and cost on administration services, information and aspiration services, health, environment and education
- Digital Economy: In supporting the digital economy, JAKI enables services which allow citizens to get food commodity prices, integrated information on SMEs, property tax, licensing, social assistance services and transactions with digital payments
- Digital Society: JAKI enables transformation in major aspects of everyday life that increases efficiency and productivity through various services in transportation and a collaboration platform for developing Jakarta
","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","JAKI is currently in the evaluation and diffusing lessons phases. The team conducts annual surveys, expert consultations and communities of practice through multi-stakeholder dialogues. Also, it reviews monthly sentiment analysis, user feedback from social media, Google Play reviews, as well as telemetry analysis of JAKI usage. Adjustments are based on User Acceptance Testing (UAT) inputs. One of our approaches to incorporating privacy by default is applying behavioral nudge, designed to change citizens' behavior to choose private reporting options rather than public ones. Behavioral intervention alters the previously available private report options; when private reporting is a choice, more action is required to ensure that privacy is their first and primary option. JAKI has analysis and product development and marketing divisions to facilitate multi-sector co-collaborations in developing JAKI’s technologies that can be applied by other institutions based on their own requirements and situations.","Multi-stakeholder collaborations consist of:
- Government officials serve as persons in charge, provide policy and budget, and conduct monitoring and evaluation
- Private Sector collaborate in the back end. Private sector actors integrate their digital products and services into JAKI applications and in the future could invest in marketing opportunities
- Civil society and academics provide relevant features, conduct research and activities
- Citizens contribute ideas and suggestions for improving JAKI services
","
- Provides 10,609,681 beneficiaries from DKI Jakarta residents and commuters from 4 satellite cities with fast, easy, personalized, cost-efficient, and convenient public service access
- Improves the quality of public services and implements good governance
- Private sector: provides enhancement in their branding, credibility and access to services
- NGOs: more people accessing services thus creates greater community benefits
- Universities: research, publication collaboration and community services
","JAKI Impact (General - SDG 16)
- User growth with 4 Mio users (Aug 31st, 2022)
- Saved $14,351,913 opportunity cost yearly
- >60 integrated services with >80 features with aim to integrate all public services in 1 app that includes inclusive finance, public information and public service interactions
Digital Governance (SDGs 3, 11 & 16)
- Active citizen participation in public complaints. JAKI is a primary reporting system with 97% resolution rate & reduced submission time (1 day to 2-3 mins) & resolution time (approx. 5 days, compared to 30 days regulated time). Citizens can directly monitor & evaluate the results online
- Increased vaccination participation by reducing registration waiting time from 30 days to 2-3 mins
Digital Economy (SDGs 1 & 2)
- Food commodity prices can be monitored in real time, enabling social assistance delivery for low-income citizens as well as giving assistance to 300,000 MSMEs
Digital Society (SDGs 17)
- 9,302 public Wi-Fi in Jakarta to support remote activity
","
- Integration issues are resolved by the existence of various policies, namely one data, the Governor's Regulation as well as the standard procedures for integration
- Boosting public trust in government by emphasising privacy by default as mandated by the Personal Data Protection law
- Conducting dissemination and training to introduce JAKI through activation, digital literacy, social media and human capital via digital talent
- Periodic surveys and hearings are implemented to carry out development based on community needs such as studies and hearings with people with disabilities on JAKI’s features to enable more disability-friendly features
- Ensuring JAKI's sustainability by providing basic services and meeting the needs of the community effectively and efficiently
","The DKI Jakarta Provincial Government recognizes the value of digital transformation in governance to stay relevant with the dynamic needs of its citizens. For this goal it is necessary to involve the following conditions:
- Comprehensive regulations and leadership that ensure the continuity and sustainability of JAKI
- Sufficient Human and Financial Resources through provisions of training and technical guidance with support in infrastructure and services
- Commitment to data privacy
- Willingness to prioritise service design by prioritising community needs
- Open collaboration with various stakeholders
- Ability to oversee long term projections which are supported by the Institutional Planning and comprehensive Business Model with design thinking methods
","Conceptually, this innovation is very simple to replicate by combining various information and services owned by various Regional Apparatus Organisations into a single application known as Super-App. JAKI is open to collaborating with other city governments and co-creators to develop digital platforms for public services that are in line with citizens' socioeconomic development. JAKI as a government platform can be replicated, marketed and exported to other countries.
Sharing sessions with JAKI have inspired several institutions to develop similar apps, including:
- Tangerang City with Tangerang Live application (24/02/2022)
- Language Development Centre, Ministry of Education with Halo Bahasa (2021)
- West Sumatra Province with Sumbar Madani application (2020)
These proved that JAKI can inspire and be adopted by local governments throughout Indonesia. JAKI is easy to implement as the existing ideas, technology and systems allow it to be applied in big and small cities in Indonesia.","In digitalization, focusing solely on technology would not be sufficient. There should be a rethinking of technology not merely as a tool but an ecosystem that can improve the quality of human lives in a sustainable manner. This idea is in line with the concept of Society 5.0 that focuses on a human-centred society, intertwining space between physical and cyberspace and a data-driven society. Technology cannot replace the complex human experiences that are intertwined with cultural contexts. Technology must be able to be utilised in its relevance to everyday needs through personalised and authentic experiences. Long term commitment and sustainability plans should be part of institutional planning, highlighting the importance of inclusive, meaningful, and active participation from citizens.","JAKI offers various business models:
- G2G: Online information/data exchange between government agencies via integrated databases such as handling public complaints
- G2C: Delivery of public services and one-way information to the public such as public complaints, information updates, health services, and education resources
- B2C: Providing services to individuals or groups of consumers. The collaborations are listed in the ""Together Building Jakarta"" widget which displays the list of start-ups that have collaborations with Jakarta Government in various fields
- B2G: Marketing of government products and services such as government programs to improve the community's economy and access to transportation
- G2B: Government-to-Business electronic transaction services
","a:10:{i:0;s:5:""32679"";i:1;s:5:""32680"";i:2;s:5:""32681"";i:3;s:5:""32684"";i:4;s:5:""32685"";i:5;s:5:""32686"";i:6;s:5:""32687"";i:7;s:5:""32688"";i:8;s:5:""32689"";i:9;s:5:""32690"";}","a:3:{i:0;s:5:""32682"";i:1;s:5:""32691"";i:2;s:5:""33064"";}",https://youtu.be/d1V6ydjOPmA,https://youtu.be/-lIBkRA-U0o,
32386,"Make Strategy Work – Planning Process & Platform",https://oecd-opsi.org/innovations/make-strategy-work-planning-process-platform/,28/09/2022,"Municipality of Ashdod",Israel,local,"a:1:{i:0;s:12:""public_admin"";}","Make Strategy Work – Planning Process & Platform",https://plans.ashdod.muni.il/issues,2022,"Strategic planning has turned into bureaucracy circus, without really moving the needle. The City of Ashdod has pioneered a new strategic planning model, in collaboration with Insights.Us. The new methodology enables city leadership to define key measurable outcomes, harnessing cross-silos action plans. The digital platform was designed to celebrate success stories, and connect the community, allowing an inclusive whole-of-city approach.","We have partnered with Insights.us to revolutionize the way the public sector plans ahead – and connects the community to its strategy. The standard process of planning has become obsolete – over complicated spreadsheets, no strategic focus, disconnect from the public and hard to follow-up with. Essentially the solution was designed to move the needle, make decisions and plans that really matter.
The solution is both methodological (“how do we do government processes better?”) and practical (“what tools and mechanism should be in place to ripe technological benefits of the change?”). This model has changed the way we approach the entire strategic planning process, transforming both the minds and practical tools we use to plan for next year, focusing on efficiency and effectiveness simultaneity while creating a more inclusive, transparent and digital-infused process.
- Focus: Instead of hundreds of goals, objectives, and tasks – we defined 13 main goals alongside the outcome indicators, and then all the plans are focused on key changes designed to achieve those strategic outcomes.
- Success: Instead of focusing exclusively on planning, the platform supports managers with celebrate their success – allowing them to share key mile stones and achievements, with the city and the public. This creates more transparency and helps build trust with residents.
- Experience: Instead of a complicated process that creates a frustrating user experience of outdated spreadsheets that are almost impossible to follow (for planners, employees, and certainly the public), we incorporated a digital interface that ensures a modern and user-friendly experience.
- Connection: Instead of overload of information and complex plans that make residents feel detached, our new planning process connects the community (incorporating public consolation within the platform itself) and brings departments and constituents together.
- Efficiency: We decided on the KISS model (Keep it simple, stupid) focusing on what matters the most. A two-layer platform (goals & plans) – instead of planning all the nitty gritty task, you report on them as a success report card.
The beneficiaries of the innovation are both:
- City managers (easy-to-use interface, instead of endless spreadsheets, clarity on main focus areas and ability to share progress – success and challenges alike); and
- The public – the process is much clearer, transparent and inclusive allowing them to contribute and follow main changes in the city.
","a:6:{i:0;s:3:""620"";i:1;s:3:""320"";i:2;s:3:""876"";i:3;s:3:""147"";i:4;s:3:""181"";i:5;s:3:""190"";}","The strategic planning process & platform is innovative in the strategy planning landscape because:
- We start with outcomes. Too often, cities build their strategy based on what they do – and not where they want to get. Here, the platform resides on a strict method of ""outcomes first.""
- We cut performance bureaucracy. Our two layers approach (goals – plans, or outcomes – outputs) makes a clear difference between strategy and project management. We enabled leaders to ask what works and not write hundreds of technical tasks.
- We connect people, and build trust. Strategic Plans and Action Plans rarely speak the language of ordinary employees and citizens. We changed the language so that every can understand what the city focus is, and what happened in the field.
- We leverage technology. Powered by AI to support better decisions to create a transparent, inclusive, responsive digital interface that makes strategy fun and accessible to all.
","a:1:{i:0;s:14:""implementation"";}","The Strategic Planning Process & Platform is currently deployed. We kick started the planning process and introduction the methodological shift and digital platform in July and city managers are currently submitting their potential action-plans for the key outcomes.","We collaborated with Insights.Us, a leading Gov-tech start up specialising in solutions to improve public sector decision making. The digital platform was developed by them, and we have worked together to implement and embed the methodological and practical shift with the whole municipality.","
- Citizens – have access to main goals of the municipality, can track progress and success and engage with decision makers.
- Government/city officials – have clarity on strategic outcomes and initiate their own cross-silos action plans to support the goals. The interface also allows to celebrate milestones and success, as well as updates on potential barriers.
- Civil society and companies – can understand and accesses strategic focus of the municipality and keep track of progress and potential col
","We measure our success by the % of plans that were delivered on time (due to our alert algorithms and smart dashboards), as well as the % of outcomes achieved (which takes more time to measure).
Our first, output indicators:
- We moved from ~1,500 goals to only 13 strategic outcomes for the entire municipality
- All strategic goals have been formulated in terms of measurable outcomes (what is the shift in real world we want to see), and the plan are stipulated in outputs terms (what will the organization produce)
- Most city executives have entered the platform, added their plans for next year and expressed satisfaction as for the simplicity of our design and user experience.
","Since we’re in relatively early stages of implementation, most of the challenges encountered thus far are in the field of mindset shift. Introducing new ways of thinking about the planning process, let alone deploying a digital platform that revolutionize the way we build our city’s strategy is not always easy. We created support mechanisms throughout the transformation journey, helping both with methodology and practical questions.","The first on foremost condition is leadership courage, acknowledging the exiting gap in strategic planning. Once leadership is committed, there’s a need for capacity building among existing human capital to introduce the new strategic planning process & platform. Our collaboration with Insights.us introduced digital infrastructure to harness the benefits of methodological shift as well the power of tech tools.","We pioneered this new strategic process & platform in collaboration with Insights.us, it has yet to be replicated in other municipalities. However, our transformation has sparked a hype among fellow municipalities and there has been much interest to learn more about the innovation we have implemented.
We believe the new strategic planning process & platform should, and gradually will, become the golden standard to planning and execution in local authorities in Israel and overseas. The digital platform developed by Insights.us is easily adjustable for other agencies, and it supports city managers in creating inclusive, transparent and efficient action plans to make a real difference for the constituents.","Everyone agrees strategic planning is important – but nobody wants to do it: the current methods are outdated and the quarterly reports on delivery became a lost battle against excel sheets. Strategic plans should set the course for a city over a three- to five-year period, at the end of which the plans should be re-evaluated and refreshed. The existing planning process in Israel is focused to hundreds of elaborated tasks, and more often than not misses the big picture view.
Delivery reports will now be based on stories of ""what happened"" rather than excel tables of ""what we missed"". The digital platform paved the way for a holistic approach by aggregating plans from different units under shared outcomes, with clear alerts and dashboards for different executives. Finally, citizens can connect to a beautifully designed website and engage with city officials, rather than staring at a heave PDF file or endless spreadsheet data pints.","Some screenshots of the digital platform supporting our innovative process and methodology: https://docs.google.com/presentation/d/1CoUpYHrrwyJeqcOpIcitFzlleNDJzmEcSGkIbEFeG9A/edit?usp=sharing","a:3:{i:0;s:5:""32391"";i:1;s:5:""32392"";i:2;s:5:""32393"";}",,https://docs.google.com/presentation/d/1CoUpYHrrwyJeqcOpIcitFzlleNDJzmEcSGkIbEFeG9A/edit?usp=sharing,,
32423,"Citizen participation project “Plaza Mayor”",https://oecd-opsi.org/innovations/citizen-participation-project-plaza-mayor/,28/09/2022,"Government of the Principality of Asturias - General Directorate of Public Governance, Transparency, Citizen Participation and Agenda 2030",Spain,regional,"a:1:{i:0;s:7:""housing"";}","Citizen participation project “Plaza Mayor” ",http://run.gob.es/noticia-plaza-mayor,2022,"""Plaza Mayor"" is an innovative multi-channel citizen participation project used by the public administration to collect citizens' proposals. Both face-to-face and digital media were used simultaneously to give a voice to the entire Asturian population. The data analysis methodology used allows for an immediate implementation of the results obtained, as well as the reuse of the information in the future.","The main innovation developed in the ""Plaza Mayor"" project is its ability to give the opportunity to participate to all citizens who wish to do so, overcoming possible inequalities or existing difficulties that hinder full citizen participation. The innovation lies in the simultaneous use of different face-to-face and digital channels that give the entire population the opportunity to participate while carrying out outreach and training work on citizen participation. The project involved the use of a web page, the presence of agents located in different towns in Asturias (Oviedo, Gijón, Avilés, Pola Siero, Mieres, Llanes, Navia, Ribadesella and Luarca), and a social media plan. The primary beneficiary of this project has been the Asturian society. It was an opportunity to inform about needs and concerns of the citizenry. In order to analyse the proposals the project established a systematic categorization methodology whose main premise was the reuse of public sector information (RISP).","a:3:{i:0;s:3:""302"";i:1;s:3:""616"";i:2;s:3:""184"";}","The main innovation of this project is the design of a multi-channel citizen participation project. The use of simultaneous channels, face-to-face and digital, gave the entire population the opportunity to participate. Furthermore, the information analysis method used is a great opportunity to increase administrative transparency, having a reinforcing effect on democratic values and enabling citizen participation in public policies.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The ""Plaza Mayor"" project has ended. The administrative units have made the corresponding proposals to their field of action. Currently, the proposals have been considered and integrated into the services and public policies in order to improve them.","The success of this project lies in the participation of citizens and the collaboration of the different town councils for the installation of face-to-face information points.","The principal beneficiary of this project has been the Public Administration. It has had the opportunity to collect the citizens' proposals. The project also promoted the empowerment of citizens as an active element in public governance and improved the reuse of public information at the service of society. The project contributed to the international community's goals as its line of work was aligned to the 2030 Agenda, in particular to SDG objectives number 5, 10, 16 and 17.","The Consultation obtained nearly two thousand proposals from the entire regional territory. The validity and effectiveness of the Consultation was achieved because of the good representation of the different population groups according to gender, age or place of residence. This result confirms that the use of different simultaneous channels contributed to the Consultation's goals of inclusivity and representativeness. In addition, the capacity for systematic analysis, categorized by thematic areas, has allowed for the effective implementation of the results obtained.","To augment citizen participation, one of the aspects to be improved would be to increase the number of localities with the presence of information agent and the involvement of other public bodies such as libraries or telecenters.","For the heterogeneity of the citizen population to be represented in the Consultation's results, it is essential to expand the range of channels of communication and of citizen participation. This because of the different contexts across the geographical dispersion, that includes a significant percentage of the elderly population, together with a significant population in rural areas where it is more difficult to involve citizens in public life. For this reason, knowledge of the territory has been a key factor in adapting the project's design to the existing conditions. In addition, the premise of reusing information is a key condition for success, as it has improved the development of a systematic analysis methodology to incorporate the proposals made, as well as their usefulness in the medium and long term.","On future occasions when a Consultation is called for, the multichannel consultation model will be used, as well as the use of the systematic analysis methodology.","The investment of material and human resources to improve participation allows for a greater capillarity of public administration in society. The public administration has to assume an active role as an agent of change for the construction of an empowered and informed society.",,"a:1:{i:0;s:5:""32429"";}",,,,
32437,"AI Convergence Reading System for Illegal Duplication Project",https://oecd-opsi.org/innovations/ai-convergence-reading-system-for-illegal-duplication-project/,28/09/2022,"National IT Industry Promotion Agency",Korea,central,"a:1:{i:0;s:11:""information"";}","AI Convergence Reading System for Illegal Duplication Project",https://www.youtube.com/watch?v=0Ib2k0dwr8Q,2021,"The project is subject to uncovering illegal duplication in advance from overseas inflow through the AI Reading System in the process of customs clearance cooperated with Korea Customs Service. No. of uncovering illegal duplication per annum exceeds 400,000 cases and the demand for AI system is high due to lacking manpower for customs inspection and the explosive increase in importing goods. This AI system has been developed from 2020, and proving its performance in two customs office in Korea.","As South Korea, the 9th largest trade partner has increased K-brand power due to the spread of the Korean Wave to the world recently, damage cases in IPRs have accordingly increased from the inflow of illegal duplication imitating domestic products. The number of detecting goods infringed IPRs in the process of customs clearance in 2019 was 30,856 which accounted for 0.4 billion dollar annually. South Korea falls victim of the top 8th country by illegal duplication and see 15 billion dollar dropping per annum in company sales, 31,753 people in job losses, and 0.3 billion dollar in tax income leakage.
In the case of distributing illegal duplication, companies have the sunk cost of IPRs/R&D and suffer losses on a large scale due to losing market opportunities. For consumers, they suffer direct health and safety damage including ingesting fake medicines and appliance fires. For example, Hyundai Mobis experienced damage of 18 million dollar annually due to domestic and overseas distribution of cheap Chinese fake ‘sensors, infotainment, steering devices, lamps, body parts. etc.’. In the case of failing to detect in customs clearance, the domestic distribution expands on a large scale.
Initial data is required for AI reading of major customs clearance items in 2020 but new business project faces challenges due to rejecting to provide company’s design rights of drawing (business secret) and lacking design information about imported items in customs clearance. Patent-holding companies hesitate to participate in the National IT Industry Promotion Agency (NIPA) AI demonstration-supported project for concerns about technical leakage in providing information of design rights (including goods names, etc.). Korea Customs Service’s cooperation is crucial to AI model demonstration in customs clearance environment needed for a high level of security /quarantine, but the ministry lacks credibility for the initial AI solution.
NIPA and Korea Customs Service empathize with damage impacted on industry and people in 2020 in the case of the distribution of illegal duplication and have been developing AI-based reading solution to detect illegal duplication utilized customs clearance data through collaboration.
Starting with a demand survey for AI convergence tasks by inter-ministerial collaboration in February 2020, we made detailed business project proposal jointly through a number of consultations with NIPA-the Ministry of Science and ICT-Korea Customs Service. For smooth securing customs clearance data (image of actual goods, patent of design rights, etc.) which is essential for AI solution, business promotion & presentation are held every year for more than 100 companies of IPRs in cooperation with Korea Customs Service. NIPA as dedicated institution is working with multiple institutions such as the Ministry of Science and ICT as hosting department, Korea Customs Service as demand department as well as Trade-Related Intellectual Property Promotion Association (TIPA) as IPRs-holding company groups.
We secure reading accuracy and improve the efficiency of customs clearance by changing reading method to detect illegal duplication based on AI & customs clearance data from the existing visual inspection. We will achieve 93% of reading accuracy by 2023 and develop the solution to apply Incheon & Pyeongtaek Customs where Chinese items are imported most.
We achieved 82.7% of reading accuracy which is above 80% of our target for initial AI solution models developed by 2021. We expect to prevent infringement of IPRs by 60% (0.24 billion dollar per year compared to 0.4 billion dollar per year) of the overall inflow amount through illegal duplication in the case of applying to Customs in 2024 by accelerating the solution by 2023. Reading accuracy to detect illegal duplication is expected to improve by 93% from 0.4% of the existing visual inspection in the case of introducing AI solution. We can reduce the time to notify the right holder after detecting initial suspected goods, less than 5 minutes in the case of introducing AI solution from more than 1,440 minutes through visual inspection.","a:3:{i:0;s:3:""147"";i:1;s:3:""190"";i:2;s:3:""194"";}","This AI system achieves following two major innovations.
- First, we achieved 82.7% of reading accuracy which is above 80% of our target for initial AI solution models developed by 2021. Currently, customs inspectors have only 0.4% accuracy to read illegal duplication with the naked eye. However, the AI system can currently detect illegal copies when customs clearance is performed with 82% accuracy, providing a high level of public customs service for Korean.
- Second, we can reduce the time to notify the right holder after detecting initial suspected goods, less than 5 minutes in the case of introducing AI solution from more than 1,440 minutes through customs inspectors visual inspection.
","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","As of 2021, the AI system can read pirated copies with 82% reading accuracy. In addition, it is applied to the customs of Incheon and Pyeongtaek in Korea and is being tested to detect illegal copies entering from China. By 2022, the accuracy of reading illegal copies of artificial intelligence systems is expected to improve to 90%.
In addition, we are contributing greatly to the protection of intellectual property rights in Korea's strong industries by applying artificial intelligence piracy reading system to 89 major products that Korea has global competitiveness such as automobile parts, IT products, household goods, and rice products.
By 2023, we plan to increase the reading accuracy of the AI system to 93% or more, and from 2024, we plan to apply this AI system to all customs offices in Korea.","This AI project began in 2020 jointly organized by the Ministry of Science and ICT and the Korea Customs Service. The Korea Customs Service was having a hard time reading the explosive increase in illegal copies during customs clearance. The Ministry of Science and ICT found that if artificial intelligence and customs data can be fused to automatically read illegal copies, it can significantly reduce the burden on customs inspectors. NIPA also draws collaboration from companies with IPRs for AI.","For companies with IPRs in Korea, we expect to prevent infringement of IPRs by 60% (0.24 billion dollar per year compared to 0.4 billion dollar per year) of the overall inflow amount through illegal duplication in the case of applying this AI system to Customs in 2024.
For Customs officers, we can reduce the time to notify the right holder after detecting initial suspected goods, less than 5 minutes in the case of introducing AI solution from more than 1,440 minutes through visual inspection.","As of 2022, the AI system is being tested at two major customs offices in Korea. AI system is used to examine automotive parts, IT products, and beauty products as detailed items. The Korean government predicts that the accuracy of reading illegal copies of AI system will reach 90% by 2022. In addition, AI system reading accuracy is expected to improve to 93% by 2023 (currently 82%).
Korea imports about $600 billion worth of products from overseas annually. The Korean government predicts that about 2.2 percent of total imports will be illegal copies. If the AI system is applied to 34 customs in Korea from 2024, it is expected that up to 60% of the import amount of illegal copies will be detected when customs clearance is performed. The AI system not only protects companies with intellectual property rights in Korea from illegal copies, but also can increase the level of safety of the people by blocking imports of fake medicines and auto parts, for example.","
- 'Data shortages for AI system' - Initial customs data is required for AI reading of major customs clearance items in 2020 but new business project faces challenges due to rejecting to provide company’s design rights of drawing (business secret) and lacking design information about imported items in customs clearance. Patent-holding companies in Korea hesitate to participate in the NIPA(affiliated institution for the Ministry of Science and ICT) AI demonstration-supported project for concerns about technical leakage in providing information of design rights.
- 'Securing demonstration environment in customs offices' - Korea Customs Service’s cooperation is crucial to AI model demonstration in customs clearance environment needed for a high level of security/quarantine, but the ministry lacks credibility for the initial AI solution. Since 2020, NIPA has held more than 10 briefing sessions with the Korea Customs Service, AI, and IPR companies leading to voluntary cooperation.
","There were three success factors before the AI system was successful in Korea.
- The first is cooperation between the government and private companies. The first success factor in the development of the AI system was to understand the necessity of introducing an artificial intelligence system at the customs site and to provide information related to intellectual property rights.
- Second, the Korean government provided a demonstration environment at the customs site. AI companies were able to verify the performance of AI systems and learn customs data in an empirical environment. Through this, we were able to secure the reading performance of the targeted AI system.
- Third, the number of companies with various AI technologies in Korea has increased, allowing them to develop necessary AI services. Korean AI companies with detailed AI-related technologies such as computer vision, voice recognition, and text translation are the third condition for the success of this project.
","This AI system has various scalability. AI robots can search for fake products in online shopping malls to find illegal copies. In addition, companies can use this AI system to identify similar product designs in advance at the stage of applying for patents for intellectual property rights in Korea, such as trademarks and design rights. This allows companies to check in advance whether the patent they apply for violates existing intellectual property rights.
People can also use this AI system in our daily lives. Consumers can always check whether the product they purchase and use at an online shopping mall is genuine or illegal. The AI system is expected to provide a wide range of usability to businesses and individuals.","In addition to the customs clearance field presented in this case, AI can be widely used in areas close to public safety, such as medical care, finding missing children, and detecting harmful chemicals at chemical disaster sites. The Ministry of Science and ICT and the National IT Industry Promotion Agency (NIPA) have been developing AI services in earnest since 2020. AI is applied to various areas, ranging from the public safety area to the detection of defective products at manufacturing sites that Korea has advantages, and productivity improvement.
Through this convergence of various industrial areas of AI, it was confirmed that productivity in various fields such as manufacturing, finance, and medical care was greatly improved. On the other hand, we have learned that if data containing people's personal information is acquired during this process, these data also need to be managed reliably in a safe way.","We are very happy to introduce the artificial intelligence illegal reproduction reading system that is applied to customs clearance sites in Korea. Korea's artificial intelligence system is a project being promoted by the government and companies with intellectual property rights. Although there were difficulties in securing data in the early stages of the project, we have now achieved results such as securing more than 82% of illegal copies. And in 2024, we plan to apply this system to 34 customs sites in Korea.
I hope there will be an opportunity to share Korea's experience in developing an artificial intelligence illegal reproduction reading system and applying customs demonstration to OECD member countries.
Thank you.","a:8:{i:0;s:5:""32457"";i:1;s:5:""32458"";i:2;s:5:""32459"";i:3;s:5:""32460"";i:4;s:5:""32462"";i:5;s:5:""32463"";i:6;s:5:""32465"";i:7;s:5:""32464"";}",,https://www.youtube.com/watch?v=pIcqbhPgYho,https://www.youtube.com/watch?v=0Ib2k0dwr8Q&t=72s,
32454,"Algorithmic Transparency Recording Standard",https://oecd-opsi.org/innovations/algorithmic-transparency-standard/,21/10/2022,"Centre for Data Ethics and Innovation & Central Digital and Data Office","United Kingdom",central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Algorithmic Transparency Recording Standard",https://www.gov.uk/government/collections/algorithmic-transparency-recording-standard-hub,2021,"Transparency is a key driver of responsible innovation and improved public trust in governments’ use of data and algorithms. The UK’s Algorithmic Transparency Recording Standard helps public sector bodies provide clear information about the algorithmic tools they use and why they’re using them. The Standard is one of the world’s first policies for transparency on the use of algorithmic tools in government decision making and is internationally renowned as best practice.","Algorithmic tools are increasingly being used in the public sector to support many of the highest impact decisions affecting individuals, for example those used in policing, social welfare, healthcare and recruitment. Public attitudes research consistently highlights transparency as a key driver of public trust and so building the practical mechanisms and pathways for transparency is crucial for gaining and maintaining trust. It is also key to enabling organisations to innovate and share knowledge on how to deploy algorithmic tools effectively.
Why is transparency important? The public has a democratic right to explanation and information about how the government operates and makes decisions, in order to understand actions taken, appeal decisions, and hold responsible decision-makers to account. Under the UK GDPR, citizens have the right to information about the use of their personal data as well as to know about the use of automated decision-making, including meaningful information about how decisions are made - the so-called “right to explanation”.
There is insufficient information available on what kinds of algorithmic tools government bodies are using and how. Greater transparency in this field will fulfil the democratic expectation that the government explains how it makes decisions, especially in the context of public-facing services with direct impact on individuals and groups. There is currently no standardised manner of presenting information about the use of algorithms in government and members of the public are unable to easily find information they might need to understand how government agencies are using these technologies. Public bodies that would like to be more transparent about how they are using algorithmic tools often struggle with how to communicate this complex information in an accessible way.
Being open about how algorithmic tools are being used provides an opportunity for government departments and public sector bodies to highlight good practice, facilitate learning and knowledge exchange, and contribute to improvements in the development, design and deployment of algorithmic tools across the public sector. It helps those who build, deploy, use, or regulate these tools to identify any issues early on and mitigate any potential negative impacts.
The Algorithmic Transparency Recording Standard (ATRS) addresses these gaps by establishing a standardised way for public bodies to report transparency information about how they are using algorithmic tools in decision-making. It enables these organisations to proactively publish details about the algorithmic tools they use and make this information accessible to the public on gov.uk. It has similarities with related approaches such as datasheets or model logs.
How does the ATRS work in practice? The ATRS functions as a template that guides organisations using algorithmic tools to complete transparency reports. Currently, the Standard is divided into two tiers. Tier 1 includes a simple, short explanation of how and why the algorithmic tool is being used and instructions on how to find out more information. Tier 2 is divided into five categories:
- Information about the owner and responsibility.
- Detailed description of the tool and rationale for using it.
- Information on the wider decision-making process and human oversight.
- Information on the technical specifications and data.
- A list of risks, mitigations, and impact assessments conducted.
The UK government recognised the need to increase transparency of algorithm-assisted decisions and committed to scoping transparency mechanisms in the National Data Strategy (2020), and to developing a cross-government standard in the National AI Strategy (2021). Throughout 2021, we ran a public engagement exercise as well as a series of workshops to discover what information on algorithm-assisted decision-making in the public sector should be published and in what format.
We published the first version of the Standard in November 2021. In the first half of 2022, we piloted it with organisations across the public sector, seeking to understand how to put it into practice, what could be improved in terms of content and form, and what further support teams might need. We have now published the first 6 transparency reports from the pilots, covering central administrations, police forces and regulators. In October, we published a draft updated Standard on GitHub, and in January 2023 we published the updated version on GOV.UK.
Alongside the pilots, we held an open call for feedback from the public and several roundtable discussions with suppliers of algorithmic solutions to incorporate the perspectives of third party suppliers. These were attended by nearly 100 representatives from the private sector (facilitated by TechUK and the UK’s Crown Commercial Service).","a:6:{i:0;s:3:""194"";i:1;s:3:""302"";i:2;s:3:""621"";i:3;s:3:""317"";i:4;s:3:""611"";i:5;s:3:""181"";}","The ATRS is innovative as it is one of the world’s first initiatives of its kind and is internationally renowned as best practice. At its core is a deliberative public engagement exercise and co-design process which centred on members of the public and accessibility. Increasing algorithmic transparency has been at the forefront of AI ethics conversations globally, with many calls for greater transparency around the use of algorithmic tools in the public sector. Much AI ethics work, including on fairness, accountability, and transparency, has so far been conceptual and theoretical, while practical applications have been more limited, particularly in the public sector. Some existing examples include work done in Helsinki, Amsterdam and New York City. Our Standard is one of the most comprehensive policies and one of the very few undertaken by a national government to enhance transparency on the use of algorithmic/automation tools in government decision making.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","We published the first version of the Standard in November 2021 and piloted it across the public sector until August 2022. In January 2023 we published the updated version on GOV.UK. Throughout the piloting process, we sought to understand what works and doesn’t work, if any aspects of the Standard were unclear, and what further support teams might need when using it. We have gathered evidence and feedbacks with roundtable discussions, engagement with government bodies, and an open call for feedback from members of the public. Since June 2022, 6 completed transparency reports have been published. We are now investigating longer term options for hosting a repository of completed transparency reports with a focus on accessible design for meaningful transparency.","The design and development of the Standard occurred in cooperation with different stakeholder groups, including UK government stakeholders, industry, academia, and civil society experts. Moreover, through a public engagement exercise led by the Centre for Data Ethics and Innovation (CDEI) and Britain Thinks, we captured public attitudes to algorithmic transparency which directly informed the final makeup of the Standard.","The Public: the transparency reports will enable members of the public to read about what kinds of algorithmic tools government bodies are using and how. Civil society organisations, journalists and third parties will be able to interpret and translate this information. Public Bodies: being open about how algorithmic tools are being used provides an opportunity for public bodies to highlight good practice, facilitate knowledge exchange, and improve the quality of algorithmic tools.","We have piloted the ATRS with more than 10 teams across the public sector between January and June 2022, with 6 completed reports publicly available.
The pilot process has demonstrated widespread support for algorithmic transparency from pilot partners, who highlighted:
- Benefits from internal learning and reflection as the use of the ATRS invites internal scrutiny.
- Benefits from providing a template including guidance on potential risks that should be considered during tool development and procurement.
Consultation with members of the public and suppliers of algorithmic tools revealed widespread support (e.g. 97% of suppliers supported the policy).
Over the longer term, the impacts we are aiming for include:
- Increased public trust in the use of algorithmic tools in the public sector.
- More responsible innovation and use of algorithmic tools by public bodies.
- Increase of ethical/transparency considerations being embedded into the development and use of algorithmic tools.
","Challenges:
- Articulating the importance of transparency and building momentum for using the Standard. Response: Within the government, we have engaged widely and made clear the benefits of transparency and its importance for innovation. With external suppliers we hosted roundtable discussions to gather views and bring stakeholders into the policy process.
- Involving different types of stakeholders in the development and iteration of the Standard, going through repeated rounds of discussion, feedback, and iteration. Response: Think carefully about the design of the engagement process and the diversity of participants to get a broad range of perspectives.
Potential failures:
Not having enough ‘high impact’ use cases in the pilot phase, which can demonstrate the benefits of using the Standard for building public trust in the use of algorithmic tools.
Response: focus more resources on talking to a broader range of teams across the public sector and making the case for transparency.","Leadership and buy-in:
As this is currently a voluntary standard, uptake depends on the appetite of public sector teams to use the Standard and be transparent about their tools. Creating the motivations and incentives for transparency are crucial for success.
Adoption and uptake:
For this policy to be successful, it is important that public sector teams who are developing and implementing algorithmic tools are aware of the ethical considerations that should go into this process, have assurance processes in place and prioritise embedding ethics into the entire project lifecycle.","The Standard has so far been featured in various international fora and working groups such as the Open Government Partnership’s Open Algorithms Network. We have been in contact with several officials from different national governments to talk about aligning our policies on algorithmic transparency. We have also been made aware of private companies that have adopted and taken the Standard as inspiration in their own transparency processes such as Wolt (https://explore.wolt.com/fi/fin/transparency).","
- Many public sector teams would like to be more transparent and consider ethical questions in their projects from the beginning but might lack the guidance, capabilities or resources to do so.
- This initiative and others can help to encourage a proactive culture in the public sector around embedding ethics into data and automation projects from the start.
- Our public engagement exercise found that the general public may not necessarily be interested in examining the content of each individual transparency reports themselves, but will be reassured that this information is available openly and can be accessed by experts who can scrutinise it on their behalf.
- Communicating complex technical information in a way that makes it easy to understand by the general public is difficult and something that public sector teams may need more support on.
","Links to our key documentation:
The Standard: https://www.gov.uk/government/publications/algorithmic-transparency-template
Guidance: https://www.gov.uk/government/publications/guidance-for-organisations-using-the-algorithmic-transparency-recording-standard
Existing transparency reports: https://www.gov.uk/government/collections/algorithmic-transparency-standard
We are also planning on launching a phase of user testing with members of the public through another engagement exercise in the coming months. This is intended to tease out the impact and success of the project on building public trust in the use of algorithms in government.",,"a:1:{i:0;s:5:""34880"";}",,,
32455,"Theory of change process for public services",https://oecd-opsi.org/innovations/theory-of-change-process-for-public-services/,28/09/2022,Impetus,"United Kingdom",regional,"a:2:{i:0;s:9:""education"";i:1;s:10:""employment"";}","Theory of change process for public services",,2021,"The UK government launched a new “youth hub” offer of employment services to young people affected by the disruption of the covid-19 pandemic. Through four days of workshops with key stakeholders, which included engaging young people, Impetus ran a theory of change process to enable one of the flagship hubs to co-design their new service to best serve young people. This is the first time that Impetus has applied its theory of change tools, and its impact focus to a government policy initiative. The output of the work provided a blueprint for what a youth hub should look like and in turn offered a framework and best practices to be rolled out at other youth hubs across the country. This theory of change approach enables government policy to be translated into successful delivery by helping frontline agencies fill in the details to deliver on a governmental headline announcement.","Governments often announce new initiatives in public services, but there is a big difference between announcing an ambition or service and delivering well. This was a particular challenge during the covid-19 pandemic when governments had to respond at pace to developments, and implementation work often had to take place remotely or in a hybrid format. Impetus has over a decade of experience funding and supporting UK youth charities to improve their impact and grow their reach. An important part of the process is their “driving impact” approach, a series of theory of change workshops and support to help organisations align on essential items like the young people they exist to serve and the outcomes they are trying to achieve. These are crucial anchor points to inform the design of high impact programmes.
England’s West Midlands Combined Authority (regional government) and the regional office of the government’s Department of Work approached Impetus to determine whether their theory of change tools could be adapted to apply to the new “youth hub” service. The government had plans for around 150 youth hubs across England, with a site in Birmingham in the West Midlands region identified as a “demonstrator” site for others to follow. The regional teams wanted support to deliver on launching the service and ensuring it delivered well for young people and was a role model for other sites.
Through a series of workshops held from May to July 2021, we aimed to bring together strategic partners to align on and determine:
- A high-level mission
- Which young people the youth hub was trying to help
- What outcome it wanted to achieve with them
- How best to use the resources at its disposal to achieve that
- How to track the impact of its work and use that to manage performance
The key principles behind the workshop approaches were:
- Co-design: Mix of senior leadership, front-line staff, and partners to ensure everyone was aligned towards a common vision and goal
- Layered approach: Each session built on the previous one, with stakeholders aligning in between workshops
- Empathetic challenge: Facilitators brought challenging questions, but answers came from participants
The output of the work provided a blueprint for what a youth hub should look like. This blueprint offers a framework for the specific Birmingham library, as well as best practices which can be rolled out at other youth hubs across the country. This theory of change approach enables government policy to be translated into successful delivery by helping the frontline fill in the details behind a headline announcement. Government benefits from seeing its policies rolled out more effectively, regional actors get support to deliver on government proposals, and frontline delivery benefits from taking time to develop a clear understanding of what they are trying to achieve, which they can use to inform their rollout and delivery. The ultimate beneficiary is the service user – in this specific case, young people whose employment prospects were impacted by the covid-19 pandemic. Currently, Impetus is taking the lessons from this project to develop their approach to applying theory of change and impact tools to elements of public services and is working on a project with a university that will launch in 2023.","a:10:{i:0;s:3:""609"";i:1;s:3:""211"";i:2;s:3:""959"";i:3;s:3:""305"";i:4;s:3:""615"";i:5;s:3:""317"";i:6;s:3:""617"";i:7;s:3:""618"";i:8;s:3:""620"";i:9;s:3:""354"";}","There are a wide variety of attempts at policymaking and lobbying that focus on trying to get government to set particular objectives or approaches. However, most policy inevitably leaves a level of detail to be worked out in the implementation and good implementation is essential to the success of any government initiative. Despite this, there is often a disconnect between the policy community of big ideas and those who ultimately have to deliver on decisions, or implement them. The approach that was developed tries to bridge that gap and its innovative nature resides in bringing theory of change work from the third sector to government initiatives and public services.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Impetus is now planning to run a similar series of theory of change workshops with a university widening participation department. Universities in England spend around £800m a year supporting young people from disadvantaged backgrounds to access higher education, mandated by government as part of their ability to charge students fees. This work will conclude in early 2023 with a blueprint for this service, which regulators can use to shape this work across the higher education sector more widely.","
- Impetus policy – understanding of how a particular service is replicated at scale by government initiatives
- Impetus programme team – understanding of how to use theory of change process to support delivery organisations to deliver high impact service
- Frontline delivery staff – understanding of the day to day work required to support young people
- Service users (young people) – understanding of the challenges they face and support they need
- Regional partners – ultimately in charge of delivering
","
- Government – benefited from policy initiatives being rolled out successfully
- Regional partners – provided support to turn the government's idea into a coherent plan with core principles for further decision making
- Delivery staff – benefited from having a clear sense of what to do, why to do it, and understanding the core principles for decision making
- Service users (young people) – benefited from receiving high quality service that supports them to succeed
","The blueprint is being implemented in Birmingham and has influenced the government’s thinking across the wider youth hubs network. The government has not yet published outcomes data or evaluations of youth hubs, so there is no official data on the effects of the policy or the theory of change work. However, the lessons from the theory of change work are broadly applicable across employment services for young people in general. Given that the economic cycle means the group of young people needing these services expands and contracts on a regular basis. The work that was conducted will also inform future policy interventions in this space.","The UK labour market has been stronger than anticipated when this work was carried out. This means fewer young people are in need of a youth hub’s support, and those that are have bigger and different barriers to employment than anticipated. This has limited the impact of the youth hub policy across the board. When working with the public sector in comparison to charities, complexity in ownership on what is to be delivered creates barriers to “doing things differently”. Managers responsible for projects do not necessarily have the freedom to innovate, and those whose authority is required to unlock budgets may be far removed from the work.
These challenges can be mitigated by:
- Working with established rather than innovative services
- Ensuring partners have sufficient high level buy-in to enable change
","Among the main conditions for success for projects like this one are management buy-in and a willingness of front-line staff to think differently. Regarding management buy-in, it is key for those who can authorise/enable things to be done differently, especially where budgets are concerned and, in particular, an empowered leader to drive change and hold others accountable is vital. In regards to front-line staff, it is necessary that they can imagine what is possible, despite working (often for many years) in a system where these decisions are made for them and their freedom of manoeuvre is relatively constrained. Both these conditions also depend on a degree of stability in the underlying organisation structure, in other words there should be no ongoing big restructures or change projects that distract attention from the theory of change work.","This innovation can theoretically be replicated with any area of public service delivery. All that is required is for there to be a big picture policy aim, and a need to translate that into a more detailed framework for service design and delivery. We are in the process of preparing to run an improved version of this intervention, with a UK university “widening participation” service, to support them to improve services for underrepresented groups in higher education.","For this kind of work to succeed it needs leadership. Long leadership chains can create barriers to “doing things differently”. Managers responsible for projects or services do not necessarily have freedom to innovate. Conversely, decision making power and budgets may sit with senior staff far removed from the work and without the time to engage in the details. A leader must be empowered to drive change, for which the capacity of holding others accountable is vital. This can either mean empowering a mid-level staff leader, or a senior leader investing time being involved in the process.
There is also an element of luck. In this particular case, the UK labour market has been stronger than anticipated. As a result, fewer young people are in need of a youth hub’s support, and service users have bigger barriers to employment than anticipated. This has impacts on the work of the youth hubs and the applicability of the theory of change work conducted, as it was conducted with a different set of assumptions.","This work was delivered in partnership with Resurgo, a charity Impetus has funded for many years and who delivers an excellent employment support programme of their own. You can find more information about them here: https://resurgo.org.uk/",,"a:1:{i:0;s:5:""37840"";}",,,
32466,"Government marketplaces for government procurement teams",https://oecd-opsi.org/innovations/government-marketplaces-for-government-procurement-teams/,28/09/2022,Glass,"United States",local,"a:1:{i:0;s:12:""public_admin"";}","Government marketplaces for government procurement teams",https://discover.glass/use-cases/city-of-seattle,2022,"The City of Seattle spends over $720 million every year. With the surge of COVID-19, small businesses were left in a highly vulnerable position, forcing many to shut down. This is especially true for women and minority-owned small businesses (WMBEs). We worked with the City to launch its e-commerce government marketplace, providing a platform for government buyers to seamlessly find local WMBEs, access their products and services, obtain quotes, and check out with a few clicks.","The City of Seattle is one of the largest cities in both the state of Washington and the Pacific Northwest region of North America, with a community of over 737,000 residents. It is also one of the largest buyers in the region, spending $724 million every year. The City aims to increase the number of women and minority-owned businesses it buys from by optimizing its contract database.
With the surge of COVID-19 in the area, the small business community was left in a highly vulnerable position, forcing many to shut down. This is especially true for women and minority-owned small businesses (WMBEs). Glass worked with the City of Seattle to launch its online WMBEs Local Portal. With the Portal, the City delivered a user- friendly experience for government buyers to seamlessly find local WMBEs, access their catalogs of goods and services, obtain instant quotes, and check out with only a few clicks.
Before launching the Portal, government buyers at the City of Seattle had to navigate through three different sources of information before finding WMBE vendors. The first two sources, the City's Oracle PeopleSoft Supplier Portal (which currently holds 1,100 long-term blanket contracts) and the City's Online Business Directory, allowed buyers to filter vendors and registered businesses by their WMBE denomination. However, we found that searching on the system for WMBEs was very cumbersome and certain labels were not accurate. The third source, the open market, required buyers to search on Google. This prevented them from discovering local WMBEs that were not digitized but that could perfectly satisfy their needs.
The fragmentation and inefficiency of their systems forced buyers to perform extra manual work, including calling vendors on the phone to verify their information and requesting quotes by email, sometimes taking over a week. Additionally, the efforts of the City's procurement department to promote inclusive, open, and equitable business contracting practices, including webinars, trainings, vendor fairs, and certification services, were not delivering the expected outcomes, making both buyers and the business community frustrated.
By leveraging these 3 fragmented sources of information, we:
- Updated and curated vendor data using AI;
- Transformed the City's PeopleSoft Supplier Portal and Online Business Directory into actionable catalogs of goods and services;
- Enabled a checkout similar to those of online commercial marketplaces;
- Directed the purchasing process towards a more diverse, equitable, and inclusive one; and
- Optimized for efficiency and compliance by directing government buyers to preferred WMBEs with negotiated contract prices first, to those registered on the Online Business Directory second, and the open market third.
In the next few months we expect to help the City of Seattle:
- Reduce by 50% the time and effort it takes to find, do direct purchases, and receive qualified quotes from contracted, registered, and open market Seattle WMBEs;
- Increase by 30% the number of WMBEs registered to do business with the City;
- Exceed by 20% existing socio-economic goals and supplier diversity; and
- Save up to 15% of taxpayers' money by seamlessly sourcing local goods and services from WMBEs.
","a:3:{i:0;s:3:""316"";i:1;s:3:""621"";i:2;s:3:""612"";}","Governments are the single largest buyers in the world. However, public procurement, the process by which governments acquire goods and services, is
a fragmented and highly manual $16 trillion dollar global industry that over 400 million small businesses cannot access.
More specifically with the City of Seattle, government buyers find it difficult to conduct small purchases — simple, discretionary transactions with credit cards and direct purchases, that take significant time, research, training and documentation. On the other hand, small businesses often don’t have the capacity or experience to win big contracts, and their lack of digital infrastructure and low visibility makes it hard for governments to discover and buy from them.
Bridging this digital gap and enabling government agencies to make convenient and compliant purchases under their bidding thresholds at the speed of e-commerce, while reaching their socioeconomic goals, is our unique objective, and biggest differentiat","a:1:{i:0;s:14:""implementation"";}","We've been working hand in hand with the City of Seattle's Logistics and Emergency Management Division, providing them with the Seattle WMBE Portal, allowing government buyers to seamlessly find and buy from local WMBEs (Women and Minority-Owned Business Enterprises). Only a few months in, we've helped the City save over $1.5k, increase by more than $10k their annual WMBE spending, and simplify how government buyers discover and access discounted prices from their current blanket contracts.
This marketplace is simplifying government purchasing by digitizing products from their current blanket contracts (which are in PDF format and are not actionable), bringing them to an actual transactional platform. Buyers have also been able find highly-relevant open market vendors and compare prices in real time. Our key metrics to date are as follows: 1) 6,720 products onboarded; 2) 20+ blanket contracts digitized; and 3) 59 open market businesses onboarded.","The government officials at the City’s Logistics and Emergency Management Division have provided us with actionable insights into our software so we can continue improving the User Experience (UX) and User Interface (UI).
Additionally, they’ve been extremely helpful by leveraging their existing network to encourage new users to use the platform and benefit from it.","Our main users have been:
- Government buyers at different departments interested in simplifying how they buy industrial supplies and equipment.
- Vendors who are interested in streamlining their sales processes with the government, and expanding their customer base, if they have never done business with their government before.
","This marketplace is simplifying government purchasing by digitizing products from their current blanket contracts (which are in PDF format and are not actionable), bringing them to an actual transactional platform. Buyers have also been able find highly-relevant open market vendors and compare prices in real time. Our key metrics to date are as follows:
- 6,720 products onboarded;
- 20+ blanket contracts digitized; and
- 59 open market businesses onboarded.
","The biggest challenge faced has been encouraging new government buyers from other departments at the City of Seattle to try to use the platform to simplify their small purchases and increase the number of women and minority-owned businesses they buy from. This is mainly because apart from the Logistics and Emergency Management Division, other departments are not fully aware of the marketplace.
The way we’re tackling this challenge is by reaching out to each department individually via email marketing campaigns and one-on-one emails. We also expect to continue using complementary communication channels to increase our outreach, and leverage our existing relations with government leaders in the City to expand the outreach of this pilot.","We believe that the most important conditions for success are the ability to work hand in hand with a large number of government buyers to pilot the solution within all the 40+ departments that exist in the City of Seattle. So leadership and guidance from the department heads would be extremely beneficial.","We’re aiming to pilot our government marketplace solution with other local governments in the US as well. Different cities, counties, special districts, and even publicly-funded educational institutions like community colleges, have very similar challenges in the procurement front, and also have similar goals, including expanding their pools of available government vendors and therefore increasing competition and opportunities.
We believe cities with a similar size of the City of Seattle (700k+ people), or even cities with a smaller size in California (around 200k people) would be great early adopters of this innovation, and could help inform its future for larger organizations, including state and federal governments.","It’s been very important to work hand in hand with our government partners to understand their experiences, and feedback when interacting with our platform. Government users’ feedback has been pivotal to nailing some of the marketplace’s core functionalities and simplifying the overall User Experience (UX). It’s also been incredibly helpful to work with government partners who are willing to try new tools for an agreed period of time, even if the tool has been used with others in the past. Having a leadership interested in bringing innovation in the public sector is key.","Given the importance and impact of the work we’re doing, we’d like to be considered to be a speaker to present at the World Government Summit 2023, and show more about what we do in future OECD publications and OPSI events.",,,https://youtu.be/tTlUlpVGA14,https://youtu.be/qwGp32u4AxI,https://youtu.be/SwCNCqjjh1I
32511,"Improving prenatal, postpartum and pediatric care in Cusco, Peru",https://oecd-opsi.org/innovations/improving-prenatal-postpartum-and-pediatric-care-in-cusco-peru/,29/09/2022,"Cusco Regional Government",Peru,regional,"a:1:{i:0;s:6:""health"";}","Improving prenatal, postpartum and pediatric care in Cusco, Peru",https://www.movimientosalud2030.com/es/peru,2021,"The innovation consisted in implementing a policy delivery methodology (Deliverology(R)) in 14 public primary healthcare establishments of Cusco’s Northern health network. The aim was to transform the service culture and improve prenatal, postpartum, family planning, and pediatric care indicators in only 5 months, benefiting 22,900 low-income patients.","The innovation aimed to fix a “broken connection” problem between low-income patients and inadequate health staff, in the Northern health network, in Cusco, Peru. In 2021, partly due to the Covid-19 pandemic, but also to a lack of trust from patients towards public primary healthcare, the number of routine consultations between prenatal, postpartum, and pediatric patients and health service providers was only at 34% of the estimated need. The innovation consisted in implementing a policy delivery methodology (Deliverology(R)) to help health establishments in Cusco’s Northern health network to visualize medical service mismatch and then better deploy health workers to meet patient demand. This methodology consisted in empowering health authorities and healthcare staff in the Northern network to design, adopt, monitor, improve, disseminate, and use a digital record-keeping database. As a result, in only 5 months, and during the Covid-19 pandemic, baby check-ups, pediatric vaccinations, prenatal and postpartum check-ups, and family planning visits increased significantly. In total, 22,900 low-income patients are benefiting from this innovation. Currently, we are in the exploration stage to expand the intervention into the Cajamarca region in Peru.","a:3:{i:0;s:3:""317"";i:1;s:3:""617"";i:2;s:3:""214"";}","The Cusco Project is an innovation in public health service because:
- It is a low-cost, yet effective intervention: the implementation of a new methodology to improve policy delivery completely changes the way that a public primary healthcare establishment deploys healthcare workers to attend patients’ needs, improving health service culture and patients’ trust vis-à-vis public services.
- It focuses on both patients’ and providers’ needs: to fix a “broken connection” between both type of actors, the intervention incorporates both patients’ and providers’ fears, doubts, challenges, needs, and aspirations.
- It empowers public healthcare establishments and workers to continue doing a great work after the intervention: the main goal is to permanently change the culture of doing things.
- It includes the use of social media (Tik Tok) to engage with patients in a novel way and the implementation of digital applications instead of paper to manage personnel shifts.
","a:1:{i:0;s:9:""diffusing"";}","The current status of the Cusco Project is “diffusing lessons”, as we are using what we have learned to inform other projects and are exploring how we can replicate this model in other contexts. Specifically, the Regional Government of Cajamarca, Peru, wants to replicate the same intervention in the region's public hospital, specifically because of the remarkably positive results of Cusco’s project.","This project was born because of a study on the hurdles of health budget execution in Peru, lead by Health Movement 2030 and a Global Health systems expert from Harvard. This innovation was possible thanks to a strategic partnership between Cusco’s Regional Government and Roche Pharmaceutical. As a local partner and implementer, Roche Pharmaceutical financed and implemented the project in Peru through Kero Lab, its health policy innovation lab that focuses on design and implements projects to transform the health system. Kero Lab is the local partner of the Health Movement 2030 in Peru, and their team developed the strategy to socialize the results of the study within Regional Governors with the Lima Chamber of Commerce and hired Delivery Associates to implement the project with the Cusco Regional Government. Through this partnership, Roche Pharmaceutical hired Delivery Associates to implement the Deliverology(R) methodology and achieve results. Roche Pharmaceutical in Perú created Kero Lab, a Health Policy Innovation Laboratory that focuses on design and implements projects to transform the health system. Also, Kero Lab is responsible of the project's communication strategy to seek new allies and scale up the intervention.","The Regional Government of Cusco, Delivery Associates, and Health Movement 2030 each realized how the culture can change to achieve better results, even in challenging circumstances. The users, the medical and administrative staff of Cusco’s Northern health network were empowered by this new methodology to do their job much better. The beneficiaries of the project were the medical and administrative staff of Cusco’s Northern health network and the patients that today receive an improved primary health service.","The Cusco’s Project achieved the following results, in only 5 months since the beginning of its implementation, and during the Covid-19 pandemic:
- 14% increase in baby consultations
- 5% increase in pediatric vaccinations
- 14% increase in nutritional supplementation for infants
- 5% increase in prenatal and postpartum consultations for women
- 12% increase in family planning visits
These results were measured with indicators in terms of outcomes and processes, such as percentage of children who receive full vaccination or average of medical consultations per shift hour. To develop these indicators, policymakers along with healthcare workers defined the corresponding codes and parameters to capture the information in the new digital system. In the future, we expect these results to continue permeating and transforming the work culture in the public hospital to offer a better healthcare service to low-income individuals.","The project has faced several challenges, mainly:
- The Covid-19 pandemic, which put additional pressure on healthcare staff to implement the project.
- Coordinating efforts from different divisions in Cusco’s Public Health Network in a work environment that usually operates in
silos.
- Managing resistance to change, especially regarding the incorporation of digital technology in daily activities.
- High levels of staff turnover, especially among high-level positions.
These challenges were responded to by:
- Prioritizing goals and measures
- Being flexible in activity planning
- Raising awareness among app users and new public officials
- Monitoring and communicating progress on a regular basis
In terms of failures, the onset of the project implementation was rocky because of the internal work dynamic between high-level and low- and mid-level positions. This initial failure was responded to by raising awareness and providing public officials in charge of the implementation with technical skills.","The conditions that were necessary for the success of the project had to with:
- Showing strong leadership and support from high-level positions to achieve goals
- Raising awareness constantly among innovation users
- Involving potential users in the development of the innovation to make it more friendly
- Involving the hospital staff constantly to assure the sustainability of the innovation
","The innovation has not been replicated yet but efforts are being carried out, mainly in terms of fundraising, to replicate the project in the Cajamarca region in Peru.","The most important lessons learned during and after the implementation of the project have to do with the importance of:
- Having flexibility to adapt and adjust the original plan, especially in the presence of circumstances that can delay the implementation
- Having permanent staff for the implementation of the project
- Creating an institutional resolution that provides the implementation team with support
- Understanding the institution from within, including its internal work dynamics, its conflicts and problems
",,"a:111:{i:0;s:5:""32514"";i:1;s:5:""32515"";i:2;s:5:""32516"";i:3;s:5:""32517"";i:4;s:5:""32518"";i:5;s:5:""32519"";i:6;s:5:""32520"";i:7;s:5:""32521"";i:8;s:5:""32522"";i:9;s:5:""32523"";i:10;s:5:""32524"";i:11;s:5:""32525"";i:12;s:5:""32526"";i:13;s:5:""32527"";i:14;s:5:""32528"";i:15;s:5:""32529"";i:16;s:5:""32530"";i:17;s:5:""32531"";i:18;s:5:""32532"";i:19;s:5:""32533"";i:20;s:5:""32534"";i:21;s:5:""32535"";i:22;s:5:""32536"";i:23;s:5:""32538"";i:24;s:5:""32539"";i:25;s:5:""32540"";i:26;s:5:""32541"";i:27;s:5:""32542"";i:28;s:5:""32543"";i:29;s:5:""32544"";i:30;s:5:""32545"";i:31;s:5:""32546"";i:32;s:5:""32547"";i:33;s:5:""32548"";i:34;s:5:""32549"";i:35;s:5:""32550"";i:36;s:5:""32551"";i:37;s:5:""32552"";i:38;s:5:""32553"";i:39;s:5:""32554"";i:40;s:5:""32555"";i:41;s:5:""32556"";i:42;s:5:""32557"";i:43;s:5:""32558"";i:44;s:5:""32559"";i:45;s:5:""32560"";i:46;s:5:""32561"";i:47;s:5:""32562"";i:48;s:5:""32563"";i:49;s:5:""32564"";i:50;s:5:""32565"";i:51;s:5:""32566"";i:52;s:5:""32567"";i:53;s:5:""32568"";i:54;s:5:""32569"";i:55;s:5:""32570"";i:56;s:5:""32571"";i:57;s:5:""32572"";i:58;s:5:""32573"";i:59;s:5:""32574"";i:60;s:5:""32575"";i:61;s:5:""32576"";i:62;s:5:""32577"";i:63;s:5:""32578"";i:64;s:5:""32579"";i:65;s:5:""32580"";i:66;s:5:""32581"";i:67;s:5:""32582"";i:68;s:5:""32583"";i:69;s:5:""32584"";i:70;s:5:""32585"";i:71;s:5:""32586"";i:72;s:5:""32587"";i:73;s:5:""32588"";i:74;s:5:""32589"";i:75;s:5:""32590"";i:76;s:5:""32591"";i:77;s:5:""32592"";i:78;s:5:""32593"";i:79;s:5:""32594"";i:80;s:5:""32595"";i:81;s:5:""32596"";i:82;s:5:""32598"";i:83;s:5:""32599"";i:84;s:5:""32600"";i:85;s:5:""32601"";i:86;s:5:""32602"";i:87;s:5:""32603"";i:88;s:5:""32604"";i:89;s:5:""32605"";i:90;s:5:""32606"";i:91;s:5:""32607"";i:92;s:5:""32608"";i:93;s:5:""32609"";i:94;s:5:""32610"";i:95;s:5:""32611"";i:96;s:5:""32612"";i:97;s:5:""32613"";i:98;s:5:""32614"";i:99;s:5:""32615"";i:100;s:5:""32616"";i:101;s:5:""32617"";i:102;s:5:""32618"";i:103;s:5:""32619"";i:104;s:5:""32620"";i:105;s:5:""32621"";i:106;s:5:""32622"";i:107;s:5:""32623"";i:108;s:5:""32624"";i:109;s:5:""32625"";i:110;s:5:""32626"";}","a:8:{i:0;s:5:""32627"";i:1;s:5:""32628"";i:2;s:5:""32629"";i:3;s:5:""32630"";i:4;s:5:""32631"";i:5;s:5:""32632"";i:6;s:5:""32633"";i:7;s:5:""32634"";}",,https://youtu.be/pkhHQXM_iBE,
32537,"Activation Anti-Displacement in Austin, Texas",https://oecd-opsi.org/innovations/anti-displacement-in-austin/,29/09/2022,"City of Austin ","United States",local,"a:1:{i:0;s:7:""science"";}","Activation Anti-Displacement in Austin, Texas ",,2019,"Austin has experienced rapid growth yet many underserved Austinites have found themselves forced to move when they don't want to, or experiencing homelessness. The City didn't have an anti-displacement strategy. We created a first set of anti displacement insights, accelerated community co-created anti displacement strategies, developed an interactive data tool to stimulate driven approaches, and co-created an equity tool to mitigate displacement risk heightened by its own transit investments.","In 2019 after nearly 20 years of unmitigated displacement and gentrification pressure, Austin found itself as the only City in the U.S. of its size with a decreasing black population, the most economically segregated city in the U.S., and with a critical mass of people experiencing homelessness. The City had long standing housing and planning activities, many informed by the redevelopment playbooks of the past, and a complex relationship with its settler colonial history. This meant that past and ongoing master planning approaches, policies and practices had directly created the inequities that made residents vulnerable to displacement. However, the City did not have an anti-displacement strategy or team.
The City's Office of Innovation created a demonstration team to provide a template for a multidisciplinary team that could be dedicated to anti displacement efforts within the City structure. This team was meant to synthesize insights on the origin, shape, nature and magnitude of displacement risk in Austin, and to begin to put research-informed, co-created strategies into action.
The team synthesized insights on displacement at a local level, where most available insights had not been Austin specific, and published a first generation decision support tool, the Neighborhood Stabilization Strategy Tool, available for public use. The tool was the first of its kind for the City, synthesizing more than 100 displacement related factors and allowing for direct user interaction with data sets. It helped users understand how combinations of factors produced displacement vulnerability at a neighborhood level, & helped users ID potential foci for interventions.
The team combined this tool with qualitative data, and curated a community focused co-creation accelerator that surfaced, tested and implemented, community centered anti-displacement strategies. Strategies ranged from micro area resident-led planning at the block and neighborhood level, to a universal basic income program, to an open data tool that would allow community organizers & lawyers to access resident files to fight evictions, and an intervention that provided advocacy & access to case management to women facing evictions directly at Justice of the Peace Courts. All were new for the City. The bet was placed on these strategies with small dollar amounts ranging from $10K to $40K each. Community organizations put their co-created strategies into motion and learned for refinement. Collectively they served hundreds of residents over the course of a 6 month period before COVID-19 swept the world. As COVID-19 hit Austin with another layer of displacement pressure, having proved their value and viability in a short time span, many of the surfaced strategies became cornerstones of the City's response & received millions of dollars of infusions, amplifying their impact to thousands of Austinites. However a looming displacement risk amplifier was rising in the wings.
The City Council began to take concrete steps to remedy transit woes with a $7.1B ballot measure on transit infrastructure. However the team had noted a pattern of concern from community, staff & in published research that transit public investments could increase land values of previously underinvested in/undervalued land and housing putting fuel on cycles of speculation. The team conducted a second wave of research on transit investments and displacement, and educated both Council members and the community about its findings- potential cost of living increases related to the investment, a first estimate of the magnitude of those who would become at risk for displacement along the planned transit corridors. It also provided a body of solutions and investments tried by other municipalities for this type of scenario in the past. The team also educated Council Members and staff on tools such as the NSST, and The Alliance's racial equity planning tools, charting the possibility for the use and adaptation of these tools to help shape a locally co-created racial equity tool that could guide potential investment for anti-displacement strategies should they come to fruition.
Hearing the research, the Council placed a $300M investment for anti-displacement strategies up for vote with the $7.1B ballot measure. The voters of Austin approved the combined investment. To date, no other City in the U.S. has invested at this level in anti displacement strategies attached to a public transit project. The team partnered with other staff to create and hold space for 30 racial equity catalysts (RECs) to create a racial equity tool for anti-displacement to guide the investment of the $300M. The RECs were selected using the team's past research on markers for displacement risk and contributed a combined 950 hours of lived experience knowledge & co-creation. This approach has garnered replication within our system; the tool has now strategically informed the release of the first $20M of the $300M.","a:6:{i:0;s:3:""181"";i:1;s:3:""623"";i:2;s:3:""611"";i:3;s:3:""302"";i:4;s:3:""619"";i:5;s:3:""354"";}","The chief innovation in this project was our approach to the work. We combined traditional innovation approaches, open government approaches, and community organizing approaches to achieve activation of anti displacement efforts within our system. That involved combining insights making, accelerators, small stakes investments, prototyping and testing with, open data, participatory budgeting principles, and relational power building and the organizing cycle: Assessment-Research-Action-Reflection.
This produced the following innovations for Austin:
- City staff team dedicated to and operating from an anti displacement lens
- Decision support tool to visualize Austin specific data on displacement risks
- Anti displacement specific ballot measure for Austin, & nationally record setting dollar amount attached to a transit investment
- Community co-created strategies used for anti displacement and COVID response
- Racial equity tool to guide anti displacement.
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Our innovation effort involved multiple prongs, today each are at different stages:
- Anti displacement team- the multi disciplinary anti displacement team model has been adopted for implementation by the Housing & Planning Department of Austin.
- The NSST is growing into a Neighborhood Prosperity decision support tool, that will help users consider data sets in 5 areas of prosperity for Austinites so that the tool can be used for decision support on a variety of municipal government topics, it will also be forward looking employing trend and forecasting methods.
- Some of the Co-created Anti Displacement Strategies have concluded their implementation & are ripe for post implementation evaluation, others are being converted into permanent programs within our system.
- The Racial equity tool & $300M fund for anti displacement strategies are at a first implementation stage.
","Our chief collaborator for this effort was the City of Austin's Housing & Community Development (now the Housing & Planning Department) who was the challenge owner for displacement. They provided their knowledge base for problem framing, provided feedback loops throughout the process, and largely, received innovations for next phases of implementation.","Our chief beneficiaries were people with lived experience of displacement, or risk of displacement. Each innovation held them at the center for receiving direct services and programs, and or they were direct participants in co-creation. Because innovation in our effort was multilevel- staff, elected officials, and community organizations were also beneficiaries and users. Our innovations presented new ways of practice, new tools and knowledge they could use in their practice.","
- A multidisciplinary anti-displacement team has been integrated into the Housing & Planning department structure. The team has already administered millions of dollars of anti-displacement assistance to Austinites, and is providing an ongoing advisory role on various City decisions that touch displacement. However, an anti displacement lens has not been fully adopted in our Housing & Planning department or by our City, we continue to perpetuate practices and policies that don't center the goal of not displacing people.
- Anti displacement specific ballot measure for Austin, & nationally record setting dollar amount attached to a transit investment - the first $20M of the fund have just been awarded so results are not yet available.
","
- While race based harms is at the heart of our inequities, the position of other levels of government puts the City at legal risk when we try to lead with race in our work. This is why the racial equity tool wasn't allowed to fully direct the focus of the $300M & not applied at all to the $7.1B portion. The NSST's evolution into the Neighborhood Prosperity Tool is a potential path to help us bring precision to our work when we can't use race as a determining factor.
- Community co-created strategies used during COVID haven't been allowed to be fully evaluated-this is an ongoing open government problem due to current culture of perceived risk of audit and punishment v. a culture of innovation testing and learning in our system.
- The City's strategic direction plan previously included a placeholder for tracking displacement, leadership has omitted this in their updated plan; they have not been willing to adopt a methodology for measuring displacement (transparency problem).
","The City must be willing to commit to leading with antiracism and open government principles, even if it means challenging the question in the courts when they face legal pressure from other parts of government. Further, like many cities our City revenue model is a land based taxation system, this means that we face a disincentive to balance the effects of growth even at the cost of harm to vulnerable populations (like displacement). We would have to find alternative city revenue models in order to fix this imbalance.","Many aspects of our effort can be replicated, particularly our innovative ""method"" of practice combining innovation- open government- community organizing. We are working on making our data tools open for use and replication by making back end codes accessible to others, this is forthcoming, and for every other part of our innovations we have documentation such as the racial equity catalysts program implementation manual that helps people replicate how we worked with residents for the co-creation of the racial equity tool- many City departments are already looking ot this manual and we have now been tasked to create City -wide resident compensation guidelines to further clarify these practices across the City. Our accelerator (along with some of our other accelerator work in our office) has been a base template for a current accelerators in our Homelessness Strategy Office.","
- We must think nonlinearly, in an iterative and adaptive way to contend with the quicksand nature of our system and continuously emergent challenges. If we followed a/the linear path we set out in our first innovation activation plan, it could have quickly become irrelevant, no matter how much work we completed.
- We must be willing to shape change- we won't always be handed the opportunity or window to insert innovative interventions, part of the innovation is the practice of shaping the opportunity for change, shaping change.
- When we do our work in a relational, networked and decentralized way we build power to shape change.
",,"a:1:{i:0;s:5:""33015"";}","a:5:{i:0;s:5:""33016"";i:1;s:5:""33017"";i:2;s:5:""33020"";i:3;s:5:""33021"";i:4;s:5:""33023"";}",,,
32641,"COVID-19 Telehealth Center",https://oecd-opsi.org/innovations/covid-19-telehealth-center-bangladesh/,30/09/2022,"Aspire to Innovate (a2i)",Bangladesh,central,"a:5:{i:0;s:9:""education"";i:1;s:6:""health"";i:2;s:11:""information"";i:3;s:12:""public_admin"";i:4;s:7:""science"";}","COVID-19 Telehealth Center",,2020,"Being a densely populated country with inadequate healthcare infrastructure, providing treatment to COVID patients and keeping them in the hospital while maintaining social distance to prevent rapid community level transmission proved to be a difficult task. Therefore, COVID-19 Telehealth Center was established to ensure healthcare for COVID positive patients from their home, just a call away.","The Covid-19 pandemic caught the world off-guard and prompted nations to come up with mitigating solutions to protect their citizens. As the onslaught carries on, it has become evident how vulnerable even nations with robust healthcare systems are. The unique challenges faced during this adverse situation compelled people to look for alternative means to carry on with daily activities. The social distancing measure protected people, including health care providers from getting exposed to the virus, but it also restricted them from receiving medical support for both chronic and acute illnesses; children dropped out of vaccination and other essential medical services were disrupted.
Covid-19 forced the health care delivery system to develop digital tools, harnessing the available information technologies. The ICT Division of a2i had played a vital coordination role in planning, designing, developing, and implementing e-Government intensively across the country by supporting all the Ministries/Divisions/ Agencies of Bangladesh Government. Therefore, it has been advised by the Director General of Health Services (DGHS) to prepare an effective and comprehensive plan on service coordination of Covid-19 cases in Bangladesh at this crisis. This led to the formation of a team involving the domain/field experts from BSMMU-Bangabandhu Sheikh Mujib Medical University, DGHS, and IT industries for preparing a detailed strategic precise plan. This initiative started its journey in June 2020 for Covid-19 positive patients.
Services:
1. Medical assessment, doctor consultancy, counselling and treatment
2. Medical follow-up
3. Health information service
4. Service through incoming call
5. Emergency service coordination (Ambulance info, hospital bed info, food & medicine buying support, funeral support, etc.)
Patients were treated depending on 3 types of treatment plans.
- Treatment Plan A: Patients with Mild Symptoms
- Treatment Plan B: Patients with Medium Symptoms
- Treatment Plan C: Patients with Severe Symptoms
","a:5:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""283"";i:3;s:3:""194"";i:4;s:3:""617"";}","The most innovative catch of COVID-19 Telehealth Center was that it was a quick and cost effective solution available at a critical pandemic situation.
The objective of this initiative was to ensure effective and quick healthcare for citizens in every corner of the country during the crisis irrespective of their economic/social status or physical location (urban or rural) so that no one would be deprived from the basic healthcare right.
Our doctors used to make calls to every Covid-19 positive patient with daily data from the DGHS. Patients could also call for doctor consultation. Doctor’s assessment, daily/weekly follow up and emergency coordination assistance (Ambulance, hospitalization, food & medicine supply and funeral support) were all available with just one call and with the lowest feasible cost (only regular mobile operator charge to make a call).","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Through “COVID-19 telehealth center” we provided telehealth services by maintaining social distance during the Covid-19 crisis. After the pandemic, this initiative was taken over by the DGHS as a project under “Shastho Batayon” in 2021.","BASIS: Provided well-furnished lab
Synesis IT Limited: Provided technical support
Icon Systems Limited: Provided technical support (ICT facility equipped lab, Server)
Shastho Batayon: Provided Human Resources (Doctors, Health Information Officers), Customer Relationship Management (CRM) and call center related technical support.","Stakeholders: DGHS (Overall Supervision) and a2i's ICT Division (Management and Operation)
- Reduced pressure on hospitals, helped to control virus’ community transmission.
Beneficiaries (4 types of patients): Suspected Covid-19 positive, Covid-19 positive, post-Covid-19 health complications, post Covid-19 vaccination health complications.
-Patients didn't need to travel to hospitals. They availed healthcare service from any corner of the country staying at home and maintaining social distance.","Till 30th November 2021, COVID-19 Telehealth Center has provided 1,561,068 telehealth services to about 704,890 patients involving 50 Doctors and 30 Health Information Officers (HIOs). The impacts generated from implementing this initiative are the following:
- Doctors’ and patients’ distance was reduced. The cost of health treatment has also reduced.
- The tendency of taking antibiotics without doctors’ consultations has reduced.
- Distant medical consultations have lessened the rapid community transmission of the virus.
- Scope of health research has expanded as all patient related data has been stored in an ICT-based database.
- Patients' satisfaction level has increased.
- Experience of such an initiative during the pandemic may assist government and other stakeholders to formulate and implement new and effective policies for the health sector.","Challenges:
- Mobile network and connectivity issue in accessing patients in remote areas.
- Absence of a trained medical assistant to measure the patient's vitals- temperature, BP, oxygen saturation, etc.
- Difficulty to modify treatment procedures balancing with new variants of Covid-19.
- Doctors, HIOs and the management team were at risk of getting infected due to physical presence at the center.
- Recruiting proper HR for the center during the pandemic.
- Difficulties to pay salaries to doctors and HIOs in time due to not having quick fund allocation.
Mitigation:
- To solve inadequacy of doctors & HIOs, we recruited young, energetic people who were willing to provide their service to help patients during the crisis.
- Training sessions to make doctors aware of the new variants of Covid-19 and its treatment procedures.
- As the pandemic worsened, we shifted our treatment activity to a Virtual Private Network connection so that doctors and HIOs could continue telehealth service from their home.","With the practical experience of this initiative’s implementation, we identified some areas which are necessary for the success of such an innovation.
- Proper leadership and planning capacity
- Strong willpower
- Empathy for patients
- Adequate and trained workforce
- Having available resources like funds and IT infrastructure
- Strong Mobile network connectivity
- Establishing public and private stakeholder collaboration
- Having national level telehealth implementation policy and guidelines.","To bring 14,000 government community clinics under telehealth, DGHS has taken up a project of Tk 1600 crore entitled ""Digital Health Service Management Implementation Project in Health Institutions"" where Tk 100 crore has been allocated for the telemedicine. Under this, telemedicine will be piloted in 8 unions of 8 upazilas of 8 divisions of 8 districts and a2i will be providing technical support. A project of ICT Division named Smart Society is also going to replicate it, 28 community clinics of 4 islands will be the piloting area. We hope that in the future, 92 government telemedicine centers can be incorporated, with telehealth targeting the marginalized population as beneficiaries during pandemics. Telehealth can also be coordinated with specialized hospitals i.e. BIRDEM, BSMMU, Heart Foundation etc., to treat patients with comorbid diseases including diabetes, kidney disease, hypertension, etc.","'- It is possible for a beneficiary to get a doctor by themselves at any time, at any location and for any disease - through telehealth.
- Sometimes just a conversation with a doctor brings peace to a physically sick patient’s mind that he/she is getting treated and will be okay.
- The treatment procedure can be more effective if it includes a Diagnostic report review option in the CRM.","COVID-19 Telehealth Center has been awarded with WITSA Global ICT Excellence Award 2021.
https://witsa.org/witsa-announces-2021-global-ict-excellence-award-winners/","a:15:{i:0;s:5:""33240"";i:1;s:5:""33241"";i:2;s:5:""33242"";i:3;s:5:""33243"";i:4;s:5:""33244"";i:5;s:5:""33245"";i:6;s:5:""33247"";i:7;s:5:""33248"";i:8;s:5:""33249"";i:9;s:5:""33250"";i:10;s:5:""33251"";i:11;s:5:""33252"";i:12;s:5:""33253"";i:13;s:5:""33254"";i:14;s:5:""33255"";}","a:5:{i:0;s:5:""33340"";i:1;s:5:""33341"";i:2;s:5:""33342"";i:3;s:5:""33344"";i:4;s:5:""33345"";}",https://youtu.be/AfrjCxhPr-Y,https://youtu.be/Iwwjmugao3A,https://youtu.be/VCk1u9VGQCs
32651,"Digital Service Design Lab (DSDL)",https://oecd-opsi.org/innovations/digital-service-design-lab-dsdl/,29/09/2022,"Aspire to Innovate (a2i)",Bangladesh,central,"a:8:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:8:""external"";i:3;s:6:""health"";i:4;s:11:""information"";i:5;s:12:""public_admin"";i:6;s:12:""public_order"";i:7;s:7:""science"";}","Digital Service Design Lab (DSDL)",http://dsa.a2i.gov.bd,2018,"Till 2017, the Ministries and govt. organizations took individual, decentralized & disintegrated initiatives to digitize public services. But most initiatives were facing challenges to provide services due to unplanned design and implementation. To overcome this, Digital Service Design Lab is an innovative method where service providers, service recipients and IT experts design digital services and prepare digitization masterplan together for their respective ministry/org. within just 6-7 days.","Digital Service Design Lab (DSDL) is an innovative, comprehensive, and effective methodology for the digital transformation of the services provided by different ministries and organizations of the Govt. of Bangladesh. Digital Service Accelerator team of a2i, ICT Division runs this initiative.
Prior to DSDL, an “Digital Service Implementation Roadmap-2021” was arranged for 58 Ministries and 394 organizations. 1792 Govt. officials participated and 3000+ “to be digital services” were identified in that Roadmap. To implement these identified services DSDL method was initiated.
Main goal of DSDL is to develop an inclusive and interoperable digital framework which will simplify service delivery and service reception, reduce Time, Cost, Visit (TCV) for each service and ensure transparency and accountability and provide support to establish digital government.
It refers to a 6-7 days long residential workshop for every ministry or division of the government of Bangladesh. Implementing DSDL first requires the service of the concerned ministries to be analyzed and groups created based on the analyzed service grouping. Every group consists of one team leader from the Deputy Secretary/Joint Secretary/Director level who leads the team, 2 domain experts who have the knowledge of the relevant services, 1 or 2 service relevant IT expert, 2 service recipients, and 1 Digital Service analyst from Digital Service Accelerator.
Some of the tools used in DSDL are:
- Existing Service Process Analysis (ESPA) Tool
- TCV Efficiency Calculation Tool
- Functional Scope Analysis (FSA) Tool
- Budgeting Tool etc.
So far, 30 Ministries/Divisions and 61 Govt. Organizations have completed DSDL. Through DSDL, extensive study and analysis of the services, digital service design (Digital Simplification and UX Study), and complete digitalization implementation plan development - all these activities are performed by the concerned service-providing ministry/organization itself. This unique feature has made DSDL immensely popular in the Government of Bangladesh.
We have plans to institutionalize DSDL. In many countries there are institutions/units that support their countries to implement e-Government. For example: e-Estonia council (Estonia), SNDGO (Singapore), NIC & NISG (India), MAMPU (Malaysia) etc. So, we are planning to establish Digital Service Accelerator as a central unit under the ICT Division for the digital transformation of the Ministries and Govt. organizations of Bangladesh and support to establish Smart Government.
However, conducting DSDL isn’t the end. Digital Service Accelerator also provides support after DSDL. From Procurement to Implementation, in the whole Software Development Life Cycle (SDLC), we provide following support and assistance-
- Procurement document preparation assistance
- Technical Documentation Review Support
- Digital Service Efficiency Review Support
- Software Review support
- Integration & Testing, UAT Support
- Hosting Assistance
- Support for Piloting Plan and Piloting Progress Assessment etc.
","a:11:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""609"";i:3;s:3:""623"";i:4;s:3:""305"";i:5;s:3:""302"";i:6;s:3:""614"";i:7;s:3:""617"";i:8;s:3:""618"";i:9;s:3:""373"";i:10;s:3:""620"";}","In the Government of Bangladesh, no such method exists other than DSDL, which assists and supports the Government extensively to achieve the “Digital Bangladesh” Goal.
- Through this method, Ministry/Department/organization can formulate design and implementation plan for digitalization of their public services in just 6-7 days (which usually takes 7/8 months) at their own capacity even if they have no or inadequate necessary skills & capacity in digitalization and e-Government implementation.
- It’s a Synergistic process to generate a self-designed masterplan by Service Recipients, Service Providers, Decision makers and ICT Specialists which creates strong ownership.
- A-Z step by step Plan is generated through this “Magic Model” (Assessment, Analysis, Designing, Implementation Plan, Roadmap, Masterplan).
- There is no lecture but Hands on work.
- Using Minimum Resource, you get Maximum Result!
","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","DSDL is being held since 2019 by the Digital Service Accelerator team of a2i, ICT Division. In 2019-2021, the implementation plan of Integrated Digital Service Delivery Platform (IDSDP) have been designed for 11 ministries/departments which are currently in the development stage (117 software). In 2021, digitization masterplan was planned and designed for Bangladesh Post (30+ software and 13 innovations) based on which 2 projects have been initiated. In 2022, “Vision-41: Smart ICT Division” Masterplan Roadmap was formulated for ICT Division and it’s subordinate 8 departments/organizations and 100 initiatives were designed. Currently, preparations for designing the masterplan roadmap of 3 other ministries are ongoing. We have provided digitization support to the Philippines and Fiji through DSDL approach and is in the process of providing digitization support to Cambodia, Somalia and Ghana.","We have collaborators from Bangladesh Computer Council (BCC), Department of Information and Communication Technology (DoICT), Bangladesh National Digital Architecture (BNDA), Software Quality, Testing and Certification (SQTC), Bangladesh Association of Software and Information Services (BASIS), Academia (BUET, DU,JU etc.), Private IT Firms, Intl. Consulting Organizations etc. They contribute with their expertise to design digital services and formulate implementation plans.","The stakeholders of DSDL are the 58 Ministries, 400 Govt. Organizations and 10,000 Govt. Offices. The ultimate beneficiaries are the citizens of Bangladesh.","30 Ministries and their 150+ Organizations have designed & planned 225 software covering 1624 services through DSDL. As a result, 11 Ministries/organizations are developing 117 software (Procurement Worth Tk. 100 Cr.+). 80+ software have already been developed till date.
- When digitalization activities were less familiar, sensitizing about its necessity to the Govt. officials was tough. But implementation of digital systems in different ministries through DSDL, has inspired others to use this method for their ministries also.
- Through DSDL, capacity for Manual service analysis, Digital service design and managing digital systems has increased in Govt. officials.
- Designing their own ministry and Organizations digital service with their own capacity has strengthened the ownership in Govt. officials.
- Overall Time, Cost, Visit to avail public service has reduced.
","Though Government has designed and implemented tremendous successful projects for simplifying the service process delivery through DSDL method, it has some difficulties in some cases like:
- To design digital systems through determining the ultimate outputs and results by pre-analysis and collective analysis.
- To sensitize the service provider organization for organizing DSDL.
- Conducting DSDL as an interesting journey so that participants don’t feel monotonous.
- To choose the right person as a domain expert, focal point, IT expert, and citizen for the right software design and implementation plan.
Therefore, we arrange for a series of discussion sessions, planning sessions, meetings, and sensitization workshops with officers and high officials like policy makers 1-2 months before DSDL.","With the practical experience of this method implementation, we found some areas which make this method successful :
- Generic approach but highly customized program design for each Ministry, based on their requirement and types of services they are providing
- Conducting analysis, R&D and survey prior to DSDL
- Leadership approach by the Decision makers of a Ministry/Org.
- Visualizing the ultimate goal to achieve for methodical designing.
- Visualizing how a solution or system will be utilized finally.
- Sketching the service grouping and selecting the right set of domain experts (civil servant), Policy/Decision makers, IT Specialists and others for analysis and design.
","DSDL is one of the most popular digitization methods among ministries of Bangladesh. So, different organizations and ministries are conducting DSDL with their own method following our DSDL concept and without our assistance. For example:
- Internal Resources Division (IRD) of Ministry of Finance (MoF) is doing their own DSDL.
- HD Media team of Aspire to Innovate (a2i) is doing DMDL (Digital Media Planning Lab) for different ministries. DMDL is mainly designed for accelerating media and promotional activities of different ministries where they followed the DSDL method and effectively performed on their own. Purabi Matin (purabi.matin@a2i.gov.bd) is the focal point for DMDL implementation.
","Major key learnings of DSDL:
- DSDL is a very good illustration of a synergistic approach which fully supports the proverb “United we stand, divided we fail” as the designing and planning is done together by Service Recipients, Service Providers, Decision makers and ICT specialists.
- If you can put the right people, right expertise and right effort together in an intelligent, efficient and impactful way, 7 months of work can be done in 7 days.
- If someone designs their services with their hands on active participation and brainstorming, it creates a high sense of ownership towards implementing and maintaining their products/services.
",,"a:22:{i:0;s:5:""32842"";i:1;s:5:""32847"";i:2;s:5:""32846"";i:3;s:5:""32845"";i:4;s:5:""32844"";i:5;s:5:""32843"";i:6;s:5:""32841"";i:7;s:5:""32849"";i:8;s:5:""32886"";i:9;s:5:""32887"";i:10;s:5:""32888"";i:11;s:5:""32889"";i:12;s:5:""32890"";i:13;s:5:""32891"";i:14;s:5:""32892"";i:15;s:5:""32893"";i:16;s:5:""32894"";i:17;s:5:""32895"";i:18;s:5:""32896"";i:19;s:5:""32897"";i:20;s:5:""32898"";i:21;s:5:""32899"";}","a:6:{i:0;s:5:""32956"";i:1;s:5:""32939"";i:2;s:5:""32938"";i:3;s:5:""32936"";i:4;s:5:""32928"";i:5;s:5:""32927"";}",https://youtu.be/VvSnqpLUi4o,https://www.youtube.com/watch?v=6loVYJiVRlE,https://www.youtube.com/watch?v=ETVJofoWlbA
32663,"NSW Trend Atlas",https://oecd-opsi.org/innovations/nsw-trend-atlas/,30/09/2022,"New South Wales Department of Premier and Cabinet",Australia,regional,"a:1:{i:0;s:12:""public_admin"";}","NSW Trend Atlas","https://app.powerbi.com/links/8Aw4-Fjvsa?ctid=1ef97a68-e8ab-44ed-a16d-b579fe2d7cd8&pbi_source=linkShare *** Please contact scott.perugini-kelly@dpc.nsw.gov.au to obtain access",2022,"Trend Atlas is a digital, interactive platform with rich insights on local and global trends and emerging signals to inform strategic planning, policy development and service redesign. It reduces research time, rework and duplication by breaking down information silos with centralised data and evidence. Built by policy people who upskilled in digital, it combines automation and curation with a sustainable contributor model to create a collaborative and trusted strategic intelligence service.","As the NSW Government’s first foresight and futures team our objective was to equip decision makers across the sector with an ability to navigate future uncertainty and anticipate challenges and opportunities on the horizon.
The experience of COVID-19 created an opportunity where decision makers had heightened awareness of the uncertainty of their future operating environments and of the value of foresight and scenarios to navigate that uncertainty. The challenge was that as small team we did not have the resources to embed ourselves into every decision-making process across the public sector. The answer was to combine our trend analysis techniques, horizon scanning and scenario building tools into a self-service digital platform.
Our goal was to develop a digital platform accessible to all NSW government agencies that provides a test bed for building collaborative intelligence into government systems. The digital platform has helped us to:
- Evolve strategic planning practice to be more adaptable and resilient to change and future shocks
- Increase work efficiency and productivity by reducing research duplication and speeding up research processes
- Reduce need for consultancy services to produce trend reports
- Better position and prepare for global and national competition in innovation
- Foster collaboration and insight sharing to break down silos between agencies
- Raise futures thinking and foresight practices in the NSW public sector.
To achieve this, we developed the purpose-built NSW Trend Atlas as a digital platform that brings together over 1100 fact and quality checked data sources to provide trusted and timely insights to users across NSW government.
The platform provides individually curated information on a growing number of over 275 local and global trends. Each trend is comprised of a detailed analysis highlighting its drivers, impacts and possible developments with links directly to source data and reports from over 500 trusted publishers. Multiple foresight and risk management taxonomies are also applied to the trends to enable effective user navigation and sense making. An horizon scanning database of over 3500 articles, gives users indications of weak signals of change and is the result of a comprehensive weekly scanning process that reviews over 5000 articles into a shortlist of 50 articles which are added to the platform each and every week.
This combined offering on the platform makes futures analysis easier to integrate into government decision making, strategic planning, policy development, and service redesign. Drawing on common insights and data also brings greater consistency across different government initiatives and builds foresight capability within government.
While we had the vision for the platform, budgetary constraints meant we did not have the option to procure software developers and as a result we built the application as ‘citizen developers’, a policy team that upskilled in digital tools to make it all happen. We combined several off-the-shelf Microsoft (MS) applications into a seamless user experience that looks and feels like a website. This followed a comparison of potential approaches and we found the advantage of using MS products is this immediately made the Trend Atlas accessible to every NSW government employee.
Once we built the minimum viable product we needed to sustainably keep creating the content in the form of the written trends, horizon scans, interlinked sources and, the foresight classifications and ‘Social, Technological, Economic, Ecological and Political’ (STEEP) categorisations. We addressed this in three ways, firstly we developed a sustainable contributor model where we incentivised the write ups of new trends across our public service. Secondly, we used automation and artificial intelligence to scan over 5000 articles every week and produce a short-list of 250 for manual review. Thirdly, we adopted a continuous improvement approach where we iteratively review and update the model and process to regularly optimise the experience for users and our production methods.
Initially developed for NSW government agencies, the quality, relevance and timeliness of its trends and horizon scans has placed Trend Atlas in demand for Australian, state and territory government departments beyond NSW, universities and, foresight and futures units internationally. We are now working through licensing, legal and platform implications to rise to this increased demand and plan to extend Trend Atlas’ reach and magnify its impact in 2023.","a:10:{i:0;s:3:""217"";i:1;s:3:""147"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""623"";i:6;s:3:""620"";i:7;s:3:""612"";i:8;s:3:""335"";i:9;s:3:""373"";}","Trend Atlas is innovative because:
- It is the world's only government developed self-service, digital foresight and strategic intelligence platform for trend and horizon scanning. The platform is accessible across the NSW public sector to inform major public policy, service design and infrastructure decisions that shape our future without the need for costly consultants’ reports.
- It is an easy-to-use website that sits on top of a complex map of interrelationships between over 275 local and international trends and, ~1100 data sources from over 500 trusted publishers, using our detailed taxonomy of foresight and futures classifiers to simulate effects on all aspects of society and technology, built by a non-technical team entirely in-house.
- It democratises foresight across the sector to over 1000 users through an online journey that starts with an introduction to trends and builds through to more advanced scenario analysis to raise foresight capability in the NSW public service.
","a:1:{i:0;s:14:""implementation"";}","
- Preparing for the next wave of platform enhancements including adding spatial tools and connecting interactive workbench Apps to allow deeper data re-use for users and improving collaborative intelligence systems.
- Refining and enhancing machine learning tools for the horizon scanning processes and exploring trend classification automation.
- Experimenting with a decentralised trend contributor model to broaden, diversify and scale Trend Atlas content.
- Finalising an accessibility audit upgrade and improving user experience and navigation.
- Developing self-service tutorials on use of the platform’s tools to facilitate deeper futures and foresight practice and workshops.
- Migrating to a scalable platform to enable easier user registration (including users external to NSW government) and accelerated product feature release.
- On-going user testing and deployment of platform for users across the NSW Public Service.
","From within government we collaborated with agencies across diverse areas of expertise (analytics, planning, education, health) with varying levels of digital/data literacy in a user testing phase. These collaborations provided crucial feedback on content, design and functionality, with the effect of making the platform accessible for non-technical users.
Outside of government we collaborated with the market intelligence AI engine Feedly, to massively upscale our horizon scanning process.","
- Supported transport and infrastructure agencies prepare major 40 year strategic plans by contributing trends and scenarios to guide strategic decisions and options evaluation.
- Enabled multiple agencies to conduct environmental scans for their 5 year capital and business plans without the need for external consultants.
- Informed NSW Treasury’s 2021-22 Intergenerational Report.
- Assisted in a health sector service redesign process requiring guidance on technology and demographic trends.
","The roll out of the Trend Atlas has generated significant sector demand for foresight capability building and project partnerships. Trend content has been used in multiple government documents from strategic plans through to service redesigns.
We continually measure platform usage and user engagement through surveys and platform analytics. The popularity of the Trend Atlas within NSW government has outstripped projections, the number of registered users exceeding 1000 users within 6 months of the product’s launch in 2022. 47% are active users having used the Trend Atlas more than once.
We are aiming to grow the user base to 2000 within the next 6 months as we open to new user groups and are seeing increasing interest from public servants wanting to be Trend Atlas contributors.
Our pipeline of enhancements including new foresight workbench tools for scenario planning are expected to significantly increase user uptake and enhance capability building outcomes.","Challenges:
- As this is an in-house Microsoft 365 (MS) based product there were limitations in the capability of MS software that included availability of particular visualisations (within Power BI), and simplicity of data fields structures and formats (within SharePoint lists). To respond to these limitations, the team balanced the desired design outcomes with the barriers for implementation resulting in sophisticated platform that much resembles a website rather than a Power BI report.
- Varying levels of data literacy limited the ability of some users to exploit the filtering capabilities of Trend Atlas in Power BI. To address this, the team added a module on how to use Power BI to the onboarding training sessions.
- An accessibility audit has also highlighted some inherent limitations of the use of data visualisations for the visually impaired and the team is in the process of developing more accessible versions of these.
","
- For inception, the alignment of the personal values of the team with the vision for the Trend Atlas catalysed the team’s persistent determination and commitment to upskilling required to build the tool within budget and technological constraints and other competing organisational demands.
- For uptake, user testing during development was pivotal in the creation of an accessible platform combined with the ability to dedicate resources to training sessions.
- To become a part of day-to-day policy, research and decision making processes across departments we needed to create habits in the use of the platform and behavioural nudges to help users to return to the platform, such as links from our monthly newsletter.
- To continue to produce high quality trends a contribution model for trend creation with partners with shared values was required for sustainability.
- Adopting an approach of continuous improvement in our horizon scan process has led to greater efficiency at lower costs.
","Institutionally, the Trend Atlas has been identified in New South Wales as a State Digital Asset (SDA). The SDA designation means that Trend Atlas should be considered by all ICT system designers as a scalable and replicable solution for implementation.
Key stakeholders in NSW observed how the Trend Atlas successfully maximised the discovery of trusted data sources across government and sought to have their data and reports added to the platform to replicate the discoverability. This included adding the NSW Common Planning Assumptions datasets to the platform.
Replication beyond NSW is now in development. Following interstate presentations, the Trend Atlas is sought after by Australian and state governments. This is a testament to the international and national coverage of the trends and horizon scanning content, the utility of the platform’s analysis tools and the quality of its sources. We are actively enabling the legal, licensing and platform conditions to make this happen.","
- Public sector has most of the tools it needs to make high-resolution, impactful digital tools without significant ICT expertise. This project intentionally sought to push the boundaries of MS Office 365. The project has been executed by a small team with no ICT budget, totally in-house. Governments could make significant savings to their ICT budgets by building high-resolution platforms internally before seeking technical expertise and support.
- Choice architecture and behavioural insights are critical to enduring platform designs. Our ambition to create a collaborative intelligence platform has revealed the critical importance of reflecting on user motivations, needs and outcomes.
- Scalability and networks effects are key platform design considerations. We continually ask ourselves about how we can multiply our impact by designing for scalability.
",,,"a:1:{i:0;s:5:""33107"";}","https://app.frame.io/reviews/304516f1-d016-4bee-b6c5-44904b5129fd/406ecb88-7a67-41d5-a5d7-cf89c26b30e7?version=0bd70d6c-55d0-41e1-8a51-c30f477b7753 ***Passphrase: Nostredamus!",https://app.frame.io/reviews/304516f1-d016-4bee-b6c5-44904b5129fd/406ecb88-7a67-41d5-a5d7-cf89c26b30e7?version=0bd70d6c-55d0-41e1-8a51-c30f477b7753,
32666,"COMo - CO2 monitoring in publicly accessible indoor spaces",https://oecd-opsi.org/innovations/como-co2-monitoring/,29/09/2022,"Technologiestiftung Berlin",Germany,regional,"a:5:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:11:""information"";i:3;s:12:""public_admin"";i:4;s:7:""science"";}","COMo - CO2 monitoring in publicly accessible indoor spaces",https://como-berlin.de/,2022,"In COMo, the CO2 concentration (CO2 = Carbon Dioxide) serves as a measure for indoor air quality and aerosol pollution; the latter correlates with the potential (COVID) viral load. Objective CO2 readings via networked sensors enable operators to control the indoor air quality and thus reduce the risk of infection for visitors. Published data allow visitors to make decisions about visiting the facility.
All content is available under open source licenses (MIT, BSD, Creative Commons).","What problem does the innovation solve? During the SARS-CoV-2 pandemic, operators of publicly accessible spaces experienced a significant drop in visitors, educational institutions and cultural institutions had to limit their operations or completely shut them down. To enable an improvement or even a return to normal operation, we have developed an IoT project to control indoor air quality. As we spend 80-90% of our time indoor, air quality control is important. Poor indoor ventilation causes headaches, fatigue and dissatisfaction. With the SARS-CoV-2 pandemic, there is another reason for indoor air quality monitoring: Corona viruses are mainly transmitted via virus-containing aerosol particles that spread through the air. Further, studies show that the CO2 concentration in the room can be used as an indicator for aerosol pollution. Proper ventilation is a good measure to minimize the risk of infection and improve air quality. Since CO2 is odourless, it is therefore advisable to monitor the concentration in the interior using specific sensors and to execute ventilation of the rooms according to these measured values. We are guided by the legal regulation that concentration values below 1,000 ppm in the room air are considered harmless, from 1,000 ppm ventilation measures should be checked and improved and from 2,000 ppm the room air is considered hygienically unacceptable.
Our project uses the CO2 readings to provide operators and potential visitors to a location with information about the air quality there. For this purpose, the data from the on-site sensors is transmitted to our servers via LoRaWAN radio via special gateways. From there, the operators of the premises can call up the data. To give a quick overview of the current air quality, we visualize the sensor data as a value on a color scale ranging from blue (good air quality) to red (poor air quality). These sensor values are publicly visible on the COMo website, provided that the operator of the location has agreed to this. All content of the project is under established Open Source licenses (MIT, BSD, Creative Commons), the source code of the visualizations is provided to the state of Berlin and its institutions free of charge and freely licensed in order to further develop the project.
The pilot project aims to provide information about:
- How the sensors can be optimally used for monitoring the interior.
- Whether the provision of the data leads to a change in the behavior of operators and visitors.
- Whether the LoRaWAN technology used enables data transmission that is sufficiently secure and sufficient for data evaluation and the forecasting of ventilation measures.
Who benefits from the innovation? The project has provided insights that enable further expansion of the monitoring of CO2 readings to improve indoor air hygiene. Around 50 sensors as well as indoor and outdoor gateways were installed in various institutions. Easy-to-understand visualizations of the measurements were developed and implemented on the project website. The project results will be made available to the Berlin Senate.
- The visualization of the sensor values is intended to enable the operators of the respective premises to have active ventilation management in order to always keep the air quality within a hygienically safe range.
- By making up-to-date data publicly available, the operator can demonstrate that it pays attention to the well-being of its visitors.
- Thus, it is possible for potential visitors to check the air quality on site before a visit and to control the time of the visit
- Finally, the federal state of Berlin receives information on how the LoRaWAN infrastructure needs to be expanded in order to offer a secure platform for environmental sensor data in an IoT scenario. By using open standards and free licenses, Berlin can access the entire project results without restrictions.
How is the innovation envisioned for the future? For example, how will it be institutionalized in its current context? How will it scale even bigger? It is planned to use findings from the pilot project in a follow-up project and to use them on a larger scale:
- Operation on a larger scale in public buildings in order to evaluate the forecast of ventilation intervals based on the measured values
- Expansion of the LoRaWAN infrastructure in a defined area to ensure the transmission rates required for real-time monitoring
- Possible expansion to include additional sensor data such as temperature and humidity in order to optimize ventilation intervals with regard to heat losses during ventilation and thus reduce the consumption of heating energy
- Provision of the infrastructure for all interested operators
","a:14:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""611"";i:4;s:3:""876"";i:5;s:3:""211"";i:6;s:3:""221"";i:7;s:3:""257"";i:8;s:3:""239"";i:9;s:3:""623"";i:10;s:3:""302"";i:11;s:3:""303"";i:12;s:3:""613"";i:13;s:3:""618"";}","The innovation lies in the interaction of several properties and factors. The project uses various existing technologies and approaches to develop solutions to problems of public facilities related to the Corona pandemic. These are:
- Small, networked NDIR sensors
- LoRaWAN wireless technology for data transmission over several kilometers
- Easy-to-understand visualization of the measured data
- Open data and open licenses for public use of the project results
- In addition, the project was developed and implemented in the interaction between civil society, companies, science and public administration.
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The COMO pilot project ends on September 30, 2022. During the project, we distributed around 45 sensors in Berlin institutions and integrated them into the local LoRaWAN network. Likewise, three outdoor gateways and five indoor gateways were installed to support data transmission. The sensor data show publicly on the COMo website, if the institutions have agreed. The evaluation of the data and results is not yet complete, but it is already clear that reliable operation of a network of sensors with LoRaWAN technology only makes sense if this infrastructure is expanded and operated professionally. The number of sensors installed in an institution must also be increased significantly in order to enable models to forecast ventilation intervals. All findings are published and given to the Berlin Senate as recommendations for expanding the IoT infrastructure. The Berlin Senate is funding the project and is currently working on expanding the Smart City infrastructure.","The project is funded and co-developed by Berlin Senate Chancellery. They are developing the Smart City strategy in Berlin.
The Technologiestiftung Berlin is a non-profit NGO. It runs several digitization projects with substantial community participation from various sectors. KOING GmbH initiated the project and is contributing its technical expertise in LoRa technology.
Berlin University of Applied Sciences (HTW) is developing the models for ventilating the rooms and forecasting the air quality","The project supports several groups in society, as described above:
- Operators of the respective publicly accessible premises such as cultural institutions, educational institutions, restaurants, etc.
- Potential users of said premises
- The project also provides information for the Berlin Senate on the expansion of Smart City infrastructures
","What results and effects have been observed from the innovation so far? For the first time, COMo allows non-technicians to control their air quality based on measured values. This is relevant to facilities with many visitors (e.g. clubs, cinemas...). But also, it is evident that the number of installed sensors for single participants is still too small for general statements and forecasts on the development of indoor air quality.
How were the results and impacts measured? The number of transmitting sensors and the connection quality is continuously monitored, the individual sensors are marked. The air quality data are collected and are therefore available for further scientific evaluation. The operators were also asked about their experiences with the sensors by the HTW using interview guidelines.
What outcomes and impact do you expect in the future? A significant increase in the number of participating institutions and installed sensors as well as an improvement in LoRaWAN coverage.","Main challenges that arose in the project were:
- Due to the tense work situation during the pandemic, the interested operators of the rooms were often not able to give dates for the sensor installation in a timely manner. Since LoRa technology currently does not allow plug and play, support is required for the installation and registration process. This has made it difficult to fully deploy existing sensors quickly.
- The unexpected patchy coverage of the urban area with LoRa gateways has caused a high maintenance effort for the sensors, since poor coverage causes high power consumption of the batteries used.
- Finally, delivery bottlenecks caused by the pandemic have led to sometimes very long delivery times for the necessary devices.
Overall, these obstacles have led to delays in the project process. This could only be partially compensated for by additional work, so that an extension of the project period was applied for and approved.
","For the implementation of the project, it was essential that an intensive exchange process was carried out between the participants (TSB, HTW, KOING GmbH and last but not least representatives of the Senate Chancellery) in order to achieve a common understanding of the project goals and the possible results. This common understanding was the prerequisite for funding the project from public funds. Another important prerequisite for reaching the possible participants for the project was the network of the TSB in civil society.","There are known approaches to monitoring indoor air quality in order to reduce the risk of infection for restaurant visitors (in Brussels, for instance). Schools have also already used corresponding CO2 sensors, but rarely with comprehensive networking and central control options. DIY sensor projects are also known. However, the sensors used in these decentralized projects are often only technically suitable to a limited extent to generate permanently valid values. Today, the sensors used in heating and air conditioning often are able to measure the CO2 concentration in order to exchange the room air accordingly. However, these systems are currently not operated under the aspect of infection protection, the data collected are not used or published to visualize the CO2 concentration. It is probably possible to read out this data via interfaces of existing air conditioning systems and publish it as in COMo, in order to document compliance with indoor air hygiene standards.","In general, the communication of the project idea between those potentially involved and the target group is pivotal for the success of such a project. The communication is greatly encouraged if there is a physical location as a meeting point for communication and experimentation for those involved - in our case the CityLAB Berlin. Unexpectedly, the participating operators had few concerns about the privacy of the transmitted sensor data. This was expected of us in advance and we had sought advice from a lawyer. In fact, questions arose about the energy consumption of the sensors and gateways, or whether the sensors color can be changed to match the wall. The example shows that a previous survey and involvement of potential participants, anchored in urban society, helps to avoid false expectations of the participants. Furthermore, due to currently very long delivery times of hardware, it makes sense to consider and test several alternative systems to avoid delays in the project.",,"a:1:{i:0;s:5:""32670"";}",,,,
32669,"Collections of Ghent - Connecting citizens through digitised cultural heritage reuse and co-creation",https://oecd-opsi.org/innovations/collections-of-ghent/,29/09/2022,"City of Ghent",Belgium,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:10:""recreation"";}","Collections of Ghent - Connecting citizens through digitised cultural heritage reuse and co-creation",https://www.collections.gent/,2020,"Collections of Ghent is an EU-funded innovation project designed to tackle the urban challenge: How to digitise cultural heritage beyond the cultural institutions, on a city level or higher. And how to use it to improve social cohesion and inclusion within a neighbourhood. It is both a digital transformation project, and a social innovation project where we research how digital cultural heritage can be used in co-creative and participative way.","Most cities in Europe are digitising their cultural heritage but often lack the tools to leverage this rich data to engage their citizens. Either the data is stuck within institutional silos. Or does not engage citizens to contribute to or reuse this shared heritage. With Collections of Ghent we focus on improving cultural participation and social cohesion in public and third places through the use of linked open data and digital technologies.
This three year project started in July 2020, and has been made possible through an Urban Innovative Actions grant as part of the European Regional Development Fund. A programme specifically targeted towards cities to test innovative solutions for sustainable urban development. Collections of Ghent is set up as a quadruple helix consortium, with local partners from within government, industry, academia and civil society that all work together on this transversal project.
The project started by bringing the collections of the 5 participating cultural heritage institutions together on a technical level. Based on the current technology stack and needs we determined what foundation is needed to open up cultural heritage in a digital way beyond the institutional silos, by using Linked Open Data principles and international standards.
We have done this by creating a decentralised data infrastructure, making use of Linked Data Event Stream (LDES). For every cultural heritage institution there is an LDES API to publish and manage their data, giving the cultural institution control over their own data. The project was also an early adopter of OSLO, a Flemish application protocol using international standards to make the data interoperable on a semantic level. The resulting datastreams are five star linked data rated, as they link to external data sources, 5 international sources (RKD, ULAN, AAT, TGN, WikiData) and 2 Flemish (Inventaris Onroerend Erfgoed & Kunstenpunt). On top of that we created a digital asset management system based on a microservice architecture allowing for these LDESs to be ingested to enriching heritage imagery with metadata about the object and to open up that image under the International Image Interoperability Framework (IIIF) for image and presentation APIs.
This technical foundation was needed to bring the ‘CoGent Box’ alive, a mobile digital experience room that physically brings the digital collection to 3 different neighbourhoods in the city. In the box citizens can see stories based on this digitised cultural heritage, as well as explore the full collection thanks to its online connection. This box then serves as a core location for community and neighbourhood workers to engage local residents to experience and contribute to the shared heritage. They do this by organising heritage based activities in the neighbourhood, creating a cultural participation toolkit to train and engage local ambassadors and more.
In the end we want to measure how these different tools and activities impact social cohesion and inclusion on a neighbourhood level. The research is based on the theory of change methodology. We also wanted to move beyond just opening heritage, and stimulate reuse on a city level. We have done this through a cultural data lab, to experiment and engage technical open data communities to re-use heritage data. The lab organises events such as workshops, talks and hackathons. And we’ve also set up a co-creation fund, mini-grants, to incentivise creative and technical profiles to make new products and activities based on this shared collection. This will give us new insights in how to activate open data reuse in both technical and non-technical communities. To create both functional cultural experiences and social cohesion efforts, but also to create new forms of art.
The resulting CoGent box will be given a permanent place in the future wing of the Design Museum Gent, a permanent cultural third place. And the underlying technology and methods will provide the basis for the Ghent museums and archives to leverage their digital collections to connect and collaborate with citizens. The results will also be shared with other cultural organisations and cities in Europe who are working on opening up their cultural heritage collections. The project is based on open international standards, all the software is opened up under open source licences and we openly communicate about the results to the outside world and our different communities.","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""876"";}","The project is innovative on multiple levels. The technical level, the activation level and on a collaborative level.
- On a technical level it is about implementing cutting edge technology in a government IT environment. Like the mentioned LDES, DAMS, IIIF integration is not something we have seen on other governmental levels.
- On an activation level is about enabling citizens to work with, around or about cultural heritage. We invite community workers and ambassadors to experiment with different types of activities and tools and see what activates communities in a neighbourhood the best.
- On a collaborative level we innovate on working with a complex quadruple helix system. Where we move from a government-supplier way of thinking, to a networked partnership way of thinking. See conditions for success.
","a:1:{i:0;s:14:""implementation"";}","The project is expected to go through all phases from July 2020 to June 2023. We are now in the implementation phase where the CoGent box is travelling to three different neighbourhoods in Ghent.
The box landed in Wondelgem in April ‘22, in Watersportbaan-Ekkergem in August and will land in the last neighbourhood in November. The box is active for three months in each location.
In every neighbourhood we are also working towards the evaluation phase to research whether the technology and actions in the neighbourhood have any impact on social cohesion.
Our researchers are using the Theory of Change Methodology to research the social impact. In neighbourhood 1 they used participatory methods to define the change model with cultural institutions as well as community workers. In neighbourhood 2 they’re assessing the impact based on qualitative metrics and in the last neighbourhood they’re using both qualitative as well as quantitative measurement to get a grasp of the possible impact","Collections of Ghent consists of a quadruple helix consortium of partners, coming from a government, industry, academic and societal perspective.
- Government: The City of Ghent and District09 (IT-government agency)
- Cultural Institutions: Design Museum Gent, Ghent Archive, Huis Van Alijn, Industry Museum Gent, STAM City Museum.
- Companies: Inuits, Chase Creative, Fisheye and Studio Dott
- Civil Society orgs: Meemoo and iDrops
- Academic: Ghent University with the IDLab and MICT research groups
","
- Our focus in the test-phase is to specifically activate citizens and social actors in the three targeted testing neighbourhoods.
- On a city scale we target cultural data reusers. Both citizens, companies, creative coders, makerlabs as well as non-profits in the cultural sector.
- The results of the projects are mainly targeted towards cultural institutions and cultural departments on local and regional level on how to move forward with digitising cultural heritage.
","As we are still in the implementation and evaluation phase no final results can be shared just yet, we hope to share those by the end of june 2023. For the social research we rely on the theory of change methodology which is set up in a participative way in the project. We’re using a combination of qualitative and quantitative research methods to ensure results. For the economic research we are working towards a value network analysis combined with a cost benefit quantification.","One of the biggest challenges was starting up this project when social cohesion and cultural experiences were at its lowest since ages: During the beginning of the COVID Crisis. Not only was this a major challenge to reach citizens and communities in the exploratory phase, to discover opportunities or generate ideas. It was also very difficult to bring this complex consortium of 13 partners together to define the next steps for a project that relied on a lot of activities in the field, to bring people together.
Another challenge was to bring together two very different living environments together in this project. On the one hand the cultural institutions who are looking for a way to digitise their cultural heritage and on the other hand the community workers who are the voice of the people in the neighbourhoods, often with low digital skills and sometimes lack of cultural interests.","We do see the value of creating a quadruple helix consortium to tackle wicked urban challenges. Although it also serves as a challenge, it does provide you with deep knowledge on different factors early in the project. Often public sector innovation relies on heavy procurement procedures that do not incentivize small and innovative organisations to participate. Or at least the procurement procedure means the timing, budget and scope is pre-determined by the government.
Through this project we are in a 13 partnership co-funded by the UIA programme of European Regional development fund. Meaning all partners have a stake and buy-in in this project and were involved in the project set up since the beginning. This moves us beyond the typical customer - supplier relationships and towards a more democratic collaborative innovation environment. This networked model of innovation should be the way forward for complex urban challenges.","Replication of the proposed solutions is mainly happening on a technical level. Because it is about aggregating and linking digitised cultural heritage on a higher level, there is certain interest to see how this could be a foundation project to aggregate cultural heritage data on a regional level. The region of Flanders is already researching how to create a digital infrastructure for the digital collections in which Collections of Ghent is a possible scenario for replication and scale.","Our biggest lesson learned is both our biggest challenge and our greatest asset: The width of this project.
Regardless of budget. Think about both the required technical infrastructure, as well as societal goals and impact you want to create. Make sure the research capabilities are there to (1) validate the tech works, (2) there is social or societal impact and (3) that there is some sense of techno-economical research to ensure this innovation project can be sustained after the research is over. Otherwise you end up in a chicken or egg situation.
Focus only on setting up digital infrastructure, then you fail to show the benefits of opening up digitised cultural heritage to create social or economical value. Or you focus on the social impact you want to create with cultural heritage, but you will lack the insights in how feasible this will be on a technical / digitisation level. Dare to tackle both.","If you feel we missed anything in our submission, feel free to contact us! It’s a complex and multifaceted project, so we hope we made it insightful on how the project is moving forward on an innovation level.","a:6:{i:0;s:5:""32674"";i:1;s:5:""32672"";i:2;s:5:""32675"";i:3;s:5:""32676"";i:4;s:5:""32677"";i:5;s:5:""32678"";}",,https://www.youtube.com/watch?v=bAyzhtFGRYs,https://www.youtube.com/watch?v=LhW17UHfY2I,
32695,"Presidential Employment Stimulus: Building a Society that Works",https://oecd-opsi.org/innovations/presidential-employment-stimulus/,30/09/2022,Presidency,"South Africa",central,"a:1:{i:0;s:10:""employment"";}","Presidential Employment Stimulus: Building a Society that Works",https://www.stateofthenation.gov.za/employment-stimulus-dashboard,2020,"Since October 2020, as part of supporting economic recovery from the pandemic, South Africa's Presidential Employment Stimulus has created over a million jobs and livelihood opportunities, mainly for youth and women, across all skills levels and with high levels of spatial equity. It has 're-imagined' public employment (or public works) as an instrument for social innovation at scale, in relation to the forms of work and public value created, unlocking initiative in and beyond the state.","During the pandemic, unemployment in South Africa rose to 35% overall and 55% for youth. High unemployment is our main cause of poverty and income inequality. While sustainable solutions require inclusive economic development, this will take time. What can we do to address these challenges until then? The goal of the PES is to 'build a society that works' by creating publicly-funded employment at scale, on terms that create meaningful work experience for participants, real social value for communities and a stimulus to local economies from local spending - and to use this to turn a vicious cycle into a virtuous one. Because despite unemployment, there is no shortage of work to be done to address our social challenges and even if the labour of unemployed people currently has limited market value - it still has - and can create - social value. What we need are instruments to unlock that value. The PES is such an instrument.
Here are some highlights:
- The Department of Basic Education placed 596,109 young people as school assistants in over 22,000 schools (in 2 cohorts), reaching every corner of the country. Schools as a distributed system enabled scale - but no school was overwhelmed. Over 95% of the budget went to wages. Participants assisted teachers, did admin and IT, maintained facilities and ran after-school sports, arts and other activities. For 73% it was their first job. Over 94% of teachers and principals surveyed said it strengthened the learning environment in schools and want it to continue. Partnerships enabled the rollout of multiple forms of relevant, data-free digital training at significant scale.
- The Social Employment Fund has been set up to support 'social employment' as part of the social economy, supported by the Department of Trade, Industry and Competition. The Social Employment Fund supports organisations active at community-level to employ people to undertake 'work that serves the common good'. Over 45,000 people currently work 16 hours a week, on food security, Early Childhood Development, combating gender-based violence, place-making, catchment management, community arts and more. A further 45,000 are part of Youth Service, on a similar model. Part-time work provides support 'scaffolding' while enabling complementary livelihood activities.
- This model crowds in significant capacity from non-state actors, enhancing the scale of public employment while building local organisation and agency to solve local challenges - an instrument to (re)build the commons. This fund was significantly oversubscribed, illustrating its potential for scale and systemic impact.
- It is SA's biggest-ever stimulus to the creative sector provided work for over 32,000 people. They were invited to create work for themselves - by producing new creative work. Movies, screen-plays, theatre, jazz, books in indigenous languages, animations, drone-photography and more. Rather than a traditional public works model, this entrusted 'creatives' with creating employment for themselves (and others) on terms that also created social value. It recognised that in this badly-hit sector, work is not typically in traditional employment relationships - so support to work can't be either.
- Similar adaptations to traditional public employment models were applied to subsistence farmers - over 100,000 received production input vouchers to help them back to work after lockdown disruptions. The USSD platform they used create a geo-spatial map of such farmers for the first time.
- So much more... there are over 20 programmes!
What made this possible?
- The Presidency provided strategic input, oversight and an 'authorising environment' for innovation undertaken by departments, who owned and implemented the programmes.
- A new envelope of funds approved programmes against criteria: scale, additionality, partnerships, quality of social outcomes, efficiency. The bar was set high.
- Participating in the PES meant a lot more work for participating departments. Hence it became a 'coalition of the willing' ready to go the extra mile to make a difference.
Who benefited?
- Participants: 83% youth, 62 % women, including in deeply marginalised areas
- Their households - in all the ways increased income security can do.
- Communities: from the social value created and from increased support to locally-generated solutions for local problems.
- Local economies: wages earned in Umgungundlovu are mainly spent there.
- The national economy: work experience builds productivity and skills - for self-employment too. We need systemic shifts at this level.
- Society: the PES created a pipeline of hope and opportunity in a time of need. The jazz and the mural art helped too, of course.
Current budgets for the PES are secure to March 2024. Scenarios to double in scale while also breaking new ground are in play: backed by a commitment to building a society that works.","a:3:{i:0;s:3:""619"";i:1;s:3:""620"";i:2;s:3:""190"";}","The Presidential Employment Stimulus 'reimagines' public employment on terms that enable the following:
- The social value of labour is unlocked - even in a context in which it has no (or limited) market value
- The forms of work undertaken significantly expand traditional menus of 'public works', to focus on diverse forms of social value creation and work for the common good.
- Public employment is used as an instrument of community-driven development, unlocking local agency, building the commons and marshalling capacities, creativity and partnerships in the wider society to enable scale and impact.
- A portfolio approach allows for highly diverse development purposes - and innovation in achieving them - within a set of common criteria.
- Support to 'work' goes beyond traditional employment relationships, recognising that the changing nature of work requires changing forms of support in a context of crisis.
- The PES enables this from the centre of government.
","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The Presidential Employment Stimulus has been in implementation since October 2020 and has already been through three phases of programme design and approval, with shifts in the portfolio in each phase to optimise outcomes. Budgets are secure to March 2024. Discussion with our National Treasury on the scope to extend and further scale the initiative are in process. The PES was envisaged as a crisis intervention; it has become an 'innovation sandbox' at the centre of government. Part of its challenge is to institutionalise the lessons and mainstream its most successful programmes.","
- 15 participating government departments had to step up to design and implement programmes additional to 'business as usual'.
- In the school assistants programme, extensive stakeholder engagement; plus non-state actors designed and delivered training programmes at scale for free
- Social Employment and Youth Service, civil society organisations helped to conceptualise it and are the implementing partners
- Donors supported technical capacity for the PES function within the state.
","The direct beneficiaries are participants, whose economic participation is enabled. Further, the whole of society benefits from the reductions in poverty, the social value created, the enhanced productivity from work experience and the trickle-up effects within the economy. Lastly, the PES is also contributing to building a capable state, with the need to deliver in a context of crisis having spurred process and technical innovation.","At present, over 1 million people have participated, with 15 national government departments reporting. 83% of participants are youth and 62% women - all subject to audit and verification. While scale matters for systemic effects, so do qualitative dimensions. Methodologies vary per programme. The schools programme uses survey tools extensively; a study on qualitative impacts on learners is in process. The Social Employment Fund has a digital reporting tool that quantifies work output indicators, supporting measurement of 'social value', with an impact evaluation commissioned. Critical results to measure include:
- Impacts on participants, including psycho-social impacts of participation, formal and tacit skills development, future trajectories.
- Impacts on livelihoods, entrepreneurship
- Social value creation
- Institutional innovations - PES, departments, civil society.
- Stimulus effects in local economies and beyond.
","Many challenges were encountered:
- Initially, the PES budget allowed an implementation window of just 5 months in-year. This later changed, but it created 'hostile timeframes' initially that did not allow for optimal outcomes.
- Not all programmes were successfully implemented. Support to Early Childhood Development practitioners faced difficulties where providers were informal, because they could not meet audit compliance requirements.
- The Production Input Voucher scheme had to be suspended for a period because private-sector suppliers were taking a cut of the voucher value.
- Procurement challenges slowed certain programmes down. Some were never implemented.
Some departments were proactive and solved the challenges; others less so. Often, the role of the Presidency was to help trouble-shoot, particularly in relation to transversal challenges; or to hold departments accountable for outcomes. A framework of monthly reporting to the PES created early warning systems.","Conditions for success include:
- Strong political leadership and support from the President; championing of the PES by relevant Ministers; support - and allocation of human resources - from Directors General in key implementing departments.
- A mechanism to drive a strategic vision and provide oversight and co-ordination that had authority at the centre of government
- The allocation of a dedicated budget envelope that enabled scale, coupled with the role of National Treasury in budget adjudication against strict, agreed criteria
- Criteria informed by a clear vision of the potential to use employment to address social challenges and create social value - and a high bar for approval.
- Deep understanding of the institutional context of implementation and what can - and cannot - be delivered under given circumstances.
- A context that meant public officials had to put their hands up for more work - creating a coalition of the willing, committed to making a difference.
","The PES has enabled a portfolio approach to the use of public employment for social innovation. The PES mechanism can certainly be reproduced, at national levels as well as, for example, in a city - in both developed and developing contexts. It can target stubborn pockets of unemployment in depressed areas - or be part of a just transition strategy. Criteria can vary depending on context and purpose.
Many of the individual PES programmes can also be replicated. For example, every society has schools, that can provide a high-quality work experience for school assistants, often with a 1:1 mentorship relationship with teachers. It can be used to address particular categories of exclusion within a labour market.
Social Employment can also be replicated anywhere that has unemployment, social challenges and an active civil society willing to manage 'work for the common good'. It's a powerful tool for inclusion - for example, of refugees.","
- Unemployment has dire social consequences. Employment and economic inclusion matter too much to society to leave to markets alone.
- Designing for scale is about more than just replication of a project-scale pilot. Scale is enabled by inter alia: use of distributed systems; use of demand-responsive funding mechanisms that are purpose-driven rather than prescribing outputs; whole of society approaches that crowd in capacity.
- Programme management really matters, but tends to be treated as a form of 'leakage'. This can sabotage the quality of outcomes.
- Compliance and regulatory frameworks inhibit the scope for a direct contracting interface between the state and informal grassroots community-level actors. Intermediation is required. It has its risks. They have to be managed in order to resource local agency and initiative.
- 'Make-work' programmes just model unproductive work habits. The quality of the work experience and the outputs from work matter for all outcomes.
","Innovation is not a 'once off' - the innovations in the PES build on the work and experience of a history of public employment in South Africa, that could be brought to bear on the immediate challenge confronting the PES, as part of a collective South African contribution to innovation in the public employment space.",,"a:3:{i:0;s:5:""32964"";i:1;s:5:""32963"";i:2;s:5:""32968"";}",,,
32698,"Seocho BookPayback Service",https://oecd-opsi.org/innovations/seocho-bookpayback-service/,30/09/2022,Seocho-gu,Korea,local,"a:1:{i:0;s:10:""recreation"";}","Seocho BookPayback Service",https://public.seocholib.or.kr/BookPayback,2019,"Seocho-gu is the first district in Korea to offer a service like the “Seocho BookPayback Service” (hereafter, “BookPayback”), which reduces the waiting time for popular library books. A full refund is provided for a book purchased from a local bookstore that is returned (to the bookstore) within three weeks, after which the book is sent to a library in Seocho-gu. It is an innovative library service that allows residents to use library resources whenever needed, regardless of time or place.","Before this service, patrons who wished to borrow a newly-released book had to make a request to the library, which then purchased the book. This procedure took up to one month before the book was put into regular circulation. To streamline this time-consuming process, Seocho-gu came up with the idea for a book loan service that utilized local bookstores. BookPayback is operated as follows: If a Seocho-gu resident purchases a book from a local bookstore and then returns it to the store within three weeks, the resident is refunded fully for the book, which is sent to a library in Seocho-gu, where patrons can borrow it. After the resident applies for BookPayback at Seocho-gu Office’s public library website (seocholib.or.kr/docpub/; PC or mobile), the bookstore, after checking its inventory for the book, can choose to accept or deny the request. If it accepts, the resident is sent a text message, after which they can pick up and pay for the book at the bookstore. The only condition is that the book must be returned within three weeks.
To make BookPayback possible, Seocho-gu developed an independent service system. It also signed MOUs with local bookstores to create an environment that allows the stores to provide some of the functions of a local library. Bookstores can use this system to manage their inventory, approve or reject BookPayback requests, or manage limited-request books by processing returned ones and sending them to libraries. They can also use the system to see statistical figures on returns per library, number of BookPayback users per any given period, and inventories per library.
Residents can use BookPayback to access desired books at both local libraries and bookstores; while stores can increase their sales by supplying books to libraries, thus revitalizing the local economy.
BookPayback, which began in 2019, has been praised by not only service users but also the press. In 2021, functions will be added that allow the user to see whether a book can be requested via BookPayback and then reserve it.","a:3:{i:0;s:3:""190"";i:1;s:3:""619"";i:2;s:3:""354"";}","
- BookPayback drastically reduced the time that used to be needed for residents to borrow a newly published book from a library (one month) by enabling the book to be borrowed through purchasing. Seocho-gu was the first local government in Korea to devise BookPayback, which was recently patented. BookPayback has been installed at nine local bookstores, which are currently serving as both a store and public library. BookPayback’s system is a revolutionary format that allows residents to conveniently access services without having to visit a brick-and-mortar library or being limited by time or place.
- Many residents asked for a library to be built near their place of residence. This, however, requires the purchase of a sufficiently-sized lot. BookPayback is an economical alternative that allows local bookstores to act as an extension of existing public libraries, which is a boon for residents in that they do not have to travel (sometimes) long distances simply to visit a library.
","a:1:{i:0;s:14:""implementation"";}","In 2019, Seocho-gu completed its implementation plan for BookPayback as well as the system. Seocho-gu installed the system at nine local bookstores, with which it signed an MOU to ensure that they could carry out the functions of a public library (to a limited extent). After training library employees and bookstore owners on how to use the system, BookPayback was put into operation in June 2019.
BookPayback was patented in 2020. Since then, an application has been submitted for trademark registration. Consistent monitoring has resulted in increased user convenience through a new function: seeing whether a book was available via BookPayback and reserving it.","For the smooth operation of BookPayback, Seocho-gu signed MOUs with nine local bookstores in May 2019 (including content supplying books to libraries, payment, etc.). The system was installed at each contracted bookstore. Training was also provided for staff on how to provide some of the services offered by public libraries.","The biggest beneficiaries are BookPayback’s users: local residents. It is very popular with them because they can purchase a bestseller or any other book in high demand at the participating bookstore that is closest to their home without having to wait. The recent supply of 15 bestsellers via BookPayback to local libraries, in turn, gives library patrons a better chance of borrowing them.","By encouraging residents to read bestsellers at both libraries and local bookstores, BookPayback increased the average amount of time residents spent reading. User numbers increased sharply in the early stages of the COVID-19 pandemic, reaching up to 1,991 book requests per month. In 2019, it received the grand prize in the Outstanding Civil Service Contest hosted by Seoul Metropolitan Government. In 2020, it received a ministerial citation from the Ministry of the Interior and Safety (MOIS) as an Outstanding Example of Improved Civil Service System that is Crucial to Citizens’ Lives.
Over the two years that BookPayback has been operated, it has launched a virtuous cycle through communication with residents on reading demand in Seocho-gu. By ordering sufficient quantities of new releases and bestsellers in advance,bookstores were able to offer the latest books to both residents and libraries in a timely manner while increasing sales, which also helped revitalize the local economy.","
- BookPayback was well-received among residents from its earliest days. However, an increase in usership resulted in them not being able to see in advance whether a book could be requested. In 2021, the “purchase-return-loan” service was given a new function: seeing whether a book could be requested via BookPayback and then reserving that book. This improvement has made it much easier for residents to use BookPayback.
- Initially, requests for (different editions of) the same book were limited to prevent skewed demand for bestsellers. The sheer volume of requests for these, however, made it difficult to apply this rule. Eventually, Seocho-gu changed the number of multiple editions permitted for bestsellers to 15 per book (for non-bestsellers, three per book) based on analyses of the number of requests, thereby expanding the extent to which users can request desired books.
","The most popular aspect of BookPayback among residents was the fact that they could “borrow” a bestseller from a nearby bookstore without having to wait. Supplying 15 bestsellers to local libraries via BookPayback gave patrons a better chance of borrowing them. The closing of public libraries due to COVID-19 social distancing measures resulted in a sharp increase in residents who used local bookstores to request and borrow books.
Furthermore, a system of coexistence that strengthens the role of local bookstores (which are declining in the face of franchise bookstores) by imbuing them with the role of a public library and receiving books from them greatly improved their sales. This, in turn, prompted active, voluntary cooperation with BookPayback by the bookstores.","BookPayback has been covered in a positive light by many national and local media outlets. It spread to Gwangju in 2021 after being designated by the MOIS as an innovative example of improving citizens’ lives. Other local governments, including Ulsan, Okcheon-gun (Okcheon Library, Chungcheongbuk-do), and Eumseong-gun (Geumwang Library, Chungcheongbuk-do), are providing similar services for their residents after benchmarking BookPayback.","Innovation began with one question about one aspect of citizens’ lives. It may also be massive in scale from the beginning. In the case of BookPayback, it was born from an idea about addressing one inconvenience. It is the ultimate “everyday library” that is the outcome of brainstorming on how to reduce the waiting time required to borrow a new release or bestseller. One creative idea not only changed residents’ daily lives but also breathed much-needed new life into local bookstores. It is hoped that BookPayback can be spread nationwide so that all citizens are motivated to renew their love of reading, while at the same time revitalizing local economies.",,"a:1:{i:0;s:5:""32706"";}","a:1:{i:0;s:5:""33149"";}",https://youtu.be/qTzljUEgpcs,https://youtu.be/cXl_NoD89ao,
32699,"ERA-volution: Knowledge Platform for EU Initiatives",https://oecd-opsi.org/innovations/era-volution/,30/09/2022,"Ministry of Education, Science and Sport",Slovenia,central,"a:2:{i:0;s:9:""education"";i:1;s:7:""science"";}","ERA-volution: Knowledge Platform for EU Initiatives ",https://www.gov.si/novice/2022-06-24-drugo-srecanje-platforme-znanja-eravolucija/,2022,"The Knowledge Platform with the working title of 'ERA-volution' is a community space for dialogue on current EU initiatives between policy makers and stakeholders in Slovenia in the fields of Higher Education, Research and Innovation. In this way, we aim to strengthen the co-design and joint implementation of policies in these areas, to support cooperation of Slovenian stakeholders in EU initiatives, and effectively promote synergies between the fields.","The Knowledge Platform was created in response to the need for regular dialogue between policy-makers and stakeholders in the fields of Higher Education, Research and Innovation, and to strengthen synergies between these areas. We have built the initiative on the outcomes of our efforts during Slovenia's Presidency of the EU Council in the second half of 2021, since promoting synergies between Higher Education, Research and Innovation in the EU was one of the priorities in our EU Presidency project. The Knowledge Platform is conceived as a community in the form of:
- Regular meetings/consultations (virtual or in-person), which take place 4 times a year.
- A digital platform offering relevant information (EU acts in the fields of higher education, research and innovation, registration, recordings of meetings, space for sharing good practices) and direct communication with stakeholders. This Digital Knowledge Platform is being developed.
The establishment of the Knowledge Platform is a social innovation that aims to improve governance through a participatory process. It facilitates the flow of information between policy makers and a wider range of stakeholders on current initiatives at the EU level and the exchange of views and positions on these initiatives. The previous in an effort to maximise the opportunities offered by EU actions to Slovenian organisations, to keep them up-to-date on EU initiatives and actions and to involve them to the greatest extent possible. The Knowledge Platform gives stakeholders a voice that is heard and taken into account when policy-makers prepare national positions on EU initiatives.
The Knowledge Platform has benefited both policy-makers and stakeholders:
- The stakeholders have been promptly informed on all key current initiatives of the EU in the areas of Higher Education, Research and Innovation and have had the opportunity to inform the positions and decisions taken at the government level in regard to these EU initiatives.
- Policy-makers have directly used the feedback from the stakeholders to prepare national responses or positions on current EU initiatives and acts.
- The Knowledge Platform is also a useful tool for implementing some of the goals of our national strategies in the fields of Higher Education, Research and Innovation.
- With the help of the Knowledge Platform we are strengthening cooperation between the Higher Education Directorate and the Science Directorate within the Ministry of Education Science and Sport.
- We are also strengthening the cooperation with the Permanent Representation of the Republic of Slovenia to the Council of the EU (Permanent Representation).
Regular Knowledge Platform meetings with stakeholders are planned four times a year (one consultation per quarter), either virtually or in person. The topics discussed are those that are relevant for the policy-makers and stakeholders from all three areas. The choice of topics is informed by the stakeholders and the next Knowledge Platform Consultation, the topics of the past Consultations have been:
- 1st Knowledge Platform Consultation – 21 March 2022 – Strengthening the links between higher education and research in the European context
- 2nd Knowledge Platform Consultation – “ERAvolution” – 16 June 2022 – Current priorities of the European Research Area (ERA)
- 3rd Knowledge Platform Consultation – “Innovation Ecosystem: from Silos to Collaboration” – 22 September 2022 – New European Innovation Agenda and strengthening of the Slovenian Innovation Ecosystem
In the future the main short-term plan is to develop the Digital Knowledge Platform which will offer relevant information and enable direct communication with stakeholders. We wish to develop the Digital Knowledge Platform together with stakeholders in order to make it useful and user-friendly for all involved – stakeholders and policy-makers. We intend to consult with our relevant stakeholders on what features they would find most useful in the Digital Knowledge Platform.
At the present we do not intend to formalize the Knowledge Platform. The Directorate for Higher Education and the Directorate for Science at the Ministry of Education, Science and Sport share the lead role in organising events and managing the initiative. This alternation of roles ensures a real sense of ownership of the initiative in both areas and transcends the typical hierarchical management structure. It is about community leadership, co-creation and co-ownership, and those participating consider that the establishment of a formal structure is not necessary at this stage, as all key decisions are taken in accordance with the principle of a participatory approach. The work could be formalised when and if this would bring added value.","a:5:{i:0;s:3:""181"";i:1;s:3:""619"";i:2;s:3:""302"";i:3;s:3:""613"";i:4;s:4:""4088"";}","The Knowledge Platform is a social innovation that aims to establish an open space for regular dialogue with stakeholders on topical issues and initiatives at the EU level which will fuel further development of the Slovenian Higher Education, Research and Innovation. The initiative differs from similar mechanisms at the national level because it goes beyond one-way transfer of information/opinion, and strives for an active co-design of the Slovenian positions on EU-level initiatives, i.e. participatory co-design of policies.
The initiative is innovative on both levels:
- At the Knowledge Platform level: we are building the initiative together with stakeholders.
- At the Public Administration level: the Directorate for Higher Education and the Directorate for Science share the lead role in organising events and managing the initiative. The alternation of the lead roles ensures a real sense of ownership of the initiative in both areas.
","a:4:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";}","The different activities of the Knowledge Platform are currently in different innovation stages:
- The activity of regular Knowledge Platform meetings/consultations (virtual or physical), which take place 4 times a year is currently in implementation and evaluation stage. We have already organised 3 consultations of the Knowledge Platform this year and we constantly have follow-up evaluation meetings, enabling constant improvements.
- The activity of establishing a Digital Knowledge Platform is currently in the stage of designing solutions and developing proposals. The initial idea for the Digital Knowledge Platform is to offer relevant information (EU acts in the fields of higher education, research and innovation, registration, recordings of consultations of the Knowledge Platform, space for sharing good practices) and enable direct communication between policy makers and stakeholders.
","The Knowledge Platform is a joint initiative of different divisions within the Ministry of Education, Science and Sport. Important institutional partners also include the Slovenian Permanent Representation in Brussels, and EIT Climate-KIC which is facilitating further development of the initiative. We also see the stakeholders of the Knowledge Platform as partners, not only as users, because we are actively involving them in the design of the Knowledge Platform.","The main users of the Knowledge Platform are the stakeholders from the so-called Knowledge Triangle, i.e. from the areas of Higher Education, Research and Innovation, (Higher Education Institutions, Research Performing Organisations and Businesses). On the other side the users are also government officials or policy-makers who use the dialogue with the stakeholders to inform their decisions.","The Knowledge Platform has:
- Strengthened dialogue between policy-makers and stakeholders (2 virtual and 1 in-person consultation with around 170 participants)
- Informed the preparation national responses/positions on the following EU initiatives and acts:
- European Universities initiative;
- Joint European Degree initiative;
- Legal status of European Universities;
- Council conclusions on a European strategy empowering higher education institutions for the future of Europe;
- Council Recommendation on building bridges for effective European higher education cooperation;
- Participation of Slovenia in 20 ERA actions;
- Empowering higher education institutions (ERA Action 13);
- Bringing science closer to citizens (ERA Action 14);
- (Draft) Council Conclusions on the New European Innovation Agenda:
- Contributed to the implementation of national strategies in the fields of higher education, research and innovation.
- Facilitated breaking down departmental silos.
","The main challenge that we have encountered is connected with the Digital Knowledge Platform that we aim to establish. It is clear that if we wish to make the Digital Knowledge Platform useful it needs to be responsive and regularly updated. For this we need sufficient human resources to manage it, which we currently do not have. We would need to find the human resources either within the Ministry or externally. Another challenge is how to attract and involve the stakeholders more actively in the building of the Knowledge Platform. We aim to try out different strategies (giving the stakeholders a more prominent role in organising the events, co-designing the Digital Knowledge Platform, etc.)","Since this is a social innovation, and one based on co-design and a participatory approach, the most crucial conditions for success are personal values and motivation of those involved in the initiative, but also human and financial resources. Only sufficient human and financial resources allocated to the initiative can ensure that all those involved remain highly motivated. One additional condition for success is staying true to the core values of the Knowledge Platform: building trust between policy-makers and stakeholders with honesty, dialogue, transparency and flexibility. The leadership and guidance of the Knowledge Platform is also crucial for its success, and the initiative has had strong support from the top leadership team of the Ministry. However, the Knowledge Platform team operates in line with participatory leadership approach which depends a lot on personal values and motivation of all involved.","This is a new innovation and has not been replicated yet. If it proves successful it could be replicated in practically all areas of public administration.","An important lesson learned was that in-person events of the Knowledge Platform have quite a different dynamic than online events (the first two events were held online, the third one took place in person). Participants of the in-person event were highly engaged, and the main lesson learned is that we need to allocate more time for discussions with the participants in the future. Networking for promoting synergies between the stakeholders could also be further promoted in the events. We have also learned that it is important to keep the Knowledge Platform flexible and open to improvements and participation of new stakeholders at all times. In order to further develop the initiative, we are cooperating with EIT Climate KIC within the Deep Demonstration Project in Slovenia.","The Knowledge Platform has been shortlisted for the “Premik naprej 2022” Award for the best innovation in Public Administration in Slovenia in 2022.",,,https://youtu.be/PN1SZgR6eb8,http://videolectures.net/inovacijskiEkosistem2022_Ljubljana/,http://videolectures.net/ERAvolucija_2022/
32700,"Network collaboration for digital services for Ukraine refugees",https://oecd-opsi.org/innovations/network-collaboration-for-digital-services-for-ukraine-refugees/,29/09/2022,"Norwegian Digitalisation Agency",Norway,central,"a:1:{i:0;s:12:""public_admin"";}","Network collaboration for digital services for Ukraine refugees",,2022,"The Ukraine war established a commitment to work across sectors to improve digital services to refugees. Focus on end user needs and an unbureaucratic organizational model have produced tangible results such as:
- Better update of address information in national register
- Electronic identification - access to digital services
Twelve agencies worked with obstacles and bottlenecks in the refugee's user journey, with the objective of good transitions between services.","Focus on the end user and an unbureaucratic system have produced tangible results. Refugees from Ukraine now receive, among other things, an electronic ID, they are easier to reach through more updated addresses in the national register, and they receive faster processing decision on residence by a robot at UDI (the immigration administration). A cross-sector and inter-agency network collaboration in the field of digitalization contributed to this. The network collaboration co-existed with traditional bureaucracy and governance structures.
The Ukraine war established a common commitment and necessity to work together to receive a high number of European refugees. The large number of refugees challenged existing processes in the reception of refugees. The desire to create a good user journey for these people was great. 12 agencies have looked together at obstacles and bottlenecks in the refugee's user journey, with attention to good transitions between services.
These were the challenges: the model in Norway is a central arrival center, registration and processing of applications for protection, settlement and integration, and this happens sequentially. Interagency collaboration is known to be challenging. A large number of arrivals was demanding for the administration, but also the fact that the user needs were different from what our model is based on. It was experienced as a small crisis in the big crisis, but a crisis also creates a different commitment that makes things possible.
This is how collaboration started: the Digitalisation Agency (Digdir) was commissioned to put in place a solution for eID for the refugees from Ukraine. In dialogue with different agencies, we saw there was a need for information sharing, dialogue and collaboration in many areas. Digdir proposed to establish a network cooperation model for digital services for Ukraine refugees. One week later, the first collaboration meeting was held.
At the first collaboration meeting, we identified four needs for the collaboration.
- Need to further structure and understand the obstacles in the arrival phase/identification
- Need to explore the totality, especially in the integration phase
- Need for coordination between the agencies
- Balance the need for totality versus speed in one's own work
The network collaboration was dialogue-based with regular weekly digital meetings. It was open to anyone who wanted and saw the benefit of participating. We started with seven agencies, and at most there were thirteen agencies. In the weekly digital meetings, each agency was asked to inform about 1-2 things they are currently working on that have or may have significance for the others in the collaboration. This is how we made sure to focus on cross-agency challenges and gaps in the flow of services. In addition the group actively used a common Miroboard to gather information on what had been done on developing user journeys in the agencies and sectors, overview of internet sites and as a tool to work on concrete problems like addresses (service chain map).
We believe that we gave a more systemic (holistic) perspective with the refugee's experience of the meeting with the Norwegian administration. The meetings were summarized in minutes and with an information e-mail distributed to all invitees, with a recommendation to share the information with other stakeholders.
In terms of concrete examples of impact, two of the improvements that the collaboration has delivered are eID and credible address information for this group. The eID for the Ukraine refugees is in place. This is important for refugees in order to be able to access digital services. The public sector can reach the refugee with information quickly and directly, and the refugee can save and retrieve received information in a secure way.
Address information has improved, and more further improvements are being worked on here. It is important for the users that the administration can get in touch quickly, and it is important for agencies in the chain. The agencies in the collaboration delivered several improvements at a high pace. Many laws is changed to make it possible to change processes and services, to meet the needs better. Some examples of solutions:
- A robot has been developed that makes most decisions about collective protection. This reduces waiting time for the refugees and the burden on the administration.
- To respond to the scattered arrival pattern, the Police has developed an app that police officers can use at the first meeting. This means that they capture information very early on. The information is reused in the processing and shortens the waiting time.
These are some examples of solutions developed and which are already benefiting the end user. Work has begun with more comprehensive information from the administration to the refugee. The aim is to better meet the refugees' needs for information and guidance, regardless of which agency they meet.","a:10:{i:0;s:3:""190"";i:1;s:3:""194"";i:2;s:3:""609"";i:3;s:3:""210"";i:4;s:3:""623"";i:5;s:3:""260"";i:6;s:3:""615"";i:7;s:3:""612"";i:8;s:3:""617"";i:9;s:3:""621"";}","Interagency collaboration is known to be challenging. We established an informal network collaboration that was dialogue-based with regular weekly digital meetings. It was open to anyone who wanted and found a benefit in participating. We started with seven agencies, and at most thirteen agencies participated.
In weekly meetings, each agency informed eachothers about 1-2 things they were currently working on that have or may have significance for the others in the collaboration. This contributed to focus on cross-agency challenges and gaps in the flow of services to the Ukrainian refugees. It gave a more systemic (holistic) perspective on the refugee's experience of the meeting with the Norwegian administration. The meetings were summarized in minutes and information was distributed, with a recommendation to share the information further.
Evaluation of the Ukraina Digital collaboration clearly shows that those who participated have experienced this as valuable.","a:1:{i:0;s:9:""diffusing"";}","The arrangement of weekly meetings with all the agencies was ended in august. Work om several of the identified development needs and improvement proposals continue. Either by individual agencies or in bilateral collaborations.
One project, more comprehensive and holistic information for the refugees, is awaiting a decision on investment by several of the agencies.
All the agencies contribute to the prevalence of electronic id for the refugees. Access to digital services from the public sector is important. This applies to Ukrainian refugees with temporary collective protection. It is also crucial for the administration as it reduces the workload.","Directorate of Immigration, Police, Directorate of Integration and Diversity, Directorate of e-health, Directorate of Health, Labour and Welfare Administration, Tax Administration, Agency for Public and Financial Management, Labour Inspection Authority, Institute of Public Health, Health Network, Association of Local and Regional Authorities, Digitalisation Agency, Organisation for Asylum Seekers (NOAS), Institute for Urban and Regional Research (NIBR)","The refugees from Ukraine in comparison to other refugees most likely experienced, at large, a faster process from arrival to settlement due to changes in processes and laws. Direct effect from the innovation has not been measured but we believe electronic ID has a positive effect for entering the society (applying for school, jobs, healthcare services and other). Employees of all the agencies that participated in the collaboration experienced a better knowledge of how services are interrelated.","We have carried out a simple evaluation of the collaboration. The agencies that participated state that the collaboration contributed to greater interest from more people in their organizations for the totality of the user journey. There is a greater understanding that services must connect and that improvement of user-experience requires collaboration and trust. The agencies also report good use of better insight into the processes in other agencies, regularly being updated and being able to communicate internally in respective agencies. The agencies got a much broader contact surface towards other agencies and lower threshold for contacting and collaborating with other agencies.","Over time, interest politically, in agency management and in the media decreased. Other matters became more current. This made it challenging to maintain the great commitment of all agencies that participated.
When work on problems/solutions require larger investments by several of the agencies, it can be challenging to prioritise development. Voluntary network cooperation is not binding enough and must be complemented with more solid structure for investment decisions.
When developing services in cooperation that require long-term commitments between the agencies, other governance models are required than a non-binding network collaboration.
After the innovation, identified challenges are being addressed in the ordinary governance structure f.ex. longterm financing. Also the communication of results and value from the network collaboration is being broadly communicated.","
- Success factors for the network collaboration Ukraine digital, which we believe are transferable to other network collaborations:
- The user story and user need as the main focal point for the collaboration. A clear user story that hits the heart and creates engagement, and it must be told repeatedly.
- Great commitment and willingness to contribute, politically prioritized in all sectors and by management in all agencies.
- No unnecessary problematisation of organisation, roles and boundaries between agencies. Unbureaucratic organization
- Respect between agencies for having different assignments/missions.
- Trust between the agencies that make sharing of issues safe.
- One agency takes lead and facilitates the cooperation.
- Interdisciplinary competence in the working groups.
","This innovation is very recent. Our mission is to contribute to more innovative collaboration across the structures in the government and administrations. We use the experience in online guidance and advice to others who want to start working with other agencies. In this work, we also draw on experiences from similar collaborations. For example, cooperation during the pandemic (Covid-19).
The experiences are shared in many different arenas, such as conferences, seminars and workshops.","We have four recommendations:
- Focus on the situation of the end user and what improvements in the user journey can be made. Be curious about the transitions between agencies and how you together can create a better user experience and more coherence in the services.
- Build simple structures for the network collaboration to provide a fixed point for dialogue and sharing across agencies. Map and explore common challenges. Establish groups that survey the problems cross-agencies, and preferably pilot solutions within the framework of the network cooperation
- Evaluate and collate learning to enable sharing and further development. Take the time to evaluate and share the experiences of the network. It will be useful, even if the subject area is different and adaptation is needed.
- Take initiative to gather agencies to map common issues even without a formal mission It's important to dare to try new ways of working. Get concrete and practical experience of interagency cooperation.
","The innovation was formed within an environment that is characterized by strong sector governance at all levels (ministry – directorate – municipality). In our national digitalization strategy a goal or intention is more seamless and integrated digital services for the citizens. This direction of more collaboration takes time to change in existing structures. So the sense of urgency created by war gave the innovation an opening to act on the eminent crisis, thus gaining valuable experience quickly.
Rapid legislative changes created possibilities to improve services, but also challenged existing services to be developed to handle the changes in the laws.",,"a:2:{i:0;s:5:""32696"";i:1;s:5:""32697"";}",,https://vimeo.com/740807426/a471b9419f,https://miro.com/app/board/uXjVO_o2Jw0=/
32702,"Neighborhood Joint Delivery - Establishing a Regional Environmentally-friendly Integrated Delivery System",https://oecd-opsi.org/innovations/neighborhood-joint-delivery/,29/09/2022,"Seoul Metropolitan Government",Korea,local,"a:1:{i:0;s:9:""transport"";}","Neighborhood Joint Delivery - Establishing a Regional Environmentally-friendly Integrated Delivery System",https://www.seoul.go.kr/news/news_report.do#view/355927,2022,"Neighborhood Joint Delivery was introduced in 2022 to solve delivery issues. Delivery volume in Seoul since 2015 has increased by about 2.8 times, causing traffic, environmental, safety and labor problems. Seoul will create regional bases that integrate services from several couriers to deliver parcels collectively, reducing distance traveled by 50% and improving efficiency by 40%. The eco-friendly bases will collect recyclables, and serve as a base for unmanned autonomous vehicles.","The recent proliferation of e-commerce and deliveries due to the spread of contactless transactions is a global phenomenon. In Seoul, over the past six years, deliveries have increased 2.8 times, and the number of parcels delivered per person also increased 2.8 times from 68 to 128. Nevertheless, private-sector delivery services continue to use an inefficient structure in which about 10 delivery firms compete for business, resulting in severe traffic (260,000 km in distance traveled daily), environmental issues (freight vehicles generate 1,160 tons of pollution per year), safety (50% increase in the number of fatalities caused by trucks in Seoul in 2021 compared to 2020), and labor (20+ delivery drivers died over the past two years).
The core goal of Seoul’s Neighborhood Joint Delivery is to improve delivery efficiency and create a foundation for new logistics innovation. The main feature and function of “Neighborhood Joint Delivery” is to reinvent the inefficient, repetitive structure of the delivery industry into an efficient delivery system. At Neighborhood Joint Delivery centers in each district, all shipments are collected and the delivery driver at the delivery center delivers parcels from several companies at once. In mountainous Seoul, there are 48 hard-to-reach delivery areas. Vehicle traffic is limited and delivery takes a considerable amount of time, which lowers profitability and leads to delivery drivers avoiding the area. If the joint delivery service is introduced, driver profitability and delivery problems can be resolved. Further, all parcels delivered from the Neighborhood Joint Delivery Center are delivered by eco-friendly electric vehicles to minimize emissions in the area.
Other key functions of the Joint Delivery Centers are:
- The centers also allow (1) collection of recyclables from residents, (2) sorting and delivering items that have had their packaging removed, and (3) eco-deliveries when food is delivered in a multi-use container that is later collected.
- Delivery drivers hired by centers provide care-focused delivery services that periodically visit welfare recipients to check up on their living conditions, and update local welfare centers.
- Create an MFC for small business owners at centers. Small business owners can store goods at the center, and when an order is placed, delivery begins immediately.
To spur innovation, the Seoul Metropolitan Government invested 3.2 billion won in 2022 to create three Neighborhood Joint Delivery Centers, and after a trial period from ‘22 to '23, the program will be expanded to the entire city of Seoul after '24. In 2022, the city government chose three organizations through an open call for tenders, providing subsidies to establish centers for the first two years. These institutions must cover their operating expenses through their own delivery fees, and after two years, they must finance all expenses themselves. Through such support, sustainability was achieved and competitive companies were encouraged to participate.
Seoul paid attention to sustainability to avoid repeating previous failures. Several local governments have put in place Silver Delivery last-mile delivery model services that hire seniors over the age of 60 as delivery drivers to deliver parcels within a local area. In order to maintain the model, continuous employment subsidies were required. In the end, the business model was not sustainable, and it was difficult to maintain an efficient delivery system through the provision of jobs for the elderly.
Impact of Neighborhood Joint Delivery is the following:
- Distance traveled by delivery vehicles in Seoul decreased by about 130,000 km
- Through improved efficiency, delivery personnel required for local delivery (delivery vehicles) and working hours decreased by about 40%
- Delivery volume per vehicle increased by 30% from 240 to 310 parcels
- 40% reduction in working hours from 13 -> 8 hours
- Zero emissions by converting existing diesel cargo vehicles to 100% electric vehicles
","a:3:{i:0;s:3:""623"";i:1;s:3:""211"";i:2;s:3:""283"";}","Seoul’s Neighborhood Joint Delivery improves on delivery efficiency, transportation, environment, safety, and labor issues by integrating the previously fragmented private-sector delivery system. A sustainable and organic business model was created by negotiating volume and commission through voluntary agreements with delivery drivers, agencies, and firms.
The previous system was at a breaking point. Although labor is limited, deliveries have increased by 14% annually. Drivers were working more than 13 hours per day. The new model reduced the labor required through a voluntary agreement. Silver Delivery, first introduced in 2006, failed due to the need for large subsidies and affiliation with only one delivery firm. On the other hand, centers cover their own operating expenses through fees, and use an open model that integrates deliveries from about 10 firms. Scalability is secured through recycling collection, regional MFC bases, and high-tech autonomous delivery.","a:1:{i:0;s:14:""implementation"";}","The project to create joint delivery centers for Neighborhood Joint Delivery, the first logistics innovation project in Korea to be attempted by the Seoul Metropolitan Government, was initially planned in 2021. Seoul established a master plan for innovation in the everyday logistics business such as in delivery services in February and secured a budget of 3.2 billion won for 2022. A business promotion agreement was signed with several partners in April.
The remodeling work of the joint delivery centers will be completed within the year, and delivery schedules are being coordinated with vehicle manufacturers (Hyundai, Kia, etc.) to secure eco-friendly vehicles. When the system is completed, it plans to deliver more than 700,000 parcels within two years, starting with about 70,000 deliveries from the end of 2022.","Robin signed a contract with an apartment complex resident association and has been integrating deliveries of parcels to the complex for 10 years. Another partner, Wonders, is introducing an eco-friendly joint delivery model that recycles resources by collecting wrapping paper before delivery. Korea Postal Service Agency provides idle space within the Geumcheon Post Office for use as a delivery center.","
- The direct beneficiaries are citizens residing in the common delivery area. 360k households benefit from the joint delivery service.Residents can now receive parcels several hours earlier than before. Fewer delivery vehicles means less traffic and safer streets.
- The indirect beneficiaries are citizens living near the common delivery area. Fewer trucks and less pollution enhance quality of life.
- Local couriers benefit from shorter working hours, travel distances, and guaranteed brea
","Seoul’s Neighborhood Joint Delivery service, first introduced in ‘22, aims to achieve the following results within the next two years.
- Delivery efficiency is enhanced through integrated delivery. Approximately 60 delivery drivers can handle the volume of deliveries previously handled by 100 workers.
- By converting all delivery vehicles to electric vehicles, carbon emissions are reduced to zero. In addition, the environment is improved by recycling packaging materials for parcels through eco-deliveries. and collecting recycled products during delivery.
- The working conditions of delivery drivers improve. Working hours are reduced from 13 hours to 8 hours daily, and the distance traveled by freight vehicles is decreased from 42 kilometers to 20.
- A 40% reduction in the number of freight vehicles operated and a 5-hour reduction in their operating time boosts traffic flow and minimizes the number of accidents caused by freight vehicles.
","When Seoul’s Neighborhood Joint Delivery service was initiated for the first time in Korea in 2022, the first model used was a project promotion model for local districts. This led to early failure, as it proved difficult to secure a space to create a community delivery center and there was no existing model to follow.
Afterwards, the city of Seoul altered the business model and the city recruited private organizations to carry out the project directly. Afterwards, the city of Seoul re-issued an open call for the private sector, and private firms participated in the city’s request by finding a site to build a joint delivery center. A total of 7 organizations applied, and the city government selected 3 partner organizations.
Seoul plans to carry out the project directly in 2022, and if the project proves a success, many autonomous local districts will likely participate in the project in the future.","The most important condition is obtaining the consent of local residents where the joint delivery center will be established. About 15 to 25 delivery vehicles are needed for integrated delivery within the region. If local residents oppose the center, its sustainability will be in doubt. To prevent such problems, Seoul established a Neighborhood Joint Delivery center adjacent to a major 8-lane road and away from schools and residential clusters.
Citizen support for the necessity of the project is also needed. Since this is a project to solve the transportation, environment, safety, and labor problems caused by the increasing number of deliveries, Seoul considers the active promotion of the public nature of the project a priority.
To secure a stable delivery volume for the service, which integrates parcels from 10 delivery services, the participation of such companies is essential. Seoul has been encouraging such participation and cooperation through several rounds of meetings.","Seoul's Neighborhood Joint Delivery system is a good model to emulate elsewhere because of its sustainable business model that does not require continuous subsidies after support at the initial stage.
Although the project is limited to Seoul this year, next year it is expected to expand nationwide. The relevant ministry (MOLIT) has already selected it as a promising project deserving of support. The Ministry is providing about half of the necessary budgetary support, and after evaluating the results of trial operations in Seoul in this year, plans to expand it nationwide after 2023.
This initiative has also led many private courier firms to introduce their own ‘joint delivery systems’. Hanjin, CJ, and Lotte are hoping to participate in the project starting next year. As private-sector participation increases, the system is expected to grow more rapidly.","The Neighborhood Joint Delivery service is a world first for the city of Seoul. As such, the first open call was targeted at local districts, but failed due to a lack of interest. The lack of a track record was the biggest reason local districts did not participate. For this reason, the city decided to get involved directly.
There is a need to create a successful model by promoting the project early on, rather than waiting for other organizations to step in.
It was critical to secure a space for construction prior to implementation. When the request was first made, the city expected local districts to find the necessary space. However, there was practically no such space available. To resolve this, the project was designed to secure space for the centers directly from the private sector. When the city made this change, 7 companies secured a site for the joint delivery center and signed on to the initiative.","Issues related to logistics in daily life due to the proliferation of contactless transactions are a growing concern not only in Seoul but around the world. In order to solve this problem, the city of Seoul looked for case studies of other countries and cities, but could not find a reference model. In the end, Seoul Metropolitan Government decided to take the initiative and promote a new policy to reimagine the existing delivery system.
Neighborhood Joint Delivery is a project that shows how private-sector inefficiencies can be improved upon and public goods such as transportation and the environment can be enhanced through public sector intervention. If the city of Seoul succeeds in this new initiative, we expect the Neighborhood Joint Delivery model to spread widely not only in Seoul but also to other countries and cities globally.",,"a:1:{i:0;s:5:""32726"";}",,,
32703,"National AI supercomputing platform deployed and offered to start ups through a public call",https://oecd-opsi.org/innovations/ai-supercomputing-platform/,29/09/2022,"Office for IT and eGovernment",Serbia,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:38:""Information society and digitalisation"";}","National AI supercomputing platform deployed and offered to start ups through a public call",https://www.ai.gov.rs/,2022,"Recognising the importance of artificial intelligence as well as the innovative capacity of start-ups, to support the development of innovative products and ideas, the Government of Serbia deployed a national supercomputing AI platform and offered its resources and trainings free of charge to innovative companies and startups through a public call for proposals.","The development of artificial intelligence products is based on computationally demanding processes of training multilayer neural networks using large datasets. The computational infrastructure required for these activities is often very expensive and not easily accessible. With the aim of developing and applying artificial intelligence technology in public administration, scientific research organizations, universities, as well as small and medium-sized enterprises and startups that are unable to provide compute-intensive infrastructure themselves, Serbian Government provided the National Platform for Artificial Intelligence, as defined by objectives of the Strategy for the Development of AI in the Republic of Serbia 2020-2025.
AI platform provides users with an easier and faster way to solve AI tasks, the ability to solve large and complex problems, create better and more complex models with incomparable performance that allow more iterations and thus represent a serious resource to help strengthen the entire AI community in Serbia. AI platform has been deployed in 2021. It is located in the Government Data Center in the City of Kragujevac and managed by the Office for IT and eGovernment.
The AI platform is a universal system for AI computing tasks, from analytics via training to inference. This unrivalled power provides the fastest time to solutions for training, inference and analytics allowing users to cope with challenges that were not previously possible or practical to perform. The Office for Information Technology and еGovernment, as the government body in charge of AI platform and which manages AI platform daily, signed agreements on the use of AI platform with faculties, universities, institutes and science and technology parks in the cities of Belgrade, Novi Sad, Cacak, and Nis. In collaboration with these science and technology parks, ITE Office issued a Public call for start-ups to utilize the National Platform for the Development of AI. All start-up companies had the right to participate in the public call.
Some of the information that start-ups needed to provide was related to the specific project they would work on, whether they received any funding before, at what stage of development is their product and how much time they need to develop the final product. Over 20 start-ups responded to the public call, 13 of them met the criteria and were evaluated positively. Two more start-up companies have been given the opportunity to work on the AI platform through the agreement between the Office for IT and eGovernment and the Innovation Fund, which selected 2 start-ups, beneficiaries of their incentive funds, through an internal call.
These 15 companies have been provided with all the necessary support to access the AI platform and start working on their projects. Administrators of AI platform have created 62 user accounts for them. They were provided with free training (theoretical and hands on) for the use of the AI platform and software for Data science. Also, consultations and assistance in the implementation of their projects is ensured.","a:3:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""876"";}","The main objective of our project was to stimulate innovative start-ups and support them in the development of innovative ideas and the delivery of innovative products. The project will enable the development of start-up companies, their products, researchers and scientists, the public sector (through the use of software based on AI to improve services for citizens), and industry, as well as strengthen and expand the entire AI community in Serbia. Aside from that, the approach itself is innovative in our context, in terms of both infrastructure provided, and the way it was provided (a public call).","a:1:{i:0;s:14:""implementation"";}","Start-ups have been provided with theoretical and hands-on trainings, and started to develop their products in summer 2022. Most of them need to work on their projects for about six months, so we expect to have first results Q4 2022 / Q1 2023.","The Government of Serbia and its Office for IT and eGovernment have provided AI platform, its resources, data science platform, trainings, expertise and assistance. Small and start-up companies have been invited to innovate, propose their innovative projects and ideas and develop them using national resources and governmental assistance.","Thanks to our project, start-up companies have the opportunity to use powerful supercomputing resources free of charge and develop their innovative ideas into innovative products, which will certainly raise their capacities and contribute to the development and utilisation of AI in Serbia. AI-driven solutions improve service provision in all sectors, from medicine to weather forecasting, thus unlocking and leveraging the potential of AI to contribute to the entire society.","Over 20 start-ups responded to the public call, 13 of them met the criteria and were evaluated positively. Two more start-ups have been given the opportunity to work on the AI platform through the internal call of the Innovation Fund, which selected 2 start-ups, beneficiaries of their incentive funds. These 15 start-ups have been provided with all the necessary support to access AI platform and start working on their projects. 62 user accounts have been created for them. These new users were provided with free training (theoretical and hands-on) for the use of the AI platform and data science software. Also, consultations and assistance in the implementation of their projects are provided daily. We expect to have the first tangible results this winter, yet even now we are safe to say that our project contributed to the promotion, development and utilisation of AI in Serbia, and strengthened the capacities of some of the drivers of innovation in our country.","The only challenge encountered was with regard to the procurement and the delivery of AI platform itself and its components due to the pandemic, yet the AI platform has been deployed within the set deadline.","Adequate infrastructure and expertise are necessary, as well as governmental awareness of the importance of AI and emerging technologies and effort to ensure the required infrastructure and tools. Yet without talent and ideas, as the societal and business drivers of innovation, infrastructure and financial investments cannot do much - that is why it is of utmost importance to support the development of capacities of start-up companies, academia and science and research entities that have great ideas but cannot ensure expensive resources themselves.","AI-based products and services are on the rise all over the world, so the need for resources of this kind, which enable scientists and companies to grow and develop, will increase over time. This project can be implemented in any country, and similar projects to support innovative drivers of the society and economy developing innovative solutions in the field of emerging technologies can be implemented in a similar manner.","This type of support that is provided to start-up companies is very much needed. As we witnessed throughout the selection procedure, there are many great ideas, talent and enthusiasm that require support to be developed and can contribute to society as a whole.",,"a:1:{i:0;s:5:""32701"";}",,,,
32704,iGorts,https://oecd-opsi.org/innovations/igorts/,29/09/2022,"Office of the High Commissioner for Diaspora Affairs ",Armenia,central,"a:3:{i:0;s:8:""external"";i:1;s:12:""public_admin"";i:2;s:64:""Diaspora relations, Repatriation, Integration of the Repatriated"";}",iGorts,http://diaspora.gov.am/en/programs/25/fellowship,2020,"The Government of Armenia has launched “iGorts” - an unprecedented program that invites Diaspora Armenian professionals to work in Armenia's state institutions. Within the framework of the program, Diaspora Armenian professionals are placed in state agencies in need of their expertise and have the opportunity to lend their experience and knowledge toward improving and developing the state institution and its policies and programs.","Diaspora communities exist across cultures, continents, and peoples. Diasporas are traditionally viewed as communities that have migrated in large numbers to at least one country outside of their home nation. Armenia, however, is a unique case among different diaspora communities in that there are more Armenians currently living outside of Armenia than within its borders - the current- Armenian population is about three million, whereas the global Armenian population outside of Armenia is about ten million.
The Pan-Armenian Potential and the Armenian Diaspora are national values of Armenia. The Armenian Government is committed to ensuring sufficient conditions for Armenians to assemble in their historical homeland. To this end, the Office of the High Commissioner for Diaspora Affairs of Armenia launched the iGorts program to encourage professional repatriation and to promote the inclusion back into the Armenian collective of those who have been separated from the Armenian environment.
Following an application and interview process, every year 50 Diaspora professionals are placed in state agencies across different sectors in need of their expertise. The Office of the High Commissioner for Diaspora Affairs covers the costs of the Program. The selected participants receive a round-trip air ticket; a monthly stipend to cover living expenses for the duration of their fellowship; emergency medical insurance, and the fee for a one-year residency permit (if the participant does not hold Armenian citizenship).
The objectives of the Program are:
- Professional repatriation
- Improvement and development of Armenian public institutions.
To become an iGorts participant applicants undergo a selection process. The Diaspora Armenians must meet the eligibility criteria:
- Bachelor’s degree with at least 5 years of relevant work experience or a Master’s degree (or higher) with at least 3 years of relevant work experience;
- Must have studied and/or worked in the Diaspora for at least 5 years;
- Fluency in spoken Armenian is highly desirable.
After the shortlisting phase, the applicants are interviewed by the corresponding state institutions and the Diaspora Office. The successful participants get invitations and arrive in the homeland. For the duration of the 12 months of their program, they work on different projects, offer their knowledge of international best practices and offer advice as to how to improve the government systems.
The program also offers excursions/work tours to the different provinces of Armenia to its participants in order to encourage their knowledge of the country, as well as encourage the creation of ties between the participants and their homeland. Networking events and opportunities are also created for the participants in order to promote opportunities for future employment for them as well.
The key benefits of the Program are as follows:
- Promote inclusivity of diaspora Armenians within the public sector
- Encourage the exchange and implementation of international best practices within the governmental sphere.
The program is successful as over 70% of the participants stayed in Armenia following the first year. Most of them continued working in the same institutions they were placed at the beginning of the program, some of them were appointed high officials within the Government (Deputy Minister of Economy, Head of the Tourism Committee, Director of the National Centre for Innovation and Entrepreneurship etc.).","a:5:{i:0;s:4:""4088"";i:1;s:3:""317"";i:2;s:3:""617"";i:3;s:3:""354"";i:4;s:3:""234"";}","This Program is innovative as:
- It offers diaspora to come and have an active and effective impact on the development of the country in terms of policy making and strategy bringing innovative ideas to relevant spheres and initiating new projects.
- It promotes repatriation and facilitates the integration process of the repatriants.
- It created a new platform for government institutions for collaboration.
","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Currently we are greeting the new cohort of experts arriving from 14 countries around the Globe to be placed within over 25 state institutions and agencies. Meanwhile we are improving our policies based on the lessons learned and monitoring results of the first stages of the program.","Currently the program works with over 25 state institutions and agencies (including Ministries, the Parliament, Constitutional Court, Office of Human Rights Defender, different Specialized Committees and Commissions, National Film Centre, Central Bank, local self-government bodies and inspectorate bodies, etc…). Private foundations agreed to set up a unique Public Service fellowship providing opportunity for some alumni to continue their work for another year.","iGorts participants benefit by working in the Public sector efficiently implementing various projects in the field of their expertise. It is also a great opportunity to learn how the Government system works and how the state institutions function. The Public institutions benefit by hosting experienced professionals of Armenian origin who bring new, innovative ideas to the corresponding spheres thus improving the public institutions and their policies.","Over 60% of the participants stayed in Armenia following the end of the program. Most of them continued working in the same institutions they were placed at the beginning of the program, some of them were appointed high officials within the Government (Deputy Minister of Economy, Head of the Tourism Committee, Director of the National Centre for Innovation and Entrepreneurship etc.).
Most of the program participants initiated and implemented innovative projects within the Government. We conducted a quantitative survey among the iGorts participants and 80% of them expressed overall satisfaction with the results and about 75% to 80 % of the state institutions assed the program positively.","Seeing as the program is still new, the challenges are mainly related to the timely the integration of the participants within the program and their job placements. Participants require a lot of support on part of the iGorts staff during their first three months in the program in order to facilitate their integration within their jobsites. They face cultural shocks and other challenges related to diversity issues.","The support from the iGorts staff comes in the form of constant assessment meetings and entry orientations. In order for the integration of the participants to be successful, the jobsite staff and supervisors also have to be incorporated within the integration plan of the participants.","The program can be replicated by other governments. It can be adjusted to specific needs of the given government inviting foreign experts to work on specific projects, to do research on specific themes, to recommend solutions to identified problems. “iGorts” Progarm was included in the Repository of Practices of the UN International Organization for Migration (IOM) as best practice for promoting repatriation. The IOM Repository of Practices showcases replicable practices to inspire those working to implement the Global Compact for Migration from global, national, regional and local levels.","
- Participants require a lot of support on part of the iGorts staff during their first three months in the program in order to facilitate their integration within their jobsites and life in Armenia. This support comes in the form of constant assessment meetings, entry orientations and consultations of the paperwork needed.
- In order for the integration of the participants to be successful, the jobsite staff and supervisors also have to be incorporated within the integration plan of the participants.
- Mentorship program- during the second year of the program we have learned that our alumni are a very good resource in order to help the new participants’ integration.
","In 2021 “iGorts” Progarm was included in the Repository of Practices of the UN International Organization for Migration (IOM) as best practice for promoting repatriation. The IOM Repository of Practices showcases replicable practices to inspire those working to implement the Global Compact for Migration from global, national, regional and local levels.","a:7:{i:0;s:5:""32727"";i:1;s:5:""32728"";i:2;s:5:""32729"";i:3;s:5:""32730"";i:4;s:5:""32731"";i:5;s:5:""32732"";i:6;s:5:""32733"";}","a:1:{i:0;s:5:""32664"";}",https://www.youtube.com/watch?v=C5bj-rhToSQ&list=PLElQnqzlX7o2uvVoA7EK7qVZ1wOra3X56&index=12,https://www.youtube.com/watch?v=CyuXKap7oT8&list=PLElQnqzlX7o2uvVoA7EK7qVZ1wOra3X56&index=13,https://www.youtube.com/watch?v=oGGVKPrwrok&list=PLElQnqzlX7o2uvVoA7EK7qVZ1wOra3X56&index=17
32746,"Reform of seasonal employment in agriculture",https://oecd-opsi.org/innovations/reform-of-seasonal-employment-in-agriculture/,30/09/2022,"Ministry of Finance, Tax Administration",Serbia,central,"a:4:{i:0;s:10:""employment"";i:1;s:13:""environmental"";i:2;s:11:""information"";i:3;s:12:""public_admin"";}","Reform of seasonal employment in agriculture",https://www.sezonskiradnici.gov.rs/,2019,"The portal is a platform for employers who do business in agriculture, forestry, and fisheries sectors to electronically register their seasonal workers. It is directly linked to the services of the Tax Administration which enables automated generation of tax calculations which are then electronically forwarded to the employer. Seasonal workers can be registered through a mobile phone application which represents the first-ever mobile phone application of any Serbian Government Agency.","In the Republic of Serbia, as of January 2019, the portal www.sezonskiradnici.gov.rs has become available for employers who do business in the agriculture, forestry, and fisheries sectors to electronically register their seasonal workers. As of April 2019, seasonal workers can be registered by following the same principle through an Android mobile phone application, the first mobile phone application of any Serbian government agency. Before January 2019, employers could only register their seasonal farm workers based on the Labour Law and in practice, over 95% of the approximately 80,000 seasonal workers engaged in the agricultural sector were employed without registration, working in the informal economy, without any labour-related rights.
The portal and application for e-registration of seasonal workers in agriculture are completely owned by Tax Administration of the Republic of Serbia. In the process of the creation of the portal and the mobile application, Serbian government agencies were financially supported by GIZ (German Agency for International Cooperation). In accordance with the Law on Simplified Work Engagement on Seasonal Jobs in Certain Activities, seasonal jobs may be registered electronically by both legal and natural persons. The newly created system is directly linked to the system of the Central Registry of Compulsory Social Insurance, which allows workers registered through this system to automatically obtain the right to pension insurance for each day of employment, as well as health insurance in case of injury at work.
The portal is directly linked to the services of the Tax Administration which enables automated generation of tax calculation, which are then electronically forwarded to the employer. National Employment Service is connected to the portal which enables seasonal workers register to be created in accordance with the Law. The register should enable easier and more efficient connections between employers and workers. Additionally, workers registered through this system do not lose their entitlement to previously acquired social security benefits and remain on the list of the unemployed. At the local level, a support system composed of 97 service centres in local government units was set up to implement the new methods and help primarily employers. The service centres acting as “ambassadors” of the system provide basic information about the benefits and functioning of the system and allow individuals to register as employers.
In the three and a half years of the implementation of the system, a total of 72,300 seasonal workers who worked over 3,6 milion working days were registered and 9,6 million Euros was paid in the taxes and contributions. The portal and the application were accessed by 660 employers. The reform of seasonal employment system was presented in the region of South-East Europe and a legal and economic analysis of the state of affairs in the region was made. Challenges for the implementation of the reform were identified for each of the six economies in the Western Balkans region and recommendations were made to overcome them to share best practices and implement similar reforms in the agricultural sector as well as in the other sectors.","a:6:{i:0;s:3:""143"";i:1;s:3:""876"";i:2;s:3:""214"";i:3;s:3:""234"";i:4;s:3:""283"";i:5;s:3:""612"";}","The portal represents an innovative way for registration of seasonal workers in agriculture. It is very easy to use, represents one-stop-shop and takes several minutes to register worker(s).
Right before the launch of the portal in 2018, Serbia had approximately 80,000 seasonal workers in agriculture and the only way to register them was on the basis of the Labour Law in practice, which was a challenging administrative procedure for employers. This was the main reason why most of the seasonal employers in agriculture were not registered and about 95% of them worked in the grey zone without social, healthcare and labour rights.
Since the start of 2019, the portal became available for general use and a few months later, in April 2019 it became available as a cell phone application. Application for seasonal employment is the first cell phone application of any Serbian government agency.","a:1:{i:0;s:9:""diffusing"";}","The current status of Serbian innovation in e-registration of seasonal workers is the dissemination of lesson learned in the region. The portal has been available for users since January 2019 and since it has already been successfully accepted by users, while countries in the region have shown interest on replicating the Serbian model.
Communication is already established with the governments of North Macedonia, Albania and Montenegro with the aim of providing support in every stage of reform, if necessary, especially in policy regulations.
The portal has shown great success within the first three years with a number of more than 70,000 registered seasonal workers. These results greatly exceeded expectations and communication and promotion contributed to the result.","Government officials from the Ministry of Labour, Employment, Social and Veterans Affairs established the working group, tasked with drafting the Law. The Ministry drafted bylaws and supervised the implementation.
Tax Administration participated in the drafting of laws and bylaws, supported software development, and provided hosting within its IT system. NALED was responsible for the coordination of working groups and stakeholders. GIZ provided financial help to the reform.","Employers of seasonal workers are the main beneficiaries and users of the e-registration system. Benefits for seasonal workers are social, healthcare and labour rights which are provided by the registration.
Local Self-Governments established service centres to support employers in the implementation of the new system. National Employment Service participated in the drafting of the Law, and linked its own IT system with the software for e-registration of seasonal workers.","The first year of the implementation of the reform was very successful. In 2019, the number of 28,407 seasonal workers were registered through the portal by their employers. In 2020, more than 32,000 seasonal workers were registered. The more successful year was 2021 with 38,000 seasonal workers. The total number of people registered until September 2022 has reached 70,000 seasonal workers. The number of workdays since 2019 is 3,600,000.
The amount of taxes and contributions reached exceeds 9 million euros. It is important to mention that foreign citizens can be also registered for seasonal work in agriculture. More than 2,000 people from foreign countries were registered through the portal. The results have been measured by the statistics enabled by the portal.
In the future, we expect to promote e-registration of seasonal workers in new sectors such as housework and tourism and to enable regional disbursement of knowledge and experience of the Serbian system.","The biggest challenge encountered was coordination between the stakeholders and their different positions during the reform process. For the success of the digital reform in the agricultural sector in Serbia, it was important to maintain regular communication between every interested party involved in the process.
One of the biggest challenges to overcome was developing a user-friendly solution for the software. From the interface of the portal to its functions, it was a high priority that employers and farmers who engage seasonal workers need to have a simple solution that won’t take them a lot of time to use. The portal https://www.sezonskiradnici.gov.rs/ is easy to use, which is demonstrated by the number of users and workers registered.","First of all, to make a successful way to innovation like this, it is important to have a new flexible legal framework. At the initiative of the Ministry of Labour and Employment, an inter-sectoral working group was formed to draft a law intended to regulate seasonal employment in agriculture.
This working group prepared the final draft law on seasonal work engagement and the National Assembly of the Republic of Serbia adopted the Law on Simplified Work Engagement on Seasonal Jobs in Certain Activities. Strong policy and rules with the leadership and guidance of the Government of Serbia made this reform into success.
Communication and coordination with interested stakeholders and users were a huge part of making a simple software solution, user-friendly and approachable to employers and farmers.","The innovation has been replicated to address similar problems in three regional countries. We established communication with relevant stakeholders in North Macedonia, Albania, and Montenegro with the aim of providing support to their reforms in engaging seasonal workers.
A study tour to Belgrade with members of government institutions of North Macedonia was already organised in April 2022. It was a successful visit, and representatives from North Macedonia had a chance to learn everything about the Serbian system for e-registration of seasonal workers. Decision makers in North Macedonia will implement Serbian good practices and adapt the model to their possibilities. We expect to organise additional study tours with Albania and Montenegro to disseminate gained knowledge.
Also, we expect to disseminate this system to other sectors in Serbia which require engagement in seasonal work such as housework and tourism. The draft of that law is in the process of adoption.","Based on Serbian experience, it is crucial to cooperate with all stakeholders, partners, and potential users of the system, because that is the only way to make a significant innovation and implement such a big reform, especially in a traditional sector such as agriculture. Frequent communication between all stakeholders and beneficiaries is also one of the keys to success.",,,"a:1:{i:0;s:5:""33325"";}",https://www.youtube.com/watch?v=r5QkydGB2Ec,,
32759,"National Intelligence for Skills, Education, Employment and Entrepreneurship (NISE)",https://oecd-opsi.org/innovations/national-intelligence-for-skills-education-employment-and-entrepreneurship-nise/,29/09/2022,"Aspire to Innovate – a2i, ICT Division",Bangladesh,central,"a:5:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:11:""information"";i:4;s:12:""public_admin"";}","National Intelligence for Skills, Education, Employment and Entrepreneurship (NISE)",http://nise.gov.bd,2021,"In Bangladesh, mismatch between the demand and supply sides is considered to be the key reason behind unemployment and inefficiencies of the labour market. National Intelligence for Skills, Education, Employment and Entrepreneurship (NISE), a one-stop data driven matchmaking platform, bridges the gap between demand and supply sides and thus benefits all relevant stakeholders. This unique platform caters for the needs of youth, policymakers, skills service providers and industry by enabling real-time data driven decision making.","Around the globe there are 621 million young people aged 15-24 years old who are not in education, employment or training and 75 million young people are trained but have no job. This crisis is also predominant in Bangladesh. The country has a total of 82 million people in the labour force, with 2 million youth joining the force every year. Youth unemployment rate is as high as 10.6% and the share of unemployed youth in total unemployment is 79.6%. Much of the workforce, especially young people, face difficulties in finding employment as they lack information on necessary skill sets for the jobs. With the changes in the workplace and skills set demand, there is an increasing imbalance between the supply of labour and demand for skills.
The country’s current practice of supply driven trainings has led to a supply-demand mismatch as youths are unable to learn the right skills for jobs while the employers and industries are unable to find suitable human resources that they require. As a solution to this problem, a2i- Aspire to Innovate Programme, developed a one-stop data driven matchmaking platform: National Intelligence for Skills, Education, Employment and Entrepreneurship (NISE). The objectives of NISE are as follows:
- Matchmake Youth, Skills Providers and Industries
- Contribute to achieving SDG 4 (4.3, 4.4) & SDG 8 (8.5, 8.6)
- Facilitate real-time data driven decision making and policy formulation
- Create a central database for youth
- Provide Career Counselling and Guidance
- Reduce time-cost-visit (TCV) for receiving skills
- Forecast future occupations
- Track employment records
- Track initiatives on 4IR
On the supply side, youth benefit from getting automatically registered to a central youth-database, and they can avail special features like counselling and guidance, job forecast, apprenticeship opportunities, business and migration suggestions, and entrepreneurship guiding pathways. Policy Makers benefit from using real time data of the platform’s Dynamic Dashboard, 4IR and SDG Dashboards to generate user behaviour analysis reports and analyse labour market condition to make informed data-driven policy decisions. And skills service providers benefit from the innovation in the following ways:
- Can shift to demand driven skills development model
- Avail services like course redesign, course enrolment, online payment, enrolment management, training centre management, etc.
- Use platform’s real time data to forecast future trend in jobs and analyse job market
- Maintain industrial linkage
- Make data-driven planning
On the demand side, Industry/ Industry Associations/ Industry Skills Council benefit from it as they can:
- Publish job vacancy posts to targeted youth, easily sort candidates based on requirements by automatic filtering, assess candidates using features like pre-interview assessment, exam management, etc.
- Track apprenticeship activities through apprenticeship management.
- Place demands to the skills service providers for skilled youth
- Use Dynamic Dashboard for data-driven decisions
- Track 4IR activities across sectors from 4IR Dashboard
Currently NISE is used by 6 Government departments under 4 Ministries and by the end of 2023, 32 government departments under 23 ministries will be onboarded in NISE. The supreme ministry which is a cabinet division is coordinating the whole process. To ensure the job demand availability we are not only onboarding the industries but also integrating with the existing job portals. Moreover, NISE has been replicated in Jordan and Somalia in collaboration with relevant Government and other counterparts.","a:4:{i:0;s:3:""194"";i:1;s:3:""335"";i:2;s:3:""617"";i:3;s:3:""190"";}","NISE aims to minimize youth unemployment crisis through the following innovations:
- Making real-time data available for the policy makers and decision makers to make evidence-based informed decisions regarding youth skills and employment
- Bringing together 32 Govt. Departments relevant to skills development under 23 Ministries into one platform so that they can use the platform’s future job forecasting feature to ensure market driven skills development
- Connecting 42 industry associations into a single platform to make sure the HR demands from their member industries can be visualized in real time
- Integrating with all existing job portals
- Providing career guidance, suggestions on business and entrepreneurship, apprenticeship opportunities, and migration opportunities for the youth
- Securing meaningful decent employment
- The platform offers specialized services for people with disabilities - i.e., voice command, reading guide, font customization, cursor customization
","a:1:{i:0;s:14:""implementation"";}","NISE has 0.4 M registered unemployed youth. 80 Skills Service Providers (SSPs) under the Department of Social Service, 27 SSPs under the Department of Youth Development, 6 SSPs under the Bangladesh Industrial Technical Assistance Centre and 20 private SSPs are supporting real time data driven decision making. Piloting started by SME Foundation to reach 7.8 M Cottage, Micro, Small, and Medium Enterprises (CMSMEs) in Bangladesh to ensure access to skills. By the end of 2023, 32 Govt departments under 23 ministries will be onboarded in NISE. The supreme ministry's cabinet division is coordinating the whole process. To ensure the job demand availability NISE is not only onboarding the industries but also integrating with the existing job portals. Moreover, to solve similar challenges NISE has been replicated in Jordan & Somalia.","
- 32 Govt. departments under 23 Ministries supply skills
- ICT Division and the Cabinet Division act as the host Ministries of the innovation
- National Skill Development Authority, Prime Minister’s Office acts as the national coordination agency
- UNDP provides global reach for the innovation
- ILO and UNICED provides technical support
- Bdjobs provides information about the labour demand from the industries
- Somalia's Ministry of Communication & Technology and UNDP Somalia are replicating the innovation in Somalia
- Jordan's Ministry of Digital Economy & Entrepreneurship and UNDP Jordan are replicating in Jordan
","On the supply side, 7K SSPs under 32 Govt departments under 23 ministries and 6K private SSPs get the opportunity of providing demand driven skills as they get the forecast of skills demand. Bangladesh's labour force is 82 M and its annual growth rate is 2.2 M, out of them 1.7M get skills from those SSPs. On the demand side industries benefit from obtaining skilled human resources. Policy makers are positively affected as they can make informed data driven policy decisions based on labour market situation.","These results have been measured through the real-time data available in the platform:
- 0.4 M unemployed youth registered in NISE
- 80 skills service providers under the Department of Social Service supporting real time data driven decision making
- 27 skills service providers under the Department of Youth Development supporting real time data driven decision making
- 6 Skills Development Centres under the Bangladesh Industrial Technical Assistance Centre supporting real time data driven decision making
- Piloting started by SME Foundation to reach 7.8 M CMSMEs in Bangladesh to ensure Access to Skills
","Challenges:
- Frequent change in leadership at Govt Ministries/ Departments and industry associations obstructed the flow of execution
- Meeting customized requirements, and streamlining them under the platform framework required multiple revisions of the process
- Digitalizing previously stored manual data of the stakeholders in huge quantities was a tardy process
In order to mitigate these challenges:
- Organizations have assigned multiple focal points for the innovation's execution
- All the organizations are onboarded using a common framework
- Organizations are taking the lead of their respective data digitalization
","For an innovation like NISE to be successful, the following conditions played a vital role:
- Relevant ministries/departments allocated proper resources and infrastructure services for the development of this innovative platform
- The top-down approach of the government through strong leadership of Cabinet Division and ownership of relevant ministries and divisions contributed to the achievement of NISE. Relevant government policies such as the National Youth Policy 2017 mandates the development of such platform where youth will be guided regarding skills requirement and employment opportunities
- The election manifesto of the government also emphasized a singular platform with youth database
- A dedicated team with a deep understanding of the labour market, industry skills requirement, frontier technology, and start-up ecosystem of the country have been engaged with the innovation since inception
","Considering the significance and distinctive nature of this platform, NISE has been replicated in other countries. Realizing the significance of skills development and decent employment opportunities of 2.8 million youths in Jordan, the country's Ministry of Digital Economy and Entrepreneurship (MODEE) has replicated it under the name of “Digi Maharat” with support from UNDP Jordan and UNDP Crisis Bureau Office, New York. Another global replication of NISE is in Somalia where Ministry of Communication and Technology with the support of UNDP Somalia and UNDP Chief Digital Office in New York has already launched NISE platform under the name of “Shaqo-Abbur” to ensure skills development and job opportunity to nearly 5.32 million youths in Somalia.","Using ICT in combating the challenges of skills development and employment generation can add a new dimension in preparing a country to prosper in the future and NISE can be an effective tool to make that happen. To spread the benefits of using NISE to all, such an innovation needs to incorporate all the access points available to ensure access to last mile youth. The smart notification system via email and SMS can be incorporated into the system so that arrival of new courses or jobs can be noticed immediately and youths can be updated all the time. It is expected that the NISE platform will keep up the flow of successes by learning from the challenges along the way and become more resilient in fulfilling its aim to close the gap between the supply and demand sides of skills, education, employment and entrepreneurship and thereby can contribute to effective implementation of Bangladesh Vision 2041.","
- NISE has been awarded at the World Summit on the Information Society (WSIS) Champion 2020 in the e-Employment category by International Telecommunication Union, Switzerland
- UNDP Chief Digital Office has declared NISE as a Global Best Practice in 2021
- United Nations Office for South-South Cooperation (UNOSSC) has declared NISE as a Good Practice in 2022 https://www.unsouthsouth.org/wp-content/uploads/2022/03/SSTC-Good-Practices-in-LDCs-EN.pdf (Page no:128)
- NISE has been declared the winner of the “Bangladesh Innovation Award 2022” in “innovation in public service delivery”
- NISE has been nominated to be a “Digital Public Good (DPG)” so that other countries with similar problems can easily use the platform in their contexts
- NISE has been featured in Digital X Solution Catalogue of UNDP's Chief Digital Office (https://digitalx.undp.org/nise_1.html)
","a:3:{i:0;s:5:""32767"";i:1;s:5:""32769"";i:2;s:5:""32777"";}","a:2:{i:0;s:5:""32788"";i:1;s:5:""32789"";}",,https://www.youtube.com/watch?v=p6tzawPd4Hw,
32765,"National Corporate Innovation Index (NCII)",https://oecd-opsi.org/innovations/national-corporate-innovation-index-ncii/,29/09/2022,"The State Agency for Public Service and Social Innovations under the President of the Republic of Azerbaijan",Azerbaijan,regional,"a:1:{i:0;s:12:""public_admin"";}"," National Corporate Innovation Index (NCII)","http://vxsida.gov.az/az; https://aiim.az/about",2021,"National Corporate Innovation Index (NCII) is a comprehensive capacity building platform developed by the State Agency for developing innovators in the public sector. NCII means measuring the organization's innovation ability and success, and taking measures to build an innovation culture within the organization. With the creation of NCII, there is direct support for finding solutions to the difficulties and problems faced by state organizations in the implementation of their daily activities with more innovative approaches.","For the first time in the country, the Corporate Innovation Index methodology was developed in order to measure the innovation intelligence quotient of the employees working in government organizations, and to evaluate the creative and innovation-oriented activities, and it is being applied in the State Agency for Public Service and Social Innovations under the President of the Republic of Azerbaijan.
The Corporate Innovation Index means measuring the organization's innovation ability and success, and taking measures to build an innovation culture within the organization. The implementation of the Corporate Innovation Index will create the following opportunities:
- Evaluation of innovation skills and performance of the organization
- Determining the degree of application of efficiency mechanisms in the work of employees
- Identification of factors supporting innovation
- Studying the rate of adding creativity to the routine work of structural units
- Comparing groups in the organization
- Preparation of the innovation action plan and monitoring over time
The NCII training program consists of the following modules:
- Evaluation
- Conducting an Innovation IQ survey
- Conducting interviews
- Physical and virtual requirements of the workplace, that is, innovative work
- Innovation, increasing knowledge and skills
- Formation of innovation environment
- Creation of Idea Bank and other idea collection mechanisms
- Conducting competitions such as Idea Camp
- Other
- Writing the Innovation Strategy
- Evaluation of the innovation performance of government organization representatives is carried out in 4 separate forms.
- A test is conducted with the Innovation IQ designed to measure the innovative knowledge and skills of the organization's employees and the innovative environment in the organization in general. It was developed on the basis of Rao and Weintraub's methodology. 7 blocks (awareness, values, behaviors, environment, resources, processes, successes) are taken into account when calculating innovation IQ, each consisting of 3 factors. The calculation is based on 21 factors.
- Interviews will be held with top managers and executives. They are asked questions defined according to the requirements of the European Innovation Management standard.
- A meeting will be arranged with certain selected employees. During the meeting, how to approach the work and tasks performed in a more creative way, and for this, the expectations of the employee from the organization and the organization from the employees will be analyzed and suggestions will be presented.
- Monitoring of the office environment measures the extent to which the building, rooms, equipment, and surrounding noise support the innovative activities of employees.
During the monitoring of the workplace, an assessment will be made on the following points
- Compatibility of the office environment with the company's activities (open, closed, etc.);
- Effectiveness of internal rules of the company;
- Compliance of the building with sanitary and safety regulations;
- Location of interconnected departments within the building;
- Dimensions and functionality of the rooms allocated for employees;
- Size and functionality of public areas used by all departments;
- Flexibility, usability and budget impact of used furniture;
- Technology and use of electricity;
- Noise management;
- Others
Innovation KPIs for time, product, finance, management and other categories are determined and the pace of development in the field is measured over a certain period.
After the evaluation is completed, a national corporate innovation index score is produced for the organization. Based on the score, an innovation index program is prepared for the organization. The program includes increasing the knowledge and skills of government employees, forming an innovation environment in the organization, and writing an innovation strategy.
In order to manage innovation in the organization, a mechanism is established that will play the role of a bridge between management and colleagues. Through this mechanism, all the steps that each employee with an idea will take in the next stage in order to make their proposal or project more useful to the organization or to implement the proposal are clear in advance. For this purpose, intra-organizational idea contests, idea camps, and hackathons are held. At the end, an Innovation strategy is written taking into account the principles of internationally recognized innovation evaluation mechanisms to ensure the formation and sustainability of the innovation culture in the organization.","a:3:{i:0;s:3:""619"";i:1;s:3:""257"";i:2;s:3:""617"";}","Public sector innovation refers to innovations in the organization of services, processes and legislation that will positively change the living conditions of citizens and increase their well-being. The emergence of enterprises and innovators who will directly create innovation in the public sector will be ensured by the widespread use of NCII.
Public organizations will continue to improve their operations with new ideas and innovations, more confident and programmed, and at the same time open to all kinds of innovations, defining the path and vision they will take in the field of innovation. In the end, a satisfied worker, a satisfied organization, and a satisfied society will be formed.","a:1:{i:0;s:10:""evaluation"";}","The NCII program was developed and is being implemented in the State Agency for the first time. Employee Innovation IQ survey was conducted. The average of innovation IQ in different departments was calculated. A training program was prepared for each group of participants and trainings were held.
The innovation strategy covering the next 5 years of the organization is being prepared. In the innovation strategy, there is a way to ensure the participation of all employees, private organizations, non-governmental organizations, citizens and other related users in a systematic form, starting with the use of the design thinking model in the application of agile solutions, including innovation center, govtech, blockchain centers.
NCII is not just a program involving the State Agency. It will be applied to government organizations that wish to continuously increase the innovative knowledge and skills of employees and create an innovative environment. This process has been started.","The concept was developed by the State Agency. The calculation of innovation IQ is carried out through a test posted on the page of the Asan Innovative Development Center of the ""Innovations Center"". Employees of the public sector register on the page and participate in the test, learn the results of the innovation IQ. Then special trainers operating in the field of innovation involved in the process of the State Agency provide different trainings to employees and managers.","With the implementation of the project, employees and organizations will learn the result of innovation IQ. Through trainings they learn how to approach the work they do every day in a more innovative way. They voice innovative ideas by participating in idea contests to approach challenges in a new method. Selected innovative employees are directly involved in the process of creating innovation in the public sector.","Various methodologies, standards have been applied in developing the NCII project concept. Innovation maturity assessment is calculated based on Rao and Weintraub methodology and European Innovation Management standards during the preparation of the Innovation IQ survey and interview questions.
To measure the innovation potential of the office environment, an office assessment checklist was prepared based on the office space planning guidelines of the UN and other international organizations. First, 350 employees of 15 structural units of the State Agency participated in the Innovation IQ survey. 250 employees participated in hackathons. The presented and selected best projects are implemented with the participation of the authors of ideas winned in hackathons.","The biggest challenge we faced and will face in the implementation of the NCII project is that different and more innovative approaches to the work of some employees in organizations whose services are organized within the framework of already defined standards may be difficult and time-consuming.","In a world ruled by disruption, one of the biggest challenges for public organizations is finding the right balance between regulation and innovation. The regulations are necessary to ensure that the ""rules of engagement"" and general standards are stable and predictable and encourage investment and prosperity in the regulated sector. Innovation, especially in times of disruption, is anything but plannable: the more that is done to implement new ideas, products and services without fear of failure, the better.
From an innovation perspective, public bodies can foster it by creating the right ecosystem and environment. The NCII was also developed for the purpose of creating an innovative environment in state organizations and developing creative and innovative thoughts in employees. In this regard, the NCII will be a success story for organizations with a mission to create any type of innovation that will create value in the public sector.","The national corporate innovation index is currently applied in the State Agency, and the innovation strategy is in the final stage of writing. Next, the Ministry of Culture and other state organizations will implement the NCII. Taking into account that the NCII program will be implemented in all state organizations in the near future, the next target is to organize separate idea competitions, idea camps for the selected best innovators of the public sector, and start the collection and implementation of public-important innovative projects.","Public sector innovation systems are dynamic and constantly evolving. Regardless of how innovation systems are developed and successful, there is always a need to critically consider the strengths, weaknesses and opportunities of innovation in the public sector. Governments need to innovate more than ever to meet new challenges and meet ambitious goals.
In this regard, state organizations should always be open and willing to develop. An innovative vision will ensure that organizations continuously provide better and improved service.",,"a:4:{i:0;s:5:""32791"";i:1;s:5:""32792"";i:2;s:5:""32793"";i:3;s:5:""32795"";}","a:1:{i:0;s:5:""32796"";}",,https://www.youtube.com/watch?v=lDCOaUHXjKQ,
32766,"ViEWS - The Political Violence Early-Warning System",https://oecd-opsi.org/innovations/views-the-political-violence-early-warning-system/,30/09/2022,"The political Violence Early-Warning System (ViEWS), Uppsala University",Sweden,other,"a:1:{i:0;s:7:""science"";}","ViEWS - The Political Violence Early-Warning System ",http://viewsforecasting.org,2017,"The Violence Early-Warning System (ViEWS) is a publicly available data-driven forecasting system at the frontier of research that generates monthly predictions of conflict fatalities up to 36 months ahead – throughout Africa and the Middle East. The project launched in 2017 to help policy-makers and practitioners plan anticipatory action and humanitarian interventions with a transparent and evidence-based approach. It is based at Uppsala University and Peace Research Institute Oslo.","Wars are highly destructive – beyond the immediate mortality and morbidity, conflicts lead to profound long-term consequences that impede the realization of sustainable development. They severely hinder growth and poverty reduction, typically reducing per-capita growth rates at least 2% annually. They also have severe detrimental effects on public health, across a wide variety of causes of death, with the adverse impact felt for decades after the shooting stops – conflict is ‘development in reverse’.
Accordingly, preventing and containing armed conflict is high on policy-makers’ agenda, but early action requires early warning. With a good understanding of where armed conflict will occur in the near future, for how long it will persist, and how lethal it will be, concerned governments and international governmental organisations (IGOs) may engage in diplomacy efforts, alert the international community about the situation, prepare for humanitarian assistance, and allocate resources where most needed.
With funding from a European Research Council Advanced Grant, the Violence Early-Warning System (ViEWS) was launched as a five-year research project at Uppsala University back in 2017, set out to build a pilot conflict forecasting system for the African continent. Serving as a successful proof of concept of how to meet the need above and bridge the knowledge gaps concerning areas of risk, the project has since grown exponentially by means of continous development, testing, and iterative improvements with additional funding from e.g. UN ESCWA, UNHCR, and UK FCDO.
Today, ViEWS is a live forecasting system based at both Uppsala University and Peace Research Institute Oslo with a core team of about 10-15 people and research associates in the dozens. It systematically and uniformly monitors and assesses the risks of conflict at a high geographic resolution, generating monthly predictions for the expected number of conflict fatalities during each month in a rolling three-year window – for each country across the globe as well as for sub-national (0.5x0.5 decimal degree; approximately 55 km at the Equator) locations across Africa and the Middle East.
The ViEWS system is built using state-of-the-art prediction methodologies and a strong body of empirical research on the drivers of conflict. It is constructed as groups of forecasting models (ensembles) that help trace the predictions back to the driving features, also accounting for the relative importance of different sets of conflict drivers when forecasting a few months relative to several years into the future. Overall, the current iteration of the system is trained on 535 million data points from 30+ years of time-series data on more than 250 different conflict-related variables, woven together into a theoretically and methodologically consistent data-driven prediction model. Together, these features make ViEWS one of – if not the – most sophisticated open-source systems of its kind.
Next on the project’s agenda is to expand to global scope at both levels of analysis, and to move from only predicting conflict to also predicting humanitarian impacts of armed conflict – transforming the ‘Violence Early-Warning System (ViEWS)’ to the ‘Violence & Impacts Early-Warning System (VIEWS)’. The impacts research will be conducted over the course of two new (separate but interlinked) six-year research projects under the leadership of ViEWS' Director, Håvard Hegre, namely 'Societies at Risk' at Uppsala University, and 'ANTICIPATE' at Peace Research Institute Oslo.","a:9:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""217"";i:3;s:3:""221"";i:4;s:3:""623"";i:5;s:3:""611"";i:6;s:3:""303"";i:7;s:3:""617"";i:8;s:3:""619"";}","Early-warning systems can greatly benefit all levels of society through the potential to assist policy-makers and practitioners in eliminating blind spots, justify targeted action, provide an evidence-based means to allocate scarce resources, and serve as scenario analysis tools for policy-making.
ViEWS surpasses its competitors, as it:
- Is the only system to produce forecasts for three types of violence at two levels of analysis;
- Uses the most comprehensive forecasting horizon (1-36 months) and set of input variables;
- Is highly accurate, typically predicting correctly 95% of all country-months in conflict with only 35% false positives;
- Has developed a procedure to evaluate forecasts for all steps (months) ahead against all months in the evaluation data partition, offering much more precise evaluations of performance than its competitors;
- Is highly cost-effective, being built on an infrastructure and automatization routine that allows for monthly updates with limited effort.
","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The ViEWS pilot (2017-22) achieved scientific breakthrough, which generated great interest from the international community and allowed us to make invaluable connections and secure funding for further developments in direct collaboration with our key user group.
We now generate global predictions at the country level, and cover both Africa and the Middle East sub-nationally. We also offer not only probabilistic assessments of the likelihood that a given conflict threshold will be surpassed in a certain time and place (the pilot), but also estimates of the number of fatalities expected in said conflict. The latter allowed us to embark on two new research projects through which we move from predicting conflict to also predicting – and understanding – the impacts of armed conflict on human development. Simultaneously, we are working closely with our key users to tailor the output from ViEWS to better meet the needs of each organisation and realize the full potential of our innovation.","Beyond the ERC and our host institutions, our key partners have been:
- UN ESCWA, with whom we expanded the geographic scope of the model, incorporated factors of particular importance to their operations, and developed an API through which users can explore our complete datasets, and/or easily feed them into internal risk dashboards for further analysis.
- UK FCDO, with whom we moved to predicting the number of fatalities in impending conflict, which opened up for research on conflict impacts.
","The users of the ViEWS system are the key beneficiaries thereof. They range from students and researchers who use our open-source code and data for academic advancements, to policy-makers and practitioners who use the conflict predictions as a source of evidence-based and data-driven intelligence to assist and support dire policy decisions and strategic planning for targeted action or humanitarian interventions.","Using procedures subjected to careful academic peer review, we have carried out industry-standard out-of-sample evaluations of predictive performance with excellent results (typically predicting correctly 95% of all country-months in conflict with only 35% false positives), which have been presented in prestigious academic journals. This scientific breakthrough has generated significant interest in international fora, leading to a number of collaborations with governments, IGO agencies, and other research institutes, allowing us to test the applicability our research in different contexts and develop tailor-made solutions to maximise the usefulness of our research to a larger audience.
Our forecasts are now used by fellow researchers, governments, IGOs and NGOs alike, and we continue to closely engage with our key user groups to iteratively improve our forecasting system and provide a high-quality public good as we transition to also predicting impacts of armed conflict.","One of the greatest challenges the project has faced concerns the development of a robust, flexible, and cost-efficient data infrastructure. Over the course of the project, we have been forced to conduct no less than two comprehensive re-writes of this system. We have only just now been able to launch an infrastructure that is sufficiently robust and flexible to support the maintenance of our complex forecasting model.
Relatedly, implementing these re-writes while simultaneously conducting research on how best to develop the forecasting model itself has been challenging at best, not to mention obtaining the hardware to run ViEWS in a university setting.
Last, securing funding for regular maintenance of ViEWS has been a standing challenge. Most funders seek to support new research or novel developments rather than the daily operations that are key to any successful project, making it difficult to remain an attractive employer and keep key staff for longer periods of time.","One of the keys to the success of the ViEWS project lies in its embedment in two of the leading conflict research institutions – the Department of Peace and Conflict Research at Uppsala University, and Peace Research Institute Oslo. The former has also included a close collaboration with the Uppsala Conflict Data Program (UCDP), a global leader in conflict data collection. Together, this has allowed us to develop a system of high quality with strong links to state-of-the-art research.
Moreover, the value of human and financial resources cannot be understated. In addition to the need for strong leadership, a dedicated team is crucial to remain motivated and productive in difficult times and unexpected set-backs. Investing in your staff is certainly a key to success.
Last, having resources that are ear-marked for outreach activities have been key to ViEWS' success, allowing us to remain tuned to developments in international fora and to generate interest amongst key user groups.","The ViEWS system holds great potential for replication to other regions – by the project team or external users. This has already been cemented by our expansion from Africa to the Middle East at the sub-national level, and globally on the country level. The only constraint to geographic scalability is data availability, most importantly high-quality conflict data. Monthly updates are currently available for all countries in world, facilitating our global scope at this level of analysis, but is limited to Africa and the Middle East at the geographically disaggregated level.
The prediction system is also highly suitable for replication to other forecasting tasks, such as moving from conflict prediction to also predicting impacts of armed conflict on human development. The project team is currently embarking on this task by means of two separate but interlinked research projects: 'Societies at Risk' at Uppsala University, and 'ANTICIPATE' at Peace Research Institute Oslo.","Most importantly, don't underestimate the resources required for software development, nor the importance of thorough documentation thereof. The latter applies to all key tasks and routines, which otherwise risk being stalled for long periods of time in case of high workloads, sudden illness, or leaves of absence.
Moreover, consider carefully how to best evaluate the performance of your systems, which in turn are instrumental to optimizing it. Such evaluation criteria must be developed in dialogue with users that have the best qualitative understanding of what systems should seek to achieve.","As of 2022, ViEWS generates monthly predictions for the number of fatalities in impending conflict, as well as probabilistic assessments of the risk that a given conflict threshold will be surpassed in certain month and location. Country-level predictions are offered on a global scale, while sub-national forecasts cover Africa and the Middle East.
We also release monthly results from a set of interpretation models that highlight the relative importance of selected input variables (such as conflict history, democracy indices, infant mortality rate, or population size) to facilitate a greater understanding of the key drivers behind our forecasts.
Users can explore and download the complete datasets via the ViEWS API, or feed them into risk dashboards for further analysis. Users can also explore the source code via open-source repositories on GitHub.
To learn more about ViEWS, please contact us at views@pcr.uu.se.","a:4:{i:0;s:5:""33585"";i:1;s:5:""33586"";i:2;s:5:""33587"";i:3;s:5:""33588"";}","a:3:{i:0;s:5:""33605"";i:1;s:5:""33606"";i:2;s:5:""33607"";}",,https://www.youtube.com/watch?v=Z5wMi0LZCxQ&t=4s,
32768,"The Israeli Telemedicine Community: An Adaptive Challenge for Redesigning Healthcare",https://oecd-opsi.org/innovations/telemedicine-community/,30/09/2022,"Digital Health Department, Israeli Ministry of Health",Israel,central,"a:3:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:7:""science"";}","The Israeli Telemedicine Community: An Adaptive Challenge for Redesigning Healthcare",http://www.iltc.org.il/,2022,"Covid-19 outbreak and the new reality led to increase in the demands for remote health services. The health system faced with an adaptive challenge of redesigning remote health services in no time. The Digital Health Department at the Israeli Ministry of Health founded a cross-organizational and cross-professional health practitioners’ community to advance wide scale, informed and safe telemedicine practices through the creation of a learning environment, knowledge sharing, and joint action.","The Covid-19 outbreak led to drastic changes in the demands for remote health services. The social distancing and the fear of exposure enabled the provision of many services remotely, and patients embraced the change. The overnight surge in demands has led health practitioners to deal with a discrepancy between their desire to address the patients’ need and the incomplete solutions that existed. Unsuitable technology, regulations and guideline, and lack of appropriate training were the main difficulties. Many therapists felt professional loneliness. Israel has a public health system with limited resources. Therefore, it is important to develop frameworks and tools that will enable intelligent, high quality and safe use of remote health services, with an emphasis on treatment safety, clinical quality, demand management, accessibility and efficiency.
In august 2020, the digital health department in the Israeli ministry of health (MOH) together with partners (managers and clinicians) from the health organizations and INBAR healthcare management program of “MAOZ” organization identified the need. They decided to face the adaptive challenge of redesigning remote health services through the establishment of health practitioners’ community, the Israeli Telemedicine Community. That, in order to encourage the health system transformation into continuous learning system, while spreading acceptable and optimal processes and practices.
The community’s’ vision is to advance and integrate wide scale, informed and safe telemedicine practices, to increase productivity and promote accessibility of healthcare services through the creation of a learning environment, knowledge sharing, and joint action. The community's strategy focuses on the ability to lead change in the health system through the redesign of telemedicine services. The community’s impact stems from the following reasons:
- The community serves as a safe non competitive platform where high level of trust exists between the participants, indifferent to their organizational identity.
- The community enables eye-level dialogue between the various players in the health system in an equal manner: professional unions, MOH and health organizations professionals in various positions.
- The community provide input and feedback to MOH on challenges and gaps about remote health services, which in turn, lead to MOH actions.
- The community is open to all health professionals (clinicians, nurses, allied health professions etc.) from the healthcare system. The leading identity is their professional identity. The participants are not representing their organization, nor their current title and responsibility.
In the two years since the establishment of the community, it has expanded and has over 1100 members from all health organizations. The community operates in 11 discipline-specific working groups (Mental health, nutrition, genetics, oncology, family medicine, pediatrics, pediatric allied health professions, geriatrics, rehabilitation, and technology). Each group led by a clinical person who were carefully selected, works voluntarily, and has the ability to lead the group despite its heterogeneous nature, and without formal authority. The groups’ accomplishments constitute the core of the community’s activity and achievements.
The working groups identified critical topics related to their professional field in which they should act on. Several groups chose to develop telemedicine services guidelines, other chose to engage in design thinking workshop for service design processes that deal with professional challenges. For example, the family medicine group designed a clear, simple and accessible digital routing process (triage) that helps the patient receive a medical response and allows the medical team to give the answer that has the best therapeutic benefit.
The groups also developed simulation-based training for various scenarios from therapist-patient encounters. The training sets designed by the community members and widely distributed to all healthcare organizations, in order to provide therapists with tools that will enable them to provide better services. The community holds quarterly meetings used for peer learning and deal with different agendas such as sharing success stories regarding the development and implementation of telemedicine services or adapting telemedicine services to diverse populations (periphery, ethnic populations, etc.).
The community initiated The Accelerator program for intra-organizational entrepreneurs from the health organizations in order to provide tools to design solutions and accelerate telemedicine services’ ideas into practical solutions inside the organizations. Finally, the lack of a knowledge base regarding telemedicine led to the foundation of the Community Research Club, aimed to create best practices regarding telemedicine services. The club enable professional support, collaboration, knowledge sharing and funding.","a:6:{i:0;s:3:""609"";i:1;s:3:""876"";i:2;s:3:""260"";i:3;s:3:""305"";i:4;s:3:""613"";i:5;s:3:""615"";}","
- The community strive to lead change and redesign remote health services by health professionals who set the agenda, act in their free time and fully voluntarily, while MOH simply provides the platform and the tools to accelerate the processes.
- The community is design to encourage health system transformation into continuous learning system, while spreading acceptable and optimal processes in order to promote the informed and safe use of remote health services. The community create trust between its members and encourages health organizations, to share knowledge, success stories and failures.
- Designated Leaders lead the Community. The leaders are noteworthy characters, with charisma and ability to lead the groups to innovative processes and achievements.
- The community serves as a place for health professionals to take responsibility and action regarding issues that bother them, outside of the usual frameworks, at a faster pace and in a way that is more connected to the field
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The Telemedicine community was founded during Covid-19 when its’ founders felt a sense of urgency to advance informed and safe telemedicine practices. Two years after its establishment, the community is still running. The status of the community is divided into several levels. The first concerns the ongoing work: Implementation - making the innovation happen: Ongoing work includes marketing and distribution in various of platforms in order to recruit new members and spread the story, impact and achievements. The community held meetings and strive to implement additional tools that will allow continual promotion of telemedicine services such as design thinking workshops, health professionals training, guidelines design etc. On the strategic level we plan to examine the community’s’ value, impact and evaluate the success criteria to be self-sustainable in coming years. The goals include expanding the impact, establish new groups and accelerate collaborations between the members.","
- MAOZ: A trust-based network of influential and diverse leaders who collaborate and promote social change initiatives in order to strengthen socio-economic resilience. The community was founded in the accelerator program of Maoz and within the training program of the INBAR Healthcare Management Program.
- Health professionals: Constitute the members of the community, the leaders of the groups and the main engine of the community that formed the core of the community’s activities and achievements.
","
- The entire health system benefits. The health organizations benefits from services development and informal communication channel to the MOH.
- Health professionals and researchers, who specialize in telemedicine, find value in the community where they have the opportunity for peer learning, knowledge sharing, funding and support.
- The MOH benefits from the fruitful cooperation with health organizations and from the feedback, which helps processes design in an informed and responsible manner.
","For the community to promote change and create an impact, the community’s members must be agents of change and echo the contents and insights with their colleagues. In order to examine the proactivity of the members and their influence outside the community, we conducted an echo survey. Results indicated that 86% of the respondents believe that the community can promote the telemedicine field at the national level. 33% echoed the content they received, 63% replied that in their opinion telemedicine services have added and unique value and 28% replied that they created a collaboration with another member. Additional results are guidelines publication, designing simulation based training, service design workshops for services (as part of the Accelerator program) and the research club establishment that support research and aim to increase the knowledge base. In the future, the community aims to maintain the value for its’ members and serve as a platform for collaboration.","The health organizations have a formal and hierarchical structure in which the chain of management is clear, and competitive relations are established between them. From the early days of the community, the founding team faced several significant challenges.
- First, concerns the correct way in which a semi-formal organization (community) should act in front of the health organizations and their formal structure?
- Second, how to generate trust between the members and make them collaborate to promote a common goal and ignore competition. Third, what value do the community members receive from their membership? Finally, how to keep the community vital even though the sense of urgency starts to fade?
- In order to face these challenges, the community strives to demonstrate that its’ activity leads to significant changes.
The community share success stories, provide tools that give a solutions for the members’ pains and makes them feel a part of a major change made in the health system.
","The community promote intelligent telemedicine services through the encouragement of health system transformation into continuous learning system. In order for the vision and goals of the community to be fulfilled, there are several conditions that must happen:
- MOH is responsible for ensuring that the achievements can be integrated into the health system:
- Funding the community’s operation.
- Establishment of clear regulation, guidelines, sustainable financing and reimbursement conditions.
- Rewarding innovative models and engage in telemedicine services that improve the quality of care.
- Trust between the community’s’ members between MOH and the health organizations.
- Providing continuous value to the community members: sharing success stories, creating meaningful connections and aiming for practical experience, in order to give the community members motivation to continue investing their time and efforts.
- Designated leaders that have the ability to cooperatively lead the groups
","The telemedicine community model can be replicated to promote additional initiatives that will take advantage of a community structure to encourage a common goal and lead adaptive and transformative changes and impact in a certain field. For example, the model can be replicated for professional’s’ communities that deals with challenges that requires a deep, transformative change, requires variety positions and hierarchies combination and depends on the professional confidence and the ability of the end user to respond to change. For example government communities dealing with digital transformation in health, defense or education and aim to learn and receive feedback in order to conduct Intelligent planning at the national level.","The main lesson that can be learned from the success story of the Telemedicine Community is its’ ability to be a platform for dealing with dramatic challenges and leading significant changes through the engine of its members and leaders. Another lesson is the importance of acting fast during crisis or urgent need, and the ability of the government to provide platform to face the challenge. Some of it was formed on the go, responding to needs rise from the working group. This flexibility, in actions but also in mindset, was critical to the community’s success. The strength of the community lies in its ability to give continuous value to its members. As long as the community demonstrate significant achievements and ability to impact, the members will continue to follow and support the common goal and take proactive part in the processes. Finally, the leaders’ selection is critical to the ability to act together to lead change and to maintain the ongoing activity that carries achievement",,"a:10:{i:0;s:5:""32779"";i:1;s:5:""32780"";i:2;s:5:""32781"";i:3;s:5:""32782"";i:4;s:5:""32783"";i:5;s:5:""32784"";i:6;s:5:""32785"";i:7;s:5:""32786"";i:8;s:5:""32787"";i:9;s:5:""32790"";}",,,https://youtu.be/Llm9bW5A17o,
32770,"Semantic Analyser – Smart Text Search Engine",https://oecd-opsi.org/innovations/semantic-analyser-smart-text-search-engine/,29/09/2022,"Ministry of Public Administration of Republic Slovenia",Slovenia,central,"a:1:{i:0;s:12:""public_admin"";}","Semantic Analyser – Smart Text Search Engine",https://nio.gov.si/nio/asset/semanticni+analizator+pametni+iskalnik+besedil?lang=en,2022,"Every day, civil servants and officials are confronted with many voluminous documents that need to be reviewed and applied according to the information requirements of a specific task. This is the case when making decisions, drafting legislation and policies, reviewing legislation and policies, assessing the impact of legislation and policies, carrying out various analyses, describing data sources and services, and many other tasks. To enhance the processing efficiency and comprehensive analysis of collections, the Ministry of Public Administration of Republic Slovenia, together with the University of Ljubljana, developed a Semantic Analyzer - an open-source smart engine using AI for text processing in Slovene language. The prototype enables easy and efficient algorithmic processing of large corpuses of documents and texts with finding content similarities using advanced grouping and visualisation. A web tool supporting natural language (like legislation, public tenders) is planned to be developed.
","Every day, civil servants and officials are confronted with many voluminous documents that need to be reviewed and applied according to the information requirements of a specific task. This is the case when making decisions, drafting legislation and policies, reviewing legislation and policies, assessing the impact of legislation and policies, carrying out various analyses, describing data sources and services, and many other tasks. Since reviewing many documents and selecting the most relevant ones is a time-consuming task, we have developed an AI-based approach for the content-based review of large collections of texts. The approach of semantic analysis of texts and the comparison of content relatedness between individual texts in a collection allows for timesaving and the comprehensive analysis of collections. The goal is to develop a general-purpose tool for analysing sets of textual documents. The project aims to select and implement semantic analysis building blocks that can be used to perform arbitrary types of document analyses and prototype analytical workflows that could support the tasks and decision-making in public administration.
The building blocks we have developed include components to access data repositories, embed documents in vector spaces, search for similar documents, visualise document maps, search for characteristic terms, and rank documents according to their semantic similarity to selected terms. The semantic analyser scans the texts in a collection and extracts characteristic concepts from them. Depending on which concepts appear in several texts at the same time, it reveals the relatedness between them and, according to this criterion, determines groups and classifies the texts among them. The characteristic concepts of each group can be used to give a quick overview of the content covered in each collection. A graphical representation shows which group a text belongs to and thus allows you to find texts that deal with related topics. Alternatively, we can use a set of terms to describe the content we are looking for and find texts with these terms, as well as with terms that we have not mentioned but are close in content (e.g., synonyms, sub-names, super-names). The characteristic terms become a link between the documents, revealing interdependencies and/or contextual links between documents in one or more different text collections (e.g., finding the most relevant laws for a selected proposal for a measure from a collection of proposals for measures).
Beside Slovenian language it is planned to be possible to use also with other languages and it is an open-source tool. Semantic Analyzer enables quickly assembling workflows combining efficient algorithmic processing and visualisations of the large corpus of textual documents to find document groups, characterize them with keywords, perform semantic searching, or perform predictive machine learning and classification.","a:3:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""612"";}","The Semantic Analyzer is using emergent AI technologies to find semantic relations among texts and could be used to search through, among others, large legal documents quickly and easily for different concepts, phrases, as a large collection of texts can be sorted or grouped according to their content. Semantic Analyzer is an open-source tool that combines interactive visualisations and machine learning to support users in fast prototyping the semantic analysis of a large collection of textual documents. The principal innovation of the Semantic Analyzer lies in the combination of interactive visualisations, visual programming approach, and advanced tools for text modelling. The target audience of the tool are data owners and problem domain experts from public administration.","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","The tool opens up the possibility to search several sources at the same time, to find links, measures with similar contents and the legal basis for the corresponding proposals such as the governmental portal “Stop Bureaucracy” where citizens and entrepreneurs send their proposals for improvements (https://www.stopbirokraciji.gov.si/en/home). The tool is also used for examination of governmental database of the interactive website “Proposals to Government” (https://predlagam.vladi.si/) which contains suggestions from individuals to the government to solve a particular problem they have perceived. It contains over 12.800 proposals and has more than 36.500 users. The tool is also useful for searching in the governmental database “Single document -a uniform set of measures for a better regulatory and business environment” where main measures for better regulations and better business environment covering all relevant ministries can be found (https://enotnazbirkaukrepov.gov.si/).","The project was developed in partnership with different stakeholders: public administration, academia, and SME. In the tool's design, we collaborated with experts from the University of Ljubljana. A University's spin-out company, Revelo Information Technologies, developed the tool. Use cases and documents were provided by the MPA’s internal users responsible for semantic interoperability, controlled vocabularies, and colleagues accountable for removing administrative burdens.","During the project's development different stakeholders were included: academia, SME and MPA users (for semantic interoperability, for controlled vocabularies and for removing administrative burdens). Users had substantially supported this project with their content requests and testing. Partners from UL FRI together with company Revelo organized workshops presenting AI for text processing based on their experiences. It is an open-source tool and will be upgraded with a user-friendly open web-based interface.","Using the tool increases efficiency when browsing through different sources that are currently unrelated. We would also like to emphasise that the search is performed among credible sources that contain reliable and relevant information, which is of paramount importance in today's flood of information on the Internet.
The important results of the Semantic Analyzer project include:
- Ofering simple efficient tool supporting natural language processing to public administration users,
- Open-source software implementation of text analytics engine and user-friendly visual programming environment (http://orangedatamining.com, in Orange, download Text Mining add-on),
- Open-source code deposited on GitHub repository (https://github.com/biolab/orange3-text),
- A set of introductory educational videos (https://www.youtube.com/orangedatamining),
- Playlist on Semantic Analysis of Text,
- Examples of workflows and case studies (available at https://orangedatamining.com/workflows/Text-Mining).
","It was quite a challenge to bring the emerging technologies and their implications into the daily practice of the people who usually don’t work with them. Through some workshops showing them different possibilities of this tool, we inspired users to try to approach their work in a new, more efficient way. Another challenge we encountered in the project was in designing an intuitive and response interface for the users. The challenge has been solved through prototyping of the tool and engagement of the end users in the development cycle. In the future, we plan to improve the user interface for it to become more user-friendly.","Introduction of any AI-based tool requires strong engagement and enthusiasm from the end-user, support by leadership, and, in case of projects that use machine learning, seamless access to the data. For the further development and practical implications of the tool, it is important that the content and form of the texts and data collections which are used for searching, are complete, updated, and credible. An appropriate support should be encouraged and provided to collection custodians to equip them to align with the needs of a digital economy. Each collection needs a custodian and a procedure for maintaining the collection on a daily basis. In practice, we also have mostly linked collections, rather than just one collection used for specific tasks. Content testing of the tool should check the quality of the analysis, especially when it comes to documents describing different content areas, if the typical concepts of all areas are covered and that all related documents are searched.","Public administrations process many text documents, among which we must find those that speak about a certain topic and need to be reviewed to explain proposals or decisions. Free text in a classic, essay-style format is an example of unstructured data. Large sets of such essays are no longer capable of being quantitatively, let alone qualitatively, reviewed, understood, and compared by one individual. For the quality and efficiency of future work, it is essential to develop analytical tools that will help us to understand many texts, to sort them by content, and to carry out semantic searches for documents that are contextually related to the selected concepts. The tool we created is available freely, in open source, and has already been used in text mining by different groups worldwide. We believe that this tool has the potential to be used for other organisations from the public and private sector and for other interested parties (e. g. academia, students, or other citizens) in the future.","The use of emerging technologies supporting natural language processing in public administration is a new approach, especially in Slovenia. This project will lay the foundations and springboard for the development of further similar services. The development, integration and extension of text collections will increase the range of decision-making possibilities and the use of analyses of different texts for faster and better-quality work. Our experience working in partnership with different stakeholders – academia, SME and public administration gave us new insights. Different experiences and knowledge on technical and non-technical levels were combined with AI approaches to design the tool sot that it would have practical application for daily work in different fields. Our team consisted of diverse partners: academics, young IT engineers, lawyers, and other domain experts in public administration. During the development process all parties learned new knowledge from each other and received new insights.","Public administrations store and generate large volumes of texts and documents. A semantic analyzer and similar emerging tools that can easily process large volumes of texts and documents from different sources are a step towards simplifying, optimizing, and automating the understanding of texts and the management of the processes that handle them. The development of tools is necessary to further develop analytical techniques in the field of text analysis. Tools such as the Semantic Analyzer support the development of the data economy and digitisation more broadly and aim to democratise artificial intelligence.",,,,https://www.youtube.com/watch?v=OgOqABY8o5w,https://www.youtube.com/watch?v=f5xR72y43Rs
32773,"Italian Gender Equality Certification System - Sistema per la certificazione della parità di genere",https://oecd-opsi.org/innovations/italian-gender-equality-certification-system/,29/09/2022,"Department for Equal Opportunities – Prime Minister’s Office",Italy,central,"a:1:{i:0;s:10:""employment"";}","Italian Gender Equality Certification System - Sistema per la certificazione della parità di genere",https://certificazione.pariopportunita.it,2022,"Within the implementation of the National Recovery and Resilience Plan (NRRP). the Italian government has introduced a national “Gender Equality Certification System” that aims at guiding and incentivizing companies to adopt policies aiming at reducing the gender gap in all the most critical areas, such as opportunities for growth in the company, equal pay for equal work and maternity protection, and also supporting a paradigm shift developing from the business world.","Gender Equality Certification System is connected to Mission 5 of the NRRP. It aims to guide and incentivize companies to adopt appropriate policies to reduce the gender gap in all the most critical areas, such as opportunities for growth in the company, equal pay for equal work and maternity protection. By decree of April 29, 2022, the guidelines for the adoption of specific KPIs related to gender equality policies (UNI PdR 125:2022) were enforced in the National legislation.","a:3:{i:0;s:3:""317"";i:1;s:3:""214"";i:2;s:3:""320"";}","Overcoming and integrating past practice managed by the Department for Equal Opportunities, working in close cooperation with all concerned public and private actors, the introduction of the Reference Practice UNI/PdR 125:2022 is significantly innovative: it provides a set of performance indicators defined as feasible, relevant, comparable, and capable of driving change in corporate gender equality policies.
To this end, six strategic assessment areas are identified: culture and strategy; governance; human resource (Hr) management processes; opportunities for growth and inclusion of women in business; gender pay equity; parental protection and work-life balance.
Each area is marked by percentage weight, for a total of 100, which contributes to the measurement of the organization's current level and future improvement.
This proves a really effective mainstreaming approach in dealing with gender policies and equality at work, especially in business companies.","a:4:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";}","The Gender Equality Certification System is now a fully operative tool. After the publication of Reference Practice UNI/PdR 125:2022 and its transposition into national law is has become fully active, with the accreditation of the first certification bodies by Accredia, the Italian accreditation body, and then the certification of the first companies.
Currently, there are twelve certified companies (primarily medium and small); however, the accredited certification bodies have more than 50 contracts signed with companies and nearly 200 quotations issued or in process; moreover, some other certification bodies are expected to be accredited by the end of 2022.","The definition of the guidelines for the adoption of specific KPIs related to gender equality was coordinated by the Italian Department for Equal Opportunities through a Technical Table that involved public institutions and various entities representing both the Market and the Civil Society. Accredia is the organization responsible for the accreditation of assessment bodies. SOGEI S.p.A. is the entity appointed to design and implement an information system on gender equality certification.","The Gender Certification targets all companies, including small and medium-sized and micro-firms. The Department of Equal Opportunities has entered into an agreement with Unioncamere (The Italian Union of Chambers of Commerce) for the promotion of the certification among companies and the granting of contributions to small and medium-sized and micro companies for certification using the resources allocated with the NRRP.","Gender equality is an engine of economic growth and development. Since the distribution of talents and skills between men and women is equal, the Certification System is a valuable support in leveraging female talent. Indeed, women's participation in economic life, business, and political decisions lead to a broadening of perspectives essential to drive innovation and performance. Inclusive companies are more likely to create higher value, also in line with the principles of sustainable development and ESG parameters.
The main objective of the Gender Equality Certification System is to support a process of transformation of business and entrepreneurial culture, welcoming and enhancing the potential of female workers, which too often remains unexpressed. The definition of incentives for virtuous companies represents a significant booster in this transformation process, which first acts on the social and cultural sphere to affect, over time, also the economic and productivity fields.","Companies are key to the successful implementation of the Certification System. The main challenge is the presence of a corporate culture that is still primarily male, resulting in a stereotyped vision of the mechanisms that rule corporate life.
In such a scenario, men are always in charge of the most technical processes or responsible decisions, leaving marginal roles to women and not investing in the technical skills of female workers. Therefore, it is essential to involve and inform the highest number of companies, first of all, by implementing a careful and widespread promotion campaign, especially for smaller companies or those located in the country's most remote areas.
Information is the essential prerequisite for broader adherence to the System. This is associated with the need to implement careful and continuous monitoring to make the Certification System as effective as possible and allow its evolution according to the transformations of the country's business structure.","As above reported, the expectation by the end of 2022 is to reach 100 certified companies. This target is relevant also in terms of indicators’ performance: the company’s ranking is associated with a score, whose achievement or non-achievement is given by the weight of the assessment Indeed a minimum overall summary score of 60% is expected to determine the organization's access to certification. This percentage will prove the success of the company’s performance and, of course, the good functioning of the Certification System.
It is undoubtedly crucial to the successful implementation by Unioncamere and DPO in promoting and spreading the culture of certification and effectively and timely processing of public notices for the distribution of grants to SMEs, the operation of incentive mechanisms (tax relief in the first place) and their implementation by the legislature.","Due to the fact that the certification by accredited certification bodies is valid for three years and is subject to annual monitoring, the system itself is replicable in its proper nature. Moreover, the purpose is to establish a competitive and attractive best practice in the European and international environment so that other countries can replicate the certification system.","The Certification System is primarily based on ad hoc pieces of legislation, to be considered as a key-precondition to frame it properly: Law No. 162 of November 5, 2021 (the so-called Gribaudo Law) and Law No. 234 of December 30, 2021 (Budget Law 2022). Within a legal framework, a clear agenda should be necessary to complete and make the system operational. In this case, the milestones and targets set by the National Recovery and Resilience Plan were the following:
- Entry into force of the gender equality certification system and related incentive mechanisms for enterprises - by the fourth quarter of 2022;
- Obtaining gender equality certification by at least 800 enterprises (including at least 450 small and medium-sized enterprises and micro-enterprises) - by the second quarter of 2026;
- Obtaining gender equality certification by at least 1,000 enterprises supported through technical assistance - by the second quarter of 2026.
",,,"a:1:{i:0;s:5:""32772"";}",,,
32797,"Public Sector Innovation Laboratory",https://oecd-opsi.org/innovations/public-sector-innovation-laboratory/,29/09/2022,"State Chancellery Innovation Laboratory",Latvia,central,"a:1:{i:0;s:12:""public_admin"";}","Public Sector Innovation Laboratory",https://inovacija.mk.gov.lv/en/innovation/,2020,"Latvia has developed an Innovation lab for user centric policy making via diverse innovative methodologies. We integrated innovative approaches to policy making at the very center of public administration, aiming to tackle complex horizontal issues via cross sectoral co-creation in development and testing of solution prototypes. InLab has become a national live testbed for new policy planning approaches with a vision of extending its impact to regional level.","The novelty of the project is in the way how problem solving is being carried out in the public sector in Latvia, which is the most important aspect to the context of innovation. It is not usual to organise design thinking workshops by involving stakeholders from the very beginning (even before a problem is defined) within the project in order to find solutions that could be later implemented. The project involves a systematic approach in addressing the needs of public sector innovation. So far there has been no public sector laboratory in Latvia, nor any other similar format that would be devoted to tackle specific cross-sectoral issues like public sector human resources as a whole, value-based public sector reputation and brand, and reducing administrative simplification. In terms of these specific topics our innovation is a completely new practice in terms of how solutions are being created.
It is a new practice of Latvia's public sector in general, which contributes to the public sector becoming more user-friendly, less bureaucratic, and targeted to solve cross-sectoral issues. Some of the issues the Lab is solving have not been solved for many years, therefore it is only possible to solve them by new approaches - creative, open, well facilitated design thinking workshops that always put the ""customer"", whether citizen, entrepreneur or public servant in the middle to ensure that the problem solution is serving stakeholder needs. Also project novelty lays in the fact that the State Chancellery, the entity who is leading the project, has become a new actor in the common innovation ecosystem in Latvia. This has highlighted the public sectors' need for itself to become more innovative, rather than just creating an environment for other sectors to be innovative.","a:2:{i:0;s:3:""609"";i:1;s:3:""257"";}","The Innovation Laboratory is the driver of public administration innovation in Latvia right under the Prime Minister in State Chancellery, which is the peak of public administration structure. InLab promotes cross-sector, cross-institution, and cross-department collaboration in developing user centric policy solutions. InLab work's methodology is based on the British Design Council's Double Diamond design process, which focuses on user needs for designing the best possible policy solution. In addition we use dynamic development (Agile) or the principles of an iterative approach – solutions are not created trying to solve everything at once, but gradually. InLab works in “sprints” or fixed-term agile project sessions designing policy solutions for horizontal challenges or problem situations, engaging participants from various institutions of public administration as well as experts and potential policy users in the policy design process.","a:1:{i:0;s:14:""implementation"";}","InLab is in its most active phase and currently the product portfolio is under development, with an intention of expanding the approaches used in the Lab and adding behavioural insights, systems thinking, foresight, and design imagining approaches. There is a large list of prototypes which have been developed within InLab and have been implemented as horizontal policy solutions, such as Remunerations policy for medical personal in Latvia, Administrative simplification strategy, Future of Work policy, Shadowing and Entrepreneur programme, and more. Inlab introduced a revolutionary approach to policy making and currently we plan to expand to Latvia's regions.","The Innovation Lab was established in 2018 as a prototype or proof of concept testing design thinking user centric approaches in policy planning activities. With strong partners as the OECD's OPSI, DEMOS, PWC, OXFORD Intelligence and support of the EC DG Reform, InLab has proved the pilot concept and secured national budget for permanent activities. Locally we maintain a horizontal cross-ministerial impact.","Citizens are engaged in policy planning at the very beginning of the process and have a much greater impact on the end result as well as become co-owners of the policy. Government officials have access to novel and effective methodologies for user centric policy planning, and as a result perform better in their sectoral responsibilities. Civil society organisations benefit from recognising the transparency of the policy planning process and user centrism. Companies engage as either experts or policy users.","Some of the results to mention:
- Over 108 co-creating sessions and 1 hackathon
- 47 prototypes or solution designs were developed that were tested in the laboratory and which had potential to be implemented in a real environment in the form of a pilot project
- Over 300 people involved in various roles during sprints
- Fostering overall innovation culture in Latvia's public sector, ensuring proper stakeholder involvement as well as demonstrating the way regarding how the problems should be solved using a user-centric approach.
- An innovation expert network was established across the public sector
Multiple prototypes have been implemented:
- Innovation handbook
- Experimentation guidelines for public sector
- Future of Work guidelines
- Shadowing entrepreneur
- Decreasing administrative burden handbook
- Remuneration policy for medical personnel
An overarching impact has been the naturalisation of the user-centric approach in InLab, which in turn contributes to changing the mindset of the public sector and the culture of policy making.","
- Struggle to move from ideas to implementation particularly piloting prototypes of policies or services in a meaningful way
- Low involvement of senior decision-makers to be ‘sponsors’ or ‘owners’ of policy challenges, proposed outcomes, and prototypes
- Lack of resources and internal expertise within the Lab to conduct design for policy interventions, resulting in a reliance on external, particularly international, consultants
","This is an exciting time for the Innovation Lab as it embarks on its third phase of operation contributing to transformation of the public sector through design and expanding to the regional level. Innovation Lab has an enormous potential but it still needs a critical ''user'' mass across the public sector as well as horizontal recognition across the wider innovation ecosystem. We believe that boosting internal capacity and simultaneously engaging in regional collaboration are success factors for InLab. We have secured a stable financial support for the next planning period which enables us to boost coverage nationwide.","This model is definitely replicable and what is most essential - it is replicable at a rather modest budget impact. The model of the InLab has been tested in a pilot version previously, and has been improved and adjusted via user consulted process minimizing cost and burden on acting human resources. The Lab is built in a way that ensures sustainability - project activities are tailored to build public sector capacity and particularly capacity of the State Chancellery to hold strong in-house consultants in public sector innovation and design thinking and to improve policy making focusing on the user across public sectors. This model has no cultural or institutional particularities which could hinder replication or scaling it. Separate implemented prototypes can also be replicated in other levels, for instance the methodology for admin simplification, can be used in governmental, and also municipal level ( https://www.mk.gov.lv/lv/media/8527/download).","Other practical results for possible transfer or adaptation are the Experimentation Guidelines for the Latvian Public Sector, developed in 2021 by the think tank Demos Helsinki in close collaboration with the Observatory of Public Sector Innovation and the Innovation Laboratory. The guidelines define an experiment as a structured process of trying out policy ideas in order to enable learning and iteration before scaling takes place. Experimentation offers governments opportunities to create effective, people-centred policies and services by enabling engagement and co-creation with a wide range of stakeholders throughout the process. It mitigates risks by enabling the testing of solutions before significant investments have been made. Using experimentation helps create evidence-based policies and enables quick learning in early phases by revealing what works and what does not.",,,,,,
32798,"BOOSTER: Broadband Observatory Overview Shared with Territorial authorities",https://oecd-opsi.org/innovations/booster-broadband-observatory-overview-shared-with-territorial-authorities/,29/09/2022,"Emilia-Romagna’s Digital Agenda",Italy,regional,"a:2:{i:0;s:11:""information"";i:1;s:7:""science"";}","BOOSTER: Broadband Observatory Overview Shared with Territorial authorities",https://osscon.lepida.it,2022,"Emilia-Romagna’s Digital Agenda led a significant innovation process for public administration decision-making. The process resulted in a co-design phase with local administrations to structure and publish online the first geo-referenced regional Observatory on ultra-broadband connectivity in Italy. Multi-stakeholder participation made it possible to identify and highlight the various strengths and weaknesses of the tool, enabling its optimisation.","In the last decade, there have been many national and regional interventions to make the offer of fast internet connectivity ubiquitous and constant in Italy. Actions towards this goal have been taken thanks to significant public and private investments. However, the digital divide in Italian territory is still too wide. Our digital divide continues to accentuate social, investment and market territorial issues, especially in remote areas. This produces negative effects and externalities such as depopulation of mountainous and peripheral areas and a general decline in the sought-after sustainable and efficient growth. The current disparities in internet connectivity in our territory are worsening for certain population groups and industrial and commercial areas. The connection of housing units with ultra-broadband is not yet adequately available according to regional standards. Ultrabroadband is now an essential requirement for citizens to stay connected and for businesses to be competitive on the market. For this reason, Emilia-Romagna’s Digital Agenda structured a co-design process with local public administrators in order to offer a complete, simple and integrated tool to the community: the first and only Observatory on ultra-broadband in Italy.
Within the framework of the Thematic Communities system there was a perceived need on the side of local administrators to access information related to ultra-broadband in order to understand present and future opportunities in their territory and thus orientate future policies. Thematic Communities are sites for digital transformation, promoted by the Emilia-Romagna’s Digital Agenda. They operate in a structured way in an institutional dimension through a particular conception of the communities of practice models, with co-learning and co-construction activities at the basis of its process. Thematic Communities play a facilitating role for the Observatory, enabling a strong and fluid dialogue at several levels of government, especially in smaller public administrations, and they have proved to be an important process innovation in the regional public administration. The co-design phase of the Observatory was concluded in May 2022 with the involvement and participation of key stakeholders, such as Mayors, Deputy Mayors and operational technicians from heterogeneous locations in the Region.
The participatory process was structured with the objective of optimising the usability and quality of the Observatory by taking advantage of the feedbacks from testers. It involved structured, targeted moments of dialogue aimed at producing and returning a useful and well-made tool. The suggestions were collected through the holding of four plenary meetings and the successful completion of a questionnaire structured in different sections: Data Quality, Data Representation, Tool Usability, Main Functionality, User Experience. Subsequently, an improvement plan for the tool was produced, classifying the interventions by priority (high, medium, low). After sharing the results with the Administrator-testers, the changes were implemented incrementally until the result was achieved. The results of the co-design process reveal a participation of testers among Mayors, Deputy Mayors and operational technicians from 12 municipalities. The participants represented a large part of the regional area and came from heterogeneous territories. Almost all the Administrators-testers (94.2%) expressed the importance of being able to use a simple and informative tool such as the Observatory. Among other functionalities, the tool allows for administrators to receive punctual warnings from their citizens concerning the progress of the works relating to the laying of the optical fibre and the consequent connection of property units.
The Observatory allows institutions, citizens, and businesses to consult data on the current state of connectivity in every building or property on the street that is assigned with a numerical identifier (numero civico) across the region. The data represented comes from official sources, both governmental and private telecommunications operators. Emilia-Romagna’s Digital Agenda is already in the act of bringing the Thematic Communities together again to optimize the current version of the Observatory by leveraging new ideas and evolutionary changes to feed a new co-design process. The creation of a Regional Connectivity Observatory is one of the many goals envisaged within our strategy ""Data Valley Common Good"".","a:14:{i:0;s:3:""615"";i:1;s:3:""611"";i:2;s:3:""303"";i:3;s:3:""612"";i:4;s:3:""614"";i:5;s:3:""618"";i:6;s:3:""621"";i:7;s:3:""210"";i:8;s:3:""221"";i:9;s:3:""617"";i:10;s:3:""613"";i:11;s:3:""609"";i:12;s:3:""194"";i:13;s:3:""190"";}","Welcoming the proposal received from Thematic Communities to build the first regional Observatory for ultra-broadband in Italy, Emilia-Romagna's Digital Agenda involved local public administrators in a series of co-design meetings, during pandemic period. The Observatory's main idea is to use available data and information as a key to understanding the connectivity gap in regional areas. The Observatory uses data and cartography to show what is really happening in the area, to identify good practices to spread and disseminate, and to recognize gaps to fill and priority areas to work on with tailored interventions. Consequently, it is an auxiliary tool to support policymaker decisions. Our Observatory distinguishes itself from other observatories in Italy because it collects and integrates different data and information from several sources, both private and public.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:10:""evaluation"";}","The Observatory was released on July 2022. Afterward, the team conducted an evaluation phase of the tool as we were trying to understand what and how to optimise its functions, along with other suggestions for improvement. We are organising another co-design process (version 2.0) with other public administrators to take on board new considerations and suggestions. Among these, we are exploring the possibility of implementing:
- Satellite visualisation of geographical maps
- Data historicization to represent change over time (upgrades)
- Addition of data on electromagnetic field sources and new coverage data of private TLC operators
- Data on homes and households in a digital divide in the region area
- Geo-referencing schools, public buildings and industrial areas
- Improve the usability of the tool by adding definitions and information that is useful for understanding the data
- Improvements on the accessibility of the tool
","Thematic Communities formed by Local Public Authorities participated in the innovation process. Additionally, our in-house company Lepida ScpA, which deals with telecommunications and coverage infrastructure, played the role of involving private TLC operators to obtain coverage data. A private software development provider prepared and developed the platform and private TLC companies that were willing to provide us with their coverage data for inclusion in the Observatory were key partners.","Delegated local authorities are main users, as they guide infrastructure policies and interventions in their areas. Citizens can use the tool to consult data on ultra-broadband coverage in their homes and the Emilia-Romagna Region is already using the tool to monitor progress of works and to target regional policies and reflect national ones. Private sector and companies use the tool because it allows them to influence market and investment choices starting from the distinction of the areas covered versus those not covered by fibre.","The Observatory was released on July 2022 and a few months after had already been visited 1.742 times, and received around 100 warnings from users. To date, the Observatory has been used to guide grid infrastructure policies, an achievement that will have long-term impacts. We were able to survey 2,279,173 housing units throughout the Region. And in order to better analyse and recover deficiencies, we have structured a clustering model of the reports that will produce outcomes. The results of the co-design process revealed a participation of 20 testers among Mayors, Deputy Mayors and operational technicians from 12 municipalities and 2 Unions of Municipalities of the Region. The technical-operational component of the participation was (45%) compared to the political component (55%). The participants represented a large part of the regional area, 8 of 9 provinces of the Emilia-Romagna Region, for a total of 476,485 citizens represented in the co-design process. Testers came from heterogeneous territories, both in terms of morphology and population size: both municipalities with less than 5,000 inhabitants and municipalities with more than 50,000 inhabitants were represented, as well as intermediate territories. Almost all the Administrators-testers (94.2%) expressed the importance of being able to use a simple and informative tool such as the Observatory. We have initiated two implementation agreement procedures for the drafting of the Local Digital Agendas of Unions of Municipalities and, as a precondition, we propose to use the Observatory. This is because the Observatory allows for municipalities to better coordinate the actions and activities in which they will have to engage with each other and also with TLC operators.","It was challenging to meet the needs expressed by local public administrators because they showed great interest in innovation during meetings and therefore we did not want to disappoint them. Finding data from both public and private sources was also not trivial. Initially, private TLC operators were not well prepared to share data. Later, we established 'cooperation agreements' with them in order to receive their coverage data and to be able to integrate them into the tool. We reached out to 7 private operators and are in communication with others to hopefully increase our reach to 9 operators. Geo-referencing housing units was not at all simple since we had to search for a database that was as complete as possible and integrate an automatism to automatically update data. In general, a substantial challenge involved getting up-to-date data and convincing data owners that sharing was for a righteous cause. The Observatory is not a static tool but rather a dynamic one, constantly evolving and improving.","The human and financial resources were vital, as without these it would have been impossible to successfully complete the innovation process. The working team was encouraged by the regional and national importance and relevance of the project. The publication of this tool was one of the most important objectives of the 'Data Valley Common Good' strategy, as it represented an important political commitment. Another relevant condition for success was the synergy and collaboration with different actors throughout the process, starting with private TLC operators that have different business interests than ours. With our project, we want to make decision-makers understand the importance of the tool and its usefulness, which is not always easily comprehended. The opportunity to have had the time and willingness to implement a co-design process is undoubtedly an added value. These conditions allowed for the Observatory to become a tool for decision makers and a source of information for citizens and businesses.","The co-design process is the basis of our project and we are already building a 2.0 version with the involvement of the Thematic Communities and other actors, including local authority delegates.
The process is certainly replicable, in fact Emilia-Romagna's Digital Agenda is engaged in a European Project funded by the European Commission for the co-design of digital services, centred on UserCentricites (https://www.usercentricities.eu). In addition, the Digital Agenda team is currently experimenting with local public authorities on the DESI Digitisation Index, promoted by the European Commission to measure digitisation within the European Union. In this case, we are setting up a dashboard with restricted access to preview the territories' data.","As a working group, we certainly learnt the importance of involving multiple stakeholders, even with different visions and ideologies. This is useful to achieve a comprehensive, indispensable and unique result such as the Observatory. Another important lesson was perseverance in never giving up as even when we thought that the most up-to-date data was not available to us, we never stopped believing and managed to reach agreements with several TLC operators. The previous was important because we learned that not having up-to-date data cannot be a solid basis for an effective and useful Observatory that can support political decisions.",,"a:4:{i:0;s:5:""32992"";i:1;s:5:""32810"";i:2;s:5:""32811"";i:3;s:5:""32813"";}","a:1:{i:0;s:5:""32970"";}",,https://www.youtube.com/watch?v=Dkqw43k3aCU,https://digitale.regione.emilia-romagna.it/comtem/seminari2022/reti-connettivita-e-banda-ultralarga
32799,"Solving the Problem of Waste Accumulation with Human-centred Design",https://oecd-opsi.org/innovations/waste-accumulation-palestine/,29/09/2022,"Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH","Palestinian Authority",other,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Solving the Problem of Waste Accumulation with Human-centred Design",https://indigo.najah.edu/en/projects/2nd-stage/project-5/,2022,"In order to solve the problem of waste accumulation in the city of Nablus, an application was created for drivers of cars affiliated with the Solid Waste Department of Palestine. Many areas in Palestine face the challenge of accumulation of waste in commercial areas, which affects citizens who use the area, and causes traffic congestion during the waste collection process due to the lack of specific paths that take into account the shortest road, priority streets, and waste collection times. The digital solution organizes the process of collecting waste throughout the day with the least possible time, effort and cost, which helps determine the routes of waste collection vehicles and determine the shortest paths to them.","Many areas in Palestine face the challenge of the accumulation of waste in commercial areas, which affects the citizens who use the area, and causes traffic congestion during the waste collection process by municipality employees due to the lack of specific paths that take into account the shortest road, priority streets and waste collection times. This increases the effort and cost on all municipalities, including Nablus Municipality, in which this innovative solution was piloted in.
The intervention was based on a human-centred design methodology that created an application that solves the problem of waste accumulation in the city of Nablus, targeting citizens and drivers of municipal cars affiliated with the Solid Waste Department. A digital solution that organizes the process of collecting waste throughout the day with the least possible time, effort and cost, which helps determine the routes of waste collection vehicles and determine the shortest paths to them (traveling salesman problem) and classify neighborhoods according to priority for collection based on land uses and population density.
Digital services and participation formats are usually designed without the involvement of citizens as the actual users. If participation takes place, it is limited to the commenting on already developed products, rather than engaging citizens in a co-creative process from defining the problem to developing and testing solutions. Furthermore, the users are often seen as a homogeneous group, whereas the specific needs of certain social groups such as women, the elderly or people with disabilities are not taken into consideration. Digital solutions are therefore little user-friendly, and the uptake remains low. Thus, the great potentials of digital transformation such as increased accessibility, participation, and transparency are not yet being exploited.
GIZ’s INDIGO and An-Najah University aimed to tackle this challenge by building the capacity of university students to develop and promote citizen centered and inclusive digital services for municipalities. With the goal to develop and pilot digital municipal services that were designed with citizens. This objective was achieved by building the capacity and training students and faculty supervisors on human-centered design principles and approaches, to enable them to conduct a comprehensive needs assessment in the targeted municipalities related to the challenges they want to resolve. The inclusive digital solutions were developed by the students to support municipal services and public participation, utilizing existing GIS capabilities in the country. The students, under the university, provided the needed capacity building and documents to the municipality to operationalize the developed solutions, as well as support the municipalities to promote the solutions to the public.
The students conducted literature review to confirm the needs for Nablus Municipality, and went through the following process:
Inspiration phase: At this stage, the work team conducted several interviews with citizens, municipality employees, shop owners and employees in different areas of the city, including the university and hidden areas and the city center, by asking them about the problems they face during their day regarding waste, their opinion of the waste collection process in the city, and their suggestions for solutions. The number of interviews reached 22, 7 were by municipal employees and 15 from citizens.
Ideation phase: After settling on the problem, two prototypes were developed. Another round of interviews with citizens and municipal staff were conducted to survey how satisfied they are with the solutions or if they have any thoughts. The end result was set, which can be defined as a smart app with the following features: 1. Determine the locations of the baskets and thus determine the path of waste collection vehicles based on the shortest possible route in order to reduce cost and time. 2. Postpone the collection of waste on the main roads until the evening or night times. 3. Organizing the waste management and collection process in an easy manner.
Implementation phase: At this stage, work was done with Nablus municipality employees. This included tracking how satisfied they were with the output of the project, and getting feedback to improve the project. Also, tools, like the programming languages used, were identified.","a:7:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""615"";i:5;s:3:""612"";i:6;s:3:""373"";}","The challenge that this solution resolved was identified along with citizen and municipal staff, following a human-centred design (HCD) process. The students were trained on the HCD methodology and the available tools, to apply it in identifying the challenge, the solution, and rollout the solution in an iterative manner, while involving the citizens and users at all stages of the process. The digital solution is new and was never applied before in the Palestinian context.","a:1:{i:0;s:9:""diffusing"";}","The platform is currently launched under the name “Your Nearest Path” multi-platform mobile application that organizes the process of collecting waste throughout the day with the least possible time, effort and cost. It helps determine the routes of waste collection vehicles and determine the shortest path (Dijkstra’s shortest path algorithm). As of August 31, 2022 there were 180 users on the platform.","
- Citizens
- Municipal Staff
- Government official
- Academia
- Students
","The digital solution saved effort and cost for the municipality of Nablus and facilitated the process of solid waste management for citizens, allowing them to move with less traffic and under better and more healthy conditions.","One month after the launch, there were already 180 users on the platform. User registration and satisfaction is tracked through the app.","A key challenge included the municipality's infrastructure and availability of staff to administrate the solutions. This was addressed through support from GIZ (German Agency for International Cooperation) and the University.","Supporting infrastructure and services is an ongoing process that shall continue until the municipality is able to host the application by itself. Human resources (part-time personnel) is required to administrate the personnel. This is currently carried out by the University.","The solution was piloted in one of the municipalities in Palestine (Nablus); the solution is scalable and can be applied in other municipalities, as this challenge exist in all big cities.","It is highly important to keep stakeholders and citizens involved throughout all the phases of the project, starting with identifying the challenge. This will enhance the sense of ownership to stakeholders and contribute to the success of the project. It is also important to identify the needed resources to design and implement the solution, and work with various partners to ensure the resources are available to support the process.",,,,,,
32802,"Transforming Public Healthcare and Education Using AI-powered Mixed Reality Technology",https://oecd-opsi.org/innovations/mixed-reality-healthcare/,29/09/2022,"Hospital Center ""Dr Dragisa Misovic"" / Faculty of Medicine, University of Belgrade",Serbia,central,"a:4:{i:0;s:9:""education"";i:1;s:6:""health"";i:2;s:11:""information"";i:3;s:7:""science"";}","Transforming Public Healthcare and Education Using AI-powered Mixed Reality Technology",,2021,"Public healthcare in Serbia is transformed through innovative use of mixed reality technology powered by Artificial Intelligence, that increased efficiency and quality of healthcare, minimized risks and efforts, and optimizes procedures. Through remote collaboration, doctors have the same insight into patient’s condition without the need of physical presence, enabling joint real time inputs and medical interventions with experts from anywhere, as well as remote education for medical students.","Faced with the greatest healthcare challenges of today (staffing shortages, preventable medical errors, difficulty finding appropriate expert in the field, need for delivery system transformation and future of healthcare possibilities), we started with innovative practical application of new technologies for addressing these challenges.
The COVID pandemic amplified the problems for medical professionals, such as chronic stress and exhaustion at work, with an increasing incidence of burnout. The need for reduction of the staff’s exposure in the red zone led to most demanding patients in the intensive care being rarely treated by the most experienced physicians. The risk of communication errors became higher, since sharing of data and information on the patients’ condition was usually reduced to the basic information because the full paper documentation in the red zone is considered infectious, and may not be taken out of the red zone. In addition, the protective equipment made it difficult for clinicians in the red zone to monitor all the results and observations while examining the patients. The communication of red zone physicians with the outside staff is difficult, while the need for such communication is immense, in particular when difficult decisions are to be made, which directly affected the patient’s survival and success of treatment.
With the support from the Office of the Prime Minister and through partnership with Microsoft, University Hospital Center “Dr Dragiša Mišović” piloted Hololens2, mixed reality device that revolutionized healthcare collaboration and improved efficiency and quality of healthcare, as well as working conditions for doctors. Rather than the entire medical team, only one doctor enters with the mixed reality headset and views all relevant medical documentation and images as 3D holograms, while other doctors monitor from outside providing input and advice, while having the same experience and information as the doctor in the red zone.
Excellent results during the pandemic traced the path for future scenarios of surgeons that are now able to share real-time best practices during the course of the intervention with their peers. As one groundbreaking application of virtual hologram technology, the doctors in Serbia performed a unique intervention on the spine in collaboration with doctors from Germany. Additionally, anesthesiologist and vascular surgeons from Serbia and Malta conducted real time remote collaboration.
Medical education is another sector where application of mixed reality achieved excellent results. During the pandemic, students of medicine had limited access to regular practical work activities (visiting the patients, diagnostics, medical councils). By using mixed reality, students now have a chance to see patients in real time and follow diagnostic procedures, while located at safe place, avoiding COVID exposure. Mixed reality can also enable more students to experience visiting hospitals, which is why a virtual reality lab is established to improve practical work of students of medicine.
Aside from international collaboration, mixed reality can play a key role in enabling the highest level of healthcare even in the most remote areas. In this way, a small number of experts from different fields can be hired to solve numerous problems, without the need for their immediate presence. This saves time and money, and raises the quality of the service since top medical teams can remotely treat patients whenever they are located.
This initiative was recognised by the Office of Prime Minister and the Ministry of Health, that included all activities as part of a formal public sector project “Innovations in Healthcare”. Numerous Hololens2 devices were acquired and a network of hospitals and experts is currently being formed, in order to solve the most difficult situations and problems that doctors face in their daily work. Long-term plan is a wide national application in all regional medical centers equipped with mixed reality technology. In parallel, Government of Serbia is working with the Medical Faculty, University of Belgrade on improvements of use cases and procedures by increasing the capacity of the Simulation center, to enable students and healthcare workers practical simulation, higher involvement and better insights in healthcare practice.","a:8:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""612"";i:3;s:3:""617"";i:4;s:3:""354"";i:5;s:3:""615"";i:6;s:3:""257"";i:7;s:3:""184"";}","
- Innovations in regular procedures (The mixed reality technology enables hands-free audio and video communication with the medical team members outside of the COVID red zone, together with holographic documents and images, with nearly no risk of infection and significantly reduced level of stress and exhaustion).
- Minimizing exposure of health workers (instead of 3, only 1 doctor visits red zone with even better effect).
- Through AI-powered speech-recognition technology, patient notes can be dictated for simple storage and sharing with the doctors in the next shift, which is also crucial for continuous patient care.
- Innovations in communication, enablement of real time collaboration with experts worldwide (The mixed reality technology enables hands-free audio and video real time communication with the team outside of the red zone, together with holographic documents and images).
- Innovations in practical work and education of medical students, patients and healthcare workers.
","a:1:{i:0;s:9:""diffusing"";}","The pilot project was implemented at the University Clinical-Hospital Center “Dr Dragiša Mišović-Dedinje” and the Faculty of Medicine, University of Belgrade in April 2021. Initially, the mixed reality technology was implemented in the COVID red zone, however later further applications of the innovations were implemented. With the support of the Office of the Prime Minister, the project will be scaled further by introducing mixed reality in a network of hospitals, in order to facilitate collaboration with all medical professionals across the country.
Medical students are actively learning at the Virtual/Mixed Reality Lab, which is part of the Simulation Center. The Government has also initiated the establishment of the Center for Innovative Technologies at the Faculty of Medicine, University of Belgrade.","
- The doctors at the Hospital Center “Dr Dragiša Mišović” and Faculty of Medicine partnered with Microsoft to create the innovative application of Hololens2 mixed reality technology.
- ApoQlar provided Virtual Surgical Intelligence software for creation of 3D holograms of MRI/CT scans.
- Office of the Prime Minister with the Ministry of Health coordinated the collaboration, trainings of doctors, establishment of the Simulation lab for medical students and scaling that possibility to other hospitals.
","By introducing new technologies in everyday practice, this innovation enhanced efficiency which resulted in significant savings and improvement of the public healthcare system. The beneficiaries are primarily patients, who are receiving improved quality of healthcare, while users – doctors and students – are benefiting from better working conditions, collaboration and better education.","Results have been measured through the pilot study, conducted at the hospital intensive care unit and presented to the expert public at the 17th World Congress of Anesthesiologists, as well as published in the book “Handbook of Research on Implementing Digital Reality and Interactive Technologies to Achieve Society 5.0”. The time spent by doctors in the highly infectious area of COVID red zones was significantly reduced. Fewer doctors had to stay at the same time, the number of entries was reduced, while the average time spent was reduced by 21% or 76 minutes on average. Long-term benefits can be expected in terms of reducing the physical and mental strain of doctors, better decision making in complex situations as well as improved efficiency and quality of health care. A large majority of the doctors said the device is not complicated to use and helps them make better-informed decisions. Overall satisfaction was reported by 86 % of the physicians who participated in the pilot project.","As this truly is a ground-breaking innovation, certain level of resistance from traditionalist medical professionals could be expected. Around 35% of doctors found Hololens2 complicated to use, which is why training of doctors was a necessary component of this innovation. It is highly recommended to initiate implementation with colleagues ready for changes and innovations, making it much easier to get support form the rest, driving by successful example. Other possible challenges could be the battery duration limits, internet connection stability and rate issues, which can be overcome with the addition of wireless network extenders.","The Prime Minister has placed innovation as one of the priorities of the Government. The Office of the Prime Minister fosters cross-sectoral collaboration, which resulted in many public sector applications of the latest technology developed in Serbia, such as Hololens2. Synergy and alignment between public sector stakeholders and doctors is the key.
Talent is the key strength of the tech ecosystem and Serbian talents are globally known for engineering excellence and outstanding mastery of emerging technologies. Tech education is integrated into formal education and starts as early as the age of 7. Last year, the entire school generation comprised of around 70.000 students finished their primary school with coding skills, as Python, Scratch, Pygame and Jupiter are part of the mandatory curricula.
Serbia also has a thriving Artificial Intelligence ecosystem and is among the first countries to adopt AI Strategy, while the AI Institute is becoming a regional factory of AI leaders.","Mixed reality technology has immense potential in providing the best care from all relevant doctors, no matter the location or the infectious state of the patient.
Based on the excellent results of mixed reality application in the COVID red zones, doctors at the University Hospital Center “Dr Dragiša Mišović” performed a unique intervention on the spine using virtual hologram technology with real-time consultation with doctors from Germany. Real-time remote collaboration of anesthesiologist and vascular surgeons was also conducted with doctors from Serbia and Malta.
Aside from even more international collaboration, the Government has equipped all regional hospitals with the mixed reality devices, to enable access to best hospital treatment to every patient in the country via remote consultation of medical professionals.","Emerging technologies are a huge opportunity for the entire public sector that can solve problems that were might previously impossible to solve. However, the innovation ecosystem is only as strong as the network between all stakeholders. Only through cross-sectoral collaboration, the most innovative applications of tech can be identified and implemented.","In order to encourage everyone in the public sector to think of new ways how to introduce innovation, this case was included in the online training “Fourth Industrial Revolution: New Technologies” available for the entire public sector. Through highlighting the novel ways how mixed reality can be used in the public sector, civil servants are encouraged to think of possible applications of all emerging technologies such as AI, Blockchain, etc. in their everyday work.",,"a:2:{i:0;s:5:""32863"";i:1;s:5:""32862"";}",https://medbgacrs-my.sharepoint.com/:v:/g/personal/simulationcentermfub_med_bg_ac_rs/EWdjJ6T6ZMxOsEoUtxKhknkBnFwdZ5Jfhmo9P5lW936Gag?e=aPVMvc,https://medbgacrs-my.sharepoint.com/:v:/g/personal/simulationcentermfub_med_bg_ac_rs/EYNCTJGZ-3hBi9kXUd--ku8B4TmuK6OoCbTSOghdR8yqZQ?e=DAEsSB,https://medbgacrs-my.sharepoint.com/:v:/g/personal/simulationcentermfub_med_bg_ac_rs/EfavtF9JLahJlh1n4DO2ezUBUPzypgm9ihxWG3t_g4qmtg?e=RnEgvH
32803,"Smart Station for Future Urban Train",https://oecd-opsi.org/innovations/smart-station/,30/09/2022,"Seoul Metro",Korea,regional,"a:1:{i:0;s:9:""transport"";}","Smart Station for Future Urban Train",https://www.youtube.com/watch?v=KnOd7O70OXU,2021,"The Smart Station project for future urban subway station has accelerated the digital transformation for public transportation industry, which has been slow to change, by applying fourth industrial technologies such as IoT, 3D digital twin technology, AI image analysis, and deep learning technology. Through this, the station has secured a control tower that can manage all lines for safe subway station operation, station workers can innovate their work through augmented reality UI systems.","Seoul Metro oversees 300km of track, 277 stations and 3,571 trains, but each line’s facility management systems are built in silos. Therefore the same system for Line 1 and Line 4 cannot communicate with one another while data generated from original sections are incompatible with data from newly built sections. As the scope of public transportation service continues to expand, the complexity of facility management and the burden of monitoring and control duties has also increased. For system patches or upgrades, engineers had to visit the site in person since remote access was impossible. Most facilities have been in operation for more than 20 years, and their outdated condition is an increasingly frequent source of disruption to subway service. The amount of time and money spent on maintenance has also continued to increase while in some cases maintenance is no longer possible.
Also, a control tower for governing emergencies was absent. Problems were only detected during regularly scheduled onsite inspections by the station staff, but while the staff was out on inspection, no one was in the station office to take control of emergencies. This resulted in an inability to detect problems in other station areas and it inhibited staff from taking the necessary immediate corrective. To address this issue, Seoul Metro had to increase the number of station staff members. However, cost efficiency could not be ignored, and due to labor costs Seoul Metro was not in a position to improve subway service quality by simply increasing personnel.
Beyond all these operational issues, Seoul Metro was under great pressure to satisfy heightened passenger expectations in the era of 5G. Since the video data quality of the station cameras was too low (0.4 MP), making accurate decisions based on that footage was to no avail. To make matters worse, the data collected from each system were saved in different storage facilities, preventing Seoul Metro from developing new data-based services for advanced passenger services.
By applying IoT, deep learning AI imaging analysis, and 3D digital twin systems, Seoul Metro has initiated the Smart Station Project to increase service quality for the public, reduce the workload of station staff and enhance their working environments.
- Transforming the station staff to digital workers with digital twin and automated operations
Previously, security issues were notated as dots on a 2D map, leaving station staff to determine the location based on the map’s scale. By adopting digital twin, station environments are virtually reproduced in the system to provide more accurate location data so station staff members can monitor sites without having to vacate the office while performing inspection duties. Station staff now have the ability to make decisions immediately and dispatch personnel as needed thanks to AI recognizing issues and sending proactive alerts. Automated operations lets staff handle a larger work scope and volume while also improving their operation rate by 65%. Now facilities, such as the shutter, are automatically managed by sensors and schedules rather than humans. When a pre-defined abnormal situation occurs, the facilities are operated automatically according to the predetermined rules.
- Improving safety with AI and deep learning technologies
With the combination of computer vision AI and deep learning, fare evasions and criminal activities are detected in real-time and the station officer can warn passengers or send staff to the site. Computer vision executes real-time monitoring for COVID-19 safety measures by identifying those who are not wearing face masks, and initiates immediate responses to solve the issues. The deep learning engine not only learns from video data, but also from numerical data collected from the system to automatically detect all abnormalities and deploy immediate responses by sending real-time alarms 24 hours a day. This reduced the response time to safety accidents by 75%. Subway safety is now guaranteed by AI technology that never rests and accurately detects what the human eye cannot.
- Control tower readiness, covering all subway lines with standardized integrated platform
Seoul Metro resolved the problem of non-standardized interfaces that once plagued the subway by adopting a standardized IoT platform that easily integrates heterogeneous devices. Previous system upgrades consumed lots of time and were expensive to undertake but now they can be remotely managed in a secure manner on a scalable, independent, and open system architecture. Furthermore, new data-based services can be planned or launched thanks to standardized data governance and simplified data extraction. Integrated new control systems will be the foundation for the upcoming control tower currently under construction. This will control all 277 stations remotely and manage any provisioning allowing staff at each station to focus on field-centered service going forward.","a:6:{i:0;s:3:""147"";i:1;s:3:""612"";i:2;s:3:""876"";i:3;s:3:""335"";i:4;s:3:""373"";i:5;s:3:""239"";}","Seoul Metro’s digital convenience service for our users have grown in both variety and scope. Staff are now immediately notified when mobility impaired persons enter a station so that they can receive assistance without having to calling for help. Now, they are ready to transform to digital workers with digital twin and automated operations. Also, automated video analytics may help improvement in safety and increase protection again COVID 19 infection by monitoring and controlling the presence of face masks and responding accordingly.
IoT have been applied in the safety and health sectors. This project resolved the challenge of interpreting and pulling value from the various data stream, respectively, it in turn allowed Seoul Metro to provide the best quality service for public infrastructure users.
Moreover, newly implemented control tower covers all service types, e.g. metro schedule, and spaces from train platform, to public service areas, such as toilets, escalators, and so on.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Seoul Metro launched in 1974 and has grown to 8 subway lines that transport over 7 million passengers per day. However, its facility systems run on analog safety protocols which require a large workforce in order to maintain a high level of service. Furthermore, the metro system continues to expand to keep pace with Seoul’s growing population, resulting in a greater area to monitor and maintain.
Seoul Metro inaugurated the Smart Station Project to lower operational costs while improving service quality through the use of IoT, computer vision AI, deep learning, and digital twin. The scope of this project was for lines 1 and 4 out of a total of 8 lines, and we plan to expand the scope of implementation to all lines after that.
We have completed the smart station business implementation and are currently operating successfully in the field. We successfully completed the smart station system for lines 1 to 4, 8 and we are expanding it to lines 5 to 7. The service will be continuously.","In this project, Samsung SDS, Samsung Group's No. 1 SI company in Korea, formed a consortium with various partners to carry out the project. The Samsung SDS consortium has established a smart station system for lines 1 to 4 and completed integration and standardization. Samsung SDS applied it as a key engine using Brightics IoT solution, an IoT platform developed by the company, and implemented standardized protocol lake to integrate various system linkages and sensors.","
- User : Seoul Metro (Government Official)
- Stakeholders : Seoul Metro (Government Official), National Police Agency, police station, fire station, Ministry of Public Administration, Office of the President, intelligence organization, etc
- Beneficiaries : Citizens of Republic of Korea, Seoul Metro Employees, Seoul Metro Decision-makers, Police and Fire officers, Seoul Metropolitan Government officials, persons with disabilities, etc
","Seoul Metro decided to introduce new IT technologies to achieve maximum operational efficiency while reducing operating costs. This decision allowed for the provision of innovative public services where citizens can actually feel their benefits while achieving better cost and operational effectiveness.
Through the introduction of this new technology, we reduced annual operating costs by roughly $2.3 million (USD) by not having to add 72 additional personnel requested for operations and saving an additional 30% in equipment maintenance expenses.
Also, IoT sensors provide real-time subway information to users on their mobile apps to find out estimated arrival time and make decisions regarding delays and other abnormalities in subway operation.
Though real-time data from IoT sensors in this project is currently used for integrated control systems, it will be also used as key data for other Seoul Metro projects to expand data-based digital transformation.","Seoul Metro had difficulty operating separately implemented systems for a number of different reasons, including additional device installation and system integration, application upgrades, and end of service issues. Silo systems prevented the creation of data-driven decision-making due to interrupted processes. In order to resolve this issue, Seoul Metro has decided to integrate all dissimilar systems across all lines (1-8) into one platform. Integrating 10 systems into one platform has proven to be a great challenge: a standard process had to be defined to govern how each system collects and processes data in real-time in the data pipeline. In addition, there are some cases where hardware devices end up being discontinued, so finding a way to integrate heterogeneous devices was essential to achieving maximum performance from connected devices.","The most successful result is the completion of the standard platform
- Implementing a standardized platform for rapid analysis of endpoint data
An integrated IoT platform able to simultaneously process more than 300,000 pieces of data has been introduced and the platform’s data pipeline decides whether to collect and analyze the data directly in the endpoint device in real-time or analyze it after transmission
- Applying a standardized methodology assuring compatibility between heterogeneous devices
After determining the used devices and the types of data that need to be saved, we defined the standard protocols needed to integrate those devices in advance. By providing integration protocol packages, including APIs, even non-experts can integrate a variety of devices with the IoT platform
- Establishing intuitive virtual stations for non-experts
We have completed a decision-making mechanism based on 3D and data that can quickly recognize, decide and respond to abnormal situations
","Smart Station Project for future urban train has accelerated digital transformation for public transportation by adopting 3D digital twin technology, AI video analysis, deep learning, which can also be exploited in airports, ports, and railroads. Seoul Metro has enhanced station operation efficiency and built a control tower by digitalizing equipment management so that information is available anytime, anywhere as this video describes. This is a notable success case where innovations in public infrastructure have improved their operational efficiency along with citizen satisfaction, and this success can be replicated to other transportation agencies which need to adopt modern digital technology. In addition, we share data with national safety agencies such as the National Crisis Management Center and the National Police Agency to realize the vision of a true Smart Connected Metro that links the government, cities, and citizens.","The start of this project began with a simple logic of securing an easy operating environment that increases safety and efficiency. It was questionable whether the purpose of realizing an easy operating environment could be achieved. However, Seoul Metro found many areas for improvement through pilot projects, corrected them, and succeeded in implementing a high-quality system. It is the first system to be constructed in Korea, and now many domestic and overseas public institutions are visiting to benchmark the smart station system of the SeoulMetro, which has inspired many visiting customers to start their own 3dD-based integrated platform business. During system operation, Seoul Metro also made many consultations, trials and errors, and corrections with partners to solve the system's challenges. In the future, we will expand various services based on this standardized platform. Thanks to this project, We has reduced overlapping costs and standardized the facility management sector.","I advise organizations that want to pursue similar projects that the most difficult thing is system integration, and the most important thing is the IT policy of standardization. When integrating heterogeneous systems, a new platform should be the standard.
The method we chose was to focus on standardizing the new platform as a standard platform without relating to the existing system. In order to accomplish this, we equipped the integrated platform with an engine that can accommodate protocols that comply with global standards, updated and linked the protocols of existing systems and devices, and set policies to mandate all new equipment and devices purchased in the future to be adapted to the new platform. As a result, we predict that we will be able to achieve our goals of compatibility, scalability, and budget reduction when expanding services and systems in the future. We have established a standard integrated platform. This is our know-how.",,"a:2:{i:0;s:5:""33191"";i:1;s:5:""33192"";}",https://www.youtube.com/watch?v=KnOd7O70OXU,https://www.youtube.com/watch?v=KnOd7O70OXU,
32812,"Healthy Ireland Design Innovation (H.I.D.I.)",https://oecd-opsi.org/innovations/healthy-ireland-design-innovation-h-i-d-i/,29/09/2022,"Louth County Council",Ireland,local,"a:2:{i:0;s:6:""health"";i:1;s:12:""public_admin"";}","Healthy Ireland Design Innovation (H.I.D.I.)",,2022,"Louth County Council has piloted a new training resource, the Healthy Ireland Design Innovation (HIDI), which assists cross-departmental staff to apply the principles and goals of ‘universal design’ to their local economic and community planning activities. Taking a ‘universal design’ approach provides an ‘awareness framework’ to align innovation across the varying strands of local service and activity planning. As a result, staff can better plan for the integrated health, wellbeing, and participation of all our citizens.","Much of the implementation of recent public policy strands in Ireland addressing inclusivity, sustainability, health, and wellbeing have been converging in objectives and actions that comprise the Local Economic and Community Plans (LECPs) developed within the framework of Local Government planning and delivery. Universal Design is emerging as an inclusive approach to innovative environmental, product and service design. It can guide practice and underpin the development, delivery and evaluation of outputs that span the needs of all citizens in the many dimensions of their lives that fall within the influence of local government actions. Inclusive design is not just for children, families, older persons, or persons with physical and/or intellectual disabilities, it’s for everyone, being together, and sharing a place. The overall learning objective of the HIDI training resource is to raise awareness, up-skill, and foster a deeper appreciation of Universal Design (UD) principles, design goals, and application guidelines across many areas of integrated local county and community development as they relate to promoting health and wellbeing for all. Recognising the important role of the social and physical environment towards positive health outcomes, the HIDI course should help support participants to understand, and undertake more inclusive local planning, design, alignment, implementation, and delivery. The programme is aimed at, and co-designed with, a wide range of stakeholders across diverse disciplines. It is implemented as a series of 4 inter-related modules that are available online and can be completed over a half-day.
- MODULE 1: PRINCIPLES. Module 1 provides an overview of the principles and goals of UD and how it fits within a range of local social and environmental policy and strategy development frameworks affecting health and wellbeing. It addresses place and belonging, planning and design, health and well-being, universal design, drivers for change, addressing accessibility, legal and guidance frameworks and practicing UD.
- MODULE 2: PRACTICES. Module 2 explores a wide range of application areas within domains addressed by LECP/HIDI objectives where UD practices can be applied. It addresses the questions of when and where can universal design be applied in the development and delivery of Local Economic and Community Plans, and healthy county plans.
- MODULE 3: PROCESSES. Module 3 is to introduce the recently adopted standard IS EN 19161 2019 – and explore how it might be adopted within organisations involved in HI/LECPs so that their strategies and plans are Designed for All, and reach the widest range of people.
- MODULE 4: PATHWAYS/TOOLS. Module 4 provides an overview of the issues to consider, and some of the mechanisms available to teams and groups when bringing forward innovative solutions across the LECP/HI application spectrum. The module explores what tools and techniques are at our disposal, and how to channel conflicts into impulses for more inclusive innovation.
The draft on-line programme was piloted in March 2022, with 28 participants enrolling from across all departments. Feedback from the pilot demonstrated its positive value as a training and support resource to help develop more integrated and coherent LECP and Healthy Ireland plans that are both inclusive and sustainable. Before wider roll-out, the development team suggest the following proposed improvements are considered:
- Trial HIDI beyond the boundary of a local authority to a wider range of local collaborative stakeholders (the health services, children’s services, the garda (policing), the community and voluntary sector, economic and enterprise partners )
- Further advance on-going discussions with Institutes in relation to its accreditation within local authorities and across the public sector
- Consider how it might be re-packaged/modularised to address the varying needs of different user groups with different experience levels and purposes for engagement.
- Liaise with related bodies, to ensure and highlight its complimentary nature and value, so that it can align as a supporting resource and framework for organisations directly or indirectly impacted by Universal Design.
- With a very high dependency upon new participatory and co-design development principles and techniques, examine how this dimension can be strengthened within the resource/programme.
- In collaboration with relevant partners, consider its repurposing (or a follow-on format) where it might transition from a learning resource to form part of a more general purpose desk-top guide.
Overall, the HIDI training resource, has been viewed as a very practical and relevant innovation that brings a universal and inclusive design coherence and enhancement to local economic and community planning and services design.","a:3:{i:0;s:3:""609"";i:1;s:3:""623"";i:2;s:3:""617"";}","Universal design sits beside many other resources, guidelines and toolkits from statutory agencies and advocacy groups carrying various levels of enforcement, domain authority, or under-pinning evidence bases. It is difficult for cross-departmental staff to approach design from a common perspective and to achieve consistency. There is a need for a synthetic resource that can draw these approaches into a more unified framework that can make it easier for local authorities and their partners to work together with a common understanding. HIDI aligns three innovative aspects to address this unmet need:
- Governance: to ensure that the voices of the many stakeholders are taken on board in shaping its development
- Research: to ensure that the resource is based upon the most up-to-date information sources
- Design Development and Pilot Testing: to ensure that the resource is appropriately designed to be successfully delivered in the diverse operating contexts of relevant stakeholders
","a:1:{i:0;s:20:""developing_proposals"";}","Louth County Council are committed to the value of HIDI innovation, both as a cross and inter-departmental resource for integrated community planning, and as a collaborative resource for inter-agency (mostly health services) and cross sectoral engagement and cooperation with relevant CSO/NGOs. It is preparing to iterate a series of follow-on pilot testing in the following contexts:
With the local and regional Health Service Executive – particularly the health promotion/ health and well-being group, the disability services group, and the older peoples’ services group
Getting it reviewed by several stakeholders
Exploring its accreditation","Roderick Bond Service Innovation is a company providing consulting on a range of public policy issue. Rodd is an architect by training and is renowned for his work in Age Friendly and Universal Design. Rodd is also Chair of the Louth Age Friendly Alliance.
Rodd was ably assisted by Caitriona Shaffrey from CPA Architects. Caitriona has served as Honorary Secretary of the Institute of Design and Disability","The pilot focused on local authority staff ranging from technical to professional and administration. Those with little prior knowledge of UD came away with an understanding of how vital UD principles are in our daily work and for those technical and professional staff it was a reminder of the value of applying UD in their everyday work","28 participants took part in the pilot. The impact was most obvious for those with no previous understanding of UD. Those with previous experience mentioned the value as a reminder of the benefits of applying UD in their work. Feedback was very positive with participants noting the specific value of the practices module. The benefit of an available training and support resource will have a continued impact on participants in their daily work. The results and impacts were measured by gathering feedback on the day using MentiMeter, from staff members after the event and from reflections by the design team. In the future, it is expected that the course will be tailored to deliver departmental specific modules throughout LCC. It is expected to roll out the modules to other local authorities through the CCMA of which Louth is a member. There is also an opportunity to consider the project’s orientation and delivery to a wider range of stakeholders (Health Services, Police etc.).","The main challenge in delivery of the project occurred due to Covid restrictions. Delivery of the modules had to be adapted from a face to face delivery concept to an online delivery. The modules were adapted for delivery via Zoom which worked well but limited somewhat the interaction between the design team and the participants. Another challenge encountered by the delivery team was the varying levels of awareness of Universal Design among the participants. However, this challenge has presented an opportunity to fine tune existing modules and to design modules for both specific departmental needs (Planning and Design vs. Customer Service) but also to design modules for varying levels of awareness and knowledge.","Leadership and guidance from the CE and Management team in Louth County Council is a basic requirement for driving this project forward. Continued support will be needed to roll out department specific modules within Louth County Council. Along with support from the council itself, support from our CE is the key to progressing the project beyond the limits of the council. As a member of the County and City Management Association the CE can highlight the modules and their value to the 31 local authorities in Ireland. Human and financial resources will be needed to improve and replicate the project and to further finesse and professionalise the modules, however there are opportunities to avail of grants to do this. Supporting infrastructure and services will also be important to expand the reach of modules. Having the investment of structures such as the CCMA and the Local Community and Development Committee in the project, will ensure buy in and replication of the project","There are endless possibilities to replicate and extend the modules. This will allow for delivery of both awareness level specific and departmental specific training in the use of UD in our daily work within LCC. There is also an opportunity to fine tune the modules for delivery to targeted groups and departments in other local authorities and public services such as technical staff or customer service. The flexibility of the online modules will allow for them to be refined and delivered to other stakeholders such as Approved Housing Bodies, the Housing Agency, The Centre of Excellence for Universal design, Disability groups and through students. Refinement of the modules to cover specific topics such as Dementia friendly UD, would broaden the reach of the project. The need for an on-line, desk side resource for service design innovators was highlighted during the pilot and again this is an opportunity to create another innovative aspect to this project bring real value and benefits","The learning from the pilot project fall into two categories, content and delivery. Our feedback indicated that the content of the pilot modules needs to be pitched at the correct level for different audiences. Adaptation of the modules will be needed to reflect the level of knowledge and awareness of participants. Feedback also raised the need for more concrete examples of good and bad UD practice especially for those with a limited knowledge of the concept. The importance of having an engaging presenter will improve the modules both online and face to face.
The main learning from the pilot is the flexibility of the project. Because the modules had to be changed to an online presentation due to Covid, going forward the modules can be delivered as pre-recorded modules online, face to face presentations and in a hybrid model if needed. The flexibility of designing multiple need specific modules means they can be delivered individually or as a package of modules to suit the audience","We are happy to share the modules at no fee within the Local Authority structure and to other interested stakeholders. We will need to revisit the modules to allow for design and delivery with professional recording which can then be made available to those interested in learning about UD.",,"a:1:{i:0;s:5:""32822"";}",,,
32821,"Idea Bank",https://oecd-opsi.org/innovations/idea-bank/,30/09/2022,"The State Agency for Public Service and Social Innovations under the President of the Republic of Azerbaijan",Azerbaijan,regional,"a:1:{i:0;s:12:""public_admin"";}","Idea Bank",https://ideya.az/,2015,"Idea Bank is a platform that collects ideas across Azerbaijan to improve the activities of public organizations, develop production and service areas, and take steps to further improve the social welfare of society. It was created with the purpose of improving the activities of state organizations, especially through the collection of ideas from citizens for the implementation of innovative solutions. Idea Bank thus allows state organizations to register on the site and announce contests in any subject related to the improvement of their activities. More than 4000 users have registered on Idea Bank and around 5500 ideas have been submitted, of which over 700 were implemented. Idea Bank was created by the the State Agency for Public Service and Social Innovations under the President of the Republic of Azerbaijan.","At a time when high technology and innovation are increasingly encompassing a large part of society, it is necessary to involve people as much as possible in Azerbaijan’s innovative ecosystem. On the Idea Bank platform, every organization has the opportunity to collect ideas in any direction according to its requirements, and to involve people and experts in the management process. State organizations can register on the site and announce contests in any subject related to the improvement of their activities.
The main goals of Idea Bank are:
- Conducting idea collecting processes of state bodies on a single platform and ensuring that the idea collecting process is organized in a uniform form
- Ensuring that public bodies fulfill their obligation to ensure citizen participation in the preparation of various projects in accordance with the principles of open government on a single platform and without restrictions
- Saving the funds that will be used for the construction and maintenance of electronic systems for idea collection processes by preventing spending resources separately by individual state organizations
- Ensuring that all government bodies and organizations automatically connect to the system within a few minutes by creating a username
- Increasing the participation of citizens in the implementation of projects of state organizations
The evaluation of ideas is carried out in two or more stages. The customer government organization determines the pre-evaluation stages, evaluation criteria, evaluation experts and at which stage they are interconnected. As an example, two stages are presented:
- First assessment: The ideas sent during the first evaluation are carried out either by their own specialists or by selected experts, depending on the request of the government organization. At this time, suggestions are given to the owner of the idea regarding the improvement of the idea. The initial evaluation will be based on the verification of the general indicators of the idea in accordance with the pre-announced requirements.
- Second assessment: The second evaluation will be carried out by the customer organization's own representative. The second evaluation will be carried out according to the criteria determined by the representative of the ordering organization. Actuality, creativity, efficiency, etc. along with the criteria, the degree of importance of the criteria (low, medium and very important) will be selected.
","a:3:{i:0;s:3:""619"";i:1;s:3:""611"";i:2;s:3:""181"";}","One of the main innovative advantages of the Idea Bank is the complete automation of all processes. All processes for announcing contests, sending ideas, receiving them, selecting people who will evaluate ideas, choosing criteria for evaluating ideas, conducting evaluation, announcing the results of the competition, preparing statistical data, and sending information about all these processes via email and monitoring them in a personal cabinet are realized in a fully automated mode.
Another innovative feature of Idea Bank is that organizations that want to involve citizens in the service process can apply for a single solution.","a:1:{i:0;s:9:""diffusing"";}","At the moment, the platform is fully functional. More than 4000 users have registered and a total of 5500 ideas have been submitted. Of the registered ideas, over 700 were implemented.","Memorandum of Understanding for organizing ""Republican Innovation"" competitions through ""Idea Bank"" has been signed between the Ministry of Economy, Ministry of Digital Development and Transport, State Agency for Public Service and Social Innovations and National Academy of Sciences in 2017. The Republic Innovation competition was continuously held during 3 years. At the same time, a competition called Startup Days was held to attract startups for Incubation & Acceleration Center.","The first and main beneficiaries of the project are citizens, as they are given the opportunity to make changes based on innovative solutions in the public sector. Organizations announce internal competitions for their employees and external competitions for citizens. Idea Bank also ensures the improvement of innovation skills of employees internally and they get a chance to approach the existing services from a different perspective by receiving valuable opinions and ideas.","The objectives of the project were clearly established in accordance with the principles of the State Agency. Enhancement of digitalization in state processes and the introduction of innovative ideas into management processes are the results of platform activities. Based on the ideas collected in the platform, various technical innovations were created, which were then installed in 24 ASAN Service centers around the country. Among these ideas, for example, ASAN library, electronic complaint kiosk, exit poll device, help point equipment, ASAN ECO, ASAN radio, ASAN wi-fi, and others can be mentioned.","Resistance to change is one of the most important obstacles to the establishment of an innovation culture in the public sector. Consultation mechanisms need to be developed in order to make citizens a part of the process of formulating reform policies and practices. In this context, it is important that citizens that use public services are informed so that they can act as a “third sector” that can put pressure on public services. This point is important both in terms of participation, in terms of public-civil society collaborations and within the framework of ""networking"". Increasing the visibility of innovative projects in the public sector is necessary. It is not possible to have sufficient incentives for innovative project development unless visibility is increased. Focusing on the public relations and publicity aspects of the projects, applications such as project competitions and idea competitions through İdea Bank platform will provide more visibility.","In order for the application of the Bank of Ideas to be more widespread and to increase its success, first of all, government organizations should be open to change and innovation and be willing to apply innovations and to attract citizens to decision making processes. The 2012-2015 National Action Plan for the Promotion of Open Government states that the use of websites as a means of expanding public participation in the process of making decisions of public interest (accepting suggestions and opinions of citizens, organizing discussions) is important, and the Idea bank supports state organizations in fulfilling the obligations imposed on them by legislation.","In the next stage, the activity of Idea Bank will be further expanded. On the Idea Bank platform, activities will be carried out in 2 additional directions. Tenders will be announced through the Bank of Ideas in order to increase efficiency in the activities of state bodies and introduce new solutions. Registered online freelancers will be involved in the implementation of shared government projects on the platform. In the next direction, the ""Patent Azerbaijan"" project will be implemented for the formation of startup ideas. Startup competitions will be announced on the Idea Bank platform. Expert support will be provided in the direction of turning the selected ideas into a project and obtaining a patent. The purpose of expanding the activities of the Idea Bank platform is to attract individuals and startups to ensure the implementation of innovative projects that have won a patent in the public sector.","In order for an innovation to be designated as ""best"" it is expected that the effect of improving the quality of life of citizens will be visible and tangible, that it will result in effective cooperation between the public, private and civil sectors, and that it will be socially, economically and environmentally sustainable. Until today, more than 100 competitions have been announced through Idea Bank. Thousands of ideas and projects were collected from both employees and citizens in order to improve the activities and services of the organizations, and most of them were implemented. We think that with Idea Bank, we have brought together a large audience who wants to create innovation in the public sector. We propose to create such a platform for those who want to realize the goal of providing the best service and satisfaction service users, which is the biggest mission of every government institution that is open to innovation and change and wants to provide better service.",,"a:3:{i:0;s:5:""32832"";i:1;s:5:""32833"";i:2;s:5:""32834"";}","a:2:{i:0;s:5:""32835"";i:1;s:5:""32838"";}",,,
32829,HighEd,https://oecd-opsi.org/innovations/highed/,29/09/2022,"Tashkent Institute of Finance",Uzbekistan,central,"a:4:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}",HighEd,http://highed.uz,2022,"HighEd is a platform that enables young people who want to study abroad to make their plans for applying on the basis of safe and reliable information. Today, the number of young people from the Republic of Uzbekistan going to foreign countries to study is increasing. As young people go abroad, the number of consulting agencies that offer education orientation is increasing, but the services they offer can be inaccessible to many Uzbekistanis and some agencies operate illegitimately. Additionally, the platform provides the Ministry of Higher Education the exact statistics regarding the number of young people leaving Uzbekistan for education and in which universities they are studying.","Today, the number of young people from the Republic of Uzbekistan going to foreign countries to study is increasing. Young people in our country are taking advantage of this opportunity due to the fact that students studying abroad have more opportunities at the international level. As young people go abroad, the number of consulting agencies that offer education orientation is increasing. Since the income of the majority of the population in our country is in the middle income category, the cost of using consulting agencies causes some inconvenience. Also, not all consulting agencies operate legitimately and there are many cases of fraud.
HighEd is a modern education platform developed by the ""Digital Finance"" Incubation and Acceleration Center at the Tashkent Financial Institute. It allows all types of young people who want to study abroad to submit their documents to universities online and conveniently through our attached mentors. The platform provides steps not only for filling out documents, but also for winning large amounts of grants. The information about students that emerge as successful applicants is provided directly to the Ministry of Higher Education. Currently, the platform aims to cover all young people in Uzbekistan, and in the next stages it aims to enter the global markets of Central Asia, the Commonwealth of Central States and Asian countries. The platform takes into account the addition of news and additions every year, having studied the opinion of users.
The main users of the HighEd platform are young people. The platform has solved all types of admissions problems with the best interest of the applicants in mind. In addition, we have prevented red tape by providing an online database of students to the Ministry of Higher Education and the State Statistics Committee. After the platform finds its place in the global market, cooperation relations with foreign universities will be fully established. Through this, the information about the youth of our country will be further strengthened.","a:7:{i:0;s:3:""181"";i:1;s:3:""619"";i:2;s:3:""335"";i:3;s:3:""184"";i:4;s:3:""303"";i:5;s:3:""610"";i:6;s:3:""338"";}","There is no online and structured platform in the study abroad consulting services market in Uzbekistan. HighEd is a platform that unites young people who want to study abroad, shares information, and connects citizens with the government online. The innovativeness of the platform is that the applicant can apply for studies based on their total budget, network with international students through the system, and become a student by watching online video lessons from mentors. In addition, the platform constantly provides the government with the latest statistics on students, thereby also serving to protect the rights of citizens abroad.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","More than 500 young people were able to become students through the HighEd program. The HighEd online education platform is currently being developed by developers on its website and mobile version (for IOS and Android). Work on the software of the platform began on September 5, 2022, and now about 10 programmers, 2 project managers, marketers and financiers are working. The platform has been under development for 4 months and is expected to be available to users in early 2023. The HighEd project initially served its audience on social networks, and due to the expansion of subscribers, it was decided to take the project to the national level. As a result, it received an investment of about $70,000 from the Ministry of Innovation of the Republic of Uzbekistan and the Tashkent Financial Institute. Currently, social media users are being brainstormed to slowly use the platform. This significantly accelerates the process of entering the market. In addition, IT Park Uzbekistan has been closely supporting the platform and providing methodological and practical support for start","The HighEd educational platform is a program developed by the Tashkent Financial Institute. During the implementation of the project, the Ministry of Innovation, the Ministry of Higher Education and IT Park Uzbekistan have been providing financial support. The main partners of the project are the organizations listed above. The project will benefit both citizens and the government, and will have a positive impact on their interactions online.","The main users of the platform are applicants and young students. In the future, these students will bring their benefits to the society by becoming the staff that will make a great contribution to the development of our country. In addition, the Ministry of Higher Education can find out the number of students through statistical data.","The HighEd education platform has by this time been gaining followers on social networks at a noticeable rate. It also engaged in online counseling in social networks and helped more than 500 applicants to become students. As the demand for the HighEd project increased day by day, our team, i.e. the employees of the ""Digital Finance"" Incubation and Acceleration Center at the Tashkent Financial Institute, started technical work on the platform. The trust and enthusiasm of the followers on social networks motivated the team to develop a more accessible and structured platform. Currently, through the HighEd project, more than 500 young people are studying at the most prestigious international higher education institutions on a grant basis. And the HighEd team is currently conducting research on a well-structured and modern online platform, and a new methodology has been developed with the maximum benefit of young people in mind.","In order to expand the project, the lack of networking with young Uzbek students studying abroad caused us some inconvenience. But over time, due to our activity in social networks, the number of international students interested in the project increased and cooperation relations were established with them. Due to the financial weakness of the Digital Finance Incubation and Acceleration Center, it took longer to start the project, but it received an investment of about $70,000 in a competition held in cooperation with the Ministry of Innovation and the Ministry of Higher Education. As a result, the technical and marketing activities of the platform have been greatly accelerated.","Any type of investment project or start-up takes time in the first place. Innovative projects may not pay for themselves in 2 or 3 years, but in the long run, they can lead to large profits and positive changes. In most cases, innovative projects are faced with weak financial conditions for the marketing development strategy, and as a result, its success factors are weakened. Therefore, we would like government organizations and additional media agencies to focus on the marketing program of innovative projects, because without advertisements, the service can rarely succeed.","Projects similar to the HighEd project have not yet been implemented in the Republic of Uzbekistan.","When we started this project, we started to face a lot of difficulties. We knew that this project would require a lot of money and effort. However, it has become one of the team's dreams to make it come true. We believe that it is easier for a team to achieve a goal if it starts with a dream. Then a dream becomes a goal, and a goal becomes the first step to implementing the dream. Our advice to peers is to always work hard to fulfill their dream.",,"a:1:{i:0;s:5:""32865"";}",,https://youtu.be/g6RzudJ3tjM,,
32848,"Forecasting GDP with Explainable AI",https://oecd-opsi.org/innovations/forecasting-gdp/,30/09/2022,"The National Financial Management Authority (ESV)",Sweden,central,"a:1:{i:0;s:8:""economic"";}","Forecasting GDP with Explainable AI",https://datalabb.esv.se/bnp/,2021,"We have developed an innovative GDP forecasting application based on Explainable Machine Learning (XML). It allows users to generate accurate and explicable economic forecasts from data sets with multivariate time-series. The application displays novel prediction changes for temporally ordered variable values, which largely increases the ability to explain predictions. It also includes a hybrid machine learning (ML) model that seamlessly combines all algorithms which outperform Sweden's National Financial Management Authority (ESV) own pre-pandemic GDP forecasts.","The International Monetary Fund (IMF) recently published a study of Machine Learning (ML) for multivariate time series forecasting of the GDP for a number of countries. It found that ML models not only outperform traditional statistical techniques, but also IMF’s own World Economic Outlook forecasts. However, the model with the strongest predictive performance consisted of a so-called black-box model, with low explainable power. In the discussion of future work, the IMF study points out the need for methods that are able “to unbox and interpret machine learning models to provide explanation for their outputs, and help understand the differences in forecast performance across a wide-range of model and expert-based forecasts” (1).
The innovation project at the Swedish National Financial Management Authority (ESV) was set out to find a solution to these needs of Explainable AI (XML) as well as building grounds for integrating AI in the financial management of Swedish government. XML is a set of tools and frameworks to help humans understand and interpret predictions made by ML models. In collaboration with a highly distinguished ML scholar at the KTH Royal Institute of Technology, we developed a cutting edge web application for analyzing the impact that each data variable has on the prediction of the underlying black-box model (2). It both displays temporal variation of the variable impact and the aggregated effect over longer periods of time. Such analysis is pivotal for officials working with economic forecasting in the improvement of existing forecasting models.
Traditionally, macroeconomic forecasting is based on a number a theoretical assumptions. In a continuously changing world, this form of theory driven analysis has proven its weaknesses. As a complement, the data driven approach is based on rather few assumptions and instead lets the algorithms find the best fit between input data and economic output. The main challenge with the data driven approach is nevertheless low levels of explainability. This means that ML algorithms provide us with accurate predictions but without theoretical explanation. In the data driven approach there is therefore a need to constantly build and revise the explanatory accounts. Our application helps solving this issue.
The application provides any user – politicians, researchers, journalists and citizens – a tool to perform accurate forecasts that continuously learn from historical changes in variable impacts. After closer evaluation, the application could potentially be integrated into any ordinary economic forecasts performed by different bodies of government and used as basis of governmental policy-making. It gives evidence on how to use existing ML algorithms without jeopardizing the level of explainability of predictions. It also shows the benefits of adopting a strict data driven approach to economic forecasting. For citizens, companies, and NGO stakeholders the application is driving for more open government, exposing all included data and methods in forecasting.
This application was developed in our Data lab at ESV. The purpose of the Data lab is to create a national arena for data on financial management to further the development of a data driven performance culture in the government administration and advance decision support at various levels. To fulfil the purpose, we develop several applications to conduct queries, computer processing, analysis and visualization with the support of machine learning and other AI methods. The work is carried out together with need owners, AI researchers, IT consultants, and remunerated students.
References
(1) Jung, J.K., Patnam, M., Ter-Martirosyan, A.: An Algorithmic Crystal Ball: Forecasts-based on Machine Learning. International Monetary Fund (2018), p. 27.
(2) Boström, H., Höglund, P., Junker, S. O., Öberg, A. S., & Sparr, M. (2020). Explaining Multivariate Time Series Forecasts: An Application to Predicting the Swedish GDP. In XI-ML@ KI.","a:5:{i:0;s:3:""147"";i:1;s:3:""611"";i:2;s:3:""876"";i:3;s:3:""257"";i:4;s:3:""194"";}","It is a unique forecasting model based on Explainable AI (XML). As far as we know, there is currently no other example of XML forecasting models developed and used by governments. It has the possibility to set new standards for economic forecasting in the modern AI era. Our XML application helps finding a rational balance between a theory driven and a data driven approach. In addition to calculating the aggregated variable effect, measured with or without a time constraint, our application presents an approach to visualize variables’ effect on individual predictions, and showing variations over time. Anyone can use our application to forecast Swedish GDP. Currently, outcome data is available up to and including the third quarter of 2021, and forecasts can be made up to and including the third quarter of 2024.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The XML application is in a stable and testable format and we are gladly sharing the code to anyone interested in XML prediction modelling. The latest development of our innovation project is to let users configure and model the input features/variables, in order to test new ideas and develop more rigid prediction theories. In the short run, our aim is to spread the developed XML forecasting model to other macroeconomic projection areas such as inflation, wages, unemployment and international trade. In the mid-term, we expect to run a new project that includes other types of data, e.g. daily statistics from digital trading behavior or text data from economic reporting. Overall, we believe that XML algorithms will most probably fundamentally change the processes of making forecast and prediction within the coming decades.","The XML application was designed and programmed in collaboration with a highly distinguished ML scholar at the KTH Royal Institute of Technology. In the testing of the application, we have used a broad network of officials in government. In two separate workshops the applications were advanced to meet user needs.","Governments use forecasts to project the consequences of their policies for reaching specific targets and goals. Moreover, economic forecasting at both the national and international set the agenda for governments and function as rationales for new initiatives and policies. Government officials are the main target group and beneficiaries for our XML forecasting application. The target group can potentially use the application as a tool for developing more efficient policies.","Currently, the application is available for all users on ESV’s website and we use it in different settings to lab and test ideas to target groups.
In addition to this, the innovation Forecasting GDP with Explainable AI has generated three main results. Firstly, we confirm the core proposition of the referred IMF article (see above), i.e. that ML algorithms are likely to outperform humans in making economic forecasts on the short and mid-term. This ensures good conditions for the continuing of this service development. Secondly, our new forecasting model is in line with the OECD’s appeal for data driven innovation and that countries should “act to seize these benefits, by training more and better data scientists, reducing barriers to cross-border data flows, and encouraging investment in business processes to incorporate data analytics” (1). Thirdly, it encourages the furthering of Explainable ML (XML) and gives a concrete example of its benefits.
References
(1) OECD (2015), Data-Driven Innovation – Big Data for Growth and Well-Being, https://www.oecd.org/sti/data-driven-innovation-9789264229358-en.htm","The integration of ML in governments’ economic forecasting raises novel challenges for ensuring fairness, accountability, and transparency (FAT) in policy-making. This normally holds back any attempt of ML development despite a wide knowledge of the regular “errors” such as bias and noise in established human forecasting methods. Accountability, i.e. the need for someone to be held accountable if the XML forecasting goes wrong, is the main challenge we have encountered in our innovation project. As a response, we are presently working on different paths to establish a solid measurement of the application’s impact. Our intention is to collaborate with external researchers of economics and machine learning to develop numeric results of the innovation.","The innovation is a result of a fruitful collaboration between government officials and academic researchers in the ESV Data lab. The partners have been involved in running one or more related sub-projects with feedback loops. The work is characterized as iterative and exploratory. On several occasions, we have participated in both public seminars and workshops with external experts and government representatives. Results have been shared through primarily open workshops regarding several of the applications and two public knowledge meetings.","Within the organization we have taken first steps to integrate the innovation in ordinary forecasting procedures. A decision has been made to launch the hybrid XML model on our agency’s new interactive website, which continuously is launched during 2023. Up to this point in time we have shared the developed XML code with two other external developers. However, there are still no replications to address similar problems.","The government organization of making economic forecasting is a highly institutionalized field. Few steps have been taken to adopt to Big Data and data driven analysis. In contrary, most conducted economic predictions still use small amounts of data with quarterly based annual frequency. It is important to work across boundaries with academic researchers, companies, and civil society interest for furthering the integration of AI in government processes. The main lesson we would like to share to other government officials is this: Have the courage to work iteratively across organizational borders to develop testable applications and to promote the digital transformation.",,,,,,
32850,Explore.Porto,https://oecd-opsi.org/innovations/explore-porto/,30/09/2022,"Associação Porto Digital",Portugal,local,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:10:""recreation"";i:3;s:9:""transport"";}",Explore.Porto,https://explore.porto.pt/lp/en/,2019,"Explore.Porto challenges citizens and visitors to discover and explore the city. The service is provided through a digital platform, anchored in beacons placed in strategic points in Porto. Anyone equipped with a smartphone can instantly obtain information about where they are and their surroundings, as well as the best way to get around. This user-centered innovation has proven its impact on the adoption of local services by both citizens and visitors.","Explore.Porto was created by the Municipality of Porto and developed by Porto Digital (Associação Porto Digital). It aims to challenge citizens and visitors to explore and discover the city, giving them access to real-time information about transport and points of interest.
It reaches users through a responsive web application which is available for both desktop and mobile. The innovation has two main beneficiaries:
- The end-user, citizens and visitors who access the web app and explore the city by selecting routes or points of interest. Users can also get more information through the “learn more” button.
- Partners, who register on the platform as new administrators and add points of interest or mobility data by entering and validating the information that will be accessed by the end-user.
Taking advantage of real-time data and anchored in more than 1,000 beacons placed in strategic locations around the city – points of interest such as museums, monuments, panoramic views, info points, and bus stops - this service promotes the discovery of the city in an integrated way. Anyone equipped with a smartphone can instantly obtain information about the points of interest nearby, as well as define the best path and means of mobility to reach a given location, contributing to an adequate planning of the visit and/or discovery of the city.
Digital resources are used to integrate different types of dispersed information and provide it in real time, in an accessible and intuitive way, centered on the user's needs and interests. This way, citizens and visitors can obtain, in one platform, information provided by various services of the Municipality and by relevant private entities operating in the Tourism sector. These entities include Turismo do Porto e Norte or private taxi companies and soft transport operators, such as electric scooters.
Explore.Porto was developed with the following strategic objectives:
- Provide useful and reliable information on mobility and points of interest in the city of Porto.
- Implement the transition from planned information (GTFS) to real-time information (GTFSRT).
- Contribute to the creation of an open system for exploring the city and making data available in a collaborative way between the entities in the ecosystem.
- Contribute to Sustainable Development Goal (SDG) 11: Sustainable Cities and Communities.
- The service was also made available free of charge. This factor is aligned with the city's innovation policies, joining the initiatives to provide free internet and Porto Digital's digital network infrastructure, which promote data integration solutions in Porto. It also reinforces the municipality's strategy regarding open data platforms.
Explore.Porto follows an integrated development and open-source base. To make the innovation viable, several digital means were used for operationalization and communication, including support platforms, the installation of beacons with QR codes and/or NFC tags, the integration of databases and the development of hardware and software. The integration of data from various departments and entities takes place through digital processes and the provision of a web page on which partners can enter/update data. This allows centralized and constantly updated access to tourism and mobility information, which creates conditions for integration and greater effectiveness and efficiency.
In order to ensure that the innovation developed responds adequately to the needs and interests of users, Explore.Porto was developed by applying co-creation methodologies with its users and stakeholders. The collaborative creation of the solution allowed a better response to the challenges, as well as the integration of Design Thinking methodologies, from conception to implementation. The communication channels used to reach the user are both physical and digital. Combining digital media with physical presence facilitates access to the service and, therefore, to the desired information. The beacons themselves function as communication elements, as they attract the attention of those who are at points of interest and at bus stops. Allied to this communication are, spread throughout the city, brochures and stickers that explain the operation of the platform and which are accessible through the innovation itself, using the associated QR code, as well as a dedicated website.
The innovation has also started to serve a new purpose. In September of 2022, the datasets containing the data present in the platform were used in a hackathon by more than 100 data scientists and software developers from over 30 companies in Porto, to answer the challenge “The Current Impact of Tourism in the City of Porto”. The data competition provided feedback on the quality of the datasets used as well as valuable insights on the gaps between offer and demand in public services, which can later be used by decision makers to pursue well informed and transparent public policies.","a:5:{i:0;s:3:""876"";i:1;s:3:""221"";i:2;s:3:""611"";i:3;s:3:""618"";i:4;s:3:""181"";}","By bringing together public and private partners providing services of public interest, Explore.Porto disrupts the service design process. Usually, the teams responsible for designing services tend to work in silos and, therefore, to arrive at compartimentalised solutions. This innovation was developed following a user-centered approach, which has a considerable impact on the adoption of local services. It must also be highlighted, as a differentiation factor, the collaboration with European cities, namely Helsinki, Antwerp and Tallinn. These partnerships are part of the European strategy to value open data models, ensuring the future sustainability of the platform. This allows for the development of new components by start-ups, that will create added value on top of the developed platform. As promoted by the network of Open and Agile Smart Cities, the collaborative development of digital services increases the potential for scalability and solution adaptability.","a:1:{i:0;s:9:""diffusing"";}","The innovation is currently in the “diffusing lessons” stage, having been identified as a reference for other Municipality services. Its applicability will be potentiated with the integration with other online platforms such as Shop in Porto, which promotes local businesses in the city of Porto. This way, data related to mobility, and points of interest present in the platform can be combined with other relevant information to provide citizens and tourists with a more complete experience and guide them towards making conscious decisions regarding environmental sustainability. Moreover, Explore.Porto has already fueled other open innovation initiatives in the city of Porto such as the data competition Hackacity, which uses datasets containing the data present in the platform to answer a specific challenge. This promotes direct feedback on the data provided by partners, allowing them to incorporate important insights on their own data projects.","Explore.Porto is the result of a collaboration between several departments of the Municipality, Porto Digital, STCP, Metro do Porto, Associação de Turismo do Porto e Norte and private entities, such as taxi and other transport operators. These partnerships proved to be essential for the development of an integrated service focused on the needs of its users. The partnership with the city of Helsinki is also noteworthy, from which resulted a first version of the platform.","Porto Digital worked with co-creation tools, involving the citizens and technicians of the Municipality in the design of the solution that best responded to the challenge. In order to ensure that the innovation developed responds adequately to the needs and interests of its users, Explore.Porto was developed by applying service design methodologies. Co-creation empowers citizens and promotes their engagement in the process, allowing for the creation of better solutions.
Explore.Porto reaches users through a responsive web application which is available for both desktop and mobile. The innovation has two main beneficiaries:
- The end-user, citizens and visitors who access the web app and explore the city by selecting routes or points of interest. Users can also get more information through the “learn more” button.
- Partners, who register on the platform as new administrators and add points of interest or mobility data by entering and validating the information that will be accessed by the end-user.
","Explore.Porto has been generating positive effects in two main areas: tourism development and environmental sustainability. Regarding the former, the innovation can offer remarkable added value, whether the tourist has a pre-defined plan or prefers a more organic discovery of the city. In what concerns the latter, the centralization of information about soft mobility, public transport and taxis, in one platform, contributes positively to their promotion. This encourages citizens and visitors to choose means of transport with lower pollution rates as alternatives to the car. At the same time, the routes proposed by Explore.Porto favor optimization and reduction of unnecessary environmental emissions.
In 2022, the results reveal a strong usage rate, more than 120,000 users with a return rate of more than 30%. Especially considering it started in a completely organic way and was only in June 2021 that the mobile app was made available to the public.","Explore.Porto and the Official Repository of Points of Interest (ROPI) are part of the current digital innovation strategy of the Municipality of Porto, which focuses on the integrated development of open-source models. ROPI aims to centralize information about points of interest and events in the city and make it accessible on an open basis. This is allowed through databases that feed other products such as Explore.Porto, maintaining an open data interface for public consultation.
The main challenge of the development of this application was the integration of data from various departments and entities. Missing schemas, low granularity, parsing errors, incomplete data and poor data dictionaries were amongst the difficulties of the normalization of datasets, which varied according to the data sources. This was overcome through the creation of an integration, conversion and interoperability API, which allowed for data from different sources to be integrated into Explore.Porto.","The digital dimension assumes a central role in the development of the innovation. Digital public services that are provided by local authorities should be easily findable and accessible. That is the reason Explore.Porto was developed in a digital environment, encouraging people to use digital services. To do this, training of Porto Digital developers was required to take advantage of the supporting platforms Digitransit, PELIAS and Open Street maps, in which Explore.Porto was based. Moreover, to ensure the contribution of all partners, training sessions were held for page users to learn about the process of introducing new data into the platform. The non-digital support infrastructure is only used to reinforce communication, with automatic and quick identification of the physical point where the visitor is and the innovation strategy that seeks to combine the two realities.","There is a considerable interest from other European cities in adopting and adapting this platform to other urban environments. Explore.Porto is being developed in an open way for Explore.City, a platform that can be made available to other cities to adapt to their needs. Also noteworthy is the work that has been done in the context of the European network for smart cities (OASC), as well as in the European Commission’s “100 Intelligent Cities Challenge” initiative, which aims to support more than 100 European cities in the digital transition processes, and in which Porto is one of the 10 mentor cities, with the Explore.Porto project being one of the anchor projects in the work that the city is developing.","The lessons learned from the pandemic will impact the future development of the innovation. There is a motivation to integrate information from measurement systems for the occupation of public spaces and more detailed information on points of interest. Respecting the General Data Protection Regulation will allow citizens/visitors to make more conscious decisions. The impacts generated by greater confidence in information are an unquestionable benefit to strengthen the tourism sector in any city.
Business Intelligence is a key factor, as the innovation collects data and promotes efficiency in the provision of services with information in real time regarding:
- Itinerary suggestions
- Alerts on temporary changes in the operation of public transportation
- Identification of points of interest
- Selection of favorite routes or points of interest
- Exploration of points of interest with access to description, history, address and opening hours
- Categorization of points of interest
",,,"a:2:{i:0;s:5:""32866"";i:1;s:5:""32867"";}",,,
32864,"Movement Health 2030 - Uruguay (MS 2030 - UY)",https://oecd-opsi.org/innovations/movement-health-2030-uruguay/,29/09/2022,"Agencia Nacional de Investigación e Innovación ",Uruguay,central,"a:6:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:6:""health"";i:3;s:11:""information"";i:4;s:12:""public_admin"";i:5;s:7:""science"";}","Movement Health 2030 - Uruguay (MS 2030 - UY)",https://anii.org.uy/apoyos/emprendimientos/298/movimiento-salud-2030-desafio-de-innovacion-abierta/,2022,"ANII, in collaboration with the private sector and the support of Uruguay's Ministry of Health, is piloting a novel Open Innovation Initiative (MH2030). Ageing populations and rising numbers of people with multiple chronic diseases are placing an increasing burden on health systems. There is a need for improving healthcare by fostering an innovative environment. Through this new co-creative approach, local entrepreneurs work collaboratively with partnering healthcare institutions to tailor and implement digital health solutions. This not only promotes growth of the local health-tech ecosystem but also increases the capacity of healthcare institutions to innovate and solve healthcare problems.","Even though the conservative structures associated with healthcare have proven challenging for innovative stakeholders. There is an opportunity in finding new ways to seize the entrepreneurial ecosystem for creative ideas and to engage more actively potential users. In this context, ANII and its partners are piloting a novel Open Innovation Initiative. This programme is called after, and operates within, the global co-creation platform Movement Health 2030 (MH2030), built in partnership by Copenhagen Institute for Future Studies (CIFS) and Roche. MH2030's Open Innovation Initiative in Uruguay challenges the traditional method of incubating and accelerating start-ups by involving relevant stakeholders with potential users (e.g. hospital directors, physicians, IT heads, etc.), from problem definition and conceptualization to the development/prototyping and implementation of pilot solutions.
The objectives of this initiative are three-fold:
- Promote entrepreneurial growth in the health-tech sector
- Foster the development of a creative and innovative culture within healthcare organisations
- Showcase the value of innovation (i.e. optimisation of processes and resources and improvement of health outcomes)
The implementation of this Initiative in Uruguay is a 2-year multistep process designed to achieve the following goals:
- Strategic Alliances & Funding: establish a public/private coalition that runs and finances the program, with institutional support from relevant governmental institutions.
- Healthcare Partners: engage selected public and private healthcare institutions to participate in the program and secure their commitment to allocate human resources to work with innovation partners in the solutions' development and implementation.
- Challenge Definition and Open Innovation Call: gather insights from local healthcare experts (government, healthcare institutions, and patient advocacy groups) to define high-level challenges to be solved through an open innovation call.
- Innovation Partners: select pool of start-ups from applications to the Open Innovation Call to participate.
- Co-creation: collaborative work between selected healthcare and innovation partners to further refine the challenge to be addressed (considering institutional contexts); evolve and integrate innovative solutions incorporating constant users feedback.
- Acceleration & Piloting: test minimum viable products within partnering healthcare institutions, validate business models of innovations, implement pilots and measure impact of solutions.
- Scalability: export solutions to other local healthcare institutions and capitalise the global network platform of MH2030 to extrapolate solutions to foreignmarkets.
ANII coordinates this initiative, providing the framework to enable collaborative work (based on agile methodologies), coaching/training sessions in relevant topics (e.g. principles in change management) and networking opportunities for healthcare and innovative partners. The first version of the initiative is currently running, in an advanced stage of implementation: 3 major healthcare institutions are working collaboratively with 7 innovation partners (selected from over 20 applications) in the final stages of the co-creation phase. This is co-funded by ANII and the private sector (i.e. Roche) with the MoH´s support. This first pilot program has been successful in creating a cross-sectoral collaboration platform that bridges the gap between potential users and innovative actors in the health sector, enabling a creative and collaborative culture within the healthcare ecosystem. Future versions of this program, local scalability via support from MoH and international scalability through the global MH2030 network will allow the sustainability of these efforts and the expansion of its impact.","a:8:{i:0;s:3:""190"";i:1;s:3:""876"";i:2;s:3:""217"";i:3;s:3:""623"";i:4;s:3:""302"";i:5;s:3:""619"";i:6;s:3:""620"";i:7;s:3:""354"";}","MH2030 is a local innovation in entrepreneurship programs:
- Because of its customer-centric approach to innovation potential healthcare users are integrally involved in the innovation process. This not only helps entrepreneurs design/tailor their ideas based on real-life needs and secure a platform for piloting the resultant products, but also shapes healthcare institution processes to allow innovation adoption and manage change.
- Cooperation is a core principle. Entrepreneurs are encouraged to collaborate and identify ways of coupling their products to provide holistic solutions to health institutions’ needs.
- It originates from multi-sectoral partnerships. It’s the most diverse stakeholder entrepreneurship program run by ANII. Partnerships include governmental agencies, ministries, the private sector, healthcare institutions, entrepreneurs and expert consultants.
- By being part of MH2030 Global Community, this initiative benefits from knowledge-exchange of international partners.
","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","After a successful launch and partner recruitment, this Initiative is finalising the co-creation phase in the implementation process. Healthcare and Innovation Partners have already done onboarding, exploration and problem definition. As a result, working teams are now addressing two pressing healthcare problems (operation room management and diabetic patient control). Currently the teams are completing the design stage where innovators are tailoring their ideas/products through continuous exchange with healthcare institutions and finding synergies between each other to generate more holistic solutions to the challenges. At the same time, healthcare partners are incorporating relevant stakeholders from their institutions to the working teams (e.g. medical specialists, IT managers). This is resulting in an increased adoption of agile methodologies, cross-sectoral collaborations and innovation management practices within the healthcare sector.","The partners involved are key for its innovative value: governmental (ANII, MoH), private (Roche), healthcare (public and private hospitals) and healthtech (entrepreneurs and young companies). Also, it benefits from the global MH2030 platform. Design is provided by MH2030, ANII, and Roche. Stakeholder engagement by ANII, Roche. Management and financing is given by ANII and Roche. Communications are managed by ANII, MoH, Roche and MH2030. And the subject matter know-how is provided by healthcare institutions, key opinion leaders and health-tech experts.","Given the highly multi-sectoral nature of the Initiative, several parties are benefiting from this innovation:
- Innovation Partners and Entrepreneurs: direct contact with potential users of their solutions during the whole innovation process, access to resources to develop and pilot their solutions, partner with other innovators to enhance their products through collaboration (e.g. multi-solution packages).
- Healthcare Partners: benefit from the implementation of personalised solutions based on their specific problems and barriers.
- Relevant Governmental Entities: (e.g. MoH) novel platform to test and measure innovative pilots that address pressing needs in healthcare management with potential scalability. Government also benefits from the integration of a growing health entrepreneurship sector and a healthcare system more adept to incorporate innovation.
- Healthcare Users: ultimately the implementation of solutions will result in better healthcare delivery for users.
- Private Sector: platform for investing in innovative processes in healthcare with a fast and direct impact in the ecosystem.
","Actual results and impacts:
- USD 120k secured in funding (MoD signed by ANII and partners)
- 3 healthcare institutions participating in the end-to-end process (Collaboration agreement signed)
- Over 15 experts (physicians, managers, IT) actively involved (registered in roster)
- 7 entrepreneurs in health working collaboratively, signed ToR (out of over 20 applications)
- Over 6h of collaborative work in a 15-week period (weekly activity report)
- 2 masterclass training sessions involving 50 participants
- Monday Project Manager Software and Miro used as follow-up and collaboration tools.
Future expected results and impacts:
- 2 pilots solutions implemented and scaled
- 5 monthly mentions in media
- Measure impact of specific solutions to:
- Reduce patients' hospitalisation and surgery wait line times
- Improve patients' participation and follow-up in diabetes treatments
- Empower patients to monitor their treatments
- Foster patient journey automation
- Ensure program continuity and broaden its partnerships
","The Uruguayan healthcare system is top ranked in LATAM but still faces the challenge to level all institutions in incorporating innovative tools to leverage the whole ecosystem. In this scenario, a big challenge consists in bridging the gap between the different stakeholders and working collaboratively while implementing similar pilots. Thus, it is important not to rush the innovation processes and allow enough time for onboarding, network building and question asking. This time invested ensures that further stages advance quicker (and much more efficiently). Another key challenge has been the integration of the diverse maturity stages solutions . The management team works daily on overcoming blockages and motivating participants, giving them appropriate tools for each phase of the process, noticing positive feedback as well as milestones achieved.","The Open Innovation Program is boosted by ANII´s human resources team and infrastructure. This first edition secured its funding with private partners and the Ministry of Health has been a key player to ensure the participation of relevant healthcare institutions. The potential pilot projects were selected taking into consideration the following conditions of success:
PROBLEM + SOLUTION
There is a concrete problem identified and the solution solves the challenge. For this item it is essential that the entrepreneurs understand the problem deeply.
FOCUSED ON PEOPLE
The solution is designed from empathy, always thinking about the community's development.
SYSTEMIC
The solution creates new and better healthcare systems in place of incremental optimizations of the existing ones.
INNOVATIVE
The solution solves the challenge in a novel or creative way. There are currently no similar solutions on the market.
SCALABLE
The solution has the potential to scale in Latin America.","This Program has the potential to be replicated in four different levels:
- Within ANII: the management team is already incorporating several tools and knowledge that will be incorporated in future challenges. ANII works everyday to improve the social and economic situation of Uruguay by promoting investigation and innovation.
- Within the actual allied institutions: the solutions implemented can be replicated to other diseases.
- Locally: demonstration effect of the firsts pilots implemented and MoH sponsorship of the program fosters a positive environment for more local institutions to adopt the solutions developed.
- Internationally: The solutions may use the MS2030 global network to ensure their scalability beyond borders. Developing more sustainable healthcare systems is a priority in the world's agenda, so the innovation challenge can become a key path to achieve some of them around the world.
","Integrating complex organisations, such as hospitals and healthtech entrepreneurs with different approaches to innovating processes and helping them to work collaboratively has been challenging but successful so far. Main lessons learned in this process are:
- Engaging multiple stakeholders is challenging but the impact that can be achieved is much greater
- Finding balance between flexibility - to accompany the different stages of maturity of the participants - and keeping the deadline within the expected time framework
- Goals are reachable by different pathways and every stage of the process has specific requirements. Taking this into account, it's crucial that the management team is actively paying attention to all the stakeholders to make sure that everyone is feeling confident enough to propose ideas based on their needs and personal points of view
- Importance of connecting with vision, understanding rules of the game, different ways of working and organisational cultures
",,"a:5:{i:0;s:5:""32934"";i:1;s:5:""32931"";i:2;s:5:""32932"";i:3;s:5:""32933"";i:4;s:5:""32935"";}","a:2:{i:0;s:5:""32916"";i:1;s:5:""32929"";}",https://www.youtube.com/watch?v=u7nHK1-vJaE,https://www.youtube.com/watch?v=iC1LhrOhqSk,https://www.youtube.com/watch?v=6zuh8NfdpV0
32868,"Porto Citizen Card",https://oecd-opsi.org/innovations/porto-citizen-card/,30/09/2022,"Associação Porto Digital",Portugal,local,"a:1:{i:0;s:11:""information"";}","Porto Citizen Card",https://cartao.porto.pt,2021,"The Porto Citizen Card is designed to identify residents, but above all to offer them privileged use of their city, advantages and benefits in accessing experiences and services of the Municipality. With 46,126 active users, the innovation combines a physical card with a digital platform that integrates a website, a cardholder database, and resources to support current and new services. By concentrating several municipal service access and resources in one card, Porto residents are more aware of the benefits they have from their city and can take more advantage of them.","One of the innovation principles of the Porto Citizen Card, which guided the work developed by the Direção Municipal dos Serviços ao Munícipe and by Porto Digital, is to change the relationship between the Municipality and its citizens. Providing a better public service means communicating better and with greater proximity, reducing bureaucracy in contacts and anticipating responses to the needs and expectations of citizens. In designing the Card, residents were involved from the very beginning in identifying the card's features. They were invited to participate, through a focus group, in defining the essential areas to be included in a city card. Culture, Education and Entertainment, Mobility and Transport, Sports and Welfare were highlighted. In this process of co-creation between Municipality and citizens, significant problems and improvements that the design of the solution should consider were listed.
The Porto Citizen Card is a card which is only available to individuals with tax domicile in the city of Porto and students who have proven to study and reside in the city. It is valid for the period of 5 years. The application for membership of the card is carried out by completing and sending a digital form available on the innovation website, which is later validated by the Porto City Council team. If needed, to obtain it citizens can also benefit from the help of specialized staff at one of the following locations: Municipality's Office, Municipal Public Library of Porto, Library Almeida Garrett, Municipal Swimming Pool of the Constitution, Municipal Swimming Pool of Cartes or Municipal Theater of Porto - Rivoli.
With this innovation, residents can now access 3 important municipal services with a single physical card instead of 3 different cards:
- the Municipal Libraries reader card
- the ""Amigo"" card from Teatro Municipal do Porto
- the Municipal Swimming Pools user card
At the same time, Card holders enjoy classes, products and services available under advantageous conditions. Access to all municipal museums (Museu da Cidade) is also completely free. Thus, this card allows residents to have preferential treatment in comparison to non-residents or tourists.
Another fundamental service that this card added was free use of public transportation by young people between 13 and 18 years old. It consists of an annual subscription (school year) valid for 3 zones chosen by the cardholder (Andante 3Z Porto). The cost is paid in full by the Municipality. This initiative existed since 2019, but the automatic integration into the Porto Card gave it visibility and made this benefit known to more young people, who signed up for the Card to have free access to public mobility in the city. The budget relief for these young people's families (10.600 holders) is significant. Most recently, this feature was expanded for students under 23 years old, who still pay for the monthly fee to have access to public transportation all around the city without having to use 2 different cards. This expansion includes 1000 young holders who continue to travel with their Porto card.
Another important service, available to all users, consists of receiving relevant alerts in real time, free of charge. Through SMS messages, users can learn about information that interests them in a simple and fast format. This information can include alerts about restrictions, cuts and changes in traffic or parking close to their address, scheduled interruptions in the water supply that affect their home, and information from the municipal civil protection service, such as weather warnings. The scope of the available alerts may be extended with the evolution of the Card, always with the prior adhesion of the Cardholder.
Since the innovation launch on April 5, 2021, some initiatives have been included in the card to provide support to people, also helping to reduce some effects of the pandemic. Health Taxi Service +65, which since March 1, 2022, allows cardholders aged 65 and over to travel by taxi to health establishments and Covid-19 vaccination posts in Porto, paying only €2, up to 12 trips per calendar year. The Municipality counts on the collaboration of the Parish Councils, of Institutions responsible for Day Centers and of the Domus Social (municipal housing company), which support this population in joining through the website to the card. In October and November 2022, campaigns to publicize and issue the card for this population will also take place at the Health Centers and Vaccination Centres. Currently, there are 7.477 senior members and 2.702 taxi trips have already taken place under this service. Also, Porto Vouchers is a commerce support campaign, through which cardholders received €15 to be discounted in local and traditional shops. This initiative took place between February 14 and April 10, 2022, but new editions may happen.","a:6:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""615"";i:3;s:3:""612"";i:4;s:3:""618"";i:5;s:3:""373"";}","The innovation responded to a specific challenge from an internal department of the Municipality. Porto Digital Association worked with co-creation tools, involving citizens and technicians of the Municipality in the design of the solution that best responded to it. Citizens, businesses, and other users were interviewed and involved in the creation of this innovation, promoting their engagement. Letters signed by the Mayor were sent, inviting citizens to participate in co-creation sessions. There were 6 sessions with 51 participants held, who had the opportunity to carry out needs assessment, survey services/data to be associated with the card, generate ideas, and make low-fidelity prototypes. In the last session, the service was evaluated, allowing for suggestions to be made and for the chance to dream about what the future of this service could be. It is relevant to note that innovation tools and design thinking principles have been part of the project since its inception.
","a:1:{i:0;s:9:""diffusing"";}","Citizens can still participate in the iterative process of improving the innovation, by making suggestions for services or advantages that, upon analysis, may be included. Contributions can be sent using the contact form on the website. A digital version of the card is being developed. It already reached the testing phase and is to be launched soon. This new version features a personal area so that users can have their cards, as well as their digital vouchers available electronically. Users will also have the possibility to manage associated services and notifications of interest about the city. In the last co-creation session, the ideas suggested by citizens where evaluated and a timely roadmap was designed to understand their priority in terms of implementation.","As previously mentioned, Porto Digital, responsible for the development of the innovation, involved citizens and technicians of the Municipality in the design of the solution. Both stakeholders brought valuable insights into the usability and viability of the product. Moreover, municipal services such as the public libraries, swimming pools or theaters represented relevant partners to increase the usability of the innovation.a","The innovation had an impact mainly on the resident population (in particular, young people and seniors), as well as public transport and municipal services, such as libraries, swimming pools, museums and municipal theaters. Overall, the city of Porto has become more united, through a single physical card, improving the lives of its citizens. Services linked to culture and city life offer partnerships with the Porto card. Only those offering services in the public interest are accepted.","The Porto Citizen Card guarantees the promotion and integration of municipal services, allowing for a quick and effective interaction, appealing to new audiences, and thus developing a greater spirit of citizenship. The card has become an identity symbol for Porto citizens and counts with 46.126 active users, from which 15.565 users are under 18 years old. The average number of daily registrations is 106. The main impact directly observed from the innovation was process simplification, which led to an increase in accessibility to services and infrastructures from the Municipality. Consequently, a sense of community and proximity begun to be felt among citizens, as identified in several co-creation sessions and through spontaneous contacts. In the future, other features will be included in the card, extending partnerships to other stakeholders in the ecosystem.","The main challenge was the integration of the card with the existing platforms in the different services where it can be used. Due to the closed applications from third parties, the integration process is very difficult. The communication with subway and taxi operators has been achieved through calls via http endpoints (web service), which allows for both systems to communicate openly, and to perform automatic exchange of information. On the contrary, in the libraries, pools and theaters, the information must be manually inserted into their platforms. Nevertheless, the card can still be used to access all these services through a QRCode which is recognized by the systems in place and compatible with the Calypso system used in the subway platform.","First, it is necessary to start with two key characteristics: empathy and an open mind. The team responsible for this innovation should be open to the experimentation process, to listen and to understand others, to pivot, to get some feedback and work on it to improve, and finally be able to deliver something valuable for the users. Moreover, to develop an innovation whose success depends directly on citizen engagement, it is essential to count with people willing to share feedback and participate actively in co-creation sessions. At the same time, a Municipality willing to keep a close relationship with its citizens and to promote the access to public infrastructures and services which increase their quality of life, can be decisive. Lastly, funding, and other financial resources are crucial to keep growing the network of partners engaged in the initiative and to develop more activities, events and actions.","There has not been a complete replication of the innovation. However, there are technicians from the Municipality which have access to the back-office of the innovation and who have stated their interest in applying certain processes when developing new digital services. For example, in another project of the Municipality, there is an excel document which will be substituted after the process of automation and digitalization is complete. However, there is always the need to have a technician at the service desk to help citizens, who has already requested for an identical back-office to the Porto Citizen Card to replace the hundreds of excel documents.","It was crucial to listen to a diverse group of users before starting the design of the innovation, by using methodologies that check and understand the capacities and needs, thus improving usability. To facilitate the co-creation sessions, Porto Digital used its Innovation ToolBox, applying different innovation tools to explore the themes of these sessions. Moreover, during the first co-creation sessions, several strategic priorities were identified which were reassessed and validated one year after, in the following sessions. This shows the importance of constant pivoting, always including citizens and adjusting accordingly.","With the start of Russia's invasion and war on Ukraine, the team responsible for innovation took the initiative to exceptionally extend the allocation of the Porto card to the displaced people of Ukraine who chose the city of Porto as their “safe place”. In addition to the other advantages of the card, these holders get mobility support: free use of public transport for 6 months (amount borne by the Municipality). Currently, 626 people benefiting from it.",,"a:6:{i:0;s:5:""32870"";i:1;s:5:""32871"";i:2;s:5:""33724"";i:3;s:5:""33726"";i:4;s:5:""33727"";i:5;s:5:""33728"";}",https://youtu.be/ioloTihq3SY,https://www.youtube.com/watch?v=eOut3S_2cmk,https://www.youtube.com/watch?v=hiL1BmIounE
32875,"Reversing Youth Mental Health Outcomes",https://oecd-opsi.org/innovations/reversing-youth-mental-health-outcomes/,30/09/2022,"Mind the Class","United States",local,"a:1:{i:0;s:6:""health"";}","Reversing Youth Mental Health Outcomes",http://www.mindtheclass.org,2021,"Mind the Class, a mental health prevention organization, is partnering with school systems to reduce the risks and reverse the rates of mental and behavioral health disorders by creating a community ecosystem. This full year project collaboratively designs a preventive implementation plan using proven wellbeing research and data-driven solutions in collaboration with our University of Warsaw partners and through local public and private partners support sustainable development.","Mind the Class has developed a new public health discipline to prevent risks and reverse outcomes of mental and behavioral disorders, leveraging a community ecosystem with proven preventive research. Our evidence-based framework defines wellbeing factors that promote good coping, stress reduction and resiliency among youth and their communities. The framework was put into practice as a strategic and operational consultative model to support school systems build a community system of support.
Psychological approaches to mental health have long used a medical model of assessment, diagnosis and treatment. Treatment approaches focus on reducing symptoms and behaviors outside the context of their environment. This approach is limited in that it cannot reduce the rates of mental illness nor prevent future mental health problems in those previously treated. There's an 11 year gap between the onset of symptoms and reactive mental and behavioral health interventions leading to a drastic rise in suicides, high school and medical costs, professional burnout, and a serious shortage in trained professionals. 1 in 5 children will become mentally ill adults leading to an increase in chronic problems by the time people are served, requiring more complex, longer term care and limited solutions. This validates the need for a systemic public health model for prevention to close the gap, as mental illness is a universal risk.
""In itself mental health is a prerequisite for physical health, and is strongly interlinked with other development factors such as poverty, work and economic growth or peace and justice. Mental health plays a key role in efforts to achieve social inclusion and equity, universal health coverage, access to justice and human rights, and sustainable economic development (World Health Organization, 2011)."" (source)
We envision a world that focuses on prevention by creating a supportive environment around children early to foster emotional wellbeing and mitigate risks of mental illness. By working to equip school systems, communities and families before youth experience a triggering life event, we can improve their overall mental and physical health. In close examination of the research through a thematic analysis, we found the areas of wellbeing that support good mental and physical health were related to 5 areas, which we have labeled as the 5-Elements. We further broke down the elements into 60 key factors including 30 internal and 30 external variables. By categorizing the supportive practices, we now have a way to focus forward when we experience a barrier, rather than using past problems and fears to predict and avoid future problems and fears. This gives us a clear path to aim for which places us on a path around the barriers, thereby eliminating the barriers to achievement. This is the basis of our model.
We have designed an evidence-based public health capacity building approach to preventive mental health best-practices at the system-level that guides a cohort of social service teams from assessment to implementation. We provide strategic and operational consultation, professional development and community partnership development for 30 weeks. We measure wellbeing needs defined from our evidence-based framework, population factors, and risk factors through public health data to discover evidence-informed preventive solutions. We provide training to a trainer who coordinates a task force (including youth, school leaders, key community members, parents, and educators) for planning and scaffolding implementation. We create local public and private partnerships, secure resources and connect technology partners to fill need gaps and build capacity in teams for self-sustaining programs. This provides teams with a preventive implementation plan and a replicable model with a supportive ecosystem within their communities.
As this program is implemented in more school communities, we are building an artificial intelligence software solution that will be predictive of the most effective preventive strategies that match their unique population, risks and wellbeing needs to advance public mental health prevention globally and exponentially scale our impact. Furthermore this data allows researchers, public sector institutions and other innovative groups to benefit from the advances to unify our collective missions toward the reduction of mental and behavioral health risks and reversal of critical outcomes. System-wide prevention creates a supportive environment, reduces risk of mental health problems, reduce counseling referrals and behavioral incidents, is more cost effective, and creates a calmer more supportive culture and climate. When we architect proactively to improve wellbeing, people feel better equipped to manage uncertainty and change through capacity building, empowerment and connection, improving achievement and retention.","a:6:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""210"";i:5;s:3:""609"";}","The Mind the Class Program is Innovative as it:
- Proactively addresses the core mental health needs of youth that are known to reduce risk factors for developing disease and disorders, rather than slower, costly, reactive solutions.
- Systemically builds capacity in school communities for sustainable preventive solutions to a global problem allowing for a wider impact more quickly, rather than addressing each individual situationally.
- Integrates cross-disciplinary approaches and resources to increase awareness, access, equity and address the complexity of wellbeing and shared burden of responsibility, rather than siloed innovation and implementation.
","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Mind the Class with University support and our local public sector partners are rounding out our first Pilot with 12 schools to reduce risks and have tested the framework in the clinical setting, established partnerships for data sharing and solution partnerships. We are entering into Phase 2 in which we will be working with 36 schools and 3-6 communities within those service areas. We are currently seeking funding to develop our software solution that will advance our data-driven solutions through artificial intelligence software.","Mind the Class partners with the University of Warsaw to support research, evaluation, and data analysis. Our local public health partners, like victim services, police departments and mental health social services provide risk factor data and representatives who will have a role on the community task force for each community served and contribute to the development of preventive solutions given qualitative and quantitative insights.","Students benefit from improved psychological safety, emotional and physical regulation, self-worth, feel more resolute and better related to others. School leaders and educators feel more connected and a shared community responsibility while retaining more qualified professionals. School social work teams have a full ecosystem for promoting mental wellness and report reduction in counseling referrals. Community members and parents feel more involved in the protection of youth wellbeing.","In the first Pilot, life-cycle modeling and evaluation planning was conducted with the support of University researchers as consultants. Use of the model and approach was recorded, task force members were surveyed using a needs assessment and a wellbeing questionnaire was used with a sample of students. The benefits reached 1200 students in 12 schools. Psychological safety teams and a peace club was created, specialized trainings were conducted on high risk factors and community partnerships were made. The evaluation plan will scale with our phase 2 cohort impacting 36 schools with pre and post assessments with local public risk factor data stored on our software solution to initiate predictive preventive solution insights.","In the Pilot, access to reliable technology limited meeting time and place. The Ambassador's local responsibilities to other high need areas such as menstrual hygiene, surgical access for youth, community funerals and personal and family illnesses such as malaria, at times interrupted the initial timeline of the project and as such, the project timeline was extended to support their availability. Limited transportation in the area creates some roadblocks for supportive interventions for more rural households to access community interventions and preventive programming. As such, partnerships continue to be explored who have knowledge and access to the area and solutions for hard-to -reach families. Multiple languages in the community brought up an important oversight in the inclusive evaluation and were addressed with specific solutions to this community. In the future, partnerships in translation will be explored.","Our four core values guide our vision for success: curiosity, inclusivity, collaboration and ingenuity. The youth lived experiences have guided our program development from the start. We have 13 members on our Advisory Board that have helped us prepare to launch the program model through networking and coaching. Those include consultancy advisors, psychiatry, behavioral health, legal, financial and university researchers on failure, social emotional learning and public health. We have spoken to a number of professionals in institutions and non-governmental organizations as well as public companies who have provided key context within their expertise and multiple perspectives that now remain as referral partners. Further, we have technical partnerships that use advancements in computer software to support preventive solutions as well as to provide key guidance on the development of our software solution. We have most recently grown our team by 5 key members.","Several conceptual discussions have been initiated for replication in other communities across the globe. The researched elements of wellbeing are inclusive of human needs, and both global studies and integrative psychological and sociological studies were evaluated and represented in the approach. The systemic change approach was designed specifically to understand the unique population, cultural and risk factors of each community and build self-sustaining capacity within the community by partnering to design an eco-system using local resources as measurable preventive solutions addressing wellbeing gaps and supporting strengths.
The factors for readiness in a community may include:
- An open-minded program ambassador with at least 5 hours per week of time to dedicate to this project.
- Secured funding for the project size and length.
- Internet access at least 1 hour weekly for 30 weeks.
","The initial pilot primarily provided a lot of hope and inspiration as our partners in Uganda have been immensely supportive, curious, openminded, transparent and motivated to make positive change. It was particularly helpful to have a partner with strong relationships in their community with pre-established expertise and credibility. The notion of a task force with diverse perspectives produced the desired ""shared responsibility"" and diffused fears for the school in taking on a new project by limiting the burden and building support. A train the trainer model was successful in eliminating the risk of dependency on the model, program and eliminated risk of rejection from outside influencers who haven't lived in the community. The resulting experience of the consultant was somewhat removed and relied heavily on the feedback of the Ambassador partners.","Local partnerships will vary depending on the community served. For example, governing bodies that can provide mental health risk factor data are unique to each community. High risk factors are also unique variables and public partnerships would be sought after to best understand the community conditions, history, resources and support specific to those areas of need to reduce the likelihood of youth experiencing those factors and developing illness if they're exposed to those factors. We have identified 10 risk factors for mental and behavioral disorders that we evaluate within each community before conducting our wellbeing needs assessment. Other task force members who provide perspective and influence on the preventive plan, might include, representatives from local police, local government, spiritual and religious leaders, medical programs, mental health programs, public health programs in addition to a sample of youth, teachers, school counselors, and parents.","a:1:{i:0;s:5:""33725"";}","a:3:{i:0;s:5:""33720"";i:1;s:5:""33781"";i:2;s:5:""33848"";}",https://youtu.be/ChnWdC0FmaI,https://youtu.be/cI3bYJ4S9Yk,https://www.youtube.com/watch?v=eI1BGcMcDiw
32883,"Digital Girls Emilia-Romagna",https://oecd-opsi.org/innovations/digital-girls-emilia-romagna/,29/09/2022,"Regione Emilia-Romagna",Italy,regional,"a:1:{i:0;s:11:""information"";}","Digital Girls Emilia-Romagna",https://www.ragazzedigitali.it/,2020,"Companies in Emilia-Romagna in Italy are in strong need of personnel with ICT skills. Unfortunately, the education system is currently unable to meet this demand: there are still many young people who do not follow STEM courses. In particular, few girls approach university and specialist courses in science and technology. Digital Girls ER is an active orientation project whose main objective is to bring girls closer to computer science and programming through an innovative method.","The project was promoted to address the problem of the limited participation of girls in university and specialist courses in science and technology, and the consequent gap that sees a reduced presence of female workforce in the digital and scientific sectors. A problem that has a double implication, because it deprives women, and in particular the younger ones, of access to important employment opportunities in particularly dynamic and prospective contexts. And, at the same time, it impoverishes the information society, depriving it of the contribution in terms of talents and inclinations that women could bring, making it more inclusive and open to the enhancement of differences.
The current Digital Agenda of Emilia-Romagna strongly focuses on combating digital gender gaps, also through the implementation of further initiatives. The project knows that it can count on a deep-rooted habit of collaborating between different institutions and actors, both public and private, which has always characterized the territory of Emilia-Romagna which has allowed the affirmation of a virtuous and consolidated model of collaboration and multi-sharing stakeholders also in these areas.
The project consisted in the organization of 8 free Summer Camps lasting 3 weeks, of a laboratory and operational nature, in all the universities of Emilia-Romagna, during which, under the supervision of university teachers and tutors, the girls attending the last years of high school were able to learn the basics of a programming language and work in a group on the practical application of what they have learned, to create software and / or other types of products.
The project has enriched from an educational point of view and extended to the entire regional territory a previous experience promoted by the University of Modena and Reggio Emilia starting from 2014, consisting in the organization of summer campuses on digital issues aimed at high school girls. 248 girls participated in the Summer Camps - of which 6 were organized face-to-face and 2 online (to ensure the participation of those who would have had difficulty in reaching the universities). An additional 89 participants attended a seminar-based Summer Camp, organized online, witnessing testimonials from businesswomen, professors and experts on successful cases and other significant experiences in digital fields.
The project was promoted to bring girls closer to technological and scientific disciplines, making it clear that these university and specialist training courses are absolutely within their reach. We also wanted to show first-hand that the acquisition of skills and abilities in these areas opens the way to employment opportunities in the most varied contexts. We no longer study computer science to become computer scientists or at most engineers, but to work in an extremely large number of sectors, including communication, fashion, tourism, automotive, law, and most of the industrial and production sectors. , now affected by an irreversible digital transformation.
The main beneficiaries of the innovation were the girls who attended the courses. More generally, the promotion of the project has also made it possible to raise awareness of other girls potentially interested in seizing similar opportunities, the parents, teachers and schools involved and, more generally, all those who have become aware of its development.
The intention of the Emilia-Romagna Region and the project partner universities is to institutionalize the initiative, making it a fixed appointment, extending its diffusion as much as possible, through the organization of an increasing number of editions of the courses, and having care to reach even the most marginal areas and distant from the major university centers.
To do this, we will focus on a greater involvement of public and institutional actors, including Municipalities, schools, vocational training bodies, the third sector, businesses and banks in the role of sponsors and active promoters of the project, to increase its “firepower”and create ever greater awareness of the imperative of tackling digital gender gaps.
In addition to the Digital Girls training project, other summer campuses and workshops with schools on digital issues were taken as reference models in the design and implementation of the initiative. These initiatives were aimed at girls aged between 12 and 19, with a view to orientation towards STEM subjects. The Region has also created open educational resources on digital issues. Among others, robotics, 3D printing, music and digital arts, elements of artificial intelligence, etc. These resources are freely accessible to primary and lower secondary schools.","a:3:{i:0;s:3:""335"";i:1;s:3:""317"";i:2;s:3:""234"";}","Compared to other projects on the subject, the main element of innovation consisted in the ability to organize summer camps on digital issues, aimed exclusively at girls and promoted throughout the region, relying on the profitable and consolidated habit of collaborating and creating a system between the Region Emilia-Romagna, local universities and various other territorial entities.
A further element of innovation consisted in the approach of girls attending the last years of high school not only to technological and digital issues and disciplines, but also to the study methods and processes typical of university education. The path of ""discovery"" was therefore twofold: to tech subjects, from which girls are traditionally distant, and at the same time to study and learning practices with which one usually becomes familiar only when accessing university courses.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Summer Camps were held between the end of June and the end of July and therefore the 2022 edition is currently officially over.
Nevertheless, the project continues and goes on, initially with an activity of reporting and reflection on the results of the edition just ended, to take stock of the main strengths and values, and at the same time of the most critical aspects, to be addressed. treasure in view of the organization of the next edition of the Camps, scheduled for summer 2023.
This evaluation activity, still in progress, is carried out with the involvement of all the actors involved in the organization of the project, from the Region, to the universities, to the other stakeholders, and will be completed by the autumn, so that we can then starting from the elements of knowledge and experience that emerged, to start planning the second edition, starting from the last months of 2022.","Digital Girls ER was created by Emilia-Romagna Region, Engineering Department of the University of Modena and Reggio Emilia, Department of Computer Science of the University of Bologna, EWMD European Women’s Management Development, a non-profit association committed to promoting the professional development of women in the world of work, the Universities of Parma (Engineering and Architecture) and Ferrara (Engineering) ART-ER Scpa, according to the Digital Agenda of Emilia-Romagna 2020-2025","Girls are the protagonists of the project, the main users and the main beneficiaries. The universities with a technological and scientific address in the area (Bologna, Ferrara, Modena and Reggio Emilia, Parma, Piacenza, Ravenna, Cesena, Forlì) will see their enrollment increase. The territory in general will benefit from having more people with skills currently in high demand. Businesses in particular will benefit from this initiative.","225 girls took part in the 8 Summer Camps organized in the summer of 2022. An additional 68 participants attended the Summer Camp online seminar. With the execution of the Camps, 8,112 hours of training credits were provided for school / work alternation. The results are absolutely in line with the promoters' expectations and testify to the excellent success of the first edition of the project. For the future, the main objective is to extend the scope of the initiative, organizing more editions of the courses in a greater number of territories, including even the most marginal areas, also providing editions in periods other than the summer window, and creating courses with similar purposes open to the participation of girls who attend the first years of high school and lower secondary school. On a numerical level, the minimum expectation is to be able, year after year, to double the participation of girls in the camps compared to the previous year.","The main challenge, successfully faced, consisted in helping the participants to overcome mistrust towards IT subjects. A related challenge, and equally won, consisted in being able to motivate them and keep their attention high along the entire span of the camps, limiting the dropout rate to a minimum. At the organizational level, the most critical issue concerned the need to coordinate subjects, and related professional skills, belonging to distant working fields, such as the world of public administration and universities. Very important results have been obtained in terms of sharing of values and operational coordination, but there are still ample margins for improvement that we will reach.From the point of view of communication in the first year, the most important challenges concerned the ability to find private sponsors interested in supporting the project, and the ability to involve schools and universities to motivate girls to participate.","To ensure a growing success of the project, it will be essential to affirm an ever greater propensity to collaborate between the various actors, from the Region to universities, local authorities and the various territorial realities active in the field of digital training, also with a view to scalability and replicability of courses. Collaboration will also be essential to promote even more effectively the purposes and opportunities deriving from participation in the courses. For example, teachers and digital animators in schools can be adequately sensitized to motivate girls to participate, focusing on the possibility of acquiring training credits for school-work alternation.
Finally it will be essential to communicate in a more effective and targeted way to the growing number of companies interested in supporting digital training initiatives aimed at girls, also in consideration of the growing need for female workforce in possession of adequate skills in these disciplinary areas.","Repeatability is already inherent in the launch of this project, which in fact replicates and extends a previous experience promoted by a single university, enriching its contents and extending it to the entire regional territory. Starting from this assumption, the intention of the promoters is to focus strongly on this element as well to extend its reach and the related results as much as possible. To do this, one of the main future objectives will consist in raising the awareness and involvement of various territorial subjects, from Municipalities and Unions of Municipalities to vocational training institutions, to Fablabs, to other realities that deal with digital training, making available methodologies, models and procedures that allow them to organize further editions of the courses, or similar initiatives, in their own contexts of action and intervention.","The main lesson learned is that there is great interest in initiatives of this kind on the part of girls and their parents, even in younger age groups than those involved in 2022. This interest must therefore be intercepted, focusing among other things on adequate communication initiatives, which involve schools in an increasingly active way, to increase participation in courses.
A further lesson learned is that local companies are also increasingly interested in supporting projects of this kind, both to obtain returns in terms of image, and to contribute to the training of girls in STEM disciplines, to meet the growing needs of professionals with digital and technological skills. Also in this case, adequate communication, especially if as targeted and widespread as possible, will be essential to intercept this interest and motivate more and more companies to sponsor the project, also with a view to the long-term sustainability of the initiative.","Among the innovative elements of the project, fundamental for the success of the first edition, we must also include: the involvement of tutors, researchers and doctoral students who are young and close to the participants in terms of experiences, inclinations and culture; the availability of digital animators and high school teachers and promoting knowledge of the project in their work contexts and relational circles, increasing participation in the camps; the involvement of private sponsors which has made it possible to further spread the knowledge of the project and find useful resources for the acquisition of tools and equipment used during the camps; and finally, from the didactic point of view, the exploitation of the notions and skills acquired on various application areas, from environmental monitoring to home automation. A fundamental element to highlight the ever wider and more widespread effects of digital on the most varied areas of everyday life.",,,,,
32885,"Procurement Planning Platform (PPP) for driving Sustainability, Circularity and Innovation in Lisbon Municipality",https://oecd-opsi.org/innovations/procurement-planning-platform-ppp-for-driving-sustainability-circularity-and-innovation-in-lisbon-municipality/,21/10/2022,"Lisbon Municipality",Portugal,local,"a:12:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:8:""external"";i:5;s:7:""housing"";i:6;s:11:""information"";i:7;s:12:""public_admin"";i:8;s:12:""public_order"";i:9;s:10:""recreation"";i:10;s:7:""science"";i:11;s:9:""transport"";}","Procurement Planning Platform (PPP) for driving Sustainability, Circularity and Innovation in Lisbon Municipality",https://www.lisboa.pt/atualidade/noticias/detalhe/lisboa-e-finalista-do-premio-internacional-de-inovacao-procura-2022,2022,"Lisbon Municipality aims for more innovation and sustainability in Public Procurement. Urgency and specifications' complexity are excuses for not considering sustainability in tenders and barriers to attracting innovative SMEs and startups. The innovative approach involved users designing and developing the Procurement Planning Platform, using a rapid development tool, cloud-based, and agile methods, which selects and supports a project-led approach for deploying new procurement strategies.","The Lisbon Procurement Planning Platform for Innovation and Sustainability (Lx PPP-IS) is the backbone for a modern strategic sourcing approach towards sustainability and innovation. The Lx PPP-IS supports needs' assessment, allowing medium-term forecast of goods, works and services needs and early identification of social, green and economic measures to consider in future tenders. It supports the city's budget planning and the Procurement Annual Planning, aligning with Sustainable Development Goals related to the PP initiatives and climate-neutrality targets.
It is an innovative approach to the Public Procurement Pre-tendering stage, turning the annual Planning into a strategic action plan to promote innovation. Finally, it creates an Annual PP Plan and provides a baseline for monitoring outcomes and impacts. The development of Lx PPP-IS followed best practices of open data, using the OCDS standard, aiming to publish the Annual Procurement Plan before the start of the upcoming year, which is not the practice in Portuguese Public Administration.
The innovation is also about the software used, a low-code rapid development tool from Outsystems, a Portuguese-born unicorn. Lisbon Municipality has established an internal Outsystems Factory, run by our IT Department. Our Lx PPP-IS team defined the functional requirements involving end-users and then, using an agile project management approach, aligned with the scrum methodologies.
In the early stage, we determined the UX standard so we could then move to a quick development phase. We now have access to a Framework Agreement for developing Outsystems, granting a fast way to build our tools, allowing swift development. This is not a usual approach to developing software in the Public Sector. The Lx PPP-IS system integrates with our private cloud and contains an API that interchanges data with other systems.
The Lisbon Procurement Planning Platform for Innovation and Sustainability (Lx PPP-IS) was developed in 2021, acting as the backbone for a strategic sourcing approach toward sustainability and innovation. The main pillars for developing the Procurement Planning Platform, among others, are:
- Developing climate action initiatives and assessing the supply chain carbon footprint of Public Procurement are drivers for Green Procurement policies that are wider than setting tender-led green criteria. Lisbon is one of the 100 participating cities which will receive the European Commission's support in achieving the goal of Climate-Neutral and Smart Cities by 2030;
- Building an innovation ecosystem is at the core of Lisbon's DNA, though there is a low uptake of innovative solutions from startups and SMEs. Creating an attractive playground for nurturing innovation in public Procurement towards more effective sustainable solutions is mandatory;
- Promoting transparency and engaging with the market by delivering more comprehensive open data related to Public Procurement. Integrating data from Public Procurement and infrastructures and assets-related data is crucial for sustainability and circularity;
- Transitioning to a new generation of digital Procurement that goes beyond e-Procurement solutions. Implementing transformative technologies, such as rapid-development tools and data analytics, can leverage the Procurement function to address long-term challenges.
Lisbon Municipality is one of the TOP 5 public buyers in Portugal, Lx PPP-IS benefits several stakeholders, here are a few:
- City Government: by providing support to political objectives concerning: climate action, carbon neutrality, innovation ecosystem development, sustainability of supply chains (such as food supply)
- Central Purchasing Bodies: by providing Procurement needs data that allows strategic sourcing decision making;
- End-users: by involving them at early-stage in the challenge of adopting different approaches to fulfil needs and promoting a project-led approach to addressing public tenders (there are more than 500 users involved in End-users: by involving them at early-stage in the challenge of adopting different approaches to fulfil needs and promoting a project-led approach to addressing public tenders (there are more than 500 users involved in Public Procurement);
- Innovation Unit: by involving startups and innovative SMEs in Open Innovation Challenges and promoting internal capacity building in innovation;
- Transparency Unit: by providing more upstream information on Procurement and by incentivizing a more open procurement.
With respect to the future, the Lx PPP-IS is a pillar for the Network of Public Procurement, which involves other Municipal Undertakings: the plan is now to extend the use to these independent Procurement Units. Due to the interest of other Municipalities, we are also keen on promoting the extend the solution to other cities.","a:9:{i:0;s:3:""876"";i:1;s:3:""210"";i:2;s:3:""214"";i:3;s:3:""623"";i:4;s:3:""611"";i:5;s:3:""615"";i:6;s:3:""316"";i:7;s:3:""373"";i:8;s:3:""317"";}","
- Procurement Improvement: embeds both e-Procurement and Digital Procurement for medium-term Planning and sourcing strategy set-up for Public Procurement. Highly flexible, with both ad-hoc and e-catalogue-based needs assessment, with compliance metrics for effective tender pre-selection. Strategic, since it guides the focus of sustainability and innovation in an early stage, allowing a focused market engagement and project-based approach to tenders. It is a profound change to traditional tender management.
- Solution design: users are involved in the development waves (UX/UI, service design); the procurement unit leads and takes ownership of the development strategy; creating a competitive space for developers; the solution is compliant with open data (OCDS) at its core, and it is cloud-based and able to integrate with other systems.
- Innovative approach: recognised as innovative by entities such as the local Public Procurement Regulator (IMPIC) and ICLEI (https://procuraplus.org)
","a:1:{i:0;s:10:""evaluation"";}","The Lx PPP-IS was piloted through the second half of 2021 and rolled out in April 2022. It currently supports the 2023 budget and 2023 Public Procurement Annual Plan. The next milestone is to publish the Plan in open data format at our open data portal (https://lisboaaberta.cm-lisboa.pt/).
Since we use an agile approach to development, the Procurement Unit has gathared new requirements from users. Also, ambitions have grown due to the current success and discussion with external stakeholders. As an example, with support from the Open Contracting Partnership (OCP), we will develop new pre-Tendering phase requirements from November 2022 onwards: using open data, technology, and collaboration approaches (e.g. piloting OCP's Green Flags guidance) for strategic sourcing support. We also aim to integrate Supplier Sustainability Scores and carbon footprint related to the Public Procurement supply chain to monitor and drive carbon neutrality.","
- Regulators: insights and reflection from IMPIC (PP regulator); National Green Procurement Strategy 2030 stakeholder group; and Procure+i: the centre for PPI knowledge;
- Developers: Deloitte, NTT-Data, and Babel, have worked in a very open and collaborative way;
- Startups: Forcera, to fine-tune the data analytics model;
- Open Contracting Partnership: technical assistance for the OCDS adoption;
- Ecovadis: towards new developments for sustainable procurement;
- DG GROW (EC): valuable insights.
","
- End-users: involved from design to deployment (+500);
- Innovation Unit: engaging innovation strategies;
- Transparency Unit: incentivising open procurement;
- Economic operators: open workshops to promote the annual procurement plan and discuss sustainability (also include civil society org.);
- SME and startups: by incentivising and attracting for specific challenges;
- Citizens engagement: by proving procurement plan datasets and promoting involvement and participation.
","
- Process: the anticipation of planning of tenders by three months, and the scope is now the whole tenders, this leads to better resource planning (legal and technical support);
- Compliance: there were several tenders (under EUR 75 K) that were not effectively supervised, now there is a tracking process that allows better decisions on the tactical level of sourcing;
- Specification of needs: the e-Catalogues and e-Forms cover a wide range of conditions, allowing a better understanding of what is the need and targeting sustainability criteria and specifications;
- The systems proved to be a backbone for a new model of centralisation of procurement; a new model is being drafted;
- Adoption: wide adoption of the community of +500 users; which usually had no other tool that Office and the e-Tendering platform for the procurement set-up.
Methods used: Users interaction metrics, through the development of the tool; workshops to assess constraints and capture insights.","
- Creating an internal policy, engaging procurement with sustainability, climate action and innovation policies to commit the entire organization to a new planning process;
- Integrating diversity of procurement needs of users (+500) and business units (+30) involved in the process that was 100% remotely performed;
- Developing the system remotely, interacting with multiple technical stakeholders entirely online;
- Experiment with agile methods for selecting and approving requirements and scrum methods for development;
- Managing an internal learning process for the Procurement Team: agile methods, functional requirements specifications, online and remote management of users and developers.
- COVID-19 impacts caused significant setbacks that moved the team's attention to another emerging issue, but it gave the team time to mature concepts.
- In 2022, offline training sessions, gave additional traction to the learning process for adopting the new procurement planning process.
","
- The cloud-based approach from Lisbon facilitates the deployment of agile solutions (procurement also must think and perform agile);
- Focus on Open Data also provides incentives to build by design the opportunities for deploying more accessible data in a critical and strategic area such as Public Procurement (think Open Data as a starting point, not only a last-mile reporting contract tool);
- The framing of digital transformation within a Procurement Strategy Plan is key. (No strategy, no need to rethink processes);
- Team alignment and political alignment: Procurement is a function that can drive climate action policies, responsible and ethical impulses on economic operators, and ignition of the innovation ecosystem. A diverse and committed team is crucial (centralizing procurement is not only about bargaining power but also about centralizing dreams and the ability of multi-disciplinary teams to execute and achieve outcomes).
","The Lx PPP-IS is a pillar of the Network of Public Procurement, which involves the entire universe of Municipal Undertakings. When combined, the total related municipal companies and other organs will increase the impact and reach of the Procurement Planning Process even further. These organisations have their Procurement Units, so the concept of a Network to anticipate potential procurement initiatives collaboratively is a more modern way to approach Strategic Procurement.
Due to the interest of other Municipalities, we are also keen on promoting the extend the solution to other cities. Together with the IT department, we are exploring the best way to incentivise developers to disseminate the Platform. With other Municipalities, we want to establish a Community of Practice where procurement officers and other stakeholders can think about future developments and challenges related to upstream stimuli to innovative and sustainable procurement for cities.","The procurement function is still widely thought of as a solely managerial process, mainly focused on each tender and the technical aspects and legal compliance of their contents. It is vital to rethink procurement at a strategic level and consider the social and political factors of procurement strategies. Setting up a Procurement Pluri-Annual Plan that focuses on the needs specifications and their connection with assets and infrastructures is crucial for a new way to procure. The impacts and expected outcomes from drivers of economic value, such as Innovation, Sustainability (green, climate and carbon; and responsible and social procurement), must be part of a plan to transform procurement processes. It tackles the gap between budget and sourcing strategies, and needs and market engagement that seeks tangible value for money of innovation of sustainable and innovative actions.","For a strategic change, consider setting up a strategic action plan that integrates all critical aspects of building a robust yet flexible approach to procurement. The balance is between addressing key pillars, such as transparency and compliance, and, at the same time, applying innovative methods that lead to better value for money with tangible outcomes on climate action, circularity, sustainability and infrastructure resilience. The digital transition is vital to modern Public Procurement.",,"a:1:{i:0;s:5:""34937"";}",,https://www.youtube.com/watch?v=BBZU6nWlyqk,
32900,Anticipate,https://oecd-opsi.org/innovations/anticipate/,29/09/2022,"Bakboka AG",Switzerland,central,"a:5:{i:0;s:8:""economic"";i:1;s:13:""environmental"";i:2;s:11:""information"";i:3;s:12:""public_admin"";i:4;s:12:""public_order"";}",Anticipate,,2020,"Anticipate is a tech-enhanced tool for context monitoring and early warning of conflict. Anticipate fights bias in analysis by encouraging analysts to be forward-looking and removing echo-chambers. It hosts data collection, political-economic analysis, and anticipation in one place. As such, it is a one-stop shop for the public sector to develop policy.","Anticipate was created out of the frustration we had as analysts in emerging countries. These included the difficulty to access and assess information, the reliance on open source research that makes you summarise events instead of analysing them, and the effect of analysts’ cognitive biases on the output. We spent several years developing tools and methodologies that would help us bypass our frustrations:
- We have built databases to break down information into small pieces and mitigate bias.
- We have used computers to model and analyse both qualitative and quantitative sources.
- We have designed our reports to be digestible by decision-makers: clear, lean and straight to the point.
Now, all of those methodologies have now evolved into a fully integrated app, Anticipate. The app combines data collection, analysis and early warning/anticipation in one place. It supports all processes of context monitoring from data collection to the dissemination of output.
To aid data collection, Anticipate provides the tools for networks of on-the-ground collectors to compile and categorise data. Anticipate also supports data collection from open sources through tools like the news aggregator, which scans and selects news pieces that are reliable and relevant to the project, and the indicators page, which provides real-time information on metrics tailored to needs of the project. Anticipate features a review system for the treatment of the data including translation, editing, and cross-check and contextualisation.
In order to assist analysts to develop accurate and relevant analysis, Anticipate separates noise from subtle paradigm shifts with computer-assisted tools. For example, actor mapping describes the interactions of relevant actors over a period of time. Additionally, a location map shows the geographical distribution of events on 2-D and 3-D maps.
Equipped with these tools, experts (and users) are able to position themselves on future events based on forecast questions. For example, a forecast question may ask: “will the number of violent events in Ghana increase by more than 10% according to data from ACLED within 3 months?”. To which experts will respond with probabilities according to their analysis. Anticipate gives more weight to users with a track-record of credibility. In this way Anticipate removes cognitive bias from the process.
To summarise, all steps from data collection to the dissemination are enhanced and enabled by Anticipate. Anticipate allows for context monitoring for public sector actors in fragile environments. That includes Community and Stakeholders mapping; Conflict early warning and monitoring; and Political-economic analysis, including of climate change, security sector reform (SSR) and disarmament, demobilisation and reintegration (DDR), banking sector reform, migration flows analysis, economic opportunities and entrepreneurship, SOE reforms.
Given its flexibility, Anticipate can be easily scaled by covering different domains, geographical regions and public sector partners. While the technology remains unchanged, it can yield tailored results to a wide range of needs by adapting the expertise that uses the platform.
Thanks to the journey that led to the creation of Anticipate, our public sector client now gets:
- A stream of cross-checked information, even in the most difficult-to-access places.
- Just-in time, straight to the point and actionable analysis.
- Focused and measurable expert opinions.
- A dynamic storage for institutional memory.
- A platform that supports and highlights the interconnectivity of information and its contextualisation.
","a:4:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""317"";i:3;s:3:""623"";}","Anticipate gathers all processes of context monitoring in one place, making a one-stop shop for public policy makers. This includes providing users with high-quality data, which saves them time and avoids selection bias. Moreover, the entire data review process happens in the app. This avoids multiple channels of communication and scattered flows of information, which can lead to data inaccuracy. Anticipate also fights bias by utilising forecast questions, to which experts respond with probabilities after using tech-enhanced tools for analysis.
Anticipate is designed in a way to showcase the interconnectivity of data. For example, a user can select an actor and explore multiple events associated with that actor and their locations, or its relationships with other actors. In this way, the user can explore many aspects of information in an easily-digestible way.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Anticipate is currently being used for context monitoring for the public sector in a foreign country in a situation of conflict. As intended, the entire process of context monitoring is carried out on the Anticipate platform, including data collectors, analysts and our public sector client.
Although Anticipate is already being implemented, there are constant improvements being put in place in the design of our innovation. These improvements are based on our observation of the usages of Anticipate or suggestions made by our public sector client, in continuous exchanges. For example, improvements can be done at the software level, such as by developing more accurate machine learning tools.
Anticipate is also currently employed or being considered by other public organisations.","Anticipate was created by a private sector company which works solely for public sector clients. Their suggestions are used to create a backlog of developments to improve our innovation, ensure that the platform could better suit the needs of its projects, and to maximise the benefits of Anticipate tools. Improvements are usually part of an iterative process, in which Anticipated is used and revised over time. Past improvements include the adaptation of language features and user interface.","The public sector benefits from Anticipate by making better policy decisions and a more efficient use of resources, as they can access accurate, relevant and unbiased context monitoring on the platform. Citizens benefit from better-tailored public policy that addresses their real current and future needs.","Despite being a new technological tool, Anticipate has experienced a high adoption rate among those involved in a public sector project on the platform. This means that many processes of context monitoring have been carried out on the platform with the aid of its tech-enhanced functionalities. We hope that the high adoption rate will translate into more accurate analysis (which can be verified by how distant were users's forecasts from the actual events) and better public policy.","Anticipates provides the platform and structure for context monitoring but still relies on partners such as experts and data collectors to provide high-quality analysis. This challenge required intense search for good professionals. Moreover, relationship-building was necessary to align partner capabilities to Anticipate functionalities.
Anticipate, through forecasting and scoring, seeks to measure the quality of analysis. This is a significant change to the way in which users carry out analysis today and it can discourage the adoption of the platform. It is important that users be reminded that Anticipate does not seek to point out errors in analysis, but to direct users to more accurate results, benefiting their work and the quality of public policy.","
- Quality of human resources: The users of Anticipate are responsible for a significant part of the data collection, analysis and forecasting. Therefore, the expertise of human resources is decisive for the quality of its outcome.
- Alignment with public sector goals: The use of Anticipate is flexible and can adapt to the needs of different projects. It’s important that the framework of a project on Anticipate is aligned with the goals of the public sector. In this way, the output will be relevant not only to public policy but also to the targeted population.
- Support: Users need to be provided with support as they onboard the platform, to ensure that they understand how to use it. This way, the chances of adoption are higher.
- Data literacy: Data is integral to the functioning of Anticipate, as it seeks to make context monitoring accurate and relevant. Therefore, the ability of users to understand, create and communicate data as meaningful information is required for good results.
","The innovation has been replicated to other international actors in the public sector, in different project frameworks and/or in different geographical areas. As the structure of Anticipate is flexible, it can be used across a wide range of domains and aspects of context monitoring, as well as different geographical locations. It can also be used by different levels of the public sectors. For example, in the future, national governments could use Anticipate to assess their level of preparedness to natural disasters. While regional governments could benefit from Anticipate for assessing the attractiveness of their region for investments.","Innovators need to meet people where they are. New possibilities brought by innovation can be exciting but it is important that they address the needs of the intended beneficiaries and that they respect the rate at which they are able to adopt innovations. Therefore, listening and engaging with stakeholders is vital.
Although innovations seek to contribute to better results, they should bring value to all stakeholders involved. For that, it is important to understand how the innovation will impact and serve their work. In this way, the adoption of the innovation will be smoother and more sustainable.",,"a:3:{i:0;s:5:""32905"";i:1;s:5:""32906"";i:2;s:5:""32907"";}",,,,
32903,"e-insan: Integrated and People Oriented Mobile Platform",https://oecd-opsi.org/innovations/e-insan-integrated-and-people-oriented-mobile-platform/,29/09/2022,"Presidency of the Republic of Türkiye Human Resources Office",Turkey,central,"a:5:{i:0;s:10:""employment"";i:1;s:8:""external"";i:2;s:11:""information"";i:3;s:12:""public_admin"";i:4;s:33:""Human Resources Management Reform"";}","e-insan: Integrated and People Oriented Mobile Platform",https://www.einsan.gov.tr,2022,"e-insan is an integrated platform, offering a wide range of services based on equal opportunity and accessibility for employment and lifelong professional development. In addition, it supports data-driven decision-making processes. The platform provides job and internship opportunities, online training for employees, and many contents of career development for youth and creates a talent pool with verified data. Blockchain-supported e-insan increases efficiency and transparency in HR management.","As the word “insan” in the name of the mobile platform stands for human, the app is developed by taking people into its focal point by uniting human-centered functions at a single service point. Namely, e-insan integrates innovative career tools developed by the Human Resources Office of the Presidency of the Republic of Türkiye (The Office) inside a mobile application to increase accessibility and equal opportunity. In this sense, it enables users to benefit from a wide range of human-centered, career and development-based services from a single point, and it is a unique mobile application worldwide. Furthermore, it will benefit from cutting-edge technology such as artificial intelligence and blockchain.
With the technology-oriented, high-accessibility, ease of use, equal opportunity, and transparent provision of services combined at a single point, a wide range of services are provided via e-insan, and all kinds of career services that our citizens will need throughout their lives are offered at a touch on a screen through this innovative system. As a result, the professional development from education to the retirement of our human resources, which is a nation’s greatest asset, is supported. In detail, as a super-app, e-insan has five main tools as follows:
- Career Gate has been developed by the Office to increase meritocracy, equal opportunity, efficiency, and effectiveness in public employment. It supports transparently sharing of all part-time and full-time job postings of public institutions with citizens. Thus, citizens can easily reach career opportunities in public institutions on a single platform. In addition, all public institutions use this system to carry out all their recruitment and selection processes.
- Talent Gate enables university-student-employer interaction easily and conveniently for career development purposes. With this tool, students/graduates can reach and apply to various career opportunities like job/internship postings, career fairs, training programs, workshops, case studies, etc. Furthermore, students can make appointments to conduct either face-to-face or online meetings with career counselors through the platform.
- Distance Learning Gate has been developed to equip public employees with appropriate knowledge, skills, and competencies. It is aimed to enhance human resources efficiency by increasing the quality of training and development activities and providing equal opportunity. Moreover, it is the first comprehensive platform offering common and centralized online training to improve public institutions' digital capacities. Also, institutions can share their content with other institutions in line with their expertise.
- National Internship Program ensures equal opportunity for all university students accessing career openings with transparent, merit-based, competency-based, traceable, and innovative evaluation methods in cooperation with all public institutions and voluntary employers from the private sector. In addition, the program guarantees anonymity as the hiring institutions cannot see the name or other personal data of students other than their professional qualifications.
- YTNK.TV is a free-to-use digital training tool that supports young people's career development with equal opportunity through various training programs and live broadcast recordings. It helps raise their awareness about their careers and enables them to make realistic career choices aligned with their qualifications. Live broadcast recordings and various training supporting skill development contents are currently available on YTNK TV.
e-insan is an integrated mobile platform combining all digital career tools mentioned above and developed by the Office. Blockchain technology will also support this platform that verifies data, including lifelong skills, competencies, activities, and achievements, and moves them to a digital ledger. This technology aims to increase our human resources' international mobility and accreditation, switch to a competency-based evaluation system based on verified data in the internship, recruitment, and promotion processes, and improve efficiency in the public sector.","a:11:{i:0;s:3:""147"";i:1;s:3:""162"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""234"";i:5;s:3:""283"";i:6;s:3:""373"";i:7;s:3:""621"";i:8;s:3:""335"";i:9;s:3:""181"";i:10;s:3:""184"";}","e-insan is a unique and innovative platform since it has a wide range of career services for a wide range of audiences just inside an integrated mobile app. Instead of using many different usernames/IDs and passwords, citizens can sign on with a unique e-insan user ID in an easy way. It is ensured that the user experience and satisfaction are enhanced. In this regard, job and internship listings from the public and private sectors, training materials for students, public sector employees, and the general audience are provided via the e-insan mobile application. e-insan aims for efficiency, transparency, and equal opportunity for everyone with its cutting-edge technology supported by blockchain, enabling citizens to have verified data of their lifelong skills, competencies, and success. Additionally, data discrepancies between institutions are eliminated.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The e-insan mobile platform is an ongoing project being improved with cutting-edge technology infrastructure. New features are being developed to increase functionality and diversity of services provided. Since it is a people-oriented and integrated mobile application, it gives importance to the needs of people with leading technology. In addition, we are working on the integration of artificial intelligence inside the e-insan platform.","The main contributors of content inside the app are public institutions, private companies, and universities. They can create job/internship postings and professional training and provide students and graduates with career counseling; however, they must follow a list of quality standards to ensure the app's quality.","The app is especially beneficial for the end-users such as students, graduates, and employees from the public and private sectors. On the other side, there are collaborators, including universities, public institutions, and other employers, that publish related content.","A single user can benefit from a wide range of products inside the e-insan application. It results in user unification and unites databases into one database, which makes data-driven policy-making more efficient. Moreover, with the help of artificial intelligence-based infrastructure, users get leads from the platform, which helps them to boost their career life with related educational trainings, postings, and events directly related to their fields and interests.
It is expected that providing all these opportunities to users under a single platform will increase accessibility. In addition, the platform will ensure international mobility and accreditation of human resources, provide a basis for developing a competency-based evaluation system via verified data, and improve efficiency in the public sector.","Integrating five innovative platforms that hugely impact the public into a platform to increase accessibility and opportunity equality is challenging since it has many stakeholders and a wide range of user profiles. For instance, 3.8 million public sector employees use the Distance Learning Gate tool, and hundreds of thousands of university students use the National Internship Program tool to find an internship. On the other hand, the Career Gate tool is focused on job-seekers in the public sector, and millions of citizens are using it to apply for jobs and monitor the processes.
In addition, more than one million students and graduates use the Talent Gate tool to find jobs/internships in the private sector. These findings show that there is a variety of user profiles that have different needs from the application. Therefore, in every stage of the application development, the user experience and range of contents are shaped by caring for the range of users and their expectations.","As many users benefit from the e-insan mobile platform, the aim of increasing equal opportunity, transparency, productivity, and accessibility can be achieved. Furthermore, decision-making processes are getting more technology-based and data-driven with this tool. Technology infrastructure is one of the critical success conditions, as an insufficient infrastructure will lead to failure in implementation. Progressively, e-insan will be more accessible when existing systems are well-integrated, and the infrastructure is well-developed.
Since user experience is an essential criterion for digital tools, the application design must be user-friendly. In addition to the design, creating a dynamic content structure in the application is another factor that affects the success or failure of the adoption of this system.","e-insan has a ready-to-use infrastructure and tools inside. Therefore, it can be scaled and transferred to other countries’ usage, and any nation can benefit worldwide.","
- Going Mobile: As the public goes more mobile and technology-oriented, services are becoming easier with mobile applications.
- Ease of Use and Accessibility: Creating a user-friendly platform is vital for an inclusive digital platform that appeals to a broad audience. Each target, who may have different qualifications, must easily access and use the platform.
- Raising Awareness: There is a wide range of training inside the app via Distance Learning Gate and YTNK.TV tools. These raise awareness about many topics, such as human rights, career development, and sustainability.
- Transparency and Accountability: With the services offered equally to all users and fair evaluation processes, the system is regarded as reliable by the users.
- Equal opportunity: Students, graduates, and professionals can access all kinds of digital services related to career development and business life based on equal opportunity.
",,"a:1:{i:0;s:5:""33637"";}",,,,
32910,"Accelerated Capability Environment (ACE)",https://oecd-opsi.org/innovations/accelerated-capability-environment/,30/09/2022,"Home Office","United Kingdom",central,"a:1:{i:0;s:12:""public_order"";}","Accelerated Capability Environment (ACE)",https://ace.blog.gov.uk,2017,"Government struggles to exploit advances in science and technology that could improve public services. The UK Home Office developed a new, cost-effective model to enable start-ups, Small and Medium-sized Enterprises (SMEs), not-for-profits and academia to solve frontline challenges across UK government using diverse, cutting-edge capabilities and expertise. Uniquely, for UK public sector, it uses flexible, novel ways of working and commercial mechanisms to deliver mission impact at pace.","The UK Home Office recognised that conventional public sector ways of working were hampering its ability to take advantage of advances in science and technology. Detailed analysis uncovered multiple ‘problems’ that exist across all UK government departments, agencies and other public bodies responsible for the leadership, delivery and development of cost-effective, crucial public services, for example:
- They are not universally well-configured with situational awareness, or knowledge, to identify the emerging opportunities or threats that constantly arise from the changing science, technology and social environment;
- Mechanisms to channel the most promising insights and innovations to the front-line of public service delivery are ineffective;
- Problem-solving and solution-finding have been generally inward-looking or relied on slower-moving, consultative relationships with external bodies;
- Decision making is disproportionately time-consuming and risk-averse;
- Specialisms are subordinated;
- Organisational culture has preferred conformity over creativity;
- Commercial value is left untapped; and
- Opportunities to significantly improve outcomes for the public are often lost in process.
These challenges prompted our innovation: the Accelerated Capability Environment (ACE). In 2017 the UK Home Office seed-funded ACE initially as an experiment, as a self-sustaining start-up within the ministerial department. It was set up as a disruptively different, innovative, self-funding public organisation.
Its initial goal was to solve problems and address opportunities in public security and safety by harnessing evolving science and technology at the pace demanded by a fast-changing world. Increasing demand broadened its reach to embrace the wider public sector, including health, transport and defence.
ACE understood from the outset that it must constantly immerse itself in the ways of working and new ideas from outside the public sector. It set up a purposeful, problem-solving community of collaborating private, not-for-profit and academic organisations, known as Vivace. In 2022 it has more than 350 members (80% of which are SMEs and academia). ACE draws on this expanding community to explore problems and produce solutions. ACE works very closely with an array of UK public sector bodies to co-create better policy, technology, organisation and skills solutions. It convenes fluid teams drawn from diverse private, academic and not-for-profit organisations. Establishing true partnerships, through a shared understanding, robust and informed evidence base and common commitment to sustainable solutions, is fundamental to ACE’s success.
ACE contributes to encouraging prosperity which is essential to sustainable innovation. Its work has driven growing businesses, acquisitions, job creation, new IP, and products from published academic research. ACE uses a powerful funding model, which instils a customer culture, with a clear focus on their missions and results. Since 2017, demand for ACE has grown strongly. In 250+ commissions for 50+ public bodies, ACE has completed £120M of delivery, with savings of £13M and secured co-investment from the private sector of £5M. SMEs and academia account for 75% of that work, by value.
ACE is mission-orientated, meaning it approaches public sector commissions from the concrete public service outcomes to be achieved. This galvanises common purpose, increases the prospect of successful delivery and pace of practical transformation. ACE endeavours to micro-replicate features of clusters of innovation (such as those found in Silicon Valley; Boston; London and Bangalore) to accelerate innovation to scaled delivery.
ACE has served diverse public missions: offender risk in the justice system following terrorist attacks; health forecasting from wastewater-based epidemiology at the height of the UK’s COVID pandemic response; children protected from sexual exploitation and abuse (CSEA); disruption, interdiction and prosecution of illegal drug transport by criminal gangs exploiting children and vulnerable adults; cross-sector commitment to verification of children online as an element of the UK’s “Online Harms’ policy; joint maritime situational awareness and coordination to combat border risks and respond to migrant crossing; and many other mission-critical needs. ACE has been credited with removing years from mission-critical programme delivery, and succeeding when large, conventional national programmes have failed.
ACE won the UK Civil Service award for Innovation in 2021 and the Massachusetts Institute of Technology (MIT) has cited ACE as an effective model which should be replicated across government. The Chief Operating Officer of the UK Civil Service is keen “to explore how ACE can bring more innovation and skills into the Civil Service”. A mandate has been drafted to replicate ACE’s model widely across the UK public sector.","a:10:{i:0;s:3:""190"";i:1;s:3:""876"";i:2;s:3:""210"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""260"";i:6;s:3:""615"";i:7;s:3:""316"";i:8;s:3:""617"";i:9;s:3:""354"";}","ACE behaves as a business rather than a public sector organisation. It inspires the creativity of individuals through innovative, collaborative ways of working, its leadership, commercial management and procurement, funding, delivery and security. This ‘creativity’ is enhanced by appropriate infrastructure, both workspace and technology. ACE is funded by its public sector customers. It accepts paid “commissions” to solve a “problem” for a “customer” organisation and the cost of ACE is shared fairly across the public sector. This is novel in UK government. ACE only succeeds by delivering innovative value to the customer, not by relying on established process.
ACE has developed its own products which magnify its values. For example, a key ACE maxim “make it real” is epitomised by ACE’s Impact Lab: a key engagement mechanism to provide private companies and academic institutions with access to real data and public sector front-line specialists (for example from police investigations).","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","ACE was founded in 2017 as an experiment by the UK’s Home Office. The initial demand from within the Home Office itself has since broadened significantly across the public sector: from national law enforcement and security agencies, police forces, central government departments, the National Health Service and arms-length bodies (for example in the rail sector). In the UK public sector no comparable entity exists. Simultaneously it behaves as a business, a cross-sector integrator, a convener, a disrupter and a delivery mechanism, compliant with regulations. Self-challenge and continuous improvement are a priority in order to release more value from its numerous partner organisations and to deliver the results of practical innovation to more public bodies.
ACE increasingly shares its experience and lessons learnt through Civil Service reform, public leadership programmes and the government commercial function, as well as by virtue of its work with public customers.","The innovation process that conceived ACE was conducted as an element of a challenging multi-year national technology delivery programme led by the UK Home Office. The Home Office needed to demonstrate how it would ensure front-line beneficiaries received the best and most affordable technologies on time, over time. The programme consulted industry organisations, academic institutions and its own government team; it experimented. The result was a hypothesis that a new mechanism was needed: ACE.","Citizens have better public outcomes because of commissions delivered by ACE: lives have been protected and enhanced, clinical health outcomes, law enforcement, victim experience in justice all improved; better public policies developed and taxpayer money saved. Government officials have made better informed decisions. Civil society organisations have a meaningful advocacy voice in solution-finding. Companies’ costs have been lowered and jobs created. Research has been commercialised.","The ACE model is powerful and popular. It has grown organically since 2017. In recent years the demand for commissions has grown 20% per year (and is forecast to maintain). FY 21/22 orders for work are valued in total at > £40M. ACE has empowered public sector officials, private companies (the majority SMEs) and academic institutions to overcome the frustrations of conventional public sector capability development. 250+ commissions have delivered interventions in front-line services in timescales which were previously unimagined. Mission impact is seen in public sector officials adopting entrepreneurial behaviours, collaborative mindsets, and deployment at pace of cutting edge science and technology. Measurable impacts include quantifiable demand, private sector and academic co-investment, analysis from customer surveys, outcome focussed case studies. ACE is expanding its secondment programme to embed innovative cultures and entrepreneurial mindsets across the UK public sector.","The right people are key. At its centre, ACE is a multi-disciplinary team of specialists (c.65-strong) from the public sector and ACE’s private, academic and not-for-profit community, Vivace. They’re selected for expertise, but also, critically, their aptitude for ACE’s collaborative, mission-orientated culture. Commissions may fail if the right aptitude and behaviours are absent. Structured ‘onboarding’ is essential. With each commission ACE requires the customer public sector organisation to nominate a sponsor and front-line user working in the mission problem area. This enables ACE to navigate the controls and needs of the customer organisation and to ensure ACE’s work has real impact in public outcomes. ACE’s pacey, risk-embracing, empowering culture can be alien and uncomfortable for public sector organisations. Comprehensive inductions, explanatory materials and a dedicated customer engagement team help. ACE also connects new customers with those who know ACE well.","First, everyone must sign up to the mission to innovate. Leadership and all corporate functions, eg finance, commercial, IT and legal/compliance, must ‘enable’ not ‘block’ innovation. HR must be a true partner. Those recruiting and training must display and recognise innovative mindsets, attitudes and behaviours, whether the right aptitude, a flexible approach, or the necessity of building multi-disciplinary teams with diverse backgrounds and experience. Learning is best by ‘doing’. Yet acquisition of innovation skills and right aptitudes can be enhanced by explanatory materials and guidance that must clearly, succinctly outline the flexible, iterative ways of working, including regular reviews/assessment of progress. ACE developed a 10-step ‘Way of Working’ at the outset from identifying each mission-oriented problem, engaging its ‘Vivace’ community, filtering ideas through evidenced-based, costed proposals, to commission delivery/implementation (ie ‘make real’) and scaling.","The values and purpose of ACE (mission-led innovation to translate ideas to impact, through collaboration across sectors, organisations and people, with trust and at pace) have been replicated in every one of the 200+ commissions delivered for its public sector customers since 2017. ACE was founded as an experiment to assist the Home Office address the mission problems arising from one national technical delivery programme. Five years later the demand has grown, with more than 50 public sector bodies in the UK having used ACE to drive new science and technology into their public services and outcomes, which has totalled £120M+ of spend on novel solutions.
This is still insignificant within overall UK public spend to develop front-line capabilities. Rather than scale ACE itself, the opportunity and mandate exists to replicate this model, ways of working, culture and enabling arrangements for others to work similarly. ACE has a public sector entrepreneurship pilot to illustrate this.","
- ACE has succeeded because it works hand-in-hand with private companies, academics and civil society groups; rewards all; is inherently diverse and open-minded; and always with a mission result in mind. It’s shown that government can choose to work in novel and innovative ways, crossing self-imposed boundaries that are otherwise perceived to constrain procurement, financial, commercial and programme delivery approaches. The critical factor is leadership: a will to inspire others to make it happen. ACE’s model, values and behaviours can be shared widely so others can do this too.
- The unassailable power of partnership, working across sectors, combining the best know-how, products, services and ideas from diverse organisations and people.
- The opportunity to magnify the value and impact. ACE proves the power of partnering. Working with like-minded organisations in other nations would foster greater mutual value and boost global safety, security, health and prosperity.
",,"a:1:{i:0;s:5:""33747"";}","a:4:{i:0;s:5:""33741"";i:1;s:5:""33740"";i:2;s:5:""33752"";i:3;s:5:""33743"";}",https://vimeo.com/ace2021/aceintro,https://vimeo.com/ace2021/aceimpactlab-rasso,https://vimeo.com/ace2021/wbevideo
32926,"Hello Lamp Post",https://oecd-opsi.org/innovations/hello-lamp-post/,29/09/2022,"Environment Agency","United Kingdom",other,"a:1:{i:0;s:13:""environmental"";}","Hello Lamp Post",https://www.gov.uk/government/news/environment-agency-flood-defences-now-talk-back,2021,"The Environment Agency has a responsibility to protect communities from flood and coastal risks. In the past, the agency has struggled to scale their public engagement and reach their diverse audiences, while also retaining a local relevance. Hello Lamp Post was brought on to provide an interactive, live 24/7 conversational channel to educate and inform the public on flood safety, in high-risk locations around the South West of England and Newcastle.","The Environment Agency’s digital engagement collaboration with Hello Lamp Post encourages people within the community to connect with their environment in new and exciting ways. By using Hello Lamp Post, the Environment Agency benefits from using digital innovation to engage with wide audiences for hyper local conversations. Ultimately, we’re working together to inform, educate and listen to the communities impacted by the Environment Agency’s projects.
The Environment Agency initially piloted this community engagement tool in five locations across Devon, Cornwall and Isles of Scilly, with a second pilot in the North East, after seeing various other work from Hello Lamp Post (they’ve deployed in 50+ locations around the world supporting any sector, any community, any time). These pilots helped the Environment Agency to demonstrate ‘proof of concept’ to support a business case to continue to invest in these capabilities. Following the success of these pilots and a compelling business case, the Environment Agency is now moving forward with a national contract.
Why are the Environment Agency doing this? The pandemic forced the Environment Agency to innovate when they couldn’t continue their in-person outreach work. Their collaboration with Hello Lamp Post enabled them to continue their priority engagement activities in a Covid-safe way: with the added value of playful, interactive, instant, friendly and inclusive engagement too.
In finding the solution for engagement throughout the pandemic, the Environment Agency found the Hello Lamp Post engagement to have a higher impact than their more traditional forms of engagement pre-pandemic. They’re reaching more people with fewer resources.
The pilot sites varied from natural flood management to large capital schemes. Across the pilot areas the Environment Agency had a range of objectives:
- To gain community feedback prior to project spend starting
- To raise flood awareness and promote flood preparedness
- To discuss returning to normal after construction completion and encouraging residents to take action to understand their residual risks
- To explore non-FCERM benefits
- To start a conversation about future risks and change
- To reduce their carbon footprint
This community insight is helping shape how the Environment Agency proceeds in their pilot communities. Hello Lamp Post also gives the Environment Agency the opportunity to share information and take action, in a less resource intensive way than traditional in-person engagement.
The key outputs from the pilot locations include:
- Cost saving across engagement - equivalent reach to 40 ‘traditional’ events (so far)
- Carbon saving - 4.93 tonnes (and rising)
- Increased awareness for behaviour change campaigns
- Increased audience engagement and reach
- Net new public sentiment/opinion data
- Outputs informing future comms/campaigns
- AI Innovation of the Year - Top 3 Finalist in the Digital Leaders 100 Awards
- Digital Public Service Innovation of the Year - Finalist in the Digital Leaders 100 Awards
So, what’s the solution?
- Hello Lamp Post has ‘brought to life’ flood gates, tidal defences, and other infrastructure across the country.
- By making these flood objects and spaces interactive, the Environment Agency is able to educate residents on how the defences work, gather insights and invite residents to sign up for flood alerts/ prepare for flooding - all by scanning a QR code and interacting via their mobile phone.
- Residents can engage directly in a two-way text message conversation, which is then anonymously shared back with the Environment Agency.
","a:11:{i:0;s:3:""147"";i:1;s:3:""156"";i:2;s:3:""181"";i:3;s:3:""184"";i:4;s:3:""194"";i:5;s:3:""876"";i:6;s:3:""211"";i:7;s:3:""239"";i:8;s:3:""283"";i:9;s:3:""316"";i:10;s:3:""621"";}","Hello Lamp Post is the first-ever on street engagement platform that can facilitate active, two way conversations between people and objects. Using artificial intelligence, the Environment Agency is able to:
Save Time and Reduce Costs
- Get back the time their team are losing from responding to common queries or trying to collect feedback.
- The most cost-effective way to chat 1:1 with people
Improve Community Relations
- The Environment Agency can build a rapport with their local community and improve satisfaction in local areas
More Inclusive
- The Environment Agency can reach a broader, more diverse and under-represented audience
- Hello Lamp Post offers a familiar technology for both younger and older people
Live 24-7, Everywhere
- Always present to engage with the Environment Agency’s local community – day or night, rain or shine
- The Environment Agency can view incoming feedback in real-time
","a:1:{i:0;s:14:""implementation"";}","The Environment Agency first launched Hello Lamp Post during the pandemic in Devon and Cornwall, to help customers:
- Understand new FCRM projects and strategies that were in delivery or development
- Prepare for residual flood risk and tell us how satisfied they are with new defences
The most recent projects to go live are in East Budleigh where people can find out more about the Lower Otter Restoration Project and in Newcastle to mark the 10th anniversary of ‘Thunder Thursday. Plans are underway to roll this out nationally to fulfil broader Environment Agency engagement objectives – often in collaboration with delivery partners like the Department for Education.
Success stories to date…
- Media Coverage across all live deployments
- Finalist in two categories at the Digital Leaders 100 Awards.
- Successful experience at Flood and Coast Conference
- Promotional video via Microsoft
","
- Citizens: Net new data (insights and sentiment) on flood resilience, who is at risk of flooding and who has signed up to flood warnings
- South West Water: To support their campaign - Plastic Free July 2022. Residents can learn the simple actions they can take to tackle plastic pollution in their day to day life.
- Newcastle University & Newcastle City Council: Working with the council to communicate the impacts of Thunder Thursday and the University to share more information with students.
","How does Hello Lamp Post support the Environment Agency’s community and business objectives:
- Citizens can access hyper local information, share insights and make improvements to their local area
- Customers can engage at their leisure, 24/7, 365 days of the year, in a Covid-safe way
- Available to a much wider group of people than face to face engagement
- Inclusive accessible engagement tool
- The readiness and ease of a QR code would make it easier for those with visual impairments
","Ensure Hello Lamp Post signs are in key locations with high footfall to maximise reach:
- Additional projects rolled out in Dartmoor and Newcastle - with further signage rolled out an existing locations
- Increased audience engagement and reach
Engage with new and existing partners to compliment the Environment Agency’s messaging and to support their place based approach:
- Engaging with other organisations like Newcastle University, Newcastle City Council and South West Water
Increased awareness for behaviour change campaigns
Net new data relating to the Environment Agency’s objectives, with aim to include more sentiment/opinion questions moving forward
- Cost saving across engagement - equivalent reach to 40 ‘traditional’ events (so far)
- Carbon saving - 4.93 tonnes (and rising)
- Outputs informing future comms/campaigns
- The current traction is: 1,848/year User Messages
","
- Lockdown restrictions at the beginning of the deployment, which meant less people were out exploring their local areas. This changed significantly when restrictions were lifted.
- Adoption of technology by communities - we’re encouraging the Environment Agency to share how the technology is accessible to all audiences.
","
- Fighting climate change: Hello Lamp Post is an environmentally friendly solution that has supported multiple organisations with tackling climate change in their community.
- Tackling Economic Inequality: Hello Lamp Post helps raise awareness of local events and campaigns.
- Covid 19 recovery: Hello Lamp Post has delivered a digital solution that can engage audiences, at scale on a remote basis.
- Wellbeing: Hello Lamp Post is used to create positive social change and improve community welfare, satisfaction and experiences. Hello Lamp Post continues to support public sector organisations with community safety.
","Hello Lamp Post can provide:
- Advanced qualitative and quantitative data analytics, enabling public consultation for the 21st century
- People-centric chats to animate public spaces
- Accessible tech
- A platform to unify services in public spaces, into a seamlessly
Hello Lamp Post has already deployed in 50+ around the world, including Sydney (Australia), Tokyo (Japan), Singapore, Utrecht (Netherlands), British Columbia (Canada) and Austin (USA), in multiple languages. In the UK alone, Hello Lamp Post has worked with numerous local governments including: North Lanarkshire, Southwark, Westminster, Wandsworth Kingston, Windsor, Colchester and Dudley. It’s not just governments they can support, Hello Lamp Post has also worked with: museums, transport authorities, airports, property developers, retailers, hospitals, offices and universities.","Current tools for public communication are outdated and analogue leading to slow, expensive and often non-compliant public engagement. Think town hall meetings, clipboard surveys and labour attentive marketing campaigns… the list goes on. Citizens are feeling alienated - all they want is easier access to local information and transparent decision making. That’s where Hello Lamp Post can help!","Hello Lamp Post’s edge:
- Proprietary technology providing a location relevant, chat system as well as NLP analytics and reporting
- Ability to serve multiple sectors, use cases, locations and communities
- An underlying mission - enable more community-led decision making and place shaping
- No hardware installation
- Low barrier - inclusive to those who have been out of touch in the past
- Tech infrastructure can scale up seamlessly to handle millions of messages per day
Hello Lamp Post uses a cloud-based server, using 100% green electricity = 106kg CO2e per year. A standard text conversation may last five minutes and therefore the carbon footprint of our server for one conversation = 106,000g / 365 days / 24 hours / 12 = 1g per conversation (stats taken from Goclimate.com).","a:6:{i:0;s:5:""32917"";i:1;s:5:""32918"";i:2;s:5:""32919"";i:3;s:5:""32920"";i:4;s:5:""32921"";i:5;s:5:""32922"";}",,,https://customers.microsoft.com/en-in/story/1471122250890945649-hellolamppost,https://www.youtube.com/watch?v=i096s60JVOc
32950,"eSanjeevani - National Telemedicine Service",https://oecd-opsi.org/innovations/esanjeevani/,30/09/2022,"Ministry of Health and Family Welfare",India,central,"a:1:{i:0;s:6:""health"";}","eSanjeevani - National Telemedicine Service","https://esanjeevaniopd.in/ & https://esanjeevani.in/",2020,"COVID-19 compelled for national lockdown in India too, the public had no means to consult doctors and specialists. eSanjeevani - a cloud-based population scale, indigenously developed transformative telemedicine platform was rapidly developed & operationalized nationally. eSanjeevani is an innovative solution that has brought about digital transformation (systemic) w.r.t. delivery of health services, the innovation has been a runaway success amongst patients & practitioners.","Although multiple health programmes have been underway with the National Health Mission at the Ministry of Health and Family Welfare (Govt. of India), access to healthcare services somehow still eluded the population in rural areas and isolated communities. Also, hospitals and tertiary level health institutions were overburdened, more so in the COVID scenario, apart from the ever-looming risk of patients catching the virus when they visit a hospital.
Operational since April 2020, the aforementioned factors led to eSanjeevani gaining greater traction during the pandemic. Since then, leveraging the might of IT, eSanjeevani has rapidly expanded PAN India. User-friendly interface, extensive broadcasting, round-the-clock support, as well as continual enhancement in the service, led to the creation of a first of its kind of expansive ecosystem of telemedicine/digital health in the country.
Through its network of over 102,612 Health and Wellness Centres as spokes, 12,000 Hubs, 1120 online OPDs and with over 208,000 providers on board, it is serving over 225,000 patients every day by providing them safe, contactless medical consultations without having to travel to the doctors.
eSanjeevani is a cloud-based integrated telemedicine solution of the Ministry of Health and Family Welfare, Govt. of India being designed, developed, deployed, and maintained by The Centre for Development and Advanced Computing (C-DAC), Mohali. The health informatics team has been one of the pioneers of telemedicine in South Asia.
This integrated telemedicine technology has been deployed in two modes:
- eSanjeevaniAB-HWC: A Doctor-to-Doctor telemedicine system, to access to general and specialised health services in rural areas and isolated communities, and
- eSanjeevaniOPD: a Patient-to-doctor, telemedicine system to enable people to get outpatient services in the confines of their homes.
eSanjeevani has not only empowered patients and doctors but has also improved quality of life by facilitating quicker, cheaper and high-quality health services. Direct benefits of the eSanjeevani include:
- Enabling patients in rural/isolated communities to get health services from a Doctor/Specialist without having to spend time and money;
- Helps to keep secondary and tertiary level hospitals less crowded, by providing an access to doctors/specialists accessible to rural patients through their local Health & Wellness Centres;
- Creation of Health Records (electronic) at the grass-root level;
- eSanjeevani has streamlined the process and made it more efficient as patients now get to see a Doctor/Specialist within minutes.
- The patients can consult doctors and general physicians in the confines of their homes and consult super-specialists through contactless, safe and secured medical consultations.
Moreover, eSanjeevani technology is designed in such a way that it encourages replicability and interoperability. As the Internet is the only prerequisite for using the service, eSanjeevani has democratised healthcare.
eSanjeevani is an out-and-out transformative technologically enabled intervention that deploys cloud services. At present around two dozen native cloud services are being used to ensure that eSanjeevani auto scales as per the inflow of the traffic i.e. the architecture of eSanjeevani is such that the application is flexible enough as it works in sync with the volume of the load and it is secure enough to ensure confidentiality, privacy and security of the medical information of patients. In times to come, eSanjeevani would be evolved into a platform that would be integrated with a range of digital/wireless diagnostic devices that would run POCT and RDTs and the results would wirelessly be captured by eSanjeevani this would aid better decision making by the practitioners. Further, eSanjeevani is also being integrated with other healthcare IT applications, these integrations would not only empower patients and doctors but would also enable an end to end delivery of health services digitally.","a:3:{i:0;s:3:""876"";i:1;s:3:""619"";i:2;s:3:""618"";}","eSanjeevani is first of its kind of a telemedicine service that is meeting the remote healthcare needs of the country from a single instance on the cloud. eSanjeevani has not only revolutionised primary healthcare in the country but it has also proved to be a life-saving modality for it is supporting specialised networks such as Tele-Stroke Management Network that connects secondary hospitals (as spokes) to a speciality (neurosciences) hospital as the hub. A national-scale telemedicine network on eSanjeevani can be configured and rolled out within a few hours. eSanjeevani conforms to the EHR Guidelines of MoHFW & also complies with international standards namely, SNOMED CT Nomenclature and DICOM.
Without having to move out of home, eSanjeevani facilitates health services (remotely) within 15 minutes to patients in the confines of their homes. It also enables the delivery of medicines too at home. eSanjeevani has stepped up quality & access to health services significantly.","a:1:{i:0;s:14:""implementation"";}","
- Since its rollout the National Telemedicine Service is continuously evolving. Since healthcare delivery systems of all 36 provinces are independent entities, they have their own processes and workflows some of these provincial governments keep asking for customisations by suggesting innovative workflows. Accordingly, innovative processes and flows are being incorporated in eSanjeevani.
- In order to empower doctors and patients, more and more integrations have been done with third-party healthcare IT applications. In some provinces, end-to-end processes have been computerised where in medicines are also being delivered at home. In a few provinces, special provisions for sending eprescriptions as SMS have been made in eSanjeevani for rural patients who do not own smartphone.
","The success of eSanjeevani has been due to synergy amongst multiple stakeholders. The health ministry conceptualised it, the Centre for Development & Advanced Computing, an entity (of the IT Ministry) into cutting edge IT research, designed, developed, deployed, operationalised & managed the system. Authorities in all the provinces across India ensured uptake of eSanjeevani amongst all users was widespread and quick. Civil Society Organisations extended all support in the field to plug the gaps.","
- Citizens, residing in rural & isolated areas now are able to get quality health services without having to move out of their villages
- Doctors & Healthcare workers are now a part of the digital health ecosystem
- Health Admns. & Policy Makers are also using innovation for monitoring as well as for surveillance
- Companies are now integrating their diagnostic devices with eSanjeevani to reach out to rural health centres
- Civil Society Organisations are gaining experience
","eSanjeevani is supposedly the country's first public-facing digital health intervention. eSanjeevani has made the domain of digital health familiar and popular amongst patients as well as practitioners and health administrators. As per independent research conducted by a civil organisation, every consultation on eSanjeevani leads to a saving of up to USD 25 and also saves a journey of up to 18 km.
The innovation has so far served over 62 million patients, it has also enabled digital health services in over 102,000 health and wellness centres (primary healthcare). Over 85% of beneficiaries so far are from rural India and over 50% of the beneficiaries are women. Medical specialists Over 40 medical specialities can be consulted remotely.
eSanjeevani has set off a trend of digitalisation of health information, which is. beginning to aid policymakers to come up with effective and timely health policies.","Healthcare systems have been grappling with numerous challenges like scarcity of human resources & shortage of hospitals. Also, the Indian healthcare system is facing another serious challenge of skewed distribution of health services towards urban areas when over two-thirds of the Indian populace resides in rural areas. Accordingly, eSanjeevani has been able to address the following challenges:
- Since eSanjeevani was to be used countrywide, the workflows & processes were designed in a way that they were applicable all over.
- The Health & Wellness Centres were to be readied before initiating the deployment, & the users too had to be trained on using eSanjeevani. Visits were scheduled & rounds of training were conducted jointly with respective State Health Depts. to prepare non-IT savvy paramedics to use eSanjeevani.
- The eSanjeevani team had not handled any deployment of national-scale, hence the team had to quickly champion various aspects like scalability & Cloud hosting.
","Although the innovation has been successfully operationalised and has been rapidly and widely adopted by users on both sides (doctors and patients/public). To ensure success the following are the necessities:
- Putting in place the policies, rules and guidelines by the government
- Financial resources for human and infra resources including IEC activities
- Strong leadership in the States/Provinces to implement the reforms/innovation
- IT infra including optimum internet connectivity
- Capacity building of the workforce (providers)
- Sensitising beneficiaries (the public)
- Support, feedback and grievance redressal mechanism
","eSanjeevani - National Telemedicine Service architecture is highly modular (this facilitates customisations), scalable as it is hosted on Cloud (this encourages quick deployment) & the user interface is intuitive and the processes designed are citizen friendly (this ensures widespread adoption). These aspects not only make application favourable for population-scale use but highly replicable as well. The innovation has already been replicated & a portal for India's defence personnel & their dependants. The Indian Defence Ministry has set up Services eHealth Assistance & Teleconsultation, SeHATOPD is powered by eSanjeevani technology. Similarly, the innovation has been replicated for National AIDS Control Organisation (NACO) & National Telemedicine Network for PLHIVs has been set up & launched www.ehivcare.com. The innovation (eSanjeevani) has been offered as a part of India Stack Global for other countries to adopt.","The process of development, deployment and operationalisation of this mammoth innovation gave us enriching experience and learnings. These include:
- Thinking ahead and in advance put in place plans about addressing scenarios which could act as speed-breakers
- Aspects related to keeping the architecture modular and open enough to make changes on the fly
- Since eSanjeevani has been a pioneering effort, it was immensely important to ensure non-stop handholding besides institutionalising feedback and support mechanism
- Recurring consultative sessions to learn about the experience of users and also encourage them to share suggestions that could empower users further.
","eSanjeevani, is first of its kind of an innovation that has revolutionised the primary healthcare system in the country in rural areas and isolated communities. It has bridged the rural-urban digital health divide and is promoting digital health ecosystem in the country. Such is the impact of the innovation that it has initiated a chain reaction where in many other healthcare IT application those were operational at regional level are working towards scaling their capacities to match eSanjeevani’s mammoth scale and capacities which is the largest public facing innovation that is serving every citizen in India. In a way eSanjeevani is leading the Digital Health revolution in the country. Further, the innovation has enabled provision of health services remotely to citizens round the clock and even on holidays i.e. 24x7 – 365 days.","a:4:{i:0;s:5:""32949"";i:1;s:5:""32946"";i:2;s:5:""32947"";i:3;s:5:""32948"";}",,https://www.youtube.com/watch?v=6-J4P07Sq70,https://youtu.be/rOsShW243E0,https://www.youtube.com/watch?v=xz3AIvVMmDU
32952,"Pilot with the Municipality District of Ate Vitarte - Lima",https://oecd-opsi.org/innovations/pilot-with-the-municipality-district-of-ate-vitarte-lima/,29/09/2022,GovLink,Peru,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""Govtech"";}","Pilot with the Municipality District of Ate Vitarte - Lima",https://drive.google.com/file/d/1P0j-ovE8vNArzZgrAdLblZH8XenckiMK/view?usp=sharing,2021,"In May 2021, the Municipality of Ate, was facing issues with their service to its neighbour's due to the Covid-19 pandemic. Because of this, our strategic partner FEMULP connected us with Ate, area that requested GovLink the implementation of a pilot to perform public opinion poll, in order to gather relevant information para about priority issues for the community, so as to improve the municipal responses facing the Covid-19 and focus the attention on women to generate a solidarity economy.","GovLink is a platform who helps to articulate alliances between the GovTech’s ecosystem actors and solve asymmetries between the supply-demand, allowing the civil servants to know and get acquaintance to the technological supply, through pilot programmes, so that they can be aware of which kind of technology they could buy, before thinking about the PPI processes. In this way, the civil servants get trained and retain relevant information that will allow them to produce functional requirements. All this occurs within the framework of blind selection exercises that favor the fight against corruption, inclusion and identity.
The specific objectives of the pilot:
- To boost the abilities in the civil servants selected by the Ate Municipality in the use of the innovation methods;
- Link the Municipality of Ate with one or various international GovTech start-ups with validated solutions and perform a blind selection to choose one to carry out the proposed pilot exercise; and
- Implement a validation exercise of small scale, that incorporates the layout, the demonstration and test of the technological solution, to be able to know the basic configuration, content and other characteristics that prove the functionality and performance of the solution.
The direct beneficiaries of the pilot were the priority areas of Municipality of Ate linked to the pilot’s development and the long-term beneficiaries have been the citizens.
For the future, from the pilot, the municipality of Ate has shown its interest in signing a work agreement with GovLink to be able, according to its priority needs, to use the innovative GovLink platform to find different technology-based providers that help the municipality to solve its social problems through long term. We have been planning together to carry out an extended monitoring in 2023 and training plan in innovation methodologies for the year 2023.
The course of action was determined, first of all, with the selection of the issues to address by the Municipality authorities. Having as alternatives the nine work categories, the authorities of the Municipality chose category #5: Communication, reputation and image. The next step was to proceed to call on the participation of the actors in the priority areas linked to the pilot’s development. With the Ate’s civil servants, we were able to define and frame the proposed issues by the involved areas, thanks to a training workshop in the Human Centered Design methodology. It was achieved the definition of the problem to address.
The next step, a regional technological call was made to the GovTech start-ups that were able to attend to the defined problem with the Municipality of Ate. The call was answered by start-ups of three countries: Brazil, Argentina and Mexico. The blind selection process started with the assessment of compliance of the four basic criteria defined by GovLink for the startups selection. After the assessment, the authorities of Ate selected the GovTech startup Brazilian-Chilean Daoura Insights, AI solution and cognitive technologies that enable the governments to understand people’s needs, from their digital expressions and make decisions based in findings and relevant knowledge.
Daoura Insights proceeded to analyze 25 internet sources selected by the authorities of the Municipality. More than five thousand manifestations in a 30-day period, from 1st April 2021 were analyzed and compilated, and a demonstration of the system operation and obtained data was done through a series of online meetings. Daoura collected and analyzed 5.796 manifestations in the pilot’s period: 372 were about transport, 105 about health (related to Covid-19), 104 were about citizen security, 30 about economy and employment, and others. 35.24% of the manifestations were positive, 40% were negative and 24.76% of the manifestations were neutral.
Concern for the pandemic and its consequences was found. Conditions to continue with prevention campaigns among the citizens and the municipality were found. A concern of the population was found for the municipality to improve its relationship and link with itinerant commerce and small businesses. It was detected that “transport” was the urban category with the most frequent manifestations, with reported issues such as traffic, street and sidewalks maintenance, holes on the streets and others. It was a finding that was understood by the municipality as an opportunity for action and communication.
The period of the pilot allowed the extraction and analysis of relevant information for the understanding of the Ate’s neighbors' citizen manifestations in digital platforms and created perceptions and specific knowledge regarding the addressed problems, which enabled the authorities of the District Municipality of Ate to make decisions based on evidence and reliable data. This allowed them to enhance their management of Covid-19 and their relations with neighbors and citizens, from July21 onwards.","a:3:{i:0;s:3:""143"";i:1;s:3:""876"";i:2;s:3:""316"";}","GovLink seeks to work with civil servants, first, training them and helping them to frame their issues accordingly, to generate functional requirements, so immediately after connect them through a process of blind selection GovTech validated initiatives. In this sense, GovLink intends to support the process of Public Purchase of Innovation (PPI) from the necessity of fighting back the administrative lack of knowledge in innovation and reduce the corrupt behavior of political or commercially influential actors, proposing a blind selection mechanism that promote gender and inclusion, since this is a way of minimize the unconscious biases. It is intended to avoid discrimination, for example, against people with ethnic names, their race, or that women are undervalued. GovLink propose the supply overview GovTech so they could be selected by their value, experience and merit. By doing so, GovLink intends to impact in the way the administration’s approach the processes previous to the PPI.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The experience developed by GovLink throughout its first year of life, first implementing the ATE experience, has allowed positive progress in the validation of the model, making clear the usefulness of the idea and the interest of governments in a mechanism that facilitates the processes of PPI in conditions that address corruption, regulatory gaps, discrimination in procurement processes, among other aspects. Based on this experience, GovLink has been developing a series of guidelines to consolidate the blind-dates proposal.
The objective of the creation of GovLink's blind-dates proposal is to challenge and confront the entrenched vices in the PPI processes. Our immediate perspective in the short term is to continue with the development of piloting exercises with ATE and others, strengthen the mechanisms for calling start-ups, improve the timing of the pilots, improve the dynamics with governments, validate the regulatory sandbox, develop a complete training experience, etc.","
- Femulp http://www.femulp.org/: He was responsible for connecting the Municipality with GovLink, joined the entire pilot process.
- Universidad Peruana de Ciencias Aplicadas (UPC) https://www.upc.edu.pe/: Provides support to GovLink in all the projects, technical assistance, financial support, etc.
- CCO Investment & Legal Advisors https://www.cco-advisors.pe/: Legal firm associated with GovLink that handles all legal documentation, trades, etc. accompanying the pilot projects.
","More than 10 public officials from the Municipality were trained in Human Centered Design and received technical assistance.","
- Awareness of the Municipality team about the importance of a proper management of data as very valuable asset when designing strategies, policies or making decisions was achieved.
- Awareness of the importance of validation exercises, to get close to technology, previous to the contractual calls or public purchases of innovation.
- Positive feedback was received in the satisfaction surveys
- 100% of the civil servants were able to know, at least one new technological solution that they didn’t know before.
- 100% of the trained officials are experts today in at least one new methodology for innovation or in the framing of problems
- 90% of the trained civil servants have expressed a high level of satisfaction
- 80% of the trained civil servants claim to have the ability to apply the new methodology learnt.
- 80% of the civil servants consider that they can elaborate a functional technical requirement
- 100% of the planned activities for the implementation of the pilot were successfully completed.
","Peruvian regulations have barriers and gaps, and do not respond to the reality of the streets and the needs of a new digital society. In Peru, it is necessary to change the parameters with which public purchase is developed","In Peru, it is necessary to change the parameters with which public purchase is developed and the law Nº30225. The pilots need more technical assistance and human resources to strengthen their blind selection mechanisms, strengthen the team of mentors, among others. Greater financial and political support is needed.","In 2021 we carried out a second pilot with the Regional Government of Arequipa and in 2022 another pilot with the Regional Government of La Libertad, with very good and interesting results. We plan to carry out 3 more exercises in 2023. The replication potential is huge.
Our immediate perspective in the short and medium term is to continue with the development of piloting exercises, strengthen the mechanisms for calling start-ups, improve the timing of the pilots, improve the dynamics with local and regional governments in the Peruvian case, validate the proposed regulatory sandbox model, develop a complete training experience, in accordance with the needs of public officials participating in the pilots, and manage multilateral technical support and/or sources of funding for entrepreneurs for the implementation of our operational lines, develop a complete training experience, and others.","
- Lesson #1: Peruvian regulations have barriers and gaps, and do not respond to the reality of the streets and the needs of a new digital society.
- Lesson #2: In Peru, it is necessary to change the parameters with which public purchase is developed
- Lesson #3: The piloting stage proposed favors capacity building and the strengthening of technology-enabled democracy.
- Lesson #4: Training in innovation methodologies and technology-related topics is a useful tool for strengthening local and regional abilities and competencies.
- Lesson #5: Project planning and phasing must anticipate the impact of political problems.
- Lesson #6: Blind selection can become a new tool for supply-demand selection in the GovTech context, to which to allocate resources and research.
- Lesson #7: In order to meet the deadlines and objectives, the soundness of the methodology applied to the project must be ensured.
",,"a:5:{i:0;s:5:""32941"";i:1;s:5:""32944"";i:2;s:5:""32943"";i:3;s:5:""32945"";i:4;s:5:""32942"";}","a:1:{i:0;s:5:""32940"";}",,https://studio.youtube.com/video/inEjgCPssIA/edit,
32959,"Tertius – An online construction marketplace that easily connects property developers with certified inspectors",https://oecd-opsi.org/innovations/tertius-an-online-construction-marketplace/,30/09/2022,"District of Columbia Department of Buildings (on October 1, 2022, DOB was created when the Department of Consumer and Regulatory Affairs split into two separate agencies) - Refer: https://dcratransition.dc.gov/","United States",regional,"a:7:{i:0;s:13:""environmental"";i:1;s:8:""external"";i:2;s:7:""housing"";i:3;s:11:""information"";i:4;s:12:""public_admin"";i:5;s:12:""public_order"";i:6;s:97:""Building development, code innovation, inspections and code compliance/permitting and plan review"";}","Tertius – An online construction marketplace that easily connects property developers with certified inspectors",https://tertius.dcra.dc.gov/,2021,"Tertius has resulted in massive productivity gains for the building industry in DC, enabling developers & property owners to book (at a nominal cost) certified third party agency inspections. Outcome: Far more efficient matching of demand & supply for permit inspections, substantially reducing turnaround times. Tertius has driven revenue to the taxpayers, increased regulatory oversight, increased safety in the building community, saving property owners and developers thousands of dollars.","Problem? Due to the high level of demand, the Department of Buildings (DOB) was experiencing lengthy turnaround times for construction inspections. In the built environment even minor delays can cost developers a lot of money in forced down time where construction crews are idle and buildings aren’t completed so that revenue may be raised. For DOB, employing new full-time staff was a slow process given the high level of certification as a barrier to entry, and once employed, full-time staff represented a fixed overhead not not easily reduced if demand drops.
Innovation? Apply well established multi-sided marketplace approaches to the problem, Identifying independent skilled inspectors within the local community, create a marketing platform that allows them to be easily found, booked and paid for resulting in https://tertius.dcra.dc.gov/. Geolocation check-in for inspectors brings transparency confirming that they were onsite at the time of the inspection, rather than signing off remotely without carrying out proper inspections as had been the accusation frequently in the space,
So successful were the implemented third-party inspection workflows through Tertius that DOB decided to apply similar workflows for the booking of DOB’s internal inspectors. This replaced an IVR (Interactive Voice Response) booking system that was very inefficient in comparison and difficult to use – which offered no information to customers seeking to book inspections.
Who benefits? This represents a win-win-win.
- This government agency drives revenue as the marketplace actually represents a potential profit centre as utilisation and volume throughput grows, while boosting efficiencies and transparency for both internal and third-party inspections at the same time.
- Developers are happy in that they can book an inspector in minutes, receive quotes, and pay in one motion, and have inspections carried out in days rather than weeks – often resulting in a substantial net savings for their project.
- Finally, inspection agencies and contractors save time and admin costs in quoting, finalising proposals and being selected for work, scheduling, and reporting findings thereby increasing their overall throughput of paid inspections.
Objective? Using modern best practice enterprise-grade marketplace platform technology to transform efficiencies in the building/construction inspection ecosystem. Tertius also provides an opportunity to create an experience overlay on top of slow, inflexible and often ageing legacy software solutions that have been deployed over many years, using API integrations to read, extract and record back key information. (In the case of DOB, they use https://www.accela.com/ for permit and inspection record keeping. Tertius deeply integrates with this. The same can be achieved for any software application being used by a government agency servicing building/construction inspections).
How institutionalised? The visionary behind Tertius, the Director of DOB, Ernest Chrappah, has championed the 3rd party marketplace approach in the DC area. DOB released a policy that REQUIRED all inspections for building developments to be requested/booked via Tertius. This required consultation at the highest level, including the Mayor of Washington DC, Muriel Bowser. The initiative has been fully supported by the DC government due to the demonstrative productivity gains being made, and transparency being brought to the building inspections process.
Scaling? The tech underpinning the Tertius marketplace, https://www.platformos.com/, is an API's-for-Everything PaaS development ecosystem that has a 10 year pedigree in innovating Product, Service, Community type multi-sided marketplaces. It is not a SaaS or even a Low Code platform. This means there are no limits to the enhancement pathways for DOB and other government agencies that wish to leverage the core inspection workflows/user journeys that are represented by Tertius.
Future roadmap? In terms of inspections for the real estate developers, two other sister agencies in the District of Columbia have contracted to build inspection workflows specific to their needs, one being the Department of Energy & Environment (DOEE) for inspections that are pre-breaking ground before building developments can start, and the other being Department of General Services (DGS).
And building and construction inspections are just one type of inspection type; the same scalable, flexible and extensible code base could be AFFORDABLY applied to ANY inspection type, be it for internal inspectors or leveraging the third-party inspector framework; e.g. elevator or conveyances, environmental, health and hygiene, social services type inspections.","a:15:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""221"";i:3;s:3:""260"";i:4;s:3:""623"";i:5;s:3:""959"";i:6;s:3:""283"";i:7;s:3:""612"";i:8;s:3:""613"";i:9;s:3:""617"";i:10;s:3:""618"";i:11;s:3:""620"";i:12;s:3:""354"";i:13;s:3:""621"";i:14;s:3:""373"";}","To date such marketplaces have primarily been entrepreneurial pursuits, e.g. Uber & AirBnB, but increasingly enterprises are exploring how multi-faceted user journeys can better connect customers, advisors, partners - to build stronger communities & deliver increased levels of service.
Leveraging modern multi-sided platforms, many firms can uncover excess capacity or underutilised resources or skills, etc. & allow for efficient interactions via a modern & intuitive user experience.
End result related to the construction industry is keeping all of us safer! Applying marketplace approaches to a specific problem – how do we increase the available supply of inspectors & increase our oversight – was as a result of the creative 'out of the box' thinking of Director Chrappah, supported by thought leadership of https://www.shareable.net/ & the experienced team at platformOS.
Taking a Design Thinking & Agile development led to a purpose-built MVP being developed in just six months.","a:1:{i:0;s:9:""diffusing"";}","As of Q4 2022, the marketplace solution has achieved the outcomes that were envisaged: to create a third-party marketplace for certified private-sector building inspectors, extended to accommodate the booking of public-sector internal DOB inspectors, and bring significant efficiencies across the board.
The DOB continues to run stakeholder engagement sessions to identify where user journeys can be improved and enhanced, these being deployed in an Agile way. In the same vein we continue to enhance workflows for our sister agencies, DOEE and DGS, in an iterative way. The potential for Tertius to service other inspection types is also being considered.
In the coming month we will be launching a mobile phone wrapper app for Tertius that will offer downloadable iOS and Android apps of the Tertius application to be used primarily by developers and inspectors. Being founded on a web application itself this wrapper provides an affordable way to maintain the mobile app interfaces.","Through Harmen van Sprang of Sharing Cities Alliance https://www.sharingcitiesalliance.com, a platform for cities to share ideas, Director Chrappah was introduced to Neal Gorenflo of https://www.shareable.net/ (a Civil Society organisation promoting “people-powered solutions for the common good”). Neal then introduced DOB Director to platformOS.
A Design Thinking process with the key stakeholders ensures alignment; viz. DOB admins, inspectors, third-party inspection agencies, and developers.","
- Developers & their clients: Realised substantially reduced turnaround times for building inspections for the full cycle construction process.
- DOB: reduced cost of inspector overheads, fuller transparency of inspections being carried out professionally.
- Third-party inspection agencies: reduced admin overhead to receive RFPs, quote, & to be booked, in a MUCH shorter time than is typical.
- The District of Columbia: substantial productivity gains across the building / construction ecosystems.
","The Tertius platform provides a convenient options for customers to shorten the timeline to complete inspections. Tertius brings a supply of customers directly to each inspector & provides a platform to conduct and report inspection activity – streamlining the process.
- Revenue: Since its launch (Oct 2021) over $4.2MM has been paid to third-party inspection agencies.
- Shorter Wait: Time from inspection request to completion shrank from as much as four weeks to as little as two days, saving developers & property owners thousands of dollars.
- Growth: With a quarter over quarter growth, inspections conducted through Tertius are projected to grow 67% (from 90,000 to 150,000) in the first year of operation.
- Accountability: Audit logs allow DCRA to review every step in the process, ensuring the required inspections occur, are flagged when they don’t occur promptly, & increases the speed at which inspection results are reviewed by DOB – enabling DOB to surpass its Service Level Agreements.
","With such digital innovation, especially within a political environment, the change in process can be daunting for certain parties. With Tertius there was initially push back by third-party inspection agencies used to the pre-existing more manual processes. We suspect that there was also angst being experienced by inspection agencies in that DOB now had fuller transparency, including, for example, the requirement for the inspector to geolocate at the time of the scheduled inspection - but this we believe has had the effect of weeding out the ‘bad actors’ in the ecosystem.
As a result Director Chrappah did feel the need to reaffirm to District of Columbia Mayor Muriel Bowser, that significant gains were being enjoyed as a result of the mandated use of Tertius, thereby gaining political support from the top down. Since gaining the demonstrated support of the Mayor, all parties in the process are now fully engaging. Otherwise, there have been no significant challenges or failures.","Leadership, & the willingness to take a risk with a new transformative approach - applying multi-sided marketplace concepts to the problem at hand - was key. In addition, apart from his innovation mindset, Director Chrappah had to draw on his personal conviction to follow through with a less established software vendor that had proven results in the space - after all, the “Nobody got fired for choosing IBM” mindset is pervasive in government circles.
The presumption is that there is an existing software that records permitting requirements against addresses for developers. Initially any Tertius-like solution would overlay & integrate with this, but there might well be opportunities to modernise the core permit record system using platformOS itself, gaining efficiencies and saving costs. As was the DOB experience, we’d suggest seeking higher level political buy-in and support to ensure a common front, to better counter self-serving complaints arising from lobbyists, or similar.","After deploying Tertius, the advantages to DOB were quickly recognised by DOEE for ‘pre-breaking ground’ inspections. Similarly, the core workflows of Tertius were leveraged by DGS in the District of Columbia. There is great potential to service all manner of inspections, particularly where inspections can be outsourced to trusted private-sector agencies - to be able to boost the supply side seamlessly as demand increases and decreases in less robust cycles. This might apply to inspections such as elevators and other conveyances, health and hygiene, environmental initiatives, social services, roads and transport, etc.
NOTE: Tertius & the underpinning tech stack of platformOS is NOT delivered as a static SaaS, or even as a limiting Low Code solution. The code logic is replicable in elements or as a whole, and can be quickly customised to specific use cases.
In addition, platformOS is a PaaS developer ecosystem, and working with system integrators in each region is encouraged.","Learnings gained as shared by DOB Director, Ernest Chrappah:
- Be emboldened by progress.
- Think differently and invite measured risk in changing how you do business.
- Anticipate downstream needs so that resource allocation does not become a limitation.
- When you seize an opportunity, get a product into the marketplace quickly, then perfect it.
- Identify the problem that you actually want to solve. Then solve it.
- Evaluate opportunities to integrate for efficiencies.
- Never stop engaging with the community and stakeholders impacted to learn about features and adjustments that will add value.
Learnings by platformOS:
- The importance of applying Design Thinking to discovery & planning to optimise achieving the desired outcomes first time, rather than having to re-work development
- PlatformOS & DOB agreed that using the Agile methodology was key to delivering the Tertius MVP much faster (holding costs down), to then iterating off the back of user feedback.
",,,"a:1:{i:0;s:5:""33612"";}",https://youtu.be/R6_1Qm-agDI,https://youtu.be/KRwzOa6mIEY,https://youtu.be/CufvcKW5S8o
32969,"Living Together Promoters - A new profile in behavioral sciences applied to public policy",https://oecd-opsi.org/innovations/living-together-promoters/,03/10/2022,"Tribunal administrativo de Faltas de la Municipalidad de Córdoba",Argentina,local,"a:1:{i:0;s:12:""public_order"";}","Living Together Promoters - A new profile in behavioral sciences applied to public policy","https://tribunaldefaltas.cordoba.gov.ar/promotores-de-convivencia/ @ faltas",2020,"The ""Living Together Promoters"" program began in early 2020 as an initiative of the Cordoba City Hall. It is considered innovative because it seeks to promote change management within the Administrative Misdemeanor Court by using diverse methods from behavioral and data sciences. Specifically, to provide evidence about the institutional status quo, and to assess the potential impacts of modifying social behaviors and norms inside of the institution.","This program was carried out by the Administrative Court of Misdemeanor of Cordoba. The focus of this was to intervene and change the sanctioning paradigm, from collection-only, towards a preventive one that achieves normative recognition and more compliance with the ""Code of Coexistence"" (Living-together Code) promoted by the city authorities since 2015. At the same time, this program aims to raise awareness and educate on values related to specific unlawful behaviors so that the public officers and the citizens would change their habits and social behavior. To carry on this task the program engaged public servants specialized in legal issues with a mid-level of seniority to assure that they would be heard.
The program beneficiares are all the residents of the city of Córdoba and the different social actors of the academia, the social sector and the private sector. The innovation has a four-stage approach: 1) The creation of a specialized public servant body called ""Promotores de Convivencia"", 2) The incorporation of design and decision-making methods, as well as Behavioural and Data Sciences to drive change, 3) The use of technological tools in work operations, 4) The adaptation of the ""Promotores de Convivencia"" to the social context of the Pandemic and Post-Pandemic scenarios.
- The creation of the public servants body called “ Promotores de Convivencia” was enacted in 2020; it seeks to define a specific role of agent of change different than any other municipal inspector. Their main functions are: work in prevention, education, and compliance of the ""Living-Together code""; also, each of them were trained in team building, soft skills, active listening, mediation, among others to identify and resolve cases more efficiently so they do not escalate to the court. In that way, they would assist the citizens in a proactive and collaborative way.
- Incorporating design and decision-making based on Behavioral and Data Sciences. The city pulled out evidence from the different instances of the Administrative Court and was used to work in informing the best ways to improve such status quo by applying change management and behavioral changes. In that sense, intensive sessions of education and training workshops were held and promoted within the municipal instances.
- The use of technological tools in work operations: the Citizens Help Centre is a digital channel made for resolving inquiries from the citizens. It consists in two telephone lines specially prepared to answer doubts and queries related to the Administrative Court of Misdemeanours. The use of WhatsApp is also possible. On the same point, the Citizens App is an application that allows to geolocate the complaints related to the lack of maintenance and care in vacant or abandoned land. Furthermore, the platforms for Urban Monitoring and Digital Records made use of the city cameras and digital records of several public authorities to speed up the gathering of evidence and the double-checking of the monitoring and surveillance activities that end up in fines.
- The adaptation of the ""Promotores de Convivencia"" to the social context of the Pandemic and Post-Pandemic required a training to public officers with legal background to understand the citizens approach and needs.
","a:3:{i:0;s:3:""156"";i:1;s:3:""876"";i:2;s:3:""196"";}","Since its origins this program shows that it is possible to work in an integrative manner. Since 2020 and towards 2022 it displayed:
- Control of street vending on public roads and at social economy fairs in different neighborhoods;
- The ""Responsible Driving"" campaign was launched to encourage responsible driving, with alcohol testing.
- A preventive operation is being carried out at public shows.
- Actions of preventing the insecurity in the streets.
- We work with the preventive control of noise nuisance in downtown areas and residential neighborhoods.
- The""Escuela de Convivencia"" (Living-together School) was created, and promoting the ""Código de Convivencia"" of the city of Cordoba.
- Participated as ""overseers"" in the democratic processes of the neighborhood centers.
- Traffic and environmental infractions are monitored with cameras.
","a:1:{i:0;s:14:""implementation"";}","The Living-Together initiative aimed at achieving a paradigm shift in management. We decided to innovate with a public policy that brings together citizens and provides them with a more active role as part of the Municipality of Córdoba. The problems had to be detected jointly by all, both the residents and the state itself, which would control and supervise so that the rules included in the ""Código de Convivencia"" of the city of Córdoba would be complied with.
In that way the state is no longer only out there to collect and sanction, but to educate, prevent, manage and evaluate the best solutions. To this end, measuring data and quantifying our actions in these 2 (two) years allowed us to be more efficient in the implementation and application of behavioral sciences in the public sphere, to also be able to evaluate and observe the degree of compliance with the rules by the citizen, from this more persuasive and non-coercive approach.","During these two years we have closed partnership agreements with other areas of the local and State government in the field of Health, Education, Social Policies, the Secretariat of Modernisation, with the Security Forces such as the Provincial Police, Environmental Secretariats, among others. We apply innovative solutions to better reach all the citizens of the city of Cordoba, providing them with solutions and trying to work from a preventive point of view.","The most direct beneficiaries were the citizens of Córdoba. They all received information about the ""Living-Together Code"" and raised awareness about the city's presence and control and prevention actions given by the ""Tribunal de Faltas"" of the Municipality.","We published reports periodically in the press and social networks, showing how the preventive actions of the ""Tribunal de Faltas and Promotores de Convivencia"", had a positive impact that caused a decrease in the number of infractions committed. Just in 2021, more than 80% of the environmental offenses detected in vacant lots and pavements were repaired by the offenders without the need for a sanction or fine.
On the other hand, a promising responsible driving campaign is being carried out, which is reducing those infractions that most threaten road safety, such as the use of mobile phones in the car and crossing red lights. It is envisioned that in the future, residents will no longer have to receive a warning or commit an infraction, but that the educational and preventive measures will help them to change their habits and behavior as responsible citizens.","
- There has been an overlapping of functions with other areas of government, which at the beginning generated differences in criteria. We even had to experience trade union conflicts with other sectors, which is why it was proposed as a challenge to work in a joint and coordinated manner between areas within the municipality.
- From the beginning, one of the difficulties was financial. It was also a challenge to streamline the bureaucracy for the acquisition of equipment for the headquarters and the purchase of working tools and elements. In 2022 we had our budget, so we had autonomy and greater availability of economic resources.
","The main aspect was the enactment of the Living-Together Code back in 2015, which reorients and guides on the duties and rights of the citizens and the local government as well.","We consider that this program could be used in cities of the same size, or so called “ intermediate cities” above 1 million inhabitants where this process of decentralization could be put into practice. Being able to obtain the necessary changes in the behavior of the citizens implies creating an innovative model that would include stages of education, awareness, implementation, control and supervision of the code of social coexistence.","We learned about the needs of continuing working on the identity and professionalization of these public servants, so that they adapt to new demands and have a strong vocation for service. In that way, it is essential that public policies are designed to meet citizens' needs, that they are transparent, measurable and assessable, flexible and adaptable, and sustainable over time.
At the same time, working preventively, in dialogue with neighbors, helps to provide explanations and show results. Emphasizing that having professionals who have soft skills, good education and presence, who are willing to be ""preachers of good manners"", improves communication and the openness of the neighbor himself (to listen and modify his behavior) and thus collaborate so that conflicts do not increase but are controlled and resolved.","The problem addressed by this project, emerged from the ""Final report of outgoing management (2011-2019)"", which highlighted weak points in the municipal system of misdemeanors. While there is a 101% increase in the number of cases. And a policy focused on punishment but with shortcomings in terms of prevention.","a:1:{i:0;s:5:""35599"";}","a:1:{i:0;s:5:""34102"";}",https://drive.google.com/file/d/1Ry27xjxH2sOQBehrDsUDQqDsZpRYb9uL/view?usp=sharing,https://drive.google.com/file/d/1Ry27xjxH2sOQBehrDsUDQqDsZpRYb9uL/view?usp=sharing,
32972,"Suomi.fi Quality Tools",https://oecd-opsi.org/innovations/suomi-fi-quality-tools/,30/09/2022,"Digital and Population Data Services Agency",Finland,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Suomi.fi Quality Tools",https://laatutyokalut.suomi.fi/public,2022,"With the Quality Tools an organisation can evaluate, monitor and compare the quality and use of its services within and between organisations. The tools include a Self-assessment, Customer Feedback and Utilisation Rate Measurement tool and are free of charge. The tools were developed primarily for public sector organisations to help them develop customer-oriented digital services and improve knowledge-based management. On a national level the tools provide data on the state of digitalisation.","The key challenge has been to develop measurement tools that collect unified data from digital services from all levels of public sector to enhance user experience and build customer intimacy between the end-users and public administration. The objective has been to smoothen and straighten digital processes in public digital services. Administrative burden for citizens and businesses is one of the key challenges for public administration. The main objectives in developing the Quality Tools have been to lower this burden as well as decrease costs for both the end-users and public sector at large. The developed service gives visibility to the perceived quality of digital public administration services. Without real-time data about the perceived quality, we cannot offer alternative ways of working and processes for public digital services. Through the Quality Tools we can start deploying activities and measure the effects of the new activities. This will provide us a learning loop and more precise activities to develop better and smoother public digital services for citizens.
The Suomi.fi Quality Tools were launched in the spring of 2022 by the Finnish Digital Agency for evaluating, monitoring, and developing the quality of digital services with a customer-oriented and end-user focus. Key target groups of the Suomi.fi Quality tools are individual private users, business users and public administrations as service providers. The Quality Tools measure the maturity and use of digital services and provide real-time feedback instantly after the use of a service from the end-users. They serve as a means for knowledge-based management, for evaluating, monitoring, and comparing the quality and use of digital services within the own organisation and between organisations and for identifying the strengths and points for improvement of digital services. In the future, when the service is deployed widely across the public sector in Finland, the tools will provide data and a situational picture on the state and quality of digital services on the national level and as a scalable service possibly later EU wide or even worldwide. The Quality Tools are a commensurable solution that all service providers in Finland can use free of charge. Using the service is simple and customer oriented. Once the organisation has access rights to the Suomi.fi Finnish Service Catalogue (PTV) and the service(s) and service channel(s) are described in the catalogue, the Quality Tools can be activated and implemented.
The tools include a Self-assessment, Customer Feedback and Utilisation Rate Measurement tool. The Self-assessment tool includes a national set of criteria that organisations can use to evaluate their digital services internally. With the Customer Feedback Tool service providers can collect feedback from users right after use of the service and it includes a star rating and open feedback form. The Customer Feedback Tool's data model is similar to the user feedback tool provided by EU Commission on the services of the single digital gateway (SDG). The Utilisation Rate Measurement Tool monitors the utilization rate of services and the transition of the usage between different service channels. In addition, the summary view provides for data monitoring and analysing the collected data. The tools have been developed with and in normal software production environment. The service runs on AWS cloud platform utilizing serverless resources, is built with TypeScript, React and Node, and is deployed using Drone. The technical documentation is in Finnish and English (https://palveluhallinta.suomi.fi/en/sivut/laatutyokalut/tekninen-yleiskuvaus). The source code is in English.
In the future, our aim is to have most or even all public sector organisations, but also private and third sector organisations, to be using the service, as they discover its benefits. Then we will have an accurate and real-time overview of the state of digitalisation and quality of digital services on a national level. Organisations will have better tools and means to develop their services. Citizens will have smoother and more customer-oriented digital services offered to them. As a scalable solution, the opportunities to expand the deployment of the Quality Tools also to other countries, are realistic.
The development of the service was started by the initiative of the Finnish Government, more precisely the Ministry of Finance. Key drivers included having a situational picture of the state of digitalisation and the quality of services on the national level, boosting digital services and excelling in customer relationship. As the responsible agency for digitalisation of society The Finnish Digital Agency was commissioned to develop the service and the Quality Tools in a customer- and user-oriented manner using service design, agile, lean and scrum methods. The service and the tools have been co-designed with our customer organisations and end-users.","a:18:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""210"";i:4;s:3:""211"";i:5;s:3:""623"";i:6;s:3:""611"";i:7;s:3:""302"";i:8;s:3:""615"";i:9;s:3:""612"";i:10;s:3:""617"";i:11;s:3:""618"";i:12;s:3:""620"";i:13;s:3:""354"";i:14;s:3:""621"";i:15;s:3:""373"";i:16;s:3:""260"";i:17;s:3:""303"";}","Suomi.fi Quality Tools is a unique, universal and never seen before service for public sector organisations to evaluate their digital services. The service’s user interface gives access to citizens, administrations and media to view, compare and benchmark the collected data transparently. Finnish government provides these tools free of charge to all public, private and third sector organisations.
A uniform way of valuating services increases interoperability, improves the transparency of the level and quality of the digital services, and makes it easier to compare nationwide or even EU wide or globally. A dashboard view provides organisations with useful information about their digital services to support them in developing and monitoring their services. The collected data can be used by the customer organisations through an API. The information produced for the Finnish Service Catalogue is used in the Quality Tools as a source data, another Finnish innovation.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","At the moment, we are actively marketing and promoting the service to increase its awareness and get more users. Currently, ten organisations, including public administration organisations and municipalities, are using the service. The tools have been activated by twenty services.
We are constantly developing the service further through user testing and user experience research. In the near future, we will widen the Customer Feedback Tool, ie. by implementing SDG common goals to the tool, and co-develop further the Utilisation Rate Measurement tool. Also UI/UX improvements will be made. We will also link our data model to the Core Public Service Vocabulary Application Profile (CPSV-AP). Moreover, opening the source code is under consideration. We provide an API and focus on developing it to make data and feature sharing easier and data collecting more automatical. We have created a versatile platform. The technical solution is scalable and already in use in other use cases.","
- Civil service organisations and municipalities (customer organisations): development in close collaboration with users to gain an understanding of current status and future needs, feedback on the service throughout the development process and reacting upon it
- Citizens: understanding the usability of and interest for the service
- Government officials (ie. Ministry of Finance): service development funding, active dialogue about governmental needs and feedback on process and deliverables
","
- Public sector organisations: accessible, safe and free solution for improving the quality of digital services, no need to develop/acquire own tools and measures, saving resources, knowledge-based management tool
- Citizens: engaging in the development of services, awareness of their quality, better services and digital customer experience in the future
- Government officials: situational picture of the nationwide state of digitalisation, supporting the development of better public services
","The innovation has raised a lot of interest among potential customer organisations. Also big central government organisations (i.e. Finnish Tax Administration, Social Insurance Institution of Finland, Police of Finland) and big municipalities (cities of Turku and Lahti) either have already implemented the Quality Tools in their services or are considering to.
First user experiences (user interviews and tests) are positive. The self-assessment tool is seen as a useful check list and tool to identify pain points for the development of services. The customer feedback tool is appreciated for its simplicity and possibility to give anonymous feedback, lowering the threshold of citizens to give feedback.
Status 30 Sep 2022: 10 organisations and 20 services are using the tools. We expect the number to grow significantly, once awareness of the service is raised and organisations have figured out how to analyse and report the data and integrate the tools into their internal processes.","The challenges encountered have mainly been related to internal organisation. There have been some changes in the development team during the development process over the past 3-4 years. This has most probably influenced continuity of and passing on the knowledge gained throughout the process. On the other hand, this has enabled for new and fresh ideas to come up and the agency has made sure that the team members have always been experts in their field.
No major failures have been encountered, i.e. minor bugs in the technical delivery of the service have been solved in an agile manner.","
- Knowledgeable, motivated and committed core and development team with good
chemistry and a startup attitude
- Sufficient and long-term human resources ensured
- Holistic approach
- Modern processes, methods and tools (i.e. service design, scrum, agile)
- Digital tools for working, sharing and communicating
- Access to information
- Transparent and well-documented development process
- Committed partners and collaborators
- User involvement and engagement
- Stakeholder management, facilitation and communication skills
- Leadership and guidance, change management and leadership skills from project managers, team leaders and upper management
- Vision, support and commitment from upper management
- Sufficient and long-term financing and governmental support
- Diplomacy and endurance
","The Suomi.fi Quality Tools have not yet been replicated by other organisations. However, the technical solution and platform is scalable and already in use in other use cases inside the agency. We see no barrier why the Quality Tools could not be implemented in other countries, as well. We believe that public administration also in other countries are facing the same challenges of administrative burden of citizens and businesses and lack unified measurement tools to collect data from all levels of public sector digital services.
We are open to share our experiences, knowledge and information of the development, features, technical aspects and requirements of the Suomi.fi Quality Tools and provide support to our partner organisations in other countries.","
- Prepare for a multiphase development process and delays
- Be realistic about the innovation’s time-to-market and the time it takes for the service to be deployed by customers, especially in public development projects and with public sector organisations
- Knowledgeable, motivated and committed core and development team with good chemistry and a start-up attitude main key success factor
","Now after the launch of the service, we will continue in constantly developing the service in collaboration with our stakeholders in an iterative manner. We will continue to explore networks and expand the work with our stakeholders.
We will strive towards having a real-time situational picture of the digital services in Finland, which will be developed using data-based analytics and modern technology, such as artificial intelligence and automation. Moreover, perhaps later the service will be replicated also by other nations.",,"a:2:{i:0;s:5:""33515"";i:1;s:5:""33676"";}",https://dreambroker.com/channel/m06sxbf0/ms6y4yts,,
32996,"Promoting Compliance through Effective Communication: An Application of the Framing Effect in the Removal of Barriers to Competition",https://oecd-opsi.org/innovations/promoting-compliance-through-effective-communication-an-application-of-the-framing-effect-in-the-removal-of-barriers-to-competition/,29/09/2022,"INDECOPI - National Institute for the Defense of Free Competition and the Protection of Intellectual Property",Peru,central,"a:1:{i:0;s:8:""economic"";}","Promoting Compliance through Effective Communication: An Application of the Framing Effect in the Removal of Barriers to Competition",https://sites.google.com/view/innovationsrb/innovation-2,2022,"INDECOPI, the agency of competition in Peru, has created a specialized unit called “Effective Compliance Team”, which incorporates behavioral insights (framing effect) in their communication with other government institutions. Through this innovation, the government has a cost-effective tool to incentivize compliance, ensure the understanding of other institutions about bureaucratic barriers to competition, and benefit economic agents in the market and overall, the citizens of Peru.","To ensure regulatory compliance in government institutions across the country, national agencies must explore the use of new cost-effective tools. This requires exploring new ways to approach problems faced by government authorities that need to guarantee law enforcement.
In this innovation, we use insights from behavioral economics to ensure the understanding of incentives for eliminating regulations that affect competition and the sanctions for not doing it. We built a specialized team that prioritizes persuasion before sanction and uses every form of communication to effectively send messages related to the benefits of complying and the costs of not doing it, considering the framing effect.
In this case, regulatory compliance occurs when government institutions follow a ruling issued by INDECOPI and definitively eliminate a regulation that affects competition. It is important to mention that INDECOPI, the agency of competition in Peru, rules after a demand by a company or citizen, which has been affected by the regulatory barrier. So, the no elimination of a bureaucratic barrier affects directly economic agents in the market.
According to the data, it was evidenced that government institutions eliminate their regulatory barriers on average in more than 200 working days after the ruling of INDECOPI. In this context, the “Effective Compliance Team”, hereafter CEM Team, is created.
This team had a precedent, and it was the “Effective Compliance Program”, which was recognized as one of the best practices related to Law Enforcement in Peru. This team consider the lessons from the program related to effective communication and the specialization of civil servants in persuasion before sanction. Thus, this team has three main objectives:
- Act as a delivery unit for eliminating barriers to competition by prioritizing persuasion before sanctioning other government institutions.
- Communicate the benefits for government institutions if they eliminate regulatory barriers to competition considering the framing effect.
- Increase the use of behavioral tools to solve problems related to conduct cost-effectively.
To tackle the problem, we identified -based on the results of focus groups and online forms made to officials- that non-compliance responds to a lack of knowledge. In this way, we use the framing effect to effectively communicate the scheme of sanctions and incentives of the system of bureaucratic barriers, as well as the steps to be taken to definitely eliminate the regulatory barriers.
According to the behavioral economics literature, decisions can be influenced by the way information is presented due to the cognitive bias ""framing effect"". In this sense, we propose as an innovative solution the incorporation of this concept in the design of the documents used for communication with the denounced entities. The objective of using behavioral economics tools in communication with denounced public entities is to facilitate the understanding the system of bureaucratic barriers and emphasize the key messages regarding sanctions and incentives.
Taking this into account, the documents that contain a new design are the consent resolution and the information request for compliance. The consent resolution uses a positive framework effect, to highlight the incentives for eliminating bureaucratic barriers, as well as numbering the steps to follow for non-application and providing a contact for personalized assistance. On the other hand, the information request for compliance uses a negative framing effect, incorporating dissuasive messages related to the negative consequences of not eliminating bureaucratic barriers, and as well as in the consent resolution, mentions the steps to follow for non-application and contact for assistance are indicated.
Once the project has begun, the results show that the average adaptation time for those denounced public entities that received the new document design is 52 working days, while for those denounced public entities that received documents with the previous design, the average time is more than 200 working days. Likewise, 78 bureaucratic barriers have been effectively eliminated. It should be noted that for the impact evaluation, we use propensity score matching.","a:3:{i:0;s:3:""156"";i:1;s:3:""184"";i:2;s:3:""609"";}","This project is innovative in law enforcement because:
- It implements a delivery unit specialized in law enforcement by persuasion before sanctioning. This makes it possible to achieve the elimination of regulatory barriers and benefit the market.
- It uses behavioral economics concepts to achieve compliance of institutions that have created barriers to competition. The project uses the framework effect to communicate with other institutions. It also uses data science to monitor the project and ensure proper implementation.
- It facilitates the general understanding of the steps to be taken to achieve compliance and provides support through a personalized assistance contact. In this sense, the project reduces the biases identified in the public officials of the denounced entities.
","a:1:{i:0;s:9:""diffusing"";}","The project ended in April 2023. To measure the impact, we use the methodology of Propensity Score Matching. We will continue to reinforce the messages about the actions that must be taken to adapt their behavior through training for public officials and at the same time, we are diffusing the lessons of the program that preceded the ""Effective Compliance Team"".","Three allied groups participated:
- Innovation Team, in charge of making the new design of documents based on the concepts of behavioral economics and, elaborating a control board to follow up the project.
- Resolutive Team, in charge of sending the new design of the consent resolution to all denounced public entities where the inapplication of barriers is needed.
- CEM Team, in charge of the communication with institutions that must eliminate their regulatory barriers to competition.
","The users of the project are plaintiffs and, potentially, the general public that is affected by the imposition of bureaucratic barriers declared illegal and/or unreasonable. In this way, people that demand government institutions for regulatory barriers are benefited from the delivery unit. On the other hand, the interest group is those public officials of entities at the regional level, who do not have a complete understanding of the system of bureaucratic barriers.","According to the results, it is evident that the average adaptation time for those denounced public entities that received the new document design is 52 working days, while for those reported entities that received documents with the previous design, the average time is over 200 working days. Therefore, in terms of working days, there has been a reduction of 81%. Likewise, 78 bureaucratic barriers have been effectively eliminated, of which 30 had general effects. It should be noted that for the impact evaluation, we use propensity score matching.","Challenges:
- Ensure that the new design of the consent resolution is viewed by the official of the area involved in bureaucratic barrier removal. Normally, this document is only notified to the public prosecutor. For this reason, it was deemed pertinent to design a notification letter addressed to the area involved in the management of the inapplication of bureaucratic barriers in question.
- Lack of personnel to conclude effective compliance investigations. It is necessary to conclude the investigation through a report, in order to identify whether the behavior of the denounced institution has been adapted; and therefore, to know if the new document design has been able to persuade the official to effectively not apply the bureaucratic barriers.
","One of the main conditions is the coordination and active involvement of the participants in the development and implementation of the project.
Also, the use of data science to perform the pertinent follow-up, which shows in real-time the progress of all the cases. This is possible due to the recollection evidence in matrices and their visualization in dashboards for the participants involved.","This innovation is highly replicable, given that, within the context o law enforcement, there are many authorithies that issue rulings that need compliance.
According to the methodology proposed for this innovation, the findings should be disseminated to collaborators and invite replication in other areas. This seeks to institutionalize the practice and motivate other public institutions in the use of behavioral solutions so that they can solve the problems identified within the framework of their competencies from an innovative view.","There are three main lessons:
- Ensuring that the decision makes is being reached by the delivery unit: Communication with other institutions can be difficult if we do not have a proper system for public communication. In this context, it is important for enforcement to clearly identify and aim at the person that is in charge of making compliance possible.
- Personalized training for civil servants: Personalized training was of great help to achieve that the entities adapt their conduct by effectively non-applying the bureaucratic barriers. In these trainings, we ensure that members of other institutions understand the benefits and sanctions related to barriers in competition.
- Dissemination of complaints of non-compliance: The complainants are unaware that they can submit a communication reporting the non-compliance of a ruling by INDECOPI, which is completely free in case the institution continues to impose the bureaucratic barrier declared illegal and/or unreasonable.
","To monitor the implementation and correct use of the new document designs, a data dashboard was created to show in real-time the cases treated and potential cases to be treated. This tool uses information recorded and systematized in monitoring matrices used by the CEM Team.","a:2:{i:0;s:5:""33018"";i:1;s:5:""33019"";}","a:1:{i:0;s:5:""36038"";}",,https://youtu.be/RXqYBuBwLq8,
33000,"Austin Civilian Conservation Corps",https://oecd-opsi.org/innovations/austin-civilian-conservation-corps/,29/09/2022,"City of Austin Office of Innovation","United States",local,"a:1:{i:0;s:7:""science"";}","Austin Civilian Conservation Corps",https://www.austintexas.gov/department/austin-civilian-conservation-corps,2020,"The Austin Civilian Conservation Corps (ACCC) began as a pandemic response program to help residents earn income and access green careers, and has evolved into a leading model for equitable, climate-focused workforce development. The ACCC, a collaboration with 10+ City departments and multiple community partners, has provided over 125 living-wage opportunities with supportive services, training, and career pathways for Austin’s underserved residents, and is actively shaping the green economy.","In mid-2020 the world was facing an unprecedented crisis in the COVID-19 pandemic. In addition to the medical affects, the disease was creating extreme economic consequences, especially for Austin workers in industries like food service and hospitality. The City of Austin (City) organization also had large amounts of federal recovery funding to help stabilize residents. This crisis had unexpectedly created the perfect conditions for innovation.
The City saw an opportunity to both provide income to residents who’d been economically affected by the pandemic and pursue equity-focused sustainability goals. Inspired by the Civilian Conservation Corps program put in place in the 1930s to re-employ Americans and improve public lands, the City created the Austin Civilian Conservation Corps (ACCC), which would provide a living wage, certifications, training, and supportive services for struggling residents who wanted to transition into green careers. This would also help achieve the ambitious goals detailed in the City’s Climate Equity Plan.
The Innovation Office was tasked with creating the ACCC program in the fall of 2020. They convened a coalition of interested City departments to help identify the program’s initial structure, focus, and funding sources. The group knew the ACCC had to focus on creating equitable access to green jobs, since BIPOC communities are the most affected by climate change but have the lowest access to quality green careers, and because the original CCC was built on racist policies. The group also wanted to create a program structure that was immediately successful, but was also sustainable and scalable after the pandemic and advanced the City’s workforce development practices.
The ACCC group identified projects that City departments wanted to do, but didn’t have the capacity to coordinate. The group then identified non-profit partners who could hire and train residents, manage the work, pay at least $15/hr, and provide supportive services. By matching these groups and leveraging existing contract structures, the ACCC created over 100 new employment and training opportunities in a variety of focus areas, including green building, renewables, wildfire prevention, landscape maintenance, public art, and community engagement. The group also created a pilot of the green pathways program, which helped ACCC program graduates qualify for positions in the City organization. The Innovation Office also commissioned two resident lived-experience studies to understand what the community wanted and needed from the ACCC; a green economy analysis with the University of Texas to understand the trajectory of Austin’s green jobs landscape; and an accelerator program to help a variety of organizations create new capacity for green jobs. The program continued to gain momentum and exposure throughout 2021, and one of the team members was even asked to testify to the US House of Representatives about the ACCC’s successful model.
In 2022 the City provided an additional $6M of funding and two new full-time positions to manage the program, and moved it to a permanent home in the Parks and Recreation Department. The program has continued to evolve from a pandemic response measure to a permanent, climate workforce development initiative with equity at its core. With a strong focus on resident feedback, quality jobs, data collection and analysis, and wrap-around support, it is a model for Cities around the world looking to drive real progress on climate and equity goals. The ACCC will continue to scale in size and scope, and we anticipate that it will be a landmark program driving the green economy in Austin for years to come.","a:11:{i:0;s:3:""619"";i:1;s:3:""181"";i:2;s:3:""609"";i:3;s:3:""196"";i:4;s:3:""211"";i:5;s:3:""217"";i:6;s:3:""257"";i:7;s:3:""959"";i:8;s:3:""615"";i:9;s:3:""617"";i:10;s:3:""354"";}","The ACCC represents the first time the City has created a workforce development program that was specifically aligned with its strategic goals and had equity at its core. The City typically outsources its workforce development to a large regional organization that administers programs based on its own long-term economic assessments. The ACCC was develop in-house, and focused specifically on pursuing the City’s sustainability goals. Furthermore, centering equity and residents’ lived experience led to an entirely different design; one where a living wage, supportive services, and strong career pathways are required for all programs under the ACCC initiative. Finally, the ACCC represents one of the City’s most successful collaborations between multiple departments and partner organizations which led to rapid development, iterating, and scaling of a now-permanent program. Not only has the ACCC created positive outcomes in Austin, it also advanced the innovation practices for the City.","a:1:{i:0;s:14:""implementation"";}","The ACCC is fully in the implementation phase, but we also constantly collect and analyse data on residents’ experiences and outcomes to understand how the program can be improved and scaled effectively. We have also shared our research, feedback, and program model widely with local, regional, national, and international audiences who want to implement similar programs.","The ACCC had many collaborators, including City departments, community organizations, residents, and a university.
- City departments helped design the program and provided projects for the ACCC participants.
- Community organizations hired residents and managed the work, and also carried out lived experience research.
- Residents participated in the ACCC, and provided vital program feedback.
- The university researched Austin’s green economy to help inform the future direction of the program.
","Residents are the ACCC’s primary beneficiary. They gain income, training, certifications, and careers through this program, which helps them thrive. Austin collectively benefits from the work the ACCC accomplishes. Partner organizations have been able to design new programs and policies by working with the ACCC, and the City has advanced its workforce development, climate action, equity, and innovation practices through developing this program.","
- Key ACCC outcomes include 125+ paying, supportive opportunities for residents who what to pursue green careers.
- Residents have also had the opportunity to shape the program much more extensively than usual.
- The City has gained new pipelines of qualified workers, an effective and efficient means of pursuing its climate and sustainability goals, and a successful, multimillion-dollar permeant equity-focused workforce development program.
- Our partner organizations have been able to design new programs, policies, and lines of business that stem directly from the work with the ACCC, and receive awards and funding for their work.
- Austin’s landscape has improved due to landscape restoration and maintenance, increased renewables, decreased wildfire risk, public art installations, reduced emissions, and new natural amenities due ACCC participants’ work.
- The green economy is also experiencing job growth from the new programs instituted under the ACCC.
","
- The ACCC initially had limited funding, so the team had to leverage existing resources to develop the program. By identifying work that departments had funding for but no capacity to manage, we were able to align over $2M dollars to fund the ACCC. The ACCC structure allowed us to accomplish this work for less cost than City staff or contractors would require. This success led to $6M in funding and two permanent positions for the ACCC.
- Our initial program design was not meeting resident needs. Through feedback we learned that while participants loved the work, ACCC programs did not provide enough pay or supportive services to drive participation. After learning this, we redesigned the program to fill these gaps.
- Finally, the ACCC did not align with the City’s existing workforce development practices. By intentionally housing the ACCC outside of the department responsible for workforce development, we were able to develop the initiative without conflicting with other ongoing programs.
","Conditions that helped the ACCC succeed included political support, alignment with City strategic goals, significant federal funding from the COVID recovery legislation, and broad support for climate and sustainability action in Austin. Political and organizational support (in this case, a mandate from City Council) was crucial to driving internal engagement for creating the ACCC.","To our knowledge the ACCC program structure has not been wholly replicated. However, the City and partner organizations continue to create new or expand existing climate-focused workforce development programs using the ACCC model and structure. The Travis County, TX government also created a Conservation Corps program that is similar in nature based on the ACCC’s early success. We have been contacted numerous times for information on the program from other cities, state legislatures, international organizations, and even the US Congress, so we are confident elements of the ACCC is informing and inspiring programs across the globe.","
- Creating aligning with partners' goals is crucial for gaining support while developing innovations. In our case, the ACCC could do work for less cost than other options, so partners were willing to fund the program's early stages. This also let us create tangible outcomes by providing needed work.
- Political support is extremely beneficial. We had a political champion who fought hard for this program throughout its development, which created a safety net as we addressed early challenges.
- A resident focus is key. By centering resident voices during our development and iteration, we were able to create a popular program that grows and evolves with community needs.
- Create a safe space to innovate. Initially the ACCC was coordinated by the Innovation Office. This means no department's policies would hamper development and the ACCC could take a novel form. Later, we sited it outside of the department responsible for workforce development so it could develop and scale independently.
",,"a:1:{i:0;s:5:""33002"";}",,https://www.youtube.com/watch?v=hlz6GSxZRNM,https://www.youtube.com/watch?v=yQOGAupL79E,
33001,"Designing London's Recovery",https://oecd-opsi.org/innovations/designing-londons-recovery/,29/09/2022,"Greater London Authority","United Kingdom",regional,"a:11:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:13:""environmental"";i:3;s:8:""external"";i:4;s:6:""health"";i:5;s:7:""housing"";i:6;s:11:""information"";i:7;s:12:""public_admin"";i:8;s:10:""recreation"";i:9;s:7:""science"";i:10;s:9:""transport"";}","Designing London's Recovery",,2022,"The Mayor of London is piloting how human centered design and systems thinking can fuse with a missions-orientated approach to make the city a better place to live, work and visit. Designing London's Recovery seeds a portfolio of radical innovations cutting across policy areas, embedding future resilience and redefining good growth by deconstructing silo working, fostering a design-led collaborative and inclusive policy ecosystem, and sparking creativity to create further systemic impacts.","To respond to the crises initiated by the pandemic, the Mayor of London brought together leaders from across London’s government, business and civil society, as well as the health and education sectors, trade unions and the police, to oversee the long-term recovery effort. The London Recovery Board's aims are to:
1. reverse the pattern of rising unemployment and lost economic growth caused by the economic scarring of COVID-19
2. support communities, including those most impacted by the virus
3. help young people to flourish with access to support and opportunities
4. narrow social, economic and health inequalities and,
5. accelerate delivery of a cleaner, greener London.
Phase 1 of the Mayor's £500,000 Designing London's Recovery Programme invited 20 innovative Londoners from a wide range of sectors to set in motion positive change and take a radically creative and collaborative approach to co-creating transformative solutions to reshape London as a fairer, greener and resilient city than it was before the crisis. The team focused on four of the nine original recovery missions: high streets for all, a green new deal, helping Londoners into good work, and building stronger communities. Phase 2 involved a selection of seeded innovators who are prototyping, iterating and growing their solutions to deliver their innovations to tackle deep-rooted issues, inject change in policy making and delivery, and diffuse knowledge, creativity and power to create long-term economic growth in which all Londoners can participate.
Piloting a missions-orientated approach in the public sector is an innovative concept and the GLA's role as a strategic regional authority and convener seeks to bring policy making out in the open. As well as brokering effective public, private and third sector connections and partnerships to de-risk innovations, the programme shifts focus away from the traditional role of policymakers to create ambitious interventions within the current system to redefining and reimagining an evolving future state where value is created from the social and economic impact of an innovation.
Projects on the programme include; repurposing existing commercial space to build a long-term public toilet solution (Royal College of Art); creating places to make, recycle, repair, grow, cultivate and play (University of Roehampton); developing the entrepreneurial potential of children through school eco-refill shops (Pupils Profit); supporting female-led ethnic food enterprises (Kingston University); animating the high street (The Community Brain); exploring a child-friendly neighbourhood (Sustrans); creating job tools to match individuals with industry needs (City & Guilds); breaking the taboo of well-paid prison leavers in good jobs (Breakthrough); encouraging land for food growing in London (Shared Assets); creating a network of micro-factories producing on-demand clothing (Pattern Project); and using oracy to bridge social, economic, cultural and generational divides (Kafei).","a:9:{i:0;s:3:""609"";i:1;s:3:""354"";i:2;s:3:""217"";i:3;s:3:""213"";i:4;s:3:""257"";i:5;s:3:""623"";i:6;s:3:""302"";i:7;s:3:""613"";i:8;s:3:""619"";}","The diversified portfolio approach of this programme is deliberate; concentrating on what/where we want to get to rather than the how encourages diversity of thought, ideas and solutions which can be rapidly tested, iterated and nurtured to scale in a way that is beneficial to Londoners. A unique features present in the programme is the ability to shorten the information and feedback loop at multiple levels.
Individually, innovators are provided with subject matters in design and systems thinking, equipping themselves with knowledge and broadening their expertise and idea potential. At the idea level, innovators are getting access to real-time data on what Londoners as a community think of their proposals, helping them to refine and integrate different forms of data. At the programme level, innovators shifted power dynamics by democratically deciding on a funding structure which they felt was more equitable","a:1:{i:0;s:14:""implementation"";}","Our partners at UCL CUSSH created a Theory of Change in September 2021 prior to the start of the programme illustrating the aspirations of the programme which will come to an end by November 2022. Mapping the extent of how DLRP has created change within the GLA and the public sector, though the work of our innovators and stakeholders to bring positive change to the lives of Londoners, remains ongoing.
Although this programme has not come to an end, our current view is frequent and unusual collaborations can unlock sustainable impact across people and organisations, at a project, mission, programme and system level. The GLA's Strategy, Innovation and Technology team is committed to refining the approach to future challenge programmes through data iteration as well as diffusing knowledge, fostering inclusive collaborations and creating bridges to investments and partnerships.","Design Council’s purpose is to make life better by design, making better processes, better products, better places, leading to better performance and enabling happier, healthier and safer lives. UCL Complex Urban Systems for Sustainability and Health (CUSSH) is a group of diverse global experts analysing urban environments by looking at the complex, interacting systems in cities that impact the health of people and the planet, working with cities, sectors and the public to translate knowledge.","Project level - Building capacity for the innovators to think collaboratively and more ambitious using new design and system tools.
Mission level - Influencing types of supported projects and brokering links between collaborators operating in the same space.
Programme level - Creating a space for sharing learnings with GLA colleagues and others doing place-based systems change work
Systems level - Enabling power shift with Londoners to be producers of innovation through design and inclusivity","The programme is ongoing and data is still being collated for the final report due in December 2022. However, we have presented within the mission teams and have noticed GLA colleagues taking a wider interest in our work, as well as incorporating elements of DLRP within their own programme design. Efforts have also been geared towards sharing knowledge to other organisations and the wider public. We have spoken at external presentations and exhibited projects at the London Design Festival at the V&A in September.
On a portfolio level, an initial 20 diverse innovators were selected for the 4 month co-design phase. After the judging stage, 11 innovations were seeded to prototype, test and iterate their solutions. This was 3-5 more teams than we had originally anticipated being supported on the programme. Teams are currently providing monthly quantitative and qualitative data on the progression of their projects including number of collaborations, users and how their idea has iterated.","As this is a programme that is in evolution, there have not been ""failures"" in the traditional understanding of the word but there have been occasions where we've tested concepts which had to be revised following feedback.
We have diversity in types of organisations within the portfolio, from sole traders to academic organisations. There have been challenges encountered in attracting diverse innovators which we're rectifying for subsequent programmes.
Dedicating enough time and resources from a project angle has been intensive and proven challenging at times - where we expected organic collaboration to spark between teams, this did not happen. However, we did pivot towards accepting more ideas. Related to that, the programme being delivered virtually has not encouraged shared participation, link sharing or taken the weaknesses of project teams into account. A more in-person effort could have accelerated connections.","We've been fortunate using a missions-orientated approach as that's a concept innate within human nature. However, an incubator period and space where the Executive support the aspirations of officers to create systemic change by almost becoming an innovator yourself, wearing lots of different hats, gaining perspectives from different areas and understanding where you can create value and impact as well as providing adequate resources to ensure partners remain invested and projects keep on track can be a confidence booster.
Overall, having the right mentality of providing better services and lives to Londoners, human centered approach and emotional and financial support and recognition can overcome significant organisational hurdles and embed innovative practices.","Yes, we're currently using parts of the programme for our future innovation challenge programmes. The policy areas are different but the principles of the programme will continue. Rather than encourage replication, a modular approach has been well received.
We've been the inspiration to a few other programmes within the wider directorate, and have recieved interest from other parts of the GLA who would like to embed certain features of our innovative programme within their own work.
We have developed a playbook which will be published shortly on how to run similar programmes for external consumption by stakeholders and other organisations.","It's definitely a good idea to go into this with a positive mindset and not be demotivated by what are traditionally seen as hurdles, or be stressed out when you think things are not going according to a plan drawn up 12-18 months ago. External events have a habit of interfering with the best laid plans and you can't account for every eventuality. What you can control are the opportunities you take that are presented to you, and the ones that you carve out yourself which lead to unexpected connections.
The best skill you can possibly develop is to pivot when you feel you've reached a dead-end have a backup of a backup of a backup and you can only do this if you've thought deeply so do take some time to think about the direction of the travel.
A portfolio of innovations will have a mixture of excellent and not-so-good ones, but creating the right conditions and connections can elevate all of them to succeed in one form or another.","Yes, DLRP has been an interesting programme to lead on as it demonstrates how we can shift systems collectively when we're all pulling in the same direction. We've been privileged to work closely with people who have brilliant ideas but not the means, and the means but not the connections, and the connections but not the time and those with time but not the ideas and it's illustrated the fact that an entire ecosystem or loop can be closed if the public sector recognises what a vital element they play in shifting mindsets, behaviours and systems.
The unrealised potential of innovations in the public sector can go way beyond procurement and bring about equity in society as well as address wicked problems that exist specifically in sectors.",,"a:1:{i:0;s:5:""32999"";}",,https://vimeo.com/556240538/06f58a9b4d,https://vimeo.com/561830677/9707819b4b
33025,"The Digital Competency Center",https://oecd-opsi.org/innovations/the-digital-competency-center/,30/09/2022,"Ministry of Science and ICT, National Information Society Agency",Korea,central,"a:2:{i:0;s:9:""education"";i:1;s:11:""information"";}","The Digital Competency Center",https://www.k-dcc.or.kr,2020,"Since its inception in 2020 for the purpose of realizing a digitally inclusive society, the Digital Competency Center Project has been providing digital competency training for citizens to enjoy the benefits of digital technologies and services as their lives and socioeconomic activities are rapidly digitalized. Thanks to the innovation, any person in Korea can visit their local Digital Competency Center for a free, hands-on training programmes to foster skills for using mobile or digital devices in daily life.","With the impact of Covid-19 on the lives of Koreans, in particular the rapid transition to a non-face-to-face lifestyle of electronic devices and online services, the less digitally capable have found life more inconvenient, sometimes even to a life-threatening degree. Thus, the Digital Competency Center project was launched in September 2020 to foster the digital capacities of every Korean, so that they can participate in socioeconomic activities without being excluded or discriminated against in the digital space, and ultimately benefit from digitalization.
This project, catering to every Korean regardless of age, location, situation, and current digital competency, contributed to realizing a digitally inclusive world. Examples of the programs that were launched include:
- Metaverse experience in public childcare services
- Software instructor training courses for women on career breaks
- Assistance in using local business vouchers and registering products on smart stores for small business owners
- Learning how to open online shopping sites and using job search sites for multicultural families
Among the participants, 44.4% of the trainees were over the age of 60, taking up the largest portion, but the distribution was even across different age groups, with 21% in their teens and 13.6% in their 50s. About 83,000 people (around 13% of the total trainees) took the training program to participate in digital economic activities. 45,000 of them were searching for jobs or about to start a business, 25,000 of them were on a career break, and 11,000 of them were small business owners.
With the support of local governments, we operated 1,000+ Digital Competency Centers in many locations in residents’ vicinity, particularly focusing on making it more accessible for the marginalized, such as the disabled and senior citizens. We operated 274 Digital Competency Centers in rural areas (1/4 of the total number) and also sent Digital Competency Center buses to educationally marginalized areas for at-home education, helping to bridge the digital gap between different regions.
We hired 4,876 instructors and supporters, 30.9% of which were over the age of 50, creating new local jobs during the pandemic. We also collaborated with our partner institution to run a Digital Senior Internship, fostering digital competency for senior citizens and supporting them in finding jobs and social activities. We also developed a common guideline to continue providing training curricula safely even during the pandemic. We adhered to social distancing guidelines and introduced various types of classes such as online courses to prevent learning loss. Also, jointly with 17 metropolitan and provincial governments, we’ve established a system to manage the outcomes of our training program in real-time. We’ve also developed and distributed standardized digital education curricula and content.","a:4:{i:0;s:3:""317"";i:1;s:3:""617"";i:2;s:3:""190"";i:3;s:3:""619"";}","1) The Digital Competency Center provides a comprehensive digital training program from basic, daily-life digital capacities to vocational training for every Korean in their vicinity.
2) The curricula are catered to each individual’s level, with basic, intermediate (daily life), and advanced courses, and to their various backgrounds, such as multi-cultural families, senior citizens, farmers, fishers, and small business owners.
3) We send Digital Competency Center Buses to marginalized regions across Korea to provide them with digital education opportunities.
4) We operate a help desk for residents to handle their issues with digital devices in real-time.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The Digital Competency Center project has been underway for three years since 2020. Our 1,000+ Digital Competency Centers across Korea have provided a total of 1.5 million people annually with digital education, while creating a total of 14,000 jobs by harnessing local human resources (high school and college graduates, women in ICT on involuntary career breaks, and retirees from related fields as digital instructors and supporters for the program.","We established a panel for Digital Competency across central and local governments (including the Ministry of Science and ICT, National Information Society Agency), which allows us to identify and respond to educational needs stemming from the Digital Transformation. This has enabled us to function as the center of digitalization for the local society and economy.","As our Centers are in residents’ vicinity with the help of local governments, they have more convenient access to education and can solve issues with digital devices. Hiring local educational companies, instructors, and supporters contributed to revitalizing the local economies. In Gyeonggi Province, we collaborated with the Immigration & Integration Program, through which Filipino migrants supported the training of other migrant women and children from multicultural families.","Approximately 1.54 million people have taken digital competency courses from September 2020 to September 2022. The trainees’ level of digital competency improved by 24.7% in 2020 and 28.8% in 2021.
- Number of Trainees:
- Sep 2020 to Feb 2021 (6 months): 428,000
- Apr 2021 to Dec 2021 (9 months): 656,000
- Apr 2022 to Sep 2022 (9 months, still in progress): 457,000
We measured the improvement in our trainees’ digital competency to objectively assess the outcomes of our training program. The improvement in digital competency compares the digital competencies of our trainees before and after our training. Our assessment was based on the measurement scale found in “The Report on the Digital Divide,” a study on the digital competencies of Koreans, including the marginalized. In conclusion, we found that our trainees’ level of digital competency improved by 24.7% in 2020 and 28.8% in 2021.
In 2021, the program achieved the following results: 17 metropolitan and 215 local governments in Korea participated in this project, training a total of 656,000 residents (including senior citizens and the disabled) to foster digital competency essential for this era of non-face-to-face economic activities. More than 20% of our training programs were catered to marginalized groups such as senior citizens, farmers, fishers, and people on work hiatus, serving as a social safety net.","We offered a diversified curriculum for small business owners and office workers who could not commit to a fixed schedule or venue during regular work hours. To accommodate their needs, about 20% of the courses were held after work hours and during weekends in 2021. The fixed schedules at the Digital Competency Center led to certain regions being detached from education. To solve this issue, we sent Digital Competency Center buses to educationally marginalized areas for at-home education.
These buses, equipped with digital kiosks, tablet PCs, etc., provided hands-on, practical training for people to be able to use digital devices in their daily lives. People could also visit these buses to get immediate help concerning their daily troubles with digital devices. We also installed portable booths in public facilities such as schools and hospitals to provide even more people with such educational opportunities.","Collaboration with local governments is an important success factor. We established a panel for Digital Competency across central and local governments (including the Ministry of Science and ICT, National Information Society Agency), through which we were able to enhance cooperation in budgeting, providing venues and region-specific curricula for Digital Competency Centers, efficiently running the Centers, and promoting this project.
Also, Sharing know-how to success and establishing a cooperative system with related institutions is important for our Digital Competency Centers to continue developing systematically. To this end, we have identified and operated cooperative programs through MOUs, meeting educational needs, sharing venues, designing interlinked education programs, and promoting them nationally. We provide support for digital transition in various areas by adding to the curricula offered by our partner institutions.","We plan to provide our content to ODA recipient countries in 2023, thereby contributing to bridging the digital divide across the globe. 20 topics will be chosen from the 70 currently provided by our Centers, and the textbooks and video content will be updated and translated into English and Spanish. The Digital Competency Center is collaborating with domestic companies to expand its realm to vocational training in a digitalized society.
Jointly with Coupang, our centers in Gyeonggi Province provided opportunities to learn how to use digital devices and apps for those who wanted to work at Coupang but had to give up because they didn’t have such capacities. Our centers in Jeonnam Province, jointly with Yogiyo, provided small business owners with opportunities to learn how to use delivery apps and increase sales through online marketing.","The Digital Competency Center has strived to prepare for the Digital Transformation despite the ongoing pandemic, pursuing an unprecedented digital competency training program catering to the different capacities of Korean learners and contributing to a digitally inclusive world. All 17 metropolitan and 226 local governments in Korea participate in the Digital Competency Center project. As our Centers are easily accessible, local residents can have better, quicker access to education and support concerning digital issues, as well as a customized curriculum based on their educational needs.
Our Centers offered various online and at-home courses to prevent learning loss. Also, about 20% of the courses were held after work hours and during weekends in 2021 for small business owners and office workers. As a result, the satisfaction of the 2021 curriculum reached 98%. Establishing a cooperative system with partner institutions is important t for this project to continue developing.","The Digital Competency Center’s YouTube channel provides educational content for users to foster digital competency in a self-directed manner.
The said content’s curriculum for digital competency, offered in Korean as well as in other languages such as Japanese, Chinese, and Vietnamese, is divided into three levels: basics, daily life (intermediate), and advanced. A link to the content provided by the Digital Competency Center can be found in this page.","a:20:{i:0;s:5:""33059"";i:1;s:5:""33125"";i:2;s:5:""33120"";i:3;s:5:""33060"";i:4;s:5:""33124"";i:5;s:5:""33123"";i:6;s:5:""33138"";i:7;s:5:""33119"";i:8;s:5:""33118"";i:9;s:5:""33122"";i:10;s:5:""33058"";i:11;s:5:""33139"";i:12;s:5:""33103"";i:13;s:5:""33128"";i:14;s:5:""33121"";i:15;s:5:""33135"";i:16;s:5:""33106"";i:17;s:5:""33095"";i:18;s:5:""33167"";i:19;s:5:""33168"";}","a:1:{i:0;s:5:""33102"";}",https://www.youtube.com/watch?v=0yD1LEOtd0Q&list=PLFhHsidLlUcgiMgYdcoaawrcIkyrc_emQ,,https://youtu.be/JrC3D5jLbKE
33027,"Digital Boost (Small Business Digital Enablement) Programme",https://oecd-opsi.org/innovations/digital-boost-small-business-digital-enablement-programme/,30/09/2022,"Ministry of Business, Innovation and Employment ","New Zealand",central,"a:1:{i:0;s:8:""economic"";}","Digital Boost (Small Business Digital Enablement) Programme",https://digitalboost.business.govt.nz/s/?language=en_NZ,2021,"New Zealand wants our small businesses to be the most digitally enabled in the world. Digital Boost helps owners and employees to build confidence and skills to digitally transform their businesses. Cynefin complexity theory, agile programme development, and public-private partnerships are used to deliver easily accessible learning and services. This includes bespoke playlists of video content, online diagnostic tools, peer-learning support and free or discounted digital equipment or services. Evaluation results from August 2022 showed that 23% of businesses reported improved revenue after using Digital Boost, and for those who engage weekly with the platform, this figure increases to 39%. Additionally, 79% of users would recommend Digital Boost to others, 89% of users intend to continue using the platform, and long-term users note increases in digital capability.","Before COVID-19, only half of New Zealand business owners had an online presence. Self-employed and small businesses make up over 97% of all New Zealand businesses and employ more than 630,000 people, who earn over 25% of NZ's GDP and generate 41% of all new jobs. Research estimated that the annual economic benefit of a 20% increase in cloud computing alone would increase annual GDP by $6.2 billion. Estimates indicate that if NZ were to 'fully leverage digital by 2030', the increase in annual GDP would be equivalent to approximately 14% of New Zealand's GDP today - $46.6 billion. The Digital Boost Programme support was needed to make NZ businesses more sustainable and resilient with or without the pandemic.
Digital Boost supports small business owners to digitally transform their operating models, not only through the adoption of digital hardware and software but through process changes, new skills, capabilities and having deeper insight into their business through data.
Instead of Government’s traditional detailed ‘one-off’ design and procurement process, Digital Boost was collaboratively designed and is constantly adapted through the application of Cynefin complexity theory and Agile programme management to respond to regular user feedback and research insights.
The four key pillars/outcomes of the programme target SMEs at every stage of their digital journey:
- Energise: small business owners are motivated and ready to adopt digital business tools and practices.
- Educate: small business owners understand how digital tools and practices can enhance their business
- Equip: small businesses can access a wide range of trusted and relevant tools and services
- Embed: digital tools, practices and thinking are embedded into small businesses.
These pillars underpin the overall programme design and ensure new innovative initiatives are cohesive and aligned to the overall objective:
Energise: Digital Boost Spotlight videos showcase real-world case studies that offer an in-depth look at the experiences of small businesses that adopted digital tools and methods, and demonstrate to others how digital transformation helps businesses succeed. These were promoted utilising dynamic marketing campaigns, including social influencers, and targeted efforts for hard-to-reach audiences, rather than traditional government messaging channels.
Educate: Digital Boost Educate is a free digital skills training platform available to any small business owner (or employee) who wants to accelerate their digital transformation. The 1-1: many platform offers over 600 short video tutorials, Q&A sessions, live expert workshops and help desk support. This has proven to be more accessible, efficient and successful than traditional ‘in-person’ training. We have over 1000 videos now and the workshops and Q&A sessions are now twice a week.
The Digital Facilitation Scheme offers extra local peer-group support and encouragement to small businesses using the Educate platform and Checkable tool. Support is delivered through facilitated learning sessions, where cohorts of businesses receive tailored guidance, while also giving them the chance to build relationships with other businesses that are at a similar digital journey stage.
Equip: The Digital Boost Alliance is a collaboration between the Government and 47 private sector organisations focused on motivating and supporting small businesses, individuals, and communities to lift their use of digital technologies. Each Alliance partner has committed to providing free, subsidised or discounted tech or services to help Kiwis succeed in their digital journey
Embed: Instead of traditional business advice, Digital Boost Checkable is a free tool that uses Artificial Intelligence and digital diagnostic tools to comprehensively analyse a business’ website and social media platforms. Short videos and learning guides explain the checks being run, and a bespoke Digital Action Plan provides users with the information needed to have insightful implementation conversations with technology providers, business advisors, and lenders.
A range of new improvements are currently underway:
- Creating more in-depth learning modules.
- Expanding content for new sectors such as agriculture, horticulture and construction.
- Working with Digital Boost Alliance members to form collaborative offers and initiatives.
As of February 2023 we have 58,074 users and 8107 checkable users. With the continued growth we also expect to see:
- Increase in measures via the Small Business Digital Health Survey
- Increase in measures in employment and household income surveys
- Increase in GDP and overseas revenue, along with improved living standards
- Reductions in business travel and industry emission levels from surveys
- A shift in the job market toward more digital jobs
","a:8:{i:0;s:3:""876"";i:1;s:3:""147"";i:2;s:3:""190"";i:3;s:3:""615"";i:4;s:3:""373"";i:5;s:3:""623"";i:6;s:3:""210"";i:7;s:3:""335"";}","Digital Boost is a New Zealand first and follows an outcomes framework recognising key steps in a small business digitalisation journey. Using Cynefin complexity theory and Agile programme management ensures an ever-evolving programme is constantly being tested and adapted to the needs of small businesses. Checkable utilises AI, natural language processing, business diagnostics and data analytics to give businesses bespoke action plans that prioritise areas of improvement. Digital Boost Educate breaks down learning content into bespoke playlists of bite-sized videos that are easy to digest (rather than long academic documents). The Digital Facilitation scheme provides facilitated peer support and advice to businesses. Finally, the Digital Boost programme benefits from the voluntary collaboration and innovation efforts of 47 Digital Boost Alliance members that include major trading banks, digital service providers, telcos and tech providers in New Zealand.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Digital Boost is not a linear programme pathway; it has multiple phases of review, innovation and implementation for different features. Two independent evaluations have been done and regular user feedback enables our Learning Management Software to provide personalised online learning experiences. This also supports new diagnostic tools (e.g. cyber security) that assist users in being digitally resilient and sustainable, and act as ‘beach-head’ learning to introduce other users to the wider learning available on the Educate platform.
Digital Boost currently has 58,074 registered Educate site users, 8,107 businesses have used the Checkable tool, and the Facilitation Scheme has supported over 3585 businesses to implement Digital Action Plans and use the platform. 62% of users now feel their businesses are digitally capable, 80% have a website, and 79% would recommend the programme to others. 55% also report a frequent sense of optimism and hope (17% higher than the national average).","Small businesses and stakeholders are collectively working together at every level to help deliver the knowledge, tools, and services small businesses need to succeed in their digital adoption journey. Educate and Checkable were developed in partnership with The Mind Lab, TTRO, Google, Salesforce and Datacom. The Facilitation Scheme is provided by business, community, or industry leaders. The Digital Boost Alliance involves the private sector working in voluntary partnership with the government.","Small business users are most impacted by Digital Boost. They have free online access to expert advice and skills to participate in the digital economy and increased productivity. Changing small businesses (97% of all NZ businesses) will have an impact on Kiwi communities. Digital Boost training content and stories are integrated and shared through other government, private sector and NGO channels. This supports wider system connection, streamlined messages and exposure to industry groups.","Digital Boost takes advantage of a variety of research and data sources – from data recorded at registration, behaviour on the platform, multivariate segmentation, campaign measurement, Google Analytics and two annual research monitors. This allows us to clearly compare, contrast and measure the success of the programme – as well as inform how best it should evolve, for whom and with what. Evaluation results from August 2022 showed that 23% of businesses reported improved revenue after using Digital Boost, and for those who engage weekly with the platform, this figure increases to 39%. Additionally, 79% of users would recommend Digital Boost to others, 89% of users intend to continue using the platform, and long-term users note increases in digital capability. In the future, we expect more business owners to participate and implement the digital skills they’ve learned to help increase productivity, revenue, well-being and economic/environmental sustainability of their business.","We faced several challenges while designing and building the programme during the COVID-19 pandemic. We worked with various private organisations, all of whom had to readjust their priorities to launch the programme during a turbulent time.
New Zealand's business landscape is diverse. The platform caters for this through self-paced modules that are divided into six broad categories, each containing numerous industry-specific subcategories. We launched a new awareness campaign that uses more traditional advertising methods for older age groups and rural businesses. To engage similar audience groups, we created case studies featuring older business owners.
While most of our initiatives are designed as a one-to-many approach, we identified that some industry segments needed a more hands-on approach to digital learning. We developed the Digital Boost Facilitation scheme, where support and guidance are provided to cohorts of 8 or 15 businesses in similar stages of their digital journey.","Developing Digital Boost demanded enthusiasm and commitment from a team of both Government and private sector stakeholders who saw the potential and difference this programme could make in the lives of small businesses. The Government was willing to risk getting Digital Boost to market quickly and was open to learning and adjusting as needed. The Government provided political support and the resources required to launch the programme.
Because of the innovative nature of the platform, private sector organisations were eager to provide their expertise to help understand the digital economy and the current state of SMEs in New Zealand. With the development of Digital Boost, The Mind Lab could effectively manage and develop the site by creating the relevant infrastructure and committing to continually adapting the platform.","Digital Boost is the only platform of its kind in New Zealand and has scalability both locally and internationally. The creation of sector-specific content de-mystifies what being digital means and creates value specific to each industry's needs. The sector-specific content allows Government and private organisations to communicate their value to a hard-to-reach audience. We are currently working with other Government departments to integrate some of our content into their resources. New Zealand organisations have also expressed an interest in replicating the same video learning approach for their audiences.
Although Digital Boost has not yet gone international, research has indicated its potential value and adaptability. In the future, Digital Boost can help guide the development of similar platforms overseas; however, it's crucial to note that the platform and content will need to be altered to fit the needs and preferences of each nation.","In developing the programme, we learned:
- Maintaining positive, productive, and trustworthy relationships with partners and service providers who share our vision was key to navigating the complex, ever-changing landscape of the programme.
- Successful delivery was mainly due to our ‘test and learn’ (Cynefin) approach supported by agile programme management. This allowed the release of changes in increments to improve customer satisfaction and application usability.
- Effort is needed at all levels to drive data capturing and analysis to ensure we develop tools and services that are responsive to the changing and varied needs of users, not the views of international corporations.
- People want to redefine what commercial and private ‘success’ looks like in the future digital economy. Many private sector tech companies will volunteer for this opportunity.
- Most importantly, our vision to support small businesses on their digitalisation journey was at the centre of all design.
","Another integral component of the programme has been accessibility and inclusion—particularly for those population groups that might face digital equity or inclusion challenges. Considerable effort has been made to reproduce 200 learning videos in Te Reo for the Māori population, and subtitles are available in Samoan, Tongan, Hindi and Simplified Chinese to cater to the diverse small business population. We also made the learning videos accessible to those users with disabilities. The Education platform can also be accessed via Apple and Android-compatible mobile apps for those on the move or who don't have access to a laptop.","a:7:{i:0;s:5:""33034"";i:1;s:5:""33038"";i:2;s:5:""33041"";i:3;s:5:""33043"";i:4;s:5:""33044"";i:5;s:5:""33047"";i:6;s:5:""33101"";}","a:1:{i:0;s:5:""33053"";}",,https://vimeo.com/755363196,https://vimeo.com/755363094
33032,"'Seoul Learn' for Restoring Education as a Social Ladder",https://oecd-opsi.org/innovations/seoul-learn-for-restoring-education-as-a-social-ladder/,30/09/2022,"Seoul Metropolitan Government",Korea,local,"a:1:{i:0;s:9:""education"";}","'Seoul Learn' for Restoring Education as a Social Ladder",https://slearn.seoul.go.kr,2021,"'Seoul Learn' is a project that provides equal educational opportunities to the vulnerable population that has difficulties in accessing educational resources due to socioeconomic reasons. Educational inequality in Korea has been identified as the main culprit behind generational poverty. The project offers various educational services via public platforms to prevent education from causing inequalities.","As the Covid-19 pandemic widened the educational gap, educational inequalities emerged as a serious social issue. At the same time, educational inequality has been identified as the main culprit behind generational poverty. Such disparity in education arises from unequal access to education and highly differs according to parents’ economic status. There is a deepening educational gap due to socioeconomic background, degree of private education outside of school, and support and educational resources provided by parents. Families earning 8 million won or more every month spend 5.1 times more on monthly private education per person (593,000 won) than those earning less than 2 million won (116,000 won) (Statistics Korea, 2021). Children of parents with fewer assets and education tend to underachieve (OECD’s PISA, 2018). '
Seoul Learn' is a welfare policy that provides various complimentary educational services to the vulnerable class through public platforms to prevent education from causing inequalities.The Seoul Metropolitan Government (SMG) is pursuing three goals and following basic plans that were set while establishing 'Seoul Learn' policies:
- Creating “a fair city of education” by focusing on supporting low-income families and tackling educational disparities induced by income levels
- Creating “a sustainable city of education” by offering educational content customized for each life cycle
- Creating “an innovative city of education” by building innovative educational platforms that combine different educational technologies
Prior to the project, the SMG evaluated the pre-existing online learning environment for teenagers from low-income families to achieve a practical outcome. It verified that underprivileged students had received learning devices, such as tablet PCs and Internet services from the city government and the office of education. The SMG and the office of education cooperated in providing the necessary support to those students to have seamless remote education amid the pandemic. When students needed additional support, Seoul introduced them to the “PC of Love” distribution project and ensured that they had immediate help.
After confirming that the physical environment was ready, Seoul prepared an administrative foundation by revamping related city ordinances. Then, it gathered together with the like-minded office of education and businesses to launch the website of Seoul Learn on August 27, 2021 and started to provide educational services.
Teenage Seoul citizens belonging to a vulnerable group (children of low-income groups, school dropouts, children of multicultural families, and others) can take an online qualification test and join Seoul Learn. Member students can choose up to three educational content providers (1 regular school subject, 1 language and certificate, and 1 reading) and enjoy all of their content without any limits. In addition, members can apply for 1:1 online and offline mentoring services affiliated with prestigious universities in Korea. Mentors from each college are helping teenage students with their learning plans, emotional stability, and career design. Private companies are also joining the project by providing learning materials, such as textbooks, as part of their corporate social responsibility activities.
Seoul aims to develop the website of Seoul Learn into an educational platform combining educational technologies by July 2023. This will allow the SMG to manage learning history, make it into data sets, and provide tailored education. The city government also plans to prepare interactive, hands-on remote educational programs.","a:5:{i:0;s:3:""317"";i:1;s:3:""617"";i:2;s:3:""619"";i:3;s:3:""618"";i:4;s:3:""190"";}","'Seoul Learn' is an innovation in educational policy for the following reasons:
- By leveraging private educational content, Seoul Learn overcomes the traditional approach that tries to tackle the educational gap only through public education. The use of private content dramatically increases the vulnerable class’ access to education.
- By providing private educational content on a public platform free of charge, Seoul Learn alleviates the burden of private education fees for the underprivileged class and prevents education from causing further inequalities.
- By using a new educational platform applying innovative technologies, such as AI and big data, members of Seoul Learn will be able to take advantage of individually customized educational services regardless of time and place.
","a:1:{i:0;s:14:""implementation"";}","Currently, 'Seoul Learn' is in the implementation stage. Since 2021, students from low-income families have been provided with educational content, 1:1 mentoring, and books through Seoul Learn. Also, 'Seoul Learn' is upgrading its service to provide more to its members.
- First, it will expand the scope of eligible beneficiaries so that more adolescents can use Seoul Learn. To do so, the SMG is revising related ordinances.
- More content will be available, including courses about certificates, new languages, and reading skills. Additionally, college admissions consulting provided by teachers and admission experts will be available.
- As for mentoring, it will cover more areas, including art and sport, other than traditional major subjects.
- More books will be provided free of charge to relieve the economic burden of learning.
- Seoul has embarked on creating its platform. Once completed, it will offer customized education and interactive, hands-on online education.
","In 2021, the SMG and the office of education provided 60,000 smart devices to low-income students. Now, they are providing financial support for the Internet. Fourteen educational content providers participating in Seoul Learn are supplying their products at 60% cheaper than the market price. Some businesses are donating books. This enables Seoul to provide services to vulnerable students without any cost. And many universities select the best mentors from their excellent talent pool.","Members can take free courses previously unavailable due to their high costs. They can also solicit advice from mentors. This implies an improvement in their access to education. For college mentors, it is an opportunity to enjoy more off-campus activities that have long disappeared. In addition, mentors can pursue career development while getting financial support by joining the project. Businesses can expect positive marketing effects through socially responsible activities.","Since its launch, more than 16,000 people have joined Seoul Learn within a year. However, to evaluate the outcome more objectively, the SMG asked Hankook Research for more detailed surveys. After three rounds of assessment from September to December 2021, Seoul Learn turned out to have gained positive feedback from the public, scoring 85 in overall satisfaction and 88 in willingness to continue using the service.
Although there is not enough objective data as Seoul Learn is at its early stage, enough cases proved that it helped students with college admissions, career decisions, and academic achievements. Notably, some previous members of Seoul Learn are now contributing to the project as mentors, showing the virtuous cycle of this program. Seoul believes that educational content provided on public platforms can help tackle unequal access to education and contribute to social integration by creating a fair society where anyone can succeed.","One of the challenges we faced while planning and executing the Seoul Learn project was voices that we should not leverage the private education market to enhance the quality of public education. We agreed to this idea and were fully aware that that was the ideal goal.
Nevertheless, rich parents hire more qualified private tutors for their children and lay in educational opportunities to inherit their wealth. We convinced opponents that vulnerable teenagers should never be left behind against this backdrop. We stressed that these students could not learn as much as they wanted simply due to socioeconomic issues they face in real life. Consequently, Seoul Learn was recognized as an educational welfare policy, and we were able to run the project stably.","To successfully run Seoul Learn, we must secure the basic physical condition for remote learning, such as computers and the Internet. This to prevent learning disruption caused by economic status and guarantee stable remote learning amid the pandemic, the city government, district offices, and the office of education shared resources. As a result, 59,899 laptops and tablet PCs for underprivileged students were sent to 1,168 schools between April 2020 and February 2021. Additionally, the SMG is paying for one Internet account for each low-income household to share their burden.
Another project Seoul is running is “PC of Love.” It is a program that collects and upgrades old computers to send free computers to low-income families or related agencies. This project will allow Seoul to meet additional computer demand with enough flexibility.","'Seoul Learn' is gaining attention from other local governments. Fourteen municipal governments have already called or inquired to schedule a visit to the SMG. However, Seoul hopes these governments do not spend extra money to build a similar learning page. Instead, the SMG will embed a feature in the newly-developed platform, so interested governments can use Seoul’s infrastructure. Educational inequity triggered by parents’ economic status is not limited to Korean society. Most member countries of the OECD are facing the same issue. If any country needs our help, Seoul is always ready to share the know-how.","Education has two different powers. One is the power to make an ordinary person highly successful, but the other is the power to solidify the pre-existing social structure. Thus, it is imperative to guarantee equal opportunities to prevent education from becoming a tool to aggravate the inequality issue.
Seoul’s ultimate goal is to reduce unequal educational opportunities by offering different learning content to adolescents with limited access to learning resources due to socioeconomic reasons. The SMG is determined to ensure that these students do not have limited opportunities despite their passion and determination. A fair society where there is no educational inequity and where anyone can be successful is the society Seoul will create in the future. And this is the value to learn through Seoul Learn.",,"a:4:{i:0;s:5:""33049"";i:1;s:5:""33052"";i:2;s:5:""33082"";i:3;s:5:""33081"";}",,https://www.youtube.com/watch?v=B6sZDbmXtiY,,
33046,"Blockchain Excise Platform (BEP)",https://oecd-opsi.org/innovations/blockchain-excise-platform-bep/,30/09/2022,"Convergence.Tech (working with the Australian Taxation Office)",Australia,central,"a:1:{i:0;s:11:""information"";}","Blockchain Excise Platform (BEP)",https://www.convergence.tech/excise-and-beyond,2022,"In response to the Australian Government’s National Blockchain Roadmap the Blockchain Excise Platform digitises and tracks a taxable commodity (in this case pure litres of alcohol). It connects producers and regulator with real-time access to new data, generating productivity benefits and reducing illicit activity. A first of its kind blockchain ecosystem connecting the regulator to industry to more effectively control the movement, transfer and payment of liabilities for an excise commodity.","Alcohol excise duty in Australia is worth an estimated $A6.5 billion in revenue to the federal government each year. However, the Australian Taxation Office (ATO) estimates at least 9% of this - $A582 million (in 2018-19)- can’t be collected. Part of this lost revenue is due to illicit activity. Rogue operators use various methods to deliberately avoid paying excise. That not only cheats Australian taxpayers but undercuts legitimate producers who are paying their way.
Convergence.Tech worked closely with the ATO, distillers and industry associations to create the pilot Blockchain Excise Platform, powered by C.T’s platform tech that enables tracking of excisable goods such as spirits from initial production through the supply chain to their eventual sale. The Platform’s benefits flow from several key features:
- A direct connection with the distiller’s own inventory management systems reduces administrative work and guarantees the quality and trustworthiness of the data.
- A digital registry representing the authorized identities of the supply chain participants (“Trusted Distillers”).
- Using a private permissioned blockchain means sensitive financial data is both highly secure as well as readily accessible to the regulator.
- Once on the blockchain, excise data can be used as the centre of a powerful ecosystem of automated, fully traceable smart transactions to automate or remove administrative tasks.
- A rich dataset of alcohol production and supply - down to the level of an individual bottle - allows the regulator to greatly improve its ability to target compliance activities efficiently at-scale. This data also empowers the Industry Associations by providing new benchmarks to provide guidance to individual distillers as to how to improve their performance across key operational metrics.
- Combined with new barcode technology, the Platform would allow real-time crowdsourcing of excise compliance by consumers, retailers and regulators.
- The result is an end-to-end view of alcohol production and supply across the country, allowing the regulator an accurate real-time view of excise liability for any and all participants.
The BEP would also create new revenue streams. Once digitised, the distillers’ inventory can be the basis for a number of financial instruments. We integrated the BEP with ANZ Bank’s Australian Dollar stablecoin (A$DC), the first stablecoin managed by a major Australian financial institution. This provides financial liquidity to digital assets and enables the movement of alcohol to automatically trigger remittance of the excise duty liability to the regulator.","a:5:{i:0;s:3:""162"";i:1;s:3:""190"";i:2;s:3:""612"";i:3;s:3:""621"";i:4;s:3:""143"";}","Excise duty collection hasn’t changed much in its 100-year history. As the regulator lacks visibility over the creation, storage and movement of spirit, it must impose stringent administrative requirements to ensure compliance. Without trusted data the regulator needs strict rules to ensure dishonest businesses aren’t competing unfairly, in the process creating an administrative burden for honest operators.
The BEP generates this data via a real-time ledger, digitising and tracking the excisable commodity across production and distribution. Whilst the Pilot focused on alcohol, it is extensible to other excisable commodities (e.g. beer, fuel, tobacco, hydrogen), delivering significant benefits for regulators, industry and taxpayers.
The foundational infrastructure provides digital identities for a list of “Trusted Distillers” registered with the government, enabling digitization of verifiable certifications, licenses, and documents to further reduce administrative burden and paper.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:9:""diffusing"";}","At the date of this submission (Sep 2022) the pilot has been formally completed. The ATO and Spirits Industry bodies are supportive of an implementation, however this is contingent on new funding from the Federal Government. This will not occur until the May 2023 Budget (the October 2022 Budget is an out of cycle budget with the incoming Government focused on funding their pre-election commitments). Convergence.Tech are also in discussions with other jurisdictions about the applicability of the BEP for alcohol and tobacco.","Convergence.Tech primed the Pilot, funded by the Department of Industry. The ATO were the regulatory stakeholder involved in solution design and validation of use cases. The Spirits Industry bodies (ADA and Spirits and Cocktails Australia) provided access to producers for participation in the pilot. KPMG provided sector and excise advisory services. The BEP was integrated with ANZ Bank’s Australian Dollar Stablecoin. Mills Oakley provided legal and regulatory impact advice.","Excise Regulator (Revenue Agency) - increased assurance on excise liabilities being tracked and paid correctly, the solution provides granular level data on production, storage and distribution across the supply chain which provides greater visibility and insight. Ultimately it increases revenue and improves productivity of audit teams. Industry - streamlined excise administration, reduce counterfeit product and parallel importation risks and provide confidence excise obligations are accurate.","The expected benefits from a full roll-out were estimated by KPMG Australia, for government:
- Generate an additional $45m in tax revenue p.a. by reducing illicit activity
- Improve detection of non-compliance by access to granular commodity production and supply chain data
- Automate and reduce manual compliance activities to enable more efficient use of resources through data-driven insights and industry transparency
For industry
- Improved traceability enhances provenance, brand protection, and levels the competitive playing field by reducing the ability for bad actors to evade paying excise
- Removal & automation of compliance processes reduces red tape
- The digitisation of assets on the blockchain creates new revenue opportunities
Fiat currency stablecoin integration enables the movement of a commodity to trigger remittance of the excise duty liability to the regulator. Injecting financial liquidity to digital assets opens up new revenue streams and collateral for industry.","A major challenge was that Border Force (customs) withdrew from the Pilot at the commencement, this meant imports were taken out of scope, the focus therefore was on domestic production and distribution. The capacity of the ATO’s technology team was also a significant and enduring challenge, this has meant the window for implementation has moved to the second half of 2023 as opposed to a continuation in late 2022. This delay may risk the continuity of sponsors and key personnel involved in the pilot from the government agencies, industry bodies and Convergence.Tech.","The key to the success of the pilot was having buy-in and active engagement from senior Regulator and Industry stakeholders. The stakeholders provided access to subject matter experts who consulted with the pilot team to work through scenarios, challenges and potential solutions.","While this particular pilot focused on spirits, the capability can be extended and applied to other excisable commodities (such as beer, fuel, tobacco) and trackable inventories (including hydrogen or real estate), delivering significant benefits for regulators, industry and taxpayers.
Reducing red tape, improving the efficiency of regulation, opening up new revenue streams, and protecting brand integrity are key benefits of the Blockchain Excise Platform but it’s all in service of a larger goal - fairness for distillers, wholesalers and consumers alike.
“By making sure there is compliance it means we won’t have rogue operators, creating a level playing field for everyone,” says Paul McLeay, CEO of The Australian Distillers Association. “And that’s probably the most exciting thing – the transparency and dynamism of the technology.""","The Discovery Phase was critical to understanding the key priorities and current constraints for the regulator and individual producers. Taking a human-centric design to the solution by engaging with subject matter experts meant the BEP was designed to benefit both the regulator and industry. Involvement of government technologists would have been beneficial during the pilot as this may have mitigated/avoided the capacity delay now encountered. The grant funding, whilst welcomed, did not provide an “on-ramp” for continuation to an implementation phase, meaning momentum and continuity of key sponsors and development resources is at risk of not being available for delivery (due to the gap of approx. 12 months between end of pilot and potential start of implementation due to new funding vehicles and processes being identified and completed).","A national blockchain could be interlinked with those of other countries, creating a global network of Trusted Distiller benefits, underpinned by rich data for regulators to lower the costs and administrative burden of exports and imports. In summary, it’s about fairness. For too long bad actors have competed unfairly by exploiting the gaps in compliance monitoring. By helping to close these gaps, a blockchain-powered solution levels the playing field, ensuring a fairer world for producers, wholesalers and consumers alike.",,"a:1:{i:0;s:5:""33084"";}",https://youtu.be/a0Omxkj2Jsw,,
33057,"365 Online Gwanak-gu Office - Online Platform for Direct Democracy",https://oecd-opsi.org/innovations/gwanak-gu-office/,30/09/2022,Gwanak-gu,Korea,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","365 Online Gwanak-gu Office - Online Platform for Direct Democracy",https://www.gwanak.go.kr/site/365/main.do,2019,"In 2017, Korea opened the online platform allowing the public to make policy suggestions, ‘Gwanghwamun 1st street’ as an effort to expand Direct Democracy. Following this lead, Gwanak-gu developed its own online platform, ‘Online Gwanak-gu Office’. ‘Online Gwanak-gu Office’, which is exclusively for Gwanak-gu citizens, utilized user participation during development, and its innovation comes from the integration of various existing public participation routes.","Gwanak-gu is a local government administering citizens living at south-western part of Seoul metropolitan area with about 500,000 population. In the sociodemographic respect, population with diverse background such as youngster, seniors, disabled, immigrants, etc. is dwelling. This is why quite a lot of conflict occurs. From this standpoint, public officers of Gwanak-gu discerned that it is important to hear opinions from various background a lot and reflect them to its policy.
In 2017, central government of Korea developed the website ‘Gwanghwamun 1st street’ at which people can directly take part in the national policy. To act in concert with the flow, mayor of Gwanak-gu decided to swiftly establish a route on which direct democracy can be implemented for convenience of people to participate at local government policies. In July 2019, ‘Online Gwanak-gu Office’ was born. This intended to build Gwanak-gu together with citizens who can join policy discussion any time without limitation of space.
Gwanak-gu organized a TF team in the early stage of project to build the Online Gwanak-gu Office. Based on several policy discussion meetings and result from thorough analysis of stakeholders, the office constructed the platform and started to operate it with a few rules (direction). First, Gwanak-gu government wanted to fully reflect key demand of stakeholders such as policy makers, citizens, NGOs, etc. on how to build the platform via analysis. Collaborative Plannings and Governance. Second, all times participation by citizens should be enabled via comprehensive portal that includes functions of policy suggestion, citizen involved budgeting, residents autonomy, etc. which have been scattered in the website of Gwanak-gu. Third, the platform should continuously evolve following the change of policy environment.
As the result of the project with above orientation, ‘Online Gwanak-gu Office’ was born that integrates many routes wherein citizens can participate at policy discussion and making. ‘Online Gwanak-gu Office’, which is the 365 days Online Platform for Direct Democracy, is composed of total 6 menus and details are as below.
- Gwanak-gu Office is the menu in which citizens can apply for a meeting with the mayor and it has been releasing relevant information. Up to now, 56 cases of application for meeting mayor was received and 441 cases of information on the meeting details and result was open to the public.
- Participation at policy is the space for citizens to suggest policies. Through the process of Sympathy by citizens → Review of suggestion → Presentation to policy conference → Discussion & Voting by citizens, a policy may be changed, implemented and its result published. Total 263 suggestions were raised and 20 cases among them were reviewed by relevant teams.
- Citizens involved budgeting allows suggestion of budget or policy project in order to guarantee participation of citizens at budget making process. Information on review details and implementation result for the suggested projects is open to the public.
- Gwanak-gu on collaboration is the menu for suggestion of policies to be pursued by the Gwanak-gu government and the community together. Visitors can easily check information on the list of collaboration projects and meeting minutes, etc.
- At Manifesto & Commitment, people can see commitment by mayor and performance rate of campaign pledges at a glance.
- Residents Autonomy works as the platform to support activity of Residents autonomy. Residents autonomy is the decision making organization for residents who are authorized the rights and responsibilities for resolving community issues proactively. It is established at total 6 villages of Gwanak-gu and operating lively.
Thanks to establishment of this Online Gwanak-gu Office, routes to join policy discussion that had been scattered were congregated into one place and thus citizens now can access conveniently while the opportunity for residents to take part in the policy got more diverse and enlarged. In particular, as the need for public sphere to discuss policies online grew to respond to post-COVID19 age due to influence of recent pandemic, larger effect of Online Gwanak-gu Office operating 24 hours a day is expected. Gwanak-gu Government aims at inducing young generation in their 20s and 30s who are relatively passive in participation to join policy making process via this platform and realizing direct democracy which reflects policy demand of different walks of life.","a:3:{i:0;s:3:""876"";i:1;s:3:""181"";i:2;s:3:""190"";}","Online Gwanak-gu Office is unique in that it is a comprehensive portal that streamlines 6 menus such as policy suggestion, citizens involved budgeting, residents autonomy, etc. Compared to ‘Gwanghwamun 1st Street’, the distinctiveness of Online Gwanak-gu Office is remarkable. While Gwanghwamun 1st Street was developed under a one-way order, Online Gwanak-gu Office was developed after thoroughly analyzing and reflecting opinions and demand of stakeholders like residents, NGOs, policy administrators, etc. This allowed customized policy that reflects accurate identification status quo about citizens’ participation routes and their needs. This interactive, bottom-up approach is also a differentiated point. Moreover, the technological innovation is the 6 menus cohesively working among themselves. This can be regarded as the realization of a hyper-connected society. Another innovative aspect is different system environments allowing access from various mediums such as PC, smartphone, etc.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Through continuous monitoring and feedback after the development of Online Gwanak-gu Office, discussions and improvements continue for areas that require innovation. Recently, Online Gwanak-gu renovated its operating system. Gwanak-gu recognized that use rate of the ‘Participation at policy’ menu was relatively low and is working out a plan for promoting usage through cause analysis. First, Gwanak-gu will greatly alleviate requirements for a policy suggestion to be reach the review stage. In particular, the residents agreement requirement, necessary for residents suggestion, was lowered from ‘more than 10 residents’ to ‘more than 5 residents’, and the time required to receive feedback from relevant divisions was shortened from 30 days to 15 days while the requirement to hear direct feedback from mayor was lowered from 300 residents to 100 residents. During special public participation periods, all suggestions are reviewed thoroughly regardless of the number of likes received.","Divisions of Gwanak-gu, Korea Manifesto Center, 6 Residents’ autonomy groups and activists took part in the development of Online Gwanak-gu Office. Needs and opinions of stake holders were reflected in the budgeting, technological development and technical negotiations. Online Gwanak-gu Office is a integrated platform owing its success to collaborations with partners, and it was established at a low cost of 7,600 USD.","Leadership and conflict management skills were demanded from Gwanak-gu as the host of the project. Residents, the beneficiaries, were able to see participation opportunities were expanded and their opinions were reflected. In other words, most of residents have enhanced the qualitative ‘self-efficacy’ greatly. According to opinion poll of 2021, Gwanak-gu residents turned out to support the Gwanak-gu’s policies showing approval rate of 75%.","Below is the performance data of Online Gwanak-gu Office (as of September 30, 2022):
- Accumulated / Daily Average Visitors : 245,581 / 207
- Applications for a meeting with Gwanak-gu Mayor : 56
- Creative Suggestions : 500 cases received. 20 cases chosen.
- Residents-participated Budget Proposal : 300 cases received. 34 cases approved.
- Remarkable performance considering the population of Gwanak-gu.
Increased SNS friends analyzed to be the source of visitors. Data confirms that SNS friends of Online Gwanak-gu Office reached 125,000. Residents can access daily policy news via SNS and Online Gwanak-gu Office.
Gwanak-gu received the Prime Minister Award for its online innovation at the ‘2020 Korea Knowledge Grand Prize’ organized by Ministry of Public Administration and Security. Such can also be regarded as the formation of Social Capital, due to the reinforcement of trust in the local government and participation network, which in turn will improve the sustainability of the p","Before construction of the integrated platform, residents participation routes inside website of Gwanak-gu was scattered making access by residents difficult. Specifically, residents autonomy (NGO) members wanted their own platform as they encountered difficulty to access Policy participation, Resident involved budget corner, etc. since the menus were scattered. Gwanak-gu, recognizing necessity of menus integration, directly contacted residents autonomy (NGO) members and divisions involved at residents participation to advocate necessity of building integrated platform instead of authorizing them to operate the menus they want. Particularly in this process, they could deliver the convenience for the residents provided by integrated platform and later could build the system to communicate bilaterally between residents and Gwanak-gu through agreement with NGO and divisions involving the residents.","The integrated platform development project was the key pledge of the mayor who makes much of communication with residents. In this regard, Gwanak-gu government quickly prepared budget of 7,600 USD for building the platform and assigned an officer dedicated to online platform management. On the other hand, Gwanak-gu is promoting participation taking advantage of different events such as awarding prize money to residents who suggested excellent policy ideas. And, it is continuously providing information to secure the right to know for residents by publishing meeting minutes and other data with which residents can check residents-involved budget and process of collaboration projects and by activating the voting for the suggested policies.","By benchmarking the Online Gwanak-gu Office, Geumcheon-gu established ‘Geumcheon 1st Street’ platform in December 2019, and Guro-gu also established ‘Guro 1st Street’ in March 2020. It is worth noting that the Online Gwanak-gu Office can collect opinions from residents at all times. In particular, these online platforms are expected to be utilized more as cooperation is important for local governments and communities overcome difficulties arising from the COVID-19 pandemic. In addition, with smartphone users increasing worldwide, online platforms are expected to serve as a communication channel for collecting opinions from around the world. In addition, Gwanak-gu published a collection of best innovation practices and shared them with local governments across the country, and is promoting innovation exhibits and contests. Through such, Gwanak-gu was designated as the ‘excellent institution’ for 2 consecutive years, and Gwanak-gu will continue to promote innovative local governance.","For promoting Local governance, we realized that the role of mayor is important during the course of collaboration among policy administrator, residents (beneficiaries), NGOs, etc. Particularly, in case of the nations (including Korea) where fast-speed internet network is established, each stake holder tends to try to own and operate its own site. And for this reason, a conflict can occur in the course of operating online integrated platform. At this moment, a proactive response of grasping the reason and organizing collaboration among stakeholders by mayor was critical. And we also felt that after completion of building integrated platform, inducing the residents interest to access the platform continuously by way of updating website design reflecting changed environment of administration is important too to prevent residents’ indifference to the platform.","This online platform’s main goal is to enlarge opportunity particularly for residents (beneficiaries) to take part in the policy of local government. Therefore, increasing visit volume during operation of the platform is most important. For this, residents need to be guided into the online platform via different routes. Not only simple URL, the platform should be exposed to residents via banners at official website, local news magazine, social media of Gwanak-gu, local newspaper, etc. And creating an environment under which residents are motivated to visit the platform repeatedly by advertising user guide video via various media so that even the firstcomer can comfortably use the platform. In this course, policy administrator can let residents know the progress of policies real-time through the Hyper-connected society system wherein residents’ opinions are delivered to relevant division right away. In this respect, ‘Online Gwanak-gu Office’ can be regarded a very innovative system.","a:1:{i:0;s:5:""33343"";}",,,,
33091,"Renovate or Rebuild: Using television to support the transition to sustainable housing in Australia",https://oecd-opsi.org/innovations/renovate-or-rebuild-using-television-to-support-the-transition-to-sustainable-housing-in-australia/,30/09/2022,"Office of Energy and Climate Change, NSW Treausry",Australia,regional,"a:4:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:7:""science"";i:3;s:6:""Energy"";}","Renovate or Rebuild: Using television to support the transition to sustainable housing in Australia",http://renovateorrebuild.com.au/,2021,"Renovate or Rebuild was a collaborative project that set out to increase the uptake of sustainable homes in the Australian residential sector. The show took an innovative approach to embed behavioural and building science into an engaging, yet informative and impactful TV series, that promoted and normalised sustainable homes. Research estimates this project could save Australians $600 million on their energy bills and would cost less than $1.60 for every tonne of greenhouse gas abated.","The NSW Government is committed to reaching net zero emissions by 2050. The residential sector accounts for 26% of NSW total emissions and therefore is essential to address in the path to net zero. However, reducing emission in this sector is incredibly complex. This is due to the multi layered governance and legislative structures, diverse stakeholder groups with diverging interests and diffused home ownership models. It is also a contested space, where industry pressures government to reduce regulation and increase affordability. Sustainability adds another level of complexity. The technology required to build sustainable homes exists however, there is limited consumer awareness. This means there is a lack of market demand and product differentiation.
The NSW Office of Energy and Climate Change led an iterative and collaborative process to help overcome these issues. The ‘Growing the Market for Sustainable Homes Industry Roadmap’ was the first document of its kind in Australia to articulate a voluntary, industry-led strategy to support the adoption of sustainable housing. Its research demonstrated latent market demand across the nation for more sustainable homes. It’s economic modelling also estimated a mass media strategy tapping into this demand could deliver Australia half a billion dollars investment in the construction sector, the creation of 7,000 new jobs and savings of $600 million on Australians’ energy bills.
The resulting Mass Media Communications Strategy established a flagship TV show, 'Renovate or Rebuild'. Its purpose was to increase consumer awareness of the benefits of sustainable homes and drive consumer demand and sales, as well as renovations of existing homes. Taking a systems level approach to drive change, the communications framework had three interconnecting levels:
- Level 1: A mainstream TV show to create awareness, interest and desire with lead stories featuring sustainable homes
- Level 2: Social media and ‘edutainment’ content, which combines entertainment and education, to continue the call to action
- Level 3: An impact community of aligned businesses and community groups who could help facilitate direct participation and connection the behaviour solutions for viewers.
In 2019, a pilot project tested the communications framework. The Commonwealth Scientific and Industrial Research Organisation (CSIRO) conducted a research study with a 30-minute lifestyle pilot on YouTube and a survey of over 1,000 consumers. This research confirmed that a TV show could change consumers’ attitude and behaviour towards more sustainable homes. The Office also developed sales training to support associated sustainable product suppliers and builders on how to sell the benefits of their products. This training was later offered to all project sponsors to help ensure consumer demand led to sales. Following the success of the pilot, the project IP was licensed to industry partners (Blue Tribe Co, Josh Byrne Associates and Northlight Productions) who created a television series and broadcast on national television in October 2021.
With over 3.24 million views, this top-rated show achieved its purpose in delivering sustainability messages to viewers across Australia. The CSIRO’s evaluation results confirm the approach was successful in promoting awareness of sustainable homes. Viewers were significantly more likely to consider having a ‘home energy star rating above the minimum standards for Australia’ as a ‘must have feature’ after the TV series was broadcast, compared to before watching (25.8% increase from the base rate). Viewers also reported being significantly more likely to seek information and/or express intentions to purchase and/or install products that were featured in the show compared to non-viewers. In particular:
- Obtaining quotes for solar panels (57% of viewers compared to 39% of non-viewers) and/or battery storage (37% of viewers compared to 23% of non-viewers);
- Intending to buy solar panels to generate electricity for current and/or future properties (63% of viewers compared to 43% of non-viewers);
- Purchasing or intending to purchase uPVC windows (47% of viewers compared to 22% of non-viewers); and
- Purchasing or intending to purchase insulation (53% of viewers compared to 28% of non-viewers);
A second series of Renovate or Rebuild is being independently led, with filming commencing in late 2022. Broadcast is planned for March 2023. This second series will extend into electrification of homes. In addition, project partners are in early stages of planning up to three more television shows that are based on this same methodology.","a:8:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""211"";i:4;s:3:""619"";i:5;s:3:""190"";i:6;s:3:""210"";i:7;s:3:""338"";}","In a world first, Renovate or Rebuild employed a science-based mass media communications strategy to radically change the way Australians think and feel about sustainable homes. It involved the creation of a lifestyle TV Show that integrated the latest research in behavioural science to accelerate the uptake of sustainable homes in Australia’s residential sector. It was rigorous in its design, scientific foundation and supported with stringent monitoring and evaluation.
In the past, Government would use marketing approaches to shift consumer awareness. This approach has limited impact and is expensive. The Office was able to develop deeper engagement with the community through this project by:
- Building broad stakeholder engagement to understand the barriers /opportunity
- Using research and an iterative process to test ideas and stage investment
- Engaging partners to commercialise the project for scale
- Clear project to transition leadership and financial responsibility
","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The evaluation was completed in October 2022. The CSIRO empirically evaluated the extent to which ‘Renovate or Rebuild’ was successful in enhancing the awareness and desire for sustainable homes and housing features. Filming for Renovate or Rebuild season two started recently, it is planned to be broadcast in mid-2023. The aim of the Mass Media Communication Strategy was to develop a suite of mainstream TV shows and integrated communications approaches to make sustainable homes mainstream. Renovate or Rebuild is the first show under this strategy. Project partners are in the process of designing three other television shows that adopt this same methodology to create impact.","
- NSW Government initiated the project, engaged broadly with industry, provided seed funding and legitimacy of the project
- Blue Tribe Co’s entrepreneurial and commercial skills brought freedom to innovate outside of government systems and to commercialise for scale
- Northlight Productions and Josh Byrne Associates provided media and television production expertise
- CSIRO provided subject matter expertise and research to inform, evaluate and demonstrate outcomes.
","
- Citizens have more awareness and understanding of the benefits of net zero and carbon ready homes. They are empowered to build and renovate their home to be more energy efficient, which will save money and increase health.
- Companies in the residential supply chain have a new market to sell products and services.
- Government has created an enabling environment that will support future policies and programs to increase sustainable homes.
","Renovate or Rebuild delivered 8 episodes of a new Lifestyle TV Show that premiered on television in October 2021. Across the series it received over 3.2 million views, who received messaging about the benefits of sustainable homes. The CSIRO’s evaluation found viewers were significantly more likely to consider having a ‘home energy star rating’ above the minimum standards as a ‘must have feature. Viewers also reported being significantly more likely to seek information and/or express intentions to purchase products that were featured in the show compared to non-viewers
Research prior to the project estimated that accelerating Australia’s transition to sustainable housing using this mass media communication could:
- Deliver more than half a billion dollars of extra investment in the construction industry by 2030
- Create over 7,000 new jobs
- Result in two-thirds of new homes being built to a zero energy standard by 2040, and
- Save Australians $600 million on energy bills
","Renovate or Rebuild was a new TV show by inexperienced project partners. This made it challenging to find sponsors and a broadcast partner. This was overcome with a pilot on YouTube and partnering with business’ who were aligned to the mission.
Filming the show across five Australian states in the middle of the global COVID-19 pandemic meant the team coordinated, replanned and overcome obstacles when state boarders closed. They also face capacity restrictions as well as nervous industry partners concerned about their business due to the pandemic. The day the show premiered, the team were faced with global outages across key delivery platforms, Facebook and Instagram.
The robust research design with real world audiences had to be adapted consistently to meet deadlines and achieve statistically significant results. Several strategies were used to recruit participants, including prize draws, appealing to altruistic motives, message framing and using paid panel participants.","The collaborative partnership between government, research and industry made this project a success. Organisation were strongly aligned to the goal - to create a market for sustainable homes. Each also had strengths and barriers to participating in this project.
- Government was able to fund the project and provide credibility.
- Research organisaion provided the evidence to enable government participation and to built the case for the project to progress.
- Industry partners were agile and able to build the commercial aspect of the project.
All this enabled the innovation to be scaled outside of government.","This approach taken with Renovate or Rebuild is designed to be scalable. It provides a communication template that can be used by others to drive mainstream action to address the United Nations Sustainable Development Goals. This could include wildlife, health and nutrition and social television programs
The team are exploring opportunities to diffuse the learnings from the project through other media partners interested in creating social impact through television. Project partners are also exploring opportunities to develop three further television shows focused on sustainable housing. Within the Office, the lessons regarding the integration of behavioural techniques into narratives will be used to make government messaging more engaging and effective.","The Office of Energy and Climate Change has taken a systems and behaviour-change approach that has differentiated it from more traditional Government programs. It has focused on engaging and working with the residential housing market, seeking to understand, enable and mobilise market-based action through a range of consumer- (demand-side) and industry- (supply-side) focused initiatives.
More recently, the focus of the work has shifted to inform and influence policy and regulation at both a NSW and a national level. The team have encouraged and reinforced market-based action through the design and implementation of voluntary residential energy ratings and disclosure frameworks.
This demonstrates that taking a longer-term, market based approach to policy development can support pathways to achieve net zero emissions.","Renovate or Rebuild was the inaugural winner of the Communication for Impact category at the Australian Banskia Awards in 2022.","a:3:{i:0;s:5:""33112"";i:1;s:5:""33115"";i:2;s:5:""33114"";}","a:2:{i:0;s:5:""33099"";i:1;s:5:""33098"";}",,https://www.youtube.com/watch?v=jIQw0kkdfng,https://www.youtube.com/watch?v=hAHzdp3cktA
33164,"A Whole of Government platform for Video Analytics (VAS)",https://oecd-opsi.org/innovations/a-whole-of-government-platform-for-video-analytics/,30/09/2022,"Government Technology Agency",Singapore,central,"a:2:{i:0;s:11:""information"";i:1;s:7:""science"";}","A Whole of Government platform for Video Analytics (VAS)",https://www.developer.tech.gov.sg/products/categories/analytics/vas/overview.html,2020,"Public sector agencies are generating more video/image data but much of the data is not leveraged due to the high overheads and custom requirements in processing video. The VAS platform provides easy access to a spectrum of in-house and industry developed video analytics capability as well as model prototyping capabilities for agency use cases. The key innovation focus on bringing together a scalable platform, lowering the barrier of entry for usage of video analytics, empowering the pub","Our core strategy lies in the opportunity to drive digital transformation across the public service by catalysing the transformation of agency operations and workflows through augmentation with video analytics.
The key goal is to bring together core video analytics functionalities to support and provide agencies with capabilities that can be integrated with agency systems across the public service to derive insights from video sources to facilitate data-driven decision making.
As a platform, VAS provides easy leveraging of AI/ML services from multiple sources while enabling a distributed technology architecture, simplifying access for agencies to be agile in testing and integration of video analytics with in-house systems, so as to bridge the gap between prototyping to deployment and realise benefits from the use of video analytics.
Our overall approach to VAS implementation is three pronged:
- Expand prototype development of video analytics models and allow deployment of fully developed capabilities based on agency use cases to support operational needs of the agencies.
- Foster growth of the platform through an open architecture and cultivation of industry partnerships, providing a secure framework to bring onboard new features (both in-house developed, as well as from industry) relevant to public agencies through integration on VAS.
- “Productizing” video analytics by enabling multiple agencies across the whole-of-government to benefit from developed use cases, reducing the time-to-deployment.
VAS differentiates from the competition by providing a user-centric end to end pipeline requiring minimal technical expertise. Built on the government tech stack, it is also compliant to government architecture and security requirements and provides flexibility to leverage across SG Tech Stack component services.
Over 6 public sector agencies have benefited from onboarding to VAS to conduct various studies such as the derivation of relevant insights for policy and operations, such as study of pedestrian movement for better utilization planning and provision of people counting for monitoring the crowdedness of public park lands. Various agencies have also used the service to train custom analytics capabilities for identification of rodents and microorganisms relevant to their operational needs.
The vision for VAS is to continue to grow in scale and capability, by generating synergies in the availability of a stable and secure ecosystem allowing public agencies with video analytics needs, to tap into an expanding spectrum of video analytics capabilities generated both by industry as well as within the public agencies.","a:8:{i:0;s:3:""147"";i:1;s:3:""156"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""211"";i:6;s:3:""612"";i:7;s:3:""614"";}","VAS innovates by bringing together key technologies across the government cloud service provider onto a single coherent architecture for the implementation of the platform. Various AI/Cognitive, Machine learning services across government cloud providers such as AWS and Azure were used together with the deployment of custom in-house video analytics models both for facilitating model development as well as operational inferencing.
VAS is designed to support secure exchange of video data and metadata allowing greater availability to data on a standardized basis across the organization in a managed and secure way. Based on a common need across agencies to prototype and envision future operational workflows to drive change in operational strategies, VAS also provides user friendly prototyping features as well as security compliant and scalable deployment architecture to allow agencies to develop new custom video analytics capabilities without the need to setup multiple environments.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","VAS has been launched for adoption across public agencies as an initial pilot phase at the end of 2020 offering a range of in-house video analytics capabilities. Numerous agencies have been onboarded to use the pilot platform for trials, providing insights to be used for policy development as well as more efficient deployment agency operations.
Based on adoption of the initial implementation, learnings were derived from new agencies use cases and feedback, which continue to be applied in continuous innovation of platform features. The platform is now undergoing a new expansion phase based on agency feedback to enable features addressing wider government use cases in the development and deployment of video analytics models.
Building on industry partnerships, the current phase also introduces new capabilities to meet agencies' needs and expand platform synergies through agencies’ operational integration into VAS, and facilitate wider adoption of video analytics capabilities.","Government officials were continuously involved in the innovation process through identification of use cases, technical solutioning as well as system trials, providing continuous feedback and facilitating development of in-house AI models relevant and aligned to address agency use cases.
Collaborations also involved partnerships with service providers on the government cloud technology stack, such as AWS and Azure, providing close guidance and support on system architecture and implementation.","Several archetypes of government officials were key user beneficiaries:
- Operations managers benefits from on-demand access to a platform to process live or recorded video feeds for operations work.
- Policy planners, can reference aggregated data extracted from video such as for pedestrian studies on public walkways
- Technically inclined users have the ability train custom models.
- Local companies offering AI/ML technology benefits from leveraging the platform for reach across agencies.
","VAS brings greater cost effectiveness across whole-of-government by allowing multiple agencies to leverage a central platform, avoiding the cost of setting up separate systems, and reaping the benefits of scalability.
The provisioning of VAS allows public agencies to access the same capabilities for less than 50% the outlay compared to if they were to acquire the capabilities individually. With the availability of VAS, multiple agencies have been onboarded for having integrated or performed trials with VAS, translating into cost savings for each agency onboarded.
Agencies on-boarded also see a significant savings in time-to-deploy as they do not need to procure, develop a separate setup from scratch. Results have been measured common product scorecard through metrics indicative of adoption and transactional trends. In future, we expect to deepen partnership with the industry to drive the integration and development of more capabilities to enable platform synergies and drive adoption","A challenge lies in handling disparate video protocols for video management system and data repositories across public sector landscape due to diversity in procurement landscape and differing environments and needs across agencies and their internal teams.
To overcome the challenge, VAS took the approach to harmonize the exchange of video and metadata by providing common standards across public agencies and allowing data to be more consistently accessed for analytics while maintaining government standards for data access.
There is also a need to ensure conformance to government cloud architecture and security requirements as standards are evolving and require adaptation should new architecture or policies be introduced. This is also addressed through the design of VAS as a platform providing a stable foundation, maintained to ensure conformance to government architectural requirements while allowing standardized integrations with other agency systems","
- Supporting infrastructure and services in the form of a common technology stack and services that serves the whole of government is important in enabling the development of the platform in scalable and secure manner.
- Policies and rules governing the implementation of video systems as well as data sharing across the organization need to work in tandem with implementation of common video metadata standards in order to facilitate data transfer at scale.
- Leadership and guidance is needed to proliferate the innovation, hence a core capability centre should be empowered to provide consultancy and guidance to agencies in adoption of platform and metadata standards.
- Human and financial resource needs to be assigned in order to perform necessary development of the platform and enable the innovation it facilitates.
- Personal values and motivation of agencies users will need be aligned through platform adoption towards digital transformation and evolution of operations at organizational scale
","Yes, similar types of platforms have been developed for structured data sets in private industry as well as public sector to leverage organisational efficiency in the utilization of AI . The potential in this case lies not in replication of the platform itself but allowance of opportunity for agencies to develop their own innovation in training of custom AI models relevant to their problem sets.","One lesson is the need to drive understanding of the ecosystem, beyond targeted agencies, as approach to drive the feature development process. Particularly with AI innovations, as user maturity evolves with the environment, the team requires agility for integration of new features relevant to new needs arising from agencies. As such, another lesson is the need to retain expertise and control over the core architecture and implementation of core features, while allowing flexibility for features to be integrated from other in-house or partner solutions.",,,,https://youtu.be/k_vK6tyc9_0,,
33169,"The SOLF-Seoul Olympic Legacy Forum, Beyond Olympic legacy, becoming global value",https://oecd-opsi.org/innovations/the-solf-seoul-olympic-legacy-forum-beyond-olympic-legacy-becoming-global-value/,30/09/2022,"KSPO - Korea Sports Promotion Foundation ",Korea,central,"a:2:{i:0;s:10:""recreation"";i:1;s:5:""Sport"";}","The SOLF-Seoul Olympic Legacy Forum, Beyond Olympic legacy, becoming global value",http://solf.or.kr,2022,"KSPO has created the SOLF, Seoul Olympic Legacy Forum as a platform where Olympic legacy entities from all around the world gather for the first time to share and collaborate on sustainable development plans for the Olympic Legacy. Through the SOLF, Olympic legacy entities communicated and cooperated with each other to solve the long-term social problems after the Olympic games and to deliver intangible legacy of Olympic spirit and world peace to future generations.","Fears over financing, security and staffing threaten citizens in the Olympic host cities scheduled, they learn from the past that huge costs were required to maintain the stadiums and facilities after the Olympics. The Olympics is always shining from the opening ceremony until the closing ceremony. But looking into costs in a tough economy, organizers of the Olympics and citizens in the host cities are not positive about the future of the Olympic legacy, those stadiums and facilities could take shine off after the Olympic games. The Olympic host cities are still procuring the best options for utilizing the Olympic legacy.
KSPO would like to transform those fears over the Olympics into the joy, peace and unity. KSPO has transformed the Olympic Park into a multi-purpose space for sport, a culture and leisure complex, The IOC showcases the Olympic Park as an exemplary organization for sustainable development of Olympic legacy. Korea Sports Promotion Foundation (KSPO) as Olympic legacy entity is a public organization founded in 1989 as the successor to the Seoul Olympic Organizing Committee (SLOOC) after the 1988 Seoul Olympic Games. Its main aim is to commemorate 1988 Seoul Olympic Games and to promote national sport.
The Seoul Olympic Legacy Forum in October 2022 is an international forum where IOC and some 200 Olympic legacy managers and experts from 19 countries will gathered to discuss the present and the future of Olympic legacy, they will also weigh ways to revitalize the Olympic movement and make contributions to peace in the Korean Peninsula.
KSPO is not well known among the Olympic legacy entities, nor is the SOLF. KSPO started to persuade the IOC and the Olympic host cities to join the SOLF, it was just like the effort to host the 1988 Seoul Olympics back in the year of 1981 when the ROK made efforts to host the Summer Games. KSPO wanted to prove that the 1988 Seoul Olympic Games was a symbolic event that elevated its international image and contributed to great changes in the ROK. KSPO walked the Olympic entities through the great change after the 1988 Seoul Olympic Games by holding the forum.
Despite of the low recognition of KSPO and the SOLF among the Olympic entities, KSPO led the IOC legacy manger to change her mind with persistent effort: in 2019 the IOC legacy manager was invited to the Seoul Olympic Park, walked through the Olympic legacy and found out it as one of the top 5 best practices in the Olympic host cities. IOC President Thomas Bach confirmed his attendance at the forum in June 2022 and delivered a keynote speech at the forum. KSPO obtained the IOC Designation Label in May, which means that the SOLF is officially accredited by IOC. With the accreditation, KSPO dramatically got more Olympic host cities to participate; initially 14 countries were expected to participate in the forum, but 19 countries have actively participated in SOLF.
At the SOLF, Olympic legacy entities gathered and exchanged experiences on a wide range of topics from pre-Game legacy to long-term benefits of legacy and legacy governance. IOC President Thomas Bach gave a keynote address under the theme of “Olympic Legacy and the Next Generation”, emphasizing working ‘together’ in a belief in the power of sport to be a force for good in the world. And legacy entities have reiterated their commitment to supporting the Olympic vision to build a better world throughout sport for the next generation.","a:8:{i:0;s:3:""156"";i:1;s:3:""184"";i:2;s:3:""196"";i:3;s:3:""217"";i:4;s:3:""610"";i:5;s:3:""613"";i:6;s:3:""617"";i:7;s:3:""320"";}","The massive costs and dubious benefits associated with hosting the Olympic games have led to fears over the Olympic tangible legacy. The Olympic host cities have been contemplating the use of tangible assets of the Olympics and have invested a lot of resources to find suitable solutions for maintaining the facilities. The ROK hosted the Seoul Olympics in 1988 and created a success story by operating the event above expectations and KSPO has inherited the great assets of it. The SOLF is the first platform where the Olympic host cities learn from KSPO how to revive the Olympic tangible assets after their own Olympics.
Before the 1988 Olympics, the ROK was an Aid Recipient Country, but the UNCTAD in 2021 unanimously raised its status from a developing economy to a developed one. Other developing countries can benchmark Seoul Olympic legacy and ROK's unique experiences from the SOLF. KSPO is the organization to collaborate and share best practices aimed at furthering legacy program","a:1:{i:0;s:9:""diffusing"";}","The ROK has own experience of leaping from a developing country to a developed one. 34 years’ experience of KSPO as a global TOP 5 Olympic legacy entity recognized by the IOC can inspire other Olympic legacy entities. During the forum, all the Olympic legacy entities discussed not only the legacy but also environmental and social issues, development, innovation, etc.
KSPO achieved 7 goals through sport, which are:
- Goal 1: environmental improvement,
- Goal 2: development including urban development,
- Goal 3: social development through sports,
- Goal 4: cultural and creative activity development,
- Goal 5: economic and brand value,
- Goal 6: organized sports development,
- Goal 7: human skills and networking innovation.
By sharing achievements from the Seoul Olympic legacy with the IOC as well as the entities, SOLF was able to provide future directions for the sustainability of the legacy and emphasize the importance of the Olympics with confidence that it acquired ever since the Seoul Olympics.","KSPO has collaborated with the IOC and increased the interest and participation of the Olympic legacy entities in the SOLF. The IOC legacy manager was invited to the Olympic Park and the IOC acknowledges that the SOLF, for the first time should play an important role in inheriting the Olympic spirit and preserving the heritage. The SOLF obtained the Olympic designation label accredited by the IOC in May 2022, which helped to promote the forum among the Olympic legacy entities.","The Olympic legacy entities jointly sought ways to preserve and utilize Olympic venues that have caused social and financial problems during the forum. The entities and citizens of the host city will also receive benefits from the SOLF, and future generations do as well. From a long-term view, hosting the SOLF is to share the achievements of the Olympic legacy among entities as well as to exchange ideas for sustainable development of sports, society, economy and tourism through cooperation.","The SOLF was held from October 18 to October 19, 2022. IOC President, Thomas Bach attended the forum and delivered a keynote speech. KSPO, as one of the 5 best practices approved by the IOC collaborated and organized a new consultative body with the Olympic legacy entities to lead all participant countries to the new era of the Olympic legacy.
Legacy entities have reiterated their commitment to supporting the Olympic vision to build a better world throughout sport for the next generation. Furthermore, ROK’s local governments, the Ministry of Culture, Sports and Tourism, the Korea Sports Council, PyeongChang 2018 Legacy Foundation, the Korea Paralympic Committee and other organizations gathered and signed a business agreement on the sustainable legacy management of major international sports games.
Even though wars are happening around the world, nothings can stop the Olympic games, current generations and next generations will enjoy the Olympic legacy.","With lack of recognition, KSPO started to organize the SOLF and ask for support from the IOC and recommended the Olympic host cities join the SOLF. Lack of recognition among the Olympic legacy entities is the obvious hurdle, but KSPO jumped over the hurdle with confidence that KSPO used to make most of the Olympic legacy for fund-raising, sport for all, K-pop.","The road map for the IOC and the Olympic Movement, the Olympic Agenda 2020 was built on the three pillars of Credibility, Sustainability and Youth. To support the Olympic Agenda 2020, the SOLF does not stop at sharing success stories, but expands environmental issues, social issues, governance issues.
The SOLF intends to listen to the opinions from all walks of life, especially future generations, to expand sport participation, to spread Olympic values worldwide and to help IOC to lead the Olympic movement.","The SOLF is not just an academic, temporary event, but a sustainable global program in the form of ODA and aims to lead the development of the Olympic movement for future generations.
At the session, legacy entities agreed together on a joint declaration to engage diverse social groups in creating Olympic legacy, to collaborated with other stakeholders, and to share best practices while also promoting and celebrating the legacy of the Olympic games. And action plans were covered in the main sessions of the SOLF, which are as to the use of Olympic stadiums, legacy preparations before the Olympic Games, and long-term benefits to the environment.","KSPO has been managing the great Olympic legacy of the 1988 Seoul Olympic Games, which is evaluated as the most successful event in history, to this day to develop the spirit of the Seoul Olympic Games into an Olympic legacy worldwide.
When the ROK hosted the 1988 Seoul Olympics at first, it was only a developing country receiving help from developed countries, but the hosting of the Olympic Games was an opportunity to lay a foothold to become a developed country. Rather than settling for the present success, by disseminating it the successful case of the Seoul Olympic Legacy to other Olympics entities and undeveloped countries, KSPO hopes to spread the Korean sports promotion project for future generations. Practicing the sport spirit of constant challenge is a great way to innovate the organization and to grow with the world and future generations together.","KSPO has been managing the great Olympic legacy of the 1988 Seoul Olympic Games, which is evaluated as the most successful event in history, to this day to develop the spirit of the Seoul Olympic Games into an Olympic legacy worldwide.
When the ROK hosted the 1988 Seoul Olympics at first, it was only a developing country receiving help from developed countries, but the hosting of the Olympic Games was an opportunity to lay a foothold to become a developed country. Rather than settling for the present success, by disseminating it the successful case of the Seoul Olympic Legacy to other Olympics entities and undeveloped countries, KSPO hopes to spread the Korean sports promotion project for future generations.
Practicing the sport spirit of constant challenge is a great way to innovate the organization and to grow with the world and future generations together.","a:4:{i:0;s:5:""33179"";i:1;s:5:""34499"";i:2;s:5:""33178"";i:3;s:5:""34500"";}",,,,
33185,"Yeosu Gwangyang port ocean bound plastic circular economy project",https://oecd-opsi.org/innovations/yeosu-gwangyang-port-ocean-bound-plastic-circular-economy-project/,30/09/2022,"Yeosu Gwangyang Port Authority",Korea,central,"a:1:{i:0;s:9:""transport"";}","Yeosu Gwangyang port ocean bound plastic circular economy project",https://ygpa.or.kr,2021,"Plastics used in ships are occasionally dumped at ocean, or even if they are collected at ports, all of them are incinerated. YGPA crack down on plastic dumping at ocean and collect waste plastics from ships. And the plastics are processed into recycled polyester yarn. Since this yarn is made of ocean bound plastic, apparel makers rush to buy the yarn and make clothes with it. Through this project, we protect the environment and create added values and jobs in the process of recycling plastics.","YGPA started Yeosu Gwangyang port ocean bound plastic circular economy project in 2020. After that YGPA collected 247 tonnage bags of marine waste plastics from ship, processed them to produce yarn, and made many upcycling goods with this recycled yarn.
Every year, around 11,000 ships from all over the world arrive at Gwangyang Port. Plastics are recycled well inland, but on the sea it is very difficult to manage. So, plastics droped from ships have been incinerated or landfilled as they are mixed with general waste.
In addition, a cost for waste is incurred when the trash is transferred from ship to land. A significant number of ships dump trash at sea before entering the port to reduce costs. Therefore, international cooperation is needed to prevent marine waste plastics from dumping at sea and to collect them on land.
Dozens of sailors live on a ship, and once sailing, they have to live several months on the ship, and in the meantime, all the drinking water is PET bottle water. Therefore, thousands of bottles of PET are produced every month on ships. It is important to ensure that these PET bottles are not thrown into the sea, but instead enter the harbor as we do.
So, YGPA manufactured self-made sacks for waste plastic collection and distributes them to all ships entering Yeosu Gwangyang Port. Usually, when ships depart after entering Yeosu Gwangyang Port, they sail around the world and re-enter the port again one to two months later. At this time, they are loaded with waste plastics such as PET bottles in a bag we handed out.
(Prevention of waste plastic offshore dumping) YGPA is working with the coastal guards to crack down on ships from dumping wastes such as plastic at sea. To this end, we check the amounts of plastics, such as PET bottles, when the ship enters the port, and when the ship re-enters Yeosu Gwangyang Port a few months later, the amount of plastics discharge is checked again. In this process, if the amount of plastic discharged during re-entry is significantly less than the amount of plastic originally shipped, you may suspect dumping on the sea.
To protect the environment and create social value, YGPA has established the circular economy system for marine waste plastics.
Since 2021, waste plastics have been separated from the garbage in Yeosu Gwangyang Port. Plastics with high recycling value, such as PET bottles, can be reprocessed with polyester yarn. With this recycled polyester yarn, YGPA completed upcycling with 200 briefcases and 700 safe vests in cooperation with a local sewing company employing severely handicapped people. This process was an unprecedented attempt, and it has a significant effect on the environment and job creation, which attracted attention, such as being broadcast nationwide.
Thanks to this, YGPA started marine waste plastic circular economy business for the first time in korea.
For the first time in Korea, YGPA build a circular economy in the entire process, from the collection of marine plastics to sorting, crushing, washing, drying, recycled pellets, polyester yarn, bags and clothing production.
YGPA received OBP (Ocean Bound Plastic-Collector) certification through a renowned international certification organization related to the textile industry called Control Union. Through this, the waste plastics collected by YGPA can be recognized globally as marine waste plastics.
YGPA In collaboration with Hyosung TNC, a world-class textile manufacturer, commercializes marine plastic recycled yarn. Until now, Hyosung TNC has produced recycled yarns called Regen-Jeju and Regen-Seoul from waste plastics collected inland, but through collaboration with YGPA, they are able to make Regen-Ocean, the world's first recycled yarn using marine waste plastics.
Since this yarn is made from marine waste plastic, it is in great demand from large apparel companies. This is because it was difficult to collect marine waste plastics, so there was no supply of recycled fabrics using them. At the same time, consumers' demands for environmental considerations are increasing, and companies want to keep pace with them and make eco-friendly products. Naturally, recycled fabrics using marine waste plastics have become high value-added fabrics.
The marine waste plastics collected by YGPA become recycled yarns, and many of them will be made into products through clothing conglomerates, but YGPA still brings in a small amount of recycled yarns and collaborates with companies that hire people with severe disabilities in the region to make own products.
In 2021, a total of 247 tonnage bags of marine waste plastics were collected, and we plan to increase this to a total of 300tonnage bags in 2022.","a:3:{i:0;s:3:""181"";i:1;s:3:""619"";i:2;s:3:""617"";}","Before YGPA started the plastic circular economy business, waste plastic generated from ships was occasionally dumped on the sea, which was fatal to marine life.
YGPA cracks down on plastic dumping at ocean and collect waste plastics from ships. And the plastics are processed into recycled polyester yarn. Since this yarn is made of ocean bound plastic, apparel makers rush to buy the yarn and make clothes with it. Through this project, we protect the environment and create added values and jobs in the process of recycling.
And this project is a new project that has never been tried in any port in the world. This is because there are stakeholders such as the Port Authority, the Maritime Police, the shipping company, and the terminal operator in each port, but none of them are obligated to recycle marine waste plastics.
YGPA established marine waste plastic recycling economy, and through this, it is producing high value-added marine waste plastic recycling yarn.","a:1:{i:0;s:14:""implementation"";}","When we first started this business in 2020, we collected 60 tonnage bags of marine waste plastics from ship, processed them to produce yarn, and made 200 briefcases and 700 safe vests with this recycled yarn.
Thanks to success, YGPA started marine waste plastic circular economy business in earnest in 2021. For the first time in korea, YGPA has built a circular economy in the entire process from the collection of marine plastics to sorting, crushing, washing, drying, recycled pellets, polyester yarn, products.
YGPA is the first in the world to receive OBP (Ocean Bound Plastic-Collector) certification from a renowned international certification organization related to the textile industry called Control Union.
YGPA In collaboration with Hyosung TNC, a world-class textile manufacturer, to commercialize marine plastic recycled yarn. In 2021, a total of 247 tonnage bags of marine waste plastics were collected, and in 2022, we plan to increase this to a total of 300 tonnage bags.","
- Ships from all over the world: Ships don't dump waste plastic at sea and deliver them to Yeosu Gwangyang Port.
- Ship waste collection companies: They sort out waste plastic from the collected waste. YGPA gives you some monetary incentives in the process.
- Textile company: Hyosung TNC, a global textile company, takes the collected marine waste plastics and processes them into recycled yarn.
- Clothing companies: They produce clothing from recycled yarn processed from marine waste plastic.
","Through this project, waste plastic dumping by ships around the world is eradicated, which is beneficial to marine life. In addition, marine waste plastics discharged from ships are not incinerated, but are made of recycled yarn and sold to clothing companies at a high price, creating a high value-added business. In this process, a lot of jobs and added value are created from the waste. Through this, a sustainable marine waste plastics circular economy is built.","Looking at the achievements of YGPA, when we first started this business at the end of 2020, we collected a total of 60 tonnage bags of marine waste plastics by ship, processed them to produce yarn, and made a total of 200 briefcases with this recycled yarn.
Thanks to this, YGPA started the world's first marine waste plastic circular economy business in earnest in 2021. In 2020, a total of 247 tonnage bags of marine waste plastics were collected, and we made 700 safe vests for worker who work in the port. in 2022, it is planned to increase to 300 tonnage bags.
YGPA In collaboration with Hyosung TNC, a world-class textile manufacturer, commercializes marine plastic recycled yarn. Since this yarn is made from marine waste plastic for the first time in the world, it is in great demand from large apparel companies.
Through this, we can not only protect marine life and the environment, but also create jobs by producing high value-added marine waste plastic fabrics.","Above all, the process of collecting marine waste plastics was the most difficult. Although 11,000 ships arrive in Gwangyang Port from all over the world every year, all of the waste plastics discharged here are mixed with general waste and are incinerated or buried.
I had to find a way to recycle it, but I, as an employee of the Port Authority, couldn't even go out and do this. So, we decided to collaborate with a company that collects waste from ships arriving.
We gave this company a little monetary incentive and asked them to sort out the waste plastics from the collected waste, and the company was also willing to help out in terms of environmental protection.
And marine waste plastics classified in this way are being reborn as recycled sources sold at high prices. This process, YGPA has a wealth of experience, can be distributed to ports around the world, and other ports can be commercialized immediately without the initial difficulties encountered by YGPA.","The most important thing for this business to succeed is the will of the person in charge to protect the environment and create new value. In fact, this business is an unprecedented innovation and there is no reason no one will blame ports around the world for not doing it. However, if a port corporation such as YGPA pays a little bit of hardship and attention, this project can be executed immediately.
It is not a business that requires a lot of money, and it is possible with a little effort to connect the port ecosystem.
In the case of YGPA, in cooperation with the coastal guards, ships arriving from all over the world were prevented from dumping waste plastics at sea and collaborated with a cleaning company to sort plastics from the waste discharged from ships. We collaborated with a textile company so that it could be made from recycled fabric. This process did not require any institutional and financial investment. The effort of the person in charge was the most important.","Applied to all ports in Korea, and further spread to ports around the world: We are discussing ways to expand this project to ports nationwide with the government. Since the operating system of ports around the world is almost the same, the system that succeeded in Gwangyang can be applied immediately to all ports in Korea, and furthermore, to ports around the world without difficulty.
Applicable to everywhere: POSCO, a global steel maker, and LG Chem, a global petrochemical company, also participate in this project, collecting waste plastics generated in-house and participating in recycling. Also, local governments such as Yeosu City are participating in this project. Of course, the waste plastics collected by them cannot be used as marine waste plastics of OBP, but anyway, if these general waste plastics are not incinerated or landfilled in the conventional way and are recycled as general recycling fabrics, it will be of great help in protecting the environment and creating jobs.","Things like environmental protection, marine life protection, and innovation seem to have nothing to do with me and seem so difficult. I also did.
However, as an employee of the Port Authority, it was sad to see that ships around the world were dumping plastic waste at sea without permission to save the waste disposal cost when they entered the port and that these were lethal to marine life.
And even if these waste plastics were collected on land, they were still incinerated or buried and were still harmful to the environment, so I wanted to do something to fix them.
So, we created the marine waste plastic circular economy business. Through this, we can not only protect marine life and the environment, but also create jobs by producing high value-added marine waste plastic fabrics.","It wasn't just to win an award that YGPA presented this project in the OECD Innovation Case.
This is because we want to inform the world about this marine waste plastic circular economy business through this OECD platform.
This business is not as difficult as you might think, and it doesn't cost a lot of money. Rather, you can even make money.
However, through this simple business, we can prevent waste plastic dumping by ships around the world and thus protect marine life.
And by using marine waste plastics discharged from ships, you can make high-value-added recycled fabrics and sell them at high prices, or let companies use them to make clothing. YGPA has a wealth of know-how and experience associated with this innovation.
And we will provide you with the manual for this project free of charge.",,,https://www.youtube.com/watch?v=6D9gEtlvjdk,,
33187,"Carbon-Free Island JEJU by 2030",https://oecd-opsi.org/innovations/carbon-free-island-jeju-by-2030/,30/09/2022,"Jeju Special Self-Governing Province",Korea,regional,"a:1:{i:0;s:13:""environmental"";}","Carbon-Free Island JEJU by 2030",https://www.jeju.go.kr/cfi/index.htm,2012,"The Carbon-Free Island JEJU by 2030 (CFI 2030) policy aims to transform Jeju into a carbon-free island by 2030. It is the first project in the world to target an area with a population of over 500,000 and has been ongoing since 2012. Home to the UNESCO-designated Biosphere Reserve (2002), World Natural Heritage Site (2007), and Global Geopark (2010), Jeju strives towards a carbon-neutral future utilizing state-of-art technology including renewable energy, EV, smart grids, and microgrids.","Carbon-Free Island JEJU by 2030 (CFI2030) is a policy aiming to transform Jeju-do into a carbon-free island that does not use fossil fuels by 2030. This shows Jeju’s high level of interest in environmental issues, as well as the island’s confidence regarding technology. Jeju-do is a clean/eco-tourism destination being the only region in the world to receive three UNESCO natural science titles Biosphere Reserve (2002), Natural World Heritage (2007), and Global Geopark (2010), but it is currently suffering greatly due to waste-related problems.
The continuous growth of people visiting to experience the beauty of Jeju-do also means that there is an increase in wastes. This has resulted in not only higher demands for stronger environmental policies, but also increased activity of home-grown environmental movement organizations in Jeju-do. Under such trends, it may have been only natural for Jeju-do to make its declaration for a Carbon-Free Island prior to hosting the World Conservation Congress back in 2012.
At the time, Jeju-do was constructing a smart grid demonstration complex for verifying the new and renewable energy, electric vehicle, and smart grid sectors. The confidence gained through the procurement and demonstration of the technological tools gave strength to Jeju-do's declaration for the Carbon-Free Island. One aspect that made it possible to implement the values of carbon neutrality for the future with advanced technologies in new and renewable energy, EVs, smart grid, and microgrid sectors was the fact that Jeju-do is a special self-governing province, making it easy to reform its systems.
CFI 2030 Key process:
- 2012 Announcing ‘Carbon-Free Island JEJU by 2030’ plan → Presenting JEJU style greenhouse gas reduction policies
- 2013 Announcing the road map for CFI2030 detailed implementation
- 2016 Establishing CFI vision basic plan
- 2019 Modifying and revising ‘Carbon-Free Island JEJU by 2030’
- 2022 Announcing the achievements and tasks for the 10th Anniversary
CFI 2030 Objectives, hence introduction of renewable energy facilities to meet 100 percent of the island’s power demand:
- Renewable energy facility installation capacity totals 2,490 MW and 4,085 MW by 2025 and 2030, respectively.
- Renewable energy generation is 5,055 GWh by 2025 and 9,268 GWh by 2030.
- The ratio of power generation to power demand on the island shall reach 67 percent by 2025 and 106 percent by 2030.
- The curtailment of renewable power is being reduced, while the variability of renewable energy by utilizing central generators and high-voltage direct current (HVDC) technology is being minimized.
In 2022, the Republic of Korea is pursuing a global lead by announcing carbon neutrality and hydrogen economy vision after presenting a 21.5% target for renewable energy by 2030. CFI 2030 connects energy, transportation, power system, and big data, and is developing into a new convergence model of renewable energy and the industry. The CFI 2030 policy is a plan to achieve 100% renewable energy, and Jeju Island's renewable energy penetration rate was 18.3% (778 MW), the highest in Korea.
The policy to supply eco-friendly electric vehicles aims to create sustainable cities and dwellings pursued by the Sustainable Development Goals. Currently, 30,000 eco-friendly electric vehicles have been supplied, and new internal combustion locomotives will be discontinued after 2030. Jeju’s local wind energy fund, the first in Korea, was established in 2017 to ensure responsible consumption and production. The fund is used for regional energy transition by providing energy subsidies to the vulnerable, promoting renewable energy, and supporting education.
CFI JEJU 2030 Initiative was introduced at Paris UN Climate Change Conference in 2015 (COP21). Jeju won P4G Energy Sector State-of-the-Art Partnership Award at Glasgow in November 2021 (COP26).
CFI 2030 began by building a microgrid test site and the world’s largest smart grid demonstration complex. As the project scales up across the island, there is high potential for applying the model to various regions including developing country. Jeju is building a green hydrogen ecosystem and there is a high possibility for market expansion due to participation from the central government((Ministry of Trade, Industry and Energy ∙ Ministry of Environment) and large corporations.
The establishment of Korea’s first green hydrogen production test site, increased supply of EVs, and scaling up of hydro-mobility projects will create jobs and serve as a new driving force for the region. Winning the 2021 P4G Energy Sector State-of-the -Art Best Partnership, CFI partnerships are striving for international cooperation to carbon-neutral.","a:3:{i:0;s:4:""4088"";i:1;s:3:""335"";i:2;s:3:""317"";}","CFI2030 envisions a new future through innovation based on collaboration between the central government(Ministry of Trade, Industry and Energy ∙ Ministry of Environment), Jeju province, and related institutions. Under CFI 2030, Jeju built the world’s largest national smart grid demonstration complex from 2009 to 2013. From 2011 to 2016, Jeju launched a pilot microgrid system in Gapado, Jeju, successfully achieving net-zero and reducing electricity consumption costs to one-fifth for its 220 residents.
Since 2016, Jeju is operating Korea’s first offshore wind farm and is currently building its first large-scale test site for green hydrogen production, storage, and application utilizing renewable energy. In addition, Jeju has been hosting the International Electric Vehicle Expo since 2014 which is the world’s only expo that focus sole on EVs. Based on such experience, Jeju can contribute to international development and cooperation with global society","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The CFI 2030 policy was established in 2012 in connection with the achievements of the smart grid and microgrid businesses that have been promoted in Jeju. A revision plan has been established and is being implemented in 2019, and a revision plan that reflects new carbon-neutral technologies will be implemented in 2023.
Difficulties such as curtailments occurred during the CFI 2030 policy implementation process. To solve this problem, the project is being carried out by solving problems focusing on 'distributed energy' and 'building a green hydrogen ecosystem'
The experience, achievements, and know-how on how to solve the problem in pursuing the CFI 2030 policy will help many regions and countries in establishing carbon-neutral policies.
With the award of the-state-of-the-art Partnership of P4G in 2021, Jeju is making various efforts to cooperate with more regions to achieve its global carbon neutrality goal.","The CFI 2030 policy is a carbon-neutral policy promoted by Jeju Special Self-Governing Province since 2012, and is being promoted by various stakeholders such as residents, companies, civil society organizations, and research institutes.
In 2021, the CFI Partnership, which focuses on international cooperation in the energy sector and the hydrogen economy, was formed (17 companies, civil society organizations, research institutes, etc.) and received state-of-the-art partnership award from P4G.","Jeju provincial government is making efforts to help many residents understand carbon neutrality and participate in CFI policies through CFI education, public relations, and governance programs. Through three governance meetings consisting of about 100 citizens, entrepreneurs, and experts, we are collecting opinions on CFI policies and seeking ways to develop them, and it was operated 7 times in 2021.","Supply of renewable Energy:
- In 2013, 273 GWh (wind 262 GWh, solar 9 GWh, other 2 GWh)
- In 2021, 1,116 GWh (wind 538 GWh, solar 573 GWh, other 5 GWh)
Supply of electric vehicles:
- In 2015, 2,369 electric vehicles (0.70%) of 338,719 vehicles
- In 2021, 25,571 electric vehicles (6.35%) of 402,703 vehicles
Public management of wind power resources: The Wind Resource Allocation Fund Ordinance (2016) was enacted for public management of wind resources in Jeju Island. The fund is used for renewable energy development, energy support for the vulnerable, and education promotion projects.
International recognition:
- Paris UN Climate Change Conference (2015 COP21): Introduction to Jeju’s ‘Carbon-Free Island by 2030’.
- 2021 Energy Sector state-of-the-art Partnership Award of P4G
","As the supply of new and renewable energy spreads, the supply of new and renewable energy is large, which puts a burden on the existing transmission and distribution networks, resulting in curtailments.
Curtailment Status (number of times/output control amount)
- In 2020, 77times (19,449MWh)
- In 2021, 64times (12,859MWh)
In order to resolve curtailments, various energy storage system should be prepared to expand new energy sources or control supply. Green hydrogen production using renewable energy is a representative field of expanding energy demand. Jeju Island has been making all-out efforts to build infrastructure and improve the system so that hydrogen buses can be operated in the province since 2023. In the future, it plans to expand the application of green hydrogen to cleaning vehicles, agricultural machinery, trams, and ships.","The CFI 2030 policy is a key energy conversion policy for a carbon-neutral society that has been promoted since 2012. Leadership, governance and financial support are necessary for continuous promotion. In 2012, Jeju Energy Corporation was founded to develop the renewable industry. In 2017, Jeju created Korea’s first local wind power fund and the profit is shared with private wind farm businesses. In order to spread the CFI 2030 policy, it is necessary to strengthen education, publicity, and governance activities. Jeju Special Self-Governing Province is striving to jointly respond to the global climate crisis by sharing environmental conservation policies and eco-friendly energy and transportation policies with cities around the world.","Carbon Free Island JEJU by 2030 policy began with microgrid demonstration and experience in creating the world's largest smart grid demonstration complex. And since the announcement of the CFI 2030 plan, revised plans reflecting various opinions are underway. Experience through demonstration projects and experience in institutionalization can help many regions and countries participating in global carbon neutrality.
In particular, efforts are being made to establish a green hydrogen ecosystem, and there is a high possibility that the market will spread with the participation of the central government and large companies. The establishment of Korea's first green hydrogen production demonstration complex, the spread of electric vehicles, and the spread of hydrogen-based mobility-related businesses will contribute to job creation and new growth engines in the region.","In the process of promoting the CFI 2030 policy, curtailments occurred as renewable energy expanded. In order to solve the output limitation, it is necessary to consider the expansion of renewable energy and demand in a balanced manner. The CFI 2030 policy initially focused on expanding the supply of renewable energy and electric vehicles. For carbon neutrality, efficient management of energy along with infrastructure investment is very important. For the efficient use of energy, it is expanding to agriculture, tourism, and building management. In order to achieve the goals pursued by the CFI 2030 policy, the participation of provincial residents and tourists is very important. To this end, education, public relations, and governance programs are needed.",,"a:5:{i:0;s:5:""33170"";i:1;s:5:""33171"";i:2;s:5:""33172"";i:3;s:5:""33173"";i:4;s:5:""33174"";}","a:2:{i:0;s:5:""33177"";i:1;s:5:""33186"";}",,https://www.youtube.com/watch?v=DrAl9-uBvFs&t=29s,https://youtu.be/-yQB08qcY6A
33199,"Marram-Ngala Ganbu - Koori (First Nations) Hearing Days",https://oecd-opsi.org/innovations/marram-ngala-ganbu/,30/09/2022,"Children's Court of Victoria",Australia,regional,"a:1:{i:0;s:12:""public_order"";}","Marram-Ngala Ganbu - Koori (First Nations) Hearing Days",https://www.childrenscourt.vic.gov.au/family-division/marram-ngala-ganbu-koori-family-hearing-day,2016,"Aboriginal Children in Australia are 11.5 times more likely to be placed in out of home care then non-Aboriginal Children. Marram-Ngala Ganbu is an Aboriginal designed and delivered Court based program that seeks to provide a more effective, culturally appropriate and just response for Aboriginal families through a court process that enables greater participation by family members and culturally-informed decision-making.","Marram-Ngala Ganbu is a hearing day in the Family Division of the Children’s Court at Broadmeadows Victoria, developed through a Koori-led process. Through an independent evaluation in 2019 The court observed to have been transformed through Aboriginal leadership, successfully encouraging Aboriginal people to feel welcome, heard and empowered.
Through consultation with families, many simple and common sense changes were made to the court process – including adapting the court setting to allow families and young people to sit around the table and speak at the same level as magistrates, and offering support before, during and after court from Koori staff who built relationships with families and into the community.
The evaluation found Marram-Ngala Ganbu is providing a more effective, culturally appropriate and just response for Koori families through a more culturally appropriate court process, that enables greater participation by family members and more culturally-informed decision-making. Koori families are more likely to attend court at Marram-Ngala Ganbu, and more likely to follow court orders due to the support of the magistrates and Koori staff. The Department of Health and Human Services (DHHS) is more accountable to magistrates and the court process in Marram-Ngala Ganbu. There is greater compliance with the Aboriginal Child Placement Principle. There are also early indicators that more families are staying together and having their children returned.","a:3:{i:0;s:3:""184"";i:1;s:3:""260"";i:2;s:3:""621"";}","Marram-Ngala Ganbu is an Australian first for culturally appropriate court process for Child protection matters. The Projects development was Koori led and in an independent evaluation in 2019 Marram-Ngala Ganbu was found to be providing providing a more effective, culturally appropriate and just response for Koori families through a more culturally appropriate court process, that enables greater participation by family members and more culturally-informed decision-making.","a:3:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","Following the 2019 evaluation the Children’s Court of Victoria received funding to expand the program to one additional regional location which was officially launched in 2021. Opportunities for further expansion of the Marram-Ngala Ganbu program are currently being explored by the Court. It is the courts' aspiration that Marram-Ngala Ganbu be available for all First nations people with child protection matters before the court.","Aboriginal Justice Agreement Phase 4 provided funding for independent evaluation and funding for a limited expansion to 1 regional location.","
- Child protection
- Victoria legal Aid
- Vicotiran Aboriginal Legal service
- Private practitioners
- Victorian Aboriginal Child care Agency and other Aboriginal community controlled organisations
","Marram-Ngala Ganbu is achieving its intended short to medium-term outcomes, and there are early indicators that it is on track to deliver the desired long-term outcomes. The program is providing a more effective, culturally appropriate and just response for Koori families through a more culturally appropriate court process, that enables greater participation by family members and more culturally-informed decision-making.","The key challenge to date has been the ability to source additional funding for further expansion of the program. The project had also been significantly impacted by Covid due to its face to face nature.","It is crucial for the project's success to be supported by all levels of the organisation and its intended service users.","The model was adapted from the criminal jurisdictions Koori Court which currently sits across 3 juridsictions being the County, Magistrates and Children's Courts. Other states and territory's of Australia have expressed an interest in replicating the model or approach with Western Australia currently running a pilot.","Opportunities to improve Marram-Ngala Ganbu:
- Improve data collection to better understand client experience and outcomes
- Provide training for professionals working in Marram-Ngala Ganbu that is specific to the context of Aboriginal child protection and delivered by an Aboriginal facilitator or Aboriginal-owned provider
- Consideration should be given to how Marram-Ngala Ganbu can influence more consistent provision of the option for legal representation for Koori children and parents from an Aboriginal-controlled legal service
- Implement process and protocol improvements, including:
- Develop guidelines for professionals working in Marram-Ngala Ganbu
- Review the provision of private space for services to do immediate intake on hearing day
- The communication and promotion of AFLDM to families
- Consider increasing the frequency of Marram-Ngala Ganbu to reduce waiting times
",,,,https://vimeo.com/489219728,,
33204,"Delhi’s Model of EV Charging Infrastructure: Ensuring the cheapest EV charging rates in the world",https://oecd-opsi.org/innovations/delhis-model-of-ev-charging-infrastructure-ensuring-the-cheapest-ev-charging-rates-in-the-world/,30/09/2022,"Dialogue and Development Commission of Delhi",India,regional,"a:10:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:6:""health"";i:5;s:7:""housing"";i:6;s:12:""public_admin"";i:7;s:7:""science"";i:8;s:9:""transport"";i:9;s:14:""Public Policy "";}","Delhi’s Model of EV Charging Infrastructure: Ensuring the cheapest EV charging rates in the world ",http://https://ev.delhi.gov.in/,2022,"Governments have relied largely on public sector units (PSUs) to set up EV charging stations, failing to leverage the private sector to invest in charging networks at scale. Delhi has implemented a PPP model which is unique in its structure, design process and the criteria used for bidding. Delhi’s approach of setting up 900 charging points at 100 locations in private-public partnership (PPP) mode with a tariff as low as ₹2 per unit (less than 3 US cents) could offer a model to emulate.","Across the world, there has been a considerable focus on strengthening the EV charging network across the cities. While it is important to have increasingly more accessible charging points available, for a country like India, it is also important that EV charging is available at affordable rates.
Typically, EV charging across the world follows four models: utility-led, automakers-led (with ‘walled gardens’ of chargers), PSU-led and business-led (independent entities offering customers a charging service). In contrast, Delhi has put forward a PPP model which is unique in its structure, the process of developing it, and the criteria used for bidding.
There are five aspects that make the ‘Delhi Model’ of EV-charging novel:
- Land aggregation and placing of EV charging stations: In Delhi, the government took the responsibility of putting together land parcels from different agencies to be rented out on a concessional basis to private players. Land being a scarce resource, this overcame one of the biggest impediments to such a network. The aggregation process also ensured good spatial planning, with sites spread across Delhi, including in underserved areas. Additionally, rigorous feasibility analysis for each site and their clubbing into packages ensured high attractiveness for the private sector.
- Sound understanding of EV charging business models: As EV charging stations do not earn profits in the initial years, the Delhi government defrayed costs associated with upstream electrical infrastructure on each site and linked lease rentals to revenue, addressing two major costs that impede the business viability of charging stations. The Delhi government also looked beyond charging as a standalone business and encouraged the participation of stakeholders whose core business is aided by operating charging stations, such as fleet operators, power distribution companies (DISCOMs), battery-swapping operators, and vehicle and battery manufacturers.
- Flexibility in charger-combination calls: Since the economic and technical feasibility of operating charging stations is site specific, the Delhi government offered the private sector flexibility in determining the charger combinations on 70% of the space in each package. This mitigates the risk of today’s rapidly evolving charging technology getting obsolete in the near future.
- Service charges as a bidding criterion: Typically, the criteria for bidding is decided with revenue maximization in mind. In contrast, Delhi kept the service charge for the end consumer as a criterion for bidding. The high appeal of the land parcels aggregated by the government, combined with a model conducive to business success, resulted in strong competition among private bidders to quote a low service charge. As a result, the Delhi government received negative service charge bids and Delhi’s EV users will be able to charge vehicles at just ₹2 per unit, perhaps cheaper than anywhere else in the world.
- The development process of Delhi’s EV charging strategy: Back in early 2020, the Delhi government set up a high-level working group for the accelerated rollout of charging infrastructure. It comprised the heads of all relevant Delhi government departments, municipal corporations, discoms and external experts, and was chaired by the Dialogue and Development Commission (DDC), the government’s think-tank. This group led the process of developing a holistic EV-charging strategy for Delhi and proactively resolved any issues pertaining to the coordinated roll-out of charging stations in the city.
","a:3:{i:0;s:3:""876"";i:1;s:3:""614"";i:2;s:3:""609"";}","The tender incorporated five key innovations in design, namely, aggregation of public land parcels, linking of lease with capacity utilisation of charging/swapping stations, allowing flexibility in determining combination of chargers, expanding the pool of bidders, and keeping service charge as the bidding criteria. These innovations ensured aggressive competition in the market and resulted in the discovery of service charge, which would enable EV users in the NCT of Delhi to charge their EVs at merely ₹2 per unit (less than 3 US cents), perhaps cheaper than anywhere else.","a:1:{i:0;s:14:""implementation"";}","Out of the total 100 sites, nearly 20 sites will be inaugurated in October 2022 with full operations while all 100 sites are expected to go Live by Dec 2022. It will benefit more than 100,000 Electric vehicles in Delhi.
Delhi government is already in process of bringing our Phase-2 of this project with 100 more such sites to be flagged off which will help in adding nearly 1000 charging points and 100 Battery swapping points in next 1.5 years.","Transport Department had to collaborate with the Power Department and Power Distribution Companies (DISCOMs). The sites have been provided by various stakeholders including Delhi Metro Rail Corporation (DMRC), Delhi Transport Corporation (DTC), Delhi State Industrial And Infrastructure (DSIDC), Delhi Jal Board (DJB), DISCOMs and involve full participation from Land owning agencies. Finally the 4 successful bidders i.e. Charger Point Operators (CPOs) responsible for the charging infrastructure","
- Delhi Government, Transport Department, Power Department, DISCOMs, MCDs and land owning agencies
- The EV users, especially 2W and 3W vehicle owners
- Delivery and Logistic industry
- A shift to 0% smoke and 100% EVs will help in reducing pollution levels. A huge relief for the residents and a significant impact on climate goals for the state and the country
- More employment opportunities for people with need for human resources for multiple charging stations, service centers and knowledge centers
","The charging infrastructure PPP model is designed to enforce the EV Policy mandate to make a charging point available within 3 km of travel anywhere in Delhi. The model is holistic as it covers development of infrastructure, economic viability, interoperability, lowest EV charging rates for the end consumer, favorable EV tariff rates, easy access to prime public charging infrastructure and well-designed regulatory framework. This would generate confidence in the customers and take Delhi one step closer to meeting the target of 25% of all new vehicles registered by 2024 to be EVs. Currently, EVs have penetrated approximately 12% of the vehicle market in Delhi.
Meeting the target of 25% EV penetration by 2024 would add approximately 500,000 EVs across vehicle segments in the city. These vehicles would reduce PM2.5 emissions by 159 tons and CO2 emissions by 4.8 million tons over their lifetime compared with an equal- sized fleet of ICE vehicles.","Inter-agency coordination & standardization: Deployment of EV charging required the departments of Power and Transport, power distribution companies (DISCOMs) & land-owning agencies to work in tandem. A Working Group was formed including heads of all relevant Government departments, municipal corporations & DISCOMs for close coordination.
Availability of feasible & affordable sites: Land is scarce in Delhi & is under control of different civic bodies, of which many don't fall under the Delhi Government. 100 land parcels were aggregated after assessing technical & economic feasibility with minimum overlaps in administrative jurisdictions.
Economically viability: 2 of the biggest costs associated with setting up charging stations are leasing/ purchasing land & augmenting electrical infrastructure. The Government linked lease to revenue & provided 100KW of electrical connection on each site reducing this burden.","The political commitment of the leadership to ensure smooth coordination among various stakeholders, agencies and beneficiaries is a must.
A technology agnostic approach must be adopted by providing equivalent incentives to charging and swappable vehicle models, to ensure EV users can access a portfolio of options. The overall model should be economically viable for the concessionaires who deploy the charging infrastructure at these locations and operate and maintain these sites.
As EV charging is a rapidly evolving technology, chargers or swapping solutions installed today are at a risk of getting obsolete in the tender’s tenure. The tender design needs to ensure that new technology is already incorporated in the tender’s tenure. The Delhi government defined the mandated chargers in terms of power levels (based on the capacity of o-board chargers in priority vehicle segments) and provided flexibility with regard to power supply (AC or DC) and charger specifications.","The Delhi Model of EV charging is already influencing the India agenda on EV charging, with Niti Aoyog advising all states to form State Charging Infrastructure Committees whose outlined functions read like a copy of Delhi government’s order for constituting the Working Group.
The Delhi government decided to defray the costs associated with setting up charging stations by linking lease to revenue and providing 100 kW of electrical connection on each site. Delhi was the first state government to develop and incorporate both these innovations in its tender for public charging and swapping stations. In its guidelines on charging infrastructure published in January 2022, the Ministry of Power recommended the revenue sharing model and leveraging of public funds for upstream network augmentation.","The issue with EV charging can be resolved by providing a facilitative business opportunity for EV charging and swapping.The importance of providing business model flexibility cannot be overstated. The private operator should assess the site specifics and decide the combination of chargers, instead of Government mandates.
Incentives must benefit priority vehicle segment users the most while deregulating prices for non-priority vehicle segments. A scientific approach to sighting forms the cornerstone of successful public charging and swapping station deployment. It is important to ensure the coverage is extended to underserved and unserved areas. In Delhi, this was executed by clubbing prime and non-prime sites to create a package of sites.
Cities would do well to take a technology and solution agnostic approach to charging, encouraging technological and business model innovation.The best way to scale charging and swapping infrastructure deployment is to leverage existing public assets.",,,"a:2:{i:0;s:5:""33206"";i:1;s:5:""33207"";}",,,
33208,"Doorstep Delivery of Public Services - Delhi's Model of Transforming Public Service Delivery",https://oecd-opsi.org/innovations/doorstep-delivery-of-public-services-delhis-model-of-transforming-public-service-delivery/,30/09/2022,"Dialogue and Development Commission of Delhi",India,regional,"a:2:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";}","Doorstep Delivery of Public Services - Delhi's Model of Transforming Public Service Delivery",,2018,"Enhanced access to public service delivery for citizens forms the very core of good and responsive governance. However, this often becomes a challenge, as, accessing government services can be a hassle for citizens. Citizens can experience long queues at government offices, inconsistencies in the required documentation, among others. ‘Doorstep Delivery of Public Services’ was designed to solve this problem. The program allows citizens to access government services from the comfort of their homes without visiting any government offices. Any citizen in Delhi can book an appointment slot to receive one of the current offer of 100 services by dialing 1076 and being redirected to a centralized call center. A Mobile Sahayak, who acts as the face of the government, then visits the citizen as per the appointment to collect and upload the requisite documents for the service and submit them to the corresponding government offices. Doorstep Delivery therefore creates a stronger foundation for good and responsive governance in the National Capital (NCT) of Delhi, by ensuring engagement with the last mile citizens and ensuring that citizens get the required assistance through institutional mechanisms.","Problem:
Enhanced access to public service delivery for citizens forms the very core of good and responsive governance. However, this often becomes a challenge for those at the helm of policy making in the government, due to the sheer variety of services offered by a government and the various complications in processes of delivering each of these services. In addition to the challenges within government departments, accessing government services can also be a hassle for citizens; experiencing long queues at government offices, tackling inconsistencies in the required documentation and navigating corruption behaviour that some public servants can embody.
Solution:
Doorstep Delivery of Public Services thus came as an innovative governance reform, which entirely changed the way public service delivery was modeled. Instead of citizens having to go to government offices, the Delhi government decided to deliver the required public services at citizens’ doorstep. The project was launched in three phases of 40 services in September 2018 followed by 30 services in July 2019 and another 30 in December 2019. Doorstep Delivery currently hosts 100 services across 13 departments; these include revenue department services like income, domicile and surviving member certificates - many of which are essentials for citizens to prove their eligibility for government welfare schemes, especially for those who belong to low-income backgrounds. It also offers other essential services related to transport, labor registration, pension, social welfare, food and civil supplies, property and land related services. The government is currently planning to onboard 200 more services.
Modus-Operandi:
Any citizen can book an appointment slot to receive one of these 100 services by dialing a toll-free number, 1076, which redirects them to a centralized call center, who will book an appointment slot for the citizen. A Mobile Sahayak is then allocated to visit the citizen as per the appointment schedule. These Mobile Sahayaks act as a face of the government and visit the citizens to collect and upload the requisite documents for the service and submit it to the corresponding government office, all at a modest fee of INR 50. The status of this service request can be tracked throughout the process through a unique application number. Moreover, the centralized call center has a systematic mechanism to manage all complaints received from the citizens which ensures that any grievances received are redirected to relevant stakeholders and are addressed at the earliest.
Important data-points and objectives:
Doorstep Delivery has thus far received More than 2 Million calls, processed about 430,000 service requests and successfully served 360,000 citizens since the inception of the project, including a major disruption to service delivery caused due to the pandemic. The project currently stands at an average serving 10,000 citizens per month. The Delhi Government ultimately envisages Doorstep Delivery to become the primary mode through which citizens in Delhi access government services. Delhi Government’s aim is to ensure that no citizen has to physically come to a government office for accessing the services they need. More importantly it has been noted that applications received through the Doorstep Delivery mode have minimal rejection rates, as these applications are thoroughly checked by well-trained Mobile Sahayaks before they are introduced in the system.
Vision for the future:
Doorstep Delivery also creates a stronger foundation for good and responsive governance in the National Capital (NCT) of Delhi, by ensuring engagement with the last mile citizens, especially for those who do not have access to the internet or are hesitant to navigate through the portal due to poor levels of IT literacy. It is seen often that technology and IT solutions are leveraged to improve delivery of public services for citizens. However, doorstep delivery of public services went a step ahead to engage field manpower agents, ‘Mobile Sahayaks’ alongside improved systems of online applications to act as a complete interface between government institutions and citizens. Online application mode alone would often not penetrate through citizens who are not technologically competent. These citizens would often have to pay up hefty sums and access middlemen to seek support in filling out online applications for their required public service. The engagement of ‘Mobile Sahayaks’ in the doorstep delivery process ensures that citizens do not have to pay brokers and are able to get the required assistance through institutional mechanisms.","a:4:{i:0;s:3:""143"";i:1;s:3:""617"";i:2;s:3:""181"";i:3;s:3:""612"";}","The programme is a relatively new means of engaging with the citizens through a new mode to access basic citizen centric services by dialling a toll-free number over and above the existing physical and online modes. The scheme further has recruited two man-power agencies and a private call centre to manage the supply side management of this new service mechanism. While many governments have engaged private participation in the past to facilitate citizen centric services, the toll-free number to access government services through a ‘Mobile Sahayak’ is relatively new.","a:1:{i:0;s:10:""evaluation"";}","The project is in its expansion phase where the erstwhile man-power agency has been replaced with two other companies to manage field operations across Delhi. The administrative department also awarded a contract to re-develop the back-end CRM application software based on gaps identified in the earlier version for appointment booking at the call centre, Mobile Sahayaks allocation, scheduling, and data management. The project is also in the phase of identifying and incorporating 200 more services in FY 2022-23. Further, to ensure better monitoring of the several components of the ‘doorstep delivery of public services’ project’, the government is in the process of engaging a third party organisation to conduct surveys and defining a set of input-output and outcome indicators to feed into a strong monitoring framework for the service.","While IT solutions to drive better public service delivery is a common practice, what made ‘doorstep delivery of public services’ innovative was the engagement of field manpower agencies. The government has partnered with two field implementation agencies to create an efficient service delivery system at the doorstep of the citizens. The Government, mainly window-officials and street-level bureaucrats were duly consulted.","Citizens were able to get access to essential services at their doorstep without having to make visits to the government office. This also ensured that they do not have to pay up and navigate the maze of brokers and middlemen. For their part, government officials' workload was shared by a private man-power agency. These applications were also vetted by trained Mobile Sahayaks, which meant that applications received through the doorstep mode are less likely to have any gaps and errors.","Doorstep Delivery has thus far received More than 2 Million calls, processed about 430,000 service requests and successfully served 360,000 citizens since the inception of the project, including a major disruption to service delivery due to the pandemic. The project currently stands at an average serving 10,000 citizens per month.","
- Inter-departmental coordination: The project currently operates at the locus of 14 departments across 100 services. The ‘Mobile Sahayaks’ need login credentials for these departments to log in as departmental users to generate an application which requires strong coordination and various levels of stakeholders across different departments.
- Infrastructural Issues: Concerned department websites and central e-District portal has to be extremely functional and has to remain operational throughout to ensure seamless service delivery.
- Coordination with beneficiaries: ‘Mobile Sahayaks’ have to coordinate with last mile citizen to provide service, coordination may get affected as citizens are not always available at the allocated time.
- Response: Most of these failures are responded to, by a new and improved software CRM application that is expected to address these issues.
","Conditions for success with respect to this project may include:
- A strong word of mouth regarding the experience of accessing Doorstep Delivery as a mode of application. This is essential for ensuring that more citizens choose the doorstep delivery mode over the mode of physical applications in government offices.
- Ensuring through proper interdepartmental and inter-stakeholder coordination that citizens are delivered services within the promised time-frame. A strong monitoring and evaluation framework should be able to flag if this really translating at the ground level.
- Leadership and guidance fuelled by values and motivation of the current government regime that intends to provide citizen-centric governance, efficient, and responsive governance.
","Doorstep Delivery of Public Services has kept good governance principles at its core, and embodies participative, transparent, responsive, effective and accountable governance. States like West Bengal and Chhattisgarh have drawn inspiration from Delhi’s Doorstep Delivery of Public Services model, further proving its wide acceptance as a model of good governance. Delhi’s success means that citizens in other states are also demanding similar transformational governance from their elected representatives.","The Doorstep Delivery of Public services is a disruptive innovation in public service delivery that eases the mode of application for essential public services and aims to provide these services as simplistically as one orders any service today in times of the aggregator age.
Key lessons learnt:
- Departmental coordination is key: As an aggregator service, the administrative department in this case must have seamless coordination with all concerned departments.
- Back-end software application must be as intuitive as possible to ensure seamless service delivery and the call-centre executives must also have access to back-end and department level activity. So, the government operational back-end must be connected to the new service delivery back-end.
- The service delivery partner must have incentives and penalties associated with its performance and the system should get gamified.
",,"a:5:{i:0;s:5:""33213"";i:1;s:5:""33214"";i:2;s:5:""33215"";i:3;s:5:""33216"";i:4;s:5:""33217"";}",,https://youtu.be/mN1JR_xnIew,https://youtu.be/pXfOWEPl4P4,https://youtu.be/o42zFl7u8o4
33209,"Transitional Excess Profits and Losses mechanism",https://oecd-opsi.org/innovations/transitional-excess-profits-and-losses-mechanism/,30/09/2022,"State Insurance Regulatory Authority (SIRA)",Australia,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:9:""transport"";}","Transitional Excess Profits and Losses mechanism ",https://www.sira.nsw.gov.au/__data/assets/pdf_file/0003/567642/Motor-accident-guidelines-transitional-excess-profits-and-transitional-excess-losses.pdf,2021,"In 2021, SIRA clawed back $91 million in excess insurer profit earned on the sale of compulsory motor accidents insurance and returned it to NSW drivers. This move was made possible after the 2017 reforms introduced a transitional excess profits and losses (TEPL) mechanism that was designed to eliminate insurer ‘super profits’ of the past. To our knowledge, the activation of this mechanism to claw back excess insurer profit and return it to the people was a world first.","In 2017, NSW reformed its motor accidents compulsory third party (CTP) insurance scheme. CTP insurance is mandatory for motor vehicles registered in NSW and covers drivers against liability for the injury or death of another person. In the reforms, NSW introduced a transitional excess profits and losses (TEPL) mechanism that provides the State Insurance Regulatory Authority (SIRA) with powers to control the level of profit insurers earn on the sale of CTP Green Slips.
The purpose of the mechanism is to ensure that insurer profits are neither excessive nor inadequate. Prior to the 2017 reforms, there was no mechanism to cap insurer’s pricing of the sale of compulsory Green Slip insurance. This led to perverse incentives for insurers to drive up the price of Green Slips to earn what became known as ‘super profits’. The historically high level of profitability was making the scheme unaffordable for NSW drivers, with the average price of Green Slips hitting a record high of $635 in 2016. As a result, NSW had the highest Green Slip prices in the country.
Using the innovative TEPL mechanism, SIRA assesses the profitability in the scheme in annual assessment cycles (or more often if required) to determine if insurers are earning ‘excessive profit’ or suffering ‘excessive losses’. Currently, these thresholds are set at:
- 10% for excess profit, which means that SIRA can claw back insurer profit above 10% and return it to NSW drivers
- 3% for excess losses, which means that when insurers earn below 3% profit, SIRA can increase a levy that forms part of Green Slips to reimburse insurers a component of their losses. As the scheme is privately underwritten, the excess losses mechanism exists to ensure that there remains an incentive for private insurers to continue to offer CTP insurance.
The assessments target only pure profit taken by insurers ie the money left over after injured road users receive treatment and care, and other benefits under the scheme. SIRA cannot subsidise losses for poor insurer behaviour, such as uncontrolled spending or undercutting the market. The annual profit assessment cycles must determine that there is sufficient certainty of insurers’ future claims costs for profit to be recouped or losses subsidised.
The TEPL mechanism includes a provision for innovation support that allows insurers to apply to retain up to an additional 3% of profit on Green Slips. SIRA can grant innovation support when insurers invest in measures that improve outcomes for injured road users or road safety for motorists. Before innovation support can be granted and profit retained, the innovation must be proven to deliver measurable benefits.
In 2021, SIRA activated the TEPL mechanism for the first time to claw back almost $91 million in insurer profits. This amount reflected the excess profit insurers earned on the sale of Green Slips after paying for accidents that occurred on the roads in 2017. The $91 million was redistributed among NSW drivers through an average $19 saving on their next Green Sli","a:3:{i:0;s:3:""213"";i:1;s:3:""317"";i:2;s:3:""320"";}","NSW is the first state in Australia to implement a CTP profit clawback mechanism and the design used in NSW is unlike any other in the world. The innovative scheme design has proven its value to NSW drivers after $91 million was clawed back from insurers in 2021. Without this policy, this $91 million would have remained in the pockets of insurers. To our knowledge, this was the first time in the world that a profit clawback mechanism has been activated. Within the policy design is a provision called ‘innovation support’ that allows insurers to apply to retain up to an additional 3% of profit on Green Slips. This policy encourages insurers to innovate to invest in measures that improve outcomes for injured road users or road safety for motorists. Insurers must have evidence that the innovation has delivered measurable benefits to receive final approval and retain a share of profit.","a:1:{i:0;s:14:""implementation"";}","After clawing back $91 million from insurers in 2021, SIRA is now undertaking its next annual assessment to determine if insurer profit should again be clawed back and returned to NSW drivers. The current assessment is reviewing whether insurers earned excess profit on the 2018, 2019 and 2020 accident years.
A preliminary review has concluded that excess profit was taken at an industry level. Now, actuaries are reviewing the profit earned by each individual insurer before a final determination is made. To date, SIRA has granted preliminary approval for five applications for innovation support. To receive final approval and to retain a share of profit, insurers must have evidence that the innovation has delivered measurable benefits.","Establishing reasonable insurer profit levels had attracted extensive debate over many years, from actuaries, economists, and others. The reform was led by the public sector and involved public consultation with a broad range of stakeholders. Generally, non-insurance stakeholders recognised insurers needed a reasonable but not excessive profit margin. Insurers themselves had some differing views and some believed a higher level was appropriate, but despite this, insurers were cooperative.","
- SIRA sets the profit thresholds and undertakes the assessment cycles to determine if the mechanism needs to be activated and innovation support should be granted.
- Six CTP insurers are licenced to sell CTP insurance in NSW. A key feature of the 2017 CTP reforms was introducing the power to regulate profit, so insurers were aware of this when they applied for a licence.
- NSW drivers benefit from reduced insurer profit through lower premium costs.
","In 2021, SIRA activated the mechanism for the first time to claw back almost $91 million in insurer profits. SIRA is currently completing its 2022 assessment cycle and the preliminary results show that excess profit was earned at an industry level. A decision will be made before the end of 2022 if the mechanism should be activated again.
Insurer profit is assessed by an appointed scheme actuary in annual assessment cycles. The actuary reports undergo a peer review process before being provided to the insurers for comment and finalised. If an insurer disagrees with the decision to claw back insurer profit, there is an avenue for them to seek a review of the decision. No insurer sought to review the decision to claw back profit in 2021.
With any new scheme, as claims experience develops, there will be greater certainty of costs and insurers should begin to price premiums accordingly.","A key challenge of the scheme is the need for the annual assessment cycles to predict the future costs of insurance claims and the profit earned after all future benefits have been paid. SIRA must be satisfied that there is sufficient certainty of an insurer’s future claims costs on accidents that occurred in a relevant accident year before the mechanism can be activated. Given that it is a relatively new scheme and because of its long-tail nature, predicting future claims costs is highly uncertain.
The last few years have highlighted the need to incentivise and improve understanding on what it takes to access innovation support. To date, no insurer has been granted final approval for innovation support. SIRA is developing new guidance and will be holding insurer forums to encourage innovations that improve outcomes for injured people or road safety.","For this policy to succeed, there needs to be a strong and detailed policy in place that establishes the assessment process and the circumstances when the mechanism can be activated.
The agency needs to make a large human and financial commitment to undertake the annual assessments. Outside of the agency’s own resources, the agency must engage a scheme actuary and peer review actuary to undertake the assessments, which takes time and is costly.
Additionally, intervening in privately underwritten markets, especially when there will always be a level of uncertainty of future claims costs, requires strong leadership and regulatory courage.","The profit clawback mechanism has not been replicated in Australia and, as far as we can tell, a profit clawback mechanism has never been activated in the world. After it was put into practice in 2021, SIRA attracted the interest of other Australian jurisdictions who reached out to learn more about how the mechanism works. While it has not been replicated yet, there is the potential – and clear advantages – for this to be adopted by other jurisdictions to ensure that citizens are charged fair and equitable premiums on compulsory insurance products.","Putting the TEPL policy into practice has been a learning curve. Firstly, because it has never been done before so it was unchartered territory. Secondly, because the “devil is in the detail” in the implementation itself.
Another key learning was to build policy based on future scenarios rather than the present. After the 2017 reforms, a new insurer was granted a licence to offer CTP insurance in NSW – the first time this had happened in more than 20 years. Now, it’s become clear that the policy relating to innovation support excludes new insurers as they have not earned excess profit on past accident years so therefore cannot apply to retain a share of profit. SIRA is currently reviewing the innovation support framework, part of which includes considering how new insurers can access innovation support. SIRA aims to encourage the uptake of innovation support to improve outcomes for injured people and road users.",,,,,,
33210,"South Australia’s Virtual Power Plant",https://oecd-opsi.org/innovations/south-australias-virtual-power-plant/,30/09/2022,"Department for Energy and Mining - South Australia",Australia,regional,"a:3:{i:0;s:13:""environmental"";i:1;s:7:""housing"";i:2;s:7:""science"";}","South Australia’s Virtual Power Plant ",https://www.energymining.sa.gov.au/consumers/solar-and-batteries/south-australias-virtual-power-plant,2020,"SA VPP is the largest network of home solar and battery systems lowering energy costs for thousands of public housing tenants while providing critical energy network services.
SA VPP has developed innovative approaches to:
Significantly reduced energy bills for vulnerable South Australians
Providing more access to renewable energy for more people
Proving new commercial models for financing renewable energy assets
Driving regulatory reform that accelerates Australia’s energy market transition","South Australia (SA) has transformed its energy system from 1% to over 60% renewable energy in just over 15 years. More than 40% of homes in SA have solar photovoltaic (PV)--meaning solar panels combined with an inverter to generate electricity--systems installed along with one of the highest uptakes of residential batteries in the world.
This has presented both a need and opportunity for the evolution of Australia’s energy market and technology innovation to manage the challenges associated with bi-directional flow on Australia's electricity grid.
Despite the high rates of adoption in SA, lower income and vulnerable South Australians are still “locked out” of realising the savings and energy autonomy benefits now synonymous with renewable energy technologies. In most cases due to high upfront capital costs or lack of property ownership.
Consequently, South Australia’s Virtual Power Plant (SA VPP) was conceived as an innovative approach for reducing the energy bills of vulnerable South Australians, by constructing a decentralised power plant using the roofs and walls of public housing assets across the State.
While installing solar PV and storage is not new or innovative, SA VPP orchestrates these behind the meter solar and storage assets to autonomously send electricity into energy markets when prices are high and pull electricity from the market when prices are low or even negative. This autonomous trading at scale enables revenue streams that then allow for highly competitive retail electricity offers to be provided to customers, at rates lower than any other offer in the market. As importantly, the trading also provides critical system security services to help keep the grid stable and the lights on.
SA VPP is now operating commercially, following the success of two trial phases which demonstrated the technical capability and the viability of the commercial retail model.
The primary objectives agreed between the Government of South Australia and Tesla at inception remain valid, and continue to guide the evolution of SA VPP:
- Realise significant electricity cost savings for low-income households
- Provide system security services to the state’s electricity distribution network
- Improve electricity market competition through downward pressure of the wholesale electricity prices
- Fast-track South Australia’s energy transformation.
Public housing tenants who elect to join SA VPP receive a 5kW solar PV system and a Tesla Powerwall home battery installed and maintained at their home at no cost to them, battery back-up in the event of an outage, and the cheapest residential electricity rates in SA. Access to the Tesla Application (App) also enables the tenant to monitor and better understand their electricity usage, and become more educated about their energy needs, allowing them to make choices about how and when they consume electricity to maximise their savings.
All South Australians also benefit from SA VPP as it supports the reliability and security of energy supply on the distribution network while placing downward pressure on electricity prices through increased retail competition.
The South Australian government’s Public Housing Authority has also (unexpectedly) benefited from material improvement and upgrades to the electrical infrastructure on many of their aging housing assets.
Technically, SA VPP is demonstrating how VPPs and other distributed energy resources can operate in the future, by providing important grid services that until now have only been possible through centralised, more traditional thermal generation assets (Coal and Gas).
Being the first VPP in Australia to help stabilise frequency levels in the grid, SA VPP has already demonstrated the value of its capabilities through its response to a number of very significant network events, including:
- a power station trip in Queensland;
- disconnections of the grid between South Australia and Victoria, and
- providing power to regionally isolated residents during outages as a result of catastrophic fire conditions.
Continued expansion of SA VPP is currently under development, with augmented asset combinations such as battery only systems already being trialled to enable households to join without the need for solar panels, therefore improving equity of access across the program.
The experience gained from SA VPP is driving the of growth of VPPs in both Australia and internationally to deliver reliable, affordable, and clean energy and accelerate the global transition to renewable energy, while, critically, demonstrating this can be achieved without leaving anyone behind.","a:3:{i:0;s:3:""619"";i:1;s:3:""876"";i:2;s:3:""190"";}","SA VPP has been pioneering in the following ways:
• Largest residential VPP (and growing), and first VPP in Australia registered to provide market and ancillary grid services, demonstrating the future of a modern energy system.
• Ensures the most vulnerable energy consumers can share in the benefits of the transition to renewable energy. Low socio-economic households can voluntarily opt in with no up-front costs.
• Innovative government financing de-risked the project initially to secure equity and third-party investment. Subsequent government support was structured to incentivise the development and commercialisation of new grid services previously not valued by the energy market.
• SAVPP has been used to demonstrate new technical capabilities, and drive market reform and associated regulatory changes to open up new revenue streams for distributed energy resources that have previously only been accessible to centralised, traditional thermal generation assets.","a:1:{i:0;s:14:""implementation"";}","SA VPP is currently in the implementation phase.
Trial Phases 1 and 2 developed and demonstrated the technology, streamlined customer acquisition and deployment, and proved the retail model and commercial business case, which were pre-requisites to continue to scale the project to full commercial operation.
Phase 3 is now scaling up SA VPP to install home energy systems on over 4,000 public housing assets across the state; enabling private customers to enroll their home energy systems into SA VPP through a separate retail plan; and exploring augmentation options to allow a greater number of public housing households to participate.","'- Tesla: owner and operator of SA VPP
- Clean Energy Finance Corporation (CEFC) and Australian Renewable Energy Agency (ARENA): investors
- SA Power Networks (SAPN) and the Australian Energy Market Operator (AEMO): co-design of trials and commercialisation of new market and grid services provided by SA VPP
- Energy Locals: electricity retailer of SA VPP","'- Public Housing tenants joining SA VPP receive the cheapest residential electricity rates in SA and battery backup.
- Citizens of South Australia benefit from a more secure and reliable electricity network and from downward pressure on electricity pricing.
- Tesla benefits through access to a commercial fleet of solar and storage assets to develop, test and commercialise new market and grid services.
- SAPN and AEMO gain critical insight from greater integration of DER on the grid.","'- A typical customer joining SA VPP is saving A$423 off their annual electricity bill - 23% below the reference price for electricity in the State.
- 4,000 tenants in public housing have had solar and storage assets installed on their homes at no charge to them.
- Participation in market operator trials have shaped national electricity market reforms such as new Market Ancillary Service Specifications.
- Development and commercialisation of frequency and ancillary services, and voltage control are now recognised and valued by the national electricity market, paving the way for additional VPP retail offerings for private customers.
- Loan financing originally provided by the SA government to launch SA VPP has been repaid 10 years early.","SA VPP has faced challenges including:
- Less than anticipated public housing stock was suitable for solar installation. Future expansion of the SA VPP will look to site specific solutions such as battery only installations to ensure greater equity and inclusion.
- Engaging public housing tenants on the benefits of SA VPP has been difficult given the complex nature of the technology and commercial arrangements. Customer communications have regularly been reviewed and updated to support provision of information to customers and customer acquisition.
- The electricity market is dynamic and constantly evolving, and critical revenue streams throughout the trial phases have been prospective, which has been challenging to de-risk SA VPP sufficiently for investors.
- Electricity market rules and regulations were not intended to govern VPPs making it onerous for the SA VPP to be compliant. A series of market reforms are underway.
- COVID19 interruptions delayed deployment schedules.","Conditions for success include:
- (State) government leadership and co-design, commitment to policy certainty (and bi-partisan support) given tenor of project linked with government-owned assets, and ongoing administrative support.
- Early seed funding (by government) to accelerate deployment and de-risk the project until prospective revenue streams were able to be commercialised.
- Regulatory certainty, and a firm commitment and partnerships with the electricity market operator and distribution network to innovate, enabling the trial of new technologies and services required to overcome technical and market barriers.
- Project partners willing to be pragmatic and flexible and accept and share risks associated with highly innovative and prospective projects.
- Qualified and experienced skills tradespeople; important to provide program certainty through pace of deployment and approval of future expansions in a timely manner to retain skilled trades.","The experience gained from SAVPP has driven the of growth of VPPs in both Australia and internationally.
Tesla has now launched a retail plan “Tesla Energy Plan” for private customers in multiple jurisdictions in Australia, and also in California, USA.
SA now has eight (8) other commercially operating VPPs available for private customers, however these require customers to have their own solar and storage assets installed, and do not provide an option for renters.","Lessons learned can largely been extrapolated from the “Conditions for Success” and “Challenges and Failures” questions above.
However, the key lesson for success would undoubted be the selection of project partners willing to be pragmatic and flexible and accept and share risks. Free flowing information, a high degree of trust, and strong alignment and a shared commitment to outcome!",,"a:1:{i:0;s:5:""35478"";}",,https://youtu.be/pmiP7iITqe8,https://youtu.be/Tre_JZn0B0E,https://youtu.be/iMYGm_cRkgI
33212,"Living Labs Circular Economy",https://oecd-opsi.org/innovations/living-labs-circular-economy/,30/09/2022,"VLAIO - Flemish Innovation and Entrepreneurship Agency",Belgium,regional,"a:1:{i:0;s:7:""science"";}","Living Labs Circular Economy",https://www.vlaio.be/nl/subsidies-financiering/living-labs-circulaire-economie,2022,"Becoming a circular economy entails a deep transformation of industry, consumer behavior and policy. Traditional innovation funding focuses on technology, punctual projects and (single) companies, which alone fail to bring the required systemic change. Hence, the Flemish government launches the subsidy programme Living Labs Circular Economy for projects tackling complex challenges, with a high ambition level, in co-creation with very diverse stakeholders and employing system innovation methods.","Two thirds of Flemish territorial greenhouse gas emissions are material-related. Flanders’ material and carbon footprint are too high to be sustainable [1]. Renewable energy production requires scarce and finite materials. Thus a circular economy is a critical condition for long term sustainability. Circularity is also a short term solution: global instability and related supply chain issues make a higher resource self-sufficiency essential for regions.
Becoming a circular economy (CE) entails a transformation across society: industry (manufacturing, business models, …), consumer behavior and policy. The resulting changes are organisational, technological, economic and socio-cultural. Moreover, everything is interwoven: it is a systemic transition without a simple solution; it requires a systemic approach. However, traditional innovation funding focuses on technology, punctual projects and (single) companies, which alone do not suffice. The pioneers in the active Flemish CE ecosystem expressed the need for systemic innovation support, triggering our idea.
We at VLAIO, the Flemish Innovation and Entrepreneurship Agency, developed a funding instrument for system innovation: the open call ‘Living Labs Circular Economy’, which funds ‘living lab’ projects in manufacturing and construction. Our main goal is to achieve breakthroughs in the circular transition and reduce our material and carbon footprints.
Unique features of the instrument (hardcoded in the selection criteria):
- Traditional grants often minimise risk, rather than managing it, which discounts ambitious system change projects dealing with uncertainty and wicked problems. We propose another risk management strategy, aiming to maximise exposure to positive upsides:
- Shift from predefined strict work plans to hands-on follow-up during project execution. We invest in continuously monitoring the projects and shared learning in a community of practice
- Projects use Theory of Change (ToC) to define a (societal) change as goal; the ambition must be high: impact at the level of a sector or value chain, focussing on root causes instead of symptoms. They map critical conditions (to enable change) and actions to fulfil those conditions. The goal thus justifies the means, which differs radically from traditional approaches: they often prioritize developing means (eg. technology). We allow a wider array of activities, if justified.
- Projects use Reflexive Monitoring to progressively learn and calibrate their actions, rather than stick to a predefined plan based on incomplete information. Projects must continuously share knowledge (practical, technological etc.) in an open source philosophy and co-create with their stakeholders (in a ‘learning out loud’ dynamic)
- A portfolio of parallel projects allows for complementarity, synergies, formation of networks and it spreads the risk (some underdeliver, some overdeliver)
- We allow for more diverse partnerships: if justified by the goal, we require all stakeholders to participate.
The submission process has three steps: (i) projects pitch to our team and get feedback; (ii) optional collective or individual coaching sessions, eg. on system innovation tools; (iii) submit final proposal.
The call was overwhelmingly popular. We had 700 participants at info sessions and a large inflow of projects, in a period of declining interest in traditional instruments. A project runs for up to 3 years and can request €300k to €1 M at 80% funding rate. Design and roll-out of the call was a co-creation between several VLAIO teams and a consultant for the coaching. Our main beneficiaries are circular pioneers from the ‘quintuple helix’: business, government, researchers, citizens, financiers. Feedback confirmed that our call was “the right call at the right time”.
An example project is called ‘Hybrid Living’, which aims to make housing more affordable and sustainable through two strategies: cooperative housing (rare in Flanders) and modular, change oriented architecture. Both enable major emission and material reductions, while adhering to a just transition. Their actions include the development of legal and financing frameworks, supporting key policy stakeholders and raising citizen awareness.
Our instrument can be a blueprint for funding any complex transition. It allows both funders and projects to manage the risk and uncertainty involved. Similar initiatives are the Deep Demonstrations by Climate-KIC [2] and the work of UNDP on systemic financing [3]. The latter is very interested in our work and we are sharing learnings. Rathenau Institute inspired us with a publication on Living Labs as a form of third generation innovation policy [4].
Our team will follow up the granted projects closely in the next 3 years. Meanwhile we work to 1) go beyond a one-off subsidy call; 2) share insights and map the potential to adjust our other (funding) instruments.
Sources: see ‘Anything else’","a:3:{i:0;s:3:""190"";i:1;s:3:""213"";i:2;s:3:""354"";}","
- Traditional grants often minimise risk, rather than managing it, which discounts system change projects. We propose another risk management strategy:
- A shift from predefined strict work plans to hands-on follow-up during execution. We monitor projects and facilitate learning through a community of practice.
- Higher project ambition, at the level of a sector or value chain. Projects use Theory of Change to define a desired change. This goal justifies the means, while single point funding often prioritizes means.
- Projects use Reflexive Monitoring to iterate, rather than execute a predefined plan. They must continuously share knowledge and co-create with their stakeholders.
- A portfolio of parallel projects allows for complementarity, synergies, formation of networks and it spreads the risk.
- We allow more diverse partnerships. In line with ToC, each stakeholder relevant for reaching the goal is eligible.
All the above features are hardcoded in our selection criteria.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","We finished the implementation of our subsidy call, from securing initial buy-in internally all the way to a final project selection. After a two-step application process, with coaching in-between steps, we held a jury to judge the proposals, resulting in a final ranking. We proposed the 22 best Living Labs to be funded. The Flemish government is about to make this decision. We foresee the projects to start in November 2022. We have evaluated the process so far.
We will host a kick-off event for the selected projects in Q1 2023, launching our community of practice. We will facilitate this network for the full duration of the projects: 3 years. In parallel, we will measure the impact of the projects, aided by a specialized consultant.
In 2023 we have budget to allocate and we are considering a similar call, depending on our evaluation. We will use the call as a source of insights to further transform VLAIO as a funding body towards more circularity and system innovation.","These actors were involved:
- VLAIO teams: Missions & Transitions (lead, 1.5 FTE), Network (operational support, 0.5 FTE), Team Bedrijfstrajecten (coaching projects, 0.5 FTE)
- Work agenda’s circular construction and manufacturing (multi-stakeholder agenda that drafted a circular vision): gave input from target audience
- Möbius: consultant, system innovation coach
- Input in design of call: Circular Flanders (hub for CE), VLAIO colleagues
- Jury: OVAM, Circular Flanders, industry experts
","Main users: Flanders has a large, dynamic pool of circular projects and organizations working on the circular transition, spread across the quintuple helix: business, research institutions, government, citizens and financiers. They testified our call is the right tool at the right time for accelerating the transition: they can go beyond single point interventions, involve the right stakeholders and take the right actions to catalyse systemic breakthroughs.","Our call was overwhelmingly popular: 107 pitches and 39 final proposals, while traditional calls suffered declining inflow. Qualitative interviews with candidates confirm that the innovative elements of the call are a good match with their needs. Our coaching programme improved their knowledge on system innovation and facilitated new alliances, strengthening the ecosystem. The coaching sessions received a 9.2/10 rating (n = 17)
22 projects are to receive €18 million in 2022, with 174 unique organisations as project partners. Hundreds more are suppliers or partake in advisory boards or focus groups. Tens of thousands will be directly impacted through project outcomes (eg. industry standards). The ripple effect in small and tightly connected Flanders will be substantial: more businesses will go circular. We will measure the impact on CO2, material use and trends in the respective sectors.
In VLAIO we observed closer collaboration between teams and more interest in system innovation.","Ch: challenge; F: failure; R: response
- Ch: to communicate the ‘what’ and ‘why’ of system innovation to candidates, policy makers, the public and VLAIO itself. R: extra efforts in storytelling; we take time for getting people on board
- Ch: system innovation requires flexible project plans and diverse partnerships. This is hard to do in current rigid administrative and legal frameworks. R: we found creative solutions and keep looking for what’s possible
- Ch: the link between activities and impact is often indirect. Solid quantified impact data (CO2, material use) will be critical for replication and communication. F: providing quantitative impact data was too optional in our submission form. R: we will hire a consultant to develop an impact measurement method and coach projects with it, and adjust our form.
- Ch: the timing was tight, both for candidates and for us, because of deadlines attached to our budget. R: plan more time for project consortia to form and write proposals.
","
- Buy-in from the people ‘guarding’ the budget: they need to allow for a different way of managing risk
- A pool of stakeholders and potential candidates with a basic understanding of the systemic elements of the (circular) transition. This transition must be advanced enough to benefit fully from systemic interventions
- An operational team with diverse profiles, having a basic understanding of system innovation. They must be solution seekers and have decision making power in order to overcome obstacles. A common understanding of (and belief in) system innovation and the transition at hand is also key, best ensured at the start of the project.
- Legal and administrative frameworks that allow for a workable degree of flexibility in project planning and type of partners
- An efficient administrative follow up of a potentially large inflow of proposals (eg. IT services)
- Budget to support projects of up to €1 M (a large enough project budget allows iteration) + consultancy as needed.
","We build on the work on system innovation of Rathenau Institute and VITO. There have been local systemic projects granted in different calls (eg. Interreg), with a clear positive impact, however until now there was no dedicated call.
We recently learned that Climate-KIC is transforming their organization to fund system innovation, eg. through the Deep Demonstrations programme. UNDP was inspired by them and is researching how to make a similar shift, with their own Deep Demonstrations. We are in good contact with the latter so they can learn from our case to build theirs.
We think the future of innovation funding is system innovation. Society faces many complex challenges: energy, fake news, food, biodiversity and so on demand solutions beyond punctual project interventions. Our call and system innovation in general are tools fit to fund projects that rise to these challenges.
Small tweaks to existing funding policy, allowing more systemic projects, can also be impactful.","Other funding bodies probably think that system innovation sounds like a fuzzy concept. They wouldn’t be entirely wrong. However, the challenges society faces are big and require complex, sometimes fuzzy, solutions. One must engage with the fuzziness and put in the hard work of creating concrete actions out of it, fully knowing it won’t be perfect. System innovation offers a toolkit to do this.
By allowing more diverse partnerships, managing risk differently, placing the desired change at the centre and designing projects for progressive insight, we can fund high potential projects. What helped a lot was listening to pioneers and using existing resources in the organization.
A two-step submission process (first a pitch, 2 months later a final proposal) allowed space for coaching projects. This was elementary to get a high project quality and to make our expectations crystal clear. The coaching had a positive impact on the CE ecosystem regardless of funding outcomes.","We’d like to thank all the people who helped us along the way.
Our process so far was largely online, because of the pandemic.
Sources:
[1] “10 new messages about circular economy and climate”, https://ovam.vlaanderen.be/circulaire-economie-strategieen-verminderen-onze-broeikasgasuitstoot
[2] https://www.climate-kic.org/programmes/deep-demonstrations/
[3] https://medium.com/@undp.innovation/pivoting-to-strategic-innovation-3-things-we-learned-along-the-way-cb47e0ac09df
[4] The 1st generation focuses on technological developments in companies. The 2nd generation focuses on public-private partnerships. 3rd generation innovation funding focuses on tackling tough societal problems, creating real life experimentation setups and co-creation with a wide range of stakeholders such as researchers, citizens, entrepreneurs and policy makers. – freely translated from
https://www.rathenau.nl/nl/vitale-kennisecosystemen/innoveren-voor-maatschappelijke-doelen","a:5:{i:0;s:5:""33222"";i:1;s:5:""33223"";i:2;s:5:""33225"";i:3;s:5:""33221"";i:4;s:5:""33224"";}","a:1:{i:0;s:5:""33226"";}",,https://www.youtube.com/watch?v=Qy98qcjMvQg,
33227,"Faceless Services in Transport: Leveraging Tech for Increased Accessibility",https://oecd-opsi.org/innovations/faceless-services-in-transport/,30/09/2022,"Dialogie and Development Commission of Delhi",India,regional,"a:8:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:6:""health"";i:5;s:7:""housing"";i:6;s:12:""public_admin"";i:7;s:9:""transport"";}","Faceless Services in Transport: Leveraging Tech for Increased Accessibility",http://https://vahan.parivahan.gov.in/vahaneservice/?stateCd=DL,2021,"Over 3 million citizens annually visited government offices in Delhi for various transport services. To reduce interference of middleman, application pendency and physical exposure in view of ongoing Covid-19 pandemic, faceless services have been launched to offer transport services to citizens at the comfort of their home. Using AI, e-sign, biometric-based authentication and institutional restructuring, faceless services provide hassle-free contactless services to citizens.","Transport related public services in India have been traditionally delivered through RTOs (regional transport offices), a network of offices set up by state governments that citizens visit to avail various services such as vehicle registration, issue of driving license, road transport permits etc. The archaic nature of institutional set up, excessive manual intervention have caused huge pendency in applications and loss of time for citizens. RTOs also became the centre-point of retail corruption due to the network of brokers and middlemen present within the system. The scale of challenge has been massive given that each year about 3 million service requests are received by these offices. In 2020, the scenario further aggravated due to the onset of COVID-19 pandemic which necessitated adherence to social distancing norms.
In August 2021, leveraging technology, the Delhi Government took efforts to RTOs in Delhi were transformed into faceless mode to provide public services of Transport Department. This meant that for the services a citizen would have to earlier physically visit an RTO could now be accessed from the comfort of their home. Most importantly, faceless services have minimised interactions of the citizen – middlemen – bureaucracy, thereby leveraging technology to reduce barriers to access, minimise the hassle and time spent on accessing public services and stopping retail corruption at government institutions.
With the introduction of the ‘faceless services’ project, 33 services which account to 95% of the total demand were made completely faceless including driving license and related services, vehicle registration, and related services, permit related services. Now, citizens need to visit the offices only for those services where it is essential to make physical visit such as driving skill test and fitness test of vehicles.
The faceless revolution has been achieved in a phased manner by gradual introduction of technology with parallel restructuring of concerned institutions and organizations. In 2015, Delhi introduced digital payments for public services in Transport Department. In 2017, all services were made available online, as a result of which applications could be made on a web portal. In another significant step, the innovative ‘doorstep delivery of public services’ project was also launched in 2018 equipping each citizen applying for various transport services with a ‘Mobile Assistant (mobile sahayak)’ who could visit an applicant’s household on request and assisted with the application process. In 2018, a completely automated driving test system was also adopted to establish a fully objective driving test to reduce any manual intervention. Finally, in August 2021, Delhi launched faceless services, equipped with e-sign and biometrics-based authentication and instituting an e-Learners License test through AI Based facial recognition (feature mapping) to move the citizen to a complete self-reliant mode.
Apart from first order goals such as elimination of pendency and interference of middlemen, faceless services have paved way for establishing a system of ‘minimum government and maximum governance’ by ensuring the delivery of public services at the comfort of their homes, making the whole process hassle-free and less time-taking. Eventually, ensures higher accountability and transparency in public service delivery and enhances the trust between government and citizens.
Since its inauguration in August 2021, approximately 2.2 million applications have been received by citizens for various category of services and overall pendency has consistently remained below 2%. Citizens and transport officials have both provided positive feedback about the services and recognized the utility of newly established systems in delivering seamless and hassle-free public services to citizens.
Since launch of the faceless services, various steps have been taken to ensure sustainability and longevity of the newly established system. Help desks have been set up for citizens’ support as a new system is being introduced. Institutional restructuring has also been undertaken for efficient field implementation and solving strategic issues in a systemic manner. After declaring 33 transport department services faceless, the mode has expanded to remaining services in the department. Following the success of the initiative within transport sector, public services delivered within other departments are also piloting a similar initiative to ensure that any citizen faces minimum hassle when trying to access government services.","a:7:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""615"";i:3;s:3:""612"";i:4;s:3:""617"";i:5;s:3:""354"";i:6;s:3:""621"";}","Faceless services reimagined public service delivery and offered it in an innovative manner to citizens using 21st century cutting edge-technology. Traditional ways of public service delivery in India involve excessing manual intervention and multiple physical interaction with government officials and citizens. Apart from causing long queues, huge backlog, and loss of precious time to both citizens and government officials, the situation also led to occurrences where public service delivery in states are also infected by interference of middlemen.
Frontier technologies such as artificial intelligence, feature mapping and biometrics-based authentication and identification etc. were optimally used for the first time by any state transport department in India to offer a fully faceless services to citizens eliminating any need of visiting transport offices except services such as driving skill test and vehicle fitness test, where it is essential.","a:1:{i:0;s:10:""evaluation"";}","Faceless services were launched in August 2021 when 33 services which account to 95% of total public services provided by transport department of Delhi Government were made completely faceless. These include - driving license and related services, vehicle registration, and related services, permit related services etc. Subsequently, remaining smaller services were decided to be made faceless in a phased manner as well.
Due to success of the initiative and warm reception by citizens, three more services were made faceless over time – Registration Certificate Printing at directly at vehicle dealership, Electric Vehicle Retro-fitment services, and Vehicle Hypothecation services. Troubleshooting of various existing faceless services have parallelly continued and Delhi Government have started deploying third party surveys to collect public feedback to further improve the service quality.","The 1st phase of faceless services was launched on pilot mode in February 2021. A serious of consultations with District Transport Officers (DTOs) were held for 2 months preceding launch of pilot. Next round of consultations was held with all district transport officials and citizens to absorb the feedback received from the pilot held for 5 months. Faceless services were finally devoted to citizens of Delhi in August 2021.","Faceless services have helped citizens save their precious time lost in long queues for availing public services. Due to contactless nature of services, citizens have been able to completely avoid physical interactions during COVID pandemic. The role of middlemen was also eliminated due to faceless services.
It also helped government officials reduce their time and effort required to process public service requests. In turn, pendency of service requests reduced substantially.","Nearly 2.2 million applications have been processed by Transport Department within one year of launch of ‘faceless services’. These include approximately 0.75 million applications for registration and permit related services, approx. 0.6 million applications for driving license related services, approx. 0.35 million applications for e-learning license services and approx. 0.46 million registration certifications that have been issued at vehicle dealership.
Most requested services such as renewal of driving license, driving license extract & hypothecation addition have clocked an unprecedented approval rate of over 95% and pendency for total application requests have stayed below 2%, signifying the efficacy of the services.
Daily service requests are monitored through a centralized database platform whereas a third-party survey is being deployed by the Government to collect the citizen feedback to strengthen the already establish infrastructure and processes.","Low level of digital literacy in citizens has turned out to be significant challenge in adoption of the services. For some of the public services such as automated driving skill test, learning curve towards adoption of newer technologies have been slower amongst citizens.
The challenge has been addressed through disseminating information about the service through training modules, interactive audio-visual learning tools, awareness campaigns, and with support of ‘mobile attendants (mobile sahayaks)’ who visit citizens’ households and provide support in accessing public services.
For some services, public officials continued to exercise their own discretion requesting submission of physical documents due to ambiguity in established SoPs. Transport Department has continuously consulted district transport officials to streamline the SoPs for such services to avoid any use of physical documentations and visits.","Strengthening and efficient functioning of digital infrastructure is critical for success of the project. The IT infrastructure deployed for faceless services need to be frequently upgraded given the large scale of datasets that is generated through the project.
Hiring and deploying competent human resources by the government to handle such datasets and technologies will also be critical for stability of the project.
Sustainability of the initiative will also depend on policy stability and guidance of progressive political leadership, continuously pushing the bureaucracy to reinvent innovative ways public services could be delivered.","Replication of ‘faceless services’ has been in two folds.
First, following the launch of faceless services, many state governments in India have launched similar services for the Transport Sector. Karnataka Government made 30 of its transport services contactless from 1st November 2021.
India’s Transport Ministry also came out with a notification on 16th September 2022 to offer 58 citizen-centric transport services in faceless manner to help citizens save their critical time and ease down their compliance burden.
Second, Delhi government, itself has been mulling over offering public services of its Revenue Department in a faceless manner. Given the significant benefits offered by faceless services to both citizens and government, it can be replicated in public sector institutions both nationally and internationally for efficient delivery of public delivery and enhanced trust between government and citizens.","By leveraging technological advancements, the delivery of public services can be simplified to bring benefits to citizens as well as the government, in turn engendering systemic transparency and efficiency. Apart from reducing the backlog and efficient utilisation of time for both citizens and government officials, technology can also help with reduction of corruption and bring in second order benefits such as a more constructive engagement between governments and citizens. However, sufficient structural preparation is necessary for successful implementation of initiatives that are predominantly rooted in technology and it can only be achieved through a participative consultative process pervasive across all relevant stakeholders.",,,,https://twitter.com/TransportDelhi/status/1425381443438477319?s=20&t=xzncgQ8RGZOM_UIghQS42g,https://twitter.com/TransportDelhi/status/1569567939527081992?s=20&t=xzncgQ8RGZOM_UIghQS42g,https://twitter.com/TransportDelhi/status/1425387303984263168?s=20&t=xzncgQ8RGZOM_UIghQS42g
33228,"ASAN Bridge System",https://oecd-opsi.org/innovations/asan-bridge-system/,30/09/2022,"The State Agency for Public Service and Social Innovations under the President of the Republic of Azerbaijan",Azerbaijan,regional,"a:1:{i:0;s:12:""public_admin"";}","ASAN Bridge System",https://www.digital.gov.az/en/projects/our-projects/asan-bridge,2021,"The E-Gov Development Center has developed a new information exchange tool named ASAN Bridge in order to enable government organizations to transfer the necessary data to each other in more stable, secure and prompt ways. Through the assistance of this system, the key development challenge in the country was addressed by simply enhancing the safety and efficiency of the procedures and serving citizens better.","The concept of digital and modern government requires effective management of large amounts of data. Prior to the development of the ASAN Bridge System, each government agency managed its own data and individually responded to citizen public service inquiries. However, in order to ensure a competent “non-stop shop” model of digital government services (fully digitized and proactive) and to provide better services to the citizens, various agencies have the obligation to transfer the crucial information in a safe and quick manner.
Taking into account the emerged need for such an information exchange tool, the ASAN Bridge System was created so as to deliver the required interoperability between government structures. ASAN Bridge System, as an integrated module of the e-Government Information System, provides coordination of government information resources and systems, as well as stable and secure exchange of information between those resources and systems. In this regard, the ASAN Bridge System brought about the needed change in the public sector as it altered and facilitated the existing procedures, and improved the performance of government organizations in terms of public service delivery.
Before building the ASAN Bridge System, the Azerbaijani government applied the leading example of the X-Road system developed by Estonia in 2001. Afterwards, based on the lessons and experience learned throughout the implementation process, a more developed system - ASAN Bridge project was created in compliance with the needs and requirements of the country. The major aim of the ASAN Bridge project is to provide secure, prompt and effective data exchange between government entities. The system was established using the open source components and does not depend on any physical equipment. The tools for carrying out the project are specified below:
- MS SQL, MongoDB, REDİS;
- Java (Spring Framework), Golang, JavaScript (Angular), Python
- Message queues: RabbitMQ
The ASAN Bridge System operates on a fully-functional basis for the best interest of the government and citizens. As a consequence of successful operations, today, 54 government organizations are part of the ASAN Bridge System, while 6 public entities consented to be integrated into the system. Currently, the negotiations with 12 governmental structures proceed so as to ensure full incorporation of all government agencies into the project as well as more efficient service delivery for the population. It should also be emphasized that delivery of the updated system named “ASAN Bridge 2.0” is expected by the end of 2022. The updated version will function on a larger scale and procure an improved degree of security.","a:3:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""617"";}","The utilization of ASAN Bridge System proved to be more effective, in the sense that it eliminated the complexities and slow procedures existent in the traditional service delivery. The system addressed the shortcomings of the traditional practices by hindering the misuse of the data and ensuring security. Further positive aspects of using ASAN Bridge :
- Not dependent on physical equipment (card, token, etc.);
- Ability to work on all Operating Systems (OS);
- Timely detection and prompt elimination of any problems within the system through the monitoring module;
- Relevant permissions can be managed centrally while transferring information from one institution to another;
- Acceptance and transfer of all types of services (XML, JSON, SOAP, Restful);
- Versioning of services in order to increase the sustainability of transmitted services;
- The services can be divided into sub-services, and thus transfer only the necessary information from the transmitted data to the other party.
","a:1:{i:0;s:9:""diffusing"";}","The ASAN Bridge project demonstrated huge success and attracted the majority of the government agencies into the process. As a convincing proof, the ASAN Bridge System became the winner of the World Summit on the Information Society (WSIS) awards organized by International Telecommunication Union (ITU) in 2022. In the competition, which was held in 18 categories, ASAN Bridge presented by Azerbaijan became one of the first 5 projects that received the highest number of votes in the category “Building trust and security in the application of ICT” and was awarded as a champion project.
Given all these factors, the ASAN Bridge System is at the stage of diffusing lessons. The project was implemented successfully and the experience as well as the knowledge gained from this process is being shared with the public organizations of other countries. Apart from this, the system is being improved constantly by the project team and the updated version will be available in the upcoming months.","Throughout the project, the majority of the public organizations in the country were attracted into the project as collaborators. The organizations provided the project team with the needed citizen-related as well as the operational data, Eventually, this cooperation assisted to coordinate all the resources and information from the database of government organizations which was critical for the creation of the ASAN Bridge System.","Since ASAN Bridge integrated all government entities into a single system, exchange of the data and rendering public services became a simplified task for the public employees. As a result of the innovated system, the public services became fast-paced, secure and more accessible to the citizens.","The results of the project:
- 54 government entities were integrated into the system;
- 426 root services are offered;
- Over 218 billion transactions were realized.
The overall impact of the project:
- During the decision-making process, public officials can use state database within their mandate,
- To perform business operations, companies can make use of the information in the state database within the mandate.
The Monitoring and Evaluation team employed following techniques to measure the results and impact of the project:
- Interviews with the beneficiaries - Evaluation of the new system, satisfaction level and feedback about the rate of the effectiveness
- Evaluation Surveys - Assessing the quality of the trainings for learning new system, new public service delivery, and coordination
- Statistics related to the project results
Expected results and impact of the project:
- Reducing paper waste
- Decreasing queue in public and private entities
","Applying and adapting to the progress comes with its challenges. In the case of ASAN Bridge, the lack of relevant skilled staff and resistance to the progress by some workers generated obstacles throughout the implementation process. Given specific infrastructure requirements for the ASAN Bridge System, it was necessary to work with the employees who were aware of the modes of operation. Therefore, the following measures have been taken:
- Awareness and capacity-building activities for the staff of government institutions
- Advising and supporting the recruitment of skilled employees
Moreover, the existence of non-digital government structures posed a great challenge during this process. Eventually, we have been able to digitize the organizations through integration into the system. For this purpose, modernization of IT infrastructure was carried out.","The following measures were critical factors that led to the success of the ASAN Bridge System:
- Effective leadership and guidance - Experienced project managers and professionals were key to successful project completion.
- Proper communication between numerous state institutions - The usage of both formal and informal communication were ensured.
- Creation of the infrastructure to support information sharing - Generating the groundwork needed to alter the traditional service delivery methods was crucial in our case.
- Extensive monitoring and evaluation - Evaluating the results on a constant basis and checking the project progress were an integral part of the process.
","Considering the infrastructure and resources employed for the creation of the ASAN Bridge System, the project is replicable, and can act as a useful example for other countries targeting digital transformation. Since the ASAN Bridge System encompasses the majority of the public organizations in Azerbaijan, the replicability of the project is plausible for the public entities out of the country.
For this reason, E-Gov Development Center signs Memorandum of Understanding with the governments who are in need of the exchange of experience and provides consulting so as to build the same system. The consultations cover the comprehensive analysis of organizational, financial and political aspects along with the technical elements. Currently, the implementation process for the beneficiary countries proceed with the help of these consultations.","In order to make needed adjustments and improvements, the following list of lessons were used as the reference points:
- During the implementation process, it was observed that the constant requests of government organizations led to the problem as the responsibility of each employee was not clarified and the requests were not directed to the particular accountable project member. For the purpose of addressing the issue, division of the workload and accountability area of every worker were specified, and the public organizations were informed accordingly.
- Another problem was the resignation of the project members, causing unawareness of the subsequent employee about the previous operations. For handling this problem, the new requirement of writing down all the operations was put into force.
",,"a:1:{i:0;s:5:""33232"";}",,,,
33229,"International Service Centre Vilnius",https://oecd-opsi.org/innovations/international-service-centre/,30/09/2022,"International House Vilnius ",Lithuania,regional,"a:1:{i:0;s:8:""economic"";}","International Service Centre Vilnius",https://ihvilnius.lt/,2021,"To accommodate the growing foreign talent pool in Vilnius and support the city’s economic development, the Lithuanian Government established a unique one-stop-shop style service centre for foreign talent. Specialists representing various important state institutions gather in one place to provide services to foreign talent relocating to Vilnius. This is the first centre of its kind in Lithuania and comes as a great relief for foreigners while improving Lithuania’s image and increasing its attractiveness to foreign talent.","According to data gathered by Go Vilnius, the city’s economic development agency, Lithuania’s capital could easily employ at least 8,000 more IT specialists to sustain the ecosystem’s growth recorded in previous years. Similar numbers can be seen in the fields of Fintech, Biotechnology and Lasers. After multiple discussions on how to accommodate this emerging need, we established International House Vilnius (IH Vilnius) with the clear goal of providing soft landings for international talents. We started by conducting research to understand the needs of foreigners relocating to Vilnius and establish the pillars on which to construct IH Vilnius. The most important institutions were then invited to join the project – the Migration Department, Tax Inspectorate, Social Insurance Agency and Employment Service. Specialists from each of these institutions work on-site at IH Vilnius serving foreign clients.
In addition to providing foreigners with all the services they require in one visit, the specialists from different agencies can consult with each other and jointly identify the best solution to unusual situations. Continuous improvement work is carried out with partners using customer feedback to indicate processes that are not running smoothly and pinpoint emerging challenges. This helps identify systemic problems that can only be solved when institutions work together.
IH Vilnius focuses on foreigners who create high added value – qualified employees, start-ups, entrepreneurs, scientists. In addition to services and consultations, we also facilitate online and offline informational seminars, workshops, job fairs, networking events, Lithuanian language courses and a mentorship programme connecting foreigners to locals. All IH Vilnius services are free of charge and available to everyone relocating to Vilnius. We have been operating for less than a year, but have big plans for the future. We are constantly looking for the best ways to inform foreigners about procedures and opportunities in Lithuania – be it through informational videos, group sessions, in-depth one-on-one meetings, or community meetups.
In the coming months we plan to launch a specialised “spouse programme” to help international spouses find employment. When foreign specialists relocate to Lithuania, it is very common that their partners struggle to find a job. Our programme will help these people understand and prepare for the Lithuanian job market, explain the best way to look for a job and provide assistance finding one. Another idea we are currently working on is an integration package for each foreigner moving to Lithuania. We are developing a product that will consist of informational material useful for starting a life in Vilnius, as well as some perks – discounts for touristic products, free-of-charge SIM cards, and maybe even a free public transport card for their first days in Vilnius.
IH Vilnius created a unified system to integrate foreigners in Vilnius and is always looking for new opportunities to meet the needs of our clients and exceed their expectations.","a:3:{i:0;s:3:""190"";i:1;s:3:""612"";i:2;s:3:""616"";}","International House Vilnius is the first joint service centre of its kind in Lithuania. Previously, talents relocating to Vilnius had to visit several public institutions to undertake the procedures for smooth relocation. Now, all they need to do is come to IH Vilnius and get all the information and services in one place.
International House Vilnius has also increased the quality of customer service. All our specialists go through customer service training, as well as intensive English and Russian language courses. Unfortunately, this is not the norm for most Lithuanian public institutions – foreigners used to name lack of foreign language knowledge in public Lithuanian institutions as one of their biggest obstacles when relocating. Being greeted with a smile and being understood is very simple but at the same time a big step forward, which makes foreigners feel welcome and appreciated.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","IH Vilnius will be celebrating its first anniversary on 11 November 2022. Influenced by external factors that are constantly changing (war in Ukraine, changing geopolitical situation, arrival of a heterogeneous talent pool), IH Vilnius has learned to adapt and act accordingly. We have numerous proven services: individual consultations by our specialists, informational workshops, networking events, Lithuanian language classes and a local mentorship programme. However, we are constantly seeking new ways to meet the needs of foreigners, listen to their feedback, adapt our current activities and add new ones accordingly.","Our partners include official institutions and companies that employ foreigners. The official institutions with which we have partnerships are the Migration Department, Tax Inspectorate, Social Insurance Agency and Employment Service. Previously, they have been widely spread out and had no communication or cooperation with each other. Now they work as a team and jointly identify solutions in difficult cases. IH Vilinus engage with companies employing foreigners by listening to their needs, offering relevant services, including individualized workshops, free excursions for newly relocated and custom information packages.","
- Stakeholder: Invest Lithuania - Investment Promotion agency. Our aligned goals meet Lithuania’s strategy of attracting foreign investment. We used the numerous common connections to increase overall public support.
- Beneficiaries and users: Foreign talents relocating to Vilnius: newcomers are provided with relocation and integration support – all under one roof.
- Vilnius: IH Vilnius has improved Vilnius’ image among foreign talents and strengthened its position in terms of foreign investments.
","We set the following KPIs for IH Vilnius:
- 1,000 clients served per month
- 1,500 participants in IH Vilnius seminars per quarter
- 4/5 client satisfaction rate
All these indicators were reached and exceeded within the first months of opening IH Vilnius.
- 14,000 foreigners were served in less than a year (on average, 1,500 per month)
- Over 2,000 persons participated in IH Vilnius online and offline events each quarter
- Over 100 people have taken free Lithuanian language lessons
- Over 400 pairs have been matched through our local/foreigner mentorship/buddy programme
- Average satisfaction with IH services: 4.8/5
- Average satisfaction with workshops and events organized by IH Vilnius: 4.7/5
","Numerous challenges were overcome when launching IH Vilnius, among which the main ones were:
1. Unifying specialists representing various institutions. We had to quickly improve specialists' knowledge of foreign languages, create a unified customer service standard, and most importantly, build an atmosphere of trust and cooperation.
2. A physical one-stop-shop amid the pandemic. However, the decision to open a physical service centre paid off – customers, when they are greeted with a smile and positive attitude, feel more welcome and appreciated.
3. The war in Ukraine. After Russia attacked Ukraine, we realised that we could not simply continue our planned activities calmly, but that we had to be proactive about helping Ukrainians. Two days after the war started, we launched a hotline for Ukrainians, had our website translated into Ukrainian a week later, and launched a mentorship/ buddy programme for Ukrainians within a month.","Beyond conducting research on our target audience, we use their feedback to help develop our services, adapt our activities and stay relevant. We use client needs to direct our processes and evaluate whether one client’s specific needs can help others.
- Shifting our operations from a traditional institutional mindset to a contemporary one-stop shop model. Understanding what was important to our target group helped us make our processes and services less bureaucratic.
- Having an inclusive and diverse team with strong leadership is the engine of our project. This helps us ensure no client is left behind and operate as a unified institution representing various government agencies.
- Adapting to developing needs, like immediately hiring a Ukrainian project manager to help us better understand the context of the current war, implement relevant activities for refugees and choose the best channels to reach them.
","IH Vilnius is a firm believer in cooperation and mutual assistance. Throughout this short period of time, we have established a strong network that spans past Vilnius to include other big Lithuanian cities – by sharing our expertise in the field. The success model of IH Vilnius will now be implemented by similar agencies in Lithuania’s third-largest city of Klaipėdaand the second-largest city Kaunas (in 2023), where similar one-stop-shops will be serving relocating international clients. We strongly believe that our highly valued customer service is an example to other public institutions. Cooperation among representatives of different organisations, fast case-solving, addressing changing situations in a timely manner and our daily efforts to offer top-notch service are what make International House Vilnius an example to follow.","1. Being ready to adapt to the changing situation (war in Ukraine, refugee crisis, new waves of the pandemic) forced us to shift our initial plans multiple times. By focusing and prioritizing needs, we always had the feeling that we were doing something relevant and impactful.
2. Translating “bureaucratic” language into everyday language. Even though it seems that what is written in official documents is clear enough, people usually need a “translation” into everyday language. And the best way to present it is through tools like social media channels and platforms, simple visuals and informative workshops.
3. Communication channel selection was appropriate for the target group: It took us some time to realize we had to use very different channels to identify and reach our target audience (i.e., we use Telegram for Russian speakers, Facebook groups for Ukrainians etc.).",,"a:6:{i:0;s:5:""33318"";i:1;s:5:""33319"";i:2;s:5:""33320"";i:3;s:5:""33321"";i:4;s:5:""33322"";i:5;s:5:""33323"";}","a:2:{i:0;s:5:""33294"";i:1;s:5:""33296"";}",https://www.youtube.com/watch?v=MuhMBaM1jLA,https://www.youtube.com/channel/UCdRHqTohGsCYwZU3ccchTsQ,
33246,"Farishte Dilli Ke - Empowering Citizens Through Accessible and Reliable Emergency Healthcare Services",https://oecd-opsi.org/innovations/farishte-dilli-ke/,30/09/2022,"Dialogue and Development Commission of Delhi",India,regional,"a:8:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:6:""health"";i:5;s:7:""housing"";i:6;s:12:""public_admin"";i:7;s:9:""transport"";}","Farishte Dilli Ke - Empowering Citizens Through Accessible and Reliable Emergency Healthcare Services","https://morth.nic.in/good-samaritan#:~:text=The%20Good%20Samaritan%20Law%20allows,crash%2C%20or%20emergency%20medical%20condition.",2018,"Farishte Dilli Ke (Hindi for Saviours of Delhi) uses innovative fiscal and non-fiscal incentives to encourage citizens to become Good Samaritans by helping victims of road traffic accidents, thermal burns and acid attacks without the fear of legal hassle or police enquiry. Under this scheme, the victims receive cashless treatment at any registered public or private nursing home or hospital across Delhi benefitting more than 18,919 people in the last 5 years.","In the past few decades, road accidents have emerged as one of the biggest causes of concern in the world and fatal accidents have been identified as a leading cause of deaths globally. In 2021, India was ranked first in the world for the number of deaths caused by road accidents. According to the World Bank, with just 1 percent of the world’s vehicles, India accounts for more than 11 percent of global deaths that happen from a road accident.
The impact of road crashes is disproportionately borne by the poor as most road accident victims are pedestrians, bicyclists, and motorcyclists. During the year 2016, 7375 road accidents were reported in Delhi, out of which 42.86% of the persons killed were pedestrians. Scooter/Motorcycle riders were the second most vulnerable victims constituting 35.9% of fatalities.
A large number of these deaths can be prevented if adequate treatment is provided in the “golden hour” (first hour post injury) to the victims. In 2016, the Supreme Court of India approved a set of guidelines issued by the Government of India which protected good samaritans from harassment at hospitals, police stations or courts. A Good Samaritan being any individual who, in good faith, without expectation of payment or reward and without any duty of care or special relationship, voluntarily came forward to administer immediate assistance or emergency care to a person injured in an accident, crash or emergency medical condition.
However, the implementation of these guidelines across the country remained incomplete by not accounting for the legal, financial and medical implications that followed the accident. In contrast, the Delhi Government under the leadership of Chief Minister Arvind Kejriwal came up with “Farishte Dilli Ke '' scheme in 2018 to provide an efficient solution to this booming epidemic. Through this, Delhi has taken the lead in not only developing and implementing innovative fiscal and non-fiscal incentives to encourage citizens for helping victims of accidents, but also in expanding the scope of the scheme by including victims of burns and acid attacks in its purview.
The implementation of such a scheme requires coordinated management of interventions, focused post-crash response and conjoint efforts of multiple stakeholders. Over the past five years the Delhi Government has incorporated all these to make Farishte Dilli Ke more efficient, comprehensive, and responsive to people’s actual needs.
Under the scheme, the Delhi government provides a reward of Rs. 2000 and a certificate of appreciation to the good samaritans who bring accident victims to the hospital. The accident victim can be admitted to any public or private hospital across Delhi, the government covers all medical costs of the victim and in case a hospital refuses to admit a patient, their license may be canceled. If the victim desires to change the hospital within the first 72 hours of the accident, then the government will pay for the bills at both the hospitals along with the ambulance expenses.
This citizen centric approach of the Delhi government reduces the impact on victims from lower and middle-income households by providing cashless emergency medical services. The scheme has helped over 18,919 victims of accidents, burns and acid attacks in the last 5 years.
By ensuring that every accident victim in Delhi is covered under the ambit of the scheme, and good samaritans are rewarded for their compassionate efforts, Farishte Dilli Ke guarantees equal opportunity to social security to every individual. The sustainability of the scheme in the long run is ensured by the institutionalization of the Delhi Arogya Kosh, a state level fund set up under the State Illness Assistance Fund. The Delhi Arogya Kosh formalizes cashless treatment of medico-legal victims of RTAs, burns and acid attacks as one of the four fundamental schemes under its purview, thereby ensuring a sustained flow of financial and administrative support to the Farishte Dilli Ke Scheme in the long run.
The State Illness Assistance Fund that ensures the sustainability of the scheme was set up under the National Illness Assistance Fund of the Government of India, in the first place. This implies that institutions for administrative and financial support for the creation of such a scheme already exist.
In the last ten years, road crashes have killed over 13 lakh people in India. According to the Law Commission of India, 50% of these victims died of preventable injuries and could have been saved if they had received care on time. It is high time that policies like Farishte Dilli Ke are envisioned and implemented at the national level, emergency health care services are made more accessible and supportive citizens are rewarded for their acts of kindness.
In a country where people without cars are at a greater risk of car accidents, Farishte Dilli Ke is an emblem of relief, reliable healthcare, and visionary governance.","a:5:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""320"";i:3;s:3:""618"";i:4;s:3:""619"";}","Farishte Dilli Ke is an innovative approach to road safety and emergency medical services as it banks on people’s ability to respond to emergency situations when they feel secured, protected and rewarded for their actions. Contrary to this, many countries enforce good Samaritan laws by initiating punitive action against bystanders who do not support the victims of road accidents. The Delhi Governments’ approach is less of threat and more of positively incentivizing the good in people.
Despite the monetary incentives for the good Samaritan, a key hurdle that disincentivised people from admitting road accident victims was the doubt around the bearing of medical expenditure. Many private healthcare facilities would earlier refuse assistance to accident victims. Under ‘Farishte Dilli Ke’, all monetary expenses of the victim are borne by the state Government, irrespective of whether the hospital is public or private, or whether the citizen belongs to Delhi or a different state.","a:1:{i:0;s:9:""diffusing"";}","At the date of the submission the scheme has already been implemented for over five years and successfully being continued across Delhi.
Key learnings from the program include lack of awareness and sensitisation around the provisions of the scheme. A significant percentage of by-standers still do not know about the existence of the policy and their rights at the healthcare facility. We are currently working on creating awareness by means of print and radio ads, mandatory notifications in all emergency healthcare facilities, etc. to ensure that people are aware and able to exercise their rights.
At the same time, the success of the program lies in the fact that many citizens have refused the monetary reward citing the invaluable feeling they experienced by doing the virtuous act of saving someone’s life. This helps us in planning other programs where the support of active citizens and first respondents is required for greater impact especially post the Covid19 pandemic.","A partnership between the transport and health department, Delhi Police and numerous public and private hospitals and healthcare providers, Farishte Dilli Ke is a holistic approach to emergency health care and road safety.
Delhi Police respects the rights of Good Samaritans by protecting them from legal hassles, all medical institutions, hospitals and maternity homes have ensured seamless and cashless delivery of quality treatment to victims at the earliest.","The beneficiaries of this scheme are Victims of Road Accidents, burns and acid attacks and citizens who come forward to save them as Good Samaritans. The scheme covers all accidents that occur in Delhi and is applicable irrespective of the residential status or income of the victim. This has led to benefitting more than 18,919 people between 2018-2022. Also, the majority of private hospitals welcomed the initiative reiterating the value of saving lives over profit making.","The direct impact of the Farishte Dilli Ke Scheme is currently measured in terms of the number of people who received cashless emergency medical services via the Delhi Arogya Kosh. Between 2018 to June 2022, more than 18,919 people have been benefited and numerous others rewarded for being good Samaritans.
The injuries and accidents covered under the scheme are not often under the control of human actions. Therefore, even though the overall aim of the government is to reduce road traffic accidents and fatalities, it is also imperative that more and more people are made aware of schemes like Farishte Dilli Ke aiming to increase the number of beneficiaries rationally.
In the past five years, many citizens have also refused the monetary reward citing the invaluable feeling they experienced by doing the virtuous act of saving someone’s life. This shows the level of compassion that is essential for building and driving self-sustaining communities.","
- Lack of awareness about the scheme amongst the target population. The government responded to this through awareness campaigns, print and radio ads, mandatory notifications in all emergency healthcare facilities, etc. to ensure that more people availed the scheme and are able to exercise their rights.
- Even though this scheme provides protection from legal scrutiny, the past experiences of a large number of people before this have been otherwise. This means that along with awareness programs, the new experiences of people under the scheme is what will allow them to rebuild trust in the system.
- The scheme is dependent on private hospitals to provide quality care which is hindered when the admirative process leads to delay in reimbursements to private hospitals. To resolve this, it is important that the concerns and feedback of private stakeholders is incorporated and a shared sense of responsibility and understanding of the challenges is built between the two.
","
- The scheme is dependent on coordination and collaboration between the department of health, public and private hospitals, associated health professionals and civil servants who run these institutions. The success of the scheme therefore depends on the amount of trust, credibility and reliance offered by each of these stakeholders to each other and to the public as a whole.
- Lower income groups constitute the majority of beneficiaries and are often mistreated at private hospitals. While the government has appointed nodal officers in private hospitals to ensure accountability, the equitable implementation of the scheme requires attitudinal shift and sensitisation of private healthcare providers.
- High budgetary allocation in the realm of health expenditure, and willingness at the level of the executive leadership.
- Increased awareness and vigilance amongst citizens would ensure that they are equipped with the knowledge of their rights and avail the scheme when required.
","The scheme has not been exactly replicated in other places but after the implementation and subsequent favorable outcomes, the Ministry of Road, Transport and Highways of the Government of India (MoRTH) has started strengthening its Good Samaritan Law and placed increased attention to its promotion, awareness creation and efficient implementation.
For instance, in October 2020 the MoRTH came up with a proposal for all states to nominate individuals for good Samaritan awards. In October 2021, with the aim to motivate people, the MoRTH came up with a scheme to provide a financial reward of INR 5000 for good Samaritans and subsequent National Level Awards worth INR 1,00,000.
For states to adapt schemes like Farishte Dilli Ke can and replicate its sustained and efficient implementation, there will be high dependency on efficient interdepartmental collaboration, shared sense of commitment to and from the citizens and most importantly sustained high budgetary allocation to Healthcare.","Operation and Implementation - Initially, when patients went to the nearest hospital, they were allowed to transfer to government hospitals from government hospitals but transfer to and from private hospitals in case of lack of available facilities was prohibited. This restricted the victims to avail benefits of the scheme. Channeling this feedback, the Delhi government made prompt changes in the scheme provisions and allowed such transfers within 72 hours of the incident.
Policy outlook - Promotion, awareness and sensitisation are key drivers of public policy reforms. In the past five years, the lack of awareness amongst the general public and lack of sensitivity amongst stakeholders have been majority responsible for slowing down the wheels of impact of Farishte Dilli Ke. Therefore, as the initiative moves into its 6th year of implementation, awareness generation and sensitisation efforts should be the priorities for its success.",,,,,,
33256,"Open Digital Platform (ODP)",https://oecd-opsi.org/innovations/open-digital-platform-odp/,30/09/2022,"JTC Corporation ",Singapore,local,"a:1:{i:0;s:11:""information"";}","Open Digital Platform (ODP)",https://www.jtc.gov.sg/about-jtc/news-and-stories/feature-stories/open-digital-platform-the-digital-backbone-of-pdd,2019,"Singapore has set its sights on becoming a world-class, tech-driven city-state, and it is doing so through the Smart Nation ambition, which seeks to harness technology to bring benefits from digital transformation in society, economy and government to how people and businesses live, work and play. The Open Digital Platform (ODP) is a key component in the digital infrastructure underpinning Singapore’s Smart Nation ambition. The ODP takes an integrated masterplan approach from the ground up, optimising and synergising building and estate facilities management and operations onto a unified cyber-physical platform. It is designed to abstract building systems to allow for seamless development, integration and interoperability between these systems. Thus optimising and synergising building facilities management and operations onto a unified platform of digital smart city solutions.","The Open Digital Platform (ODP) is a key component in the digital infrastructure underpinning Singapore’s Smart Nation ambition, which seeks to harness technology to bring benefits from digital transformation in society, economy and government to how people and businesses live, work and play. The ODP takes an integrated masterplan approach from the ground up, optimising and synergising building and estate facilities management and operations onto a unified cyber-physical platform of digital smart city solutions, alongside the physical district planning, architecture, and development. Where building systems traditionally had to be integrated with other systems one by one, the platform’s Open Standard Multi-Protocol Middleware makes it a thing of the past – with ODP, each system now integrates only once with the platform. Being developed in a modular, reusable manner enables the formation of a Smart Estate Ecosystem of integrated smart city solutions – such as facilities, building and estate management systems, district cooling system, and pneumatic waste conveyancing system – and makes for rapid deployment nationwide.
A cross-agency collaboration within the Singapore Government including JTC Corporation (“JTC”), Government Technology Agency (“Govtech”), Cyber Security Agency (“CSA”) and Infocomm Media Development Authority (“IMDA”), the ODP’s flagship achievement will be at Punggol Digital District (PDD), where it will serve as a district-level open digital platform connecting different systems, products, services and applications. Centralization of district operations for better operations management is expected to reduce operational manpower, and energy consumption by up to 30%. The ODP is designed to abstract building systems to allow for seamless development, integration and interoperability between these systems that leverage the platform, optimising and synergising building facilities management and operations onto a unified platform of digital smart city solutions. Enabled by the ODP, the district master developer can now enable seamless system-to-system interoperability and communication, monitor, manage and control district operations via the C3 system, and model and simulate different operational scenarios via the Digital Twin. The ODP was deployed in 2021 – and is currently operational – at the JTC Corporation headquarters. Beyond the targeted implementation at PDD, there are further plans for the ODP to eventually be implemented at other JTC estates.","a:4:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""239"";}","The integrated masterplan approach marks a change in the traditional physical-first, digital-later approach to building infrastructure. When the digital infrastructure is left as an afterthought, it gives rise to many challenges in system integration efforts afterwards. To ensure maximum interoperability with current systems, the ODP uses Geospatial Information Systems (GIS) and Building Information Model (BIM) technologies, common communication protocols and open data schemas.
Efficient integration and system-to-system interoperability by leveraging the ODP facilitates the seamless provision of new and innovative estate services such as robotic systems and independent system-to-system operations in last-mile robot delivery. Artificial Intelligence and Machine Learning (AIML) models optimise energy consumption, utilisation of in-building amenities and vertical transport services in ODP-enabled districts. Data collected by Internet of Things (IoT) sensors throughout the estate ingested by the ODP allow for this.","a:3:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";}","The ODP was deployed in 2021 – and is currently operational at the JTC’s headquarters, the JTC Summit, which has seen the successful functional integration of five building hard systems – elevator system, escalator system, building ACMV, and access control and security systems – and several building services such as mail delivery, electric vehicle charging stations, meeting room occupancy, and temperature monitoring and control. The ODP will be deployed to Singapore’s first digital district located at Punggol by 2024. Building and estate systems to be integrated with ODP include pneumatic waste conveyancing, district cooling and smart energy grid systems.","The Open Digital Platform is a cross-agency collaboration which includes JTC Corporation (“JTC”), Government Technology Agency (“Govtech”), Cyber Security Agency (“CSA”), Infocomm Media Development Authority (“IMDA”) and Singapore Technologies Engineering (ST Engineering).","
- Facilities and Estate Managers - Leveraging on ODP's digital twin to centralize control and monitoring of various systems, resources, and operations across the district.
- Tenants and Community - Smart services that are enabled bring about a better lifestyle (e.g. time savings, new services, convenience)
- Government - Through integration with ODP, Government would be able to use data to better deliver services, products, and smart solutions to citizens more effectively.
","ODP was developed in efforts to aid Singapore in achieving its pledge to cap its emissions by 2030. Through ODP implementations in smart districts and estates, it reduces the resources consumed in the estate by approximately 30% in energy and water consumption, and 50% in facilities management manpower compared to similar estates. It also increases the satisfaction with estate services by 80% and boosts R&D development collaborations with more than 5 significant R&D projects, each >$100k using the Digital Twin of the ODP per year. With more collaboration efforts to develop smart solutions and services, ODP also opens up the generation of jobs and growth opportunities for the community and through these smart services, it can bring better living lifestyle and in turn create a greener & sustainable estate.","The current IoT landscape consists of a wide range of protocols and formats, giving rise to several key challenges: Unstructured data and multiple data formats, leading to difficulty in data correlation; High costs of integrating and implementing systems as businesses seek to compensate the perceived loss of profits incurred by opening proprietary protocols; Difficulty in holistic sense-making and operations when data is held in siloed systems. Working with incumbent systems proved to be a challenge as the older systems were either not networked or lacked digital capabilities. Building networks, systems, processes and personnel operating and managing the buildings need to undergo a digital transformation in some form to bring about a successful digitalisation of district operations and workflows. Balancing data sharing (openness) with data privacy also contributed to the list of challenges.","1. Educated Stakeholders, Partners and Users – Building networks, systems, processes and personnel operating and managing the buildings need to undergo a digital transformation in some form to bring about a successful digitalisation of district operations and workflows.
2. Support at government and national policy level – the ODP and the PDD are steered by multiple government agencies and has the backing of Singapore’s Smart Nation and Digital Government Office (SNDGO) under the Prime Minister’s Office to plan and prioritise key projects
3. This also ensures the project and platform do not stray from key outcomes, delivering the maximum value to citizens","The Open Digital Platform was deployed in 2021 and is currently operational at the JTC Corporation headquarters. Beyond the targeted implementation at PDD, there are further plans for the ODP to eventually be implemented at other JTC estates. The integrate-once, modular and reusable design approach in integrating building systems with the platform means it can be easily replicated across different estates. The open standard multi-protocol middleware framework can be adopted for a variety of projects.
Factors that would condition replication would include:
- A middleware that converts open standard protocol into the protocol the integrating platform is working on.
- A robust system and network infrastructure to support the integrating platform.
- Clarity on what data should be ingested to the integrating platform and how can the data be used for centralized monitoring and control.
","The current Digital Twin is developed based on the individual estates JTC builds and currently only allows access for a single group of users. The future of the Digital Twin should be multi-user, with capabilities to integrate with multiple platforms and solutions like ESRI, Autodesk, Omniverse, and provide large enough scenes where an entire city can be loaded in for command-and-control purposes.",,,,,,
33281,"The AuroraAI: A Human-Centric and Life-Event Based Public Sector Transformation",https://oecd-opsi.org/innovations/auroraai/,30/09/2022,"Ministry of Finance",Finland,central,"a:1:{i:0;s:11:""information"";}","The AuroraAI: A Human-Centric and Life-Event Based Public Sector Transformation",https://vm.fi/en/national-artificial-intelligence-programme-auroraai,2022,"Customer-oriented public services direct the authorities to look at citizens from their own responsibilities without taking into account a citizen’s overall life situation. A human-centric and life event -based operating model supported with the life-event service ecosystem technology enables the authorities to produce value directly in people's life events through the cooperation of other service providers in a timely and proactive manner.","Supporting people to maintain and improve their own well-being in different life events is a widely accepted idea. In reality, however, the interests of both public governance and private companies shadow people’s real needs. In order to put people at the centre of change, public and societal services need improved capabilities as well as new ways of thinking about citizens, their needs, and the role of society. In a typical society, societal operations are based on resource efficiency and organizational orientation, in the public sector mandated by law and in the private sector driven by business initiatives. This results in task-oriented services and organizations, where it is up to individuals to discover and navigate through the different services they want to use. We have come to a situation where services do not form a clear picture from the citizens’ point of view. Also, legislation does not support co-developing seamless service paths with various organizations from public, private and third sector for the benefit of people’s well-being. People are seen as ‘customers’ of particular services rather than individuals living their lives needing different services in different situations and events in life.
In contrast to this task-centricity, A Human-Centric AI Transformation (HCAIT, Figure 1) model aims to promote holistic well-being and a smooth everyday life in a society that utilizes artificial intelligence for the benefit of the people and businesses with the support of the AuroraAI Network. The planning of activities and service paths is guided by different situations and events in peoples’ lives. The well-being of people is supported through extensive cross-sectoral cooperation. Digitalization and the use of artificial intelligence aims at improving the flow of life. Data interoperability enables a well-being-enhancing data economy and people's ability to manage information about themselves. One key feature of the HCAIT model is that it views a citizen as an active role as part of the transformation of organization operations. To allow people to better lead their own lives in the direction they want, new tools and techniques are needed.
The HCAIT model was inspired by several concepts, such as mydata, the digital twin concept, proactive service offerings, public-private-people cooperation models, smart tokens and the concept of Stiglitz et al. of seeing a person holistically and not from the perspective of individual services in the role of a customer. The goal of the HCAIT model is to improve Finland's functional and technical conditions for developing society from the perspectives of human well-being and regional vitality. The implementation of the project was carried out by targeting the transformation measures to a strategically interesting target population, with which the effectiveness of the change could also be measured. The implementation of the innovation was especially aimed at the lives of people between 13 to 16 years old, where new types of services were created for them to reflect at their own lives and make use of service offerings suitable for their own situation in order to strengthen their well-being.
Innovation has numerous beneficiaries, the most important of which are citizens and companies. The innovation guides the public administration to offer genuinely useful services in life events together with private sector service providers. At the same time, the innovation improves the matching service offering to the real needs of the people and thus reduces failure demand, where citizens use the wrong services at the wrong time. After all, innovation is believed to have a significant impact on the sustainability of public economy. The innovation has only just been introduced and piloted in Finland and its scaling to different life events is just starting. During the next government term (2023-2027), Finland aims to promote strategically selected service offerings based on different life and business events. In this case, the benefits of the innovation can be scaled widely for the benefit of the members of society.","a:11:{i:0;s:3:""617"";i:1;s:3:""147"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""211"";i:6;s:3:""260"";i:7;s:3:""354"";i:8;s:3:""303"";i:9;s:3:""181"";i:10;s:3:""214"";}","Currently, the dominant operating model for developing public administration service production is customer orientation, where the digitalization of service processes is still planned from the service tasks of the authorities. Resources are allocated based on legislation to the customer-oriented implementation of each administrative task, which only accelerates the running of people from one service to another, and no one is still interested in a person's overall situation. A Human-Centric Service Production changes the starting point of public administration operations and also the planning of services to people's life events, in which case the authority can only succeed in the implementation of its responsibilities in close cooperation with other authorities and service providers and by understanding people's real needs in different life events.","a:1:{i:0;s:14:""implementation"";}","The previous government of Finland (2015-2019) made a preliminary study of the human-centric transformation in operations based on peoples’ real needs in different life events. The ongoing government decided to start the actual implementation in 2019. By the end of 2022, the HCAIT model, backed by The AuroraAI Network, will be operational and the first services connected to it will be available through the AuroraAI network. Several public administration organizations (especially municipalities) have initiated a human-centric transformation in their own operations, service production and leadership. The starting points for systemic change have been clarified to enable vibrant service ecosystems around life events. We are now preparing to expand the rollout in strategically selected life events during the next governmental term.","The innovation has been developed in the so-called public-private-people-partnership (PPPP) model. In practice, the selected target population (in the initial case: young people), public organizations that add value to their life situation (four ministries, several agencies and municipalities) and private service providers (store chain, food service) and even the Evangelical Lutheran Church have participated in the work. More information of the partners are available on request.","Citizens: In the first phase of implementation, a personal life information management service was created for 13-16-year-olds, as well as a service offering based on smart tokens, aimed at young people in difficult situations.
Government officials: Situational pictures of people's comprehensive well-being, combining official services with life event service ecosystems.
Civil society organizations and Companies: Providing services directly to people's life situations together with the public sect0r.","The personal life information management service seems to improve the understanding of one's own life as well as the ability and desire to act in one's own best interests. The implementation of The AuroraAI Network is still in the implementation phase and the results of the first experiments will be available by the end of 2022.
Qualitative research on selected user target groups as well as interviews with service providers about a new way of offering services directly to people's life events have improved our understanding of real impact of innovation.
The developed human-centric transformation and operating model and The AuroraAI Network supports the national implementation of life event approach and improve the effectiveness of service offerings for people in the next governmental term (2023-2027).
In the initial phase, there are 10-20 services connected to the AuroraAI network. The goal is to expand the implementation in the coming years.","Human-centric and life-event-based operations challenge the usual operating models in a fundamental way, starting with legislation, management and service production. It's a new paradigm for developing the administration's operations in a way that strengthens people's well-being and the vitality of regions. The biggest challenges have thus been related to matching the implementation with traditional, ongoing development work and political leadership.
The challenges of implementation include defining the responsibilities of different organizations and new cooperation models, where the end result and benefits do not necessarily lead only to the benefit of a single agency. There have also been challenges in coordinating the mutual prioritization of different organizations. Solving problems is best achieved with an open and inviting cooperation model, where organizations get enough space and time to adapt their own operations to the new operating model.","The implementation of a such innovation requires strong support from both the political leadership and civil service leadership. Although human-centricity and life event orientation are widely recognized and accepted concepts, the power issues related to them are not easy to solve. Implementation may also be politically challenging, depending on society's desire to form cross-sector service offerings.
The issue of power also touches on how much society wants to empower citizens to take care of their own well-being and how much society wants to take care of control in relation to its citizens and there must be trust between people and the administration.
Legislation may also cause various challenges. Regulation is typically designed to support service production in individual organizations, which may not even enable cross-sectoral cooperation. Finally, society's digital infrastructure must be mature enough so that services can be tailored to people's life events","The replication of the concept has been practically tested nationally both in the state administration and at the local level in the municipalities. Based on preliminary cooperation projects, it can be stated that the repeatability of the concept in Finland seems promising and realistic. Different regions may have their own characteristics in terms of implementation and services, but the same basic challenges are shared across regions or, for example, people's life events are very similar regardless of the regions.
Similarly, life events where legislation prevents the creation of a service ecosystem can be solved jointly between different regions and actors. The development of legislation benefits all actors, and the service model can thus be applied nationally everywhere.","The world is at a turning point. Russia's brutal war of aggression has challenged the whole world to think about the direction of societies in the coming decades. Human-centricity and life event orientation bring a breath of fresh air and a spark of hope to develop the world from the real well-being point of view of people. However, this is easier said than done. The current operating models and use of power may even prevent the development of nations in a better direction for people. However, the most important lesson from the development work of the last five years is that change is possible and Finland is ready to share its lessons with the rest of the world about what technical and functional conditions the change has required in practice.
Another lesson is that every nation has to form its own concept of human-centricity and life-events. The model cannot be transferred from one society to another, but you can learn from others also through joint projects.",,"a:1:{i:0;s:5:""35484"";}",,https://www.youtube.com/watch?v=4LaqbwG2jCI,https://youtu.be/A2_hlJrEiWY,https://www.youtube.com/watch?v=ndDoQvNWC4A
33292,"Portal for youth and the communication system for young people in Slovenia",https://oecd-opsi.org/innovations/portal-for-youth-and-the-communication-system-for-young-people-in-slovenia/,30/09/2022,"Office of the Republic of Slovenia for Youth, Ministry of Education, Science and Sports",Slovenia,central,"a:1:{i:0;s:9:""education"";}","Portal for youth and the communication system for young people in Slovenia",http://www.mlad.si,2022,"Mlad.si (which translates to »you are young«) portal captures key information for the young people from the government departments, the youth sector and the non-governmental organizations - all in one place. In addition, all information on the portal is contributed by the young people themselves, i.e. “YOUNG PEOPLE FOR YOUNG PEOPLE”. At the same time, a communication network through social networks (FB, IG, TikTok) is in place and works in connection with the portal.","In the frame of the European Year of Youth, the aim of which is to promote youth dialogue and to empower young people, we have decided to update our mlad.si portal. The new portal brings together all key information for the young people in one place. Users can find everything they need for their life from birth to adulthood, including links to technical procedures, applications, entries, tenders and other information important for the life of a young person.
The portal is the first communication channel connecting the non-governmental and the governmental sectors with content for the young people. Since it is created by young people themselves, with the support of the Office of the Republic of Slovenia for youth and the editorial office, which is managed by the contracter - the office Mreža MaMa (Youth network MaMa), all the information is presented and given in a youth-friendly way.
In addition to key information on employment, education, housing, starting a family, young people can find a lot of information on how to get active, how to participate, how to find a youth organization or event in their region that they can attend.
The goal of the new portal is to attract as many young people as possible, with the aim of better informing them, greater familiarity with public affairs and examples of good practices that come from all over Slovenia. Young people can connect with each other, network, communicate, share their stories and learn along the way.
Many stakeholders benefit from the new portal. First and foremost, young people are users as well as collaborators which enebles them to learn from the experience. In the second place, it is the Government of the Republic of Slovenia and the non-governmental sector and youth organizations, which can daily publish all measures, plans, events, tenders and other information important for young people.
The editorial board of the portal and the Office of the Republic of Slovenia for Youth, as co-announcers of the portal, with the inclusion of all social networks and promotional activities anticipate young users to increasingly use the portal and accept it as a central communication and normative centre for themselves. Through the portal as during the Covid epidemic - we will intensively inform the young public about all online events that replaced live events. We expect that young users will receive all necessary information faster and in a more pleasant way thanks to the portal.
The project of the new portal was in the process of creation for almost a year, a wide group of people participated in it, both from the government and from the youth organizations as well as experts in communication and portals creations. The team took into account the key acquisitions of the former portal and upgraded it with modern technological features that guide young people without unnecessary time-consuming searches and too many clicks. It is designed very simply, without unnecessary ""decorations"", and the internal structure of the portal is more interconnected, as articles and categories are interconnected at every level. With the update, we have given each organization its own access which allows them to easily enter the content themselves.
As a comparison, we used an overview of similar EU portals, but we did not see the kind of integration that mlad.si has in any of them. The main method in the development of the portal was a dialogue with those involved, especially the youth, in order to find out what kind of portal the young people want. We accessed them through youth organizations with which the Office of the Republic of Slovenia for Youth cooperates.
With the preparations for the new portal, we also established a new concept of social networking and TikTok in order to reach as many young people as possible. For this purpose, we also allocated financial resources for the promotion of the most important publications.","a:4:{i:0;s:3:""184"";i:1;s:3:""876"";i:2;s:3:""338"";i:3;s:3:""190"";}","There are many portals with content for young people, but they are all narrowly focused on a specific content. No portal in Slovenia covers all areas that affect the lives of young people from birth to adulthood. Only mlad.si is editorially conceived as a national portal that covers European, national, local and regional topics. The Office for Youth is the only government body that has such an extensive communication network for a specific population, which it addresses through its many communication channels, together with the official government website.
In addition, the portal is different from other portals because it encompasses all cross-sectoral policies and is a Junction – a Crossroad of Youth, as it brings together young people and those who decide on their future. Moreover, the very essence of the portal is that it is created by young people, who forward their voice. The portal has communication support on social networks, and with this we reach different young people.","a:1:{i:0;s:10:""evaluation"";}","Mlad.si is a crossroad of the formal - institutionalized organizations, such as ministries and municipalities, and the informal sector, which enables young people to be more involved in society. With this aim, the team of young people (young correspondents) are currently at the point where they themselves are creating the portal, preparing the content and inspiring other young people to actively participate in society and gain experience.
In response to changes in society, we had a launch of the first podcast in September, as we are aware that the young people read less and less, but like to listen more. We upgraded the portal in the direction of the digital content, but still kept the power of the written word so that young people will recognize the importance of reading and obtaining information. We are at the point of gaining regular readers through posting more content on the portal and on our social media platforms.","Young people were involved in the innovation process of mlad.si as a central communication portal and they themselves established the content structure and matrix of the portal. The portal was designed based on responses of the young people through the field work, who expressed the need for all the information gathered in one place. The portal was designed by young people and its content is also being created with the support and editing of the non-governmental organization Youth network MaMa.","
- Innovation affects young people, as they get the necessary information from the portal.
- Secondly, it influences decision-makers who, with increased flow of the information and the continuous communication with the young people, are more aware of the young people’s voice.
- Thirdly there are the civil society organizations, especially those which work for and with the young people, because in this way their work is significantly more recognised by the young people as well as the decision-makers.
","We monitor the growth of views, users and followers on a daily, weekly and monthly basis. With the innovation itself, views of the portal increased by 30%. In 2021, we recorded an average of 1,900 users and 15,000 views per month. The methodology we use for monitoring and recording is Google analytics and Social Networks.
Since the launch of the renovated portal we have noticed an increase of interest from the young people to create content and collaborate as correspondents, thus realising the value of the portal when it comes to gaining valuable and meaningful work experience as well as informing their peers about the many opportunities available to them.
The main effects of the portal will be seen mainly in the increased awareness of the young people and the use of the portal as a central information and communication portal. The MaMa network, as a network organization of 90% of youth centers throughout Slovenia, has insight into the field, and we will measure the response directly.","We encountered no challenges with the innovation, as the portal has been in existence for more than 10 years and was under the mentorship and the commitment of the young people; the innovation came into life without any problems. The challenges we encountered were mere of a technical nature, which we solved together with the team of programmers.","The success of an innovation such as this requires, first of all, human and financial resources, as well as the personal mission and values of those who work and create the innovation. Dedication, motivation and clear ownership of the people involved is also a basic requirement as well as the research of the media and a thorough understanding of the social networks operations.
With this aim, we include young people from the field of communication and journalism in the concertation of the portal. This way we enable them to strengthen themselves and acquire skills in their profession, with the guidance of experts in the field.","Our innovation can be used by smaller agencies, organizations or the government, to either find, contribute or disseminate information on the local, regional and national level, because we offer reliable information for the young people and the decision-makers in one place.
Since the portal and its content is created by youth from all over Slovenia, decision makers can use it to gain insight into the needs of youth in Slovenia, and can provide opportunities for youth, as well as shape youth policies based on the information gathered.
On the Crossroad of Youth, we create a story behind which young people stand We are a portal that survived for 10 years through creation by young people and under mentorship, also with the support of civil society and organizations that work for young people.","The experience we would like to share is that, when creating a portal for the young people, it is crucial to involve them in every step of the process. In this way, not only you create something based on their needs, wants and habits, , but you give them a meaningful experience where they can learn about the innovation process, gain new skills and feel empowered, because their voices are taken into account. Above all, consistency, research of other (similar) portals and media space is important.","The most important experience with innovation is that young people are included in all spheres of societies, organizations and work processes, so synergies are created and formed between young people and the elderly, and in this way new intersections of the youth are created. We achieved this by involving young people in the co-creation of the portal, as well as creating new opportunities for the young correspondents to be involved in the portal.
Youth voices matter, and not just in the European Year of youth, it is important to listen to and acknowledge the needs of youth, as well as involving them in all steps of the process. Only in this way can we make sure that the innovation truly serves them, and that from using it they can gain information as well as opportunities.","a:4:{i:0;s:5:""33302"";i:1;s:5:""33303"";i:2;s:5:""33304"";i:3;s:5:""33305"";}",,https://vm.tiktok.com/ZMF8c43eu/,https://vm.tiktok.com/ZMF8cbjTW/,https://vm.tiktok.com/ZMF8cmUhJ/
33326,"Challenge Tenders - An innovative method of implementing digital solutions to solve urging health problems",https://oecd-opsi.org/innovations/challenge-tenders/,30/09/2022,"Ministry of Health",Israel,central,"a:1:{i:0;s:6:""health"";}","Challenge Tenders - An innovative method of implementing digital solutions to solve urging health problems",,2021,"Challenge tenders are a new model designed to solve urging needs of the health system which usually aren't attractive enough for the start-up industry to engage in, such as fall prevention among elders, improvement of geriatric care in long term facilities and others. In order to attract digital based solutions to enter the health system, we initiated an innovative method of intervention which allows quick testing of technologies in health organization with MOH support for fast proven outcomes.","Challenge tenders are an innovative initiative that offers a different than usual solution to the health system's needs. Although Israel is well known for its startup nation abilities in different domains and health is a major one of them, innovative digital solutions often don’t succeed in entering the Israeli health system, especially when dealing with less attractive needs, such as nursing elders in long term institutions, prevention of falls in elder, etc. The MOH understood that in order to answer these urgent needs we need to intervene and actively bring the startups into health organizations to test if their technologies can solve such problems. We understood that by supporting pilots with digital solutions to our burning problems and measuring their outcomes, we can achieve fast results and later support larger implementations. Unlike classic governmental tenders, challenge tenders allow an innovative approach to solving burning issues in our health system.
We define our problem, usually a problem which isn’t attractive enough for the startup ecosystem to intervene by itself, and we allow companies to offer different digital solutions, from different domains, in order to solve our problem. We do not limit the number of solutions and we encourage as many different solutions and technologies to apply. After receiving all applications, we start the screening process which is very meticulous and combines quality and cost measurements in order to choose the best solutions for pilots. The selected solutions are fully funded and accompanied by the MOH in executing a pilot in a health organization (usually an HMO or a long term care institution). The funding is given through all the pilot's stages for support of licensing, developments and necessary adjustments of the product to the health organization.
The pilot is executed in a health organization for 6-12 months in which the product is being tested for efficiency, clinical results and compatibility with work flow. In this period the health organization is measuring the outcomes of the pilot in order to establish whether it meets its needs and solves the problem we defined. This collaboration between a startup, a health organization and the regulator in order to test a technology that can solve a major problem in the health is a new, groundbreaking method that eventually will lead to embracing new, innovative technologies into our health system allowing it to be more efficient, more valuable and produce better clinical outcomes for patients.
Our first pilot executed this way was in the field of fall prevention of elders above 65. Falls are one of our most urgent concern regarding elders being the 6th cause of death among elders. Elders who fall are more likely to deteriorate physically and mentally and consume more health services (ER visits, hospitalization and medication consumption). In the challenge tender dealing with falls among elders we defined the problem as preventing falls among elders over 65 and asked startups to suggest solutions and technologies that prevent falls. We were looking for technologies which actually help prevent falls and not just sensors or smartwatches with only monitoring abilities. We received a few dozens of solutions from which we chose two technologies to test in health organizations.
One of these two technologies was an evidence-based digital-therapeutic solution for customized motor-cognitive training, walking rehabilitation and fall prevention named ""GAITBETTER"". Maccabi, the second large HMO in Israel was chosen to be the pilot's test site and alongside with the physical care department of Maccabi and the MOH, we initiated a 6-months pilot intervention. The pilot involved 200 elder patients that were considered in the 'medium –to high-risk' category for falls. They participated in a 15-visit training program averaging 40 minutes per visit, for 6~7 weeks. The trainings included multitasking exercises involving negotiating virtual obstacles, while attending to cognitive demands. 7 GaitBetter’s systems were added to existing treadmills in six clinics. Comparing 6 months before and after intervention, the results were magnificent. 71% reduction in number of falls and major improvements in fall predictive measures (Fall Efficacy Scale, Timed Up and Go and Berg Balance Scale), results achieved despite the challenges of running the pilot during COVID-19. Following the successful pilot, Maccabi rolled this system to dozens of sites throughout Israel, making it available to its relevant patients.
Such pilot wouldn’t have been executed without our initiative and our focus on such an important health problem, fall prevention of elders. This urging need to prevent falls wasn't an attractive enough issue for the ecosystem of health organizations and digital industry to try and solve without our incentives, but once the challenge tender allowed it, it turned out into a successful pilot and a large scale implementation.","a:6:{i:0;s:3:""615"";i:1;s:3:""211"";i:2;s:3:""876"";i:3;s:3:""614"";i:4;s:3:""317"";i:5;s:3:""354"";}","Challenge tenders are an innovative way of addressing burning problems in the health system (such as fall prevention among elders). While traditional tenders seek to find the best of a few given solutions, challenge tenders describe a burning problem without stating the desired solution. Companies with different solutions can submit their technology as a potentially solution to the problem. By allowing companies to offer their solutions we are exposed to a wide variety of different technologies and different solutions and services that can potentially solve our problem. This challenge tender method allows us to be more open to solutions and technologies we may didn't even know exist that can answer our problems. The method of funding and co running a pilot alongside a health organization in order to examine the technology and how it is executed in the health organization, allows us and the health organization to fully measure outcomes, usability and weather the problem is being solved","a:1:{i:0;s:9:""diffusing"";}","Our first challenge tender pilot was in the field of fall prevention among elders. We chose an evidence-based digital-therapeutic solution for customized motor-cognitive training, walking rehabilitation and fall prevention and ran a successful 6-month pilot in the second large HMO in Israel which gave wonderful results, mainly succeeding in preventing falls by 71%. Seeing how well the pilot turned out we chose the next field of intervention, improving treatment and care in long term facilities. This Is also a field in which innovative technologies have a hard time entering due to lack in resources, market failure and speed issues. We called the technological industry to find digital solutions to the urgent problem of improving care in long term facilities by improving documentation of care, streamline patient care and the work of the overly worked caregivers and reduce their reliance on paper and manual reporting instead of digital tools. Our next step is to incentivize implementations","The challenge tenders are a collaboration between a start-up, a health organization and the MOH. The start-up, the technology owner, is responsible for testing it in the health organization and making adaptations to the health organization's needs. The health organization is the pilot's site. It brings patients who test the solution and clinicians who design it to their and their patients' needs and measure its outcomes. The MOH brings funding, regulation and project management specialists.","The main beneficiaries of the pilots that challenge tenders made possible are patients. By using this unique model, we were able to choose different solutions, some of which we didn't know exist. In the fall prevention challenge tender, we were able to choose a solution that was added to existing treadmills in physical therapy institutions, adding a fall prevention aspect to the given treatment. The successful pilot turned into a large implementation affecting thousands of patients.","The first outcome using the challenge tender method was in the field of fall prevention among elders. The product we chose was designed to train elders, as part of their physical therapy sessions, and prevent them from falling. The pilot, involving 200 patients considered in 'medium-to-high' risk category who received 15 sessions of training over 6-7. The results after comparing 6 months before and after intervention showed 71% reduction in the number of falls; 46% reduction in ER visits; 34% reduction in hospitalization days; 28% reduction in FAS; 19% reduction in TUG. These amazing results led to deployment of this solution to dozens of sites throughout Israel. An enormous focus is being put on measuring clinical, usability and financial outcomes in order to value impact. We expect that by giving incentives to health organizations to conduct pilots and measure outcomes, technologies with great impact will be implemented into our health system and solve concerning problems.","The first challenge in executing a challenge tender is choosing the problem we want to address. There are many health needs and problems in our health system and in order to choose a solution that has great impact we need to a well define the problem. We chose to focus on fall prevention and on improving care in long term care facilities. These both 2 topics are one's that innovation and technology have a hard time entering to due to market failure, lack of resource and time issues. Then there is choosing the digital solution from a variety of different solutions in different domains of intervention which enters the tender. We need to make sure that we choose a solution that actually prevent falls, that is clinically tested and that has a high chance of being adopted into the health system. For that purpose, we assembled a committee composed of both clinicians from the MOH, geriatric experts and project management experts, which had to choose the best digital solution for the pilot.","I think first of all it is important to challenge ourselves and come up with 'outside the box' thinking. We took traditional tenders and by adapting ourselves to the needs of the health system, came up with a different method, challenge tender, in order to answer needs of the health system which weren't being answered (prevention of falls, geriatric institutional care). Then we need to create a high enough incentive for start-ups to submit their technologies. We need to create a collaboration between the start-up, a health organization and the MOH strong enough in order for the pilot to succeed, answering each party's needs and demands. We need to put together a team, a management and professional team from the MOH and a management and professional team from the health organization to establish the guidelines for intervention and the success measurements. Also we need to fund all pilot's aspects and provide a road map for future scaling and implementation if the pilot succeeds","After a successful fall prevention pilot, we took out a challenge tender seeking ways to improve geriatric care in long term institutions. Caregivers in geriatric institutions have very high workload, poor digital skills, language barriers sometimes even illiteracy, they have a very high turnover rate, high reliance on paper instead of digital tools and low reliable documentation abilities. These all, lead to gaps in continuity of care and have high impact on patient care. We asked the start-up industry to offer digital solutions to these urging problems and received a few dozens of solutions. We chose a digital icon based app that enables caregivers to replace manual reporting, that streamlines their work and has an interface with patient EMR. This pilot turned out to be very successful and we now give incentives for geriatric institutions to implement such solutions. This type of challenge tender has the potential to be replicated for other urging problems in the health system.","There are a few lessons I would like to share. First, not to be afraid to try and do things different than before. Even strict fields like governmental tenders can transform and be a bit more flexible if we think 'outside the box'. The second lesson is not to limit yourself to what you know. We knew many digital solutions to many of our burning problems, and still, we were surprised to learn how many good solutions there are out there that we didn't know. By only defining the problem and allowing the start-up industry to offer different solutions from different domains, we eventually chose to test and pilot wonderful solutions we may have never even knew existed. Third, collaboration is the key to successful outcomes. Without the engagement of clinical teams, project management teams and IT, from the MOH, the health organization and the start-up, we wouldn't have been able to reach such fast and great results. And last lesson, but not least, Try, maybe you will even succeed!",,,"a:1:{i:0;s:5:""33512"";}",,,
33327,"Singapore's National Digital Identity - Singpass",https://oecd-opsi.org/innovations/singpass/,30/09/2022,"Government Technology Agency of Singapore (GovTech)",Singapore,central,"a:1:{i:0;s:11:""information"";}","Singapore's National Digital Identity - Singpass",https://www.singpass.gov.sg/main/,2020,"As more services digitalize, there is a need for high assurance digital identity; to empower our citizens to transact digitally by providing them with a convenient and secure digital identity; to digitally enable government and businesses to digitalize their operations and capture new opportunities by providing a series of trust services in the form of APIs; and to create an ecosystem of trust so as to promote trusted data flows. Citizens, government, and businesses have benefited from Singpass.","Singpass, Singapore’s national digital identity (NDI), is the cornerstone of the country’s Smart Nation vision. As a foundational digital infrastructure, NDI has created endless possibilities for government and businesses to provide innovative and user centric digital services, basing off APIs made available by NDI.
What started off as an identity and access management system for government services, has grown into an ecosystem of products and services adopted by 97% of the population who are at an eligible age to use Singpass. This is possible because the team tirelessly focus on users’ needs, prototype, and improve the product offerings iteratively.
Login; verifies users’ identity online in a secure and trusted manner when transacting online. The initial problem to solve was to ensure secure authentication, while not overburdening the user with multiple user ID and passwords to remember. The Singpass app was introduced to hold a soft token within the users’ mobile device. Users will secure the access through authentication methods consistent with how they would unlock their phone. When users want to access services on any device, a QR code will be presented to them, where they can scan the QR with Singpass app for authentication. Today, Singpass is used by about 2,000 services from both public and private sector. Enabling users to access transactional services seamlessly in a secure manner.
Myinfo; consolidates data that government have of users from various single source of truth. These data are released to public and private organisation based on the respective users’ authorisation. The product started with the objective of users having to only “tell government once” when updating information. This brings substantial conveniences to users because they no longer have to update agencies individually (e.g. change of postal address). Since these data are verified by the government, users can choose to apply these data (with their authorisation) when they transact with the private sectors. This has significantly simplified customer onboarding for private sectors. For example, with Myinfo, banks are able to complete the KYC process automatically. This saves banks about $50 per transaction and has reduced transaction time by about 80%. User satisfaction of these services has also improved noticeably.
Identiface; provides a stronger method of authentication by matching users’ selfie captured during transaction with the latest enrolled facial image recorded with the Immigration and Checkpoint Authority. With robust presentation attack detection, Identiface has been used for secure onboarding of users to Singpass app. This has reduced waiting time by about 10 min. Identiface was recently used in collaboration with banks to disburse money to unbanked beneficiaries of various government support schemes through ATM.
Verify; enables users to release verified data when performing in-person transactions. The benefits of Myinfo have inspired the team to provide equivalent service in a physical setting. By scanning a QR code or tapping on the NFC device, data can be released to the relying party with the users’ authorisation. This replaces the need for users to have to prove their identity by showing their identity card at counters. Only required information is released in a privacy preserving manner.
SafeEntry; During the recent pandemic, Verify was pivoted within a short period of time to support contact tracing. Visitors to buildings used to have to pen down their contact details in a logbook where Ministry of Health (MOH) will use it to reach out to people who may have been in close contact with a patient who has recently visited the premise. With SafeEntry, visitors just have to scan a QR code as they enter the building. Data is stored away without requiring any staff to handle. When needed, MOH was able to retrieve the contact details immediately, without having to send someone down to collect logbooks.
Sign; seeks to digitalise transactions that still require wet ink signature by providing secure electronic signature capabilities for all Singpass users. Working with the ecosystem of document signing applications, Sign with Singpass allows users to apply signature on e-documents using their preferred third-party digital signing tool that are compatible with Singpass and compliant with Singapore’s Electronic Transactions Act.
Notify; provides a platform for government to reach out to citizens quickly and securely. Messages from various government agencies can be pushed to users through the Singpass app. They are classified in a user centric manner so that it is easy for users to differentiate which are those that require action, and which are those that are informational.
A study done with Deloitte projected that Singpass suite of products is generating an economic impact of about $385 million. It is assessed that when fully adopted, it can potentially deliver an annual economic impact of over $1 billion.","a:3:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""612"";}","Singpass aims to provide growing opportunities for digitalization and value creation to the everyday lives of residents and businesses by enabling end to end digital transactions.
What make Singpass innovative is that we managed to:
1. create an ecosystem of trust that has enabled other public and private organisations to rely on and further innovate to deliver wonderful services to users.
2. build a product platform that can iterate rapidly to meet evolving needs within a very tight timeline (SafeEntry to support contact tracing)
3. eliminate the need for multiple online identities and passwords, through the use of Singpass authentication methods (Login, Identiface, Verify)
4. empowers users with greater and more convenient access to their own data, allowing personal and corporate data to only be shared upon explicit consent using Myinfo
5. Enable trust services through digital signing, remote authorisation of transactions and digital credentials stored in a digital wallet.","a:1:{i:0;s:9:""diffusing"";}","Ever since Singpass rolled out the various Singpass APIs (e.g. Myinfo, Face Verification), we see a steady growth for adoption of both public and private sectors adopting the Singpass APIs services. We are working closely with them to gather feedback in order to improve our products in the next iterations. Besides the key sectors (i.e. financial, healthcare, social sectors) adopting Singpass APIs, we intend to expand on more use cases to maximise the economic impact.
Besides gathering feedback from public and private sectors, the team also keep track of the comments from citizens regarding their user experience with Singpass. We keep a conscious effort to continue talking to users to understand their needs, collecting data and iterate to improve.","Singpass has partnered many organisations in across multiple sectors, specifically the financial and healthcare. These sectors have adopted the Singpass platform, a common and universal digital identity that is of high assurance. Our adoption and partnerships extend beyond our shores and out towards our goal for cross border interoperability. We are working with several other countries such as Australia and the UK to collaborate and work towards mutual recognition of each nation digital identity","With Singpass, citizens and residents are able to transact with both public and private sector conveniently and securely online with a single digital identity. They are also able to access their documents and credentials through the Singpass app document and identity wallet respectively. Both public and private sectors are able to focus on their core business by adopting Singpass APIs. For example, organisations need not maintain their own authentication systems by leveraging on Singpass Login","Singpass has largely impacted organisations, since on-boarding to Singpass APIs, businesses have reported:
• 97% usage by eligible residents
• 80% reduction in transaction time for digital transactions
• 10 mins reduction in waiting time through the use of Singpass Face Verification.
• up to S$50 savings for financial sector companies to acquire each customer online using Singpass Myinfo
• 15% increase in approvals due to better data quality
An independent study done by Deloitte has estimated the current economic impact of Singpass to be $385 million. What is even more exciting is that the potential economic impact can be above $1 billion, when new and existing product and features have been adopted by various sectors.","Data privacy and protection is a key principle when designing Singpass. While fulfilling the need for expediency and easy to use digital services, we ensure that it does not undermine the trust that the people have given us. In tackling this challenge, the team works closely with Singapore’s Personal Data Protection Commission to ensure the trust and safety of the data being used. The Singpass team has taken to heart the culture of consent, in giving the control to the individual to decide whether or not to give access and control of data.
With the rising rate of scams, this is an area of challenge that Singpass is currently facing. We are continuously improving our security posture and at the same time, pivoting our operations to prevent scams and respond quicker when scams take place.","There must be value for all parties relying on Singpass, where there’s useful features and digital services from both public and private sectors relying on our platform; and there is sufficient reach to the consumers to make it worthwhile for these organisations.
There’s need to be trust, trust in the Singpass platform, trust that the platform is reliable and trust that citizens’ privacy is being preserved when using the platform.
We have challenged ourselves not to leave anyone behind. We’ve identified many different user groups and edge cases that we needed to design for, not just the tech-savvy majority. The team has been making extra effort to co-create with the elderly and people with disabilities, whether permanent, temporary or situational. We are working with various government agencies to recruit seniors/elderly with a passion for technology to be our ambassadors, to help build digital literacy among seniors and other less digital-able groups in their communities.","Singpass enabled COVID-19 contact tracing through SafeEntry. SafeEntry was rolled out within 3 weeks and enabled across 200 thousand venues islandwide with over 300 million transactions each month. This allowed residents to go about their daily lives.
Singpass was also extended to SGFinDex – Singapore’s opening banking data ecosystem. It is the world’s first public digital infrastructure that allows a person to sign-in using his national digital identity and provide consent to obtain his financial information from different financial institutions and government agencies. This allows residents to consolidate their personal balance sheet securely and conveniently from our major banks, stock exchange and major life insurers.
And also subsequently to SGTraDex, a data highway which enables digitalization of the supply chain industry and by enabling stakeholders to “plug and play” to exchange data in a secure environment which optimizes planning and decision making in the ecosystem.","The technology and trust landscape are ever evolving, from our experience, we observed that is it beneficial when share and learn from technology partners, our partners who are relying on our services and also other government counterparts.",,"a:1:{i:0;s:5:""35485"";}",,https://youtu.be/zacNBxADPH4,https://youtu.be/rUZf1ZcB0NY,
33334,PesaYetu,https://oecd-opsi.org/innovations/pesayetu-sa/,30/09/2022,"Code for Africa","South Africa",regional,"a:1:{i:0;s:11:""information"";}",PesaYetu,http://pesayetu.pesacheck.org/,2022,"In Kenya, it remains difficult for both watchdogs and citizens to understand how financial resources are utilised since it decentralised services from national to county-level governments in 2013.
PesaYetu is a data visualisation website designed to easily explore, interpret and report on budget-driven stories affecting counties. The primary audience is researchers and journalists who want to empower citizens at the county level to engage their leaders on issues concerning policy and governance","The Kenyan Constitution creates two levels of government - national and county governments, each with distinct functions. The national government has broad powers and policy setting duties over functions such as foreign affairs, use of international waters and water resources, immigration, transport, communication, national defence and internal security.
The county governments are responsible for providing a number of localised services, including agriculture, primary education, public amenities, cultural activities and healthcare. The county governments receive budgets and funding from the national government in order to implement their activities.
Each of the county governments develops and releases a County Integrated Development Plan (CIDP) at the start of its 5-year term. The CIDP guides all public spending for the next five years.
However, corruption and misuse of funds in county-level governments is rife and the public isn’t equipped with the financial knowledge to hold them accountable. This is because the county financial data is haphazardly reported across many documents and in many different formats.
PesaYetu changes this by liberating county-level budget data and collating it into a single, cohesive open data platform to make government activities transparent and accountable. To create the datasets for the platform, budget PDFs were scraped, cleaned, tabulated and loaded onto PesaYetu which uses HURUmap, an open-source, ‘plug & play’ toolkit for embedding interactive data visualisations. Each dataset was analysed individually and the best chart type to visualise it was chosen.
While the tool can be used by the general public, its core audience is researchers and journalists who can use the budget information to shape data-driven reporting that in turn informs and empowers citizens to hold county governments accountable.
As the majority of the public relies on radio stations as their main source of news and information, alongside the development of the tool, 56 reporters at 14 grassroots radio stations across 8 counties were trained on data-driven reporting with a focus on budget and development issues in their county.
The pilot phase of the project focused on 8 Kenyan counties but will be expanded to all 47 counties and will be continuously updated with the latest data. This means that the project has the potential of impacting millions of citizens in Kenya.
While the initial focus of the project was Kenya, mismanagement of public funds is not a uniquely Kenyan problem. Many other countries in Africa experience the same challenges with government transparency and accountability. In the next 5 years, we plan to deploy similar projects in Uganda and Ethiopia. The data, visualisations on the platform are used in storytelling which is amplified across news websites and social media.
PesaYetu’s is open source and is available on GitHub for anyone to replicate and adapt to their local context.","a:6:{i:0;s:3:""194"";i:1;s:3:""181"";i:2;s:3:""611"";i:3;s:3:""184"";i:4;s:3:""621"";i:5;s:3:""617"";}","For the first time, citizens, researchers and journalists could go to one single portal to access county-level data which was tabulated and visualised in an easy to digest format.
The site has many key features to help spur the adoption of data-driven digital journalism and to improve local evidence-driven analysis and multimedia reporting on development issues.
These include:
- an interactive map showing which counties data is currently available for
- a searchable archive of the documents and datasets used to power the site
- a stories section that collates links to the data-driven pieces that journalists from the training programme have published
- a rich data function to visually explore the data
- a pin-and-compare function where users can select and compare the data for two counties
- download and share functions for the charts to enable wider sharing and dissemination of the data
","a:1:{i:0;s:9:""diffusing"";}","Status: Diffusing Lessons. PesaYetu (https://pesayetu.pesacheck.org/) launched in April 2022 and is available for public use. We are regularly updating the platform with new datasets.
As stated previously, PesaYetu is open-source and available on GitHub (https://github.com/CodeForAfrica/PesaYetu) so that other organisations can reuse the tool in their local contexts both elsewhere in Africa and anywhere in the world. Open-source software and data is a key pillar of Code for Africa’s work as we believe it is a vital part of any civic tech innovation that seeks to empower citizens.
As mentioned earlier, we’re also exploring ways in which we can replicate the tool in other countries such as Uganda and Ethiopia .","PesaYetu engaged:
- Data partners: The Kenya National Bureau of Statistics and The Council of Governors, Kenya
- Funding partners: The Federal Ministry for Economic Cooperation and Development (BMZ)
- Civil society: Kenya Community Media Network (KCOMNET), Catholic Media Council
- Newsrooms: Amani FM, Baliti FM, Bus Radio, Ekialo Kiona, Ghetto FM, Koch FM. Mtaani Radio, Mwanedu FM, Pamoja FM, Radio Domus, Radio Shahidi, Ruben FM, Serian FM and Wajir Radio
- Counties government
","Key Stakeholders include:
- Newsrooms: 14 community radio stations and media partners used the data provided and training received on PesaYetu to produce 262 data journalism content pieces.
- Citizens: Through both the tool and the stories produced, citizens are empowered to understand their county’s development agenda and participate in political decision-making.
- CSOs, i.e. KCOMNET: received capacity building on tools to promote transparency on budget allocations through local media.
","PesaYetu has created data transparency for the development schemes of Kenyan county governments making the data accessible and available to citizens, key development agencies/stakeholders, politicians, administrators, NGOs and other media etc.
Using the data from PesaYetu, data journalism pieces and fact-checks were published on topics around agriculture, health, infrastructure and education.
A total of 262 content pieces were created using the data from PesaYetu. Of these:
- 33 were long-form journalistic stories
- 59 were radio reports
- 170 were social media stories shared on Facebook, Twitter and WhatsApp.
According to Google Analytics, since April 2022, PesaYetu received a 65.28% engagement rate.","Covid-19 had a major impact on the implementation in terms of training the radio stations, which were planned to be in-person, but had to pivot to digital-first. This became a unique chance to transform in-person materials into content suited for online formats, such as WhatsApp.
Many media beneficiaries were financially stretched and understaffed so were unable to ‘release’ their staff for long periods to undertake trainings. Due to the pivot to digital training, the materials could be consumed asynchronously, relieving the pressure on the newsrooms to attend every session.
The data was messy and complex. Each county reports their data differently. Budget figures didn’t add up and there was no metadata available to verify abbreviations. Granular data wasn't straightforward to clean and visualise. To make fuller sense of the numbers and to standardise reporting, our data scientists were required to dig deeper to cross-reference findings by searching through a range of publications.","A number of conditions are required including standardised data; human and financial resources; and government buy-in.
Governments and their agencies must provide timely and well-structured data. In Kenya, data sets are supplied at the county level, but the national government can support the process by defining standardised reporting criteria to be used. Reporting bodies can supply granular data.
Collating data into meaningful sets and maintaining that tool code is time and cost-intensive. Healthy, consistent funding is key to not only implementing but maintaining such a tool.
The true power of the tool is in holding elected officials accountable for their use and misuse of public funds. To truly be effective, the tool needs buy-in at both the county and national government levels with effective law enforcement practices that uphold a free, open and fair government.","The code for PesaYetu is open source and available to the public on Code for Africa’s GitHub (https://github.com/CodeForAfrica/PesaYetu). This means that anyone can use the source code and replicate the platform.
At Code for Africa, we believe in reusing and reworking our tools to develop new tools. We foresee ourselves in the future using the HURUmap, the underlying infrastructure, to build tools with different themes.","Inconsistencies in the data was one of the main challenges for this project. In order to make fuller sense of the numbers and to standardise reporting, our data scientists took longer to cross reference findings by searching through a wide range of publications.
While we were aware the data needed for this project may be messy or difficult to find, we underestimated just how complex the data sourcing and cleaning would be. The project took a total of 18 months to complete against our initial estimate of six months. The lesson here is to create project buffers for data collection and to ensure you have sufficient financial and human resources to complete the work.
In addition, it was important to focus on a pilot group of counties (eight of the 47) to ensure a robust, bug free tool before rolling it out to all counties and other countries. This helped us to deliver quality with the potential to scale.","We invite you to take a look at the website: https://pesayetu.pesacheck.org to see the project in action.","a:2:{i:0;s:5:""33328"";i:1;s:5:""33333"";}",,https://www.youtube.com/watch?v=MFKCgET-QpQ,https://www.youtube.com/watch?v=MFKCgET-QpQ,https://www.facebook.com/CodeForAfrica/videos/need-dataviz-for-your-storyget-it-at-pesayetu-this-new-tool-created-by-code-for-/684218589457324/
33336,"Busan Port for a Sustainable World",https://oecd-opsi.org/innovations/busan-port-for-a-sustainable-world/,30/09/2022,"Busan Port Authority",Korea,other,"a:1:{i:0;s:9:""transport"";}","Busan Port for a Sustainable World",,2021,"The Busan Port Authority (BPA) has completed the two innovative projects utilizing the features of sea port, one is ‘piezoelectric power generation system’ and the other is ‘construction wastes recycling project’. Both the piezoelectric power and the recycled construction wastes have been assessed not only to contribute to the improvement of environment, but also, to reduce construction cost. The BPA plans to share the gained outcomes of those projects with other domestic and foreign ports.","Amid growing concerns about environmental pollution and the exhaustion of resources, the Busan Port Authority (BPA), managing and operating the Busan Port, has spared no effort to continue the internal and external discussions and technological innovations for a sustainable port. In the process, the BPA has conducted two eco-friendly innovative projects, one is the adoption of piezoelectric power generation system’ and the other is the recycling of construction wastes.
The first innovative project, the ‘piezoelectric power generation system’ is a system that uses harvesting modules to convert and store electric energy from the pressure and vibrational loads imposed by wheels of trucks passing above the system before the gate of container terminals. At the end of 2021, the BPA established the goal of technology development, and set technology development into full swing based on the cooperative scheme with technology developers and port operators in private sector. In the year of 2022, as the first phase, the prototype of the piezoelectric power generation system has been successfully developed. The pilot project for testing the durability of the module and the amount check of generated electric power was completed as planned by joining the two local container terminal operators in the Busan Port.
According to the result of test, the prototype module of a piezoelectric power generation system installed at one gate of container terminal is expected to generate 45 MWh/a year, which is the amount equivalent to the power use of 125,000 households in Busan every year. If the modules are to be installed at all the 47 terminal gates in the Busan New Port, it is expected to generate 2,115 MW in total. That reduces CO2 emissions by 936.522 tCO2eq annually, which is the same effect as planting about 150,000 pine trees. BPA will donate part of the profit from the power generation to nearby fishing villages and local communities.
The second innovative project is the ‘construction wastes recycling project’. The BPA has established a resource circulation system that reuses waste concrete and asphalt concrete for port construction projects. This innovative project had been started from the ideas that a huge amount of aggregate is, in general, needed for port construction projects, and the share of construction waste in the total wastes is very high as much as 44.2% in local. Wasted aggregate, which is reprocessed to a concrete following the high-quality standard, is planned to be used in the ongoing six construction projects in the Busan New Port, port hinterlands, and port redevelopment sites.
To date, the BPA has used 159,347 cube meters of circulated aggregate and 15,545 cube meters of circulated asphalt concrete, leading to an expected budget reduction of 4.06 billion KRW and additional environmental benefit of 7.6 billion KRW. The BPA signed an MOU with the Korea Construction Resources Association and Korea Construction Resource Mutual Aid Association in December 2021 on port construction with resource circulation for ESG management practice. Based on the MoU, the joined parties will cooperate in aggregate circulation quality management, technology cooperation, and the expansion of usage of circulated aggregate.
The guideline contains comprehensive standards for the usage of circulated aggregate, quality management, training and rewards, and so on. The BPA is also making efforts to share with other government-owned companies such as Korea Water Resources Corporation what they have learned and achieved. Its sweat had been rewarded. The BPA had been designated as the Prime Minister’s Award winner for the success of exemplary case using circulated aggregate in September 2022. Through those two innovative projects, the BPA’s status, not only, as the world’s 2nd busiest container transshipment hub port, but also, as the possibility of sustainable eco-friendly port has been reconfirmed across the country.","a:6:{i:0;s:3:""317"";i:1;s:3:""178"";i:2;s:3:""217"";i:3;s:3:""876"";i:4;s:3:""211"";i:5;s:3:""194"";}","Project 1. Piezoelectric Power Generation System. The BPA took note of the features of the port that numbers of cargo trucks entering the port. They are constantly entering the container terminal 24/7 and are heavy enough to make vibration while driving. Most of all, they slow down their speed while passing the gate of the container terminal. Technicians can expect similar amount of speed and pressure and similar numbers of cars which enables to make stable electricity power generation.
Project 2. Recycling of Construction Wastes. The BPA, among the state-owned companies in the country, had “firstly” enacted the guideline with an aim at promoting of usage of circulated aggregate and facilitating the use of recycled aggregate for construction projects even though that are not subject to mandatory use by law. On top of that, the BPA put efforts into maintaining the quality of the recycled resources by setting the guideline above and educating staffs and partner companies.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","1. Piezoelectric Power Generation System: Evaluation Phase. The total project period is three years (2022-2024). The goal of the first year is as follows: (i) Designing the energy harvest module (Making a prototype), (ii) Taking two times of demonstration test in the field of Busan Port. The BPA is going to analyze the shortcomings checked from the field test in order to enhance the amount of generated power and to make more durable achievement.
2. Recycling of Construction Wastes: Diffusing Lessons Phase. The BPA has implemented internal system regarding the usage of recycled aggregate. 174,892 ㎥ of circulated aggregate has been used in the construction site in Busan Port so far and now they can assess the social and environmental benefits. There are numbers of requirements to ask for sharing about the BPA’s achievement from other public enterprises such as Korea Water Resources Corporation.","The BPA has co-developed the piezoelectric power generation system with private enterprises. The BPA has attracted two container terminal operators who support demonstration tests in the field. As the areas inside a port is strictly limited to access for the safety and security issues, the BPA tried to assist the private enterprises to do their field research.","The small businesses that developed piezoelectric power generation technologies have had an opportunity to advance the technology and open a new market, through the reliable field test result. Also, port operators are able to make profits by taking on a new role as co-generators of electricity. The BPA will donate the part of the profit from the power generation to support education and community facilities for fishing villages and local communities.","Project 1. Piezoelectric Power Generation System in the Busan Port. (i) As a result of the field test, the prototype module installed at the terminal gate is expected to generate 45 MW/a year. (ii) If this is applied to all 47 gates in Busan New Port, the estimated power generation is approximately 2,115 MW in total. That reduces CO2 emissions by 936.522 tCO2eq annually, which is the same effect as planting about 150,000 pine trees.
Project 2. Recycling of Construction Wastes. The direct and indirect benefits of 11.6 billion KRW from circulated aggregate usage are as follows: (i) A cost reduction of 4.06 billion KRW by circulated aggregate in comparison to natural aggregate. (ii) 174,892 ㎥ of circulated aggregate and asphalt concrete usage lead to 7.58 billion won of economic and environmental benefits.","In the beginning of the recycling of construction wastes project, there was bias against recycled aggregate. Even though all components have met the quality standard, there still were concerns about using circulated aggregate only because those were made from wasted concrete. Accordingly, the BPA has worked on breaking the prejudice, through press releases and PR posts on social media about its quality and environmental and economic effects to help the local society understand. Education program about quality control was also given to the subcontractors.","Project 1. Piezoelectric power generation system. Thanks to close collaboration with each party and their professional knowledge, these two projects are being on the right track so far. The SMEs developed the technology as experts in the sector and the private port operators rented the site and vehicles for field tests. BPA has led the project, with the understanding of port operations and the human networks, supporting all stakeholders to utilize expertise and resources and to meet their needs.
Project 2. Recycling of Construction Wastes. BPA has made efforts to set a system and standard to expand the use of circulated aggregate. It encouraged constructors to participate in the project, by providing analysis of quality management standards and cost reduction effect of circulated aggregate usage by the third-party researcher.","Project 1. Piezoelectric power generation system. As the piezoelectric power generation system that the BPA developed is utilizing the features of the port that are the similar speed and weight, and the constant numbers of cargo trucks. The BPA is certain that this system can be introduced to any port in Korea or even overseas for those reasons. The BPA is also expecting to test other spots in the container port besides terminal gates such as waiting point for loading in the container yard.
Project 2. Recycling of Construction Wastes. The case of recycling of construction wastes has already well taken and acknowledged among other public institutions. The BPA has clearly suggested the evidence of budget saving, environmental and economic effect for those who are interested in benchmarking their recycling system.","By the realization of innovative ideas, the BPA has enhanced its expertise not only in port operations but also in innovative projects specialized in port. The BPA has unleashed the potential to contribute to the national economy such as job creation based on innovative projects and economic effects.
Busan port is not an exception to job losses caused by recent automation of ports. However, the BPA is committed to creating new jobs and economic effects by adopting new technologies. It is expected to create more jobs, including workers for construction of making recycling used aggregate, system management and additional recruitment of recycling companies when this project spreads.","On top of that, BPA is being working on other eco-friendly programs for sustainable green port as follows:
1) Transformation of cargohandling equipment power sources from oil to low-carbon eco-friendly energy such as electricity and LNGs
2) Encouragement of private port operators to start ESG management and support the cap-and-trade system (external GHG reduction program) via eco-friendly businesses
3) Social commitment by upcycling ocean plastics with private businesses
4) Solar power generation program through the roof of a warehouse
5) Recycling of heating and cooling energy in buildings using the temperature difference of seawater heat
BPA is always open to new innovations based on new technology and ideas in every sector covering efficiency improvement of port operations, safety and eco-friendly parts. BPA will spare no effort in the innovation of the port through cooperation with private experts and civil society.","a:4:{i:0;s:5:""33437"";i:1;s:5:""33452"";i:2;s:5:""32747"";i:3;s:5:""32749"";}","a:1:{i:0;s:5:""33434"";}",,https://www.youtube.com/watch?v=PRGSD0CnRRw,
33346,"Ethical Deliveries",https://oecd-opsi.org/innovations/ethical-deliveries-bologna/,30/09/2022,"Fondazione Innovazione Urbana",Italy,local,"a:1:{i:0;s:12:""public_admin"";}","Ethical Deliveries",https://consegnetiche.it/,2020,"Ethical delivers is a home delivery platform founded in 2020 to address the needs raised by the Coronavirus pandemic as an alternative to extractive capitalist platforms. It provides basic goods and services while respecting workers' rights and environmental sustainability. Designed following cooperative principles through an urban codesign process, it has clear pillars: a fair rider salary, the use of vehicles that minimise environmental impact, and a more direct relationship with small traders.","Due to the Covid-19 pandemic, citizens have used home delivery systems much more, almost as a public service, which brought light to the structural extractive approaches of the gig economy. We have seen a new phenomenon entirely dependent on riders – workers who deliver for big platforms with scant protections – also taking advantage of the situation of small traders, without any public purpose or protection for the most fragile communities. In response to these challenges, the Municipality of Bologna and Fondazione Innovazione Urbana - an urban regeneration centre founded by the Municipality and the University of Bologna - have launched the Ethical Deliveries project to provide an alternative. Bologna was an ideal ecosystem because it is characterized by strong cooperative movements, a vibrant riders’ union, the first in Italy, and several organizations that during the lockdown demonstrated significant innovation skills, with the aim of replacing the capitalism platforms with a new collective and solidarity-based response.
With this in mind, we organized a public co-design process, an innovation lab, trying to push forward a movement, an alliance, to imagine and create something different. Thus, we launched a public call with a clear message: involve all city stakeholders to start a debate on the issue in order to go beyond the current situation and to imagine something different. Then, at the beginning of May 2020, we conducted an assembly and interviews with traders, riders, the riders’ union, trade associations, entrepreneurs, and researchers to identify what could be an alternative ethical model to existing private platforms. This led to the creation of a Manifesto of Values, from which we have started to co-design the collaborative governance model and a concrete prototype of a collaborative service for home delivery. Not only a Manifesto of Values, Ethical Deliveries is a public process to design a cooperative home delivery platform that returns value and dignity to the delivery service, guaranteeing rights and protections for the workers, sustainable logistics, and conscious relationships between traders and citizens.
By using an agile approach, we first connected the existing: the first trial was carried out thanks to two cooperatives, Dynamo (already active in cargo bike deliveries, a service they launched during the lockdown, using workers who were losing their jobs due to the pandemic) and Idee in Movimento (active in social projects such as the Partisan Food Relay that aids people in disadvantaged situations), with the support of the university centre for training and promoting cooperative enterprise AlmaVicoo. After a first trial between May and June 2020, when the two cooperatives delivered 1,700 masks to people's homes with the collaboration of the Bologna-based company Macron, we realized that it would be possible to concretely improve the project. Hence, in September 2020, we developed a web site (www.consegnetiche.it) that people can use to order groceries – thanks to the involvement of two neighborhood markets and two supermarkets – borrow books from municipal and university libraries, order food, and purchase goods from local business. Without making a significant financial commitment to the website, we have opted for an agile approach to connect traders and citizens without the use of a complicated digital system, but rather by developing an interface that enhances relationships.
So far, 3873 ethical deliveries have been made, and even after the pandemic emergency, the service has remained active. In the future, we plan to expand the distribution network with the collaboration of public administration to:
- Implement business engagement actions through an inclusive approach with a team dedicated to digital training, especially for traders who cannot manage the digital transition.
- Identify more targeted development axes.
- Design an ethic logistics system to try to change the management of deliveries in the last mile, in proximity.
- Activate equity crowdfunding with a community governance.
- Partner up with other metropolitan cities.
","a:5:{i:0;s:3:""257"";i:1;s:3:""305"";i:2;s:3:""211"";i:3;s:3:""181"";i:4;s:3:""876"";}","The project is one of the first examples of public sector organisations addressing the challenges of the gig economy by actively engaging in the creation of an alternative to platforms. Ethical Deliveries is co-designed by citizens, traders, trade unions, riders and citizens which generated a cooperative governance in antithesis with the vertical organisational of the platforms. In the system of platform capitalism about 30 percent of a trader's earnings goes to platforms: Ethical Deliveries ensures fairness by having them managed directly by local organisations and providing riders with a minimum wage of 9 euro/hour net - almost double the average wage that riders usually earn - as well as worker protection. It involves the use of sustainable means of transport using bicycles and cargo-bikes has no environmental impact. It encourages citizens to make ethical and conscious choices, knowing that an ethical home delivery service that respects the rights of workers, traders, and the environment is possible. The project demonstrates that cities can be promoters of new municipalist models enabling collaboration, distributing value, and being no longer spaces from which private companies extract value.","a:1:{i:0;s:9:""diffusing"";}","So far, 3873 ethical deliveries have been made, and even after the pandemic emergency, the services have remained active, developing the part with more social impact, distributing books from libraries and basic necessities in two particularly fragile areas of Bologna. Now starting form what we have seen that the model works, the goal is to create a larger alternative business model.","Ethical Deliveries is the result of a public participatory process that involved citizens, traders, researchers, riders, riders' unions, public administration, public libraries, cooperatives, such as Dynamo and Idee in Movimento, AlmaVicoo, and companies. The cooperation of these actors resulted in the co-design imagined and designed by the Civic Imagination Office of the Fondazione Innovazione Urbana.","The primary beneficiaries of Ethical Deliveries are the riders and the traders. However, citizens and administrations benefit from it too, for three reasons:
- Ethical Deliveries reduce the impact on the environment.
- It has built networks and communities based on cooperation and proximity.
- The presence of Ethical Deliveries fosters the development of a collective consciousness of the power of the consumer to make the market fair and and sustainable.
","The number of companies, riders, and traders who have joined the project, as well as the number of deliveries made weekly, have been documented through the website in order to monitor the operation and effectiveness of the project. Specifically, currently 3873 ethical deliveries have been made and many services have been activated such as home lending with 14 municipal libraries and 32 university libraries, home shopping with 2 markets and 2 supermarket, food delivery with 3 restaurants, and home meal delivery to vulnerable people. Further, we produced documentary on riders in Bologna (https://www.openddb.stream/film/le-consegne-etiche/), our project was covered on Wired international, and we won the Compasso d'Oro price, one of the oldest and most influential design awards worldwide. Our goal for the future is to implement the digital and distribution infrastructure by involving the public administration, and to engage new businesses while supporting community governance whereby everyone is co-responsible and co-participant in the collective future.","Cities are often seen as passive victims of large platforms. The dominant idea is that cities are powerless over the worrying situations for riders' and traders' working conditions. However, moving beyond the manifesto of values, we have co-designed Ethical Deliveries and demonstrated that an alternative to capitalist platforms is possible through the creation of alliances oriented toward the same purposes. In addition to providing food delivery services, Ethical Deliveries has evolved into a relationship-carrier. Our riders, in fact, are not passive workers but they identify with an ethical platform. Citizens are conscious of this, as do merchants: which is why the cooperative concept with collaborative governance works. Unfortunately, the failures we are facing is that we are not currently scaling the prototype, and we have not yet determined whether we should focus on food delivery or home service, or logistics.","Several aspects fostered the success of the project:
- A bold political vision, which was able to provide value-based direction by clearly identifying the goal.
- The context, as Bologna is characterized by strong cooperative movements, a vibrant riders’ union, the first in Italy, and several organizations that during the lockdown demonstrated significant innovation skills.
- The process of citizens' consultation, which yielded creativity, dynamism, and concrete engagement.
- The awareness that one does not make public policy alone, but needs to create movement by addressing a concrete need of citizens and workers.
- The attention devoted to taking care of relationships and to create alliances.
- The realization of a prototype through which to strengthen relationships and direct further development of the project.
- The co-design has it given value to the creativity of the many communities already active in the cities.
","The innovation has not been replicated yet but our plan is to scale it and also get in touch with other municipalities.","From our project, we learned that to reinvigorate the collective idea of the city, we need to discuss power, time, space, and empathy. Specifically, we learned:
- The significance of empowering the stakeholders; if we want to redesign a service, or a policy, we have to reimagine the power balance giving more resources to the stakeholder that became partners.
- The necessity of giving the community time to form and cooperate. After years of approaches focused on individualism, we must take time to convey a new way of doing: only with care for relationships we can rebuild relationships between people and civic realities, no longer used to creating alliances.
- We know that in neighborhood relations there is more trust: we can resume relationships and clearly find needs to respond to, but we need to activate paths especially with the realities already active in the area.
- In face of social, political and economic challenges, in addition to multi-professional skills, it is necessary empathy. We have digital tools and enormous capabilities, but empathy is the main skill otherwise we will have innovations for a few.
","It is not just a question of linking creativity, research, administration, economic organizations and citizenship, but of identifying a design approach that overcomes the models now in crisis, enhancing the skills and energies that cross the cities. In the social, health and entrepreneurial fields, there is no lack of examples of experimentation that adopt a new concept of organizational care. Ethic deliveries have tried to rethink the forms of design, t building a new collective response, redesigning the asymmetries of power betwnn cities and digital platform. Starting from a conviction: co-production is not the emblem of a retreat of organization in favor of communities that solve their own problems independently, but a mechanism for recovering energy and creating new type of organization.","a:8:{i:0;s:5:""33424"";i:1;s:5:""33427"";i:2;s:5:""33425"";i:3;s:5:""33426"";i:4;s:5:""33474"";i:5;s:5:""33479"";i:6;s:5:""33482"";i:7;s:5:""33508"";}",,,https://www.youtube.com/watch?v=oOealyUJxR0,https://www.youtube.com/watch?v=LGWSM2Mcv9U
33347,"Preparing Civil Servants for the Fourth Industrial Revolution",https://oecd-opsi.org/innovations/preparing-civil-servants-for-the-fourth-industrial-revolution/,30/09/2022,"Office of the Prime Minister",Serbia,central,"a:3:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","Preparing Civil Servants for the Fourth Industrial Revolution",https://lms.napa.gov.rs/courses-detailed.php?i=76ba652cbd2ef1931d0546ac1c9d8f12d21c81fad272b754975a0b1561dda275,2021,"The Fourth Industrial Revolution brings many opportunities, but also new challenges for public administration. The online training for the Fourth Industrial Revolution: New Technologies, teaches public servants and private sector employees the basics of AI, Blockchain, Virtual Reality, IoT, 3D printing, Robots, Drones and the Digital Economy. Through quizzes, games and many illustrative examples, participants can immerse themselves into the modern world of emerging technologies, which is crucial in order to create more innovative policies.","Most public servants lack an understanding of emerging technologies such as artificial intelligence and machine learning, blockchain, metaverse, robots, and drones, but also concepts such as the digital economy. To understand how best to use digital tools for their job and also for better designing and implementing public policies, it is necessary for them to gain knowledge about disruptive technologies. Furthermore, private sector employees require the same skills to better utilize the technologies of the fourth industrial revolution to boost the economy. The training Fourth Industrial Revolution: New Technologies is offered for free to all civil servants and companies and is customized to people with little or no previous knowledge in the field, with lots of up-to-date examples of application. By understanding how the world has changed, officials will better understand all the benefits and risks associated with new technologies and thus create better policies that will encourage innovation. State-of-the-art online self-paced training is packed with interactive content and divided into 7 modules: Artificial Intelligence and Machine Learning, Blockchain, Internet of Things, Robots and Drones, 3D Printing, Virtual and Mixed Reality, and Digital Economy. Through gamification and quizzes, participants learn and test their knowledge. The latest applications of the technologies are also presented in a series of videos from across the world.","a:6:{i:0;s:3:""147"";i:1;s:3:""162"";i:2;s:3:""876"";i:3;s:3:""239"";i:4;s:3:""317"";i:5;s:3:""335"";}","Public servants are regularly involved in many trainings at the National Academy for Public Administration. However, the purpose of capacity-building programs is always to improve their scope of work. This training provides ground-breaking content which allows civil servants to gain a new perspective on the possibilities that the future brings. By learning about the latest technological advancements, civil servants are encouraged to think about how innovation can be brought into their institutions as well.","a:1:{i:0;s:9:""diffusing"";}","The trainings were presented at the public launch which included a high-level panel with the Prime Minister in December 2021. The trainings are available free of charge to all civil servants and private sector employees, through the National Academy for Public Administration and the Chamber of Commerce and Industry’s platforms. In the following months, an event was organized as a teaser for the training to increase visibility and attract more attendees. Currently, the trainings are being translated and the plan is for them to be offered to civil servants worldwide. The goal is to equip everyone with the necessary knowledge of the digital economy and emerging technologies, to understand all of their possible applications, benefits and risks.","On the initiative of the Prime Minister' Office, the content was created by the Loop Foundation, which has proven excellence in preparing curricula for students in the field of digital literacy and coding. National Academy for Public Administration, as the central institution for delivering trainings was in charge of implementation with the continuous support of the UNDP. The Chamber of Commerce and Industry played an essential role in enabling access to training for the entire private sector.","Training is open to all civil servants in the local and central government entities and all private sector employees. Training also offers many examples developed by innovative companies, enabling civil servants to gain a better insight into the work of these innovators. This awareness is leading to a stronger relationship between the public sector and the entire innovation ecosystem.","Over 100.000 public servants have access to the Moodle training platform of the National Academy for Public Administration. Through planned promotion, it is expected to have 10.000 public servants in Serbia complete the training. In parallel, every employee in the entire private sector of Serbia has access to the Chamber of Commerce and Industry learning platform.","Some online platforms already offer trainings in some of the modules included in the training, which is why it was really important to create modern and interactive content customized to the interest and knowledge of civil servants. The competitive advantage of this training is also that it is offered free of charge, customized for people with little or no previous knowledge in the field, with lots of up-to-date examples, particularly on the application of these technologies in the public sector.","Serbia has placed digital transformation as a national priority. Tech is the largest net exporting industry and the fastest growing sector and the country is heavily investing in digital infrastructure and innovation ecosystem.","Several other countries including France, the UAE and Georgia have expressed interest in introducing this content to their public servants. Currently, the program is being translated to English and the ultimate goal is for the content to be accessible to everyone worldwide. The content is on open-source Moodle platforms, accessible to everyone in the public and private sector. Public servants access the training through the platform which is central for all trainings delivered to public officials on all levels of the government. The training is also included in the Annual Training Program of the National Academy to ensure continuous access for new users. Based on the success of the promotional events, more campaigns will be organized to further raise awareness.","If the topic is presented in an interesting and tailored way for the public servants, the engagement and interest can be substantial. When learning about new technologies, it is necessary to include illustrative examples of their applications to bring this topic closer to the learner's reality and also to make public servants start thinking about how the world of emerging technologies is in fact very relevant for their work.",,"a:2:{i:0;s:5:""33422"";i:1;s:5:""33423"";}",,https://youtu.be/GKmc4d_mi-w,,
33350,"Personalized feedback service for national qualification test result - Digital Mentor Service of National qualification (DMS)",https://oecd-opsi.org/innovations/personalized-feedback-service-for-national-qualification-test/,30/09/2022,"HumanResourceDevelopment of Korea (HRDKorea)",Korea,other,"a:2:{i:0;s:9:""education"";i:1;s:10:""employment"";}"," Personalized feedback service for national qualification test result - Digital Mentor Service of National qualification (DMS)",https://www.q-net.or.kr,2021,"""Why did I fail? How should I develop my career?"" To address such concerns, we developed the Digital Mentor Service of National Qualification. It leverages massive data on national qualification tests to identify each individual's weaknesses and why they fail. It also provides personalized information by matching examination history with jobs and training offered by government agencies. Supporting test takers from skills assessment and development to job placement.","The National Technical Qualification is a system through which the Korean government recognizes an individual's vocational ability. Candidates can improve their skills while preparing for the qualification, which can be used for employment, starting a business, and further education. In Korea, more than 3.5 million people participate in national technical qualifications every year, and about 700,000 have been certified. However, after taking an exam, examinees were only told whether they passed or not and had no clue how much they scored in each subject and where they should work on more to obtain the qualification. In addition, even after getting qualified, the rest was up to the individual, everything from finding a job and getting more information on additional training and education to improving their skills. Not much information was given, such as what kind of company would hire them, how much salary they could get, and what kind of additional training was available. Although 3.5 million people participate in the exams every year, and a total of 30 million have been accredited, the amount and quality of the information provided to test takers fell way below expectations.
Recently, the Korean government has been taking an active approach towards accelerating digital transformation and opening and sharing public data to stay ahead of the 4th industrial revolution. In response to such government policies, the HRDKorea launched the ""Digital Mentor Service of National Qualification"" to meet the needs for quality information and ultimately improve the country's vocational skills. The Digital Mentor Service of National Qualification provides the following services to participants of national technical qualification tests.
- Analysis and diagnosis of test results (pass/fail, scores by subject and the average score of passers, weaknesses);
- Relevant information on qualifications (qualifications for which test takers may be exempted from the written test if they acquired a certificate in the same career field, other exams frequently taken by those who were qualified for the same skill, etc.);
- Timelines (application and exam schedule);
- Information on vocations, jobs, education and training (training institutions, offerings, jobs related to the qualifications the candidates applied for, future job prospects, job postings, current status of workers in relevant fields, wages).
Through these services, test takers can:
- Assess their level of achievement and
- Identify the skills they lack and areas they need to work more on.
- Those who have passed will be able to prepare for further skills development by obtaining information on relevant qualifications. Even those who failed would get a stronger motivation to acquire qualifications.
- Individuals can benefit from the information on jobs, training, and employment related to qualifications as it helps them establish career development plans and saves the time and effort required to search for information.
- Unsuccessful candidates will again be motivated to retry as the service helps them better prepare for the next test by diagnosing their weaknesses.
The Digital Mentor Service of National Qualification was launched in 2021 to meet the needs of test takers eager to know why they failed and learn more about career development and job opportunities that the qualification would provide. Also, we adopted the Agile development methodology. The service was introduced as a pilot program incorporating the most essential features and will go through a three-step plan of gradual improvement backed by user feedback. In 2021, the DMS served 14,094 people who tested for five qualification subjects, and as of 2022, it is already supporting job seekers, with 2,784 of the 14,904 users having landed new jobs (20% got a new job within 12 months of service use). The results of the first user survey showed a high satisfaction score of 4.3 out of 5, and we are continuously collecting user feedback and suggestions and applying them to the service model. The Digital Mentor Service of National Qualification (DMS) is a one-stop, comprehensive HRD service tool for test takers, which saved KRW 350 million by reducing the time it took them to search for information by offering information on qualifications, occupation, and jobs in one place (20,464 annual expected users X 2 hours - time saved - X KRW 9,160 - minimum hourly wage). It is also expected to improve the vocational abilities of the test takers, who in turn will contribute to national competitiveness.
The Digital Mentor Service of National Qualification has been recognized by the Korean government for its innovativeness and has secured a budget (KRW 3.9 billion) for future expansion. Hopefully, following the three-steps roadmap, it will establish itself as a service that supports the improvement of people's vocational competency by providing useful information.","a:12:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""234"";i:3;s:3:""611"";i:4;s:3:""302"";i:5;s:3:""303"";i:6;s:3:""317"";i:7;s:3:""616"";i:8;s:3:""617"";i:9;s:3:""618"";i:10;s:3:""335"";i:11;s:3:""373"";}","The Digital Mentor Service of National Qualification (DMS) is innovative for the following reasons:
- A Paradigm Shift in National Qualification Services: Going beyond simply reporting test results as pass or fail, the DMS sees qualifications as the beginning of the journey. It’s designed to user in a paradigm shift by integrating skills qualification, education and training, and job placement assistance, driving the scalability and effectiveness of public services.
- Comprehensive HRD Service: The DMS is a comprehensive service encompassing skills assessment, skills development, and employment support. In addition to encouraging further skills development, it provides analysis and diagnosis results for those who failed the exam to help them do better next time.
- Convenience: The DMS integrates useful information scattered across different employment and labor services and big data, and provides personalized feedback so that users can easily access quality services.
","a:1:{i:0;s:14:""implementation"";}","
- Background: A 2021 study on civil complaints showed that the examinees of national qualification exams wanted to know why they failed. A solution to drive innovation by actively opening public data was sought after.
- Approach: A pilot for the Digital Mentor Service of National Qualification was introduced in 2021. A cross-functional collaborative system was formed between industry, academia, and research institutes. A pilot service was developed with essential functionalities through an agile development strategy.
- Project: The project is about processing data on employment and labor scattered across different services and integrating them into our service platform Q-Net. The data is analyzed to provide test takers with personalized feedback, including their improvement areas and information on training and jobs.
- Current State: The pilot for five test qualification ended in June 2022. The scope of service will gradually expand per the Information Strategy Planning roadmap.
","The Smart Employment Service Forum, joined by businesses, scholars, and researchers, assisted the project in planning, advice, and review. An MOU was signed with the Korea Employment Information Service for big data services. HRDKorea received help with big data and improved service quality through service process and model validation and user surveys. DMS is not just a service designed and led by the state, but an innovative service enabled through the participation of businesses and academia.","
- User: DMS encourages further development and supports those who pass qualification exams. Those who fail will get training guidance and personalized feedback on weaknesses.
- Stakeholder: Educational institutions minimize the mismatch between the supply and demand of training by offering courses on weaknesses. Companies will benefit as their job postings will be shown to qualified job-seekers.
- Beneficiary: Improvement of vocational abilities, industrial and national competitiveness.
","
- Service innovation: The DMS is the first big data-based HRD service that analyzes the reason why examinees fail national qualification exams (internal development saved development costs by $78,500). The pilot provided high-quality services to 14,094 examinees of five test qualifications (User satisfaction: 4.3/5 points)
- Job search: Out of 14,094 pilot users, 2,784 found a new job after using the DMS for qualification, training, and job search (20% found a new job within 12 months of using the service).
- Improved convenience: The one-stop comprehensive HRD service reduces annual social costs wasted due to fragmented services by KRW 350m (20,464 people X 2 hours (time saved) X KRW 9,160 (minimum wage).
- Expectations: It is expected that the service will serve 3.5m people a year once the scope includes all subjects. Its effectiveness will continue to grow thanks to service improvement through industry-university-research collaboration.
","
- System expansion: The lack of IT infrastructure created difficulties in service expansion. In response, we established an information strategy plan to smoothly provide services amid the accelerating digital transformation. We secured a budget of $2.7 million from the government, which allowed us to build IT infrastructure and stably expand the service.
- Data management process: The data needed for the service had to be managed around the National Competency Standards(NCS) because qualification and training programs are designed and operated based on the NCS. So, we had to change our business processes into NCS-based data management process, which improved the quality of the information provided through the DMS. The 4th industrial revolution and digital transformation posed obstacles to infrastructure expansion and business transformation. However, we could overcome such difficulties and innovate thanks to the collaborative system, complementary partnerships, and an agile strategy.
","While we did not have the resources and infrastructure necessary for the smooth expansion of services, the HRDKorea carried out tasks efficiently thanks to the industry-university-research collaboration with experts specialized in employment and labor and accurate identification of user needs.
- The first success factor was ""effective project management."" We were able to develop a service model on time because we adopted the ""Agile"" method, which shortened the time and reduced the costs required to introduce a new service compared to the traditional, time-consuming, and costly methods.
- The second success factor was ""active user engagement."" One good example is that 2,784 out of 14,094 users found a new job through our integrated service of qualification, training, and job search support. We were able to continuously expand and improve our services thanks to the active use of our customers.
","All countries have their own qualification system and services. However, what makes our Digital Mentor Service of National Qualification special is that it seeks a paradigm shift by providing personalized feedback and information on various employment and labor services in one spot previously scattered across different functions and services. In order to respond to the changes facing the future labor market, such as the 4th industrial revolution and digital transformation, it has become more important than ever to develop the vocational skills of the national workforce. Against this background, we believe sharing our know-how with the idea that obtaining a qualification is “just the beginning, not the end of competency development” will help different national qualification systems and HRD services to build on what they have now and achieve even more.","Concerns often raised by test takers include: “I want to know why I failed,” “How can I develop my career after passing the exam?” “Where can I get a job if I pass the exam?” HRDKorea, the 40-year-old organization, has gained expertise from providing national qualification services and understands the difficulties experienced by test takers and the requirements for national qualification services better than anyone else. Such expertise in qualification services and an accurate understanding of customer needs were behind our success.
We sought to improve the national qualification service through the DMS by taking advantage of changes that were perceived as uncertainties in the labor market, such as the 4th industrial revolution and digital transformation. HRDKorea will continue to build the vocational skills of the Korean people and continuously enhance the competitiveness of businesses and the Republic of Korea through continuous efforts to innovate public services.","The plan to expand the 'National Qualified Digital Mentor Service' is as follows.
- Step 1: Trial service phase (2021~2022): Establish service model and start service for 5 national technical qualifications. Investigate the satisfaction of beneficiaries with the service and collect opinions for improvement. Securing human and material resources necessary for service expansion.
- Step 2: Service expansion (2023~2024): We improve the service by collecting feedback from beneficiaries of the pilot service, while expanding the number of service recipients to test takers in 20 qualification items. Expand data management systems such as big data collection and analysis for more accurate service implementation.
- Step 3: Full service (from 2025~): We provide services for test takers in all of the qualifications we run.
","a:1:{i:0;s:5:""33535"";}","a:1:{i:0;s:5:""33536"";}",,,
33351,"The Covid-19 Business Compensation Scheme",https://oecd-opsi.org/innovations/the-covid-19-business-compensation-scheme/,30/09/2022,"The Bronnoysund Register Centre (BRC)",Norway,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","The Covid-19 Business Compensation Scheme",https://kompensasjonsordning.brreg.no/en/,2020,"The digital compensation scheme was created to support Norwegian businesses to endure the financial consequences of the Covid-19 pandemic. The scheme designed was quick, efficient, and can be relaunched when needed. Checks are done before the disbursement, which minimizes the need for verification afterwards and also prevents misconduct. Applications are approved by an auditor, and then automatically processed and checked against information from a variety of sources and registers. Information about grants was published every hour and applicants would receive a reply within minutes, and payout within 72 hours.","The Covid-19 pandemic and the authorities' infection control measures had substantial financial consequences for Norwegian businesses and industries. Norway's Government therefore established a broad, temporary compensation scheme for fixed and inevitable costs, which later also included loss of goods such as perishable foods. The compensation scheme applied to the period from 1 September 2020 to 28 February 2022. The Ministry of Trade, Industry and Fisheries gave the Bronnoysund Register Centre (BRC) the responsibility for developing and managing the scheme. BRC was the grant authority and thus responsible for establishing requirements regarding checks, which the auditor or authorized accountant must perform when verifying the information provided by the applicant. The key objective for the initiative was to prevent bankruptcy, unemployment, and stagnation in the Norwegian economy.
The scheme was based on common IT-solutions as Altinn and the new register platform developed by BRC, and with approval by an auditor or authorized accountant in advance of admitting the application. When the application was submitted into our system, it went through an automated process to check if the applicant met the conditions according to regulations. This enabled us to avoid spending great resources on checking applications afterwards, or reclaiming payments based on false documentation by the applicants. If the applicant met the terms, the application would be automatically processed in just a few minutes, and they would have their grant in their account within 72 hours at the latest. In total, 45000 applications have been processed. 97 percent of the applicants that met the terms received their grant in their account the same working day or the day after the application was submitted.
The scheme was developed in less than nine weeks, together with the regulatory development. The law that regulates the scheme was approved by ESA and the Norwegian government only hours before the deployment of the scheme. Agile system- and regulatory development methodology was used during the project and the project had a very slim project management. Enterprises that received grants via the compensation scheme were announced within minutes after their application was approved. Information about the enterprise and the amount of compensation received were published in our searchable online transparency database. The names of the audit or accountancy firms that verified the information in the applications were also included. It was a clear strategy to publish as much information as possible (https://public.tableau.com/app/profile/brreg/viz/Kompensasjonsordningenfornringslivet/Story1).
We also cooperated with The Norwegian Institute of Public Accountants and Accounting Norway on a user service per phone, where they acted as support on more complicated questions. More complex applications which required a more extensive review were sent to two auditor companies. Cooperation between government and the private sector has been a key to success. In addition to re-use of common IT-solutions and the ""once-only"" principle. One innovation is the automated checking of applications beforehand, thus avoiding spending great resources reviewing them afterwards and pre-empting attempted fraud. This has not been done before by governmental bodies in Norway.","a:9:{i:0;s:3:""190"";i:1;s:3:""302"";i:2;s:3:""617"";i:3;s:3:""621"";i:4;s:3:""143"";i:5;s:3:""959"";i:6;s:3:""181"";i:7;s:3:""194"";i:8;s:3:""876"";}","Usage of the shared public trust-infrastructure in Norway to pre-check applications as well as in guidance is new, as well as the use of external auditors to do checks and the ability to scale up. Also the automated checking of applications beforehand, as described above, was one of the most innovative aspects of the scheme. The project invented a new risk model, where different sources combined is seen as a risk model to stop applications that was not eligible. In case of suspicion during the automated check, the scheme was sent to manual review. Furthermore, the new register platform BRsys enabled fast development of services and almost immediate payment to approved applicants.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The scheme itself was closed in February 2022, since this was a temporary scheme during the pandemic. However, it has already been a model for another scheme during the pandemic, the Compensation Scheme for Entry Quarantine Expenses. We released this solution in May 2021. It is also possible to relaunch the Compensation Scheme if necessary, as the model and cooperation method are also applicable in other types of services.","The Ministry of Trade, Industry and Fisheries was responsible for the scheme. The Norwegian Digitalization Agency (Altinn), The Norwegian Institute of Public Accountants and Accounting Norway engaged in close cooperation through the whole process. The Norwegian Tax Administration, Økokrim (National Authority for Investigation and Prosecution of Economic and Environmental Crime) provided the initial scheme/web page, and sources to prevent fraude. Bits AS Finanstilsynet/Financial Supervisory Authority of Norway also collaborated.",,"More than 14000 Norwegian enterprises have been granted over eight billion NOK through the scheme. This contributed to an increase of 13 percent in new enterprises, as well as a decrease of 18,9 percent in bankruptcies in 2021. Applications were processed within minutes, and in most instances, enterprises would receive grants the same day.","Tight deadlines was a significant challenge, as many enterprises were affected by the imposed restrictions. Government, parliament, media and organizations had high expectations and the enterprises needed a scheme as soon as possible. Thanks to the close cooperation, we were able to make quick decisions and develop the scheme within short time. We were also affected by restrictions. Many employees worked from home and cooperated through digital platforms. Nevertheless, we managed to cooperate closer than ever. The solution has managed several changes in regulations, more than 30 releases with regulatory changes, including three different ESA regulations.","Trust-based leadership, a sence of urgency and motivation to make a difference. Another important condition was that we have cooperated with each other for many years, and could benefit from these relations.","Our innovation has already been a model for another scheme during the pandemic: The Compensation Scheme for entry quarantine expenses. We released this solution in May 2021. URL for web page: https://innreisekarantene.brreg.no/en/. It is also possible to relaunch the Compensation Scheme if necessary, and the model and cooperation method are applicable in other types of services.
The Office of the Auditor General in Norway indicated that the model of the compensation scheme is sustainable, and as such should be re-used in similar cases where compensation payouts is needed. To implement such a scheme in the future would now be a relatively quick solution given the success of the Covid-19 compensation scheme and our experience in developing it. This includes digital guidance, payment, and the publication of searchable public data pertaining to the scheme.","
- Let the ministry observe the development closely, to highlight opportunities and limitations.
- Clearly defined roles are elemental.
- If we knew how long it would last we would have organized differently (many tired people, small project group).
- Our employer had the courage to go for it, and we benefited from high levels of trust both inside and outside our organization.
- We learned a lot from the first scheme developed by the tax authorities and found we needed a different approach.
- As a small state agency we rely on cooperating with others in order to solve our tasks. We used our relationships with partners in new ways.
- We invited local business to test the scheme before release.
- Public-private partnership develops relations and increases trust.
- Teams and digital dialog was an effective way of cooperating.
",,,,https://vimeo.com/755553544/66734a4728,,
33412,"Intergovernmental Network and Competition for regulatory reform",https://oecd-opsi.org/innovations/intergovernmental-network-and-competition-for-regulatory-reform/,30/09/2022,"Ministry of the Interior and Safety",Korea,central,"a:1:{i:0;s:12:""public_admin"";}","Intergovernmental Network and Competition for regulatory reform",,2018,"The Intergovernmental Network and Competition for regulatory reform was designed to provide a driving force for regulatory reform and for mutual learning between local governments. It moves away from existing top-down regulatory innovation and rather motivates bottom-up regulatory reform policy, enables mutual learning of best practices, and allows local governments to benefit. Also, the final beneficiaries of the Network are citizens and businesses, as when regulatory innovation increases, so does corporate vitality and the autonomy of the private sector.","In a rapidly changing environment, government should be agile and respond intelligently and quickly. Local governments are no exception. Because complicated regulations hamper public sector innovation, regulatory reform is essential for government to become an agile government. The problem being that it is difficult to know what is unnecessary and unreasonable regulation. It is difficult to develop necessary solutions in the field with the existing supplier-centered regulatory reform method. Local regulatory reform best practice competition (LLBPC) helps solve this problem. The competition for best practices for local regulatory reform allows local governments to find best practices in this subject. It provides a space to share the most urgent and important cases of regulatory reform implemented in the region. Each local government has an incentive to innovate regulations because the winning local government is paid financial incentives and publishes a collection of best practices. LLBPC is a kind of meta-regulatory innovation that innovates local government regulatory reform.
LLBPC is implemented with the following goals:
- First, we introduce examples that contributed to the revitalization of the local economy. If the scale of the local economy is increased by supporting local specialized industries or developing new industries, it is selected as an excellent case. Ulsan-si has contributed to revitalizing the local economy by easing regulations that prevent automobile renovation.
- Second, it introduces an example of resolving corporate difficulties. It is difficult to know unless it is in the field, so a case of removing or easing regulations that hinder corporate management is selected. Gyeonggi-do was selected as an excellent case by supporting the market entry of power-saving traffic lights using new eco-friendly technologies.
- Third, we introduce a case that solved the inconvenience of residents' lives. It includes cases of regulatory improvement related to people's leisure activities such as culture, art, and tourism. Areas essential for residents' lives, such as transportation, housing, medical care, and safety, are also selected. Busan-si improved the hospital's COVID-19 response by improving the oxygen liquefied gas reporting standards.
- Fourth, we introduce a case that has already been developed for benchmarking. The goal is to share and spread best practices nationwide to revive the purpose of the competition. It is expected that more benchmarking cases will come out over the years.
LLBPC enhances the efficacy of innovation consumers through bottom-up regulatory innovation. Consumers are companies and residents who are parties to the regulation. They can compare cases of regulatory reform in each region and request regulatory reform to their local governments. Local governments also have the opportunity to promote their excellent administrative services. The competition has been held every year since 2018, and a total of 55 best practices were selected by 2021. It planned to select 16 new cases on 2022 as well.","a:3:{i:0;s:3:""320"";i:1;s:3:""178"";i:2;s:3:""317"";}","The procedure makes our project innovative. Usually regulatory reform has been conducted in a rigid top-down manner, but our project has a bottom-up and flexible approach. The competition begins by receiving several cases from 17 local governments through open recruitment. The first screening is jointly reviewed by the Ministry of the Interior and Safety and local governments to select twice the number of final selections. In the second examination, the cases selected in the first examination are reviewed by experts from academia and research institutes to determine excellent cases. The first screening procedure, which is carried out several times with the help of private experts, ensures the excellence of the case and the fairness of the competition. The spread of regulatory reform through competition between local governments creates new competition and leads to a virtuous cycle structure.","a:1:{i:0;s:14:""implementation"";}","The competition has been held every year since 2018, and a total of 55 best practices were selected by 2021. It plans to select 16 new cases this year as well in 2022. Specifically, cases of regulatory reform are invited and selected in the fields of local economy, corporate difficulties, resident life, and benchmarking. Commendation and financial incentives are provided to local governments selected for best practices. In addition, best practices are published and distributed in e-books and paper books for publicity. On 2022, the second round of expert review had already been completed by September. The progress of the competition is compared and evaluated as a reference for the following year.","We cooperate with local governments and civil society. This project works closely with local governments to draw cases, support information exchanges between local governments, and cooperates with local governments by providing financial incentives. In addition, the direction and tone of regulatory innovation are checked by participating researchers and civil society in the process of selecting best practices.","The primary beneficiary of this project is the local government. Local governments receive financial incentives and can interact with other local governments and learn their best practices. The secondary beneficiary is the national government because regulatory innovation policies can be effectively established in local governments. The final beneficiaries are citizens and businesses. Regulatory innovation increases the autonomy of the private sector and promotes corporate vitality.","The results and effects of the local regulatory reform best practice competition are as follows. First, excellent regulatory innovation cases implemented in each region can be confirmed at once. By effectively sharing best practices so that they can be benchmarked by other local governments, unnecessary costs incurred in policy development or information search processes are reduced. Second, it contributes to the nationwide spread of best practices for regulatory innovation. Local governments can reduce trial and error because they innovate based on cases that have already been verified. Furthermore, it provides opportunities for better regulatory innovation by developing existing cases. Third, innovation tailored to consumers is possible through a bottom-up regulatory innovation method. Unnecessary and unreasonable regulations can be confirmed from the perspective of companies and residents, not from the perspective of regulatory suppliers.","Excellent cases selected in the past may not be suitable at present due to the development of science and technology or changes in the administrative environment. In this case, inappropriate cases are benchmarked, or it renders the effect of the competition short-term. This problem is feared to intensify as best practices accumulate. So far, the competition has been held five times, but it is necessary to prepare countermeasures for the future. To this end, the procedure for reviewing existing best practices was planned. When innovations selected as best practices are no longer implemented for some reason, the local government is requested to notify that fact. In addition, when it is confirmed that the existing one contradicts the new one, it is no longer introduced as a best practice and an explanation regarding why it is no longer a best practice is provided.","It is important for local governments to trust that the procedures and evaluations of the competition will be carried out fairly. Due to the nature of the competition, the belief that fair competition will be achieved is the most important success condition for the project. The reason why local governments have steadily participated during the five competitions is that the selection process has been transparently disclosed and the evaluation has been objectively conducted. Selection criteria and schedules were shared with local governments from the beginning, and the evaluation was double checked through experts in the public and private sectors.","Regulatory reform will be dramatically activated if competitions similar to those of best practices for local regulatory innovation are held in countries around the world. If vast amounts of regulatory innovation cases are accumulated and shared through various institutions and governments around the world, it will be easier to innovate the public sector by using them by other institutions and governments.","In order to provide a sufficient amount of excellent cases to local governments, competitions need to be held continuously over a long period of time. In order to find suitable cases for local governments to benchmark, good cases must be accumulated sufficiently. The competition is celebrating its fifth anniversary this year, but it needs to be continued in the future. The most important thing for this is the leader's strong belief and willingness to innovate the public sector through regulatory innovation. The patience of a leader is needed to wait until various regulatory innovations can be shared and spread nationwide.",,,,,,
33419,"‘Performing and Visual Arts’ Ambedkar Schools of Specialized Excellence (ASoSE): Mainstreaming Arts as education in the formal school set up",https://oecd-opsi.org/innovations/mainstreaming-arts-in-education/,30/09/2022,"Dialogue and Development Commission of Delhi ",India,central,"a:3:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:10:""recreation"";}","‘Performing and Visual Arts’ Ambedkar Schools of Specialized Excellence (ASoSE): Mainstreaming Arts as education in the formal school set up ",https://www.edudel.nic.in/,2021,"Performing and Visual Arts ASoSE(s) represents India’s first bold endeavour to reimagine secondary education that currently offers students only 3 pathways. This innovative public school model offers learning in ‘Music’, ‘Visual Arts’ and ‘Filmmaking Acting and Media Studies’ for low-income students with creative aptitude/interests. They empower students with artistic interests to unlock aspirational higher-ed and career pathways in the creative field of their choice alongside pursuing academic studies.","Until September 2021, in India, an underprivileged child with artistic interests had negligible opportunities to explore and hone their creative talent due to limited means and constrained access. The potential of these young artists remained untapped while the traditional school-education trajectory forced them to fit into boxes of Science, Humanities or Commerce. On the other hand, India’s Media and Entertainment Industry which is rapidly accelerating towards a $10-15Bn market (by 2030) grappled with the need for talented artists and creative professionals - a golden under-capitalized opportunity. This was until the Delhi Government innovated a first-of-its-kind pioneering public school-model - ‘Performing and Visual Arts’ Dr. BR Ambedkar Schools of Specialized Excellence (PVA ASoSE) affiliated to the state’s newly established Delhi Board of School Education.
Performing and Visual Arts ASoSE(s) were set up with a vision to become a launch pad that empowers underprivileged students with artistic interests to unlock aspirational higher-ed and career pathways. The school nurtures young artists through an immersive four-year journey (Grade 9-12) of experiential learning in their chosen creative fields while also incorporating foundational academic subjects. The unique proposition of the school is not only that it pioneers industry-oriented and in-depth progressive learning of creative arts within schools, but that students’ chosen creative subjects are curricular, assessed, and hold at-par weightage in their exams as other academic subjects.
The launch of these schools took place in September 2021 with grade 9 admissions into 2 pilot schools and 2 more were added in 2022. Students in these schools choose one amongst 3 creative fields - Music; Visual Arts; Filmmaking, Acting and Media Studies, each of which has been carefully selected based on career/higher-ed opportunities and areas of student interest. For any selected creative field, 2 curricular subjects called ‘specialized subjects’ are taught to the students for 1-hr each every day while the rest of the school day incorporates ‘foundational subjects’ (grade-relevant academic subjects). For each creative-field, a top-tier Indian higher-ed institute has been on-boarded as the government’s ‘Knowledge Partner’ to develop industry-relevant curriculum and assessments. Through the network of these Knowledge Partners, the Delhi Board of School Education has identified professionals with experience of having worked in the respective industry to teach ‘specialized subjects’. This not only ensures high standards of pedagogy rooted in real industry-experience of teachers but also gives students a career role-model to look up to and learn from.
Student’s learning trajectory in the chosen creative-arts field includes in-class experiential learning, out-of-school exposure through field visits, career awareness building guest sessions led by imminent industry professionals and most interesting of all - independent projects. Each of these activities have been knit together in a structured manner to ensure holistic development of the student. For instance, Visual Art students learnt the art of mural making in their schools, conducted a visit to art-exhibitions where they observed state-of-art murals and then finally created a mural-artwork for Michael and Susan Dell Foundation’s India office as their independent project. Similarly, Music students learnt to play their chosen instrument during classes, interacted with the famous singer - Monica Dogra in their schools and performed at Alliance Francaise Delhi. Each of these are real anecdotes from 4 pilot Performing and Visual Art ASoSE(s) that truly demonstrate the well-rounded and in-depth learning that students experience at these schools.
Two forward looking critical priorities for the schools are - expansion of its footprint to more public-schools in Delhi and upscaling state-of-art pioneering infrastructure facilities within schools. Students in the PVA SoSE(s) belong to humble backgrounds and therefore lack access to equipment such as music instruments, high quality art-supplies or camera phones/cameras - each of which is critical to enable a practical learning experience in respective subjects. While schools are already equipped with foundational learning equipment, a key priority is to build professional labs/studios in which students can gain professional exposure within schools, bridging the access gap. Second, the Delhi government envisions to expand school footprint with the goal of enabling more children pan-Delhi to experience this model of education. The Delhi government, with the launch of PVA ASoSEs, is thus leading a disruptive shift from conventional teaching to student-aptitude led learning","a:1:{i:0;s:3:""619"";}","PVA SoSEs pioneers an innovative school-model that has brought Music, Visual Art from ‘miscellaneous’ to ‘formal, career-oriented and curricular’ studies while introducing new areas like ‘Filmmaking and Media Studies’. The uniqueness of this endeavour manifests in the school’s curriculum, assessments, and pedagogy. The curriculum eradicates typical rote-learning methods by introducing ‘inquiry-based learning’ where students’ curiosity leads teaching. Assessments mirror this pedagogy, in that, they shift from conventional Indian methods of written paper checking to assessments using a diverse set of tools such as projects, tech exercises, research work, etc. Pedagogy enables experiential learning through independent projects and practical learning led by teachers who are industry professionals and bring real-world experiences into classrooms","a:1:{i:0;s:14:""implementation"";}","As of September 2022, the innovation was conceptualized and PVA SoSEs was launched in 4 pilot schools. Over the past year, two rounds of admissions (September 2021, upon launch) and (March 2022, upon the beginning of the new academic session) were taken in Grade 9. In the upcoming academic session, we will welcome the first Grade 11 batch (currently in Grade 10). This will be a key pivot point of the program as Grade 11-12 involves deeper specialization, higher order curriculum, and greater project-led pedagogy. Key focus areas are to
complete curriculum planning along with Knowledge Partners and build industry partnerships with professionals/corporates to create capstone project and internship opportunities. Also, to up-scale school infrastructure to develop professional labs to support higher order curriculum transactions and help students practice in-school, bridging the access gap. Finally, also to increase career-awareness building sessions and initiate preparation for higher-ed entrance exams.","
- Knowledge Partners - Music: Global Music Institute affiliated with Berklee School of Music, Visual Art: Srishti Manipal Institute, Filmmaking, Acting and Media Studies: Whistling Woods International
- Expert Advisors - A diverse set of expert professionals and academia from across the world have been engaged (primarily pro-bono) over the past year
- Project Management Unit - PMU ASoSE: Boston Consulting Group, PMU DBSE: ACER: Australian Council for Research
","Beneficiaries of these schools are Delhi students belonging to low-income families. In the pilot year, through 4 schools, we are impacting ~500 students and their parents (>30% y-o-y scale-up). The conceptualization, launch, and operationalization of these pioneering schools have been made possible by a number of critical stakeholders:
- Willing and motivated political leadership
- Government officials, teachers and administrative leadership
- Knowledge partners and project management units
","While early impact results in the pilot year are evolving, qualitative evidence of impact is consistently visible:
- ~2000 students applied for 300 seats offered in the admissions cycle 2022-2 (1:6 selection ratio) demonstrating high student traction
- ~30% of these applications were from private school students, reversing the typical student migration trend
- Leading top-tier private higher-ed institutes such as WWI, SMI were interested to partner and become part of this revolutionary shift
- 98% of students reported receiving greater exposure, improved learning, more career-awareness and higher engagement with schools
- Students are already securing opportunities to do formal projects/performances
- Music students performed at the 10-yr anniversary of the Global Music Institute
- Visual Art students created a mural-art at Michael and Susan Dell Foundation’s office
- As part of the responses received from Parent- teacher interactions highlighted that parents of >90% students said that their child was happy
","
- Awareness building: It was extremely challenging for parents, teachers, and school-heads to internalize ‘Performing and Visual Art’ as curricular subjects that are formally taught and assessed with the goal of enabling students to pursue the field via formal higher-ed/career pathways
- School operations: To operationalize ‘Music’ that offers 6 different instrument choices, ‘Visual Arts’ and ‘Filmmaking, Acting and Media Studies’ in each school in addition to foundational subjects in a manner that efficiently employs teacher and space resources was a unique complexity to solve for
- Stakeholder management: The project involved multiple stakeholders - 3 Knowledge Partner teams, 4 Schools, DBSE stakeholders, and 40+ external teachers, translating to complexity in ensuring stakeholder alignment and smooth operations
- Teacher Management: ~10 external and ~4 internal teachers are onboarded in each school, leading to complexity in managing co-working dynamics within the school system
","The most important enablers of success for this program have been:
- Strong school management: A cohesive school-management team led by a strong leader (school head) is essential to ensuring that the curriculum is translated effectively into class
- Best-in-class Knowledge Partners: An experienced knowledge partner is critical to developing a high-quality curriculum, and assessments, and to anchoring teacher training, student exposure, etc. which is core to the success of the program
- Streamlined operations: A well-managed team on-ground (comprising members of knowledge partner teams) is necessary to drive operations of the three creative fields across schools
- High-quality teachers: The quality of teachers determines the teaching-learning that student is exposed to and is therefore one of the most critical enablers of success
","As the school model, curriculum, and assessment frameworks have been developed by the Delhi Board of School Education, it is rather seamless to expand the school footprint. Any school in Delhi that is affiliated with the Delhi Board of School Education (public or private) may adopt this model. The Delhi public school footprint is expected to expand to 8-10 schools over the next 2-3 years. Even though we are just at year 1 of the program launch with 4-pilot schools, there is strong traction from state education departments across India who have, over the past year), visited the schools and interacted with DBSE to understand the school model. The SoSE model has also been presented by the Delhi Department of Education in international forums where it attracted a lot of attention. We believe that in years to come as PVA SoSE students begin to graduate, not only with more public and private schools start to affiliate with this model, but other states will also start to adopt it actively.","While there may have been many learnings in the journey of setting up PVA schools, three most critical ones are:
- Strong end-user centricity: Each aspect of a program must be designed, planned and executed keeping the end-user needs, limitations, and motivations at the core. The end-user may be a student, parent, teacher, school-head, knowledge partner or government stakeholder depending upon context. Regular loops of feedback via school visits or calls are very helpful to improve program success.
- Strategic communication: During admissions, we observed some students apply to PVA SoSEs without truly understanding the proposition and goals of the school but rather to simply explore the process, a learning to drive more strategic and targeted outreach to potential applicants
- Robust team building: The success of any program is impossible unless the team behind it is highly competent and led by a strong leader. This implies onboarding suitably qualified professionals
",,,,,,
33430,"Inter-ministerial Cooperation for Inclusion in Sport",https://oecd-opsi.org/innovations/inter-ministerial-cooperation-for-inclusion-in-sport/,30/09/2022,"Ministry of Education, Science and Sport",Slovenia,central,"a:1:{i:0;s:9:""education"";}","Inter-ministerial Cooperation for Inclusion in Sport",https://judoslo.si/en/article/2329,2022,"It is easier to be said than done, but we have taken the first step and committed to inter-ministerial cooperation to support inclusion in sport. Together with the Ministry of Labour, Family, Social Affairs and Equal Opportunities and the Slovenian Judo Federation, as the first in a series of sports organisations, we have signed an agreement to support vulnerable groups to integrate into mainstream sport environments.","The history of humanity teaches us about different approaches and views of human beings as individuals who are part of society. In the last few decades, we have moved from a medical view to more humane and social models of treating people in the community. A human being is not just an object with a diagnosis, separated from the whole. Today we are aware that every human being carries within him or her the potential to make a positive contribution to society. We, at the Ministry of Education, Science and Sport, are aware of our responsibility, which, from the position of power, requires us to create conditions that open the door to equal opportunities for every citizen to participate. The signing of the agreement and the commitment of the two line ministries to work together for an inclusive sports federation is an innovation in the Slovenian context.
Even though many international and national documents state that inter-ministerial cooperation is desirable and necessary, in practice it is mostly avoided. This is because of the large bureaucracy, the division of competencies and consequently responsibilities, as well as the rigid, established system of public administration, out of touch with the needs of the reality on the ground. Organising an event 'on the ground' among people, among athletes from vulnerable groups, is an innovation, as it requires a lot of coordination, learning, mutual understanding and exposure to new content. The Ministry of Education, Science and Sport had to familiarise itself with the status of people with disabilities and social inclusion before signing, while the Ministry of Labour, Family and Social Affairs had to familiarise itself with the field of sport and recreation.
Building on our established knowledge, we have together supported an active sports federation that has been including all athletes, regardless of their diverse abilities, in its judo clubs since 1994. All this is done largely on a voluntary basis. By supporting such good practices, we innovatively enable the maintenance of rich practices and co-create the conditions for the development of inclusion in sport. We are also initiating procedures at the highest national level that will be able to extend the opportunities for the inclusion of vulnerable populations in mainstream sporting environments in a systematic and long-term manner. Our example and success may encourage other public authorities to take a similar approach.
The main objective of inter-ministerial cooperation for inclusion in sport is to secure, deepen and consolidate the conditions from vertical down. Ministries are hierarchically the highest public services that can significantly support work on the ground with a clear direction. By signing the agreement and the resulting commitment to work together across the national sport and social sectors to support the inclusion of people of diverse abilities in a mainstream sectoral sports federation, we are placing power and recognition in the hands of practitioners in an innovative way.
The aim is therefore to promote the model of inclusive sport more widely in Slovenia. Above all, we aim at the development of criteria, working methodology and possibilities of obtaining financial resources to promote the process of sport inclusion of vulnerable groups in a meaningful and targeted way in Slovenian sport. In this way, we would help society to achieve the standards and values of an inclusive, intergenerational society. The purpose of signing the agreement was to support vulnerable groups to facilitate their inclusion in mainstream sports organisations.
The innovation benefits vulnerable individuals who, due to different circumstances, need support and adaptations to the sports environment in order to be able to participate on an equal footing. Inclusion in sports is a legal innovation in Slovenia. We are a typical European country with a well-developed para-sport for athletes with physical disabilities and a functioning Special Olympics programme that enables people with moderate and severe intellectual disabilities to participate. However, the biggest challenge in the area of inclusion in sports is posed by other individuals who do not fit into the categories mentioned above. These include people with mental health problems, people who have suffered head injuries as a result of an accident, people with long-term illnesses, children and adolescents with behavioural and emotional disorders, socially disadvantaged individuals, the elderly, former top athletes, geniuses in a particular field, Roma, refugees and others.
Most sports environments are currently not yet able to include such people, or only exceptionally so since additional skills and training are needed alongside an open heart. We stress out it is not only the vulnerable individuals involved who benefit but also others who can significantly improve the quality of their lives through awareness, acceptance, tolerance and respect for diversity.","a:5:{i:0;s:3:""190"";i:1;s:3:""302"";i:2;s:3:""613"";i:3;s:3:""320"";i:4;s:3:""619"";}","In Slovenia, the status rights of athletes with disabilities have gradually been equalised with mainstream sport since 2008. However, we have not yet made progress in the broader field of inclusion in sport. The 2011 analysis of sport has already shown that a thorough rethink will be needed on the development of disability sport, whether it will move towards maintaining a separate category or it will be integrated into all forms of sport, from elite to recreational, with resources allocated accordingly (Štrumbelj, 2011).
To this date, no decision has been taken yet. But the interest and influence of the EU are clearly seen, which is very much in favour of inclusion. Bureaucratic procedures and strict controls on the use of public funds are major obstacles to such cooperation at the ministerial level. The needs on the ground, in sports associations, which are largely voluntary under the Sports Act (2017), are often not in line with the highest requirements of financial controls.","a:1:{i:0;s:20:""developing_proposals"";}","The tripartite agreement was signed in April 2022. The initiative of the agreement was to establish an inter-ministerial committee for the inclusion of vulnerable groups in Slovenian sports. On the signing agreement, the Ministry of Education, Science and Sport (MESS) and the Ministry of Labour, Family and Social Affairs (MLFSA) agreed to initiate the establishment of an extended inter-ministerial commission.
The Directorate for Sport is doing everything to achieve this goal by the end of the calendar year. The Inter-Ministerial Committee will be able to help us in the formulation of a modern resolution of the National Sports Programme, the integration of the development of inclusion in the sport into international cohesion policy projects and the development of regional and local action of sports organisations.","The initiators of the tripartite agreement were the coaches of inclusive judo from Slovenian Judo Federation. Their leadership organised several working meetings. Both competent ministries with the minister dr. Simona Kustec and the director dr. Mojca Doupona from MESS and the minister of the MLFSA Janez Cigler Kralj and State Secretary mag. Cveto Uršič identified the Inclusive Judo programme as a possible model for further development of inclusion in sport.","The innovation involved inclusive judo coaches as citizens, representing at least 150 participating judo players in need of adaptations. Until the tripartite agreement was signed, close cooperation took place between the staff of the MESS and MLFSA. The rich practice of inclusive judo has established close cooperation with civil society organisations. The Inclusive Clubs also rely on local businesses.","One concrete outstanding effect of the coordination between the two ministries so far has been the record of the programme ""inclusive sport for people with disabilities"" in the new Resolution on the national social assistance programme 2022-2030. Currently, approximately 150 judo players of different abilities are involved in inclusive judo.
There are around 20.000 children and young people in the education system in Slovenia who have been issued with written order on the necessary adaptations. There is also an estimate of the number of people with various forms of disability. They figure from 160.000 to 170.000 persons with disabilities. Almost 1.500 children and adults are involved in a pilot programme to link disability and sports associations at national level. Our aim is to provide long-term systemic support for their involvement in local sports clubs by at least 200 % through weekly exercise.","In practice, the various line ministries are a rather closed system in order to comply with all directives, laws and regulations. Openness and inter-ministerial cooperation entail a certain degree of risk that a project or an intention will not be successfully implemented. There may be several conflicts of interest, misunderstandings or lack of in-depth knowledge of each other's area of expertise, legal frameworks and ways of doing business. Notwithstanding the above, we at the Directorate for Sport do not believe that this should stop us from trying to promote the well-being of citizens.","The conditions needed for our innovation to succeed are most strongly reflected in the area of policy and rules. Of course, we implement this type of practice through leadership and guidance of good practices, supported by human and financial resources. All of us involved in such holistically oriented activities need to have integrity, high personal values and the motivation to succeed.","By our action and our will to sign the tripartite agreement on community action for inclusion in sport, we have opened the door to other public authorities and set an example for them to possibly do the same for the benefit of citizens. We also encourage the civil sphere to take an active approach to the challenges they face in their activism.","At the Directorate for Sport, we believe that working in the public interest is one of the most beautiful missions and that the amount of work, the responsibility and the additional challenges that may arise from inter-ministerial and civil society integration should not stop us. Just as we support good practices by working together, we can also tackle potential obstacles along the way by working together.","References:
","a:14:{i:0;s:5:""32753"";i:1;s:5:""32736"";i:2;s:5:""32737"";i:3;s:5:""32735"";i:4;s:5:""32734"";i:5;s:5:""32758"";i:6;s:5:""32757"";i:7;s:5:""32756"";i:8;s:5:""32755"";i:9;s:5:""32754"";i:10;s:5:""32752"";i:11;s:5:""32751"";i:12;s:5:""32750"";i:13;s:5:""33453"";}","a:1:{i:0;s:5:""32738"";}",https://youtu.be/xjCunOoOlfk,https://www.facebook.com/JanezCiglerKralj/posts/pfbid02mU85oaXCY2DURbEd8yy62UPSgrJaxqcWVJKz3csEpHPuEbhmrj1kkApLxNTEU5Y4l,https://www.sankakuljubljana.eu/objava-v-medijih/podpis-tripartitnega-sporazuma-za-inkluzijo-v-sportu-signing-of-the-tripartite-agreement-for-inclusion-in-sport/
33431,"Cardiff Capital Region – Local Wealth Building Challenge Fund",https://oecd-opsi.org/innovations/cardiff-capital-region-local-wealth-building-challenge-fund/,30/09/2022,"Cardiff Capital Region – Local Wealth Building Challenge Fund","United Kingdom",regional,"a:3:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Cardiff Capital Region – Local Wealth Building Challenge Fund ",https://www.challengefund.wales,2020,"The Local Wealth Building Challenge Fund is designed to provide financial and non-financial support to develop new products and services to tackle challenges. One aspect of this Challenge Fund which is unusual is the focus on developing innovations that will be procured by the challenge holder, providing additional incentives and focus. Public and third sector organizations often have issues that can be solved not by getting new skills or more workers, but by being innovative. The Challenge Fund assists them in getting new and unique products and services to tackle these challenges. Public sector bodies present their challenges to get support, and those who successfully secure funding become Challenge Owner Organizations. They then collaborate with solution providers to develop solutions and bring those solutions to the market.","Continued government austerity policies, the emergence of new problems stemming from climate change and global economic turbulence and the COVID pandemic have all led to increased pressure on public services. Public services face increased pressures to find solutions to challenging problems, but the traditional R&D route to finding solutions often fails to provide the incentives for deeper experimentation, new collaborations, scale and return on investment (ROI).
The Cardiff Capital Region (CCR) Challenge Fund provides a route for public services to identify and develop innovative responses to challenges while stimulating the creation of jobs and economic growth in the region. As a Challenge Fund serving the needs of public services across the region, this fund provides a space through which public servants connect with solution providers who may find innovative solutions to ongoing challenges. The objective is not just to develop an innovation, but that the innovation will benefit the region’s economy and its citizens. The initiative builds from established SBRI (Small Business Research Initiative) practices. The partnership between CCR and Cardiff University has facilitated the development of a bespoke and responsive model for the fund. This approach has been developed through ongoing interaction between the local authorities of the CCR and innovation experts in the university. To date, during the first two years of the scheme, challenges that address health and well-being and sustainability issues have been developed and delivered. The overall programme runs for 3.5 years and has a budget of £10M.
The challenge fund place-based economic development initiative recognises the importance of developing the capability and capacity for Mission-oriented innovation in the region and has taken steps to create new training and development activities and create a community of practice. One key aspect of this is centred on public procurement and this remains a key issue in sustaining and scaling the benefit from the challenge fund. These are intended to provide some of the basis for a sustainable long-term approach to take root in the region’s public services.","a:7:{i:0;s:3:""178"";i:1;s:3:""213"";i:2;s:3:""613"";i:3;s:3:""316"";i:4;s:3:""617"";i:5;s:3:""335"";i:6;s:3:""190"";}","Challenge Funds have been used to prompt innovation in both the private and the public sector. What makes this an innovative use of the Challenge Fund model is the focus on developing innovations that will be procured by the challenge holder and will stimulate place-based economic activity and bring local wealth benefits. The expectation that the innovation be adopted, procured and scaled up by the challenge holder adds to the motivation to develop a truly useful and innovative product. Furthermore, the anticipation that the innovation will be of economic benefit to the region prompts reflection on how private sector providers might stimulate economic activity in the region. This combination of public (social value) and economic value is comparatively rare in the design of challenge funds and is further made distinctive through the nurturing of a community of practice that has brought in participants from across sectors in the region.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The Cardiff Capital Region Challenge Fund is currently being implemented. The initiative provides funding opportunities for the public sector to resolve problems by developing a challenge that can only be solved by an innovation. These challenges are either responded to reactively as public sector organizations develop proposals and bring them to the team, or are developed in partnership with potential challenge holders. In delivering this project, the Challenge Fund team is managing challenge projects at various stages of development.
The Fund is continuously seeking to identify problems that may be resolved by way of an innovation through communicating with people across the public service, and by building challenge-oriented innovation capabilities. The partnership with the Cardiff University includes a full-time researcher who is actively gathering data in ‘real-time’ to inform the further development of the Fund. Alongside these developments, a midway review of the Fund is underway and discussions about how to extend this ‘mission approach’ across the wider activities of the CCR are taking place.","This Challenge Fund is itself a collaboration between Cardiff University and the Cardiff Capital Region. It brings together the capabilities and networks of public sector leaders and officers with the vision, communication, and network building capacities of the University. Each challenge involves partnering with public sector organisations wanting to find an innovative solution to a problem. Significant collaboration with delivery partners includes the Innovate UK KTN and SBRI CoE.","The fund benefits public services by reducing pressures and supporting public sector employees to develop their innovation skills. The Fund is connected with wider Wales, UK and devolved administration Challenge initiatives to share best practices. It also benefits businesses by supporting the co-production of solutions by public sector procurers working with businesses and developing commercially scaleable innovative products. Citizens benefit from innovations, as they address societal problems.","One challenge has come to a successful completion and the Fund is currently supporting six challenges that are at various stages of progression. The Fund is currently looking at the longer term strategic direction for Mission-driven innovation while simultaneously scoping challenges to target resource towards urgent issues facing local authorities, with major areas of focus being the urgent need for social care innovation and innovation that supports businesses and citizens through the cost of living crisis. Ultimately, the Fund will assess impacts based on regional economic and social benefits and the successful scaling of innovations and will seek details on the economic impact in respect of jobs created or sustained by bringing innovations to the market.
Two cases showcase the collaborative nature of the programme and exemplifies the specifics of the challenges and their delivery. The first addressed the challenge of training for clinical procedures during the pandemic through the application of simulation technologies to develop new training products for medical staff. This was undertaken in conjunction with the Welsh Government and their SBRI Centre of Excellence, and led by Cardiff and Vale University Health Board. Two small businesses were successful with their initial proposals and gained two rounds of funding to develop, prototype and market test innovative products. These are currently undergoing further testing in hospitals in both Wales and England. The second case is a challenge addressing Net Zero issues that was developed in partnership with the UK Government’s Innovate-UK Knowledge Transfer Network. This activity has led to the development of four regionally significant challenges, each led by a local authority with support from the KTN and the CCR/CU Challenge Fund team. These are in process, as are a second challenge with Cardiff & Vale Health Board looking at how innovation can help address waiting times for endoscopy and a major £2.6m investment in a food innovation challenge looking at issues of localising food supply and resilience that is being led by Cardiff and Monmouthshire Councils.","The Challenge Fund has encountered difficulties in developing and progressing challenges. In setting out a challenge and inviting responses from stakeholders in the public sector, the Challenge Fund has encountered issues framing calls for challenge proposals in a way that it could engage interest. There is a significant amount of education and cultural barriers still to overcome. Among the recurring challenges is overcoming the risk aversity of government officers. Despite offering extensive support to managers and organisations, the Fund has found it more difficult to fund projects than anticipated. Converting a Challenge 'idea’ into an investable Challenge ‘Proposition’ which can be taken to the open market is difficult, labour intensive and time consuming. For this reason, the Fund has expanded the number of platforms it uses to support the development of challenge ideas, and challenge based projects, thereby increasing the opportunities for people across the public sector to find ways of accessing the fund.","
- The use of a good communication strategy that keeps people across the public sector engaged with the idea of challenge led innovation
- Willingness to support potentially risky project proposals
- The commitment of staff at the Fund to maintain the enthusiasm of people whose proposals have not been successful and to work closely with people whose ideas show potential
","This innovation has not yet been replicated elsewhere.","Importance of:
- Simple messaging so stakeholders understand the Challenge proposition, objectives and priorities
- What’s out of scope is as important as what’s in scope
- Don’t underestimate the amount of time and work involved in good challenge design
- Challenge delivery requires a well resourced team effort across multiple organisations
- Funding is an important component of the Challenge jigsaw, but must also have committed forward-looking and open-minded people, an innovation culture with acceptance of risk and an inclusive leadership
- Gather people from different backgrounds to improve challenge design and keep them engaged through peer-to-peer learning during challenge delivery and reflection within a Community of Practitioners.
",,"a:2:{i:0;s:5:""34437"";i:1;s:5:""34438"";}",,,,
33432,"MITOS - The National Registry of Administrative Procedures",https://oecd-opsi.org/innovations/mitos-the-national-registry-of-administrative-procedures/,30/09/2022,"GRNET S.A.",Greece,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","MITOS - The National Registry of Administrative Procedures",http://mitos.gov.gr,2021,"Digitization of administrative procedures of the public administration drastically and positively impacts the operation of registry offices, the centers of public services, and the overall interaction of citizens and businesses with their government. However, developing a National Registry of Administrative Procedures is a huge challenge for all governments that want to systematize and simplify their processes. The Greek Registry of Administrative Procedures and Services, also known as MITOS overcame this challenge. MITOS is an informational platform, which provides all necessary information to citizens and end-users about administrative processes, governmental services, applicable regulations and rules, and competent authorities. It automatically generates a visualization of each procedure using widely adopted standards. By doing so, it sets the grounds for procedures' simplification and digitalisation and provides a tool for citizens that consume public services.","The development of a National Registry of Administrative Procedures is a huge challenge for all governments that want to systematize and simplify their processes in order to digitize all the operations of public administration. This digitization drastically and positively affects the operation of registry offices and centers of public services, as well as the overall interaction of citizens and businesses with the public authorities. The European Commission has developed resources, data models, and standards to facilitate the systematic description of public services, thus allowing public bodies to describe the public services only once, using an expandable and machine-readable vocabulary of terms, making these descriptions reusable on many different government web portals including EU’s Single Digital Gateway and Your Europe portal.
The Greek Registry of Administrative Procedures and Services, also known as MITOS, is currently being populated with detailed descriptions of public services and internal procedures adopting well-known vocabularies of terms and standards (CPSV-AP, CPOV, BPMN), and a flexible editing model that is based on controlled crowdsourcing in order to accelerate the registration process and keep completeness and quality at a high level. The registry combines rich metadata, which is human and machine-readable and constitutes a valuable knowledge base for public administration processes. The project follows a vertical registration model, similar to hierarchical management, which comprises (a) several hundred editors, state employees from different ministries, who are responsible for registering and keeping track of a specific set of administrative procedures each; (b) supervisors at each ministry who guarantee the content quality and validity; and (c) a group of administrators from the Ministry of Digital Governance, who supervise the whole project. Editors and administrators are trained using an asynchronous training platform and a support forum.
MITOS is an informational platform, which provides all necessary information to citizens and end-users about administrative processes, governmental services, applicable regulations and rules (to some extent, as the full scope of applicable law and technical rules is beyond the scope of any given portal, at least at present), and competent authorities. At the moment, MITOS contains more than 2200 fully described services and procedures, another 2300 that are under processing. It is expected to collect about 5000 procedures and services in total, which are provisioned by the law for the public administration. The implementation pursues the following objectives:
- Make available to the public reliable and up-to-date information on the obligations and due actions, relevant legislation, application forms, supporting documents, and steps of each public administrative procedure – from a single reference point
- Ensure the standardization, uniformity and consistency of the presentation and delivery of procedures to all citizens
- Facilitate the review and analysis of administrative procedures and identify areas for further simplification
- Allow citizens to report outdated or unregistered procedures
MITOS core is based on a MediaWiki installation, the open source software used by Wikipedia. Building on MediaWiki and its extensions, MITOS stores its data in a relational database and employs the Semantic MediaWiki in order to allow queries on the well structured information of the Registry. Following the effort of the European Commission that developed standards and core vocabularies to facilitate the systematic description of public services, the MITOS API allows to share content with other applications and supports send and receive requests in the form of JSON or XML documents. The BPMN generation module automatically creates a simplified BPMN diagram of the procedure from the described execution steps.
MITOS is one of the three pillars of the National Policy for Administrative Procedures, along with the Observatory for the measurement of executional and administrative burdens and the National Framework for Process Simplification. MITOS' data are consumed by the new EUGO portal, which takes advantage of the BPMN diagrams registered in MITOS, and interoperabilities to other systems as building blocks, in order to deploy all EUGO services as executable BPMN flows on a single open-source BPMN engine. In addition, the interoperability with the new backoffice of Citizens’ Service Office (KEP) and the governmental portal of digital services gov.gr is under development. In this way, MITOS is the cornerstone of the envisioned «Ecosystem of public administrative procedures», ensuring the avoidance of duplicating the relevant information stored across the public administration and also providing the opportunity to third parties (e.g. public bodies and/or the companies supporting them) to build on that and offer added-value services and systems.","a:4:{i:0;s:3:""876"";i:1;s:3:""234"";i:2;s:3:""617"";i:3;s:3:""317"";}","Among the innovations of MITOS is the management model it employs for its population with procedures' metadata. This controlled crowdsourcing model allows to quickly engage and orchestrate more than 800 human editors and about 200 administrators. Each editor is assigned the task to register and update a small number (i.e. 5-7) of procedures, which are assigned by an administrator. The administrator supervises a small number (i.e. 3-5) of editors, checks and approves all the changes regarding MITOS' procedures.
The use of MediaWiki allows to keep control of all versions and changes, to go back with the click of a button and to make content publicly available in human and machine readable formats. With the use of the Semantic MediaWiki plugin it was also possible to create new, previously undocumented, knowledge about procedures (e.g. which are the procedures of each Ministry, which are the most popular evidences etc.), that can be used for further optimizing public procedures.","a:1:{i:0;s:10:""evaluation"";}","MITOS has successfully completed its first implementation phase and established as the main platform for procedures, and their metadata, for the Greek Public Administration. It is now open to the public, having recorded almost half of the provisioned procedures. Following the principles of agile project development, the development team keeps updating the platform, adding new features that facilitate all stakeholders and strengthen their engagement with the platform. The first analytic dashboard has already been made available to the ministries so that they can get an idea of the progress of populating MITOS. Doing our due diligence we detected weaknesses and threats and turned them into opportunities, by designing new solutions for MITOS. For example, the risk of inconsistent metadata, especially in the many free-text fields, led us to the creation of controlled vocabularies and side registries around MITOS such as the Registry of Evidences, Registry of Points of (citizens') Service, etc.","The design of MITOS platform promoted the actual end-user engagement, through service design sessions and piloting of new features. Public administrators brought the need for documenting the internal process of the service execution, and the requirement for dashboards. Citizens brought the need for rationalization of evidences and their association with service pre-requisites. Companies that automate public services brought requirements for the MITOS API and the information it provides.","The main stakeholders are the government officials who will benefit from the analysis of information collected in the registry. They will be able to decide on the processes to optimize, the evidences to digitize and the interoperabilities to develop. IT companies are also benefited from MITOS, since they can start new process automation and digitization projects with the government agencies, based on the analysis done in the registry and develop innovative services for the sake of citizens.","1600 procedures have been published and another 660 are fully described and ready to be published. More than 400 editors and 100 administrators have enrolled to MITOS and have received the synchronous and asynchronous training. MITOS has received more than 242,000 pageviews and 34,000 visits on a monthly basis. For measuring the impact to the economy, the environment and society, we use a combination of tools and practices from popular methodologies including TIMM from PwC, Four pillars by NPC, Theory of Change, etc. The key impact objectives have been transformed to quantifiable targets and indicators, which are either visualized on MITOS dashboard, or depicted on the monthly reports we create for the Ministry of Digital Governance. The goal is to have all ~5000 administrative procedures and engage all editors and administrators, as well as to quadruple the daily views and visits by citizens.","The biggest challenge in the implementation of MITOS was the engagement of all ministries in the process of populating the registry. Some ministries have already described their procedures in other platforms, using custom tools and standards. The MITOS team developed several data migration strategies in order to support the smooth transition to MITOS and organized training sessions to introduce editors to the new platform. Another challenges is related to the management of changes in procedures when a new law is issued. These changes must be depicted to MITOS within a short period and we still lack of a mechanism that early notifies the editor for upcoming or established changes. This has been partially tackled by the law publishing office (www.et.gr), which before publishing a law asks which are the procedures that it affects. A provision is also taken in the Regulatory Impact Assessment platform that we are developing to interact with MITOS and provide an early notification.","The main condition for the success of MITOS is the optimization of the legal and regulatory framework in order to facilitate the population and maintenance of the registry. The major steps have already been done, and this partially explains the success of MITOS. Apart from this, it is important to ensure the human and financial resources that are needed for the maintenance of the content and the infrastructure, but also for the expansion of MITOS with new services that will add value to the collected knowledge. The Ministry of Digital Governance has provided the necessary resources for the development of MITOS, and is constantly caring about supporting its expansion. The leadership and guidance of the project is also critical and in this direction the management team of MITOS is in close collaboration with domain experts from the academia, the industry and the public governance in order to select and adopt the best practices, following an agile development methodology.","The success of MITOS has created an asset for the Greek Ministry and GRNET which can easily be replicated in other domains or countries. Already, banks in Greece have expressed their interest to use the platform for registering their procedures. Universities, hospitals and other big companies and organisations are within our scope. We are also in contact with the World Bank and OECD in order to disseminate our results and find more domains of application, as well as more governments world-wide, that will be interested in using our platform to organize their registry of procedures.","Start small, make sure that you engage your core group of users, gradually evaluate and develop new solutions and services.","MITOS started small, with a minimum functionality, in an attempt to engage more and more users (citizens and public administrators) and gradually shape its services. The MITOS team combines multi-disciplinary skills and knowledge which allows to quickly adapt to the requirements we get and the landscape we discover as we grow bigger. The supporting community of practice, comprising editors, administrators and citizens, in close collaboration with the MITOS team are examining issues and prioritize solutions. A small but attractive feature of MITOS is its ability to automatically generate BPMN diagrams from the procedure metadata, which help everyone to have a quick visualisation of every procedure and its internal steps.",,,https://www.youtube.com/watch?v=NnAU3vwWjng,https://www.youtube.com/watch?v=wY-CH2YUJHc,https://www.youtube.com/watch?v=e3yFG3zT4Dk
33440,MoKloud,https://oecd-opsi.org/innovations/mokloud/,30/09/2022,"Ministry of Information Technology, Communication and Innovation",Mauritius,central,"a:1:{i:0;s:11:""information"";}",MoKloud,https://mokloud.govmu.org,2021,"With a view to achieving the vision for a paperless environment, the MoKloud platform provides storage space for every citizen for the safekeeping of personal official documents in a digitally secured format bearing a QR code and digital signature, as may be required. Currently, MoKloud hosts birth and marriage certificate extracts, digital vaccination passes, certificates of electricity supply and e-payslips. MoKloud documents are shared by an API or scanned for verification.","With a view to promoting the idea of paperless governance, MoKloud has been implemented to offer a secure, flexible and easy-to-use platform for issuance, sharing and verification of documents and certificates in digital mode - thereby eliminating the use of physical documents.
MoKloud may be shared in real-time with public authorities, businesses and citizens.
The innovative nature in the usage of the MoKloud platform carries the following features:
- Digitally empowering citizens by providing them with a storage space on the cloud to enable them to sign, access and share their official documents online;
- Eliminating the need for citizens to maintain physical government issued documents;
- Ensuring authenticity of the documents and thereby eliminating usage of fake documents/certificates;
- Reducing administrative overhead of government agencies, service delivery time and costs by enabling paperless transactions;
- Ensuring anytime, anywhere access to the documents by the citizens; and
- Providing secure and consented access of government issued documents to user agencies.
Today, birth and marriage certificate extracts, digital vaccination passes, certificates of electricity supply and e-payslips of government officials have been made available on MoKloud. In the near future, digital driving licences, certificates of character, insurance statements of benefits, and others will also be ported on the platform.
The MoKloud platform will completely revolutionize the digital ecosystem by making all citizens' official documents as well as businesses’ statutory documents available in electronic format and in real-time.
MoKloud leverages on the following three infrastructures of the Ministry of Information Technology, Communication and Innovation (MITCI) for an efficient service delivery:
- InfoHighway platform data sharing and interoperability.
- MauPass authentication platform for authentication services.
- MauSign Certification Authority for Digital Signature services.
","a:3:{i:0;s:3:""618"";i:1;s:3:""876"";i:2;s:3:""283"";}","To obtain a birth certificate extract, a citizen must apply in person at the Civil Status Division. After a week, the citizen will collect his birth certificate extract against payment of a Rs 25 stamp. With MoKloud, the citizen authenticates via his MauPass account to avoid impersonation. On MoKloud, the citizen is able to download the digital version of their birth certificate extract instantly. Moreover, the birth certificate extract carries a QR code and is digitally signed by the Civil Status Division confirming the veracity of the document. The citizen does not have to purchase a stamp. The extract may be presented to the relevant authority or institution for verification via scanning of the QR code. We can imagine the amount of paper usage and manual processing time that can be avoided or largely minimised by leveraging the MoKloud service, taking into account all the official and statutory documents that can be issued through this platform, which is in line with Green ICT practices.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The Public Service Commission allows online application for a job post. However an applicant has to have their documents physically verified at the time of interview thus defeating the purpose of the online system. MoKloud supports sharing of official documents in a digitally secure way prior to verification by the Public Service Commission, hence allowing for a faster processing of applications and recruitment.
Another example is the proposed digital driving licence which planned to be ported on MoKloud in December 2022. Currently, the paper-based licence is prone to forgery and a fake licence may go through unnoticed. With the digital driving licence, verification may be conducted in real-time and any tampering may be identified instantly. As the MoKloud service gains traction, business opportunities will surely come up as spin-offs. Private or parastatal businesses may be charged a fee to cover operational costs as well as generate revenue.","
- MoKloud has been developed by the Central Information Systems Division.
- MoKloud platform was inspired from the DigiLocker of India.
- The MoKloud developers produced a document designing module supported by a QR code generator (which is also digitally signed) and the digital signature applicator.
- Major stakeholders are government and parastatal agencies issuing official documents to citizens.
","
- Major stakeholders are government and parastatal agencies. With amendments to regulations, MoKloud will be extended to private institutions like insurance companies and academia.
- Serving agencies are showing greater interest in using MoKloud to issue documents in digital format to their customers as this facility relieves their staff of the tasks of attending to requests at counters. With MoKloud, requests are processed much faster resulting in a net gain in service delivery efficiency.
","More and more agencies are keen to port official documents of citizens on MoKloud. Given this interest, applications from agencies to join the MoKloud platform are now being handled at the level of the High Level Management Committee. To date, 5 types of documents have been ported on MoKloud, namely, birth and marriage certificate extracts, digital vaccination passes, certificates of electricity supply and e-payslips. This figure is expected to grow considerably as more agencies become aware of the potential of the MoKloud platform.
The statistical figures for the download of the above documents as at the end of September 2022 are:
- Birth Certificates: 5393
- Marriage Certificates: 3444
- E-payslips: 991
- Covid Vaccination Passes: 507421
- Central Electricity Board Proofs of Address: 721
The redesign of the architecture of MoKloud is currently under consideration for the faster deployment of digital documents to cater for the expected increase in the number of requests from agencies.
As of now, in certain agencies citizens are required to queue up for about 15 minutes to make their requests and to come back and queue up again for collecting their documents, notwithstanding the amount of time or days required for the processing of their requests. With MoKloud, the requests are processed instantly.","Initially the Ministry of Information Technology, Communication and Innovation (MITCI) experienced difficulties in identifying an experienced software developer from the CISD. Subsequently, the MoKloud team was constituted. Given the current load of work on the staff, it is now envisaged to hire a managed service for the operationalization of the MoKloud platform.","Every successful system is built on a functional and resilient communication infrastructure. A digital identity system is desirable to ensure no impersonation is involved in government transactions. Documents that are digitally signed warrants that they are issued from a genuine source and have not been tampered with. The necessary regulatory framework has to be put in place to enforce the operationalization and acceptability of documents in digital format. Adequate expert resources have to be catered to ensure support and sustainability of services.","Today MoKloud offers free online birth and marriage certificates that can be accessed at any time and from any location. The information provided by citizens is electronically shared with the appropriate authorities or institutions. It saves time and money for Ministries and Departments by eliminating administrative costs through paperless transactions. This innovative approach will pave the way for the future storage of many government documents such as Vehicle Registration Cards, Certificates of Incorporation, Business Registration Cards, academic certificates and many more that can be used by ministries, organizations, and agencies of all sizes. The MoKloud platform may be replicated in the region with a view to extending the benefits derived from it to countries in the region.","It is necessary to have proper governance, like the one that exists in the High Level Management Team, for the operationalisation of MoKloud to examine requests to port documents on MoKloud.",,"a:3:{i:0;s:5:""33669"";i:1;s:5:""33670"";i:2;s:5:""33671"";}",,https://mokloud.govmu.org/assets/videos/MoKloud-sm.mp4,,
33441,"The Happiness Curriculum: Inculcating mindfulness and social and emotional learning amongst students every day",https://oecd-opsi.org/innovations/the-happiness-curriculum-inculcating-mindfulness-and-social-and-emotional-learning-amongst-students-every-day/,30/09/2022,"Dialogue and Development Commission of Delhi ",India,central,"a:8:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:6:""health"";i:5;s:7:""housing"";i:6;s:12:""public_admin"";i:7;s:9:""transport"";}","The Happiness Curriculum: Inculcating mindfulness and social and emotional learning amongst students every day",https://happinessdelhi.blogspot.com/http://,2018,"The Happiness Curriculum (HC) is the first systemic step towards holistic development of all learners under the formal education set up. Launched in 2018 by his holiness Dalai Lama, this is the first time in the world, that there is a curriculum that focusses on inculcating mindfulness and social emotional learning as a practice every day at such a big scale. It is being implemented with more than 800,000 students from kindergarten through Grade 8 across more than 1000 Delhi government schools.","The environment in which children are growing up today is inconsistent and unstable with constantly changing social and economic dynamics. This makes it hard to imagine the future in which these children will live and work. While many children are growing up confined to middle class surroundings with excessive exposure to unguided electronic media, unlimited screen time, and little exposure to the natural world and society, others are growing up in difficult circumstances with little nourishment for the body and mind, not even having seen a book or a toy until they go to school. The children are constantly either overstimulated or under stimulated, increasing their susceptibility to psychological crises over the years.
The challenges in the school system have moved beyond poor learning outcomes and academic results. In addition to the pressures of academic performance and achievement, students come to school with stressors arising from many sources including family disturbances, peer conflicts, socio-cultural components, and exposure to physical and mental health risk factors. Prolonged exposure to such stressors leads to long term physiological and emotional disturbances, which severely hinder a child’s learning & development. Statistics from the National Crime Records Bureau show, under 18 years of age, 31 suicides were reported every 24 hours in 2020 due to issues including drugs, broken families, fights with friends, and breakups.
Education has a larger purpose to serve and hence, it needs to reflect the needs of today’s society. Educators and schools across the globe are realising the need for wellness lessons for children. According to the World Happiness Report 2015 (Helliwell, et. al., 2015), schools that prioritise learner wellbeing have the potential to be more effective, with better learning outcomes and greater achievements in learners’ lives. The purpose of education is not just to equip individuals with required knowledge but also to create individuals who are confident, mindful, responsible, and happy, who collectively build a harmonious society.
In 2018, the Delhi Education Minister, Manish Sisodia shared a vision for schools to be a space where children can be happy and engaged. The Government of Delhi has worked relentlessly to bring this vision to life in the design and implementation of the Happiness Curriculum. The curriculum addresses the well-being and happiness of students with a strong emphasis on the co-scholastic skills of mindfulness, self-awareness, critical thinking, reflection & other social-emotional skills. The classes utilise a variety of mediums such as guided mindfulness practice, games, storytelling, reflective conversations and role-playing.
By introducing this curriculum into 1000+ government schools, specifically, we can impact 800,000 students from communities that otherwise may not have access to quality, holistic education, as well as young people who come from adversity and may struggle more with development of life skills.
The Happiness Curriculum focuses on creating a holistic education system by incorporating 40 minutes of happiness classes into mainstream public schools each day for grades K-8. The weekly structure is: Monday - Mindfulness; Tuesday & Wednesday - Stories; Thursday & Friday - Activities; Saturday - Self-Expression. Each class starts with a 5-minute mindfulness activity, followed by 10 minutes for story telling/activity, 20 minutes for discussion, and closing with a 5-minutes mindfulness activity. The curriculum design has a strong child-centred pedagogy. Half the time is allocated for reflective discussions to ensure that there is sufficient time for all students to express themselves. As mindfulness requires practice, it is included everyday. This helps the students start their day by bringing awareness to their thoughts and feelings.
The objectives of the Happiness Curriculum are:
- Students will be able to develop the practice of mindfulness
- Students will be able to develop self-awareness
- Students will be able to develop skills for self-regulation
- Students will be able to understand their expectations in relationships and ensure healthy relationships with family, peers, and teachers
- Students will be able to learn the skills of critical thinking & inquiry towards effective decision making
The government’s approach ensures that the trainers and educators themselves are empowered with life skills and passionate about disseminating the curriculum to students to help them thrive.
In the long-term, the project’s goal is to thoroughly develop and implement a curriculum that will foster social-emotional skills for students in Delhi government schools and beyond. By developing these skills, the ultimate outcome is to ensure that all students are able to thrive in the 21st century - have good mental health, be confident and employable.","a:3:{i:0;s:3:""156"";i:1;s:3:""619"";i:2;s:3:""617"";}","
- This is the first time a social-emotional learning curriculum has been given a formal space in the Indian public education system. It’s been integrated into the regular school day for more than 800,000 students (Grade K-8) in all Delhi government schools.
- It is contextualised to help students more easily connect what they learn in the classroom to life outside school.
- It enables students to think and reflect in their classrooms. Teachers have the flexibility to match the pace of their students rather than the pressure to complete a syllabus. This encourages both students and teachers to move away from rote learning methods.
- Teachers are key to the transformation of students. They are trained regularly to facilitate enabling, safe environments, based on authenticity and deep listening.
","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","At the date of the submission, the program has already completed four years of implementation (July 2018-July 2022). Based on the feedback of teachers and other stakeholders, the curriculum is being revised to establish even deeper connect. Teacher capacity building is a continued area of focus. To enable students to assess and take ownership of their growth we are now working on creating student assessments. We are actively collaborating with and aiding private schools in adopting the Happiness Curriculum.","Multiple partner organisations were brought on board to actualise the monumental vision of the Happiness Curriculum. Under the overall leadership of the Government’s State Council of Educational Research and Training (SCERT), a team of school teachers and counsellors assisted by 5 key external partners such as, Abhibhavak Vidyalaya, Blue Orb Foundation, Dream A Dream Circle of Life, Labhya Foundation, and Abhyudaya Sansthaan.","Our beneficiaries are 800,000 young children from Kindergarten to Grade 8 across all 1000+ Delhi government schools. These schools primarily cater to those from lower income backgrounds or have grown up in adversity. Our community also includes the teachers, teacher trainers and educators, who work with the young people in Delhi Government schools. Now with the gradual expansion to private schools, we are increasing the number of direct beneficiaries.","To date the Happiness Curriculum has impacted more than 800,000 students from Nursery to Grade 8 across more than 1,000 government schools in Delhi.
The Brookings Institution India Centre conducted a study on the Happiness Curriculum in 2020. The high-level findings from the study showed that self-awareness, awareness of others, and communication were increasingly evidenced from lower to higher grades.
Mindfulness was strong across all grades, while critical thinking varied across grades but was strongest in grade six. The results demonstrate that the Happiness Curriculum writers were responsive to the maturation of students, both socially and cognitively.
Overall, the students showed better relationships with their teachers, increased participation in classes and increased focus and mindfulness. For the teachers, they were able to prioritise values , a change in their orientation for how they were designing classes and an increased collaboration among the teachers.","Stakeholder investment - In the initial phase of the project, it was a challenge to create stakeholder buy-in for a curriculum that was not to be graded but took away instructional hours.
Teacher Capacity Building - The Happiness Curriculum was a novel intervention. This meant that while the teachers had the onus of carrying the curriculum to the students, they themselves needed to be trained. Training for a curriculum such as this can not be confined to training hours. It is difficult to gauge the teacher to student transmission loss.
Covid - The onset of the pandemic led to school closures which halted the implementation of the curriculum.
Evaluation/Assessment - As with all behavioural interventions, it has been difficult to create tools to assess and evaluate the impact of the curriculum. Self-assessment surveys lead to social desirability bias and situational questions require anchoring and intricate contextualisation.","The curriculum is a long term sustained effort to reform school education and requires immense support and willingness of the political leadership.
Successful implementation of the curriculum first and foremost requires clarity of purpose and motivated leadership because it is an intervention that will reap the most benefits in the long-run and hence a sustained effort is required.
It is also essential to have human resources with relevant expertise in social emotional learning, content design, capacity building, and contextualisation of content.
Additionally, it is crucial that a happiness class is conducted everyday and hence allocation of instructional hours for regular Happiness classes is necessary.
It is important to incorporate stakeholder feedback on design and implementation. It is strongly recommended that stakeholder input be collected through surveys and focus group discussions at regular intervals","The success of the curriculum has motivated the Action Committee for Unaided Recognised Private Schools in Delhi to reach out the Delhi Government for assistance in replicating the curriculum in their schools. As of now, 200 private schools in Delhi have voluntarily implemented the curriculum.
The Happiness Curriculum has also informed the Uttarakhand state government’s SEL curriculum development. Anandam Pathyacharya is an SEL curriculum for classes Nursery to VIII that has been rolled out across 20,000 schools in the state.","
- The pandemic led to prolonged school closures across the globe. Students returning to school need to feel ready and confident to learn again. Therefore, an integral part of bridging the learning gap is to create emotionally safe and joyful spaces for students. The Happiness Curriculum has allowed us to address this issue.
- The content creation for a curriculum like this is a very rigorous and time-consuming process. It needs multiple rounds of review from various experts with different perspectives. Each lesson and each question serves a specific purpose. The sanctity of the content determines what the students learn and imbibe.
- Teacher capacity building for a novel curriculum such as Happiness Curriculum is an equally important and continuous aspect of the implementation of the curriculum in the schools. It is paramount that while the teachers assist the students in their journey of self-reflection and growth, the teachers are assisted too.
","
- The curriculum was launched by HH the Dalai Lama.
- In 2021, the Happiness Curriculum was recognized by WISE Awards 2021 in partnership with Dream a Dream for Educational Innovative Project in Qatar.
- The Happiness Curriculum has gained recognition for being a pioneering step from leaders both national and international. Some of the more notable have been:
- Netherlands King Willem-Alexander and Queen Maxima visited the Happiness class in Delhi in October 2019 as did the former First Lady of the USA, Melania Trump, who found the curriculum inspiring in February 2020
- The former Chief Justice of India, Ranjan Gogoi, proposed that judicial academies across India have happiness classes.
",,"a:2:{i:0;s:5:""33454"";i:1;s:5:""33455"";}",,,
33447,"TISK-IKT : Digital solutions to help citizens, health professionals and authorities",https://oecd-opsi.org/innovations/tisk-ikt/,30/09/2022,"Norwegian Directorate of Health",Norway,central,"a:2:{i:0;s:6:""health"";i:1;s:11:""information"";}","TISK-IKT : Digital solutions to help citizens, health professionals and authorities",https://www.sykehuspartner.no/nyheter/tisk-ikt-tildelt-digitaliseringsprisen-2022/,2021,"To help citizens, health professionals and authorities to handle the Covid-19 pandemic, TISK IKT, a set of interconnected digital solutions, was set up by the Norwegian Directorate of Health. Through exchanging health data, it set a national record in cooperation between 9 government agencies and the medical association to innovate new digital solutions at extremely high speed.","TISK-IKT is a system of digital solutions set up in short time to help citizens, health professionals and authorities to handle the pandemic. The digital solutions included ""unique ID to citizen"", ""booking of test time"", ""portal for registering rapid test results by health professionals"", ""test results to citizen via messaging"", ""test results to citizen in national health portal"", ""combined entry data into Norway and test results for local pandemic tracking"", and ""Covid-19 passport"".
10 parties (9 government agencies and the medical association) cooperated to set up each solution, their interconnections and the exchange of data to and from various registries – based on what already existed of national infrastructure supplied with new development. TISK IKT is a technical innovation, but also more than that, it is an organisational innovation, bringing together agencies owning pieces of the solution and stimulating cooperation between them. Normally, agencies across sectors, do not cooperate this way. Different priorities, key resources allocated to other tasks and low level of ""ownership"" to the common challenge make it hard to get an efficient collaboration. With TISK IKT we got a whole new approach, stimulating agencies to cooperate on key issues with managerial support from each agency, which might be its biggest innovation achievement.
Independent project teams with participants from the relevant agencies were assigned each part of the programme under a small program management. The program office ensured overall communication with the teams, encouraging bilateral communication between teams working on related tasks. Each part was developed according to a broad plan, with agile project management, and with detailed architecture only were strictly needed.During the pandemic, speed mattered. Norway is broadly acknowledged for having handled the pandemic fairly well with a low number of deaths and socioeconomic burden. As far as we know, Norway was among the first countries to have its EU-compatible Covid-19 passport ready for use.
It is relevant to note that the cooperation established through organisational innovation in TISK IKT has already been re-used to set up integrated digital solutions for helping Ukrainian refugees.","a:3:{i:0;s:3:""190"";i:1;s:3:""305"";i:2;s:3:""194"";}","Innovation in the public sector is about renewing or creating something new that creates value for citizens, businesses and/or society or organizational innovation. TISK IKT has created solutions in all four groups. Partly we have created solutions that are completely new - for example the system for local pandemic tracking with travel and test data, as well as the Covid-19 certificate.
In addition, we have created solutions that are somewhat new variants/additions on a known basis - for example a contact register for municipal doctors based on an existing national Address Registry. Moreover, we have taken familiar solutions to be used used in a new way - for example one health region's laboratory requisition solution which, with a bit of remodeling, became the new Rapid Test Portal. Last, but not least, we have seen organisational innovation bringing several agencies together in joint collaboration patterns.","a:1:{i:0;s:9:""diffusing"";}","Parts of TISK IKT is still live and running since there is a need for people travelling abroad to document their Covid-19-status.
- Other parts of the solution have been put to rest, ready to be re-deployed should the pandemic resurface again.
- We are regularly diffusing lessons - using what was learnt to inform other projects and understanding how the innovation can be applied in other ways.
- We are also working on project methodology in order to understand how the organisational innovation can be institutionalised
","
- Municipalities – user insight vital to develop most useful solutions
- GPs – user insight based on their contact with patients
- Companies – technical know-how for agile development of solutions
","
- Citizens – solutions for self-service (time scheduling, test results, Covid-19 passports)
- Health personnel – solutions to report test results to registries and to citizens
- Municipalities – solutions for enhanced pandemic tracking and monitoring
","Health test results have traditionally been communicated and explained by healthcare personnel. A digital solution on the portal ""National online health services in Norway"" (Helsenorge) became the main channel for sending and explaining more than 11 million test results to citizens (the entire population in Norway is 5,4 million) which would otherwise require communication in a different way or a different handling of the result. Citizens have booked time for more than 750,000 Covid-19 tests electronically, saving time both for them and healthcare personnel. The proportion of e-consultations with GPs went from approximately 5% before the pandemic to almost 30% during and after the pandemic. More than 46 million Covid-19 certificates have been downloaded. We expect the rise in citizen digital self-service via Helsenorge to stay at a high level.","Two big challenges:
- Take a helicopter perspective frequently enough to expand and reorganize the organisation fast enough to take on an expanding list of required solutions based on new, politically decided restrictions in travel, testing, etc. At one occasion we were pretty close to a situation where too few assigned resources would unnecessarily slow down development.
- Combining data from various registries into one pandemic monitoring system for health professionals in primary health care where more challenging than expected. It has not been fully solved yet and has to be worked on.
","
- Explain the common threat and nurturing a sense of urgency to the entire programme team
- A laser focus on a common purpose and goal
- Management-backed accept for taking risk beyond what is normal for civil servants
- Leadership and guidance pointing out the main direction and at the same time giving way for independent teams to work agile and coming up with good solutions and ideas
- Backing from management in each agency
- Financial resources available or provided on short notice
- A strong, enthusiastic and diverse team, respecting each other's competence and experience; and driving on each other's strengths
- Use of existing registries either holding data or being able to consume more data in a new legal framework
- Use of existing, publicly owned, digital, shared components like registries for authorization of users and log-in-identification of inhabitants
","The involved organisations have looked at how the experiences could help them adjust project management practices in their own agencies. ""Short and fat"" projects has become a term and a goal, working more efficient in public projects compared to low-intensity, long-lasting projects that tend to consume more resources overall. The way of working in TISK IKT (particularly the pieces making several agencies working well together) has been replicated in creating digital solutions for Ukrainian refugees fleeing into Norway, which is still being further developed.","
- Set up independent teams working agile
- To give a public project a shorter timeline than normal might help stimulate speed and still meet quality criteria
- Hold up the purpose in order to bring good ideas forward
- Active involvement of and an open and transparent communication with a wide range of user groups, especially the The Norwegian Association of the Blind and Partially Sighted was actively involved in the development of the Covid-19 certificate
- Innovative use of SoMe (ie. Slack) to create a two-wide dialogue with different tech communities
","Health information should and must not go astray. It is absolutely essential for citizens to have confidence in sharing sensitive information. TISK IKT has involved lawyers from the start in each individual work package - and in the entire program - to ensure that privacy and information security were safeguarded and built into the solutions right from the start. We tend to say that we have had Norway's fastest public lawyers.","a:3:{i:0;s:5:""33459"";i:1;s:5:""34295"";i:2;s:5:""34296"";}",,,https://vimeo.com/742131520,
33451,"Business Blasters- World’s Largest Startup programme for School Students",https://oecd-opsi.org/innovations/business-blasters/,30/09/2022,"Dialogue and Development Commission of Delhi",India,central,"a:8:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:6:""health"";i:5;s:7:""housing"";i:6;s:12:""public_admin"";i:7;s:9:""transport"";}","Business Blasters- World’s Largest Startup programme for School Students",https://thebusinessblasters.in,2021,"Business Blasters encourages students to become job creators rather than job seekers.In 2021-22, 300,000+ students of grades 11 & 12 of 1000+ Delhi Government schools received seed funding of ₹2000 (about $25 USD) each for a business idea that they developed in a team with the objective of either earning profit or creating social impact. Most of these students belong to the most disadvantaged socio-economic communities.","Business Blasters is the world’s largest startup programme for school students. As part of the Business Blasters program, students work in teams, brainstorm, identify business opportunities, prepare business plans, and implement their business ideas in the real world. It is a part of the Entrepreneurship Mindset Curriculum introduced in all Delhi Government Schools. In the year 2021-22, during the first cycle of the program, we witnessed more than 300,000 students form 51,000 teams and implement their business ideas using the seed capital of ₹600,000,000 (about $7,370,000 USD) provided by the government. Of these 51,000 teams, 1000 teams with the most viable ideas and business plans progressed to round 2 of the program. These 1000 teams were then matched with Business coaches and experts from various fields who helped them in taking their businesses to the next level. Finally, panels of investors and entrepreneurs hand-picked the top 100+ investment-worthy teams that are well on their way towards building profitable and scalable business. The details of each round is as follows:
- Round 1: Formation of teams and brainstorming on a business idea. The first round involved student teams developing their ideas under the guidance of their school teachers and/ or local entrepreneurs. The teams ideated on market opportunities or social problems they wanted to work on. Guidelines were shared with school teachers to facilitate the process in a step-by-step manner.
- Round 2: Intense Coaching and Improving the Plan and the Idea. The 1000+ teams which progressed to the second round received more intensive coaching from identified Business Coaches or mentors to develop their projects and business plans. The coaches were entrepreneurs, intrapreneurs/senior executives, business consultants, and entrepreneurship/MBA students. The coaches gave their time voluntarily. In all, a total of 1000 Business coaches worked with the 1000 teams.
- Round 3: Showcasing the Business to Investors - The final round involved showcasing and pitching the projects in an investment summit, to companies and entrepreneurs, potential investors and philanthropists, representatives from incubators, universities, etc. A large stadium was booked for exhibiting the businesses and providing an opportunity for the investors to meet and talk to the selected teams. The event was called the ‘Business Blasters Investment Summit and Expo’. In the one-week run-up to the expo, the 126 teams received further coaching to refine their business demonstrations and pitches. With live coverage on radio and Television Channels, the expo not only provided a platform for the teams to explore opportunities for collaborations, investments, and business partnerships with the interested visitors in the event, but it also created a lot of enthusiasm among the parents and their children for entrepreneurship.
Business Blasters Televised events (https://bit.ly/BBTVShow), an 8 episode series, was also aired in November- December 2021 and telecasted over 8 national TV channels. The grants and orders provided to the 24 teams which appeared on the events totalled to approximately ₹2,500,000 (about $30,700 USD).
Business Blasters is a bold attempt to change the very core of our education system. Our theory of change is that sustained exposure to a program like this which is specially designed to achieve an entrepreneurial mindset will lead to more entrepreneurs emerging from our schools and colleges. It is important to note though that the program is critical not only from the point of producing more entrepreneurs but is also the biggest opportunity for tapping into children's entrepreneurial mindsets, which will help students irrespective of the careers they chose. We are aware that in today's world, skills have a very short shelf life, so while learning some foundational skills is essential, education must focus primarily on building mindsets which will enable our students to learn new skills throughout their lives and succeed in a world that is rapidly changing. Business Blasters is a major step towards that paradigm shift in how students will think about their careers.","a:3:{i:0;s:3:""181"";i:1;s:3:""619"";i:2;s:3:""335"";}","Business Blasters is the world’s largest startup programme for school students. The scale of this program is truly path-breaking and can potentially transform the future, not just for Delhi government schools, but for the country; 300,000+ students, 50,000 ideas and ₹600,000,000 (about $7,370,000 USD) seed capital provided by the Delhi Government.
The program has paved the way for a multi stakeholder collaboration - mentors and volunteers from across fields helped student entrepreneurs with specific questions by sharing their knowledge and contacts harvested through their years of experience.
This program will leverage India’s demographic dividend and can create a powerful proof point of the economic model that India has to adopt to make the leap towards a prosperous nation.
Business Blasters employs behavioral economics to nudge an entrepreneurial mindset in students and teachers and intends to inspire adoption of the curriculum in other states of India","a:1:{i:0;s:14:""implementation"";}","The program has already completed one full cycle spanning 6 months (October 2021- March 2022). The second cycle of the program has been launched in schools. There are multiple learnings from the first round, which we are incorporating in the second round, and experimenting with some ideas to see how it affects the program.","
- Business Blasters is an initiative of the Delhi government. It is housed under State Council of Educational Research and Training (SCERT), Delhi.
- The design and execution is supported by implementing partner, Udhyam Learning Foundation.
- Approx. 1000 citizens with a background in entrepreneurship mentored the teams to refine their ideas.
","Students are the biggest beneficiary of the program. It has benefited them in the following ways:
- It made students realize that the idea and possibility of being a businessperson is not the stuff of fables anymore, the prospects of becoming one came much closer within reach
- It led to an enhanced clarity of their own interests, which in turn has led to forming a stable sense of self
- This step into the real world provided girls with the unique opportunity to explore public spaces
","In April 2022, an early stage assessment study was conducted on the Business Blasters programme by Sambodhi- an independent organisation providing monitoring and evaluation solutions. A psychometric Test was conducted to measure advancement of competencies among students. The competencies assessed were - grit, independent thinking, self-awareness, trying new things, collaboration, communication, critical thinking, creative thinking.
The design of the psychometric test included two types of questions- (a) Self Report Belief Questions and (b) Situational Judgement Questions. A total of 581 students from 52 schools participated in the Psychometric test assessment out of which 268 were girls. Stratified random sampling was adopted for the purpose of student selection. The strata include division based on students’ progress as part of the Business Blaster Program.For those who reached the top 126, the overall average score was 81.6, as against 75.0 for those who did not participate.","Several mentors and coaches dropped out citing that they did not have the time or that they needed some travel support to meet the school teams at the time allotted by the school. It is important to note that because the children participating are minors, all conversations that the mentors or coaches had, were required to be done during school hours and in the presence of a teacher of the school. This meant that the mentors had limited degrees of freedom in fitting their schedules around the mentoring sessions.
Round 1 of the program was interrupted by multiple events - school closure due to pollution, exams, festive season etc. To avoid the same, the second cycle of the program has been started much earlier in the academic calendar. The selection of students for round 2 (top 1000) was hampered by the Covid wave. In the absence of being able to meet teams physically it became difficult to gauge the team motivation, viability of the business etc.","The Business Blasters program has shown that while individual and institutional initiatives may be successful in creating impact at the micro-level, for a wider influence and formalization of such initiatives, a careful top-down specification of procedures and accountability needs to be put in place. The success of such an implementation is also significantly influenced by the political will and bureaucratic support as well as the implementation team. Very often good ideas can remain at the pilot stage unless the muscle of the state is not put behind them.","The program is a one of its kind in the country and is in fact the world’s largest start up program. It has not been replicated in other states of India as yet. India faces a massive skill gap. Many young people leave school without the skills they need to succeed in the real world. Opportunities for young people to apply learning in a real and relevant context are crucial to the development of skills and mindsets, however these are often limited within educational setting. Teaching students entrepreneurial skills from a young age is expected to help them tap their untapped ambition, across geographies of India, including the relatively more deprived communities. Imparting entrepreneurial education in this regard can help India fulfil its goal of being a $5 trillion economy with a dynamic business environment and job market. Furthermore, the adoption of similar programs across state education boards can create a revolution in India’s education sector.","
- Mentoring benefits students especially those from underprivileged backgrounds, who are talented and need guidance.
- Three pillars — government, civil society and business — must work in tandem with each other to sustain the process of building a nation. The government alone cannot accomplish this, therefore paving the way for multi stakeholder collaboration, which is going to make India progress by mentoring future entrepreneurs in schools.
- Sustained exposure to a curriculum like EMC which has been specially designed to achieve the entrepreneurial mindset will lead to more entrepreneurs emerging from our schools and colleges, and give us confident and courageous students, who believe in their ideas. Many students are already formalized their ideas into companies.
- The Business Blasters initiative shows that business education can be started early. It is not necessary to wait until college for business and entrepreneurship education.
","While it may be too soon to comment on the long-term impact of this large-scale experiment which would be discernible only in the next three to four years, the immediate effects of the program were evident in the kind of energy it created in the system. We believe that a program such as this can also help change the way education in general, and entrepreneurial education in particular, is transacted and thought about at the school level.",,,,https://youtu.be/0TkqSdWfdzQ,https://youtu.be/0XGc0gexAAg
33456,"Yes, We Rent!",https://oecd-opsi.org/innovations/yes-we-rent/,30/09/2022,"Mataró City Council",Spain,local,"a:1:{i:0;s:7:""housing"";}","Yes, We Rent!",https://www.uia-initiative.eu/en/uia-cities/mataro,2019,"Yes, We Rent! has transformed the private rental market by creating a new agent working in partnership with the municipality (hybridization of public policies). Successfully established on 2/2021, “Bloc cooperatiu” is an unprecedented cooperative that gather together tenants willing to search, renovate and rent collectively scattered empty flats, as a way to (self) generate affordable and stable housing targeting low-to-medium income households. It is already managing 61 flats and 105 members.","The Yes, We Rent! initiative from Mataró City Council (and co-funded by the Urban Innovative Actions Programme) supports citizens’ right to housing. The project takes on two of the challenges facing local housing policy:
- How can private rental property –particularly property that has been vacant and off the market for an extended period– be used to provide affordable housing? Mataró City Council encourages landlords to lease their empty flats to the Yes, We Rent! affordable housing scheme by offering up to €18,000 euros to cover renovation works (including energy saving measures) and organizational support to do this, a guaranteed rental income (albeit below market value) and the management of the rental payment.
- How can the potential of community initiatives and cooperatives be harnessed to generate and develop affordable housing in partnership with initiatives like Yes, We Rent! (collaborative housing).
As part of the Yes, We Rent! initiative, Mataró city council initiated and supported the creation of the tenants’ cooperative ""Bloc Cooperatiu"", with a view to harnessing the potential for self-help and empowerment inherent in such structures. The idea was that Bloc Cooperatiu become a new agent on the local housing market with the potential to reconfigure the balance of power between landlords and tenants. With its experimental and innovative setup, Yes, We Rent! hopes to create a replicable organizational and economic model for generating affordable housing stock through public-cooperative collaboration.
The project response to the situation of Mataró´s housing market, which is characterised by deregulation, a high share of owner occupied housing (75%) and a social housing sector (281 units) that is totally incommensurate to demand (1400 households are currently on the waiting list). Representing just 19% of the market, the rental segment has little elasticity and prices are highly volatile. There is a significant renting demand and a considerable amount of vacant flats, although, there is a lack of supply. This situation is because most empty apartments need a massive investment to be renovated. Also, owners distrust tenants for possible non-payment. Hence, the first objective of this project is to make rental housing in Mataró more affordable by getting control over a critical mass of affordable flats in the hands of private owners, renting them out at below-market prices to people in need of affordable houses. The project attracted 61 flats and put them into commercialization through the tenant’s cooperative.
The second objective is to promote a specific replicable organisational and economic model for achieving these objectives. This will consist on a ""top-down"" impulse by the city council to set up and provide start-up finance for a mixed multi-stakeholder cooperative; to generate small benefits out of the usage of private flats and to build capacity to increment market control with each new flat that is under the control of the coop; and to empower tenants to take over the cooperative once the housing scheme is running. In this regard, it will be important to guarantee that the positive impact of the scheme is sustainable from an economic and organisational point of view. Both objectives together form the third objective, which is to provide a model for a standard housing intervention consisting of the elements described above, with a solidly evaluated input and output that can be replicated by other city councils.
Finally, a new objective emerges to explore and test an innovative approach of public-communitarian governance amongst the public administration and the organised civil society through the cooperative created within the framework of the project and other possible replicas.
The expected key results and benefits include:
- Mobilising a significant stock of empty flats, preferably long-term vacant flats.
- The renovation of the city’s stock of long-term empty flats, focusing in energy efficiency through the application of energy saving measures.
- Setting up a stock of flats that will be rented below market price, fostering affordable housing. The stock of flats mobilised by the projects hold be sufficient to grant the sustainability of the cooperative in the long-rung, so that the model can be tested and replicated.
- The creation of tenant’s cooperative that will gather and empower engaged citizens. The cooperative will contribute to balance the relations between tenants and owners.
- The establishment of a new public-communitarian framework of cooperation between the local council and the cooperative set up within the framework of the project. This new way of cooperation could be replicated with other cooperative or organised civil society organisations that may arise targeting other housing initiatives. Public-communitarian cooperation would broaden the scope of public housing policies regarding the number of units and the diversity of beneficiaries.
","a:3:{i:0;s:3:""181"";i:1;s:3:""317"";i:2;s:3:""619"";}","Yes, We Rent! proposes the idea of renovating empty flats of private owners and renting them out below market prices to tenats that form a cooperative. This new model of public-communitary cooperation increases the flats supply and the affordability of rental housing, faster than if the municipality would had to build a social houses.
Another innovative idea it’s the set up of the Cooperative Rental Housing scheme to promote self-sufficiency in the long term. An approach based on the social and cooperative economy to generate an alternative supply of affordable and stable housing in the city of Mataró. The project proposes incentives to those owners who choose to include their housing units in the program.
The idea of this project is easily replicable. Its experience allows other municipalities to learn about the process and the challenges.","a:1:{i:0;s:9:""diffusing"";}","This project demonstrates the importance of collaboration and sustainability in building an ecosystem among the various stakeholders in the housing sector. The establishment of a hybrid structure which allows to accelerate the processes and solve problems from all perspectives is a must for the public institution.
The project is about to finish, but the cooperative is ready to continue for itself with the model of affordable housing. To make a real impact on the rental market, the municipality and the cooperative need to be able to attract more apartments. This will stabilize the cooperative and increase homeowner confidence. Regarding this the municipality will support technical and advisor the cooperative, as well, is going to pay the insurance to guarantee payment to the owners. Also it’s on the table continuing helping owners to manage and fund the renovation works. One of the challenging it's generate an operative cooperative and an economic sustainable to allow them grow.","
- The municipality has developed the project together with 5 partners.
- FUCM is a non profit entity promoting cooperative values.
- Diputacio Barcelona is a regional government supporting local governments.
- Salesians Sant Jordi (NGO) designed a professionalization programme for vulnerable young adults.
- IGOP (UAB) and Tecnocampus University have been carrying out the evaluation.
- Bloc Cooperatiu, is the newly set cooperative responsible to manage the flats.
","
- The citizens have the most benefit from the project. The project pursued the mobilization of empty flats, so we put a supply of affordable housing for tenants, the same that set up the cooperative.
- The owners who put their flats into the project have received incentives to improve their apartments and support doing all renovation work and paperwork.
- The municipality has created an alliance between citizens and other private companies to improve and speed up the problematic situation of housing.
","
- 61 flats have been renovated and rented with a rent minimum 30% below market prices (1m€ investment).
- 24 vulnerable youngsters have been trained in renovation skills
- An unprecedented cooperative of tenants has been set up to manage the scheme (105 members so far) as new instrument for housing policies.
- An innovative public-communitarian governance scheme to generate affordable housing has been set up, empowering community to (self)generate affordable housing.
- Qualitative and quantitative evaluation has been conducted by the two research institutes involved in the consortium.
- A number of international transferability actions had take place during the project.
","At the start of the project, a number of 3500 vacant houses was calculated. Afterwards, it was seen that most of these houses were property of big landlords or banks, which didn’t show interest in putting them in the market. To overcome these circumstances, we activated the Contingency Plan. We set up a disciplinary service to inspect all homes that had been vacant for over two years. When the disciplinary office found an empty house without any justification, we suggesting the owner join the project to avoid penalties.
Another challenge was that the city council wanted to pay two months’ rent in advance to ensure payment stability to the owners. However, this wasn’t possible, so we initiated a public-private collaboration between the City Council and the Cambra de la Propiedad. This external agent was in charge of financial and contractual management of the rental contracts. Also, the Covid pandemic represented an important slowdowm during the project.","The project has benefited from the cooperative historical tradition of the city and the fact that there existed already a proper ground for this approach. It has been needed as well to have a open-minded administrative and political structure that has accepted to go beyond the monopoly of the state as the only provider of housing policies. For sure, the support of the Urban Innovative Action programme (3,2 million funding) has helped to accelerate the whole process attracting flats to the schemes to test the viability to approach rent as a collective good.","The solution can be implemented in most of the cities in which the access to private rental housing if a challenge. It enables the community to be responsible for the self-provision of affordable housing in collaboration with the municipality. It has the potential to transform the whole market rebalancing the power between landlords and owners. During the project several other cities in Europe has approach to know better how to implement the project. Yes, We Rent! has been awarded with in the Responsible housing awards 2022,organized by housing Europe.","One of the lessons we learned is about reach our target. We launched a communication campaign around the city to contact owners with empty flats. Afterwards, we realised that there were a significant number of owners with vacant apartments in Mataró who do not live in Mataró. We had the luck that the TV regional talked about our project, and after that, suddenly we had ten interested. So we needed to be more aware that we're a city project, but perhaps our target wasn't from the city. Another experience we learned from was the importance of communication. When we set up the tenant co-op, we had to sit down with the citizens, who showed interest in it. But the town hall dinamics are difficult to understand from the outside, sometimes. Some decisions can be misunderstood, so it is essential to meet and explain the decisions at the outset, even if it might be logical for municipal council workers. We want to mention the importance of outsourcing certain tasks in private companies.",,"a:10:{i:0;s:5:""33506"";i:1;s:5:""33483"";i:2;s:5:""33484"";i:3;s:5:""33485"";i:4;s:5:""33486"";i:5;s:5:""33487"";i:6;s:5:""33488"";i:7;s:5:""33489"";i:8;s:5:""33491"";i:9;s:5:""33507"";}",,https://youtu.be/RAmEJNi1Hvk,https://www.youtube.com/watch?v=efGQH6pj1U0,https://www.youtube.com/watch?v=Vp7WDTMMpiA&list=PLi2XjKCf5WYAy3hwBqXlHwVhuJkV_CV9o
33468,"Portal of the Register of Administrative Procedures",https://oecd-opsi.org/innovations/portal-of-the-register-of-administrative-procedures/,30/09/2022,"Public Policy Secretariat",Serbia,central,"a:1:{i:0;s:12:""public_admin"";}","Portal of the Register of Administrative Procedures",https://rap.euprava.gov.rs/privreda/home,2021,"Citizens and businesses often face complex, expensive and non-transparent procedures in order to acquire licenses, permits or certificates, or to fulfill their obligation(s). To solve this issue, the Register of Administrative Procedures (RAP) and its public portal provide information about more than 2300 procedures for citizens and businesses within competences of more than 90 authorities in Serbia – all in one place. It makes public services easy, transparent, predictable and accessible and has ensured savings for businesses, amounting to 33 million euros annually.","Citizens and businesses often face complex, expensive and non-transparent procedures in order to acquire a license, permit or certificate, or to fulfil their obligation(s). Lack of information and submitting requests in person, through the process of visiting numerous authorities, in order to gather complete documentation necessary for submitting request, are some of the challenges we met at the beginning of our reform. RAP and its Portal were created under the scope of the Program for Optimization of Administrative Procedures and Regulation – ePAPIR 2019-2021. Main goals of ePAPIR were:
- To create a comprehensive catalogue (register) of all administrative procedures and make them visible through a public portal, where all data would be presented in a unified, easily accessible and user-friendly manner (all information about public administration services in one place)
- To decrease the level of administrative burden as a share of GDP from 3.26 in 2016 to 3% in 2021 by optimization of procedures.
- To create a Platform for digitization of administrative procedures (ePermit Platform) and digitalize the procedures/services for business entities
These goals were achieved. RAP and its Portal have been established by the Law on the Registry of administrative procedures. The Public Policy Secretariat (PPS) is coordinator of RAP and ePAPIR, and is in charge of ensuring quality of available information about public services. This has meant the integration of many resources: institutions, public and private sector, laws etc. This partnership ensured mutual commitment.
RAP’s Portal enables standardization of accessibility, availability and delivery of public services. RAP is a single window for relevant, accurate and up-to-date information (by using 4 different search filters - keyword, activity, institution and business episode) about services (documentation, application form, service fee, timeframe and process workflow, legal remedy etc.), and enables users to initiate digital services (if available). RAP has considerably enhanced transparency of public administration and services and their accessibility. RAP standardizes the manner in which public administration conducts its services by creating preconditions for uniformity of its work.
RAP is linked to the platform ePermit, through which digital services are (and should be) conducted. At the moment, it provides 64 digitalized services for business, implemented through ePAPIR and RAP. At RAP’s Portal, end users – citizens and businesses, have access to more than 2300 administrative procedures, 5 business episodes and links to websites of authorities in charge of the procedure(s), for further information regarding the relevant procedure. RAP provides information in a user-centric way, in line with the needs of citizens and businesses. For all users, all the information for each public administration service that they might need are given clearly and concisely. This information comprises: who the service is intended for, the request form that they can download or fill in if it is a digitized service, the amount of the service fee with all the information needed for payment, as well as, information about the deadline in which to expect a response from public administration. In this way, end-users save time, money and human resources. It raises the level of legal certainty and predictability, as it leaves no space for different interpretations of the process.
In the background of RAP, there is an ongoing process of optimization of administrative procedures – making them easier, simple, modern and digital. PPS consulted end-users in order to detect their initiatives for reducing costly procedures, inefficient regulation and for creating a better business environment. Without the established partnership, RAP would not be a successful story. More than 300 procedures have been optimized, bringing savings of more than 30 million euros to businesses and public authorities.
RAP’s model, as an example of good practice, has raised interest in the countries of the region, especially in Bosnia and Herzegovina, Croatia, and Montenegro. Croatia is currently working on establishment of a similar register, based on the RAP's model. In 2023, RAP will further expand, as it will include all administrative procedures for citizens, administrative procedures delivered by local authorities and administrative requests, in order to provide a comprehensive catalogue of requirements for conducting business in a legal manner.","a:5:{i:0;s:3:""617"";i:1;s:3:""302"";i:2;s:3:""612"";i:3;s:3:""618"";i:4;s:3:""621"";}","RAP is a unique place with centralised information about public services. Service users no longer have to call service providers or go to institutions to find out what they need for a permit, license, etc. Now, they can simply and easily find all up-to-date information in one place. RAP offers user-friendly, relevant information about the procedures, their workflow and cost. RAP makes procedures predictable and transparent. Through optimization processes, we make procedures clear and easy, avoiding legal uncertainty. Such symbiosis allowed to make the services more accessible and time- and money-saving for end users. Also, RAP enables public administration to harmonize service delivery by following established standards and increase efficiency and transparency of its work. The ePermit BPM Platform enables fast and efficient digitization of services, as well as the processing of submitted requests in a unique way for public administration.","a:1:{i:0;s:14:""implementation"";}","RAP has public information about 2300 procedures of 93 authorities, from central and regional level (rap.euprava.gov.rs). At the same time, PPS has gathered information about 448 procedures for citizens from 44 authorities which will be public from 1 January 2023. Ongoing activities include:
- Preparation of a new Program, ePAPIR, for period 2023-2025 with recommendations for simplification and digitalization for more than 400 procedures
- Preparation of registers of 5,000 administrative requests for doing business in Serbia
- Preparation of registers of administrative procedures that are kept at the local level
- Preparation of a Decree on the standardization of manner in which administrative procedures are regulated
- Creation of digital business episodes – we expect to provide information about more than 10 digital business episodes
- Creation of simple forms for measuring user satisfaction and a mechanism for quick response to user requests
","RAP and ePAPIR include Citizens, Government officials (93 public authorities), Civil society organizations and Companies. PPS conducted education for 900 public employees on the use of the Register, administration of the registry, preparation of user-friendly information about procedures and creation of simple and user-oriented services. Cooperation with end-users and Civil society is the main support of this innovation. They are involved in all aspects of service creation.","We transform public services in order to make them more accessible, less expensive and in line with real needs of citizens and businesses. In so doing, we are changing the mindset of public servants regarding their approach to public service creation and delivery. All reforms implemented are discussed with the end users and civil society in order to identify their real needs and provide them with service fulfilling those needs.","So far (in the last 8 months), RAP's Portal recorded 26 000 visits, and 4 700 new users. Together with implemented recommendations for optimization of administrative procedures (as part of Program ePAPIR), we provided annual savings for businesses amounting to € 30 million. In the process of optimizing procedures, 21 procedures were abolished, 345 procedures were simplified and 64 procedures were digitized. These joint efforts led to reduction of administrative burden as a share of GDP, from 3,26 in 2016 to 3,01% in 2021 (presentation in Serbian, available at:
https://rsjp.gov.rs/wp-content/uploads/SCM-Prezentacija-2019_.pptx).
The Standard Cost Model was used to calculate the savings. RAP portal enables public administration to standardize the manner in which it offers and conducts services, by creating preconditions for uniformity of its work. Finally, effective coordination of public administration in providing information on public services has been established.","The most challenging task was the process of change management in public administration and to overcome resistance to optimize public services. Authorities had to recognize the importance and effects of improved and modernized public services. The big challenge was to harmonize the provision of information on public services and the process of transition to the provision of digital services. It was a challenge to establish a single Register and Portal for all public services and establish a coordination mechanism. We aim to make processes easier for citizens and businesses based on recommendation to the authorities to use the ""once only"" principle and collect information ex officio. We changed the legal framework and introduced an obligation for all public service providers to provide information through RAP. We created a mechanism for transformation of services, and we constantly have trainings in change management to overcome the mentioned challenges.","Strong political leadership, unambiguous regulations, commitment of main stakeholders, synergy of providers and users of public services, human and financial resources are key for implementation of this comprehensive reform. RAP is under continuous enhancement through public-private dialogue and citizens and business are included into our reform – providing the feedback on their user experience. The law on RAP gives basis for all activities we are implementing and it gives mandate to PPS to coordinate, to conduct optimization and to administer RAP and its Portal. To implement a true reform, a key element has been having the consent and cooperation of other public institutions to implement recommendations for optimization of administrative procedures. Sometimes it has demanded changes in regulations or certain modernization of either equipment or existing software for digital procedures. Among the conditions for success we still have to work is the promotion of RAP among the public and keeping RAP up-to-date.","Countries in the region have not yet developed such model of Register, hence they showed interest for replication of our model. PPS has done presentation of previous work and current and future steps to representatives of Bosnia and Herzegovina, Croatia, and Montenegro. PPS has been invited by Korea to present its Register, as an example of a good practice at a regional conference. Presentation has also been held for Portuguese Agency for Administrative Modernization (AMA). Each of these countries is searching for an adequate model for a single-window-register, which will gather all procedures at one place and make doing business easier. Public administration bodies based on RAP and eGovernment infrastructure can digitize their services on the ePermit Platform, according to the methodology created by the BPM platform.","To conduct such a comprehensive reform, it’s important to have good coordination between main stakeholders and end users. Set goals, make a good plan based on detailed analysis and needs. Involve end-users and keep in touch with their needs. Change management and readiness to transform is absolutely necessary, as this reform changes the view on public administration and view of public administration towards the services they provide. User experience can be valuable to create modern, less expensive and accessible services. Only with all these skills combined, is it possible to achieve success and ensure sustainable benefit of both public administration and end-users.",,,"a:1:{i:0;s:5:""33546"";}",https://www.youtube.com/watch?v=gYw3xlFOMOY,https://www.youtube.com/watch?v=cBIT1JqwAao&t=14s,
33469,"eBox Citizen",https://oecd-opsi.org/innovations/ebox-citizen/,30/09/2022,"Belgian Federal Public Service Policy and Support (BOSA)",Belgium,central,"a:1:{i:0;s:11:""information"";}","eBox Citizen",https://myebox.be/,2018,"The eBox Citizen is a digital mailbox in which Belgian citizens can receive official documents from Belgian public instances at every level. Given the complex nature of Belgium’s federal state structure, the deployment of such a centralized eBox has proven to be a crucial step in the continuous digitalization of public services in Belgium. It got an enormous boost throughout the Covid-19 pandemic, as the quickest way for citizens to receive an invitation for their vaccination was via their eBox.","End users want to access one electronic mailbox, a one-stop-shop based on the no wrong door-principle, where they can receive and check all the official documents government services send to them. Citizens shouldn’t be bothered by the institutional complexity of a country: they don’t want to go to different government websites, having to remember a multitude of user names and passwords.
The different government agencies have to come together and develop tools with which they present the online government as a whole, rather than a complex puzzle that is difficult to put together. This is why the Citizen eBox in Belgium was developed.
Furthermore, as the Citizen eBox helps us moving towards a paperless administration, it is an important step with regards to using more sustainable ways for communication with citizens.
The eBox Citizen, or My eBox, is a digital mailbox in which Belgian citizens can receive official documents from Belgian public instances at every level. It can be accessed using the website https://myebox.be/ or through the different so called Human Interface Providers (HIPs), such as banking apps, apps from regional governments and commercial platforms.
3.964.677 Belgians (i.e. 30,13% of all Belgians over 18 years old) gave their consent to receive official documents in their eBox on this day. 74.036.492 documents were sent in 2021. 429 senders are currently using eBox for sending official documents.
Given the increasing number of phishing attempts, additional innovative security measures are being integrated. For example, in case a user has given his/her consent and activated e-mail notifications, he or she can now choose a personal image (an icon in a specific colour) which will be attached to every notification this person receives from my eBox.","a:4:{i:0;s:3:""184"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""617"";}","
- The eBox helps us moving towards a paperless administration, it is an important step with regards to using more sustainable ways for communication with citizens.
- It is an example of a succesful public-private partnership, as so called Human Interface Providers (HIPs) were actively involved from the beginning onwards.
- The eBox Citizen has integrated multiple features in order to defend citizens agains phishing: in case a user has given his/her consent and activated e-mail notifications, he or she can now choose a personal image (an icon in a specific colour) which will be attached to every notification this person receives from my eBox.
","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","3.964.677 Belgians (i.e. 30,13% of all Belgians over 18 years old) gave their consent to receive official documents in their eBox on this day. 74.036.492 documents were sent in 2021. 429 senders are currently using eBox for sending official documents.","
- Companies: My eBox can be accessed through the different so called Human Interface Providers (HIPs), such as banking apps, apps from regional governments and commercial platforms.
- Citizens: in the development phase, extensive User Research has taken place.
- Governments: any government agency at any level in Belgium has the possibility to get integrated in the eBox technical system system in order to use the eBox as their main means of communication with citizens.
",,"3.964.677 Belgians (i.e. 30,13% of all Belgians over 18 years old) gave their consent to receive official documents in their eBox on this day. 74.036.492 documents were sent in 2021. 429 senders are currently using eBox for sending official documents.","People sometimes activate their eBox by accident. As a result, they don't receive physical letters any longer, and only find out they got some important messages from government services when it's too late. This could lead to a decrease in citizens' trust when it comes to using the eBox.
Phishing and smishing also proves to be an enormous challenge.","Support from private actors (Human Interface Providers) and the integration of other government services (federal as well as decentralized and local levels) have proven to be the most critical success factors.","There are similar solutions in other countries, but the eBox could be especially interesting for replication in other complex federal countries (Canada, Germany etc.).",,,,,,https://www.youtube.com/watch?v=WIsQrSm6q74,https://www.youtube.com/watch?v=mrVone_DKv8
33471,"Trusted Centre for Sensor Data (TCS)",https://oecd-opsi.org/innovations/trusted-centre-for-sensor-data/,30/09/2022,"Government Technology Agency",Singapore,central,"a:1:{i:0;s:11:""information"";}","Trusted Centre for Sensor Data (TCS)",https://tcs.gov.sg,2020,"TCS is part of the Government Data Architecture initiative to enable secure data sharing and usage across public service, built upon an integrated data management framework that manages the data lifecycle effectively from acquisition to destruction. It is a one-stop central sensor data platform that provides end-to-end data sharing services with exploitation environment.","Before the introduction of GDA, government agencies shared data on bilateral terms. The process was inefficient and led to the following issues:
- Lack of data and sub-optimal data granularity – agencies do not have visibility on what data is available or if the required data was being collected in the first place. Furthermore, granularity of data collected or shared may not be adequate to satisfy agency’s use cases.
- Data fragmentation – each requesting agency negotiates and receives sensor data from providing agency on bilateral arrangements it introduces ambiguity on schemas and sharing modality.
- Data authoritativeness – there are no common or longitudinal comparable set of data available to agencies which potentially creates disagreement over the authenticity as each agency has their own vested interest in publication or use of the set of data.
- Governance and security – there are no trackable and transparent enforcement over the request and approval workflow, which is key to reduce unnecessary exfiltration of data.
- Lack of processing capabilities – raw data can be voluminous and complex for agencies to work on. When agencies are not equipped with technical capabilities nor have sufficient funding support, deep-dive studies or analysis on their relevant subject matters are not possible.
- Excessive turnaround time – as a result from customised bilateral arrangements, the time required to scope and fulfil the data request are excessive. It takes between 6-13 months to complete the data sharing process.
To overcome the prevalent issues faced and to align with the Government’s effort to become data-driven to the core, where public agencies can make use of data to formulate better policies, deliver more personalised and integrate services to the public and support businesses in innovation and growth, GDA was launched. It is built upon the Integrated Management Framework and lays out the organisational structures and technical infrastructure required to facilitate efficient data sharing of clean and authoritative datasets. It does so by designating and building 1) Single Sources of Truth (SSOTs) that acquire clean and maintain high quality core data, 2) Trusted Centre that fuses and distributes core data and 3) central platforms for data users to request, download and analyse datasets.
TCS platform offers a seamless data request workflow that simplifies the user experience from data discovery to exploitation; users can view and request the dataset(s) directly with the routing of approvals being tied to attested identity sources within the government directory to fulfilment of request on analytics environment where the user can work directly on their scoped dataset. The platform greatly enhances the exploitation experience and contributes to faster turnaround in policy planning/analysis/design, operational service delivery and better enforcement outcomes.
TCS envisions a two-pronged approach for the next bound. Firstly, to expand and extend usage of core data within and outside of whole of government agencies. Secondly, to enhance the platform features and interoperability with other agency platforms. The focal of the first approach is to promulgate the use of sensor core data. It is vital for designated datasets to remain relevant and useful to optimise limited resources invested to upkeep the standards of the existing datasets. Within the government agencies, TCS aims to set definitive tagging of fused data to improve data mapping and regularise processes and updates to improve data lineage and service delivery. This helps to raise requestors’ confidence in data quality and trust in its utility for use in longitudinal studies.
Externally, TCS acknowledges the growing need of data from private sector to discharge its functions and to improve its offerings to general public. Similarly, private sector also require government-held data to improve their service delivery and make informed decisions. Hence, the next step is the extension of government’s data management model to enable public-to-private data exchanges. The second approach emphasizes on the platform capabilities to increase automation and interoperability with requesting agencies’ systems for managing data quality and fulfilment of data requests. This is with anticipation that the platform adoption and load will continue to grow with finite resources.
The key change is to enhance system-based interoperability between agencies’ systems and client software (eg. Qlik/Tableau/PowerBI connectors) which involves the creation of a data fabric or data layer on a new Snowflake Data Cloud, to allow data to be shared without raw data exchange. Essentially it allows TCS and users to propose error fixes or data quality enhancements back through to source provider thereby eliminating the frequent lag between error detection and fix completion. Other works include feature enhancements to improve connectivity, access times and security.","a:7:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""305"";i:3;s:3:""612"";i:4;s:3:""317"";i:5;s:3:""617"";i:6;s:3:""620"";}","The GDA is a whole of government new initiative. Before GDA was introduced, government agencies mainly work off bilateral data sharing model. The model poses many fundamental issues, and it was time and effort consuming.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The primary objective was to enable secure data sharing and usage across the public sector. TCS managed to deliver the targeted outcomes, by satisfying agency use cases for better policy planning and improved operations and service delivery through the provision of high-quality data with a fast and secured access. However, the team did not stop after meeting the objectives, it went on to explore technical or non-technical (user experience) improvements and possible data exchange gaps.
Through continuous conversations with different stakeholders and polling for feedback from data users, TCS can identify the areas to improve and work on. The platform feature and enhancements are very much driven by the needs of agencies and users. Hence, when an area is identified to be work on, it goes through the process of developing proposals and implementations again.","The data providers/collectors are imperative in the data sharing process because data acquisition is the first step of the GDA construct. Data could originate from private companies (such as SP services for utility consumption data) or government agencies (such as municipal feedback data). It is essential that the data source is accurate and comprehensive, hence TCS works very closely with the respective parties to communicate feedback on data completeness and accuracy.","Government agencies directly benefited from the cost/time savings from bilateral sharing and avoided for having to set up engineering team or vendor service request.
Private companies benefit from the public-private data exchanges to have quicker access to agency publications and statistics to make informed business decisions and improve the service productivity and efficiency.
Citizens given convenience as companies/agencies have already obtained the required data to attend to their needs.","Within 2 years of operationalisation, the platform has supported more than 760 users across 37 agencies and fulfilled more than 170 data requests within 7 working days.
As the platform load is expected to increase over time with limited resources, the plan is to roll out progressive self-help features, which will result in a flatter but continued growth to 1500 users across 60 agencies by Mar 2027 and fulfilment of 100 data requests per year within 7 working days by FY26.","SSOT may not want to be part of GDA to take on the responsibilities to clean, verify and collect additional data to close the data gaps if it is not within the agency’s mandate. To tackle this, resourcing is provided at the ministry level for the redesigning and establishing of new infrastructure to take on the added responsibilities. The data sharing policies are documented in the Instructions Manuals to dictate source agencies to share data by default, except for legislatively locked data. This has helped to influence SSOTs onboard GDA more readily.
SSOTs are often constrained by their existing long-term contracts with vendors, so the changes on process, systems, storage, transfer modality, etc to align to GDA requirements may require additional resources. TCS works with SSOT to come up with plans to deliver the GDA targeted outcomes. The trade-offs for cost-benefits are weighed and decided before investment of resources funded centrally.","Policies must be in place and aligned to drive, support, and govern the data sharing process and practices.
Supporting governing ministry/office/working committees, in this case, Government Data Office, which oversees the GDA, helps to expand outreach faster and convince stakeholders to adopt GDA. It also helps to dissect the overall strategy into more relevant and achievable targets for TCS.
Manpower and funding resources are vital for implementation of any changes. If additional resources are not awarded to the SSOTs and TCs, then the parties will not be motivated to work on initiatives outside of their agency’s mandate.
Uers have to be equipped with the knowledge on how to use data to derive meaningful insights. Hence, data literacy of officers is an important factor that will contribute to the success of GDA. TCS contributes to this by way of creating tutorials, blogs and videos, to aid users to upskill and uplift their capabilities.","This idea of having a multi-tier scalable data architecture, putting in the necessary data infrastructure, and having the data owners being responsible for the quality of the data in order to enable impact beyond their own unit can be replicated in any organization that aspires to be data ready and driven, no matter big or small. To the best of our knowledge, the GDA idea has been adopted loosely by a few Singapore government agencies so far. However, we do note that in order to replicate this model successfully, it requires all the relevant stakeholders to collaborate closely.","The aspiration of having data driven governments often require the close collaboration of policy, technology and stakeholders, where everyone involved is required to put in the due effort to make this end-to-end venture a success. At the same time, it is important to prioritize tasks where the efforts can be best focused on in order to gain small wins rather than boiling the ocean. As such, over the course of our journey, there is a need to remain patient and focused and build the fundamentals well before going on to building more things.",,,,https://www.youtube.com/watch?v=l4mxCm0nCnk,,
33509,"Pioneering the Management of Disciplinary Activity: Disciplinary Maturity Model (CRG-MM)",https://oecd-opsi.org/innovations/disciplinary-activity-brazil/,30/09/2022,"National Disciplinary Board (CRG) ",Brazil,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}","Pioneering the Management of Disciplinary Activity: Disciplinary Maturity Model (CRG-MM)",https://www.gov.br/corregedorias/pt-br/acoes-e-programas/siscor/modelo-de-maturidade-correcional-cgm,2020,"The Disciplinary Maturity Model (CRG-MM) is a pioneer model in Brazil and is an operational and strategic tool aimed to evaluating and improving the management of disciplinary activity, through the definition of quality standards based on management and public governance procedures. This innovation seeks to provide greater stability and security to executors and managers of disciplinary activity, considering its role as a public integrity instance in the fight against corruption.","The National Disciplinary Board (CRG) is the central unit of the Federal Executive Branch Disciplinary System (SISCOR), which has the competence to supervise and monitor the disciplinary activity within the Federal Executive Branch. Its actions are part of UN Sustainable Goal nº. 16 – “Improving Disciplinary Units ability to act as anti-corruption units”. Monitoring the disciplinary activity is traditionally related to a burocratic approach. So, new supervising methods must be developed to obtain better results. Due to the total lack of a management model geared to disciplinary units’ governance, the National Disciplinary Board (CRG) has made efforts towards developing a management tool for disciplinary units, seeking to offer a set of best standard practices that could contribute to more effective investigations and disciplinary procedures.
In that sense, the development of the Disciplinary Maturity Model (CRG-MM) focused on identifying key components for the disciplinary activity maturity, aiming better results for Brazilian civil society as well as increasing public trust in the disciplinary activity efficiency. The intended boost of confidence must also involve high level authorities, managers, servants, and stakeholders of disciplinary activity. Both factors turn the Maturity Model into an innovative and singular public initiative.
During the analysis process of current management practices adopted by disciplinary units of the Federal Executive Branch Disciplinary System (SISCOR), the Project team designed a clear and concise technical guideline, which offers to the managers a very favorable cost-benefit ratio when implementing the Maturity Disciplinary Models in their units. In order to contribute for disciplinary units’ development and strengthening, initially the Maturity Model will be implemented just in the public bodies and entities of the Federal Executive Branch, regardless of legal nature, size, and scope of action, due to its transversal nature. Soon, the model can be also adopted by State and County entities.
The Disciplinary Maturity Model (CRG-MM) is structured in five progressive levels of maturity, which have different levels of expected performance from the disciplinary units:
1 – First level: Initial level – the unit does not have a sustainable and consistent practice of the disciplinary macro processes.
2 – Second level: Standard level – the unit has the ability of executing the main disciplinary macro processes in a standard level and has developed primary management structures.
3 – Third level: Integration level – the disciplinary unit is formally structured as a part of the integrity system of the organization; it has more legal competences and it offers an internal training program.
4 – Fourth level – Management level – the disciplinary unit has identified its weaknesses and threats; it has Project based team management with clear performance indicators; it has an adequate physical structure and enough financial, human and technological resources. The disciplinary unit works on an independent basis.
5 – Fifth level – Optimized level – the disciplinary unit has an ongoing internal and external evaluation process geared to continuous innovation and self-development. Teams are encouraged to innovate. The disciplinary activity is a key component of the organization's strategic planning. Regular surveys check internal corruption and impunity perceptions.
The unit regularly checks progress in four crucial areas:
I – Services and Disciplinary Activity role – sets higher standards for disciplinary units, improving decision making process, competences and responsibilities.
II – Human resources management – seeks to build a talent-oriented work environment, with continuous training, career progression based on meritocracy and valuing team´s and leadership´s effort.
III – Performance and transparency management – sets criteria for units' work planning and choice of strategic data to support decision making.
IV – Governance and institutional relations – sets communication and cooperation procedures among different institutions as disciplinary activity macro processes.
Therefore, the Disciplinary Maturity Model (CRG-MM) reveals different development stages of disciplinary activity inside a given organization, besides working as a guideline tool to support units’ self-assessment of their current maturity level. It also guides each unit on moving to a higher level, without ready-made solutions, as the ideal structure of the disciplinary unit can change according to the organization size and its risks map.","a:3:{i:0;s:3:""143"";i:1;s:3:""210"";i:2;s:3:""959"";}","The Disciplinary Maturity Model (CRG-MM) is a pioneer model in Brazil, designed for the evaluation of the maturity of disciplinary units focusing mainly on general work processes. Originally, the National Disciplinary Board (CRG) monitored disciplinary activity focusing on individual procedures, in a strictly legal-procedural view. The Maturity Model brought a new approach based on units' self-assessment process, empowering those units to identify their current maturity level and necessary changes to achieve a higher level. To do that, the team developed a tool presenting, as a structured guide, the basic macro processes (KPAs - Key Performance Areas) that lead to a safe development of the disciplinary unit. The CRG-MM tool has broadened the focus of disciplinary evaluation, including work processes that until then were considered secondary in units' management, although relevant to achieve better results.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The Disciplinary Maturity Model was concluded by the National Disciplinary Board team (CRG) in 2020 and presented to all units of the Federal Executive Branch Disciplinary System (SISCOR), alongside with documentation and tools needed for implementation. In the next year it was improved based on the previous experience, seeking to simplify the set of activities and to be more objective in presenting corroborating evidence. Currently the Project has evolved to a self-assessment methodology with support, where the evidence evaluation process takes place shortly after its registration in a computer-based system. Consequently, the Disciplinary Maturity Model use has been turned, both by disciplinary units and by the National Disciplinary Board, into an important monitoring tool.","The Project partners are the disciplinary units located on the ministerial bodies and entities of the Federal Executive Branch and the Modernization Coordination – CGM/DICOR/CRG/CGU, which develops and provides information technology tools needed for the evaluation actions and improvement of the Project.","The Brazilian society and the Federal Executive Branch are the main stakeholders of public sector integrity improvement meanwhile the immediate beneficiaries are disciplinary units located on state-owned enterprises, ministerial bodies, and entities of the Federal Executive Branch. Finally, the mediate beneficiaries are Brazilian citizens due to increased amount of public information (active transparency), contributing to reduce the corruption and impunity perception level among the society","The first round of self-assessment took place in 2020, gathering 47% of SISCOR disciplinary units. In 2022, eighty percent of the units have joined the Disciplinary Maturity Model (CRM-MM), which represents a sixty percent increase in comparison to the previous round. The positive results are due to previous participants' positive feedback regarding the benefits of adopting the Disciplinary Maturity Model in their units, as well as the mandatory engagement of some types of units.
Another great finding regards the quality of evidence gathered by the Project team, because of the model adjustments. It made it possible to assemble a repository with models of control instruments, normative acts and workflows that will contribute for the achievement of better results by less mature units on the next round, resulting in the acceleration of SISCOR's homogeneity process. At last, the disciplinary units involved in this Project have been gathering in informal collaborative networks.","In 2020, the challenge was establishing which evidence would be an adequate proof of existence (establishment of a work routine) and institutionalization (effective exercise of the established routine) for each macro process. The communication strategy was crucial to overcome it. The Project team conducted meetings and trainings using collaborative social media tools (Microsoft Teams, Whatsapp), allowing participants to share personal experiences and to solve frequently asked questions. Another challenge was acknowledging the great diversity amongst public entities, whose teams have different levels of technical knowledge, workforce sizes (ranges from 40 up to 90.000), risk levels, structures, legal frameworks, and independence to conduct the disciplinary function. Finally, the self-assessment process, monitored by a member of CRG, increased participants´ understanding of how to implement the model. As a side effect, the Project team has faced a heavy workload to supervise units.","The CRG-MM intention is to provoke a paradigmatic change involving disciplinary units’ structure, organization, and management which demands a real culture change inside organizations, with impact on behavior and procedures and requires investment in technology and training team members in public integrity matters. The first step for a disciplinary unit to achieve technical specialization and functional independence is the delegation of the original competencies of the highest authority of each organ or entity to a specialized unit. Additionally, each disciplinary unit must focus on planning and management procedures as required steps for improvement. Thus, it should evolve from a passive to a proactive approach, overcoming common barriers such as victimization speech and lack of structure and resources. It must shift from addressing urgent demands to a qualified action that enables the unit's sustainable growth, with effective support from the top management levels.","The Disciplinary Maturity Model (CRG-MM) was originally designed for the Federal Executive branch, which has around 230 entities with diverse structures, legal framework, workforce size, and available systems. Nonetheless, it can be easily replicated in other public levels, considering it is grounded in national legislation such as the Labor Code (Federal Decree n.5.452/1943); the Clean Company Act (Federal Law n.12.846/2013); the General Data Protection Law (Federal Law n.13.709/2018); and the Abuse of Authority Law (Federal Law n. 13.869/2019), etc. In the future, the model can also be implemented in all in states and counties levels as well the Legislative and Judiciary branches, with minor adjustments.","One of the National Disciplinary Board (CRG) main tasks is to supervise and monitor the disciplinary actions performed by the disciplinary units of the Federal Executive branch. The breaking point of the Disciplinary Maturity Model (CRG-MM) was to focus on management procedures and workflows to assess units ‘performance key indicators. In order to fully implement this Project, it has been crucial to create a secure and trustworthy environment, aimed to share best work practices, studies and foster cooperation among its participants. Finally, any substantial change in organizations takes time to settle, therefore leaders must be empathetic and have the ability of foreseeing possible gaps and difficulties faced by each disciplinary unit.",,,,,,
33511,"Technology for an Irreversible Transformation in Indonesia’s Education System",https://oecd-opsi.org/innovations/technology-for-an-irreversible-transformation-in-indonesias-education-system/,30/09/2022,"GovTech Edu (in partnership with the Ministry of Education, Culture, Research & Technology (MoECRT))",Indonesia,central,"a:2:{i:0;s:9:""education"";i:1;s:12:""public_admin"";}","Technology for an Irreversible Transformation in Indonesia’s Education System",https://play.google.com/store/apps/details?id=id.belajar.app,2021,"GovTech Edu works with the Indonesia MoECRT to build a technology ecosystem to create an irreversible transformation for Indonesia’s education system. It includes tech platforms made available for teachers, school principals, university students & practitioners, through products like Teacher SuperApp, Education Scorecard & University Internship Matchmaking Platform. With these, the transformation to improve student learning outcomes becomes more inclusive, data driven & impact-enabling at scale.","Indonesia has long suffered from a learning outcome crisis, with ~70% of 15-year-old students performing below the minimum competency level in literacy and numeracy skills (OECD, 2018). Over the past few years, the latest PISA survey ranks Indonesia 71 out of 77 countries. Today’s challenges to Indonesia’s education system lie in fundamental and structural issues, such as complex teaching administration, lack of transparency, lack of teaching incentives, and lack of growth mindset.
As a solution, MoECRT championed “Emancipated Learning” (“Merdeka Belajar”) educational reform as a key transformation theme. The reform is set to unbundle the meaning of education to its truest value proposition – it is intended to improve Indonesian students’ learning outcomes, promote quality and equitable education by creating changes in the learning paradigm and practices, empowering educators and school/university leaders, as well as encouraging active engagement of the education ecosystem. A key example includes the introduction of the Emancipated Learning curriculum for K12 students, where a holistic, flexible curriculum approach is encouraged to support students’ core numeracy and literacy competencies as well as character development based on students’ interests and talents. Hence, the Emancipated Learning curriculum was intended to replace the previous, more rigid, standardized curriculum.
To scale the reform even further, an end-to-end technological ecosystem & exposure then became one of the Ministry’s pivotal implementation and scale strategies. To fully serve the purpose, MoECRT partnered with GovTech Edu, a dedicated tech, product, policy & operations team with collective experiences in building and scaling nationwide digital products.
GovTech Edu works as the thought and development partner to the Directorate Generals in the Ministry, bringing holistic technology product experience and resources. The Ministry officials act as the primary vision owner – bringing problem statements observed in Indonesia’s education system – in which GovTech Edu will then be responsible for clarifying and defining the appropriate technological interventions to enable the desired transformation. GovTech Edu’s principle in working with the MoECRT is based on collaboration. This means that the team is not a ‘tech feature factory’ and therefore has the freedom to determine the appropriate tech solutions for any outlined problems.
The partnership has been proven successful in delivering tangible solutions at scale. As a result, the Indonesia MoECRT launched key innovative digital products as per 2022:
- Emancipated Teaching Platform (“Platform Merdeka Mengajar”) is a web-app platform enabling teachers to upskill themselves, get context-specific teaching materials, and share best practices. The platform provides practical guidance and content for teachers to plan for differentiated classroom learning modules, implement the newly introduced national Emancipated Curriculum, gain quality teaching materials, share best practices, and find inspiration from local teacher communities.
- The Education Scorecard (“Rapor Pendidikan'') platform was introduced to provide local government officials, school principals, and teachers with an action-oriented report on their respective schools’ literacy, numeracy, and school environment data. The data points are based on National Assessment results and are designed to encourage school officials to make evidence-based decisions when planning for their schools’ quality improvement.
- Two integrated, easy, and accountable school financial management systems (“ARKAS” and “SIPLah”) were launched to support schools’ budget planning, funds disbursement, and procurement process. “ARKAS” platform aims to reduce administrative work through accountable, transparent school financial and problem-solving management, starting from the planning, organizing, and reporting processes. Meanwhile, “SIPLah” is the designated official e-commerce platform for schools’ procurement with pre-qualified suppliers.
- Emancipated Campus (“Kampus Merdeka”) platform is a matchmaking platform between universities, students, & industry practitioners – it aims to provide university students with out-of-campus experiences such as internships, research opportunities, & other practical activities.
All of the above platforms are made accessible for free through a single sign-on account called “belajar.id”, allowing teachers, school administrators, local governments & students to benefit from the rolled-out digital products. In the future, these innovations are envisioned to reach a level of irreversibility. They will impact the mass market and instill a solid habit-making behavior, perspective, and mindset for targeted users. The mission is to empower various users in the education sector to collectively increase student learning outcomes across the nation by leveraging the power of technology & public service reforms.","a:9:{i:0;s:3:""876"";i:1;s:3:""612"";i:2;s:3:""614"";i:3;s:3:""194"";i:4;s:3:""190"";i:5;s:3:""283"";i:6;s:3:""613"";i:7;s:3:""615"";i:8;s:3:""618"";}","The MoECRT collaboration with GovTech Edu is one of Indonesia's first public-tech sector partnerships. It focuses on delivering tech solutions by co-designing them with teachers, schools principals, local governments and university students, supported with apt user insights. Users’ involvement is ensured through a robust immersion and research process. The close collaboration with the Ministry’s stakeholders has enabled a first-of-its-kind and innovative way of working, where the conventional top-down government direction is decoupled through a bottom-up, data-backed, and user-centric approach.
GovTech Edu is heavily equipped with a world-class tech stack. On the back end, data reliability and security are safeguarded. As a result, we launched multiple breakthrough products at scale within 1.5 years, with a total of over 2 million users. The collaboration allows grassroots reform, ensuring the sustainability of the innovations instead of relying only on a top-down policy strategy.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","We are continuously developing, improving, and scaling our products. In 2021, we released a Single Sign-On account that provides access to various education platforms for students, teachers & school administrators. To date, over 9 million accounts have been activated. In the same year, we launched the University Internship Matchmaking Platform, reaching over 700K registered students & over 2.5K participating companies.
In 2022, we introduced the Emancipated Teaching Platform (Teacher SuperApp) and Education Scorecard. After only 7 months of release, the Teacher SuperApp reached over 2.3 million downloads and over 1.6 million users. Today, we are adding more curated, practical content and enriching best practices shared by teacher communities. Over 140K schools have used the Education Scorecard. We are adding targeted recommendation features designed to help school principals make use of key data points in order to plan effectively to eventually increase their school’s quality.","All products are the result of close collaboration between MoECRT and GovTech Edu. We involve our users in our products’ co-design process to build a strong user-centricity and sensibility. We gather inputs from school principals, teachers, local government offices, university students and lecturers, as well as industry partners. To a limited extent, we also partner with edutech firms (as content contributors) and other ministries (such as the Ministry of Finance) on several key initiatives.","The Teacher SuperApp allows teachers to benefit through quality upskilling content, context-specific teaching materials, and best practices. The Education Scorecard enables school principals to easily access National Assessment data and recommendations on improving school quality. Through ARKAS, school principals use financial management tools for transparent planning and reporting. College students benefit from out-of-campus internships & research opportunities through the matchmaking platform.","Teachers, the front-liners of the education system, have been heavily impacted by our products. As of September 2022, the Teacher SuperApp has reached 2+ million downloads, with 4.8 rating on Google Play Store. A total of more than 3,500 learning communities have contributed to the app, and more than 92K upskilling and inspirational content were included. It has been used by more than 1.6 million teachers nationwide and has become one of Indonesia's top 5 education apps.
Moreover, school principals, as the embodiment of school leadership, have also benefited. More than 200K schools have utilized the school financial management tool & a total of more than US$3BN funds were managed through the tool. Over 140K schools have used the Education Scorecard.
Finally, our university internship matchmaking platform has also been accessed by more than 700K university students, of which approximately ~25% have been matched with industry & company participants.","Solving foundational education problems is a marathon needing grit, perseverance, and collective efforts. While technology serves as the enabler, technology alone will not move the needle if it is not supported by the right infrastructure, policies, behavior, and mindset change from education participants.
Instilling a growth mindset and changing users’ behavior remains a key challenge. Mental blocks exist in pockets of user segmentation, whereby the status quo is still the preferred way. Furthermore, structural issues such as the lack of teachers' financial incentives remain a challenge that would need to be addressed by the government and policymakers.
Tech readiness is a challenge, especially as rural areas in Indonesia do not yet have a strong infrastructure for users to use digital products. Tight collaboration between private and public players is needed to ensure equal and dispersed high-quality access to digital infrastructure. However, we have yet to achieve such a goal.","Firstly, solid governance, principles, and trust between the MoECRT and GovTech Edu would be critical in ensuring a sustainable long-term collaboration, which in turn would result in the success of policy transformation that goes hand in hand with the technology ecosystem enablement. The leadership of both parties would need to be constantly aligned with the reform’s vision and mission while fostering an empowering culture and environment for talents to produce optimally.
Secondly, strong interconnectedness and ecosystem thinking are necessary. A team must not work in a silo. Any tech innovation that is delivered has to be equipped with the right support from policies, infrastructure & system reinforcement, on-the-ground operations strategy, and engineering resources. Key initiatives have to involve both parties.
Finally, a strong sense of urgency and focus on priorities must be embedded by sequentially identifying key critical problems and working backward from the vision.","We strongly believe that fast breakthrough movements require skin in the game for both public and private players to succeed in their innovation initiatives.
Two replication events are possible. Firstly, a similar collaboration model may be replicated in another Ministry or public institution that wishes to utilize tech to accelerate innovation and transformation. Institutionalizing the replication can be done through centralized recommendation and financial support from the government (for example, the nation’s legislative office) as well as open opportunities to tap into other sectors besides education. We envision the “GovTech” concept to scale even larger nationwide, solving grassroots systemic issues in varied sectors.
Secondly, we believe these product innovations have a tremendous potential to be replicated in other nations as well. Imagine a world where a teacher in Indonesia can use our Teacher SuperApp to share experiences with a teacher in Finland.","GovTech Edu comprises mostly private sector talents, many of whom have not previously worked with the government. Open-mindedness and empathy should be part of the partnership’s culture and working methods. The MoECRT stakeholders and GovTech Edu talents should see eye-to-eye and align on each party’s role in executing the transformation.
A strong user-centric mindset and sensibility are essential in building technology products serving the public. Since the commercial aspect is out of the picture, it is inherently more challenging yet more important for innovation builders to understand what the users need versus only achieving key metric targets.
Effective resource allocation and operationally scrappy are crucial to ensure we maintain high-quality technology while simultaneously reaching a mass market tipping point of irreversibility. This should be achieved through end-to-end support from policy transformation to adoption strategy and community activation.","The below list of sites/links is a list of digital products we have launched as of September 2022. However, the sites are not accessible to the public – they can only be accessed through “belajar.id” single sign-on account provided to users.
https://guru.kemdikbud.go.id/
https://raporpendidikan.kemdikbud.go.id/app
https://kampusmerdeka.kemdikbud.go.id/
https://arkas.kemdikbud.go.id/
https://siplah.kemdikbud.go.id/
https://belajar.id/","a:15:{i:0;s:5:""33505"";i:1;s:5:""33520"";i:2;s:5:""33493"";i:3;s:5:""33494"";i:4;s:5:""33495"";i:5;s:5:""33496"";i:6;s:5:""33497"";i:7;s:5:""33498"";i:8;s:5:""33499"";i:9;s:5:""33500"";i:10;s:5:""33501"";i:11;s:5:""33502"";i:12;s:5:""33503"";i:13;s:5:""33492"";i:14;s:5:""33504"";}","a:1:{i:0;s:5:""33481"";}",https://youtu.be/WIO1fSXfPlY,https://youtu.be/JtIwWBvBw7I,
33521,"Gateway for Estonian Language Learning",https://oecd-opsi.org/innovations/gateway-for-estonian-language-learning/,30/09/2022,"Public Sector Innovation Team",Estonia,central,"a:2:{i:0;s:9:""education"";i:1;s:12:""public_admin"";}","Gateway for Estonian Language Learning",https://integratsioon.ee/en/language-roulette-zoom-18,2022,"In Estonia, there are a number of people who do not know how to speak the official language well enough. This prevents people from finding a better job, participating in Estonian cultural life, communicating with Estonians, and finding personal fulfilment. The goal of the project was to understand the needs of an adult language learner to then know how to organize language education for them so that it helps them better acquire the Estonian language. As a result, a common agreement that improves cooperation was reached that unites ministries and different sub-institutions. A prototype of a solution combining various language learning opportunities and a new language learning format - Language Roulette - were developed.","Currently, there are a number of people who do not know how to speak Estonian well enough. This prevents people from finding a better job, participating in Estonian cultural life, communicating with Estonians, and finding personal fulfilment. However, people value the Estonian language and want to learn it. That is why the demand for free language learning is greater than the supply. In this context, it is important to focus on the quality of language learning. In cooperation with the organisers and providers of language learning, the aim of the project was to understand what the needs of adult language learners are on the learning journey and how to organise language learning in a way that would help them to better acquire Estonian.
During the project development, the most important insights were:
- There is a lack of awareness of language learning opportunities. State-funded language learning is provided by several institutions and as a result, the landscape of language learning is fragmented between different actors. It is difficult for a language learner to have orientation regarding the different courses and formats due to insufficient information. In addition, it is not possible to flexibly and quickly move between language courses offered by different organisations.
- The importance of the language environment – “We simply forget the language”. In addition to learning a language, it is important for there to be an environment in which to practice it, i.e. a language environment. Without active language use, it is difficult to maintain the language level acquired in the courses and to achieve the set goals.
- The barriers to language use are often high. On the one hand, these barriers concern language learners themselves, as they may feel embarrassed to use the language due to their insufficient language skills. On the other hand, Estonian speakers have a low skill to communicate with a person of another nationality in a way that supports their language practice, as they quickly switch to another language.
- Learners’ ownership and skills to support their language learning outside the language course are low. Modern teaching methods have made language learning much more versatile, supporting and empowering the learner to take ownership of their learning. In this context, what can a language program do so that the learner perceives their ownership in the learning process, knows how to take ownership, and is supported to take ownership of their language learning?
Based on the above, the following solutions were developed:
- A gateway to Estonian language learning. The Gateway to Estonian Language Learning is a place that centralises Estonian language learning opportunities offered by both the state and the private sector. The environment can be used independently by the learner or with the help of a counsellor. It is a tool for language learners, language learning providers, as well as employers and other parties. The learner can plan language learning and discover different possibilities for it. The gateway visualises the language learning journey and helps to set realistic goals and provide support in achieving them by displaying time and ownership criteria for the goals. In addition, the digital gateway helps the state better design language learning, taking into consideration the goals of the providers, and provides real-time information about what is happening. Today, a business analysis of the environment is carried out to decide on the creation of the best online environment supporting Estonian language learning for adults.
- Language Roulette (Keelerulett). In order to support Estonian language learning in the form of contact meetings, which were interrupted due to the pandemic in spring 2020, and to maintain language proficiency, a format for virtual short conversations was developed. Language Roulette, an hour-long chat room allows learners to have a discussion in a free and pleasant atmosphere under the guidance of a mentor. Participants include both native speakers and language learners and volunteer chat room mentors. Participants take part in the discussions of two groups during the hour, briefly sharing impressions before, between, and after the conversations and writing down keywords in the chat. Today, Keelerulett has become a year-round service of the Integration Foundation, with participants from every corner of Estonia and from all over the world. To date, the Keelerulett has been held 48 times, bringing together 1,628 friends of the Estonian language.
- Cross-sectoral cooperation to provide language learning based on the needs of the client. As a result of the co-creational design process a better overview of the client’s perspective was gained and a joint agreement was reached which brought together ministries and different agencies to support language learners in the best way possible. Most importantly, it brought the parties together as people and will make them act on the basis of common client-centred values in the future.
","a:6:{i:0;s:3:""156"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""612"";i:4;s:3:""618"";i:5;s:3:""620"";}","The project brought together all different national language learning providers and a close cooperation was initiated as a result. Also, a good understanding of users' (language learners) needs was reached.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The gateway to Estonian language learning is in the process of development. In cooperation with various ministries and their agencies, a business analysis of the environment is carried out to decide on the creation of the best online environment supporting Estonian language learning for adults. When creating the environment, solutions are sought keeping in mind the language learner and their needs.
Language Roulette has become a year-round service of the Integration Foundation, with participants from every corner of Estonia and from all over the world (France, Germany, Russia, USA, England, etc.). These Tuesday evenings bring together regular participants and always attract new ones. To date, the Keelerulett has been held 48 times, bringing together 1,628 friends of the Estonian language.","The whole project, and the service design process, was done with all the key stakeholders of Estonian language provision – the Ministry of Culture, the Ministry of Interior, the Ministry of Education and Research, the Ministry of Social Affairs, the Integration Foundation, and the Unemployment Insurance Fund. The entire team engaged in the whole service design process, which involved conducting user research, analysing and synthesising insights, developing ideas, prototyping and executing solutions.","As a result of the co-creational design process, a better overview of the client’s perspective was gained and a joint agreement was reached that brought together ministries and different agencies. An agreement was made on how to improve people’s access to Estonian language learning. Discussions also related to creating better cooperation between institutions as well as an overview of the organisation of Estonian language learning for adults, which would support language learners in the best way possible.","A gateway to Estonian language learning that centralises Estonian language learning opportunities offered by both the state and the private sector was prioritised and is being developed. Also, a new language learning format was developed - Language Roulette - to support language learning outside of language courses.","The biggest challenge has been to bring all parties together, and to meet every actor's technical and process-based requirements.","One of the most important conditions for success has been that the different parties have prioritised the topic and are willing to move forward with it.","The Language Roulette, as a format, has proved to be a good design method of bridging gaps between different parties and creating a positive space for learning. The format could be replicated to serve other countries in their language learning initiatives.","Taking the time to analyse the learners' needs and the context that surrounds them was a key element for the later development of solutions.",,"a:3:{i:0;s:5:""33658"";i:1;s:5:""33660"";i:2;s:5:""33661"";}",,,https://www.youtube.com/watch?v=zI3Q3v_kSpQ&ab_channel=dkotsjuba,
33525,"Future Mentors Programme",https://oecd-opsi.org/innovations/future-mentors/,30/09/2022,"City of Espoo",Finland,local,"a:1:{i:0;s:12:""public_admin"";}","Future Mentors Programme",https://www.espoo.fi/en/city-espoo/innovative-espoo/innovative-espoo-initiatives/future-mentors-programme-co-creating-future-cities-through-dialogue#section-45435,2022,"The Future Mentors programme is a reversed mentoring programme in which a small group of young people mentor a decision maker from their own city about the hopes, dreams, and fears of the young generation regarding the future of their city. The programme is a platform for youth in cities to get into a dialogue with the decision makers and get their concerns and wishes heard. Twenty-six cities around Europe participated in the programme in 2022.","The Future Mentors programme is a reversed mentoring programme, in which a small group of young people mentor a decision-maker from their own city about the hopes, dreams, and fears of the young generation regarding the future of their city. In this programme the city leaders are not the mentors, but the mentees, the ones offered the opportunity to be exposed to the bright thinking of their young mentors.
The programme is designed to bridge the gap between the youth and the decision-makers on local level. City organisations are the closest public entity to the youth. The future of the cities depends on the youth. If the youth do not want to stay in the city and does not feel invested in the future of the city, does the city have a future at all? The programme was created as cities contribution to the European Year of Youth 2022, which ensured good visibility and European interest.
The programme is a platform for youth in cities to contribute to a sustainable future at the same tables with the decision makers. The mentoring process is based on dialogue. We must be willing to question our thinking and be open to the idea that our thinking could be better. This can best be done by exposing ourselves to dialogue with different people. The topics discussed together by the Future Mentors and the city leaders are linked to sustainable future of the city. The topics of the mentoring are decided by the young Future Mentors themselves, as this programme is a platform to the voice of the next generation. The Future Mentors use their own city as the starting point and vision it in the near and far future, and then communicate their dreams and fears for the future of the city to the mentee, the city leader, as part of the mentoring process. The topics can be grand scale such as climate change in cities, opinion polarization, mental health issues and biodiversity loss, or more concrete and local such as urban mobility, recycling plastic, youth empowerment and everything in between. All of these are issues that must be dealt with to create a better future for the generations to come.
In spring 2022 26 cities across Europe participated in the programme. Locally, a city coordinator organizes the programme with help of a manual and a step-by-step guide created by the City of Espoo. The cities organized a call for young Future Mentors, who were coached for their task of mentoring the city leader. The Future Mentors created the agenda for their meetings with the city leader by thinking about their own city and their dreams and fears for it’s future. The Future Mentors met their city leader at least two times.
The Future Mentors had an opportunity to network with young mentors from other European cities and exchange ideas. The Future Mentors programme was created for Eurocities network in spring 2022 by the City of Espoo. Twenty-six cities of the network took part in the mentoring programme locally during spring 2022. Finally, one young mentor from each city travelled to Espoo, Finland, to participate in the annual conference of the Eurocities network together with their city leaders. The Eurocities2022 conference entailed workshops where the themes of the mentoring programme were discussed further, and the youth participated in the conference with their cities’ delegation.
Both participating mentors and mentees were satisfied with their experience with the programme. The mentorship programme enhanced youth’s participation and strengthened their voice in the Eurocities network on European level as well as locally in Eurocities member cities. The opportunity for transnational European encounters and creating bonds between cities were a crucial element of the programme. The aim was to exchange ideas and gain perspective and understanding on themes for sustainable future cities through the eyes of younger generations. The young Future Mentors will reinforce the future European community by bringing youth and leaders in European cities together.
The Future Mentors programme has inspired the participating cities to create new structures for youth participation and dialogue between the youth and the decision makers. The Eurocities network is currently searching for suitable funds to start a pilot project that would create structures within the Eurocities network for youth participation. During the Eurocities 2022 conference the Future Mentors drafted six key recommendations for better youth involvement on local level, and these recommendations are being spread in international forums by the city of Espoo, by the Finnish Organization of Local Authorities, by the European Committee of the Regions and the European Youth Forum.
The Future Mentors programme is a well-functioning, tested solution for any organization willing to create dialogue between the youth and those in power. The manual and step-by-step guide are freely available for anyone interested in running the programme.","a:8:{i:0;s:3:""181"";i:1;s:4:""4088"";i:2;s:3:""217"";i:3;s:3:""184"";i:4;s:3:""260"";i:5;s:3:""623"";i:6;s:3:""615"";i:7;s:3:""621"";}","The innovative basis for the whole programme was the idea of having reversed mentoring. That means that the city leaders are the ones being mentored and not the other way round. This kind of mentoring has not been done before on European level. Using dialogue as a method this intensely between citizens and the city leaders is new in Espoo. The focus on the future rather than the current issues is new. The programme gives a clear concept, support for the young mentors and a structure in working together.
This programme takes the conversation to the city and more practical level. In 2022 this programme was implemented as a part of Eurocities annual conference, where Eurocities Mayors meet annually each other. The Eurocities network has not before succeeded in integrating youth in the meetings and in dialogue with city leaders in a non-tokenistic way.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The youth climate movement has shone a light on the gap between decision-makers and young citizens. The Future Mentors programme uses reversed mentoring, in which the thoughts and ideas of young people are in the centre of the conversation. The mentoring programme is focused on the local level.
The evaluation was done by three feedback surveys from the young people, city coordinators and the city leaders. Both mentors and mentees were very satisfied with the programme. There will be follow-up in all participating cities and many have created new structures for continuous dialogue with the youth in the city.
In Eurocities network a project is being planned to design structures for youth participation within the network. The Future Mentors program was successful in highlighting the importance and need of the dialogue between the youth and those in power.
The future mentors programme concept is easy to reuse and copy by any city. All the materials are available online.","After deciding on the idea of the Future Mentors program, City of Espoo pitched the idea to the local Aalto university to take it as a case study in a Designing for Services course. Students benchmarked mentoring programmes and concluded interviews with local politicians. With the help of ambitious students and their teachers, the program got a lot of inspiration for it’s contents and practicalities.","The programme is a platform for youth in cities to contribute to the future at the same tables with decision makers. The programme increases mutual understanding in dialogue and improves decisionmakers' knowledge of the values, hopes and dreams steering younger generations. It gives new perspectives to all participants.
The programme is designed for city level, but it would be applied with minor changes to any organization willing to create dialogue between youth and decision-makers.","Wordclouds of the dreams and of the fears of the future mentors were created and discussed by 500 delegates at Eurocities conference. The wordclouds give a good overview on the themes important for the youth.
Based on the feedback, the overall satisfaction with the programme was 4,2/5 among the mentors, 4,1 among the city leaders, 4,1 among the local city coordinators. All considered it a good addition in the toolkit of youth participation programmes.
City leaders said they appreciated dialogue as a method. The issues raised by the youth will be further handled in many cities. The programme has lead to i.e. establishment of a meeting place for youth and decision makers and a youth council, planning of regional youth cooperation and involving youth in local projects.
All decision makers wanted to cooperate further to strengthen youth participation in Eurocities. A project is planned to design structures for youth participation in the network.","We got feedback from the Eurocities member cities that the schedule to participate the programme was too tight. This probably reduced the number of the participating cities. When organizing this kind of a programme, more time should be given for the cities to prepare for the programme and to recruit the youth.
The leader also needs to be willing to give their time to have a dialogue. The more meetings, the better the dialogue. We recommended at least two meeting with the city leader, but three would be better or a bit longer meetings.
It is not a challenge of the mentoring programme itself, but some cities´ mentors are concerned if the conversations with the city leader lead to any concrete changes.
Comments from a mentor: “It's been incredibly participative and every part worked their best to create mutual understanding, it remains to be seen whether or not it'll lead to substantial progress with time.”","Cities need good support material to run the mentoring. We provided the cities with detailed step-by-step instructions to run each meeting with the mentors including specific facilitating tools e.g. ice-breaker exercises and workshops methods to produce the material for the meeting with the city leader.
The mentoring can be run in one city locally or as a larger programme including many cities. If run in many cities simultaneously as done in 2022, a person is needed to be in charge of the overall coordination.
The participants must be open to a genuine dialogue. Our material specifies what this means. Running the programme requires enough human resources from the city to successfully facilitate the meetings to create the feeling of being mutually heard. The leader also needs to be willing to give their time to have a dialogue.
The timing for running the programme during the EU Year of Youth gave good boost and visibility to the programme.","With the help of our thorough materials, the mentoring programme can easily be replicated by any city. It can be run only in one city locally or as a larger programme including many cities nationally or internationally.
We have templates for communication throughout the programme (e.g. info letter for the mayor, news article to open the enrolment for the youth, news article about running the programme), a manual, a step-by-step guide for the coordinators and the mentors) and instructions for the city leader.
The programme could also be easily adapted to be used in any other organization, public or private, as a method for intergenerational dialogue.","Facilitated dialogue is a method very often used in Finland in various public sector processes. This project has taught us that something as simple as dialogue can be a very novel thing even in European context. In Finland the organisations and hierarchies are very flat and direct speech is encouraged, but in many participating cities the power distance and the willingness of mayors to engage in a dialogue was a big concern. However, the cities that decided to participate, found the dialogue a very good method to hear the views of different groups and will continue to develop this locally.
If planned carefully and with enough resources and time, the mentoring can provide valuable information on views of the future generation to be used in different operations in the city. The results need to be clearly communicated in the city. It is good to have a plan how the results are going to be handled and if some kind of follow-up is going to happen.","An additional informational overview can be found here.
Additional information for specific implementations of the Future Mentors Programme can be found at:
","a:2:{i:0;s:5:""33577"";i:1;s:5:""33578"";}","a:1:{i:0;s:5:""33569"";}",,,
33541,"BIFIDEX - Official Business and Financial Analytics for the single market in the Western Balkans",https://oecd-opsi.org/innovations/bifidex-official-business-and-financial-analytics-for-the-single-market-in-the-western-balkans/,30/09/2022,REAKTIV,"North Macedonia",other,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","BIFIDEX - Official Business and Financial Analytics for the single market in the Western Balkans",https://www.bifidex.com/en/,2022,"Countries in the Western Balkans created digital infrastructure to support transparent business operation and prevent fraud in their Common Regional Market. The official registries from 5 countries in the Western Balkans created a digital platform, connecting all official legal and financial data about companies, connected entities, blocked bank accounts and sanctioned persons, bridging different legislations, languages and currencies. The platform won the 2022 OECD/SIGMA/ReSPA award.","European integration of the six Western Balkan countries through the Berlin Process envisioned establishment of a Common Regional Market. One of the key challenges all governments faced was how to enable transparent and safe business operation in the regional market based on accurate and reliable data for businesses, bridging different business legislations, practices, languages and currencies. To achieve this ambitious goal and foster trade and investment in the entire region, governments of North Macedonia, Serbia, Albania, Montenegro and Bosnia and Herzegovina needed to create a single digital platform that will:
- Establish real-time interoperability between official registry data sources.
- Unify all legal and financial data about 1.5M+ companies, their financials and connected entities, registered in various national registries.
- Make searches and complex business and financial analytics in all national languages and English, as well as national currencies and Euros.
- Create a core digital infrastructure that is extendable for future government-to-business and business-to-business services.
- Use public cloud services, while seamlessly integrating with the national digital infrastructures, respecting data sovereignty and privacy.
Official business registries of North Macedonia, Serbia, Albania, Montenegro and Bosnia and Herzegovina (RS), mandated by their respective governments, contracted consultancy and development company REAKTIV to develop BIFIDEX as a single regional digital platform that will achieve the following goals:
- Provide single source of accurate real-time business and financial information in the region.
- Create novel services for business and investors to foster trade and investment in the region.
- Create novel services for the financial sector to prevent fraudulent practises and money laundering.
- Provide analytics and cross-border financial comparisons of industries and entire economies.
REAKTIV in collaboration with the official business registries from the 5 Western Balkan jurisdictions in the period of 2017-2022 created and operated BIFIDEX (Business and Financial Data Exchange), that now offers the following services on the market:
- Searches of companies, entrepreneurs and persons.
- Full company profiles, with complete legal and financial data.
- Real-time tracking of changes in the registered data of the companies and their involved officials.
- Financial KPI’s and company comparisons within individual economies and across borders.
- Industry analytics by various financial criteria of choice.
- Connected companies and persons across borders and their ownership percentage.
- Company roles and appointments across borders.
- Company insolvency information from the blocked bank accounts and duration of blockades.
- Court sanctions to companies, their owners and officials.
- National statistics of foreign ownership.
BIFIDEX offers its services on a free and commercial basis, with Public-Private Partnership revenue-share model between REAKTIV and the official business registries. The platform is designed to be extendable to various countries and data sources, with already expressed interest to join by most of the registries in Southeast Europe. In addition, the platform can be used in the future to connect the business information from the Western Balkans to the one from the EU business information interoperability systems. As a regional core digital service infrastructure, several initiatives are planned to extend the scope of BIFIDEX toward different scope of data and services in the Western Balkans, including:
- Beneficial ownership
- Supply-chain management
- Business, manufacturing and services profiling from the companies
- Facilitating access to finance to companies
- Facilitating cross-border procurement by issuing unified digital multilingual Tender Dossier with all legal, tax and financial requirements.
The official business registries involved are currently exploring the opportunity for establishment of an international organization to better coordinate the further scale-up of the solution. The innovative technological platform and know-how accumulated in the project can be used to replicate BIFIDEX in various regions that have challenges in integrating cross-border data to facilitate trade, investment and transparency.","a:12:{i:0;s:3:""143"";i:1;s:4:""4088"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""213"";i:6;s:3:""623"";i:7;s:3:""611"";i:8;s:3:""612"";i:9;s:3:""617"";i:10;s:3:""620"";i:11;s:3:""621"";}","BIFIDEX created unified methodology for all data from all official registry sources in the region, allowing the end-users from a single source in real-time to:
- Search, obtain and compare official information from different countries in different languages and currencies.
- Have access to combined information previously not available by the official registries, neither existing on the commercial market,
- Have a statistical outlook of aggregated information for industries and economies that was previously not available.
- Pay a single subscription for used data, without bothering with different national pricing models.
The entire solution also operates from a public cloud infrastructure, with complete depersonalized data, protecting data sovereignty and depersonalization of private information residing in national database infrastructure, while offering rich searching experience with full GDPR compliance.","a:1:{i:0;s:9:""diffusing"";}","BIFIDEX was gradually developed since 2017, starting with integration of the registries from North Macedonia and Serbia, and expanding to Albania, Montenegro and Bosnia and Herzegovina (RS) with bigger scope of data and services. All commercial services were launched in April 2022. Currently, marketing plan is under development to increase sales of services towards businesses and financial sector. Plans for development of API for integration with external systems, as well as a mobile app are in the roadmap for Q1 2023. The Innovation Fund of North Macedonia co-financed REAKTIV in its further extension of BIFIDEX to create services for access to finance for businesses. Consultations with different Western Balkans governmental agencies and international institutions are taking place, planning extension of BIFIDEX as a regional core digital service infrastructure to be extended for other digital government-to-business and business-to-business services.","Founding partners of the BIFIDEX project were the members of the Management Board of Regional Business Registry Portal BIFIDEX:
The project was financed by EBRD and the UK GGF.","Key stakeholders were business registries from 5 Balkan jurisdictions, that were directly integrated in the project. The governments of North Macedonia, Serbia, Albania, Montenegro and Bosnia and Herzegovina (RS) were involved in the organizational setup of the regional Management Board and approving the joint pricing policy for the services. Business associations represented by the regional association of the chambers of commerce were involved in the promotional activities.","As a novel service in the region of Western Balkans BIFIDEX has significantly facilitated cross-border trade, eased access to company information and facilitated investment opportunities across the Western Balkans region. Its major impact is demonstrated by the commitment of all participating countries to further extend BIFIDEX as one of the core digital platforms to enable the single market in the region. As the single go-to source for official business and financial information in the region BIFIDEX currently has statutory and financial data on over 1.5 million companies and persons in the Western Balkans. More than 63.000 users have visited BIFIDEX and more than 1.100 have registered to use its services.","
- Major challenge in the establishment of BIFIDEX was the political factor, i.e. the support and commitment needed by the governments of the participating countries, especially regarding reaching consensus on the platform and its governance mechanism. However, direct involvement of each respective government from the very beginning has proven crucial for overcoming obstacles, as implementation of BIFIDEX was part of each government’s Regional Investment Reform Agenda.
- Different legislation, level of technology development, data structures and the internal institutional capacity were challenges for implementation and integration.
- Special challenge was how to combine BIFIDEX’s public cloud infrastructure with the national hosted infrastructures of the registries, while respecting data sovereignty and data privacy. However, the innovative technology applied, and the consensually developed unified data methodology helped overcome all the challenges imposed by the national differences.
","For such a large-scale regional project, impacting various stakeholders, with high expectations of success to create core e-service infrastructure for doing business in the single regional market, critical conditions for success were:
- Direct endorsement from all respective governments, with highest level of monitoring of implementation.
- Carefully designed governing structure and rules, to ensure each country’s interests are equally represented.
- Advocacy and marketing by the representatives of the business community as the chambers of commerce.
- Financial support of the international agencies like EBRD, bringing financial instruments targeted to regional development.
- Ensuring future sustainability of the platform past the initial donor support in a form of public-private partnership with revenue share with the company that will further develop, market and operate the platform.
","The innovative technological platform and know-how accumulated in the project can be used to replicate BIFIDEX in various regions that have challenges in integrating cross-border data to facilitate trade, investment and transparency. The concept of a single platform for integration and business intelligence of any official registry data source under a single unified methodology can be applied in different geographies and domains.","Integration of data and technology governed by different legislation regime was challenging. The project started gradually with definition of common tools and unified methodology first for the data from North Macedonia and Serbia, and then the pilot was extended to Albania, Montenegro and Bosnia and Herzegovina.","The project was presented in all key international registry conferences (EBRA 2022 and CRF 2022) and has received accolades for its implementation. In June 2022 the plans for its further development were presented in front of the Prime Ministers of the Western Balkans and EU officials at the Open Balkan Summit in North Macedonia. The project won the prestigious 2022 OECD / SIGMA / ReSPA Western Balkans public administration award.","a:6:{i:0;s:5:""33975"";i:1;s:5:""33847"";i:2;s:5:""33846"";i:3;s:5:""33845"";i:4;s:5:""33844"";i:5;s:5:""33843"";}",,,https://youtu.be/f5dP4d0AN7s,https://youtu.be/4Lt2T9tEwuU
33544,"Embracing and Enabling People of Determination (People with Disabilities)",https://oecd-opsi.org/innovations/embracing-and-enabling-people-of-determination-people-with-disabilities/,30/09/2022,"Digital Government Authority","Saudi Arabia",central,"a:2:{i:0;s:11:""information"";i:1;s:62:""Regulate the work of digital government in government agencies"";}","Embracing and Enabling People of Determination (People with Disabilities)",,2022,"A proof of concept has been created to incorporate design techniques in many elements of a PoD's life cycle, planning for future demands and overcoming existing hurdles. The proposed strategy prioritizes the needs of persons with disabilities and helps them acquire the resources and services they need. It also helps families gain confidence in caring for a disabled kid. This helps POD engage, lead, create, and sustain life.","The POD experience is an often-overlooked component. As the Digital Government Authority in Saudi Arabia, we have an excellent opportunity to focus on innovative choices in this sector as part of the digital transformation for the public's benefit. The purpose is to develop future-ready digital experiences for persons with disabilities, showcase KSA as a leader, and provide a centralized experience to support people with disabilities across their varied needs.
As a proponent of e-participation in the Kingdom, we aim to produce ideas, solutions, and systems that fit the people who depend on us for a sustainable, inclusive, and prosperous environment. To construct a Proof of Concept for determined people, we had to identify the project's scope. We knew about current aid and options for determined people, but we wanted to evaluate our assumptions and user perception to develop the Proof of Concept's problem statement. The problem statement created a core notion driving the project's creativity via research and design.
By 2025-2027, we will build proactive, inclusive, intuitive experiences for persons with impairments (focused on visual and mobility problems) and link key entities to enhance their quality of life and allow them to live independently. Primary aims are:
- Aligning with Goal 2030's vision of an ambitious country, flourishing economy, and lively society - The following PoD experience matches with a vision realization aim of integrating persons with disabilities into the workforce, promoting tenacity and persistence, and providing access to healthcare and education.
- Few governments in the region engage in developing PoD, enabling KSA to pioneer inclusive government initiatives and empower under-represented groups.
- Give people with disabilities centralized access to information, proactive services, and a supportive community. Supporting milestones.
The answer was to enable the Kingdom of Saudi Arabia's digital transition and provide the People of Determination a better, happier, more appealing lifestyle. We wanted to understand the current status of People of Determination to learn about the lives of people with disabilities and their needs and experiences at a specific time. Desk research, interviews, social media listening, heuristic analysis of present services and products, and international benchmarking were used.
Diverse research programs strive to raise awareness of the myriad challenges, pain spots, and legislation that restrict the daily experience of people with disabilities. These data allowed us to design three key personas and How Might We Questions to assist generate solutions for the personas and individuals of determination.
The solutions were set out in a service blueprint, which was then translated into screen flows to explain the information architecture before moving on to the solution's real prototype phase and usability testing with actual users. Based on our segmentations and personalities, we produced two prototypes: one for the handicapped person and one for his/her guardian.
The technique recognized the multiple life periods of a person with disability and emphasized crucial touchpoints. These range from having their handicap recognized at birth (or later in life) through retirement and developing an active community that enables them get peer support. At each touchpoint, the user is informed of available services, products, and support systems and their important life information is digitally preserved, including their digital ID, handicap card, and more.","a:14:{i:0;s:3:""156"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""612"";i:6;s:3:""615"";i:7;s:3:""616"";i:8;s:3:""617"";i:9;s:3:""317"";i:10;s:3:""618"";i:11;s:3:""619"";i:12;s:3:""620"";i:13;s:3:""373"";}","
- The Proof of Notion focuses on benchmarking and using future trends to examine unknowable solutions.
- We create a digital profile to make customized services available. We discover proactive government loan and aid options based on qualifying conditions.
- It employs digital immersion, new technology, and other solutions to enhance the lives of industrious Saudis as the kingdom moves to a digital transformation phase. All while addressing accessibility considerations like sign language, voice-overs, and speech-to-text recognition.
","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","The project has been passed over to the development team with the relevant entities and is now in the implementation roadmap stage.","An interdisciplinary team comprised of researchers, developers, service and experience designers, disability experts, and sociologists, with collaborative government work. We included citizens at many phases of the design process, from research to concept validation to usability testing. Because this initiative was created for the benefit of real users, the first sort of partnership was formed.","The real beneficiaries, who are separated into two categories: persons with disabilities and guardians of those with impairments, were among the stakeholders. Other stakeholders included the various bodies involved and NGOs that attended to offer meaningful information on how they are presently working to enhance the living situations of individuals with disabilities. People with Disabilities Authority (APD) :Gain a better understanding of current efforts to empower people with disabilities.","Specific success indicators have been implemented for the project's output to measure and quantify the overall project's success truly. We specified these KPIs to be monitored after project completion.
- High satisfaction/relevance rating for recommendations provided.
- Increased ratio of solved complaints through bot, community and counselors vs. in-person.
- Reduced time/effort/level of difficulty of the system.
- Increased percentage of used services that matched with the PoD disability.
- Increased percentage of trained guardians and parents.
- Increased ratio of proactive vs. reactive services.
- Increased percentage of PoD-dedicated schools coverage within Saudi.
- Increased number of schools added to the system.
- Increased percentage of highly skilled and trained PoD.
- Increased ratio of successful vs. unsuccessful job interviews.
- Increased percentage of PoD employment rates.
- Increased number of PoD involved in developing a regulation/law.
","
- Given the project's complexity and the many categories of PoDs (visual, physical disability, etc.), creating a prototype that considers design for all circumstances and handles varied scenarios was difficult throughout the design process.
- Changing the way the services are currently being delivered. Digital services are delivered in scatter way losing the chance to provide the intended valuable benefit
","It was good to know that the entity was more than willing to be a part of the digital transformation process and more interested in providing a solution for people with disabilities, a community that had been missed out for quite some time. Getting the buy-in is usually the hard part from higher management, but this project had a huge potential impact on not only the lives of people with disabilities but also for the Kingdom of Saudi Arabia and so it was easier to get a buy-in from relevant entities to get their support, expertise and guidance.","This Proof of Concept led to the discovery of further services and systems that can be enhanced, as well as new support systems that can be built, to benefit Saudi nationals and residents, as well as investors, immigrants, refugees, and others. This project encompassed the whole life cycle of a challenged person and was thorough; thus, it is utilized as a template and case study for choosing and creating additional Proof of Concepts.
- We used the lessons gained from this PoC to other experiences with the observed patterns that might be of value to other entities such as Service Proactiveness and other experience components such as Instant Consultancy and Eligibility Engines.
- The participation of entities and stakeholders in service delivery, which resulted in the development of trust.
","Once we realized they hadn't been listened to in a while, people with disabilities were ready to contribute. There are services and features for persons with disabilities, but they're not concentrated on them. We concluded that in order to design for this project, we required feedback from actual people with impairments.
In our experience, including area professionals from the start makes the project more well-founded. To be efficient, parties and organizations must join in from the outset to prevent project delays and maintain a steady pace.",,,,,,
33552,"E-Surv: Sustainable Data Collection Through Community Engagement",https://oecd-opsi.org/innovations/e-surv-sustainable-data-collection-through-community-engagement/,30/09/2022,"Ministry of Health and Human Services, Ekiti State",Nigeria,central,"a:1:{i:0;s:6:""health"";}","E-Surv: Sustainable Data Collection Through Community Engagement",http://lims.ekitistate.gov.ng/,2022,"The Government of Ekiti State is working with the Massachusetts Institute of Technology Governance Lab (MIT/GOVLAB) and has developed a community-based reporting system called “E-Surv”. E-Surv enables the participation of community members in public health surveillance by reporting public health events/emergencies, to activate a time-efficient government-led responses. This E-Surv which has been piloted in the State will create an early warning system for disease surveillance and laboratory diagnosis.","In January 2022, 25 children living in Ekiti State Nigeria presented clinical signs of rashes, conjunctivitis, cough, and fever. During the investigation, five (5) other cases with similar symptoms were discovered, and unfortunately died before the disease was reported. Upon further investigation and laboratory diagnosis, it was discovered that there was an outbreak of measles in the community. In March 2020, the State rolled out a response to the COVID-19 outbreak which included the vaccination of over 1,000,000 eligible persons beginning on March 2021. However, vaccination roll-out was hampered by the inability of the State's teams to adequately monitor for Adverse Effects Following Immunisation (AEFIs) as recommended by the WHO.
From both scenarios, it was apparent that poor surveillance due to the administrative burden of following up on AEFIs and delays between disease exposure and laboratory diagnosis were key drivers of vaccine hesitancy, poor health outcomes, and preventable deaths due to disease outbreaks. This birthed the need for a technology-driven platform for pro-active surveillance of disease occurrence and health events, and for the management of laboratory samples to shorten the turn-around time for disease diagnosis. To address the problem of poor surveillance and delayed laboratory diagnosis, the Government of Ekiti State, working with the Massachusetts Institute of Technology Governance Lab (MIT/GOVLAB) developed a community-based reporting system called “E-Surv”, leveraging human-centred design. E-surv is a web application that consists of a USSD and WhatsApp Chatbot interface for post-vaccination tracking and it also contains a Laboratory Information Management System (LIMS) to monitor diagnosis in the same web application.
The post-vaccination tracking system (PVT) ensures the effective follow-up of persons who have received the COVID-19 vaccine for any side effects by allowing them to dial the USSD code or respond to a WhatsApp Chatbot, and then give answers to periodic screening questions on any possible side effects or allergic reactions. The Laboratory Information Management System (LIMS) allows for effective management of the flow of laboratory samples and associated data to improve lab efficiency and turnaround time while providing accurate controls of the process. The PVT and LIMS are the first phase of a broader plan to fully deploy the technology as a tool that engages members of the community in disease outbreak surveillance not just for COVID-19 but for all other infectious diseases.
The objectives for the E-Surv solution are as follows:
- To efficiently follow up on COVID-19 vaccinees by sharing timely screening questionnaires to detect AEFIs using the USSD and WhatsApp Chatbot interface technology.
- To increase by 50% the number of persons reporting AEFIs through the E-Surv platform by the end of 2022.
- To manage COVID-19 samples, tests, laboratory users, documentation, and creation of a management report via the Laboratory Information Management System.
- To improve reporting of disease outbreaks through community involvement.
- To reduce preventable illness and death from disease outbreaks.
- To reduce the cost of disease surveillance and investigation by the government
This innovation will benefit the people of Ekiti State by enabling easy reporting of disease outbreaks and health events such as AEFIs to the health authorities. It also benefits the government by providing timely information on disease outbreaks, reducing the cost of surveillance, and improving laboratory efficiency leading to shortened diagnosis time. The E-Surv has been piloted among 37,884 persons in the State and lessons learned from this pilot phase will be used to scale the project to the entire State, leveraging the existing State Public Health Emergency Operations Centre (PHEOC) structure.","a:5:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""617"";}","The E-Surv community-based reporting system is innovative because:
- It was conceptualised and designed by the Honourable Commissioner and developed by Civil Servants in Ekiti State using the Governance Innovation Framework that is grounded in human-centred design.
- The E-Surv is the first of its kind in Nigeria that attempts to improve government effectiveness and efficiency for disease outbreak response by using technology to expedite laboratory diagnosis while engaging citizens in disease reporting and surveillance.
- The USSD code and WhatsApp chatbot used by the E-Surv are simple technologies that are widely available in low-resource settings.
","a:1:{i:0;s:14:""implementation"";}","This innovation is already institutionalised as it is domiciled in the Ministry of Health’s Department of Public Health. Its administration is led by the State Epidemiologist who oversees the Public Health Emergency Operations Centre (PHEOC), responsible for coordinating all disease response activities including surveillance, laboratory, monitoring, and evaluation, among other pillars.
A total of 2,059,489 persons are eligible for the COVID-19 vaccination in Ekiti State and 57.1% (1,176,728) of the total eligible persons have been vaccinated so far. As of July 2022, the USSD and WhatsApp chatbots had been piloted among 3.2% (37,884) of the total vaccinated population. Insights and lessons learned from this pilot are currently being gathered and will be used to scale this innovation to the total eligible population by July 2023. The Statewide scale of the E-Surv technology will be backed by adequate communications and awareness campaigns that will drive the utilisation of the technology.","The State Government of Ekiti partnered with the Massachusetts Institute of Technology Governance Lab (MIT/GOVLAB) and Co-creation Hub (the technical partner) to launch the Governance Innovation Lifecycle Challenge and Accelerator in December 2021. Working under the leadership of the Honourable Commissioner, E-Surv innovation was developed by Civil Servants in the Ekiti State Ministry of Health, who participated in the Governance Innovation Lifecycle Challenge and Accelerator, and were supported by MIT/GOBLAB and Co-creation Hub. The Governance Innovation Lifecycle Challenge and Accelerator partnership was possible because of the strong political will of the State Government to improve health outcomes.","Ekiti people benefit from the E-Surv by reporting health events/emergencies directly to the State health authorities, which triggers a quick response from the government. The government benefits from the E-Surv by collecting information on public health events e.g AEFIs directly from the community while saving costs and time from not having to physically deploy response teams unless required for investigation. The LIMS also allows for efficient management of laboratory samples and data.","The E-Surv was introduced in January 2022. As of July 2022, the USSD and WhatsApp chatbots had been piloted among 3.2% (37,884) of the total vaccinated population. Of this pilot group, 2,251 persons responded to the USSD code and 48 persons responded to the WhatsApp chatbot making a total of 2,299 persons (6.1% of the pilot group) who responded. Of this number, 744 persons (32%) reported AEFIs. Using this data, the State surveillance team has been able to provide post-vaccination follow-up to identify severe AEFI cases and refer them to hospitals for observation and treatment. This follow-up is also used as an opportunity to provide correct information on AEFIs, to avoid the spread of false information to persons yet to be vaccinated. This data is recorded in the State surveillance system and will be used to monitor trends in AEFIs for use in research and decision making.","During the E-Surv co-creation phase with MIT/GOVLAB, the State teams encountered challenges in selecting the most suitable user experience for all stakeholders. There were challenges with prioritizing features on the E-Surv platform. Over 35 feedback responses were received from the relevant stakeholders during the prototype testing using the governance innovation criteria, the teams were able to decide on what feedback to integrate. Also, finding a suitable service provider to handle the WhatsApp Chatbot services for easier integration was challenging. The team had difficulty engaging a value-added service (VAS) provider who could meet the project requirements, and this affected the pilot timeline and results.","Strong leadership involvement is a key ingredient for driving innovation, especially in the public sector. The Honourable Commissioner for Health led the conceptual thinking and design of the E-Surv. Aligning with him on the project goals and implementation plan throughout the project lifecycle was critical for the success of the pilot. Support from MIT/GOVLAB and Co-creation Hub in facilitating the Governance Innovation Framework with the State Civil Servants was essential to the prototype development and creation of the E-Surv platform. As the project has been piloted and will be scaled in the coming year, working with State and Local Government public health teams to create awareness of the technology among community members and ensuring that the data gathered from the platform is used to improve surveillance, laboratory efficiency and decision-making is critical for success.","The E-Surv is a novel innovation in Ekiti State. The Governance Innovation Framework from which the E-Surv was developed is the first of its kind in Nigeria. Before the pilot of the E-Surv, the State was only able to monitor and get feedback from 5% of the vaccinated population. However, with the E-Surv, the State will be able to monitor and receive feedback from at least 90% of the vaccinated population when the innovation is fully scaled. The E-Surv has great potential to be replicated in the future as the technology used is simple, available in low resource settings, and reduces the cost of disease surveillance while improving laboratory efficiency. These are benefits that can be utilised by other States in Nigeria as even the Nigeria Centre for Disease Control (NCDC) faces similar issues in surveillance and laboratory effectiveness.","Strong political will and leadership involvement is a key ingredient for driving innovation, especially in the public sector. Aligning all plans with the Honourable Commissioner for Health was critical to the success of this pilot. The Governance Innovation Framework approach to problem-solving was new to State Civil Servants, hence, there was a need for MIT/GOVLAB to adapt the training methodology and content based on feedback from the State teams which made learning easier. Working with the partners, the State teams were able to scale down big ideas to lesser, more achievable, and cost-effective solutions that were feasible for low resource settings. For subsequent innovations, an impact-feasibility framework will be useful in achieving this more quickly. Finally, to ensure risks were managed properly without affecting the project, pre-developed risk analysis and mitigation plans were useful in addressing issues that would have delayed the completion and pilot of the E-Surv.",,"a:1:{i:0;s:5:""33548"";}",,,,
33567,"Pink Passes – Enhancing Women’s Mobility and Workforce Participation through Improved Public Transport",https://oecd-opsi.org/innovations/pink-passes/,30/09/2022,"Dialogue and Development Commission of Delhi",India,regional,"a:8:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:6:""health"";i:5;s:7:""housing"";i:6;s:12:""public_admin"";i:7;s:9:""transport"";}","Pink Passes – Enhancing Women’s Mobility and Workforce Participation through Improved Public Transport",http://dtc.delhi.gov.in/,2019,"Women workforce participation is a key enabler of social development and economic growth. In developing countries, female labour workforce participation has continued to be sub-optimal due lack of avenues to support women’s mobility. Pink Passes along with universal deployment of bus marshals and ICT features provide free travel to women in a safer environment in public buses of Delhi to encourage their mobility. It increases women’s window of opportunity to become part of labour workforce.","In many cities of the emerging economies, women’s mobility is considerably restricted, limiting their access in becoming part of the economy and potentially leveraging the various opportunities that might be available in an urban growing economy. Studies have suggested various barriers such as lack of affordability a, low frequency, low network coverage of public transport systems and last mile connectivity, lack of safety, lack of information or low numbers of fellow female passengers, which adds up to create a sense of hesitance towards accessing public transportation systems for women.
In June 2019, an idea was mooted by highest political leadership in Delhi to make all public transport free for women in Delhi. The policy was drafted and adopted by the Government in August 2019, and it was finally launched for women in Delhi on October 29, 2019. As per the policy, women are provided pink passes to travel in all public buses (total 5589) serving the city of Delhi free of cost. The network of these buses and the benefits of the scheme were extended to neighboring areas within the Delhi National Capital Region (NCR) as well. Under this intervention, women are handed over the pink tickets by the bus conductor as soon as they board the buses, instead of paying a cost for it from their pocket. The state government itself bears all expenditure for women who travel in public buses in Delhi.
In addition to free passes, the government also implemented an initiative to attain 100% coverage of bus marshals through massive expansion of the bus marshal program across the city buses. These marshals are unarmed, uniformed officials— civil defense volunteers and home guards who acquire formal training for this job. The marshals are mandated to promote safety, including reportoing and responding to cases of sexual harassment. Prior to the policy, these marshals were present in fewer than 20 percent of the buses. The scheme took the coverage of bus marshals in Delhi buses to 100%.Further, the buses were also equipped with modern ICT features which include 24*7 surveillance through CCTV camera, Panic buttons, live tracking of buses, two-way connection with command-and-control center and e-ticketing facility to increase accessibility and safety for women passengers. Lastly, the implementation of many initiatives such as relaxation of recruitment norms for women drivers within buses of the city transportation fleet which has resulted in hiring of more than 20 women drivers for heavy motor vehicles. To ensure a supportive ecosystem for women travelers, a large number of female bus conductors and bus marshals have also been introduced in the city transportation fleet.
Pink passes were introduced in 2019 as a demand side incentive to encourage women to travel in public buses, providing them flexibility and comfort to travel without any hindrance. The default arrangement of handing over pink passes to all women at the time of boarding the buses, aimed to eliminate any hesitation amongst women in using public transport due to affordability constraints. Further, incentives such as deployment and universal coverage of bus marshals, installation of ICT based safety features and relaxation of recruitment norms for recruitment of bus drivers and conductors further intends to create a safer atmosphere for women to travel in public buses. Increased use of buses by women can also lead to a modal shift towards public transportation reducing congestion and pollution on roads and overall improvement of quality of life.
Since the launch of the pink pass initiative, over 25 crore women have traveled for free in Delhi’s public buses. The ridership of women in public buses has increased from 33% pre-implementation of the pink passes scheme to an average of 40% with about 1.4 million women traveling in Delhi buses every day. The free travel and increased safety standards for women have further been supported by the introduction of more buses in Delhi, taking the overall strength of the fleet from 5589 to about 7300 buses. The initiative initially envisioned as a incentivisation scheme for a shorter period has been lauded and has continued till date due to its efficacy in improving women’s mobility systems. Similar schemes are also being conceptualized for other modes of public transportation to ensure multi-model last mile connectivity to commuters. Such initiatives were extremely helpful in supporting people of economically weaker sections as well. Realizing the benefits of such initiatives, a similar scheme of free passes was also started for contract laborers traveling frequently from one part of the state to another.","a:4:{i:0;s:3:""181"";i:1;s:3:""214"";i:2;s:3:""619"";i:3;s:3:""354"";}","A unique combination of demand and supply side incentives was offered to promote women’s mobility. While there is a strong case to introduce gender sensitive transport initiatives to improve equity in mobility, such an intervention was implemented by offering free travel to women, for the first time by any Indian state. Due to a strong emphasis on creating a safer travel environment and therefore improving the confidence of women, all public buses were equipped with modern technological features such as CCTV cameras, panic button, two-way communication with the command-and-control center to ensure safety.
While pink passes tacked a severe barrier to access, affordability, incentives such as hiring of women and bus conductors further boosted the confidence of women to travel in buses. It was also the first instance of deploying a bus marshal scheme at such a large scale. Universal coverage of bus marshals was achieved by deploying at least 2 marshals/bus in day and night shifts.","a:1:{i:0;s:9:""diffusing"";}","The pink passes initiative received massive response from women travelers after its launch in 2019. As per the bus ridership data of DTC (Government’s arm operating city buses), between March 2021 and July 2021 after the first wave of COVID pandemic, 2,014,650 ticketed journeys were recorded, of which 1,543,986 were pink tickets issued to women passengers. During the period of no strict lockdown, the share of women passengers reached as high as 80%. In July, when the wave ebbed and the Delhi government relaxed public transport norms to allow more passengers to travel in buses or the Metro, the share of women passengers continued to be as high as 68.94%. Initially planned for a shorter duration as a pilot, the initiative has continued till date and the government has decided to offer similar incentives to contract laborers. Government has also been discussing similar demand side initiatives for other sectors as an enabler to boost economic activity.","
- Citizen surveys informed gaps around lower participation by women public transportations systems and the labor force at large.
- The transport department realized that mobility of the women was instrumental for their limited participation in the labor force which took a considerable hit during the covid lock-downs. The policy weeded out practical impediments to their labor force participation.
- Resource organizations in the mobility space were duly consulted while drafting the policy.
","
- Citizens: Women were positively affected by means of greater mobility across the city in a safer environment, free of charge.
- Government: Continued the policy for subsequent years and created an atmosphere echoing greater inclusivity in Delhi’s economic workforce.
- Studies and references were taken from civil society to inform the policy formulation, taking a positive step towards advocacy efforts on the space of gender and inclusivity studies.
","Since the said policy intervention bears economic implication, it also is a proxy for participation of women in the labour force and economic activity that echoes an inclusive socio-economic character of the capital city. A considerable proportion of bus travelers are now women, which has gone as high as 80% during non-covid lockdown periods. For the period between March 2021 and July 2021 (after the first wave of COVID pandemic), 2,014,650 ticketed journeys were recorded, of which 1,543,986 (75%) were pink tickets issued to women passengers. Overall the implementation of the pink passes policy has increased women ridership in buses from 33% to a sustained average of 40% currently.
While we see this as a straight-forward cost to the government, we must acknowledge the resultant gain to Delhi’s GDP and per capita income which will increase consumption expenditure and translate into higher revenue through direct and/or indirect taxes for the government.","
- Last Mile Connectivity: While bus service is now free for women, the upkeep of a few other complementary aspects around walkability and street-lighting are essential to ensure their safety through the entire stretch of their trip rather than just the bus-trip length which still requires attention.
- Other modes: Significant number of women who travel longer distances use the Delhi metro. SImilar systems need to be in place to ensure that women traveling longer distances for work do not face affordability constraints and feel safe in their journey.
- Response: The Delhi Government has been increasingly focussed on route rationalization to reduce problems of last mile connectivity. The idea is to optimally allocate buses in different routes and further ensure that women traveling longer distances do not face bus connectivity issues.
","
- Supporting infrastructure & service: Any concerned administration that intends on implementing this scheme needs to have sufficient bus fleet to service the expected ridership i.e an estimate of increased women ridership after the implementation of a similar scheme.
- Policy and Rules: The administration must further ear-mark funds to service the costs related to facilitating this service.
- Personal Values, Leadership and Guidance: Since this is closely linked to the values around inclusivity and participation a certain government may want to pursue, political and administrative will is essential to design such programmes.
- Human and Financial resources: The government, apart from keeping aside funds to service the scheme, must also look at related factors around safety and human resources that may feed into the successful implementation of the scheme (Bus marshals, CCTVs and street-lighting over and above enhanced walkability).
","Other state governments have implemented similar policies to fuel access to public transport for women. In 2021, Punjab announced free travel for women in all government buses. In 2021, Tamil Nadu also took a similar step to make bus travel free for women with the idea of increasing women's labour force participation in the state. In 2022, Himachal Pradesh, under the scheme 'Naari ko Naman' offered a 50% concession on bus fares for female passengers. Even within Delhi similar schemes are being conceptualized for other modes of public transportation in the city. A similar scheme of free passes was also started for contract laborers in Delhi traveling frequently from one part of the state to another.","
- The pink passes policy holds lessons in leveraging simpler policy level changes that have the ability to create impact at scale.
- Most importantly the policy is a running example of making mobility more gender inclusive. The scheme provides much impetus to women who intend to step-out and add to family income and the establishment provides an enabling environment for them to do so through an inclusive system for increasing women’s participation in economic activities.
",,"a:3:{i:0;s:5:""33554"";i:1;s:5:""33556"";i:2;s:5:""33555"";}",,,,
33568,"Exploration Projects - Promotion and development of disruptive and unconventional research in Chile",https://oecd-opsi.org/innovations/exploration-projects/,30/09/2022,"National Agency of research and Development.",Chile,central,"a:1:{i:0;s:7:""science"";}","Exploration Projects - Promotion and development of disruptive and unconventional research in Chile ",https://www.anid.cl/concursos/concurso/?id=1253],2022,"The National Agency of Research and Development has piloted a new program, called ‘Exploration Projects’, that allows funding of disruptive, unconventional, and high novelty science and research in all areas of knowledge. The program goals are to promote this type of science, propose the exploration of new and unconventional perspectives, methodologies, theories, and technologies, with the potential for significant reward to its discipline, field of knowledge, as well as society.","To respond to the increasing global challenges and the lack of support for disruptive and unconventional science, that can have a long-term negative impact on a country's ability to move forward and deliver solutions to complex problems, the National Science and Research Agency (ANID) developed a new funding program, innovating the programmatic offer and strengthening the science and technology ecosystem.
In this context, ANID piloted a new funding program, called “Exploration Projects”, with a focus on funding high novelty and high uncertainty research projects, and, in this way, encouraging researchers to undertake risk and adapt to changing contexts, allowing them to explore new areas, frameworks, methods, and techniques, which can lead to unpredictable, high-profit new discoveries and even, paradigm shifts.
The objective of the funding program pilot is to:
- Contribute to the development of disruptive, novel, high uncertainty, and with high transformative potential scientific research
- Support the development of unconventional science oriented to solve complex problems
- Generate new research lines and researcher profiles.
This program funds a duo of researchers, in all areas of knowledge such as Arts, Social Sciences, Humanities, Life Sciences, Engineers, Exact Sciences, and Inter and Transdisciplines.
Some references used to create this program were ‘Moonshot’ from Japan, NSF Raise Programme from USA, New Frontiers in Research Fund ‘Exploration’ from Canada, Frontiers for the Future Programme from Ireland, and Spark and Sinergia from Switzerland. These programs show the importance of funding with a focus on unconventional approaches, methods, and theories, and aim at promoting original ideas. All these characteristics were new for the public service in comparison with the other funding programs. For this reason, the creative process had five phases:
- Research, analysis, and elaborate a diagnosis of the public funding problems;
- Design the proposal;
- Socialization and feedback with other actors;
- Development of pilot;
- Implementation of the pilot (current stage).
The pilot was designed to promote new paths in the researcher's career and ways to develop science, not only based on the conventional result, as an article, but also patents, policy briefs, outreach, public engagement, and advisory in public and private decision-making. In aware of the uncertainty component of the granted projects, an advisory and follow-up program was designed, integrating scheduled meetings with expert panels and reports where the researcher duo must account for the advance and show any troubles during the research execution. Additionally, each proposal had to present a mitigation plan, in order to balance the risks and have an action plan to draw on upon failure.
During the 2022 pilot contest, 250 proposals were received from twenty-three research institutes or universities in the different research areas, covering twelve of the sixteen regions of Chile.
The grant, that 30 applications will award, consists of $270 million Chilean pesos (approximately $300.000 US dollars) for 24 to 36 months and will allow the researcher duo to finance R&D personnel, equipment, and operational and administrative costs.","a:4:{i:0;s:3:""213"";i:1;s:3:""317"";i:2;s:3:""211"";i:3;s:3:""178"";}","The Exploration Projects pilot is an innovation in the Chilean science ecosystem because:
- It’s the first funding program for unconventional, disruptive, and high novelty science. This way, the projects will explore a new frontier having a high possibility to fail.
- Enable junior and senior researchers to explore new approximations and create new research lines.
- The program was co-designed in near collaboration with the scientific community and strategic actors in the ecosystem.
- Introduced a new paradigm of doing science in contrast to existing programs, considering a duo of researchers, the high failure possibility, focus on complex problems, and new evaluation factors like a high novelty, disruption, uncertainty, and transformation potential.
- Innovation in the advisory and follow-up program, monitoring the execution of the proposals.
","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","As of the date of submission in 2022, this project is pilot stage. This pilot contest received 250 proposals: 107 in Life Sciences, 59 in Engineers and Exact Sciences, 46 in Inter and Transdisciplines, and 38 in Arts, Social Sciences, Humanities. Of these, 224 have been admissible to continue, that represents 90% of total. Currently, a technical admission is being held and soon will start the panel review.","ANID created the ‘Exploration Projects’, hosted in Scientific Coordination with the collaboration of other departments. Moreover, the design process considered the feedback of Chilean Scientific Societies, University Research representants, technical advisers, Ministry advisers, and other professional groups.","Exploration Projects benefit national and international researchers residing in Chile from different institutions, companies, and universities. This also means strengthening the Chilean scientific ecosystem and bring the opportunity to create collaboration between researchers and encouraging new research profiles.","We receive 250 proposals. According to the number of applications, could potentially benefit a 34% female directors and 66% male directors, and 35% female and 67% male in the role of attached directors (duo). Finally, the 2022 contest will award 30 projects approximately. Each project led by a duo could award an amount of $270 million Chilean pesos (approximately $300.000 US dollars) for 24 to 36 months. In the future, it is expected that the program will continue awarding an increasing number of projects.","Challenges:
- This pilot faced challenges relating to creating a new program to fund science and research in Public Service in Chile.
- Challenge to set up the institutional systems of application and evaluation. In other words, ‘we hack’ the traditional system. We adapt our own system for these goals
- Carry on meetings to socialize the new program with Institutional Agents, Universities, Public services, Ministry, and other institutional services.
Failures:
- Now, we have fronted the challenge of building databases of reviewers, who have an important role in the evaluation phases, being a difficult process to get the ideal number of reviews. We need to test our strategy and rethink this matter
- Also, the requirements to accredit the experience and trajectory of the researchers, having to assess the profiles that applicated, and establish the concept of this new researcher profile
- In the near future it is necessary to evaluate the continuity of the government funding.
","Basically, some needs for this pilot to continue are:
- Supporting infrastructure and service: Especially virtual support, namely increasing the quality of technological systems for admission, review process, help the applicant, and monitoring process of projects.
- Human Resources: Training other inter-departments of the Agency to understand the characteristics of these kinds of projects. Also, create a special team for management.
- Financial resources: The Government should engage and secure funds for the success of this program.
","This pilot could be replicated by other agencies (as we were inspired by the example of other), especially Latin American agencies. Factors that would condition replication would include:
- A need to identify the scientific ecosystem and elaborate a diagnosis of the programs public and problems associated with public funds.
- A culture that values disruptive and unconventional science research.
- A leadership that takes risks and can implement the conditions in the public service. Also, a professional team, with creative, flexible, and multidisciplinary quality, in this case, is called the Scientific Coordination team.
","The greatest learning was designing and implementing a public science program in the post-pandemic context. We had to learn many things about the Agency and public regulations, considering many points of view (stakeholders, universities, researchers, and public agents). Of course, many things have been learned in the implementation process. In general, we see this process as valuable learning, and finally, it will strengthen the Chilean science ecosystem.","This is a long-term result, having started the idea in 2017-2018, reviewed experiences in 2019, established the fundaments in 2020, formulating and feedback processed in 2021, and, finally, its implementation in 2022. In the same way, we will continue to learn and reformulate, improving the funding program and public policy each year.","a:7:{i:0;s:5:""33762"";i:1;s:5:""33753"";i:2;s:5:""33754"";i:3;s:5:""33755"";i:4;s:5:""33756"";i:5;s:5:""33757"";i:6;s:5:""33759"";}","a:1:{i:0;s:5:""33761"";}",,,
33570,"Voluntary Removal of Regulatory Barriers to Competition: Using Social Norms to Nudge Government Institutions Towards a High Quality Regulation",https://oecd-opsi.org/innovations/voluntary-removal-of-regulatory-barriers-to-competition-using-social-norms-to-nudge-government-institutions-towards-a-high-quality-regulation/,30/09/2022,"NDECOPI - National Institute for the Defense of Free Competition and the Protection of Intellectual Property",Peru,central,"a:1:{i:0;s:8:""economic"";}","Voluntary Removal of Regulatory Barriers to Competition: Using Social Norms to Nudge Government Institutions Towards a High Quality Regulation",https://sites.google.com/view/innovationsrb/innovation-1,2022,"INDECOPI has implemented a new project called “Voluntary Removal of Regulatory Barriers to Competition” based on the use of social norms in official documents and data dashboards to monitor the removal of bureaucratic barriers across the country. Through this, civil servants compare their performance in eliminating barriers with their peers and adapt their behavior towards high-quality regulation.","To respond effectively and efficiently to the new challenges of governments, the agencies and specifically civil servants must collaborate to create favorable conditions in the market, considering the sanitary emergency and the necessary economic recovery in Peru. This requires the creation of mechanisms that nudge institutions towards high-quality regulation.
In this context, the INDECOPI started a new project called “Voluntary Removal of Regulatory Barriers to Competition”. This innovation uses social norms in official documents and data dashboards to monitor the removal of bureaucratic barriers across the country.
The objectives of this project are:
- Include social norm messages in official documents to modify the behavior of civil servants by comparing them to their peers in the elimination of regulatory barriers to competition.
- Decrease the average time for eliminating bureaucratic barriers to competition and support the economic recovery in Peru.
- Communicate and take advantage of the incentives for the elimination of bureaucratic barriers in Peru.
According to the first objective, INDECOPI proposes the incorporation of behavioral economics tools (specifically the use of “nudges”) in the design of the official documents sent to the investigated institutions as an innovative solution. The design incorporates messages -withing the letters of inquiry- about the behavior of other entities and emphasizes the incentives of voluntary elimination to promote better regulations benefiting companies and citizens.
About the second objective, before launching the project, data showed that institutions eliminated bureaucratic barriers in more than 80 working days, which means that a person needs to wait around four months to access the market, for instance. This delay has happened despite the legal duty to comply with the INDECOPI´s mandate, which is compulsory since the day after being notified.
Among the main reasons for the delay, it can be pointed out the erroneous perception about the elimination of bureaucratic barriers in government institutions. For example, civil servants believe that only a few public servitors are involved in the process of bureaucratic barriers. However, statistics show that most entities achieve the voluntary elimination of their barriers (86%) once they are reached.
According to the results of the project, there was a considerable reduction in the average time for eliminating bureaucratic barriers. Public entities that were part of the treatment group voluntarily removed their bureaucratic barriers in 28 working days. This “timing” indicator decreased since it was possible to implement a new design in the official documents comparing institutions. It should be pointed out that during the project implementation, a total of 1084 bureaucratic barriers of 34 institutions were eliminated. It should be noted that we used propensity score matching to carry out the impact assessment.
In addition, to monitor the project and how it develops over time, we have implemented the use of dashboards and pivot tables to track, measure, review, and control the results and also prioritize based on evidence the new institutions to treat with the social norms.
Regarding the civil servant's incentives for the elimination of bureaucratic barriers, the project proposes to enhance the three positive rankings for entities and public servitors in the first document sent to the entity: (i) ranking of institutions (ii) ranking of preventive actions, and (iii) ranking of civil servants, which includes a public award at a national ceremony.
The ranking of institutions seeks to encourage the desire for general participation by rewarding with national recognition and official certification to entities that participate in the project. The ranking of preventive actions proposes that the final product delivered from the project should be reported internally to the different areas of the entities for the socialization of the new norms of their administrative procedures. Finally, the ranking of civil servants is intended to generate healthy competition among them for inclusion in an official ranking that will benefit their curriculum.
In this way, we benefit not only citizens but also public servitors involved in the elimination process since they are going to receive public recognition for the elimination of bureaucratic barriers.
In essence, the pilot was successful in giving a new perception to public servants about the elimination of bureaucratic barriers enhancing the opportunities to create favorable conditions for the market, supporting the economic recovery in Peru, reducing the time for eliminating bureaucratic barriers, and getting recognition for these actions.","a:3:{i:0;s:3:""156"";i:1;s:3:""178"";i:2;s:3:""210"";}","The project implemented by INDECOPI is an innovation because it aims to minimize biases civil servants can have about their peers. Likewise, this project nudge institutions to voluntarily remove regulatory barriers to competition. In the context of an economic recovery, we employ behavioral economics tools and data science to accomplish objectives more efficiently and effectively.
Through behavioral insights, we nudge civil servants to change their behavior, and as result, we remove bureaucratic barriers and create better conditions for the market. In this context, the project designed and sent documents with a new design that include messages of social norms. Through data science, we recollect evidence about the behavior of other entities, and we found the perfect comparison for every government institution. We design dashboards to monitor the voluntary removal and evaluate the effect of comparing an institution with others with better performance and close geographically.","a:1:{i:0;s:9:""diffusing"";}","The project ended in December 2022. In that understanding, INDECOPI through the technical secretariat for the elimination of bureaucratic barriers will keep promoting the voluntary removal of regulatory barriers to competition.
The maturity achieved shows us a good reception and legitimacy when contacting entities and their officials, therefore we will disseminate the practice with other areas of INDECOPI for its application and institutionalization of the project. We will continue to train officials in the promotion of voluntary elimination.","The project involved the participation of two allied teams:
- Innovation Team: In charge of the design of the document based on the bias identified, and the design of the follow-up tools such as dashboards.
- Research Team: In charge of implementing the project, based on the tools designed. They also coordinate with the institution for the voluntary removal of bureaucratic barriers.
The coordination between these two teams has been crucial to control and monitor the project.
","The beneficiaries of this practice are companies, university students, members of professional associations, and the general public since regulatory barriers can affect all of them.
For instance, companies might encounter barriers to accessing or remaining in the market. College students assumed onerous procedures for graduation and degree completion. Members of professional associations had to compile open-access documentation for professional practice in the labor market.","To measure the results we use Propensity Score Matching, and the results showed that this project caused a reduction in the average time to remove bureaucratic barriers to 28 working days. State entities that received the newly designed document and received personalized assistance by INDECOPI during the process of voluntary removal of bureaucratic barriers managed to reduce the removal time by 71% compared to those state entities that received a former standard document.
During the intervention, 1084 bureaucratic barriers were eliminated thanks to the management of 34 state entities. These results deliver a major impact to encourage other state entities that carry out supervisory activities to use data science tools and others such as behavioral economics to reduce costs and strengthen their labor.","Challenges:
- Ensure the understanding of the new design of documents by work team members.
- Difficulty in establishing communication with civil servants of the different state entities under legal research.
- High staff turnover slows coordination and management to achieve barrier elimination.
Failure:
- Failed agreements due to loss of coordination with civil servants designated by the entity for diverse circumstances such as a reluctant mindset or staff turnover that results in time spent on standardized meetings and calls being wasted.
","The main conditions for success are:
- The level of trust the authorities that drive the resources can have in the project.
- The initial coordination of managers and workers in the use of the necessary physical and computer tools.
- Constant communication and expertise in the use of work resources and information gathering.
- Migration from the traditional model to a more intelligent one, in which those involved use data dashboards and goals in the economic sectors in which they work and guide.
- Persevering guidance and follow-up in stages between area leaders and workers.
- The constant guidance of the updated regulations of the government and its public policies.
- Detailed monitoring of short-term productivity that allows for feedback and the correction of errors on the fly.
- The level of commitment between civil servants of the government institutions and INDECOPI for a responsible collaboration.
","Government institutions have similar problems at different levels with common solutions. The level of replicability of this project is very high in the areas of oversight and others related to cooperation across different institutions in a country.
In this project, we use behavioral tools to nudge civil servants to adapt their behavior towards high-quality regulation. In other words, the main idea of the project is to focus on assertive communication and promote cooperation between different institutions at different levels of a country.
Through a new form of communication using official documents, we achieve the voluntary removal of regulatory barriers to competition. Other institutions can use these tools to nudge other behaviors. The results show that the use of behavioral insights and data science would contribute to the work of other institutions that need a cooperative relationship to achieve results.","The experience with the voluntary bureaucratic barrier removal program can be summarized as follows:
- Understand the public servant's behavior and biases.
- Assimilate that the supervisor's function is not only to verify the result but also to get involved with the supervisee's work for a win-win relationship.
- Constant updating and training allow for the strengthening of the project.
- Innovative performance motivates the creativity of the work team.
- The distribution of tasks based on real-time information accomplishes more efficient achievements.
","It is important to mention that we implemented data dashboards for the effective monitoring of the implementation and the correct use of the new document design. This shows us in real-time the status of the cases treated and the advance of the voluntary removal of regulatory competitions across the country. The dashboard is fed with information recorded in the research monitoring matrix.
Besides, we used rankings that are published by INDECOPI to reinforce the idea of comparison and promote fair competition between government institutions related to this matter.","a:2:{i:0;s:5:""33633"";i:1;s:5:""33632"";}","a:1:{i:0;s:5:""36039"";}",,https://youtu.be/AleQ3PTdCVI,
33582,"Mo Bus & Mo E-Ride",https://oecd-opsi.org/innovations/mo-bus-mo-e-ride/,30/09/2022,"Capital Region Urban Transport (CRUT)",India,regional,"a:1:{i:0;s:9:""transport"";}","Mo Bus & Mo E-Ride",https://www.capitalregiontransport.in/transit-services/mo-bus,2018,"To create a sustainable and inclusive public transport ecosystem, Capital Region Urban Transport (CRUT) has redefined public transit through its user-centric services. CRUT’s Mo E-Ride (E-Rickshaw) service provides feeder services for its primary Mo Bus (city bus) routes, forging ways for integrated multimodal mobility solutions. CRUT has also consciously invested in holistic policy decisions that supports social and gender inclusivity. The hallmark of its initiatives lies in its integration of reforms for both its commuters as well as its staff. Today, CRUT has been able to create a public transport ecosystem that is inclusive, sustainable, smart, safe, and accessible. For the same goal, CRUT has consciously invested in holistic policy decisions, infrastructure development, data management and capacity building.","In 2018, the State Government of Odisha in India, with a vision to reorganise the public transit services in the Capital Region of Odisha conceptualised the inception of Capital Region Urban Transport (CRUT). CRUT’s buses were rolled out under brand name “Mo Bus” and e-rickshaws under the brand name “Mo E-Ride”, where “Mo” in the local Odia language means “My” and this led to instilling a feeling of ownership among the public. Mo Bus and Mo E-Ride promptly addressed the root cause behind the previously dwindling number of public transport users by focusing on responsive customer service, employee development, and integration of smart technology.
The transport sector has been historically male dominated. Since its inception, CRUT has consciously invested in holistic policy decisions that supports social and gender inclusivity. The hallmark of its initiatives lies in its integration of reforms for both its commuters as well as its staff. Today, CRUT has been able to create a public transport ecosystem that is inclusive, sustainable, smart, safe, and accessible.
CRUT has a policy of 50% reservation for women for Mo Bus Guides (conductors) and 100% reservation for women, transgender and HIV positive people for Sarathis (drivers) of Mo E-Ride. A holistic model of providing training to the beneficiaries of the Mo E-Ride service was formulated to ensure not only technical and hands-on training but also to develop their soft skills. Starting from extensive outreach programmes, to identification and meeting the beneficiaries, to providing them with regular training for two months, to providing them with stipend and lunch to encourage them to join the initiative and finally facilitating the path for them to get the Light Motor Vehicle (LMV) driving license. CRUT has been instrumental in upskilling these people that belong to marginalised sections of society. Empowering women and transgender people to be the operators through micro-entrepreneurship models and drivers will contribute to raising the profile of public transit as a safer mode of travel, as well as provide the beneficiaries with lucrative and respectable livelihood opportunities.
The initiative has also pushed for the empowerment of women in the Heavy Motor Vehicle (HMV) driving profession by hiring women Captains (driver of Mo Bus). The vision of the innovation is to establish a State-of-the-Art Training and Capacity Building Centre for drivers and conductors of bus and drivers of e-rickshaws along with having dedicated research and development centres of the OEMs in its premises. This would be a massive project that has the potential of providing youth with professional training along with ensuring employment opportunities for them.
Mo Bus with its tagline ‘the way we move’ and Mo E-Ride with its tagline ‘Ride with Pride’ has changed the way the people of the Capital Region move. Mo Bus service allowed for the transition from a no bus service to Mo Bus service for the public. The gender and socially inclusive initiative is one of its kind and has ensured that there is ‘trickle-down effect’ where people belonging to the nook and corner of the society get benefitted from the positive growth and development taking place in the society.","a:4:{i:0;s:3:""619"";i:1;s:3:""621"";i:2;s:3:""617"";i:3;s:3:""194"";}","CRUT has laid the foundation of making the vision of gender inclusivity in public transport a reality by employing women Guides (conductors) in Mo Bus (city bus service) and has been successfully able to have 100% of its Mo E-Ride (E-Rickshaw) ‘Sarathis’ (Drivers) who are women, transgender and HIV positive people. CRUT is the first public transport Authority in India to have disaggregated the ticketing system. The Integrated Transport Management System enabled Automatic Fare Collection System and is equipped with collection of data on the type of commuter using Mo Bus and Mo E-Ride services. Data on age, gender and physical ability are collected based on which CRUT is able to take managerial decisions on transportation planning that are backed by data. Through the disaggregated ticketing, the organization has been able to plan and execute better to make its Mo Bus and Mo E-Ride services truly inclusive and universally accessible.","a:1:{i:0;s:14:""implementation"";}","CRUT envisioned for a modernised public transport system for the capital region of Odisha, and has been committed to creating diverse and adaptable public transport services providing intracity connectivity in Bhubaneswar and intercity connectivity to its adjoining areas of Cuttack, Khordha, Pipili, Puri and Konark. Serving more than 1.7 lakh people per day even after the pandemic, CRUT’s Mo Bus (city bus) has been able to create a sustainable mobility ecosystem with its fleet of 265 buses spread across 35 routes. Committed towards transforming the urban mobility experience, CRUT’s effective integrated planning, design and monitoring systems have been instrumental in strengthening the citizen’s confidence in the Mo Bus service. With the recent inclusion of Mo E-Ride (E-Rickshaws), CRUT has been able to start providing first and last mile connectivity services. This holistic model was much required to ensure efficient functioning of highly inclusive transit oriented development.","When the Mo E-Ride service was conceptualised, CRUT partnered with a renowned NGO and officers from top management visited slums where the beneficiaries comprising women, transgender and HIV positive people live; to directly interact with them and spread awareness about CRUT's initiative to provide them with lucrative livelihood opportunities. Even while engaging women Guides for Mo Bus, CRUT highly invested in outreach campaigns. Partnerships and participatory process played important roles.","CRUT’s Mo Bus and Mo E-Ride services ensure that the people of the Capital Region of Odisha have access hassle-free public transport facilities. The hallmark of the initiative lie in its integration of reforms for both its commuters as well as its staff. With Responsive Governance being a core value of CRUT, prompt grievance redressal and frequent surveys are conducted and accordingly immediate action on the feedback received is taken to improve the quality of service provided.","
- 98% of elderly Mo Bus users rated ease of boarding and alighting as very good
- 95% of Mo Bus users rated availability of priority seats as very good
- 93% of women commuters rated Mo Bus as the safest mode of public transport
- 91% of Mo Bus users rated behaviour of on-board staff as very good
- 90% of Mo Bus users rated the bus service to be punctual
- 57% of passengers have shifted from other modes of transport to Mo Bus
- 40% of female guides in the crew make the female commuters feel safer
","The major challenge encountered is retaining the transgender community as members of the crew in the system. However, CRUT is still involved in outreach programmes and aims to have them in its system by advertising that it can at least provide them with both technical and hands-on training for driving LMVs and in the process facilitate them to be a part of the mainstream economy along with empowering them.","Through its policies on reservation, infrastructural design (separate washrooms for crew in depots and major bus terminals, well-lit Bus Queue Shelters and interiors of Mo Bus along with having provision for emergency panic buttons and CCTV surveillance inside Mo Bus), data management (disaggregated ticketing and Mo Bus app for live tracking and availing other online services) and training and capacity building programmes for crew and staff; CRUT has been able to create a public transport ecosystem that is inclusive, sustainable, smart, safe and accessible to all.
As an organisation, CRUT has also gone a step further to promote gender sensitive and gender inclusive public transport by active usage of its social media handles to spread awareness on the issue. In the contemporary digital age, it is important to go beyond policy decisions and reach out to the wider public through the commonly used social media platforms and outreach campaigns.","Mo Bus has expanded its coverage over the years – starting from Bhubaneswar to providing connectivity in the entire Capital Region of Odisha comprising Cuttack, Khordha, Pipil, Konark and Puri. Mo Bus services expanded even in the form of intra-city services in Cuttack and Puri based on the demand from the commuters. The Mo E-Ride services are spread across Bhubaneswar providing feeder services to Mo Bus. CRUT aims to expand its network further this year based on the requests and feedback received form the commuters. There are plans for procurement of more e-rickshaws and midi and mini buses along with E-Buses to increase the frequency as well as expand the service area of Mo Buses. The high demand for the transit services of CRUT is a clear indication that the transit services of CRUT can be replicated to bring about to make public transport system sustainable and pave way for holistic urban development.","The unwavering support of the State Government of Odisha has played a crucial role in the growth and development of the transit services and successful implementation of the initiatives of CRUT. When Mo Bus was launched, there were very few women Guides (conductors) but today, 40% of our Guides are women. Similarly, it was initially challenging to get women and transgender people on-board for Mo E-Ride driving training programme. But today, we have been able to create a pool of professionally trained Sarathis (drivers of E-Rickshaws) who drive the streets of the city with equal confidence and self esteem as any of their male counterparts. As a public transport providing Authority, CRUT has always strived to go beyond providing just transit services to becoming an agent of change regarding the notion of male dominance in the transport sector by making it gender and socially inclusive.",,,,https://www.instagram.com/p/Ca1NtR1AQrX/,https://www.instagram.com/p/CgtXDyfgZWf/,https://www.instagram.com/p/CV8FsTYgy8a/
33603,"School-Effect Indicator: An analysis of schools, using artificial intelligence, according to the equity principle",https://oecd-opsi.org/innovations/school-effect-indicator/,30/09/2022,"Court of Auditors of the state of São Paulo (TCESP)",Brazil,regional,"a:2:{i:0;s:9:""education"";i:1;s:12:""public_order"";}","School-Effect Indicator: An analysis of schools, using artificial intelligence, according to the equity principle",https://www.tce.sp.gov.br/indicador-efeito-escola-iee,2021,"The São Paulo State Court of Auditors built a new analysis methodology, the School-Effect Indicator (IEE), which includes factors such as the socioeconomic status of students in the evaluation of school effectiveness. Through Artificial Intelligence (AI), it is calculated how much the school has contributed to the competence of its students, highlighting the principle of equity, recognizing the needs of each school group and working to reduce the impact of differences.","The São Paulo State Court of Auditors (TCESP), in the context of improving its main actions, identifies that the external control environment is being influenced by three main trends, addressed at the XXIII International Organization of Supreme Audit Institutions Congress (INCOSAI), which developed the document “The Moscow Declaration” and presented the guidelines for the triennium 2019-2022 of Supreme Audit Institutions (SAIs) of the Courts of Auditors Associated with INTOSAI (International Organization of Supreme Audit Institutions):
- Increase in social demands for Audit Institutions to evaluate the results of public policies, including those related to the Sustainable Development Goals (SDGs) of the 2030 Agenda;
- Need for Audit Institutions to deepen data analysis and;
- Need for SAI actions will have a greater impact on public management.
Within this alignment with INTOSAI guidelines, TCESP built a new analysis methodology, the School-Effect Indicator (IEE), which evaluates school effectiveness based on the analysis of factors related to both school and extra-school factors, such as student socioeconomic status. The work carried out was inspired by an article published in 2007 called School-Effect Indicator: a methodology for identifying school success based on data from the Prova Brasil, authored by teachers Amaury Patrick Gremaud, Fabiana de Felicio and Roberta Loboda Biondi, from the National Institute of Educational Studies and Research Anísio Teixeira (INEP.)
By evaluating schools according to the principle of equity, TCESP recognizes the needs of each school group and begins to work to reduce the impact of these differences. The identification of schools that provide their students with a better result than, in theory, is expected of them, brings to light a new inspection methodology, which evaluates education policies for being inclusive, of quality and equitable, aligning up to SDG 4 of the 2030 Agenda. The methodology hypothesis predicts that schools located in neighborhoods/districts whose population has greater purchasing power achieve a higher average in the result of their students in the National Basic Education Assessment System (SAEB). On the other hand, schools whose students belong to the most precarious socioeconomic strata of the population tend to present lower results in the final exam grade.
The project uses Artificial Intelligence to calculate the expected grade of students from each school and compares it with the grade observed in the SAEB exam. The difference between the observed and expected value becomes the added value of the school, that is, how much it has added to the proficiency of its students. Using the average grade of schools and socioeconomic data, we were able to estimate the portion of the grade that belongs to socioeconomic factors and, residually, the value added by schools to the performance of their students.
The School-Effect Indicator (IEE) is created from the residual of the model, that is, the difference between the actual grade of the schoolchild in the SAEB exam and the grade estimated by the model that only considers the socioeconomic factors of the students. It is an estimate of the portion of the grade that is dependent on school factors, and therefore a measure of school effectiveness. Example: A school with a score of 260 points in the SAEB exam, whose score estimated by the model is 250 points, has an IEE of 10 points. We can interpret it as follows: that school achieved 10 points more than what would be expected of schools with a similar student socioeconomic profile.
The IEE evaluation methodology allows the auditor to select the schools that stood out the most (highest IEE) to identify the good practices that possibly influenced the above-expected performance and, thus, such actions can be disseminated to other schools. On the other hand, schools with the worst IEE scores are also selected for evaluation and possible identification of the factors that determined a lower-than-expected performance. As the suggestions are included in the audit report, the public manager becomes aware of the notes and thus can work to suppress the factors causing the low scores and disseminate the good practices recognized by the TCESP assessment. The IEE brings numerous opportunities for conducting research on the learning environment, including good practices and effective processes, that explain why certain schools differ from others operating in similar conditions.
The current School-Effect Indicator analyzes state public schools. At this moment, TCESP and the University of São Paulo, through a cross-sector partnership in Artificial Intelligence, have been working together to improve the model and expand the analysis to municipal public schools, thus covering the entire universe of public schools in the state of São Paulo, whether they are linked to state or municipal managers.","a:5:{i:0;s:3:""147"";i:1;s:3:""190"";i:2;s:3:""317"";i:3;s:3:""959"";i:4;s:3:""617"";}","The School-Effect Indicator methodology is innovative because:
- It brings to light the analysis, done by the external control, of public policies in education to be inclusive and equitable.
- Allows TCESP to achieve greater impact on public management, reinforcing the value of public auditing by expanding the forecast of recommendations based on the analysis of strategic public policies in education, promoting good governance through the dissemination of knowledge and good practices.
- Use of techniques in Artificial Intelligence allows TCESP to synthesize a significant mass of data and find solutions to critical problems, such as the evaluation of school performance. The partnership with the University of São Paulo, through its Institute of Mathematics and Computer Science, provides a new perspective for improving the methodology and dissemination of the IEE, for managers across the country and for the academic environment.
","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","After applying the methodology of the School-Effect Indicator, in the audit carried out in 2021 in schools selected as more or less effective, according to the IEE score, 13 recommendations were made for the management of the government of the state of São Paulo, in order to improve school performance based on findings and good practices identified by the TCESP audit. Based on these recommendations, issued in July of this year, TCESP monitors and controls eventual corrections and adoption of measures by government management. The IEE methodology will be extended to municipal schools, under the management of the 644 municipalities in São Paulo (except for the capital of SP, which is governed by the Court of Auditors of the Municipality of SP). To this end, TCESP has a cross-sector partnership with USP to improve the model and hierarchical analysis to include the comparison between different education networks.","
- Amaury Patrick Gremaud, Fabiana de Felicio and Roberta Loboda Biondi, from INEP – Authors of the article that inspired the creation of the TCESP methodology.
- Livia Kobayashi Hiratsuka – Author of the IEE at TCESP.
- Mariana Castro Pires – Co-author of the IEE at TCESP.
- Carmen Leite Vanin, Marina Ferreira Pacini and Tiago Romani Variz – Validation of the model for auditing at TCESP.
- Mariana Cury, Gabriel Tabak, Roseli Aparecida, from University of São Paulo (USP ICMC) – Improvement of the AI model.
","
- Governor's Accounts Board (DCG) – TCESP's audit unit that used the indicator to evaluate schools.
- Secretary of Education of the State of São Paulo (SEE) – Took knowledge of the evaluation and recommendations of TCESP on public schools of the state government and can work towards the adoption of measures to improve school performance.
- University of São Paulo (USP) - Incorporates the methodology for the academic environment and opens research opportunities in the field of education.
","The education system in the state of São Paulo has 5,351 teaching units, 5,044 of which are regular, 38 of indigenous education, 4 “quilombolas”, 16 in rural settlements, 153 penitentiary classes and 96 socio-educational service centers. This amounts to a total of 3,466,547 students served in 2021, according to data from the Department of Education. The School-Effect Indicator (IEE) was used for the first time in 2021, at TCESP, as a guiding element for the evaluation of public policies in education. The IEE was able to help the TCESP audit to select schools considered effective by the proposed methodology, identifying educational policies with greater evidence of impact on school performance. These audit findings were compiled in a report that came to the attention of state public managers in the form of 13 recommendations that can contribute to better student performance.","The audit took place throughout 2021 and health restrictions due to the pandemic prevented on site inspections. Further, the atypical operation of schools made observation tests impossible. To overcome this challenge, the solution chosen was to intensify data analysis and videoconference interviews. The investigation regarding the execution of the Education Department's policies was also impacted by the disruption of the outlined plans. Remote learning showed how large socioeconomic conditions can affect students, where not everyone has access to adequate infrastructure and these factors had to be considered in the analyses. Finally, the theme has a close relationship with academic research, requiring specialized knowledge in the area. For this reason, the categorization of the schools studied, although carried out, will not be disclosed, so as not to cause harm to school communities. The analyses, therefore, were carried out for the schools together, avoiding stigmas, inaccuracies, or arbitrariness.","The methodology encompasses new ways of acting by the control bodies, focusing on the analysis of public policies, the use of artificial intelligence and the search for more efficient results with greater impact on public management. The School-Effect Indicator is a new element that needs to be disseminated to auditors, senior leadership, and later, to municipal and state managers. The involvement of the academic community is essential, considering that the topic needs education specialists to validate the analyzes carried out. Universities can also act in the construction of algorithms. Because of this, the cross-sector partnership between TCESP and USP is fundamental for the construction of a more assertive mathematical model. The IEE demonstrates the importance of information transparency and how it is essential for the diagnosis and construction of more effective public policies, even though data from the educational area (INEP) is no longer available as an open source.","The School-Effect Indicator (IEE) can be replicated throughout Brazil, considering that school management is based on national guidelines (Law 9394/96 and Law 14113/20) and the SAEB exam is national. The theme of equity, when raised by the IEE, can be expanded to the Municipal Management Effectiveness Index (IEGM), used throughout the country and winner of an honorable mention of the Innovare Award 2018. The IEGM evaluates the effectiveness of public policies in health, education, planning, fiscal management, civil defense, environment, and governance in information technology. By involving universities in the construction of the IEE methodology, opportunities are created for the elaboration and analysis of the effectiveness of public policies with the participation of education specialists. This increases the robustness of the IEE and facilitates its dissemination to other sectors of society, such as government representatives, civil society organizations and companies.","The idea of the School-Effect Indicator project came to meet a new demand inherent to the process of modernization of control actions, which demands from the Audit Institutions evaluations of the results of public policies, including those related to the SDGs of the 2030 Agenda. The Audit Institutions have been seeking to increase their impact on improving public management. An innovation, in this case, a new methodology for analyzing public policies, according to the principle of equity, can face resistance if the institution's people are not involved, whether they are part of the top leadership or the executors of the actions. The involvement of public workers helps to mitigate resistance, create sympathy, goodwill, and engagement necessary for the project to be successful and welcomed by the institution. Finally, the communication process is fundamental and good feedback to the participants provides a suitable environment for the emergence of innovations.","The School-Effect Indicator project was selected for presentation at the 7th International Seminar on Public Administration Data Analysis, organized by the Federal Court of Auditors (TCU), the Federal Controllership General (CGU) and the National School of Public Administration (ENAP), in Brasilia, in the year 2021. The project is being perfected together with researchers and professors from the University of São Paulo (USP), because of the cross-sector partnership TCESP-USP for projects that use Artificial Intelligence.","a:1:{i:0;s:5:""34371"";}","a:5:{i:0;s:5:""33641"";i:1;s:5:""33642"";i:2;s:5:""33646"";i:3;s:5:""33647"";i:4;s:5:""33648"";}",https://www.youtube.com/watch?v=kNZkk5WFIsk,https://www.youtube.com/watch?v=OkUWoeq_Iy0,"https://www.youtube.com/watch?v=1E8XQG6crtg (1:14:52 to 1:34:52)"
33604,"Participa.gov - Digital Public Participation Platform",https://oecd-opsi.org/innovations/participa-gov/,30/09/2022,"AMA - Administrative Modernization Agency",Portugal,central,"a:1:{i:0;s:12:""public_admin"";}","Participa.gov - Digital Public Participation Platform",https://participa.gov.pt/base/home,2021,"In an increasingly digital world, Participa.gov represents our vision for civic participation in political decision-making processes. Participa.gov is the Portuguese Public Administration's centralized, cross-cutting platform for facilitating participatory processes at all levels of government. It employs cutting-edge technology to ensure that citizens can actively participate in policy decision-making via secure and transparent mechanisms that foster trust.","Instruments for public participation make it possible to encourage collaborative discussion between decision-makers and stakeholders, creating the ideal environment for obtaining more thoughtful and equitable decisions, avoiding institutional suspicion, increasing the likelihood of consensus, and consequently increasing the success of the policies themselves. Portugal has a longstanding history of including citizens in the creation of public policies and services, and throughout the last decade many public consultations, participatory budgeting, and other initiatives took place. However, interacting with citizens is mostly done in a dispersed manner, with different areas and levels of government using their own mechanisms and platforms to interact with civil society. But what if there was just one place that supports all public administration entities at the various levels - national, local and intra-organizational., in their participatory processes, and where citizens could check all public participation initiatives that are running, according to my profile as a citizen, and where I could submit my proposals and vote?
During the 2019 Simplex program, a national flagship initiative based on citizen engagement and co-creation for the simplification and modernization of the public sector, the idea came up and AMA delivered. Participa.GOV is exactly that – a one-stop-shop platform where citizens can present their proposals and decide through their votes on all relevant initiatives for their lives – From the national budget to a GovTech contest or their children’s school initiatives, everything is possible at Participa.gov. Simply put, public entities launch a challenge, based on a set of rules predefined at the back office, and citizens present their proposals and then decide through their voting.
A school might want its students to vote on the launch a social responsibility project, or the central government might launch a national participatory budgeting, or we can even have the NHS wanting to launch a restricted and exclusive participatory, process, available only to its workers – all of it is possible and works under the same rules. And better yet? The look and feel of the front office will always be the same. When developing participa.gov we took into account two major factors:
- The need to be customizable, because each entity has its own idiosyncrasies and target audiences and because each initiative is different.
- The need to be safe, secure, and transparent because we know that the biggest challenge of any participatory system is related to trust factors.
The Participa.gov platform was therefore built using highly secure eID mechanisms and blockchain technology, ensuring security, auditing, and transparency in the process from start to finish. Because data is protected by cryptography and thus immutable, blockchain and distributed ledger technologies make it possible to overcome corruption and ensure there is no intervention from malicious outside players. Secure digital identity mechanisms add an extra layer of security and, in the case of the Portuguese eID ecosystem, it allows the participants' scope to be defined based on the attributes available in the Portuguese digital identity: age, address, professional attributes, and so on.
The Participa.gov portal was created with the belief that digital technologies, when combined with public participation tools, can play an important role in connecting citizens to democracy. And, in this new era of digital democracy, we want participa.gov to become the single national platform for all public participatory processes, involving more citizens in public decision-making every day.","a:10:{i:0;s:3:""143"";i:1;s:3:""162"";i:2;s:3:""178"";i:3;s:3:""181"";i:4;s:3:""302"";i:5;s:3:""303"";i:6;s:3:""616"";i:7;s:3:""317"";i:8;s:3:""619"";i:9;s:3:""621"";}","The innovative nature of this project derives from a conjunction of features, most notably three:
- The possibility to centralize all digital public participatory processes in a single platform, regardless of type (participatory budgeting, public consultations, GovTech challenges, and so on) or level of government (central and local, schools, utilities, etc.).
- The use of blockchain technology, which despite currently trending is still not widespread in public sector projects.
- The use of the national eID ecosystem not only adds another layer of security but also allows for greater personalization in the type of initiatives proposed.
Any attribute present in the citizen's digital ID can be used to define the scope of the initiative; for instance, one can define an age range, or a professional status (Intra organizational participatory processes derive from this since public workers have an attribute that defines them as such and identifies the organization they work at).","a:1:{i:0;s:14:""implementation"";}","The project was up in test environment in 2020 and was launched in May 2021, straight through the COVID-19 pandemic. Understandably, most public entities have had their hands full with pressing issues, that needed to be addressed on the spot and, despite the importance of public participation and the Participa.gov platform, it ended up taking the backseat. Currently, the project is fully implemented, and we are in a communication phase, giving visibility to the participa.gov portal and highlighting its added value, in order to bring in more entities to the fold and increase the platform's usage, after which we intend to evaluate its impact, failures and need/room for improvement.","
- We’ve worked closely with the teams that worked directly in the national participatory budgeting, taking into consideration their extensive experience and knowledge of what worked better when engaging citizens at the national level
- We’ve had the local administration collaborating with us, for their expertise on the specificities of local government
- We ran tests with citizens to ensure a greater user experience
","From the point of view of the public sector entities, we’ve provided a ready-made, easy-to-use, and safe platform for engaging in participatory processes, offering the added value of resource optimization and greater efficiency.
For citizens, we’ve made it easier and more enticing to participate in public policies by offering a single secure and trustworthy environment to have their opinions heard in all sectors of the public sphere.","As it was previously stated, is not yet possible to provide results outcomes, and impacts since the project is at its early stages and few initiatives have been submitted. However, we predict major outcomes/impacts:
- Significant cost reduction for the public administration in the mid/long term (in a simple exercise, if a platform costs around 40K and we multiply this value for more than 18.000 public entities in Portugal, we’ll have a very significant value)
- Higher social impact: demographic trends and technological advancements are changing the way citizens communicate and engage with decision-makers. According to these trends, face-to-face forms of participation are progressively being replaced by online modes of civic engagement. By making sure we keep up and offer a simple, secure, and trustworthy platform to engage, we’re also ensuring civic engagement in public policies will increase and have more impact on decision-making
","Failures might not be as obvious at this point because the endeavour is still in its infancy. However, there are a couple of identified challenges that are being addressed by the Portuguese Government and AMA:
- Inequality in the conditions of access to digital platforms, whether due to economic issues, connectivity, or digital illiteracy, for example;
- Low use of digital services in Portugal (around 30% of the population does not use any digital services and only around 25% uses secure digital identification mechanisms), which may be due to any of the above reasons, as well as cultural factors or lack of trust.
","Political support at the highest level is always required for any cross-sector initiative; otherwise, breaking down silos and implementing changes will be (even) more difficult. Then a two-way approach may be required:
- Implementing policies and rules to encourage participatory processes and prioritizing the use of platforms such as participa.gov to persuade organizations to join the project
- Keeping in mind that communication is essential: all of the benefits of Participa.gov must be perceived as such, using an honest approach, to ensure that both organizations and citizens adhere to and continue to use the platform.
","Participa.gov is 100% open-source code and as such is easily replicable by others. The only requirement – as we see it – is having a highly secure eID mechanism, which in this case are the national eID mechanisms (Citizen Card and mobile ID, AKA Digital Mobile Key). We’ve developed participa.gov with a view to using it at several levels of government and across all sectors, so it’s easily scaled up (or down) according to the users’ needs.","As previously stated, it is still too early to draw conclusions from this initiative because a thorough evaluation has not yet been completed.
However, general guidelines that apply to all cross-cutting initiatives of significant scope are as follows:
- Before the development of such initiatives, ensure political support at the highest level
- Begin slowly and modestly, allowing for iteration wherever and whenever necessary.
- Remember that initiatives of this nature typically move slowly, and perseverance is required to build trust and attract users (of any kind).
",,,"a:1:{i:0;s:5:""33719"";}",,,
33625,"‘Con Vos’ Network: Digitalization for Effective Governance. Community Markets to Improve Access to Online Public Services in Catamarca, Argentina.",https://oecd-opsi.org/innovations/con-vos-network/,30/09/2022,"Co_Lab Argentina (Accelerator Labs Network, United Nations Development Program) ",Argentina,other,"a:2:{i:0;s:7:""science"";i:1;s:36:""Sustainable development goals (SDGs)"";}","‘Con Vos’ Network: Digitalization for Effective Governance. Community Markets to Improve Access to Online Public Services in Catamarca, Argentina.",https://www.undp.org/es/argentina/proyectos/little-help-my-neighbors,2021,"When applying for state aid or other services without the means or knowledge to do it online due to the digital gap, it usually takes a day or waiting in queues and filling out paperwork. Communities have thought and offered a grassroot solution: store owners helping their peers to get online procedures done in their business, in exchange for a small fee. It is a simple innovation, yet effective when it comes to decentralize public services, foster digital inclusion, and strengthen local markets","As poverty increased rampantly due to pandemic, the digital gap hampered the urgent access of millions of citizens to online public services and state aid. Many could neither request their Universal Childcare Allowance (AUH), their new-borns' birth certificates, or even their own IDs. As a result, those living in remote areas, women, indigenous populations, individuals with disabilities, immigrants, and the elderly were not only exposed to a sanitary risk during COVID-19 peaks, but also had to spend more resources to complete these procedures in the municipality center.
We found that local stores can facilitate the adoption of new technologies at the neighborhood level and help achieve decentralization of procedures outside of state offices while promoting their own growth. For example, María owns a grocery store in a low-income neighborhood in Buenos Aires. Her neighbors do not have the means or knowledge for doing online public procedures or errands by themselves. They know and trust each other, so she lends them her computer and helps them in exchange for an affordable fee.
The grassroot solution we present is an innovation which had been thought of and offered by locals who suffered from this problem, which we identified through a mapping. The main objective, digitalisation (understood in this project as increasing the number of transactions done through the web), has a positive influence that benefits all stakeholders for a more effective governance, which will be addressed in the following sections.
We had already implemented a three-month pilot program in Concepción del Uruguay, Entre Ríos, in 2020. Shop owners took part voluntarily, and we developed a narrative, a concept and a brand for the action “Red Con Vos” (With you Network) to engage all the relevant stakeholders. We also distributed different materials with the identity of the project within the shops participating in the actions (bags, wallets, mousepads, pens), and each shop now has a distinctive logo and a poster with the services offered to the neighbors. The Network’s performance was evaluated in the 3 dimensions of analysis: digital inclusion, decentralization of procedures, and strengthening of community markets; besides, the impact of incentives such as demand-side subsidies and incentives for store owners was measured too.
Thanks to a grant from the United Nations Development Program, we are now escalating it in northern Argentina, in a province where 39.6% of its population is under the poverty line, alongside the municipal and the national government. The action has been coordinated in regular meetings with each local government along with the team of the UNDP and consultants in charge of the fieldwork. All the pilots rely on the collaboration of store owners which participated voluntarily in the project. As it was mentioned, we develop a narrative and a brand for the action with specific promotional materials that were delivered to the participants.","a:11:{i:0;s:3:""257"";i:1;s:3:""610"";i:2;s:3:""617"";i:3;s:3:""190"";i:4;s:3:""623"";i:5;s:3:""876"";i:6;s:3:""613"";i:7;s:3:""615"";i:8;s:3:""211"";i:9;s:3:""181"";i:10;s:3:""317"";}","We accelerate our knowledge about complex problems hampering development with a specific source of evidence: grassroots innovations -solutions that are already in place and people unfold in their daily life- from low-income neighborhoods, like this one we scaled in two local governments. It has been mapped in many places throughout Argentina and appears to be a cost-effective approach to the digital gap; recognised by UNDP as a bottom-up smart solution.
It is innovative because it takes advantage of the positive effect of peers and acquaintances at a local level to encourage people to do more things online. Many lack the necessary devices, but others simply do not dare to do it themselves; thus, we rely on social capital networks at the local level to promote digital inclusion. This solution has a threefold impact: beyond enabling digital inclusion, it also boosts sales for local stores and saves neighbors’ time and money by allowing them to do their errands closer to their houses.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","As of this date of submission in 2022, this project has been implemented twice: the first one in 2021, and we have just launched the second edition, which is expected to be escalated until July 2023, and afterward, it will be evaluated. With this information, we will aim to help other local governments and other partners use these lessons.","Sabrina, owns a store of school supplies in a community market in a low income neighborhood, she helps her neighbors with their online errands. She inspired us and, in 2021, we partnered with the Municipality of Concepción del Uruguay to scale a pilot creating a network of nearby stores that support digitalization. In 2022, along with the Undersecretariat Administrative Innovation (National Cabinet of Ministers) we got a 60,000 USD fund to scale this action in Fray Mamerto Esquiú, Catamarca.","
- Officers of the administrative innovation office of the federal government learned about a project that broadens the reach of the state, while addressing uneven access to the Internet.
- Local bureaucrats benefit because more neighbors fulfill public procedures online, avoiding crowded offices.
- Citizens save money and time by doing paperwork near their homes.
- Small business owners are encouraged to have pcs and internet access, they play a new role in their communities, and get more sales.
","We used OLS regressions, descriptive statistics, continuous assessment via surveys to evaluate the three groups of the pilot program.
The Network customers’ profile was people with high school diploma (54.2%), female (58.8%), 25-54 years old (65.7%). Most lacked means or knowledge to carry out these procedures online by themselves.
Clients travelled a total of 293.7 km less and saved up to 637 hours. The closer a Network store wasto their home, the greater the savings.
Online procedures increased significantly, as well as the demand of goods and services sold by the store owners.
From our current implementation in northern Argentina, we hope to have escalated to 25-40 nearby stores by December, with owners fully trained and ready to deploy the program. By July 2023, we expect to have reported better performance: increased ownership by the stakeholders; differential outcomes in terms of gender, socioeconomic status, and age; and a series of public policy recommendations.","The main challenge has been the incentives for store owners to help us track the performance of the action. We We tried to foster this variable within demand (coupons and discounts) and supply (some stores got printers); and we unfold strategies to cope with them not completing the surveys, such as signing a written agreement to do so, a weekly follow-up done by the promoters and a paper form that each client could complete with personal data.
Despite these efforts, the difference in the number of procedures carried out by each experimental group made it impossible for us to compare them so we could assess the magnitude of the method used and determine whether the stimuli provided attracted a greater number of customers.
In this new edition, we have devised a different strategy. We are going to give store owners cash for data. This means they will get an additional amount of money for each form they fill after each neighbor uses their digital services.","The first condition is the full collaboration of the local government where the action is implemented. Human resources, that means both technicians and local professionals, and their expertise, is a key factor that mainly depends on the funding. Our Co_Lab’s focal point has dedicated many hours daily for the success of the project.
Store owners who take part in the project are mainly motivated by personal values for helping others, but they also need engagement factors.
Moreover, having an identity and a narrative is also crucial. Although stores are eligible if they already have a computer and Internet access, an unexpected result was that some shops felt encouraged to get both to be part of the Network, meaning that this action also promoted the digital inclusion of the store owners as well.","The project has already been replicated in different districts. There are handbooks and tutorials already available. Its implementation has a very low cost. Since it implements a solution already found at neighborhood level, it is highly likely to be adopted by the local population. It is also very sustainable since it relies on the existing infrastructure of local stores. It is aligned with clearly stated hypotheses and methodology, and it opens strong collaboration opportunities and high potential for scaling. The project has no risk.","The insights we found shed light on the fact that there is a need for policies that promote decentralization of procedures and errands both from public and private services. This would result in higher levels of autonomy for those who cannot perform these tasks on their own in person. Based on differentiated outcomes in terms of age, gender, and socio-economic levels, we now know that it is necessary to adapt the strategies to foster digitalization for each specific group.
Another important learning is that policymaking can begin upon an existent innovation. This solution is already used in a very uneven and non-systematic fashion and has a lot of potential. It is cost-effective: it requires a low investment to start with, it is sustainable because it does not require a long-term follow up, and, due to its familiarity, neighbors may be more likely to adopt and use them.",,"a:13:{i:0;s:5:""33679"";i:1;s:5:""33680"";i:2;s:5:""33681"";i:3;s:5:""33682"";i:4;s:5:""33683"";i:5;s:5:""33684"";i:6;s:5:""33685"";i:7;s:5:""33686"";i:8;s:5:""33687"";i:9;s:5:""33688"";i:10;s:5:""33689"";i:11;s:5:""33690"";i:12;s:5:""33691"";}","a:5:{i:0;s:5:""33693"";i:1;s:5:""33694"";i:2;s:5:""33695"";i:3;s:5:""33696"";i:4;s:5:""33697"";}",,https://www.youtube.com/watch?v=FmYl5YGZCp4,https://m.facebook.com/watch/?v=1858434417647948&paipv=0&eav=AfZoAgAiXUlFWiCklmPPLoHbbZfId4t831KW758A5pO1Cg4eSuL4um9E6fIeeTIxw3s&_rdr
33628,"Cordoba Smart City Fund",https://oecd-opsi.org/innovations/cordoba-smart-city-fund/,30/09/2022,"Municipalidad de Córdoba",Argentina,local,"a:1:{i:0;s:12:""public_admin"";}","Cordoba Smart City Fund",https://fondocci.cordoba.gob.ar/,2021,"In order to implement innovative solutions in the city of Córdoba under an open innovation approach, the local government launched the Córdoba Smart City Fund, the first Govtech fund in Latin America, to invest and partner with impact startups that contribute to the development of a smarter, more inclusive and sustainable city.","The rapid technological change and growing expectations of citizens make innovation increasingly important for government across the region. Along these lines, the government of the city of Cordoba has prioritized the construction of a smart city and the modernization of the State-region with the aim at improving its citizens' quality of life.
This is a one-of-its-kind process that implies a disruptive transformation across all the city's processes. In that sense, the city authorities decided to implement an open innovation strategy with Govtech as its main flag. Govtech showcases several benefits to achieve the city's goals: first, it offers a unique opportunity to put the State in ""entrepreneurial mode""and hack the current institutional and procedural status-quo in which the public administration is organized. second, it speeds-up the building of new kinds of public-private partnerships together with socially-driven startups, thus facilitating both public and social innovation.
For the Govtech strategy to work, the city of Cordoba had already identified several barriers that are required to overcome, and that they are committed to tackle with a smart financing approach to:
-Expand the investment offer for Govtech startups: the current status on this kind of financing mechanisms is unclear, mostly due to the risks associated with a startup business model, the lack of opportunities to implement pilots and the limited knowledge to go through complex public procurement processes.
-Contribute to bridge the innovation gap that exists in cities (and local governments): currently several impactful solutions developed by startups are available in the market, which fail to be incorporated into the public sector.
Under this framework the city of Cordoba has received technical assistance of CAF - the Development Bank of Latin America, and two venture capital funds (ALAYA Capital Partners and Dux Capital) to launch the ""Cordoba Smart City"" (CCI Fund - Fondo CCI), which is the first Govtech-targeting fund in Latin America. The fund pursues 3 strategic objectives:
-Promoting the modernization of the public sector and its innovation capacity.
-Contributing to the development of Cordoba as a smart-city.
-Supporting the growth of startups with Govtech and Smart-city solutions and
-Transforming the city of Córdoba into a regional innovation hub.
The CCI Fund was created in June 2021 under the city Ordinance 13156, which was supported by the majority of the political parties represented in the legislative body. Given its transformative nature, the mechanism is funded annually with up to 1% (Approx. USD 2 million) of the city levies collection from Commercial, Industrial and Service Activities sectors. The Fund allows too for the incorporation of external institutional investors, as in the case of the IDB Lab, which in May 2022 committed a contribution of USD 600,000. The Fund as a financial mechanism puts the city of Cordoba at the forefront of public innovation by promoting investments in:
-Govtech and smart-city oriented startups and solutions.
-The growth and strengthening of the entrepreneurship and innovation ecosystem by pulling in capital and entrepreneurial support from third-party institutions.
-Non-traditional areas and environments under the mechanism of ""investment with solution implementation"" so that the city opens the space for the startups to validate their solutions in situ.
-Solutions that will impact the quality of life of its citizens and that can generate a demonstration effect within the administration.
-New processes of public procurement to adapt to the Govtech and Smart City solutions.
The CCI Fund operates through calls for proposals based in two main criteria: 1) the recipients profile fit, and 2) the fulfillment of a specific set of conditions that make the candidates elegible for obtaining and leveraging from the benefits of the Fund. All the startups and institutions' projects go through a selection process and funnel that involves, among several entry checklist and basic conditions, the evaluation of a selected advisory board of experts from the public and private sectors, as well as from the academia. They evaluate the potential of the project to receive the investment, to escalate its solution and, ultimately, to deliver impact.
So far, the CCI Fund has already executed a successful first call for projects, in which 45 local startups together with applications from Colombia, Chile, Costa Rica and Spain sent applications. 9 startups were carefully selected out from that first badge of applicants and the Fund is currently working on the implementation of their solutions in the city of Cordoba. The 9 proposed solutions represent a total investment of USD 1,055,502.
The vision for the next 10 years is to invest in 10 to 15 startups per year, so that the city of Cordoba would become a hub for the provision and application of innovative and smart solutions for cities and local governments. In this way, the ultimate aim of the Fund is to position Cordoba as THE innovation Lab for Latin America.","a:6:{i:0;s:3:""317"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""213"";i:4;s:3:""257"";i:5;s:3:""619"";}","CCI Fund is innovative in several ways:
-It is the first investment fund specialized in Govtech and smart-city startups in Latin America.
-It equips its investments with a unique mechanism that converts single contributions into equity participation in the startups, something rather novel as in the past the investment process was channeled through traditional public-private co-investment mechanisms in the form of subsidies, loans, and/or contingent recovery financing.
-An independent Management Trust was created in order to enable efficiency and agility at the managerial level.
-It is a smart and strategic investment policy: it supplies with funds that target not only the growth of the selected startups, it also enables the implementation of Govtech and Smart City solutions, as well as promoting the transformation of the city of Cordoba into a region innovation hub.","a:1:{i:0;s:14:""implementation"";}","In the aftermath of a first successful call, the CCI Fund is currently working with the 9 selected startups in the implementation of their innovations in the city of Cordoba. In addition to this, the technical team of the Municipality is designing new calls to be launched within October and November:
-Call 2022 for Govtech and Smart City startups.
-Call for biotechnology-specialized startups.
-Call for institutions with projects to promote the growth of angel investments in the local ecosystem.","'-The Municipal technical team is responsible for the Fund structuring and management.
-IDB Lab is a recent investor in the Fund. It co-financed the Córdoba Govtech program.
-CAF-Development Bank of Latin America: provided technical and financial assistance in the design of the Fund.
-Advisory Board of experts (representatives from universities, venture capital funds, accelerators and unicorns): evaluated the startups.
-Startups and local and international experts: collaborated in the design and validation of the govtech strategy and the Fund.","'-Citizens are expected to evidence and experience substantive improvements in their quality of life thanks to the ongoing modernization process of the State-region and the future impact of the innovations implemented. Specifically we will target environmental, social inclusion and economic growth/recovery sectors.
-The private sector is to be revitalized by an innovative entrepreneurial ecosystem. We expect 20 to 30 startups to receive investments in the first 3 years.","Current impacts:
-First ITC Fund Call: 45 startups from Argentina, Chile, Colombia, Spain and Costa Rica applied and 9 were selected, whose innovative Govtech and smart-city solutions are being implemented in the city of Córdoba, with a total investment of USD 1,055,520 (USD 117280 per startup).
-The Inter-American Development Bank Innovation Lab (IDB Lab) committed to contribute to the ITC Fund up to USD 600000 in the next 3 years with the Contingent Recovery Financing modality for Investment and USD 230,000 to co-finance the Córdoba Govtech Program to enhance innovative collaboration between startups, companies, institutions and public sector.
Expected impacts:
-Invest between 20 and 30 startups in the first 3 years.
-To increase the percentage of startups with a B2G (Business to Government) business model.
-To add new institutional investors to the ITC Fund.
-To turn the city of Cordoba into a regional innovation hub.","The first challenge was to guarantee the regular allocation of public resources to the CCI Fund and ensure the continuity of this public policy amid the changes in government. To this end, the Fund was created through a Municipal Ordinance approved by the majority of the political parties in the local legislative body, which established a specific mechanism for financing the Fund.
Another challenge was to generate trust among startups so that they would accept the investment under the form of a new public fund. To this end, startups, experts and representatives of the innovation ecosystem were involved in the process of designing and validating the Fund. Likewise, the integration of IDB Lab as a contributor to the CCI Fund contributed to the generation of trust.
A current challenge is to ensure the quality and quantity of the flow of startups with govtech and smart-city solutions. To this end, within the framework of the Córdoba Govtech Program, bootcamps and startup incubation and acceleration programs will be carried out.","'-Political decision: the Mayor's leadership was key to the rapid implementation of the Fund, as it made it possible to overcome the usual obstacles from the politics and the policy process.
-Clear rules: the ITC Fund was established by an ordinance of the local legislative body creating the regulatory framework for its operation, which provides transparency and predictability.
-Technical team: the Public and Social Innovation Laboratory of the city of Córdoba (CorLab) was created as a transversal support space for the management of innovation and digital transformation in other areas of government and is responsible for the implementation of the CCI Fund. It plays a key role in the articulation between the Municipality and the entrepreneurial ecosystem.
-Transparency: the startup selection process was certified by BDO International.
-Strategic alliances: they contribute to the design, validation, implementation and expansion of the CCI Fund.","The CCI Fund arises from adapting and replicating for the first time in the public sector in Latin America the policy of incorporating third-party funding institutions as participants in the startups shareholding structure. It assures that both the strategic solutions and the operations run according to their expected business models. This is a model of corporate venture.
IDB Lab and CAF are key players driving the growth of the Govtech ecosystem in the region and are following closely to collaborate with the ITC Fund to replicate its implementation across the region. As part of this framework of collaboration, CCI Fund was presented at the South Summit Brazil, the International Congress Metrópolis por la Gobernanza (El Salvador), the Municipal Public Innovation Meeting of Chile (CORFO). Furthermore, CCI Fund is member of the Govtech Leaders Alliance sponsored by CAF.
Currently, other local and national governments are analyzing the Fund to implement similar initiatives in their territories, with the case of the Colombian government, through Innpulsa Colombia and its Govtech Lab, standing out.","'-Open innovation: working with startups with innovative solutions for the city allows expanding the management capacity of local government and improving the quality of life of citizens.
-Strategic alliances with international organizations, universities, companies and civil society are success factors for this type of public policies.
-To become smart, cities should not become technological developers but focus on changing the organization and learning to dialogue and generate dynamic interfaces between the public and private sectors.
-It is key to stimulate entrepreneurship and innovation ecosystems that the State generates policies oriented to the growth of startups, encouraging their expansion at regional and global level.
-The State can play the role of investor to accelerate innovation processes, financing high-impact projects and sharing risks and benefits in the framework of partnerships with the private sector.",,"a:1:{i:0;s:5:""33699"";}","a:8:{i:0;s:5:""33706"";i:1;s:5:""33707"";i:2;s:5:""33708"";i:3;s:5:""33709"";i:4;s:5:""33710"";i:5;s:5:""33716"";i:6;s:5:""33718"";i:7;s:5:""33721"";}",,https://www.youtube.com/watch?v=bdHMgTFMM1s,
33629,"Turning Anticipatory Regulation from Principle to Practice: The Journey of the Regulatory Horizons Council",https://oecd-opsi.org/innovations/turning-anticipatory-regulation-from-principle-to-practice/,30/09/2022,"Department for Business, Energy and Industrial Strategy (Regulatory Horizons Council)","United Kingdom",central,"a:4:{i:0;s:6:""health"";i:1;s:12:""public_admin"";i:2;s:7:""science"";i:3;s:9:""transport"";}","Turning Anticipatory Regulation from Principle to Practice: The Journey of the Regulatory Horizons Council",https://www.gov.uk/government/groups/regulatory-horizons-council-rhc,2020,"Traditional ways of regulating are not able to keep pace with technological disruption, shifting sectoral boundaries, new types of problems and the opportunities innovation can bring. The Regulatory Horizons Council (RHC) is an independent expert committee set up the UK Government that identifies the implications of technological innovation, and provides government with impartial, expert advice on the regulatory reform required to support its rapid and safe introduction.","In 2019, the UK Government published a paper on ""Regulation for the Fourth Industrial Revolution"". The paper recognised the need to reshape the UK's regulatory approach so that it supports and stimulates innovation that benefits citizens and the economy and recommended setting up the Regulatory Horizons Council to act as an independent expert committee and supported by Government officials.
In 2 years, the Council has delivered four reports on regulatory reform in its first year (fusion energy, medical devices, genetic technologies and drones). In 2022, we have produced our first crosscutting report on ""closing the gap"" between regulatory principles and practice on regulating new and emerging technology. By the end of the year, we will be producing reports on AI as a medical device, neurotechnology, and hydrogen in maritime.
Firstly, we work with a wide range of subject matter experts and non-experts (often around 50 per project). This will include other government departments, academics, SMEs, venture capitalists, civil society groups, regulators, and international stakeholders.
- For example, in partnership with the Royal Society, the national academy of sciences in the UK, we hosted a workshop on public attitudes on neurotechnology and engaged with patient groups on their views on AI as a medical device.
- We also engage internationally with not just the usual suspects in the developed world, but recognising innovation happens across the world, we engaged with counterparts in countries as far and diverse as Rwanda, Ukraine, Argentina on their approach to regulatory reform for drones and genetic technologies and what the UK could learn.
Secondly, it is not enough for us to explore regulation on exciting innovative technologies. We aspire to be innovative and work with others in how we arrive at our conclusions.
- We embrace innovative approaches like horizon scanning and futures techniques in our work (e.g. we commissioned an external consultant to help us use the ""7 Questions"" technique for a report).
- We also catalogue and hold sessions on innovative policy tools, and we’re always planning to use more (like backcasting and hackathons). For example, we ran a Red Teaming session in our team to test our approach to stakeholder engagement and policy options.
- We also aim to take an agile approach to policy making (we were chosen to present on this at a 2021 event for UK Civil Servants) and have in-depth retrospectives on what works well and not and we publish the findings on our website for transparency. Retrospectives are a tool typically found within Agile software projects and involve a team looking back on its work to understand how to improve its processes and delivery in the future.
- We employ a wide range of evidence and have published an evidence framework.
Impact so far: While our reports encapsulate our evidence gathering and conclusions, the ultimate litmus test is the ability for the Council to influence and enact change. The Department for Business, Energy and Industrial Strategy has accepted the Council's recommendations on fusion energy and the CEO of the Fusion Industry Association welcomed the report. He said: “The rest of the world should take note, this report shows how the U.K. intends to lead on commercializing fusion energy"". The Council is working with other UK Government Departments to respond to the other reports. Other feedback on the RHC so far include some select quotes below:
- ""It certainly was a success in how it engaged with the community""
- ""Very engaged, transparent process"".
- ""They balanced the engagement process with NGOs and all the other kinds of pressure groups. We had a whole range of people.""
","a:7:{i:0;s:3:""320"";i:1;s:3:""217"";i:2;s:3:""211"";i:3;s:3:""317"";i:4;s:3:""147"";i:5;s:3:""181"";i:6;s:3:""876"";}","The Regulatory Horizons Council is an innovative venture in response to the lack of systematic overview and capacity of regulators and Government departments to consider the regulatory implications of emerging technologies in a timely manner to enable innovation and to capitalise on socio-economic and environmental opportunities.
Furthermore, the Council is innovative not just in the 'what' it focuses on but also the how. It aims to embrace innovative tools and methods in engaging stakeholders, generating recommendations, undertaking monitoring and evaluation. This is outlined in more detail in 'innovation summary'.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The Council has undertaken two rounds of reports and have published our evaluation findings on our website (a mixture of qualitative interviews and findings from our team retrospective where we discussed what went well, what less went well, and what we have learnt.
We are now refining our approach to how we select priorities for our next programme of work and establishing a monitoring and evaluation framework to monitor progress on our recommendations and the impact of them.","The establishment of the RHC was as a result of a recommendation from the Government Paper on the Regulation of the Fourth Industrial Revolution and a letter from the Council for Science and Technology which advises the UK Prime Minister on science and technology.
To inform its recommendations, the Council works with
- Regulators
- Government Officials
- Civil Society Organisations
- Businesses and Innovators
- Academics
- International organisations
","Sometimes, Government officials/regulators have limited resource to focus on the regulatory implications of new and emerging technologies. For example, the Council was commissioned by the UK Cabinet Office and Deputy National Security Adviser to explore the regulatory approach the UK ought to take towards neurotechnology.
For companies, academics and NGOs, the Council has acted as an effective conduit to voice their views to Government and inform the Council's recommendations to Government.","
- Evaluation of our first four reports have been published and this is based on interviews with stakeholders and a team retrospective. We are refining our evaluation approach for future work.
- The feedback was that the RHC's independence added credibility to its reports and recommendations and enabled external stakeholders to be frank on where Government or other key actors could do better.
- The interviews highlighted that the RHC stakeholder engagement was incredibly effective. The RHC were generally seen to have spoken and engaged with the right groups and the right people, and critically, balanced these engagements well
- Participants discussed how the reports have been able to stimulate a lot of thinking on the areas of emerging technology; often bringing forward timetables for government consultations, taking bold steps within the recommendations, and/or providing balanced views that are not afraid to go against the grain of existing work and thinking in the wider discours
","
- Participants across the interviews noted that it was quite soon after publication to determine whether the RHC had been successful in enacting impact on the regulatory system.
- Resourcing challenges were encountered on the RHC’s deep dives though most interviewees appreciated this was unavoidable as there was a wider diversion of resources across government to focus on COVID-19.
- The work extensively engaged with a variety of stakeholders from each of the respective fields but there was discussion around the value of external assistance to develop reports. Going forward, we will consider formal or informal 'peer reviewers' or technical advisors' and partnering with organisations to deliver the project.
","
- Political will and passion for setting up a body but also an environment where the independence of the Committee to set its direction and develop its recommendation free from interference.
- Resources (both financial and human) is critical to ensure success. The team supporting the Council was lean to begin with and then with increased demand and awareness, the team has grown.
- Clarity on the purpose of the organisation is fundamental. Articulating the exam question of the organisation, how it is unique but also how it complements existing organisations is important.
","There are multiple organisations within and outside the UK who have similar but not the quite same remit as the RHC (see examples below)
- Japan (Council on Investments for the Future);
- Sweden (Committee for Technological Innovation and Ethics, Komet);
- Singapore (Committee on the Future Economy)
- Canada (External Advisory Committee on Regulatory Competitiveness);
- UAE (Dubai Future Foundation)
The RHC has liaised closely with the Swedish body above with their respective Chairs attending and we have learnt from each other on how we address certain challenges . I have spoken to other countries in Europe and outside Europe interested in replicating the RHC.","
- Conduct ‘pre mortems’ - Exercises that are run at the beginning of a project and consider everything that could possibly go wrong
- Maintain flexibility in processes - Be willing to change an approach, even if it has worked previously.
- Continue to nurture an atmosphere of support and constructive challenge - Encourage flat hierarchy and value opinions from the entire team.
- Improve information management - Implement more robust structures/databases for information and ensure that these are maintained over time.
- Develop processes for trialling new approaches - Build in defined time to project timelines for testing and reviewing.
",,,,,,
33631,"Proof of Business",https://oecd-opsi.org/innovations/proof-of-business/,30/09/2022,"Swedish Companies Registration Office",Sweden,central,"a:1:{i:0;s:12:""public_admin"";}","Proof of Business",https://bolagsverket.se/proofofbusiness.4038.html,2022,"A problem for companies and owners of companies is that they need to engage with many different authorities to conduct their business. Instead of building solutions in a siloed approach we aim to build into the ecosystem by integrating different actors and enabling the business to control their own data using blockchains and digital wallets. This is both a new approach and use of a combination of new technologies that benefits the companies.","A problem for companies and owners of companies is that they need to engage with many different authorities to conduct their business. There is also a problem with lack of trust between companies, especially cross border, since there are no standardized way for digital identity for companies and relevant credentials/data that the companies want to show each other before and when they conduct business. There might also be lack of trust between institutions in different countries as they do not understand each others semantics and systems.
Instead of building solutions in a siloed approach we aim to build into the ecosystem by integrating different actors and enabling the business to control their own data using blockchains and digital wallets. This enables companies to conduct cross border business digitally in a much smother way as they can use trusted data/verifable credentials and effective the business registers work cross border as we can automize work that we do when it comes to guaranteeing correct data. Our test case is focused on procurement but the techstack and possibilities can be used whenever you need to prove something digitally that has to do with a company.
This is both a new approach and use of a combination of new technologies that benefits the companies.We are now creating services in a cross border pilot between Finland, Norway and Sweden. Our case has also gain a lot of attraction which enables us to lead a consortium for a EU large scale pilot on digital wallets for organisations which is how we envisage that we will scale the project. In this we partner with many private companies such as VISA, Nextline, Open Peppol, BankID, IDUnion.","a:6:{i:0;s:3:""316"";i:1;s:3:""162"";i:2;s:4:""4088"";i:3;s:3:""194"";i:4;s:3:""190"";i:5;s:3:""876"";}","We are working agile in the way that we contentiously add new functionalities (and do away with ones that are not needed). We started out with some technology mostly into blockchain but now working more on digital wallets. This can only be done because we have an agile and competent group but also as we are very inclusive.
We work with other countries almost from the start (Canada, Finland for example), we are follow by a university that provides us with new insights and we regularly hold workshops with users (companies) and others.
We are working very outreaching and using foresight (especially on regulation and technologies) with make us fast moving. Also we do integrate new technologies, in a test-environment, rapidly in a way the normally would not happen. The combination of all of this makes us thought leaders on organisations identity in Europe in the public sector.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","We are now trying to implement, in a pilot, with two other countries. The next step is to scale it to the EU-level in a large scale pilot if we win the grant agreement (which we should have a good chance of).","We work with government officials from Tax, procurement, digital identity - we have people from other agencies working as team members with makes the case stronger and our competence higher. We work cross border almost from the start. We work with several companies, SME that develop some of the tech, big companies such as Avast (soon Norton) that helps us develop and keep ahead. Companies to understand their needs.","
- Companies - understand, learn and integrate with the new ecosystem and can therefore make new products and services.
- Goverment agencies - same but also enables us to work better together so that we can provide services that are not made in solios.
","The impact is quite clear as we now spearhead the ecosystem in Europe when it comes to digital wallets for organisations. But the real results will come after the regulations and infrastructures are set in to place. We however are part of defining the results. When the cross border pilot and the EU-pilot is ready we will see the numbers but we are sure (from our analysis) that we will reduce the time used for compliance in B-B and B-G very much and that is the minimum positive results.","There was a aim to use blockchain which was a bad premise as we must look at values and the ecosystem instead of the technology. However we pivoted quite soon out from that and took the good things and added more. The other challenges are finding the time and the right people especially when it comes to tech-development and understand the regulatory and policy landscape, so that we do not build things that cannot be used in practice.","
- Strong high level support.
- Funding.
- Ecosystem with a mix of players such as SME tech companies, big companies, agencies that want to innovate.
- The right mix of people in the project.
- Deep understanding of the ecosystem in all aspects.
","In other countries they are following it.","How foresight is fundamental to innovation, mixed/cross-functional teams likewise. Agile processes and high level committment both when it comes to time and funding. Work open and invite instead of doing work only in the place where you are.","Here is a link to the consortium that is one of the outcomes of the project: https://eudiwalletconsortium.org/ and where we hope to scale.
Thank you for taking your time!",,,,,
33638,"Citizen Initiative Accelerator (Accélérateur d'Initiatives Citoyennes)",https://oecd-opsi.org/innovations/citizen-initiative-accelerator/,30/09/2022,"Direction Interministérielle de la Transformation Publique AND Direction Interministérielle du Numérique",France,central,"a:1:{i:0;s:12:""public_admin"";}","Citizen Initiative Accelerator (Accélérateur d'Initiatives Citoyennes)",https://citoyens.transformation.gouv.fr/,2022,"Launched by President Emmanuel Macron at the Open Government Partnership (OGP) Summit in 2021, the Citizen Initiative Accelerator supports citizen-led projects that serve the public good. After being screened by the public administration and a panel of citizens, the selected projects benefit from a 6-month tailor-made support to accelerate their development. This unique program promotes new modes of cooperation between the state and civil society in order to achieve what we call ""augmented public service delivery"".","The covid crisis has highlighted how citizen-led initiatives can significantly enhance public action. The field of public health has been particularly affected by this phenomenon, with citizen-led projects often proving to be more effective than public services (digital contact tracking services, local self-help networks, help with making vaccination appointments, etc.).
However, at the time, there was no public support system for these innovative initiatives. The implementation of a citizen initiative accelerator appeared as a way to strengthen cooperation between the administration and citizen-led projects and to embody new ways of conceiving and delivering public services.
Thus, President Emmanuel Macron announced the creation of the ""Citizen Initiative Accelerator"" during his speech at the Open Government Partnership World Summit on December 15, 2021. The program was officially inaugurated on December 17, 2021 by the Minister of Transformation and Public Service, setting out the following objectives:
- Foster new collaborations and synergies between administrations and civil society.
- Encourage the emergence of citizen-led initiatives for the public good.
- Gather and facilitate access to resources and expertise of public services.
- Put in place the necessary conditions to help scale citizen-led initiatives.
The program is open to all civil society project leaders, regardless of their status: citizens or NGOs, provided that the initiatives are consistent with public service values and that they contribute to the common good. The selection process was also innovative, as the decision was made equally by the public administration and a panel of citizens.
How does it work?
The Citizen Initiative Accelerator is co-piloted by the Interministerial Directorate for Public Transformation (DITP) and the Interministerial Department of Digital (DINUM). It has been designed based on eight components: access to government data and digital tools; coaching and project growth strategy; connecting with relevant contacts in the government; financing solutions and assistance with legal arrangements; technical compliance and data protection; networking with innovation venues and communities; local experimentation with government assistance; and project promotion and enhancement.
In-depth interviews are conducted with project leaders to better understand the issues and problems of each project, and thus better adapt the acceleration offer. On April 14, 2022, the launch meeting of the acceleration program was held with the 9 selected projects. In addition to the support provided by the DINUM-DITP teams, a whole community of ministerial advisors was mobilized to contribute their business expertise and knowledge of the administration.
How is the innovation envisionned for the future?
The AIC is a new and therefore experimental program, both in terms of its objectives and its operation. Its success in regularly welcoming new project promotions and even expanding the number of projects implies structuring and running the program from start to finish. This requires planning and providing adequate resources to the DINUM and DITP. In addition, the mobilization of referral persons in the administrations is essential. This mobilization will only be sustainable if it is recognized and valued.
In order to ensure that, beyond the 6-month support period, the winning projects continue to develop and gain in impact, feedback sessions with each project and partners involved.
In order to spread the word and encourage spin-offs, a community should be created around the AIC to bring together the winning projects, the ministerial referents and the players in the AIC ecosystem (public innovation laboratories, the tech for good ecosystem, third places, etc.). This community would meet at least once a year.
Finally, a monitoring and evaluation system is currently being set up in partnership with social and political science researchers. The aim is to add a reflective and evaluative dimension to the system by the first half of 2023. Eventually, the program's documentation could be used to provide tools to administrations wishing to develop similar programs for a given public policy or territory.","a:3:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""617"";}","The Citizen Initiative Accelerator is an unique program at the national level that promotes new modes of cooperation between the state and civil society in order to improve public service delivery.
It has foster new collaborations and synergies between the public administration and civil society and encouraged the emergence of citizen-led initiatives for the public good.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","As the first cohort of selected projects reaches the end of its acceleration period, we are currently setting up an independent evaluation mechanism to improve and prepare for next year's program.
3 main areas of improvement have already been identified:
- Further engage public servants from all policy areas in order to better frame the selection process and make it more transparent to applicants.
- Strengthen the program's key differentiators.
- Improve the ""exit strategy"" of the program and work on the financial and legal issues that currently block further collaboration.
","The DINUM/DITP co-piloting is a real asset for the success of this project, which we must continue to capitalize on. Thanks to its experience with state startups, DINUM plays a key role in the AIC program through its ability to quickly equip and integrate innovative projects within the State. As for the DITP, it brings its strong capacity to mobilize the various networks within the government and its knowledge of current public policy priorities.","Chosen from among 200 candidates by a jury of experts and a panel of 15 citizens, these first nine initiatives will have been accelerated for a period of six months by a dedicated Acceleration Officer, supported by the expertise of an interministerial referent (DINUM/DITP). Ministerial correspondents were also mobilized in the main administrations concerned by the initiative, allowing for a more in-depth analysis of possible synergies with the public policies concerned.","Due to the presidential elections and the change in government, it was difficult to properly formalize government sponsorship at a high level. Nonetheless, government officials at the forefront of service delivery were actively engaged with the selected projects and several new collaborations were initiated.
7 out of 9 initiatives received public funding after securing partnerships and/or new projects with public authorities. These 7 projects are using the funding obtained to hire new employees and further consolidate their tools and resources.","
- Setting up the AIC team and building the support methodology took time. Supporting initiatives of varying degrees of maturity, spread across various sectoral areas, introduced additional complexities. In addition, working with NGOs that rely heavily on volunteers requires adapting the initial time frame that was envisioned,
- A case-by-case legal review of all associations had to be conducted in order to characterize the nature of the financial assistance that could be provided by the program.
","
- Getting political sponsorship for this project is key. Being announced by President Macron gave it significant visibility that was essential for the launch of the program.
- In order to achieve our goal of creating an ""augmented public service,"" the right set of legal and financial rules and tools must be available and easily accessible in a short period of time.
","The innovation has not yet been replicated, but it is our goal.","In addition to the challenges and key success factors listed above, we have identified 3 main areas of focus for successful civil society-public sector collaborations:
- Consolidation: need to strengthen the structure's foundation, governance, assets, formalize processes, solidify a replicable model and absorb future growth,
- Integration: need to strengthen integration with the lead jurisdiction(s),
- Deployment: need to scale up, to deploy in new areas/territories.
",,"a:1:{i:0;s:5:""35475"";}",,,,
33645,"Rhode Island Evidence Scale for Budgeting",https://oecd-opsi.org/innovations/rhode-island-evidence-scale-for-budgeting/,30/09/2022,"The Policy Lab at Brown University","United States",regional,"a:1:{i:0;s:12:""public_admin"";}","Rhode Island Evidence Scale for Budgeting",https://thepolicylab.brown.edu/projects/ri-budget-template,2020,"Governments must judge hundreds of new programmatic budget proposals each fiscal year with little objective information about whether they will achieve the results claimed. Evidence of program effectiveness is a critical data point that is used when making budget and policy decisions, as programs with greater evidentiary support are generally more likely to deliver a high return on investment of public funds. The The Policy Lab at Brown University leveraged existing public clearinghouses of peer reviewed evidence, simple evidence definitions, and updated data collection to provide that clarity. This evidence scale gives State of Rhode Island policy officials quick insight into the level of evidence each proposal contains so better budget decisions can be made.","Why is this issue important?
If you’ve been near a budget office in the last twenty years, you know the rhetoric. Spend dollars on programs with evidence. Programs that perform. Programs with results. Everyone agrees, but how do you actually do that in the chaotic melee of real-world budgeting? A challenge is that people inside the budget formulation process are both overwhelmed and underwhelmed with information. When preparing the typical Rhode Island budget for the next fiscal year, the Office of Management and Budget (OMB) analyzes budget submissions from 55 agencies, including over 500 high-level decision items, in the span of just 16 weeks. Topics vary wildly: financial aid for small businesses; a dockside testing program for shellfish toxins; Medicaid coverage for Doula care; cybersecurity infrastructure; furniture replacement. Details varied wildly too, from pages of technical justification, to almost no justification at all. Unless wide swathes of evidence can be quickly and efficiently distilled into the budget process—at the right time and in the right ways for the right people—then that evidence stands no chance of being absorbed into the process. And when that happens, we may accidentally waste tax dollars.
What did we do?
This project begins with the insight that, when it comes to sharing information, the design of everyday paperwork and opportunities to discuss that paperwork matter. Templates can guide users on what information should be included, and templates can set guardrails for how to present that information. We redesigned the form (called a “Decision Package”) that Rhode Island agency staff use to propose new budget items. We trained staff on how to use the template, held daily office hours to help fill it out, and updated Budget Guidance. The design was meant to help users think and communicate more clearly about the evidence behind their proposal. Importantly, we introduced an Evidence Scale (0 to 5) which ranked a proposal in terms of its evidence base – developed from recommendations from the Pew Results First Initiative. Acknowledging that many programs have limited evidence, a series of questions were designed to help identify opportunities to invest in generating evidence. Pew’s Result’s First Clearinghouse and Arnold Ventures’ Social Programs that Work database catalog thousands of program evaluations, and were used by agencies to help determine the level of evidence. A brief view of the Rhode Island scale:
- Proven Effective: A program or service that is “proven effective” has a high level of research on effectiveness. Qualifying evaluations include studies such as randomized controlled trials and evaluations that incorporate strong comparison group designs. These programs have been tried and tested by many jurisdictions, and typically have specified procedures that allow them to be successfully replicated.
- Promising: A “promising” program or service has some research demonstrating effectiveness, but not as much as would be required for a “proven effective” designation. This could include, for example, a single randomized controlled trial or evaluation with a comparison group design that is not contradicted by other studies, but not confirmed by multiple such evaluations.
- Theory-Based: A “theory-based” program or service has no qualifying evaluations on effectiveness or conclusive randomized controlled studies. Typically, theory-based programs have been tested using less rigorous research designs that do not meet the standards outlined above but have a well-constructed logic model or theory of change.
- Evidence of Insufficient Impact: A program has “evidence of insufficient impact” if quality evaluations have measured no meaningful difference in outcomes between program participants and those in a comparison group. A program that regularly fails to reach its outcomes targets also falls into this category.
What happened behind the scenes?
The budget process is fast. Budget analysts occasionally need 24-hour turnarounds on feedback. To facilitate rapid, expert consultations about the evidence behind draft proposals, RI OMB and The Policy Lab entered into a Memorandum of Understanding, which empowered sharing internal documents and giving pro bono assistance.
What have we learned?
Staff welcomed the new template. If nothing else, the instructions and layout were easier to use. This improved flow increased buy-in, which is notable because the form actually demands more information to complete than in previous years. Most importantly, Governor’s staff and OMB leadership report more in-depth budget discussions with solid evidence information available when it is needed.","a:7:{i:0;s:3:""156"";i:1;s:3:""609"";i:2;s:3:""210"";i:3;s:3:""214"";i:4;s:3:""257"";i:5;s:3:""317"";i:6;s:3:""373"";}","The Policy Lab at Brown University, the Rhode Island OMB, and the Governor’s Office collaborated to re-design the suite of budget guidance, trainings, and templates with user centered design and the latest thinking on evidence. The Lab systematically collected decision package template(s) in all 50 states that agencies would use to submit their budget requests. The addition of the scale adds a dramatic element of clarity into the viability of the budget request. The scale views evidentiary support on a continuum, from programs that are virtually proven effective to programs that are based on strong theories and expert opinions. Evidence of program effectiveness is a critical data point that is used when making budget and policy decisions, as programs with greater evidentiary support are generally more likely to deliver a high return on investment of public funds. This innovation is only possible because of existence of Evidence Clearinghouses.","a:1:{i:0;s:9:""diffusing"";}","We are now on our third budget cycle implementing the revised budget template and evidence scale. The most recent view of the budget instructions can be seen in the Files section, pages 15 to 16. The decision package forms have now been imbedded into a cloud-based budgeting system that allows direct population of the database. The scale has been refined and Pew has transferred management of Results First states to The Policy Lab, National Council of State Legislatures, and Council of State Governments. This effort is renamed the Governing for Results Network (GFRN) where a number of states have implemented a version of the evidence scale to evaluate budget proposals. These states recently gathered to share evidence definition and evidence scale best practices at the GFRN conference.","
- Agency Fiscal Staff – Primarily responsible for providing the budget requests.
- Agency Program Staff – Often have a lot of the performance and evidence information that historically has been left off the budget requests.
- Governor’s Office – Ultimately, they decide what is requested from the legislature.
- Office of Management and Budget – Works for the Governor’s office and administers the budget request process.
","
- Agency Fiscal Staff – Welcomed the flow of the template even though it was longer.
- Agency Program Staff – Benefit from being empowered to make programmatic arguments to advocate for budget changes.
- Governor’s Office – Are now more confident their recommendations to the legislature will stand up to public scrutiny.
- Office of Management and Budget – Are able to make better budget recommendations to the Governor.
- Legislature – Received the executive branch’s recommended budget with more detail regarding evidence impact.
","Agencies that took advantage of trainings and office hours, in particular, showed marked improvements. They were more likely, for example, to include citations in their evidence narratives and to provide details on projected cost-benefit ratios. The evidence scale has also motivated agencies to make budget requests for programs with a strong evidence basis rather than other programs. On the Files section, one can see the Pew Results First documentation of this rise in Colorado, now a GFRN state, using a similar methodology. Most importantly the Governor felt she could make better budget decisions and staff felt like they could make better recommendations to her.","To assess the accuracy of the evidence ratings, The Lab performed an independent assessment. Two PhD level scientists, with methodological training, read each of the submissions and provided their own ranking on the Evidence Scale. They did this without knowing what ranking the agency had provided. If the score of those two scientists deviated by more than one point, then another PhD-level methodologist provided a 3rd ranking. Agencies had a tendency to skew their assessment of the level of evidence of their proposals toward the optimistic side. This result shows the need for training and independent evaluation by OMB using the same criteria. Not all agencies fully engaged at the beginning (e.g. about 1 in 3 left the Evidence Scale blank). We put more emphasis on training and technical assistance as a result. The blank Evidence Scales sometimes reflected lingering uncertainty about how to use it (as opposed to opposition to using it).","
- Executive leadership – the innovation is primarily a transformation of culture and needs the support of senior officials to be successful.
- Evidence Clearinghouses – staff must become familiar with these and have the certainty they must continue to be supported.
- Evidence Scale – While all of them are similar, this must be designed with the government staff to arrive at a scale and process that matches the unique characteristics of the organization.
- Count with expertise in user centered design and evidence developed internally or through temporary external resources.
- Training – This effort involves a lot of education of finance and program staff. Besides Rhode Island, The Lab has done this training with North Carolina and Colorado.
","Five other states, Colorado, Minnesota, North Carolina, Mississippi and Tennessee, all former Pew Results First states and current GFRN states, have developed similar evidence scorecards for their budget development processes. The budget process in each state is somewhat unique in each state with Mississippi being entirely legislative driven. This diversity in application suggests this model can be adapted to municipal as well as state level governments in other countries, potentially national governments as well. A requirement is that the level of budget proposals must match the level of the programs in the evidence clearinghouse database so an accurate evidence rating can be established. It is also important to note that there is no need to spend a lot of money to execute a replication of this project.","
- Agencies can be overly optimistic about what constitutes evidence. Training is necessary.
- The agency program managers have more ability to demonstrate their programs’ connection to evidence than the agency finance staff.
- When policy officials see evidence ratings that do not match their intuition detailed follow-up is often requested. The quality of the review goes up but the total review process may take longer.
- At the beginning there was confusion about what constitutes 'data'. The term can seem abstract and technical rather than the transactional detail that program managers are often familiar with.
- Agencies that took advantage of trainings and office hours were more likely to include citations in their evidence narratives and to provide details on projected cost-benefit ratios.
- Staff welcomed the new template because it was easier to use. This increased buy-in, which is notable because the form actually demanded more information to complete.
","The Files section has links to the major evidence clearinghouse, our training video, and interactive decision package template. Documents include the evidence scale, rating tool, budget instructions, and the Pew study of Colorado.","a:1:{i:0;s:5:""33649"";}","a:3:{i:0;s:5:""33652"";i:1;s:5:""33653"";i:2;s:5:""33751"";}",,https://www.youtube.com/watch?v=e0ZchNw3fXg,https://thepolicylab.github.io/budget-template/
33651,"Marea Digital",https://oecd-opsi.org/innovations/marea-digital/,30/09/2022,Movilizatorio,Colombia,other,"a:1:{i:0;s:7:""housing"";}","Marea Digital ",https://www.mareadigital.org/,2017,"Marea Digital allows citizens to report local problems to the government, as well as local initiatives that are working for the communities’ well-being. Contrary to similar kind of initiatives, it’s innovative because it uses tech to allow the citizens to aggregate data about their communities’ problems, but also includes an offline strategy for the local government to design solutions with the citizens to solve the problems reported, fostering dialogue and collaboration to solve people’s needs.","Buenaventura is a city in the Colombian Pacific that suffers from cultural, institutional, and social democratic deficits that undermine governance. Although Buenaventura has established democratic institutions, levels of dissatisfaction with democracy rise with unmet human needs. According to data of Buenaventura Cómo Vamos, more than 70% of citizens disapprove public management, almost 50% believe that corruption has increased and, furthermore, 80% of citizens affirm that they have not participated in spaces for citizen participation. As a response to these pervasive problems, Marea Digital is a civic technology that fosters collaboration between the citizens and the local government. It is an innovative digital tool in the territory, complemented with an offline strategy, created after a participatory diagnosis that showed that, although the city had many leaders, they lacked an effective organization for collective action. Likewise, there were no effective participation channels or mechanisms to influence the local government.
Marea Digital is inspired by the experience of Caminos de la Villa in Buenos Aires, Argentina, a civic tech platform that empowers the population in the struggle for the fulfillment of their rights. This project provided an important reference framework to achieve, not a similar or identical solution, but a new platform, designed with the citizens using design thinking. With time, as the project was implemented, it has adapted to achieve the best results possible, from being solely a tech platform, to now including an offline strategy that allows citizen officials to dialogue with citizens about the problems identified by them in the platform.
The main objective of Marea Digital is to identify and prioritize the community’s problems through an exercise of community driven data and follow up on citizen requirements to achieve effective citizen advocacy with the local government. In addition, it has the potential to organize and manage citizen actions of political influence and community self-management, as well as the harmonization of citizen requirements in accordance with local political agendas. Likewise, it has innovated in constantly proposing improvement tactics to better respond to local needs, strategically combining online and offline approaches to face connectivity limitations in the territory. Both the citizens and local authorities of Buenaventura benefit from this innovation, because it has provided a space for them to discuss their needs, and provide solutions to problems faced by the community. To date, the platform has allowed for 27 official responses to citizens from local authorities and 17 actions to solve the problems reported. Ultimately, this has nurtured citizen participation and democracy in the city.
Thanks to the platform, citizens' requirements have been taken into account by the local government, contributing to the effective governance of the district and the strengthening of the leadership at the local level. The platform has created an offline movement of leaders which are working through a solid network for the wellbeing of the community, thus the platform allows also to identify good practices and initiatives that are contributing to the development of Buenaventura with the aim of making them more visible and positionate these experiences. To date, a thousand reports have been uploaded to the platform and public agendas are prioritized by the citizens. Accountability and the sense of co-responsibility regarding the decision making process has been a fundamental pillar for the achievements of the initiative.
This project is being carried out together with Fundación Corona, an organization which has been contributing to reducing the inequality gap in Colombia for more than 50 years, In the future, Marea Digital wants to continue positioning in Buenaventura as a platform that allows it to solve citizens’ problems, by providing an online and offline space for effective dialogue with local authorities. Likewise, conversations are in place for the project to be escalated to other Colombian cities based on Buenaventura’s successful example, although adapted to the context’s needs.","a:8:{i:0;s:3:""181"";i:1;s:3:""616"";i:2;s:3:""260"";i:3;s:3:""876"";i:4;s:3:""194"";i:5;s:3:""196"";i:6;s:3:""221"";i:7;s:3:""317"";}","Marea Digital is the first project of its kind in Buenaventura. Before Marea, citizens lacked a space that allowed them to collectively, visually, and in real time map the problems they face, from lack of paved streets to clean water. With Marea, citizens not only have a space where they can share their community’s problems, but they also have an offline strategy of dialogue with local authorities to solve the problems. Marea thus contributes to the generation of information from citizens for evidence-based decisions. In addition, it strengthens local capacities to promote citizen participation and involvement, enabling the collective analysis of problems and the prioritization of solutions. The people of Buenaventura have found in Marea Digital a bridge that helps them establish solid relationships between grassroots organizations and leaders of their neighborhoods, allowing for the generation of propositional dialogues with decision-makers.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The project has been tested, iterated, and is being implemented. Some of the requirements made by the citizenry were taken into account with an effective institutional response and we are developing a knowledge management strategy to identify lessons learned, best practices, and possible ways of establishing a sustainable path for the platform.","The platform was created within the framework of Activa Buenaventura, an alliance between USAID, Extituto, Fundación Corona, Ford Foundation, Gases de Occidente, the International Republican Institute, Movilizatorio, ProPacífico, Regional Port Society of Buenaventura and Carvajal Foundation. Each one contributed from their expertise in collectively designing and implementing the platform, hand in hand with citizens and government officials. This contributed to the improvement of the intervention.","Marea Digital was built with and for the community. Social leaders, community-based organizations and presidents of community action boards participated in the process. Among the interested groups, the public sector, the private sector, civil society, academia and the general public stand out. This favored the project’s legitimacy and guaranteed that Marea Digital effectively responded to the community’s problems and helped governments to accomplish an effective and better local management.","Marea Digital has favored and increased citizen participation and democracy in Buenaventura. Citizens have reported more than 1,000 problems, which has supported a total of 27 requirements prepared by civic leaders and delivered to decision makers. Additionally, according to the follow-up and monitoring instrument developed to measure the impact, in the late months of 2022, 66 community-based organizations, 22 public agencies, and 104 citizens actively participate in the process. Furthermore, 9 self-managed activities, 27 institutional responses, and 17 positive actions by decision makers have resulted from the requirements and the advocacy actions developed. It is expected that, in the future, citizens and policymakers perceive the platform as a strategic ally to solve the problems presented in their communities.","During implementation, it became evident that in Buenaventura there are structural limitations related to corruption dynamics in the exercise of public management, which generated significant gaps between decision makers and citizens. This hinders the exercise of participation and enforceability that contributes to a fairer and more egalitarian territory. On the other hand, the constant disturbance of public order and the proliferation of violent acts by illegal armed actors have been a barrier for the project's implementation team when intervening in some areas or localities, i.e., to date, Marea Digital has intervened in person in eight of the twelve communes of the District of Buenaventura. To face this challenge, a transversal digital communications strategy was created to guarantee the use and appropriation of the platform without putting the implementation team at risk.","The necessary conditions for this type of innovation are:
- Appropriation of the tool by the community through socialization spaces, constant accompaniment, and the achievement of early victories that maintain and promote motivation for citizen participation.
- Achievement of early victories that maintain and promote the motivation for citizen participation, for which the conditions are political will and openness to listen to local institutions.
- Human and financial resources to maintain the advocacy cycle and platform support.
","Marea Digital is inspired by the experience of Caminos de la Villa in Buenos Aires, Argentina, a civic technology platform that empowers the population in the struggle for the fulfillment of their rights. This project provided an important frame of reference to achieve, not a similar or identical solution, but a framework of citizen participation components supported by technology. The replication potential of Marea is based on the possibility that it offers not to be limited only to the areas of accountability. The strategy of appropriation of civic technology led by Marea Digital generates disruptive citizen participation and can be replicated in cases where the following objectives are to be met: effectively identifying viable problems to be presented to the competent authorities using different mechanisms of participation, to be inclusive in the logic of community-led development, or to have strategies for monitoring citizen complaints.","
- It is important to design spaces for active participation, where communities can develop facilitator roles that allow the consolidation and collection of data in a more effective way attending to the particularities of the territory, whether at the rural or urban level.
- The information established within the community driven data model must be recognized, first, by the community and second, by governmental entities. To achieve this, the cycle identified in previous experiences is recommended: empowerment, mobilization (through campaigns), convincing (presenting the data as an input that highlights the relevance of an identified common issue), and review (accountability).
- The value of local knowledge: The main measure for the design of new products to be incorporated within a population group is based on the levels of end-user acceptance of the product. Prefabricated ideas that are brought may not coincide with the needs and expectations at local level.
",,"a:1:{i:0;s:5:""33667"";}",,https://www.youtube.com/watch?v=llIYoZ7qnwo&t=1s&ab_channel=ActivaBuenaventura,https://www.youtube.com/watch?v=jQGlfV4-dNw&ab_channel=Fundaci%C3%B3nCorona,https://www.youtube.com/watch?v=e0NLAULPCPw&t=243s&ab_channel=ActivaBuenaventura
33675,"Public procurement efficiency through ""Single Supplier Sheet""",https://oecd-opsi.org/innovations/public-procurement-efficiency-through-single-supplier-sheet/,30/09/2022,"Organismo Supervisor de las Contrataciones del Estado - OSCE",Peru,central,"a:4:{i:0;s:8:""economic"";i:1;s:13:""environmental"";i:2;s:11:""information"";i:3;s:12:""public_order"";}","Public procurement efficiency through ""Single Supplier Sheet""",https://apps.osce.gob.pe/perfilprov-ui/,2020,"The scattered information of supplier's background makes it difficult to identify suitable suppliers for public procurement and affects goods, services and works delivery. The ""Single Supplier Search"" through single supplier sheet integrates and validates, through Big Data, providers' qualifiable aspects to be a supplier. It promotes transparency, citizen oversight and provides reliable and timely information to buyers, suppliers and citizens.","For a long time, Peruvian public procurement has faced significant risks in supplying process of goods, services and works. Cross-cutting risks such as the lack of consolidated information of supplier’s background and history has prevailed over the need to make more efficient decision making to minimize risks that affect the supply chain. In addition, public entities had a complicated labour to search information in different sources to find providers with impediments, which generated a reactive response when infraction regulations were detected. In many times, these public procurement processes were canceled or nulled, which brought as a consequence the lack of attention the population needs in terms of quality and opportunity.
Likewise, the huge power of more than 70,000 million soles of public budget which is spent each year on public procurement process in Peru must be supported by transparency as a fundamental principle of public procurement to guarantee adequate control of contract awards and minimize corruption risks. That's why ""Single Supplier Search"" tool came about. It incorporates and enables interested parties to make decisions with information from more than 2 million state suppliers and historical information on their contracts, company composition, partners, shareholders, legal representatives and administrative bodies, contracting capacity in the case of executors of works, disqualifications established by court order and administrative disqualifications arranged by bodies authorized by law and qualifying aspects of suppliers as impediments and sanctions before they are contracted.
Consequently, ""Single Supplier Sheet"" is a big opportunity to modify buyer’s behavior considering due diligence and improving decision-making of supplier’s selection. For suppliers, it is a space in which to present their record and experience information on public contracting in a transparent way. For citizens it represents contracting supervision empowerment with quality, reliable and timely information. Also, this tool promotes competitiveness, efficiency and integrity of public procurement.
The ""Single Supplier Sheet"" seeks to be a reference tool for digital products with a wide scope aligned to the National Policy for Integrity and the Fight Against Corruption and Public Sector Due Diligence.
The tool's main goal is to become an instrument that facilitates and makes transparent the access to suppliers’ information of goods, services, consultancies and works execution; consolidating information from the Supervisory Body for State Contracting, Organismo Supervisor de las Contrataciones del Estado (OSCE), and various public entities to give users a good experience with a friendly and easy to understood tool. The tool therefore contributes to avoid conflict of interest configuration in state contracting, with respect to those suppliers that could be included in some of the impediments of article 11 of Law Nº 30225 of State Contracts (Ley Nº 30225, Ley de Contrataciones del Estado).
There is a proposal to incorporate more information sources to enrich the searching and information transparency with databases of public sector personnel, financial system, regulatory and compliance, among others. Later and gradually, there will be a design of State suppliers performance measurement model with a clear objectivity and wide-ranging scope.","a:3:{i:0;s:3:""194"";i:1;s:3:""316"";i:2;s:3:""621"";}","The ""Single Supplier Search"" implemented in 2020, integrates information sources from various sectors and, using big data for data analytics, compares information from sworn declarations of interests of public servants and authorities at national level, contracts, supplier’s impediments and qualifying aspects to contract with the state, generating automatic alerts for public entities and restricting absolute impediments. The digital tool's development used an innovation framework, agile methodologies and a user experience (UX) approach, it incorporated public procurement actors in the co-creation and experimentation process. The most relevant impact has been the time saved (from 42 to 3 minutes) on searching suppliers' impediments before state contract awards. It represents an investment savings up to 6 million soles in terms of human labour hours; and also, this tool has been accepted by more than 84% of logistics operators as helpful and a tool for fighting against corruption in public procurement.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","To date, ""Single Supplier Search"" is available for use and it has served as an information source for media reporting's labor in order to report cases of public procurement through the lens of integrity and transparency. On the other hand, OSCE is working on a results and impact assessment through a qualitative measurement of the digital tool's influence on the evaluation of suppliers interested in selection procedures. This involves collecting data through interviews and a detailed review of digital tool indicators.","The OSCE made available suppliers' contractual experience and condition information, the National Superintendence of Customs and Tax Administration provided tax information, the Republic General Comptroller shared impediments of family member information, the National Elections Jury shared information regarding elected authorities and the Judiciary on convictions for corruption, among others. In addition, buyers and suppliers participated in understanding the problem, the tool design and development phases.","The ""Single Supplier Search"" helps buyers with information to improve supplier selection, which reduces costs and frictions for selection procedure decision making. Suppliers are benefitted with more contracting opportunities thanks to an exposure window that displays their contracting historical. Citizens receive the benefits of counting with reliable and timely information available continuously, 365 days per year.","The ""Single Supplier Search"" with the Single Supplier Sheet has became a beneficial resource for public entities at the national level, since it presents integrated and updated information of more than 2 million national and foreign suppliers, and also has allowed for the validation of 324,290 offers of public contracting. Its adoption by public entities and citizens is reflected on more than 2.5 million visits made to the website since its launch in 2020. It's main results are:
- Available information sheets from more than 2 million 500 thousand suppliers.
- A total of 324,290 electronic offers have been validated since its launch.
- 20,588 impediments to get contracts were detected when sending electronic offers.
- An investment saving of more than 6 million soles due to the time reduction public entities spent on reviewing supplier information.
","One of the greatest challenges in the team has been to establish an active and continuous coordination mechanism with allied public entities, due to the need to include external sources and their rigor to keeping updated information on the ""Single Supplier Search"" tool. Likewise, the need to keep standardized information sources and integration technology were problems that the initiative has dealt with and will continue to deal with in order to enrich the tool with more information.","OSCE is a public procurement agency that since the last 3 years has been promoting an innovative culture. In that way, we believe that a crucial condition for the project's success has been institutional capacity to transform traditional processes to solutions in the digital era, while facing political changes and limited resources. It is important to develop digital products according to the digital transformation policy guidelines where the citizen is placed at the center of all efforts and initiatives. Since the project, due to its integrating nature, requires information from various public entities, it's really essential to guarantee effective and sustainable communication with all the interested parties to ensure the information's quality.","The ""Single Supplier Search"" tool has used emerging technologies and guidelines from Digital Transformation and Government Secretariat of the Presidency of the Council of Ministers, thus it can be replicated and serve different purposes. Its responsive web version allows for information to be consulted from any PC, laptop, tablet or cell phone device. The use of innovation and agile frameworks during the development and maintenance phase of the product allows effective management and assures that any change can be oriented towards a public value proposition. Replication is encouraged as the initiative has been considered as a model tool for information transparency and due diligence by the National Policy on Integrity and the Fight against Corruption.","
- A key aspect for innovation projects at the public sector is to put the citizen at the center of all efforts, through experimentation, co-creation and feedback on the solutions designed.
- Need to create an internal structure for an efficient team that allows for an agile response to changes and updates of the digital tool.
- Applying an innovation framework and a user experience design approach allows for building digital solutions that can solve public problems.
",,,"a:1:{i:0;s:5:""34106"";}",https://www.youtube.com/watch?v=gNQh4WKOeAo,https://www.youtube.com/watch?v=FOXiIXLxm3E,https://www.youtube.com/watch?v=EY-jiFn_pz8
33692,#Data4Ukraine,https://oecd-opsi.org/innovations/data4ukraine/,30/09/2022,"University of Pennsylvania/USAID","United States",central,"a:1:{i:0;s:12:""public_order"";}",#Data4Ukraine,https://web.sas.upenn.edu/mlp-devlab/ukraine-data/data-for-ukraine/,2022,"During the Russian invasion of Ukraine, relief organizations and government agencies lacked data about events on the ground and struggled to mount an effective response. New methods of event detection were urgently needed. A research team comprised of country experts and computational social scientists created a Twitter-based event detection system that provides geo-located event data on humanitarian needs, displaced persons, human rights abuses and civilian resistance in near real-time.","The all-out invasion of Ukraine by the Russia on 24 February 2022 shocked observers and policymakers. Especially in the early weeks of the invasion, relief organizations and government agencies lacked data about events on the ground and struggled to mount an effective response. Due to the surprise and the lack of existing data collection infrastructure to support a humanitarian response, new methods of event detection were urgently needed by these organizations. At the request of policymakers, a research team comprised of country experts and computational social scientists assembled to construct a Twitter-based event detection system that provides publicly-available geo-located event data on humanitarian needs, displaced persons, human rights abuses and civilian resistance in near real-time.
Twitter has been a reliable source for big data due to its easy accessibility, creating a secure channel for international communication. In addition, the dynamic of tweets and retweets manifests itself and gives us a clue about the degree of importance and involvement of each tweet. In this sense, researchers can track how many retweets each has to weight proportionally. Thanks to the great multitude of the tweet data, the hourly trend can be easily perceived by social scientists, who can accordingly highlight and illustrate spikes and dips in an effort to provide valuable insights.
To collect real-time data with consistency, the initiative of building up a sustainable pipeline is key. We accomplished streamlining and full automation of five separate procedures: backend collection with Twitter developer’s accounts, parsing and storing as digestible JSON file pieces, data wrangling and processing, reformatting and uploading tweets to the NoSQL database and updating the website on the hourly trend. Moreover, four fundamental characteristics that make the data applicable are: community recognition, event type classification, location mapping and information integration
Once it was determined that Twitter could provide valuable data and reliable communities of interest were identified, the team deliberated internally on which events to track and how best to track them. Ultimately, the team identified four types of event that would be tracked and developed a multi-lingual list of keywords to identify tweets containing discussion of these events. The events were Humanitarian Support, Displaced People, Human Rights Abuses and Civilian Resistance.
Understanding where events are occurring is a key component of the project, but a challenge facing the the project is how to map the data. Tweets come tagged with metadata that includes location, but we quickly realized that the location associated with the metadata was the location where the account was created. Add in the large displacement of refugees occurring during the Ukraine invasion, and the geotag was unusable. We turned towards pattern matching within tweet text as an alternative to identify the settlements tweets were referencing.
Pattern matching proved challenging due to numerous spellings of settlement names, compounded by the three languages tweets are primarily sent in, Ukrainian, Russian and English. To create a clean pattern match, we compiled three separate sources of settlements, including alternate spellings, that totaled over 40,000 unique names. We created a map of these separate spellings to the 151 rayons present in our data. This mapping allows us to geotag all tweets we collect, so long as they reference a commonly used spelling of a settlement name.
The initial idea behind the project was to provide a tool for governmental and non-governmental organizations to help them collect real time data as a basis for emergency response. In the initial stages both the Government of Ukraine and international NGOs were briefed on the data collection and its capabilities.
As the project has developed, we have become more aware of different potential beneficiaries, including academic researchers, lawyers filing human rights claims and others who can benefit from a massive, searchable archive of tweets. As an example, researchers conducting work on the use of rape as a tool of war are comparing qualitative evidence they have collected from interviews with survivors with the #DataForUkraine archive to both extend their list of cases and look for patterns not contained in the qualitative interviews. It is hoped that many researchers with varied interests will be able to use the archive in this way.
In the future, we hope to expand the scope of the project. Using the methodology of the Ukraine project, we are planning to collect data on other events such as climate-related environmental disasters and community responses. We can flexibly adapt keywords to identify where events have happened, which would greatly augment the limited existing data on environmental disasters and at the same time provide a resource for researchers in that field.","a:6:{i:0;s:3:""194"";i:1;s:3:""221"";i:2;s:3:""610"";i:3;s:3:""190"";i:4;s:3:""181"";i:5;s:3:""156"";}","To our knowledge, the #DataforUkraine project is the first attempt to collect and distribute near real time information on humanitarian needs, human rights violations, displaced people and collective action in the context of war. Typically data of this kind is collected either ex post through the compilation of news reports or is done in a more piecemeal ad hoc fashion. Our project, however, presents the data within a time frame that makes it potentially actionable on the ground, while at the same time preserving a quantitative and deep qualitative archive for use by researchers later. In addition, the ability of our project to geo-locate events at a low level of aggregation makes the data more useful both in real time and in later analysis.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","We are still very actively collecting, mapping and graphing data, as well as producing periodic analyses of what we have found. We are also exploring different uses for the data and working with researchers to understand the demands that the data can satisfy and to see what new projects we can create to address existing problems using the general approach.","Immediately after the invasion, USAID approached the Machine Learning for Peace team about the need for realtime data on events in Ukraine. The project required an interdisciplinary team of local Ukrainian experts, international scholars specializing in the area and data scientists capable of implementing the data collection. Local scholars and area experts were key in developing the system and interpreting the results. We have since presented the innovation to many international organizations.","The primary users of #Data for Ukraine have been governments, civil society organizations, human rights lawyers and academic researchers. By providing up to date realtime information on humanitarian needs, human rights abuses and displaced people organizations had crucial new information on which to respond. By also creating a durable archive for researchers in the future evidence of war crimes and other abuses has been preserved for later use.","In the initial stages both the Government of Ukraine, representatives of UK ministries and the FCDO in the UK, the RAIO in the US, among other international NGOs and IGOs were briefed on the data collection and its capabilities. Our team have also engaged the media and presented the project, its uses and its initial findings in public facing venues like major policy focus workshops (one run by the British Academy, with involvement of the UK Ministry of Defence and Cabinet office representatives), twitter spaces engaging leading journalist in Ukraine and the region and public lectures, though impact given the war is hard to measure systematically.
Use of the data by academic and other communities is still in its infancy, but we expect this to be a major area of impact going forward. We are actively presenting the data and its potential uses at international conferences and seminars and expect a burgeoning list of projects to emerge.","The two most significant computational challenges were (i) how to collect high quality social media data from a diverse pool of users, including users with vested interests in promoting mis-, dis-, and mal-information; and (ii) how to conduct multilingual NLP processing in Ukranian, Russian, and English.
Adapting the technical tools to fit the problem at hand and the context required integrating scholars with deep knowledge of the situation in Ukraine, with scholars of the broader region familiar with event count data collection and the tools at hand. The cooperation across multiple different specialisms has been one of the remarkable and inspiring parts of the project.
Two big challenges remain - finding a way to evaluate the impact of the project on the ground under war conditions and getting the data in the hands of people who can make the best use of it. We are aggressively addressing this now with outreach through our research networks.","A key condition for success is to bring together the broad range of human resources necessary to make a success of cooperation across disciplines, cultures and languages.
To overcome computational problems we identified high quality social media data through a community detection strategy that identified well connected users who amplify opinions of verified leaders. Initial accounts were manually selected by researchers with local knowledge. We then collected the timelines of these high quality accounts and implemented a community detection algorithm of mentioned accounts with over 3,400 high quality connected sources. To address the difficulties of multilingual content related to the invasion we developed an extensive list of 1892 keywords across English, Russian and Ukrainian. The technical lessons we learned in this project can be disseminated to researchers and policymakers and make it easier to build a system that is responsive to the next crisis to strike the global community.","The core innovation here is the creation of event data in near real time in contexts where access for traditional media and other sources of reporting is difficult. The point is to find a way to collect and store crowd sourced data. Clearly, the possibilities for replication are extremely broad. One example we are currently working on is the collection of similar event data on environmental challenges and patterns of response, including migration, protest, and other kinds of collective action. Existing databases of natural disasters are strong on the collection of environmental data with high human casualties, but much weaker on smaller events and essentially silent on the social responses. The goal will be to combine existing environmental data with tools specifically designed for the collection of data on non-fatal but still meaningful environmental changes and on social responses, including protests and activism.","A most important lesson learned from overcoming computational challenges to capture quality data is the importance of early validation in scaling up data collection. Our strategy build quality controls from the ground up. Rather than collecting all available data and then identifying “quality” sources, we begin from quality sources and follow user accounts that high quality sources regularly amplify. This allowed us to scale to higher numbers of quality users faster.
From a human resources perspective, the key lesson here is build a team that integrates the technical knowledge to collect, store and present the data, with subject experts who can identify what kind of information is important to collect in the first place and then can interpret the product that emerges.
Finally, there remains a gap between innovations and end users. Learning how to bridge that gap is a challenge that requires public outreach and investing time in diffusion.",,,,,,
33698,"Deliberatura – Council to the street",https://oecd-opsi.org/innovations/deliberatura-council-to-the-street/,30/09/2022,"Corona foundation and extituto de politica abierta ",Colombia,local,"a:2:{i:0;s:7:""science"";i:1;s:16:""Open Government "";}","Deliberatura – Council to the street ",https://deliberatura.org/,2021,"Council to the street is an innovative strategy to strengthen democracy through citizen participation. It is a strategy that brings the city's institutions out to listen and respond to citizens in public spaces. Citizens identify their priority needs and requirements and in a public session the Council and the Mayor's Office respond to them. The citizens should be the overseers of the commitments reached in the space. During the process the citizenry is strengthened and accompanied.","Communication between government and citizens is a permanent and increasingly demanded necessity. Especially bottom-up communication. Citizens do not feel heard and do not find mechanisms for collective dialogue. In a context such as Buenaventura's, where poverty, violence and corruption rates are among the highest in Colombia, promoting open government strategies is urgent. Deliberatura - Council to the street brings together citizens with the actors involved in the execution and control of the city's budget, so that they can respond to the needs that citizens identify as priorities and which have not been met.
Prior to the public session, a joint work session is held with community leaders to identify and prioritize their needs. This information is shared with the City Council and the Mayor's Office. A public space is selected in the sector of the city where the community leaders involved live. In the public session, the leaders receive an institutional response and generate commitments that benefit the citizens.
Citizens receive a methodological accompaniment that seeks to strengthen their competencies in Open Government, methodologies and the right to citizen participation and political incidence. Methodologies of dialogue tables, co-creation, KAIROS methodology and others are used. The methodology is adapted based on the needs and particularities of the community and the lessons learned in the implementation.
The objectives of the innovation are:
- Strengthen capacities of public entities to favor collective citizen participation.
- Generate training spaces for citizens to make better use of the spaces for participation and greater knowledge of the public sector.
- To favor the fulfillment of citizens' needs and generate spaces for citizens to follow up on their commitments.
- Demonstrate improvements in citizen participation processes that use deliberation, as opposed to aggregative processes.
Street Council has been held seven times in different sectors of Buenaventura (urban and rural). It was held four times in 2021 and three times in 2022. The City Council is expected to adopt this practice and institutionalize it through a municipal agreement.","a:3:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""143"";}","Compared to other types of strategies for dialogue between government and institutions, the Street Council is innovative because:
- It allows citizens to be trained and be part of the process and not only participate.
- It has adaptive methodology, the project owners build with citizens and institutions the work route to ensure effective participation and legitimacy in the process.
- The requests and commitments made in the space for participation are compiled in a systematization document for citizen monitoring.
- It promotes deliberative participation methodologies on aggregative participation.
","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The project has been under implementation since 2021. The innovation strategy arose from a previous work in 2020, a mapping of leaderships and the collective construction of priority issues to be worked on. The Street Council is under permanent evaluation by the implementation team, the methodological team, allies, the city council and citizens. This allowed improving the methodology from one iteration to another in order to achieve greater participation and advocacy. The project is under implementation and permanent evaluation to improve the methodology to achieve greater participation and impact. In this way the implementation and evaluation are in dialogue, permanent processes within the street council, which facilitates improvements and sustainability of the innovation. We are also designing a sustainability model that will allow this exercise to be replicated despite the changing electoral cycles.","Activa Buenaventura is an alliance that has been operating for more than 4 years. Different civil society organizations, we joined together in order to strengthen the capacities of the government, the municipal council, multi-stakeholder leaders and open data for all. From the corona foundation, we have sought allies such as extituto, carvajal, usaid and other organizations that are fundamental to achieve technical support in the deployment of the strategies co-created by all the organizations.","The users and beneficiaries of the innovation process are citizens and the municipal government (District Council and Mayor's Office). The Street Council is designed to facilitate deliberation between these actors for the benefit of the democratic process. The stakeholders are the civil society organizations that promote this type of exercises, we facilitate the design of the methodology, accompany the implementation, support logistically, generate high quality systematization and evaluation.","The main achievement of the Street Councils is the creation of spaces that allow citizens to make known the most important problems of each sector, before the District Council as a body of political control and before the different departments of the District Administration.
Also to make the different departments and offices of the Mayor's Office acquire specific commitments to provide solutions to citizen problems.
Additionally, the project has gained legitimacy on the part of the community and local institutions, due to the fact that the spaces have a methodology that provides results and guarantees for all stakeholders.
The implementing team is a team with extensive leadership in the territory, which has allowed us to reach places with high security risks and that if it were not for these initiatives, would not have an effective institutional response.","Despite being an innovative initiative in Colombia, it faces several challenges that we would like to describe:
- The first consists of the sustainability of the project in the medium and long term. Due to the insecurity of the territory, the dynamics of local corruption and the absence of consolidated leadership, it is essential to achieve a strategy from civil society, which allows to sustain the project in monetary and operational terms in the coming years.
- The second is to consolidate the methodology of the exercise in order to achieve an effective institutional response to citizen problems. This point is key for the mechanism to generate trust and be sustained over time.
","
- Political will of councilors and mayoral offices.
- Legitimacy of civil society organizations that facilitate the process for the trust of citizens and institutions for their effective participation.
- Training and co-construction processes with citizens for their participation in the process.
- User-centered open-source design and development
- Effective and continued online/offline strategies to engage citizens
- Specific technical, human, and financial resources to sustain, update and implement the different strategies of the project
","Until now, the innovation is in its first implementation phase until 2023. After this project cycle, Deliberatura as a public innovation proved practice will be replicated in other contexts in Colombia, and in the local public administration. Is Activa Buenaventura’s desire to replicate the initiative in key policy areas that need an innovative co-creation mechanism to improve the effectiveness and legitimacy of decision-making process.","During the evaluation processes, the main lessons learned are:
- It is necessary to prioritize and categorize citizens' issues to avoid dispersion in the participation space.
- It is preferable to create spaces for participation focused on a theme or population to avoid generality in the institutional response to citizens' needs.
- Prior work for the appropriation of the methodology by citizens and institutions is fundamental for both actors to fulfill their role in the street session.
- The fact that all actors have the same information prior to the event on the questions and priorities of citizens facilitates deliberation.
",,,,,,
33732,"Frameworks in Lebanon",https://oecd-opsi.org/innovations/frameworks-in-lebanon/,30/09/2022,"Willminds LLC",Lebanon,other,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}","Frameworks in Lebanon",https://bit.ly/WillMindsYouTube,2021,"The innovation is a new and comprehensive awareness program to apprise the public of the existing policy and legal framework in which they operate in Lebanon, through the mapping of existing laws and decrees, by topics and sectors. The aim is to understand the existing framework as a first step in working toward a just one. This empowers public officials and citizens with the right information to establish rule of law and accountability and to flag out gaps, inconsistencies and required reforms.","A well-established and just legal and policy framework is the foundation of an effective and well-functioning democratic society with a healthy ecosystem for people to prosper. It gives structure to the relationship between the state and the population, and define the parameters for legal conduct. It ensures that solid institutions and policies are built to help Lebanon tackle the most pressing development challenges and in turn help alter norms and behaviors that favor progressive development outcomes. Thus, understanding and establishing a sound and enabling policy and legal environment is particularly important as it impacts many other strategic pathways and lay the groundwork for an adequate rule of law.
In Lebanon, legislations and policies exist on paper but they will remain paper tigers if they do not result in changes in patterns and behavior and if they allow continuation of impunity. This is particularly evident because:
- Few if any of the key stakeholders are aware of their existence, have access to them or understand what they mean.
- Some of them are chaotic, deficient, inconsistent, and outdated-not meeting updated requirements.
- Most are complex, multi-layered and in many forms (laws, decrees, regulations, binding agreements etc).
- Many binding and non-binding provisions and recommendations of international conventions have not been incorporated in them.
- Regulators are ineffective and poorly resourced to force their implementation.
Thus, there is an urgent need to inform widely government officials and the public at large, give public officials the confidence to use the tools at hand, and empower citizens to exercise their rights and obligations, while at the same time encourage the creation of a healthy ecosystem for investment and reforms with a check and balance system.
The project provides a comprehensive, creative and simplified layout of existing legal and policy provisions in Lebanon, using people’s language, produced in visual and oral style through videos, displayed by series and per topic, in both Arabic and English. The objective is to create a participatory buy-in process, through which stakeholders understand, influence and share control over initiatives, decisions and resources that affect them. This is vital to the basic right of public information, public legitimacy, acceptability and enforcement of laws and to investment in new laws. It will provide useful comparison with international best practices, identify gaps and overlaps, highlight urgent attention and introduce necessary needed improvements, as well as catalogue constructive proposals for development and provide clarity in responsibilities and mandates to strengthen governance and accountability.
The first series that was implemented, but yet to be completed, was entitled “Anti-Corruption Framework in Lebanon” and comprised 12 episodes. It is the first among other series that will tackle different frameworks such as “Taxation Framework in Lebanon”, “Dispute Resolution Framework in Lebanon” etc. The methodology used was a comprehensive mapping and catalogue of applicable laws and core documents, for each topic, including multiple sources of law (regulations, acts, bylaws, policy procedures, and laws and decrees etc.), followed by a short and simple summary of the basic provisions of each to produce the video series in an interactive and straightforward manner with English subtitles to reach local residents as well as Lebanese diaspora.
Once the policy and legal environment has been reviewed, assessed and understood, and the policy and legal inventory is completed, through these series, it is useful to conduct an analysis of the gaps and opportunities to systematically determine policy and legal needs.","a:9:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""302"";i:4;s:3:""210"";i:5;s:3:""317"";i:6;s:3:""616"";i:7;s:3:""320"";i:8;s:3:""621"";}","The innovation is unique, personalized and targeted. It stands out from the rest and makes the life of public officials and citizens easier. It converts data into knowledge and benefits, and brings together cross-cutting issues for efficiency and integrity. Many videos, tackling some laws and explaining policies, have been made before in infographic terms; however, none tackled a general inclusive framework, in various episodes highlighting different topics within that same framework.
Instead of searching across all laws and policies, if and when accessible, reading through several pages, and not clearly understanding the meaning behind the provisions; the features of the project has brought a comprehensive overview of these frameworks, explained personally, in people’s language, in a consequent manner. It reflects the available and the compatible, the accessible and the equitable, policy coherence and legal interoperability, as well as it optimizes value and resource.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The innovation is at the stage of implementation and evaluation. A first series of 12 episodes, entitled “Anti-Corruption Framework in Lebanon”, was implemented, but yet to be completed. It included the following topics:
- United Nations Convention against Corruption “UNCAC”
- Forensic Audit
- Law on Anti-Corruption in the Public Sector and the Establishment of the Anti-Corruption Commission
- 2030 Agenda for Sustainable Development
- Law of Assets and Interests Declaration and Punishment of Illicit Enrichment
- Right of Access to Public Information
- Law on Asset Recovery resulting from Corruption Crimes
- Law on Fighting Money Laundering and Terrorist Financing
- Bank Secrecy Law
- Law on Declaring the Cross-border Transportation of Money
- Ombudsman Law
An evaluation was conducted after this series, to assess the outcomes and flags out needs for the project to reach its intended results. This series is still to be completed while other new framework series need to be developed.","Many Members of parliament gave their inputs on existing laws and regulations, highlighting the needed frameworks to focus on. The compilation of the various laws and policies were made accessible by the official gazette at the directorate general of the Council of Ministers. Civil Society organizations and citizens contributed, indirectly, through websites including essential information of interest and by creating the opportunity for such a project via demands of rights and obligations.","The project affected many stakeholders. On the one hand, citizens, civil society organization and marginalized groups were better informed to shape their impact, exercise their rights and act as a critical check on government at all levels. It enabled them to understand the proper functions of the different sector actors in order to hold them accountable. On the other hand, justice actors and public officials were empowered to act.","The results and impacts of this innovation, measured by way of views and engagements with the videos and totaling around 150,000 reaches, are numerous and include:
- Compilation of the various instruments by topic in one place.
- Facilitation of planning and implementation within the context described.
- Instillation of understanding by the public of the existing framework
- Providing an enabling environment in which to operate.
- Defining roles and responsibilities within each framework
- Triggering of public officials to look out differently to existing frameworks
- Highlighting overlaps, gaps and red flags.
If the innovation is elaborated and other frameworks are put in place, this will provide an essential foundation for these laws and policies to be implemented and enforced. Understanding the various framework in which people operate, virtually allow them to obey laws, even when doing so contravenes their personal interests, and empower them to provide their social input.","Two main challenges have been faced during the implementation of the project:
- Lack of human and financial resources: The innovation was launched by bootstrapping and investing my personal time, skills and financial resources. I did it with what I had at hand. I wanted to make a difference and I had the strategy and the vision; however, I lacked the big team and the money, so far, to take it to the next level and market it widely. The videos should not always feature the same person; but rather each framework should be introduced by a person.
- Collaboration: I had many collaborators, mainly Members of Parliament, but the main lack was not having the administration of the Lebanese parliament on board. So, the innovation ecosystem needs to improve.
However, these challenges can actually help, not hinder, the innovation performance as they are not barriers but rather encounters that can be addressed.","There are three main conditions for necessary success of an innovation:
- Leadership and guidance: which is existent in the case of our project through the right intentions, a clear direction that encourages collective effort to go forward and the right framework far from a rigid structure.
- Human and financial resources: which are our biggest challenges. However, we play our strengths, we innovate in areas where we know what we are doing.
- Personal values and motivation: we want to simplify something that’s complex and we need to change the game by playing our strengths and testing our ideas.
","So far, the innovation has not been replicated to address similar problems. It has been used in an educational and awareness way to instill public curiosity, information and accountability and to challenge decision-makers. It has only been implemented for a specific framework, Anti-Corruption, and it should be further developed and be replicated to cover all other essential frameworks in Lebanon (from taxation, to dispute resolution, to sectorial-level framework etc.) However, there is much potential for it to be replicated in Lebanon and in other countries as well.
In Lebanon, it could be done by all levels of Government (legislative, executive, municipal, judiciary etc. ) to lay out the foundation of their structure and integral work. Other countries can also replicate it to assess, analyze and enhance their legal and policy frameworks. Replication can be good to validate and improve on this innovation and it should be incentivized.","
- This experience triggered me to challenge myself and to think in new possibilities: to think of the Lebanese landscape being composed of different legal and policy frameworks, each addressing a sector or issue, mapped and compiled easily and tailored to the average citizen, which is the weakest stakeholder in the entire cycle of policymaking.
- The average citizen is the person of concern and being able to analyze and assess the challenges and protection gaps that affect it, was my integral approach.
- The project was not easy and I learned that I cannot do it alone. Tools and partners are needed as well as feedback and support.
- I always thought of innovation as doing new things, but I learned that it can also be about establishing a new way of working or a new culture. In my case, it is about creating human dynamics and participatory approaches to maintain an orderly and productive society, creating the conditions that enable a democratic society to develop and thrive.
","This innovation created a special mindset in me. It helped me shift focus and develop a social enterprise, that cooperates with the public sector and civil society organization to fix power imbalance in society.
Willminds LLC was established in 2020 to solve problems of Justice accessibility, fairness and efficiency through innovative consulting and dispute resolution. Its mission is to work with all community sectors to enhance rule of law, turn conflicts into agreements and empower people to become agents of change. Its vision is to lead the balanced practice of human and state security.
This project was a groundwork for a new mindset about rules of law and social order. It reflects the fact that access to justice is not always about quantity (more court rooms, more staff, or more justice houses…) but rather also about quality in terms of changes and development of the legal and policy framework and better access to information among others.","a:1:{i:0;s:5:""33738"";}",,,https://www.youtube.com/watch?v=vnJceJAUKes,
33750,"e-me Digital Educational Platform",https://oecd-opsi.org/innovations/e-me-digital-educational-platform/,30/09/2022,"Computer Technology Institute and Press ""Diophantus""",Greece,central,"a:2:{i:0;s:9:""education"";i:1;s:11:""information"";}","e-me Digital Educational Platform",https://e-me.edu.gr/,2020,"As part of the national plan for the digital transformation of education in Greece, the Greek Ministry of Education's technical body designed and developed “e-me”, a social, collaborative, and extendable cloud-based digital educational platform for pupils and teachers. The goal was for e-me to provide a safe digital workspace and collaboration environment for the entire Greek K-12 community of 150.000 teachers and 1.5M pupils and, thus, to operate as the Greek public official digital educational platform for schools by supporting formal, non-formal, or informal learning experiences. It was used nationwide as an asynchronous distance learning platform during the Covid-19 pandemic and continues to evolve, currently serving more than 650,000 users.
","e-me Digital Educational Platform (e-me.edu.gr) is a social, collaborative, and extendable cloud-based platform, which provides a safe digital workspace for pupils and teachers to connect, communicate, cooperate, create and share educational content, manage assignments, publish their work, and reflect on tasks and achievements. It supports the creation of online collaboration spaces (hives) by both teachers and pupils. Hives are self-contained, social, collaborative, and regulated learning spaces (private or public), which offer a shared file space, collaboration tools, and a powerful communication tool, the “Wall”. e-me provides various difital tools to enhance teaching and learning, and also supports social networking among pupils and teachers, cloud file storage and file sharing, interactive digital educational content development, assignment management and task monitoring, e-portfolios for treasuring selected personal achievements, personal and collaborative blogs and use of OERs retrieved from digital repositories.
e-me has implemented a key component of the national plan for the digital transformation of education in Greece. It was designed and developed for the Greek Ministry of Education (MoE) by its technical body, the Computer Technology Institute & Press “Diophantus” (CTI), in the framework of the ‘Digital School’ large-scale initiative (2010-2021). The goal was for e-me to provide a safe digital workspace and collaboration environment for the entire Greek K-12 community of 150.000 teachers and 1.5M pupils and, thus, to operate as the Greek public official digital educational platform for schools. e-me was first launched in 2015, as a next-generation platform that grounds its pedagogical innovation on the Personal Learning Environment (PLE) model and on student-centred design principles, encouraging equal participation, socially mediated construction of knowledge, and co-creation of educational content easily redistributed among peers. Designing for a large, national scale was an interesting, yet challenging task. Our goal was to develop a pedagogically modern, easy-to-use and technologically advanced platform, with state-of-the art architecture while providing a sustainable solution for the future. The design of e-me took into consideration the needs and expectations of school community members as expressed via an open call and was based on a fruitful exchange of views with pedagogical and technical experts as well as on extensive market research on educational and social platforms, focusing on their popular features.
According to its design principles: e-me is a user-centered platform, that focuses on people i.e. pupils and teachers, rather than on classroom and classroom-related activities; it is primarily aimed at pupils; it is a social platform, empowering the development of soft skills (e.g. cooperation, leadership, critical thinking, flexibility, adaptability, and negotiation skills); it is a democratic platform, encouraging students to actively participate and have a responsible role in all activities and opportunities. Furthermore, e-me supports a sustainable business model for growth and expansion: e-me has been designed as an “open container for apps”, an open framework that enables third-party integration of tools, and encourages the educational community as well as the software market to contribute with apps that extend its functionality. During the covid-19 pandemic crisis, e-me was one of the two official distance learning platforms offered by the MoE to all Greek schools to support emergency remote teaching in K-12 education in Greece. Unlike most countries in the world, which utilized commercial platforms such as Microsoft’s and Google’s, Greece innovated, since it had a modern public platform, e-me. Among others, this ensured that user data was hosted on public infrastructure.
Within two months of school lockdown, e-me reached 400,000 users; 120,000+ hives were created, representing either formal online classrooms or informal collaboration spaces; 10,000 hives were created by pupils, covering their need for peer communication and collaboration during quarantine time; thousands of public hives were created by teachers to support open communities of practice. Teachers also became digital educational content creators, developing 250,000+ interactive learning objects with the “e-me content” app. Since then, e-me has evolved greatly and expanded with new functionality, being today a mature and innovative platform with more than 650,000 registered users (140,000 teachers and 530,000 students), and three editions/installations [the official e-me (e-me.edu.gr), the ""e-me for all"" edition (4all.e-me.edu.gr), and the new multilingual European edition (e-me4all.eu)].","a:4:{i:0;s:3:""876"";i:1;s:3:""614"";i:2;s:3:""373"";i:3;s:3:""623"";}","e-me is a social, collaborative and extendable cloud-based educational platform, which grounds its pedagogical innovation on the Personal Learning Environment (PLE) philosophy and the user-centred design principles to which it adheres. To the best of our knowledge, e-me is one of the first -if not the first- implementations of a PLE for school education, which has been designed to be used nationwide by all Κ-12 students and teachers, has been developed based exclusively on open source software, and is offered as a public service by the MoE. As opposed to traditional ‘one size fits all’ learning management systems, a PLE, such as e-me, provides access to a variety of resources while the user interacts with others, using tools tailored to their needs and preferences in a single learning environment, which facilitates the development of soft skills and encourages the transition from the traditional model of knowledge transfer towards a new model of socially-mediated knowledge construction.","a:1:{i:0;s:9:""diffusing"";}","After having been implemented nationwide, e-me continues to grow and is being used by the K-12 school community in various constructive ways. It is worth mentioning that e-me has been successfully used to host the National Biology Contest for Middle High School Students held under the supervision of the MoE. Moreover, e-me has been selected as the platform that will support the creation of online communities of knowledge and practice in the context of the In-service Training of Teachers in the utilisation and application of Digital Technologies in the teaching practice offered by the Greek MoE. Most importantly, the platform is already being customised to support activities and interactions within and across educational partnerships in a multilingual context in Europe. Schools in Portugal, Poland and Cyprus are beginning to use European e-me on a pilot basis, to support collaborative educational projects. Schools in Germany, Bulgaria, Lithuania and Latvia are to follow.","School community members were invited via an open call to contribute to the design of the platform by defining their needs and expectations. Pedagogical and technical experts were also involved in productive meetings during the design process, providing useful advice. Furthermore, members of the educational community and organizations have embraced the open framework of the platform (which enables 3rd party integration of apps) and have developed/customised and integrated their apps in e-me.","Pupils and teachers are the main beneficiaries of the innovation. Pupils enjoyed a secure digital workspace to collaborate, socially connect, co-create, and develop soft skills, having a responsible role in all activities, on an equal basis with teachers. Teachers were offered a free, public, and modern platform to support their teaching and facilitate all their activities. Moreover, institutions, researchers, and even the private educational sector benefited by using the “e-me for all” open edition.","Until now, 175,000+ hives have been created in e-me, representing either formal school classes or informal collaboration spaces. 15,000 public hives have been set up as open educational communities, mostly by teachers wishing to share good practices, guide each other and exchange learning resources. Regardless of their limited prior experience, teachers have become content creators developing 500,000+ interactive learning resources with the ‘e-me content’ app. They have also discovered ways of using e-me apps for applying differentiated learning strategies by adapting digital content and tasks to students’ varied learning needs. Along with teachers, students have developed digital literacy and participatory learning skills by creating their own hives (10,000+ student hives) and becoming co-creators of content, managing, thus, not only to adjust to new educational practices but also to view digital tools as a means of informal learning fostering peer communication and collaboration.","During the Covid-19 pandemic, a rise of 4000% in e-me usage raised issues of scalability that had to be quickly resolved. This urged e-me to triple its initial infrastructure and to improve its features to meet additional user needs. However, the greatest challenge is faced after the pandemic and is related to the sustainability of the innovation. Sustainability of novel digital products and services by the public sector requires the investment of financial resources on a regular basis, to ensure that the infrastructure is well maintained, the software is constantly up-to-date, and that the system is upgraded regularly, while new features and functionalities are being added. This presupposes the existence of a dedicated Research and Development team that allows the organization to move forward and to stay ahead by catering to new user needs.","Necessary conditions for the successful design and development of such pedagogical innovations include:
• A team leader that holds a positive vision, is team-oriented, provides appropriate guidance and encourages everyone to be involved
• Team members that are value-driven, intrinsically motivated by a strong sense of purpose and obligation to create change","e-me is currently available in three installations (editions), each addressing different target audience with similar needs:
- The Greek official edition of e-me (e-me.edu.gr), offered by the Ministry of Education to all Greek schools of primary and secondary education, providing a secure environment where access is allowed through national Greek School Network accounts via a Single Sign-On mechanism
- The open to everyone ‘e-me for all’ Greek edition (4all.e-me.edu.gr), aimed at all educators, learners, researchers, academics, and any other interested party through free registration
- The multilingual European edition (e-me4all.eu), launched recently (February 2022) to support collaboration among schools, universities, institutions, etc. at a European level. Currently the multilingual edition of e-me supports English, Greek, Portuguese, Polish, Lithuanian, and is being customised to also support Latvian, Bulgarian and German.
","Our experience of e-me large-scale use as a PLE during the Covid-19 pandemic sets an example on the benefits of these new generation learning environments in terms of their openness, personalization, customization, flexibility and social networking, which is a stimulator for innovative pedagogy. All in all, despite overwhelming challenges and ‘vulnerabilities in education systems’ caused by the pandemic, new pedagogical practices, as witnessed with e-me, have emerged concerning e-learning, unfolding a broader need for flexible and resilient educational systems.","The current e-me version 3.1 was released in September 2022. It is a stable, mature, and upgraded version that incorporates all the experience gained from its nationwide use and from its 650,000 users.
Related Publications
Megalou, E., Tsilivigos, Y., Kaklamanis, C., Politi, A., (2022). The evolution of e-me Digital Educational Platform and experiences from its nation-wide use in schools during Covid-19 pandemic. In Proceedings of EDULEARN22: 14th International Conference on Education and New Learning Technologies, (pp. 6619-6628), IATED. doi: 10.21125/edulearn.2022.
https://dschool.edu.gr/wp-content/uploads/2022/07/MEGALOU2022EVO.pdf
Megalou, E., Koutoumanos, A., Tsilivigos Y., & Kaklamanis, C., (2015). Introducing ""e-me"", the Hellenic Digital Educational Platform for Pupils and Teachers. In Proceedings of EDULEARN15: 7th Int. Conf. on Education and New Learning Technologies. Barcelona, (pp. 4858-4868) IATED. ISBN: 978-84-606-8243-1 / ISSN: 2340-1117.",,"a:3:{i:0;s:5:""33772"";i:1;s:5:""33779"";i:2;s:5:""33789"";}",https://youtu.be/-zzShgc6llQ,,
33771,Trancity,https://oecd-opsi.org/innovations/trancity/,30/09/2022,"BHTrans - Belo Horizonte Transport and Transit Company",Brazil,local,"a:1:{i:0;s:9:""transport"";}",Trancity,http://www.scipopulis.com,2020,"Most Brazilian metropolises have a transport network operated by a private company which makes it difficult for transport authorities to have a bright view of the public transport functioning. TRANCITY is a public transport monitoring dashboard which integrates different sources of data, such as bus location, ticketing and cameras, providing real time and historical information that supports management, planning and the operation of public transport networks, with data driven evidence.","Cities are complex systems. Local decisions affect their functioning, in often unpredictable ways. It is increasingly necessary for managers to base their decisions on data and evidence to help predict the consequences and monitor the effects of those decisions. However, making correct and timely decisions based on a confusing array of information obtained from diverse sources remains a challenge. The many contemporary monitoring systems generate a huge mass of data and much of it is currently not being used in daily decision-making processes. This occurs when the data generated are not transformed into information, are not available at the right time or are not contextualised for the specific use.
As the volume of data grows, analyses become more complex and demand greater computing power, storage space, and more advanced processing systems. Many types of data are generated (both from the transport operation and from external sources that interfere directly in the transport system). Therefore, it is necessary to create relationships between the various data sources and to store events in a structured way, facilitating their retrieval from multiple criteria that allow trend analysis and situational awareness. Decision-making amidst this complexity requires the integration of data and processes from various sources so that choices are effective and consider the complexity of the urban environment.
Furthermore, for managers or control teams to be confident in their decisions, it is necessary that information is visible quickly, accessible in a precise manner and contextualised for each actor in the definition process, i.e. organised according to their activity or need. Data storage should also be done in a way to ensure scalability and agility in the search for information through a platform that integrates and correlates in real time information from various systems and/or subsystems, sensors, and databases, organised in multi-layers simultaneously in a single environment.
Summing up to this, the COVID-19 pandemic had a huge impact in the urban mobility system all over the world, and public managers and bus operators had to deal with an even more dynamic demand, as urban mobility behaviours were shaken up. In this sense, we have made Trancity available for all Brazilian state capitals, and that’s how our cooperation with BHTrans started.
For these reasons Scipopulis developed the TRANCITY platform. Based on data such as the GTFS transport network schedule, bus positioning (GPS), ticketing data and other available data sources, the platform calculates metrics such as average speeds, circulating fleet and line frequency and is able to generate reports that help identify bottlenecks, changes in transport demand and supply and the impact of problems according to the number of passengers.
Trancity comes to revolutionise traditional transport planning methodologies assisting public servants on their daily transit management and control tasks, and finally contributing to the creation of more human and sustainable cities and providing better service to their citizens.
In short, the operation of cities - in particular, the management, operation, and planning of transport - benefits from a Data Management, Integration and Visualisation Platform, which allows all the actors involved, i.e. public managers, operators, and citizens, to obtain consistent information through a unified interface. Subscribing to Trancity, municipalities can have a high-quality planning and analytics platform which costs less than the average wage of a data scientist.
Trancity is set to be constantly evolving. Nowadays Trancity is running in 15 cities in LATAM and Europe. Our data architecture and infrastructure are ready to receive more and more data from other cities.","a:8:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""221"";i:5;s:3:""239"";i:6;s:3:""611"";i:7;s:3:""184"";}","Trancity combine the use of cutting-edge technologies in the computing area, such as cloud infrastructure, platforms and techniques for processing huge amount of data (big data of real time location and ticketing system from thousands of buses, alerts such as flooding, traffic accidents, and video monitoring), the use of machine learning algorithms for prediction and automation of data analysis and recent techniques to protect privacy in the processing of personal data.
Trancity also has a module that estimates the volume of greenhouse gas and air pollutant emissions, from each bus circulating through the city, based its average speed and details about the vehicle (such as its engine technology, and type of fuel). The platform is offered as a Software as a Service, with unlimited number of users for a given organisation, and every new feature implemented is available for all users and clients.","a:1:{i:0;s:10:""evaluation"";}","Our platform has already been used by 15 different cities in Latin America and Europe and we are ready to serve new customers. Today we are working on the implementation of new functionalities such as the automation of analysis of origin-destination and passenger flows, using ticketing data.","BHTrans officials, our partners in this pilot, after a first period using Trancity, asked for customizations in our platform to be made and facilitate their daily tasks, such as the visualisation of all traffic lights in the city, the flood risk areas, the analysis by user-defined areas/polygons and not only by corridor. All these customizations are very important because we are addressing the real necessities of the ones who need those information.","Citizens benefit from a more reliable and fair public transport, and information once the analysis was used to communicate with them at Twitter. BHTrans reported that they make modifications to the transit lines quicker and now are able to measure the impact of proposed actions, for instance traffic lights time and itinerary modifications. Also, they were able to further charge the terms of the contract, as they had evidence based on data, representing an efficiency gain for public management.","
- Better transit planning for public managers: origin-destination matrices directly from the ticketing system (instead of one matrix every 10 years, with traditional methods).
- Better communication with population: i.e. CO2 and pollutants emissions measurements in real-time, and comparison to the sustainable development goals (instead of estimations using a large-scale approach).
- We measured the number of buses monitored on our platform, which today stands at 28,000, which corresponds to 16 million passengers and a total of more than 56 million citizens who can benefit from improved services, planned from the use of the platform.
","One challenge was to adapt the bureaucratic processes with the dynamics of the pandemics and the speed of information provided by Trancity. Even though public managers were able to detect lines where the bus offer was not adapted to demand, the bureaucratic process required to modify service orders introduced huge delays on the adaptation of public transport during pandemics. The lessons learned will inform the next bidding process so that new contracts can be more easily and dynamically adapted.
There was also a challenge related to integrating Waze data into Trancity. Even though we had already worked with Waze before, Waze does not yet provide licences for private partners. We would have to be a sub-licensee for the city of Belo Horizonte, which didn't happen in time for the project despite our efforts. We contacted Waze about this case and they are trying to support new licensing modes so that private partners can work along with cities using Waze data to solve traffic problems.","It is very important that public authorities own transit data so they can use and manage as it is more convenient for the population. Indeed, to make Trancity work it needs two types of data: Automatic Vehicle Location (AVL) and a General Transit Feed System (GTFS). In many cities where private operators run the bus network, the granting authority doesn’t have access to the AVL data, whether because the private operator owns it, or only because it is not clearly specified in the terms of the contract that the AVL data should be published as open data.
Also, most of the cities don’t yet have the public transport data in a structured GTFS format. It can be very time and cost consuming to produce it from scratch. It is also important that there is continuity over different mandates, that technical teams are able to rely on high-quality systems independently of the mayor party. That the solution implemented is not discontinued from a term to another.","Our innovation was firstly designed to meet the demand of the São Paulo Municipality, for better management and control of their bus network. Since then, our innovation has been deployed in more than 15 cities in Latin America and Europe, providing a high-quality solution for cities varying from 150,000 to more than 12 million inhabitants. In its actual state, Trancity fits in any city in the world, and as it is in constant evolution, with new features being developed constantly, there is an immense potential to be continuously replicated to more and more cities, because Trancity uses data in a global standard format.","This project allowed us to learn a number of things. First of all, bus contracts must be quickly adapted to a new reality of more dynamic cities, where the demand for transport can vary drastically from one day to the other. This is a fundamental issue if we want to use data to have bus networks better adapted to citizen demands. We also learnt that the possibilities of using data to improve traffic and transport management are endless. The city of Belo Horizonte already had other demands for data integration such as using Waze data to compare bus traffic with car traffic and integrating bus speed data with semaphore programming to automatically give priority to buses to improve operational speed.",,,"a:1:{i:0;s:5:""33791"";}",,,
33800,"Bridging the Barriers Between Government and Academia",https://oecd-opsi.org/innovations/bridging-the-barriers-between-government-and-academia/,30/09/2022,"Office of Innovation - City of Austin, TX","United States",local,"a:1:{i:0;s:7:""science"";}","Bridging the Barriers Between Government and Academia",https://public.tableau.com/app/profile/city.of.austin.office.of.innovation/viz/ResearchprojectsbetweenCOAandUTAustinsupportedunderILA/Introduction,2020,"Since 2020, the City of Austin (COA) and the University of Texas (UT) have collaborated on over twenty diverse research projects under the legal and administrative framework of a five-year, ten million dollar master interlocal agreement (ILA). Among a very few of its kind in the USA, this ILA is an ""innovation enabling innovation"" that bridges the barriers between two large, extremely complex organizations and fast-tracks the launch of research and innovation projects by four to five times.","In 2019, the COA contacted UT to explore opportunities to collaborate with the university’s Good Systems program. Good Systems supports teams of interdisciplinary researchers that take on real-world problems and propose solutions that are informed by computer science, social science, and humanities perspectives, with a strong focus on the ethical implications of artificial intelligence technologies on society. The COA and UT quickly realized there was no easy way for teams to meet, connect, and explore their mutual interests in this emerging field. Research and work agreements between the city and UT are not new; however, collaboration had previously been ad hoc and relied on personal relationships to identify collaborators. Further, it was extremely difficult and timely to enter any kind of contract since neither organization had a standard process for authorizing research projects.
The initial solution involved curating design-thinking workshops for targeted groups to come together. The collaborative workshops had a twofold purpose:
- Identify potential real-world projects that had a need for research; and
- Identify research teams that were interested in or aligned with the research needs. The end goal was for these trans-disciplinary teams to put forth project proposals for funding. Ultimately, nine artificial intelligence-focused projects from as many domains were selected for almost one million dollars of UT funding.
This partnering prototype introduced a viable, repeatable framework for city-university collaboration. It tested the theory that with a strategic and coordinated approach and dedicated staff in place, collaboration would be more efficient and productive. The next hurdle was how to expand and scale these to City-funded projects. Many times, research and innovation projects are not undertaken either because teams don’t know where to begin or the contracts, legal agreements, and approval requirements are too challenging. Data from previous years showed that the processes for negotiating contractual terms and conditions and obtaining funding approval delayed progress for an average of about eight months.
To solve for this, the COA and UT teams partnered over almost a year to reimagine, normalize, and drastically streamline our contracting processes. In August 2020, the City Council unanimously approved a five-year, ten million dollar master interlocal agreement (ILA) between the city of Austin and UT. ILAs serve as a means of increasing cooperation among government entities for the performance of governmental functions. This ILA provides pre-negotiated terms and conditions (including data security and intellectual property protection), removes legal and administrative slowdowns, and introduces pre-approved authorization so that departments aren’t required to seek Council approval for every project. This master ILA and new set of processes can now get a project from idea to team formation, scope creation, signed agreement, and project kick-off in as little as two months. Before the ILA, it would take a similar project four to five times the time and effort.
This ILA is available to all City staff interested in procuring research services from UT. Any City employee or UT researcher can submit a research pre-proposal. A team made up of staff from COA and UT is in place with clear, well-documented standard operating procedures for project vetting, “match-making,” team formation, and work order review and processing. Since October of 2020, approximately fifty project ideas have been submitted, resulting in a current $3.1 million portfolio of twenty-one projects. Examples of projects include efforts to:
- Research climate modeling and hydrology to support water planning
- Assess green jobs economy and opportunities to link workforce with green job opportunities
- Conduct monitoring to understand localized air quality issues, especially disproportionate rates of asthma
- Assess the effectiveness of City homelessness services
- Research and test automated object recognition in video streams of traffic to promote pedestrian safety
- Assess household transportation costs to inform affordability considerations in the Strategic Mobility Plan
- Create a digital twin of a 20,000 sq. ft. operations floor of an emergency command center to optimize for positive health and safety outcomes
- Research challenges and explore opportunities for closing the digital divide by ensuring reliable and affordable high-speed broadband for all
- Produce a policy framework and community-facing dashboard to understand safety at the community level to guide programming, investments, and measurement of progress toward creating equitable outcomes
- Create a prototype of a decision support tool for use by decision makers when assessing neighborhood prosperity
- Develop a real-time smoke tracking platform to inform communities of the vulnerability of wildfires
","a:11:{i:0;s:3:""615"";i:1;s:3:""612"";i:2;s:3:""190"";i:3;s:3:""211"";i:4;s:3:""623"";i:5;s:3:""305"";i:6;s:3:""613"";i:7;s:3:""316"";i:8;s:3:""618"";i:9;s:3:""620"";i:10;s:3:""354"";}","The City of Austin services the eleventh largest city in the USA. UT is the country’s ninth largest public university. Both organizations employ tens of thousands of people and are comprised of dozens upon dozens of unique organizational entities, each with their own culture, bureaucratic hierarchy, business needs, and way of operating. This ILA and accompanying support framework provide a single, consistent way for any City employee or UT researcher to propose ideas for research projects in any field and get the assistance needed to make those ideas a reality. According to our research, there is no other mechanism available of this size and scope to provide this level of flexible, yet resilient partnering capability between Cities and their universities in the USA. The City of Minneapolis and the University of Minnesota also enable municipal staff and university researchers to enter into work orders for research, but the scopes are confined to certain projects and fields/topic areas.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","This innovation is implemented, under a lens of continuous improvement. The partnership was piloted with nine AI projects funded by UT in 2019-2020. The program was then formalized in August 2020 with the City Council’s unanimous approval of the ILA. The first project under the ILA commenced in March 2020. Since then, twenty other projects with eleven unique City departments have entered the portfolio. As we near the end of the second year, we’ve obligated over three million dollars dedicated to research to benefit the City and our communities. Bi-annual reports are given to the City Council’s Audit and Finance Committee. An online resource with data dashboards is provided to the public. Each project team completes a close-out report with lessons learned and insights into program improvement. COA and UT partner to deliver at least two educational/ promotional events per year and have published comprehensive standard operating procedures for both support staff and end users.","Because this innovation is a fundamental change to how the City and UT legally interact, we had to necessarily partner closely with both organizations’ executive management and legal and purchasing teams. UT’s Office of Sponsored Programs and VP of Research were critical in identifying their unique requirements and constraints as we spent close to a year examining, normalizing, and streamlining all our policies and processes. Researchers with civic experience were also closely consulted.","Staff with pressing needs for research requiring close collaboration with local experts most immediately benefit. This innovation saves a project two to three months of time and effort. We now conduct twice the amount of research projects. Contract, legal, and administrative teams no longer create and negotiate new agreements for each project. Because most of our initiatives are focused on driving community outcomes, the intention is that our residents will ultimately see the greatest benefit.","Each project has its own success metrics by which it is measured and must complete a project close-out report. The program surveys end-users, key stakeholders, and members of our Audit and Finance committee twice a year. Four of our twenty-one projects completed on time, on budget, and realized their intended outcomes. Another eight are progressing so well that the teams have added scope, money, and/or time and amended their original agreements. On average, the ILA enables projects to go from idea to implementation four to five times faster. The overall program was so successful after its first year, that City Council unanimously approved an increase of $2.5 million dollars to the pre-approved spending limit. City departments have used the insights and recommendations from their research to create new ways to use machine learning to analyze data, improve their community-servicing programs, update strategic plans, and successfully advocate Council for additional funding and support.","City departments must have funding that can be allocated to research. This poses our most significant challenge, particularly for those with small budgets or not accustomed to the longer-term planning usually required for research. Similarly, it is difficult for departments that run a close margin to set aside funds for research months before a project might start. To address this, events and updates are tailored according to the City’s budget cycle and additional consulting services are provided. Further, timing is a challenge due to the different calendars and cadences of COA and UT. This requires a high degree of flexibility and co-creation facilitation developing scopes and schedules. Language is present in agreements that allow for simple extensions and amendments. Lastly, data protection and security are a priority for most projects, but the COA and UT worked together to develop comprehensive data security terms that govern how UT handles the COA’s confidential and sensitive data.","Once a clear vision and picture of success is established, staffing and executive support are the most critical conditions for a program like this. The success of the overall program is dependent upon the success of each project. While budgeting is a challenge, there are creative ways of securing funding or pivoting. City leadership recognized the importance of this initiative by establishing an Office of Research and Strategic Initiatives (R&SI) within the Office of Innovation, with a focus on building and maintaining meaningful relationships with key community partners. An R&SI manager is assigned to the ILA and is responsible for ensuring all components are in place to manage the portfolio, support customer departments, and maintain the relationship with UT. Additionally, the City dedicates an attorney and purchasing specialist to support the R&SI and departments in getting new agreements in place. On their side, UT also dedicates an Executive Director and team to the program.","Our approach and mechanisms were replicated by San Antonio, TX. The COA team walked them closely through our journey and provided documentation and lessons learned. The outcome was a similar interlocal agreement passed by their Mayor and Council in 2021. Additionally, the COA team consulted with New York City and Boston on their similar programs. While City-university partnerships make sense, not every jurisdiction can leverage an interlocal agreement due to differing laws. Fortunately, the Texas Government Code considers UT a governmental entity and provides clear guidelines and reasonable permission. Based largely on the success of this program, the COA launched two new initiatives. The Community Research Agenda establishes partnerships beyond academia focused on a wider range of residents and civic challenges. Because funding is a primary challenge, the Grants for Innovation program explores new, sustainable ways to secure external funding for research and innovation projects.","The primary lessons to share are around funding and equity:
- Expectations for how projects will be funded must be made explicitly clear from the very beginning. All purchasing rules, processes, and deadlines must be available through documentation and consultation. That does not address, however, the lack of funds many departments experience. Ideally, the City should establish a fund with reserves specifically for projects with the greatest needs.
- The vision of the COA is to make Austin the most livable city for all. To achieve that vision, every initiative must be examined through an equity lens. Unfortunately, research proposals don’t always consider the consequences - both intended and unintended. To help remedy this, teams should prioritize the inclusion of those affected, bring intentional attention to system inequities, advance opportunities for the improvement of outcomes for historically marginalized communities, and affirm a commitment to broad, meaningful participation.
",,"a:9:{i:0;s:5:""33971"";i:1;s:5:""33961"";i:2;s:5:""33948"";i:3;s:5:""33949"";i:4;s:5:""33943"";i:5;s:5:""33944"";i:6;s:5:""33945"";i:7;s:5:""33946"";i:8;s:5:""33947"";}","a:5:{i:0;s:5:""33950"";i:1;s:5:""33951"";i:2;s:5:""33952"";i:3;s:5:""33953"";i:4;s:5:""33954"";}",,https://www.youtube.com/watch?v=aoEF784LjKg,
33824,"Machine Learning for Peace",https://oecd-opsi.org/innovations/machine-learning-for-peace/,30/09/2022,"University of Pennsylvania, DevLab@Penn","United States",central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_order"";}","Machine Learning for Peace",https://web.sas.upenn.edu/mlp-devlab/,2022,"The hard-fought gains of democratization have come under attack in many countries. To reverse this trend, policymakers and civil society need new tools to navigate sophisticated forms of democratic erosion. We combine recent advances in machine learning with massive webscraping to produce high-frequency data and forecasts predicting where democratic backsliding will occur and the specific forms it will take. We equip pro-democracy forces with advanced warning to guide more strategic responses.","The third wave of democratization in the 1980s and 1990s saw the adoption of democratic rights and institutions across much of the world. However, this progress has proven delicate in recent years, as politicians, non-state actors, and authoritarian foreign powers have adopted new methods and technologies to increase repression and undermine democratic norms and institutions. For example, recent advances in technology have endowed governments with new repressive tools, including the ability to anticipate the behavior of citizens and civil society and engage in preemptive response. The Machine Learning for Peace Project (MLP) levels the playing field by equipping those working to defend democracy with new tools to navigate increasingly sophisticated attacks on human rights and civil society.
The global trend toward autocratization has brought new attention to the study of political regimes. Policymakers and practitioners now rely heavily on quantitative data to understand changing political conditions and design effective policies and interventions. However, existing data measure these changes annually and release data many months after changes have already transpired. Under the auspices of the United States Agency for International Development (USAID) and the INSPIRES Consortium, DevLab@Penn worked closely with USAID, Internews, the International Center for Not-for-Profit Law, and PartnersGlobal to design an innovative system that fills critical gaps in the information that these public and private institutions use to support democracy around the world.
MLP’s innovation consists of two major advances. First, we provide policymakers and civil society with high-frequency, up-to-date data on the occurrence of 42 types of important political events in more than 40 countries around the world. DevLab spent 4 years building an unprecedented data collection pipeline to generate systematic data on the world’s most politically important events. We use cutting-edge technologies to overcome the challenges that have stymied earlier attempts to leverage the proliferation of online news to track important political events.
We are now tracking events on an unprecedented scale in a way that incorporates locally produced information in each country for the first time and incorporating local partners in the construction of validation of these tools in truly innovative ways. Most importantly, we dramatically accelerate the provision of data to stakeholders by continuously scraping online news published by international, regional, and domestic news sources, using recent advances in Natural Language Processing to measure civic space events in near real-time, and providing publicly available data updated on a quarterly basis for every country and event that we track. To date, MLP has scraped and processed more than 70 million news stories from more than 100 online news sources written in 25 languages.
Second, we combine this massive data repository with high-frequency data on economic conditions and powerful machine learning tools to generate monthly forecasts of future changes in political conditions. Each quarter, we release forecasts predicting how we expect civic space activity broadly, and levels of activity surrounding each of our major political events, to change over the next 6 months. These forecasts are communicated through accessible visualizations meant for consumption by a non-technical audience. Furthermore, we accomplish this using ‘interpretable’ machine learning models that enforce transparency on the model’s decision-making process. For every forecast, we produce visualizations revealing the precise variables that lead a model to predict a future shock. When predicting major events or shocks to civic space, these interpretable models provide a way for practitioners with contextual knowledge to judge how reliable a prediction is likely to be based on the model’s decision-making process.
Since 2021, MLP has been disseminating our forecasts on a quarterly basis to policymakers at USAID and practitioners within the INSPIRES consortium to inform their decision-making around program implementation and development. In January 2022, MLP made this information publicly available for the first time by launching our website and interactive data dashboards at the Open Government Partnership Global Summit. Since that time, we have been working to increase awareness and use of this tool among policymakers, international NGOs, and local organizations involved in INSPIRES Consortium programming. In the coming months, we will expand the MLP project to include more countries and incorporate more diverse sources of news and information in our data production and forecasting. Ultimately, we hope these data can better equip civil society to counter democratic backsliding around the world.","a:6:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""876"";i:5;s:3:""620"";}","Our project stands out in three ways. First, we dramatically accelerate the provision of high-quality data to practitioners and policymakers who need to take timely, evidence-based action to counter attacks on human rights and democracy. Second, we collect data from local sources of news and information in more than 20 languages. Past efforts collected data only from highly structured, international sources. We use machine learning translation and a data science team to monitor small, local news sources that require highly adaptive scraping methods but provide unprecedented access to local knowledge. We also conduct a quarterly survey of activists in 19 countries to balance our results with local voices. Third, we go beyond merely tracking important historical events by using big data to produce accessible forecasts about future events that can be used by organizations focused on human rights and democracy-promotion to anticipate and plan for changing conditions.","a:1:{i:0;s:14:""implementation"";}","MLP is currently producing quarterly updates to our data and forecasts for 40 countries and making this information publicly available on interactive data dashboards hosted on our project website. These dashboards allow consumers to interact with historical data and compare trends in the occurrence of 42 events across countries and over time. The dashboards also allow consumers to see our forecasts for 15 unique events and inspect the country-specific factors that increase or decrease the probability of changes in event activity. We are actively promoting the use of this information by hosting seminars, tutorials, and public events targeting policymakers and civil society groups. In addition to promoting the existing data products, we are constantly developing new tools and research products and improving the accuracy of our forecasting models. We plan to expand these efforts to include 12 new countries by over the next 12 months.","The MLP project was developed within the INSPIRES Consortium, a partnership between USAID, academic researchers, and international NGOs with deep ties to local civil society around the world. This creates a feedback loop, allowing policymakers and democracy practitioners to inform the development of research products, research products to inform the strategic decisions around policies and programs, and partner NGOs to disseminate research products to organizations on the ground.","Since 2021, our data and forecasts have been one piece of information used by USAID and INSPIRES Consortium partners to make decisions about the deployment of resources and design of programs. Since January 2022, this information has been publicly available on our website. In our last quarterly survey of activists in 19 countries, more than 80% of respondents indicated that they are likely to this information to inform programming and communicate with stakeholders.","Over the past two years, MLP has rapidly scaled our efforts across 40 countries, with funding secured to expand to another 12 countries over the next 12 months. We have also provided advanced warning of several major political events, including major protests in Serbia, mass arrests in El Salvador, and political use of defamation cases in Tunisia. While the impact of these tools on decision-making is hard to quantify, in our last quarterly survey of 70 activists living in 19 countries, more than 80% of respondents indicated that they were likely use MLP forecasts to inform programming decisions and communicate with stakeholders about the future. Our algorithms are able to classify news articles according to the events being reported on with average accuracies above 80% across our 42 categories. Using a measure that summarizes overall civic space activity for each country, our forecasts are currently able to explain an average of more than 70% of monthly variation across countries.","Building the data collection and processing infrastructure necessary to scrape, store, and process vast quantities of text from dozens of online news sources in more than 20 languages presented numerous challenges and was interrupted by number failures. Overcoming these obstacles has required the procurement and maintenance of advanced computation systems, the recruitment of full-time data scientists, and the close involvement of university data security and network specialists. Furthermore, communicating the insights of quantitative forecasts of future conditions and events to non-technical audiences took years of iteration. Producing accessible visualizations required multiple workshops and planning sessions testing different means of summarizing large amounts of information into easily digestible, concise visual representations. Finally, some events that we track have proven too unpredictable to forecast accurately.","For MLP’s efforts to be successful, countries must have a sufficiently developed media environment with multiple sources of online news with several years of accessible archives. While most countries in the world meet these criteria, extremely small countries or countries with protracted conflict may not be viable places to implement MLP activities. Furthermore, this project requires close collaboration between researchers with advanced technical skills and policymakers and practitioners with a desire to translate quantitative data into actionable insights.","Our data production pipeline presents innumerable opportunities for adaptation to new problems. We produce monthly data and forecast 6-months into the future. However, the underlying data can track events at a weekly or even daily level, and new forecasting models could make predictions at different frequencies (ex. weekly) or predict specific changes in events or combinations of events (ex. sudden increases in violence or increased use of legal attacks on opponents). More importantly, our corpus of 70+ million news articles and data processing infrastructure is already being repurposed to track new events of phenomenon, such as polarization or misinformation, within our existing system. Furthermore, these articles contain additional information, such as the specific location where events occur (ex. cities) that can be used to produce even more fine-grained data. We will partner with new organizations and agencies to provide data that helps address their specific missions.","Incorporating local voices and knowledge into big data has been much more challenging than we anticipated. While scraping data and information from highly structured, international, English-language sources of online news is relatively simple, expanding these efforts to include domestic news sources requires constant adaptation and advanced technical skills. However, our research demonstrates that these local sources provide vastly more information about their respective countries than is reported-on by international sources. Furthermore, without the novel information provided by local sources, forecasting models are unable to make accurate predictions about the future.",,"a:1:{i:0;s:5:""33820"";}",,,https://www.youtube.com/watch?v=vAZ2iUT_8bk,https://www.youtube.com/watch?v=gwJxP9HIP1s
33849,"Officine Italia",https://oecd-opsi.org/innovations/officine-italia/,30/09/2022,"Officine Italia",Italy,central,"a:1:{i:0;s:12:""public_admin"";}","Officine Italia",https://www.officineitalia.org/,2022,"Officina is a lab for innovation in the public sector whose main objective is to catalyse the energy of young talents by offering them a transformative training programme. Officina was developed to address a triple urgency: future decision makers not perceiving the public sector as an attractive workplace; the public sector having high average age workforce and lack of innovative approaches; society at large needing a more modern and appealing public sector in this key historical moment.","Officine Italia felt the responsibility to train resilient and competent leaders able to face today and tomorrow’s challenges. There are many universities, institutions and NGOs offering programmes and training courses focused on topics like public policy, entrepreneurship and leadership, and the closest one we were inspired by is Tech4Germany, the federal fellowship program for user-centric software development. Officina, however, has the ambition to provide a 360° experience to train young talents through an interdisciplinary approach and an innovative and transformative programme.
In fact, Officina is both an innovation lab, a hands-on working experience and a learning journey that allows young talents to experience a professional and personal development opportunity within some of the key Italian Ministries acting for the recovery of Italy and the implementation of the National Resilience and Recovery Plan (NRRP). Considering the incredible opportunity of the Next Generation EU, the Public Administration is today one of the key enablers to change the outlook of our country and the right place to launch the first edition of the Officina and start our transformative change.
By July 2022, 15 young talents with diverse and complementary backgrounds (e.g., social sciences, economics and engineering) were selected as participants in the first edition of Officina. In October 2022, the programme started with a 2-weeks intense training Bootcamp. From October 2022 to January 2023, the 15 participants will work in teams on strategic projects and dossiers (e.g. evidence-based and data-driven policymaking, capacity building, multilevel governance projects) defined by department and offices of the Italian Ministries involved together with Officine Italia and other key partners. The three Ministries that have partnered with us for this first edition of Officina, all key in the NRRP context, are:
- Ministry of Education, Universities and Research
- Ministry of Sustainable Infrastructures and Mobility
- Ministry of Ecological Transition
Officina has the ambition to train the future class of Italian leaders, people able to bring the transformative change that our country needs and to improve individual and collective well-being through collaboration and co-creation processes. In particular, we are training Policy Innovation Analysts (PIA), professionals able to leverage on a strong base of shared values and a toolbox made of hard skills, soft skills, methodologies, and attitudes, enabling them to create value not only in the public or private sector, but also in the academic and non-profit world. The PIA is equipped with a civic entrepreneurship attitude to create value in the public sector through new ideas and a creative, dynamic and entrepreneurial approach. Likewise, they are able to stay at the forefront of innovations, to design ground-breaking solutions that can improve processes and services in the public sector and beyond, while adopting an analytical approach to assess the effectiveness of public policies and solve complex problems through quantitative and qualitative analysis.
The training programme of Officina is inspired by the OECD Learning Compass 2030 framework, a cutting-edge learning plan developed within the context of the OECD project Future of Education and Skills 2030. The Learning Compass 2030 aims at defining a learning journey able to train young talents by embracing the multidimensional definition of sustainable well-being based on the integrated framework of the Sustainable Development Goals of the UN 2030 Agenda. This aim is particularly aligned with the values of Officine Italia and our ambition to transform the young participants of the Officina into the leaders of tomorrow, transformative change makers able to use their skills for the common good and the well-being of the community. The three main areas of expertise that our training programme aims at developing to train new PIAs are: Public Entrepreneurship, Innovation Management and Policy Analysis.
Through the Officina, we want to train young leaders and invest in the human capital represented by younger generations, bringing new resources within the Public Administration (PA) which we recognize as a key driving force for the recovery of the country. Our pilot will be easily scalable in the future, by involving more Ministries, different public sector institutions (including regional and local level ones) and more fellows. At the same time, we will be able to guarantee a concrete and measurable impact on the cultural, economic, and social development of the country already from the first edition. In order to monitor the achievement of our objectives, we designed a Theory of Change and evaluation model based on Key Performance Indicators related to the three project’s stakeholders, whose outcomes will be mutually influenced: the Participants, the PA and the Society/Country.","a:19:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""609"";i:4;s:3:""876"";i:5;s:3:""210"";i:6;s:3:""211"";i:7;s:3:""217"";i:8;s:3:""234"";i:9;s:3:""257"";i:10;s:3:""260"";i:11;s:3:""623"";i:12;s:3:""302"";i:13;s:3:""615"";i:14;s:3:""612"";i:15;s:3:""317"";i:16;s:3:""335"";i:17;s:3:""619"";i:18;s:3:""354"";}","Officine Italia has always tried to engage young people within crowd-engagement events. These have aimed at gathering young people’s demands, synthesizing them and bringing them to the key institutional decision-makers. Officina, however has embarked in a different approach: here the paradigm has been reversed as the project aims at bringing young people at the very center of the places where decisions are made: the Italian Ministries. The idea behind the Officina is to try to influence young people not to be part of the process but directly the decision-makers. This is done through an innovative high-level training and on-the-job learning program. Looking towards the long-term impacts, the goals of Officina are to modernize, rejuvenate and bring fresher perspective to the public sector, thanks to talented and trained young people who will become the next leadership class of the country.","a:1:{i:0;s:14:""implementation"";}","The Officina has been just launched. A pool of selected candidates have kicked off the first edition which, following an MVP implementation approach, is a pilot for future editions. This will allow us to collect and monitor data in order to run an impact evaluation exercise. Currently, the project is at the Bootcamp phase: the selected candidates are going throw two training weeks, which are the outset of the four-month program route.
These bootcamp days include Workshops, Case Studies and Collaborative works, training, Keynote speeches and Networking events. The training activities include different sessions spanning from Public Management, Collaborative Leadership, Government Right, System Thinking, Agile Project Management, Value Assessment and Communication. Following the bootcamp, the fellows will join one of the three Ministries with which we have a signed agreement and will start working on key challenges to be co-designed with key members of the Ministry.","Officina has partnered with stakeholders across the public-private spectrum.
- Government bodies: 3 Ministries and the National School of Administration. core enablers of the initiative;
- Companies: Accenture Italian Foundation, Talent Garden, Dikton, Scuola Holden, WILL Media, The Factory and more providing different services.
- Universities (Politecnico Milan, Sapienza Rome, Bari University) supporting the bootcamp;
- Citizens: the 15 fellows and other individuals contributing to the program.
","
- Fellows: through a life-changing experience acquire the skills, knowledge and attitude to create value in the public-private sectors, academia and non-profits;
- Government bodies: get fresher perspectives from young, diverse and talented fellows, innovate in the recruitment approach and have dedicated units to focus on long-term challenges;
- Civil society organisations: benefit from having access to the fellows’ profiles and civil society benefits from the innovations brought about by Officina.
","Since Officina is still an MVP, we have observed several qualitative results: all the administration and public bodies we contacted have demonstrated a deep engagement and true intrinsic motivation to help us with the project; we collected 124 spontaneous applications for the project's 15 vacant places.
From a more technical point of view, an impact evaluation will run through the whole program. We will longitudinally measure the satisfaction level, the competence acquisition, and the level of development of the fellows during their experience in the ministries.","Being the project extremely innovative, the initial challenge was to translate its value into the phase of searching for institutional partners. The main challenges were to be considered accountable by the institutions being actors who usually operate externally to the institutions. Moreover, the political and administrative fragmentation of the Italian system forced us to search for different channels of communication simultaneously.
We searched for funding from Public and Private Foundations, but their timing was not aligned with our timeline, and their scope often focused more on local activities and initiatives.
Our main failures were:
- We lost two out of the five partnerships with the Ministries we considered at the beginning of the project; given the project's level of innovation, it was too riskier for them.
- We couldn’t raise enough funding to allow our Fellow to have a monthly allowance of 2000 euros as we considered in the design phase of our project.
","The success of our program, as well as the possibility to propose a second edition, is heavily linked to two main factors.
- First, as we work in close relationship with the government and in particular the different ministries, the political buy-in is essential. Especially in a country such Italy, where the government has been changing rapidly and periodically for the last 20 years, we face the need of having a formal commitment from the underlying institutions and the government that sit on those to continue collaborating with us.
- Second, our program can’t be considered successful and truly impactful unless the participants have a return in terms of work opportunities or career development. The fellows enrolled in the Officina are young professionals who paused their own careers hoping to get the chance to make their own home country a better place, we believe that the benefits for them need to extend beyond the 3 months dedicated to the program.
","Officina’s scope is composed by multiple elements that show a some-what straight forward scale up and replication model:
- The number of strategic projects and dossier made available for the fellows in each institution can increase à increase in the number of fellows per institutions;
- More institutions can be involved, ranging from regional bodies to other national non-ministerial bodies. INPS, public entity in charge of Italian welfare, has expressed interest in the initiative;
- It can be set up as a continuous process, with new intakes of people every semester, and its length per intake can increase;
- The format doesn’t need to be hosted by Officine Italia - it can be replicated and adapted by other organizations, in the same or in different countries/regions, and different partners can chip-in to contribute.
The main challenge is the lack of economies of scales: replication requires budget and people, which in turn creates the necessity of a full buy-in from the major stakeholders.
","Being still in the implementation phase, we have learned from the need of planning well in advance with public sector partners, to manage risks by having back-up plans and build a resilient approach to obstacles even if the most unpredictable events take place (e.g., in our case, a change of government right during the planning of Officina).
In order to scientifically measure our impact on both fellows and government officials, they have completed a pre-program survey, will complete a post-program one to quantify the improvements in both knowledge, skills, network and ambition, and will also participate in a mid-program qualitative focus group.","Our training programme is inspired by the OECD Learning Compass. Our goal is to receive the patronage of OECD and the Directorate for Education and Skills on our pilot project before launching the second edition of the Officina.
Adopting a new framework powered by the OECD would guarantee sound reliability of the training program and allow Officine Italia to define some elements of the training program together with OECD analysts and experts. For the OECD this could be an opportunity to endorse a case study providing guidance for the design of an innovative pilot project as well as evaluate the results of our training program adapted to a curriculum designed for fresh graduate and young professionals.
We already took action to be officially associated with the OECD E2030 project: we have participated to one Focus Group’s meeting, and submitted a short paper (framework alignment paper) to illustrate how our programme and framework is aligned with the OECD learning compass concepts.",,"a:1:{i:0;s:5:""33841"";}",,https://www.youtube.com/watch?v=wFTtmLuBjW0&t=1s,https://www.instagram.com/leofficineitalia/
33858,InteliPipes,https://oecd-opsi.org/innovations/intelipipes/,30/09/2022,"CANN forecast",Canada,local,"a:2:{i:0;s:13:""environmental"";i:1;s:9:""transport"";}",InteliPipes,http://www.cannforecast.com/en/intelipipes,2021,"Water networks are confronted with aging infrastructure, increased urban population, and climate change. The City of Greater Sudbury has collaborated with CANN Forecast to implement InteliPipes, an AI-based decision-support system that leverages various data sources to improve the overall reliability of its water network. With it the City can (a) understand better the network’s degradation over time, (b) tailor inspection plans and replacement programmes, and (c) optimise watermains replacement.","In order to develop an efficient life-cycle management strategy for water infrastructure assets and maintain good levels of service, water utility managers are faced with the challenge of making decisions that not only prevent pipe failures whenever possible but also minimize the consequences of these failures. Consequently, an effective risk management decision support system should integrate both likelihood and failure (LoF) and cost of failure (CoF) of linear assets to improve the overall reliability of the water network. However, predicting each of these components accurately is a task that presents several challenges.
On the one hand, the likelihood of failure of a given watermain depends not only on its physical and structural characteristics, but also on environmental and operational factors. Given the very high number of parameters that can reduce the useful life of a watermain, a computational, AI-based approach can leverage existing water infrastructure and break historical data to identify groups of pipes that are most at risk of failure. On the other hand, cost of failure estimation has traditionally been a highly subjective endeavor, which can be attributed to the fact that - direct and indirect - economic, social, and environmental costs are usually difficult to quantify and compare. However, by combining historical work order data and domain knowledge from municipal staff, it is possible to build a data-driven model that provides the most up-to-date insights regarding the potential socio-economic impacts of a future break, for all linear assets.
The City of Greater Sudbury has made investments in the past to collect data on its water infrastructure, watermain breaks and work order history. As such, these datasets can now be used in conjunction with Machine Learning algorithms to identify the most critical pipes in terms of overall risk, combining their likelihood of failure and their cost of failure. The use of innovative, data-driven decision-making tools will help ensure that future investments have the greatest positive impact while limiting adverse consequences related to watermain breaks.","a:4:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""617"";i:3;s:3:""611"";}","InteliPipes is an innovation because the first step of the process was to run the data through an extensive semi-automated data quality control algorithm designed with best practices provided by experts from Quebec’s Center for Urban Infrastructure. As highlighted by the discipline of Data-centric AI, investing efforts to improve the dataset's quality is crucial in increasing the reliability of future forecasts. The Likelihood of Failure component is based on an unsupervised learning algorithm customized for water infrastructure data after two years of research in partnership with academic partners such as McGill University. The algorithm outputs a decision tree that is easy to understand, making AI explainable, which is a crucial step to help its adoption as a decision-support tool for the public sector. The Consequence of Failure component implemented is an innovative process that combines historical data from the municipality, AI, and expert knowledge.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","On the one hand, InteliPipes was able to identify 25Km (2.8 % of the total network) with a break rate of more than 70 breaks/100km/year which is above 10 times the normal rate of failure for the City of Greater Sudbury. On the other hand, the Cost of Failure component of the project was able to leverage expertise and experience from municipal managers and employees across several departments, alongside various data sources to define a data-driven, yet human-centric, consequence of failure evaluation.","The City of Greater Sudbury Team provided water infrastructure, watermain breaks and work order history. As well as the road class and estimated traffic counts and zoning type from Sudbury Open Data portal. Expert opinion regarding the preferred weighting of each factor in the multi-level Cost of Failure division tree was also a key input from the team. CANN Forecast Team brought AI and data analysis expertise, data collection, quality control and process industrialization. They also provided the likelihood of failure analysis, Cost of Failure analysis and dynamic dashboard.","There are several beneficiaries of this innovation:
- The City of Greater Sudbury now (a) can have a better understanding of the network’s degradation over time, (b) has tailor inspection plans and replacement programs, and (c) can optimize watermain investments
- Citizens will ultimately have a more optimized use of their tax dollars and an improved level of service
- CANN Forecast Team was able to test its innovation and demonstrate that human-centric AI can be successfully implemented in a municipal level
","The data-driven decision support tool is now being used by several City of Greater Sudbury departments to better understand their water network degradation over time, and optimize inspection plans and replacement programs. The human-centric approach to implementing this AI-based solution had two positive impacts. On the one hand, it helped raise awareness about the importance of quality control and standardization of the datasets. On the other hand, since expert knowledge from municipal staff is directly integrated in the building of the multi-level Cost of Failure decision tree, Sudbury team has brainstormed internally to find more efficient ways to combine economic, social, and environmental costs of infrastructure failure and have shared their insights with CANN Forecast team. This open innovation process is part of a continuous improvement strategy between the City and CANN Forecast in order to serve the population better.","The main challenge encountered was in the process of data collection, quality analysis, and control. Indeed, in almost all municipalities, even the most innovative ones, water infrastructure data is not 100% reliable. This is because these assets have usually been built many decades ago, at a time when IT databases were not readily available. Furthermore, water assets are usually buried underground so it is expensive to double-check missing and uncertain values in the data. This is always a challenge because data errors can flow through the process and ultimately lead to suboptimal or poor decisions. These challenges were addressed by using CANN Forecast’s semi-automated data quality control system designed with best practices provided by Quebec’s Center for Urban Infrastructure experts. The algorithm automatically identified potential human errors, spelling mistakes, misclassifications and inconsistencies in pipes installation date, diameter, material, and break history datasets.","The following two conditions are necessary for the success of this innovation:
- Supporting infrastructure and services: The municipality or public utility should have a GIS layer of its water network and historical records of past repairs for at least the last three to five years
- Leadership and guidance: The presence of municipal managers capable of pooling expertise and interest across several departments such as Water, Public Works and GIS to ensure that the innovation is integrated in the utility’s business process sustainably
The following conditions are optional, but can greatly help:
- Policy and rules: The presence of an open data policy provides a very good incentive to produce and share quality data
- Personal values and motivation: Values of continuous improvement and communication across departments can greatly help reduce silos and accelerate innovation
","This innovation has been replicated in several Canadian municipalities. Notably, it has been successfully tested with the Regional Municipality of Peel in Ontario (Canada). By leveraging this innovative approach, the Region of Peel was able to identify 18 km of linear assets - representing 0.39% of the 4,580 km of water mains that constitute the entire water network - that have experienced an average break rate of more than 82 breaks/100 km/yr and a yearly likelihood of failure between 21% and 41% during the 2016-2020 period. As part of an open-innovation framework, CANN Forecast and Peel Region have collaborated to publish a scientific paper regarding the implementation of this innovation for the American Society of Civil Engineers library: https://ascelibrary.org/doi/abs/10.1061/9780784484302.003
In our opinion, there is great potential for the innovation to be further replicated in the future across the world.","There are a couple of lessons from our experience we can share with others like us. It is important to work closely with municipal innovators at every stage of the project, from planning to continuous improvement, as they are the people who understand the business needs. Even if we are technology builders, our ultimate goal is not the tech, but to make sure that what we are building can sustainably integrate itself into the day-to-day processes of our customers and solve their problems. Achieving this may require additional research and development to make AI-based solutions interpretable.",,,,,,
33860,"Shared Policy Capability Project",https://oecd-opsi.org/innovations/shared-policy-capability-project/,30/09/2022,"UK Government Policy Profession","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","Shared Policy Capability Project",,2022,"The UK Government Policy Profession has piloted a new model called Shared Policy Capability Project to support department leaders and policy makers undertake a facilitated self-assessment of their policy environment and identify opportunities for improvement. Through this the government aims to build capability at a department level and enable policymakers to take an active role in improving the environment in which they make policy.","To improve policy and automatically improve outcomes for citizens, we do not only need to invest in individual skills and capabilities of our policy makers but also on creating an environment conducive to good policy making. So far, in the UK, there has not been a government-wide, department-level effort to understand and improve policy making environments. The policy making environment refers to the enablers and barriers related to the ability of policy makers to produce effective and high-quality policy advice and implementation. This may include organisational culture, business processes, personal capability, or effectiveness of support functions, among others.
It is in this context that the UK Government’s Policy Profession Unit has prototyped a new model that supports department leaders and policy makers to undertake a facilitated self-assessment of their policy making environment. The model was created based on research conducted with over 100 policy makers of different grades and from different departments across UK Government. So far, the model has been co-designed and tested with a single department. However, there are plans to scale this across government. In this model, the department puts together a diverse working group representing different policy relevant areas that would undertake the self-assessment using the policy making environment framework. This framework defines what a policy making environment consists of by looking at four pillars: (1) inputs and resources, (2) processes and practices, (3) people and relationships, and (4) culture and context.
The objectives of the pilot of this new Shared Policy Capability model are:
- To shift the attention towards the policy making environment and to enable policy makers to take an active role in better understanding and shaping their policy making environment.
- To provide a forward-looking tool for learning and improvement, focusing on positive opportunities, rather than a backward-looking comparative appraisal.
- To retain clear ownership and responsibility for policy making capability with departmental leaders, seeking to equip them with better information and calibration rather than taking ownership into the centre which is unlikely to have the capacity or capability to deliver on this.
To gain a better understanding of their policy making environments, departments undergo a facilitated self-assessment. The department puts together a group of policy makers from different areas and of different grades, who attend a series of 10 sessions facilitated by the Shared Policy Capability team. Through the 10 sessions the group collectively makes a diagnosis of their policy making environment by:
- Defining key and unique components of their policy making environment.
- Mapping the strengths and weaknesses of their department’s policy making capability.
- Selecting capability areas from the framework most important to them.
- Conducting interviews with colleagues to gather more evidence.
- Framing self-assessment statements on the selected capability areas.
Another key component of the facilitated self-assessment is the involvement of peer challenger external to the department. Recruited by the Shared Policy Capability team, the peer challenger(s) shadow sessions and conduct additional interviews to present feedback and challenge.
The facilitated self-assessment is based on conversations aiming to reveal new and interesting perspectives on the department’s policy making capability. It’s designed to be a starting point for people to discuss priorities and improvements in regard to their policy making environment, instead of a 9-grid box exercise, for example. By letting policy makers at working level drive the process, it brings to light their real experience of their environment and empowers them to shape department’s plans for capability building. By making it a conversation-based self-assessment, instead of a department review or appraisal, people are more open and honest about their policy making environment and use it as an opportunity for reflection and exchange with others. The component of peer challenge as part of the self-assessment, provides a fresh perspective and a welcome challenge to the department.","a:9:{i:0;s:3:""609"";i:1;s:3:""210"";i:2;s:3:""211"";i:3;s:3:""305"";i:4;s:3:""317"";i:5;s:3:""335"";i:6;s:3:""354"";i:7;s:3:""260"";i:8;s:3:""615"";}","The Shared Policy Capability Project is an innovation in capability building because:
- While efforts have been made to assess departments’ general capability, or the capability of its policymakers. This is the first model, in the UK, that seeks to improve policymaking capability by looking into policy making environments and applying that at department level.
- It is agile, collaborative, and bottom up, giving policy makers at working level the opportunity to reflect and to drive the diagnosis process. The agility and flexibility of the model allows policy makers to consider unique constraints of their policy making environment in the diagnosis and to adjust it towards their needs.
- It is people-centred by using experienced-based qualitative data and providing safe spaces for people to share their experiences.
","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:10:""evaluation"";}","The project currently is in the evaluation phase of prototyping. Therefore, while we are understanding whether the prototyping phase has achieved the desired outcomes, we are also using insight to further refine the model and develop proposals for scaling up. So far, the early data is promising. The next step is to discuss how the innovation could be scaled across government. The aim is to allow more departments to undertake this facilitated self-assessment of their policy making environment, however this requires more work in terms of the operational aspects of the model.","The following collaborators were involved:
- More than a hundred civil servants from different grades and areas in government, who shared their experiences, provided feedback, and helped co-designing a framework for how to define what the policy making environment is.
- Subject matter experts and external consultants from the field of innovation, capability, and government reform, who provided their expertise.
- A governmental department that piloted and tested the model with us.
","
- Policy makers, who use the model to gain a better understanding of their policy making environment and to inform department’s priorities in capability building.
- Department leaders, who get a departmental view of their policy making capability and ideas for improvement.
- The wider policy profession who learn about leading practice and gains insights into the system to tailor future learning initiative to departmental needs.
- Citizens who will benefit from better policy outcomes.
","In essence, the prototype has been successful in helping a department to better understand their policy making environment, to provide a safe space for policy makers to reflect on their conditions and capabilities at a department level and for departmental leaders to get a sense of gaps and priorities for policy making capabilities. Based on results of a pre and post survey conducted with the pilot department, policy makers' understanding of strengths and weaknesses of their policy making environment has increased by 9% and their ability to know what changes to prioritise has increased by 37% (n=10). Participants have also noted the important role of the Shared Policy Capability team and their positive influence in making this a short and concise intervention and making the voice of policy makers at working level heard by valuing their experiencing and letting them drive the self-assessment process. One pilot participant commented: ""We got them talking and reflecting on things they wouldn't otherwise”.","Policy makers are very busy and are facing challenging times. One big challenge has been how to fit this self-assessment process into their day-to-day job, making sure it’s not becoming an extra burden, but instead a helpful intervention. In the pilot this has been addressed by focusing on short, intensive, and well facilitated sessions to be as time efficient as possible. Another challenge has been on how to incentivise departments to undertake this self-assessment and to invest into it. We’ve seen great enthusiasm and interest for the model coming from working level and going forward there is more work needed to understand how to best leverage this, as well as ensuring senior buy-in.","The project has been centrally funded by the UK policy profession unit. Continuous funding is essential to have a team in place that facilitates the self-assessments with departments. Furthermore, strong commitment from leadership is crucial to promote the project and to ensure actions are taken based on the results of the self-assessment. The concept of the policy making environment and the shift from just looking at individual capabilities towards looking at departmental capabilities is new to most people. It requires a change in how people think about capability, an acceptance that policy making capability is complex and multi-faceted, and a willingness to try to understand that complexity.","So far, the model has been tested only with one government department. With the required resources and leadership in place it has the potential to be scaled across government. We already have people wanting to get involved and to apply this model to inform their own departmental capability strategies. In the future, other governments might become interested in adopting this model, making it a global approach to building policy making capabilities.","Through the research and the pilot, we learned that policy making environments are very complex and diverse and that a “one size fits all“ approach would not meet the individual needs of departments. Allowing flexibility and considering the uniqueness of the department in the self-assessment has been proven as very important. Leadership and policy makers at working level do not necessarily share the same perception of the strengths and the weaknesses of their policy making environment. It’s important to empower people at working level and to make their experiences heard.",,,,,,
33864,"Intelligent management of aid to citizens and companies",https://oecd-opsi.org/innovations/intelligent-management-of-aid-to-citizens-and-companies/,30/09/2022,"JUNTA DE ANDALUCIA",Spain,regional,"a:1:{i:0;s:12:""public_admin"";}","Intelligent management of aid to citizens and companies",,2022,"The provision of European funding for economic recovery after the pandemic favored the provision of significant aid to citizens that needed to be managed quickly to ensure financial sustainability. Previously, this was done manually, which caused difficulties in resolving them in due time and form. For this reason, the aid robotization process was implemented to speed up the procedures, releasing administrative burdens and responding to citizens' requests in an agile and efficient way.","The aid automation process is part of the initiatives developed by the Digital Agency of Andalusia (ADA), through the Intelligent Automation Unit (UAI) to achieve efficiency and transparency in the public services of the Andalusian Regional Government. Specifically, this initiative is a benchmark in the automation of aid, which has a direct impact on citizens, as they can obtain these aids more quickly, given that the agile resolution of the process allows distributing the entire budget in the adequate manner and within the appropriate timeframe. This was impossible with manual management, but now a significant aid can be addressed in a short period of time. Thanks to the new model, the Andalusian administration has greater precision and efficiency in the most routine administrative tasks. This allows to delegate repetitive tasks so that the public employee can focus on improving the citizen's experience.
The management of aid is one of the most common and complex processes carried out by the Andalusian administration. It involves the processing of a high volume of files, for which a large number of requirements must be checked in each application. In addition, the process itself establishes dates and deadlines that must be met for citizens to obtain the aid in due time and form. The use of innovative automation technologies and models offers speed and efficiency in aid management, limiting errors that occur during manual processing, freeing public managers from tedious, slow and repetitive tasks, increasing their performance and personal motivation to be able to focus on optimizing the citizen experience.
The automated aid process transforms the way the Andalusian administration works, positioning itself as a key player for greater efficiency in public services and improving the quality of life of citizens, contributing to the economic recovery of the region. This automation solution seeks to become a reference model for the entire Andalusian Regional Government, based on the reuse of components for greater efficiency, reducing costs and start-up times, standardizing and homogenizing the management of aid. This model is the result of the previous experience of automation of processes of the Junta de Andalucía, in different departments and of different nature, and has been successfully validated in the management of aid to SMEs and Autonomous of the Regional Ministry of Universities, Research and Innovation and the Regional Ministry of Tourism, Culture and Sports.
Robotization in aid management is also complemented by an IDP (intelligent document processing) system for the evaluation of documentation requirements, which allows the processes to be fully automated, without the need for the intervention of external companies or third parties, strengthening the security of the process and reducing the associated costs.
The process is broken down into two independent branches: the processing branch and the consultation branch. As requirements are evaluated in the query branch, progress is triggered in the processing branch. The query blocks are implemented in an abstract form so that they can be reused from one process to another, so that this branch can be almost 100% reusable from one process to another.
The robots help in the verification of the numerous requirements and, additionally, they can also collaborate with the managers in the processing of requests for justification, requests for the provision of documentation, verification of documentation provided or requests for correction.
In addition, the collection of evidence during the process provides reliable and verifiable elements that prove the performance of different operations by the robot, allowing an adequate monitoring of its operation, serving as an anchor point for possible reprocessing and for auditing purposes.
This initiative is aligned with the acceleration of the use of disruptive technologies and the development of skills of all employees for the modernization of the Public Administration. The project will contribute to advance towards the hyper-automation of the Junta de Andalucía, which refers to the generalization throughout the Junta de Andalucía of the use of innovative technologies:
- Automation of all types of administrative tasks: robotic automation (RPA), intelligent document processing (IDP), etc.
- Development of low-code applications of fast creation and scalability, thanks to the reuse of components.
- Use of Artificial Intelligence and advanced Machine Learning algorithms for the development of new digital solutions and services.
- Leveraging chatbots and intelligent virtual assistants to improve the user experience.
- Improved event processing through APIs and adaptive architectures
- Process automation: process mining, workflows and iBPN.
","a:5:{i:0;s:3:""147"";i:1;s:3:""196"";i:2;s:3:""876"";i:3;s:3:""617"";i:4;s:3:""612"";}","The Andalusian Digital Agency makes an innovative use of robotization technologies and intelligent document processing, articulating a new management model based on the reuse of components for greater scalability, reliability and increased performance. It contributes to the motivation of the manager by reducing monotonous tasks, allowing him to focus on more valuable activities, based on his specific knowledge. It is a work pattern that supports increased capacity in the face of peaks of activity and is a non-invasive technology compatible with current systems.
The aid management allows to homogenize manual processing, minimize start-up time and optimize costs. The manual work is replaced by the robotization, resulting in more efficient and error-free processes. It is not just about the application of a transforming technology, but also the consolidation of a centralized model for the entire Andalusian Administration that reuses it for an agile development of new public services.","a:1:{i:0;s:14:""implementation"";}","This initiative began in 2020, coinciding with the first extraordinary aid that was granted in the pandemic in order to quickly manage and ensure financial sustainability. As of this presentation date in 2022, this project has already executed various aids in different strategic sectors. Now, we are working on the implementation of reusable assets for greater scalability, reliability and increased performance. Further, we want to develop a profile of skills and competence that are useful for innovation in the public sector.","The Andalusian Digital Agency is the promoter of the initiative, and it establishes synergies with the ICT managers of other bodies of the Andalusian Regional Government to adapt the systems to the robots or the robots to the systems. Also, those responsible for the management of aid in the different bodies are responsible for defining and calling for aid. In the nine processes underway, a total of four regional bodies are involved.","More than 300,000 applicants have already benefited from the solution in a short period of time, essential for vulnerable individuals and families. Also, 200 managers are working for the robotization of aid in the eight Andalusian provinces, meeting their knowledge with the robot. The public employees benefit from it having more time for valuable activities, and the citizens' trust in the Administration is strengthened, benefitting from the greater agility and responsiveness.","The robotization process of aid is already working for strategic sectors. In total, more than 300,000 aid apllications have been managed so far for nine projects. Specifically, these would be the following examples:
- Nearly 95,000 hours freed up for managers of aid to SMEs and artisans.
- More than 75 robots working at the same time on employment aid.
- More than 1,000,000 of documents have been processed with artificial intelligence.
- More than 30 requirements have been automated (SMEs, sales fall, bankrupt companies, average number of workers, identity,
Current payment of taxes and fees, registration in the public bankruptcy, registry sanctions for contracting with the General Administration, etc.). The timely completion of the processing of these subsidies, with the pertinent verifications, allowed all beneficiaries to receive the aid, avoiding having to return the funds received for lacking management capacity.","The need to provide a high volume of aid in a short period of time for the economic recovery after COVID-19 required defining and developing the aid processes rapidly, while coordinating between diverse actors. To this end, the work has been done while defining the processes, making the aid available as soon as possible and for the requirement be defined in the regulations in a robotized manner.
The robots’ identity also puts a challenge for the manager. Besides, there is a shortage of qualified employees that use these technologies, so it is needed to provide the resources and the change management that allows to adapt and use the model by all bodies, to build a consolidated model based on the continuous reuse of components to increase agility, and identify opportunities in which to apply it.
Also, the implementation of these processes must be followed by an effective communication, making a forecast on the demand and favoring the knowledge and application to the aid by the citizens.","The success of the initiatives depends, in the first place, on the coordination and alignment between the agents involved in the deployment and execution of the processes. In this sense, ADA is responsible for establishing clear guidelines to be followed by the technical staff and those responsible for the management of aid from other agencies, who provide the necessary support and contribute to the proper execution of the process, establishing a coherent roadmap for the achievement of its objectives. To this end, it has been implemented a methodology based on lean management standards, adopting the perspective of citizens, pursuing the simplification and continuous improvement of processes with the coordination of all administration agents, optimizing the management of time and resources.
In this sense, those responsible for aid management act as subject matter experts by clearly conveying the needs to the automation team, enabling the developments to be successful.","This automation model is replicable for all public administrations, since the calls largely share requirements and a similar processing model. It has already been implemented in different processes of strategic sectors.
The robotization of processes helps in the verification of identity requirements, data of self-employed, SMEs and companies, absence of sanctions and the provision of documentation or requirements necessary for the provision of a service.
Work is being carried out in the following sectors:
- Employment and self-employment: support for business solvency.
- Trade: subsidies for SMEs, aid to retail trade and the hotel and catering industry.
- Tourism: aid to active tourism companies, rural houses, etc.
- Transportation: grants to projects to minimize the economic and social impact of COVID-19.
- Housing: aid for residential rehabilitation and for renting to young people.
- Fisheries: aid for the temporary cessation of fishing activities.
","We have learned some lessons from the initiative:
- There is a great opportunity for the rapid launch of aid when combining the implementation and definition of a process, that can be launched as a minimum viable product that can incorporate new functionalities as its development evolves.
- The aid process must be properly defined, providing as much detail as possible and clarifying deadlines, thus reducing process error rates and facilitating management.
- The parts previously developed should be selected for the new processes, since many of the automation modules can be reused with a “reusable blocks” methodology between different aids, that allows code to be reused between different robots.
- Finally, the human team must be prepared and coordinated, receiving the necessary tools and skills to respond with agility in the analysis and developments, carrying out an adequate change management that allows the managers to adapt and use the model in a generalized way.
",,,"a:1:{i:0;s:5:""35035"";}",https://www.youtube.com/watch?v=hkZh6WVBpVU,,
33908,"Integrating Machine Learning Techniques to 2021 Census of Population Coding",https://oecd-opsi.org/innovations/integrating-machine-learning-techniques-to-2021-census-of-population-coding/,30/09/2022,"Statistics Canada",Canada,central,"a:1:{i:0;s:11:""information"";}","Integrating Machine Learning Techniques to 2021 Census of Population Coding",,2021,"In 2021 Statistics Canada, Canada’s national statistical agency, successfully implemented a new strategy for coding write-in responses to questions asked on the Census of population. Fasttext, a natural language processing algorithm, was applied to 31 questions and approximately 7 million write-in responses that would have in the past been completed by human coders. This innovation significantly increased the coding efficiency by decreasing the time and cost required to code the 2021 Census.","Each Census, the census coding operations team at Statistics Canada is tasked with assigning a numeric code to the write-in responses of the Census of Population. This is a very large undertaking requiring the coding of millions of responses over dozens of questions.
A significant portion of these responses are coded automatically through a match to a “reference file” of expected responses. In the past, less common responses, or spelling mistakes of expected responses, were typically coded manually by human coders. While the majority of responses match to the reference files, given the size of the Census of Population, even a small percentage of unmatched responses means human coders must hand code millions of write-ins.
Each cycle, Statistics Canada hires hundreds of temporary employees to complete this task at great cost both financially and in person hours required to complete the task. For the 2021 Census cycle, it was desired to replace some or all of this human component with machine learning techniques with a desire to save on theses costs and an eye on maintaining or exceeding the quality of codes delivered previously.
For the 2021 Census, this was achieved by utilizing the fasttext natural language processing algorithm to code the write-in for 6,933,081 responses over 31 questions that would have been coded by a human otherwise. Implementing this change into the workflow was complex and required reinventing and modernizing the way we do all our Census coding. Implementation was a success and approximately $4M was saved and the coding was completed several weeks earlier than it would have been if not for this innovation. Additionally, this innovation was implemented during a period of labour shortage and was essential to allowing Statistics Canada to continue functioning properly when workers were scarce.
Going forward, we are undertaking a series of research projects to improve model performance with a view to increasing the amount of variables and responses that will be coded by machine learning in the future. It is our current planning assumption that for the 2026 Census almost no interactive human coders will be required.","a:3:{i:0;s:3:""194"";i:1;s:3:""354"";i:2;s:3:""959"";}","Using natural language processing to code survey responses is an entirely novel technique at Statistics Canada. Implementing this into the process was complex and required reinventing and modernizing the way Statistics Canada does all its Census coding. This innovation drastically reduced our reliance on human coders, furthered the standardization of coding, increased the speed at which we were able to get coded responses to subject matter experts for review, and saved a significant amount in labour costs. This is the first such attempt at an innovative way to increase efficiency and decrease the need for human intervention in the coding process at Statistics Canada.","a:1:{i:0;s:9:""diffusing"";}","Coding of the 2021 Census was completed and Subject Matter Experts reviewed and corrected any issues in the coded data before it was sent for Edits and Imputation. A quality assurance exercise was conducted on the machine learning results and no significant issues were identified. Data releases from the 2021 Canadian Census of population are on-going. Looking towards the next Census in 2026, a number of research projects are underway to investigate ways we may improve the process and find additional efficiencies.","This innovation was developed and implemented by Statistics Canada management and internal stakeholders responsible for review of and certification of the data were supportive of the innovation and after extensive testing accepting of the risks associated with such a large change.","A primary benefit of this innovation was the savings of cost and time for Statistics Canada and the mitigation of some major risks associated with the Covid-19 global pandemic. During Census processing there was a labour shortage and it was impossible to hire sufficient staff for the required activities. This innovation reduced the number of staff required by approximately 400 persons. This innovation reduced the cost of the Census by approximately $4M which is a benefit for all Canadians.","Machine learning applications coded 6,933,081 records that would have otherwise been coded by humans for a savings of approximately $4M in labour costs. Given the global pandemic and the accompanying labour shortage, it is highly unlikely that we would have been able to deliver the data on time if not for this innovation. Going forward we expect to see an increase in the use of machine learning for Census coding and even less reliance on human coders.","As with any undertaking of this magnitude, there were significant challenges during development of the machine learning models. In particular, machine learning had to be fit into an existing production schedule that was created without it in mind. Due to this, the timeline for evaluating models during preproduction was tighter than desired. For the 2026 cycle we are looking to alleviate this by working with stakeholders to develop a schedule that accounts for the time required to implement this innovation.
Another challenge faced was that of momentum. The Census is an enormous project with many moving parts that have been in place for decades. The Census has previously been very successful in what it does and with this comes a resistance to change. Going forward, we look to increase stakeholder buy in through sharing the successes and benefits we saw in the 2021 Census.","The support of senior management is crucial to the success of this project. Given how successful previous Censuses were, there was an inherent risk involved in replacing a significant portion of it with a previously unproven method. The trust of senior management that it would be implemented correctly and without issue was paramount.
Buy in from stakeholders was as well necessary. This project was multi-disciplinary involving methodologists, IT, and subject matter experts. Though the innovation was chiefly developed and pushed for by methodology and IT, the models required subject matter knowledge to be implemented correctly, and without their buy-in this innovation would not have been as successful as it was.","Other divisions within Statistics Canada use this innovation in parallel with the Census coding team, however on a much smaller scale. Other national statistical agencies are also looking to use similar innovations to replace human coders for their Censuses however to our knowledge this has not been put in practice yet.","Others wishing to implement similar innovations should take note of the complexity involved with adding such a large project to an already existing workflow. It was discovered during development that model building was more involved than first thought and had requirements that were not accounted for in the schedule which was developed for a cycle without machine learning. To this end, workflows should be reconsidered with this innovation in mind, schedules should be adjusted, previously existing processes should be adjusted to account for machine learning in order to improve the quality of both the existing process and machine learning.",,,"a:1:{i:0;s:5:""33918"";}",,,
33909,"MiLAB – Govtech and Public Impact Laboratory",https://oecd-opsi.org/innovations/milab-govtech-and-public-impact-laboratory/,30/09/2022,"iNNpulsa Colombia",Colombia,central,"a:1:{i:0;s:12:""public_admin"";}","MiLAB – Govtech and Public Impact Laboratory",https://www.innpulsacolombia.com/milab/,2018,"MiLAB - Govtech and Public Impact Laboratory, aims to contribute on the digital transformation acceleration of the public sector, by connecting it, through collaboration and open innovation strategies, with start-ups and SMEs that uses emergent technologies and innovative methodologies. MiLAB successfully specialized its activity within the public impact ecosystem, attending the high demand and global tendency of rely on digital innovator among the Government.","The National Development Plan (PND 2018-2022) aims to increase the country’s equity and productivity, through the integration and articulation of the legality principle and the entrepreneurship. As a result, for the first time the PND counted in a public innovation chapter to strengthen institutional conditions.
Therefore, since 2018 iNNpulsa Colombia, National Innovation and entrepreneurship Agency, was designated to operate MiLAB, which was born as a public impact laboratory with the objective of identifying and connection 24th public challenges during the whole quadrennium. On July 2019, MiLAB signed an agreement with CAF, turning into the first Govtech and Public Impact Laboratory in Latin America.
Moreover, MiLAB has become the main national scenario in which innovative public employees converge with Govtech start-ups, capable of designing and developing technological solutions that can respond public impact challenges, and jointly, improve the efficiency and transparency on the public management.
Thus, MiLAB design a methodology, based on the Public Procurement of Innovation tool, with 5 phases, i) Call for Challenges, ii) Identifying the challenge, iii) Connecting Govtech solutions, iv) Strengthening Govtech Solutions, v) Implementation. This process
Enable the public entity to make an innovative public purchase.
MiLAB seeks 3 objectives:
- Give innovative tools and processes to public employees in order to help them close knowledge gaps, understand better their challenges, and adopt faster exponential technologies, so they can respond to their digital transformation challenges from inside the entity.
- Technical and technological strengthen of Govtech solutions, through an innovative public purchase method that enable them to connect effectively with public impact challenges.
- Dynamize and articulate the national Govtech ecosystem to bring out value conversations and connections, in order to boost innovative processes between public and private sector.
Main results:
- 27 identified public challenges and 24 connected with the govtech solvers ecosystem (plus 10 additional challenges MiLAB is accompanying)
- 35 govtech solutions strengthen
- Strategic management and execution of the technical secretary for the Regulatory Sandbox Committee.
- 185 Govtech and public impact start-ups and SMEs mapped
- Leading the Govtech Leaders Alliance, with 20 member countries such as: Lithuania, Brazil, Spain and Poland.
- 6.200 attendees to inspiration and knowledge management
Added value:
- Implementation of a based on a Public Procurement of Innovation Methodology: MiLAB’s methodology reduces innovative cycles by intervening the public and private sectors. Also, it provides innovative tools and processes to public employees such as human-centred design, design thinking, open innovation, and more.
- Strengthening and piloting process before the implementation phase: MiLAB’s methodology has a strengthening process that reduces technological adaptability cycles for the public entity in the implementation phase, and the uncertainty, by providing a moment where preselected solutions can be piloted before the innovative public purchase.
- Quadruple helix of local authorities, universities, businesses, and citizens: articulate and dynamize different actor on the Govtech ecosystem such as, universities, businesses, citizens, and public sector. Due to MiLAB as a Laboratory is constantly learning and change, just like the Govtech tendency that happens to be dynamic and collaborative, it can facilitate a space in which collaboration between stakeholders can happen in a more organic way.
According to the OEA’s definition, MiLAB fits perfectly on the Innovation for an Intelligent Government, defined as a group of strategies and initiatives that facilitates the understanding and implementation of emergent technologies, in order to boost public administrations improvement of their relationship with the citizenship","a:7:{i:0;s:3:""147"";i:1;s:3:""162"";i:2;s:3:""257"";i:3;s:3:""302"";i:4;s:3:""876"";i:5;s:3:""211"";i:6;s:3:""239"";}","MiLAB’s Methodology has 5 phases, with 24 activities. The process begins with the challenge identification and characterisation. Once the challenge is defined, along with its technical characteristics, functionalities, length and costs, a call is launched, and it can preselect until 3 solutions. Then, the solutions go through a strengthening and piloting process.
During this piloting process, the entrepreneurs attend to work sessions with the entity in charge of the challenge, in order to align the solution with the challenge. Then, the solvers design MVP that shows the entity how the solution responds accurately to the challenge.
Finally, a Demo Day is done to select the solution that’s enable to go on in the implementation phase.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";}","MiLAB’s Methodology has been running with different public entities (some following the 80th Law of 1993, or due their legal nature with their own recruitment handbook), if which 8 of them were prioritized as viable for this first cohort. Some of them are:
- Ministry of Justice and Law and the National Institute for Surveillance of Food and Drugs (INVIMA) - Challenge: Interoperation and efficiency for processes and procedures associated with the Cannabis industry. Technologies: Digital signature, OCR, RPA, HCR, ICR, OMR, Data analytics.
- Superintendence of Industry and Commerce - Challenge: Digitalize and automatize the extraction of relevant information on the receipts of medicines and health artefacts. Technologies: OMR, ICR, RPA.
- National Savings Fund - Challenge: Identify and Analyse emotions and subjective patterns of the users, to promote actions that impact positively on the attention and quality of the entity services. Technologies: Artificial intelligence – Machine learning.
","At the beginning of the methodological and operative design, MiLAB identified the importance of activities such as benchmarking, interviews and workshops, which allows the recollection of different contributions of the govtech ecosystem stakeholders. Moreover, allies such as CAF, OneSmart Technology, and more, have contribute with in-kind and cash resources for the design and implementation of MiLAB’s Methodology.","
- Public entities: provide innovative tools in order to help them understand better their challenges, and adopt exponential technologies, on their digital transformation challenges
- Govtech solvers: Technical and technological strengthen, through an innovative public purchase method that enable them to connect with public challenges
- Govtech ecosystem: Dynamize and articulate to bring out value conversations and connections, which boost innovative processes between public and private sector
","
- 32 public challenges connected with the solver’s ecosystem trough co-innovation strategies
- First Colombian Govtech Forum with over 500 attendants and 22 countries
- First Govtech Bootcamp to qualify 150 public employees on topics such as emergent technologies, open innovation, and digital transformation.
- Leading the Govtech Leaders Alliance, with 20 member countries such as: Lithuania, Brazil, Spain and Poland.
- Conformation of the first govtech solver’s community with over 185 start-ups and SMEs
- 4 strengthen fintech that will receive cash resources to improve their solutions
- 8 healthtech and over 200 public collaborators strengthen by the More Life: Accelerating Telehealth in Colombia program, alongside UNPD and BCtA
- MiLAB’s Methodology includes a monitoring and evaluation process with KPIs of input, management, results, and impact. This KPIs can be general, or specific about each challenge and dynamization and connection space.
","
- The legal regime of each public entity must be identified due to it can change the challenge development
- The Guarantee Law was a big challenge during 2021 and at the beginning of 2022, when MiLAB was about to sign multiple agreements with each entity
- The lack of cash resources from each entity for the implementation of the solution at the end of the challenge was a big limiting aspect
- The uncertainty over the change of government, along with the
Continuity of certain politics and initiatives within the entities, is another relevant aspect that usually ends up on the no participation of the entity on the challenge
- The lack of knowledge about the process of a Public Procurement of Innovation is the main limiting aspect when solving open innovation challenges and implementing an innovative public purchase
- The fact that each entity has a multidisciplinary team (legal, innovation, technological, strategic) available to assist to each work sesion is key
","
- Challenger: having a multidisciplinary team available to assist actively to each work sesion; having cash resources before starting the challenge in order to implement the solution; having and identified challenge; socialize the legal regimen with MiLAB’s team to integrate and articulate it with the methodology; having the technological infrastructure and architecture to display a pilot
- Govtech Solvers: having Solutions that involves emergent technologies
- MiLAB: having a multidisciplinary team to contribute to each challenge from different perspectives
- Allies: contribute and or manage the construction of a normative base, strategic vision, cash resources for the implementation, and/or dynamize and articulate the Govtech ecosystem to bring out value connections and conversations
","MiLABs Methodology has been implemented with several public entities.
Key aspects: (i) implementation of a based on a Public Procurement of Innovation process, (ii) a strengthening and piloting process before the implementation phase, (iii) working this the Quadruple helix.
Key benefits:
- Supports and articulate the offer and demand
- Helps identifying and understanding better public needs
- Strengthen better the offer
- Reduces the innovation cycles by strengthening the public and private sector
- Provide innovative technologies to public employees
- Promotes and enables the public entity to make a Public Procurement of Innovation
- Reduces adaptability cycles on the implementation phase
- Contributes to reduce the innovative uncertainly
","Govtech programs can be strategic tools to connect Public Procurement of Innovation in strategic sector of the SDO
Stablish a governance for govtech policies can help define better the roles and activities of each stakeholder. Moreover, there must be an alignment between public entities to boost a plan a govtech ecosystem in Colombia
Implement govtech specific programs can help boost actions such as sandboxes for start-ups, articulate regional needs, making competitive tenders and incorporate experimentation processes to co-develop solutions
Find, facilitate and visualize founding options for govtech solvers, specially govtech solvers in early stage start-ups","MiLABs Methodology offers each challenge:
Challengers:
- Use and implement an innovation kit of 9 tools
- Workshops and mentoring on the piloting process to align the solution with the challenge and identify technical and technological requirements for the MVP design
Solvers, until 3 solvers per challenge:
- Diagnosis and qualification of the govtech solution due its TRL
- 5 bootcamps with topics such as: business models, technical strengthening, legal aspects and more
- Mentoring on topics such as: value proposition, govtech users and clients, stakeholders, negotiation, and more.
",,,https://www.youtube.com/watch?v=ZTlGlXQldDs,,
33931,"Portal Mais Transparência | Transparency+ Portal",https://oecd-opsi.org/innovations/portal-mais-transparencia-transparency-portal/,30/09/2022,"AMA - Administrative Modernization Agency",Portugal,central,"a:1:{i:0;s:12:""public_admin"";}","Portal Mais Transparência | Transparency+ Portal",https://transparencia.gov.pt/,2021,"The Transparency+ Portal is a digital platform of the Portuguese state, where citizens can access easy-to-read and updated information on public spending in an accessible way, combining data science and storytelling. Launched in 2021, the platform is now a reference resource for monitoring European funds, State and local budgets, and public contracts. In a world often perceived through lens of mis/disinformation, Transparency+ is building trust by nurturing civic engagement and open government.","The current scope of public data communication is mainly narrow and fails to connect with the public. Most data representations do not allow also for the general public to quickly access key facts about the functioning of public administration and impairs the public audit of the public administration bodies and governance. In Portugal, data shared in most of public data portals maintained by the Portuguese public administration comes in the form of tabular data, difficult to explore for the layperson in data science. Scarcity of public accessible and reliable data decreases trust in Government, also impairing data re-use and consequent economic value and knowledge creation. Openness and transparency are key elements for establishing trust and strengthening democracy.
Transparency+ Portal, launched in 2021, was an important step in providing a centralized platform where citizens can find several areas of information about the State with true transparency. It offers an appropriated data science and storytelling approach thus providing deep insights into government key areas in the form of:
- Relevant indicators that are in line with the nature, structure, and complexity of the data (available on Portuguese open data portal, dados.gov.pt);
- More effective communication strategies grounded in modern data visualization and storytelling techniques, creating a space for active auditing of public activities and fomenting active citizenship.
In fact, it was developed as a citizen-centric solution, as its entire design process and implementation relied on diversified civic participation (with surveys, interviews, co-creation workshops, persona reference models, among others), to guarantee that the roadmap, areas, and information available according to citizens’ and users’ demands instead of displaying the information and data in the way government wishes or envisions.
Transparency+ Portal aims thus to quantify the impact of public administration in the socio-economic fabric of Portuguese society: impact on education, health, innovation and digital transition, job creation, mitigation of poverty, international competitiveness, climate transition etc. In parallel, offering insight to optimize public administration processes by highlighting good and comparable practices: reuse of open data shared by multiple Public Entities and the contextualized connection to other public portals optimizes development needs and the accessibility concerns includes all users.
Launched with information about European Funds (PT2020, PRR), regular new releases with further info about European Funds (including Public Spending), State Budget and Local Administration were new updates related to PRR (art.360 State Budget Law) and two major State Budget and municipalities releases/areas. A design focusing on citizens’ needs supported by several iteration tests with different user profiles (reports https://transparencia.gov.pt/pt/acessibilidade) enhances the impact of the easy access and understanding of the information by civil society and companies. Furthermore, the portal was audited and awarded the gold seal of accessibility (WCAG 2.1 – W3C) and usability, including different devices including mobile.
The Transparency+ Portal is managed by a cross-sectoral team from several different areas of the Portuguese public sector under the coordination of the AMA – Administrative Modernization Agency. Includes also sub-contractors from the private sector. It has characteristics of a complex Program and is aligned with best practices regarding governance and management recommended by PMI – Project Management Institute, also using Agile approaches in development. The project will deliver 12 new areas to the portal by the end of 2023 and develop an in-depth analysis of the currently available data, identifying:
- Best representation for such data, taking into consideration the complex network of interdependences between institutions;
- Relevant indicators of public administration functioning which meet the needs and expectations of different stakeholders; and
- Most adequate archetypes for data communication build on a visual narrative premise, considering audience and each dimension of public administration.
","a:11:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""611"";i:3;s:3:""302"";i:4;s:3:""619"";i:5;s:3:""184"";i:6;s:3:""621"";i:7;s:3:""303"";i:8;s:3:""190"";i:9;s:3:""283"";i:10;s:3:""373"";}","Transparency+ stands out due to its storytelling and easy-to-read presentation, sharing information in a simple and intelligible way, minimising difficult technical terms for the ordinary citizen. It places citizens’ concerns and needs at the centre of the strategic and operational work done by the PA teams. The involvement of citizens with special needs guarantees accessibility to all. It also counts with the collaboration of the National Network for Open Administration (OGP).
The stakeholders highly engaging model of development and governance should also be stressed. It shares clear government information with civil society while providing better management and use of data previously scattered across various state platforms, reinforcing planning and supervision digital administration capacity. The optimization of production cycles to ensure the regular, almost daily, updates is also an important innovative highlight, that is expedited by the agile iterative process of development","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Since going live, Transparency+ is recurrently adding features and new state areas through an ambitious release plan and has already become a reference resource for actual and accurate information for monitoring European fund's applicability and public contracts' accomplishments.
It also invites citizen users to data recovery, with the ability to drill down by county and a wide range of other criteria parameters.
Partners and Citizen feedback is very valued so, new features are added to the backlog and planned using agile development and deployment methodologies.
This agile based approach makes it possible to have different areas in all the different status: for instance, identification of opportunities for new areas is carried out while lessons are drawn in already consolidated areas. One major achievement is thus the increase in the refresh cycle of data in the most active panels.","Civic participation is at the core of every stage of development and releases of the portal: from creation of new areas, the service design and UX down to testing and evaluation.
The Portal is managed by a cross-sectoral team (c.15 entities and respective SME) under the coordination of AMA. Several civil society and universities are involved in the process, namely those that integrate the National Netwok for Open Administration.","Open easy to consult by all the citizens, it aims to be useful to all users, from less informed ones to experts, who can access and analyse raw data.
The Portal allows citizens, civic entities and companies to access information made available by the State in a more accessible way, reinforcing their relationship of trust with the Public Administration Some of the most frequent users include journalists, students, politics, researchers.","Transparency+ strengthens trust in institutions, allowing citizens and companies access to a range of valuable information for different purposes, including raising literacy levels or promoting informed public participation. It has raised awareness in society and more reflexion about public policy often featuring in media coverage. Although originating in a government proposal it had several inputs from other parliamentary sectors resulting in an extended political commitment.
Transparency+ has drawn nationwide attention and is visited from several other countries. It has reached over a quarter of a million views since its launch and continues to grow as new areas and features are developed and delivered. The increase in the refresh cycle of data in the most active panels. It started with monthly updates, increased to weekly, and now there is fresh data daily on the portal. This keeps Transparency+ compliant with 3 pillars of Analytics: be accurate; Easy to consume and updated.","The regular updating is a challenge: the involvement of several AP entities with many cycles since operational sectoral collecting of data to consolidation of datasets and analysis to release in the portal, makes it challenging to automatize data pipelines to optimise the circuit.
Also challenging to find a balance between the technical accuracy required by the public entities and a clear language understandable by all.
Different levels of data quality and structured information maturity from the several PA entities, with different capacities and resources has also proved to be challenging.","
- Constant evolution in terms of the optimization of the circuit since operational sectoral upload to the release of the analysis in the portal leading to increasingly regular (almost daily) updates.
- UX/UI – balance between technical tems and language and clear language and story widely understandable.
- Agile methodology - Fail fast and small
- Political support
","Open Source based facilitates technical replication of solutions for similar aims, both by smaller or bigger organisations. It provides a flexible architecture which is technically not difficult to replicate. However, some previous conditions are important, such as capacity of partner entities to provide data and collaborate in cross-sectoral teams; mature reliable quality open data infrastructure; wide political support.","The impact on society, namely in the media whenever a new area of information is included in the portal, makes this project a big, but very important, responsibility to undertake.",,,,,https://www.youtube.com/watch?v=BmG-5mHdsTc,
33972,"Bogotá Care Blocks",https://oecd-opsi.org/innovations/bogota-care-blocks/,30/09/2022,"Secretary of Women’s Affairs",Colombia,local,"a:1:{i:0;s:12:""public_order"";}","Bogotá Care Blocks",http://sistemadecuidado.gov.co,2020,"Nationwide the unpaid care burden falls disproportionately on women, reaching alarming proportions in the city of Bogotá: 30% of the city's female population are full-time unpaid caregivers, of which 90% are low-income; 33% lack time for self-care; and 70% hold only primary school. To mitigate undesired effects, and that the burden of the home-care increases the vulnerability of (already) neglected women, the city of Bogotá has recently launched the ""Care Block"" initiative to centralize key services for female caregivers to improve their well being and to reduce the time women dedicate to unpaid jobs/tasks. Furthermore, the Care Blocks have put women at the center of Bogotá's urban transformation and future planning. The first Care Block was piloted in Ciudad Bolivar and, nowadays, there are 11 of such Blocks across Bogotá.","30% of the female population living in Bogotá are devoted to full-time unpaid care work, with a dedication average of 10 hours per day. Among women, this burden affects disproportionately to low-income ones, whose opportunities for political participation and self-care are hampered due to the care work overload. For instance, gender inequality, considerable lost of political participation, as well as the entrenchment of financial opportunities and domestic violence are reinforced by these gender-based role allocations. Several poverty drivers are also reinforced by such unfair time allocation on women's back; for example, only in 2021 the impact of women's unpaid work accounted for around 13% of Colombia's and 20% of Bogotá's GDP respectively.
In a study carried out by the Bogotá's Secretary of Women's Affairs, it was found worrisome the high levels of neglecting among full-time caregivers: 70% of them did not get to pursue beyond primary school, 33% are deprived of leisure and self-care time, whereas 21% have been diagnosed with untreated chronic illnesses. Not to mention that 90% of these women fall into the lowest threshold of income.
The pandemic has exacerbated these undesired patters for women, compromising the city of Bogotá to take action to mitigate them and allow women to live in well being. While the pandemic was still ongoing, the authorities designed and piloted the first city-level care system in Latin America based on Care Blocks, where it would be possible to access to centralized services provided by the city authorities, as well as those run by the National Government, some of the private sector and even few communal/houselhold-driven ones. The focus of these services are on personal development, self-care, income generation and engagement / political participation.
The Care Blocks aim to recognize the contribution of caregivers, to redistribute the responsibility of care-taking more equitably, and to reduce the proportion of women's unpaid care work so that they can pursue personal development activities. In this sense, the project is innovative by design, which simultaneously provides professional assistance to those in need together with educational and leisure opportunities for caregivers whose time is freed-up as a consequence of hyper-targeted and intensive delivery of public services. For example, while a caregiver enrolls in a program to complete high school, her grandchild can take part in playful activities that are also adapted to people with disabilities or any physical limitation. Furthermore, the Care Block also offers learning services for men where they undergo through several home tasks (i.e., ironing, baby care, household financial organization).
The Care Blocks offer a context-specific solution for an acute challenge using a radical, ease-of-access modality at a level that has never been tested before. They introduce a new criterion for the city's urban planning that positions women, caregivers and care work right at the center to organize several of the city's services. The Blocks' locations enhance the use of each district's facilities in favor of caregivers in what they call ""anchor building"" to ensure that services can be accessed within a 15-20 minute walk only, the equivalent to an 800-meter walk around the vicinity almost eliminating the need to use public transport. For citizens that live in rural and peripheral areas of Bogotá, far from a Care Block, the city has implemented Care Buses to guarantee mobility and access to services. In addition, a Care Home Delivery program was designed for the 14% of full-time female caregivers who cannot access to the Block's services or premises - the program delivers services to both caregivers and those who require special care in their own households. The Care Blocks were inspired in Uruguay's National Care System.
It is the first time that Bogotá's Urban Master Plan has a clear gender approach by including the women-oriented Care Blocks at the core of its territorial planning - It aims for an equitable and safe city for women and people in all their diversity. This political and policy action will allow to ensure the Block's sustainability over time, in particular as 45 Care Blocks are expected to be launched by 2035 , of which 20 of them are expect to be completely implemented by the end of the current administration in late 2023.
The Care Blocks have been working closely with the city's innovation Lab (iBO) in the enhancement and streamlining of the registration process of caregivers, so that they can seamlessly access to the full range of services. The objective is to improve the citizens experience through easing up the data input and registration processes that will enable the development of a robust data system for service delivery purposes and for decision making according to specific characteristics (i.e., women, men, children, people with disabilities, etc.).","a:5:{i:0;s:3:""190"";i:1;s:3:""609"";i:2;s:3:""196"";i:3;s:3:""211"";i:4;s:3:""617"";}","Before the Care Blocks all the services offered from the city were mostly siloed, widespread across the city and/or centralized in few areas, which will limit its impact. Furthermore, as they were time consuming caregivers would not only have difficulties accessing to them, but simply won't use them despite their needs. It was also difficult to address societal goals related to the perpetuation or impediment of women to gain access to need-specific support.
The Care Blocks are innovative because they: 1) place caregivers at the center of the policy and service delivery design, 2) re-organize the city to meet people's needs, instead of the other way around, 3) address the inequality of the care burden from a cultural and societal perspective, thus ensuring long-term sustainable change. For a big city like Bogotá the most innovative aspects of the Care Blocks are on the ""how"" services are provided and the interoperability among them.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Between October 2020 and September 2022 Bogotá has added up 12 Care Blocks, 2 Care Buses and has created a Care Home Delivery program. All together they have provided services to over 200,000 people. 20 more Care Blocks will be added by the end of 2023, and the current Mayor seeks to implement a total number of 45 Care Blocks by the end of 2035 as part of the city's commitment to its citizens and of its membership of ""the Multiple Allied City Networks"".","The Care Blocks cannot be sustained without a vibrant network of committed partners and stakeholders, including the civil society. It has built the Care Alliance as a network of actors that cluster the private sector, NGOs, the academia and many other locally-based organizations. Furthermore, the Alliance is meant to be a platform that ensures that caregivers have voice and vote in the decision-making, for example, by participation in the Intersectional Commission of the Care System.","The ambition of the Care Blocks is to benefit Bogota's society as a whole. Caregivers and care receivers will meet their specific needs and will see boosted a cultural transformation and the achievement of economic growth based on equity. Also, through the Care Alliance they will generate exchanges and fruitful collaborations between both parts around the pedagogy of care and redistribution.","Up to date they have reached a total of 200,000 services of which: 192,450 services in 11 Care Blocks; 11,988 services in 2 Care Buses; 2,134 homes in 3 programmes for Care Home Delivery Service; 7,038 caregivers formed; 8,480 persons in cultural change workshops. They have been conducting entry and exit surveys as well as part of an initial impact measurement effort; similarly, a platform that collects data on services provided by the different entities is in place. The expected results for the Bogotá Care Blocks System are to reach 1’000,000 beneficiaries by the end of 2024, and to continue to digitize the data collection and documentation of the entire process of implementation of the Care System.","Since 2020, the Care Blocks have faced multiple challenges including the COVID-19 pandemic which aggravated the caregivers’ situation. On top of that, the initiative had to transit throughout the legislative body politics and required to enact a special budget to make it run. An additional layer of challenges are the reaching out and raising of awareness among the people and the different stakeholders, as well as the policy officers and entities, as they require accessing and integrating to the different categories of services that sought to be provided.","First, the share responsibility is key, specially inside the government, because this might be led by the Secretary of Women’s Affairs, but it requires the provision of services from six Secretaries. Second, infrastructure, this is mostly an urban initiative that rethink how the city’s services are organized, and it is based on the idea of bringing the services to the citizenship with a gender approach. Then, the city requires to rethink if the services available are the services they population need and if they are available when they need them. However, other factors are involved in the making of success: guarantee the legitimacy and durability of the programme through the law; the assurance of financial resources; and personal values and motivation since the System will not work without the citizen commitment, and this implies a change in their cultural manners and how they perceived the care work.","The Bogotá Care System has been replicated in San Pedro Garza García, México. The city has also received requests to give technical advice on the implementation of other care systems from cities such as Medellín, Cartagena and Cali, the Colombian National Government, Perú, Argentina, Chile, Dominican Republic, and México, and inside city networks as well such as CHANGE.","No society can survive without care. Furthermore, caring should be a shared obligation. For this reason, the participation of other actors beyond the government is necessary to achieve a successful and sustainable implementation. This requires an active participation and involvement of the private sector and other entities from the National level. For example, the Care Blocks Alliance is working with the National Training Service and with the city Council on the checks and balances of the system.","The Intersectoral Commission has a citizen participation mechanism made up of representatives of the city's advisory councils (including those of women, children, LGBTI, and city councils on disability, indigenous women and Afro-Colombian women), as well as organizations of female caregivers, to guarantee a differential approach in their design and implementation. The System has received technical and financial support from international cooperation agencies and academia, such as the 2021 Bloomberg Global Mayors Challenge award.
In January 2022, Bogotá won the Carter Center Transforming Lives Campaign; The Care System has also received a donation from the Open Society Foundations to implement the piloting of the first 2 Care Buses of the Care System and a Cultural Change Strategy, Sept 2020 - August 2022.","a:7:{i:0;s:5:""33967"";i:1;s:5:""33964"";i:2;s:5:""33965"";i:3;s:5:""33966"";i:4;s:5:""33968"";i:5;s:5:""33969"";i:6;s:5:""33970"";}",,https://www.youtube.com/watch?v=sqcjh_gyCl0,https://www.youtube.com/watch?v=wiF3ffbQ4DU,https://www.youtube.com/watch?v=gPqcyHmb5yk
33996,"CrowdBots - Using hybrid intelligence to extract value from smaller datasets in biomedical research",https://oecd-opsi.org/innovations/crowdbots-hybrid-intelligence/,01/10/2022,"Human Computation Institute","United States",other,"a:2:{i:0;s:7:""housing"";i:1;s:7:""science"";}","CrowdBots - Using hybrid intelligence to extract value from smaller datasets in biomedical research",https://blog.hcinst.org,2021,"When artificial intelligence (AI) is unable to achieve required accuracy levels in biomedical analysis involving very large data sets, the models are often discarded and the research is severely hindered. To solve this problem we created a crowd-powered citizen science game, Stall Catchers, to integrate the cognition of public volunteers with AI methods to achieve rapid, expert-like analysis of Alzheimer's research data aimed at accelerating the discovery of a therapeutic treatment.","In scientific research, a huge bottleneck in testing a hypothesis can be the time required by an expert to manually analyze very large datasets. In our case, Alzheimer’s research data collected over the course of a single week would take trained laboratory technicians six months to a year to analyze. Sometimes automated methods, such as machine learning, are used to speed up the analysis, but these requires very large volumes of training data to be sufficiently accurate. When such training data aren’t available, an alternative for speeding up the analysis involves a hybrid approach, which combines the complementary capabilities of humans and machines. The Human Computation Institute specializes in such approach to solving problems, and much of this innovation has been compelled by our flagship project, Stall Catchers.
Stall Catchers is an online citizen science game that uses crowd-power to accelerate Alzheimer's disease reseach at Cornell University, funded by the U.S. National Institutes of Health. Since its inception in 2016, 45,000 global volunteers have contributed 13.5 million annotations accomplishing two decades of data analysis in 4 years while producing expert-like data analysis and supporting several discoveries reported in top tier journals, including the identification of a therapeutic agent that restores memories in transgenic Alzheimer's mice.
Two key innovations have been fundamental to these successes. The first innovation involved the development of a theoretically optimal consensus algorithm that quadrupled analytic throughput. The second one is a hybrid intelligence approach that enables imperfect machine learning (ML) models to automate part of the analysis. So while our game, Stall Catchers, is a crowdsourced hybrid-intelligence innovation to the challenge of data analysis volume, our second innovation brought to life in 2021, called “CrowdBots,” derives utility from imperfect machine learning models that were previously discarded.
Stall Catchers players analyze brain capillaries through an online virtual microscope to determine if they are flowing or stalled. We combine answers from several different people about the same blood vessel to produce a single expert-like crowd answer. This approach allows individual errors to get washed out to ensure consistently high data quality. Improvements to the methods we use to combine answers allowed us to reduce the number of individual answers we had to collect for each movie from 20 to approximately five. The combination of more users and efficiency improvements increased our analytic throughput effectively speeding up the research time by a factor of four. Our goal, however, is to reach a ten-fold improvement over the lab in order to reduce the potential time to a treatment target down to just a few years.
Achieving this goal may be possible via our new CrowdBots innovation. To invesigate the “CrowdBots” idea we ran a MathWorks-sponsored machine learning (ML) competition in partnership with DrivenData, which attracted 900 ML developers and resulted in 70 diverse ML models that were trained using 12.4 million crowd-generated annotations from Stall Catchers. Some of these models demonstrated unprecedented accuracy on our Alzheimer’s classification task compared with past automation approaches, but still did not meet our stringent data quality requirements. To derive utility from these models, we investigated a new mode of human/machine collaboration, which endows these models with agency alongside humans in our crowdsourcing systems. This “CrowdBot” approach speeds up data analysis, reduces reliance on human annotators, and improves data quality, while providing open source tools that reduce barriers for using ML in biomedical and other domain-specific data analysis.
Stall Catchers was inspired by the stardust@home project, where space scientists were trying to detect interstellar dust particles embedded in aerogel that was brought back to earth by a satellite flown through the tail of a comet. This required looking through a million microscopic images of aerogel, which the scientists estimated would take approximately 100 years. They created an online activity that allows volunteer participants to look through a virtual microscope to try to find with Stardust. With over 30,000 so-called “dusters” participating, they were able to sort through one million images and find seven interstellar dust particles in just a few years. A finding reported in the journal Science.
Recalling my stardust@home experience, I wondered if the virtual microscope could be adapted to look at blood flow in mouse brains. I got so excited about this that I phoned the project leader, Andrew Westphal, and told him about the Alzheimer’s research and how we might be able to use his virtual microscope interface to help speed up Cornell’s research. He agreed that it could work. Having lost his father to Alzheimer’s, he was also personally motivated to help.","a:3:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""220"";}","Our ""CrowdBots"" innovation combines existing analytic methods (Crowdsourcing and Machine Learning) to reduce reliance on human annotators and augment analytic capacity by creating a hybrid crowd of humans and bots that work together. Machine Learning (ML) has been used to accelerate data analysis but relies upon a large training corpus, which isn't always available. In the absence of such training data, ML prediction accuracy may be insufficient to support research needs.
In such cases, crowdsourcing via citizen science has been used to analyze very large datasets that lend themselves to being decomposed and gamified into accessible microtasks. However, curating a large community of volunteers to participate in citizen science is a time-consuming and costly endeavor that is difficult to sustain. By applying our consensus methods to cohorts of humans and ML-powered bots, we have been able to reuse old data, increase platform sustainability, and boost analytic throughput.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Stall Catchers is at the stage of diffusing lessons, so that other scientific researchers may employ our methods and even see the benefit of adding our process to their research agenda. For CrowdBots, we have completed two validation studies and now seek to extend this work to new theories/proposals for ways in which hybrid intelligence ensembles can tackle different biomedical imagery problems.
Some specific goals are to (1) Develop an open source toolkit for transforming ML models into citizen science “bots” that enables a direct pathway for effectively integrating substandard ML models into an existing crowd-powered analytic pipeline without extensive re-engineering. (2) Investigate various human/AI partnership modalities/configuration such as relative expertise, AI intervention sequence, ensembles vs human/AI dyads (Prototype our Human-AI experimentation toolkit alongside this endeavor.) (3) Test the generality of CrowdBots on new analytic tasks and datasets in our other projects.","Stall Catchers collaborator organizations included Andrew Westphal (stardust@home) from UC Berkeley, EyeWire creators Sebastian Seung and Amy Robinson (Princeton U.), the Schaffer-Nishimura Lab at Cornell University, SciStarter, and BrightFocus Foundation. The CrowdBots machine learning challenge was run with DrivenData and sponsored by MathWorks. Our subsequent CrowdBot validation studies were sponsored by the National Institute of Aging at the U.S. National Institutes of Health.","Currently Stall Catchers brings over 45,000 global citizens on six continents together across cultural and geographic boundaries to tackle a common human problem: Alzheimer's disease. Stall Catchers has analyzed over 30 research datasets and has formal commitments from four new universities to support disease research using Stall Catchers as well as new hybrid platforms we are developing that build on Stall Catchers to accelerate sickle cell disease and cerebral small vessel disease.","Alzheimer's disease affects 24 million people worldwide and is the only ""top 5 killer"" without an effective treatment or cure. Via crowdsourcing and hybrid intelligence innovations, our Stall Catchers citizen science platform has accelerated Cornell University's Alzheimer's research, leading to the discovery of prospective Alzheimer's treatment targets that are FDA drug analogs. These drug analogs reduce capillary stalling in mouse models of Alzheimer's and restore memories and other cognitive functions.
Our innovations made it possible to reduce the time needed to make these discoveries from approximately 20 years to 5 years. Related biomedical results have been reported in top tier journals, including Nature, Nature Neuroscience, PLOS One, and Brain (https://www.nature.com/articles/s41598-020-65908-y). We are in the process of generalizing these methods to other biomedical analyses to accelerate dementia and other disease research including sickle cell disease.","To validate Stall Catchers before using it on new research data, we applied it to an old dataset that had been previously analyzed by experts. We were surprised to discover that the crowd answers did not have as much agreement with the experts as we anticipated based on our pilot studies. To address this we convened a meeting with the experts who had generated the gold standard data used in the validation study.
The experts acknowledged that in almost every case of disagreement, the crowd answer was correct and the expert had been wrong. Moreover, we learned that there was greater agreement between the crowd and each individual expert than there was agreement between the experts.
Another challenge we faced was that our ""wisdom of crowd"" consensus methods required 20 different people to evaluate the same blood vessel, which seems very inefficient. We therefore improved our methods to more sensibly aggregate answers from different players, which reduced that number from 20 to 5.","Key success conditions entailed 1) choosing a societal problem to tackle that affects many people and has impacted stakeholders across sectors, 2) identifying win-win-win opportunities, 3) leveraging media visibility to boost participation, 4) maintaining a culture of humor and humility, 5) always listen and respond to members of our community, 6) we do not view our projects as our own, but projects that belong to humanity, 7) we view our role in the development and maturation of these projects as a privilege.","Several researchers including Oliver Bracko at University of Miami and David Boas at Boston University have obtained federal grants (NIH) that include provisions for using Stall Catchers to accelerate the analysis of their research data, and for extending Stall Catchers to include new types of data analysis. Additionally, we developed an experimentation platform based on Stall Catchers, which was used by Microsoft Research to collaborate with us on human-AI partnership studies (publication in TOCHI).
NIH has funded us to develop a new platform based on Stall Catchers to support Alzheimer's research at UC Davis and UC San Francisco that uses crowd-power to assess amyloid burden on whole slide images of human brain tissue to understand why Alzheimer's is more prevalent in Hispanics than white non-Hispanics. In collaboration with U. Pittsburgh we are developing a three-stage crowd-based analysis for 7Tesla MRI data to support sickle cell disease and dementia gender disparity research.","I used to think I needed permission to succeed. I worked in a highly innovative environment where I expressed some of my ideas about hybrid intelligence. These ideas were met with skepticism and I was discouraged from pursuing them. Eventually, I realized there was nothing preventing me from pursuing them on my own, so I began to build a community around these ideas of combining human and machine intelligence through a book project with 117 authors from 23 countries.
Next I won a grant to organize a 3-day workshop at the Wilson Center with White House participation, and subsequently formed the Human Computation Institute, where these ideas are now accepted by the scientific community and being actively used to accelerate biomedical research. The lesson is: give yourself permission to succeed, and then you won't need to find it elsewhere.","An interesting next step for the CrowdBots innovation is to enable continuous learning of machine learning models that are members of a hybrid crowd. This would result in systems that gradually become faster and more autonomous over time.","a:7:{i:0;s:5:""34061"";i:1;s:5:""34065"";i:2;s:5:""34064"";i:3;s:5:""34063"";i:4;s:5:""34062"";i:5;s:5:""34060"";i:6;s:5:""34059"";}","a:2:{i:0;s:5:""34066"";i:1;s:5:""34067"";}",https://youtu.be/lI1TeTmR5mU,https://www.youtube.com/watch?v=k7lXJDNaQ5o,https://www.youtube.com/watch?v=dfjbOtCoFGw
33997,"BA Climate Action",https://oecd-opsi.org/innovations/ba-climate-action/,30/09/2022,"Buenos Aires City Government",Argentina,local,"a:1:{i:0;s:13:""environmental"";}","BA Climate Action",https://www.buenosaires.gob.ar/climateaction,2020,"The Buenos Aires City Government launched Climate Action, an open data platform that brings together energy efficiency, sustainability and waste management policies to combat climate change in the city. The platform is based on transparency, co-creation, collaboration, citizen participation, accountability and innovation. BA Climate Action was co-created with civil society organizations, environmental experts and citizens.","All over the world, we are already witnessing the impacts of climate change. From the increase in temperatures on the land, sea and the Arctic, to floods that generate massive displacement of the population and droughts that destroy crops, climate action is an urgent call to national and local governments. Although cities only take 3% of the global surface, they consume 80% of the energy and emit around 70% of greenhouse gases. Local action plans are essential to developing climate policies that help create more resilient, inclusive and sustainable cities. Yet equally important is how other stakeholders are involved and the access they have to governmental information.
In this context, in 2020, the Buenos Aires City Government launched BA Climate Action: an online platform that opens information on environmental management in clean energy, sustainable mobility, and comprehensive waste management, among other indicators of climate change. In this way, it fosters public dialogue and contributes to raising awareness of the urgent nature of climate change. In addition, it gathers activation and participation actions so that citizens, civil society organizations, the private sector, and academia add their contribution to make Buenos Aires a carbon-neutral, resilient, sustainable, and inclusive city by 2050.
This site was the first site co-created with more than 600 citizens, experts, and civil society organizations. Through multiple instances of dialogue and participation, a process of opening and visualization of more than 30 data sets was designed, such as the location of green points in the city or aerial photos that locate the solar roofs.
BA Climate Action's main objectives are:
- Creation of a platform that combines the opening of environmental public information, accountability of government actions and civic activation,
- Collaborate with the democratization of information regarding climate change and accountability on government actions to reduce carbon emissions,
- Achieve the participation of citizens through concrete actions in the process of cultural change to mitigate the risks of climate change.
Buenos Aires is the first city in the world to link the open government and climate agendas to involve citizens in climate action while being accountable for the actions and commitments taken to be a carbon-neutral, resilient and inclusive city by 2050. Tackling climate change necessarily demands collaboration, cooperation and accountability for sustainability. Following an open government strategy strengthens democratic systems, promotes transparency and accountability of public policies, increases the levels of trust of citizens in public institutions, encourages participation and collective intelligence, strengthens civic commitment and improves the quality, effectiveness and efficiency of governments and their administrative apparatus.
With a solid base on opening information on Buenos Aires 2050 Climate Action Plan, BA Climate action allows the City Government to continue expanding the accessibility of information and developing new tools for evidence-based decision-making. Such is the case of green jobs indicators that, following the International Labour Organization’s methodology, measure where the city stands on green employment, highlight the opportunities to boost green jobs through a collaborative process, and build bridges with the private sector.","a:8:{i:0;s:3:""194"";i:1;s:3:""302"";i:2;s:3:""611"";i:3;s:3:""181"";i:4;s:3:""190"";i:5;s:3:""184"";i:6;s:3:""317"";i:7;s:3:""621"";}","Buenos Aires City is the first city in the world to implement a project of this nature, making it a new and innovative experience globally. On the other hand, the co-creation process is undoubtedly a factor that gives the initiative an innovative character, having allowed the government to generate a platform adapted to the specific needs of citizens, experts and civil society organizations, reported by the beneficiaries themselves. Its information is accessible, easy to read, and relevant. The co-creation of BA Climate Action has enriched it both in the distribution of information, visual resources, strategies aimed at citizens so that they are also part of climate action, deepening of the available information, among others, thus being able to bring citizens a platform that adjusts to their needs.","a:1:{i:0;s:14:""implementation"";}","BA Climate Action was implemented in 2020 and published environmental indicators, GHG inventory, 30 environmental-related data sets, civic activation and civil society initiatives. In 2021, to allow citizen monitoring, it published an interactive version of the Buenos Aires 2050 Climate Action Plan which gathers the initiatives to reduce the emission of greenhouse gases and be a carbon-neutral, resilient, and inclusive city by 2050. In addition, The Plan includes a commitment to reduce more than 50% of emissions by 2030.
This is a tool that allows you to visualize and explore the climate goals in detail and keep track of the progress of each one. In addition, it adds graphics, project details, and milestones for each of the 24 goals. In this way, it facilitates how citizens can explore climate goals, promoting inclusion in climate action. In 2023, it will incorporate new features regarding green employment indicators.","For the development of BA Climate Action together with the Government of the City of Buenos Aires, the Development Bank of Latin America (CAF) was involved as a collaborator, and strategic actors from Buenos Aires participated as co-creators, such as environmental organizations from the civil society, experts on climate change and residents of the city.","The general population and stakeholders benefit directly from the BA Climate Action initiative with the more than 3 million citizens of the City of Buenos Aires, with special emphasis on those residents, members of organizations, and experts who worked as part of the co-creation of the platform, which allowed it to be targeted to a specific audience. In turn, it benefits researchers, academics and journalists who wish to collect the information on the site to re-use in their projects.","As the first result of the initiative, BA Climate Action has received a total of 87,600 unique and organic visits since its implementation. On the other hand, it paved the way for the City Government to develop new Open Government policies such as green employment indicators in order to identify urban environmental activities (urban gardens, urban waste recycling, ecodesign, etc) that could source environmental jobs, identify companies whose traditionally non-environmental activities could transition towards more sustainable forms of production. Thus, this process seeks to learn about opportunities for the creation of new green jobs, existing training needs, public promotion policies, experiences, good practices and lessons learned in the matter.","The challenges that arose were the coordination between a great variety of actors and achieving a truly collaborative work that would allow creating a platform with comprehensive and easy-to-understand data, aimed at citizens, experts, public servants and civil society.
To solve this, work was done on a comprehensive strategy on climate change in charge of a strategic roundtable led by the General Secretariat and International Relations together with the Environment Secretariat by organizing follow-up meetings with the Chief of Cabinet of Ministers every 45 days. On the other hand, numerous work groups were held so that all the information presented by the different government departments was standardized and could in turn be presented coherently on BA Climate Action.","First of all, effective intra-governmental coordination is essential to achieve data standardization. Second, the fact that the platform is generated through co-creation processes is a factor that influences its success, since by having the vision of the recipients themselves, it can be tailor-made to effectively meet the needs of citizens. Lastly, the interviews with experts also favored the final result by also providing a professionalized vision of the central theme of the platform, climate change.","The platform is made up of 30 sets of open data and public information linked to climate action, which are associated with the demands collected from the various actors that have participated in the collaborative processes. It is precisely these 30 sets of open data that allow for promoting citizen monitoring and its reuse for the generation of public value and evidence-based public-private decision-making.
Likewise, the methodology applied during the process has been thoroughly documented and can be replicated and adapted by any government according to local characteristics and needs.","By working jointly with other actors, as a government, it is possible to respond to their demands for information and citizen activation and make available data that serves as input to nurture the open data agenda in the future. In turn, to improve dialogue with citizens, it is necessary for the government to open permanent channels of communication with the users of the platform in order to identify their needs and requirements, while the web grows and is reformed as the city, thus allowing constant transparency and accountability, favoring citizens' trust in public institutions and making them part of climate action.",,"a:11:{i:0;s:5:""33999"";i:1;s:5:""34008"";i:2;s:5:""34000"";i:3;s:5:""34001"";i:4;s:5:""34002"";i:5;s:5:""34003"";i:6;s:5:""34004"";i:7;s:5:""34005"";i:8;s:5:""34006"";i:9;s:5:""34007"";i:10;s:5:""34009"";}","a:1:{i:0;s:5:""34010"";}",,https://drive.google.com/file/d/12cGLqBOiXQeFE039XMPpQAVXxwMZR3fK/view?usp=sharing,
34018,OpenAttestation,https://oecd-opsi.org/innovations/openattestation/,01/10/2022,"Government Technology Agency of Singapore",Singapore,central,"a:1:{i:0;s:11:""information"";}",OpenAttestation,https://www.openattestation.com,2019,"Singapore's Government developed OpenAttestation, an open-source framework to support endorsement and verification of documents using the blockchain. With this, an easy and reliable way to issue and validate tamper-proof certificates is readily available to the Government as well as any adopters locally or internationally.","With the advent of digitalisation in all facets of life, we see a proliferation in document exchanges – be it education, health or even shipping. To respond effectively and efficiently to challenges, such as forgery or fraudulence, it was important for the public sector to explore an agile, seamless yet easy solution to tackle this issue. This resulted in the development of the OpenAttestation (OA) framework to reduce the possibilities of illegal or fake results as well as provide relevant authorities a means for verification.
OA by the Government Technology Agency (GovTech) is part of Singapore’s Smart Nation Initiative. It is built upon the Ethereum blockchain for veracity, simply checking against a blockchain hash value. It also enables trusted provenance to ensure that the document is validated against the authority of issuance. This makes OA a secure solution for issuance, authentication, and verification without the need for proprietary software of equipment. The fundamental framework was developed by a lean team of six developers, designers, and managers in a span of three months through agile methodology and application of cryptography that was inspired by the possibilities of blockchain. The first practical innovation that catalysed and was built upon the OA framework began with OpenCerts, tamper-proof educational and vocational certificates. This stemmed from a conversation with an institute of higher learning that was looking at reducing administrative burden for its staff. The project was ambitious, not just in terms of technology but in regards to the transformation of the certification paradigm. To drive global adoption and allow anyone to freely participate in using the framework it was imperative that OA provided a decentralised database with no single point of failure; without a centralised server or need for backend integration.
The maritime industry has also benefited from such developments through the TradeTrust project, where digital bills of ladings can be exchanged through inoperability between government and businesses. More recently in 2021, stirred by the pandemic and to support safe reopening of borders, a team of eight at Singapore's Government Technology Agency also embarked on the HealthCerts initiative, which authenticates and endorses Covid certificates – Pre-Departure Tests, Vaccination and Recovery Certificates. It is arguably the world’s first health certificate built upon the blockchain. It has also been made interoperable to be recognised by the European Union’s standards as well as 45 non-EU countries. In addition, HealthCerts can be verified online at www.verify.gov.sg. It can be read by any QR reader or camera-enabled mobile device without the need for proprietary software to render a human-readable, authenticated certificate. Countries’ border authority would simply require internet connectivity and whitelist the verify.gov.sg domain. In the case of TradeTrust and HealthCerts, the adoption must (and has) spread beyond Singapore. This is achieved through public-private partnerships that help drive the “global recognition” facet. There was also interest from other countries for adoption.
As OA is open source, the private sector can easily incorporate the technology into its products, driving usage outside the public sector. One example is the joint release between GovTech and Ministry of Health on standards and schema for digital documentation Covid test results through HealthCerts. A common framework avoids the need for organisations to reinvent the wheel and achieve faster time to market as well as develop marketplaces to the fit the local context. The objectives of OpenAttestation:
- Reduce transaction and submission of fraudulent documents
- Ensure document integrity
- Check issuance status
","a:5:{i:0;s:3:""162"";i:1;s:3:""876"";i:2;s:3:""617"";i:3;s:4:""4088"";i:4;s:3:""190"";}","This is the first blockchain or cryptographic-based innovation in the Singapore Government at scale and is also open-source. Compared to other emerging solutions, OA allows for decentralised verification, and there is no need for integration with a public key directory. It contains advanced features that also allow selective disclosure and rendering documents with custom templates.","a:1:{i:0;s:14:""implementation"";}","As a ready and available product, it’s currently at the growth stage as we engage more countries and cities, while simultaneously enhancing the service offering and user experience. Essentially, with such a framework in place we can ensure scalability and base integration quickly, without the need for complex infrastructure. And by aligning with international standards, as well as open sourcing our codes, we are able reduce the barriers to entry and integration.","OpenAttestation is built around the notion of a “cohesive ecosystem” and innovation. Among the collaborators and partners were government officials from Health and Education agencies who provide tech solutions, guided by public policy, to their perceived problem statements. Private companies were key partners as they brought their expertise in technology and their extensive global network to provide support. Finally, engaging with citizens allowed for developing research and community engagement to better enhance the user experience.","Products built using OA framework, like OpenCerts and HealthCerts allowed to make certificates easily retrievable and disseminated, while ensuring credibility and authenticity to the document. Citizens were benefitted from this heightened accessibility, documents can be accessed on digital wallets as well. The innovation allowed the government to save significant resources previously dedicated to human resources. For example, in the case of HealthCerts, the annual saving is roughly about S$400,000. Finally, companies benefited from the innovation because of new business opportunities, faster time to market, and additional opportunities to innovate.","Some 18 local institutions are benefiting from OpenCerts in terms of manpower and resources. Students now are better able to share their academic and training documents with potential employees, whether in the local or internationally recognised context. The GovTech innovation has allowed for additional product development into major or critical industries including education, health, and maritime which is a bedrock to Singapore’ success. Successes have been measured in terms of adoption by end-users as well as private companies. The interest from foreign nations as well as media coverage amplifies the positive results and successes of the initiative. This can point towards the idea that the Singapore Government’s direction is steadfast towards ensuring digital innovation. To-date more than 5m certificates have been issued and we also have 14 technology providers onboard with issuance, in over 30 locations, and across 700 medical institutions.
","There are inevitable teething issues when organisations with differing motivations come together. After all, the public sector is guided by public policy while private entities are profit driven. This can lead to a different prioritisation of product roadmaps and extra effort must be put in to understand the perspective of each side for smoother coordination.","While products based off OA have seen wide success in Singapore and overseas, the team continues to explore ways to inspire and expand globally, while retaining the founding principles. We aim to encourage partnerships and drive adoption, our engineering principles on using open standards will be key to success and adoption.","There has been private sector application of the OpenAttestation framework internationally, such as towards issuing academic certificates and a pilot on helping farmers deliver sustainable cashmere by companies like Trybe.ID. Such innovation is only possible through the internal capability building of the Singapore Government. As part of the roadmap, the team will look to expand Open Attestation’s utility to enable the Singapore public sector to quickly create, maintain, and disseminate verifiable digital certificates. The team is also exploring other industries and sectors, such as charity, that could benefit from such an endorsement and verification framework, along with few interested agencies in the pipeline.","As the proverb goes, no human is an island and the same can be said for successful innovation. The reach through tripartite efforts of policy, communications, and technology was paramount to success. It enabled the network to reach other governments, technology providers, and citizens and to proliferate the use, adoption, and acceptance of the framework.","OpenAttestation has been reviewed by the Digital Public Goods Alliance (DPGA) and discerned as a digital public good in alignment with the Digital Public Goods Standard. The DPAG is an initiative jointly supported by the current co-hosting entities, the Norwegian Agency for Development Cooperation (Norad), UNDP, and UNICEF.",,,,https://www.youtube.com/watch?v=_AdGdbfYOMU,https://www.youtube.com/watch?v=G4c9HKkjvsQ
34021,"Purple A11y",https://oecd-opsi.org/innovations/purple-a11y/,01/10/2022,"Government Technology of Singapore",Singapore,central,"a:1:{i:0;s:11:""information"";}","Purple A11y",https://github.com/GovTechSG/purple-hats,2020,"Purple A11y is a customisable, automated web accessibility testing tool that allows software development teams to find and fix accessibility problems, to ensure all users have access to inclusive digital services, especially the elderly and persons with disabilities (PWDs). It is an open-sourced solution to automate periodic tasks and the testing of government digital services.","With information and transactions increasingly being shared on and conducted in the digital sphere, it is imperative for digital services to be accessible to and inclusive of all users, especially the elderly and persons with disabilities (PWDs). This challenge inspired a group of passionate Singapore public service officers, one of whom has low vision, to find a way to make Singapore’s digital services more digitally inclusive.
The open-sourced Purple A11y tool was developed by GovTech’s Accessibility Enabling (A11y) Team, to enable software development teams to build more inclusive digital services products in a systematic way. Purple A11y runs a bot that scans through webpages and analyses the markup language that displays webpages. For example, the bot will check:
- Whether buttons are properly labelled and how those buttons are read by screen readers. If a button is incorrectly labelled or given a generic label (e.g. just ‘button’), a screen reader user will not be able to understand what the button does.
- Whether pictures or images are labelled correctly, with alternate text (alt text) provided. The absence of alt text causes these pictures to be flagged as an accessibility issue.
The bot then scores the impact of the identified accessibility issue using the open-sourced AXE accessibility testing engine by Deque Systems, a company that provides digital accessibility audits and software tools. Purple A11y results are compiled in JSON format, after which a HTML report is generated. The scoring system has been augmented with a local factor that allows for more fine-grained categorisation of accessibility problems, reflecting whether an accessibility issue is regarded as an existing functional issue by elderly and PWD users in each contextual inquiry. Thus, the results generated by Purple A11y enables software development teams to prioritise their accessibility fixes based on the specific needs of affected users (e.g. low vision, deaf-blind, colour blindness, mobility, sighted keyboard user).
Key Features:
- Automated testing tool – identifying potential accessibility issues at the code level with choice of sitemap or website scans
- Scan result reports in JSON and HTML formats – report contains description, link to Web Content Accessibility Guidelines (WCAG), a code snippet of the affected page and a help link (please refer to provided visuals)
- Purple A11y can be used as a standalone tool, and can also be seamlessly incorporated into a software development team’s CI/CD process.
This grassroots initiative aims to bring digital accessibility considerations to the forefront of the development of Singapore’s government digital services. It also aims to improve the internal digital accessibilities capabilities of the government as part of Singapore’s SmartNation ambitions, to provide citizens with inclusive digital services. The GovTech A11y Team is actively working towards institutionalising accessibility testing as part of the Singapore government’s software development process.","a:5:{i:0;s:3:""196"";i:1;s:3:""876"";i:2;s:3:""303"";i:3;s:3:""612"";i:4;s:3:""623"";}","Traditionally, it can be time-consuming and costly to conduct regression testing. Purple A11y automates code-testing of digital services across various web browsers to identify code-level issues so that they can be immediately rectified. It is the first tool of its kind to be developed in-house by the Singapore public service.","a:1:{i:0;s:9:""diffusing"";}","Technology alone cannot solve accessibility and inclusivity challenges. The GovTech A11y Team was formalized in 2022 to drive the Singapore government’s efforts to make its digital services accessible, in support of the government’s Enabling Masterplan 2030. The GovTech A11y Team supports the Singapore government in four (4) main areas: consultancy, education and thought leadership, digital policy reviews, and developer tools like Purple A11y.","The GovTech A11y Team reached out to citizens and fellow public servants to ascertain their pain points. Co-creating with the community enables the GovTech A11y Team to determine how a tool like Purple A11y could best support its users’ needs. Open-sourcing Purple A11y means that both public service officers and private companies can use it when designing and testing their digital services.","See “Innovation Overview” section.","Purple A11y was first piloted during a government digital service bug bounty in 2020; GovTech used it successfully to identify bugs across active, public-facing government digital services. The respective product teams were notified of the bugs, and were then able to rectify them within the year. While it originated in GovTech, Purple A11y can now be used by any software development team across Singapore’s public service.
The GovTech A11y Team continues to independently monitor the accessibility of public-facing government digital services, and works directly with product teams to address their accessibility needs. As part of the Enabling Masterplan 2030, the Singapore government aims to make 100% of its high-traffic websites accessible by 2030.","The findings are technical and it may be difficult for non-practitioners of software development to understand them. The GovTech A11y Team continues to iterate to make the test results easier for users to understand, through using simple, didactic language and by laying out the information clearly (please refer to the attached visual).
Education and awareness are also ongoing challenges, and the GovTech A11y Team is working on a slew of activities to engage public service officers at different levels. At the same time, the GovTech A11y Team also collaborates with large private tech organisations to share best practices in the digital accessibility space.","A tech solution requires firm policy in place to garner resource as well as guidance to recognise the important of accessibility testing at the forefront.","Manual testing is laborious, and we hope open-sourcing Purple A11y will make its integration and use for testing easier. Ultimately, we see the tool as a medium for influence – as has been experienced by GovTech’s product teams, such as Notarise and Ministry of Trade and Industry’s GoBusiness platform.","We’ve learnt much from the elderly and PWDs through contextual enquiry, and have used this feedback to improve the effectiveness of Purple A11y over time. Further, we learnt that inclusivity is a team sport. Some might see ‘accessibility’ as a challenge, but we see it as an innovation opportunity. With a bit of thought and consideration, it is very possible to design and develop digital services that are inclusive in nature. Instead of asking yourself, “Why?”, ask yourself, “Why not?”","Purple A11y has been listed in the Digital Public Goods registry by the Digital Public Goods Alliance (DPGA). The DPAG is an initiative jointly supported by the current co-hosting entities, the Norwegian Agency for Development Cooperation (Norad), UNDP, and UNICEF.","a:2:{i:0;s:5:""34019"";i:1;s:5:""34020"";}",,,https://www.youtube.com/watch?v=0RquabCyufs,
34034,"MedeINN – Public Innovation Lab with GovTech approach of Mayor's office of Medellín",https://oecd-opsi.org/innovations/medeinn-public-innovation-lab-with-govtech/,01/10/2022,"Mayor’s Office of Medellín ",Colombia,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","MedeINN – Public Innovation Lab with GovTech approach of Mayor's office of Medellín",http://www.medellin.gov.co/medeinn,2021,"MedeINN arose from the need to innovate in the government sector, in a city that had been developing its innovation capabilities in all other sectors. For this reason, and under Innovative State premise, we seek to connect the Mayor's Office of Medellín´s challenges with entrepreneurs and researchers capacities. This has been achieved after a redesign of a Public Procurement for Innovation methodology, which enables Open Innovation in the government sector.","Our Public Procurement for Innovation methodology, through which open innovation is enabled in the public sector that faces current regulatory difficulties in Colombia, allows the Science, Technology and Innovation ecosystem that for more than a decade has been strengthening in the District of Medellín, may contribute to the solution of the challenges that today impact its inhabitants.
In this sense, we enable an open innovation methodology, of public purchases for innovation, different from the one regulated in Colombia, which allows the entire innovation cycle to be fulfilled, providing solutions to the organization's difficulties through ICT. This strengthens and fosters the District's GovTech ecosystem.
MedeINN´s methodology begins with the construction and consolidation of databases with challenges faced by the different organization areas. Subsequently, challenges are prioritized based on different variables: available data, available equipment, available resource, possibility of a solution through technology. Prioritized challenges are launched through an open innovation call through the MedeINN’s platform.
Research groups, teams of innovators and start ups can present their technology-mediated solution proposals at these calls. From these proposals, according to variables such as TRLs, application of emerging technologies, computer and information security attributes, among others, some participants are chosen. Those participate in a follow-up and prototyping phase to guarantee solution´s novelty. Finally, monitoring phase results are evaluated in field and winners execute their solution in a monitored pilot.
In accordance with the above, the proposed objectives of MedeINN are:
- Promote, in state entities, the acquisition of new or improved services and processes, to increase their impact and improve the citizen's experience.
- Promote state supplier´s innovation and development from the demand for state entitie´s goods and services that cannot be satisfied by the market.
- Strengthen the business models of the city's CTeI ecosystem through the demand for 4.0 solutions and digital technologies for the challenges of municipal administration.
- Boost the adoption and commercialization of innovation, promoting solutions from the public sector as a launching pad.
In this way, the results benefit the citizen who is the main affected by unresolved challenges in the cities, and also the organization, by more efficiently fulfilling its obligations through technology. Likewise, the Science, Technology and Innovation ecosystem, seeing in the State an enabler of their business ideas, facilitating not only financially but also logistically and regulatory.
Seeking to take the laboratory to a greater projection, we will launch its Regulatory Design Center, with the aim of designing regulatory instruments that facilitate new technologies implementation in the government sector. In the short-term planning, 1 year, it is expected to institutionalize MedeINN through a local resolution that allows this initiative to transcend the different administrations. In the medium term, between 1 and 5 years, it is expected to formulate a public innovation policy in public sector that enables a disruptive culture and disruptive practices in Medellín Mayor's Office from different dimensions, mediated by the MedeINN.
Currently, MedeINN has carried out innovation projects in the following areas: Connectivity, Mobility, Zero paper, Management of green areas in urban environments, Solid waste and prevention of teenage pregnancy. Among the innovative solutions, the following stand out: Monitoring of public parking areas through IoT sensors, management of green areas through data captured by Drones and video systems with analytics, conscious waste management through APPs and prevention of teenage pregnancy through metaverse.","a:10:{i:0;s:3:""619"";i:1;s:3:""147"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""257"";i:5;s:3:""239"";i:6;s:3:""611"";i:7;s:3:""302"";i:8;s:3:""615"";i:9;s:3:""320"";}","Open innovation processes implemented by the public sector are carried out through the public procurement guide for innovation of the Colombian State Contracting Agency – Colombia Compra Eficiente. However, this process has many limitations and risks for public entities, due to those who postulate their solution proposals are not responsible for executing them. In that sense, innovation is not encouraged and ecosystem is not strengthened. In addition, the risks related to intellectual property and copyright are increased.
MedeINN’s methodology focuses on strengthening the solution proposals presented by the ecosystem, and the most innovative and with the highest impact is the one that will be contracted and executed in the District to improve citizen’s quality of life.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","MedeINN's methodology has been implemented through the launch of several innovation challenges, managing to obtain solutions from the innovative ecosystem. Some of them have been implemented through pilot tests, subsequently carrying out different evaluations through technical analysis, interviews, surveys, among others.
We are now in a phase of improving the methodology, thanks to the lessons learned through each challenge launch and solution implementation. We want to make the processes more efficient and benefit the different actors even more.
That is why we are analyzing each step of the methodology, the failures and the achievements, receiving lessons from our collaborators and opinions from our beneficiaries, identifying each improvement opportunity that comes our way to make our project more and more innovative.","
- Colombia’s National Planning Department accompanied us in the process of structuring the Laboratory with Benchmark and design advice.
- National Committee for Public Innovation validated our methodology and provided improvement opportunities.
- Secretariat of Supplies of the Mayor's Office of Medellín built the public policy of social, sustainable and innovative public purchases.
- IDOM, a Spanish consulting firm, validated our model and gave us with recommendations.
","
- Rural citizenship with the challenge of connectivity in districts, connecting families.
- The Mobility Authority benefits from monitoring parking areas, scaling this solution to an entire area and seeking its integration with the District's mobility APP.
- Boys and girls with the prevention of pregnancy.
- Citizenship in general with comprehensive solutions such as green areas and waste management.
- Public employees with optimal technological solutions to fulfill their obligatio
","MedeINN has launched 4 open innovation process with the objective of solving 11 public innovation challenges. With public innovation and technology MedeINN has helped to solve important public problems of the city and improve citizens quality of life.
The challenges have been related to how to improve internet connectivity rural areas, how to reduce paper use in the organization, how to improve public space parking and develop Smart Parking projects, how to improve green areas maintenance and operation by using 4.0. technologies, how to transform solid waste into valid assets, and how to reduce pregnancy test and sexual violence by using technologies.
The results of the solutions found are: 350 citizens connected to internet in rural areas where never have arrived connection before, between 19 and 35 tons of paper saved per year, 33 parking lots with IoT sensor and data analytics to make intelligent decisions, 1 predictive model that optimize pruning of green area","The main challenges that MedeINN has faced are related to change resistant in the organization and the legal challenge of being the first successful initiative than implemented of the methodology of public purchase of technology and innovation in Colombia.
Also, is important to promote in public institutions the possibility of experimentation of new products and services and have clarity that failure is possible and is important that teams are prepared to adjust in the way to solved problems and continue advancing to reach innovation objectives and goals.
Also, is important to develop a change management strategy that can generate awareness in the public servers that are new products and services based on technology can help the organization to be more effective efficient and smart, because there is an important resistance created by professionals that sometimes promote barriers to successfully implemented technology-based innovation un public sector.","
- The most important condition is leadership that dares to innovate, as these processes are fraught with risk and uncertainty.
- Also, human and financial resources that allow accompanying and managing innovative solutions, both from innovation and from different dimensions.
- Finally, regulation facilitates risk’s reduction and provides clarity to decision makers for prioritizing and trusting in this type of initiative.
","It seeks to adapt for Citizen Participation’s Innovation Unit. In addition, MedeINN is implementing an innovation agents model, for having links that promote these processes in all Mayor's Offices of Medellín’s dependencies.
Likewise, our methodology has been socialized with Cali, Manizales and Bogotá’s Mayors in Colombia and with Mayors of Ecuador (Manabí) and Chile (Viña del Mar).
We also replicate our methodology in spaces such as the Alliance of GovTech Leaders, in the National GovTech Board and the National Public Innovation Committee","
- The importance of not only managing risks and guaranteeing innovation, but also communicating the results.
- It is necessary to strengthen the capacities in investigation and strategic surveillance.
- In public innovation, it is mandatory to keep records and evidence of all phases, both the contractual and the innovation one, to guarantee transparency and disruption in the process.
- Risk management and call monitoring are key processes throughout the process cycle.
","MedeINN is part of Mayor's Offices of Medellín’s Development Plan “Medellín Futuro”, in the line of Medellín Software Valley, and its challenges seek to target the SDGs and the New Urban Agenda. This is how pursue turning what was the most violent city in the world into the most innovative one, using technology as a tool for social transformation.","a:11:{i:0;s:5:""36269"";i:1;s:5:""34049"";i:2;s:5:""34050"";i:3;s:5:""34051"";i:4;s:5:""34052"";i:5;s:5:""34053"";i:6;s:5:""34054"";i:7;s:5:""34055"";i:8;s:5:""34056"";i:9;s:5:""34057"";i:10;s:5:""34058"";}","a:5:{i:0;s:5:""34068"";i:1;s:5:""34069"";i:2;s:5:""34070"";i:3;s:5:""34071"";i:4;s:5:""34072"";}",https://twitter.com/Sebastian_TIC/status/1575948493604392960?s=20&t=cZajbTV186Igj-0D_7jkwg,https://youtu.be/L33ALpl0YaU,https://youtu.be/NI7icdDkAHM
34048,"Young Entrepreneurship Mentors - Education to Learn and Transform",https://oecd-opsi.org/innovations/young-entrepreneurship-mentors-education-to-learn-and-transform/,01/10/2022,"Federal Institute of Education, Science and Technology of São Paulo (IFSP) Campus Registro",Brazil,central,"a:2:{i:0;s:9:""education"";i:1;s:7:""science"";}","Young Entrepreneurship Mentors - Education to Learn and Transform",http://linktr.ee/jovensmentores,2018,"Young Entrepreneurship Mentors is an education project to disseminate the culture of innovative and impact entrepreneurship. It aims to acheive this through agile methodologies that empower students from integrated High Schools in the Federal Network of Science and Technology Education to undertake sustainable solutions for their community through science, technology, and innovation.","The project was developed with the aim of inserting young people and adolescents into the labour market and promoting interaction with their communities as well as improving their living conditions. It is meant to help them build new perspectives for the future and establish themselves in the territory through science, technology, and sustainable innovations.
The new social relations and world of work that we in demands transformations in the educational environment. In other words, educational environments are required to contribute to the formation of individuals with the capacity to respond and generate solutions to the problems that society faces and be the main actors responsible for promoting solutions for their communities' development. A strategic way of achieving sustainable territorial development is for citizens to feel that they are an integral part of their communities and thus have a great interest in transforming them. The project's actions address the entire family of the students, since every student trained in the young entrepreneurship mentor methodology is a potential 'multiplier' within their families, supporting them to think about transformative solutions that address local problems. The students' families are involved in the process of identifying the problem, ideating the solution, and developing market research. At the end of the project, a business expo is held. In this final activity, family members are invited to participate and students present their projects to a panel of local investors and entrepreneurs. The project has been taking place since 2018 on the Registro campus in São Paulo's Vale do Ribeira, the region with the most preserved Atlantic Forest continuum in the state. Vale do Ribeira, as a region, currently has the lowest economic development index but possesses significant potential for growth, especially in attracting young talent. In 2020, the project was adapted for virtual networks and extended to students from the Federal Institute of Minas Gerais (Câmpus Ponte Nova) and the Federal Institute of the State of Rio de Janeiro (Câmpus Bom Jesus do Itabapoana). Furthermore, it obtained support from the Ministry of Education through the IF's More Entrepreneurship Program.
The young entrepreneurship mentoring project enables transformation, diversity, and inclusion by breaking down barriers and making connections between students and their community. It is divided into three phases: Inspiration, Hands-on, and Entrepreneurial Convergence. The project empowers students to develop solutions for their community through science, technology and innovation. The main objective is to spread the culture of innovative and impact entrepreneurship through innovative and inclusive methodologies in the entrepreneurial process with the help of mentoring teams formed by young teenagers from the IFSP integrated high school. The mentors support the process of disseminating the teaching of business modeling tools for the development of innovative business projects through digital platforms and face-to-face workshops for teenagers and high school students. The goal is to implement a strategy to multiply the culture of innovative entrepreneurship among peers. All planned actions are based on the vision of multiplying active entrepreneurial and innovation methodologies through peer mentoring. That is, the formation of a team of young entrepreneurship mentors who offer mentoring to other young students and teenagers in the development of entrepreneurial projects, attracting them to the business and technological world, promoting exchanges and mutual enrichment among peers.
Its objective is to inspire young people to believe that the socio-environmental challenges in their regions are opportunities to develop innovative and impactful solutions that genuinely contribute to inclusion and diversity. In addition to multiplying the learning of entrepreneurship and innovation, peer mentoring especially among teenage girls creates a sorority network based on empathy and fellowship in pursuit of achieving common goals with a focus on entrepreneurship and innovation. Each trained teenager is a 'multiplier' and has the real opportunity to lead new stories as an entrepreneur in their community.","a:3:{i:0;s:3:""181"";i:1;s:3:""211"";i:2;s:3:""623"";}","The project's innovative nature resides in the transformation of the educational environment. Educational environments are required to contribute to the formation of individuals with the ability to respond and generate solutions to the problems that society faces, being the main responsible for promoting solutions for their communities, leading development. Being able to come up with new and innovative ideas and carry them out in ingenious ways is considered important in all sectors of society, and the project contributes to the transformation of high school teenagers into future protagonist citizens.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The project was implemented, it has impacted students and allowed for the creation of innovative projects.","Teachers from the Federal Network of Science and Technology Education supported in testing and multiplying the methodology. Additional support for the project arose from the IFSP Innovation Agency, the Brazilian Ministry of Education and the Bpticário Group and other companies in the students' awards.","
- Students and families
- Surrounding community
- Teachers
","
- Training of 1000 students in the federal network
- Creation of 5 companies at the end of the project
- Development of organizational innovation projects with 5 companies in the region
- Accomplishment of 7 business meetings - entrepreneurial convergence
- Generation of technological development scholarships for students
- Support to more than 400 entrepreneurs of adventure tourism and artisans of Vale do Ribeira during the pandemic period
- Productive inclusion of 70% of the students who were scholarship holders in the Young Mentors project
","Challenges
- Institutional support at the beginning of the project
- Engagement of other teachers
- Student engagement in the first version of the project
- Support in awarding prizes in the entrepreneurial convergence panels
- Development of the methodology
Failures
- Not having involved more people in the structuring of the project
- Lack of having trained scholarship holders
- Lack of systematization of the methodology in the process of project execution
- Lack of people to take care of the dissemination of the project
","I believe that the main reason for the project's success is that it gives young people a reason to believe that their ideas can transform their surroundings and contribute to complex problems. It makes them feel that they are an important part within their contexts and makes them proud to belong there.","The project can be replicated anywhere in the world. We have already multiplied the methodology in other partner institutions. For example, with the monitors of environmental tourism in the surroundings of the Atlantic Forest and with the artisans of Vale do Ribeira.","The main lesson learned is that young entrepreneurship mentoring has become a laboratory for transforming and impacting young teens. Teachers can make a difference in the lives of their students and can teach them to be proud of where they come from, to do their best where they are and with what they have, and to put these resources into work to impact their community and the world in a more positive way. This learning process builds on the acquisition of skills needed for entrepreneurship and includes the evaluation of opportunities and recognition of possibilities for future involvement. Reflective learning processes are transformative in building useful entrepreneurial knowledge. Furthermore, among the biggest lessons was the importance of learning inside and outside the classroom.",,"a:20:{i:0;s:5:""34041"";i:1;s:5:""34040"";i:2;s:5:""34039"";i:3;s:5:""34038"";i:4;s:5:""34037"";i:5;s:5:""34036"";i:6;s:5:""34033"";i:7;s:5:""34032"";i:8;s:5:""34031"";i:9;s:5:""34030"";i:10;s:5:""34029"";i:11;s:5:""34028"";i:12;s:5:""34027"";i:13;s:5:""34026"";i:14;s:5:""34025"";i:15;s:5:""34042"";i:16;s:5:""34043"";i:17;s:5:""34044"";i:18;s:5:""34045"";i:19;s:5:""34046"";}","a:1:{i:0;s:5:""34047"";}",,https://www.youtube.com/watch?v=foirnL9RZQY,https://www.youtube.com/watch?v=alq_vNxf0eg&t=4s
34079,"UK Policy Design Community",https://oecd-opsi.org/innovations/uk-policy-design-community/,01/10/2022,"UK Government","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","UK Policy Design Community",https://publicpolicydesign.blog.gov.uk/,2021,"UK Government is investing in innovative public policy design expertise. Public policy design has been gathering momentum over the past 10 years. But 2022 was a landmark year for public policy design. For the first time, the UK’s government is sponsoring major networks that champion design as key for making policy and services that drive outstanding public value.","The UK’s public policy design community in still young. In its modern incarnation, policy design established a foothold in government with the birth of Policy Lab about 10 years ago. Since then, the concept has spread across the UK and evolved with many exciting variations in approach.
Policy design is the practice of making public policy and services in a design-led way that seeks to balance government intent with environmental systems and the needs of people. Andrew Knight, who heads up the UK’s Policy Design Community, says “Design is the practice of making things – and if there’s one thing that governments do, it is to make public policy and services – so design must be at the heart of everything we do. Our mission is to help policymakers innovate in a way that systematically drives more meaningful outcomes for citizens”. In practice, policy designers in government deploy a diverse toolkit that includes user centred design, systems thinking and agile, experimental design. Uniquely, design provides a lingua franca for multidisciplinary experts across governments to constructively collaborate.
Over the past 2-years, the UK’s public policy design community has seen exponential growth in membership. It now includes public sector design practitioners from over 60 organisations inside UK central, local and devolved government, plus hundreds of university researchers and practitioners employed outside of government.
The current spike in interest has been seeded by two important investments by the UK Government.
- Central government’s Policy Profession, who support over 30,000 policymakers in the UK, invested in sponsorship of the specialist community of practice for policy design. Richard Banks, who heads up the UK’s Policy Profession Unit, said “Policy Profession aspires to improve the capability of policymakers and to transform policymaking systems. Our sponsorship of the Policy Design Community is an important part of that agenda. We are investing in the build-up of this community of practice to promote the diverse nature of policy professional work”. This incisive sponsorship has enabled design practitioners from across the UK public sector to connect, learn and work together, develop next practice, and advocate for and embed design.
- The second key investment has been made by the UK Government-funded Arts and Humanities Research Council. They have invested in the new universities-led Design and Policy Network. This has provided a space where university researchers can have dialogues with practitioners on public policy design, connecting research and practice. It aims to map out the intersection between design and political science for future research, knowledge exchange and make recommendations to academic funders and to public bodies including the Civil Service. Set up in May 2022, the network has rapidly expanded and has over 300 UK and international members, the majority of whom are practitioners in policy design, policy implementation and public service design.
Both of these investments have helped uncover an iceberg of interest in public policy design. Most of the UK’s big departments of state now have some policy design capability, and many universities now teach and research public policy design. Growth and demand are expected to continue as officials and researchers around the world strive to find better ways to lever more value from public investments within increasingly complex environments.
The UK’s public policy design community has ambitious plans over the coming year including to teach design fundamentals to all government officials involved in making policy and services, formalise policy design as a career path in government, and create a new cadre of public design leader champions.","a:10:{i:0;s:3:""181"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:3:""257"";i:4;s:3:""302"";i:5;s:3:""613"";i:6;s:3:""317"";i:7;s:3:""617"";i:8;s:3:""620"";i:9;s:3:""618"";}","This significant investment in innovative policy design expertise is unique in the UK and probably globally. The UK was at the forefront of investing in transactional service design through initiatives like Government Digital Service. It is now taking an influential new role in promoting next generation strategic policy design inside government but also engages academics in relevant fields, specifically university researchers in political science and studies of design, to strengthen the network’s conceptual basis, support practice development and help build its evidence base.","a:1:{i:0;s:14:""implementation"";}","The cross-government community currently operate 6 workstreams on: community of practice network events, design education, workforce development, future practice, future policymaking technologies, design leaders. The universities group provides a networking space and regular events for researchers and practitioners to envisage design-led government.","This is a collaboration of 60 UK government organisations, and hundreds of university researchers and practitioners employed outside of government.","The direct beneficiaries are UK government officials and university researchers, but the downstream future benefit extends to businesses working with government such as suppliers and partners, all UK citizens and businesses whose activities are affected by public policies or use public services, as well as students on undergraduate, post-graduate and short courses.",,,"Our research is based on extensive research on the conditions for success for innovation and design in government that we conducted on behalf of the UK’s Policy Profession. The report can be found at: https://publicpolicydesign.blog.gov.uk/2021/07/01/11-things-policymakers-need-to-improve-outcomes-for-citizens/","All the outputs of the community are intended to be patterns that can be used and adopted by public sector organisations in the UK and other countries.",,,,,,,
34084,"Know your legal eligibility",https://oecd-opsi.org/innovations/rac-legal-eligibility/,21/10/2022,"Govzero Aotearoa","New Zealand",other,"a:1:{i:0;s:12:""public_order"";}","Know your legal eligibility",https://govzeroaotearoa.github.io/legaleligibility/,2022,"Governments provide a variety of financial help to people in need, with the eligibility/entitlement rules largely defined in legislation. But understanding those rules is incredibly hard, especially when under duress. This project is a community and social sector collaboration on a public, anonymous and interactive service that helps people know their legal rights to services & to an explanation from government, built upon a world first community reference implementation of legislation as code.","This project aims to help address social injustice and improve wellbeing by supporting people, communities and the social services sector to better understand the rights enshrined in legislation. This service, provided by grassroots community organisations, empowers citizens and residents in Aotearoa New Zealand to engage with and gain access to the benefits and support they are entitled to, and to invoke their legal right to an explanation about any decision affecting them, which is a special right under the New Zealand Official Information Act (Section 23). This transparency and accountability helps address the usual power imbalance between departments and people at their most vulnerable.
The innovation in this use case is in two parts: 1) how we work and 2) what we are delivering.
On how we work, we established as a completely virtual group, drawn together by a shared passion to address injustice, influenced by the Taiwanese Govzero movement, but adopting a Te Ao Māori approach to establishing our community, governance, authorities and culture of operations. https://govzeroaotearoa.github.io/ Our establishment is values based, and we intentionally work inclusively and openly, including adopting a completely transparent fiscal model using Open Collective. https://opencollective.com/g0vnz We are also working openly with Citizens Advice Bureau and Community Law, both of whom support hundreds of thousands of people every year, providing both a real set of needs and challenges, as well as a pathway to rapid adoption and impact for the nations most vulnerable. How we work represents a cross sector, cross border and completely open and transparent model for addressing wicked policy problems, and we look forward to feeding insights and policy improvements into government as they emerge.
On what we are delivering, legislation as code provides much needed digital public infrastructure that anyone can rely upon as a reliable reference model, for services, policy modelling, testing or any other purpose. No digital legislation system would be considered authoritative (including ones run by departments) as only the human readable legislation is currently passed by Parliament, and we don't know of any systems tested in court in NZ. So we hope this project will not only provides a traceable and trustworthy foundation for people to know their legal eligibility to government services (independently from the confusing mashup of legislation and operational policies found in most government services), but also provides some social infrastructure for testing, modelling and reforming government policies, where anyone can get involved and propose policy options for consideration.
The project includes:
1) A publicly available and open source repository of Rules as Code, starting with the Social Security Act, but intended to continue to grow until all prescriptive legal rights are included and kept up to date by the community over time. We used openfisca, the French Government rules as code tool, which is the best suited to codifying a reference model of prescriptive and financially calculated laws, like social services and taxation. It is available at https://github.com/govzeroaotearoa/openfisca-aotearoa
2) A first service built on the legislation as code, which we call ""Know your benefits"". The MVP service is being rolled out by December 2022, and will continue to expand and deliver new functionality through 2023.
Whilst our initial goal is to support people to get the help they are legally entitled to, we are also hopeful our community development and project work will provide a pathway and enabler to more participatory policy making that is more test driven, while enabling and empowering New Zealanders to engage with government departments more confidently, rather than from a position of fear or disempowerment. We also hope such a focus on legal entitlements might encourage departments to build more explainability into their software systems, especially with the increasing use of automated decision making systems starting to emerge. Such systems are rarely explainable which creates enormous issues for accountability and access to justice. Our community repository of legislation as code gives everyone a chance to learn about and test their legal rights with any system.","a:5:{i:0;s:3:""621"";i:1;s:3:""619"";i:2;s:3:""615"";i:3;s:3:""320"";i:4;s:3:""181"";}","The project is innovative in how we work, what we do, and through innovating with the service itself:
1) A genuinely multi-sector approach to addressing major problems, with a combination of voluntary and funded contributors, working together best by building social infrastructure based on an Indigenous knowledge system.
2) We are building the world's first community repository of legislation as code, which will both support great social services, but will also create a means to rebalance power, improve access to justice and encourage a more collaborative and open approach to both law making, and to the public services based on laws.
3) In the ""Know your benefits"" service, we use interactive stories so people can see what benefits a range of personas are likely to be eligible for, encouraging them to ""play"" with the rules and learn what might be. Often social services only tell you want you are eligible for today, but don't help people better plan their lives and choices.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","As of the date of submission (October 2022), this project has entered the final phase of delivering the MVP, which is due by the end of the year. We gained a first round of funding from the Cardano community to deliver the MVP, and to deliver a reference implementation of legislation/regulation as code, along with a full suite of documentation and tools to help anyone encode their own regulation/legislation as code as public infrastructure. We have:
- delivered an evidence based design brief for the service
- established the architecture and establishment of the system
- encoded the first 5 benefits in openfisca with robust and publicly available law as code infrastructure
- created the partnerships with two major social service providers as first users of the system
- started building the MVP service itself
Once the MVP service is delivered with the first 5 benefits, we will launch it for use, including with a user survey to prioritise expansions and all benefits into the service.","
- Individuals from different disciplines and background, bringing technical, legal, policy, design, analysis, content management, etc to the table, building a civil society entity capable of many such projects, inspired by the Govzero movement in Taiwan.
- Digital Legal Systems Lab & Openfisca.
- Social service expertise: Citizens Advice Bureau & Community Law hope to adopt the service to help clients.
- Financial & in kind support from Salsa Digital, Catalyst Cloud, the Cardano community.
","Citizens Advice Bureau & Community Law have thousands of volunteers who need any help they can get to support clients, so the ""Know your benefits"" service has an immediate audience & a need to fill.
Any New Zealander will also be able to use the service, and will be able to get better informed about their legal rights, including to benefits, and their right to an explanation from government.
The collective have a goal to reduce injustice and improve wellbeing, so ideally, everyone benefits.","Firstly, even just talking about legal rights as distinct from operational policies has changed the nature of discussions with several social services. The current New Zealand Government services don't present the rationale for eligibility on ineligibility for social services, let alone a delineation of what is in legislation versus what is in operational policies (rules departments make up for themselves), so this is a helpful but unintended impact.
Impact will be measured through user feedback (CX), by monitoring usage and results from CAB/CL, by monitoring application rates (through OIA requests), & by monitoring requests for explanation.
The project impact will most start when CAB/Community Law start using the service and hundreds or thousands more people each week will start applying for more benefits, and invoking their right to an explanation with the department, which we predict will create some pressure to build more helpful and explainable services from the start.","Encoding the law is always hard work, but the Social Services Act in New Zealand is especially diabolical, as it has been modified so much over the years, and includes a lot of contradictory approaches, definitions, etc. There are benefits, for example, that you are not eligible for unless you are ineligible for every other main benefit, which means you need to codify a lot before you can rule them in or out.
The team all struggled with COVID during the 6 month project, creating productivity issues, and it took a little time to establish our processes, systems, and decision making approaches as a team, because we were building the social infrastructure simultaneous with the project delivery.
Creating a MVP meant having to make hard choices about what to deliver later, but the constant focus on what we deliver to help people today, along with testing and user research to prioritise, helped the team to stay focused on what would actually help most in the first instance.","A combination of skills, decentralised/delegated decision making, and transparency are all critical, so you can ensure all aspects of the project are delivered with the same values, goals and purpose in mind. This means everyone is able to confidently innovate within their domain, and go above and beyond the minimum required, whilst still delivering what they are being relied upon to do. Our weekly all hands and online boards/code/artefacts/docs gave everyone full visibility, making it easy for anyone to chip in and help where needed, and to track delivery, dependencies, blockers and where we needed to collectively lean in.
Financial support was also critical, as was a partnership model where some are contributing from within their work capacity. The combination of people contributing time, volunteering, and some being partially funded meant we could create a diverse team of skills, where everyone had commitment and were able to contribute.","The entire project was designed for replication, with documentation, howtos, reference models, and everything was built with the expectation of extendability, replicability and enabling others to build their own rules as code for any purpose. Our hope is to build more of a community around RaC so everyone can get the service, justice, compliance, transparency and participatory policy benefits that RaC enables!","We have a lot of lessons learned, from the complexity of working with legislation, to the benefits of taking a shared values and community based approach. We would encourage others to consider civil society partnership models as better practice for government innovation, where people across sectors work together around a common problem. Rather than ""internal"" or ""external"" innovation, perhaps we just need cross disciplinary and multi-sector innovation, where government is part of civil society, not separate to it.
We also have lessons to share about working remotely, taking a culturally inclusive approach to building the social infrastructure for collaboration, the importance of shared and open governance, and the benefits of purposefully exploring and sharing the vision, mission and behaviours of any group, so as to work carefully and thoughtfully through ambiguity, challenges, and to maintain trust and confidence in each other along the way.",,"a:3:{i:0;s:5:""34332"";i:1;s:5:""34331"";i:2;s:5:""34330"";}",,,,
34129,"Algorithmic Bias Bounties",https://oecd-opsi.org/innovations/algorithmic-bias-bounties/,05/10/2022,Biasbounty.ai,"United States",other,"a:1:{i:0;s:11:""information"";}","Algorithmic Bias Bounties",http://biasbounty.ai,2021,"Bias Buccaneers is the first non-profit algorithmic bias bounty organization. We organize competitions to engage a broad global community in identifying and fixing ethical problems in the algorithms all companies use. The long term vision of Bias Buccaneers is to create global expertise, standards, and verifiable talent in a nascent, but rapidly growing, field.","Society is increasingly impacted by the way in which human biases have become part of—and even amplified by—artificial intelligence (AI) and machine learning (ML). The underlying cause for bias within automated decision systems can be difficult to identify and as a burgeoning field of research, finding qualified candidates to help assess and remediate harmful outcomes before an algorithm is used in production may not always be possible.
Bug bounties are a standard practice in cybersecurity that has yet to find footing in the algorithmic bias community. The first-ever bias bounty was spearheaded at Twitter by two of our founders, Jutta Williams and Dr. Rumman Chowdhury. Hosted at DEFCON, the premiere hacker conference, the competition drew high-quality applicants from around the world. Our competition drew applicants from 9 countries, and our diverse group of winners included students, researchers, corporate teams, and startups.
While initial one-off events demonstrated enthusiasm for bounties, Bias Buccaneers is the first nonprofit intended to create ongoing bounties that collaborate with public institutions, private researchers, and technology companies to pave the way for transparent and reproducible evaluations of AI systems.
Outlined in the latest US NIST AI Risk Management Framework, bias bounties should be a part of any gold-star algorithmic ethics program but there are few, if any, examples for public or private institutions to learn from. We aim to cultivate an environment where we and others can learn how to grow understanding and capability. Our goals are twofold:
- Create fun, engaging, and transparent methods of evaluating and addressing algorithmic bias. We will operationalize these methods through bug bounties focusing on specific datasets, algorithms, and applications. These bounties will have real incentives for Crew to be creative in finding potential, high-impact bias risks to be shared with the community.
- Create standards that are crowd-tested and approved, and therefore, useful. We aim to make it easy and fun for AI engineers and data scientists to adopt and use algorithmic bias, fairness, and explainability standards. Our standards are developed by the experts at the open-source effort AVID, and vetted by a team of AI Risk and Security Experts.
Our long term vision is to create worldwide expertise, standards, and verifiable talent in a nascent, but rapidly growing, field. Armed with the guidance and frameworks developed by our partner, AVID, our ‘bias hackers’, or ""Crew"", will be well-equipped to tackle future challenges in this area --be it as part of the broader AI ethics community or as leaders and contributors in organizational efforts.","a:4:{i:0;s:3:""147"";i:1;s:3:""178"";i:2;s:3:""181"";i:3;s:4:""4088"";}","Bias Buccaneers is the first non-profit taking a bottom-up, community-first approach in combating algorithmic bias. Our project is innovative in its programmatic approach to crowdsourced bias detection that rewards and engages a global community. Bias bounties, much like their counterparts in infosec, allow structured public feedback on a myriad of potential flaws in a technical system. Bounties also reduce barriers to entry by providing rewards to successful participants.
Prior approaches have fallen short, as they tend to be top-down in implementation and opaque in practice. Bounties help supplement efforts byt existing algorithmic ethics teams by providing global perspectives. Bounties also help policymakers and regulators understand what will and will not work in practice. As a technology non-profit, Bias Buccaneers is more credible than in-house practices and more applied than traditional policy-based approaches.","a:1:{i:0;s:14:""implementation"";}","We launched our first Bias Bounty at CAMLIS, a global AI Security conference on October 20th, 2022. It will conclude one month later. We designed our website (https://biasbounty.ai/) and the necessary technical infrastructure to handle technical submissions from around the world.
In order to encourage community development, we are evaluating the best way to encourage in-person “hackathons” for local groups around the world to meet.
To ensure learnings are codified in standards, we are partnering with the open-source effort AVID (https://www.avidml.org/). AVID is developing an operational taxonomy for all of responsible ML, and an open-source knowledge base of vulnerabilities for ML models and datasets.
We have received significant enthusiasm and already have soft commitments from major companies and conferences to hold at least two more bounties globally in 2023.","At its core, the purpose of Bias Buccaneers is to bring a diverse group of stakeholders behind a shared mission to eliminate algorithmic bias. Our first bounty engages enterprises (Microsoft, Twitter, Splunk, Oracle), startups (Reality Defender, Robust Intelligence), Civil Society (AVID), & Government (NIST, MITRE) in our planning & development. The bounty program has attract practitioners ranging from university students to practicing data scientists to ethical hackers in the infosec community.","AI impacts all of us, and Bias Buccaneers allows everyone to be involved in improving it. Citizens are able to take direct action and be rewarded for identifying issues in AI systems that impact them. Government officials are able to observe what auditing approaches will and will not work in practice. Civil society organizations are able to test their bias frameworks at scale on real problems. Companies are able to securely test their algorithms and improve their products.","Our first bounty is currently underway. To date, we have observed great enthusiasm from corporations looking for new ways to demonstrate commitment to algorithmic bias education, awareness, and mitigation discovery. We have seen active engagement from students, NGOs, governments and the press who have registered as participants and are actively investigating this important topic.
We believe that in the future we will see more commitment to advanced academic research since there is a demonstrated career progression for new professionals to earn and grow professionally in this field.
We also believe that as more applied and practical methods are attempted and documented as a result of these competitions, a new body of work will be available to global ML engineering organizations (public and private) to guide best practices and improve algorithms during design thereby diminishing the harmful social effects of poorly trained models.","We have had surprisingly few challenges to date. We were met with significant enthusiasm by all stakeholders, and received some seed funding to ensure the first bounty is a success.
The primary challenge we face is ensuring there is adequate education on what a bias bounty is, since this is a new approach in algorithmic ethics, and how it can be useful to drive meaningful change. While we do not think this will be addressed leading up to the first challenge, part of our program evaluation will be to write follow-up briefs for companies and governments and share our findings and next steps.
A secondary challenge we have as a small organization is spreading the word beyond the western world. To mitigate this, we are applying to programs such as this one, and reaching out to like-minded individuals at top-tier universities around the world.","Creating a successful ongoing bounty program requires investment in technical infrastructure, leadership, and staff. Currently, the program is a self-funded by founders. To realize the change we imagine, we will need:
- Secure infrastructure to hosting code, data, & computational capacity. Partnering with industry will mean investing in the appropriate secure infrastructure that allows open access.
- Sponsorship & partnership with trusted regulatory partners interested in testing bias frameworks, & companies interested in ongoing product feedback
- Dedicated global staff to help us build community, plan & implement bounties, engage with sponsors & conferences, and be our evangelists around the world.
- Education and growth. Bias bounties are more than fun competitions - they should be integrated into standard ethics practices. Achieving this goal will require ongoing partner education with a wide range of global institutions and individuals.
","The bias bounty concept is inspired by bug bounties in information security (infosec). In infosec, third-party platforms host ongoing bounties by companies and are well-integrated & accepted models of rapidly identifying security issues. We hope that the field of algorithmic ethics will benefit from bounties the way infosec has benefited from bug bounties.
Aspirationally, within organizations, bias bounties can be integrated as part of an ethical risk program to rapidly respond to product failures. For governments and standards bodies, bounties can serve as a testing ground for new standards, and highlight the path forward for effective regulation and legislation. For citizens, bounties allow engagement with & access to technology that was previously inaccessible.
Bounties expand & professionalize a nascent field, as talented individuals cultivate their skill in algorithmic bias detection. As global regulation demands third party auditors, bounty programs can serve to train workers","Hosting a successful bounty is radically different from hosting a successful ongoing bounty program. When creating an ongoing program, leaders must: maintain enthusiasm of participants and sexperts, carry learnings from the competition into implementation, and create novel and sophisticated ongoing bounties that address salient problems. This requires a careful balance of cultivating industry and government relationships that does not ignore the citizen hacker.",,"a:2:{i:0;s:5:""34863"";i:1;s:5:""34864"";}",,https://youtu.be/lEIXdqnSTtI,,https://www.youtube.com/watch?v=KLwdzLiJywI
34138,DiMiOS,https://oecd-opsi.org/innovations/dimios/,06/10/2022,"Swedish Center for Digital Innovation, University of Gothenburg",Sweden,central,"a:1:{i:0;s:9:""education"";}",DiMiOS,http://www.dimios.se,2018,"The Swedish Center for Digital Innovation has through a partnership with a small software development firm created a digital maturity assessment (DiMiOS) that has been nationally scaled in Sweden. DiMiOS has so far been used in over 400 public sector organizations. Through DiMiOS, public sector organizations are sharing new insights between and within municipalities, regions and agencies, increasing digital maturity in the entire sector. The assessment also acts as a data pump for research.","Sweden struggles with significant challenges in the public sector. Changes in demographics is dramatically leading to a situation with increased demand and decreased supply of public sector services. Digital transformation has been identified as a necessary solution to the challenge, yet the country still struggles in terms of engaging the public sector in the transformation.
In this context, the Swedish Center for Digital Innovation (SCDI, www.scdi.se) was tasked by the Offices of the Government of Sweden to build an assessment model using the latest scientific evidence. The model was finalized in 2018, and immediately packaged into a digital service through a partnership with a small software firm.
The digital service DiMiOS was launched in the fall of 2018 and since then over 400 organizations have used it to assess and monitor the development of their digital maturity, i.e., the organizations ability to utilize the benefits of digital transformation. DiMiOS is sold and maintained by the software firm, in close collaboration with the researchers who constantly evolve the underlying model as new insight is created.
In 2021, the Swedish Association for Local Authorities and Regions (www.skr.se) initiated an ESF funded project to scale DiMiOS to all its members, making it the de-facto standard for assessment and monitoring of digital maturity in municipalities and regions (25% of GDP). As part of this, the researchers have developed both online learning initiatives (reaching 25 000 managers and 100 000 co-workers) as well as further developing method support and additional digital services for areas that are specifically challenging for public sector organizations. The software firm has engaged a group of 150 representatives to further increase the functionality and user experience of the digital service, most recently manifested in a completely new design.
Through DiMiOS, organizations are now addressing the real issues underlying sub-par digital transformation in the public sector. They are talking about the right things, resulting in substantive changes in governance and control on the local level, as well as new policies on the national level. The researchers gain fantastic data to drive new insights, both contributing directly to the public sector organizations as well as to the international academic community. The data is made available following the FAIRE principles, with the goal of increasing the utilization of the collected data.","a:1:{i:0;s:3:""876"";}","DiMiOS is an innovation because:
- It is the first scientifically developed model for digital maturity to be nationally scaled.
- It is developed through a strong partnership between universities, the private- and public sector.
- It challenges current underlying assumptions within the public sector, directly leading to new behavior.
- It is a novel form of research engagement, where the digital solution pumps data directly to researchers.
","a:1:{i:0;s:9:""diffusing"";}","DiMiOS is now accepted as the main model for assessing digital maturity in the regions and municipalities in Sweden, yet adoption in the central agencies still lag. Through DiMiOS, the discussion about digital transformation has received increased conceptual clarity as well as been underpinned by clear, scientific evidence. Through this, Sweden is more and more reaching a situation where concrete action is taken to increase the overarching digital maturity.
Through the national scaling, the target is to reach a maturity level of 55% by 2023. At the same time, DiMiOS and the results communicated in reports have shifted the public debate away from seeing Sweden as a fore-runner in digital transformation into accepting the findings from organizations such as OECD where Sweden is a poor performer.","The initial setup involved collaboration between the Offices of the Government of Sweden, 18 national agencies, municipalities and regions, three universities (SCDI) and the software firm (Dimatech AB). This was later expanded through the creation of a user-group (with representatives from 150 organizations) and the national scaling project, where Adda AB and the Swedish Association for Local Authorities and Regions took a more central role.","
- Citizens: At present, the public sector is shifting its strategies to become less internally focused, into directing more resources into citizen centric innovation.
- Government officials: The 40 000 respondents learn both through the assessment and through the e-learning created and distributed to a wider group (150 000).
- Companies: The e-learning is now made available to consulting firms, giving them access to the latest insights and creating an accreditation program.
","We see a significant increase in the level of maturity for organizations that have used DiMiOS for more than one year. The national level of maturity is currently increasing. With over 40 000 respondents, this also translates into increased involvement of internal stakeholders in digital transformation, directing the dialogue into pressing issues (governance) rather than irrelevant ones (technology).
We constantly measure the changes in maturity, and through DiMiOS the organizations can compare across the sector. The e-learning accompanying DiMiOS is distributed to 150 000 people in the sector, increasing the learning and insight even further. In the near future, we expect to see full adoption among municipalities and regions, as well as increased adoption in the national agencies. We also expect to see more spin-outs into additional digital services such as the recently released digital infrastructure inventory (DIOS) and digital initiative portfolio management (PIOS) solutions.","The main challenges that we have faced so far are related to internal political conflicts in Sweden. Given the distributed nature of authority in Sweden, the idea of central solutions is both frowned upon and sought after, which has resulted in entrenchment from some agencies that wish to push their own, non-scientifically based solutions as standard. We have so far won this battle, and hope that this initial conflict will settle.
Another challenge lies in the public-private-partnership setup, where a private software firm is involved. Here, we see that regulatory difficulties related to procurement as well as suspicion from the public sector side into the motives of the private actor has resulted in problems with funding the initial development. The development surrounding GDPR and SCHREMS2 have also introduced problems with infrastructural choices (hosting), which have been solved but racked up additional costs for the private firm.","The core conditions for success, seen retrospectively, has been the strong involvement of individuals in leading positions in the public sector. These individuals have seen what we have wanted to create, bought into the vision and then acted unselfishly in paving the path for the adoption of DiMiOS. This involves both early adopters in public sector organizations, as well as more centrally positioned individuals with political clout.
In addition to this, the credibility of the university and research has made questioning the rationale of a scientific, evidence-based approach to assessment hard for individuals interested in maintaining the existing order. Lastly, the patience and risk-willingness of the private software firm has been critical to the success. There have been numerous occasions where the sound business choice would have been an exit for the firm, yet through perseverance and a desire to change public sector digital transformation for the better they have stuck around.","We have replicated the setup and digital solution to both the private sector (50 organizations) and through spin-outs into new digital services. With the research interests of the researchers being into public sector digital transformation, the private sector initiative has lagged. The spin-outs are just now gaining traction in the market, and are expected to become equally popular as DiMiOS. We are also in constant dialogue with other countries, such as Norway, Finland and Australia for exporting the solution to these markets.","The main lesson learned for the researchers is the necessity for perseverance. With this being a fundamentally different approach to research, you will encounter internal and external critique. Given the idea of making sure that research findings are utilized in society, this is something to hold on to in times of doubt. When it comes to the collaboration per se, the lesson learned is tightly coupled with the need to identify individuals that share your teams perception of the underlying problem as well as have the necessary clout to do something about it.",,"a:1:{i:0;s:5:""34139"";}",,https://youtu.be/7AEI2-A3Wj0,,
34151,"Participation Task Forces",https://oecd-opsi.org/innovations/participation-task-forces/,20/10/2022,"Union of Municipalities of Türkiye",Turkey,local,"a:6:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:13:""environmental"";i:3;s:8:""external"";i:4;s:12:""public_admin"";i:5;s:12:""public_order"";}","Participation Task Forces",https://annual-update-2022.vng-international.nl/involving-citizens-in-decision-making-1.html,2021,"Citizens' assemblies (CAs) were incorporated in the new Law on Municipalities in 2005. As an opportunity to strengthen participatory processes, and to improve participatory decision-making methods at local level, Participation Task Forces (PTFs) were established. The innovative nature of the PTFs is that for the first time elected municipal councillors, appointed municipal officials, and representatives of CAs worked together on developing participatory policy proposals for their municipality.","Municipalities in Türkiye have been experimenting with citizens' assemblies (CAs) since 1997, and CAs were incorporated in the new Municipal Law in 2005 to ensure countrywide dissemination. According to the Regulation on Citizens' Assemblies, which is based on this Law, CAs shall be established in every municipality within three months following the local elections. The Regulation defines CAs as democratic governance mechanisms based on shared wisdom and consensus through which the representatives of the central government, local governments, public professional organisations, and civil society come together with an understanding of partnership, identify and discuss the development priorities, problems, visions of the city, and develop solutions on the basis of sustainable development.
Building on the existing experiences of Turkish municipalities with the establishment and operation of CAs, a bilateral cooperation project was designed and implemented by VNG International (International Cooperation Agency of the Association of Netherlands Municipalities) in partnership with the Union of Municipalities of Türkiye (UMT). The project was funded by the Embassy of the Kingdom of The Netherlands to Türkiye.
The existence of CAs at municipal level has been the key opportunity that the project took advantage of. The innovative nature of the project was its focus on process and methods rather than particular policy issues. As a first step, a team of trainers (composed of 8 members from different departments) was formed within UMT. An intensive 72-hour training of trainers programme on participatory decision-making processes, methods and tools was delivered to this team over the course of four training rounds. Secondly, 3 pilot municipalities were selected from among the metropolitan district municipalities of Ankara. The criteria for selecting the pilot municipalities included representation of a different political party majority in each one of the pilots, having an operational CA, and commitment to implementing project activities. After the identification of pilot municipalities, Participatory Task Forces (PTFs) (composed of around 8-12 representatives) were established in each pilot. These PTFs for the first time brought together elected municipal councillors, appointed municipal officials, and members of CAs, resulting in a unique and innovative exercise to discuss participatory processes, methods, and tools.
From September 2021 to October 2022, the UMT Team of Trainers and the PTFs held four meetings following the completion of each round of the training of trainers programme. These meetings provided an opportunity to the UMT Team and the PTF members to deliberate on the various concepts of participatory decision-making. In addition to these joint meetings, both the UMT Team and the PTFs also had their own internal preparatory meetings in due course. All of this multidimensional interaction among the representatives who usually operate rather separate than one another allowed them to review the implementation of the existing participatory mechanisms, identify priority issues in citizen engagement, and discuss the decision-making process from different angles. As a result, information flows among different stakeholders were enhanced, and differences in perspectives became more visible, which all together created an environment for meaningful deliberation.
The key task of the PTFs was to develop participatory policy recommendations to be submitted to their respective municipal councils. The UMT Team of Trainers provided guidance and support to the members of the PTFs with information, methods, and tools about procedural participation. Each pilot PTF also interacted closely with the PTFs of other pilots to learn from each other's past experiences and to improve their participatory policy recommendations. The members of the UMT Team of Trainers, and the members of the pilot PTFs directly benefited from this innovative approach, particularly in respect to comprehending what participation is and is not; how to plan, manage, monitor, and assess the participatory process; how to pick the suitable participatory method, and how to focus on the process rather than the result.
For the sustainability of the impact, a Procedural Participation Module (PPM) is prepared for UMT that brought together all methods, tools, and sample cases covered in the training of trainers programme into a booklet for UMT trainers. The booklet is designed to be gradually updated and enriched with cases and good practice examples from Türkiye and other countries. It is expected to be integrated as a training module in the curriculum of the UMT Municipal Academy and used by the UMT Team in disseminating the experience obtained from pilot implementation of procedural participation practices with UMT's wider network of members across the country. The PPM is also adaptable for use in other training and capacity building activities of UMT.","a:6:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""623"";i:3;s:3:""613"";i:4;s:3:""317"";i:5;s:3:""617"";}","Participation Task Forces are innovative because:
- Elected municipal councillors, appointed municipal officials, and members of citizens' assemblies (CAs) do not come or work together on a systematic basis. Establishment of the PTF allowed these different representatives from the same municipality to hear each other's approaches to participatory decision-making, learn each other's priorities, and discuss ideas on improving participation.
- Representatives of different metropolitan district municipalities in the same province, especially those with different political party majorities in their councils, do not usually come or work together on participatory decision-making. Bringing three pilot PTFs from different municipalities created a highly productive platform for exchanging experiences.
- The close co-operation of the PTFs with the UMT Team allowed for the creation of mutual capacity building channels that create possibilities for further interaction and collaboration.
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","As of the date of submission, majority of the project activities have been successfully completed. The PTFs successfully took part in all meetings, and finalised their participatory policy recommendations on paper. The next step is for each PTF to determine the proper process of submitting the participatory policy recommendation to their municipal council. On 18 October 2022, a Public Outreach Conference was organised at the Union of Municipalities of Türkiye (UMT) to disseminate the project results to a wider audience. This conference allowed publicly introducing the Procedural Participation Module for future use by UMT. Lastly, a brief survey is being conducted in October 2022 with the UMT Team and the PTFs to have a broad assessment of the overall project impact. In line with the results of the survey, a sustainability strategy will be delivered to UMT to ensure further commitment in broadening the project's impact after its termination.","VNG International designed and implemented the project in partnership with UMT. The project was funded by the Embassy of the Kingdom of The Netherlands to Türkiye. Municipality of Etimesgut, Municipality of Keçiören, and Municipality of Yenimahalle took part in the project as pilots, and ensured participation of elected councillors and appointed officials in PTFs. Citizens' Assembly (CA) of Etimesgut, CA of Keçiören, and CA of Yenimahalle ensured CSO participation as the other PTF members.","Establishment of PTFs benefited:
- Pilot municipalities in brining participatory decision-making higher on the agenda of the councillors and municipal officials.
- Pilot CAs in exchanging their past experiences, learning from each other, and broadening their perception of participatory decision-making.
- UMT in improving technical capacity on procedural participation, and closely collaborating with their members on participatory decision-making processes, methods, and tools.
","
- UMT Team of Trainers specialising on procedural participation established from 8 officials from different departments, cultivating intra-institutional exchanges.
- 3 pilot municipalities selected from among the metropolitan district municipalities of Ankara. Each one of the 3 pilot municipalities has a council majority from a different political party, leading to horizontal exchange of experiences on and approaches to public participation in local decision-making.
- PTFs established in 3 pilot municipalities to experiment for the first time a three-dimensional participatory process with elected municipal councillors, appointed municipal officials, and CA members.
- Baseline survey conducted.
- Three-day governance workshops organised on good governance and public participation.
- 72-hour training of trainers programme delivered for UMT.
- PTFs developed participatory policy recommendations.
- Procedural Participation Module developed for UMT Academy.
- Survey on overall impact being conducted.
","The main challenge in making PTFs operational was time availability of the stakeholders. All representatives involved in implementation carried out the project related tasks on top of their already existing full-time responsibilities. To overcome this challenge, the previously envisaged one-day meetings were redesigned as intensive half-day meetings.
Another important challenge was working through the balances of power among the different stakeholders. From the start, being in the same room with UMT representatives, local politicians, municipal officials, and civil society representatives triggered self-defensive impulses among the participants. However, the open and interactive atmosphere created throughout the meetings as the project progressed, encouraged effective dialogue that led to the formation of an efficient forum of exchange based on mutual trust.","
- Existence of the enabling legislation (Regulation of Citizens' Assemblies) provided the necessary legal basis.
- A committed owner of the process is necessary (such as the UMT in the case of this project).
- Political commitment on the side of the municipality, both at the highest decision-making level, and also at the level of the individual council members brings the necessary motivation and momentum.
- Dedicated members of the municipal offices, and the civil society representatives involved in the CAs with their direct and constant contact with citizens ensures focus to remain on the community.
- Human resources, particularly interest and time availability for systematically working together in a task force is key.
- The more systematically the various stakeholders meet to interact with one another, the higher probability that a mutual trust atmosphere is created.
","The PTF approach can be replicated to strengthen participatory processes at the local, regional, and national levels. The formula is bringing together elected decision-makers, appointed practitioners, and civil society representatives in a small task force (8-12 members) to work on a participatory proposal that they will themselves decide. The overall positive impact of the process is independent from the actual outcome.
UMT could continue using the method with other municipalities, and accumulate good practice examples from different iterations. Similarly, there is no reason for pilot municipalities to abolish their already existing PTFs at the end of the project as they can continue working on new participatory proposals in the same way.","The biggest lesson learned for all the stakeholders involved in the project was that public participation is a much more complicated and technically demanding process than it generally seems. In addition, the exchanges that took place throughout the project between different stakeholders allowed each of them to see that there are many different angles to participatory decision-making that they alone would not be able to perceive or consider. Lastly, it is observed by all stakeholders that although there is one Regulation on Citizens' Assemblies, there are many different ways in which the CAs in different municipalities operate and interact with their municipal management and communities. Constant communication and collaboration across different levels once again proved to be a very effective approach to consolidating one's own experiences, and improving already existing good practices.",,,,,,
34152,"Smart City Strategy / Gemeinsame Digital Berlin",https://oecd-opsi.org/innovations/smart-city-strategy-gemeinsame-digital-berlin/,21/10/2022,"Politics For Tomorrow",Germany,local,"a:4:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}","Smart City Strategy / Gemeinsame Digital Berlin",https://gemeinsamdigital.berlin.de/,2022,"„Gemeinsam Digital: Berlin“(Together Digital: Berlin) combines the digital and smart city strategies. We define smart as solving future challenges in creative, open, experimental and participatory ways. This strategy helps to establish new work approaches, agile methods, competence building, and a systematic knowledge transfer between the administration and its inhabitants. By aligning technologies, methods, and cultural processes, it supports existing strategies to reach their respective goals.","In Berlin, the conditions for cross-departmental and cross-level work within the administration are significantly more complex than in other cities, as Berlin is both a state and a municipality. At the same time, Berlin, as a capital, offers the potential to further develop its ecosystem of actors who can drive forward and benefit from digitalization.
The process model of the strategy is framed by a ""Values Compass,"" developed in a participatory process, and by the ""Action Fields,"" that guides the implementation of individual measures. This results in the vision of a sustainable, community-oriented, resilient and cooperative city. It is intended to ensure that Berlin's digitization benefits everyone in the city, including strengthening Berlin as a business location , as well as ensuring that everyone can continue to participate and contribute to the strategy in the future. The implemented measures ultimately ensure that Berlin develops along the ""Value Compass."" In doing so, they also have an effect on the city and the built environment and, through the iterative approach in implementation, can gather learning experiences that will be taken into account when scaling up.
""Together Digital: Berlin"" strategy is a transformation program. Berlin's digital transformation can only succeed if all the stakeholders involved are willing to engage in a collective learning process. Consequently, the strategy itself is also designed as a learning strategy. Based on a comprehensive monitoring system, the strategy and its tools, as well as individual projects, are to be evaluated and adapted in regular cycles. This strategy does not replace specialized strategies, such as the digital inclusion strategy, the open data strategy or the cybersecurity strategy. Nonetheless, it sets the framework for their implementation and is complemented by these specialized strategies.","a:8:{i:0;s:3:""618"";i:1;s:3:""181"";i:2;s:3:""210"";i:3;s:3:""211"";i:4;s:3:""623"";i:5;s:3:""613"";i:6;s:3:""615"";i:7;s:3:""621"";}","Together Digital: Berlin is innovative because:
- Interdepartmental and cross-sectoral work: The measures are aligned with local conditions and their solution approaches pay attention to larger cross-sectoral challenges. As a results, formats that support cross-departmental, cross-sectoral and cross-level work are used even before measures are launched, thus promoting the networking of policy fields.
- Implementation support: As part of the implementation and as an important element for the learning strategy, implementation teams receive methodological and technical support oriented toward agile approaches.
- Prototypical approach: The administration and other actors build and test prototypes, try out new approaches to learn quickly and, if necessary, define more precisely which specific services should be put out for tendering.
","a:1:{i:0;s:14:""implementation"";}","As of fall 2022, the strategy is currently in the last review in the city parliament and will be published at the end of the year. As part of the strategy process, 5 pilot projects were selected and already received funding, so they are currently being implemented.","The project lead is the Senate Chancellery, which works together with the administration and a citizen panel consisting of around 70 people drawn by lottery. There is also a board of experts of civil society organisations and an advisory board with researchers, politicians and entrepreneurial associations.","Civil society can propose future actions to be implemented, will be part of the consultation process, and benefit from digitized administration processes, from easy-to-understand language and from barrier-free information and communication. Enterprises, as the biggest client group of the administration, benefit from simplified processes. Local government bodies and administrations benefit from more functional processes and responsibilities.","The strategy will only be officially launched in November, so the overall impact cannot be described yet. The impact will be evaluated regularly. For that purpose the teams working on each proposed action have formulated several output, outcome and impact goals that can then be discussed. These discussions can then lead to a realignment of the goals or equally possible to a realignment of the evalution processes if deemed neccessary.
We expect that the projects and the resources provided by the strategy (such as a flexible framework regarding the planning and implementation phase) will strongly influence the collaborative spirit and increase of shared knowledge in the administration.
As of now, several pilot projects have already been started. Based on these projects, we can state that some of the involved actors have used the strategy process to reach out to colleagues whom they had not known, and initiated or deepened exchange formats on shared challenges.","Firstly, the pandemic moved all deliberative processes online. This led to moving remaining in-person workshop designs (.e. of up to 100 people) to online formats. We divided the subgroups into smaller individuals, prepared training sessions for online facilitation, and shortened the amount of inputs.
Secondly, a change of government officials after the elections meant a new mayor and the establishment of a Chief Digital Officer (CDO) position, leading to renegotiations and strategic realignments.
Thirdly, the smart city strategy was later on combined with the digital strategy, forcing further process realignment. We needed to take time off the development processes and invested more time in getting to know the other team, in merging parts of the two teams, and in setting up new communication channels and meeting routines.
Finally, administration workers have only limited access to open-source tools for collaboration which required us several work-arounds.","The most important success factor was finding people inside the administration that were eager to push for change and share knowledge about existing change processes and resources.
Clear leadership on what can be developed and pushed, especially at the start when not all stakeholders share the same vision is crucial.
A sensible number of communication channels in e.g. slack and documentation of work processes and their results is equally important.
Enough man and womanpower to complete the deliberative processes, analyse them and make use of the findings was further helpful.","Within the strategy there are several goals, one of them being an increased exchange with other pilot cities working on smart city strategies in Germany and abroad. We do not think that pure replication in itself makes sense, which is also strongly supported by the empirics of research projects on urban inovations and transformations. Rather, it is about making available the learning journey to others including the sharing of place specific conditions and reactions to emerging problems.","Despite our experience with public sector innovation processes we have underestimated the inertia that a complex administration set-up like Berlin naturally brings along. Being prepared to work with people who are highly knowledgeable but oftentimes highly restricted due to internal rules and processes regarding what tools can be shared requires inner calm and ability to find suitable online tools.",,,,,,
34192,"Land iQ",https://oecd-opsi.org/innovations/land-iq/,21/10/2022,"NSW Department of Planning and Environment (DPE)",Australia,regional,"a:2:{i:0;s:12:""public_admin"";i:1;s:24:""Planning and Environment"";}","Land iQ",https://www.dpie.nsw.gov.au/our-work/programs-and-initiatives/technology-and-innovation,2022,"The NSW Government has developed a whole of government spatial tool to improve planning and pre-development processes. The tool modernises the traditional approach to strategic planning, site assessment & land use evaluation and provides user friendly access to GIS capabilities where multiple agencies can work together on a project in NSW public sector. Through this, government agencies are enabled to make faster, better informed, more transparent and consistent decisions on NSW land.","Land iQ is a spatially enabled whole of government strategic land use evaluation tool which was found by NSW Government. The tool was created to make better use of land with consideration of social, economic, environmental and financial impacts. The tool was developed to reduce the number of related, yet different methodologies and tools used across Government to assess the impacts of different land uses and reduce due diligence timeframes and government spending on consultants. The tool offers a more streamlined, collaborative and data-driven approach to decision making by leveraging a common database of inputs and assumptions. It enables users to analyse land and property assets in a more consistent and strategic way. It also provides a sandbox for testing designs and applying and modelling planning outcomes.
Innovation is embedded at the core of LandiQ. This spatial tool integrates over 40 land use typologies and 180 datasets into one single platform and provides advanced analytics and scenario planning capabilities to consider the impact of change on land use. The tool has 4 main functions (modules):
- Data library: a comprehensive data library including typology assumptions sourced from government delivery entities
- Geographic-centric analysis: a comprehensive analysis of a particular location against benchmarks and other geographies. Users can understand and compare local government areas performance against sustainability, productivity and liveability metrics, as well as against targets and state, metro and regional averages.
- Site search: advanced multiple-criteria site searching including ownership, size, planning controls, constraints and risk, environmental and climate change impacts, proximity to services / infrastructure / amenities / constraints and many more.
- Scenario planning: land use scenario analysis to understand impact of change in land use across social, economic, environmental and financial metrics, including impact on a local government area.
The tool is accessible to all NSW Government agencies with a license. The benefits of the tool are huge, including:
- Providing a holistic and strategic approach to land use decision making,
- Creating a centralised and comprehensive data register and API direct data links to many government databases and digital systems,
- Providing a robust digital visualisation planning tool which leverages urban analytics to support scenario planning and business cases,
- Delivering an in-house solution and making it easier for government agencies to work together by providing a collaborative spatial environment for sharing projects, datasets and developing scenarios to test potential use of land, and
- Delivering improved community outcomes focusing on big picture.
Change is the most certain aspect of our world and the primary purpose to innovate is to adapt and respond to the constant and everchanging needs and growth. Land iQ offers a coordinated and streamlined platform in response to this change, with the potential for new datasets to be integrated to reflect ever changing factors in NSW. The tool transforms and improves government processes by:
- Identifying priority development and land use opportunities to align with existing and planned infrastructure
- Undertaking preliminary due diligence and assessing site suitability for certain development
- Generating or uploading 3D designs and landscape features
- Using all modules to consolidate statutory and strategic planning considerations
Land iQ is intended to serve as the host platform for other appropriate digital systems in NSW government to reduce double-spend and maximise alignment. In this regard, the tool is planned to have stronger connection and integration with other major digital systems such as the NSW Spatial Digital Twin.
As it provides a scalable system to assist place-based decision making, Land iQ can be applied to any state or territory, or the private and non-profit sectors. Interest from the private sector and other states and the Australian federal government indicate Land iQ could also be a promising revenue stream for NSW government, to enable the tool to be self-funded in the future. A business case for the future expansion of Land iQ is currently developed. In fact, trial use of Land iQ by Local Government (councils) is currently being investigated.","a:10:{i:0;s:3:""617"";i:1;s:3:""194"";i:2;s:3:""210"";i:3;s:3:""217"";i:4;s:3:""623"";i:5;s:3:""612"";i:6;s:3:""609"";i:7;s:3:""876"";i:8;s:3:""621"";i:9;s:3:""620"";}","Land iQ offers advanced analytics and scenario planning capabilities that can be applied on a project-by-project basis. The tool can be used to identify sites with a set of criteria, undertake site layouts/feasibilities, make preliminary assessment of business cases, and assist strategic planning and development assessment by analysing the local context from street/suburb scale, to LGA and regional context to understand the existing economic, social, demographic, cultural and environmental context. Users of the tool experience benefits including reduced timeframes with faster/in-house due diligence, and budget improvements along with an enhanced adaptability of existing functions to support delivery of project needs.
A key difference between Land iQ and other digital tools is that it is underpinned by over 40 land use typologies for a consistent approach to scenario analysis across government. It is designed to be agile and modular to evolve for the future needs of its users.","a:1:{i:0;s:14:""implementation"";}","Land iQ was launched on 28 July 2022 for use of state agencies and 110 licenses were initially procured. We are working with agencies to increase awareness and usage of the tool. The immediate focus is on ensuring the data and functionality of Land iQ meets the needs of users across the NSW Government.
We also commenced development of a business case for the long-term solution for Land iQ, which will look at options to bring the tool completely in-house or continue with the partnership arrangement currently in place with the private sector. The business case will provide an opportunity to develop a financial model to cover the ongoing cost of the tool.
We are also working on a pilot project to extend access of Land iQ to Local Government, subject to ensuring appropriate security and access provisions are in place for sensitive data.","Land iQ was developed by DPE as the product owner and holder of the intellectual property rights, in partnership with companies WSP as the provider of analytics and data functionality and Giraffe as the spatial platform host, with high-resolution maps provided by Aerometrex.
Since its inception, we worked with NSW agencies including Treasury, Greater Cities Commission, Water, Customer Service, Transport, Education, Infrastructure and Health to ensure the tool responds to the needs of agencies.","NSW government agencies are the key beneficiaries of Land iQ, as it enables them to undertake comprehensive analysis in a rapid way to expedite their work and leverage data and analytics that would not be possibly done in a fast way in-house.
The wider community also benefit from the tool since the decisions are made by government are faster, more consistent, and evidence based. We believe this tool will increase trust in government decisions on land.","The tool can help Government to save up to $15 million a year. There are numerous costs associated with current practice, including site identification, due diligence, cost planning, master planning, the time associated with the procurement of consultants etc. Land iQ helps to cut time, and therefore cost, from all these processes.
Land iQ currently addresses land use projects across health, education, energy, infrastructure, housing, and transport with further scope to include measurable outcomes of these impacts. The tool also provides real solutions for those in vulnerable situations in a timely and efficiency manner. The tool is used to support the NSW Government’s response to the major flood events experienced across eastern Australia in 2022. With the help of Land iQ, government identified surplus suitable land for temporary accommodation in the fastest way possible. The work we have done would have generally taken several weeks or months but it took just days.","Producing a minimum viable product of an advanced analytics tool for whole-of -government on a very constrained budget and timeframe was the most difficult part of the innovation. But we overcame this issue by working closely with our internal IT product development team and formed collaborative arrangements with major actors in the NSW government.
It was also challenging to co-design a digital tool with so many diverse agencies while ensuring efficient project delivery. Having an open communication since the project inception and effective stakeholder engagement helped us to develop a robust tool accepted widely by stage agencies.
Lastly, gaining access to sensitive government data and making this available to users was challenging. As part of our engagement plan, effective communication and data governance framework, we built trust and reduced friction involved in sharing data.","Endorsement and support from senior executives were crucial to the success of Land iQ. Co-designing the tool with key stakeholders and effective engagement with state agencies were also significant for the success of the tool. The tool is agile and highly adaptable which is considered as a key factor for its acceptance across government. Users can add their own data sets and customise certain aspects of Land iQ which is a unique offering across government.
Going forward, further user acceptance, automation of the manual data management practice, piloting a new interface for local government and securing ongoing funding/budget for the future enhancements will be essential for the sustainability of the tool and to achieve its long-term vision.","Land iQ was launched 3 months ago and since then, it has received significant interest across the sector including local government and the Victorian Government (another state in Australia). There has been interest from users particularly in Transport for NSW and School Infrastructure agencies to build new functionality such as infrastructure feasibility into the tool.
The tool is designed to constantly evolve, and a governance structure has been established to deliver future enhancements. A community of practice will also be established soon to foster further innovation in the design and application of Land iQ. In the future Land iQ will be applied to respond to climate and population pressures, assist in alignment between infrastructure delivery and planning for new communities.
While the platform is currently only available to state agencies, the plan is to continue to refine the tool and develop license options to make it available more broadly in the future to Local Government.","
- Aim big and be open-minded. As the development team, we have constantly gone out of our comfort zones and learned from each other to progress the development of this innovative tool. By being open to new ideas and researching new areas the tool has become more robust and it provides more value.
- Make sure decision-makers are on-board, understand the value of the innovation and make them the main advocates of the project.
- Co-design, collaborate and listen- Engage with stakeholders from day 1 to contribute to the design of the tool. Promotion of the tool internally has been most successful when we have taken the time to work on specific use cases related to our colleagues’ work to be able to illustrate how the tool can directly improve the way they work (regarding better quality, saving time and money and accessing to information easily).
","Please view the 1-hour panel video which took place in September 2022 for more context. https://environmentnswgov-my.sharepoint.com/:v:/g/personal/sezen_furmage_dpie_nsw_gov_au/EavbYA4z3DpNhcLh7paQ8VYBgWoCaimNdxCh00P_-ERKfA?e=L6HyCf
A demonstration of the tool is also presented in this video. Please note that, as this is a spatial tool, it is hard to do it justice or accurately explain it without showing it.","a:5:{i:0;s:5:""34197"";i:1;s:5:""34201"";i:2;s:5:""34200"";i:3;s:5:""34199"";i:4;s:5:""34198"";}",,https://vimeo.com/730892409?embedded=true&source=vimeo_logo&owner=94136535,https://environmentnswgov-my.sharepoint.com/:v:/r/personal/sezen_furmage_dpie_nsw_gov_au/Documents/Land%20iQ/HPD_Land%20IQ%20Panel_27.09.22_0(ON24).mp4?csf=1&web=1&e=vO9HRA,https://www.wsp.com/en-au/news/2022/delivering-land-iq-an-innovative-digital-planning-tool-for-nsw-government
34215,"TAP Portal - Development of legislation: From documents to data",https://oecd-opsi.org/innovations/tap-portal-development-of-legislation-from-documents-to-data/,21/10/2022,"State Chancellery",Latvia,central,"a:1:{i:0;s:12:""public_admin"";}","TAP Portal - Development of legislation: From documents to data",https://tapportals.mk.gov.lv/,2021,"The TAP portal is a unique e-government system at the European Union level, which ensures the development of digital government legislation, moving from documents to structured data. The TAP portal ensures the proceedings of the meetings of the Cabinet of Ministers and allows every citizen of Latvia to follow the progress of the Government's decision-making and express an opinion on the regulatory acts being developed by the Government.","The TAP portal was created in order not to repeat the situation when the Government's decisions are made behind closed doors and to fully allow the public to follow the development of regulatory acts, as well as to ensure the continuity of the Government's work, regardless of the geopolitical situation and location.
The drafting of legal acts, public participation, harmonization, approval of the drafts, sending thereof for publication, archiving, and also circulation and control of tasks is ensured in the TAP Portal.
The objectives of the TAP portal are to:
- make the work of state administration more efficient;
- involve citizens in the public participation process;
- enable digital governance regardless of location and time. The digital transformation has been realized, providing the possibility to work remotely for the developers of regulatory acts, the Cabinet of Ministers and every member of society.
- moving from documents to structured data in the development of regulatory acts, which will allow further use of artificial intelligence in the development of regulatory acts;
The drafting of legislation in the country has completely moved from paper to data. The number of manual steps is reduced. The information and amendments are generated automatically, the drafters of legal acts do not have to think about the design of legal acts. A unified co-creation environment has been created for the development of regulatory acts and opinions. The history of revisions and approvals of regulatory acts is easily reviewed. Society has the opportunity to follow and participate in the development, coordination and adoption of regulatory acts in real time.","a:4:{i:0;s:3:""302"";i:1;s:3:""616"";i:2;s:3:""354"";i:3;s:3:""317"";}","TAP portal is an innovative becuase:
- The development of legal acts does not take place in the form of documents, but is done in the data itself.
- Amendments to the legal act are completely automatically generated from the consolidated version of the legal act (data).
- The work of ministries, institutions and government has been completely transformed in a digital environment.
- E-government - work is continuous, regardless of the users' location and time.
- The process of goverment takes place regardless of the geopolitical situation, as the e-government can work from anywhere in the world.
- The circulation of legal acts is provided by the system itself, thus reducing the work of clerks.
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The TAP portal was fully implemented in 2021 and has been in full use for a year. After the introduction of the system, there was an active user survey, online communication, working groups on improving the system.
Currently, system improvements are being made according to the needs defined by the users. The usability of the portal is improved and loopholes are fixed.
Conclusions after the implementation and start of use of the project:
- In order to develop a quality system, it is necessary to carry out a broad analysis of the expected result, a detailed evaluation of the existing processes and the definition of the new ones, involving the widest possible range of potential users.
- In the development of large information systems, the Agile method is very effective.
- Everyone wants to change processes, but don't want to change themselves, so it is very important to involve potential users from the very beginning.
- Moving from documents to data opens up very huge opportunity.
","
- The project was financed from EU funds.
- The system was programmed by a private company.
- Society, NGOs and the state administration were involved in the development of the project.
- The TAP portal provides information exchange with the 10 registers (Latvian Gazette information system, Legislative database of the Latvian Parliament, Information system for the control of adoption and implementation of European Union legislation, etc.
","The whole society: Natural and Legal persons, NGOs, Media, Public Administration, Cabinet of Ministers, Parliament, President of the State.","Economic benefits: reduction of technical activities, proceedings and employees in public administration. Annual reduction in staff resources of more than 600 human months, with less human resources contributing to an equivalent amount of work. Extended remote work opportunities by reducing the use of office resources (energy resources, stationery goods, transport and room management).
Administrative benefits - Optimising the bureaucratic processes, reducing the time of development and decision-making of the TA by improving their quality. Transition to centralized, automated user administration using the Single Login module. Transformation of the State Administration and BOM job from a document-oriented process to data. All TA is signed only with a system or e-signature. Social impacts - the work of government and public administration has become more open, enabling any representative of society, regardless of the social group and location, to participate in government decision-making.","TAP portal facing challenges to involve all users for one common idea. One of the failures was that we analyzed too much and tried to develop small processes that took too long, which led to a lack of time at the end of the project. The challenge was to change document-oriented processes and user habits in the development and circulation of legal acts. Everyone wants to change processes and the habits of other users, but don't want to change their own habits.","Our project was successful because:
- The project team was knowledgeable, responsible and interested in achieving the result.
- A large number of users were involved in the analysis and development.
- Good cooperation between developer, stakeholders and owner.
- There was a great support of the senior management in the implementation of the project.
","The system can be used at the municipal level to develop their own projects. The TAP portal could be replicated in other countries, adapting to local conditions and specificities of legislative development.","Not to be afraid of big challenges, but to see the big contribution it can bring now and in the future. When realizing big ideas, you should be aware that you cannot get a perfect product immediately. Perfection is not constant, but regular work on improvement.",,"a:1:{i:0;s:5:""34454"";}","a:1:{i:0;s:5:""34458"";}",https://www.youtube.com/watch?v=qx8wdMwmYhQ&list=PLxxK65h4EFydZAeKro1A3kPKEGbhBfDe9&index=1,https://www.youtube.com/watch?v=DuaFeds7iag&list=PLxxK65h4EFydZAeKro1A3kPKEGbhBfDe9&index=2,
34246,"The Evaluation Task Force",https://oecd-opsi.org/innovations/the-evaluation-task-force/,11/10/2022,"Cabinet Office","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","The Evaluation Task Force",https://www.gov.uk/government/organisations/evaluation-task-force,2021,"The Evaluation Task Force (ETF) ensures evidence and evaluation sits at the heart of UK government spending decisions - any area routinely highlighted for improvement. ETF activity drives continuous improvements in the way programmes are evaluated to inform decisions on whether they should be continued, expanded, modified or stopped. It brings the same approach to the social sciences as medicine uses, fostering a culture of experimentation, learning and rigour.","In 2019, the Prime Minister’s Implementation Unit found that only 8% of the UK Government's £432 billion spending on major projects had robust impact evaluation plans in place. The average UK taxpayer was contributing £12,000 to programmes which had no plans to evaluate whether they were delivering their desired outcomes. Government wanted to try setting up a team of experts to address this.
The Evaluation Task Force (ETF) is an innovative unit, created in response to this issue as part of the UK government’s landmark Declaration on Government Reform. As a joint Cabinet Office-HM Treasury unit, the ETF’s objective is to put evaluation evidence at the heart of government decisions, so that HM Government (HMG) can have confidence the money it spends is delivering better outcomes for the British public, and delivers value for money. The ETF aims to ensure that government programmes put robust evaluations in place to learn lessons and continually improve outcomes for the public.
The ETF apply the methods of evaluation and experimentation that are common in medicine to the £1 trillion that HM Government spends each year on public services. We would never consider rolling out a vaccine that had not been rigorously tested and the ETF is trying to extend that approach to all important policies and programmes.
The ETF has a headcount of 15 employees and delivers a range of activities to tackle the main barriers to robust evaluations in government and foster a culture of evaluation and experimentation. This includes providing advice and support to (i) HM Treasury Spending Teams on the evidence and evaluation plans underpinning departments’ spending proposals, and (ii) departments on how to design and deliver robust impact evaluation.
During the 2021 Spending Review, we reviewed 86 bids worth over £10 billion in three weeks. The team worked with HM Treasury to consider the quality of evidence underpinning the spending proposals; check whether proposals used counterfactuals to test if their idea worked; and set evaluation conditions in departments’ spending settlements to improve the quality of evaluation for funded programmes. This is driving a change in the very culture of government. The team is actively monitoring the delivery of funded interventions to ensure they are rigorously evaluated and to inform future spending decisions, so the most important areas to government are the best understood. ETF activities will improve the quality and breadth of evidence produced ahead of future spending choices, ensuring government decisions can be based on what works.
In our first year of operation, we organised and delivered the Policy that Works conference. HMG’s biggest analytical conference to date (with more than 2,200 registrants from across the Civil Service), the conference highlighted available evaluation support services and best-practice across three days. High-profile speakers included three Ministers, an HM Treasury Director General, and the Government Chief Scientific Adviser.
As secretariat for the UK government’s network of What Works Centres, the Evaluation Task Force actively supports the generation, collation and translation of evidence in key areas for government & practitioners alike.
Our work is increasingly embedded in existing government processes. For instance, we work with HM Treasury to ensure that departments’ Outcome Delivery Plans include the appropriate consideration of evaluation evidence, robust evaluation plans, and commit to publishing evaluations in a timely manner. We also advise on appropriate evaluation plans via a number of advisory and decision-making bodies. This means we are part of the system and infrastructure when key decisions are made about programmes.
We are designing a cross-government Evaluation Registry which will make evaluation evidence produced by departments more accessible. This will help to ensure evidence from published evaluations is used to inform decision-making across government. Increasing transparency of government evaluations will also improve public accountability and widen access to lessons learned from previous policies.
Finally, we secured £15 million from HM Treasury to develop and deliver the Evaluation Accelerator Fund. The fund seeks to enhance evaluation activity and the creation of actionable evidence in HMG priority areas. By providing robust evidence of financial or efficiency savings from new interventions and innovative approaches to service delivery, the fund will fill existing evidence gaps and inform future spending decisions. To date, the fund has made awards to 16 projects, One successful bid will see wastewater in prisons monitored and tested for illegal substances, making it easier for prison staff to identify who is holding supply and reduce drug abuse in jails. Another will assess the effectiveness of a one-off payment to 18-year-olds leaving care on homelessness, employment and their involvement in criminal activity.","a:5:{i:0;s:3:""210"";i:1;s:3:""211"";i:2;s:3:""623"";i:3;s:3:""302"";i:4;s:3:""257"";}","The ETF is unique in that it is staffed almost exclusively by senior evaluation specialists. Its structure was informed by international lessons learned and best-practice evidence on improving public policy evaluation.
While the US Evidence Act gives agencies the authority to prioritise funding impact evaluations, it does not integrate this with budget processes or require any impact evaluation to take place as a condition of receiving programme funding. The ETF’s status as a joint Cabinet Office-HM Treasury unit, and its integration into Treasury processes, gives it leverage to improve the quality and quantity of evaluation across government.
The Commission on Evidence-Based Policymaking found that the ideal evidence infrastructure focuses on creating evidence-support systems as well as an evidence-implementation system. The ETF partners with What Works Centres to ensure that evaluation results are accessible and acted upon within government.","a:1:{i:0;s:14:""implementation"";}","The Evaluation Task Force supports the delivery of priority evaluations across government. We work closely with analysts and policy colleagues to help design and deliver robust evaluations in priority areas and challenge them in areas where plans are limited. We have developed close relationships with departments and Treasury spending teams, offering targeted advice and support. We are delivering the Evaluation Accelerator Fund, a £15m programme that has so far supported 16 projects which will fill evidence gaps by testing and evaluating new policies. We work closely with colleagues across HM Government to ensure decision-making is informed by evaluation evidence and that effective systems are in place to deliver, manage and use evaluation evidence. We are actively promoting improved transparency of evaluation findings, and engaging teams across government to improve the way separate parts of the evaluation ecosystem work.","The network of What Works Centres are strategic research partners for many government departments, offering deep subject matter expertise and links to practitioners that are piloting new approaches with potential to scale and inform policy elsewhere.
Our Oversight Board consists of senior leaders from across government. They help our team prioritise our activities and provide strategic support and direction when we face challenges and obstacles.","
- HM Treasury officials can access advice and support on evidence and evaluation plans which underpin spending commitments, and can do so on an ad hoc basis or over the longer term.
- What Works Centres benefit from our team’s access and insights into department priorities.
- Departments are challenged to cite evidence (or demonstrate robust plans for generating it) when asking for funding.
- Taxpayers stand to benefit from increased transparency of evaluation findings.
","Since its inception, the Evaluation Task Force has advised on over 160 programmes covering £48 billion of spend.
During the 2021 Spending Review, we reviewed 86 bids, worth in excess of £10 billion, over three weeks. This informed a range of spending decisions in high priority areas, including youth services, criminal justice, education and COVID-19 recovery. We introduced evaluation-specific conditions into departments’ spending settlements for the first time. As a result, departments have published comprehensive evaluation strategies outlining a long-term approach to monitoring and evaluating their programmes.
HM Treasury’s Director of Public Spending shared that our involvement was critical to the success of the Spending Review, saying, “Because of the Evaluation Task Force, my team can make better critical choices on where limited public money goes, are more aware about evaluation options for policy areas, and can challenge departments to be bold and better on evaluation.”","With only 15 members of staff, demand for the Evaluation Task Force’s advice and support exceeds what it is able to deliver, and so the team must target its engagement with departments and programmes. We currently prioritise programmes and the support we can offer their corresponding evaluations on the basis of programme cost, evaluation complexity, evaluation resources, and the current capability of the department conducting the evaluation. Areas with a limited existing evidence base are also prioritised.
Evaluation-specific spending settlement conditions are a key tool used by the team to push for more and better evaluation in departments. However, conditions can only be agreed during spending reviews, and these are typically every few years. The Evaluation Task Force therefore relies on support from its ministers and Oversight Board to agree and communicate new evaluation priorities outside of spending reviews.","Developing and maintaining good working relationships with lead analysts in departments has been very important. Our team needs to balance offering advice and support to departments with the need to support HM Treasury functions of objectively assessing the value for money of programmes.
Our team has also benefited significantly from the support of Ministers and senior officials in government who have previously supported and championed evaluation and evidence-based policy. Many senior officials serve on our Oversight Board or regularly meet with our director to provide advice and strategic insight.
The existence of the What Works Network has also been extremely useful in identifying evidence gaps and priorities in departments and making the case for the value of robust impact evaluations.","The Evaluation Task Force has only existed since Spring 2021, and to our knowledge it has not been replicated to date.
We have received a few foreign delegations to share reflections on our work, and through our website and webinars, we are also sharing regular updates on our work within the UK Civil Service and broader evaluation community.
We hope that publishing our strategy, outcomes, and impacts – as well as updates on our key activities and priorities – will aid other governments that are interested in creating evidence and evaluation units.
The ETF is also building the evidence of our own impact to help make the case that - as a new and innovative function - we should be scaled up in the future to ensure we can advise on a wider range of programmes.","Funding for evaluation is important, but it is not necessarily the key limiting factor or barrier to producing and publishing robust evaluation evidence.
Working culture and norms matter a great deal. There can understandably be a reluctance to test flagship policies or publish evaluation findings if there are reputational or professional consequences when programmes don’t work.
Agreeing professional standards around evaluation is a useful starting point, but this is not sufficient by itself. For instance, very few government-led evaluations follow existing standards when it comes to publishing their evaluation plans, despite this being an agreed standard within the Government Social Research profession. These issues drive our work around transparency and the development of an evaluation registry.","The best way to contact our team is etf@cabinetoffice.gov.uk",,"a:1:{i:0;s:5:""34245"";}",https://www.youtube.com/watch?v=pg0CPHWAHbI,https://www.youtube.com/watch?v=TCQXDJso878,
34251,"Management Accountability Framework – Innovation Area of Management",https://oecd-opsi.org/innovations/management-accountability-framework-innovation-area-of-management/,11/10/2022,"Treasury Board of Canada Secretariat",Canada,central,"a:1:{i:0;s:12:""public_admin"";}","Management Accountability Framework – Innovation Area of Management ",https://www.canada.ca/en/treasury-board-secretariat/services/management-accountability-framework/maf-methodologies/2022-2023-aom.html,2022,"A new Area of Management (AoM) on Innovation has been integrated into the Management Accountability Framework (MAF). This is a tool used to promote management excellence in innovation for Canadians by assessing an organization’s ability to plan, generate and use rigorous evidence to inform decision-making on high-impact innovations. This is innovative in that it provides a clear roadmap to building thriving, innovative organizations and outlines a distinct role for executives in the process.","The Government of Canada has a long history of innovation and evidence-informed policymaking. The focus of the Innovation Area of Management is on further strengthening this culture of innovation by ensuring there is a strong link between problem-solving, evidence generation and management decision-making. Rigorously testing our innovations in real-world settings ensures we continue to achieve value for money, while improving social, environmental, and economic outcomes for Canadians and public servants.
The objectives of this innovation are to Incentivize departments and agencies to:
- Commit resources to innovation and rigorous testing.
- Generate reliable evidence through the rigorous testing of innovation.
- Use rigorous evidence to inform decisions on high impact innovations.
The Committing Resources theme encourages organizations to foster a culture of innovation and measurement by funding plans to test new approaches and learn what works. Organizations increase their ability to rigorously compare solutions and generate evidence on departmental and government-wide priorities when they are supported through senior leadership approval and funding. The theme enables Deputy Heads and TBS to determine to what extent evidence-driven innovation has been embedded into an organization’s management practices.
The Generating Rigorous Evidence theme encourages organizations to use rigorous methods of comparison to support innovation across a diversity of organizational functions and where there is a potential for high impact for Canadians or public servants. By generating rigorous evidence on what works, we can de-risk innovations, support sound fiscal management, and achieve better results for Canadians. The theme enables Deputy Heads and TBS to monitor the extent to which organizations are testing their innovations and measuring outcomes in real-world settings.
The Evidence-Informed Decisions theme encourages organizations to use the results of rigorous comparisons to inform timely decision-making. An evidence-driven decision-making process ensures new ideas are sufficiently tested before implementation and existing programs and services are course corrected as needed. The theme enables Deputy Heads and TBS to determine to what extent organizations are making timely decisions at executive-level governance bodies and instilling a culture of innovation and measurement.
This innovative reporting mechanism benefits departments as they build or expand their organizational innovation capacity. By conducting an evidence intake and assessment, the MAF allows for close monitoring of innovation activities across government, builds incentives for deputy heads and executives to promote, support and implement innovation within their respective organisations and disseminates best practices across the federal public service.","a:3:{i:0;s:3:""211"";i:1;s:3:""354"";i:2;s:3:""623"";}","The Innovation Area of Management is innovative because it shifts the dialogue on public sector innovation from the periphery to the mainstream, by focusing on the following elements:
- Innovation management excellence: Innovation can take place spontaneously and at a small scale, but a mature innovation function requires organizational capacity (e.g., resources, executive buy-in, embedding innovation in core processes).
- High-impact innovations: Instead of focusing on the innovation itself or testing, the framework considers the potential impact of the innovation in terms of improvements to the public service or to services to Canadians. Irrespective of results, innovations need to be designed with the potential to solve significant problems.
- High-quality monitoring information: The framework improves the data collection capacity on what is taking place across the system. This allows progress monitoring and sharing innovation management best practices across organizations.
","a:1:{i:0;s:14:""implementation"";}","The Innovation Area of Management has been implemented for the 2022-2023 Management Accountability Framework reporting cycle.","The Management Accountability Framework (MAF) is a process managed by the Treasury Board of Canada Secretariat. A directorate is responsible for coordinating all aspects of the process. As part of the development of the Area of Management, extensive consultations and engagement sessions were led with federal departments and agencies who must submit evidence through the MAF process.","Federal departments and agencies are the primary users of the Innovation Area of Management. The new framework pushes users to collaborate with more groups and processes within their department. This helps to breakdown silos and ensure innovation isn’t just happening in one isolated or peripheral part of a department. The framework also helps to increase the incentives for executives to support innovation within the Government of Canada which ultimately benefits the Canadian public.","The Innovation Area of Management is helping to shape the dialogue on innovation both across and within federal departments. Through our consultation work with users, we have already started to see the benefits of this renewed dialogue (e.g., renewed enthusiasm for the Management Accountability Framework, relationships formed with new stakeholders, strategic long-term planning, etc.).
Because our innovation is inherently a model for measuring progress, we will have a strong capacity to measure results. The assessment questions are designed to capture when departments have reached high performance in innovation management. In the first year of assessment, we do not expect departments to reach the top of our scale as we are pushing for growth over the coming years.
We expect the following trends to emerge over time:
- More resources committed to innovation and rigorous testing.
- More high-impact projects.
- More decisions informed by rigorous evidence.
- More innovation embedded into core planning and government.
","A previous MAF framework saw departments reaching the top of the scale, therefore limiting their incentive to expand their capacity to innovate. Further, in the past, the distinction between innovation and experimentation was a struggle. Our new framing better incentivizes the use of rigorous methodologies by placing them within the broader context of innovation management.
Testing innovations is not new within government, especially within science departments. Our goal is not to create unnecessary oversight of science departments doing science. Instead, we needed to figure out how to distinguish policy experiments from science experiments so that we support innovation across the board: from human resources to program implementation to digital services.
We have also faced the challenge of how to best promote experimental methods. In sensitive contexts (e.g., Indigenous contexts), employing these methods or using particular terminology may not be appropriate.","The Innovation Area of Management requires federal department heads to pay attention to their organization’s innovation maturity and be willing to adjust the organization’s culture in response to standards embedded in the framework. It further requires organizations to put in place various components to build their innovation maturity, such as resources, expertise, governance structures, etc.","The Innovation Area of Management is part of a yearly reporting cycle, meaning that results will be compared year over year. By replicating the process every year, the Framework maintains an expectation that departments should continue to build their innovation organizational maturity and continue to explore new ways support innovation across the organization.","The Innovation Area of Management is a novel framework designed to encourage federal departments and agencies to pursue innovation and rigorous testing and in turn transform their organisational structure where needed. The framework has been developed by a central agency team following consultations with users from a range of departments. This co-development process was essential to consider various perspectives, validate terminology, and ensure that the approach was in line with how departments operate. Engaging with departmental users has been a key part of the process and generated valuable insights.
To ensure that innovation is not done in isolation or in peripheral parts of organizations, the Innovation AoM conveys an expectation that innovation and rigorous testing take place through core government processes. Mainstreaming innovation by tying it to existing processes is key to making sure testing, learning, iterating and improving become part of the common ways of working.",,,,,,
34254,"Using Tax Data to Assess the Impact of Innovation on Business Performance",https://oecd-opsi.org/innovations/using-tax-data-to-assess-the-impact-of-innovation-on-business-performance/,28/10/2022,"Impact Canada",Canada,central,"a:1:{i:0;s:7:""science"";}","Using Tax Data to Assess the Impact of Innovation on Business Performance",https://impact.canada.ca/,2019,"Impact Canada Challenges have incentivized innovative solutions in the areas of climate action, housing, food, and health. A quasi-experimental impact assessment approach uses tax data (available in most countries) to assess the effectiveness of Challenges by profiling Challenge participants and comparing business performance indicators of Challenge participants vs. non-participants. Requiring only the participant’s business number, this is a no burden, comparative, long-term measurement plan.","Established in 2017, Impact Canada uses novel public policy methods to address identified gaps in effectively translating policy objectives into meaningful and measurable outcomes for Canadians. It delivers on its mandate through the deployment of two main lines of business: Challenges and applied behavioural science.
Challenges are an open innovation approach that incentivize innovators to tackle problems where solutions are not obvious. Multiple lines of inquiry have been explored by Impact Canada to assess the impact of Challenges on business performance, including surveys, social network analysis and quasi-experimental work using tax data. This work is guided by a central logic model for Challenges, which moves from process outcomes to sustainable business models to greater public value. The work described in this case study primarily corresponds to the sustainable business model outcomes of increased investment, enhanced skill and capacity and innovative products and services.
In 2019, Impact Canada partnered with Statistics Canada’s Centre for Special Business Projects to explore the possibility of using tax data to respond to questions about the performance of Challenge participants and evaluate the economic impact of Challenges. The approach employed provides information on what types of organizations participate in Challenges by profiling businesses by business characteristics and financial information. This approach also provides insights into whether Challenges help to stimulate and grow innovative market entrants (e.g., new firm-types, new products) compared to if Challenges were not used as a funding instrument. A comparison group of similar non-participant organizations were created using nearest-neighbour-propensity score matching technique to compare the business performance growth rates between the two groups on the following indicators: revenue, R&D expense, salaries and wages, employment, and labour productivity.
A registered business number (BN) is required to track participants using tax data. This is obtained when a participant applies for a Challenge. Where a BN is not available, applicants are matched, using available information (name and address of business) and various record-linkage methods, to a Business Register to obtain the correct BN. The BN can be linked to various data sources, including tax data, which are updated annually. This impact assessment approach requires no further reporting from applicants and allows key business indicators to be monitored both before and after the Challenge is launched.
Governments, around the world, know that collecting data to help understand the impacts of funds being dispersed is incredibly important; and yet, attention must be paid to the reporting burden placed on fund recipients. Challenges are meant to attract new players, focus on outcomes, and ensure low barriers to entry. Innovators are asked to focus their data and evidence efforts toward demonstrating the viability of their solution. This impact assessment approach allows for a high rigour but low touch method to understanding the economic impacts of our challenges.
There are multiple benefits to this innovative approach of measuring impact. At a macro level, the relevancy of using tax data to understand the impacts public facing investments programs is examined. Typically, these types of funding programs require quarterly or annual reporting from recipients, who may conduct their own evaluation or work with third-party evaluators. Evaluations may be more focused on process and outputs than outcomes and impacts, and generally do not track participants over time. The Government of Canada spends billions of dollars each year on public facing programs. This presents a significant opportunity to use real-world data to estimate economic impacts of program funding, which ensures low response burden.
The seven-year partnership between Impact Canada and Statistics Canada allows multiple rounds of analysis to be undertaken. A second round of analysis is underway which takes a sectoral focus, based on Impact Canada’s portfolio of work, and will generate valuable information on performance of Challenge innovators in the key sectors of agriculture, housing, climate, and public health for the Government. This data allows for a better case for scaling the use of Challenges in more traditional funding programs to be considered. As more tax data becomes available, richer methodological approaches will be explored including dynamic difference-in-differences and other causal inference methods. Given that Impact Canada Challenges are scheduled to run through 2028, a significant opportunity exists to create a rich evidence-base not only on Challenge participants but extending the use of administrative data to assess the impact of what was traditionally thought of as “community-based programming”.","a:5:{i:0;s:3:""178"";i:1;s:3:""194"";i:2;s:3:""190"";i:3;s:3:""959"";i:4;s:3:""619"";}","Unlike surveys and other methods of gathering data, using administrative data, such as tax data, for purposes other than it’s intended use is a resourceful and inventive approach for conducting impact analysis.
Tax data is comprehensive, and available for multiple time periods, allowing for longitudinal analysis. In Canada, with appropriate permissions, administrative datasets are able to be linked to other datasets for research purposes, which increases the scope and capabilities of possible research to be conducted. For this project, Challenge applicant information collected by Impact Canada was linked with business and tax data that is accessible and maintained at Statistics Canada.
Using tax data, in the context of Challenges, is innovative as it opens up more possibilities for proxy variables to assess the effects of innovation, and also reduces response burden of participants involved in Challenges from having to answer questionnaires.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Impact Canada began exploring quasi-experimental lines of inquiry, using tax data for impact assessment of Challenges, with Statistics Canada in 2019. The first round of analysis assessed the feasibility of evaluating the success of 7 Challenges in achieving their goals. This was done by profiling participants by business characteristics and financial information, and comparing growth rates of business performance indicators of participants to a control group.
A second round of analysis is underway for 14 Challenges, which expands on the previous work by profiling applicants against semi-finalists and finalists to assess the impact of the financial and non-financial support provided to applicants along the Challenges process who progress at each stage. The analysis will include additional years of data, a sectoral analysis of priority portfolios, opportunities to explore new proxy measures for innovation and the potential to assess dynamic treatment effects of Challenges over time.","An integral part of this program is the ongoing collaboration between Impact Canada and Statistics Canada, Canada’s national statistical agency. With Impact Canada’s innovation program advice and experience, Statistics Canada’s Centre for Special Business Projects provided access to data, their statistical infrastructure, statistical expertise, and analytical capabilities to conduct the analysis.","Beneficiaries include stakeholders, governments and organizations interested in measuring the impact of innovation tools, such as Challenges. For Impact Canada, this work facilitated a method of evaluating the impact of Challenges as a public sector instrument, in order to deliver evidence-based products and services to clients and support outcome-based funding approaches. This project provided Statistics Canada learning opportunities to test new methods of analysis on Impact Canada programs.","The results from the first round of quasi-experimental analysis using tax data indicated that 50% of Challenge applicants were businesses and they were diverse varying in sex and age of the primary decision-maker, size of the business, industry, and the number of years in operation. The growth rate of revenue, R&D expense, salaries and wages, employment, and labour productivity also varied for participants compared to non-participants. Methodological enhancements were also a result of this innovative approach and helps to inform on which experimental approaches could be employed in the second round of analysis. For example, in the first round of analysis 72% of business Challenge participants were matched to a business number and tax data and a comparative analysis was conducted. In the second round, additional Challenges will be added, and methods will be explored to increase the match rate and assess the impact of the Challenges using analytical methods like difference-in-difference.","
- Firstly, using corporate tax data poses a challenge as only business participants whose information is able to be linked to tax data is able to be assessed. This approach omits academics, individuals, and non-business participants, limiting innovation to only a business perspective. This decreases the sample size and has implications on what data can be disclosed given data confidentiality requirements. Furthermore, some tax information is not provided by all businesses, such as R&D expenditures, which limits metrics available to measure innovation.
- Secondly, Impact Canada’s Challenges follow different timelines, as some are completed, while others are in progress at different stages. This coupled with varying available data prohibits the ability to compare the impact of a Challenges against another in a given year. A point-in-time measure is, however, can be obtained for Challenges both completed and in-progress, to get a sense of the impacts of Challenges.
","
- The Impact Canada Challenge logic model is foundational in highlighting measurable outcomes that Challenges are designed to achieve and inform on business performance metrics to include in the analysis.
- This quasi-experimental approach was able to be executed due to a 7-year commitment between Impact Canada and Statistics Canada, along with dedicated resources to conduct the analysis and provide advice.
- Having an iterative co-design process between both organizations contributed to the success of the project.
- While the use of administrative data for research purposes is supported in many countries, it is under-utilized due to government and technical barriers. Using tax data to assess innovation, requires the appropriate access to data, and necessary infrastructure to link and manipulate data.
- A strong collaborative partnership between an organization with access to data, and statistical and analytical expertise coupled with innovation leads is needed to conduct a similar approach.
","This method is already being replicated in the second round of analysis, which is underway in Canada, that builds on the first round by including more Challenges and digs deeper into comparing Challenge participants against non-participants, semi-finalists, and finalists. The second round will also explore new methods of measuring impact dynamically.
There is potential for this method to be replicated by other countries where tax data is accessible and there is an ability to link administrative datasets, in order to assess the impact of innovation on business performance if tax data or other administrative data sources contain proxy variables to measure the intended outcomes.
Similar work has already been conducted at Statistics Canada in terms of program impact assessment using tax data linked to the Business Innovation and Growth Support (BIGS) database, which was developed specifically for impact evaluation of government program streams (Demers, 2021).","In the context of Challenges, economic improvements are longer-term outcomes that require a number of Challenges to be completed and a sufficient amount of time and data pre and post Challenge to evaluate the impact of a given Challenge. As a result, this provides many opportunities to explore other quasi-experimental approaches, as well as increase the robustness of analyses conducted in the upcoming years, as more data becomes available on participants, and as more research questions are explored to inform on outcome-based funding.
This project provided an opportunity for Impact Canada to explore quasi-experimental analyses for the first time to assess how Challenges affects business performance. This would not have been possible without a strong and collaborative partnership with Statistics Canada. Working with a statistical agency with data analysis expertise has helped Impact Canada to test and refine the subsequent quasi-experimental approaches to be conducted.",,,"a:2:{i:0;s:5:""35204"";i:1;s:5:""35205"";}",,,
34255,Miengativapp,https://oecd-opsi.org/innovations/miengativapp/,21/10/2022,"Engativa's Town Hall",Colombia,local,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:9:""transport"";}",Miengativapp,http://www.miengativapp.gov.co/,2020,"Engativa's Town Hall developed “miengativapp”, a web-type application that was implemented to support process management. It was implemented because of the pandemic as a tool to manage the office remotely. It benefits around 300 professionals in the development of their work, creating agility, organization, and transparency in information handling, paired with a unique approach to public administration in the city at a local level.","Miengativapp is a web-type application, developed with a low code tool called stripcase that facilitates processes management among different areas of Engativa's town hall. The app was developed in response to the need to have clearer, more precise, and real-time information for decision-making and better control of the flow of information in the data pipeline. Additionally, taking into account that during the pandemic all areas of this public organization had to continue their operation with all workers working from home, this tool allowed remote access to generate, control and consult the information that was handled in Excel and Word files before the implementation.
Objectives of the app:
- Obtain the necessary information for decision-making quickly and efficiently.
- Avoid errors in completion and information handling from different areas of Engativa's town hall.
- Optimize internal processes of the areas involved in the application.
- Be a reference at the local level in the management of processes and transparency of information.
- Leave a technological tool for future public administrators to help in their management.
The application allows the generation, control, and management of information in different offices as follows:
- In the Mayor's office it allows the report generation from other areas of the organization, as well as the registration and requests' control made by the different control entities.
- In the planning office, the application allows the profile and position generation of the people who will be hired to work in the organization, as well as the registration and control of the projects that will be hired and executed for the benefit of the population of the locality of Engativá. In the same way, this allows having control of the budget invested and generates more efficient management of resources by having an easier way of controlling and knowing where these budgets will be invested and executed.
- In the recruitment and hiring office, the application receives the information generated by the planning area and manages and processes the different contracting requests to be made, relating the information to the state contracting system (SECOP II) for complete knowledge of the information; it allows the generation in an agile, fast and error-free manner of the information contained in the papers of the contracts of natural persons. It also helps with content generation for the contracts' additions, requests for budget registration, and generation of labor certificates to mention the most common ones.
- In the press office, it allows the processing of different requests to the area, such as the development of graphic and audiovisual pieces, and the production of coverage, campaigns, and broadcasts. This has allowed time control for the development of these requests by generating a pipeline that allows being carried out and executed correctly on time.
- In the logistics and warehouse office, it allows the generation of requests for elements to support the development of events in the different places of the town, as well as the proper allocation of the vehicles available in the organization for their use, as well as the generation of stationery requests required month by month from each of the areas, allowing greater control of the available resources for optimal management.
- In the project office, it allows programming of the information of the payments to be made to each project and establishes an order in the management of the different assigned budgets. Additionally, it allows the different contractors of the projects to collect information from the beneficiaries of each project in order to have a database that can characterize the beneficiary population of the public investment made in order to establish their priorities and needs, and thus be able to have relevant data to improve future and current projects with direct impact in the local citizenship.
This app began as a small idea in the pandemic (2020) to provide systematized information, and now due to iterations and improvements, it is continuing the integration of the offices and processes not included at the time. We expect quality and quantity of information to increase day by day and be a great source for future administrations. We can foresee automation of all the manual labor that we are still doing in the organization and we can envision an entity that can deliver quickly for all the stakeholders' requests it has.","a:3:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""621"";}","This technological development is a completely new and innovative concept, unique in its kind at a local public administration in Bogotá, since its creation it operates on the basis of efficiency and competitiveness, showing an advantage in the managing and handling of information to make decisions, responding to information needs of the different levels of the organization.
This project has great benefits for all the users of our organization since it gives them control and order over their tasks, as well as helps to generate the necessary information content in activities that are repetitive but of great importance for Engativa´s Town Hall, such as requests for various types of information memorandums, data queries and reports among different areas. In conclusion, the flow of information is more reliable and efficient since the implementation of the app.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","This project has already completed its implementation phase to solve the initial problem that originated its creation regarding the pandemic and the correct flow of information. Then it has passed an iterative process of evaluation with the users in order to make the user experience better. We are now incorporating new features to the app that allows increasing the number of offices' process inside the app, taking into account the improvement in time management of the offices that started with it.","
- Engativa´s town hall mayor gave the endorsement for the design and implementation of the app.
- The leader of the planning office was the one who planned the development of the app, setting the objectives for the implementation.
- An engineer from the planning office developed the app.
- The area of Innovation iterates with the app and evaluates its usability with the users.
- Each professional from different offices, provided key information about processes and management of their areas.
","
- The Department of Technologies and Information of Bogota's District Government Secretariat, who provided the technological infrastructure that allowed the implementation of the application, as well as the required support.
- 300 hundred professionals of Engativa's Town Hall that based some of their day-to-day work on the features of the app.
","
- Almost 100% decrease in typing errors, which avoids reprocessing and loss of time.
- Interoperability of areas with unique and validated information.
- Organization in the management of tasks, procedures, and requests.
- Generation of reports in real-time.
- Consolidation of information.
Methodology applied: We conducted a focus group with the different office managers to iterate and improve the usage of the app with the feedback they gave us for their particular processes. We did this at least once a month.
Results: In the future, we have two expectations to have all the manual processes working inside the app and to be a benchmark in processes' management and information administration in the city.","The challenges presented with the application are basically the structuring and implementation of new developments because some of them have a high degree of technical complexity in order to achieve the desired objective and operability for a specific process in an office.
The relevant setbacks on the Project lie in the rescheduling of some processes that, when put into practice showed that they present flaws in the way in which office professionals used the information, more specifically in some press and logistics requests. On the other hand, the technological infrastructure that supports the application sometimes presents delays in the information processing, so an opportunity for improvement would be to have a server with better features. These challenges are basically faced on a day-to-day basis, determining possible failures or errors and drawing up an action plan to correct them.","To achieve success in a project like this, the conditions of infrastructure and support services are essential, since they help to guarantee the optimal functioning of the application and make everything work in a better way without any kind of setbacks. On the other hand, leadership and guidance are also of vital importance, since this establishes the path to follow to obtain the desired results, and provides order and logic for the development of the application.
Finally, a good disposition of the different work teams whose processes are systematized when presenting feedback on the application's operation in the day-to-day, since this allows it to improve and optimize its operation, making a continuous improvement and an obsession with the iteration a way of thinking about the project.","Our innovative application has not been replicated to date, but other public entities have shown interest in learning about it, knowing how it works, what it is for, and how it would help their internal processes, all in order to determine an action plan to look at the possibility of doing something similar that helps them, based on our experience and the knowledge we generated. On the other hand, the potential for the application to be replicated in the future is promising, since it would be very helpful to the other local mayors of the city to improve their internal processes, giving them the possibility of taking advantage of a new technology that integrates the basic and necessary information for optimal functioning of its different dependencies.","A technological tool like this offers the great possibility for public administration of alternating a job that usually had been developed exclusively in person with a job that can be developed virtually. Another lesson learned is that, although this tool allows part of the work to be done remotely, in any case, it is essential that there is always a person in charge for each area, who is monitoring the work of the other professionals. In the end, the data pipeline is structured and allows visualization of all the processes but the management of information is crucial to make that data actionable. Finally, a great lesson learned is that local administration must improve its relationship with new technologies in order to support the development of tasks on a daily basis because they facilitate and improve the way in which internal processes are being developed, allowing greater control and more effective information management.","We are hoping to demonstrate how the local public way of administration here in Engativa could help to improve the daily life of public professionals and give them more time to analyze, interpret and produce insight to elaborate strategies that impact the citizens of the cities of the world.","a:28:{i:0;s:5:""34808"";i:1;s:5:""34809"";i:2;s:5:""34810"";i:3;s:5:""34811"";i:4;s:5:""34817"";i:5;s:5:""34815"";i:6;s:5:""34813"";i:7;s:5:""34812"";i:8;s:5:""34814"";i:9;s:5:""34819"";i:10;s:5:""34820"";i:11;s:5:""34818"";i:12;s:5:""34816"";i:13;s:5:""34822"";i:14;s:5:""34821"";i:15;s:5:""34823"";i:16;s:5:""34835"";i:17;s:5:""34834"";i:18;s:5:""34833"";i:19;s:5:""34832"";i:20;s:5:""34831"";i:21;s:5:""34830"";i:22;s:5:""34829"";i:23;s:5:""34828"";i:24;s:5:""34827"";i:25;s:5:""34826"";i:26;s:5:""34825"";i:27;s:5:""34824"";}",,https://www.youtube.com/watch?v=ScHwF9KBo7E&feature=youtu.be,,
34266,"The PropTech Engagement Fund",https://oecd-opsi.org/innovations/proptech-engagement-fund/,12/10/2022,"Department for Levelling Up, Housing and Communities","United Kingdom",central,"a:1:{i:0;s:7:""housing"";}","The PropTech Engagement Fund",https://www.localdigital.gov.uk/proptech-engagement-fund-round-2/,2021,"The PropTech Engagement Fund was launched in 2021 and has worked with 41 Local Authorities to date on accelerating the adoption of digital citizen engagement tools and transforming community involvement in placemaking. Our ongoing programme is the largest UK Government PropTech Programme, leading on how to work with industry, tech start ups and local governments to increase the diversity and positivity of placemaking conversations and to fast track new digital policy and local housing delivery.","Historically many local authorities have reported less than 1% of the population engage with Local Plans, and demographics represented in responses are not diverse or representative of communities. Communities find planning hard to understand, confusing and engagement is often analogue, with pre-digital era feedback channels (e.g. requiring attendance at face-to-face events or sending letters). This has led to distrust of developers and Local Authorities, and those who would most stand to benefit are not having their voices heard. Solving these problems requires significant transformation, ambition and a radical approach.
Acting as a central convenor, working alongside Local Planning Authorities and the fast paced, world leading PropTech (Property Technology) sector, the team has delivered an unprecedented level of digital transformation to enable local gov to meaningfully and inclusively engage with communities. So far, 41 projects have transformed the landscape of citizen engagement by empowering LPAs to use digital tools to radically increase the quantity and quality of engagement with planning. Two funding rounds, informed by user research, were launched in year 1 with a focus on estate regeneration, sustainability and acceleration of housing delivery.
The programme has supported local authorities to meaningfully educate, engage and inspire communities through online platforms which results in a 1000% increase against normal engagement levels. They team have worked tirelessly to champion councils, hosted over 20 show & tells to facilitate knowledge sharing, built strong relationships with government departments and policy teams beyond their usual remit, and created a working group across digital engagement suppliers. Throughout this work the team have engaged traditionally risk averse council partners to shift their culture towards agile methodologies which have allowed them to test, iterate and incorporate learnings as they delivered their pilot projects.
Historically many local authorities report less than 1% of their population engage with Local Plans. Following funding, Cotswolds reported 6,532 people visiting their project’s consultation platform, approximately 7% of their population. Leicester City Council saw an ‘unbelievable response’, over 1200 visitors despite digital poverty in the area. Epsom & Ewell received nearly 2,000 individual respondents with 10% identifying as having accessibility needs. As part of Round 2 of our Fund, Epsom and Ewell Council stated they were confident that the digital element of the Fund 'helped us to significantly improve the number of people who engaged in our consultation and encouraged more people to get involved in a planning consultation (55% of people who took part said they hadn’t been involved in a planning consultation before).' This is just one example of how these digital tools and pilots are helping to increase the diversity of participants in local consultations, enabling local councils to build positive relationships with entirely new groups of people whose voices were previously unheard.
We had over 600 attendees at our Showcase event to share learnings from the programme, and are working with LPAs to co-create best practice guidance and develop a world leading community of practice that accelerates adoption at scale.
Testimonials from two of the groups we worked with are provided here:
‘We have been exploring digital solutions we could only have dreamed of….This is the first time I feel that we are embracing a collaborative approach in how we help all members of our community engage in the planning process. Without DLUHC encouraging us to think outside of the box, we wouldn’t have thought to promote planning engagement in places like this’ - Watford Council
‘Since I’ve started the company, I don’t think any government support has happened that’s had such potential to drive forward adoption like this.’ CEO of Built-ID (Award winning UK Tech Company)
'PropTech is a good way of exploring [the benefits of digital] in a supporting collaborative environment rather than gambling with the council’s resources to see what might happen' - Bolsover District Council","a:10:{i:0;s:3:""181"";i:1;s:3:""616"";i:2;s:3:""876"";i:3;s:3:""613"";i:4;s:3:""621"";i:5;s:3:""147"";i:6;s:3:""221"";i:7;s:3:""317"";i:8;s:3:""373"";i:9;s:3:""619"";}","The ongoing programme has to date worked with 45 local authorities across the UK who are pushing the boundaries of how digital engagement tools can be used across a variety of consultations within and beyond planning. It is the largest UK Gov PropTech Programme across all sectors, leading on a global scale.
The PropTech Engagement Fund is generating locally unprecedented, tangible evidence of how adoption of digital citizen engagement tools can increase the quantity and quality of community engagement outcomes and lead to more positive conversations about planning and regeneration. We believe that the quality of this evidence and outcomes from the Fund will support further, faster adoption across the industry to drive the digital planning agenda forward in a self-sustaining manner. As adoption of digital citizen engagement tools accelerates and scales across the industry, the Department and our motivated partners continue to work together to resolve emerging barriers to adoption.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","By nature of the PropTech Engagement Fund having multiple rounds, the status of the innovation is varied and constantly evolving. For example, Round 1 of the Fund has now been completed and we are now in the evaluation and diffusing lessons stage. This involves assessing the effectiveness of our interventions through analysis of individual detailed reports from local authorities, 1-1 interviews, case study development and discussions with the tech start ups involved to understand the key outcomes that were achieved and challenges that were faced. Round 2 of the Fund is live and in full implementation stage. Local authority projects will be completing within the next few months and we have agreed a full Monitoring & Evaluation Plan with them in order to align outcomes and reporting styles. Finally, a new allocation of 'Top Up' Funding has also just been announced, and we are currently scoping the shortlist of opportunities and local authorities that this funding will target.","As part of the Fund we have worked with over 45 local authority partners, over 18 PropTech start ups, other central government bodies such as Homes England and statutory consultees such as the Planning Inspectorate. We have also attended Neighbourhood Planning Conference to gain a greater understanding of placemaking issues communities are facing at a micro level. We have identified and liaised with partners such as the Canadian government who we believe we can learn from in terms of innovation","Citizens have found it easier and more appealing to get involved in planning conversations. For example, Watford Council found that 100% of people surveyed said the tools make it easier for them to find out about planning applications and 75% said the tools make them more likely to get involved with the Council’s planning service. Also, most of the PropTech companies we work with have below 20 employees so the Fund has given these start ups a forum to test and scale their digital products.","Historically many local authorities report less than 1% of their population engage with Local Plans. Following funding, Cotswolds reported 6,532 people visiting their project’s consultation platform, approximately 7% of their population. Leicester City Council saw an ‘unbelievable response’, over 1200 visitors despite digital poverty in the area. Epsom & Ewell received nearly 2,000 individual respondents with 10% identifying as having accessibility needs. We had over 600 attendees at our Showcase event to share learnings, and are working with LPAs to co-create best practice guidance and develop a world leading community of practice that accelerates adoption at scale. Many of the Round 2 projects are still ongoing and therefore results are interim, however as an example of emerging results Watford said “we’ve already had about 900 unique visitors in the first few weeks it’s been live. This is higher than many of our other engagements and we haven’t even properly promoted it yet”.","The following summarises the barriers we have identified to adoption of digital tools at local government level:
- LPAs are aware of the need to digitise but struggle to evidence the tangible benefits to management teams (e.g. cost reductions, improved engagement).
- LPAs often need specific skills and training support to make DCE tools a success, such as procurement, GDPR or GIS training, all of which ensure LPAs are not left vulnerable in terms of their ability to play a part in platform curation or judge value for money for example.
- Among residents there are differing levels of IT skills and enthusiasm for using digital tools.
- Planning language can still be overly complex and discourage people from engaging, even on digital platforms.
- Some LPAs have concerns about accessibility of these tools, whether that is around digital exclusion or worries that automatic translations/language tools being used may not provide an accurate representation or may mistranslate.
","The Fund has taught us and all of our stakeholders that digital tools are not the only answer. There is still an important role for traditional, in person engagement with communities and the combination of the two approaches is essential to successful consultation.
Secondly, we know that multi-disciplinary teams are needed to deliver effective engagement projects at speed and scale (e.g. planning professionals as well other skills such as communications specialists, local community champions and data analysts).
We have learnt from the Fund that there is a tension for local governments between meeting traditional policy regulations versus the needs and wants of the public to contribute to placemaking in a more digital, innovative way. This learning is being fed back to our policy teams and into emerging national policy development.
There is also a real need for case studies. Local authorities rely on tangible evidence to get buy in for digital innovation internally.","Many of our local authorities have continued to develop and replicate the learnings from the Fund and create legacy for digital innovation. For example, Southampton's digital platform is now scaled across wider statutory planning team. Cotswolds will now be working with their digital supplier for all future consultations. Chesterfield have extended their digital licence and are now with leading a new product development group to inform future capabilities. Watford have created a new FTE role in the digital improvement team to continue their great work, and Stockport have similarly created a new FTE role in user centred design within their planning team, to continue to build on our work together.
Given the level of industry interest in this sector, our team and LPAs have been proactively approached and invited to speak at a range of events and showcases.","We have highlighted just some of the many lessons learned as part of our pilots below:
- The pilots highlighted the importance of having a detailed brief with all requirements and KPIs included. They discovered there is value in collaborative workshops pre-commencement to figure out requirements, and in drawing on known networks to ask people what suppliers they’d recommend.
- It is crucial to bring internal comms and engagement teams on the journey to ensure alignment with any existing outreach strategies, to spread the innovation word and to leverage existing relationships with user groups and wider communities.
- There is value in pre-market engagement with the tech community - this helps refine the tech specifications/briefs and optimise budgets.
- Analytics built into PropTech platforms have been key to keeping digital platforms optimised and tweaking approaches in real time (e.g. low responses from young people encouraged one local authority to add targeted messages for that group).
","We wanted to share the following examples of how our pilots and innovation have been adopted and scaled into wider industry:
- The GLA (Great London Authority) have just agreed with one of our core tech companies to adopt the interface platform/UX they developed with Watford (Round 1) across all major development management sites in London.
- The ‘Voice to Text’ translation that was developed as part of the pilots is now being scaled into other Local Authorities .
- The Document Uploading / Management system that was developed for statutory consultees as part of the pilots is also now being scaled across other Local Authorities.
- The Digital Branding and Communications tools developed at Wandsworth as part of the pilot are now being adopted across the Council's entire planning team and corporate website. We have also been approached by numerous industry colleagues to present and share knowledge, lessons learned and strategic advice on how to inform their community engagement strategies.
","a:2:{i:0;s:5:""34269"";i:1;s:5:""34270"";}",,,https://www.youtube.com/watch?v=vXBi-zpUlAA,
34268,"Seeding Drive to disperse Samar seeds by drones",https://oecd-opsi.org/innovations/seeding-drive-to-disperse-samar-seeds-by-drones/,21/10/2022,"Ministry of climate change and environment","United Arab Emirates",central,"a:1:{i:0;s:13:""environmental"";}","Seeding Drive to disperse Samar seeds by drones ",https://www.moccae.gov.ae/,2022,"Seeding Drive to disperse millions of Samar seeds across stretches of land. To quickly and efficiently disperse the seeds, MOCCAE used drones with specialized seed-dispersing mechanisms. MOCCAE spread the seeds across seven locations- the total area covered during seeding was 21 sqkm. MOCCAE dispersed approximately 6 million and follow up the important areas with one million seeds, we got result of 12.19% growth rate with time and cost efficiency.","We use the following ""ingredients"" for our innovation:
- 5 Seeding Drone (VTOL UAV drone)
- Acasi seeds
- Water for seeds Soak
- Fly over the areas from 64 – 75 meters
- speed 34 – 45 km/h
- Seed Dispensing Rate :5,000 – 10,000 seeds/minutes (500000 seeds daily)
- Time consumed for spread 13 days with the preparations (8 days flight)
","a:1:{i:0;s:3:""211"";}","No body used the same technology to spread this kind of seeds. Its cost is 1/10 compared with the regular tradition planting methods.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","We did the spread at 2020 we follow up the growth rate over two years 2021-2022. Now we got the result and we took will go for using this technology for next year as business as usual.","
- Citizens: the seeds were donated from local farmers
- Cost: private sector donate for the cost of the project
- We use MOCCAE employees with a specialist drone pilots to transfer the knowledge
","The citizen donate the seeds because they know the benefit of this trees to there life as:
- Carbon dioxide absorption
- Wildlife development
- Bee habitat development
The private sector make this donation as there social responsibility for carbon dioxide absorption that may there business cause.","MOCCAE conducted a follow-up field survey to ascertain the growth status of the seeds dispersed. Through finding the growth rate, this report also reveals the environmental challenges faced by the seedlings and their impact. MOCCAE conducted a second follow-up field survey in the year 2022 to ascertain the growth status of the seeds dispersed in 2020. A total of 583 (14,575 sqm) spots were selected at random to collect a sample set of data.
While the sample data cannot yield conclusive results, it can help us estimate the growth rate. which we got result of ,inspections were conducted by ground teams who picked spots at random, called Sample Spots. Each sample spot measures in approximately 25 sqm- here are our findings. we can determine that the growth rate is between 3 to 15%, a wide range. This growth is lesser in comparison with the previous year (2021) inspection. The varying growth rate suggests that environmental factors, nature and artificial.","Natural challenges are:
- Floods: Recently seeded areas are especially prone to flood damage.
- Sandstorms: Strong winds are a significant contributor to damaged topsoil and uprooted seeds
- Geographical Limitations, Wildlife: The wildlife in the surrounding areas posed a significant threat to the seeds and saplings.
- Birds would consume the newly planted seeds, and camels would uproot and eat the growing saplings.
Artificial challenges are:
- Road Construction and Maintenance
- Cellphone tower construction
- Farmhouses: Cattle and other livestock pose another challenge to growing plants.
- Re-soiling: A process through which eroded topsoil is replenished by adding a new line of soil.
","We got best result on various location because its rich with underground water. For instance, in location Siji 1 we got growth rate of 22.59% and location Blida we got growth rate 24, which implies an inrease of 48%.","We studied this project we found that the countries that have forest use normal plane to seed the forest affected by nature disasters with high cost and with high security conditions that's why we try use the drones on large areas.","
- Expand the use of drones in agriculture specially local seed at open areas .
- Choose locations far from private farms, animal root, rain torrential, and constructions.
- Choose to start spread the seeds beginning of winter and rain season
- More efforts to prepare the seeds before spread it over locations by using Sulfuric acid
- Try to experiment the Ghaf seeds and other kind of local trees that can grow
",,,"a:1:{i:0;s:5:""34636"";}",,,
34294,"TM Embed",https://oecd-opsi.org/innovations/tm-embed/,,"IP Australia ",Australia,central,"a:1:{i:0;s:12:""public_admin"";}","TM Embed ",http://ipembed.ipaustralia.gov.au,2022,"Less than 5% of Small Business (SBs) in Australia take out formal intellectual property protection, with many small business owners putting themselves at risk due to a lack of awareness about the need for Intellectual Property, especially at the point of establishing their business. TM Embed aims to engage these small businesses at critical points of their business journey by building awareness, educating them about trade marks, and simplifying the way in which they engage with the trade ma","Small businesses are a vital component of the Australian economy, however less than 5% of Small Business (SBs) have formal trade mark protection. Many small businesses adopt brands without first understanding the importance of trade marks for their businesses. This can often pose rebranding and litigation risks if their brand conflicts with one already in market, as well as lost opportunities to distinguish their brand for customers and protect the value of their brand. This issue is more pertinent than ever, with the COVID-19 pandemic resulting in many small businesses moving online, where brand and identity is critical. We heard from business owners first hand that they are often unaware of trade marks, do not understand the risks or benefits of trade mark protection, or consider them too complex and expensive.
So, we set off with a mission to educate and empower small business owners to make deliberate business decisions about what was right for them in terms of their trade mark needs. Welcome TM Embed: an AI-assisted trade mark self-service tool, embedded at must-use business partner touch points. TM Embed aims to engage these small businesses at critical points of their business journey by building their awareness, educating them about trade marks, and simplifying the way in which they engage with the trade mark system through our easy to use tool. We do this by working with partners who service these businesses at these critical points, to introduce and socialise relevant content, and direct these user to our free and easy to use trade mark check and registration tool. Small businesses themselves can now search whether their brand name is available for free and apply themselves, all within 15 minutes. This can help equip small businesses with the confidence to decide whether a trade mark is right for them.
And the goal to TM embed was to democratise access to intellectual property protection and make it 10 times easier for small business owners to access brand protection.
The team tackled three jobs to be done throughout our build.
- Maximise reach and awareness with the approximately 666 thousand existing SMEs and 108K yearly business target for IP protection
- Educating the right SMEs at the right time in their start-up journey and help them understand the benefits for them-
- Help self-filers start and succeed with their IP applications
New business owners who have never engaged with IP rights previously are the biggest beneficiaries of the TM embed tool. In the short 6 months of development, we saw over 100 new small businesses engage with our tool and submit an application, adding further value and protection to their brand/business portfolio.
We are excited about the strategic and economic benefits that this project will bring in the future. First, we see TM embed capturing an additional 154 thousand new trade mark application over the next 5 years, tripling IP Australia’s annual growth of TM application to date. The tool also provides an additional “always-on” channel for IP Australia to engage with and educate users of our systems.","a:6:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""257"";i:3;s:3:""612"";i:4;s:3:""617"";i:5;s:3:""373"";}","The product is a digital first approach to a currently under-served segment of Australian businesses. The AI-assisted tool expands the degree to which users have visibility of the trade mark application process; it has semantic search to help users find the relevant goods and services for them and their brand; and it applies a ‘bucketing approach’ to help the AI compare like trade marks with like. It is also a new approach to partnering with third party businesses who often have relevant touchpoints for Australian small to medium enterprises than IP Australia.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","The innovation ranged over multiple phases of the innovation process, starting with identifying new opportunities, generating ideas, validating and testing proposals, then implementing an innovation through a rigorous and disciplined process of structured iterative learning. The product is currently in pilot, having finished the incubation phase in September 2022.","IP Australia contracted with Boston Consulting Group’s Digital Ventures arm to help build out IP Australia’s internal innovation capability by establishing a new team, and the first product delivered to market was TM Embed. In addition, the team worked with a number of third party platforms that provide business services to SMEs in order to reach new audiences with the tool, tailoring context and information appropriate to their context.","Users:
1. Early stage checker: this audience benefits from using the check to make better brand choices. The tool helps them understand whether or when trade marks are right for them & gives them confidence to self-file when ready.
2. First-time filer: business owners whose first engagement with the IP rights system is through the tool. This audience is seeking peace of mind that their brand will be protected & benefits from easily self-filing their intellectual property without a costly investment.","To date, almost 100 small business owners who did not have intellectual property protection have engaged with TM Embed and submitted applications to add a trade mark to their business portfolio and over 9 thousand have used it to check a trade mark availability.
It is forecasted that this impact will continue to scale over the next 5 years as more partnerships are achieved and as the capabilities of the tool continue to mature.
The tool has provided a new way of engaging with third party must-use business services and platforms that have a much wider reach with small businesses than IP Australia. By providing a tangible and interactive functionality, it serves as a substantive way of more deeply engaging with existing educational content.
The development of the tool has introduced new technical capabilities in a digital first tool targeted towards customers.","The applied methodology reduced the risks of failure by having a clear set of hypotheses and identified proof points along with regular decision points and two major stage-gates for the agency’s leadership. The primary challenges involved included ensuring broader agency comfort and understanding of the risks involved with this new approach and the speed of the development. The team undertook significant consultation and engagement with relevant areas to help reduce concerns, however in the push for momentum and rapid decision-making, a degree of consultation was traded off. This meant the lessons learned from previous ideas and projects were not fully absorbed/acknowledged, increasing resentment of the “new”.","The innovation process benefited from:
- Extensive senior leader sponsorship, with regular meetings of a Venture Board to consider and steer the project
- A committed and willing team that was prepared to learn and adopt new ways of working and new skills
- Active engagement from other parts of the agency, including sharing of domain-specific expertise on trade marks
- Support from corporate areas to try and do things differently and quickly.","There are elements of the tool that we think are likely to be relevant to other patent/intellectual property offices, such as the ‘bucketing’ component (which makes it easier to compare like trade marks with like).
At a broader level, the underlying approach of working with third parties to extend the reach and to bring relevant information to small businesses, may also have broader relevance and value to others.","Align with business processes, but do not follow blindly.
Look to involve and engage interested staff early on so as to help understand potential issues and to allow them to be ambassadors for the work with their peers.
Having a dedicated innovation team with different ways of working can be an excellent mechanism for quickly developing a new approach, however such an approach requires ongoing leadership support and oversight (at least initially) and a willingness to ‘follow the evidence’ and see where the innovation process (structured learning to test and reduce uncertainties) takes you.",,"a:1:{i:0;s:5:""35479"";}",,,,
34320,"Development of an open nature school-mini urban forest in the City of Ilion",https://oecd-opsi.org/innovations/development-of-an-open-nature-school-mini-urban-forest-in-the-city-of-ilion/,20/10/2022,"City of Ilion",Greece,local,"a:2:{i:0;s:9:""education"";i:1;s:13:""environmental"";}","Development of an open nature school-mini urban forest in the City of Ilion",,2021,"The City of Ilion has developed a mini forest park within its urban complex. The goal of this pocket park, measuring 600 square meters, was to become, within a short period of time, a dynamic ecosystem that provides critical benefits to people and to urban wildlife. Its primary goal was to be an open nature-based school for the children of the Municipal Kindergarten – which is located next to the mini forest, as well as their caregivers and the neighbourhood inhabitants.","Climate change in recent years has been experienced in an intense way (fires, floods, heat waves), the method of creating pocket parks arises as a necessary innovation that improves the microclimate of the urban city and changes the approach for small parks in the densely built urban complex.
The creation of the pocket park and its transformation into an urban forest is an important opportunity for the substantial sanitation of our city. It is an intervention of small scale and cost, but of great strategic importance at neighbourhood level. In this context, we took advantage of an abandoned empty space and transformed it into a naturalized forest habitat.
The design concept was to bring a naturalized mini forest habitat into the dense urban environment of Ilion, but also provide innovative active learning recreation opportunities for those who live, work and mostly for the children of the nursery located next to the mini forest. The local urban challenge we are eager to tackle with, is to create places that feed children appetite to gain their own experiences guided through city environmental programmes.
In the mini urban forest created, we gave special emphasis on the selection of suitable plant material. Native, fast-growing and different plant species were selected. Totally, more than 1,000 plants were planted, with a plant density of 1.5 plants per m2. The goal was to create, in a relatively short time, a new ecosystem in the city. The environmental benefits of the mini urban forest are multiple. We should highlight the significant impact it has on everything; from climate adaption to human wellness and mental health. The new densely planted area will mitigate the urban island effect, improve air quality by absorbing pollutants, such as nitrogen oxides, ammonia, sulfur dioxide and ozone, absolve and manage stormwater and enhance biodiversity. Moreover, it creates a buffer zone from the noisy busy street.
In having appropriate location and distribution of such pocket parks in the urban complex, green networks can be created with multiple benefits. By providing pocket parks, mini urban forest strengthens social cohesion, spurs community revitalization and adds economic value to neighbourhoods.
Following the principles of placemaking, in accordance with a human-centred approach to urban planning, during the planting of the park we organized a celebration with the children of the near located nursery, their caregivers and the residents of the neighbourhood. In the design process of placemaking, the urban space is defined as a stage for action, learning and experience. Our main goal was for the children to get to know the trees, love them and eventually protect them.
Children, through observation and playful learning experiences, are able to grow and develop in a natural environment. Our urban forest is ideal for stopping, resting, observing and playing. Depending on the season, it transforms into an alternative playground. Through the seasonal interventions organized by the Department of Environment's planning service, such as “Small Farmers in the City”, composting actions, seasonal plantings, harvest festival, etc., active and happy citizens are shaped. Our innovation’s focus is to prepare children, through learning by experience, to gain confidence and take risks through playing in order to be successful and happy in a global diverse world.
Moreover, contact with nature has been linked to a host of benefits including improved attention, lower stress, better mood and upticks in empathy and cooperation. Especially for children, nature contact promotes a healthy early childhood development. Equally important benefits are children’s ability to get around independently and increased physical activity. Our urban forest reinforces relationships between children and their caregivers through free playing. In addition, it connects people with their neighbourhood, making communities safer and more sociable. Last but not least, it encourages economic development.
The innovation achieved with our mini forest is that it has been transformed from a simple green passage into a vital destination for young and old citizens. It has been a place of celebration and seasonal events of local scope. For this reason, we intend to hold events on a monthly basis, according to the season. Our last action took place on September 2022, with the educational harvest-grape festival, during which the children of the 12th Municipal Kindergarten had the opportunity to stomp on grapes with their feet, as it is traditionally done at a harvest festival. The scope was to highlight the traditional custom, as well as the experiential familiarization with the grape, the wine and its derivatives. The creation of such spaces, within the urban complex, can also act as a pilot for more municipalities. At the 18th Panhellenic Healthy Cities Conference held on October 2022, our urban forest was presented as an innovation – good practice.","a:5:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""211"";i:3;s:3:""620"";i:4;s:3:""184"";}","The innovation achieved could be described as follows; It transforms a practically empty public space into a natural green playful destination for young children, their caregivers and the neighbourhood inhabitants. The mini urban forest provides a double benefit; both environmental and social. On the one hand, it provides valuable ecosystem services, such as air pollution removal, carbon storage, oxygen production, runoff prevention and wildlife shelter, through its dense planting design concept (Japan Miyawaki method). On the other hand, it has become an open-nature based school, not only for the children of Municipal Kindergarten – which is located next to it, but also for the neighbourhood inhabitants. The essence of our innovation is that the Ilion’s Environmental Department through monthly environmental open-nature learning opportunities, taking place in the mini forest encourages cross-generational interaction and enhance children’s creativity, mental and social development.","a:1:{i:0;s:14:""implementation"";}","Following the principles of placemaking, in accordance with a human-centred approach to urban planning, we’ve started running a series of outdoor environmental programmes in the mini forest, since its creation. Our last open environmental class took place on September 2022, with the educational harvest-grape festival, during which the children of the 12th Municipal Kindergarten – which is located next to the developed urban forest, had the opportunity to press grapes into a traditional container in order to harvest them. The educational purpose of this activity was to highlight the traditional custom, as well as the experiential familiarization with the grape, the wine and its derivatives. The result was reflected in the faces and psyche of the children. The videos and photos of our completed interventions have successfully captured the joy experienced through this activity.","Private companies contributed as sponsors to the search for required resources, making the implementation of this innovation possible in a short time period. More specifically, our urban forest was created in 2021, in a period of two months, in collaboration with the non-profit organization “Earth Organization” and was financed by the companies P&G Hellas and AB Vassilopoulos.","The mini forest has a significant impact on everything; from climate adaption to human wellness and mental health. Its existence stimulates the improvement of microclimate, promotes a healthy early childhood development, connects people within their neighbourhood, encourages economic development and sustains Public-Private Partnerships (PPT). Moreover, it sets an example for other municipalities to follow.","Starting with the fact that a single tree can absorb 22kg of CO2/year and produce 117kg of pure oxygen, we placed particular emphasis on selecting the best plant material to use in our mini forest. A large number and wide variety of plants have been selected, which contribute to the biodiversity enrichment. Totally, more than 1,000 plants were planted, with a plant density of 1.5 plants per m2. The high diversity and density of plants used sets the scene of an urban forest (according to the Miyawaki method), where we actually created a new ecosystem within the city. Only from planting the trees, we will contribute to the reduction of at least: 130.95 kg CO2/per year and in 15 years correspondingly with 333.90 kg CO2/per year.
In addition, behavioural change has started to happen. The mini forest stimulates children, parents, caregivers and neighbourhood citizens into increasing their physical activity. The place we created feeds children’s appetite for experiences.","The initiative faced challenges related with the previous land use status. The area was dedicated for sport facilities. The city eliminated bureaucracy by prioritising the total benefit of the intervention over the do-nothing scenario","The most important condition for such an innovation is the existence of strong political will. The support of the local authority was critical for introducing pocket forests into the dense urban complex. Αn additional key success factor was the cooperation with NGOs and private companies.
We should mention the strong vision and values from those responsible for the implementation and the functioning of the mini forest as an open forest school, giving the opportunity to people and children of the area to be infused with a playful learning environment.","The mini forest paradigm could be replicated by other cities as well. The renovation of such spaces - within the urban complex - should act as a pilot for more municipalities. At the 18th Panhellenic Healthy Cities Conference, which was held in October 2022, the urban forest case was presented as an innovation – good practice, with other Greek municipalities expressing a strong interest in the steps involved in the implementation process.","The development of the mini forest gave us the opportunity to appreciate the impact that nature gives on every aspect. Firstly, it stimulates the improvement of public space and supports the overall ecology of the surrounding environment. In addition, it connects people with their neighbourhood, making communities safer and more sociable, while encouraging economic development. Up to now, a total of 8 educational activities have been implemented in the pocket forest, with a total duration of 24 hours and a total number of 150 participants, of whom 60 were adults and 80 children. Our latest activity took place on September 2022, with the educational harvest-grape festival, during which the kids of the 12th Municipal Kindergarten had the opportunity to stomp on grapes with their feet, as it is traditionally done at a harvest festival. The result was reflected in the faces and psyche of the children. The videos and photos from our interventions are living proof.",,"a:23:{i:0;s:5:""34411"";i:1;s:5:""34410"";i:2;s:5:""34409"";i:3;s:5:""34408"";i:4;s:5:""34407"";i:5;s:5:""34406"";i:6;s:5:""34405"";i:7;s:5:""34404"";i:8;s:5:""34403"";i:9;s:5:""34402"";i:10;s:5:""34401"";i:11;s:5:""34400"";i:12;s:5:""34399"";i:13;s:5:""34398"";i:14;s:5:""34397"";i:15;s:5:""34396"";i:16;s:5:""34395"";i:17;s:5:""34394"";i:18;s:5:""34393"";i:19;s:5:""34392"";i:20;s:5:""34391"";i:21;s:5:""34390"";i:22;s:5:""34389"";}",,https://youtu.be/sJPRycgfxzQ,https://youtu.be/PKG6wt55wJE,
34321,"Incontinence Care 2.0",https://oecd-opsi.org/innovations/incontinence-care-2-0/,19/10/2022,"Zorg-Saam ZKJ (non-profit organisation for residential elderly care) with the support of the Flemish Programme for Innovation Procurement (PIP) ",Belgium,regional,"a:2:{i:0;s:6:""health"";i:1;s:7:""science"";}","Incontinence Care 2.0",https://www.innovatieveoverheidsopdrachten.be/en/projects/incontinence-care-20,2022,"More than 80% of the residents in residential elderly care suffer from unwanted urine loss. This is why care staff check on them regularly, day and night. In order to minimize these disturbing and time-consuming incontinence rounds, the residential care organization Zorg-Saam set out to test new incontinence solutions equipped with sensor technologies that detect when bandages are saturated and alert care staff. With this innovation, supported by the The Programme for Innovation Procurement of the Government of Flanders, the care team can offer more comfort to residents, free staff from unnecessary handling, and reduce waste. After a short run-in period of 'trial and error', the smart solutions have proven to add value for both Zorg-Saam's residents and personnel: more comfort, less work. Moreover, they enabled incontinence policies to be tailored to each resident’s needs.","More than 80% of the residents in residential elderly care suffer from unwanted urine loss. This is why care staff check on them regularly, day and night. In order to minimize these disturbing and time-consuming incontinence rounds, Zorg-Saam (a non-profit group of 15 residential care centres in Flanders) wanted to test new incontinence solutions, equipped with sensor technologies that detect when bandages are saturated and alert care staff. In this way Zorg-Saam wishes to offer more comfort to its residents, save its staff unnecessary handling, and reduce waste. The Programme for Innovation Procurement of the Government of Flanders supported Zorg-Saam financially and with innovation procurement.
First, Addestino Innovation Management was appointed to assist Zorg-Saam in preparing the procurement. This process (January-June 2020) included
- A thorough needs analysis, identifying and prioritizing the needs of Zorg-Saam’s staff, by means of workshops;
- A prior open market consultation with potentially interested suppliers to examine to what extent they can provide solutions for Zorg-Saam, and how mature, risky, innovative, feasible (in terms of time, budget, development trajectory, etc.) and scalable these solutions are.
- Confidential face-to-face interviews with suppliers to gain a better understanding of the available solutions, what they look like, how they should be handled and installed, etc.
The results of this preparation made clear that diverse types of ‘smart nappies’, matching partially the needs of Zorg-Saam, were already available on the market. Some of them had already been tested in limited settings, but uncertainties still remained about their actual performance and added value. It was therefore advisable to run parallel pilots. These pilots were also needed to make informed decisions later on as to whether or not the required infrastructural investments to integrate the 'smart nappy' into the existing call systems and care record are worth making. In order to come to an objective definition and evaluation of the pilots, Kunigi was appointed as a neutral evaluator (November 2020). Once the set-up of the pilots was clear, and an evaluation framework was defined, a call for participation in the pilots was launched towards the suppliers. Two were selected: Essity and Ontex. Each of them was given the opportunity to test its technologies and services successively for each eight weeks in two different residential care centres from Zorg-Saam, involving 15 residents suffering from incontinence per centre (2021-2022).
The ORIZON incontinence material from Ontex looks like an ordinary diaper, but it incorporates an ink sensor. In addition, the diaper is fitted with a clip that transmits data from the smart diaper. That clip connects to a software program which provides information, through a mobile app and web portal, and alerts staff. When the bandages are saturated, a notification arrives on the caregivers' screen. The Essity Smart Care solution uses two phases. First, using the TENA Identifi, equipped with a logger, the resident's urination pattern is charted over 72 hours. Once the pattern is known and fine-tuning is finished (adjustments of correlations according to assessment and resident expectations) the second phase starts with TENA Change Indicator. This is an electronic moisture indicator in the form of a reusable strip that is attached to the TENA bandage. It indicates in a user friendly way when the bandage is saturated and alerts staff.
After a short run-in period of 'trial and error', the smart solutions have proven to add value for both Zorg-Saam's residents and personnel: more comfort, less work. Moreover, they enable incontinence policies to be tailored to each resident’s needs, and at the same time also reducing waste. Not only did the pilots provide useful insights for Zorg-Saam, but also for the suppliers concerned, and the whole industry. Pilots offer industry opportunities to further optimise products and services. As was the case in this project. For example, one of both suppliers just recently fine-tuned their prototype for the clip and put it into production. Also, the pilots led to useful suggestions for further development, such as stool detection, need to have all information available on one device; etc. The Incontinence 2.0 innovation trajectory turned into a very successful co-creation story, in which all involved partners, both public and private, intensely cooperated towards the same goal of increasing resident’s comfort, and in doing so, succeeded in creating a win-win for each. The fact that this was accomplished in the midst of the Covid-19 pandemic, with several outbreaks, staff shortages, etc. makes this combined achievement only more impressive. Convinced of the added value, Zorg-Saam wishes to further explore the use of smart incontinence solutions in its care centres in the near future.","a:7:{i:0;s:3:""876"";i:1;s:3:""612"";i:2;s:3:""239"";i:3;s:3:""615"";i:4;s:3:""354"";i:5;s:3:""316"";i:6;s:3:""373"";}","With the help of the Programme for Innovation Procurement the innovation trajectory was managed quite differently from what Zorg-Saam was used to. First, the early engagement of Zorg-Saam’s staff (defining needs) and early consultation of suppliers (checking solutions), prior to tendering, created a shared and joint drive from the start, as well as a smooth uptake and close cooperation afterwards. Second, using smart incontinence solutions was quite different from the regular bandages the staff was using before. It impacted their handling and daily routines, and made them question their work processes. It allowed them to further optimize the quality of their care and work. Third, appointing an impartial evaluator to define, monitor, and collect the results of the pilots, proved to be a key element. It would have been difficult for Zorg-Saam’s staff to do this themselves, as they are primarily focused on offering high-qualitative care.","a:1:{i:0;s:9:""diffusing"";}","The 4 pilots (2 suppliers, each 8 weeks in 2 care centres, involving 15 residents per pilot) ran between September 2021 and July 2022. At the End of September 2022 Kunigi finalized its evaluation and discussed the results with all stakeholders involved. Feedback was passed on, key success factors were identified, and areas for improvement and future developments were suggested. The general insights and learnings are published on the PIP-website and were publicly presented on a press conference on 29 September 2022. The months to follow, Zorg-Saam and PIP will further disseminate all lessons learned through different channels and forums so that other potentially interested parties in the Flemish health and care sector, and even beyond, can benefit thereof. Focus hereby will be both on the innovation in itself and its added value, but also on the innovation trajectory and how it can inspire and be used by others to address the challenges they face.","
- Zorg-Saam: identifying the needs and criteria for evaluation and provision of pilots (residents, staff, infrastructure, etc.)
- Programme for Innovation Procurement: end-to-end advice and financial support with public procurement of innovative solutions
- Addestino Innovation Management: needs assessment and open market consultation prior to tendering
- Kunigi: design, set-up and neutral evaluation of pilots
- Ontex and Essity: suppliers running smart incontinence pilots
","Zorg-Saam’s staff, management and residents prepared the procurement and pilots, tested the innovative solutions, adapted their handling, shared their feedback with the evaluator and suppliers, benefited from the solution and are willing to further explore potential next steps. Other residential care centres and hospitals in need of smart incontinence solutions benefited from the innovation, for inspiration or replication. Also, the pilots enabled Ontex and Essity to test their solutions in a real-life environment, capturing feedback and optimizing them accordingly.","Generally speaking, the pilots proved to be a very positive experience for the care staff and the residents. All were disappointed the pilots could not be prolonged. The results and impacts were monitored systematically by a neutral evaluator (Kunigi) based on a prior definition of criteria. Kunigi was present on the floor, analysed the quantitative data generated by the smart solutions, and conducted interviews and surveys to capture feedback from the staff, management and suppliers.
After a run-in period the results demonstrated that the solutions lead to:
- Less handling and thus more quality work from staff
- Less unnecessary changing, and thus more sleep and comfort for residents
- Less waste
- Additional data allowing for a personalised and tailor-made incontinence policy
The exact reductions realised, are not publicly shared, as they are considered commercially sensitive.","The covid 19 pandemic heavily impacted the elderly care sector in Flanders and delayed the project. However, fortunately there was a shared will to keep on going, as the project proved to become a true game changer, energizing the staff and alleviating their work. When introducing the smart solutions on the work floor, it was key for the suppliers to offer hands-on assistance in case of problems and train the staff in order to avoid handling mistakes that could cause malfunctioning of the devices. Their support was also important in convincing more critical staff of the added value of the solutions. In a certain period during the implementation of the solution, there were too many false positive alarms (> 25%) due to the absorbent material in the incontinence bandages. This caused frustration among the staff. Immediate action was taken by the supplier and the pilot was put on hold in order to allow for the production of new bandages with other absorbent material. Also, network problems caused irritation and required immediate action of the supplier.","An innovation-friendly management and culture in the organisation, in the form of a dedicated budget and personnel, was critical for exploring new bottom-up initiatives of employees. The additional advice and support, also financially, of the Programme for Innovation Procurement, was also an important factor as it lowered the risk of the innovation procurement trajectory and made it more feasible. In the end, the primary focus of Zorg-Saam is not to introduce innovations, but to offer high-qualitative care to its residents in the best possible circumstances. The project demonstrated how an intense co-creation trajectory between public and private partners can lead to a win-win for both sides and at the same time also create a big win for society as a whole, in this case as qualitative care of the elderly. This was only possible in a positive atmosphere of mutual trust, of overcoming each parties’ self-interest, of creating a common language and a shared goal to succeed.","Zorg-Saam wishes to further explore the use of smart incontinence solutions in its care centres. First, Zorg-Saam wishes to expand to those care centres where the infrastructure is up-to-date and ready for smooth integration. Afterwards, it will examine whether the smart technologies can also be rolled out to its older facilities, and at what investment cost. During the innovation trajectory other residential care centres expressed their interest in the pilots, as they face identical challenges. Together with PIP and the suppliers, Zorg-Saam will proactively disseminate the results within Flanders and beyond. As the pilots have demonstrated, further testing of smart incontinence solutions in real working environments will be necessary to optimise both technology and service. Stool detection remains a big challenge, as does the integration with existing handling processes and care infrastructures. At the same time developers should continue to focus on usability.","At first Zorg-Saam believed its project would not be ‘sufficiently innovative’ to be selected within the Programme for Innovation Procurement (PIP), as some solutions were already available on the market, albeit with no tangible evidence of their actual performance in reality. From PIP’s experience, it was clear that also so-called “incremental innovation” can be very challenging, risky and even ‘disruptive’ for its end-users. It requires more work, cooperation, coordination, resilience and flexibility, than one could have envisaged upfront. Input and feedback of end-users in each phase of the innovation trajectory are crucial for successful innovation. Their wishes and daily routines should be taken into account. When the same handling mistakes are made over and over again, even after several training sessions, adaptations to the design should be considered. The same goes for irritating features. Only by testing in a real-time environment do these types of issues come to the surface.","Besides the added value it offers for its residents and staff, Zorg-Saam believes that using smart incontinence solutions can also make it easier to attract qualitative care personnel, a huge challenge in the care sector. This project is of great value for both the elderly care sector and the industry of smart care products and services as it allowed both to work together and make use of each other’s knowledge and experience. This project also proves that technology has its place in future care but always with respect for the people using it. Making sure that the concerns and wishes of the actual end-users are heard and addressed during the whole trajectory is crucial to make the innovation successful in the long run. Innovative procurement is hereby a very valuable, but yet underused, instrument allowing to prioritize the end-users needs but at the same time match these with the innovation knowledge and capacity of the industry.",,,,,
34322,"Community Transportation Dispatch by Co-Design",https://oecd-opsi.org/innovations/community-transportation-dispatch-by-co-design/,20/10/2022,"Outpost for Public Sector Innovation, Government of Nova Scotia",Canada,regional,"a:1:{i:0;s:12:""public_admin"";}","Community Transportation Dispatch by Co-Design",,2022,"Nova Scotia has 21 Community Transportation Operators serving mainly vulnerable populations in rural areas. The CTOs were unable to feasibly procure a common dispatch and scheduling solution that met their needs, leaving them with inefficiencies and inability to meet growing needs. The Outpost for Public Sector Innovation designed a new approach to co-designing and procuring solutions to complex challenges. Together with stakeholders, partners and vendors, two viable solutions were developed.","Nova Scotia is a small, eastern province in Canada of 1,000,000 citizens with expansive, and growing rural communities. Community transportation provides Nova Scotians 250,000 rides a year. It is an important enabler to the successful implementation of government policies that include poverty reduction, accessibility legislation, cultural inclusion, and workforce participation.
Community Transportation Operators (CTOs) are non-profits who operate with thin margins and thinner budgets. In 2012, their dispatch and scheduling system was discontinued leaving CTOs with little opportunity for growth, improved efficiencies or the ability to address the growing needs of seniors, people living in poverty, people with disabilities, youth and rural communities.
In 2017, funding was provided for the procurement of a new dispatch and scheduling system to address these needs. Multiple groups embarked on valuable work until it was determined that the creation of a solution would require an innovative approach. This challenge was unique and complex because of the regional, remote, and diverse needs of the communities serviced, and the CTOs providing the services, and the very real challenge of limited internet accessibility in many of the province's rural areas.
The Outpost for Public Sector Innovation (OPIN) was invited by the Nova Scotia Department of Public Works in late 2020 to design a new approach to meet the challenge and test a new way of co-designing and procuring solutions to complex challenges.
The new Innovation Procurement approach and project followed three stages:
- Request for Supplier Qualifications (RFSQ): an RFSQ process run in a new way in partnership with Government Procurement to engage stakeholders, partners and vendors in discussions about desired outcomes, shared values, and commitment to new approaches. Vendors were then selected to participate in co-design based on their experience and qualifications, proposed solution and approach, a submitted case study, and proposed resources, resume and references. and invited to sign a collaboration agreement.
- Three-phase Co-Design: two vendors were each provided an upfront grant to engage in a four-month process of discovery, ideation, prototyping, testing and evaluation with stakeholders, partners, and users. This consisted of 48 hours of project and vendor meetings, the development of consistent project documents, schedule, and data files, 6 hours of stakeholder and vendor onboarding, 16 hours of vendor and stakeholder engagements, and 16 hours of prototype evaluations. This resulted in two successfully co-designed solutions for a modernized system that provides efficient, appropriate, and adaptive dispatch and scheduling tailored to the needs of users. The co-design process was run separately and concurrently with each vendor.
- Procurement: vendors successful in the co-design process submitted their iterated solution for consideration. One solution was selected by stakeholders for implementation.
The outcomes of this project included:
- Two dispatch and scheduling solutions: two successfully co-designed solutions tested and evaluated in real time with upfront issues addressed prior to procurement and implementation.
- Multi-sector collaboration: inclusive, user designed and tested solutions that engaged partners from private sector, non-profits, networks, citizens, and government departments to work synchronistic with two different vendors.
- Innovation Procurement partnership: a new RFSQ co-design process that was open, experimental, and pushed boundaries by merging rules of procurement and principles of design.
- Tested process and deliverables: a new library of procurement and co-design documents, plans, evaluation and testing instructions and session design for future project use and learning.
With the implementation of the new solution scheduled for Fall/Winter 2022/23, together we solved a decade-long problem that will support some of the most vulnerable communities in Nova Scotia and the growth of community transportation into the future.","a:7:{i:0;s:3:""178"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:3:""257"";i:4;s:3:""615"";i:5;s:3:""620"";i:6;s:3:""181"";}","This project is innovative in the following ways:
- Working together with Government Procurement, we were able to successfully marry procurement processes which are rule-bound and constrained with a co-design process that is emergent and flexible. This resulted in a new Innovation Procurement Partnership and process that can be replicated.
- This approach hadn't been tried in Nova Scotia prior to this project. We were breaking new ground. Along the way we remained agile, pivoting when challenges or new insights emerged, and building the process as we moved forward.
- The vendors hadn't before engaged in this kind of co-design process with their clients and users. Insights gained in this project resulted in changes to products for all clients, not just for Nova Scotia.
- The novel approach and solutions developed enabled Community Transportation Operators to find efficiencies, optimize routes, collaborate across organizations, and plan for the future growth and needs of citizens.
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The Community Transportation Dispatch by Co-design project was completed in March 2022. This new approach to developing and procuring solutions to complex challenges resulted in the procurement of a common dispatch and scheduling solution for the 21 Community Transportation Operators. Feedback on the new Innovation Procurement approach was gathered, and lessons learned informed the development of a framework and playbook that can be used to replicate the process for future projects.
Implementation of the solution across the Province will begin this Fall 2022. Given the upfront engagement and participation of users, partners and stakeholders, and the multiple testing of the solution, we anticipate a successful implementation.","The success of the project depended on the engagement and participation of a broad and diverse group across all project stages:
- Government Departments brought subject matter expertise and funding
- Private Sector brought technical expertise to build the solution
- Citizens provided first voice experience
- Community Transportation Operators provided first voice experience and subject matter expertise
- Community Transportation Network provided a central organization to house solution
","120 people participated:
- Three Government Departments sponsored, funded and led process.
- Two external Canadian vendors developed new solutions and gained unprecedented access to users
- Citizens (riders) participated in co-design to inform solutions
- CTOs (drivers, dispatchers, managers) participated in co-design helping to create ownership over the process and buy in for solution
- Nova Scotia Community Transportation Network representing all CTOs was eventual owner of solution
","The solutions achieved greater than 20% increase in transit productivity and significant reduction in effort on scheduling and route optimization. Further evaluation by users and stakeholders resulted in one solution selected for implementation.
Interviews with partners and stakeholders were conducted to evaluate the new Innovation Procurement approach. Impacts included:
- Informed decisions and solutions: vendors worked with users to co-create their custom solution.
- Diverse and inclusive engagement: dedicated buy-in and participation by a broad, multi-sector group.
- Trust and confidence gained through a transparent and consistent approach.
- Mindset shifts as stakeholders are ready to own new ideas, processes, technologies, and change.
- Strengthened relationships by finding common ground and values while working together in new ways.
- Long term strategic value as Community Transportation Operators can now be responsive to emerging and growing needs of citizens.
","Challenges included:
- Starting a project with a stakeholder group that had been underwhelmed by previous attempts to solve their challenge.
- Trying to facilitate a flexible, emergent co-design within the constraints of a procurement process.
- Starting and finishing this project during the pandemic meant that some resources were pulled into health priorities.
- Two elections in one year brought changes in Ministers and mandates. Support for project was not guaranteed. These realities slowed the project during the first stage (RFSQ).
- Communicating and reassuring a few risk-adverse partners that this approach was fiscally sound.
The ability to build relationships and trust early on with partners, vendors and clients was paramount. With trust came commitment and engagement and a tremendous belief in the value and vision for building and supporting a solution for the longer term. When trust came internally, grant funding was approved and key to securing commitment from vendors.","Conditions for success included:
- Senior leadership support was critical to secure the resources (human and financial) to experiment with a new approach to solving this challenge.
- Active engagement and participation from the client, partners, users and stakeholders in all stages of the process was key to the success of the project.
- Flexibility, openness, curiosity, trust were all important enablers to the success of the project.
","While the solution has been co-created, tested, iterated and recently procured, it has not yet been implemented. Implementation is scheduled for Fall/Winter 2022/23. Once implemented, this good news innovation story can be widely shared across the organization and one might expect that other government departments will see the direct benefit in co-creating service/solution prototypes through a similar process with selected respondents and service operators.
Also, now that process/learnings/legal precedence has been set – time required should be shorter – and therefore an attractive option.
We know that similar was done in municipalities in Ontario and MaRS but on low cost solutions (less than $100,00). Nova Scotia proved that while more complex/challenging, the approach can be scaled for larger than $100,000 solutions.","The biggest learning for us was how to effectively integrate co-design with procurement processes and tools. Trying to be creative and push boundaries within an existing procurement tool (Request for Supplier Qualifications) was challenging and took more time than we initially hoped.
Ensuring outcomes are measurable and that the evaluation criteria allows the team to easily and effectively select the right vendors is key. Now that we've gone through the process, we anticipate the next project will move more quickly.
Another learning is related to what happens post-co-design. Our involvement concluded at the end of co-design and the final evaluation of the solutions. Our involvement saw well-established timelines and a sense of urgency during the co-design phase. Post co-design, it has taken longer to move to procurement and implementation. We wonder if this final phase had been continued with a role for OPIN, if the previous sense of urgency and momentum might have continued.","We'd like to share a quote from an Administrator of one of the Community Transportation Operators and a participant in the project:
“The co-design experience helped create an ownership in the process which will facilitate increased buy-in of the final solution. By being able to provide real-time, real-world examples of current obstacles and allowing the vendor to interact with those obstacles, participants were able to accurately see how vendors would be able to meet the stated objectives, as well as get a sense of their curiosity, flexibility and responsivity.”
- Community Transportation Administrator",,"a:1:{i:0;s:5:""34369"";}",,,
34329,"The Foundation of Digital Government",https://oecd-opsi.org/innovations/the-foundation-of-digital-government/,16/10/2022,"Shibuya City Office",Japan,local,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:10:""recreation"";}","The Foundation of Digital Government",https://shibuya-data.jp/,2022,"Digitalization of government often refers an individual project but should include on-going projects. Our city has been building the foundation that allows us to digitalize pubic services simultaneously. Shibuya collects city data and make it open so that innovators could collaborate with us. Secondly we educate our people. Shibuya provides digital devices to children and senior citizens. Thirdly, we let startups to test their product in the city. Finally we will institutionalize the actions.","Japan is the least digitalized country among the developed nations. For instance, people physically need to go to city hall or governmental institutions to obtain most of the official documents. Shibuya is one of the most famous cities in Japan. Even if you have never been to Japan, you may have seen Shibuya's famous scramble crossing. Shibuya has been supported by many young people as a mecca of Japanese pop culture. Shibuya was one of the first in Japan to digitize administrative services, such as applying for a resident's card with a smartphone. In order to accelerate these movements, we are creating a foundation for digitization in order to promote digitization over the long term, regardless of individual projects.
First, we started a project called Co-Creation Hub as a foundation for digitalization. The Co-Creation Hub collects and publishes data accumulated by the government and data within the city. This makes it easier to collaborate with external organizations that generate innovation, such as large companies, startups, and universities. The Co-Creation Hub has just started and does not have a lot of data, but it publishes information such as the locations of shops accessible to people with walking disabilities, public bus routes and the number of users. We believe that these data are essential for creating innovations that have the potential to enrich the activities of people who do business and live in the city.
Digitization requires that its users have the literacy to use the latest services. We solve this problem by giving children tablets and providing them with technology education. In addition, we distribute smartphones to the elderly and offer lectures on how to use smartphones. If there are few people who can use the services that have become more convenient after digitization, it will be meaningless. We aim to provide administrative services that leave no one behind.
Even if issues and data are visualized, services cannot develop unless there is a foundation for trying out new initiatives. Shibuya offers a proof of concept program called ""Innovation for New Normal."" Startups can try their new services and products developed in the city. Over 1,000 Shibuya residents have registered as testers and will try out the startup's products. Through this program, nearly 50 startups have tested their products in Shibuya and grown their businesses. Some of these services have been officially adopted by Shibuya city, and the diaper delivery service to nursery schools has been introduced to all nursery schools in Shibuya city to support the child-rearing generation.
While creating the foundation for innovation, individual projects are also progressing in Shibuya city. Residents can receive various public services using the messaging app ""LINE."" The digital local currency “Hachi-pay” will be launched in earnest this autumn, and is expected to promote local economy and serve as a driving force for social activities. Such individual innovative projects are expected to serve as tools for collecting data for use in the next innovation.For example, in the example of Hachi-pay, it can be a way to know what kind of people visit Shibuya and make purchases in Shibuya, and it can be a useful data for innovation and business. A Shibuya city's project that provides tablets children can collect both learning and health data of children and could use the data for mental care and learning support for children, but these data also lead to innovation that improves education.
Innovation cannot come from government. Government can only create a foundation. Innovation in administrative services requires a mechanism to involve private companies such as startups. In Shibuya, we have formed a consortium called ""Shibuya Startup Deck"" to create innovation through public-private partnerships, and are creating projects through public-private partnerships. For example, in recent years, banks in Japan have tightened their screening process when new companies, such as startups, open corporate accounts. Shibuya has created a mechanism that can be done in one week in cooperation with the bank. In such way, we are creating a system that supports innovation together with companies.
We are working on creating a new organization to unify those activities that create the foundation for public innovations. In 2029, we will launch a new organization in a landmark skyscraper in front of Shibuya Station. For this reason, we are currently working with various actors such as corporations, non-profit organizations, and experts to create a new organization that will serve as a fountain of innovation. We believe that these efforts can contribute to local governments around the world.","a:3:{i:0;s:4:""4088"";i:1;s:3:""194"";i:2;s:3:""181"";}","The reason why Shibuya is unique is that it does not focus on the digitization of just one service, but creates a foundation for the future in which government services are digitized simultaneously. For that reason, it is unique not only to extract data and issues, but also to frequently provide opportunities for education and training to residents so that they can respond to digitalization. In addition, We are taking measures to retain a large number of excellent human resources.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";}","For example, the extraction and publication of data are ongoing, and the process of digitizing and publishing new data that emerges from government services on a daily basis is ongoing. This activity is never-ending. Digital education for the young and the elderly is also a never-ending continuum. Last year, Shibuya started a startup visa program, and so far, 21 companies and close to 30 talented people from overseas have been invited to Shibuya. This kind of movement is essential for Shibuya to become a city of innovation in the future.
We get data from the digitization of government services. As new digitized services become available, there will be more ways to obtain data. Many official documents are currently available online. In order to finally organize these movements, a cross-sectional task force is currently being formed within the office, and this task force is collaborating with residents, private companies, universities, and experts to create an organization.","All the following actors were involved:
- Citizens
- Government officials
- Civil society organizations
- Private Companies
- Startups
- Universities
","
- Citizens: Residents will be recipients of digitized services, but they are also friends who provide data and classmates who learn digitization together.
- Government officials: Since Shibuya Ward is a municipality, it does not have any authority. For this reason, collaboration with the Tokyo Metropolitan Government and the Japanese government is essential in promoting advanced initiatives.
- Private Companies/Startups/Universities: They bring us innovation/idea.
","With respect to the case of Digital Innovation, of the 43,000 people aged 65 and over in Shibuya Ward, one in four does not own a smartphone. In this project, smartphones were provided to 1,413 people, and 1,748 people participated in the smartphone training. The training is not just about how to use it, but also training on how to use brain training apps. Through the service for the elderly, we were able to obtain various data such as proficiency level regarding the use of smartphones by the elderly. More than 80% answered that using smartphones had a positive impact on their lives.
In the tablet supply project for junior high school students and younger, we supply tablets to over 7,000 students every year. How to use the tablet We monitor students' psychological conditions not only from their bank accounts but also from search results, and if they feel they are in danger, they quickly connect them to an expert to prevent suicide.","With respect to the case of Collecting Data, extracting administrative service data and issues is one of the most difficult tasks. Many of the staff at the city office do not have high data literacy. Therefore, they do not understand what can be used as data for innovation. In addition, it is often not possible to look at the issues of administrative services objectively, and it is not going well. In order to overcome this problem, Shibuya is also conducting digital education for staff. However, the situation is unlikely to change rapidly, and this is a long-term issue.","With “zero visitors” as a keyword, we aim to create a system where residents can receive all the administrative services without having to visit the city office. As for the means of making administrative procedures online, we have been considering using tools that people are familiar with and placing as little burden on residents as possible. Under such circumstances, we pay attention to LINE, which is used by many people. After concluding an agreement with LINE, we opened an official account in 2017.
Currently, about 30 functions have been implemented, such as applications for resident cards and tax certificates, and reservations for various courses and interviews. As a result, residents can now easily make various applications and reservations with a single smartphone. Within the city, there are many reports of work efficiency improvements, such as ""more than half of reservations are made LINE, and the burden of answering phone calls has been reduced.""","Administrative services using LINE are spreading to many local governments after our case become successful. In Japan, many administrative agencies such as the Ministry of Health, Labor and Welfare, Kumamoto City, Fukuoka City, and Amagasaki City have started using it.","With respect to the case of digital education, we have provided digital education and training to many seniors. The important thing here is that education for the elderly toward digitalization is analog. It has to be done slowly and patiently with lots of technicians. Let's start with how to turn on the smartphone. Some of our seniors were 102 years old. They forget they even signed up for digital education. Omitting the process of patient education and training in promoting digitalization has the potential to leave vulnerable people such as the young and the elderly behind.",,,,https://www.dropbox.com/s/5tz8tynj5u4323q/video1979133165.mp4?dl=0,https://thebridge.jp/en/2022/08/spacedata-seed-round-funding,https://www.youtube.com/watch?v=I-j5_9Q3Umo&ab_channel=US-AsiaTechnologyManagementCenter
34336,"Gov Buys Innovation",https://oecd-opsi.org/innovations/gov-buys-innovation/,17/10/2022,"Nido Innovation lab",Belgium,central,"a:1:{i:0;s:12:""public_admin"";}","Gov Buys Innovation",https://govbuysinnovation.belgium.be/,2017,"Gov Buys Innovation is a modern version of public procurement, axed on the active search for innovative solutions available on the market. By reconsidering the way of interaction between the public and the private sector, we aspire to transform public entities into pioneers for new creative ideas, modernising countries in the benefit of private companies and all citizens.","A procedure with Gov Buys Innovation allows the public service to cooperate with businesses in a manner that is different to classic public procurement. We start by posting “challenges”, which are clear open questions, determining all necessary specifications, but leaving enough space for creativity. The civil servant calling for tenders will hereby take on a new role of expert of the problem, instead of expert of all possible solutions. If the public administration desires to have an overview of possible solutions or wants to have an insight about which types of contracts and experimentation paths to use, Nido offers help in conducting market consultations prior to a challenge.
In order to gather the broadest possible range of solutions, Nido makes public tenders accessible and easy to process for all types of businesses. Nido also tries to reach all possible candidates by contacting hubs, networks and groups channelling specific categories of providers, as well as businesses and inviting them to participate in a challenge. To reduce the administrative burden for the participants, application processes are organised in three phases. First, businesses introduce a brief description of their idea and an explanation of their vision on how it could solve the problem in question. The second stage consists of a pitch with a discussion and if possible a proof of concept. The final round is the actual introduction of a negotiable offer.
After every phase all solutions are evaluated and graded and businesses receive extensive feedback on how their idea was perceived. Companies whose results were not withheld to a next phase are also provided with comprehensive feedback, in order for them to enhance their product or idea and to learn how to collaborate with public administration. This staggered procedure allows businesses of all sizes and resources to introduce a tender, given that they are only encouraged to put effort into the procedure as long as they have a realistic chance of it being awarded to them. Also Nido’s constant follow up allows businesses that are not familiar working with government institutions to participate without gathering too much expertise beforehand.
A procedure via Gov Buys Innovation allows to only buy experimentation. To participate in a call for tenders, businesses therefore do not need the in-house capability to produce their product on a large scale. Evidently, tested solutions can be further developed and eventually be implemented if information gathered during experimentation proves to be successful. Our platform can also be used as a marketplace for meaningful dialogues between civil servants and creative businesses in a direct and transparent way. Ideas that were not chosen to be tested or experimented solutions that turned out not to be a perfect fit, will be presented on our platform, in order for other institutions to possibly adopt them. We have the ambition to form a point of contact for companies wanting to help the government innovate and provide their innovative solutions. Our approach is however also interesting for the public service, as it promotes experimenting to avoid big projects failing and tax money being wasted.
All challenges are evaluated by a jury consisting of the most important stakeholders for a project, being civil servants from the challenging government institution, experts on the field of the challenge and experts in innovation from Nido. Throughout the three short evaluation phases, submitted ideas are assessed on the following criteria: effectiveness, prospects of success, innovative or unique character, expected professionalism of the business in carrying out the experiment, achievability of a final implementation, price and team. Evaluation is bundled into consistent feedback which is communicated to each company individually. The companies may ask for this assessment to be expanded at any time, ensuring a fully transparent procedure and allowing companies to learn from their participation.","a:3:{i:0;s:3:""178"";i:1;s:3:""211"";i:2;s:3:""257"";}","The staggered application procedure allows for even the smallest businesses to participate. The approach also allows all involved to learn in each step of the procedure. The ""challenge-owner"" can learn about new opportunities in the market. Businesses learn how to work with government agencies, while improving their product due to the feedback that the jury gives them.
Given that all businesses can share their products on our platform and can directly interact with civil servants, Gov Buys Innovation allows new solutions to spread more easily amongst public entities. It also stimulates the market for innovation. New products tested and funded by public entities will get visible on the private level as well. As these more creative initiatives will actually reach all potential customers, businesses will be able to afford more out-of-the-box thinking. This leads to an eco-system of creativity, making innovation always more attainable.","a:1:{i:0;s:9:""diffusing"";}","Gov Buys Innovation is fully implemented and growing steadily. So far Gov Buys Innovation has focussed on only local businesses and solutions. Our main goal was to be well known and have a regular inflow of possible solutions from businesses all over the country. We are now almost ready to scale up and accept solutions from companies from all over Europe. With a greater influx of ideas, the solutions offered will also become increasingly fitting and innovative.
The Gov Buys Innovation procedure is not fully automated yet, but it is already open to all Belgian administrations and businesses and is evolving towards more automation with every challenge being launched. Nido plans to update it to a fully intuitive platform by mid-2023, with many different functionalities and with a fully autonomous marketplace on which public entities and businesses interact.
We share our lessons learned with other innovators on our networking platform ""Network Innovation"".","Gov Buys Innovation could not work without the cooperation of public entities and businesses. The approach was developed after research, design thinking sessions, sharing of insights and cocreation with SMEs and civil servants. We now regularly conduct customer journey inquiries with businesses and feedback sessions for challenge-owners and juries. All of these allow us to learn from our mistakes, gather new inspiration and shape our procedure to be as clear and lean as possible.","70% of civil servants would recommend our platform and it allowed 77% to be more innovative. 92% expect the platform to impact the innovation culture within their department. 60% of the companies are SMEs, which would be too small to participate in classic tenders. One company in three has participated in several challenges and 90% ask to be invited to future challenges. The academic world and international audiences are recommending our project: eg. various universities, United Nations, EIPA...","In the last two years Gov Buys Innovation has managed to attract more than 50 businesses and accompanied six public procurement projects. Four challenges have fully passed the evaluation and experimentation stage. Three market consultations have shown what is to be expected from the industry and how a challenge should be drawn up. A challenge that was published both on our platform and the classic procurement way, has leas to 25 submissions by 14 businesses through our approach and to two submissions by one business the classic way.
Public authorities as well as companies are increasingly open to our project. We are receiving more requests from government agencies for exploratory talks to start a challenge and former challenge-owners are coming back for further cooperation. Also government decision-makers help us to find the right group of officials for a specific project. We anticipate the number of challenges to double in the next year.","Convincing civil servants with much expertise in public tendering processes of this alternative approach can be challenging. Classic public procurement is quite bureaucratic and civil servants tend to believe that to be mandatory by law. Therefore the question regularly rises whether Gov Buys Innovation is even legal. In order for others to succeed with this approach it is advisable to be backed by experts with the right authority to demonstrate that this type of tendering process is within the boundaries of the law.
It might for instance be useful to include in-house lawyers in the innovation team or to hire external experts in order to have enough backing to take away all possible concerns. To make the approach a success it is crucial to work only with challenge-owners that are open to change and excited to put in the extra effort. Participants who adhere to the classical administrative procedures in their way of thinking let the approach fail.","A maximum of de-bureaucratisation, a simple and straight forward procedure, quick processing times, approachability and feedback are imperative for this approach to be successful. Most innovative businesses do not have the resources to do much paper work and process extensive application procedures. The tendering process must be as similar as possible to the classic publicity pitches that businesses do on a regular basis.
A lean procedure is also of interest for the civil servants in question, as it does save them time and resources too. Moreover, in order to make it interesting for businesses to participate even if they are not granted a tender, it is imperative that they receive extensive feedback and that there is a clear and open communication. This allows businesses to learn and improve their product and convinces them that the procedure is fair and that they thus had an honest chance of being awarded the tender.","Criticism on modernisation in administration is quite similar in many countries. As Gov Buys Innovation does not require any special expertise or infrastructure, it is easily implementable in any administrative context. Its core idea could be replicated in any country, at any level and with minimal effort. As long as civil servants can have some assistance by lawyers specialised in public procurement, any public entity with an interest in innovation, ideation and design thinking could adopt our approach to their workspace.
Adaptation is only necessary with regard to templates, evaluation criteria and possibly communication, given that these may be different due to context and culture. Finding innovative tenders should definitely be affordable for public entities, even without sponsors. After all, a public administration would also have to provide the budget for a conventional procurement procedure. That same budget can thus be spent on the innovative approach.","Gov Buys Innovation is axed to introduce more innovation in all public entities, by encouraging them to experiment with inventive ideas and products from all private businesses open to cooperation and cocreation. It is to be seen as a first step in a procurement procedure, when there is a possibility for the tender to be sourcing innovation. It widely broadens the possibilities to explore the market and to introduce innovation into classic procurement in an accessible and easy manner.
In contrast to common procurement practises, our staggered application procedure allows for even the smallest businesses to participate. The transformative approach caters to the necessities of smaller businesses, particularly SMEs and start-ups, in order to allow their possible input to reach the public level. The leaner and easier procedure also intuitively encourages civil servants to include innovation in their tenders, so that all will be willing to work in this manner again in the future.",,"a:3:{i:0;s:5:""34350"";i:1;s:5:""34349"";i:2;s:5:""34348"";}","a:1:{i:0;s:5:""34118"";}",https://www.youtube.com/watch?v=TLXyL0ZWLeQ,https://www.youtube.com/watch?v=t6d7k0DHco0,https://www.youtube.com/watch?v=x2RZNrZbDnk
34351,"GIZ techDetector",https://oecd-opsi.org/innovations/giz-techdetector/,21/10/2022,"Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH",Germany,central,"a:1:{i:0;s:23:""Sustainable Development"";}","GIZ techDetector",https://techdetector.de,2019,"The techDetector is the first technology radar giving an overview of emerging technologies that have the potential to influence the area of sustainable development in the future. It lists future technologies from all sectors of sustainable development and assesses their potential impact on sustainability and gender equality. The techDetector helps inform, sensitize and support foresight processes, enabling better decision-making by providing sound information on technological developments.","Technologies are key factors for social, economic and organisational change worldwide. At the same time, it is hard to foresee the impact new technologies will have in the future. We at GIZ therefore asked ourselves, how can we get an orientation on future technologies relevant for our work as well as their potential impacts, when at the same time innovation cycles are shortening and the complexity of technology innovations is increasing tremendously. In order to provide our colleagues and all partners of German Development Cooperation with an overview of emerging technologies from the most diverse sectors as well as their potential impact on sustainability and gender equality, GIZ partnered with the technology research institute Envisioning to develop the GIZ techDetector, the first technology radar for sustainable development.
The techDetector lists emerging technologies which in the future can potentially disrupt the sectors GIZ is active in. We scouted technologies from all sectors like agriculture, governance or education, among others. The technologies are mapped in the technology radar format and assessed by a crowdsourced survey in order to determine the impact they might pose for gender equality or sustainability with its dimensions of ecological, social and economic sustainability. The techDetector also connects the technologies in the form of narrative story formats, where we move beyond the abstract description of technology applications and try to give context in order to inspire: Future Scenarios, Case Studies and Sci-Fi Chronicles help users think out of the box and trigger innovation. Finally, all content is listed by SDGs as well as sorted into technology domains such as AI, Blockchain and IoT, giving background information on these overarching technology fields.
The techDetector serves as a guide for sound information on emerging technologies for sustainable development. As a public website, it is openly accessible for everyone, following the principle of ""Open Knowledge"". Inside GIZ, it is also used as a tool to sensitize colleagues for the potential impact of emerging technologies, as well as to support innovation processes, ideate and get inspirations for new projects and measures. In order to do this, with the support of Envisioning and other service providers, we have developed a set of workshops and interaction formats around the techDetector to facilitate the access.
The techDetector also serves as a capacity development tool for ""Futures Literacy"" inside GIZ. Together with the internal corporate academy for international cooperation, we are currently designing a learning offer based on the techDetector in order to provide our colleagues with a robust set of methods to ""use the future"".
Many projects inside GIZ have used the techDetector to spark a dialogue on the future with our implementation partners, to receive sound information when advising our commissioning parties, or to build future scenarios for project contexts that allow better-informed decision-making.
In the future, we plan to promote the techDetector inside and outside GIZ so that even more colleagues and partners can make use of it and become futures-literate!","a:14:{i:0;s:3:""147"";i:1;s:3:""162"";i:2;s:3:""194"";i:3;s:3:""609"";i:4;s:3:""196"";i:5;s:3:""876"";i:6;s:3:""217"";i:7;s:3:""610"";i:8;s:3:""239"";i:9;s:3:""623"";i:10;s:3:""283"";i:11;s:3:""292"";i:12;s:3:""617"";i:13;s:3:""211"";}","Technology Radars are being used by private sector companies to get an overview of future and emerging trends in their sectors. However, until very recently, all technology radars would focus solely on mapping technologies by their technology readiness as well as their potential economic turnaround. In order to adapt this format to the reality of GIZ as a leading service provider in ther area of sustainable development, the techDetector was developed: Adding criteria for the assessment of sustainability and gender equality, it is the first technology radar for sustainable development. Linking technologies of the future to the SDGs and using crowdsourcing to gather information on the potential impacts of technologies on the work of GIZ are also truly innovative and novel processes that have never been applied before.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:9:""diffusing"";}","The techDetector is active and running since 2019. However, since then, many novelties have been implemented: updates of the tool itself, as well as in the project management. We received the feedback that colleagues needed guidance on how to interact with this novel tool as well as the whole thematic of futures literacy and technology foresight, which is why we designed a series of workshops for different purposes to be conducted with the colleagues: An ideation format, a scenario-building format, a tech-impact-assessment format, a positioning format, as well as a roundtable format and an interactive keynote. We are always in the process of refining these formats and developing new ones, to make the techDetector even more accessible. At the time being, the techDetector is being used as the base for a new GIZ-internal training on Futures Literacy.","techDetector is a joint project with Envisioning, a technology research institute with over ten years experience working with public sector and private enterprise clients worldwide. Envisioning specializes in identifying and tracking emerging technology using a combination of trained specialists and automated tools. Envisioning employs award-winning web based data visualization tools used to convey research findings. techDetector is soon starting its fifth year of active collaboration.","GIZ staff benefit from the techDetector's vast amount of information and data around emerging technologies in sustainable development. Information is easy at hand and openly accessible.
Partners of german development cooperation can enter a dialogue on the future of their projects and sectors by getting inspired by the techDetector's content.","The techDetector since its launch has raised increasing interest among the GIZ colleagues as well as the international community. In 2021, we have conducted more than 10 internal workshops with diverse teams. The techDetector was one of the featured projects at the Paris Peace Forum 2021 and is part of the Toolkit on Digitalization of the German Federal Ministry for Economic Cooperation and Development. Every month, the website receives around 2000 unique visitors. In the future, we hope to reach even more users and conduct even more workshops around the techDetector and the topic of Futures Literacy.","It can be challenging to anchor new topics like digitalization, foresight and futures literacy in the culture of an organization. The techDetector had to prove that it can play an important part in creating a more resilient, future-proof and up-to-date organization. The decision to design guided interaction formats such as the workshops, instead of just offering the website as a service, has helped get in touch with colleagues and learn about their doubts and questions regarding the tool. Other pathways such as jointly developing content for the techDetector with groups of colleagues have been abandoned due to time-consuming processes.","In order to introduce new concepts like Futures Literacy along with tools like the techDetector, that use technologies in order to spark a dialogue on the future, all units in an organization at all hierarchy levels have to understand the importance of the topic and the benefit it brings to their sphere of work. Leadership and guidance therefore play an important role. Enough resources to guarantee a smooth roll-out of the tool as well as to accompany the process of anchoring it in the organization are mandatory.","The techDetector has not yet been replicated but is used among the most diverse units inside GIZ, but also by other organizations working in the same area of international cooperation for sustainable development. Due to the ""Open Knowledge"" Principle, all content is openly available and can be accessed by everyone.","Tools like the techDetector which address a very specific, though crucial aspect of work, are not automatically considered by colleagues when addressing a problem. It is therefore important to constantly update colleagues on the existence of the tool, its use cases and to be as precise as possible. Short teaser formats on how to engage with the tool are also helpful. This all helps for the tool not to be forgotten and supports knowledge management even if part of the staff changes and new colleagues join the team.",,"a:2:{i:0;s:5:""34417"";i:1;s:5:""34416"";}","a:1:{i:0;s:5:""34696"";}",https://www.youtube.com/watch?v=3EnS9xKpuNM,https://www.youtube.com/watch?v=Dx5yu9cXQic,
34352,"Achieving Cyber Security Resilience of Public Sector IT Systems and Services",https://oecd-opsi.org/innovations/cyber-security-resilience/,18/10/2022,"National Cyber Security Centre (NCSC)",Ireland,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Achieving Cyber Security Resilience of Public Sector IT Systems and Services ",https://www.ncsc.gov.ie/pdfs/Cyber_Security_Baseline_Standards.pdf,2021,"Recognising the need for a high level of Cyber Security across the public sector, the National Cyber Security Strategy (NCSS) called for the creation of a Common Cyber Security Baseline Standard across all Public Sector Bodies and for the establishment of the “CORE Network” to share best practice for cyber security across Government. This project embodies the Irish Civil Service Renewal 2030 Strategy by delivering evidence-informed policy and services, harnessing digital technology and innovation.","Recognising that the Irish public sector faces a high level of cyber threat this NCSC project set about designing and implementing a Baseline Cyber Security Standard across the entire Public Service. The project also involved the creation of the Government Cyber Security Coordination and Response (CORE) Network, which is a group of senior cybersecurity and ICT professionals throughout the public service to collaborate and share information on cyber security issues and respond to serious cyber incidents as one State. The project aimed to create a single, comprehensive and robust cyber security standard across the entire public service. It aimed to increase the level of cyber security in the public sector, as well as developing a level of mutual trust between Public Service Bodies by outlining the baseline measures all should achieve. In addition, through the creation of the CORE network the project aimed to pool the cyber security resources and expertise of the Government to a single point, providing synergies and strengthening the individual capabilities of each member
The key innovative factor of the project was the extensive collaboration that occurred in delivering this project. Rather than the NCSC creating this Standard itself in a vacuum, it took a whole of government approach brought together 13 Government Departments and agencies in order to ensure that the framework met their needs and was compatible with the realities of working at the “coalface” of defending public ICT systems. By having the Department of Social Protection chair the group, it created a sense of ownership for the project as being a “Whole of Government” and collaborative effort which allowed the immense digital first expertise of that department come to bear on the project.
The breath of Departments and Agencies and the depth of expert knowledge in the steering group ensured the work was informed by appropriate technical expertise for the establishment and delivery of the Irish Cyber Security Baseline Standard and fit for purpose in Ireland's Public Administration. As the project began work in the early stages of Covid, there was a requirement to quickly adapt work practices to develop the standard using virtual collaboration rather than the original plan of in regular person meetings.
The project made best use of widely accepted international standards but also brought to bear the tremendous expertise of the steering group to create very detailed and practical guidance to create a comprehensive cyber security standard. The group dynamic enabled the innovative approach of the group to look beyond established practices and seek simply to focus on practical solutions to real Cyber Security problems experienced by Public Sector Bodies. The group adopted a trusting and blameless culture, similar to practices in the aviation and healthcare industries, where reviewing real incidents and faults were reviewed and allowed for every identified risk to be seen as an opportunity to strengthen the system and to remove a cyber security blame culture and positively reinforce cyber security best practices.
The Steering Group took a methodical disciplined approach through the different phases of the creative group process that lead to a 360 degree perspective encompassing the five core functions identified in the Baseline Standard (Identify, Protect, Detect, Respond, and Recover). This also ensured that the practical aspects of implementing the Baseline Standards were achievable by Public Sector Bodies. In addition, one of the central creative aspects of the project was the holistic nature of the Cyber Security Baseline Standards. Instead of aligning with one single international standard, the group picked the best ideas from various known international standards to create an efficient, effective forward looking model which can be updated over time in subsequent iterations.","a:3:{i:0;s:3:""617"";i:1;s:3:""876"";i:2;s:3:""623"";}","The key innovative factor of the project was the extensive collaboration that occurred in delivering this project. Rather than the NCSC creating this document itself in a vacuum, it took a Whole of Government approach that brought together 13 Government Departments and agencies in order to ensure that the framework met their needs and was compatible with the realities of working at the “coalface” of defending public ICT systems.
The breath of Departments and Agencies and the depth of expert knowledge in the steering group ensured the work was informed by appropriate technical expertise for the establishment and delivery of the Irish Cyber Security Baseline Standard and fit for purpose in Ireland's Public Administration.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The Cyber Security Standards have been published and Public Service Bodies are using this framework to address effectively the multiple public sector ICT challenges and to improve the resilience and security of public sector IT systems. A simple measure in the National Cyber Security Strategy has been developed into an entire cyber security framework and a network of motivated cyber security professionals within the public sector. There have been numerous examples of the Cyber Security Baseline Standards being adopted by both Public Sector Bodies and private organisations. The project also involved the creation of the Government Cyber Security Coordination and Response (CORE) Network which is a group of senior cybersecurity and ICT professionals throughout the public service to collaborate and share information on cyber security issues.","The ""Whole of Government"" approach brought together 13 Government Departments and Agencies in order to ensure that the framework met their needs and was compatible with the realities of working at the “coalface” of defending public ICT systems. By having the Department of Social Protection chair the group and not the National Cyber Security Centre, it created a sense of ownership for the project as being a “Whole of Government” and collaborative effort of all involved.","There are over 800 Public Service Bodies in Ireland using this framework to address effectively the multiple public sector ICT challenges and to improve the resilience and security of public sector IT systems. In addition, the establishment of the Government CORE Network shares information, best practice and cyber threat intelligence and prepares for, and will coordinate during, a major cyber security incident affecting Government networks.","The publication of the Cyber Security Baseline Standards gives over 800 Public Sector Bodies a process, procedure, a common language and a risk-based approach to Cyber Security. The main goal of improving resilience and security of Public Sector IT systems has been achieved with feedback both publicly and privately to the NCSC and the Government has been overwhelmingly positive. There have been numerous examples of the Cyber Security Baseline Standards being adopted by both Public Sector Bodies and private organisations to develop their ability to defend against malicious activity and cyber threats. There was also praise from the private sector with many multinational companies publicly praising the Irish approach to Cyber Security. Among the further lasting benefits of the Cyber Security Baseline Standards is that it drove the creation of other projects such as Civil Service wide Cyber Security assessment metrics, training for Civil Servants and Public Sector procurement advice.","Key challenges included taking a strategic view on the Cyber Security Baseline Standards and overcoming any technical obstacles and issues by prioritising problem areas and anticipating issues before they arose. The work of the group was directed and facilitated by using workshops to discuss and deal with any outstanding technical issues and the used an iterative process to build upon the collective strengths of the group to develop practical solutions to problems. There is no single solution when it comes to Cyber Security. For instance, ""zero day"" attacks exploiting previously unknown vulnerabilities are especially problematic. However, using the Baseline Standard to assess and improve management risks will put Public Service Bodies in a much better position to identify, protect, respond to, and recover from a Cyber Security attack, minimising damage. Support and buy-in from senior managers and senior stakeholders was essential to the success of this project.
Another challenge of the group was to agree on an approach which could be applied by all public sector bodies and that the work of the group had to be achievable and have lasting benefits. The work had to be achieved in the first instance by all Public Sector Bodies and as such was seen as the start of an iterative process with the Baseline Standards to be revised and issued every 2 year period. This would reflect the growing level of Cyber Maturity in the sector and adapt for technological innovation and changes within the ICT systems.","This project embodies the Irish Civil Service Renewal 2030 Strategy by delivering evidence-informed policy and services, harnessing digital technology and innovation and building the Civil Service workforce, workplace and organisation of the future. Conditions for success included the support of Senior Management across all the 13 Government Departments and key Agencies. There was a general legislative mandate in place which provided the momentum at the start of the project but the key to success was down to the collective vision and drive of all the participants to produce a Cyber Security Standard that would be useful to all Irish Public Sector Bodies and that would stand the test of time.","This project roadmap can be easily replicated. The key lesson from the project was that a structured pragmatic approach which engages and involves key stakeholders from the start of the project ensures future buy-in from other stakeholders. In addition, one of the central creative aspects of the project was the holistic nature of the Cyber Security Baseline Standards. Instead of aligning with one single international standard, the group picked the best ideas from various known international standards to create an efficient, effective forward-looking model adapted to Ireland and which can be updated over time in subsequent iterations. The group adopted a trusting and blameless culture, similar to practices in the aviation and healthcare industries, where real incidents and faults are reviewed and every identified risk is seen as an opportunity to strengthen the system. This approach prevents cyber security blame culture and positively reinforces cyber security best practices.","Following the success of the Baseline Standards, this work has been replicated by establishing a key operational group called The Government Cyber Security Coordination and Response (CORE) Network. All the Government Departments are represented on the CORE Network with additional representation from key agencies and Local Government. In addition, we have been able to use the Baseline Standards and the CORE Network as a solid foundation and a pivot point for many other related projects such as:
- Public Service Cyber Security self-assessment forms
- Future alignment of Public Administration with European Legislation
- ICT Procurement advice
- Government Instructor Led Cyber Security Training
","The success of the project has been gauged by the high level of reference, interest and enquiries received by the NCSC regarding the Baseline Standards. Many Public Sector bodies have shown their appreciation for the composition and work of the Steering Group and the “Whole of Government” consensus driven model. The Cyber Security Baseline Standards are now used as a “go to” reference point for a Cyber Security Governance with the Public Sector. In addition, the Baseline Standards provide a Cyber Incident Response Plan (CIRP) which was designed to enable all public sector bodies to develop their own CIRP and be straightforward to apply.",,"a:1:{i:0;s:5:""34356"";}",,,
34357,"Blended Working in the Civil Service",https://oecd-opsi.org/innovations/blended-working-in-the-civil-service/,21/10/2022,"Irish Civil Service",Ireland,central,"a:2:{i:0;s:10:""employment"";i:1;s:12:""public_admin"";}","Blended Working in the Civil Service",,2022,"The move to introduce a Blended Working Policy across the Irish Civil Service represents the most significant change to working arrangements in decades. Building on the proven success of remote working in response to the pandemic, this shift in traditional working arrangements represents a major change. And it enhances the Irish Civil Service's positioning as an Employer of Choice to attract and retain a new generation of workers who prioritise flexibility, self-development, mobility, and work-life balance.","While a pilot scheme for e-working in the Irish Civil Service was launched in 2003, the numbers availing of the scheme were negligible and had reduced over time. The Department of Enterprise, Trade and Employment published a research report ‘Remote Work In Ireland’ looking at the topic as part of the Future Jobs Ireland 2019 programme. However, it was the rapid introduction of working from home as part of the national response to reduce the impact of the Covid-19 virus that really heralded blended working as a viable alternative to traditional office-based working. This experience showed that blended working could work for the Irish Civil Service, offering increased flexibility to staff without compromising on high quality service delivery.
The Programme for Government published in June 2020 included a target of 20% blended working in the public sector and a subsequent report, Civil Service Reform 2030, listed implementation of a Civil Service Blended Working Policy as a key objective under the Core Theme of Workforce, Workplace and Organisation of the Future. The Civil Service Management Board opted for a flexible approach for Departments and Offices to tailor their Blended Working Policies to their own unique business needs, set within an overarching Civil Service Framework dealing with common issues such as eligibility criteria, application process, provision of equipment, health and safety issues, etc.
The Framework was co-designed by the Civil Service Sector Group on a highly collaborative basis with representation from Civil Service organisations and in consultation with Trade Unions and Staff Associations. The Civil Service Blended Working Policy Framework was published by the Department of Public Expenditure and Reform in March 2022. Following this, individual Departments and Offices have developed their own tailored policies and are now at the implementation stage, many of them facilitated by the National Shared Service Office application portal.","a:3:{i:0;s:3:""260"";i:1;s:3:""234"";i:2;s:3:""320"";}","The project aims to develop flexible and innovative ways of working while also seeking to:
- Ensure the Civil Service (CS) continues to deliver high quality services to Government, the public and business.
- Deliver on the Programme for Government commitment to move to 20% remote/home working.
- Enable tailored Blended Working approaches that best meet the needs of individual organisations and their employees, within an overarching Framework.
- Ensure the CS remains an Employer of Choice by widening talent pools and improving diversity by providing access to blended working options.
- Support employee engagement, innovation, and productivity by providing options for additional flexibility, alongside the other flexible working options currently provided and by offering options for reduced commutes, more affordable housing choices and improved wellbeing.
- Over time, leveraging digital technology in the way we work, alleviating accommodation pressures and potentially reducing office space costs.
","a:1:{i:0;s:14:""implementation"";}","
- The Civil Service Blended Working Policy Framework was published in March 2022.
- The National Shared Services Office developed an online application portal and launched it in August 2022.
- Departments and Offices have developed their own local Blended Working Policies and are now in the implementation phase.
- As of September 2022 over 17,000 civil servants had used the NSSO online application portal to apply for Blended Working i.e. 50% of the overall NSSO client case of 34,000 with some organisations using alternative application methods and some yet to start accepting applications.
","All Civil Service organisations were involved in development of the Blended Working Policy. Existing networks were leveraged such as: the Civil Service Management Board (CSMB), the People Subgroup of the CSMB, the Civil Service Sectoral Group (CSSG) and the Corporate Assistant Secretary Network. Additional groups were established to supplement the process including a Blended Working Secretary General Sponsor Group, a Blended Working Subgroup of the CSSG and a Facilities Subgroup of the CSSG.","Groups engaged on legal, health and safety, equipment & expenses issues, and the design of a NSSO central application portal, calling in additional expertise as necessary from the CSSO, the Attorney General’s Office, the State Claims Agency, the Health and Safety Authority, OPW, Revenue and DPER legal advisers Byrne Wallace, amongst others. Central IR negotiations were managed by DPER with an Employer Blended Working Advisory Group established to ensure rapid turnaround on policy adjustments.","As of late September 2022, over 17,000 civil servants had used the NSSO application portal to apply for Blended Working this represents 50% of the overall NSSO client case of 34,000. Some organisations that have adapted the Blended Working Framework are using alternative application methods and some are yet to start accepting applications.","The project faced many challenges such as divergent views on required office attendance levels, different approaches to flexi time accrual, health and safety matters etc. owing to the number and diversity of Government Departments involved in the project. These challenges were overcome by high levels of senior stakeholder engagement and leadership, through sectoral collaboration and often rapid response on proposed solutions to successfully deliver a new approach to modern day working with many associated complexities in a timeframe much more ambitious than would traditionally have been the case for such a major innovation across the Civil Service.","Key to success is to ensure high level senior sponsorship and a commitment to appropriate resourcing and deadline driven feedback from stakeholders. Blended Working offers more flexible and innovative ways of working across the Civil Service, within an overarching central Blended Working Framework setting out common principles. The Policy delivers on some key commitments under the Programme for Government, Civil Service Renewal, the Public Sector Decarbonisation Strategy, Ireland’s rural development policy and wider Project Ireland 2040 objectives for sustainable regional, rural and urban development.","The Civil Service Framework has the potential to be adapted and used throughout the Public Sector. In addition, it is a potential template for the development of Blended Working policies in private sector organisations throughout the economy with an overall positive cumulative impact on Government policies mentioned earlier and the UN policies mentioned later in this submission. The agreement of an umbrella framework, dealing centrally with many of the common and more difficult issues, whilst still allowing for local tailoring to specific business needs could be replicated across the Civil and Public Sector for HR and other policies.","While it is still early days for the Policy Framework, Blended Working should, over time, offer opportunities for accommodation cost savings and encourage greater diversity within the Civil Service workforce. The development of the Civil Service Blended Working Framework built on successful fast-track collaboration and networking frameworks already in place, some of them initially introduced to support consistency and knowledge sharing in dealing with the challenges of the Covid-19 pandemic. In particular, the Civil Service Management Board, Civil Service Sectoral Group, Corporate Assistant Secretary Network and subgroups formed by them were used to set out the case for change, research best practice, manage differences of opinion and build consensus.",,,"a:5:{i:0;s:5:""34878"";i:1;s:5:""34879"";i:2;s:5:""34881"";i:3;s:5:""34882"";i:4;s:5:""34883"";}",,,
34372,"Digital Vaults for Citizens, Businesses and Public Administration",https://oecd-opsi.org/innovations/digital-vaults-for-citizens-businesses-and-public-administration/,21/10/2022,"Ministry of Digital Governance",Greece,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Digital Vaults for Citizens, Businesses and Public Administration",https://thyrides.services.gov.gr/,2020,"The Greek Ministry of Digital Governance introduced digital vaults to gradually abandon a paper-based public administration (PA) and facilitate user-friendly e-services regardless of how the PA back office operates (fully online or paper-based). This free-of-charge digital inbox allows the exchange of verified e-documents in a secure, traceable way, valid in digital and paper format. As customizable and reusable building blocks, the vaults help reduce administrative burdens.","The newly founded Greek Single Digital Gateway ""gov.gr"" is already extending its operation by enabling citizens and businesses to:
- submit e-applications for public services that are not offered end-to-end online, but are processed by a paper-based back office
- receive the output of the service in a personal ""inbox""
The main benefit is an instant, seamless and user-friendly transformation of any public service to e-service, regardless of the way the procedure is processed by the competent authority. To achieve this, digital vaults were developed for citizens and PA through which citizens' and businesses' applications are sent and responses are received. It is also possible for the public servants, where appropriate, to issue documents on behalf of citizens, through direct access to the services of gov.gr from the vaults.
The vaults are an incremental, frugal innovation not only seen as a quick-win but also undergoing continuous improvement with new functionalities. They are a well-documented implementation of agile methodology, able to be a springboard for more innovations. The implementation reflects, for the first time in the organization, a design logic that captures the applications generated as process-agnostic, so they can be interoperable both between vaults and between vaults and third-party Information Systems (IS). The Agile Methodology was used to manage the project lifecycle and open-source software was used for the implementation. The principles of the Greek Digital Transformation Strategy 2020-2025 were also taken into account, regarding the design of digital services (particularly interoperability by definition, reuse of building blocks, data security, the once-only principle, and user experience principles).
The main questions asked in the beginning were:
- Can applications be automatically generated to help citizens file requests with PA?
- How can citizens track the progress or be automatically notified about the progress of their applications?
- Can we help our citizens save time and money and avoid having to queue with several authorities to submit applications and evidence?
The citizen's vault collects:
- documents issued online via gov.gr, or at a later time by the competent authority, following an online application via gov.gr
- applications filed or saved as drafts.
The different types of documents hosted in the vault are constantly being enriched, aiming to bring together in one place all the transactions of the citizens with the PA. In addition, citizens can notify documents to a third party's vault. The PA vaults are a digital environment for receiving and managing digital documents and citizens' requests sent via gov.gr. They are uniquely identified by code and name, provide authorized public servants with role-based authenticated access, interoperate with other IS through an application programming interface, and offer a comprehensive menu of management options.
The public authorities can quickly and easily launch their vaults after finalizing customization, if necessary, to accommodate their responsibilities and operational needs. Once the standard technical infrastructure has been implemented and documented, the innovation is available for reuse for the benefit of all similar interested entities. It has a higher added value as a standalone solution when there is no front user interface (i.e. a portal) for receiving citizens’ applications and delivering the expected outcome. Now, this functionality is offered just by joining gov.gr vault. This does not diminish, though, the overall value.
This new system of transactions through vaults offers immediacy, accuracy, and transparency of the whole process. Citizens and businesses can access seamless e-services and follow their request's progress. At the same time, the benefits for the PA are particularly significant: bureaucracy is combated horizontally and drastically and the transfer of hard-copied, manually-signed documents is significantly reduced. These are elements of process innovation that enable the provision of Level 4 services, which would otherwise be of a lower level, according to the National Framework for the provision of electronic governance services.
Currently, approximately 8 million citizens and many public authorities have activated and continue to operate their digital vaults, such as municipalities, citizens' service centers, the Hellenic Police, schools, and universities.","a:3:{i:0;s:3:""876"";i:1;s:3:""612"";i:2;s:3:""617"";}","The pandemic and the lockdown restrictions forced the digitization of the citizens' daily interaction with PA. It was then, that the digital vaults were first introduced, as a building block of the gov.gr portal. The digital vaults:
- Are a frugal way of reducing the number of the paper-based, time-consuming and costly administrative procedures to a great degree.
- Reflect a new era in the public services design and provision inside the Ministry. This tool was more than a custom-made ICT project. It was a concept intended to facilitate online access to administrative procedures and cater to the operational needs of any public authority, embracing the Agile Methodology, modular architecture, and digital governance principles (such as interoperability by design).
- Are an innovation developed in-house, supported by a committed, centralized cross-departmental team.
- The innovative core of the project is a turn to sustainable, transversal, and yet customizable tools.
","a:1:{i:0;s:14:""implementation"";}","This innovation is institutionalized by means of a stipulation under the Digital Governance Act (law 4727/2020). The main project is currently fully implemented and has been embraced by a large number of stakeholders. However, new features are being designed to enrich the functionality and support more user scenarios, such as delivering the outcome to the citizen's vault even when shared competencies are involved by interconnecting PA vaults. The decision-making about the further development of the vaults is an ongoing interactive process engaging all the stakeholders; end users from PA, the vaults development team, policy officers in the Ministry’s political hierarchy. This way, we hope the innovation will be a comprehensive tool in the long run.","The vaults, as a technical solution, were developed, piloted, and implemented by the National Infrastructures for Research and Technology (EDYTE), a regulated entity supervised by the Ministry. The gov.gr Coordination Service, as the business owner, is responsible for the supervision and the operation of the vaults, under a relevant programmatic agreement. Assistance was also provided by the National Interoperability Center (KED) for the implementation and testing of the interoperabilities.","The main users, stakeholders, and beneficiaries of the innovation are citizens, public servants and the PA as a whole. However, for some procedures, citizens use the vaults as legal representatives of their businesses and issue or exchange e-documents regarding the latter. At this point, though, only a few of such procedures are offered via the vaults.","Till now, have activated and operate their digital vaults:
- 8.104.167 citizens,
- 150 municipalities,
- 1.000 citizens' service centers,
- 1.000 Departments of the Hellenic Police,
- 15.000 Schools and Universities.
As of September 2022, more than 62 million e-documents have been exchanged via the vaults (mainly about Covid-19). The anticipated outcomes are three-fold:
- Improved efficiency, thanks to the easier way of working for public authorities and the ability to interoperate with back-office IS via APIs.
- Improved user satisfaction: Citizens receive seamless end-to-end e-services. They can also gather e-documents issued by PA in one repository.
- Improved quality of service/security: Authentication of citizens and public servants is required to access the vaults. Also, validation of 100% of the e-documents issued by gov.gr and exchanged via the vaults is available thanks to the Validation Service. Last but not least, the vaults allow the monitoring of the cases handled.
","The technical implementation of the vaults did not face significant challenges. Occasional problems may arise by the use of the vaults, especially from the side of the PA, where more functionalities are available, but also from the side of citizens in terms of secure guarding of their authentication codes. The former is addressed through seminars, presentations and a user manual implemented by the Ministry, as well as through the provision of support-as-a-service to users. The latter is expected to be addressed through awareness raising and the cultivation of digital skills.","One of the most important success factors proved to be a committed, centralized cross-departmental supporting team offering support-as-a-service to all users. The diversity of the project's team also helped establish a network of interested parties that are collaborating and share a common goal.
Moreover, elements that ensure the sustainability of the innovation are:
- the easy onboarding of the public authorities that choose to integrate it into their everyday work routine,
- the scalability of the innovation,
- the potential for customization,
- the transversal character, regardless of specific service, as well as
- the low maintenance resources.
In this specific case, another important factor was the legal framework (especially the Digital Governance Act) that paved the way for the simplification of some procedures.","The innovation is being replicated every time a new public authority is onboarding to the vaults' community. The innovation has the potential to involve all 332 municipalities in Greece as well as any other public entity so that we can have an interconnected and interoperable ecosystem within the PA. Moreover, at a next stage, we can scale up and replicate the concept by creating vaults specifically for businesses.","The vaults helped evidence the importance of the principle of interoperability by design. They also showcased the need for active engagement by the competent authorities to implement the digitalization of the Greek PA. The onboarded authorities were provided with an occasion to assess vital administrative procedures and simplify them where needed, building capacity and expertise in public service simplification and design.",,"a:1:{i:0;s:5:""35147"";}",,,https://www.youtube.com/watch?v=jihpYnMiwq8,
34427,"Ajman Attractiveness Model",https://oecd-opsi.org/innovations/ajman-attractiveness-model/,21/10/2022,"Ajman Statistics Center (AJSC)","United Arab Emirates",local,"a:1:{i:0;s:11:""information"";}","Ajman Attractiveness Model",,2018,"The AJSC has developed a new model to measure the determinants of the ‘quality of life’ in Ajman, covering six key areas of public service. The Model comprises a comprehensive factor measurement framework embedded on a sophisticated web-based application, with inbuilt protocols for scientific data collection, project management, data visualization and reporting. It systematically measures gaps and impact of interventions, via targeted performance assessment of framework factors.","The project had its genesis following the economic census conducted in Ajman in 2017 by the AJSC. During the administration of the survey framework, the project team witnessed significant challenges in enforcing robust data collection protocols and quality assurance standards, to ensure the reliability and validity of collected data.
In addition, there was a realization of an untapped opportunity to leverage the engagement opportunity with the community, to capture their feedback on what makes living in Ajman attractive to them, and how relevant data captured could be aligned to policy outcomes that maximized value; keeping the community’s needs at the ‘heart’ of public service design and delivery.
Additionally, it was also observed at the time, that Government agencies involved in the delivery of these vital public services in Ajman did not follow a standardized approach in capturing beneficiary (user) feedback on the various attributes associated with the demand, needs and expectations underpinning these services.
In this context, the Ajman Attractiveness Model serves as a unique solution that:
- Presents a comprehensive, scientifically derived framework of attributes that capture the current considerations of demand ‘drivers’, consumption ‘influencers’, perceptions of access, efficiency, and effectiveness, as well as the future expectations of the public, relevant to the vital public services that shape their perceptions of ‘quality of life’ in the Emirate
- Leverages the opportunity presented via scientifically collected, refined, and analyzed data to design ‘fit for purpose’ services, develop ‘future proofed’ policies and enhance public service performance
- Enables ‘razor focused’ continual improvements in specific dimensions of public services as captured by the framework of factors deployed for measurement
The platform deployed for the administration of 'Ajman Attractiveness Survey' (also referred to as 'Ajman Studies') is a highly sophisticated system with in-built quality assurance, project management and data collection protocols, as well as features for automated analysis, data visualization and real time reporting.
The 'Ajman Studies' platform includes various features and mechanisms for survey management, monitoring field work, data quality validation, statistical analyses, data visualization (by geofenced areas, charts, tables), gap analysis and decision support.
The Ajman Attractiveness Survey, which is currently in its fifth cycle, is conducted annually on a scientifically selected sample of 6000+ households in Ajman. Each cycle is 4-months and follows an ‘input – output’ process flow. The key building blocks of this process include - sample framework design, research instrument set up, system activation, pilot study, survey rollout, analysis, and reporting.
Quality control and data checking are infused at various 'touch points' of survey execution – notably, this follows the ‘agile’ approach of project management, with enhancements introduced incrementally in ‘time boxes’, vis – a – vis a ‘waterfall’ based sequential intervention approach.
The ‘backbone’ of the research instrument deployed, is the customized framework of variables measured to ascertain satisfaction and performance levels on each of the six areas of public service measured.
The novelty of the Model is further underpinned in the ‘ripple’ impacts and disruptions it has created in the conventional public policy cycle, clearly translating ‘voice of the community’ into tangible benefits via structural reforms, policy enhancements, programs, and infrastructure.
The novelty of the framework is underpinned in its design - its conceptualization is based on a review of 343 academic papers, journals, and white papers, across the six service areas. The initial prototype has been tested through a combination of pilot studies, reliability, and validation tests, as well as feedback from subject matter experts. To this effect, the framework which forms the core of the Ajman Attractiveness Model enables an entirely new approach in measuring and enhancing Government effectiveness in the delivery of vital public services.
Based on its success in Ajman, the Model has already received nation-wide interest for adoption from Local Government entities across the other Emirates as well as from the Federal Government of the UAE. The methodology ‘backbone’ of the Model is considered a pioneering ‘best practice’ in public service performance measurement and is likely to be adopted as a national system.
Furthermore, several academic papers covering the project approach and cycle results, have already been published in prestigious academic journals including the 'Open Journal of Business and Management' and the 'International Journal of Community Well-Being'. On this basis, the project has contributed to the global body of academic knowledge and best practices in public service performance management.","a:21:{i:0;s:3:""181"";i:1;s:3:""609"";i:2;s:3:""217"";i:3;s:3:""194"";i:4;s:3:""210"";i:5;s:3:""623"";i:6;s:3:""617"";i:7;s:3:""302"";i:8;s:3:""317"";i:9;s:3:""621"";i:10;s:3:""373"";i:11;s:3:""184"";i:12;s:3:""876"";i:13;s:3:""260"";i:14;s:3:""611"";i:15;s:3:""959"";i:16;s:3:""618"";i:17;s:3:""620"";i:18;s:3:""354"";i:19;s:3:""616"";i:20;s:3:""612"";}","The novelty of the Model is embedded not only in its design, but also in terms of how it has transformed the public policy decision making process in relation to vital public services in the Emirate of Ajman.
The framework architecture, which is the result of comprehensive academic research, follows a ‘user centric’ design, keeping the community’s objectives at the core. The parameters measured across the six service areas are interlinked in such a way that all the experiential aspects that influence the attractiveness of living in Ajman are comprehensively covered.
The framework has further inspired the novel design of the web platform on which it is hosted ('Ajman Studies') - the system has automated features for quality management, analysis, and real-time reporting.
This unique design ensures that diagnostics on measured attributes directly support, and substantiate the Government’ decisions on programs, policy interventions, service enhancements and infrastructure investment.","a:1:{i:0;s:9:""diffusing"";}","The Model is currently being studied by other Local and Federal Government entities in the UAE to enhance their public service performance measurement frameworks as well as in enhancing the agility of public policy decisions.
The Ajman Attractiveness Framework is also being mapped to other Government projects; thus, leading to positive benefits in the form of ‘cross pollinated’ measurement efficiencies, output validation, and improvements in instrument design. As an example, a mapping conducted with the “Children’s Happiness Index”, another flagship project led the AJSC, led to iterative enhancements in the Ajman Attractiveness Model.
The framework design remains agile, in response to the external environment and evolving needs of the community. As an example, during the pandemic, the ‘Telecommunications’ framework of the Model was enhanced to incorporate specific parameters to reflect the importance of internet connectivity in a virtual environment.","Aligned to its philosophy of 'community needs at the center', the conceptualization of the Model engaged citizens, residents, and civic societies during the design stage. Focus group discussions were conducted with over 100 participants covering the demographic and geographical coverage of Ajman. Academicians were consulted to conduct reliability tests on the initial prototypes. The Model is periodically enhanced on framework design, performance output and UX, based on respondent feedback.","Expectedly, the key beneficiary of the Project is the community. Government decisions related to the design and delivery of public services have become more agile and responsive to the community's needs.
The endorsement of the Model by the highest level of Government promotes a direct ‘community voice to implementation' policy approach. Furthermore, the Model has promoted more cross-functional initiatives related to public service enhancement, challenging traditional 'silo-based' functions.","The architecture of the framework enables a cyclical trends analysis of ‘factor-specific’, ‘service specific’ and ‘composite’ performance. This supports an assessment of the impact and attribution linked to specific interventions by the Government.
The Model has resulted in several initiatives directly approved by the Ruler's Office and cascaded to relevant public agencies. These initiatives have had an impact on enhancing the community's perception of 'quality of life' in Ajman. In 2021, 90.7% respondents reported that their local neighborhood got better over the last 3 years.
Select initiatives implemented include:
- A total ‘green area’ of 7.7 million sq. m. added, between 2018 and 21', based on the future expectations of the community for higher access to parks
- The fire alarm coverage across households in Ajman went up by 22.5% between 2020 and 21'
- A total of 12 'Majlises' are being built to address the community's feedback for higher societal engagement
","Whilst the project has had significant contributions in delivering tangible impact on ‘quality of life’ in Ajman, the implementation of the framework faced certain challenges, in its early days.
Whilst presently the project has endorsement from the highest levels of Government, achieving this required significant efforts in demonstrating the linkage of model outputs to decision outcomes. With the paradigm shift in Government decision making signaled by the adoption of the Model; relevant Government agencies had to be carefully managed.
Garnering effective survey participation was a challenge in the early days and required extensive public engagement to address.
There were initial challenges in survey execution that were systematically addressed via enhancements in project management, including the incorporation of 'phased' data collection and 'agile' quality intervention. Key learnings from each cycle have been iteratively incorporated in the Model's design and implementation.","The project exemplifies 'pioneering best practices' in performance measurement of vital public services, a ‘community centric’ framework design, and agility in Government decision making. However, without the absence of defining success factors, the full potential of the project could not have been realized.
These include:
- Endorsement of the highest levels of Government (Ruler’s Office)
- Effective framework design and conceptualization based on a combination of scientific vigor and design thinking principles, keeping the community’s objectives, 'front and center'
- Effective use of technology, infusing rules and protocols for robust project management, quality management and performance management
- Effective participation of the Ajman community in providing accurate feedback.
- Effective alignment of project results to policy intervention outcomes
- Effective change management to drive adoption and endorsement of the Model by public service agencies in Ajman
","The Ajman Attractiveness Model is currently being studied by Local Government and Federal Government agencies across the Emirate, to derive ‘key lessons’ geared towards revitalizing measurement frameworks linked to flagship programs and projects in the realm of public services.
Beyond the Emirates, the Model has the potential for defining regional and global ‘best practice’ related to public service performance measurement and decision making.
Efforts have been taken to enable replicability, by diffusing vital learnings related to the project, via academic contributions made by the AJSC to credible journals including the 'Open Journal of Business and Management', 'Creative Education' and the 'International Journal of Community Wellbeing'.
In addition, two books on Ajman as a regional benchmark for performance measurement across each of the six public services covered by the framework, have been published through Lambert Publishing House.","The project was conceptualized to enhance the quality of data for policy outcomes related to vital public services. However, its implementation was effectively leveraged to enhance the agility of policy decisions and foster engagement opportunities with the community. This reflects the importance of mapping direct and induced benefits derivable from projects of this nature, as part of the Design phase.
The need for change management cannot be underestimated; the project showed how effective engagement with decision makers, pubic agencies and the community, can drive a paradigm shift in the public policy process.
The technology platform used for survey administration is custom built with protocols for project management, quality, and performance management. This shows how aligning technology capabilities with project objectives can optimize outcomes.
The Model exemplifies how impact of public service innovations can be maximized through the adoption of 'consumer centric' design.","Select academic contributions where the project has been featured include:
- Articles in the 'Open Journal of Business and Management', published on 6th Sep. 2021, 4th Jan. 2022 and 18th Feb. 2022, covering performance measurements in Infrastructure, Transport and Telecommunication respectively
- An article in 'Creative Education' published on 31st Aug. 2021, covering performance measurement in Education
- An article in 'International Journal of Community Wellbeing' published on 21st Feb. 2022, covering performance measurement in Public Services
Additionally, two books featuring Ajman as a regional best practice in public service measurements, have been published through Lambert Publishing House.
As an overall reflection of impact, the composite of attractiveness index (0 to 100) has gone up from 83.5 points in 2018 to 91.5 points in 2021. The index values for all the six services areas captured by the index, have also shown an upward positive trend between 2018 and 2021.",,"a:1:{i:0;s:5:""35020"";}",,https://www.dropbox.com/s/79qs51wjolb7dnf/Ajman%20Attraciveness%20Index%20.mp4?dl=0,https://www.dropbox.com/s/z6z6q2xbum7cqyx/%D8%A7%D9%84%D9%86%D8%B8%D8%A7%D9%85%20%D8%AF%D8%B1%D8%A7%D8%B3%D8%A7%D8%AA%20%D8%B1%D8%B6%D8%A7%20%D8%A7%D9%84%D9%85%D8%AC%D8%AA%D9%85%D8%B9.mp4?dl=0
34432,"IEG-M/TCESP - municipal management effectiveness index",https://oecd-opsi.org/innovations/municipal-management-effectiveness-index/,21/10/2022,"São Paulo State Court of Auditors - TCESP",Brazil,regional,"a:1:{i:0;s:26:""external audit institution"";}","IEG-M/TCESP - municipal management effectiveness index",http://www.tce.sp.gov.br/iegm,2015,"The reason for creation was to improve inspection models of external control, which were based mainly on legality and conformity. IEG-M index is an instrument for measuring public area effectiveness, as it analyses the inputs, resources and processes of the local administration, evaluating its policies and activities. There are many finalistic results indexes, but none of them deals with the evaluation of processes to analyse the application of public money that impacts local communities.","The index creation (IEG-M) established a new observation framework in public external control processes. It presents relevant elements in public management activities in 7 major areas:
- Planning
- Tax Management
- Education
- Health
- Environment
- Protected Cities
- Governance in Information Technology.
These dimensions were selected based on their strategic position in the context of public finances and the weights were distributed in the historical budgetary proportion of these themes.
IEG-M is innovative because it establishes annual measurement of processes in the budget execution of the local public administration with results presented in bands. The Brazilian federation has more than 5700 municipalities (local administration), whose managers essentially follow the constitutional principles for the application of public resources to achieve the common good, however, there were no technical parameters to analyse the expenses incurred as a result of the collection of taxes.
One of the main index objectives was to create technical control points in the management of the local administration to bring to the communities in need more quality in the public services of the local government such as Education, Health, Safety and Fiscal Management. Real benefits can be found in different target audiences:
- Public Audit: for the first time in the State of São Paulo, later expanded to Brazil, public audits and budget execution started to have analysis parameters, in addition to the possibility of historical analysis;
- Public Account Judges: It delivered technical elements found in the audits, so that the analysis processes were not based solely on the letter of the law, but on the execution of processes that could impact society and local communities, whose judgments could take into account the common good;
- Public Managers: they find new ways in public policy processes to meet the general interest by observing the indicators in the 07 dimensions (Health, Education, Planning, Environment, Security and use of Technology), without this contradicting the rules dictated by the political party you are a part of or your administrative thoughts.
The index is composed of the combination of the following items:
- Government data and other official sources of information
- Data from automated inspection support systems CTAAT - Computer Assisted Auditing Techniques)
- Information collected from questionnaires filled in by Municipalities.
- IEG-M is a dynamic and flexible index, which allows its adaptation from year to year according to the consolidation of a certain policy by all or most municipalities or with the addition of new topics of social interest.
Each dimension is calculated individually and the numerical score results in the classification of municipal entities in 5 ranges:
- Range A - Highly Effective
- Range B+ - Very Effective
- Range B - Effective
- Range C+ - In the adaptation phase
- Range C - Low level of adequacy
In addition, the questions answered go through control algorithms, so that the points outside the expected curve are presented to the audit teams, optimizing the time spent in the planning of control actions, given the diagnosis of the sensitive points of the management.
Therefore, the simple methodology used (WEB questionnaire), adjusted to statistical mathematical models, allowed the IEG-M project to be used by a wide spectrum of actors: public account judges, public managers, audits, the press, public institutions, academics and researchers, interested companies, social control and population.","a:11:{i:0;s:3:""623"";i:1;s:3:""611"";i:2;s:3:""612"";i:3;s:3:""617"";i:4;s:3:""621"";i:5;s:3:""190"";i:6;s:3:""194"";i:7;s:3:""156"";i:8;s:3:""302"";i:9;s:3:""320"";i:10;s:3:""354"";}","There was no means index in Brazil that tried to measure inputs and processes of public management in this range. Existing indexes until then were essentially results.
IEG-M observes how the local public manager executes its policy and if there was an alignment with the federal, regional plans and with local interests.
Innovation was necessary, as the environment at the time (2014/2015) was one of increasing linkages between assessment of municipal accounts and formal and conformity aspects, and reduced verification of public spending effective benefits delivered to communities.
São Paulo Court of Auditors has always sought to be at forefront of public accounts auditing processes, however the vision has always been one of legality and conformity: the challenge was to improve audit reports so that more technical judgments would find, in the communities, the meaning of the expression quality public service.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","IEG-M is in its eighth edition (execution year). Annually, maintenance and scores calculation are carried out by a small group of servers, updating the tool so that other sectors can plan and evaluate local public management nuances, both for specific inspection operations (specific subject audit) and for annual local management evaluation.
Initially, local public administration participation was voluntary. In 2016, the questionnaire was included in Annual Accountability Calendar. In 2018, the index results monitoring was included in Annual Accounts Reports. In 2020, there were index mentions in some account’s judgment.
In 2021 and 2022, the low performance for consecutive years will be considered as a reason for an unfavourable opinion on local public manager accounts. Lessons learned from the innovation were replicated in other management indexes creation and in methodology application by all Brazilian federation Audit Courts.","The creation and maintenance of the IEG-M was only possible with interaction between auditors from São Paulo Court of Auditors and specialists from other areas of regional and local governments, such as State Secretariats of Education, Health, Environment, Military House/Civil Defense; as well as institutions such as São Paulo State Regional Medicine Council – CREMESP; CETESB; TODOS PELA EDUCAÇÃO Foundation; Brava Institute.","The beneficiaries of the IEG-M are:
- TCESP: tool used to analyze public accounts and assist in advisers' opinions
- Local public manager: policy measurement mechanism, course correction, reassessment of priorities and consolidation of planning
- Local legislative council: database for consultation and supervision of the local public manager
- Researchers and students: annual data source on local public management
- Citizen: consultation indicator for social audit
","Regarding the impacts, IEG-M became one of main criteria for risk matrix elaboration of inspection type by local government, it was included in inspection scripts for answers validation ""in loco"", notes generated by the index are analysed and corroborate reporting counsellor vote, with many cases of accounts rejection due to index poor performance.
Index made it possible to detect sectors that deserve greater surveillance of inspection action. It is observed, with each new year of indicator use, that public manager seeks to achieve social interests and search for common good in points that were once little explored.
What is expected is that public manager uses this policy measurement instrument to evaluate positive points and attention points of its management every mandate year and to implement other municipalities good practices of similar size or neighbouring cities. And that society in general can effectively carry out social control.","The biggest index challenge was public methodology recognition so that it can be used to further improve people conditions in situations that require public intervention.
Another challenge was constant legislative updating. Brazil is in maturing process of its laws and regulations, there are national, regional and local targets that are regularly reviewed and emergency needs arise that public manager needs to meet and the index has this flexibility to meet these changes.
Some flaws, over the 8 years of use, were (and are) observed, such as low technological investment in public management analysis models, circumvented by internal solutions adapted to demand. There is still a need to improve processing algorithms of innovative tool to produce reports and alerts that can be used in real time.","IEG-M tool was created by external control technicians to be used as an inspection tool. We understand that the innovation was successful because of engaged and technically knowledgeable work team; and for institution's top management support to facilitate norms approval and reinforce guidelines for agents involved, allocating human, technological and financial resources to the project. The involvement of all affected actors, the participation and guidance of those under jurisdiction through lectures, manuals, a direct service channel, the availability of an intuitive technological tool that is easy to understand and the dissemination of results in a broad and transparent manner allowed the index exposure and its purposes generally and continuously; these are conditions for its success.","The same methodology was replicated by all Brazil’s Courts of Auditors through IRB –Rui Barbosa Institution, which consolidates the results of all municipalities in the IEGM Brazil.
The relevance of the project was recognized by the UN, which, through the United Nations Development Program (UNDP), signed a partnership with TCESP for the use of the IEG-M as the organization's official tool for monitoring municipal actions in the State of São Paulo towards achieving the goals of the SDGs – Sustainable Development Goals.
Given this success, countries such as Argentina, Angola, Mozambique and Cape Verde have also shown interest in adopting the methodology.
The index was also the inspiration for the creation of 2 other indicators by TCESP: the IEG-E (State Management Effectiveness Index) and the Municipal IEG-Prev (Municipal Social Security Management Effectiveness Index), with the IEG-E already was replicated in some courts of auditors in other states.","
- Be bold: team brainstorm because everyday conversations, without pretense, can turn into real project
- Perseverance: lot of criticism will come and go, absorb what you can, solve what is plausible and discard the rest, pleasing everyone is impractical
- Lot of study: technical knowledge is essential when it comes to an objective tool, so dedication is necessary to understand topics relevant to society, legislative updating, judicial decisions, doctrinal currents and good market practices
- Creativity: creating small solutions without losing global concept, small tasks are the ones that require the most commitment
- Technological knowledge: “homemade” technological solutions can be a kick-start until the project gains volume
- Listening to the people involved: understanding the needs of the team and peers, other internal areas of the institution, people outside the institution, such as: jurisdictions, other institutions in the field, specialists in the area, educational institutions and society.
","TCESP signed a partnership with the UN, through the United Nations Development Program (UNDP), for the use of the IEG-M as the organization's official tool for monitoring municipal actions in the State of São Paulo in relation to the goals of the SDGs – Sustainable Development Goals.
The Ministry of Economy introduced the IEG-M/TCESP as an evaluation criterion for voluntary transfers from the federal government to municipalities.
In 2018, IEG-M/TCESP was a finalist for the Innovare Award, one of the largest and most important awards in the legal field in Brazil, which encourages and disseminates practices that collaborate to improve the quality of services delivered to Brazilian citizens.","a:1:{i:0;s:5:""34433"";}","a:5:{i:0;s:5:""34533"";i:1;s:5:""34532"";i:2;s:5:""34537"";i:3;s:5:""34559"";i:4;s:5:""34565"";}",https://www.youtube.com/watch?v=ZI1HQr2rdLc,https://www.youtube.com/watch?v=0UifobuoanQ,https://www.youtube.com/watch?v=mPexqYDDY94
34439,"Tackling urban heat through data, paying attention to our citizens' perception",https://oecd-opsi.org/innovations/tackling-urban-heat/,21/10/2022,"Bordeaux Métropole",France,local,"a:1:{i:0;s:13:""environmental"";}","Tackling urban heat through data, paying attention to our citizens' perception",,2021,"Tackling the effects of rising urban heat goes beyond objective physical measurements. For sure, technical services are in need of blended indicators about the effects of local policies: under which conditions tree planting, fountains, urban design contribute to reduce island heats. The project has created such tools, but is also willing to take seriously into account the subjectivity, the perceived heat, the sensations of our citizens, for they contribute hugely to our collective resilience.","The urban area of Bordeaux is exposed to the consequences of global warming in a very visible way. The temperatures recorded in Bordeaux are often the highest in France, whatever the season. Summer heat peaks are reaching new heights. Public authorities have put in place initiatives to mitigate the effects of the heat, in particular a plan to plant one million trees. The project presented here aims at creating tools to get reliable indicators not only on the objective effects of public policies but also on the sensation felt, on the subjective thermal comfort of the inhabitants.
The model implemented is multifactorial. It makes it possible to establish a map of comfort today, but it also makes it possible to predict the potential effects (objective and subjective) of future policies for the creation of islands of urban freshness, thanks to trees, fountains and other solutions. More specifically, it must allow to:
- Know the intensity and frequency of periods of overheating
- Know the impact of existing and future green spaces
- Feed a predictive simulation model of the thermal environment according to future developments, and in particular re-vegetation policies, taking into account the feelings and perceptions of our inhabitants.
We want to create this knowledge at three scales: the entire urban area, at the level of a neighborhood, at the level of the tree itself. To carry out the project, the prerequisite was a collection of data. This was made possible, for the objective data, by the installation of sensors in 8 cities of the urban area, in sites with various topographical characteristics (public squares, alleys, more or less dense areas, wooded areas ). To analyse the feelings of our inhabitants and their perception of the heat level, surveys on the ground, interviews of people were implemented. Analysis of social networks are planned to get a broader set of data.
The project established typologies of urban spaces to better measure temperature differences. It took as a reference a very mineral place, without trees, and is now comparing the temperatures with various other archetypes: with a mineral place with trees, with a street with or without trees, with a park, with an urban forest. More specific factors are introduced: color of the ground and facades (more or less dark), presence of grass, presence of small vegetation. The model also takes into account the maintenance of trees (it thus proves that the watering of trees strongly determines their ability to cool an area).
First results: temperature differences measured between the most exposed areas and the areas most cooled by vegetation are significant: up to 8 degrees Celsius. The qualitative analysis of the feelings of the inhabitants is just as important. It starts from the analysis of many statements collected in the urban space (e.g.: ""There is no shade, the trees are very small and it is very hot there compared to Palmer Park which is just aside.” “As soon as we get too hot, we leave…”). This qualitative study is an originality of the project. It is important because it allows us to understand how our inhabitants will react in the long term in a future where summers will be warmer, and how to better create conditions of resilience. It leads to specific pragmatic short term recommendations and conclusions, of which the following are three examples.
- Parks with trees (large canopy) seem to provide much more perceived freshness than spaces with short vegetation or small trees (limited canopy) even if all layers of vegetation are important
- The coolness felt is limited to the perimeters of the developed areas.
- Calm and tranquility are highly sought-after criteria in urban areas in addition to freshness, and are often mentally linked to it
The next stage of the project is to make it possible to carry out simulations and predictions before the urban work of planting trees in an area. For example, the simulation of the impact of the refreshing potential of future trees on a square in the town of Pessac, near Bordeaux.
Of course, the issue of heat in summer arises in many cities, and increasingly. We believe that the objective measurement of heat but also the measurement of the sensations of our inhabitants is of interest to all cities, so we wish to set up cooperation projects and the exchange of tools and good practices on this subject.","a:3:{i:0;s:3:""194"";i:1;s:3:""317"";i:2;s:3:""156"";}","The innovation of the project was made possible by the trust give by public decision-makers, and their desire not to launch a major tree planting project (one million trees over 5 years) without having, at the beginning and then throughout the project, precise and useful data. The goal is to maximize the physical impact of the trees, but also to create the social, psychological and simply human conditions so that each plantation provides maximum actual and perceived comfort and collective resilience in the face of urban heat.
This is the first dimension of innovation: innovation by the attention paid to the feelings and perceptions. But the project is also innovative in the data blend it has created, which paves the way for the use of artificial intelligence in the exploitation of the results in the future.","a:1:{i:0;s:10:""evaluation"";}","After 18 months of implementation of the project and first results, our goals for 2023 are to:
- Expand the corpus of users' feedback by social networks posts analysis
- Develop other use cases for diagnostic and simulation with the park and urbanism technicians on the field
- Try a new protocol to collect feed backs from the users in situ, liked to their perceived sensation of temperatures in determined environments
The project is also entering in a dissemination phase, and is looking for ways to create experiments accross various cities in Europe, to share results, enrich the protocols, consolidate a collective vision of the best practices in this field.","The project has required from early on the involvment of various departements inside Bordeaux Metropole :
- The departement in charge of ecological transition
- The various technical units on the field, in charge of urban and tree projects
- The Digital Innovation Department, spearheading the project
- The communication department, in close contact with the various municipalities where the project has been tested
- A private partner, the Verdi consulting company
","The main beneficiary group is our inhabitants. Having to deal with the consequences of long term warming of our urban area, they are now fully taken into account in the heat mitigation projects, not only from an objective standpoint, which is the inclination of our technical departments, but also in their comprehensive experience of our urban spaces. That's why the project is supported by our urban planners and council members, for they see in it an archetype of more user caring policies.","The project has delivered the expected results:
- Analysis of the first data gathered through sensors and users' surveys
- Specification of diagnostic and planning tools
- Modeling of a cartographic tool for urban planning
- Modeling a large-scale survey tool
- Sensor rotation (to gather information on different urban areas)
- Compilation of the set of results and recommendations
- Provision of data and data models.
The project has been able to prove (see presentation attached, slide 9) the strong variation in terms of heat depending on the urban and trees implementation. It has also proved the importance of perceived heat, by collecting users' feed backs in various areas.","The main challenge has been to create a progressive paradigma twist among the community of technicians in charge of trees implementation. It has mostly consisted in creating a shared agreement on the difference between subjectivity and irrationality. The perception of the inhabitants is a key success in the use of the urban coolness island we pretend to create: bad image of a place, even if objectively cooler than the surroundings, means failure of the project from a user point of view. This collective enrichment of our vision has supposed to listen to everyone's initial grid of lecture, professional culture, and show, with proofs from the field, that taking into account the human factor is far from being a technical triviality, or a methodology impurity.","As mentioned in the challenges faced, the project couldn't have been carried out without a specific effort to take into account everyone's approach to a complex challenge, and giving room for both technical, material, financial, but also users and human centered approaches. The project has also benefited from the specific involvement of a catalyst project manager, who brought to a higher level her skills in terms of community management.","The council members of Bordeaux Metropole have supported the project from day one, and its scale of replication could now be the whole territory of the 28 cities of Bordeaux Metro area. The sustainability of the scale up is what is now taking most of the team's effort, to prioritize scenarios and areas where new experiments would mean replicable conclusions.
Frequent conversations with other European cities (from Belgium, Spain, Italy) have convinced us to create a joint initiative to design cooperation and best practices projects on this topic. By essence lightweight and replicable, it could easily result in a data set of comparable measurements of objective and subjective heat perception at a much broader scale.","The project has forced us to face questions that may seem usual to innovation promoters. They have allowed us to verify, in the context of the project, that innovation, indeed, requires to spend time to align the priorities, the values, the perception of the actors involved. We met also the positive need to regularly make sure that no discrepancy emerges along the way, allowing thereby the project to benefit from a vibrant collective energy.",,,,,,
34463,"Democratic Technology ('DT')",https://oecd-opsi.org/innovations/democratic-tech/,21/10/2022,"iMatr Canada Inc.",Canada,other,"a:1:{i:0;s:12:""public_admin"";}","Democratic Technology ('DT')",https://imatr.org,2021,"Democratic Technology brings governments and citizens into the 21st century. It empowers engagement in real time on daily issues, between people and politicians in a seamless and transparent way. Using geolocation or an address entry, real verified users are shown their government representatives on their smartphones enabling direct one-to-one messaging on important events. Collected anonymized data enables evidence based decision making for the public and governments.","Today’s democratic world is faced with the disturbing trend of citizen dissatisfaction. Every manner of society on the planet is affected by this growing phenomena. A prevalence of citizen and voter apathy has led people to believe that their voices are not heard and do not matter.
Public sentiments and perceptions on the inability to directly effect change, are counterproductive to societal objectives and are fueling discontent amongst citizens. Instead, 'the collective voice' matters, creating a numbers game when action is needed in government.
This has been epitomized by the deployment of automated political ROBO calling systems used by some politicians as an efficient and economical method of outreach and communication. Although economical, this process further distances citizens from their political processes and government, reinforcing feelings that they are simply a number.
Change is on the horizon. The global community now can embrace Democratic Technology ('DT') to initiate dynamic engagement for the purposes of civic literacy and empowerment.
iMatr (pronounced ‘I Matter’) provides an innovative technological solution to these problems. It contributes to the evolution of democracy by providing unprecedented one-on-one connectivity to elected representatives. Finally, there is a system where one voice does matter in a collective infrastructure.
Designed to address the need for transparent and productive political engagement, iMatr responds effectively and efficiently to the democratic challenges countries currently face, especially with youth participation in governance and the electoral processes.
One need not look far to see how the internet has revolutionized information technology and with it social structures. Social networks personified by entities such as Facebook and Twitter are evidence of world connectivity that is void of civil and respectful political engagement in virtual space. iMatr changes that.
DT by iMatr, delivers the technological infrastructure and digital foundation needed to make democracy better; both virtually and practically. It improves citizen awareness, engagement and their on-line political connectivity, by empowering them to actively participate on relevant issues with their government and political structures. In real time, the platform offers an unprecedented way for real, verified people to reach out to politicians easily, driven by people for the people. iMatr's technological infrastructure scales locally, nationally and internationally crossing all borders.
Comparatively, it’s an app similar in appearance and feel to social media for the masses. But differs in that it is also used as a personal teaching device for students in educational institutions.
iMatr now introduces novel mechanisms of political engagement for the digital age. Through its Big Data, it clearly demonstrates what is important to communities and governments. Free and open to all, iMatr empowers government and legislators to act with evidence based outcomes; providing better and informed decisions reflective of what communities want.
To become an iMatr user, citizens of Canada simply sign up on their smartphone devices. (Desktop and Tablet under development) However, should a user wish to engage their political representatives, a verification process is needed. User's are verified by geolocation and a PIN mailed to their home address. This process clearly proves to politicians that real people in their constituencies are engaging them.
Youth of today are not very interested in governance, nor in voting. iMatr provides relevant daily content which affects their lives and their future. By capturing youth interest with issues that are important to them, iMatr empowers them to have their say, and then engage politicians on what is relevant to them. It demonstrates democracy in action in a way youth can relate to via digital engagement.
How many people in countries around the world, including Canada, hand over thousands of dollars to strangers regularly? Well, not many people. However, this is what citizens do at all levels of government, when they pay taxes and know very little about the candidates they may vote for in an election. iMatr matches citizens to politicians based on common views on issues. Informed electorates form more positive and better governments.
IQed (pronounced ‘IQ-ed’) powered by iMatr, ignites youth interest and provides a lifelong journey of education, and civic participation. It brings the least participatory group of society into the process of governance through dynamic real time learning. Whether it’s elementary, high school or post secondary education, educators use IQed to empower real world engagement and dynamic learning in a variety of course curriculums. Innovations in democracy can not occur without education, nor youth participants. iMatr builds a foundation for change, by empowering future generations of adults and voters.","a:10:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""302"";i:3;s:3:""147"";i:4;s:3:""194"";i:5;s:3:""283"";i:6;s:3:""317"";i:7;s:3:""616"";i:8;s:3:""320"";i:9;s:3:""619"";}","Democratic Technology is an innovation in society, education, governance and political engagement because:
1. It provides real, verified users in countries, structured real time engagement of politicians and government, and current news and events of the day in real time.
2. It empowers one-on-one contact with politicians on their smartphone/personal devices without third party filters: providing speed of access, convenience and the prevention of miscommunication and misdirection.
3. It presents Big Data 24 hours a day, 365 days a year, on what people want and where government and politicians stand. The Open Data is easily accessible to everyone, unlike commissioned polls.
4. In addition to being a citizen engagement tool, iMatr is also an educational device that teaches young people about different government systems and local, national and world issues.
5. It is a place where All Voices Meet to provide structured, controlled and productive dialogue between members of societies.","a:1:{i:0;s:14:""implementation"";}","As of the date of this submission, iMatr DT has completed its first pilots, in both the democratic and educational arenas.
It has been used and tested in the Canadian 2021 Federal election, the Ontario 2022 Provincial election and is currently deployed and being tested in the 2022 Ontario Municipal elections.
It has also been piloted in various levels of curriculum in elementary, high school and college settings; demonstrating new principles of dynamic interactive learning, in real time, within government and democratic structures.
Currently, we are analyzing user experiences using a mixed methods approach, studying data from our database, conducting user experience interviews and are undergoing branding and marketing improvements.
Our pilot experiences have led to new software and hardware developments, together with the formulation of a deployment template for new countries. iMatr is currently modifying its technology to enter the Australian, and New Zealand markets for 2023.","Our pilots involved collaboration by the public with officials, elected representatives and election candidates at 4 levels of government in Canada. These participants tested the technology in real time in national, provincial, regional and municipal elections. Educators in elementary, secondary and post-secondary institutions, together with students, interacted within curriculums, with societal issues and politicians to learn about and participate in governance and global citizen education.","Citizen users benefitted by gaining unprecedented access to politicians using their persona devices. They gained knowledge of who represents them and what they stand for. At the same time, citizens felt like they mattered and were being heard, with digital evidence. Government gained valuable Open Data on constituents, and provided transparency and improved accessibility to them. Students and educators, both benefited from the utilization of this smartphone technology.","iMatr has made an instant impact with government. When the world choses to engage habits of ‘destructive social media’ through trolls or fake identities, iMatr counters, and introduces ‘constructive social media and DT’ for the purposes of advancing humanity. Politicians who had not used social media to engage citizens, now use iMatr for this purpose. Over a 1000% increase has recently occurred in their participation.
Citizens and students who haven’t engaged their democracy by voice, email, letter writing or a visit to representatives, now participate in their governance with mobile devices. At the time of writing a 1000+ % increase in users, teachers, classes and institution participation has occurred over 2021.
The results are measured through platform technology and exit surveys. With increasing awareness, and continued buy-in by users and politicians, the future impact of iMatr will lead to a transformative change in education and democracy both in Canada and around the globe.","iMatr incurred challenges in software and hardware implementation. Growing from zero, iMatr mitigated future challenges by developing technical infrastructure to conceptualize, create, test and deploy country versions of it DT globally. Stress testing of scaled systems present a current challenge, however, through Canada's CENGN, testing will occur at the start of 2023.
Early versions of the innovation were not as intuitive or user friendly with the information it provided. Revised versions addressed exit survey comments, providing a familiar format similar to social media platforms.
Compilation of currently available Open Data has not been smooth and therefore involved manual research. To reduce labor costs, a data center was created in Sarajevo, BiH.
User and political buy-in was skeptical at first, due to fears of election interference by bad actors or foreign bots or trolls. iMatr prevents such apprehension and outcomes through its PIN system mailed to user homes.","iMatr success is dependent on its: efficient functioning, its human resources, its leadership, its ability to get user buy-in and capitalization, and the content strategy it presents on the platform. These elements are intertwined into a corporate vision, mission and culture that has clear definition for its operations through the implementation of standardized processes, the deployment of software / hardware protocols, and the guidance provided by corporate policies and procedures.
Each area of operation is required to meet a country’s governance mandate, its digital infrastructure, its legal, societal and business infrastructure; operating under a local partnership agreement.
The present global state of democratic discourse provides an environment ripe for new modes of democratic engagement, especially through a digital transformation of governance structures and educational learning systems.
Leadership at iMatr empowers a world of possibility and the belief in societal change.","The innovation has been replicated within 4 governance structures in Canada. It's design allows for easy modification to the type and level of governance within a country. For example, it has been replicated to function on a national, provincial, regional, and municipal level in Canada.
A comprehensive country deployment template provides a road map for replication into new countries. Slight modifications to the technology will bring on and replicate the innovation in Australia and New Zealand in 2023, and the USA in 2024.
Additional capitalization will permit further replication through the deployment of country specific teams. These systems and protocols will mirror the Canadian implementation process and experience.
Challenges of citizen indifference, especially with youth in political and governance structures, can be found throughout the world. These sentiments provide huge opportunities for replication of the innovation within educational and political systems.","Through the innovation process, iMatr has learned that “big ideas” for a greater good are possible. Finding believers in the corporate vision and mission is what’s needed to drive the novel concept forward, but it’s the content, product and experience that defines the initiative.
Enthusiasm and excitement about an innovation propels interest, but it can also lead to unpreparedness. Creation of the innovation in its early days, should also include the creation and adoption of corporate operational structures, policies and procedures and product design implementation protocols.
Running processes in a parallel way can lead to earlier completion dates. However, one runs the risk of one process getting ahead of the other especially in the creation of a novel innovation, where precedents don’t exist.
Expect the unexpected, even in the contact email inbox. At the start of our deployment, the Ontario Minister of Colleges and Universities requested a meeting to discuss our innovation.","The introduction of a paradigm shift in how citizens of the world engage governance structures and their representatives, involves creative and bold innovation.
iMatr together with IQed, constructs this foundation and infrastructure to initiate that ‘shift’.
Changes to the conventional approach of governance will have it's challenges, when politicians speak to important and consequential issues. Are those issues relevant to the youth and young voters of today in their present formats? Often they are not. So is it any wonder, why young people in Canada and the world, are the least participatory demographic of voter engagement.
IQed empowers youth and citizens of countries to engage issues that are important to them, making political discourse relevant. DT on smartphones launches this paradigm shift, thereby, creating a more inclusive, educated and positive world.","a:1:{i:0;s:5:""35482"";}",,https://youtu.be/u2gwE36NG70,https://youtu.be/dEKAzoB8slY,
34464,"Simple rules of thumb that improve school management - Behavioural insights in education",https://oecd-opsi.org/innovations/simple-rules-of-thumb-that-improve-school-management/,21/10/2022,"Behavioural Insights Team ",Guatemala,other,"a:1:{i:0;s:9:""education"";}","Simple rules of thumb that improve school management - Behavioural insights in education",https://www.bi.team/publications/improving-school-management-in-guatemala-with-rules-of-thumb/,2018,"Providing school principals with simple rules of thumb improves school management practices and support to teachers in cost-effective and scalable ways. Evidence from an impact evaluation by the Ministry of Education in Guatemala and the Behavioural Insights Team showed that, an intervention inspired by the behavioural science literature, increased the frequency and quality of school management practices by principals and the satisfaction of teachers in Guatemala.","What was the problem? Student attainment in Guatemalan schools is low. A MINEDUC report from 2017 indicates that only 32% of graduates pass the national standardized exam in Reading Comprehension and only 10% pass the exam in Maths. Additionally, 24% of students drop out of school after completing primary education, 18% of those remaining will drop out during middle school, and 32% drop out after completing middle school.
A growing body of work suggests that school management quality is an important determinant of student performance (Fryer 2014, 2017). We initially undertook exploratory qualitative work including visits to schools and interviews with teachers and principals. We found that principals receive little training and do not spend enough time supporting teachers or providing feedback on lesson plans or teaching practices.
What did we do? We designed a behavioural intervention based on the management training interventions evaluated by Roland Fryer. His work showed that a 300 hour programme of management training for principals improved school management practices and led to better student test outcomes. Our intervention consisted of a light-touch version of those implemented by Fryer:
- Poster with rules of thumb distilling key elements of the training including how often principals should meet with teachers to plan lessons, how often principals should observe teachers in the classroom, and what these sessions should include
- An implementation checklist for principals
- A personalised letter signed by the Minister of Education to each Principal, explaining the use and importance of the materials provided;
- A session where ministry staff distributed the poster, checklist and letter to principals and explained how to implement the guidance.
What did we find? We tested the impact of this intervention through a randomised control trial with 4,124 high schools and 2,892 principals. We found that the ‘rules of thumb’ intervention increased the frequency and quality of school management practices by principals across a broad range of indicators. Teachers who were in schools in the treatment group reported more planning sessions and class observations conducted by their principals. These teachers were also more likely to be spoken to about teaching, be helped to set class objectives, adapt their teaching to the level of students, and provide support to students with difficulties. These changes in turn increased the job satisfaction of teachers. The intervention did not translate into an impact on student attainment in maths or reading. We hypothesise that it might take longer for improve school management practices to translate into improved outcomes for students.
Who benefited from the innovation? The main beneficiaries from the intervention were principals and teachers in Guatemala. The intervention also made it easier for the Minsitry of Education to provide support to their staff with evidence-based practices in a cost-effective way.
How is the innovation envisioned for the future? Amongst the recommendations following this intervention and results, we suggested for this intervention to be scaled-up across all schools in Guatemala. The Ministry of Education has also expressed their interest in continuing to the test variations of the intervention including looking at longer term outcomes for students as well as increasing the intensity of feedback and hands on support that principals provide to teachers.
Beyond Guatemala, we would like to adapt and test this intervention in other countries to assess whether its impact replicates across different contexts.
We thank the Global Innovation Fund for the grant that made this work possible as part of a wider capacity building effort in Guatemala, Bangladesh and Indonesia https://www.bi.team/publications/scaling-impact-bits-capacity-building-work-in-indonesia-bangladesh-and-guatemala/. We also would like to thank the team that work to design and deliver this project including Alan Palala and Luisa Muller in the Ministry of Education and Stewart Kettle, Johannes Lohmann, Monica Wills Silva, Daniela Mendez, and Joseph Cole.","a:2:{i:0;s:3:""156"";i:1;s:3:""211"";}","Our intervention aimed to create a cost-effective, scalable, evidence-based solution that addressed some of the key behavioural barriers to better school management practices.
We also aimed to create an innovative intervention to make it easier for principals in resource-constrained environments to better support their teachers.
The intervention was inspired by the work of Roland Fryer, which shows that school management can have a crucial effect on student performance i.e. a 300-hour training for principals in some basic management practices (including training on lesson planning, data-driven instruction, and teacher observation and coaching) can improve scores on standardised maths and tests by at least 0.08 standard deviations.
The promise of this evidence excited us and creating a low-intensity, scalable version of this training, complemented by the behavioural science literature and qualitative work to make it context-led, motivated us.","a:1:{i:0;s:9:""diffusing"";}","This innovation has been prototyped and tested rigorously through a randomised control trial. We are now looking for opportunities to scale, further adapt and replicate these results.","We thank the Global Innovation Fund for their support and the grant that made this work possible as part of a wider capacity-building effort in Guatemala, Bangladesh and Indonesia
We also would like to thank the team that work to design and deliver this project including Alan Palala and Luisa Muller in DIGEDUCA Ministry of Education, DIGEMOCA for their support with data collection and school visits, and BIT Stewart Kettle, Johannes Lohmann, Monica Wills Silva, Daniela Mendez, Joseph Cole","The main beneficiaries of the intervention were principals and teachers in Guatemala. Principals in the treatment condition conducted important school management procedures more often. The intervention significantly increases the frequency of formal planning sessions and class observations conducted by principals (as reported by teachers). For instance, The guidance resulted in an increase of 2.3 percentage points or 10% in principals conducting formal planning sessions with teachers.","We surveyed teachers from each school at the end of the school year about management practices in their school (i.e. by their principal). The two primary outcomes were the frequency of formal planning sessions and frequency of classroom observations. Secondary outcomes included whether principals spoke to teachers about their teaching, helped them to set class objectives.
The guidance resulted in an increase of 2.3 percentage points in the proportion of principals who were reported to conduct formal planning sessions every two weeks or more over a baseline of 24.1% (a 10% increase). We also find an increase of 2.0 percentage points in the proportion of principals who observed classrooms every two weeks over a 36.1% baseline (a 6% increase). Teachers in the treatment groups were more likely to be spoken to about teaching, be helped to set class objectives, adapt their teaching to the level of students, provide support to students with difficulties and reported higher job satisfaction.","It was expected that during the course of the year, some principals would change schools or professions. We were unable to capture which principals changed schools, and thus, principals that received the training and the ‘rules of thumb’ and then changed school may affect our results. We would expect this to make the project look less effective than it actually was, if anything. We randomised at the principal level because a number of principals oversee more than one school.
Finally, some principals from treatment groups did not attend the workshop where the poster and implementation checklist were given and explained. For these principals (16.7% of those in the treatment group) the materials were sent directly to the school address of the principal. There is a risk that these principals did not understand the ‘rules of thumb’ as well as those who attended the sessions. These principals were still considered for analysis. Again, this would bias the results downward, if anything","The introductory session to present the content to staff were crucial to mitigate some of the risks mentioned above. Representatives from DIGEDUCA in the Ministry of Education convened principals in groups of about 50 to distribute the above materials and led a session on how to use the materials and why implementing the ‘rules of thumb’ is important, as well as answering principals’ questions.
Making sure the posters and letters followed the design line and logos of the Ministry also help build trust and legitimacy around the intervention. Introductory letter from the Minister of Education: an introductory letter from the ministry explaining how to use the poster and implementation checklist, emphasizing the importance of doing so. The importance of the choice of messenger to inspire a desired set of actions has been well documented. In this case, the letter came from the Minister of Education and was personalised with the principal and school name.","The intervention has not yet been replicated but it has helped strengthen the evidence for interventions that help principals learn and introduce better management practices in their schools
Beyond Guatemala, we are looking for potential partners and opportunities to adapt the content of this intervention to other contexts and rigorously test its replicability.","We find that the ‘rules of thumb’ intervention increased the frequency and quality of school management practices by principals across a broad range of indicators. Teachers who were in schools in the treatment group reported more planning sessions and class observations conducted by their principals. These teachers were also more likely to be spoken to about teaching, be helped to set class objectives, adapt their teaching to the level of students, and provide support to students with difficulties. These changes in turn increased the job satisfaction of teachers. However, the intervention did not translate into an impact on student attainment in maths or reading.
We recommend that the intervention is scaled across the country and that the Ministry test additional higher-intensity interventions for principals on school management practices. Principals themselves would likely benefit from more planning sessions, observation, and feedback from more planning, observation, and feedback.","Sample: There is a total of 4,124 schools in Guatemala that are categorised as Diversificado (High School), with a total of 2,892 principals responsible for one or more of these schools. The principals of 11 top performing schools were excluded from the sample at the request of the Ministry.
This trial’s sample consisted of principals from schools at the Diversificado level, including both urban and rural areas throughout the country. Around 90% of these schools were urban while a 10% were rural. 74% of schools were private schools, 21% public schools, and 5% quasi-public (municipal or cooperative).
Principals in the sample were automatically enrolled into the treatment and control groups. Principals that were assigned to the treatment group received the materials and introductory session from the Ministry.","a:6:{i:0;s:5:""34897"";i:1;s:5:""34898"";i:2;s:5:""34899"";i:3;s:5:""34900"";i:4;s:5:""34901"";i:5;s:5:""34902"";}","a:1:{i:0;s:5:""34905"";}",,,
34466,"Transformation Wagen - Daring Transformations",https://oecd-opsi.org/innovations/daring-transformations/,21/10/2022," Politics for Tomorrow / Nextlearning - Centre for Environmental Politics / Free University Berlin",Germany,central,"a:2:{i:0;s:13:""environmental"";i:1;s:12:""public_admin"";}","Transformation Wagen - Daring Transformations ",https://www.transformationenwagen.de,2020,"Transformation Wagen - ""Daring Transformations"" is a learning programme co-developed with and for public servants in the field of Environmental Politics in Germany. Aiming at enhancing tools for public administration to renew itself, it creates capacities and methodologies to handle major societal challenges and foster a transformative mindset to actively shape the future and not just react to what is happening.","The world is fundamentally and rapidly changing: climate breakdown, demographic change and geopolitical shifts to name a few. Governments must become more agile and innovate to keep pace with these entangled challenges. In the last decade, research and development of new conceptualisation tools and methodologies have allowed us to recognise recurrent multidimensional and interdependent institutional crises, asking for more drastic and transdisciplinary innovations.
""Daring Transformations' ' is a learning and capacity building programme developed for civil servants in the field of environmental policy, allowing them to acquire mindset and transformative literacy to facilitate systemic change processes.
The objectives are co-elaborated as follows:
1-Developing competencies within the political administration to empower public servants to be actors of change. As the identity of public administration is evolving, employees are proactively desiring and demanding for sustainable guidance and pathways. Public sectors need to acquire new competences. We respond to such demands and offer transformative literacy competencies for a future-fit public system.
2- Creating collaborations and fostering working habits beyond departmental and organisational boundaries. Dealing with convoluted problems whose origins lie beyond one's own field is often part of everyday life in public administrations. Those who are looking for solutions that go beyond the treatment of symptoms must think in an integrated and cross-policy way. Different perspectives enrich the work on political challenges - new forms of cooperation are therefore an important learning field for administration.
3- Developing knowledge and awareness on social and systemic dynamics. Society is mutating, asking public administrations to deal with complexity and constant change. Accompany change, design options and power to act can be developed if the system dynamics, path dependencies as well as the needs and relationships of those involved are understood.
4-Understanding policy development as a learning and agile field. Experimental learning makes transformation tangible. Experience-based training approaches motivate participants to work on their own challenges and questions. In this way, policy-makers can independently acquire relevant knowledge and new competences to accompany transformation processes in an impact-oriented way. This requires structures that promote openness for new ideas and self-effective action. Policy can be developed in a contemporary way: participatory, exploratory and context-specific.
Based on transformative literacy methods, on assessments of the political-administrative landscape’s innovation and organisational capacity and on arising cross-organisational needs, four main modules were developed during the early phases of the learning programme. They then serve as a framework for further on-going experimentations and transformative learnings. The three of the four modules are as follows:
1) Systemic understanding of problems and transformative approaches. The methods offered are encouraging experimentation and collaboration ( e.g. localisation of systemic causes based on the iceberg model, mapping and understanding of system dynamics… ).
2)Reflection on different perspectives and discovering different realities through methods such as the transformative actor analysis.
3) Self-reflection and empathy. Creativity and self-awareness are very much encouraged through methods such as creative cartwheel and future theatre.
The fourth module aims to accompany and facilitate deeper change and design, transforming the workplace culture. Courage and perseverance are core values of this programme and methodologies such as storytelling blueprint, golden circle, routine loop develop and strengthen these values. Participants can then embrace transformative literacy and take on the role of advocates and facilitators themselves, disseminating and scaling the programme in their respective departments and work environments.","a:15:{i:0;s:3:""190"";i:1;s:3:""609"";i:2;s:3:""876"";i:3;s:3:""211"";i:4;s:3:""217"";i:5;s:3:""317"";i:6;s:3:""959"";i:7;s:3:""623"";i:8;s:3:""305"";i:9;s:3:""320"";i:10;s:3:""615"";i:11;s:3:""335"";i:12;s:3:""620"";i:13;s:3:""354"";i:14;s:3:""619"";}","The development of the learning programme was innovative in the way it has been designed: collaboratively and based on challenges and needs of different personas from the German Environment Agency, the Federal Ministry for Environment and the Agency for Nuclear Safety. “Daring Transformations” is unique as it encompasses the steps of transformation in a co-design manner, enabling participants to become themselves transformative agents. This is enabled through deep understanding of transformative literacy; through discovery and reflection of others’ perspectives and through self reflection and empathy.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Initially, the programme has been developed for civil servants in the field of environmental politics. We are currently developing a second iteration of the program aimed to be suitable for all federal employees. The scaling focuses on two main aspects: offering different formats based on employee’s level of engagement and capacity to commit, inviting participants to create their own version of the programme and encouraging them to become facilitators and advocates within their working environments to other colleagues of theirs. Imagining ahead, ""Daring Transformations"" would become a new baseline education for all civil servants with leadership responsibilities and transformative policy tasks.","Daring transformations is a learning programme funded under the Federal Environment Ministry's departmental research plan on behalf of the Federal Environment Agency. This programme was developed by Politics for Tomorrow and the Forschungszentrum für Umweltpolitik (Environmental Policy Research Centre) in partnership with the Institut Futur, Universität Kassel and the Competence Center for design and Management at Lucerne University of Applied Sciences and Arts.","The programme was developed for and by public servants in the field of Environmental Politics in Germany. On its second iteration, the learning programme is designed in such a way that it can be implemented and tested in different fields. German federal public administration can plant the seeds for transformative literacy, as precedent for other countries and nations in need of deep transformation.","The implementation of the programme was evaluated both concomitantly and ex-post. Through the on-going evaluation and monitoring, the facilitation team continuously and systematically observed the progress of the participants. For example, direct feedback was taken into account in the further implementation phases of the programme. Ex-post surveys and interviews clarified the value of the learning experience, and summaries were offered to responsible leaders allowing them to share learnings and methodologies with their colleagues and further disseminate transformative literacy.","The programme has been developed for environment administration officers. The challenge is that all public institutions - not only the ones focusing on climate mitigation and environmental policies - have to prepare for ”daring transformations”. There is no ""toolbox'' or solution for wicked problems nor do participants leave with a degree for “solving” anything. However, they become more aware of the complexity of profound social and system change processes and find increased agency in their roles in driving these processes. Another challenge is that transformations have different dimensions and concern different visible and invisible levels - which takes time.","To be implemented in other contexts, finding project leaders ready to embrace the complexity, responsibility and accountability that come with transformative processes. Resources and capacity in coaching during the workshops, in participant management and communication, in coordination of content contributions, in technical and administrative support and in accompanying ex-post evaluations. Overall, the success of the programme can be measured in the continuation and the broadening of the initial programme to all federal civil servants during its second iteration.","The productive use of online learning tools and asynchronous collaboration rendered the programme more accessible, user-friendly and convenient. Furthermore, the second iteration of the programme is aiming to be more replicable and accessible to the entire federal administration. It is offering multiple formats and different levels of commitment such as prerecorded learning videos, audio courses and onsite workshops. Additionally, the programme focuses on the train-the-trainer approach, allowing participants to bring and implement what they have learned to their own organisation.","""Daring Transformations"" are challenging. It implies a strong reflective phase, and asks us to acknowledge where we are positioning in the transition process– personally, professionally and collectively. Transformational skills also invite us to take more risks and drastic measures. It is calling for radical honesty and courage.",,"a:3:{i:0;s:5:""34470"";i:1;s:5:""34467"";i:2;s:5:""34468"";}","a:1:{i:0;s:5:""34469"";}",,,
34473,"Monitoring structure health of bridges with InSAR",https://oecd-opsi.org/innovations/monitoring-structure-health-of-bridges-with-insar/,19/10/2022,"Department of Mobility and Public Works (MOW), Xperta with the support of the Flemish Programme for Innovation Procurement (PIP) ",Belgium,regional,"a:2:{i:0;s:7:""science"";i:1;s:9:""transport"";}","Monitoring structure health of bridges with InSAR",https://www.innovatieveoverheidsopdrachten.be/en/projects/monitoring-structure-health-bridges-insar,2022,"Satellites collect images that can be used to identify deformations of infrastructure at millimetre level with InSAR analysis. This project investigates the use of InSAR in the monitoring of deformations of bridges. Can InSAR be of added value for a structural health assessment of bridges which, with aging assets over the largest part of Europe, becomes more and more critical? Nowadays the monitoring of bridges is very labour intensive and often not without danger. InSAR may reduce this.","Satellites collect images of an area at a high frequency over time. By measuring phase differences at pixel level of these images, using InSAR (Interferometric Synthetic Aperture Radar) analysis, it may be possible to identify deformations at millimetre level on a large scale, without instrumentation or measurements on site. The department of MOW wanted to investigate whether InSAR analyses could prove a future alternative, or offer added value, compared to the time-consuming topographic levelling measurements they use now at a low frequency of 1 to 3 or 5 years for monitoring bridges. Can InSAR allow MOW to detect deformations earlier? Can InSAR increase MOW’s efficiency? The safety of its portfolio? With these questions in mind, MOW wanted to obtain insights in which type of high resolution radar images at which cost are needed, which algorithms are best used to analyse the images, and which percentage of bridges of various types can be properly monitored and covered with InSAR, ideally in an automated way.
The Programme for Innovation Procurement of the Government of Flanders supported MOW with this innovation procurement, both in terms of innovative tendering methods and financially, and had the procurement prepared by Verhaert New Products and Services. This process (2020) included:
- A needs assessment via workshops with experts and users, identifying the current issues with the monitoring activities and prioritizing the functionalities of the desired solution;
- A prior open market consultation with interested suppliers to examine to what extent they can provide solutions, and how mature, risky, innovative, feasible (in terms of time, budget, etc.), accurate and scalable these solutions are;
- Confidential interviews with suppliers to improve the understanding of the details involved.
The results of this preparation confirmed that InSAR analyses had already been used to monitor individual bridges (250 bridges in a larger area). For the analyses, commercially available historical high resolution images taken in 2014-2016 were used, and freely available radar images within 2015-2022.
The procedure allowed MOW to award the contract to the best supplier, based on tangible evidence and after an expert jury had evaluated the POC’s (February 2022). It gave both MOW as the participating suppliers the opportunity to learn from the POC experience and adapt the tender contract and their finale offers accordingly. It offered the suppliers the opportunity to demonstrate their ability and clarify the needed developments to automate and encapsulate the analyses for a larger scale.
A lump-sum was given to the suppliers to compensate for their efforts. If not for the POC’s, MOW would have granted the implementation contract to another supplier, whose bid seemed to be better on paper, but whose POC underperformed in reality. So instead of launching two different tendering procedures, one for parallel testing, and one for implementation on a larger scale, the whole experimentation trajectory was handled within one procedure.
At the moment of writing (October 2022) the winning supplier Tre Altamira is executing the implementation contract on full scale. The first results are promising, showing on a large scale the possibility to detect small deformations or changes in the behaviour of the bridges, although a full automated monitoring of bridges on large scale continues to stay challenging, especially for bridges where repairs are carried out.
By the beginning of 2023 we hope to gain a clear understanding of the added value of InSAR for monitoring deformations of bridges. Based on the results, an estimate of the required cost to monitor and cover all bridges in Flanders still needs to be made. If enough added value can be demonstrated, and costs are reasonable, we hope to convince our colleagues to apply this technique and to acquire high resolution radar images for the whole of Flanders, allowing them to set up the monitoring technique for all the bridges, and possibly also other structures.","a:9:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""611"";i:3;s:3:""876"";i:4;s:3:""211"";i:5;s:3:""221"";i:6;s:3:""612"";i:7;s:3:""615"";i:8;s:3:""316"";}","
- Using InSAR analyses to monitor deformations of bridges automatically at large scale is not yet used as far as we know, and is definitely new to our department. It forced us to gain expertise in this technique in order to understand the results and be convinced of their accuracy and reliability.
- For the participating suppliers the application of InSAR analyses on bridges on such a large scale was also innovative, as they are confronted with requirements of accurate analysis for small constructions within a very large area. They had to incorporate expertise on bridges and bridge behaviour to adapt their analyses accordingly.
- The organisation of an open market consultation prior to tendering, was new for us. The tendering procedure itself, with the application of parallel proof of concepts during negotiations, was atypical and provided some discussions with our legal procurement experts. But it proved to be the right choice to determine the best supplier.
","a:1:{i:0;s:14:""implementation"";}","At the moment of writing, Tre Altamira is carrying out the InSAR analyses of bridges within a region in Flanders on a large scale. It becomes clear that on a larger scale there are still limits to the technique. A balance needs to be found between automation and manually sharpening the results. Overall quite good results are obtained and automated reports with detailed information on the movement of bridges over the past couple of years can be made.
Where maintenance works on the bridges are carried out, some manual interpretation of the data seems to be required. Special care is needed where bridges show a large seasonal amplitude in their movement. A big part of the analysis has been done, but the details of the reporting still need to be determined. At the beginning of 2023 we hope to obtain all results and evaluate the project in each of its objectives, including whether it can provide lessons for application of InSAR to monitoring other infrastructures like quay walls or dikes.","
- Department of Mobility and Public Works, Xperta, as initiators of the project they brought in all their expertise on monitoring bridges
- Programme for Innovation Procurement: advice and support on procuring innovative solutions, also financial (50%)
- 4 suppliers participating in the POC’s: e-GEOS, Sensar, SkyGeo Netherlands, TRE ALTAMIRA: they brought in their expertise with InSAR analyses for monitoring
- Verhaert New Products and Services: support with preparing the procurement
","
- The employees of MOW in charge of evaluating the inspection and (topographically) monitoring of bridges and other infrastructures such as quay walls, dikes, pipelines, etc. The InSAR analyses (will) alleviate their work, allowing them to focus (in the future) on bridges which show a deviation in the expected behaviour.
- All 4 companies participating in the POC’s were given the opportunity to apply their InSAR analyses on a novel case (bridges) and optimize them where needed.
","InSAR seems to be a promising technique, resulting in a very dense mesh of deformation information on bridges, both in time and in space. Taking into account that even more satellites with even better images will be launched in the future, there seems to be many benefits when applying this completely new approach in the monitoring of the deformations of our assets.
With this technology, we expect to monitor the deformations of our bridges and to alert for required maintenance in a better and more cost efficient way than is currently the case, bringing our attention to problematic bridges in a much earlier state. Moreover, the knowledge on the behaviour of the movement of bridges will increase significantly.
If this project can demonstrate the added value of InSAR (based on an expert evaluation) and future costs for implementation remain reasonable, we hope to use the monitoring technique for all our bridges, and possibly also other structures within the ownership of Flanders.","Even though the known bridges with large deformations were detected by all 4 companies invited to run a POC, there was quite some difference in the results. The biggest challenges proved to be the bridges which show large deformation due to seasonal changes, and only one company was able to detect the deformation behaviour of our largest bridge within the given area. This showed how critical the quality of data analysis is and how challenging it is to monitor both small and very large bridges with InSAR.
It seems to be a technological challenge to detect movements for locations which have had (construction) works executed within the analysed time frame. This leads to a required manual action or interpretation of the InSAR analysis. When looking at very large areas with over 2000 bridges, for which maintenance works are regularly carried out, this might result in failure of the technique or large required extra efforts.","
- An innovation-friendly management and culture, creating room (dedicated budget and team) for exploring new bottom-up initiatives of employees seem to be key, as was present at MOW.
- The team that initiated the project consists of highly motivated and qualified civil servants with a drive to improve their daily activities and look for innovative solutions to increase efficiency.
- The additional advice and support, also financially, of the Programme for Innovation Procurement, was of much value. It de-risked the innovation procurement trajectory and made it more feasible for MOW.
- Joint trust, cooperation and drive to succeed among all partners: The whole trajectory took more time and effort than we could have predicted. Each innovation procurement makes up an intense public-private cooperation project, with many users, stakeholders, partners, etc. They all have to be kept on board and keep a certain steady pace.
","The images of InSAR data contain a lot more information than only bridges. They cover the whole area and include information on the movement of dikes, railways, quay walls, pipelines, motorways, buildings, … As such, if we can demonstrate that they are of added value for monitoring bridges, in a cost efficient way, and decide to buy the images in the future and have them analyzed with InSAR, the information on the movement of all these other infrastructures will be available as well. If this works for bridges, it works for other infrastructures, and we might find other parties to cofinance the follow up.
In this regard InSAR technology can contribute to a new Structural Health Monitoring of public assets, alleviating the public monitoring tasks and leading to more efficiency, accuracy, and thus more safety. Meanwhile this project also offers new business opportunities for the companies involved, as many other applications for InSAR can be conceived. This is just the beginning.","When aiming for an innovative approach, it is important to follow administrative paths that allow for such innovations to have the best possible outcome. Differing from more traditional tendering, the price should pay a less significant role and smaller businesses should be stimulated to participate. As it is often difficult to describe the exact outcome of an innovative project, a tender in different stages is advantageous. By running parallel POC’s with different companies, we could de-risk the outcome.
The exchange of data between different public parties (knowledge on maintenance works dimensions, exact locations of the bridges and their supporting structures) and the analysing company is a critical point for success. Therefore it is important to involve all stakeholders and users, from day one and during the whole trajectory. The more automated all information is gathered, stored and shared, the more automated the analysis can be.","Innovation definitely is challenging. It is nice that these challenges keep you on your toes. Also failures and shortcomings can be a useful result of an innovation trajectory. “If it fails to go wrong, it’s not a real innovation”. “Failing forward”. Sharing your experiences (both positive and negative) with as many parties as possible adds only value to the intense trajectory and the results obtained.
Also within other countries and European initiatives we see that the use of InSAR for different applications is being explored. We try to share our experiences with other (governmental) organizations and participate in other initiatives within this sector. It is clear that the opportunities of this technique are explored by others as well.
With this project we hope to increase both the efficiency and quality of structural health monitoring of public infrastructures (in casu of bridges), the safety of which is important to all people.",,,,,
34482,"Empowered Families Initiative",https://oecd-opsi.org/innovations/empowered-families-initiative/,20/10/2022,"Empowered Families Initiative",Singapore,local,"a:2:{i:0;s:21:""Community Development"";i:1;s:19:""Poverty Alleviation"";}","Empowered Families Initiative ",,2022,"Social assistance for low-income families in Singapore are often largely premised on their needs, rather than the enterprise and creativity that families have. Empowered Families Initiative is a developmental initiative that hopes to harness the strengths and abilities of low-income families and invest in their aspirations through grants, savings matching and group support to improve their life circumstances towards better socio-economic position and well-being.","As social service professionals, we noticed that social assistance for low-income families in Singapore is often remedial and reactive in nature, and often premised on families as “needy recipients”, rather than leveraging on their assets. The issue with this is that it would often perpetuate the situation where families will always be “in need”. Assistance is also largely framed around and meant for basic needs, and hence low-income families will only just be able to survive with just enough, living in a state of surviving but not thriving. Initiatives that help low-income families are often programmatic, following a one-size-fits-all approach rather than being customised to the specific plans or aspirations of the families. Hence, a cookie cutter programme might not cater to the unique needs and circumstances of low-income families and might not be as meaningful or helpful to support the families.
As such, a group of us, consisting of social service practitioners as well as families with lived experiences of poverty, have come together to co-create this initiative that we think would be beneficial to support low-income families to achieve their aspirations, an initiative that is customised based on the families’ aspirations, leverages on the families’ strengths and rewards families based on their motivation and enterprise to progress and build assets for their future. The Empowered Families Initiative (EFI) looks into ‘investing’ in the plans of low-income families to improve their life circumstances, towards a better socio-economic position. These plans encompass (but not limited to) employment/business, skills upgrading, savings and expansion of social capital.
The initiative consists of three essential components:
- Families will have access to funds and linked to non-monetary resources support, based on their respective plans and goals to better their lives. They have the autonomy to choose how to utilize the resources for their goals.
- Savings Matching – families are able to tap on the above funds to save each month and these savings will be matched 2:1 by the initiative.
- Regular group meetings among families for mutual support, encouragement and accountability, towards increased social capital and network.
The objectives of this initiative are thus as follows:
- To improve the families’ quality of life, towards a better socio-economic status;
- To enable families to feel more empowered and motivated by their own progress and betterment of circumstances;
- To ‘invest’ in the plans that our member families have for themselves such that to improve their life circumstances;
- To enhance families’ social capital and networks for mutual support beyond the initiative;
- To provide a platform for families to encourage each other and be mutually accountable to one another.
This EFI is inspired by an initiative in the United States called Family Independence Initiative (FII) that trusts and invests funds in low-income families’ plans to get out of poverty and improve their lives. The families would then share their plans in a group with other families, for mutual accountability, support and exchange of resources. Families within the FII network set their own priorities and drive their own efforts to improve their lives, within an environment of strong social connections and access to initiative-based resources over a two-year period. It is unlike any other traditional social service programmes that is premised on how needy the families are, reinforcing a certain narrative of families and undermine them. After the two-year period, the FII saw an average increase of 22% in the family’s monthly income, 88% of students have excellent, good or improved grades. Families also grew their yearly income by 2.4 times and assets by 1.7 times after the initial average investment of USD 2400 per family. Our team thought that applying this frame of thinking would be novel to the social service sector in Singapore and worth pursuing towards achieving greater quality of lives for low-income families, hence adapting it in our Singapore context in the form of EFI.
We imagine that EFI not as an end in itself, but as part of a greater movement in reimagining how we can reframe social assistance as ‘investments’ towards the potential of low-income families. With future iterations of this initiative and with greater funding, we hope to increase the amount of grants, create scholarships for low-income families who wish to upskill and create capability among social service professionals to have developmental, aspirational based conversations with low-income families, rather than merely focusing on the “here and now” needs. We also hope to have more low-income families co-creating this initiative together with us for future iterations and act as mentors or facilitators for other families on this initiative.","a:3:{i:0;s:3:""181"";i:1;s:3:""196"";i:2;s:3:""619"";}","Unlike social assistance and programmes for low-income families that are mostly premised on basic needs, our project is innovative in the sense that it rewards families based on their motivation, harnesses and leverages on their assets and strengths. The design of this initiative is such that it incentivizes progress and motivation, which might create a new trajectory and perpetuate a positive cycle of possibilities for the families, instead of becoming stuck in a cycle of need and challenges. We are hoping that this positive cycle is also able to sustain itself beyond this initiative, enabling families to springboard and further undertake initiatives that would promote their socio-economic well-being. Further, low-income families with lived experience of being in poverty, are also co-creating this initiative together with us as part of the organising team and as co-facilitators. This can lead to the effectiveness and sustainability of EFI in uplifting families out of poverty.","a:1:{i:0;s:14:""implementation"";}","Our team has done 1 iteration (proof-of concept) and is currently in the midst of the second iteration (pilot) of EFI, made possible by a grant that was given to us by a grant maker in Singapore. Our first iteration involved 4 low-income families, whom we have identified to currently be on existing social assistance schemes, held from Sep 2021 - Mar 2022. All 4 families had aspirations, motivation and readiness to increase their income-generating capacity but have not been able to find the support or capital to work on their aspirations through existing initiatives. Hence, we identified them to be suitable to be onboard this proof-of-concept iteration. For this first iteration, each family was awarded a SGD 500 grant to work on their aspirations and met each other monthly to track their progress. Our ongoing second iteration has 7 families and increased grant quantum of SGD 1500.","The innovation brought four main groups together: this EFI team, the families who are beneficiaries, social workers as well as the grantmaker. The EFI team was driving this initiative but worked alongside low-income families to co-create and refine this initiative as well as the achieving of their goals. The grantmaker funded the grants given to families. We also plan to reach out to companies to create income generation opportunities for families who have businesses (e.g catering etc).","The families who are onboard this initiative have reported that they have access to resources to achieve their aspirations, that they would not normally get since assistance is typically framed around basic needs. They also feel greater empowerment and confidence, since they received support for their goals and saw little successes. As a result of this, they feel more encouraged to work on their goals to improve their socio-economic status and well-being even beyond this initiative.","4 families were onboard EFI in the first round - Danny, Lisa, Suzy and Fatima. We measured the impact on each family through observations and qualitative means to evaluate any increase in income level or potential for income-generation and an increase in social support for the families. Lisa, Fatima and Suzy have their own home-based business, an informal way to earn an income. They used the grants as capital to buy equipment to increase their sales. Lisa and Suzy collaborated to open a food stall which doubled their incomes by the end of the iteration. Fatima was also able to save up SGD 25k to open a car-washing business. Danny works as a food delivery rider. He does his delivery on his bicycle and used the grant to take a motorbike license to increase his ability to earn more by increasing his delivery orders. At the end of the initiative, Danny was able to complete half the requirements for his license. All 4 reported a higher level of social support from getting to know one another.","Due to the short iteration of about 6 months, the families onboard the first iteration felt that they were still new in their respective ventures and would benefit from being onboard for another 3 months. The families came together and asked if they could apply for extra funding to boost their own ventures. They pitched their ideas to us and since they showed great promise, we managed to secure another funding that awards an additional SGD 500 to each of them. Hence, we are taking this learning and designing a longer runway of more than 6 months for the second iteration. We are also mobilizing Lisa and Danny as facilitators and mentors for the families who are onboard EFI’s 2nd iteration, so they could share their experience and knowledge with other families.","There are 3 conditions necessary for the success of this innovation. One of it is a funding model that is open to experimentation and ‘investing’ in the aspirations of low-income families, the model that our grantmaker had adopted and made EFI iterations possible. Another condition is the families’ readiness and commitment to work on their goals and aspirations. The progress made by the families is due to their motivation to be better and improve their respective lives. Last but not least is the mindset change among social service professionals and policymakers. There needs to be greater power sharing with beneficiaries in co-creating policies to ensure effectiveness and sustainability of the initiative, as families are experts of their own lives and can provide very valuable insights.","This innovation has yet to be replicated as it is still in its early stages of iteration. However, a survey was also conducted with social service professionals from various social service agencies in Singapore. Results from the survey showed that there is demand by the social workers for this initiative to be rolled out in their centres as they believe that the families they work with could benefit from it. Due to the positive outcomes from the pilot round and the keen interest shown by social workers who believe that this initiative would help the families they serve, EFI has a high potential to be further replicated.","Families are often resourceful and very creative and have great ambitions, just that they lack the resources to move to the next stage towards their goals. Providing seed funding or small grant could be the important spark in enabling them to move to a better position where they can make choices and work on the next phase of the plans that they have for their own lives. Through an initiative like EFI, we hope to generate a positive cycle of possibilities for these families, rather than of poverty. Also, families are experts of their own lives, and it would be good for them to be co-creators in shaping initiatives or policies to help other low-income families. Essential to that professionals and policy makers sharing power and creating the space for families to have a say in how policies are shaped for low-income communities.",,,,https://www.powtoon.com/online-presentation/eUh09HdmJs2/?utm_medium=social-share&utm_campaign=player+page+share&utm_source=copy+link&utm_content=eUh09HdmJs2&utm_po=42465814&mode=movie,,
34485,"IQed - The Future of Digital Engagement for Youth and Governance.",https://oecd-opsi.org/innovations/iqed/,21/10/2022,"IQed (Powered by iMatr Canada Inc.)",Canada,other,"a:1:{i:0;s:9:""education"";}","IQed - The Future of Digital Engagement for Youth and Governance.",https://iqed.imatr.org,2021,"IQed (Inquiries/Questions in education) utilizes cutting-edge Democratic Technology in classrooms for the purpose of empowering students and educators in Digital Literacy, Civic Literacy, Dynamic Engagement, Critical Thinking/Problem-Solving Skills and Global Competency Education. IQed enables every student to use their personal devices to explore, investigate and become informed on issues of governance and global matters, so that their voice can positively impact local and global communities.","The dawn of a new era of education is now upon us, and the global need is evident to adequately prepare all students for the emergence of a fundamentally different world. Major stakeholders in education such as the CMEC (Council of Ministers of Education, Canada), the UN General Assembly, UNESCO (United Nations Educational, Scientific, and Cultural Organization), UNESCO IBE (United Nations Educational, Scientific, and Cultural Organization – International Bureau of Education), among others, all clearly identify a need in the education field for a robust level of student empowerment, as it relates to five diverse but key mandates: Digital Literacy, Democratic/Civic Literacy, Dynamic Engagement, Critical Thinking and Problem Solving Skills and Global Citizenship Education.
As educators prepare students for deeper learning in a post-pandemic world, they will need to embrace a paradigm shift in learning and in the curriculum that requires them to leverage the demands of today’s changing world, with those of the needs of every student in their classroom.
One of the fundamental challenges confronting educators today, however, is how do they endeavor to deliver a brand of curriculum that not only empowers students but, also has a transformative impact on the learner. Additionally, how does this approach to education ultimately allow for substantive application of the aforementioned mandates. iMatr Canada Inc., through its educational initiative entitled IQed (Inquiries/Questions in education) directly and comprehensively addresses all five of the aforementioned educational Mandates, in a manner that today’s young minds prefer to learn - using their tech devices. With the innovation and development of its Democratic Technology, students using IQed, can conveniently utilize their devices for democratic engagement.
iMatr is Democracy for the Digital Age: convenient, relevant, and immediate. The platform not only unifies civility and politics, but it also additionally engages real world issues in real time. When the world engages in habits of “destructive social media'', iMatr counters, and introduces “constructive social media and technology” for the purposes of advancing humanity.
With IQed’s ""Let’s Discover"" icon, students are first able to acquire the fundamentals of politics, prior to delving into more comprehensive issues and concepts of government. Once more, by accessing the ""Let’s Discover"" icon, students are quickly and conveniently informed on the essentials of governance, types of governments, governmental structures, democracy fundamentals, the power of “the vote”, civic duties, how laws are created and implemented, as well as the definitions of a multitude of political terms available to them at the touch of a button.
Via the utilization of cutting-edge Democratic Technology, educators can now encourage students to embrace technology within the classroom for the purpose of dynamic engagement and meaningful learning. This innovation additionally promotes a greater degree of flexibility by allowing students to supplement submissions of written work with personal video testimonials as they relate to curriculum objectives. Educators are also elated when they become aware of how they too can benefit from this innovative technology. Elementary classroom teachers right up to Professors are all able to conveniently access a variety of rubrics for assessment and evaluation purposes. These rubrics can also be customized according to the specifications of the instructor.
Students from the elementary level to the post-secondary levels can now incorporate their smartphones and personal devices to explore relevant issues in the world, in real time. Materials currently provided in textbooks can now be supplemented by up-to-date data. iMatr and IQed maintain student interest by providing the opportunity to engage with current events as they occur.
In providing the opportunity for limitless networking for the purposes of deeper learning, IQed now brings global issues into the learning structure of every global classroom from the perspective of relevancy and dynamic engagement. This ground-breaking technology now provides stakeholders with a networking potential unlike anything ever experienced before in the field of education.
When accessing IQed, students as well as educators, will utilize interactive pedagogies that facilitate several desired outcomes: collaboration with other students, other schools, community leaders, and politicians in their own or global communities as well. IQed facilitates global networking as it relates to educational practices embracing Global Citizenship Education.
IQed empowers students and educators to value creativity, encourages risk-taking, nurtures social change through active engagement, fosters networking and collaborative opportunities, develops media/literacy skills, amplifies the voice of the informed learner, and provides the fundamentals for civic engagement.","a:10:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""335"";i:3;s:3:""184"";i:4;s:3:""217"";i:5;s:3:""221"";i:6;s:3:""610"";i:7;s:3:""623"";i:8;s:3:""613"";i:9;s:3:""619"";}","Over the last 30 years, my experience as an educator can provide testament to a pervasive void that exists in education. A disconnect between students and the issues and elements of the real world. For the very first time in history, a robust, cutting-edge educational technology now brings the issues of the world into the realm of the classroom, in real time, in a practical manner. Students at every level can actively connect and collaborate with other students, community leaders and politicians on issues that matter to them. Utilizing Geolocation in its approach to Democratic Technology, students can now also conveniently discover who their governing officials are in their respective communities. IQed is Education for the future, with authentic, relevant application that facilitates student engagement and empowerment. IQed is a timely and transformative educational conduit that develops critical thinking skills, which in-turn, facilitate bona fide and impactful learning.","a:1:{i:0;s:14:""implementation"";}","IQed has been piloted and tested in schools over the last 12-18 months. It is currently being utilized and implemented in classrooms at the Elementary level, the Secondary level, and the Post-Secondary level (College level). As the innovation gains progressive traction, the platform would be an extremely powerful teaching tool, not only in the province of Ontario, but would also have potential significant uptake nationally and internationally as well.
We have recently incorporated a number of additional options that provide a greater degree of inclusivity for students. For example, being mindful of current and popular social media trends, students can create a short video on a topic relating to the objectives of the class lesson and then submit it on their devices for assessment.
How many other potential Greta Thunberg's and Malala Yousafzai's are sitting in classes around the world, just waiting for an opportunity like IQed to allow their voices to be heard?","IQed created, developed and continues to collaborate with multiple partners including: Elementary school Educators/Administrators, Secondary School Educators/Administrators, Post-Secondary Institutions - Colleges, the Provincial Minister of Colleges and Universities, Politicians, Elections Canada, Government Officials, other Governmental Organizations like ECampus, business leaders, technology experts, and advisors in order to collectively address the growing concern for student disengagement.","IQed benefits a multitude of Stakeholders including:
- Students and Youth utilizing the platform
- Educators now enabled to deliver quality material that has practical applications
- School Administration fulfilling their objectives
- A Democracy that enables youth participation and engagement
- Parents of students also have an opportunity to collaborate with their children on issues
- Elected Officials now have a better understanding of what the needs of their constituents are.
","IQed is Education for the Digital Age: convenient, relevant, and immediate. The platform not only unifies civility and politics, but it also additionally engages real world issues in real time. When the world engages in habits of “destructive social media'', IQed counters, and introduces “constructive social media and technology” for the purposes of advancing humanity. With a familiar and preferred mechanism of interaction, students are more willing to independently investigate and problem-solve. Gr. 12 student Francis B. (C.H.S.) was asked to investigate 2-5 issues on IQed. When he was asked why he investigated 64 issues on the platform, he said ""It was fun and I was able to consider all sides of an issue."" Teachers like Senior Civics Educator Tony T. (C.H.S.) are ""pleased with the capability of what IQed offers"". With a greater level of understanding, trust and acceptance, and by embracing technology we can build a better Canada and a better world, one voice at a time.","As with any innovation, we have experienced setbacks both of a minor and significant nature. Some of the significant setbacks that we have experienced have been of the technical application variety. Due to the fact that this technology is the first of its kind, advanced and innovative; troubleshooting is a difficult task when there is no reference point to draw from. With that being said however, our technicians are continually anticipating potential hitches and are proactively preparing for them accordingly. The mindset of our team is ""Together, we can overcome any manner of adversity"". Along with a unified team bond, the binding emulsifier to trouble-shooting issues, comes down to one essential element, which is, each team member believes in what they are doing - IQed and iMatr will enable a global shift of governance that will encourage and nurture a greater sense of compassion and humanity in our sometimes chaotic and misdirected world.","Success of IQed is contingent on one critical factor. How motivated are people to have their say with the day-to-day operations of existence? How do students/educators distance themselves from elements of entitlement and leverage fundamental needs of the world against what society often demands? With the alliance of technology, awareness, connectivity, convenience, all in real time, IQed will be a ""bottom-up"", driving force that enables every member of society to become empowered and able to adequately affect positive change. The financial and political infrastructures of our platform are elements that will eventually see their way to fruition. Changing the way people think, however, is a more daunting task. The world calls out for a tech-platform where students, educators, politicians, and citizens can all easily pivot and affectively address policy changes, while developing their interpersonal skills and embracing Global Citizenship. IQed, educates and empowers humanity.","The ability to inherently replicate the concept of IQed and iMatr are ""built-in"" features of the platform. Intentionally conceptualized, by design, IQed and iMatr can be replicated and modified to meet the needs of: student learners at all levels, educators at all levels, different schools, various school boards, various educational denominations, various regions, provinces and territories. This unique capability for flexibility provides opportunities for the platform to be transposed into other languages, in other countries as well. The platform is ""universal"" in its design and conception, as well as in its application properties. With its capacity for international traction, the platform may additionally be modified to suit the needs and prescriptive elements of any variety of governmental styles. Significant Canadian Agencies (Elections Canada, E-Campus, Ministry of Colleges/Universities among others) have already connected with us to further discuss IQed capabilities.","For our team, and its founder, Mr. Joe Kutlesa, the overwhelming feedback that we have received from students, parents, educators, administrators, politicians, community leaders and clergy members, has been extremely positive and encouraging. The responses have been a tangible affirmation of the primary purpose of our platform, that of, enabling ""Empowerment"". People have said to us, ""Wow, this is an amazing concept, I can't believe that nobody had ever thought about it before, it changes the way I look at politics."" Our goal to develop a mechanism for all people to improve society is now becoming a reality. Our team's vision of ""a better world, one voice at a time,"" is becoming the mantra of many students and educators. The realization of the reachable goal to create a better system and a better world, is now possible through smartphones and personal devices. With additional supports and resources, our goal of global application can be attained and verified by our data.","With over 30 years of experience in education, I've witnessed a number of curricular developments, implementation strategies, professional development strategies, implemented protocols and procedures for the purposes of advancing a more productive educational environment that is conducive to meaningful learning. However, the single most devastating and yet, the most beneficial element introduced into the realm of education in the last twenty years, without a doubt, has been the introduction of technology and social media. Educators are often left in the wake of technological advancements, while students embrace and quickly absorb new trends in technology. They are often the ones in-servicing staff on navigating the technology. Rather than focusing on the destructive elements of technology and youth, the time has now come for a paradigm shift in political engagement and the utilization of IQed and Democratic Technology in educational settings in order to promote Global Citizenship.",,,https://youtu.be/B7gfaURLIHc,https://youtu.be/Xy1y_IW-Zhk,https://imatr.org/gallery.php
34494,"Safe Aging Services for the Elderly",https://oecd-opsi.org/innovations/safe-aging-services-for-the-elderly/,20/10/2022,"Region of Central Macedonia",Greece,regional,"a:1:{i:0;s:6:""health"";}"," Safe Aging Services for the Elderly",https://clickzois.gr/,2019,"The innovation involved creating a central support service for elderly people who need care and monitoring. For this purpose, a Call Center operates on a 24-hour basis with properly trained staff composed of social workers and psychologists, who have direct access to each elderly person's file and respond to the elderly person's emergency calls by telephone.","The innovation was created to benefit elderly people who are chronic sufferers, live alone, and/or far from health and care facilities. In the event that the elderly face a problem, the 24-hour service immediately sends help, in the form of a volunteer neighbor, a member of the person's family, an ambulance, the Immediate Action, or the Fire Department.
The service includes the 24-hour monitoring of the elderly through special devices such as home monitoring devices with fall detection and panic buttons, outdoor tracking, and locator devices which are given to the elderly and installed in their homes. The innovation is thus a telecare social service that aims to support independent living at home for people at risk due to age, health problems or social isolation. It offers personalized attention that can improve safety conditions, reduce the feeling of loneliness in everyday life, strengthen independence, and detect and prevent dangerous situations.
The Call Management Center has properly trained staff, who have direct access to the file of each elderly person and consists of social workers and psychologists and responds immediately to any need of the elderly person. If an elderly person is unable to respond, the service immediately sends help through the previously mentioned individuals or agencies.","a:5:{i:0;s:3:""147"";i:1;s:3:""619"";i:2;s:3:""234"";i:3;s:3:""876"";i:4;s:3:""617"";}","It belongs to the category of actions concerning the use of new technologies in order to serve the elderly in their daily lives. Its innovative character results from its main objective, which is to improve the quality of life of senior citizens through the development and use of age-sensitive ICT (ICT: Information and Communication Technologies) solutions. This innovation is provided to 3.000 elderly people, selected through specific criteria.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Τhe innovation is fully operational today, providing 3,000 seniors with an emergency notification service as well as 24-hour service and communication with psychologists and other health professionals.","ICT experts, Experts from public sector in Health, Municipalities, and citizens (elderly people).","Citizens (elderly people): 6,500","The innovation allows to save lives in case of emergency, report emergency cases, and calls and communication with experts from the health sector.","Among the main challenges of the innovation is to expand the service after 2023.","Commitment of Stakeholders is a key element for the success of such an innovation.","Other Regional Authorities have adopted the innovation.","People at risk due to age, health problems, or social isolation require support at home. We must offer them a personalized attention that can improve safety conditions, reduce the feeling of loneliness in everyday life, strengthen independence, and detect and prevent dangerous situations.",,,,,,
34495,"FREIIA, Facilitating Resilience Empowerd by Island's Innovation Approaches",https://oecd-opsi.org/innovations/freiia-facilitating-resilience-empowerd-by-islands-innovation-approaches/,21/10/2022,"Province of Fryslan",Netherlands,regional,"a:5:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:10:""recreation"";}","FREIIA, Facilitating Resilience Empowerd by Island's Innovation Approaches",https://projects2014-2020.interregeurope.eu/islandsofinnovation/,2022,"Together with partners from 5 other European countries, the Province of Fryslân developed an innovation model (so-called Tipping Approach) to catalyse and stimulate bottom-up innovations and harness ideas from local stakeholders. Complementing this, a governance model is being developed to provide civil servants with tools to implement these innovations in the social process in a simple and user-friendly way.","Communities all over the world face major challenges in the coming decades. Urgent attempts are needed to achieve the UN Sustainable Development Goals (SDGs) and the EU grand societal challenges (GSCs), including a Circular Economy (CE). Systems, regions and people must build up resilience and be able to anticipate shocks and disasters. Starting from a regional perspective, the FREIIA‐project will stimulate joint initiatives and leadership of local communities and their municipalities, with co‐involvement of all partners from the Quintuple Helix, to give a highly impactful boost to the development and acceleration of the local/regional CE.
Innovations are central to the EUGSCs. Innovation policy, nowadays modernized and comprehensively expressed as ‘mission‐oriented, multilevel innovation governance', is increasingly focused on sustainability transitions, i.e. the change towards a more sustainable and inclusive society. In the innovation literature however, governance of innovation models predominantly focus on fundamental R&D and high-tech solutions. These models tend to be top‐down and academic-oriented, with limited understanding of (the practice‐based ‘secrets’ of) bottom‐up initiatives, joint community leadership and co‐involvement from the local/regional perspective. They begin with new technology development rather than an applied and social approach. The FREIIA‐ project, however, starts from the belief that existing governance of innovation models, in view of substantially contributing to grand transitions, have limited value and are hardly applicable or effective in the many European regions outside city and industry conglomerates.
In addition, the grand transitions require input and availability of easy‐to‐apply new skills and bottom‐up governance models for strategic innovation action planning, with a leading role for skilled local/regional government and community-based “transitioners.” Therefore, the objective of the FREIIA‐project is to create skills, resources, competences, capabilities, and structures that support the public sector in becoming effective and successful in transformative policies and in building resilience, with a focus on the GSCs/ SDGs. In this way, FREIIA develops a necessary design-thinking and practice‐oriented governance framework, considering easy application and fast diffusion in and beyond regional European areas: the Governance of Innovation Intervention Learning Model.
This model will be developed by partners from 6 EU countries and, within these countries, includes partners from the so-called quintuple helix. The partners from the European countries are mainly islands because they have a track record of sparking innovation and have shown to be excellent breeding grounds for new ways of problem solving. Just like migratory birds, people visit the islands, come and go, bring ideas, share insights, capture learnings, and explore creative ways to make the system more resilient.","a:10:{i:0;s:3:""181"";i:1;s:3:""211"";i:2;s:4:""4088"";i:3;s:3:""257"";i:4;s:3:""613"";i:5;s:3:""615"";i:6;s:3:""623"";i:7;s:3:""619"";i:8;s:3:""335"";i:9;s:3:""373"";}","We aim to achieve synergy in the four areas of:
- Shaping a bottom-up approach within the context of top-down EU's GSCs;
- Connecting government’s different levels (multi-level governance);
- Connecting the Quintuple Helix's different actors (multi-actor); and
- Learning from perspectives in EU countries by taking advantage of the diversity of approaches and incorporating cultural differences.
We will do this in the context of a Mission-based approach (Blue Delta).
The project addresses a challenge that is common to local and regional actors in the EU: the need to reform innovation governance. It argues that it is necessary to develop a bottom-up governance model for strategic innovation action planning. It is grounded upon on design-thinking methodologies and the involvement of the quintuple helix actors, meanwhile clearly considering the role of local and regional governments as innovation transitioners.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";}","The FREIIA project was approved by the EU in September 2022. Prior to this project, we implemented another FREIIA project, Islands of Innovation. In this project, we developed the so-called Tipping Approach and often ran into government bodies, which lacked the tools to implement the valuable ideas generated by local stakeholders (innovation policy readiness). Relevant authorities often have too narrow of a view on the role of governments in innovation processes. This can lead to disappointment and sometimes frustration amongst local participants. Organising bottom-up processes requires a (pro-)active role of the participating authorities for which additional skills need to be built.","In the project, all parties from the so-called quintuple helix work together. Both at local, regional and international level. The regional government is at the core of the model by engaging all parties from quintuple helix (citizens, tourists, civiel society organisations and companies; multi-actor) and all levels of government (EU, national, regional and local; multilevel governance).","This project, we aim to catalyse & stimulate innovative bottom-up processes. Tools will be developed for public authorities that will strengthen the implementation of stakeholder ideas. The aim is increase the chances of successful implementation and strengthen the necessary cooperation between parties. Turning ideas into actual realised projects benefits governance and the local innovation ecosystem, while simultaneously improving and strengthening the self-confidence of participating parties.","The outputs of the FREIIA‐project are multifold. The main results will be:
- a new Governance of Innovation Intervention Learning Model for a creative, easy, and thus efficient adoption of the EU’s GSCs, in particular the Circular Economy, as well as the potential of a self‐sustaining recurrent innovation process;
- 10 Strategic Innovation Action Plans with follow‐up programs and projects ready for take‐off;
- digital learning materials to promote the outcomes efficiently amongst a large European group of local community and municipality leaders and their quintuple helix partners;
- a pioneering cohort of first applicants of the FREIIA approach and
- the exploration & deepening of crucial scientific questions on and challenges in sustainable transitions, amongst others aimed at local governance of sustainable innovation, community‐municipality cooperation models, the role of critical friends and young professionals, and students’ design and entrepreneurship (4PhD dissertations).
","A mission-driven approach requires a different attitude and role of governments. An active role is fostered by governments, which is a paradigm shift from the currently common role of governments facilitating the market and ensuring a level playing field. This made it particularly difficult to engage government parties in FREIIA, which was often met with resistance and pull towards the status quo i.e. “business (governance) as ususal”.","A mission-driven approach requires a different attitude and role of governments. An active role is fostered by governments, which is a paradigm shift from the currently common role of governments facilitating the market and ensuring a level playing field. This made it particularly difficult to engage government parties in FREIIA, which was often met with resistance and pull towards the status quo i.e. “business (governance) as ususal”.
A pre-condition is: soul in the game. That means participation is limited to participants who are intrinsically motivated to take the process (one) step(s) further.
Participation of representatives of local and regional governmental bodies is key.","The approach was launched to the global network at the Virtual Island Summit (Sept. 2022) afterwards which 100+ new participants registered to participate in a beta cohort of one of the previously developed governance tools.","As indicated earlier, the FREIIA project was preceded by the Islands of Innovation project. During the lifetime of the latter project, the so-called Tipping Approach was developed. This method has been used in several countries. The experiences have been very positive. A lot of enthusiasm and the input of a lot of bottom-up ideas. The enthusiasm threatens to be dampened if governments do not proceed with the implementation of the ideas generated in local contexts by the TIPPING Approach. An active government is a pre-condition. The will is usually there, however, participants lack the necessary implementation tools, which is what FREIIA intends to provide.","The FREIIA project provides a model to catalyse and stimulate the process of implementing societal innovations. It brings forward the need for cooperation between governments (multi-level) and between parties from quintuple helix (multi-actor) and is applied to ideas relevant to the SDGs and EU Grand Challenges. In other words, it is an approach that fully meets Joseph Schumpeter's definition of innovation: doing things differently. With emphasis on doing and differently.","a:1:{i:0;s:5:""34748"";}","a:3:{i:0;s:5:""34503"";i:1;s:5:""34745"";i:2;s:5:""34749"";}",,,
34507,"ITeR: Re-designing decision making processes",https://oecd-opsi.org/innovations/iter/,21/10/2022,"Ministry of Education",Italy,central,"a:1:{i:0;s:9:""education"";}","ITeR: Re-designing decision making processes",,2020,"The project was born from the need to redesign the Ministry of Education's (MI) decision-making processes. The ITeR application is an organizational and management tool built to suit this purpose. The beneficiaries of the innovation are the MI actors involved in the process, but also the citizens who benefit from the measures being issued more quickly. ITeR is innovative because it enables the cooperation of all actors, keeps track of all documents and greatly simplifies the decision-making process.","By innovation in the public administration (PA) we mean the introduction of new design and planning methods, at the basis of the production of public values and services; it basically means creating positive change in order to make an impact. Innovation represents one of the elements that allows public administrations to have a greater chance of success, but, at present, there is a scarce inclination to it. In recent years, in fact, this is one of the main criticisms addressed to public institutions, considered ""blocked"" in the technicalities of bureaucracy and, therefore, not very predisposed to change. Excessive reference to laws and rules therefore becomes an obstacle to the affirmation of innovative processes within the PA which is required to respond to the increasingly demanding requests of civil society. By way of example, we cite the requests for increased transparency and traceability of processes, support for regulatory changes that modify processes or organizations and, with a look at the very recent times we are experiencing, the response to emergency phases such as the Covid-19 pandemic. Public institutions are ""perpetually"" exposed to states of crisis (think of how much policy choices are changing today due to the evolution of the war in Ukraine).
Innovation represents a fundamental lever of change and development for a country that, like Italy, has always looked to the future, thus making the PA an even more competitive sector and in step with the challenges that will also arise at the European level. Although in the analysis of the innovation trends of each member state, Italy remains a moderate innovator (https://data.oecd.org/italy.htm), with a markedly improved relative performance compared to other EU countries over the long term, there is still much to be done especially at the national level where there is an uneven and patchy situation.
The project aims to redesign the MI decision-making processes with a global approach focused on the overall consistency of the actions that lead to specific outputs in the various levels of government. ITeR conceived as an innovative approach has been designed to create a lasting impact, especially in institutional models subject to structural turbulence deriving from continuous political turnarounds. Furthermore, ITeR, also in order not to create divisions between ""old"" and ""new"", is an integrated system, or better, harmonized, with the existing systems. The project leads to an overall redefinition of the entire system of activities through the creation of management actions that support decisions: economic-financial valorization, sharing-information in the MI, inter-organizational synergy; institutional communication systems. The objectives and goals of ITeR are to:
- promote integration between organizational actors;
- define time management tools;
- define accountability mechanisms in every part of the organization;
- simplify work organization;
- support institutional welfare policies.
ITeR was created to re-engineer processes focusing on medium-long term sustainability in terms of capitalization of information, activities, processes, and valorization of: informal documents; regulatory frameworks; identification keywords; summaries of processes. During the pandemic ITeR allowed employees to remotely sign relevant documents without the necessity to do it physically and avoid possible service interruptions due to pandemic restrictions. This could potentially create issues at all levels within the Education system impacting millions of students, teachers and employees. Service continuity provided by the solution lead to employees’ satisfaction increase too. Implementing a keyword system for supplying a virtual repository could be compared to an IoT system.
By virtue of the results of the experimentation that were completed successfully and without particular critical issues to be highlighted, with delegation to the competent DG, the following improvement actions were implemented:
- migration of all data entered in the testing phase;
- implementation of the work flow for sending a notification to the user involved both at the time of entering the request and at the completion of the deed;
- insertion of new types of workable documents: notes, directives, agreement / memorandum of understanding;
- insertion of requests ""for examination"" regarding critical aspects in time, due to the impact of the choices, but which do not require the formalities of the signature;
- implementation of a dashboard for users belonging to the “Cabinet Office” context and concerning the trend and statistics of the entries made by users;
- profiling of the secretariats of the Units based on the pre-existing administrative structure (pending the finalization of the implementing regulations of the new organization chart).
","a:6:{i:0;s:3:""615"";i:1;s:3:""621"";i:2;s:3:""239"";i:3;s:3:""612"";i:4;s:3:""211"";i:5;s:3:""876"";}","The implementation of ITeR is an innovation in the governance of decision-making processes according to a public management approach. ITeR aims to create a virtuous relationship between the initial moment of needs analysis behind the decision-making processes and the final decisions in terms of institutional communication. So, ITeR aims to manage and monitor document flows in signature and for examination of the Head of Cabinet, Heads of Department, General Directorates and Offices Directorates. The application provides for a document flow from Ministry of Education officials up to the Education Minister. Each actor involved, according to the qualification, can receive, view and verify documents, make a judgement of adequacy, submit for competence or sign documents (notices, circulars, decrees, orders, appeals etc.).","a:1:{i:0;s:14:""implementation"";}","The testing of the project took place between December 2019 and June 2020. MI users entered 152 different types of documents for validation. Offices involved 4 Directorates General (DG) : DG for Student, Development, and internationalization of higher education, DG for Structural Funds for Education, school building and digital school, DG for School Regulations and Evaluation of the national education system, DG for Information Systems and Statistics, managers, office instructors; 3 Departments: Department for the educational system of education and training, Department for Higher Education and Research, Department for Planning and Management of Human Resources, financial and instrumental resources. Chief and Deputy Chief of Cabinet (for a total of 95 actors involved). ITeR was approved by the Minister but was slowed down due to pandemic worsening. Furthermore the Ukraine conflict and the Italian NRRP involved a priorities re-planning, but now ITeR is in the final implementation phase.","Government Partners: Global IT company provides its knowledge and experience, as well as suitable technologies to implement ITeR and manuals to guide users to use it. All the internal stakeholders across the Ministry of Education are involved to collaborate and participate in the initiative. Employees belong to General Managers, Departments, Head of Cabinet, Deputy Head of Cabinet and other offices.","The users and beneficiaries of the initiative are the Ministry of Education’s internal stakeholders themselves who, thanks to the overall redefinition of the entire activity system, will be able to build integration mechanisms among the organization. The main project external stakeholder is the society as a whole. ITeR allows to implement new policies, directives and regulations. ITeR is an innovation accelerator in the implementation of a multi-level and multi-stakeholder governance approach.","This project fully digitalized the Ministry of Education signing process of relevant documents to increase the administrative machine’s productivity and inter-institutional (Minister and Cabinet Office) and organizational (Departments, Directions, Organizational Units) cooperation. The solution managed to better the reliability of the entire process too, even thanks to the possibility to track the status of the documents and create a digital repository which can be consulted (also for future decisions) by the users. There are many management purposes: building integration mechanisms between organizational actors, determining time management tools, defining accountability mechanisms in every part of the organization, simplifying action. This will also have repercussions in the short term because it will make it possible to develop monitoring mechanisms to guide the administrative machine towards what is necessary by virtue of specific political and management priorities.","The most relevant public policy challenge is that of giving rise to a new paradigm in the relationship between politics and administration. This goal is also possible by technical tools such as ITeR which is primarily built to:
- Design of the new solution: our main challenge was to deeply analyze the entire process to digitally replicate it. We had to identify and put together all the actors involved in the process which were physically managed before. However, thanks to the team cooperation we managed to precisely describe the documents’ sign process (phase of the institutional formalization of decisions).
- Strategic support: throughout the project, it was difficult to immediately gain trust and support from the public employees since the solutions provided would have significantly impacted on their work method. However, once we provided the first data and results showing the advantages of the process digitalization and re-engineering, we got the support needed.
","The involvement of all internal actors is a fundamental success variable as well as communicating potential outputs and outcomes to the various stakeholders. To this end, the following actions have been envisaged:
- online webinar on the use of ITeR (target the secretariats);
- training plan on the management of decision-making processes as an added value for human resources (individual organizational positions, departments) and for stakeholders;
- training plan on ITeR use models to support smart working;
- coaching on subjects such as ""decision making"" and ""digital innovation"";
- plan to advertise the innovation on the Ministry's social channels (intranet) and other official channels;
- communication plan of management and organizational innovation underlying ITeR;
- actions aimed at increasing the reputational value of MI.
","The solution we provided can be implemented in different Public Administrations and contexts thanks to the efficiency, accessibility and reliability: it is possible to propose this type of solution to other Administrations and to other regional and provincial Institutions. This approach can increase public actors' performance and make governments better by simplifying entire processes and reducing the approval-time needed for each document/process.","The new system of institutional, managerial and organizational relations that is produced thanks to ITeR can revolutionize the process of making decisions, assessing the impact and the ability to enhance them and make them visible to stakeholders. This internal alliance should allow to significantly simplify the administrative machine and improve internal actors’ performance. In the future, government institutions can consider replicating this work method and may open the doors for the development of new similar solutions which can increase public service delivery, employees’ motivation and effectiveness.
From the analysis of the experimentation, the planting model of the project was defined. The coherence between ideation and design of ITeR is clear: ITeR is and must for creation through the continuous capitalization of decision-making processes.","Definition of process measurement systems, outputs (intermediate and final) and outcome of decision-making processes are parts of ITeR's innovation model.
Specific areas of attention are listed below:
- elimination of the paper flow of documents;
- simplification of decision-making and administrative steps;
- time management;
- streamlining of formal and informal steps in the decision-making process;
- decrease in ""loss"" of documents;
- supervision - directing - by the Cabinet Office;
- acceleration of smart working;
- greater transparency of the disclosure action;
- integration into the dicastery for access to decisions, phases of the decision-making process, decisions taken.
","a:1:{i:0;s:5:""34746"";}","a:2:{i:0;s:5:""34524"";i:1;s:5:""34525"";}",,,
34509,"Building Blocks",https://oecd-opsi.org/innovations/building-blocks/,20/10/2022,"World Food Programme",Italy,other,"a:3:{i:0;s:13:""environmental"";i:1;s:11:""information"";i:2;s:12:""public_order"";}","Building Blocks ",https://innovation.wfp.org/project/building-blocks,2017,"Guided by a vision with people at its heart, WFP is harnessing the benefits of blockchain technology in its operations. Since 2017, WFP and its partners have been applying blockchain technology through the “Building Blocks” (BB) project to help achieve its mission while working with the wider United Nations/INGO community to push for greater efficiency across humanitarian and development operations.","The idea behind Building Blocks is built on the concept of a common, equally owned, operated, and governed humanitarian blockchain network – where reputable humanitarian and development organizations can freely join the network and run their operations on it.
Through Building Blocks, various actors have a way of increasing the coordination of their responses, ensuring greater accountability, accuracy, and partnership with the prime objective of improving the lives of the people served in constrained environments.","a:4:{i:0;s:3:""162"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""196"";}","Powered by blockchain technology, Building Blocks provides a neutral space for multiple humanitarian actors to collaborate in a decentralized and independent manner. On BB, humanitarian organizations can deploy applications (smart contracts) to accommodate various humanitarian use cases. This solution presents a unique opportunity to overcome traditional barriers to inter-organizational collaboration at scale. BB currently enables “value transfers”.
most humanitarian responses, organizations need to transfer something of value to the people served (e.g., cash or food), the people need to redeem that something of value, and the whole process must be accounted for. BB impeccably and conveniently enables the coordination of incoming inter-organizational assistance and subsequent redemption, even in highly complex programmatic contexts. Other use cases, such as digital ID, education credentials, and land registries, remain to be explored.","a:1:{i:0;s:14:""implementation"";}","
- Operational since 2017 and the world’s largest humanitarian implementation of blockchain technology.
- Serves 1+ million Syrian and Rohingya refugees in Jordan and Bangladesh. USD 475 million transferred through 20 million transactions. Saved USD 3 million in bank fees.
- From 01 May to 31 August 2022, coordinated USD 337 million of cash in Ukraine and prevented USD 35 million of unintended assistance overlap (duplication), resulting in available funding to support an extra 185,000 thousand people for three months.
","In September 2020, BB was deployed in Lebanon to help coordinate the relief efforts of 17 organizations across eight assistance categories for the people affected by the Beirut blast. From January 2021, United Nations International Children’s Emergency Fund water, sanitation, and hygiene items are being distributed on Building Blocks in Cox’s Bazar, Bangladesh. In May 2022, BB was deployed in Ukraine to help coordinate assistance from 18* organizations to those affected by the conflict.","Building Blocks started with a 100-person proof of concept in January 2017 in Pakistan and has since been scaled to serve over 1 million people, making it the world’s largest implementation of blockchain technology for humanitarian assistance. Building Blocks is deployed in Jordan to support Syrian refugees, Bangladesh to support Rohingya refugees. Recently BB was deployed in Ukraine as a cash assistance coordination mechanism among various UN agencies/NGOs serving people in need.","BB is operational in Bangladesh and Jordan, together BB has been serving 1 million Syrian and Rohingya refugees with USD 475 million through 20 million transactions. During the same period, BB has also saved USD 3 million in bank fees.
Additionally, BB was recently deployed in Ukraine. As a result, between 01 May and 31 August, 18 humanitarian organizations coordinated USD 337 million of cash to 3 million affected Ukrainians and prevented USD 35 million of unintended assistance overlap (deduplication). This enabled supporting an extra 185,000 thousand people for three months purely due to the inter-organizational collaboration on BB.","The beauty of blockchain is that the same underlying architecture can accommodate many different use cases such as digital ID, health records, education credentials, land registries, and more. The main barrier to using it in these ways at this stage is around data protection and privacy, in a world where not all end users have access to digital technology. The limitation here is obvious: many of the populations we support don’t have smartphones and connectivity – though things are changing rapidly. In the meantime, we have started with applications such as value transfer, using pseudonymous accounts that do not require foundational sensitive personal information.","Have a vision but take a practical approach to what can be achieved today and be prepared for the coming future. Scale is being successfully achieved through incremental builds and roll-out. Field experience and political buy in are key factors in a successful solution. Technical aspects are the least problematic. The challenge is to adapt the technology to implementing organizations’ specific context.","Building Blocks is built for flexibility and modularity. This way, organizations can continue using their preferred systems (e.g., for beneficiary management) while coordinating and (if needed) delivering assistance on BB.","Political and human aspects (misinformation & misunderstanding) proved to be the biggest hurdle. Explaining the concept is hard. It is hard to convey the message that BB is about the network and the network effect. The concept of co-development is not well understood. It can be hard to persuade others to change their models and join the BB project.",,,,https://u.pcloud.link/publink/show?code=XZkMnNXZ1uGteoFKkDbDRiBxq3qyBRvgtoOy,,
34512,"Becoming Agile: a way to deliver high quality products and solve long standing reform challenges in government",https://oecd-opsi.org/innovations/becoming-agile-in-government/,20/10/2022,"Office of the Prime Minister of Croatia",Croatia,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Becoming Agile: a way to deliver high quality products and solve long standing reform challenges in government",http://gov.hr,2021,"To improve the Government's response to problems and delivery of products, the Office of the Prime Minister of Croatia introduced Agile methodology and Agile teams, which mimicked startups in using iterations and learning to inform their next move. All governments have policy challenges that seem too complex to be solved. These challenges span across several departments, have some areas where jurisdiction of departments is unclear, and any intervention would have serious impact on all citizens.","In 2014 Croatia initiated two digital health sector innovations, E-Results and E-Referrals. The systems were intended to digitize the process of referral to hospitals and medical results, including hospital discharge letters. The innovations would have changed the hospital experience for an average citizen had they been implemented in full. Unfortunately, disappointing levels of innovations uptake and use by health practitioners have limited their impact.
In 2019 the Office of the Prime Minister of Croatia started looking into these limited successes. The team was convinced that the innovations were of critical importance for the citizens, and wondered, if the low uptake and low use were a result of limited user engagement in system design and, equally, a result of limited user engagement upon system implementation. They were interested in experimenting with agile methodology to see if it could unlock a way forward out of this situation. The team proceeded to organize a three-day workshop on agile and an associated method, problem driven iterative adaptation (PDIA), in Zagreb in 2019. Many of the workshop participants expressed a high level of enthusiasm about wanting to work in these new ways on their challenges. They were, however, weary about how successful the methods would prove to be within the country. No one had tried using agile methodology in the public sector in Croatia.
Undeterred and bolstered by the Prime Minister’s support, the team went on to grow the idea and created two teams to pilot the new method. One team would work on a digital governance issue related to healthcare, while the second team would work on improving the user experience relating to Government digital services.
These were the questions that teams needed to answer:
Agile Health team: 'Can the Health system shift to only use the electronic referrals to hospitals (without relying on the paper print-outs)?'
Public Administration (PA) team: 'What can we do to improve how the Government delivers its services and information?'
Learning through activities has been the greatest challenge for the teams, as quick solutions kept on creeping up. Insistence was made on the fact that the teams discuss the learning and refrain from providing ready-made solutions. Iterative approach uncovered the need to analyse problems from a user perspective rather than the institutional perspective while support of the Prime Minister's Office meant they could do it.
Team Health shadowed health practitioners in the different hospital departments during which they could understand business processes and software protocols but also see the user experience first hand. When they paired this hands on experience with prior data analysis and interviews with professional Chambers and patient associations they were confident when the team suggested to the Minister of Health to abolish the paper version of the e-referral. In 2020, citizens did not have to make a trip to their family doctor anymore to pick up the paper e-referral just to bring it to the hospital desk.
The PA Agile team had a profound impact on the development of the e-Citizens portal in Croatia. The team delivered a new portal that replaced four different websites and two different registries. It introduced user perspective and delivered a document ""Standards for the development of public services"" that was adopted by the Government session in April 2021. This document formalized the approach and introduced agile teams as a mechanism of developing new digital services.
The new e-Citizens portal was launched in May 2021, as a system that caters to all life roles (parent, business owner, guardian etc.) our citizens might hold. All in one place for all life roles and situations. The number of e-Citizen users grew 30% since. The teams are proud of their work. The Agile approach allowed them to break down institutional silos. It provided the teams with ways to communicate across departments and organizations, to learn from users, to rapidly identify practical and accessible ideas to try and resolve long-standing problems, and to gain support for an exciting new experimental approach to testing these ideas out.
This kind of work is not common in the Croatian public service context, and the work of this team shows that significant progress can take place in a matter of months towards solving problems that are complex and seem overly challenging to handle. Agile methodology and agile teams have now been recognized as drivers of positive change in the field of digital transformation and play a central role in plans for the next phase of digital transformation in Croatia.","a:12:{i:0;s:3:""181"";i:1;s:3:""876"";i:2;s:3:""211"";i:3;s:3:""257"";i:4;s:3:""260"";i:5;s:3:""305"";i:6;s:3:""617"";i:7;s:3:""335"";i:8;s:3:""620"";i:9;s:3:""373"";i:10;s:3:""621"";i:11;s:3:""354"";}","This was the first time that agile methodology was applied in Croatian Government. We already knew examples of other Governments using agile methods to deliver e-products but we were not aware of any example where it was used to unlock a reform agenda as in the example of our Agile Health team. Strong focus on the learning, has made PDIA methodology particularly good because it has allowed us to bypass the usual instant and/or partial solutions. Agile approach kept our focus on the user, which in turn helped steer the immense amount of data and analysis that the team delivered through their activities toward conclusions.","a:1:{i:0;s:9:""diffusing"";}","We are in the process of drafting the Digital Croatia Strategy 2022-2032. In this strategy, we rely heavily on restructuring the way we manage digital transformation in Croatia and how the results are delivered operationally. Agile teams are now embedded, not only in the Standards for the development of e-services but also in delivery of our digital policy through an improved project management model. Finally, it will be interesting to see whether teams will continue to approach their work with such ambition and success once they are formalized.","
- Agile Health team involved: Office of the PM, Ministry of Health, Croatian Health Insurance Fund, Croatian Institute for Public Health, University Hospital Center Zagreb, Croatian Medical Association, Croatian Association of Patients, all companies that produce software for hospitals.
- Agile Public Administration team: Office of the PM, Ministry of Justice and Administration, Central State Office for Digital, Student of IT, citizens, representatives of employers, etc.
","In both agile teams, the primary beneficiaries were citizens. Secondary beneficiaries were civil servants, health workers, owners of companies, parents of minor children, companies, etc.","Results: The Agile team provided evidence that the Government should stop generating 13 million paper referrals/year. All of the paper referrals had to be archived in paper form which meant 65 million referrals in the past 5 years. All Croatian hospitals proved ready to transfer to e-referrals only. This had a positive impact on citizens and their access to hospital care. It also had a positive impact on the nurses who did not have to deal with two systems (both electronic and paper system).
The PA Agile team delivered e/Citizens portal that replaced four different websites and two registries. It became a central place for both citizens and business entities. The new e-authorization system allowed for services to be offered for all life situations. For example, parents of minor children are automatically offered to use e-services on behalf of their minor children, business owners are automatically offered to use business e-services, etc.","There have been numerous challenges in agile methodology implementation in a system that is not designed to support or understand such an iterative approach. After several months of work, when we compiled and analysed a lot of data, the teams realized the magnitude of work and two members quit. It has become difficult to juggle agile work alongside our usual work and this has taken a toll on the entire team. We have gone through these challenges together, sharing more about our deadlines and obligations and started to rely on each other for support.","There needs to be a sense of urgency. A feeling that a problem has not been resolved for a while and that it has become a problem. Then there needs to be a champion of change that has the right values, motivation and skill set to see the proposed experimentation from the beginning to the end. Personal values and motivation of individual members of the team is of great importance because when the motivation is low, personal motivation will provide the fuel. The experiment has to have the political support from the top so that when unconventional approach is recommended it can be implemented. Finally, the experiment has to bring an added value to the community of practitioners and to the leadership in order to continue receiving support for further development.","Yes, it has been replicated within Croatian Government again to develop new e-services and functionalities for the e-Citizens portal.","Team’s key findings led to the team writing a proposal for five rapid interventions to improve system use by practitioners in the country’s largest hospital, KBC Zagreb. These interventions were developed in a faster period than is typical to Croatian policy making, at lower cost than is normal, and enjoyed more ownership and acceptance than is common (in the various entities represented on the agile team and in their user collaborators). The ideas were directly targeted at solving users’ problems, and slated to be introduced through an iterative, adaptive process centered on garnering and then adapting to user feedback (where ideas would be activated quickly with the involvement of users, users would then be asked if the action solves their problem, the idea would then be adapted based on user feedback, and a newly adapted idea activated in a repeated iteration—until the user expresses satisfaction that the ‘problem is solved’).","Part of this material is an excerpt from the case study written by prof. Matt Andrews for the purposes of teaching it in the ""Implementing Public Policy"" course, Harvard Executive Education Program.",,,,,
34519,QualiChain,https://oecd-opsi.org/innovations/qualichain/,20/10/2022,ASEP,Greece,central,"a:1:{i:0;s:10:""employment"";}",QualiChain,https://qualichain-project.eu/,2021,"QualiChain project is guided by the vision to transform and revolutionise the domain of public and education as well as its interfaces with the labour market, policy making, public sector administrative procedures and the wider socio-economic developments, taking advantage of blockchain and other technologies. The ASEP pilot focused on optimising internal evaluation procedures pertinent to the selection and recruitment of public sector personnel with respect to the candidates’ qualifications.","As the main public recruitment agency in Greece, ASEP is keen to participate in research and innovation programs in order to add value to its existing recruitment processes. QualiChain project targets the creation, piloting and evaluation of a decentralised platform for storing, sharing and verifying education and employment qualifications and focuses on the assessment of the potential of blockchain technology, algorithmic techniques and computational intelligence for disrupting the domain of public education, as well as its interfaces with private education, the labour market, public sector administrative procedures and the wider socio-economic developments.
The proposed solution was piloted through four representative scenarios: (i) lifelong learning; (ii) smart curriculum design; (iii) staffing the public sector; (iv) providing recruitment and competency management services. The Greek pilot’s goals, as part of the “staffing the public sector” part of QualiChain, are the following:
- Demonstrate and assess the QualiChain concept and technological solution, by piloting the combination of disruptive technologies involved in the context of staffing the Greek public sector.
- Assess the impact, i.e. the benefits and risks of the QualiChain technological solution on the full spectrum of stakeholders, towards which is addressed, in public administration.
By participating in the QualiChain as a pilot for staffing the public sector and thus utilising Blockchain technology, ASEP may achieve validation, i.e., confirmation of authenticity, of university degrees thus freeing the public sector from the relevant bureaucratic burden. Moreover, it explores ways to bring more value to the highly qualified personnel selected by means of supporting and simplifying public sector recruitment procedures.
ASEP's clients are public entities obliged under Greek law to hire personnel under ASEP’s recruitment process. That could extent to all public entities and other entities from the private sector should the law be amended accordingly. The success of QualiChain could be the starting point for the admission of all potential stakeholders (organisations, universities etc.) as “issuers” into an integrated system and at the same time, it could motivate companies outside the public sector to use ASEP's expertise in their own selection processes.","a:5:{i:0;s:3:""162"";i:1;s:3:""876"";i:2;s:3:""234"";i:3;s:3:""612"";i:4;s:3:""621"";}","
- Provide specific, reliable and timely personalised candidate notification for job vacancies using QualiChain platform,
- Validate candidate qualifications effectively using blockchain based verification of qualifications and
- Improve selection process in a timely, flexible and credible manner using Multi-Criteria Decision Support System (MCDSS) in order to select the optimal candidates for a position.
","a:2:{i:0;s:20:""identifying_problems"";i:1;s:20:""developing_proposals"";}","The QualiChain project and ASEP pilot have been completed in 12/2021. ASEP does not aim to have a direct economic advantage from the project results, but to familiarise critical decision-makers with this new technology and the pilot’s specific benefits, as well as to launch consultation with all relevant stakeholders with the overall aim to make full use of the potential offered by it.
ASEP will continue its efforts to disseminate the value of QualiChain project and its specific results to additional academic institutions as potential certificate issuers and to key stakeholders including policy decision makers (in public and private sector) in order to explore potential integration of QualiChain in their operations mainly in relation to the certification/validation functionalities.","The consortium involved in QualiChain project inherited the technological, academic and business background required for a successful innovation process:
- Prestigious universities/ research institutions (NTUA, OU, TIB, IAIS)
- Leading ICT market-oriented companies applying technology for public services provision (ATOS)
- European best-of-breed ICT SMEs (KBZ)
- Innovation-driven EU Public Administrations (AMA, INESC-ID, ASEP, SRS)
","
- Certification seekers: all the individuals (students, lifelong learners, job seekers) that seek certification of their diplomas and can use them to apply for new courses, or job vacancies.
- Certification providers: the entities (universities, training academies, schools, and public entities) that are able to provide certification of individuals’ diplomas, competencies as well as hard and soft skills.
- Certification validators: the entities (recruiters) that seek the individuals’ certification
","Results were evaluated based on both horizontal and pilot specific Questionnaires. In general, it was concluded that the QualiChain platform was viewed positively and/or neutrally by the users.
An indicative numeric result is the following: The average time consumed, per qualification, for the qualifications’ validation was estimated to be 12 days. Within the project, this duration was decreased to less than an hour.
In the future, ASEP further aspires to extend the capabilities of QualiChain to other qualifications, as a potential link to the digital transformation strategy of ASEP (Bible of the digital transformation 2020-2025) and the national digital strategy","
- The implementation of the platform took a lot of effort from the developers, many meetings, and a lot of discussion between partners. It is important to resolve integration issues as early as possible in a project where several development teams work in parallel in different platforms.
- Blockchain is hard to grasp so there are misconceptions and a low level of blockchain knowledge.
- QualiChain data (credentials, course information, job information) should include more meta data to be more useful for the end user.
- Local laws enforce paper-based credentials or may even prohibit digitisation of services or announcing job offers outside explicitly named channels
- In order to maximise the utilisation of the QualiChain functionalities in a production environment, it would be necessary to integrate the provided QualiChain APIs with ASEP’s information system.
","
- Supporting infrastructure and services.
- Close cooperation between development and business teams.
- Leadership commitment.
- Rules and legislation actions
","No, it has not been replicated yet.
The success of QualiChain could be the starting point for the admission of all potential stakeholders (organisations, universities etc.) as certificate/qualification “issuers” into an integrated blockchain based system and at the same time, it could motivate companies outside the public sector to use ASEP's expertise in their own selection processes.","QualiChain facilitates the transition of qualification verification to a new era. The platform, although new, achieves the goal of secure qualification validation using the reliability of blockchain technology.
That being said, even the best ideas with the best technical implementation, need significant time to be invested both in making the UI as friendly as possible and in training the users and stakeholders.",,,,https://www.youtube.com/watch?v=itVyoZnRC5k,,
34521,"Municipal Development of IOT Platform - Energy Upgrade",https://oecd-opsi.org/innovations/municipal-iot-platform/,21/10/2022,"Municipality of Palaio Faliro",Greece,local,"a:2:{i:0;s:13:""environmental"";i:1;s:11:""information"";}","Municipal Development of IOT Platform - Energy Upgrade",https://palaiofaliro.gr/politis/exipiretisi-politi/diefthinsi-technikon-ip/katagrafi-katanalosis/,2019,"Τhe Municipality developed a centralized Internet of Things (IOT) management platform with the ability to control, record and analyze power consumption data and other resources in buildings and other infrastructures, which can function as a smart city base for the Municipality. With it, the Local Authorities will be able to obtain documented data and prepare relevant analyzes for the purpose of certifying the Municipality and submit proposals for financing projects to reduce energy consumption.","The Municipality of Palaio Faliro, in collaboration with an external partner, developed a centralized IOT management platform with the ability to control, record and analyze power consumption data and other resources in buildings and other infrastructures (e.g. Municipal buildings, School facilities, KAPI , Sports facilities , street lighting, etc.). Τhe Service has the ability to obtain documented data and prepare relevant analyzes for the purpose of certifying and submit proposals for the financing of actions regarding the energy upgrade of the Municipality to various bodies (such as the Corporate Agreement for the Development Framework, Prodesa, Green Fund, etc.) that will lead to a reduction in energy consumption from the actions of the Municipality, to the proven energy management competence of the Service, to the reduction of the energy/carbon footprint, to the improvement of the energy behavior of the Municipal structures, staff, and citizens.
This initiative is one of the implementable actions of the strategic planning of the municipality's Operational Program 2019-2023 in the Pillar ""Environment - Quality of Life"" and in particular in the Measure: Urban Renewal - Urban interventions. The individual electricity meters will communicate in real time with the controller, which will send data to the online platform. The data that will be received will be processed and normalized by the platform, so as to produce the corresponding energy efficiency indicators. Authorized users of the Municipality will have access to the platform through an internet browser (Chrome/Firefox).
This perspective for a universal planning and management control of the city will help to reduce energy consumption from the actions of the Municipality and contribute to the development of all forms of smart city applications, etc. The goal of the innovation is to improve technological knowledge, address environmental problems, create sustainable patterns of production and consumption, improve the quality of life, exploit resources, protect the environment, create bases for sustainable development of the city, increase municipal revenue through the use of financial tools, collection-evaluation of data for drawing up a strategic policy in the areas of cleanliness, the environment, the management of the municipality's property, the use of electric vehicles and the management of water resources.
","a:4:{i:0;s:3:""239"";i:1;s:3:""623"";i:2;s:3:""876"";i:3;s:3:""618"";}","The IoT platform (SenseOne IoT) is a universal system for managing the energy behavior of the municipality's building infrastructure.
The system has the ability to:
- Central management of all potential energy resources.
- Creation of reports formulating energy data and indicators (e.g. by group of connection type, by local community, by type of building use, etc.), key performance indicators (KPI), thermographs, etc.
- Potential connection with appropriate measuring equipment to create interaction with sources of energy and not only consumption.
- Potential connection with appropriate software for the utilization of past and current energy data.
- Registration of all electricity supplies of the Municipality.
- Creating events, so that there is an automated notification process in case of non-normal behavior of the facilities (e.g. unexpected consumption from lighting, particularly increased consumption compared to the corresponding previous period, etc.).
","a:1:{i:0;s:9:""diffusing"";}","
- Creation of reports formulating energy data and indicators (e.g. by group of connection type, by local community, by type of building use, etc.), key performance indicators (KPI), thermographs, etc.
- Potential connection with suitable software for the utilization of past and current energy data.
- Also development of Smart City applications, such as smart management of street lighting and its maintenance, smart management of waste bins, smart parking (available spaces, spaces for people with special needs, illegal), free Wi-Fi access points for citizens, electric chargers, etc.
","The collaboration with an external partner was done by concluding a public contract. The IT Department provided all the information and carried out site visits with company representatives for the design of the platform. Each phase was presented by the company in order to check if it serves the operational purposes, if it is easy to use and if it extracts the desired data for the further actions of the municipality.","The energy upgrade of the Municipality's infrastructure leads to a reduction in energy consumption, which by extension reduces the Municipality's energy footprint on the environment, and secondly, the reduction in energy consumption saves valuable financial resources for use in other rewarding actions which indicatively can be directed to goals for the achievement of the Covenant of Mayors, to the implementation of programs to improve environmental indicators, etc.","The Municipality benefited from this innovation in the following way:
- Collection of data for the optimal energy and operational efficiency of buildings, facilities, street lighting, and schools and their utilization.
- Implementation of actions to change some procedures to deal with out-of-hours consumption and save money.
- Usefulness of installed smart meters in places where particular behavior and large consumptions are observed.
- Certification of the Municipality according to the ISO50001 standard for submitting funding proposals for energy upgrading of the Municipality to various agencies.
- Replacement of old street lighting lamps with led technology with documented measurable results and significant savings.
- Highlighting the unnecessary consumption of energy for the subsequent reduction of operating expenses
More specifically:
- Reduction of staff time from data processing and possible errors
- Development of smart city actions & applications / qualification for funding
- Reduction of the energy/carbon footprint
- Utilization of system information at an educational level
- Identifying, documenting and, where appropriate, reducing the percentage of idle power
- Highlighting the best and worst building facilities and infrastructures through the adoption of goals and the automated monitoring of their achievement indicators - Energy Performance Indicators (EnPIs)
- Implementation of a mechanism to automatically prevent unusually high consumptions using alarms, alerts and notifications.
Quantitative results are extracted in various formats (diagrams, tables, alerts, etc.) with broad customization options.","Due to the dispersion of the buildings, infrastructures, and facilities, the organization of the actions and the coordination of those involved was required, in addition to compiling of dispersed information for the contractor to best design the platform.","Teamwork is necessary so that everyone feels and becomes part of the implementation of this initiative. Energy upgrade projects are being carried out and have been planned, on which the use of the platform and its upgrading will provide information for further actions. Financial resources are required to assign to an external partner the tasks for the maintenance and the upgrade of the platform. Personnel who will provide the required data and cooperate with the external partner to achieve the creation of the platform and its maintenance in the data of the municipality are also needed.","Perspective for a universal planning and management control of the city that will help to reduce energy consumption, to the proven energy management efficiency of the Service, to reduce the energy/carbon footprint of the Municipality, to improve the energy performance of Municipal structures, in the development of all forms of smart city applications, etc. Also development of Smart City applications, such as smart management of street lighting, smart management of waste bins, electric chargers, etc.
The energy upgrade of the Municipality's infrastructure leads to a reduction in energy consumption, which by extension reduces the Municipality's energy footprint on the environment with obvious benefits, and secondly, the reduction in energy consumption saves valuable financial resources for use in other rewarding actions which indicatively can be directed to goals for the achievement of the Covenant of Mayors, to the implementation of programs to improve environmental indicators, etc.","This particular platform gives excellent data from which energy consumption information, data and indicators are extracted individually, grouped, by type or by graphs. The above are valuable tools for the Service which automatically derives monitoring data for necessary proposals for improvement and development of actions in the municipal authority that will contribute to protecting the environment and improving the quality of life of the citizens.","AWARD
BEST CITY AWARDS 2020/ Green City/ Energy Management/ ICT Applications / IoT Applications – GOLD
For the implementation of the project, the municipality collaborated with a private sector entity: Senseone Technologies AE of telecommunications and energy IT solutions.
- Type of Innovation: Supply, New Technologies, IOT
- Budget: €14,756.00/ OWN RESOURCES
- Senseone Technologies AE telecommunications and energy IT solutions
- Innovation stage: implementation/operation/exploitation of results
- Beneficiaries: Residents, Municipal authority/Service, visitors
","a:4:{i:0;s:5:""34607"";i:1;s:5:""34608"";i:2;s:5:""34609"";i:3;s:5:""34610"";}","a:11:{i:0;s:5:""34612"";i:1;s:5:""34614"";i:2;s:5:""34615"";i:3;s:5:""34616"";i:4;s:5:""34618"";i:5;s:5:""34619"";i:6;s:5:""34620"";i:7;s:5:""34621"";i:8;s:5:""34622"";i:9;s:5:""34623"";i:10;s:5:""34624"";}",,,
34545,"Metroverse: The Urban Economy Navigator",https://oecd-opsi.org/innovations/metroverse-the-urban-economy-navigator/,20/10/2022,"Harvard University ","United States",other,"a:3:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:11:""information"";}","Metroverse: The Urban Economy Navigator ",https://metroverse.cid.harvard.edu/,2021,"Metroverse is an urban economy navigator built at the Growth Lab at Harvard University. It is based on over a decade of research on how economies grow and diversify and offers brand new insights on a city's growth prospects by placing its existing technological capabilities and knowhow at the heart of how diversification unfolds. Metroverse was built using a user-centered design process to help city leaders, policymakers and researchers grapple with 21st-century urbanization challenges.","Metroverse is an urban economy navigator built at the Growth Lab at Harvard University. It is based on over a decade of research on how economies grow and diversify and offers a detailed look into the specialization patterns of cities. As a dynamic resource, the tool provides industrial data, analysis and comparison features for over 1000 cities to help answer questions such as:
- What is the economic composition of my city?
- How does my city compare to cities around the globe?
- Which cities look most like mine?
- What are the technological capabilities that underpin my city’s current economy?
- Which growth and diversification paths does that suggest for the future?
As city leaders, job seekers, investors and researchers grapple with 21st century urbanization challenges, the answer to these questions are fundamental to understanding the potential of a city.
Metroverse delivers new insights on these questions by placing a city’s technological capabilities and knowhow at the heart of its growth prospects, where the range and nature of existing capabilities strongly influences how future diversification unfolds. Metroverse makes visible what a city is good at today to help understand what it can become tomorrow. Metroverse is a prototype tool with updates and improvements planned including the addition of more cities worldwide, city rankings and industrial profiles.","a:9:{i:0;s:3:""611"";i:1;s:3:""609"";i:2;s:3:""876"";i:3;s:3:""610"";i:4;s:3:""257"";i:5;s:3:""373"";i:6;s:3:""317"";i:7;s:3:""614"";i:8;s:3:""194"";}","Growth happens at the city-level. Yet data are often only available at the country level that lacks comparability to other cities. Furthermore, economic research has moved away from one-size-fits-all policies to recognize the localized nature of growth challenges and opportunities. But city-based research has not kept pace, leaving city leadership to operate without the ability to diagnose their specific growth and inclusion challenges, and without comparisons of peer cities that face similar challenges. City leaders struggle to apply data to determine “What’s possible for my city?”
Metroverse presents a pioneering advance in urban analysis. For the first time, cities can visualize their capabilities and growth challenges and prospects alongside cutting-edge research on how to drive prosperity. Metroverse provides city-specific data visualizations, powerful comparators and actionable insights, in a user-friendly narrative format, to unleash new understandings on urban prosperity.","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","Since its launch in 2021, the Metroverse prototype has seen over 30,000 users across 160 countries. This early traction and our success growing the Atlas of Economic Complexity inspires our development strategy and informs our vision for the possibilities of Metroverse. Over a 2-year period, the Growth Lab will pursue new research questions, with the aim of translating our relevant findings into new functionalities in Metroverse. Some of these include:
- What is the economic complexity of my city versus others?
- How has my city’s economy changed over time?
- What does City X do that I don’t already do?
- How does my city rank among other cities on various metrics?
We also seek to test our prototype features with external user groups composed of senior-level leaders from around the world. In turn, this will allow us to develop targeted learning resources to accompany the tool.","To build the Metroverse prototype, the Growth Lab worked in coordination with Mastercard City Possible, the Bloomberg Harvard City Leadership Initiative and the Inter-American Development Bank to convene a 15-person Pilot User Group composed of city leaders across the world. By engaging with this group throughout the development process, we were able to gather valuable insights that influenced how we designed the tool, helping to ensure that it is useful for a diverse set users.","Metroverse was developed primarily for senior leaders in cities, policymakers and researchers. As city leaders and researchers grapple with 21st-century urbanization challenges, Metroverse is intended to provide a user-friendly tool for understanding current and potential economies and knowledge bases of cities and thus develop tailored policy approaches.","Since its launch in 2021, the Metroverse prototype has seen over 35,000 users across 160 countries. Between December 2021 to March 2022, the number of new users increased by 60% compared to the previous 3-month period.
For example, a group of policy researchers has applied Metroverse to their project in South Africa, South Africa, where they worked to improve the prosperity of cities. They stated that having multiple options to customize and interact with data visualizations led to new research questions and insights into their research. In another example, we heard from a professor who used the Metroverse in her class and stated that the tool helped her to teach students how to pull different data together to reach a conclusion about cities.
We continue engaging with end-users through presentations, demo sessions, and interviews. This enables us to collect feedback and use cases to evaluate our processes and learn for future development.","Our outreach to end-users highlighted some aspects of Metroverse that require improvement.
- First, we found that having learning materials for a new tool is as important as any feature in the tool. Our interviews revealed that current Metroverse users need detailed introductions on the research concepts and specific visualizations.
- Second, our observations and learnings from the users suggested that the tool needs an onboarding page that summarizes what the tool offers. For example, a couple of users expressed their confusion that they did not what to do when they opened the tool, and needed basic information about a city, such as its population and GDP, before exploring its economy in greater detail.
In sum, we learned that we need to develop a holistic approach to onboarding and teaching the users about our tool, and this needs to be simultaneous with the early design decisions.","To succeed beyond its prototype format, Metroverse will require:
- Funding for the research and development teams
- Further engagement with end users
- Leadership, guidance and support from researchers
","It is unlikely that Metroverse would be replicated. Instead, we aim to expand upon the platform. The Growth Lab's Atlas of Economic Complexity is a close relative of Metroverse, sharing many of the same research themes and paradigms, only at the country level, rather than the city level.","Since the launch of Metroverse in 2021, we have identified two important lessons.
- First, our user interviews showed that the Pilot User Group and persona studies significantly improved the user experience of the tool by helping to align hypothetical profiles with the actual end-user profiles.
- Second, we found that the iterative design process, through wireframing and prototyping, has been effective in distilling scientific, multidisciplinary research into user experience design. For example, our data visualization prototypes helped to facilitate conversations with the research team, acting as a “translator” between two different teams and helping us to find common ground for discussion and design decision-making.
Taken together, these efforts helped unravel the complexity of the research and design the platform following a user-centered design process. Our design process brought together researchers, designers, and various end-users, who collectively guided the process.","Metroverse’s research and data are scientific and combine complex facets from disciplines such as economics, policy studies, and urban development. Such complexity means that analysis and insights, however useful, can be poorly understood by a broad audience. We adopted methods in our product strategy to design a narrative platform that translates research and data into a user-friendly storytelling structure with interactive data visualizations. Doing so, we faced 2 problems:
- How could we distill scientific, multidisciplinary research and data into usable insights suitable for policymakers and urban officials
- How do we design a user experience that effectively communicated these insights to a diverse set of users?
To address these problems we embarked on an iterative and collaborative process that included product discovery, user research, and design initiatives resulting in a narrative visualization platform that distilled Metroverse’s underlying research into a user journey","a:1:{i:0;s:5:""34570"";}",,https://www.youtube.com/watch?v=bh5_E8Ji8bs,,
34561,"Analytics and AI Solutions for Risk Based Inspections",https://oecd-opsi.org/innovations/analytics-and-ai-solutions-for-risk-based-inspections/,20/10/2022,"Ministry of Municipal and Rural Affairs and Housing (MoMRAH)","Saudi Arabia",central,"a:2:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";}","Analytics and AI Solutions for Risk Based Inspections",,2021,"MoMRAH, is mandated to manage the Saudi cities, from regulation to operation, including commercial, construction activities, and municipal assets of streets, parks…etc That, translates into +50k km² of urban land, +550K streets, +500k commercial licenses… All that, is inspected with <7k inspectors! With challenges of productivity, prioritization, proactivity. Therefore, with sectoral platforms have immense data, comes a series of innovative AI solutions under the umbrella of ""RiskBased"" concept.","If we take the sheer size of the above-mentioned mandate and challenges, we realize the reflection on the massive operation in order to inspect, and if excellence is aimed, structural innovation is needed to change the rules of the game and to inspect based on risk and incentive the compliant. One of the innovative streams that MoMRAH has followed was the ""Risk Based Inspection"" using AI and ML to direct this massive operation, that is afterwards changed into a whole Analytics centre to carry on the culture of analysis and raising the leadership vision to deliver data-driven decisions.
In a closer prospective, MoMRAH introduced a mobile platform called Baladi, that opened the e-participation to report municipal requests and incidents, which through it has been receiving growing number of reports that follows the growth of the platform adoption reaching to +3mn annual cases in 2021. Half of that, +1.5 counts for a major national campaign to fight visual pollution, which puts enormous pressure on the operation arm of the ministry, municipalities. Hence, MoMRAH, represented by the Digital Transformation and Smart Cities Deputyship, formed a small team, later called ""ClearVision"", of internal and external resources, to target Analysis and Solutioning using Advance Analytics and AI to tackle this challenge.
Fast forwarding, the team focused on solving pains of Inspection, specifically, on Visual Pollution. Following a root cause analysis and a prioritization exercise of business pains, the team followed an agile 5-step methodology of: Ideate, Source, Develop and Test, Create Output, Deploy and Scale. For the below-detailed solutions, there were three main problems in inspection in order to optimize dispatching: no visibility of location-near and similar cases, prioritization is fixed and static, with almost absence of proactive inspection. Those problems were addressed with the following AI Engines, amongst other various CX and procedural solutions; Case Clustering, Case Prioritization, and Risk Based Dispatching.
Each one of them targets to tackle a problem;
- Case Clustering: to cluster open cases that share proximity of location and classification.
- Case Prioritization: takes +10 types of data sets, such as populations, points of interests, inputs from engine #1…and many others, to help score cases for importance and fasten response time to most important cases that requires a faster response or bigger population is exposed to.
- Risk Based Dispatching: takes a similar input, but targets to dissect the city into grids and assign a risk score to each grid, to help pre-emptively identify visual-pollution-prone areas, in order to send inspectors, or enable crowd engagement of cooperative citizens.
These solutions, were novel to the sector, and different from any usual ""software"" development witnessed before. Moreover, in order to scale and implement throughout the value chain in order to integrate into the daily inspection activities, it took altogether around 9 months with a steep learning curve, and many changes to data quality, procedures, and even organization structure; adding new departments to own the ideation and another to host and operate the models, a third to handle the smart operations.
With each engine tackled a problem, all were weaved together, as the Clustering providing up to 30% savings in inspectors visits, Case Clustering showing the 20% of the cases that requires imminent response, and Risk Based Dispatching helps identifying 1200+ focused areas.
That said, that was the seed for embodying the Risk Based Inspection concept, followed by undergoing expanding the same tools into Retail, Health, Excavation, and other 4 types of inspection. Moreover, introducing new tools such as inspector demand forecasting, and more.","a:3:{i:0;s:3:""147"";i:1;s:3:""239"";i:2;s:3:""876"";}","Municipal operation in the kingdom always has been on static basis, or first in first out, never dynamic, or learning through historical cases or feedback loops coming from actual visits. Therefore, there was no much use of data, no data-based root cause analysis or solutioning.
Here comes the innovation we made around utilizing the plethora of data repositories MoMRAH sits on, where ClearVision provided;
- Made use to many underutilized centralized data
- Before providing a solution, provided a full scan of root cause analysis, recommendation, prioritization, and then arrived to solutioning
- Provided solution to all participant municipalities, and a central mandate of inspection
- Provided a dynamic view Vs the old static one
- Fastened response and improved decision making
- Helped improve data quality, since it relies on multiple types and sources of data, lots of feedback or demand were shared to data teams
- Aimed to optimize operations and updates processes and procedures
","a:1:{i:0;s:9:""diffusing"";}","The innovation has fully gone through the stages of development, from discovery and prioritizations, ideation and design, developing and testing, buy ins and business acceptance, implementation and full scale and process adaption. With a few months of reaping initial results benefits. Currently, the project is scaled up, and the innovation is in transition between next steps of full rollout and diffusing lessons and replicating the learning and expanding the concepts.","Collaborators to this innovation were private sector, government officials, inspectors, and citizens. Each of them played a role, where private sector provided technical capabilities, government officials share problem and procedures and championing, inspectors shared the on-ground expertise, and the citizens were the main source of data and the main final beneficiaries.","Government officials (business owners) have a way better visibility on the incident's hot spots, priorities, and most important areas. Inspectors, have better optimization of their time and output. Citizens, receive a better response to their most important problems, and minimizing their need to reporting though pre-emptive capturing.","Results of the innovation at hand is on the overall aspects of the operations of inspection, clustering is providing an average of 25% clustered cases that in great sense is saved trips. Also, the RBD was the only and main tool to help verify the results on an independent priority areas definition. On the other hand, Case Prioritization shows initial results where to identify the top quartile that the business wants to responds faster to, and the brackets are fully flexible.","The learning curve coming with this innovation is steep. Out of which, it worth highlighting two main challenges; Roles and Responsibilities in the scale up, and structural challenges.
For roles and responsibilities, since this is solutioning from scratch utilizing new concepts, therefore, by nature is different from the current software development value chain, it was hard to have internal teams to own their usual part of this new entrant. Resistance was present, until we identified team members that have higher inclination to deal with such solution, and developed a clear RACI matrix.
For structural challenges, handling models, in terms of quality checking, maintenance, and daily operations was challenging since it requires different set of capabilities that are not present. Therefore, we used external parties to QC and verify the models with another third party, and now, we are creating an internal team for technical matters, and smart operations to handle the pipeline of models.","For such novel ideas we believe it requires; Pressing topics, championing, agility mindset.
- First, Pressing Topics, from this experience, the visual pollution as a national priority to fix was the main driver for all the value chain from the problem to the adoption. Where it also helped to provide all the necessary needs for the project to see the light.
- Second, Championing, a believing leader sets the bar high, and pave the way for problems arise throughout the way, aligns priorities when needed, align teams when misaligned, secure budgets when short is financials, and fasten things when bureaucracy blocks the way.
- Third, agility mindset, to establish and improve, after identifying a business pain that is of a priority, then going through the 5-step development approach. That is, to create a version, that is better than random and matches/or better than human judgement, then release, and improve as you go.
","The concept has started with the visual pollution related activities. Since this is now maturing, we are expanding the same concept to all other CRM and Inspection activities. In more details, we are:
- Expanding the Case Clustering to all classification
- Expanding the Case Prioritization to another 7 types of inspection
- Expanding the Risk Based Dispatching to another 7 types of inspection
Which leaves us with more than 14 engines and we are introducing two master engines to work cross classification as well.","Three main lessons; Construct agile teams and assure openness, engage with clarity, and pave the role for industrialization. Creation of new concept can be frustrating for both teams and management; therefore, it is crucial to construct our teams well, and assure openness for discussing hurdles and support needed to make things happen.
Engage with clarity about responsibilities, once you have an MVP or so to have better planning and prioritization, as much as possible to minimize gaps of communication in such a cross-function innovation that is easily missed engaging critical teams, and by the time you reach to technical development or so, it would be quite late to engage.
Create with expansion in mind, lay procedure and transfer knowledge, to establish sustainability and growth, in this example, we laid the grounds for industrialization, now the new models, while more than double the number of engines, altogether, is taking almost half the time.",,"a:1:{i:0;s:5:""34562"";}","a:1:{i:0;s:5:""34563"";}",https://sharek.momra.gov.sa/url/sbqgxzjr7pkzmtyp,,
34568,"Driving Artificial Intelligence in Public Services through accredited upskilling and project identification",https://oecd-opsi.org/innovations/ai-certification-ireland/,20/10/2022,"Department of Public Expenditure & Reform",Ireland,central,"a:1:{i:0;s:12:""public_admin"";}","Driving Artificial Intelligence in Public Services through accredited upskilling and project identification ",https://www.ops.gov.ie/ai-foundation-certificate-application-form/,2021,"The Foundation Certificate in AI project seeks to make Ireland a world-leader in the ethical application of Artificial Intelligence across the Irish civil and public services by 2030 and is in line with the digital ambition, which the government of Ireland set itself. The project aims to upskill/reskill Irish Civil & Public Servants, identify a pipeline of potential AI projects that can improve service delivery, deliver value for money and is aligned National Strategy in AI & Innovation.","Situation: Ireland intends to become a world-leader in AI under the National AI Strategy: AI, Here for Good, innovation stratgey ""Making Innovation Real"" and Civil Service Renewal 2030. This cannot be done without embedding AI across throughout the Civil and Public Service and its application into enhanced service delivery is trusted by the citizens of Ireland.
Task: To identify and advance the mechanism to develop new technological skills (through upskilling/reskilling) for Irish Civil and Public Servants, whilst also identifying a pipeline of potential, realisable projects that will benefit from strategic investment.
Action: In 2021, the Transformation Delivery Unit, DPER completed research to identify the appetite and need for AI upskilling/reskilling in Civil and Public Service.
To achieve the overarching task of advance potential AI projects, it was decided to make participation contingent on applicants submitting potential AI projects.
Identify potential providers, secure budget, seek interventions that are accredited, appoint provider and secure value for money by aggregating demand through DPER.
A decision was made by DPER to cover participant cost (circa. €1,500 per participant). Public service organisations were required to provide senior level sponsorship to their participant’s time commitment and agree to their AI project.
A key action undertook by DPER was to communicate the Foundation Cert through established networks across the public service, allowing for the recruitment of participants. An evaluation model was developed to select participants on basis of application and project’s potential with expert in AI being implemented into reality.
Result:
DPER, Transformation Delivery Unit has developed and secured a course, which is pitched at level 8 on the National Framework of Qualifications and is accredited by Technological University Dublin through a partner provider. Each course is delivered remotely with 60 hours of online classroom time and ongoing assessments
To date, 41 civil and public servants have been successfully selected, upskilled and 41 implementable projects (assessed by an expert in AI from the University College of Dublin) have been identified for follow-up by DPER Transformation Delivery Unit. A further iteration of the course is due to advertised and launch in Q4 2022, however based on the impact of the previous two iterations of the course delivery, each course has been oversubscribed demonstrating that the demand analysis was accurate.
A further iteration of the course is due to advertised and launch in Q4 2022, however based on the impact of the previous two iterations of the course delivery, each course has been oversubscribed demonstrating that the demand analysis was accurate.
Feedback from previous participants has been exceptionally positive and some participants have continued further studies in the field of AI (e.g. MSc. in AI).","a:7:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""609"";i:3;s:3:""194"";i:4;s:3:""214"";i:5;s:3:""211"";i:6;s:3:""612"";}","This was the first accredited course of its kind geared towards Irish public servants. It was designed so non-technical persons can apply (although primary degree of some type required). Participants are introduced to the basics of planning and programming an AI solution by completion of the course. By coordinating the course centrally, additional oversight of AI projects across the Civil and Public Service can be maintained and enables cross-pollination and scaling of projects across the whole public service. This has been achieved to date by building a repository of projects completed, in planning and verified as suitable for AI deployment (for future follow-up). The course is building a directory of newly skilled AI-proficient public servants to embed this technology across our public service. It acts as a mechanism for students to find funding calls like the Public Service Innovation Fund or the European Digital Innovation Hubs to financially support their project development.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","While the intention was never to educate people to the extent they could design, code, test and deploy the AI solutions to business problems themselves, the course we designed delivers on the goal of having Public Servants sufficiently educated in AI to see the business potential of the technology. Students can sit with private sector consultants and take a meaningful part in meetings where solutions are outlined. While developing AI project proposals, those who have competed the course are also empowered to adopt a Project Governance and Management role during system design, testing and deployment. This allows Public Servants to take real ownership and accept full responsibility for the quality and suitability of the AI solutions deployed. When a sufficient number of AI projects have been delivered, we plan to host webinars to showcase both successful and unsuccessful AI projects further strengthening the growth of AI across the Irish Public & Civil Service.","Project delivered: Solas - A ChatBot to handle course queries
Projects in planning: DSP - Assessing claims for fraudulent applications. DETE - Natural Language processing algorithms to extract bulk data.. Teagasc - Using AI to determine the best milking strategy for individual cows. Met Eireann - Measuring the amount of artificial light emitted from Ireland. HSE - AI powered chat-bot to deliver expert out-of-hours advice to assist parents of children with autism access services.","AI systems deployed in the provision of public services needs to be designed and operated in a manner that both ensures non-discriminatory delivery of services and protects the data of the citizen from inappropriate use or disclosure. Ensure that Government Officials ) have sufficient grounding in the essentials of AI, supporting collaboration with private sector suppliers in the development of AI trustworthy based solutions that provide easier access to public services digitally .","While this initiative is relatively recent, many projects are now being actively explored, whilst one project has successfully delivered and exceeded expectations. To monitor the effectiveness of the course to grow both the awareness and capability of public service organisations in the use of AI in the delivery of public services, we survey the participants after the course and where allowed by the students, publish the results. This has further heightened awareness and enthusiasm within public service organisations to send their people on the course. A course is currently in process with 20 students and the next course is already over-subscribed. By having a closed course for Civil and Public Servants, ideas can be shared with each other triggering enhanced service delivery projects in their respective organisations and encouraging cross-collaboration with projects. This project has successfully created a register of skilled professionals in AI and a repository of AI projects.","The Foundation Cert AI has experienced an oversubscription of course applications. This has been overcome by prioritizing unsuccessful applicants (with appropriate projects) for future iterations of the course.
The qualifying educational requirements has resulted in potential applicants not being eligible for course. The project team has overcome via upfront communications stating this is a requirement of TU Dublin(awarding body).
There has been difficulties in securing appropriate experts in this field (e.g. project peer reviewer), which has been generally resolved through persistence in rescheduling dates in the course calendar.
Securing the funding to support multiple iterations of the course has been challenging. This has mostly been overcome through robust business cases to senior management. Funding has been secured to run a further two courses in 2022/2023.","Prior to beginning the project, key stakeholders were engaged from the OGCIO, DETE (responsible for National AI Strategy), European Commission (AI Accelerator programme) and the OECD's Observatory on Public Sector Innovation to ensure alignment with national and supranational policy and best practice. As part of the structured market research and engagement exercise, key educational providers were researched to understand different curricula, models of delivery and assessment, eligibility and restrictions, focus on ethics, costs, accessibility for non-technical persons etc. Interest in the Foundation Cert in AI was gauged from the wider Civil and Public Services, through engagement with internal networks Innovation Networks (2000+ members). The project team identified one of Ireland's leading experts (Director of CeADAR, Ireland's centre for applied R&D in AI, Machine Learning and Data Analytics based in UCD) to support in the assessment of applications.","The project is entirely aimed at introducing Civil and Public Servants to emerging technology and the application of AI in the delivery of public services. As part of the selection process, the team seek to ensure balance of participants to ensure spread across the Iris Public Service. A key feature of the project is to encourage the initiation of projects within applicants' organisations and this allows DPER to identify projects that have scaling potential and replicability potential. This will enable value for money by preventing a fragmented approach to project creation ('mushrooming'). The course model has the functionality to be replicated by other public and civil service bodies (especially larger ones) that may seek to run internal AI foundation courses. All Information on the curriculum, procurement process and lessons learnt can be easily shared to any organisation, which actively seeks to develop Internal skillsets.","This course contains a considerable amount of active participation by the student. There are data-analytics and programming elements where students are expected to complete some group and solitary projects. As such it is not possible to just attend and get the qualification on completion. There are actual course deliverables that are formally marked by an accredited academic institution. While this places extra demands on the student, the feedback on completion of the course strongly indicates that the 60 hours of time invested by both the student and their host organisation, delivers what we wanted from the course. The above gives clear guidance as to how training of this nature needs to be structured. The experiential element of the course is critical not only in terms of student enjoyment, but also in terms of the student have a strong sense for the difficulties, delays and challenges of deploying these technologies in a real-world scenario.","The title of the Irish Government’s AI strategy document “AI: Here for good”, hints at two things simultaneously. AI is here to stay and Governments need to use its potential to deliver public services more economically. AI needs to be implemented ethically so that citizens can derive the full benefit of more accessible and new services that AI can enable. The Irish Civil Service in the strategy document Civil Service Renewal 2030 Strategy - 'Building on our Strengths', states that were appropriate 90% of public services will be delivered digitally. This will require not only AI educated Civil and Public Service personnel, but also public servants who are confident in its ability to use this technology. This AI competence will not happen by itself. Courses such as the one detailed in this document are key to developing our own people so their current domain expertise can be utilised in the development and deployment of AI enabled public services.",,,,https://www.youtube.com/watch?v=UoF2gV8qfBA,
34569,"Future Tech Challenge",https://oecd-opsi.org/innovations/future-tech-challenge/,20/10/2022,"Department of Public Expenditure & Reform",Ireland,central,"a:1:{i:0;s:12:""public_admin"";}","Future Tech Challenge",https://www.ops.gov.ie/future-tech-challenge/,2021,"The Future Tech Challenge (FTC) is a pilot initiative led by DPER to connect and collaborate across the wider ecosystem, and engage in transformative innovation by experimenting with, and applying new technology to address pressing public sector problems and opportunities that deliver improved services to the public. Drive innovation using emerging technology, enhance collaboration, meet National strategic priorities, generate knowledge & learnings and develop prototyped solutions.","Situation
The Irish Public Service Innovation Strategy “Making Innovation Real”, articulates the importance of promoting the testing of new technologies through collaboration across the Irish Public Service, and with others from outside the Public Service.
Task
To devise a mechanism for the safe and legal application of new technologies through collaboration across the Public Service and with others from outside the Public Service.
Action
Engaged with a number of Multinational Companies (MNC), AWS, Cisco and IBM, to understand how their experience and expertise could contribute to the Government’s ambition.
In addition, the Transformation Delivery Unit consulted with the Office of the Chief Information Officer, the Government's Chief Procurement Officer, and the department’s legal advisor to coordinate the regulatory requirements of the challenge.
The TDU and all supporting stakeholders committed to coordinating a pilot competition among Public Service bodies and that each MNC would offer a prize (of work, product, materials or consultancy from the relevant MNC) up to value of €100,000 to the most worthy and impactful challenges posed by Public Service bodies.
In Q2 2021, the TDU issued a call for applications from public service bodies under three categories; cloud computing, remote connectivity, and artificial intelligence. The management and shortlisting of applications was coordinated through an independent panel comprised of experts from the IDA, Enterprise Ireland (EI) and MNCs. Senior technologists from each of the MNCs were assigned to mentor each project to further develop their proposal and project plan to a point where it was suitable for presentation. The TDU in collaboration with the three MNS hosted a final pitch event, where projects presented proposals and project plan to a panel comprised of experts from, OGCIO, Science Foundation Ireland (SFI), UCC and IDA.
Result
One winner was selected for each of the three categories. as follows:
- Cloud Technology supported by Amazon Web Services. Winner: Monaghan County Council (incl. DLRD, Mayo, Louth, Cavan, Sligo, Longford, Leitrim, Clare). Project MyCoCo – The initiative has enabled the project team to digitise circa 20 services provided to Contractors, Solicitors, Public Representatives and the General Public. Some of the impacts include the fact that users can now submit service requests, make online payments and communicate asynchronously with the local authority 24/7 rather than waiting to phone during office hours, posting letters and cheques, or visiting local authority offices. Further, the average turnaround time for service requests has reduced from 3 weeks to 24 hours and the number of daily phone/email and in person queries has dramatically reduced, hence freeing staff to complete other tasks. Lastly, in terms of scalability, there will be significant cost savings to the local government sector in terms of developing a national build-to-share solution hosted in AWS.
- Remote Connectivity supported by Cisco. Winner: Health Services Executive (incl National University Ireland Galway (NUIG) & Western Development Commission). Project: Clare Island Digital Health Living Lab. Citizens living on Clare Island who are part of the project are currently in the process of remote monitoring for specific health conditions. All patients involved in the project will begin to receive remote monitoring equipment in Q4 2022, with interventions to commence in Q1 2023.
- Artificial Intelligence supported by IBM. Winner: Department of Agriculture. Project: Better detection of Bovine TB using AI. All regional veterinary offices who are engaged in the project to implement technology to detect Bovine TD have been identified and will introduce the proposed solution at the end of Q4. A report on the predicted results and evaluation against actual cases of TB in the test and pilot periods will be provided in Q1 2023.
The winner of each of the three categories commenced a 14 month long project with the partnering MNC to develop and deploy their solution in a live environment. Specifically, 36 public service bodies submitted proposals that involved collaborating with industry. In addition to the 3 winning projects, all shortlisted projects further engaged with the partnering companies to explore the use of emerging technology.
A further 3 projects successfully secured funding through DPER national Public Service Innovation Fund. DPER will publish a series of case studies outlining how this technology performed in the challenge following the solution being put in place in Q1, 2023","a:15:{i:0;s:3:""147"";i:1;s:3:""178"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""876"";i:7;s:3:""210"";i:8;s:3:""221"";i:9;s:3:""213"";i:10;s:3:""211"";i:11;s:3:""217"";i:12;s:3:""617"";i:13;s:3:""373"";i:14;s:3:""612"";}","The aim was to implement a number of key strategic Irish cross governmental priorities. It succeeded in addressing Goals 3.1 and 3.2 of 'Making Innovation Real', which called on DPER to collaborate with industry to investigate better use of technology to solve problems facing the Public Service. It also achieved recommendation 5 of the Cruinniú GovTech report calling on Governments in becoming exemplar in the delivery of digital services and the adoption of innovation.
In relation to these priorities, the initiative devised a mechanism for experimenting with new technologies in the Public Service in a safe and legal manner. Provide solutions that are tailored to the needs and expectations of our public. Increased co-creation and collaboration through the establishment of new partnerships Leveraged the knowledge from public and private sector who have implemented successful innovations to assist those elsewhere.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The status of this project is currently active. The three winning projects are currently in a piloting/testing phase, whereby all initial development has been completed, and projects have been deployed to target user groups for testing and feedback. All projects are expected to be completed by Q1 2023.
In addition, work is underway for a second iteration of the Future Tech Challenge which seeks to enhance collaborations and partnerships with the strong SME sector in Ireland. The second iteration may feature adjustments to the administrative process, based on learnings and feedback received from the first iteration.","All three MNC's, IDA & Enterprise Ireland, SFI and UCC provided subject matter experts to evaluate projects throughout the selection process. Consultations were held with the Government's Chief Procurement Officer/Legal Advisor to overcome potential challenges in bringing together the public and private sector for this initiative. The Government CIO was consulted to ensure the initiative could also fulfil the recommendations of the Cruinniu Govtech report and other relevant strategies.","The FTC was the first public service initiative of its kind to use a cross governmental approach to solve technology related problems through collaboration with the private sector. It introduced a range of new technologies in the Public Service and provides guides to their potential application in the Public Service. The TDU were able to devise a mechanism for the safe and legal application of new innovative technological solutions and an opportunity for public/private sector collaboration.","The Future Tech Challenge directly contributes to enhancing the innovative capacity of the Irish public service through collaboration and engagement with the wider innovation ecosystem. The Clare Island project, (HSE in partnership with Cisco), seeks to use technology to proactively monitor the health of islanders with non-communicable disease, such as diabetes. This project also seeks to improve access to quality essential health care services to the island population, and aims to reduce unnecessary travel to the mainland for essential healthcare. The project will develop capacity to create further e-health solutions using emerging technologies to support early warning signs, risk reduction and management of health risks. BovineTB can significantly Impact the economic security and stability of the agricultural sector. This project works in developing knowledge and associated tools to support farmers to Identify, mitigate and reduce the Impact and spread of BovineTB on their farm.","Perception of indebtedness or of unfair future market prevention, restriction or distortion: Overcome through a number of solutions, including:
- Comprehensive consultation with the Government Chief Procurement Officer and its own Legal Advisor to ensure the pilot's legality and propriety compliance.
- Development of terms of engagement which included a number of specific stipulations to ensure the initiative maintained transparency, equal treatment and value for money as core principles.
- Commitment to publish case studies online in respect of all attempted solutions, to outline how the problem was framed and step by step, how the relevant technology was used to solve the problem.
Potential criticisms regarding the exclusion of SMEs: Overcome by upfront commitment to a further iteration that would invite collaborations with Small and Medium Enterprises. DPER are currently in discussions with Enterprise Ireland and OGCIO in this relation to this.","DPER has set the mechanism to enhance the probability that sustained benefit will be derived by the Civil and Public Services from this initiative. DPER have committed to publishing case studies online in respect of all attempted solutions, to outline how the problem was framed and step by step, how the relevant technology was used to solve the problem. It will coordinate further iterations of the challenge, which seeks to create further collaboration support with Small and Medium Enterprises, and are currently in discussions with Enterprise Ireland and OGCIO in this relation to this. Specifically, out of the nine shortlisted projects, six are still engaged with industry to find digital solutions to address identified. Additionally, it encouraged co-creation, and helped establish new partnerships, while leveraging the knowledge from public and private sector who have implemented successful innovations to assist those elsewhere.","The overall aim of the Public Service Innovation Strategy is to embed innovation in the public service. To this end, all initiatives coordinated by DPER are planned in anticipation of it being replicated across the public sector. A key feature of the project is to encourage the initiation of projects within organisations and this allows DPER to identify projects that have scaling potential and replicability potential in other areas of the Civil and Public Service. This will enable value for money by preventing a fragmented approach to project creation ('mushrooming'). In a similar manner, the competition itself sought projects that had significant potential to scale across the sector and/or transfer to other sectors.","The FTC the initiative introduced a new mechanism for innovation to public service that emphasized collaboration with the wider public service and with private industry. The lessons learnt from this will support the second iteration of the challenge. The variety of projects submitted by applicants resulted in the project team considering expanding the project category to include additional specific emerging tech solutions such as Internet of Things, VR/Solutions, NLP AI solutions, mHealth and robotic process automation. An alternative approach to the application & evaluation process is being considered, which would include public/civil services bodies submitting a problem application and SME pitching to develop the solution to a panel of senior experts.","The MyCoCo project offers an online platform to provide diverse services that can be scaled up with an extension of services. In addition, the solution can be moved to a national platform to deliver services. To date, the project has already scaled to now providing circa 20 services. It has also been implemented across 13 other local authorities.
The Clare Island Digital Health Living Lab project aims to prove the system success and then create a design pattern for replication to other islands and remote communities. As the proposed technologies and solutions are modular, they should be readily scalable.
The project to better detect Bovine TB will be the first such animal disease risk protection system in Ireland. Once established, the department are looking to apply the methodology to other infectious diseases of livestock, whilst the system will be applicable to other bovine diseases in other species and other exotic diseases.",,,,https://www.youtube.com/watch?v=WUnEgj1O40A,https://www.youtube.com/watch?v=_TA8JcKi8sg
34571,"The multi-country PALOP-TL eBudget CSO Digital Platform for transparency & accountability",https://oecd-opsi.org/innovations/the-multi-country-palop-tl-ebudget-cso-digital-platform-for-transparency-accountability/,20/10/2022,"United Nations Development Programme","Cabo Verde",other,"a:1:{i:0;s:11:""information"";}","The multi-country PALOP-TL eBudget CSO Digital Platform for transparency & accountability ",https://www.paloptl-ebudgets.org/,2021,"Civil Society Organisations and Ministries of Finances from the PALOP-TL countries (Angola, Cabo Verde, Guinea Bissau, Mozambique, São Tomé e Príncipe, Timor-Leste) developed the 1st ever transnational digital network for citizens’ fiscal literacy and participation in budget cycles. The Digital Platform uses data transparency tools with pictographic representation to simplify complex budgetary documents for the wider public, increasing transparency and accountability in public finance management.","Most evaluations on decision-making regarding the public accounts and budgets identify public participation as the weakest among all (executive, supreme audit institutions and parliament) the parts involved in Public Finance Management – see International Budget Partnership Reports. The multi-country PALOP-TL eBudget CSO Digital Platform for transparency & accountability is the 1st ever transnational digital network for citizens’ fiscal literacy and participation in budget cycles on a “regional scale”, covering the PALOP-TL countries (Angola, Cabo Verde, Guinea Bissau, Mozambique, São Tomé and Príncipe, and Timor-Leste). Between April 2020 and September 2021, in the context of the EU-funded UNDP multi-country south-south and triangular cooperation programme for consolidating Economic Governance and Public Finance Management Systems in the PALOP-TL countries (Pro PALOP-TL SAI), a team of economists, IT developers and public finance experts used design thinking to develop a pilot digital platform using data transparency tools with pictographic representation to simplify complex budgetary information, often presented in closed formats, and making it simple, accessible and open to the wider public.
To navigate this unique platform more friendly and interactively, a 3D based avatar will guide (design phase ongoing) users in an interactive tutorial tour. The avatar will represent instructions with natural behaviours (e.g., eye blinking, lip sync and natural body movements) using a technology based on game engines and 3D web-based rendering technologies (e.g., webGL). The platform makes available disaggregated fiscal data (Enacted budgets, in-Year and Year-End Expenditure reports) since 2016 up to date to interested citizens and institutions, namely: researchers and academics in universities and other academic institutions, independent public finance experts and practitioners, parliamentarians and parliamentary staffers, auditors in Supreme Audit Institutions, staffers in Ministries of Finances, staffers in Development Agencies and International Financial Institutions, among others. The platform additionally ranks the countries covered according to 3 budget transparency criteria aligned with best practices: open data, frequency/regularity of expenditure reporting, level of detail in fiscal information disclosed by these reports.
The platform was inspired in the Nigerian BudgIT and the Brazilian Mosaiko Orçamentário – both are from Federal States (similarity with its multi-country/regional scope). It uses some of the same principles but scales them up to a multi-country level and finds a solution for standardization between different states. Ideation and design of the pilot took around 17 months with the expert team accessing the availability of fiscal data in all 6 countries, determining the potential and parameters to present it in a standardized and comparable way. They were carried out in two working fronts simultaneously: public finance (content and presentation of data to the public) and IT development (architecture and backend of the platform to the users/owners). From October 2021 to April 2022, the final phase for testing and training users/owners (both on content management and IT support) was rolled-out in all 6 countries with 72 people involved (members of civil society organizations and staff from ministries of finance), of which:
- 43 are able to understand how the platform works and its founding principles.
- 14 are proficient in “hacking” budgetary data from closed formats (PDFs), reorganize, process and upload this data according to the platform parameters, as well as to produce the PALOP-TL yearly budget transparency index.
Additionally, a pool of 29 IT developers are now familiarized with the platform IT architecture. 18 of which are accredited to operate the entire IT structure. A 3-month Lab and inception phase will soon start involving only the users with credentials to operate and manage content aiming to enhance national/local ownership and sustainability. The Platform enables to increase, in quantity and in quality, the participation of civil society in decision-making related to public accounts and budgets. It also enhances fiscal transparency by the executive by measuring its ability to disclose fiscal information to the public in open format (open data), regularly and with sufficient detail allowing to “follow the money”. A governance transnational network is chaired by civil society organisations in the 6 countries. The network also includes focal points from ministries of finances and observers from development agencies and international financial institutions. Ad-Hoc panels for peer reviews are also an important managing tool to ensure quality control and credibility of all products related with the platform. Considering its multi-country scope, the platform showcases how the scale-up to a regional level could be envisioned.","a:4:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""214"";i:3;s:3:""621"";}","The multi-country PALOP-TL eBudget CSO Digital Platform for transparency & accountability is the 1st ever transnational digital network for citizens’ fiscal literacy and participation in budget cycles on a “regional scale”, covering the PALOP-TL countries (Angola, Cabo Verde, Guinea Bissau, Mozambique, São Tomé and Príncipe, and Timor-Leste). The platform was inspired in the Nigerian BudgIT and the Brazilian Mosaiko Orçamentário – both are from Federal States (similarity with its multi-country/regional scope). It uses some of the same principles but scales them up to a multi-country level and finds a solution for standardization between different states. The platform makes available in a friendly, informative and interactive manner disaggregated fiscal data in yearly series since 2016. The platform ranks the countries according to 3 criteria aligned with best practices: open data, frequency/regularity of expenditure reporting, detail in fiscal information disclosed by these reports.","a:1:{i:0;s:14:""implementation"";}","From October 2021 to April 2022, the final phase for testing and training users/owners (both on content management and IT support) was rolled-out in all 6 countries with 72 people involved (members of civil society organizations and staff from ministries of finance). It involved mapping relevant fiscal information, evaluating the consistency of official information accessed, structuring databases, design and communication, as well as the development of the only existing budget transparency able to compare the countries covered by the platform in yearly series. The IT development involved structuring the digital platform format using Python with Django framework to put in place the requirements for data to be uploaded with security. The Digital eBudget CSO PALOP-TL platform is being institutionalized through a 3-month inception phase ending in the first quarter of 2023.","The platform was developed by staff members and experts recruited by UNDP in the framework of the Pro PALOP-TL SAI programme. Throughout its development and testing phases, civil society organisations and ministry of finances partnered with UNDP, to ensure accuracy of the information and the effective needs respectively. The IT developers were trained to ensure operability. They came from startups and IT units in ministries of finances. The Avatar is being developed by a company.","
- Citizens
- Government officials
- Civil society organisations
- Universities and other academic institutions
- Parliaments, particularly parliamentary budget offices and legislative budget committees (MPs and staffers)
- Media
All can access information on public expenditures in one place, presented in a simple manner, allowing comparation among sectors and among countries. All can get an idea of the measure of each country's budget transparency.","Main results/outputs:
- Fiscal information, accessible in open source in one location, presented in a friendly and interactive manner, updated in a yearly basis since 2016.
- The only budget transparency index using budget transparency and open data standards to compare these 6 countries for budgetary data presented in open data format, regularly and frequently, with enough details allowing to “follow the money”.
- More than 70 people are familiar with the platform and advocate for budget transparency and participation of the public in budget processes. More than 30 persons are accredited to operate it sustainably.
Outcomes:
- Ministries of Finances promote more access to fiscal information in open data format, more regularly and with greater detail.
- Ministries of Finances and CSOs work closer together to promote independent access to fiscal information.
- Ministries of Finances use the platform as one of their main sources to disclose fiscal information in a credible manner.
","The main challenges encountered were related with:
- Weak and dissimilar capacities among members of the civil society in data manipulation methods and public finance management in general.
- Low commitment in some trainees impacting the learning pace and experience.
- Capacity to work and foster dynamics among the 6 countries independently.
- These challenges let to the rollout of an additional phase for inception of the accredited trainees and to enhance ownership.
","In order for the platform to be successful, there needs to be enough training time for the teams operating it, as well as enough financial resources to ensure that a number of other initiatives (e.g., advocacy, seminars, training) be implemented using it as tool. It is also paramount that a strong leadership of CSO members ensures the governance and management of the platform, as well as good relations with the ministries of finances. Last, but not least, there must be a pool of proficient developers ensuring the backend support and security of the platform. It is important that the platform is developed in groups of countries with comparable structures for Public Budgets and expenditure reports.","The platform was inspired in the Nigerian BudgIT and the Brazilian Mosaiko Orçamentário – both are from Federal States (similarity with its multi-country/regional scope). It uses some of the same principles but scales them up to a multi-country level and finds a solution for standardization between different states. In this context, the platform could be scaled up at sub-regional or regional levels in sub-Saharan Africa, by clustering countries according to similar budget and public accounting systems.","
- There is much space to explore synergies between the executive and CSOs in the field of budget transparency for the participation of the public in budgetary processes.
- The use of a long project lifecycle and design thinking was fundamental to ensure buy-in from all stakeholders.
- The involvement of the ministry of finances in an early stage is very important for the success of the platform in accessing fiscal data.
- Once the data is uploaded and is credible, all stakeholders are interested in maintaining it updated.
- Financial resources are needed to ensure the hosting of the platform in a secured server.
","The multi-country PALOP-TL eBudget CSO Digital Platform for transparency & accountability was developed to be modular. During the training phase, there was a demand for the inclusion of two other classifications of expenditure: programmatic (which follows government programs and actions) and by nature (Investments; Interest and debt burden; Financial Investments; Amortization; Other expenses chains). In addition, beneficiaries suggested monitoring other variables such as the transfer of resources from the central government to smaller government units and public debt.",,,https://youtu.be/PLGn_7Ki00w,https://youtu.be/2bUj7uZAa2E,
34577,"Cardiac Telerehabilitation",https://oecd-opsi.org/innovations/cardiac-telerehabilitation/,20/10/2022,"General Hospital Asklepieio Voulas",Greece,central,"a:1:{i:0;s:6:""health"";}","Cardiac Telerehabilitation",,2022,"The General Hospital Asklepieio Voulas has developed an exercise-based cardiac telerehabilitation program in order to increase the participation of eligible patients in cardiac rehabilitation services. Through this, Government and cardiovascular patients will benefit since participation in a CR program can reduce the risks of death and hospital readmissions. To our knowledge this is the first attempt to develop a telerehabilitation program offering a structured, real time, supervised exercise.","Cardiovascular diseases (CVDs) are the leading cause of death globally. Additionally, studies have shown that Covid -19 can further increase a person’s cardiovascular risk. Exercise-based Cardiac Rehabilitation (CR) is a comprehensive secondary prevention program designed to improve cardiovascular health following a cardiac event or procedure. An optimal Cardiac Rehabilitation experience consists of 36 one-hour sessions that include team-based supervised exercise training, education and skills development for heart-healthy living, and counseling on stress and other psychosocial factors (Mayo Clinic Proceedings, 2016). Participation in a CR program can reduce the risks of death from any cause and from cardiac causes, as well as, decrease hospital readmissions. CR participation also improves functional status, quality of life, mood, and medication adherence.
Despite these benefits, participation in CR remains low, due to the lack of specialized centers. Apart from low economic funding of National Health System due to recession, one of the factors that increase the inequality in access to health services is the geographical specificity of our country which includes many islands. Residents of remote areas, small and isolated islands have problems accessing specialist doctors and specialized laboratory centers. Citizens, especially those with health problems, are forced to move to urban centers where appropriate services are available.
Taking into account all the above, the General Hospital ‘Asklepieio Voulas’ in Greece, in association with the 2nd Regional Healthcare Administration (RHA) of Piraeus and the Aegean Islands has developed an exercise-based Cardiac Telerehabilitation program in order to increase the enrolment and the participation of eligible patients to cardiac rehabilitation services.
At General Hospital Asklepieio Voulas, the Physical Therapy department in collaboration with the Cardiology clinic, has established a Cardiac Rehabilitation section that offers, after thorough medical and physical assessment, a structured, supervised, individualized exercise program to cardiac patients. Through this innovation, the specialized healthcare professionals of Cardiac Rehabilitation section will be able to offer high quality specialized CR services to residents of remote areas.
The objectives of this innovation are to:
- Increase the enrollment and participation in CR services.
- Improve the cardiovascular disease management and reduce cardiovascular risk.
- Reduce hospital readmissions and referral to urban centers.
- Meet the growing needs of the population adopting cost effective national strategies.
This innovative pilot attempt can be used as guide to further evolve hybrid models of health services in the future, in order to increase the access in specialized health centers with cost effective strategies. Additionally, this innovation will offer the opportunity to collect data and extract relevant information that promotes scientific multidisciplinary research in cardiovascular diseases.
Telerehabilitation is a branch of telemedicine in which information and communication technologies are used to directly provide remote rehabilitation activities.
Provision of Cardiac Rehabilitation has been directly impacted by coronavirus disease and the measures implemented, highlighting the need to develop telerehabilitation and telemedicine services in order to allow continuity of care for patients who can benefit from remote consultations, while ensuring greater protection for those who are members of vulnerable groups. Thus, we were inspired to develop a sophisticated, well-structured Cardiac Telerehabilitation program aiming to offer in real time the specialized service of our hospital in more remote centers with low cost.","a:3:{i:0;s:3:""194"";i:1;s:3:""617"";i:2;s:3:""876"";}","Telehealth use has risen dramatically as health systems look for ways to provide care while protecting providers and patients during the COVID-19 pandemic. In spite of the devastating effect of COVID-19, heart disease remains the number one death cause among adult men and women in the world. However, the big majority of patients do not follow the prescribed rehabilitation. The main reasons for this lack of compliance are simple motivation and limited access. Outpatient facilities are not always accessible, particularly for those in rural or island areas. Fortunately, virtual medical care – telehealth – directly addresses these issues. However, there is no service available in order to provide real time monitoring cardiac telerehabilitation. Our innovation consists of a specialized software that restores patients’ data and records real time vital signs. Our experienced department can monitor CR sessions in remote hospitals without specialized CR departments, with low cost.","a:1:{i:0;s:20:""developing_proposals"";}","Telerehabilitation is a branch of Telemedicine in which information and communication technologies are used to directly provide remote rehabilitation activities. So, we had the idea to develop tele-rehabilitation services for cardiac patients who cannot have easily access to our CR department. The CEO of our hospital, suggested to develop and apply tele-services to the cardiac patients of the islands of the the 2nd Regional Healthcare administration (RHA) of Piraeus and the Aegean Islands and in collaboration with other Public Hospitals that already have a Cardiac clinic but not Cardiac Rehabilitation section. In collaboration with the ‘asθenis’ (an experienced provider of digital solutions) we have designed and developed a sophisticated, adapted to our needs, software in order to provide supervised individualized exercise-based CR in real time to remote hospitals participating to the National Telemedicine Network.","
- General Hospital Asklepieio Voulas (Hospital CEO, Cardiac Rehabilitation Section,
Cardiology Clinic and Information Technology Department).
- The 2nd Regional Healthcare Administration (RHA) of Piraeus and the Aegean Islands.
- ‘Asθenis’, an experienced provider of digital solutions.
","Citizens of remote areas will benefit by reducing the risks of death, hospital readmissions and by improving functional status, quality of life, mood, and medication adherence. This innovation will offer the opportunity to collect data that promotes scientific multidisciplinary research in cardiovascular diseases. Government will benefit by reduction of hospital readmissions and referral to urban centers and by improving healthcare services with low cost.","By the implementation of our innovation we expect that more cardiovascular patients will have access to CR programs which will improve their quality of life and reduce morbidity and mortality rates. Additionally, Tele-rehabilitation will help patients to have experience with their illness and with remote healthcare systems, fact that can promote the engagement to health activities and habits. Also, in this way the technology, can enable healthcare industry to move toward the multidisciplinary team-based care, which is crucial in Cardiac Rehabilitation.","Our long-term experience with Cardiac Rehabilitation services helped us to point out several barriers such as patient compliance. Thus, we managed to overcome them by the use of the appropriate, supervised, individualized CR programm. However, a lack of robust evaluation of this new delivery model, connectedness and other technological issues could become a barrier, which we are going to identify and manage during the pilot application we are about to start.","Our Hospital has the experience of Telemedicine, since it participates to the National Telemedicine Network (known as EDIT) which consists of 43 Telemedicine Units which interconnect Health Centers in the Aegean islands with Central Hospitals of the 2nd Regional Healthcare Administration (RHA) of Piraeus and the Aegean Islands. The Telemedicine Units are installed in 30 Health Centers on Aegean islands, in 12 Regional and Central Hospitals of the 2nd RHA and one in the operations center of the Ministry of Health.
Furthermore, our Cardiac Rehabilitation section is the only fully organized, well equipped CR center in Public National Health System of our country, providing high quality clinical and scientifical work in collaboration with Greek Universities and Cardiology Clinics.","This innovative pilot attempt can be used as a guide to further evolve hybrid models of Health Services in the future, in order to increase the access in specialized Health Centers with low cost strategies. More specifically, our CR section could use this technology to expand the provision of Telerehabilitation Services to patients with other pathologies such as neurological, respiratory patients. Furthermore, other Hospitals in Greece and other countries having similar obstacles could use this innovation to provide specialized health services to remote centers.","Working in Cardiac rehabilitation section of General Hospital Asklepieio Voulas, we have the opportunity to establish the health benefits of exercise-based rehabilitation in cardiac patients. Also, we have detected that main barriers to the participation in the CR are the access to our hospital and the lack of other specialized CR centers in our region. In Covid-19 pandemic our hospital treated only Covid-19 patients and our cardiac patients were isolated with no access to cardiac exercise-based rehabilitation. After the lockdown we confirmed that their general physical condition was deteriorated. Moreover, the number of our patients further increased with long-Covid patients who developed cardiac problems. Consequently, it was obvious that the abstention from exercise-based CR during pandemic had serious impact in their health.",,,,,,
34582,"AI Service Recommendation and User Profiles for better Citizen Experience",https://oecd-opsi.org/innovations/ai-and-user-profiles/,20/10/2022,"Ministry of Economics",Brazil,central,"a:1:{i:0;s:8:""economic"";}","AI Service Recommendation and User Profiles for better Citizen Experience",http://gov.br,2021,"Brazil’s gov.br website offers almost 5.000 public services and has more than 200 million monthly page views on average. With so many service options, it’s paramount to make them easily available. Under that mindset, the Ministry of Economy developed two important improvements to its usability: the first is the use of AI to recommend services based on the citizen's browsing history. The second was creating User profiles as a way of finding services based on the citizens’ journeys.","Citizens depend exclusively on the State to have access to various services and rights. The creation of the gov.br portal represented a transformative milestone in this offer, as well as in the digitization efforts, unifying channels and facilitating access. Even with this evolution, the perception of usability on the portal remained below expectations: the offer of services is extensive, with almost 5.000 available on gov.br. On one hand, this represents a vast offer for citizens. But without an adequate form of categorization, there is the risk that the user will not be able to find what they need.
This was evidenced by the portal's high bounce rates (when citizens access gov.br and don't click on anything before leaving), in addition to low service request rates. Apart from the search option, the only way to find public services was through non-intuitive categories, centered on the structure of government rather than the real need of the citizen. Based on this context, the project to improve personalization and the citizen's relationship with the government proposed two initiatives. The first was the categorization of public services around user profiles, in a more logical and citizen-friendly structure. The second was the development, in partnership with Serpro (a public Brazilian IT company), of a service recommendation engine using Artificial Intelligence.
The project solves relevant problems such as:
- the difficulty of finding services relevant to the citizen considering an extensive basket of options;
- how citizens can better understand their journey while dealing with the government;
- how citizens can find relevant services that they may not know about.
The project's objectives include improving the citizen's journey, reducing friction, increasing satisfaction and usability and, thus, enabling the full exercise of citizenship.
USER PROFILES
The initiative to create User Profiles aimed to improve the experience of finding public services by organizing offers based on specific moments in the lives of our citizens in order to facilitate the use of relevant services at each moment. So far, 7 profiles have been made available: Retired, Student, Entrepreneur, Driver, Worker, Farmer and Tourist. About 1.3 million services were initiated after accessing one of the user profiles, and more than half of those who access one of the profiles end up requesting a service, which demonstrates its high utility. For comparison purposes, this number is 35% among those who access the original categorization used on the gov.br portal, which is centered around government structures.
SERVICE RECOMMENDATION USING AI
The recommendation of public services using Artificial Intelligence in the Gov.BR Portal aims for the government to be proactive in relation to the real needs of the citizen, reducing the time spent finding public services and increasing their satisfaction. It uses associative rules to offer services that may be of interest to citizens based on their browsing history. In practice, it considers the behavior of other users in relation to accessing service pages to generate a list of options based on what has been commonly browsed in tandem. By doing this, we can offer services to a citizen who may not remember (or maybe didn't even know they existed), and this will appear in the areas of the website where the Service Recommendation is implemented. More than 51 million views to recommendations have already been recorded and, currently, about 25% of service requests through the gov.br portal's homepage originate from a service that was recommended using AI.
BENEFITS, COURSE OF ACTION AND FUTURE INTENTIONS
The project offers a large-scale benefit and potentially reaches every citizen who accesses public services through the gov.br portal. In the future, our intention is to evolve the project on both fronts: on one hand, improve the intelligence behind service recommendations and make it multichannel, including proactive notifications in the gov.br App and other available communication channels. On the other hand, our intention is to increase the attractiveness of user profiles by offering more options and also by using AI to make this offer more contextualized.
The course of action was defined from understanding citizens' needs when dealing with the government. This was done through user interviews as well as extensive data analysis on the gov.br portal and was inspired, among others, by the gov.uk portal and its simple, life-event-driven interface. Therefore, the relevance of the initiative for the evolution of public services is evident. The creation of user profiles provided citizens with a simple, pleasant interface designed for their needs. And the service recommendations help citizens find, within the list of almost 5.000 public services, a contextualized and targeted offer.","a:7:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""373"";i:5;s:3:""184"";i:6;s:3:""617"";}","The project is innovative in improving Brazil’s citizens experience because:
(1) It uses Artificial Intelligence to recommend public services. Despite being a relatively common practice in e-commerce sites, there is nothing similar in the Brazilian government. By offering related services that the user may not even know about, this initiative enhances the exercise of citizenship.
(2) The creation of user profiles on the gov.br portal is innovative compared to the previous model centered around the government's structure (like transportation, work, etc). This original form of categorization, by the way, remains in the portal, but it now has a secondary, less prominent role.
This helps citizens in their journey by organizing services considering their own needs. In short, the project offers new ways to organize and facilitate the provision of public services to Brazilian citizens, making their journey simpler and more pleasant.","a:1:{i:0;s:14:""implementation"";}","Currently, the project is in the implementation phase. The functionalities are already available on the gov.br portal, but we have been evaluating the development of improvements in the AI engine - for example, to consider other elements of the citizen's relationship with the government in addition to browsing service pages. In the case of user profiles, we have focused on creating new categories - the service was launched with 3 profiles and we had already reached 7 by October 2022.","The innovation implementation had several collaborators:
- Serpro, a public IT company that developed the recommendation engine;
- The National School of Public Administration (ENAP), which supported the development of the user profiles project;
- Federal agencies, including Ministries and Secretariats, which fully supported the preparation of user profiles;
- Citizens, through interviews and workshops that helped understand their difficulties and expectations in dealing with the government.","The project had a significant positive impact on different stakeholders. Today, there are 138 million citizens with an active account on the gov.br portal. All of them are potentially benefited, as the innovations are implemented on the gov.br portal's homepage, on service pages and also on the pages of government agencies. In addition, government officials from agencies are important actors in actively supporting the development of new user profiles.","Among the results achieved, we highlight:
(1) A 220% increase in the gov.br portal's conversion rate, which is measured by total service requests divided by total page views. We went from 2.8% in May 2021 to 9% in October 2022;
(2) The services recommended using AI have been viewed more than 51 million times. Around 25% of service requests through the gov.br portal's homepage originate from a service recommendation.
(3) 7 profiles have been made available: Retired, Student, Entrepreneur, Driver, Worker, Farmer and Tourist. As of October 2022, services appearing in this section were viewed about 2.4 million times, of which 1.3 million were requested, with a conversion rate of 53%, which demonstrates its high utility.
Those metrics are measured using gov.br navigation data and the project's monitoring dashboards. In the future, we expect greater effectiveness with the offer of new profiles, improvements in the AI engine and a more proactive and multi-channel focus.","One of the challenges encountered was to offer truly personalized services to each citizen. As we currently use browsing history to recommend services, we recognize that this recommendation still needs improvement. Currently, the recommendation is made for anonymous users and our roadmap includes integration with the citizen's login to offer it on all accessed devices and even in the portal's logged in area. Another challenge concerns the scope of user profiles. They may seem too broad in some cases, and we intend to create more sub-profiles to better guide the experience.
Finally, the profiles are created by the actors involved using extensive data analysis, but without the use of Artificial Intelligence. We tackled this challenge by involving more people and agencies, in addition to establishing a more refined curation process. In the future, we intend to use AI also for the creation of new profiles.","The support of the main decision makers was paramount. Without their involvement and engagement, it would be much more difficult to move forward with a project like this. In addition, support from other government agencies has also proved valuable, especially for the development of the User Profiles. Qualified human resources are another important condition for success. This is a challenging and innovative work in the context of government; therefore, having creative, motivated and questioning people is key. Constant iteration and monitoring is another success factor; without that, it's hard to make small mistakes, learn fast and improve along the way. Finally, a robust infrastructure was important for us to carry out a project of this magnitude without major technological difficulties.","To our knowledge, the innovation has not yet been replicated, at least not in Brazil's other government instances. We have little doubt that both project initiatives can be used by other government entities to offer public services to citizens in a more effective and personalized way. The gov.br portal is mainly focused on services at the federal level; we believe that similar benefits can be achieved by states and municipalities in offering their services.","The first lesson is perhaps the most important: having a citizen-first mindset helps direct all the effort and acts as a good thermometer regarding the adequacy and relevance of the project's actions. In our case, the use of AI was also important and is, in our view, irreversible. Increasingly, it will be used to support governments in delivering services to citizens. It is also important to celebrate small successes. This keeps everyone involved motivated and engaged, even when we encounter obstacles along the way.
We did A/B testing to evaluate the best ways to positively impact the use of the solutions and we understand that we could have tested even more. Finally, the entire project implementation was designed with mobile-first thinking. This transition to mobile devices has been fast and inevitable, so it is important that our citizen-focused approach also considers the device that is with them at all times.",,"a:6:{i:0;s:5:""34598"";i:1;s:5:""34599"";i:2;s:5:""34600"";i:3;s:5:""34601"";i:4;s:5:""34602"";i:5;s:5:""34603"";}",,,,
34584,"Govtech - Innovative Social Welfare Programme with New Zealand and the Philippines",https://oecd-opsi.org/innovations/govtech-innovative-social-welfare-programme-with-nz-and-ph/,21/10/2022,"Creative HQ","New Zealand",other,"a:1:{i:0;s:7:""science"";}","Govtech - Innovative Social Welfare Programme with New Zealand and the Philippines",http://journal.com.ph/valenzuela-city-new-zealand-government-showcase-innovative-social-welfare-programme/,2022,"The Valenzuela City Social Welfare and Development Office (CSWDO) participated in the 13-week accelerator programme. The The accelerator is a 13-week innovation programme. The programme took the staff from CSWDO who needed to support individuals in crisis situations. They addressed the problems and applied innovation methodologies to create solutions that work. The programme targeted root-cause problems, facilitated collaboration, and upskilled participants – driving better outcomes.","In 2022, with the support of the New Zealand Embassy and the City of Valenzuela, a project team from the Valenzuela City Social Welfare and Development Office (CSWDO) participated in the 13 week accelerator programme run by Creative HQ, Wellington New Zealand. The programme was designed to support capacity building of government employees, empowering them to create “citizen-centered” solutions.
Every year, approximately 30,000 clients go to the main office and 5 satellite offices of the Valenzuela CSWDO seeking social service assistance. Many clients would wait for a long time to be seen by staff at the CSWDO, only to be turned away as they did not bring all the required documents with them.
During the accelerator programme, the CSWDO project team discovered that almost 42% of the clients who went into the CSWDO seeking AICS financial assistance were turned away because they did not bring the information or documents to meet the requirements. This caused upset and frustration for the clients as this also meant additional expenses for their transportation and sacrificing their day at work.
From the CSWDO staff perspective, the project team found that while social workers were passionate about serving their citizens, they did not have much time to do formal learning about changes to policies or guidelines. This sometimes led to inconsistencies in advice and services.
Through research, stakeholder engagement, process mapping and ideation, the Valenzuela CSWDO project team developed several prototypes for potential solutions. To help clients better prepare for the AICS application process, the team developed an information chatbot that provided information on the requirements. Feedback during the prototype testing phase showed that clients found the chatbot to be very helpful, accessible, time-saving, and informative for both the new and old clients. As a result, the CSWDO is planning to integrate and launch the chatbot with the Valenzuela City website.
In terms of the challenge of helping staff keep up to date with new policies and guidelines, studies show that small, frequent chunks of learning are more memorable than reading a whole book or policy document. As a result, the project team developed a prototype e-learning module for CSWDO staff. The e-learning modules provided the information in short, fun and digestible formats. Feedback from fellow social workers in the department showed that the e-learning modules made a positive difference: “what you are doing is working, we have less staff asking questions about AICS because now they know”.
The Valenzuela CSWD team gave a presentation on their journey through the 13-week accelerator programme at the Philippines-New Zealand Government Innovation Exchange Showcase event on 13 September 2022 at the ALERT Center Multipurpose Center, Valenzuela City. Attendees of the showcase event included representatives from the Valenzuela City and barangays, the Anti-Red Tape Authority (ARTA)and the New Zealand G2G and Creative HQ.","a:3:{i:0;s:3:""619"";i:1;s:4:""4088"";i:2;s:3:""615"";}","Since 2018, Creative HQ has run a globally unique programme: the GovTech Accelerator (https://creativehq.co.nz/our-work/govtech-accelerator/). Running annually, across 13 weeks, the programme works with public servants to demonstrate how innovation at the policy level can enable systemic change and improve outcomes for citizens.
The programme focuses on developing capability within government agencies and provides a space for learning both innovation methodologies and the value of cross-agency collaboration. The GovTech Accelerator works to de-risk the public sector projects which have real-world potential to affect lives.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";}","We have been delivering the GovTech Accelerator programme since 2018. Since that time, we have worked with 31 government organisations and 29 NGOs or start-ups on 52 projects, all working on delivering better social or environmental outcomes.
The programme is delivered over 13+ weeks and designed to take existing projects through an innovation process, equipping participants with the tools of innovation and surrounding them with expert help. We create an environment where they can tackle complex and important projects. We often welcome teams from outside New Zealand into the programme, including the project in this submission from the Phillippines.
At the same time as achieving outcomes for citizens, the programme also develops the skills of the public sector participants, including:
- Confidence and resilience
- Leadership
- Customer/citizen focus
","This programme was a cross-border collaboration that involved the New Zealand Embassy, the City of Valenzuela, a project team from the Valenzuela City Social Welfare and Development Office (CSWDO) and Creative HQ from New Zealand.
“Innovation has an important role in how nations navigate challenges and prepare for the future... I am pleased to see Valenzuela City and ARTA steer this course for the Philippines."" (Peter Kell, New Zealand Ambassador Peter Kell, to the Philippines).","The core beneficiaries of this project are the citizens of Valenzuela City who are going through the application process seeking Assistance to Individuals in Crisis Situations (AICS). To help clients better prepare for the AICS application process, the team developed an information chatbot that provided information on the requirements
Additionally, the team developed a training programme for all the social workers from Valenzuela City to better understand their clients and available assistance","Through research, stakeholder engagement, process mapping and ideation, the Valenzuela CSWDO project team developed several prototypes for potential solutions.
To help clients better prepare for the AICS application process, the team developed an information chatbot that provided information on the requirements. Feedback during the prototype testing phase showed that clients found the chatbot to be very helpful, accessible, time-saving, and informative for both the new and old clients. As a result, the CSWDO is planning to integrate and launch the chatbot with the Valenzuela City website.
“I am proud to see Valenzuela City embracing human-centered innovation as we progress our goals on behalf of all our citizens. With this programme, we hope to eliminate whatever perception they have that availing our services is taxing and difficult.” (Mayor Wes Gatchalian, Mayor of Valenzuela City, Philippines)","In terms of the challenge of helping staff keep up to date with new policies and guidelines, studies show that small, frequent chunks of learning are more memorable than reading a whole book or policy document. As a result, the project team developed a prototype e-learning module for CSWDO staff. The e-learning modules provided the information in short, fun and digestible formats. Feedback from fellow social workers in the department showed that the e-learning modules made a positive difference: “what you are doing is working, we have less staff asking questions about AICS because now they know”.","
- Pick a project and get a team together: Pick an issue that is a high priority. Its vital to get the right team composition and source external team members to fill skills gaps.
- Put an advisory board together: The most successful teams have a strong buy-in and an advisory board ready to support them throughout their journey.
- Innovation by method: A time-boxed process to guide the team through to get the project to where it needs to be. It starts with an in-depth problem-discovery phase to get to the core of the problem. We then move on to co-designing with the communities.
- See the results: Need to create evidence and validation (or invalidation) for the solution concept - such as a viable business case and/or a validated prototype. Being able to share the results to an audience is also helpful.
","This programme is desinged to be a repeatable process for delivery innovative outcomes in a public sector setting.
Lots of “innovation” is happening across government, but often in an ad hoc fashion, such as piloting concepts that have not been validated by end-customers. While ad hoc innovation can deliver value, it isn’t replicable, and risks common mistakes being repeated.
This programme leverages the opportunity to create public value when methods, starting with problem discovery, are followed through to implementation. The result? Innovation which is replicable and measurable. We call this sweet spot “Innovation by Method”. This is the model of the GovTech Accelerator","Here are five elements we have found to be vital for delivering innovation programmes in a public sector setting:
- Solve the root-cause problems and build the right solution to meet citizens’ needs.
- Work with experienced facilitators in an environment that fosters collaboration across agencies.
- Build innovation capability in your government staff through immersive learning by doing.
- Enable co-design and collaboration with citizens and the public and private sectors.
- Rapidly test new solutions using a safe and user-centric process.
",,,,https://www.youtube.com/watch?v=6lY_lAykCdM,https://www.youtube.com/watch?v=jNrRhsVKZg8,
34635,"Ecosystem School 1.0",https://oecd-opsi.org/innovations/ecosystem-school/,21/10/2022,"State Treasury & Ministry of Finance together with VisionFactory Ltd and VTT (Technical Research Centre of Finland Ltd) ",Finland,central,"a:1:{i:0;s:8:""economic"";}","Ecosystem School 1.0 ",https://www.valtiolla.fi/ekosysteemit/,2022,"In the VUCA (volatility, uncertainty, complexity and ambiguity) world, the tasks of the government are interconnected and require cross-border collaboration and dialogue within ecosystems. However, one of the key challenges is the lack of knowledge and easy-to-deploy tools. As partners of Work2.0Lab (Työ2.0Lab), we co-created and implemented Ecosystem School 1.0. Its purpose was to develop ecosystem thinking, capabilities and tools to support phenomenon-oriented work within ecosystems.","The objective of Ecosystem School 1.0 (January – September 2022) was to develop ecosystem thinking in an agile and co-creative way to push the current boundaries and to break silos in governmental level of working. Moreover, it enabled participants to work with a participatory mindset across the organisational borders in a multiorganizational teams. The innovation is not the Ecosystem School 1.0 only and the fact that it combines three different fields of theory but also the way it was co-created among stakeholders being not a ready-made package when it started. To make this all happen needed open-minded course leaders and educators who determined the co-creative and ambitious course of action.
A background innovation, which inspired and provided frameworks for the Ecosystem School 1.0 was the Ecosystem Guidebook published by VTT. The purpose of the guidebook was to describe and specify the multifaceted ecosystem concept, and to promote the potential to help build both a sustainable future and business competitiveness - through collaborative innovation. In addition, the guidebook provided frameworks for ecosystem thinking and the Ecosystem School 1.0 processed the theoretical frameworks to practical development tools based on service design double diamond model and co-creation approach (e.g. Keränen, K. 2015. Exploring the characteristics of co-creation in the B2B service business. PhD dissertation in Engineering. Cambridge: University of Cambridge. https://www.repository.cam.ac.uk/handle/1810/252638).
Ecosystem School 1.0 includes several different innovative aspects, which are following.
- Ecosystem School 1.0 combines the current ecosystem, service design and co-creation theory and turns the theoretical knowledge into practical solution including tools that enable to materialise ecosystem development is an effective and co-creative way.
- Ecosystem School 1.0 was co-created in close relationship with researchers, government actors, course leaders, educators and participants i.e. students. Thus, it was not ready-made package when it started in January 2022 but instead with close and open relation among the stakeholders involved and closely following the needs of participants (11 public/governmental level ecosystems=50 students) it evolved.
- Ecosystem School 1.0 forced participants to rethink their professional mindset and the change needed when moving from an expert mindset to a participatory mindset including working across the organisational boarders with multiorganizational teams.
- To scale up and to institutionalise the Ecosystem School 1.0 simultaneously during the school a digital platform was developed. The platform name is Living in Ecosystems – Value from co-creation and it opens in November 2022 (in Finnish Elävänä ekosysteemeissä – Arvoa yhteiskehittämisestä https://valtiolla.fi/ekosysteemit/).
Living in Ecosystems – Value from co-creation platform includes all the 11 ecosystem development stories involved in the school. Furthermore, it contains 10 ecosystem canvasses to support the development in an agile way, 9 ecosystem videos to guide the development journey, both success and pain points of the ecosystem development learned during the school, and links to the broader ecosystem knowledge. The content of the platform is cc-licensed; thus, it can be used openly in ecosystem development not only in governmental level but also elsewhere. The Ecosystem School will continue in 2023 on a governmental level and Vision Factory is planning to offer it into private sector actors also.","a:11:{i:0;s:3:""257"";i:1;s:4:""4088"";i:2;s:3:""190"";i:3;s:3:""623"";i:4;s:3:""260"";i:5;s:3:""302"";i:6;s:3:""305"";i:7;s:3:""615"";i:8;s:3:""618"";i:9;s:3:""335"";i:10;s:3:""354"";}","The unique approach of Ecosystem School 1.0 brought together different ecosystem actors (50 participants) from different governmental and public sectors to the shared co-learning and co-creative development process. The approach was highly phenomenon based and the co-learning process followed the logic of service design. Furthermore, the design sprint kind of implementation as such is an innovative solution at the governmental sector. This was different on what has been tried previously in governmental development. On the other hand, due to the co-created nature of innovation involving actors from the different organisations, the traditional questions such as an innovation owner are fuzzy, and the tools of Ecosystem School 1.0 are cc-licenced.","a:1:{i:0;s:9:""diffusing"";}","The need to solve wicked problems in the VUCA world is changing the ways of working at the governmental sector. Therefore, Finnish Work 2.0 Lab (Työ 2.0 Lab) initiative launched together with Vision Factory LtD the Ecosystem School 1.0 to bring together representatives of 11 ecosystems (50 participants) to co-innovate their development work.
The first implementation Ecosystem School 1.0 was done at the 9 months’ time (January- September 2022) and the lessons learnt including theoretical aspects and tools will be shared at the Living in Ecosystems – Value from co-creation platform November 2022.
This design sprint kind of implementation as such is also an innovative solution at the governmental sector. In addition, this enables each of 11 ecosystems to understand the expectations and motivations of different stakeholders within the ecosystem, which is crucial for making the systemic changes in future.","The stakeholders involved were researchers from VTT and Vision Factory (generating the theory), government actors and course leaders from Work 2.0 Lab/ State Treasury & Ministry of Finance (generating resources, internal views of the governmental culture and being truly agile innovators), educators from Vision Factory (turning the theoretical knowledge into practical Ecosystem School 1.0) and participants i.e. students (testing, using and giving feedback content and tools).","Understanding the value of ecosystem from the perspectives of all stakeholders involved is a crucial aspect. To sum up the learnings, it was recognised that ecosystems bring value at different levels; i) cities and local development agencies play a key role when policy-level visions are put into practice, ii) national ministries and programs are at the core of implementing national policy decisions and development agendas, as well as commitment to testing environments and national test beds.","Based on the ecosystem development stories (11) including both success and pain points of the development and the official feedback, the results and impacts are following:
- The growth of understanding of the ecosystem thinking and development.
- The growth of enthusiasm of expanding the ecosystem way of working and solving wicked problems.
- The growth of collaboration, co-creation and strengthening networks.
- The school boosted the ecosystems’ activities carried out by the participants simultaneously. Activities including more than 50 events, workshops, and stakeholder group discussions, more than 100 public statements, and new RDI-projects.
- The ecosystem development tools which enabled to create an development plan, to identify what kind of ecosystem is in question, to map ecosystem’s stakeholders and their needs, to create a value promise, and to map ecosystem activities.
- Ecosystems realised in a concrete way their strengths and weaknesses and how to tackle them better.
","Based on the ecosystem stories and feedback the challenges encountered were following:
- Co-creation activities are not easy among the large group of stakeholders. This especially applies not so much to the ecosystem school participants but their ecosystems’ stakeholders.
- The difficulty to clarify on what kind of ecosystem is in question and to develop ecosystem’s value promise to its stakeholders.
- Resources (time, money and skills) within different stakeholders from different organisations.
- The development activities are not put in the practice.
- The balance between needing to have short term results and not being able to focus on a long-term development.
- To create intelligent measures to map the results of the ecosystem activities.
During the Ecosystem School 1.0 we also tested several digital co-creation tools and based on the feedback instead of having several tools we should be focused of having just a few to fully accomplish them.","The conditions necessary for this innovation were:
- Having strong theoretical background and converging different theory areas. For this innovation the theory areas were ecosystem, service design and co-creation theory.
- Having the governmental level resources and enablers.
- Having course leaders and educators involved who are ready to push the current boundaries, are open-minded and agile.
- Having the participants i.e. students who have the motivation to push their current professional thinking from the expert mindset to the participatory mindset and who ware also ready to push current boundaries, are open-minded and agile.
- The 11 ecosystems which needed the development.
","To scale up and to institutionalise the Ecosystem School 1.0 simultaneously during the school a digital platform was developed. The platform name in English is Living in Ecosystems – Value from co-creation and it opens in November 2022.
Living in Ecosystems – Value from co-creation platform includes all the 11 ecosystem development stories involved in the school. Furthermore, it contains 10 ecosystem canvasses to support the development in an agile way, 9 ecosystem videos to guide the development journey, both success and pain points of the ecosystem development learned during the school, and links to the broader ecosystem knowledge. The content of the platform is cc-licensed; thus, it can be used openly in ecosystem development not only in governmental level but also elsewhere. The Ecosystem School will continue in 2023 on a governmental level and Vision Factory is planning to offer it into private sector actors also.","
- Be open, agile and co-creative
- Learn from failures
- Do not try to make everything ready beforehand instead of co-create the innovation along the journey
- Create communication material that can be shared
- Enjoy when succeeding
- Be humble, listen and learn although being professional already
","Finally, we want to highlight the importance of open mind-set and willingness to participate to the co-creation process. Although, the process and tools are now tested and the experiences will be shared, the development path of every ecosystem is different as they consist from unique partners, relationships and interaction between them.
Here this innovation was co-created among following actors:
- Liisa Virolainen, State Treasury and Virpi Einola-Pekkinen, Ministry of Finance (governmental actors, course leaders)
- Krista Keränen, Outi Kinnunen, Laura Väisänen, Hanna Voutilainen, Vision Factory Ltd (educators, content and visuals creators)
- Katri Valkokari and Kirsi-Maria Hyytinen, VTT (Technical Research Centre of Finland Ltd); Krista Keränen and Outi Kinnunen, Vision Factory (theoretical background)
- Partcipants (50) of the Ecosystem School 1.0 (testers)
The innovation materials are currently in Finnish, but we are ready to create all of them in English if we get chosen.
Other relevant links:
","a:3:{i:0;s:5:""36283"";i:1;s:5:""36284"";i:2;s:5:""34734"";}","a:1:{i:0;s:5:""36282"";}",,,
34639,CamDX,https://oecd-opsi.org/innovations/camdx-2/,21/10/2022,"Ministry of Economy and Finance",Cambodia,central,"a:1:{i:0;s:11:""information"";}",CamDX,https://www.camdx.gov.kh/,2020,"The inability to interoperate between different information technology (IT) systems has urged the Cambodian government to develop Cambodia Data eXchange (CamDX). CamDX is a unified yet decentralized data exchange layer between IT systems which offers a secure way to provide and consume services, ensures confidentiality, integrity and interoperability between many different data exchange parties. Whether you are a service consumer or provider, you benefit from CamDX in one way or another.","The Royal Government of Cambodia has embraced digital technology aiming to offer better public services to citizens. To name a few, Cambodia’s public services consist of the population database of the Ministry of Interior (MOI), e-Tax of the General Department of Taxation (GDT), the business registration IT system of the Ministry of Commerce (MOC), and vehicle registration IT system of the Ministry of Public Works and Transport (MPWT). However, many databases come with the absence of interoperability of the IT systems.
Without service interoperability, the same data is repetitively inputted, and there is no way to check the consistency of the data between the IT systems. The Ministry of Interior owns the population registry; however, the data is not shared among government institutions, let alone the private sector, making them engage in repetitive personal information entry. Furthermore, the validity check of the given personal information is impossible in real-time. To improve public services delivery and orchestrate among different services, the government introduces a service interoperability framework called CamDX to tackle the interoperability issue between the IT systems.
CamDX stands for Cambodia Data eXchange, which adopts the model of X-Road of Estonia. The main goal of CamDX is to build an infrastructure that allows for establishing effortless access to data in government databases without compromising the security and ownership of the data with minimal technical changes in the existing information systems. The CamDX ecosystem also has an authentication system called CamDigiKey, a mobile application that requires users to input only information that reflects their real identity. Enabled by CamDX, any request to create an account will be reviewed against the population registry shared by the Ministry of Interior. With only one CamDigiKey account, users are able to access various services that are integrated with CamDX without having to remember multiple credentials (usernames and passwords).
CamDX is for everyone, to everyone. Whether you are a service consumer or a service provider from the public or private sector, you benefit from CamDX in one way or another. CamDX is gradually expanding itself both in the public and private sectors.","a:5:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""303"";i:3;s:3:""617"";i:4;s:3:""621"";}","CamDX acts as a distributed system with no central database performing only data exchange between members. It is also designed to host the data exchange of both public and private sector services. Since there is no central database, CamDX has no single point of failure. An attack such as Distributed Denial of Service could be possible to disrupt the services of individual information systems, but making the whole system down at once is hard. Moreover, it connects different IT systems built on any technology of choice. It also does not prescribe any tool or technology for the internal use of an organization. It provides secure data exchange between IT systems and does not own the data. The data still belongs to the organization who services the data. The means of data exchange in CamDX is done through standard web services and therefore can be easily adapted by all developers.","a:1:{i:0;s:9:""diffusing"";}","Services that have run through CamDX include the Online Business Registration platform (OBR), the Global Travel Assessment System (GTAS) and the Validation Application on Payment Guarantee/Invitation (VAPGI) (temporarily suspended due to a more relaxed Covid-19 related measure) and the CamDigiKey e-KYC solution. The OBR platform is the first and main service that runs through CamDX.
The success of the OBR platform has resulted in its expansion into Phase 2 where more ministries join the data sharing via CamDX and, soon, Phase 3. CamDX has recently opened its door for the private sector to take advantage of the technology. Banks and insurance companies have shown strong interest in using the population registry in their service delivery. With this data, they will be able to verify customer’s personal information easier and with the trustworthy data from the Ministry of Interior through CamDigiKey","The 5 main players in this innovation journey include the government, the citizens, the private sector, development partners, and civil society. Each ministry involved takes part in the success story of CamDX. The commitment toward the same goal and willingness to share the data forms the solid foundation of this important work. Without the 5 actors’ constant feedback, CamDX would not have been able to take shape as it is today.","With the data sharing via CamDX, the business registration process has been simplified from a tedious, month-long procedure to an 8-working-day process. Entrepreneurs can file their application, pay and track the application status online from anywhere, at any time. Back-office officers also find it easier to review the application. Ministries also have consistent data important to decision-making.","In the last months of 2022, CamDX had 438,532 monthly average number of transactions and exchanged data for 4 services, namely OBR, GTAS, VAPGI, and the CamDigiKey e-KYC solution for the banking sector. With the presence of the data exchange layer in just 28 months of operation, the OBR system has been able to register 18,568 businesses, reserve 12,105 business names and grant 328 specialized business licenses.","No different from other innovative solutions, the development of CamDX is not without challenges. The success of CamDX requires strong political buy-in as well as vigorous participation from all stakeholders, especially the public sector so as to showcase a good example. The successful implementation of CamDX is not about technology alone, but a combination of technology, infrastructure, and a legal framework to be able to convince data sharers to use the platform.","Cambodia has been lucky enough to receive a strong political buy-in for the CamDX platform. Having a long-term vision, it is only right that Cambodia puts its development agenda around technology. The country's aspiration to become a digital society and economy has put its interest highly in absorbing the benefits from the use of technology. Moreover, the constant feedback from the citizens, the private sector and development partners, and civil society organizations are also what keep CamDX moving and improving.","In fact, CamDX has been inspired by Estonia’s X-Road model and is the first data exchange layer introduced in Cambodia. Since its implementation in 2020, CamDX has been locally and internationally recognized. CamDX is a digital enabler, and with it, the government looks forward to other innovations borne out of the use of CamDX. For example, the private sector may request to use CamDX to get certain types of data from the government to develop their own innovative solution. Likewise, the government also encourages public institutions to make use of CamDX for the betterment of public service delivery.","One of the key lessons is that a reform requires more than just technology alone. If they could be compared, technology is only the tool toward achieving the final goal. Whether relevant stakeholders use the tool is a matter of a lot of back-and-forth discussion, and it requires a high level of negotiation skills. Surrounding technology is also a supporting framework including legal framework and user support aspect to convince stakeholders of the convenience of the platform.",,"a:2:{i:0;s:5:""34638"";i:1;s:5:""34640"";}",,https://www.youtube.com/watch?v=ZXRFjSsMLP0,https://www.youtube.com/watch?v=lbZC4SwMKQc,https://www.youtube.com/watch?v=dQgmRO9YwAg
34651,"Collective Complaint Resolution System of Anti-Corruption and Civil Rights Commission",https://oecd-opsi.org/innovations/collective-complaint-resolution-system/,21/10/2022,"Anti-Corruption & Civil Right Commission (ACRC)",Korea,central,"a:2:{i:0;s:12:""public_order"";i:1;s:31:""Collective Complaint Resolution"";}","Collective Complaint Resolution System of Anti-Corruption and Civil Rights Commission ",http://www.acrc.go.kr,2008,"South Korea’s National Ombudsman Institution, Anti-Corruption and Civil Rights Commission (ACRC) is the only public agency in the country that handles all civil collective complaints against governments. ACRC’s collective complaint resolution effectively coordinates and mediates complicate large-scale complaints and suggests alternatives agreed by all parties. The system protects citizens from the infringement of rights and interests and prevents the occurrence of social conflicts.","Sharp rise in collective complaints with conflicting interests of various stakeholders. With the way of life changing rapidly and social relationship getting more complex, conflicts arising in the process of public policy implementation are intensified. Such conflicts and conflicting interests could cause collective complaints. In fact, over 3 million collective complaints were filed with ACRC in 2021, and when adding those filed with local governments, that number would rose to 7,500 a year.
Public dispute resolution between citizens and governments. In the past, collective complaints were mostly about simple disputes between a group and an administrative agency. However, now they have become very complex, involving multiple central governments, local governments, and public companies. ACRC is the only government agency in Korea that handles all collective civil complaints on government agencies. ACRC resolves long-unresolved collective complaints by bringing together relevant organizations and residents.
A case in point was a collective complaint that demanded the government to keep its promise of 79 years ago and to give an ownership to those who have cultivated the abandoned lands since the Korean War. From 2018, ACRC had conducted a large-scale mediation involving 10 central and local governments and public companies. And in 2020, this resulted in the enactment of a law that allows the government to nationalize the lands and sell to the farmers at low rates.
Flexible operation of collective complaint resolution according to characteristics. Depending on the characteristics of each collective complaint, ACRC uses various processes, from traditional complaint resolution (correction-recommending · opinion-suggesting) to alternative dispute resolution (mediation · settlement). First, for cases where interests of each party are simple and solution is straightforward, we recommend corrections when illegal or unfair administration was imposed. If that is not the case but the complainants still raised reasonable claims, we expressed opinions from their perspectives. For example, as for a collective complaint filed by 5,400 residents on noise issues, because it was quite clear that the noise came from a nearby road and which agency should take care of the issue, we recommended following acceptable noise limit under environmental risk assessment.
For cases difficult to be handled with general handling process, because they were not caused by illegal or unfair administrative disposition, but by conflicting interests of each party or legislative limits in public projects, we actively use mediation and settlement. For the past five years (2017~2021), 85,6 % of the collective complaints we resolved through mediation (282) and settlement (205). Settlement is recommended when a solution comes out during an investigation or when ACRC suggests settlement with necessary measures fair for all parties. For example, 1,210 residents raised complaints, demanding changes in highway construction plan for the safety of pedestrians. Because conflicts among the interested parties were not serious, the case was resolved through settlement between the concerned agency and all residents.
Mediation is used for a swift and fair resolution in big social impact cases at the request of the parties or by ACRC. ACRC mediates cases by ex-officio with appropriate methods depending on the complexity of the case, the extent of the conflict, resolution period, and need for further investigation. 5,074 residents filed a collective complaint regarding military runways near a nuclear power plant under construction, raising the risk of crash. According to a mediation, consultative body of all related agencies were set because long term discussion among experts is required to assess the safety of nuclear power plant and the need for military exercise. In a collective complaint filed by over 1,200 fishermen who lost their livelihoods due to the construction of the new port, during the mediation process, clear solution came out, requiring the local government to provide fishermen land at a low cost, and determining the land size and who will bear the construction costs. Consensus was made among the participants that the government should take care of the damage, and the solution was reasonable.
Institutional improvement to prevent collective grievances. If ACRC confirms each collective complaint was caused by unreasonable laws, it conducts a targeted survey nationwide to prevent similar complaints and improves the regulations concerned. For example, while investigating a collective complaint on a poorly managed routs at school entrance, ACRC confirmed similar cases throughout the country and conducted a nationwide survey with relevant agencies and recommended a total of 5,970 improvement measures to schools. This prevented the possibility of potential collective complaints related to the safety of commuting routes.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""317"";}","
- The system is the only collective complaint resolution in Korea that handles all disputes between citizens and governments through mediation and settlement. Other dispute mediation procedures in Korea are set up by sectors under individual laws. ACRC’s procedure covers all disputes across public administrations including construction.
- The system uses alternative dispute resolution in public dispute resolution. Because public sector mediation and settlement were usually conducted by the interested agency, a fair resolution were hard to be expected. In addition, because they were used as public discussion tool to prevent conflicts in big public projects, they could not practically remedy the rights and interests of those affected. ACRC resolves collective complaints through mediation and settlement fairly and independently as National Ombudsman. By producing results serving both public and private interest, our procedure could bring paradigm shifts in dispute resolution.
","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","
- The system has now fully grown to produce the tangible results. We are checking if the results are well received by citizens and complementing what is needed. For continuous follow-up on service quality, every month, we survey citizens who filed collective complaints and see if they feel the benefits. We also monitor cases we mediated twice a year and see if our recommendations are well implemented. If that is not the case, we check the reason and promote swift implementation. Now, we are promoting the enactment of Collective Complaint Mediation Act to strengthen benefits of mediation proven effective in collective complaint resolution.
- We are now spreading the innovation’s know-hows to the entire government agencies. We provide training on collective complaint resolution capacities for local government agencies each year. We also assess collective complaints handled by local governments and provide customized service to underperforming agencies.
","Since, our collective complaint resolution covers conflicts between government and citizens, all administrative agencies are our collaborators and partners. Because relevant agencies and the agencies involved willingly accept our solution, we could develop a solution from the perspectives of citizens. From ACRC’s launce in 2021 till April 2022, 82.6% of our recommendations have been implemented. If we add recommendation being implemented (16.1%), the total implementation rate goes up to 98.7%.","Citizens who file collective complaints are the users and beneficiaries. For the past five years (2017~2021), through the system we resolved 569 of the 1,336 collective complaints filed, remedying the violation of rights and interests of 188,600 citizens. Also, relevant agencies were able to resume the long-halted policy projects that had been halted as the long-lasting opposition and collective complaints were resolved.","
- Since its launch in 2008 to 2021, ACRC has received and handled 4,056 collective complaints and 1,362 of them were resolved through mediation (600) and settlement (702). For the last 5 years (2017~2021), ACRC received and handled 1,336 collective complaints, among them 569 cases were resolved, with a resolution rate of 42.6%. 282 cases were mediated, 205 reached a consensus, 35 were issued corrective action, and 47 received opinions, and a total of 188,600 citizens were relieved.
- With accumulated know-hows on collective complaint-handling, the cases resolved increased. In 2021, the number of resolved collective complaints was 121, up from the previous year of 113. The resolution rate also rose to 57.6% from 54.8% of the previous year. People getting relief last year reached 48,200. And according to a survey of complainants of the cases resolved by the ACRC through mediation until August 2022, 95.8% answered that they were satisfied with the collective complaint resolution.
","
- Too many collective complaints are filed with us. Since ACRC handles difficult cases that relevant agencies cannot handle, it takes long to investigate and resolve them. In the past 5 years (2017~2021), the annual number of collective complaints we received rose 25% (78) from 232 to 310, while the number of investigators did not increase.
- So, we singed an MOU with a research institution in 2018 to provide the investigators capacity-building training and upgraded our digital collective complaint processing system in 2020. We also supported local governments in creating and operating Local Ombudsman Institution, enabling them to handle primary complaints.
- As a result, from 2018 to August 2022, the number of Local Ombudsman Institutions rose to 70 from 37, and the average handling-days were down by 12.15% (11 days) to 77 days from 8 days. We will continue to seek ways not to miss the golden time for relieving citizens’ rights and interests.
","
- Implementation of mediation results should be legally promoted. ACRC’s mediation has the same legal effect as Civil Act’s compromise that enables demand for performance to the court if mediation was not implemented.
- Division of work should be applied to the collective complaint handling process. Under ACRC system, relevant agencies handle primary cases, and ACRC handles complicate cases.
- Investigators should have sector-specific expertise and alternative problem-solving skills. ACRC runs 10 sector-specific units including welfare/labor and defense/veteran affairs, where experts from outside are dispatched. Various in/external trainings on mediation and settlement skills are provided to ACRC investigators.
- Efforts should be made for continuous support from policy makers and citizens. ACRC is actively promoting the resolved cases and related policies to enhance trust and acceptance for the collective complaint resolution procedure and results.
","
- To replicate its system, ACRC assists local governments in setting up Local Ombudsman and investigating collective complaints. So far, 70 of the 243 local governments have created Local Ombudsman and are handling collective complaints.
- Jecheon City Ombudsman mediated 55 cases and settled one in 2021. Following is its best case resolved. The city announced a plan to build five more sewage treatment facilities at the entrance of downstream village to treat the wastewater in the village upstream. 57 of the downstream village residents filed a collective complaint. So, the local government cancelled the plan and decided to build a new sewage treatment in the upstream area. This required wastewater to be pumped upstream, which is inefficient and costly. So, the Local Ombudsman mediated the case, suggesting a new sewage treatment facility on the outskirts and shutdown of the one at the downstream village entrance. This satisfied both the residents and the local government.
","
- Collective complaint resolution is a new participatory problem-solving approach. With technological development, people suffering the same problem can file collective complaints much easier and it could mean a new citizen participation. Such a change of views could make innovation.
- Collective complaint resolution could regain public trust. Though the collective complaints by 1,200 fishermen in Q.4.1, with 175 protests and social costs of 4.5 billion KRW, at ACRC’s onsite mediation session, the fishermen said, “I now finally know that the country is serving its people.”
- Governance on collective complaint resolution, led by mediator, should be built. So, we had to take a control tower role and a trusted mediator for citizens. One of the reasons that we solved the 70-year-old complaint claiming the ownership of the abandoned lands in just two years was that we built a governance that involved all the relevant agencies and residents and continued discussions and negotiations.
","
- Our system shows that having an innovative idea is not as difficult as implementing the innovation. Many countries have continuously carried out government innovation, so public officials in charge often came to a sad conclusion that nothing innovative is left, asking themselves “Haven’t we tried everything?”
- However, through this project, we learned we do not need to start from scratch. When collective complaints could not find the right agency and process, ending up being a social conflict, we started innovation by making a small change in the traditional policy and process. By handling all collective complaints and actively using alternative dispute resolution technique such as mediation and settlement in resolving public dispute, we could make innovation in collective complaint resolution system and pursue the fundamental goal of serving the people.
- If you are trying to find an idea for better government, I hope the innovation of ACRC could guide you to an innovation.
","a:1:{i:0;s:5:""34697"";}","a:1:{i:0;s:5:""34643"";}",,,
34653,"MAUPASS: one place to transact with government",https://oecd-opsi.org/innovations/maupass/,21/10/2022,"Ministry of Information Technology, Communication and Innovation",Mauritius,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","MAUPASS: one place to transact with government",https://maupass.govmu.org,2020,"MauPass has been developed for citizens and businesses to transact easily and securely with Government online. It is a single window of authentication service to provide a layered approach towards e-Authentication implementation for all government and other e-services. This initiative follows an urgent need for better identity and access management for a trusted ecosystem.","There was a need for better identity and access management to create a trusted digital ecosystem where citizens and businesses can transact easily and securely with Government. Initially, the risk of impersonation was quite substantial, i.e. a user could illegally transact online on Government systems on behalf of another without the latter being aware of it.
In this context, MauPass has been developed as a single window of authentication service to provide a layered approach towards e-Authentication implementation for all Government and other e-services. It also provides 2FA for e-services requiring higher level of assurance and mechanisms that support non-repudiation.
- Level 0 - No assurance of identity is required
- Level 1 - Minimal level of assurance of identity is required - MauPass provides for username/password based authentication (1FA)
- Level 2 - Significant level of assurance of identity is required - MauPass provides for 2FA (SMS, Mobile App and e-mail)
- Level 3 - Substantial level of assurance of identity is required - MauPass may provide for Biometrics in the future.
For instance, a user wishing to keep a digital version of the extract of their birth certificate in their MoKloud digital safe would be required to follow a 2FA (Level 2) authentication to confirm their identity through a One-Time-Password (OTP) sent as an email to their inbox or an SMS to their mobile phone or a code generated by a mobile authentication. For 2FA authentication, prior KYC (Know-Your-Customer) registration at a Mauritius Post outlet is required. However, for example, payment of Motor Vehicle Licence online (Level 1) does not require the user to confirm their identity through an OTP.
To ensure easier/quicker access to government services in rural/urban areas of the country, Government has established Service Centres through the Mauritius Post as common service delivery outlets where citizens can access all government services over the internet. Users can go to any Mauritius Post outlet to:
- Access e-services through a dedicated kiosk
- Activate their 2FA after KYC registration
- Use 2FA to access sensitive e-services at home (e.g. access Birth Certificate/Marriage Certificate/Driving License/other official government documents online via MauPass (https://maupass.govmu.org/LandingPage) and MoKloud (https://mokloud.govmu.org)
- Use MauPass to perform e-signing via https://web-front-mausign.govmu.org/main.sg (test system, under development)
Maupass allows Government to confidently deploy sensitive e-services that handle personal information of citizens (e.g. enable citizens to access online birth certificates, online marriage certificates, digital vaccination passes, to perform e-signing, etc.). When users log in using their MauPass accounts, their data (name, surname, address, ID No., etc.) are validated by MauPass through the Central Population Database. Once the users are authenticated, the various e-services can securely pull their data through MauPass. Consequently, all online forms become pre-populated and the users do not have to fill in bulky forms.
All these features make of MauPass an innovative solution which benefits citizens, businesses and Government. Government is targeting to integrate MauPass across e-services in Mauritius. Some of the e-services include:
- Access to the MoKloud digital safe for downloading official documents in digital format
- Application for learner’s driving licence
- Application for a post at the Public Service Commission
- Booking of an appointment on the MoRendezVous platform
- Access to the Supreme Court portal for viewing cause list, case law, legislation and other documents like research papers
- Access to e-payslip of Government official
- Application for leave on the Government e-HR self service portal
- Payment of Motor Vehicle Licence online
Maupass uses MSSQL Server relational database management system. The system also interfaces with the Acuant Trusted Identity Platform Identity Verification and Document Authentication.
Government is contemplating to bring further innovation to the MauPass service with the introduction of new features like:
- Passwordless authentication
- Biometric based authentication
- Face Verification technology with the ability to determine if an individual's face is an actual person, and not a photograph, mask, or digital spoof, and authenticate that it is not a deepfake or injected video
The Ministry of Information Technology, Communication and Innovation has introduced a new feature that allows for e-KYC. Thus, foreigners and Mauritian citizens abroad are now able to avail of Mauritius e-services requiring 2FA remotely following e-KYC registration without having to call at a Mauritius Post outlet. The e-KYC uses the Acuant cloud service to compare a live selfie of the user with the information on his National ID/Passport document and confirm his identity. MauPass is inspired from the SingPass digital identity system of Singapore.","a:9:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""283"";i:5;s:3:""612"";i:6;s:3:""617"";i:7;s:3:""619"";i:8;s:3:""373"";}","MauPass is a single window authentication service which can be integrated in any application to authenticate the user. Service providers are thus relieved of the task of having to develop the interface for authentication within their applications. In addition, the risk of impersonation is eliminated, especially for systems requiring high level of assurance, since prior KYC registration of the user has already been carried out. Furthermore, users no longer have to remember numerous credentials for accessing the various online services. When filing an application online, their forms are pre-filled with their basic civil data like name, surname, address and National ID Number, which are retrieved from the Central Population Database upon validation, hence triggering faster processing of applications and eliminating the risk of errors. Faster processing implies optimized use of resources being employed. It is also observed that MauPass has caused a boosting up of the take-up of online services.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","It is observed that the take-up of online services is gaining ground, as the digital space is becoming more and more trusted with the use of MauPass. Also, no cases of impersonation have been reported on e-services making use of the MauPass authentication interface. It is perceived that the MauPass service will engender online business opportunities as the digital ecosystem becomes safer with the deployment of MauPass across all online services.
Currently, users need to call at a Mauritius Post office outlet for KYC registration in order to avail of online services using 2FA. Recently, e-KYC has been introduced, which allows users to authenticate themselves using biometrics and liveness test. Thus, foreigners and Mauritian citizens abroad are now able to avail of Mauritius e-services requiring 2FA remotely following e-KYC registration without having to call at a Mauritius Post outlet.","The Ministry of IT germinated the idea of the system for authentication of users accessing online services. Central Informatics Bureau prepared the technical specifications. nVisionIT was awarded the contract. Government Online Centre allocated the infrastructure for accommodating server and communication equipment. Staff of the Ministry, Government officials from other Ministries, and stakeholders from the private sector were actively involved in the testing stage of the project prior to go-live.","
- Trust in the digital environment enhanced for the benefit of user ministries, citizens and businesses
- Take-up of online services of user ministries was increased
- Optimised use of resources at counters resulted in the redeployment of staff for other duties
- User ministries were relieved of the task of maintaining queues at counters
- Increased take-up has a bearing on the minimization of the costs of travel, parking, and other associated expenses for the benefit of users and drivers
","The take-up of online services has increased considerably resulting in cost savings for Government, citizens and businesses. For instance, statistical records of the Government Online Centre reveal that the hit rate of access to the MoKloud digital safe has increased from 2067 in January 2022 to 12,172 in September 2022. In addition, the risk of impersonation in the usage of online services has been greatly minimized. No filing of such cases have been recorded on the Mauritian Cybercrime Reporting System (MAUCORS). The introduction of e-KYC registration will further enhance the MauPass service for foreigners and Mauritian citizens abroad. We can imagine cost savings in terms of air travel.","During testing, inconsistencies falling outside the implementation of MauPass service were encountered, giving rise to adverse critics on the service. Names or addresses of users did not match the records of the Civil Status Division. Before the advent of MauPass, some users stopped using the online mode for accessing Government services because of forgotten passwords. As a result, they were unwilling to join the services online again even with the MauPass interface. Some user Ministries were not willing to remove their user registration interface from their online services and wanted to keep both theirs and MauPass as well. Some legacy/proprietary systems did not support current authentication protocols. Secured token-based protocols have had to be developed to allow integration. nVision IT was solicited to address the above issues and a digital marketing campaign was led by the Ministry of IT for the use of MauPass. The service was launched successfully in December 2020.","The success of the implementation of MauPass resides in a number of enabling factors which were already in place Fibre and mobile connectivity has already reached 100% coverage across Mauritius since 2017, and is thus within the reach of all users on the island. The Ministry of Information Technology, Communication and Innovation has set up the InfoHighway for data sharing and interoperability between Government agencies, which was leveraged for MauPass to access users' information for verification from the Civil Status Division. A digital marketing campaign was conducted by the Ministry of Information Technology, Communication and Innovation indicating the potential benefits for all stakeholders. The budget for integration of MauPass with the online services of other Ministries was allocated centrally to the Ministry of Information Technology, Communication and Innovation. The success of Maupass will have a cascading effect on the success of other systems requiring authentication of users.","MauPass has been developed for securing access to Government online services in Mauritius. Likewise, the service may be replicated for private institutions to minimize the risk of impersonation on their information systems. At a higher level, the MauPass system may be shared with surrounding countries to better secure the digital ecosystem of the region.","MauPass has enabled us to identify weaknesses in other online systems as a result of their increased take-up. Also, such an innovation has had the potential of accelerating the deployment of other innovative solutions like the MoKloud platform for providing a digital safe to each citizen for the safekeeping of their official documents in digital format as well as secure access to the MauSign website for the purchase of digital certificates online.","Government is deploying MauPass to other online services resulting in a high take-up of those services. Public service delivery is enhanced considerably as a result of an optimized use of resources. MauPass service will soon be extended to corporates to avail of Government online services. In addition, users will be able to share their basic civil data like names, surnames, addresses, ID numbers, etc., retrieved from MauPass in the form of QR Codes at service counters.","a:5:{i:0;s:5:""34708"";i:1;s:5:""34711"";i:2;s:5:""34713"";i:3;s:5:""34714"";i:4;s:5:""34715"";}",,https://youtu.be/ChDlXc-816c,,
34654,"UAE API Market Place",https://oecd-opsi.org/innovations/uae-api-market-place/,21/10/2022,"Telecommunications and digital government regulatory authority (TDRA)","United Arab Emirates",central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:7:""science"";}","UAE API Market Place ",https://api.government.ae/#default/home,2021,"The innovation is a platform where all government sectors and private sectors can acquire the UAEPASS (Federal Digital Identity) log-in Application Programming Interface (API) and other services from a single platform. Similarly, in this platform the end-user can install the API without interference with the UAEPASS Operation team.","The UAE API Marketplace is a government platform that enables the UAE’s private sector to leverage on the Application Programming Interfaces (APIs) of the UAE government and use them to provide seamless services to the UAE’s citizens and residents. The private sector, coders and app developers can leverage government software interfaces in developing new digital solutions, apps and services and launching start-ups capable of providing interconnected and seamless digital government services.
The API Marketplace aims to boost partnerships among government entities, and between the government and the private sectors, to provide interconnected digital services to customers around the clock and facilitate the provision of safe and reliable data and information. It will further facilitate business and e-commerce procedures. The first partnership on the platform was between Federal Tax Authority, Telecommunications and Digital Government Regulatory Authority (TDRA) and eCommerce site Amazon. Through this partnership, services of Federal Tax Authority will be linked directly to the Amazon systems, thus promoting operations’ automation and accelerating sellers’ registration in the Amazon store in the UAE.
Users can explore our API catalogue and find out how our APIs can help transform your business digitally and resolve related challenges. The UAE API Marketplace was launched in collaboration between Emirates Government Services Excellence Programme (EGSEP) and TDRA With the increased use of UAEPASS, the UAEPASS team has faced a challenge to run the huge amount of requests by government and private entities to use UAEPASS as a log-in method. Therefore it was a challenge and an opportunity to increase the usage of the UAEPASS among UAE citizens.
The goal of the innovation is to:
- Reduce the operation of entities that are willing to use UAEPASS services
- A comprehensive platform that guides end-user to install the API without human interference
Targets:
- To increase the number of entities using UAEPASS
- To increase the number of people using UAEPASS
- To reduce the cost associated with the operation of API installation
","a:5:{i:0;s:3:""147"";i:1;s:3:""156"";i:2;s:3:""184"";i:3;s:3:""612"";i:4;s:3:""302"";}","The project is innovative because it solves operation challenges with a small process that is provided through a single platform. Moreover, because the innovation has been through an internal innovation process cycle.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The website and the API installation is up and running, and there is an increase in the number of Government and entities usage of UAEPASS sign-in methods on their websites.","The Innovation Office within TDRA has supported providing all the significant knowledge and skills in order to have a ready-for-market solution. The ICT department was the main stakeholder in implementing the platform.","Several Beneficiaries are benefiting from the API Market Place.
- Citizen: with a single log-in and approved information, they can log in to several government, bank, and private sector websites, without creating a new username and password.
- Companies: they are benefiting from a short cut of the process of verifying the identity of the person when they log-in with UAEPASS.
","
- Number of API’s Onboarded: 19 (Federal - 10, Federal (Upcoming) – 6, Digital Enablers -3)
- Number of requests per service: 3 (MOI – 2, MOHRE – 1)
- Number of Private Entities requesting APIs: 3 (Private entities requesting APIs – Standard Chartered, Data Value & Blue logic)
- Number of requests for Contact Us: 8 (Business Clarifications – 4, Onboarding Requests – 4, Issues – 0)
- All the private sector and government sectors can use UAEPASS for internal use and also for customer service requests.
- Private sector can leverage the API to reduce their logistics costs.
","The main challenge is the marketing aspects and making a case for the value of the project with the government and private sectors. Getting sensitive entities such as banks was a challenge until we got two banks to leverage the API ( Standard Charter, and Al Maryah Bank) As TDRA we reach out to government entities to use and install the API, and we plan that after this other governments will follow.","The number of API installations is measured, and the comparing methodologies have been used to compare the numbers before the API Marketplace and after in the same period. To get entities onboard it is important that the innovation improves the quality of life of the community, reduces negative effects on the environment, increases the number of services provided, and allows for budget saving.","The method could be used for different sectors and the method could be shared across the government entities.","The innovation was in prototype mode for several weeks in order to test the user experience. Then the platform was launched in beta mode. A better marketing plan could be in place to better share the benefit of the API installation.","As challenges appeared after launching the major project UAEPASS a brainstorming session was conducted to come up with ideas to overcome such challenges. The innovation office used several innovation tools such as Business Model Canvas, and 5 Whys.","a:1:{i:0;s:5:""34688"";}","a:2:{i:0;s:5:""34684"";i:1;s:5:""34685"";}",,https://www.youtube.com/watch?v=xNoKYvSadyo,https://twitter.com/UAE_innovates/status/1518851561254002688
34690,"Innovation Zones, Facets and Beyond - LIEPT (Lund Innovation Ecosystem Portfolio Tracking) governance model",https://oecd-opsi.org/innovations/innovation-zones-facets-and-beyond-liept-lund-innovation-ecosystem-portfolio-tracking-governance-model/,21/10/2022,"Future by Lund",Sweden,local,"a:1:{i:0;s:7:""science"";}","Innovation Zones, Facets and Beyond - LIEPT (Lund Innovation Ecosystem Portfolio Tracking) governance model",https://www.futurebylund.se,2022,"To provide a systematic approach for initiating and tracking collaborative development processes over time and inform investment decisions in multi-stakeholder environments, Future by Lund (FBL) has implemented a new model for innovation ecosystem portfolio tracking (LIEPT). The model benefits partnering stakeholders by building strategic competence for scaling solutions and working with innovation portfolios as an approach for governing and developing the ecosystem’s priority areas.","Since its start in 2013 as part of a nationally-funded programme for city-based innovation platforms, Future by Lund (FBL) has been developing its role of proactively fostering innovation activities that respond to challenges and sustainable development aims which can only be addressed in collaboration with partners – operating in between municipal and other organizational mandates acting in a multistakeholder environment. In this role as a boundary spanning, system intermediary for the local innovation ecosystem, the FBL team scouts trends and identifies opportunities, matches relevant actors and catalyzes collaborative action, and develops an innovation culture and portfolio of activities among the community of more than 100 actors (companies, universities, research institutes, innovation support actors) that (collectively) contribute to solutions for sustainable cities. When the national programme funding reached its end in 2021, one of the main tasks was to establish an organizational “home” and governance mechanisms that would enable the platform to continue and build on the results achieved. Key challenges were coordinating a portfolio of innovation activities across multiple organizations, actor groups, and thematic boundaries, as well as facilitating the strategic development and scaling of results over time. There was a need for building strategic competence and partnerships for scaling and working with innovation portfolios as an approach for developing the ecosystem’s growth areas.
With the objectives of tracking and learning from the interactive innovation processes underway in the ecosystem, and using the information to inform strategic decisions and forward-looking investments, Future by Lund (FBL) and Lund University (LU) have developed a model for tracking the portfolio of innovation activities in the ecosystem (Lund Innovation Ecosystem Portfolio Tracking – LIEPT). The LIEPT model leverages existing models and practices to map innovation activities over different development zones, to track the accumulated investments and milestones from innovation projects and activities across organisations, and to visualise data on these project portfolios to show the strength and collective impact of the ecosystem and guide its future development.
Innovation activities (existing ideas, projects or other ongoing developments that are viewed as important and where collaboration with others is essential) are mapped according to development zone, using FBL zone model and the OECD’s Observatory for Public Sector Innovation (OPSI) innovation facets model. The FBL zone model explains different organisational mandates and roles in working with innovation. The OPSI innovation facet model clarifies the strategic intent and purpose behind innovation, helping better understand and manage multi-faceted innovation processes. Together, these models are used to map the development zone of a project or innovation activity, grouping activities by thematic area or geography into portfolios – providing key characteristics of the stakeholder arrangement, overall aims and driving factors, and types of activities undertaken in three zones (yellow, green and blue).
The accumulated financial investments (in the platform and projects) and key events (or other qualitative “ripple effects”) of the ecosystem’s collaboration partners are tracked, using the layer model from Vinnova’s Vinnväxt program annual reporting, comprised of three layers of platform and project investments, and a fourth layer listing key events and system-level developments that can be linked to the financial and human resources mobilised in the first three layers. As such, this “layer model” provides a way of documenting resource alignment and ripple effects and capturing the development of the innovation ecosystem over time.
Finally, a data mining tool developed by Lund University is used to visualise this information. The visualisation of accumulated investments and events over time provides a story of collaborative action and development in an innovation ecosystem – demonstrating how the collective strength of partners’ actions have contributed to system-level transformation and impact.
Finally, the data and analysis can be tailored and used to report on KPIs for individual projects, groups of projects or developments of the ecosystem as a whole – and as an input for forward-looking strategy work.
Through LIEPT, FBL and partnering stakeholders have a more transparent and efficient approach for governance. Lund’s approach to portfolio tracking has been presented to other innovation ecosystems across Europe and will be piloted in other contexts over the coming year.","a:7:{i:0;s:3:""260"";i:1;s:3:""623"";i:2;s:3:""615"";i:3;s:3:""354"";i:4;s:3:""184"";i:5;s:3:""194"";i:6;s:3:""210"";}","LIEPT is a novel approach for tracking both hard and soft system-level indicators, as well as the dynamic developments of initiatives, stakeholders and assets within innovation areas where multiple stakeholders collaborate to achieve collective growth and system transformation aims. This is done through a combination of existing models and theoretical insights about innovation portfolios together with a previously untried application of continuous, real-time portfolio tracking and communication as part of learning and strategic development processes in the local innovation ecosystem.
Through LIEPT, FBL and partnering stakeholders have a better overview of collaborative activities within the innovation ecosystem in Lund; clearer processes to identify common problems or opportunities for collective action across different focus areas in the system; and input to the curation and strategic development of innovation portfolios spanning multiple actors and thematic boundaries over time.","a:1:{i:0;s:14:""implementation"";}","LIEPT has been developed and implemented in two of Future by Lund’s innovation portfolios (digital cities and citizens, and moving things and people). LIEPT will be rolled out and further developed in FBL’s other portfolio areas, as well as in LU-led innovation ecosystem work.
LIEPT and has been presented to other innovation ecosystems elsewhere in Sweden and internationally – soliciting an interest in its application in other contexts. The developing team is in the process of initiating a creative commons community for continued development and application of the model.","LIEPT has been developed in collaboration between Future by Lund (FBL) and Lund University (LU), using existing methods/models from OPSI and Vinnova. FBL was the “challenge owner” and operational “testbed” for the innovation. LU contributed with interactive research, data infrastructure and support to broader dissemination and use of the approach. Companies and other stakeholders in FBL’s ecosystem were involved in developing and testing processes for portfolio mapping and strategic dialogue.","LIEPT enables innovation ecosystem governance, strategic planning, and development.
- FBL, partnering stakeholders and investors have strategic insights about the ecosystem’s portfolios
- Stakeholders have a structured approach to identify opportunities for collaboration, and FBL has an approach to curate portfolios
- FBL (and its governing board) has an approach to track projects and activities across organisations, visualise development and collective impact, and guide future direction
","Using the LIEPT model provides a visualised overview of the current and historic set of activities/projects, collaboration partners and investments, as well as important events and system-level effects that the ecosystem’s action has contributed to. This has resulted in a more efficient and effective approach to innovation ecosystem governance.
LIEPT provides an approach for continuous/real-time reflective monitoring and an easy input to guide strategic decisions (where activity should be directed, which and how much resources to invest). LIEPT lends legitimacy to the role of boundary spanning systemic intermediaries – providing evidence of the achievements of the ecosystem and the contributing role of facilitating platform operator.
The use of LIEPT will continue to provide such results for FBL, and also for LU-led innovation ecosystems. We expect that LIEPT will provide similar results and benefits in governing other ecosystems.","LIEPT responds to needs for governance of innovation ecosystems and provides value in its use. Yet for ecosystems to be able to use the model, they must already have strong trust and partnerships to access system stakeholders. Additional challenges include: time consuming collection of data (follow-on projects and other ripple effects), need for specialised data management resources (to develop the database and visualisations more quickly), and broader understanding and “up-take” of new governance processes on the level of the innovation ecosystem.","There are several clear conditions for success in the use and further development of LIEPT:
- Existing trust and open dialogue within the ecosystem (including cross-sectorial)
- Leadership and continued allocation of resources from developing partners for development and use of the approach
- Additional human and financial resources to expand the data/data management infrastructure, as well as to document and spread the user interface - guiding the use of LIEPT in other innovation ecosystems (dissemination)
- Contribution of human (and financial) resources from a broader “creative commons community” for continued development, test and use in other innovation ecosystems
","We are currently using the model for tracking the overall portfolio in two thematic areas in Future by Lund and have included use of the model in several project applications (where Future by Lund and/or Lund University are partners). Presentations of LIEPT to Vinnova and representatives from other innovation ecosystems in Sweden and elsewhere in Europe have solicited interest in its replication/use in other contexts. To address this demand, the team intends to initiate a “creative commons community”.","It’s difficult to access private data; sharing information (and not claiming results) is key.
Building the story in a structured way, and then visualising results (for the collection of activities in a portfolio and for the collection of portfolios in an ecosystem) is extremely impactful.
Incorporating multiple aspects (relations, facilitated workshops, strategic dialogue, structured documentation, data mining and reporting/sharing stories) in a governance model has been useful.","The model is a collaborative creation within the partnership of the innovation platform Future by Lund. Development and implementation of the model was done both by the managing team at Future by Lund (represented by Peter Kisch and Katarina Scott), and by the members of Lund University’s collaboration office (represented by Emily Wise, Charlotte Lorentz Hjorth, Martin Stankovski and Farhad Abbas Pour Khotbehsara).","a:4:{i:0;s:5:""34699"";i:1;s:5:""34700"";i:2;s:5:""34701"";i:3;s:5:""34702"";}","a:2:{i:0;s:5:""34706"";i:1;s:5:""34716"";}",,,
34693,"Digital Vault",https://oecd-opsi.org/innovations/digital-vault/,21/10/2022,"Telecommunications and Digital Government Regulatory Authority (TDRA)","United Arab Emirates",central,"a:2:{i:0;s:11:""information"";i:1;s:7:""science"";}","Digital Vault ",,2021,"The UAE Pass includes a ‘digital vault’, powered by blockchain technology, for storing users’ digital documents and sharing them with government departments for completing their transactions quickly without the need to provide paper documents. Users can request a digital version of their official documents and use them securely, to get services from service providers when needed. This feature eliminates the need for physical documents and visits, saving you time and effort.","Despite digital transformation efforts in public and private services, there is a lack of trust in identities and documents submitted online to obtain services. Moreover, documents submitted online are in fact scanned copies of physical documents and lack authenticity. Furthermore, regulations enforce citizens to be physically present to verify their identities and present their original physical documents to avail of services, which impacts the customer experiences.
With an effective use of a Blockchain ecosystem, Digital-Vault aims to ensure availability of authentic digital documents, enable users to request and share them with service providers and ensures trust across all parties resulting in a seamless digital experience. Digital-Vault customer segments are UAE Citizens and Residents, enabling them to seamlessly have access to digital documents and share them; Document Issuing Entities, enabling them to issue the documents; and Service Providers, allowing them to offer services.
Digital-Vault enables users to request and share official digital documents to avail of services online. A key innovative factor is that Digital-Vault is part of an ecosystem which includes the National Digital Identity (UAE-PASS) and Digital Trusted Documents system (UAE-Verify). The compounded effect of having verified digital identifies coupled with a means to access trusted digital documents while empowering service providers with the capability to verify documents resulted in the complete elimination of the need for physical identity verification, the need for physical document citation, providing higher data quality and enabling service automation.
Blockchain technology provided Digital-Vault with the ability to ensure immutable records of transactions resulting in creating trust across service providers and users. Resulting in increasing the digital security of national data and reducing operational costs by reducing paper transactions. The Digital-Vault is part of an ecosystem which includes the National Digital Identity (UAE-PASS) and Digital Trusted Documents system (UAE-Verify). The compounded effect of having verified digital identifies coupled with a means to access trusted digital documents while empowering service providers with the capability to verify documents resulted in the complete elimination of the need for physical identity verification and the need for physical document citation.
Design thinking sessions with different organizations resulted in establishing partnerships between government and private sectors leading to an increase in adoption of Digital Vault as well as following international standards, such as W3C Verifiable Credential specification, eIDAS standard, Quorum Blockchain and is GDPR compliant in ensuring interoperability. Digital Vault's environmental contribution and alignment with the SDs is measured by the elimination of the need to print 33.4 million documents and the need for in-person visits to service centers. This saves around 4,000 trees per year, and reduces the CO2 emissions by 76,000 tons per year.","a:3:{i:0;s:3:""162"";i:1;s:3:""147"";i:2;s:3:""876"";}","The Digital-Vault is part of an ecosystem which includes the National Digital Identity (UAE-PASS) and Digital Trusted Documents system (UAE-Verify). The compounded effect of having verified digital identifies coupled with a means to access trusted digital documents while empowering service providers with the capability to verify documents has resulted in the complete elimination of the need for physical identity verification and physical document citation, providing higher data quality and enabling service automation. Design thinking sessions with different organizations resulted in establishing partnerships between government and private sectors leading to an increase in the adoption of Digital Vault.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Digital Vault improved citizen experience by enabling them to request and share official digital documents to obtain online services anywhere and anytime.","Digital Vault is also connected to service providers from the financial sectors including banks and exchanges, resulting in services such as opening bank accounts, profile verification, and new user registration. In 2019, the UAE's central bank approved Digital Vault as the golden source of data/documents for all service providers and mandated banks and financial institutions to accept documents within Digital Vault as equivalent to physical documents eliminating the need for physical verification.","
- Prime Minster office
- UAE Citizens
- Private Sector (Banks in Particular)
","Digital Vault contributed to the effectiveness of the government workforce and operations by saving 21.9 million work hours, and 3.5 billion dirhams annually spent on employees productivity time, printing documents, and cost of transportation and physical citations. Digital Vault's environmental contribution and alignment with the SDs is measured by the elimination of the need to print 33.4 million documents and the need for in-person visits to service centers. This saves around 4,000 trees per year, and reduces the CO2 emissions by 76,000 tons per year.
Digital Vault improved citizen experience by enabling them to request and share official digital documents to avail of online services anywhere and anytime. Digital Vault's economic impact and ROI were realized by exponential increase in digital document sharing (236,000+) across service providers and users. In the financial sector, over 80,000 new bank accounts were opened for customers online without visiting the bank physically.",,"In 2019, the UAE's central bank has approved Digital Vault as the golden source of data/documents for all service providers and mandated banks and financial institutions to accept document within Digital Vault as equivalent to physical documents eliminating the need for physical verification.
In March 2021, the UAE Prime Minister's Office has mandated government entities to onboard their services on digital vault and to accept all digital documents via Digital Vault as equivalent to the original and authentic document making Digital Vault is a key national initiative in the UAE with the ambition to achieve a paperless digital society.","Digital Vault's next target is to include new sectors such as insurance, education, health, and judicial. For examples one of the current targets is to have 45% increase in service provider’s adoption in the identified priority sectors by September 2023. Digital Vault plans to introduce many new features to accommodate the sectors requirements as well as UAE visions and strategies. Some of these features include delegation, chain of attestation, pear to pear document sharing and visitors profile support. Other features are expected to be developed as more sectors are introduced. On an international level, collaboration & knowledge sharing is ongoing with members within the European Union, and expert interviews with experts across the globe were conducted different topics including emerging technologies and policies. In addition, being part of INTABA (International Association for Trusted Blockchain Applications) has provided us with global access to members and different topics.","A marketing plan shall be done in a manner to include all types of citizens, such as people of determination, elder people, and non-Arabic & English speakers.",,,,,https://www.youtube.com/watch?v=q4FuFlwyzkI&feature=emb_logo,https://www.digitaldubai.ae/apps-services/details/uae-pass
34694,"Trusted Official Statistics for Good Governance and Evidence Based Decision Making in Vanuatu",https://oecd-opsi.org/innovations/trusted-official-statistics-for-good-governance-and-evidence-based-decision-making-in-vanuatu/,21/10/2022,"Vanuatu Bureau of Statistics ",Vanuatu,central,"a:1:{i:0;s:11:""information"";}","Trusted Official Statistics for Good Governance and Evidence Based Decision Making in Vanuatu",https://paris21.org/news-center/news/why-does-trusted-data-matter-inclusive-governance-improving-data-literacy-and-use,2021,"The Parliament of Vanuatu has struggled to fulfil its legislative, budget, oversight, and representation functions due to limited capacity to utilise trusted statistics. The Vanuatu Bureau of Statistics addressed this capacity gap through targeted training with Members of Parliament (MPs) and parliamentary civil servants to improve policy making. This is the first focused effort in Vanuatu to introduce data for sustainable development monitoring to MPs with the aim of enhancing good governance.","The Parliament of Vanuatu represents the highest level of decision making in the country and its members need trusted statistics on how well they and the government are performing, as well as the impact investment has had on development. Members of Parliament (MPs) and parliamentary civil servants (PCS) face barriers to using statistics for evidence-based policy making, compromising public trust and good governance. To address this capacity gap, the Vanuatu Bureau of Statistics (VBoS) developed the first ever Constituency Indicator Profiles in the country and trained MPs to use this information for the effective representation of their constituents. Additionally, VBoS delivered a training programme for PCS that centred on the development of evidence-based policy briefs for MPs.
The general objectives of the innovation include:
- Build the statistical capacity of MPs and the PCS that serve them to use trusted official statistics for good governance and evidence-based decision making
- Raise awareness and build trust in statistics to effectively encourage data use to enhance performance, and lead and inform public policy debate
- Strengthen dialogue between data producers and users to build a policy and enabling environment through coordination and collaboration
- Identify sectors of national importance and develop policy briefs that guide MPs to make evidence-based choices for those they represent
- Develop useful data products, including constituency indicator profiles, that enable MPs to target marginalised subpopulations more effectively
A first of its kind capacity development initiative in Vanuatu, spearheaded by VBoS, the innovation focuses on training and engagement with Parliament to promote data use for better decision-making. The programme was co-created with key stakeholders and a needs assessment identified the capacity gaps related to finding, interpreting, and using trusted statistic for decision-making. The assessment and collaborative design of the programme ensured the content of training sessions for MPs and PCS was sufficiently targeted to enable meaningful results.
Parliamentary civil servants were trained to understand how to use quality trusted statistics to guide MPs to make the right choices for those they represent. The training culminated in developing evidence-based policy briefs related to Vanuatu’s highest policy framework- the National Sustainable Development Plan (NSDP) that has been aligned to the Sustainable Development Goals (SDGs). Building statistical capacity of MPs focused on using constituency indicator profiles developed from Vanuatu’s previous National Population & Housing Census data to make policy recommendations for the effective representation of their constituents. The Profiles reported on various themes and outlined several disaggregation variables to enable MPs to target marginalised subpopulations with interventions to leave no one behind. It is the first-time constituency profiles have been developed in Vanuatu.
This is the first time that statisticians, policy analysts, expenditure analysts, Ministries and the Parliamentary Secretariat have worked together, improving the links within the Vanuatu National Statistical System, and enhancing coordination between data producers and users. Parliaments combined individual, organisational and system level capacity to use trusted statistics for decision-making was enhanced through targeted engagements and trainings. The VBoS also conducted a pre and post assessment to measure PCS progress. The results of this showed an increase in scores against 17 learning objectives. Improved collaboration between data producers and users will strengthen the ability of Parliament to hold government accountable. Better decisions by high level political influencers can potentially lead to improved services for the public. The capacity of VBoS statisticians and other data producers to engage with Parliament and provide data to inform policy and decision making was also improved through the design, implementation, and coordination of this innovation.
Given the successful implementation of the innovation, and growing interest from Parliament and others, VBoS is planning to scale-up this initiative. This would allow more MPs from different Committees to participate in the trainings and a broader coverage of constituencies through further development of constituency profiles. Additionally, VBoS is developing Vanuatu’s first digital open indicator tracking platform that will make its National Sustainable Development Plan indicators, metadata, census information and financial statistics open and available to all. The Statistics Office will co-create a set of key performance indicators that will allow Parliament to measure the quality and coverage of public service delivery through trusted statistics available in the platform. The next phase of the innovation will use the platform to train stakeholders.","a:10:{i:0;s:3:""194"";i:1;s:3:""196"";i:2;s:3:""210"";i:3;s:3:""214"";i:4;s:3:""610"";i:5;s:3:""260"";i:6;s:3:""615"";i:7;s:3:""317"";i:8;s:3:""617"";i:9;s:3:""335"";}","This Innovation has supported inclusive governance by building capacity among different groups to use data, and forged closer ties between VBoS and decision-makers. It has provided a platform for stakeholders to share ideas on how to use data to improve public service delivery in a context where the interaction between parliament and the statistics office has been historically minimal. For the first time, an array of key stakeholders participated in discussions to enhance co-ordination between data producers and users. As the highest level of oversight in the country, this innovation has focused on building Parliaments combined individual, organisational, and system-level capacity to utilise trusted statistics for good governance. It is the first time that constituency profiles and evidence-based policy briefs, aligned to Vanuatu’s NSDP have been developed by VBoS. Making data usable for MPs has been an investment in governance, better public services, and more sustainable development.","a:1:{i:0;s:9:""diffusing"";}","After implementing 7 briefings with MPs and 14 trainings for PCS on data use for decision-making, the VBoS is taking stock of the successes of the initiative to scale-up engagement with Parliament. The VBoS conducted a pre & post assessment to measure PCS progress. The results of this showed an increase in scores against all 17 learning objectives. Additionally, an evaluation was held with the project’s steering committee, they fully endorsed VBoS innovation in trying to analyse government spending to monitor the impact of investment. Finally, the VBoS held a workshop to identify lessons learned with the MPs and parliamentary civil servants to build on our experience and gather information to increase the effectiveness of the next phase. This phase will include the finalisation of Vanuatu’s first digital open indicator tracking platform that will highlight key performance indicators to be used by Parliament to measure the quality and coverage of public service delivery.","The VBoS is a lead data producer in the country and is legally mandated to provide leadership on statistics. Parliament controls and guides the government of Vanuatu. The Department of Strategic Policy & Planning leads on the NSDP and makes key recommendations to government on issues affecting public services. PARIS21 specialises in technical support for statistical capacity development. The Inter-Parliamentary Union empowers parliaments globally to promote sustainable development.","The statistical capacity of MPs and the PCS that serve them was enhanced to effectively utilise trusted statistics for decision-making. Dialogue between data producers and users was strengthened through targeted engagement, creating a policy, and enabling environment. The development of useful data products including policy briefs and constituency indicator profiles have helped to raise awareness and build trust in statistics to effectively encourage data use and inform public policy debate.","MPs and Parliamentary Civil Servants (PCS) have enhanced their skills to use data for decision-making. Their awareness about the importance of data and the statistical system has been significantly increased too. This has been shown by the interest to scale-up the initiative and VBoS being invited to speak in Parliament for the first time. Additionally, participating MPs used VBoS data to gazette a parliamentary bill increasing import duties on products related to noncommunicable diseases. The VBoS conducted a pre and post assessment to measure PCS progress. The results of this showed an increase in scores against 17 learning objectives. With the growing interest in data use by MPs and PCS, we expect to advance data literacy in Parliament and across Ministries. The initiative has also brought a greater appreciation to the work VBoS and the National Statistics System are doing, and we expect to get Parliament support for statistical activities in the future, including an improved budget.","Despite the efforts VBoS and other ministries put into producing statistics, there are still data gaps that hinder its use for policy making. This has resulted in Parliamentarians not having all the information they need. The shortage of certain data has created misunderstandings and low appreciation of the Statistical System in Vanuatu. The main challenge in this innovation was reconnecting with Parliament and building trust in statistics. The first group of MPs trained represent only a tenth of all MPs, highlighting the difficulties to secure Parliament interest in data production and use for evidence-based decision-making. However, thanks to the success of the first phase of the innovation, there has been increased interest from Parliament to join the initiative and VBoS has been invited to present the aims of the programme to all MPs. With this heightened support to statistics, VBoS is also working with data producers and users to reduce data gaps in the longer term.","Key to the success of this innovation has been the willingness of stakeholders to promote the uptake of statistics for improved decision-making. The Clerk of Parliament embodied this by championing the project, his leadership and guidance has been essential to its success. A strong partnership between the Clerk and VBoS was formed through enhanced engagements throughout the project. The interest of Parliament in furthering their capacity in the use of data for decision-making was also key. The collaborative design of this innovation ensured that it represented the needs of Parliament. The success of the design was corroborated by high levels of attendance by MPs and PCS during training. Aside from a strong motivation by VBoS, the innovation also received technical and financial support from PARIS21. The financial resources ensured quality engagement with stakeholders including meetings with MPs and PCS, and the technical support enabled the development of targeted training materials.","This innovation has caught the attention of other national statistics offices who are trying to promote data use for policy makers. The Vanuatu example has been presented in international fora, and PARIS21 is developing training materials inspired by the first phase of the innovation that will be used across countries in Africa, Asia, and Latin America. The innovation is highly replicable and will have a positive effect in building the capacity of the people with the highest level of decision-making power in a country. The materials used to train MPs and parliamentary civil servants can also be used to build the capacity of other key stakeholders. In the next phase of the initiative, we will use these materials to strengthen government agencies to use data for decision-making with the ultimate aim of improving the quality and coverage of public services through trusted statistics.","The innovation was co-created with key stakeholders. This targeted engagement was essential in establishing stakeholder buy-in and developing champions including the Clerk of Parliament to help drive the innovation. To establish a programme design representative of the needs of Parliament, assessments that identified the capacity gaps related to finding, interpreting, and using trusted statistic for decision-making were also essential. The assessments ensured the content of training sessions for MPs and parliamentary civil servants was sufficiently targeted to enable meaningful results. To address the capacity gaps in Parliament identified by the assessments, the products developed by project partners were aligned to the key functions of Parliamentarians- legislation, representation, budgetary and oversight. This ensured that the innovation integrated into the Parliamentary system, and improved MPs ability to fulfil their roles effectively.",,"a:10:{i:0;s:5:""34703"";i:1;s:5:""34704"";i:2;s:5:""34705"";i:3;s:5:""34707"";i:4;s:5:""34709"";i:5;s:5:""34710"";i:6;s:5:""34712"";i:7;s:5:""34717"";i:8;s:5:""34719"";i:9;s:5:""34721"";}","a:6:{i:0;s:5:""34735"";i:1;s:5:""34736"";i:2;s:5:""34737"";i:3;s:5:""34738"";i:4;s:5:""34739"";i:5;s:5:""34740"";}",,https://www.youtube.com/watch?v=qPDE3tYzLYo,https://www.youtube.com/watch?v=PxFF437CQXg
34720,"A digital platform for persons with disabilities",https://oecd-opsi.org/innovations/digital-platform-disabilities/,21/10/2022,"DYPA (Hellenic Public Employment Service former OAED)",Greece,central,"a:1:{i:0;s:10:""employment"";}","A digital platform for persons with disabilities",https://prosvasis.dypa.gov.gr/,2021,"The Public Employment Service (DYPA) in Greece has launched the PROSVASIS platform, a new digital platform which is based on the latest Web Content Accessibility Guidelines (WCAG) 2.1 AAΑ international standard. With the use of this platform persons with disabilities and especially persons with visual and hearing difficulties, physical and cognitive/mental disabilities have access to the content of the DYPA website thus promoting inclusiveness for these vulnerable social groups.","Accessibility to the Internet in particular and to information in general is part of the support provided by this innovation to persons with disabilities so that they can have better access to Internet information and functionalities. Ensuring equal opportunities for all unemployed persons is one of the key priorities of the Public Employment Service. In the context of digitalisation and aiming at the equal access of all to the digital information, DYPA implemented actions to ensure the digital accessibility of its digital services and content of the current website to persons with any type of disability.
More specifically since 11 October 2021 the prosvasis.dypa.gov.gr platform was launched, which is a new digital platform based on the latest WCAG 2.1 AAΑ international standard. This enabled vulnerable social groups to have actual access to the content of the DYPA websites in the context of harmonization with European legislation thus diminishing the danger of social exclusion.
This innovation was developed in collaboration with the contractor company LIONCODE WEB & MOBILE SOLUTIONS. A technical report was drafted first to evaluate the digital accessibility of the content of the updated website www.oaed.gr (the former DYPA website) launched in April by the Speech and Accessibility Laboratory, Department of Informatics and Telecommunications, National and Kapodistrian University of Athens in order to identify possible designing and programming errors or errors in the content and to comply with the WCAG 2.0 AA accessibility standard.
The implementation was extended on two basic pillars:
- Design pillar: the design of the platform (UI and UX) was carried out based on all modern rules closely following the standard.
- Operational pillar: all functionalities available on the platform serve persons with disabilities and many of them have been implemented in such a way to foresee and avert possible problems.
The information technology company which designed the platform in collaboration with DYPA won the GOLD award in a contest held as part of the Impact BITE Awards 2021. The especially designed website, which is adapted to the needs of persons with disabilities, is a measure to overcome the barriers vulnerable social groups face such as access to information for all actions and services offered by DYPA as well as difficulty in dealing with the DYPA local services. Via the website and the features offered persons with disabilities can now navigate its content with ease. For example in an easy and simple way they can gather information about the implemented actions such as the open employment and training programmes as well as the processes available, registration to the Unemployed persons Registry, and application for unemployment benefit, etc. Furthermore access to information such as the provided consulting services is facilitated and as a result persons of this particular social group have more opportunities to be integrated into the labour market.
According to the above, this specific action has multiple advantages for persons with disabilities and the whole society in general since it has improved the users’ accessibility and satisfaction while at the same time it was fully accepted by the public, a fact proven by the high rate of visits to the website. More specifically 9.591 persons visited the website and made 10.257 visits in total since September 2021 when the website was launched.","a:4:{i:0;s:3:""196"";i:1;s:3:""617"";i:2;s:3:""181"";i:3;s:3:""147"";}","The innovation’s added value is that it was designed according to the new WCAG 2.1 AAA accessibility standard and was implemented according to the latest internationally recognized rules. This makes it unique for both DYPA and the Public Administration in Greece. Moreover, it is an upgraded version of the current DYPA website with additional features for persons with disabilities. The most important result produced to this day is that it facilitates the access of persons with disabilities to information providing the following:
- Customisation of font size/ colour combinations
- Text instead of images, text to speech conversion
- Text of Audio files/ video navigation via the keyboard/ mouse
- Simplified content layout for persons with visual impairments/ difficulties
","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The platform is interoperable with the existing information infrastructure. 37.940 persons visited the website and made 41.266 visits in total. The issue arising was the need to interface the special digital platform (prosvasis) with the dypa.gov.gr website so that the content of the special digital platform for persons with disabilities is updated automatically every time the content on the main website is updated. The contractor company is working towards this end, i.e. achieving a successful interconnection and so far the results are satisfactory.","The particularly increased requirements for the development of a project with special technical characteristics created the need to collaborate with an external contractor company with which a contract was signed. Furthermore, DYPA collaborated with the National and Kapodistrian University of Athens for the experimental implementation of the action.","The prosvasis.dypa.gr digital platform is based on the most advanced international standard and ensures better access to the DYPA websites content for vulnerable social groups that face the following issues:
- Partial or total vision loss and learning disabilities
- Understanding, navigating and locating content
- Photosensitivity or epileptic seasures
- Difficulties in content comprehension or communicating in Greek as well as filling in data
","This specific action has multiple advantages for persons with disabilities and the whole society in general. Users are facilitated in locating information and navigating, they feel safe to fill in data and in general they refer to the internal help mechanism easily and quickly. All the above lead to the conclusion that this particular action has improved the users’ accessibility and satisfaction and at the same time the platform was fully accepted by the public, a fact proven by the high visit rate of the website.","It is a fact that persons with disabilities face barriers such as access to information for all actions and services offered by DYPA as well as difficulty in dealing with the DYPA local services. This is why a platform accessible to persons with disabilities and adapted to their needs was designed. The issue arising was the need to interface the special digital platform (prosvasis) with the dypa.gov.gr website so that the content of the special digital platform for persons with disabilities is updated automatically every time the content on the main website is updated. We are working on overcoming these issues and constantly improve the platform.","In this case the critical factors contributing to the success of the innovation under submission are the following:
- Harmonisation with modern accessibility standards (WCAG 2.1 AAA.)
- Harmonisation with the European and national legislation to support persons with special social needs and enhance their accessibility
- Support from the political leadership and the head of the competent Ministry and Institution to this project
- Acceptance of the action by the Institution’s staff and its further communication to the public
- Publicity of the platform’s capacities
- Prevalence of digital procedures for the public, a fact which in turn calls for the facilitation of vulnerable social groups and their direct access to the information for persons with disability.
","The PROSVASIS (prosvasis.dypa.gov.gr) digital platform facilitates the digital accessibility of persons with disabilities. It is a standard that could be adopted by public and private bodies which wish that their websites be upgraded in such a way that could appeal to vulnerable social groups facing access barriers and the danger of social exclusion. The innovation has not been transfered to any other public body. The platform is constantly evolving within the Public Employment Service (DYPA).","The Project’s implementation is extended to two basic pillars:
- Design pillar: the design of the platform (UI and UX) was carried out based on all modern rules closely following the standard (WCAG 2.1 AAA).
- Operational pillar: all functionalities available on the platform serve persons with disabilities and many of them have been implemented in such a way to foresee and avert possible problems.
Additionally, a technical evaluation report was carried out for the digital accessibility of the content of the updated website. All the above are the main characteristics that are deemed as necessary and important in the design of such actions.",,"a:2:{i:0;s:5:""34752"";i:1;s:5:""34754"";}",,,https://www.youtube.com/watch?v=9SC5WNkbjhc,
34723,"Co-designing future digital services",https://oecd-opsi.org/innovations/co-designing-future-digital-services/,21/10/2022,"Finnish Digital Agency",Finland,central,"a:1:{i:0;s:11:""information"";}","Co-designing future digital services",https://dvv.fi/asiantuntijatuki,2021,"Finland’s Ministry of Finance set a target for all public services to be available digitally by 2023 as part of its Program for Promotion of Digitalisation. The 'Co-designing future digital services' project is a new way of providing free expert mentoring for public sector organisations in developing their digital services, with an emphasis on collaborative learning. The aim of the project is to ensure that future digital services are designed to be human-centered and of high quality.","The Co-designing future digital services project promotes national digitalisation targets and answers to the challenges public organisations may have regarding digitalisation. Public organisations can apply for mentoring from a pool of experts, such as service designers and change management experts or usability experts.
Project goals:
- Help kick-start change towards digitalisation
- Improve the quality, accessibility, and usability of current and future digital services
- Help bring clarity and consistency to complex service ecosystems,
- Support leadership and networking
- Share the learnings and knowledge generated as openly as possible
Finland’s Ministry of Finance set a target for all public services to be available digitally by 2023 as part of its Program for Promotion of Digitalisation. The Ministry conducted a survey in 2021 for public organisations asking what kind of support they need in order to achieve this target. The results showed that public organisations need support in figuring out how to kick-start change towards digitalisation.
Public organisations could apply for free mentoring in the years 2021 and 2022. The project is funded by the Program for Promotion of Digitalisation by the Ministry of Finance. The project emphasizes collaboration and is directed especially for small municipalities and organisations who may not have the resources needed to solve their digitalisation challenges.
We aim for concrete outcomes and provide opportunities to learn by doing. The accumulated learnings from the project are shared openly for public organisations to use freely, with the goal of also helping their future collaborators. We are forming a network of actors around the project, which actively shares knowledge and provides support beyond the project as well. This is achieved through a free and open webinar series where client organisations and experts share their progress and learnings. The learnings from the projects will also be compiled into an online course on eOppiva, which is a learning platform for civil servants.
How it works: A municipality or government agency or institution faced with a challenge related to digitalisation can apply for mentoring. Applications which require any kind of technical implementations are not accepted, as the mentoring is meant for the phase which precedes that. Another criteria is that it must have the potential to benefit other organisations as well. Selected organisations commit to a 4-month long project where they work closely together with relevant experts in multidisciplinary project teams. The methods used are largely derived from service design, but may vary according to need.
In 2021 we piloted four cases with varying themes: one was empathy-focused, the second was process-oriented, the third developed service packages and the fourth increased understanding of companies’ needs in a municipality. Five new cases are currently underway, where we are tackling issues related to housing cooperatives, information management in municipalities, digital permit applications, and more.","a:5:{i:0;s:3:""876"";i:1;s:3:""615"";i:2;s:3:""335"";i:3;s:3:""613"";i:4;s:3:""618"";}","
- The collaborative nature of the project and working in multidisciplinary teams ensures that digital services are developed to work seamlessly within the wider context and service ecosystem, instead of each organisation operating blindly within their own silo.
- The focus on sharing knowledge and learnings openly
- Instead of hiring experts to solve problems for them, public organisations are able to receive mentoring from a team of leading experts, free of charge, and learn by doing. This helps them become more self-sufficient in future development projects. This also allows them to start without a heavy procurement process and makes these development steps much quicker to start with.
- New kind of bottom-up leadership which focuses on coaching, working collaboratively within networks and forming a common understanding among actors to inform decision-making
","a:1:{i:0;s:14:""implementation"";}","The project was first piloted in 2021 with 4 organisations to test what would be the best way to provide expert support. Due to the positive experiences and results, the Ministry of Finance granted funding for the project’s continuation in 2022. This year’s project kick-started in September with 5 client organisations, and will end in December. We are continuously gathering learnings and insights from experts and client organisations and sharing them via webinars, blogs, and social media.","
- Ministry of Finance: steering and funding of the project
- Finnish Digital Agency design team: planning and implementation, ensuring the sharing of learnings, gathering situational data of digitalisation
","
- Citizens will benefit from higher quality digital services in the future
- Municipalities, public institutions and agencies learn new ways of developing their services
- Companies that are involved with the challenges of each case benefit from higher quality public services that work together with their own services.
- The Association of Finnish Local and Regional Authorities operates in the interest of municipalities, so they benefit from innovations which helps municipalities
","The feedback from the projects has been positive. Project teams are well committed and enthusiastic about their participation and co-work.
An important lesson learned from the process and methods is the understanding and experience of user-centered development. The process created some change in thinking and attitudes. In addition, some organisations have rethought their development model: how to plan in a human centric way and take their users and their team better into account early in the process. Organisations have been able to try out a new kind of cross-administrative development and valuable new contacts were made.
There is a clear need for public administration development projects to learn from each other. The crystallisation of end results, visualisations and reports done by the project’s experts have been very valuable to the organisations. The outcomes and materials look neutral, are well thought-out and therefore have good credibility.","This year we did not receive as many applications as we had hoped, which may be a sign of failed communications/marketing efforts. Possibly participants don't follow social media as much as we thought or they use other channels. Since then we have hired external communications experts onto the organising team. We learned also to look at communications from a new perspective.","
- A clear common goal or target in order to form a shared understanding and strengthen motivation among various actors
- Public-private partnership in forming a multidisciplinary, cross-organisational pool of experts
- Ability to demonstrate the project’s value to funders and participants, even though it may not be measurable in the short term.
","We believe this innovation could be replicated by other governments in a similar way in order to solve various challenges beyond just digitalisation.","
- Collaborate! Reach out to various parties who might be relevant to the challenge, most people want to help and collaborate. With more relevant parties involved you will come up with solutions which serve everyone in a more holistic way.
- Share! By sharing your knowledge you are not only helping others, but yourself as well. You might find out about other organisations with similar issues and alternative solutions. This also generates more awareness about the project.
",,,,,,
34747,"MediCapt: Improving justice for survivors of sexual violence",https://oecd-opsi.org/innovations/medicapt-app-improving-justice-for-survivors-of-sexual-violence/,21/10/2022,"Physicians for Human Rights - Kenya",Kenya,other,"a:3:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:12:""public_order"";}","MediCapt: Improving justice for survivors of sexual violence",https://phr.org/issues/sexual-violence/medicapt-innovation-2/,2018,"MediCapt app is an innovative digital application that enables clinicians to document forensic medical evidence in sexual violence cases, capture forensic photographs of injuries sustained, and store them securely. For survivors of sexual violence, timely and high-quality forensic examination, evidence collection, and documentation is a vital part of comprehensive care and access to justice. However, in many countries, including Kenya, the quality of medico-legal documentation is severely limited. As a new digital documentation platform, MediCapt sits at the intersection of mHealth technology and legal evidence documentation as a solution for yielding stronger evidence, preserving chain of custody, and improving data security and privacy in cases of sexual violence while minimizing the chances of loss, tampering, or theft of medical evidence.","Sexual violence is an urgent crisis that affects millions worldwide, impacting people of all genders, ages, and sexual orientation. It is estimated that over 45% of women in Kenya will experience physical and/or sexual violence by an intimate partner or non-partner in their lifetime. Sexual violence is also a major contributor to a broad range of physical, psychological, social, legal, and economic consequences that adversely affect survivors, families, communities, and society at large. The sexual and gender-based violence (SGBV) crisis in Kenya has further been compounded by the onset of the COVID-19 pandemic.
Timely and high-quality forensic medical examination, evidence collection, and documentation are all part of comprehensive care for survivors of sexual violence and are crucial to ensuring survivors of SGBV can access justice. High-quality documentation of the clinical exam after sexual assault has been shown to increase trial, prosecution, and conviction rates of perpetrators. In addition to legal outcomes, timely evidence collection may have other positive effects, such as empowering survivors, validating their experiences, and enhancing survivor agency. The process of documenting forensic evidence of sexual violence is ideally standardized using forensic medical certificates that trained clinicians use to systematically record forensic medical evidence for use in legal proceedings. In Kenya, forensic medical evidence of sexual violence is documented using the Post-Rape Care (PRC) form.
In many resource-constrained contexts, including Kenya, there are reports of low-quality post-sexual violence medical-legal documentation because of numerous factors, including insufficient resources and gaps in training and support. These, in addition to improper management of forensic evidence due to lack of consistent chain of custody mechanisms, remain some of the major factors in the significantly low number of convictions for SGBV, contributing to continued impunity.
To help address persistent shortcomings in forensic documentation and to improve access to justice for survivors in Kenya, Physicians for Human Rights (PHR) – in close partnership with colleagues in the medical, law enforcement, and justice sectors in Kenya, the Democratic Republic of Congo, and beyond – collaboratively designed and developed MediCapt, an award-winning application that enables clinicians to document medical evidence of sexual violence cases on a digital medical certificate (such as the PRC form in Kenya), capture forensic photographs of the injuries sustained, and store this crucial evidence securely in the cloud. MediCapt was developed using a rights-based collaborative design approach that was guided by the Principles for Digital Development.
MediCapt offers a new way to collect and preserve forensic medical evidence to inform police investigations and prosecutions of alleged perpetrators of sexual violence crimes. As a new digital documentation platform, MediCapt sits at the intersection of mHealth technology and legal evidence documentation as a solution for yielding stronger evidence, preserving chain of custody, and improving data security and privacy in cases of sexual violence while minimizing the chances of loss, tampering, or theft of medical evidence.
Among its key features, MediCapt includes sophisticated encryption, cloud data storage, fidelity to the highest chain of custody standards, and tamper-proof metadata. When we add the data-mapping feature, combined data will help to reveal patterns or prevalence of violence. When widely used, MediCapt will strengthen the evidence gathered in individual cases and it will be possible to aggregate de-identified data to establish key epidemiological trends and patterns of criminal activity. Moreover, because MediCapt enables encrypted digital information transfer, it bridges the vast distances that professionals would otherwise have to travel over poor roads, if they had access to vehicles, from healthcare facilities to police stations to submit documentation in sexual violence prosecutions. MediCapt has also been upgraded to accommodate offline use so that clinicians can use it in remote areas where there may be sporadic, limited, or no internet connectivity.
With support from the Kenyan Ministry of Health and with County Governments, MediCapt was first piloted in Kenya in 2018 at the Naivasha Sub County Hospital. A second pilot was conducted at Nakuru County Referral and Teaching Hospital in 2020 and most recently the application was launched at Mukuru Health Centre in Nairobi in September 2022. Currently, the application is being used by 50 end users in Kenya with plans to scale nationally underway. Beyond Kenya, MediCapt is going to be available online as an open-source application. This will make it available across the globe to stakeholders interested in applying this technology to support forensic documentation of sexual violence.","a:2:{i:0;s:3:""283"";i:1;s:3:""303"";}","MediCapt is a two-pronged system: first a mobile application that converts paper forensic medical certificates to a digital platform that prompts the collection of standardized forensic evidence; and second, a web-based online dashboard, currently in development, that will allow police officers, lawyers, and judges to securely access pertinent case information.
MediCapt collects information digitally and facilitates the way health facilities report SGBV statistics to national health information systems. It is adaptable and ready to be used in different contexts. MediCapt’s form builder function can adapt the app’s documentation capability to collect information required in different legal jurisdictions and can accommodate local languages.
A key part of MediCapt is the Toolkit. An ecosystem of supporting materials that include user manuals, training curriculums, institutional protocols for forensic documentation and survivor-centered care and troubleshooting guidelines.","a:1:{i:0;s:14:""implementation"";}","MediCapt is being used in four health facilities across Kenya and DRC with a total of sixty-three end users. The latest pilot sites in Goma, DRC and Nairobi, Kenya are still in the pilot phase of the application. The other two health facilities are at an advanced phase of the project and are ready to transition to sustainable use of MediCapt.
PHR is also updating the MediCapt Toolkit that will include training materials, monitoring and evaluation guidance, institutional protocols, troubleshooting guidance, and clinical guidelines. This will support future users of the application. In addition to this, PHR has also been working on a sustainability framework to assist sites using MediCapt to put in place structures to support MediCapt use in the long-term.
Finally, as part of PHR’s scaling approach to MediCapt, we are working to make the software code open source to be utilized by a range of potential actors in diverse contexts, including low resource settings.","MediCapt was co-designed by healthcare providers, law enforcement, and legal professionals in DRC and Kenya. The co-design process ensured that clinician end users who intended to use the tool provided feedback at every stage of design. As a result, the application is designed to function in the settings where end users work. MediCapt is being used in three public hospitals in Kenya. With the support and partnership of Nakuru and Nairobi County governments, MediCapt is now at the scaling stage.","The end users of the mobile-based MediCapt application are clinicians involved in providing forensic documentation services for survivors of sexual and gender-based violence. Through the online web-based dashboard, law enforcement officers and the courts will securely access these forensic forms for use in the prosecution of these sexual offences.","To help solidify our evidence base demonstrating the effectiveness of MediCapt, PHR completed a formal evaluation in Kenya to determine whether using the application results in clinicians collecting more complete and higher quality standard medical forensic documentation compared to using paper forms. Results from this study showed that MediCapt was well-received in the areas where it has been piloted and dramatically improved the quality of forensic documentation of sexual violence as compared to documentation using paper-based forms. The application’s use has been regarded as feasible and sustainable, both standardizing and improving the quality of documentation across sites. It is anticipated that this improvement will increase the likelihood of successful prosecutions, strengthening accountability for alleged perpetrators and improving survivors’ access to redress and justice.","When piloting the application, we encountered an initial hesitation from a few end users that was caused by unfamiliarity with MediCapt, lack of confidence in their skills to use the hardware, and the perception that this would increase their workload. With subsequent trainings and support, this attitude changed, as they better understood the benefits of MediCapt and gained the skills to use it.
Some technology challenges we experienced included the selection of appropriate and available hardware. For example, selecting equipment with readily available parts for maintenance purposes.
Piloting MediCapt requires a strong technical support team to support end users as they familiarize themselves with the application. End users occasionally forget their passwords, experience challenges with synchronization, and require time to gain confidence using the hardware. This initial support will encourage them to keep using the application and resist any temptation to revert to paper-based forms","MediCapt was originally designed to be used in resource-constrained settings where access to secure, private and quality forensic documentation was not guaranteed. Despite it being a tech-solution, MediCapt was designed with features that enabled it to be used in low-resource contexts. For example, it does not require to be connected to the internet while the clinician is completing the form during a patient encounter. However, the use of MediCapt in this context needs to be accompanied by the suite of training curricula for forensic documentation of evidence of sexual violence.
Medical facilities and/or county governments overseeing healthcare provision will be expected to meet the running costs for the application, which include purchasing hardware (I.e., tablets), training costs as well as ongoing maintenance for the equipment. This cost is approximately $700 per end-user.","MediCapt is also being piloted in the DRC, a country where there has been long-standing impunity for sexual violence crimes, especially those committed in the context of war and continuing violence. PHR is partnering with HEAL Africa, a center of excellence in sexual and gender-based violence care and treatment in Goma to implement MediCapt at their facility to serve survivors in the surrounding region.
PHR intends to identify, develop, and nurture strategic partnerships with Governments and like-minded organizations to enhance forensic documentation of sexual violence in different geographic settings and legal jurisdictions. These partnerships will lead to impact at a multinational level depending on the selection of partners that PHR works with. At the same time, MediCapt’s code will also be open source allowing for access by a wider range of stakeholders. Beyond sexual violence, MediCapt can also be used for forensic documentation in other use cases such as torture around the worl","Institutional capacity development provides a strong foundation for successful implementation. MediCapt alone cannot teach effective documentation of sexual violence. To implement the tool at partner hospitals, we must conduct a progressive suite of trainings to improve capacity to respond to sexual violence including forensic documentation, forensic photography, and multisectoral collaboration.
Mastering the application takes time and there is a steep learning curve, but it gets easier with practice. Practice with standardized patients was particularly helpful in gaining confidence in using the application successfully with a patient.
Responsible technology that has an impact takes time to develop. As PHR is working to implement MediCapt in different contexts, it is critical to employ a collaborative approach, and this takes time. Together with partners, we are consistently refining the tool as well as our training curriculums to ensure they are tailored to end users and add value.",,"a:3:{i:0;s:5:""34751"";i:1;s:5:""34753"";i:2;s:5:""34755"";}",,,,
34757,myDYPAapp,https://oecd-opsi.org/innovations/mydypaapp/,21/10/2022,"DYPA (Hellenic Public Employment Service former OAED)",Greece,central,"a:1:{i:0;s:10:""employment"";}",myDYPAapp,https://apps.apple.com/gr/app/oaed/id1549227933?platform=iphone,2021,"DYPA, the Hellenic Public Employment Service (former OAED) has developed myDYPAapp, a mobile application that provides citizens with access to DYPA’s online services from their mobile phones. It was launched in February 2021, as an adaptation of DYPA’s services to new needs and modern technology that require the digitization of services, interaction and immediacy in serving citizens’ needs. myDYPAapp is innovative as it includes a wide range of user interaction possibilities with DYPA.","In today’s world citizens prefer to use their mobile phone to access all online services, because it is easily available and more familiar to users who are unfamiliar with the use of a computer or do not have a computer at all.
On this basis, myDYPAapp mobile application has been created and launched in February 2021 providing citizens with access to DYPA’s electronic services from their mobile phones. Apple (iphone), Google (Android) and Huawei platforms are supported by the application.
So the main objectives for myDYPAapp is to facilitate the access of users to DYPA’s services featuring the best possible provision of services and user experience to citizens. It is frequently updated with new versions when DYPA procedures and services are modified. It was created by a group of DYPA executives and a development team in accordance with the general operational needs and objectives of the Hellenic Public Employment Service.
The application is addressed to all citizens (for specific purposes), but mainly the job seekers. It is user friendly and familiar especially to the young people who use mobile phones extensively in the daily lives.
Citizens can use myDYPAapp in order to:
• Issue their unemployment card
• Renew their unemployment card easily and quickly
• Find the record/history of unemployment cards
• Apply for official documents or certifications with the abilty to receive them in their personal e-mails in order to have immediate access to documents they need
• Check and edit ther resume/CV details, as well as upload their resume/CV file with the ability to send it to potential employers
• Be informed about the news of DYPA (e.g. new employment programmes, education programmes, benefits)
• Find the location of a local DYPA agency close to them
• Contact DYPA’s specialized staff by means of contact forms
• Find the history of their applications and certifications
The services provided by myDYPAapp initially concerned e-services provided for PCs. It was deemed useful as well as necessary to redesign these e-services in order to become more user-friendly as well as suitable for mobile use.
The implementation process involved the frequent production of new application versions with increasing coverage of the services provided, continuous improvements and bug fixes. Every new version of the application was reviewed by DYPA’s executive team in order to highlight possible problems and the development team proceeded to issue a new augmented and corrected version. Special electronic forms for monitoring problems, bugs and suggestions were used by DYPA’s executive team and answered by the development team. Before the launch of the application, citizens’ testing was not done, as DYPA used relevant experience from the project on e-services. After the launch of the application, citizens can provide continuous feedback by means of a feedback form provided by the application itself, as well as by users’ comments published in Google and Apple stores. Citizens’ feedback is used by the teams working on the project in order to improve the application, as well as update and readjust it to every relevant modification of the legal framework of Public Administration, so that the services provided are updated and functional with the possibility of extending the repertoire of services provided to citizens and meet future needs.
So far myDYPAapp has been installed on more than 59.000 mobiles and has served thousands of jobseekers.","a:5:{i:0;s:3:""283"";i:1;s:3:""181"";i:2;s:3:""302"";i:3;s:3:""615"";i:4;s:3:""612"";}","myDYPAapp is a unique innovation for public service standards because it allows many functions to be performed at the same time, e.g. submission of applications, renewal of unemployment cards, receipt of supporting documents and update of Cvs. The added value of the innovation is the fact that it makes the entire DYPA information system for the job seekers available on citizens’ mobile phones. In addition, myDYPAapp is not just an informative application, it does not provide a very limited user interaction as it is usual for public administration applications, but it provides a wide range of possibilities and services when needed at the convenience of one’s mobile phone, thus avoiding movement to DYPA’s agencies at specific hours, long queues, and crowds. Moreover, myDYPAapp provides the possility of connection to the data of taxisnet (the information system of the Hellenic Taxation Authorities) and access to a multitude of information and functions.","a:1:{i:0;s:14:""implementation"";}","myDYPAapp interoperates with DYPA’S existing information infrastructure. Two working groups, one comprised of DYPA executives and the development working group, continue to cooperate even after the launch of the innovation. Feedback from citizens is being continually received. Feedback is provided in the form of feedback forms provided by the application itself, as well as by users’ comments published in Google and Apple stores. In December 2021 a huge change took place in the DYPA’s information systems, due to the adoption of ESCO European classification, so it was deemed necessary to suspend the operation of the application for a few weeks. Various problems arise from time to time, which are dealt with by the cooperation of the working groups.","DYPA held a call_for_tender for a Contractor that would develop the application. Two joint working groups were established, a DYPA’s executives group and one by the contractor company (development_group). The company developed the product while the DYPA group provided specifications, directions, testing, project management. After the release of myDYPAapp, a new tender was held and a new contractor was chosen to support the application to this day with the same structure of joint working groups.","myDYPAapp is addressed to all citizens (for specific purposes), but mainly the job seekers. It is user friendly and familiar especially to the young people who use mobile phones extensively in their daily lives, as well as citizens without access to a personal computer.","An indication of the positive response the application has received from the public is the increasing number of installations of the application in the last two years, as follows:
• 30.000 installations in 2021,
• 59.000+ installations in 2022
It is noted that in the context of DYPA’s planning, the implementation of a user satisfaction measurement mechanism is included, regarding the services provided to citizens/businesses. This mechanism measures - also user satisfaction regarding the functions of myDYPAapp.","The creation of myDYPAapp is an adaptation of DYPA’s services to the new needs of users and to modern technological developments that require the digitization of services according to citizens’ needs, interaction and immediacy in serving them.
In today’s world citizens prefer to use their mobile phone to access all online services, because it is easily available and more familiar to users who are unfamiliar with the use of a computer or do not have a computer at all. Therefore, it is a new digital product, that improves DYPA’s delivery of services, and promotes DYPA’s interaction and communication with citizens. In particular, it improves user experience in relation to DYPA's electronic services (""eservices"") which have an older technological generation of aesthetics.","Necessary conditions for the success of an innovation such as myDYPAapp are:
1.Τhe strong commitment of PES leadership to engage in innovation actions like myDYPAapp in accordance with the Strategic Planning of the Public Employment Service and the general priority of digitalisation in the government agenda.
2.Meeting citizens needs is an important condition to make an application like myDYPAapp successful. In this direction, features such as (a) a user-friendly interface and (b) fast provision of services to citizens without requiring their presence in specific locations (e.g. local agencies) are very helpful.
3. Continuous maintenance, support and update of the application taking into consideration feedback from users, and relevant changes in technology, legislation and public administration. Without these conditions the application runs the risk of becoming obsolete. However, these conditions are closely related to having human and financial resources to devote to them.","The application is constantly evolving since electronic services provided by the public sector need to be updated and adapted to every modification of the legal framework of Public Administration. The number of users is constantly increasing. Mobile applications are constantly expanding in private enterprises as well as in the Public Sector. Until now, there have been no instances of replicating the application by other Public Services or private bodies. Within DYPA’s Strategic Framework for Innovation, dissemination and further development actions of DYPA’s innovations are going to be included aiming at the transfer and capitalization of “lessons learned” and knowledge gained.","Lessons learned throughout the procedure of design, development, implementation and application of this project are the following:
1. Most digital services provided by public bodies should also be available from mobile phones, because these are more accessible to citizens.
2. When transferring the services from the computer to the mobile, the user interface must be redesigned so that it is more friendly and understandable to the user.
3. Digital services provided by public bodies need to be updated and adapted to every modification of the legal framework of the Public Administration.
4. Continuous maintenance and support of the application is particularly important.
5. It is important to integrate innovation into the strategic planning of the organization that develops innovative services.",,,,,https://www.dypa.gov.gr/oaed-digital,
34761,"Portal My High School",https://oecd-opsi.org/innovations/portal-my-high-school/,21/10/2022,"Office of the Prime Minister, Government of Serbia",Serbia,central,"a:1:{i:0;s:9:""education"";}","Portal My High School",https://mojasrednjaskola.gov.rs/,2021,"My High School Portal is dedicated to all services related to completing primary education and enrollment in secondary education. It enables parents to perform all activities paperless online, while previously they had to go to 7 different places. This year, it provided electronic service for 67,000 pupils and parents, who completed all essential steps of the final examination from primary education, applying for enrolment tests, accessing results and performing enrolment, entirely online.","My High School is a portal that provides digitalization of all the procedures (other than the examinations taken in schools) related to graduation from primary education and enrolment in high school. On the My High School Portal, the users (pupils and their parents) can check all the recorded data on individual pupils, and find complete statistical data on elementary and high school, as well as other information that can be helpful for adequate choice of future education. On a daily level, the following of the main current events is enabled in accordance with the Calendar of enrolment activities, which is also available on this Portal.
The Portal, in accordance with the privacy policy, comprises/enables:
- Relevant regulations and instructions,
- Information on primary schools (public and private),
- Information on high schools (public and private),
- Information on schools’ principals,
- Information on primary schools pupils,
- Generating data on pupils’ results (points based on success achieved in PS, points from the FE, points from the entry examination, points earned in competitions, the total number of points for enrolment),
- Information on educational profiles per individual fields of work, based on the Call for Enrolment of pupils in high schools passed by the Ministry of Education, Science and Technological Development for each school year,
- Information on entry exams for specialized educational profiles in compliance with the defined Call for Enrolment of pupils in high schools,
- Information on entry exams and tests taken in high schools, i.e. on the sites where tests are organized,
- Submission of applications for taking entry exams for specialized educational profiles in certain schools that can be submitted by the parents,
- Application for taking entry exams,
- Data on the number of pupils who have taken the final exam, and/or the entry exams, as well as on the results achieved (preliminary and final),
- The option to inspect the test for final exams, to submit objections to the first instance and second instance commissions and to get the replies from this commission,
- Managing the process of entry examinations according to the location in which the examination is taken,
- Generating report on preliminary and final results of the final and entry examinations,
- Submission of the wish lists for enrolment in high school by the parents,
- Automatic allocation of students and creation of relevant ranking lists for each educational profile for which enrolment is envisaged in the Call,
- Submission of applications for enrolment in high school,
- Downloading of digitally signed documents by the MESTD, which are of relevance for enrolment in SS.
My High School Portal is intended for all the pupils at the end of primary education who are enrolling in high school (approximately 67,000 pupils) and their parents, schools (1,817 schools in the system records, 1,266 of which are elementary, 62 elementary and secondary, and 489 secondary), as well as to the authorities in the field of education on the local and central levels. It also enables decisions and educational policies based on data on pupils’ success, process and coverage in transition between two education levels, which are its integral parts.
This innovation is part of the Digital Agenda of the Republic of Serbia and is an integral part of the services available on eGovernment Portal (https://euprava.gov.rs/). Services available on this Portal are classified according to various criteria, but the majority of the users fall in the category of Family/Family life. It offers a wide range of options for faster acquiring of all the necessary certificates and other documents required for family life and family members, from the child’s birth and acquiring of the birth certificate, enrolment in preschool institutions, primary and secondary education, finding employment, to retirement. All the partnerships in the digitalization process of public administration and services provided to citizens are initiated by the RS Government.","a:4:{i:0;s:3:""876"";i:1;s:3:""234"";i:2;s:3:""335"";i:3;s:3:""194"";}","All the important pieces of information and access to digital services related to the final exam and pupils’ enrolment at high school have been provided in one place. Inspection of the test and submission of objections can be made electronically. The option to electronically submit and correct the wish lists for enrolment, instead of going to school to submit the wish list in paper form, is available. Enrolment to high school without the need to go to the school or to prior obtain the necessary documentation in paper form is operational. This links the databases of many different authorities (local self-government units, Ministry of Health – local healthcare centres, achieved success and the results in the final exam – primary schools, high schools, entry exams for talented pupils – specialized high school).","a:1:{i:0;s:10:""evaluation"";}","The My High School Portal is available to all users during the year and is a quality source of information for enrolment at high school. Each year, users’ satisfaction is evaluated. According to the latest survey, participation among principals is 895 (70% of the total population of principals) and 7,970 parents of the 8th grade pupils (12.5% of the parent population). A Google questionnaire was used and then the results analysed – the report was used for the improvement of Portal functions. Of the maximum grade of 10, the average grade for Portal design by the school principals was 8.82; for the ease of use 8.61, and for the instruction for use of the Portal was 8.99. Parents’ grades: for Portal design 9.01; ease of use 9.04, and instruction for use 8.99.
In addition to the option to assess the offered statements, users had the option to make proposals and comments, which was an additional contribution to qualitative assessment and support for improvements of Portal services.","The Portal is the result of cooperation between the MESTD and the Office for IT & eGovernment, roles are defined in the Cooperation Agreement. For the needs of the MESTD, the Office for IT and eGovernment has developed and implemented software, provided infrastructure, resources, technical support, including the prescribed protection measures, data security and safety; monitored the realization and maintained the system in the Data Centre space in compliance with applicable technical regulations.","My High School Portal comprises of the administration portal and the publicly accessible portal. The administration portal is intended for the principals of the elementary and high school, authorized persons and representatives of the Ministry of Education, Science and Technological Development. The publicly accessible portal is intended for pupils and their parents, and certain types of data are made available for all other interested persons.","The main results of the My High School Portal are:
- Information provided to pupils and parents, in particular about the current offer in secondary education (schools, educational profiles, capacities, etc.);
- Facilitated procedure of final exam and enrolment process for pupils and parents;
- Digital monitoring and implementation of the final exam and entry exams and enrolment in high school;
- Efficient, secure and transparent management of the process;
- An overview of the pupils’ results (their achievements during schooling, entry exams).
- For enrolment in the school year of 2022/2023, on the administration portal My High School, the basic data is recorded for 1,817 schools and the basic data on 66,076 pupils of the final grade of elementary schooling is recorded. Through public Portal, 7,993 applications submitted by parents are recorded for taking entry exams. 58,873 wish lists for enrolment are submitted and 12,831 applications are submitted and used for pupils’ enrolment.
","Since 2020, when My High School Portal was launched, the system has continuously been improved (improved efficiency of operation, introduction of new functionalities, etc.). Based on the results of user satisfaction survey after the first cycle of operation, the existing processes have been improved and new ones have been introduced to the system. In the previous period, the eClass Register (the software solution for keeping records of the pupils and their achieved results in electronic form by the schools), eExam (the system for reviewing tests electronically) and eEnrollment (submission of applications for enrolment electronically) have been implemented in the educational system. Integration of these systems with the system has contributed to the realisation of planned functionalities for successful implementation and realization of activities related to final exam and enrolment of the pupils.","The presumption of successful implementation of the My High School Portal was based on its integration with the existing systems - eClass Registry, eExam, eEnrollments, successful coordination of all the activities and those realizing them, establishing of modern ICT infrastructure, training for a large number of users, compliance with legislation and scheduling of the activities. Office for IT & eGovernment enables integration of the system with the single sign-on system, (available on https://eid.gov.rs/). MESTD’s role in organization and implementation of activities relating to final exam and enrolment is to determine the relevant legal frameworks, procedures and calendar of activities, appointment of working bodies tasked with the implementation of all the activities - entry and FE, enrolment at secondary school. In the last two and a half years, approximately RSD 56 million was earmarked in the Government budget for preparation, implementation, infrastructure and maintenance.","In the future, upon relevant expansions of its functionalities, the Portal could be used for monitoring and management of the graduation process at the end of secondary schooling, as well as for enrolment at institutions of higher education.","Increased transparency of the process of final exams taken by the pupils at the end of elementary schooling and their enrolment at high school was achieved thanks to the innovation. The experience which is significant, and can contribute to improvements in other educational systems, is the most important in respect of the application's provision of an efficient method that enables the reduction of administrative and other procedures in the process of final exam taking and enrolment at high school for the pupils and their parents.",,,,,,
34762,"Career Days: Nationwide Direct Job Matching Services",https://oecd-opsi.org/innovations/career-days/,,"DYPA (Hellenic Public Employment Service former OAED)",Greece,central,"a:1:{i:0;s:10:""employment"";}","Career Days: Nationwide Direct Job Matching Services","https://www.dypa.gov.gr/memme?tab=poioi-imaste&tab2=stokhos-ti-theloyme-na-petykhoyme&tab3, https://www.dypa.gov.gr/memme?tab=hmeres-karieras&tab2=&tab3=",2021,"The DYPA Career Days, organized by the Public Employment Service (DYPA) in Greece, fosters direct engagement between the business sector and jobseekers. This marks a significant departure for DYPA as these events are now systematically conducted, spanning the entire country. A key strength of DYPA’s Career Days lies in their comprehensive promotion of employment opportunities and the strategic engagement of interested individuals through a process characterized by simultaneous, adaptable, and direct interpersonal interactions. Notably, this marks the first instance where business representatives engage directly with job seekers, creating a mutually beneficial exchange at no cost. Furthermore, the revamped Career Days have catalyzed a shift in DYPA’s executive staff mentality and work approach, demonstrating increased extroversion and adaptability.","DYPA aspires to effectively manage the acute social problem of unemployment, placing particular emphasis on strengthening active policies to combat it. The main challenge was to encounter and reverse the mistrust of employers and jobseekers, since, until now the Public Employment Service had been identified with passive policies for unemployment. A catalytic role in this pursuit is played by the renewed/reformed institution of Career Days organised by DYPA through the Service Unit for Medium and Large Enterprises. The objective of this institution is the direct and flexible coupling and matching of labor supply and demand within the framework of broader policies to approach businesses and meet their personnel needs by implementing innovative actions to utilize the available workforce.
The specific idea was carried out in the context of the strategic and operational objectives of DYPA and is an adaptation to the new needs of users, i.e. job seekers, who wish to come into direct contact with employers who wish to fill vacant positions. Therefore, through this specific process, both parties benefit at the same time, i.e. unemployed people who are immediately looking for work, but also companies interested in immediately filling vacant positions or in evaluating candidates and collecting resumes, which will be used to fill vacant positions that will arise in the near future.
A big number of DYPA staff works in the planning and implementation of the Career Days institution. Essentially, the holding of each event is a unique and important opportunity for DYPA to connect with the labour market and society at national, regional and local level. At the same time, various communication and promotion tools are used (publications on DYPA’s portal, sending out of group emails, posts on social media, comprehensive advertising campaigns in local media, etc). The specific initiative contributed to the improvement of DYPA’s results regarding the original objectives. In particular, it contributed to the improvement of users' satisfaction in their interactions with DYPA, and their trust levels in DYPA.
Career Days have emerged as an outstanding factor of extroversion and as the main tool rendering immediate results in the field of combating unemployment. It is a policy that will continue to be implemented in the future and to evolve and adapt to the new needs that will arise from the changing needs of the labour market.","a:4:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""234"";i:3;s:3:""354"";}","The main advantages of DYPA’s Career Days are the broad promotion of jobs and the targeted attraction of interested parties in a process that has the characteristics of simultaneous, flexible and direct interpersonal contact. For the first time, business representatives communicate directly with job seekers, at no cost and with mutual benefit. Moreover, through the reformed Career Days, DYPA’s executive staff have been oriented towards a different mentality and a different way of work, exhibiting extroversion and flexibility. Moreover, DYPA evolved from having procedures that were rigid and bureaucratic to adopting simple, user-friendly, and effective practices.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The reformed Career Days is an ongoing project. DYPA’s executive staff is activated for holding each event. The organisation is handled by a coordination group within DYPA’s Central Administration, while DYPA Counselors reach out to the business world and inform potential jobseekers and other stakeholders at a nationwide level. At the same time, various communication and promotion tools are used. After the end of each event, an evaluation questionnaire is sent to the companies that participated. The questionnaire includes 4 topics: event evaluation, CV evaluation, positive/negative comments, number of interviews and recruitments. Due to the success of the reformed Career Days, events are organized on a regular basis. They have already been carried out in all the big cities of Greece and also in cities that exhibit commercial interest. Career Days events are expected to be repeated in the same location at regular intervals.","A big number of DYPA staff work in the planning and implementation of the Career Days institution, including staff from Central Administration and staff at regional and local level, e.g. Counselors of DYPA’s local Employment Promotion Centres are mobilised for business outreach and provision of information to the public regarding the events.","Beneficiaries are the unemployed who seek jobs readily available, jobseekers looking for new employment opportunities, companies interested in filling vacant positions immediately, and companies interested in evaluating candidates for filling vacant positions that will arise in the near future. Unlike similar events organised by agencies of the private sector, participation in DYPA’s Career Days events does not involve any cost for unemployed people, other jobseekers, and companies.","Τo date, both qualitative and quantitative results suggest success in meeting the objectives, these results are described below:
- More than 300 companies participated.
- More than 8000 jobs were offered (all educational levels of experience and expertise)
- More than 7000 prospective job seekers attended.
- The organisation of Career Days events has been evaluated as “excellent” by more than 90% of the participants.
- Confirmed recruitment data lead to the conclusion that within just 20 days after each event, more than 50 jobseekers are recruited, and at average at least 15-20% of the jobs that are actually offered are covered. These figures increase significantly after this period of time, as pools of resumes/Cvs are put to use, more jobseekers than thouse recruited are attracted as a result of good practices dissemination, and ties are developed between the business world, jobseekers and other bodies at local level.
","The main challenge was to encounter and reverse the mistrust of employers and jobseekers, given that until now the Public Employment Service had been identified in the public's consciousness as an organisation with passive policies and provision of social subsidies. The impeccable organisation, efficiency and frequency of the reformed Career Days events have contributed to the positive evaluation and establishment of DYPA’s Career Days in the consciousness of the business world and the public.","Conditions for success in innovations like reformed DYPA’s Career Days are the following:
- Τhe strong commitment of PES leadership to engage in innovative reforms in accordance with the Strategic Planning of the Public Employment Service and the general priority of digitalisation at the level of Government Agenda
- The more than due dedication and display of zeal exhibited by Public Employment Service employees who work for Career Days events.
- The change of mentality that involves a more modern, extrovert and flexible way of work within the Public Employment Service.
- The transition from the rigid bureaucratic procedures of DYPA to simple, user-friendly and effective practices.
- The fact that it provides immediate, fast and flexible coupling and matching of labour supply with demand, as company representatives can see hundreds of candidates with resumes/CVs and specialisations relevant to the jobs offered.
","Similar innovation practices exist in Greece and abroad, however, in Greece they were mainly implemented by private Employment Agencies. Within DYPA’s Strategic Framework for Innovation, dissemination and further development actions of DYPA’s innovative reforms are going to be included aiming at the transfer and capitalization of “lessons learned” and knowledge gained.","In terms of internal lessons learned, after holding Career Days events in 9 different cities during a little more than a year, DYPA’s entire executive staff has been oriented towards a different mindset and way of work, which is more modern, extrovert and flexible. In terms of lessons learned related to the PES mission, the effectiveness of such events, bringing together employers and jobseekers should be mentioned. It is important to integrate innovation and reform into the strategic planning of the organization that develops innovative services.",,,,,https://www.youtube.com/watch?v=_ARI6pRzqg8,
34765,"EXTREMA Global",https://oecd-opsi.org/innovations/extrema-global/,21/10/2022,"Municipality of Athens",Greece,local,"a:1:{i:0;s:13:""environmental"";}","EXTREMA Global",https://extrema-global.com/news.html,2020,"The ""EXTREMA Global"" application aims at the personalized risk assessment of thermal stresses. Specifically, it is a smartphone application that uses weather data for a specific geographic location and provides personalized information to city residents and visitors about heat-related health threats. Athens was the first city in Greece to use this application.","The city of Athens, based on scientific studies and climate models, will be facing more intense problems in relation to heat waves in the coming years. Very hot days and heatwaves are observed to have an ataxic trend and very hot summers are increasing in intensity, frequency and range.
In this context, the Municipality of Athens is preparing and shielding itself through a series of innovative policies such as the ""EXTREMA Global"" application. It aims to inform the citizens and visitors of the city about of the high temperatures by providing them directions to reach the cool spots available in the city.
The user enters the application environment and by entering information such as their location they can retrieve useful information such as where the cool spots around them are (air-conditioned rooms, parks, shady streets, fountains and more) and where there is water availability (e.g. public taps, springs, animal watering holes, etc.).
In 2021 the Air Quality service was added, where the user can see the air quality index based on values from aerosol particles: PM2.5, PM10, NO2, 03, S02 as well as index-based recommendations on activity and safety measures according to the World Health Organization. Also, in 2022, the option for cool routes was added where the user can choose the coolest route to their reach its destination.
Thus, a broader objective of the application concerns the information and education of the population about the most dangerous extreme weather phenomenon for our health and the provision of infrastructure for the protection of the population.","a:3:{i:0;s:3:""221"";i:1;s:3:""338"";i:2;s:3:""623"";}","The city of Athens was the first city in Greece to use this app as part of the Treasure project, which gave rise to the TreasureApp, which provides the user with a personalized heat risk assessment for a specific location and which was the beginning of the ""EXTREMAGlobal"".
Other cities that followed and implemented ""EXTREMA Global"" were Paris, Milan, Rotterdam and London. The application is already provided in 4 languages making it particularly useful for foreign visitors as well.
Easy access to the information provided by the application using only a smartphone makes the application an easy tool where very important information is available for the user's living during hot weather.","a:1:{i:0;s:14:""implementation"";}","The application is currently in full operation and users through the application can receive various details about heat waves in the city of Athens, in order to deal with them. In particular, the information provided concerns:
- the thermal risk at the user's location,
- the ""cool"" places around him (air-conditioned rooms, parks, shady streets, fountains, etc.) and
- the locations where there is water ( e.g. public taps, springs, animal watering holes, etc.).
The application also indicates the hospitals and clinics where help can be requested in case of intense heat which can lead to heat exhaustion and heat stroke.","This application is the result of a collaboration between the Municipality of Athens and the National Observatory of Athens (there was collaboration for previous projects from which EXTREMAGlobal was developed), while other partners were the Development and Tourism Promotion Company of Athens - Local Self-Governing Organization Development Corporation (Develop Athens SA) of the Municipality of Athens and the company ARTi Analytics BV. The simultaneous cooperation of the above was excellent.","The application aimed at the residents of the Municipality of Athens as well as its visitors. Easy access to the information provided by the application using only a smartphone makes the application an easy tool that provides very important information for the user's living during hot weather.","This specific innovation is an integral part of a wider framework for the development of digital innovations in the Municipality of Athens, in the context of data management for adaptation to climate change. This effort requires employees’ continuous training and upskilling, with programs to learn or improve their digital skills.
In particular, the application has significantly improved the employees' knowledge of geospatial data processing (GIS) while contributing drastically to the smooth and constructive cooperation of the Municipality's departments for the exchange of know-how and data.
The spread of the application to other cities is expected to develop the cooperation of these cities with the city of Athens and at the same time increase the number of beneficiaries.","The biggest challenge identified during the implementation of the innovation was the good cooperation of the agencies that took part but also the response that the application would have in the community. The cooperation between the agencies has been excellent, while the response of the community is considered satisfactory.","Many factors contribute to the success as well as the sustainability of the innovation, such as the continuous and uninterrupted support of the political leadership, but also the strengthening of initiatives and the guidance of the highest administrative officers of the Municipality. At the same time, financial resources are an important part of the right investment in the development of digital innovations, while employees should be in continuous training-upskilling, with programs to learn or improve their digital skills.","Yes, the cities that followed and implemented ""EXTREMA Global"" were Paris, Milan, Rotterdam and London. The application is already provided in 4 languages making it particularly useful for foreign visitors as well. This innovation can be implemented to other cities too. This would be an even more positive development of the project as the range of users would expand/grow and the information provided through the application would result to a greater impact on the community.","The operation of the application so far helps in a new form of identification and quick resolution of problems arising from the rapid deterioration of weather phenomena due to climate change and especially the high temperatures that are increasingly threatening the city of Athens. At the same time, methods and a good network of development and implementation of innovative ideas are developed with specialized employees in new technologies.",,"a:5:{i:0;s:5:""34802"";i:1;s:5:""34803"";i:2;s:5:""34804"";i:3;s:5:""34805"";i:4;s:5:""34806"";}",,,,
34782,"A National platform for the prevention of violence that involves children “I protect you”",https://oecd-opsi.org/innovations/a-national-platform-for-the-prevention-of-violence-that-involves-children-i-protect-you/,21/10/2022,"Office of the Prime Minister, Government of Serbia",Serbia,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","A National platform for the prevention of violence that involves children “I protect you”",https://www.cuvamte.gov.rs,2021,"Online platform “I protect you” enables a centralised approach to combating violence. It encompasses work of 7 ministries in one national online platform and improves access to information, training, as well as prevention and intervention tools. By integrating all aspects of prevention and tools for combating violence, it raises the capacity of children, teachers, parents through specifically designed free online training, as well as institutions to recognize and quickly address violence.","The Government of the Republic of Serbia, with the support of the Office for Information Technologies and Electronic Government, launched a project to establish a national platform for the prevention and suppression of violence involving children called ""I protect you"". The platform integrates all the necessary aspects of thorough prevention and tools to combat violence involving children in one place.
The national platform aims to coordinate and strengthen intersectoral cooperation of all competent institutions in the fight against violence. In addition to peer violence, which is the focus of this platform, it also represents a tool that will help us in combating violence towards all employees in educational institutions throughout Serbia.
Within the information and education sections of the platform ""I protect you"", visitors can find information on forms of violence, recognition, and treatment in cases of violence, abuse, and neglect in accordance with the official procedures of the competent departments.
Educational materials in the field of prevention and protection from violence are published and available for download. On this platform, students, parents, and teachers are able to find all the information regarding the type of violence and recommended actions in different situations. A particularly important section of the platform is online training for students, parents, and teachers.
Next important step is enabling citizens to report violence online, which will enable them to report violence involving children at any time, but also to personally monitor the progress status and resolution of their report. At the moment a system for reporting violence is being tested, and it will be implemented in three stages. In the first stage, a system for reporting violence in educational institutions will be established, in the second stage it will include all the project partner institutions, and in the third stage online reporting of violence for all citizens will be supported.
Implementation of the project “I protect you” united relevant actors from government, civil society and economy. The project partners are the Ministry of Education, Science and Technological Development, the Ministry of Labour, Employment, Veterans and Social Affairs, the Ministry of Family Care and Demography, the Ministry of Internal Affairs, the Ministry of Health, the Ministry of Trade, Tourism and Telecommunications, the Association ""Friend is not a Target"", Center for the Protection of Infants, Children and Youth Zvečanska, National Children's Line and Kampster.","a:4:{i:0;s:3:""181"";i:1;s:3:""623"";i:2;s:3:""613"";i:3;s:3:""619"";}","This platform enables a centralized and systematic approach, expands, improves and increases access to information, training, as well as to prevention and intervention tools and procedures. It informs, educates and raises the capacities of children, teachers, parents and institutions to recognize and address violence quickly and adequately.
The platform unites all relevant governmental departments. A section of the platform serves as an educational online channel where parents, students and teachers can find in one place all the information regarding the type of violence, signs and behaviour in different situations. All actors are involved in the content creation.
Next important step is enabling citizens to report violence online at any time, but also to personally monitor the progress status and resolution of their report. This will give a completely new dimension in the fight against peer violence, a safer environment for citizens and much better working conditions for educators.","a:1:{i:0;s:14:""implementation"";}","The established platform requires the cooperation of all involved institutions. Currently, 11 trainings for children, parents and employees in educational institutions are available on the platform. Trainings were designed and prepared by the Ministry of Education, Science and Technological Development.
At the moment a system for reporting violence is being tested, and the first stage of implementation ensuring its availability in educational institutions is about to be completed. In the second stage it will include all the project partner institutions, and in the third stage online reporting of violence for all citizens will be supported.","“I protect you” Platform united relevant actors from government, civil society and economy. Several ministries, a Center for the Protection of Infants, Children and Youth Zvečanska, National Children's Line and numerous educational institutions work together with CSO ""Friend is not a Target "", Campster platform and other entities willing to support the project implementation.","At the moment “I protect you” is focused on peer violence and violence against educators, thus its main users are children, parents and teachers. However, we plan to expand it and leverage its potential by including all other types of violence, as it should serve all citizens in combating every type of violence.","From March 2021 up to September 2022, a total of 210.783 users visited the platform, and 208.999 continued to visit it.
There were 798.922 page views. Online trainings for employees were accessed the most times (a total of 277.691 page views).
106.366 students, parents and teachers started education by attending trainings on the educational section of the platform. 102.688 persons completed their training.","Complexity of the problem required an integrated response and cross-sectorial cooperation, an adequate institutional, organizational and legal setting, and a network of employees - including opening new jobs. In such sensitive matters, it is also very important to take care of data privacy and the procedures regarding the access, use and sharing of data. Great willingness, motivation and teamwork allowed us to overcome all challenges.","The willingness of all institutions to work together and give priority to this topic was crucial, as well as strong political support enabling effective and integrated response.","At the moment, the platform focuses on violence in educational institutions, yet in the coming period, it will be replicated to address violence in general and to serve as the national platform for combating violence where governmental institutions will invest their efforts in partnership with civil society, local communities and business entities.","In some situations, people are unaware of being victims of violence, and that they should report it or seek help. Combating violence requires trainings, education and availability of information - people have to recognise all forms of violent and unacceptable behaviour, to know how to protect themselves and a tool to report it.
Cross-sectorial approach to the problem of violence is necessary to address violence adequately, and the entire society has to work together.",,"a:1:{i:0;s:5:""34798"";}",,,https://drive.google.com/file/d/1OMwCl3g-lpJXt_sErKrXMcwDm_ueqBF0/view,
34787,"A network-based Competence Centre for Sustainable and Innovative public procurement in Finland",https://oecd-opsi.org/innovations/a-network-based-competence-centre-for-sustainable-and-innovative-public-procurement-in-finland/,21/10/2022,"Motiva Oy, Coordinator of the Competence Centre in collaboration with 4 other public organizations",Finland,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","A network-based Competence Centre for Sustainable and Innovative public procurement in Finland",https://www.hankintakeino.fi/en,2018,"The Finish Government established a network-based Competence Centre for Sustainable and Innovative Public Procurement (KEINO) in 2018. The Centre provides, free of charge, advisory services to public procurers, promotes the strategic importance of procurement competencies in public management, facilitates creation of buyers’ groups among procurers, and disseminates information and good practices. The network consists of five public organisations.","KEINO is innovative because 1) it combines both innovative and sustainable aspects of procurement, and 2) the network model brings together diverse and complementary competencies for benefit of public procurers. Network based KEINO was established to support the implementation of government policy objectives relating to sustainable and innovative public procurement (The Government’s objective is to increase the share of innovative public procurement to 10 percent).
KEINO’s mission is to strengthen public sector organisations’ procurement capabilities, facilitate collaboration between public procurers and companies. Tasks of KEINO are:
- Coordinates national sustainable and innovative procurement development activities
- Develop the capacity of contracting entities to implement, increase the number and effectiveness of sustainable and innovative procurement
- Strengthen the competence and management of sustainable and innovative procurement in the implementation of strategic objectives
- Promote the deployment and diffusion of sustainable and innovative solutions
- Produces information and develops measurement
- Give concrete advice
- Actively communicates and maintains a compiling web service
The value added in the network-based models is to connect the diverse and complementary expertise from several public organisations to provide advisory services to central, regional and local government organisations and facilitate their collaboration. KEINO operates as a virtual organisation without fixed institutional structures with funding from the government of Finland. The primary beneficiaries are central, regional and local government organisations. The private sector also benefits from improved competence of the public procurers through increased demand for green and innovative solutions, thus providing opportunities for commercialization of new products and services with sustainability credentials.
KEINO competence centre has been given a strong mandate to further develop the service portfolio, innovate new forms of services, strengthen its regional outreach (the regional ‘agents’ network), and further elaborate the measurement of outcomes. After an external evaluation in 2021, the present virtual mode of organisation based on partnership was considered superior to establishing a new permanent institution. KEINO looks forward to consolidating the partnership and streamlining activities towards measurable outcomes.
Cross-cutting themes are circular economy, low carbon, digitalization, use of data and building up ecosystems. The objectives for the 2022–2023 are: 1. The capability of the public sector to pursue sustainable and innovative public procurement practices and strategic management of procurement has improved. 2. Co-operation between the public sector and suppliers has increased and solutions are scaled. 3. The amount of sustainable and innovative public procurements has increased.
Our vision for 2030 if for Finland to be an international frontrunner, who actively uses sustainable and innovative public procurement for societal renewal and sustainable growth. KEINO Competence Centre helps build conditions for reaching the objective of carbon neutrality 2035, circular economy and digitalisation through public procurement. The Centre facilitates co-operation between the public and private sector in solving wicked problems and challenges and in creating internationally competitive solutions. It brings considerable value for society, its partners and the organisations of the center and is an international frontrunner in developing and supporting sustainable and innovative public procurement.","a:7:{i:0;s:3:""184"";i:1;s:3:""190"";i:2;s:3:""210"";i:3;s:3:""615"";i:4;s:3:""316"";i:5;s:3:""617"";i:6;s:3:""613"";}","The Competence Centre is a partner-based, organisationally functional, adequately resourced network of public actors bringing together diverse expertise in innovative and sustainable procurement. The development of KEINO’s service portfolio would not have been possible with the expertise of one organisation only. Further, it would have been very difficult to recruit sufficiently diverse and high-quality experts to one organisation. Network based models allows experts to work in a flexible way with KEINO activities along with their regular activities.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The aim of the KEINO Competence Centre is to continuously develop its operations to address the needs of its customers. In order to develop operations, the effectiveness of operations are regularly assessed. The effectiveness is monitored, for example, by conducting surveys of contracting entities on their competence level and the number of innovative and sustainable procurements. The ministry that steers the operations carries out external evaluations of the effectiveness of the Keino Competence Centre's operations.","The Ministry of Economic Affairs and Employment invited representatives of the Ministry of the Environment and the Ministry of Finance to a joint consultation and discussed the network with potential organisations. A call for funding was then opened for the project. The consortium organised itself and drew up a three-year action plan. The action plans have been updated following up on funding. Keino is mainly an operational tool for implementing the objectives, strategies and programmes.
Motiva brings to the Competence Centre in particular its expertise in sustainable procurement and procurement criteria, as well as experimentation and scaling. Motiva's role is to act as the coordinator of KEINO and ultimately is responsible for the centre's services. In addition, the organization coordinates change agent activities. Hansel brings its expertise in developing and influencing (joint) procurement in central government and municipalities to all the necessary functions of KENIO. VTT Technical Research Center of Finland participates extensively in the operations of KENIO with its own expertise in research, especially regarding the innovativeness of procurement, as well as measuring impacts and assessing effectiveness.
The Finnish Environment Institute SYKE produces research information related to the management, implementation and measurement of procurement. SYKE develops tools suitable for assessing the environmental impact of procurement and calculating carbon footprint. Business Finland (BF) role is to support the networking of procurement units in business ecosystems and corporate networks, and to provide information and examples on how procurement can act as a developer of markets in growth sectors.","The services of the KEINO are intended for those making and planning public procurements and for the management of public organizations. The direct beneficiaries are public organizations, government officials and the indirect beneficiaries are the entire Finnish people. Companies are involved in the developer group activities, and the aim is that Keino will intensify cooperation with business organisations. E.g. Finland Chamber of Commerce, Industrial associates and Entrepreneurs of Finland.","The first three years of KEINO’s operations were evaluated in 2020. According to the forward looking evaluation, the KEINO competence centre was assessed to be a nationally significant body for the development of sustainable and innovative in the promotion of procurement. Further the evaluation stated that KEINO produces relevant and appropriate services for the benefit of public procurement. Network-based model combined with orientation for continuous learning was seen to include many benefits and positive effects. It provides situational information on the level of competence and development needs of contracting entities in innovative and sustainable procurement.
Examples of what have the KEINO accomplished until now:
- 63 organizations have participated in KEINO Academy (Procurement and procurement management support)
- Two ambitious green deal agreements, which commit to reducing emissions and harmful substances for 10 years. 24 completed public procurements that support the goals and implementation of green deal agreements.
- Hankintakeino.fi: 36 620 website visitors and 239 432 page views
- 180 advisory cases
- 114 examples of procurement implementation and management
","KEINO is already reasonably well known nationally, but KEINO's role is not yet sufficiently clear to different parties and the activities themselves are not sufficiently known. The activities of KEINO are subject to very different expectations. Actions to maintaining and further clarifying the strategic position and targeting the measures are particularly important for the future.","A prerequisite for the success of a centre of expertise formed by several organisations is sufficient management and guidance, which is carried out in cooperation with the partners by Motiva Oy, which acts as the coordinating organisation. The Ministry of Economic Affairs and Employment acts as the funding and steering body. The core organisations of KENIO share the goal of the means and are committed to commonly agreed operating models and responsibilities.
Each organization is committed to the implementation of the goals and measures of the annual action plan and reserves sufficient resources for the implementation of the work. From the financial point of view, a significant factor is the continuity of funding, enabling the long-term planning of operations and measures. In order to achieve the goals, customer organisations must also commit to promoting innovative and sustainable procurement, i.e. instilling operating models as part of the organisation's operations and goals.","Keino is the first permanent Competence Centre formed by public organisations. In the future, a similar operating model of the Competence Centre can be used to solve other socially significant challenges and achieve the set goals. Finland's operating model has also raised interest in other EU countries. In order to achieve similar objectives in the field of public procurement, e.g. individual new organizations or tasks have been entrusted to an existing organization.","KEINO has succeeded in promoting its objectives, which are:
- increase procurement that implements the sustainability target and innovativeness in Finland,
- promote the identification and active use of public procurement as a management tool, and
- help contracting entities to openly share information about their own experiences and learn from each other.
In the future, more attention must be paid to disseminating and scaling practices and promoting pioneering procurement. The core organisations are different from each other, both in terms of organisation and in terms of tasks and goals. In order for cooperation between different organisations to work, there must be clear jointly drawn up and agreed operating models, goals and responsibilities.",,,"a:2:{i:0;s:5:""34846"";i:1;s:5:""34847"";}",,,
34788,"SYNERGASIA - Platform for Matching CSR Resources with Local Needs",https://oecd-opsi.org/innovations/synergasia/,21/10/2022,"Municipality of Amaroussion",Greece,local,"a:1:{i:0;s:12:""public_admin"";}","SYNERGASIA - Platform for Matching CSR Resources with Local Needs",https://maroussi.gr/synergasia/,2021,"The innovation refers to a structured platform for cooperation between the Municipality of Amaroussion and the private sector for the public benefit. Corporate Social Responsibility resources are used to cover identified local needs in synergy with public interventions/services. Following a minor organisational reform, a team of officials has been trained to implement an innovative customised methodology that allows visibility and accountability and promotes the extroversion of public sector.","The city of Amaroussion hosts the largest number of enterprises in Greece (mainly service providers) with some thousands of employees commuting on a daily basis. The impact on the quality of life of local population is considerable, while, on the other hand, there hasn’t been any type of interaction between those companies and the local community apart from a few random cases.
The Municipal Authority has acknowledged the situation and established the Corporate Social Responsibility (CSR) Office to develop synergies with private sector, however the staff lacked the methodology, procedures and tools, since that type of service was not a typical local authority one.
To that end, an external organisation (ACTION PLUS Social Coop) highly experienced in social innovation projects, were assigned to customise their methods and tools to our needs and conditions. Thus, the Municipality of Amaroussion developed the innovatory ‘SYNERGASIA’ Platform Project and proceeded to the necessary organisational reforms and staff training.
The ‘SYNERGASIA’ Platform matches CSR resources with identified local needs in a mutually beneficiary way. Most importantly, it mobilises resources towards identified needs that cannot be covered by the City’s regular budget lines.
The Platform was piloted for eighteen months with remarkable and measurable results and today it has been mainstreamed into the routine operations of the Municipality.
Private sector on the other hand, welcomed the Innovation, since it ensures that the allocated CSR funds are used in an accountable, sustainable and measurable way, and may gain high visibility via the dissemination channels of the City of Amaroussion.
The main procedures and tools used are:
- Job descriptions / allocation of tasks
- Identification of needs
- Criteria-based prioritisation
- Drafting of Action Plan
- Communication / Dissemination Plan
- Monitoring, Reporting and Feedback
Regarding outcomes, the ‘Cooperation’ Platform was piloted during the pandemic, and it proved a valuable tool to attract necessary resources to cover urgent local needs. Apart from that though, in many cases our first contact with companies has resulted in relations of trust over the last two years.
The range of activities funded via the Cooperation Platform is wide: accessibility infrastructure in school buildings, provision of IT infrastructure to school staff, meals and medicines provided via the City’s social service, seminars, art exhibitions, environmental projects, etc.
So far, the population benefited are estimated to 25.000.
It should also be noted that from an initial emergency-type of support, today we run joint projects that can be also characterised as innovative, such as the establishment of the Amaroussion Digital Academy, supported by the University of Piraeus and large IT companies. The process of negotiating with companies about their potential contribution to identified priorities, has proven an extremely fruitful ground for generating new ideas about areas of cooperation often related to companies’ field of expertise.
The SYNERGASIA Platform Project can be scaled up from the local to the regional level with the proper customisation of procedures. It can also be transferred to other cities with the necessary adaptations to local conditions and priorities.","a:4:{i:0;s:3:""190"";i:1;s:3:""623"";i:2;s:3:""213"";i:3;s:3:""612"";}","The ‘SYNERGASIA’ Platform Project has brought into the Municipality of Amaroussion a new mentality about the benefits of working together with the business community. So far, cooperation was random, isolated from the City’s priorities and, usually, it had the form of in-kind contribution to vulnerable groups.
Through the Platform, the CSR Office of the Municipality has acquired the know-how to operate in an extrovert, structured and effective manner in order to create lasting and trustworthy relations with the private sector, on the basis of specific criteria and code of cooperation.
Thus, in the context of the ‘SYNERGASIA’ Platform, we managed to develop a structured approach to our relations with the private sector, by addressing their CSR departments. We present them our Action Plan and vision and ask them to assist us in a list of identified priority areas, from social services to construction projects that, at the end of the day, will benefit local population.","a:1:{i:0;s:14:""implementation"";}","The ‘SYNERGASIA’ Platform Project completed the piloting phase and has been mainstreamed in the operational framework of the Municipality of Amaroussion, after a positive evaluation of the results achieved. A trained team of staff members of the Amaroussion CSR Office have been working for the last two years bringing in significant results.
Our pursuit for the future is the expansion of the Municipality's networking with more companies and the widespread dissemination of a cooperation culture between the Local Authority and the Business Community, in the context of a partnership for the sustainable development of the city.","The project was based on a concept and methodology developed by ACTION PLUS Social Coop, a team experienced in developing social innovation projects.
Amarousion was the first city in Greece that embraced Action Plus’ vision of matching local needs and CSR resources in a structured way. ACTION PLUS worked together with the Municipal Authority to customise methodology and tools, design the Action Plan and pilot it. They also provided training and developed the communication and branding strategy.","Users are the municipal authority and the private sector via their CSR departments.
Main stakeholders are the companies, and especially those based at Amaroussion, local communities and the Municipal Council and Authority.
The beneficiaries of the project are the local communities. The project has brought in resources that have covered identified needs, such as the provision of free-of-charge health services, the accessibility to school buildings, etc.","The main objective of the Municipality of Amaroussion, was the design of procedures and tools that would enable the staff of the Municipal CSR Office to work with efficiency and efficacy. That objective was achieved, through the adoption of the innovatory practices introduced in the context of the ‘SYNERGASIA’ Platform Project.
Apart from that, no other quantitative targets were set.
However, the piloting of the Platform brought in considerable results and most importantly provided the ground of approaching and working together with large companies mainly from the IT, energy and health sectors.
The pilot phase coincided with the Covid 19 pandemic, so significant part of the funding was channeled in the health and welfare services. The beneficiaries are, per year of implementation, approximately 25,000 individuals.","During the implementation of the innovation some problems were encountered, but were successfully addressed without affecting the process.
They mainly concern the synchronization of the Municipality's services with the schedules of the private sector. In most cases, sponsorships require coordinated actions by the municipal services in tight time frames.
In order to avoid problems of that type, the ‘SYNERGASIA’ Platform design foresees specific procedures so as to select project proposals that are ready to be implemented, once the funding is secured. Also the drafting of the Action Plan of the Municipal CSR Office is based on collective and bottom-up decision making processes that involve officials from all competent departments of the Municipal Authority.","The prerequisites for the success of the innovation are:
- An effective work team that is committed to goals, share a common vision, has communication skills and knowledge of private sector practices and mentality, in terms of time management and outcome-oriented processes.
- A capable team leader who apart from the usual leadership capacities, can manage resistances, which is always an issue when an innovation is introduced. Dominant stereotypes, negative perceptions and resistance to change can be dealt with proper communication, consistency and adherence to procedures.
- Effective Communication Plan. The publicity of the sponsored activities, on terms agreed with the sponsor, and proper reporting on results achieved and impact of the sponsorship are crucial for the establishment of a reliable relation.
","The innovation hasn’t been replicated yet.
It should be noted that our innovation project has been selected by the Innovation and Best Practice Unit of the Greek Ministry of Interior to be incorporated in the National Depository of Public Sector Innovation Projects. That will enable the visibility and replication of the innovation in other areas.
The SYNERGASIA Platform Project can be scaled up from the local to the regional level with the proper customisation of procedures. It can also be transferred to other municipalities with the necessary adaptations to local conditions and priorities,","The experience gained from the implementation of the SYNERGASIA Platform Project has been highly positive.
It has been widely accepted by the companies we approached, bridges of cooperation have been established and new and innovatory projects are coming up.
In that context, the Innovation acts as a catalyst for the development of a mutually beneficiary stable cooperation network, with companies supporting the effective implementation of municipal planning and objectives.
Moreover, the extrovert character of the Innovation was a new challenge for public sector officials and opened up new fields of action.","The cooperation with an external organisation with expertise in co-design, fundraising, networking and communication strategies, among others, offered a significant benefit to the Municipality of Amaroussion. It enabled the acquisition of technical know-how and familiarisation with private and third sector practices, necessary for the effective implementation of the SYNERGASIA Platform project.",,,,,
34837,"myDYPAlive - Online consulting services to jobseekers",https://oecd-opsi.org/innovations/mydypalive-online-consulting-services-to-jobseekers/,21/10/2022,"DYPA (Hellenic Public Employment Service former OAED)",Greece,central,"a:1:{i:0;s:10:""employment"";}","myDYPAlive - Online consulting services to jobseekers",https://www.gsis.gr/polites-epiheiriseis/stoiheia-politon-kai-ex-apostaseos-exypiretisi/myOAEDlive/ti-mporeite-na-kanete-stin-psifiaki-exypiretisi-apo-oaed,2020,"myDYPAlive is a communication channel via which DYPA employment counsellors offer consulting services to jobseekers and businesses via teleconference. It was developed in the midst of the pandemic in order to serve jobseekers and employers who could not visit the local PES services in person due to coronavirus restrictions. myDYPAlive offers interpretation in selected languages and sign language/lip reading.","Since 14 December DYPA has launched a new communication channel with citizens. It is myDYPAlive, a new digital platform via which citizens can book an appointment and receive services by a specialised DYPA officer via teleconference.
DYPA in collaboration with the General Secretariat of Information Systems utilised and developed this specific service tool for both unemployed persons and businesses, initially by including employment consulting services and with the view of adding other services in the future.
Using myDYPAlive is quite simple and it does not require high digital skills. Visiting www.dypa.gov.gr the citizen can gather information about the services offered and using his/her taxisnet credentials s/he can choose the service of interest, the date and time of the booking and fill in his/ her contact details or of a third person participating the teleconference.
Apart from facilitating citizens who do not have access to local PES services due to COVID-19 restrictions mydypalive aspires to offer services to citizens who either do not speak Greek, or belong to a vulnearble social group (unemployed persons with disabilities, former substance addicts, etc)
Interpretation is offered in sign language/ lip reading in collaboration with the National Institution for the Deaf and in 15 foreign languages in collaboration with the Ionian University.
Employment counsellors from the local PES offices daily offer employment counselling to citizens and businesses throughout Greece at a date and time of their choosing with the use of an automatic appointment booking system. Counselling services to jobseekers include a tailor made approach with the drawing of an Individual Action Plan as well as support in job search (update of the curriculum vitae, information on vacancies, etc).
The digital teleconference channel is an example of an innovative business solution in the public sector, arising from the need to respond to the pandemic circumstances. Although the channel started as something temporary it now has a permanent role, and it evolves, is enriched with new services and establishes itself.","a:2:{i:0;s:3:""184"";i:1;s:3:""617"";}","It is the first time such a service is offered in the Greek Public sector. It was a communication channel with population groups (unemployed persons and businesses) even in the midst of the COVID-19 pandemic.
What is innovative is that the channel facilitates the access to employment counselling services provided by the Public Employment Service via teleconference with the simultaneous provision of interpretation (in 14 languages as well as sing language/ lip reading).
This way DYPA approaches vulnerable social groups while respecting their cultural background and personal needs.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:10:""evaluation"";}","The channel interoperates with the existing information infrastructure. The sessions are held regularly on a weekly basis. Booking is done online by the citizens.
From the beginning of the new service regular feedback meetings are held with the Employment Counsellors who offer this service in order to constantly improve and evolve it.
At the same time systematical user satisfaction measurement is performed with the use of an automated questionnaire all participants receive one hour after their scheduled appointment.
From the results so far both the citizens’ and businesses’ response is deemed particularly favourable.","The DYPA and General Secretariat of Information Systems teams collaborated for the development and establishment of the action as well as the implementation of the users’ training (i.e. DYPA employment counsellors).
Contracts with universities and providers of interpretation services were signed to develop the employment counseling service to the registered unemployed with the provision of interpretation.","This application offers advantages to unemployed persons registered with DYPA and businesses to which remote counselling services are provided from specialised employment counsellors. Additionally vulnerable social groups or persons of different nationalities who do not speak Greek are also benefited by the application. This way they access to DYPA counselling services via teleconference with simultaneous provision of interpretation in selected languages as well as sing language/lip reading.","The permanent citizen satisfaction measurement mechanism in place (with the use of an automated short questionnaire) registers a high satisfaction rate. In particular in a 5 degree scale of satisfaction rate (completely, very much, moderately, slightly, not at all) 87% of the unemployed persons and 88% of the employers state that they are completely or very satisfied with the service.","The pandemic gave rise to establishing new services more accessible to citizens/ customers of DYPA.
The restrictions imposed made it difficult for the citizens to visit the local PES offices in person which in turn was a first class opportunity to develop a new digital communication channel.
Furthermore, vulnerable social groups and citizens of different nationalities facing difficulties in dealing with DYPA benefited greatly from the new offered services and the new method of communication with specialised officers.
Moreover, an important challenge was the possibility to hold a teleconference in the work place (inside the PES office) especially due to the fact that there was no especially arranged/ isolated space, without noise given the fact that offering internet services requires satisfactory spatial conditions. This issue was resolved when the competent officers were allowed to work from home.","The success factors for this particular innovation focus on the following
- Clear target setting
- Constant communication and feedback between the officers providing the service and the action’s coordinators
- Update of all the involved parties and other directorates within DYPA to eliminate the reactions/ resistance to change.
- Dissemination of the results to all levels of the hierarchy and communicating all successes even the most insignificant.
","Providing services via teleconference was extended in another DYPA service, now it is possible to update data in the Registry with the provision of interpretation according to the consulting service with interpretation standard.
Knowhow transfer pertained to: the methodology of the initial briefing, recruiting, fund management and the training process of the DYPA staff.
At the same time the new digital communication channel was extended and adopted by other public institutions in Greece.","The new procedure led to important conclusions which are a reference point for the next actions. These are the following:
The significance of constant and multifaceted monitoring was highlighted
Feedback should be received from all involved parties and any change/ improvement should be based on it.
Care should be paid in connecting every innovation with existing procedures in order for the citizen to perceive every change as an single, improved service.",,,,,https://www.youtube.com/watch?v=yLUmcaMMkxw,
34839,"Sperimentazione Italia",https://oecd-opsi.org/innovations/sperimentazione-italia/,21/10/2022,"Digital Transformation Department, Presidency of the Council of Ministers",Italy,central,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";i:3;s:7:""science"";}","Sperimentazione Italia",https://innovazione.gov.it/notizie/articoli/en/sperimentazione-italia/,2020,"“Sperimentazione Italia” is a horizontal sandbox that allows companies, universities, research bodies, university startups and spin-offs from any sector (except excluded areas of application) to test pilot projects in the field of digitalisation and technological innovation, by derogating regulatory constraints. The main objective is to conduct live experiments in a controlled environment under the regulator’s supervision and collect data to promote future-proof regulations.","Innovative products and business models often do not fit with existing regulatory frameworks (OECD 2019). Start-ups and technology developers need an agile regulatory framework to pilot and deploy their products. Innovative firms that face regulatory uncertainty, unnecessary barriers or regulatory gaps may be less likely to set up and attract funding to grow. This decreases entrepreneurial ventures, competitiveness, and availability of services to citizens and businesses.
“Sperimentazione Italia” is a horizontal sandbox that grants the possibility for companies, universities, research bodies, university startups and spin-offs from any sector (except excluded areas of application), to test pilot projects in the field of digitalisation and technological innovation, derogating regulatory constraints. The main objective is to conduct live experiments in a controlled environment under the regulator’s supervision and collect quantitative and qualitative data regarding opportunities and risks of a particular technology application to promote future-proof regulations. These experiments enable a data-driven and digital-ready regulatory environment to support change to serve citizens and businesses.
Two of the peculiarities of Sperimentazione Italia are the horizontal approach of the sandbox and the clear timeline for proposing law amendments (90 days after the positive certification of the experimentation report). The horizontal approach is based on two main assumptions:
- Boundaries between industry sectors are blurring. Innovations may impact a wider range of law under different agencies.
- Innovation has an exponential pace and regulators should keep the pace. The horizontal approach does not set a specific law to derogate (vertical approach), but it could be seen as an “antenna” to capture innovation and generate specific sandboxes based on innovator requests.
Additionally, Italy has created a Sperimentazione Italia Welcome Office to support innovators in their application process. The welcome office is a great opportunity to interact with innovators and intercept in the early stage potential law constraints.","a:3:{i:0;s:3:""211"";i:1;s:3:""876"";i:2;s:3:""320"";}","“Sperimentazione Italia” was the first Italian sandbox in Italy, therefore it was unique in its kind at national level. Moreover some of its features are arousing interest in the international community. Two of the peculiarities of Sperimentazione Italia are the horizontal approach of the sandbox and the clear timeline for proposing law amendments (90 days after the positive certification of the experimentation report).","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","“Sperimentazione Italia” is active and fully operational in promoting at the national and international level the possibilities to experiment innovation in derogation of existing regulations. The Welcome Office plays a crucial role in anticipating potential applications and activate early interactions with the right government bodies. Among the innovations we are supporting with the sandbox, we could mention the experimentation of a fleet of shuttles in Turin and the experimentation of a fleet of droins in Milan for the last mile delivery.
A potential evolution that the horizontal sandbox could enable is the concept of “sandbox as a service”. Potentially an horizontal sandbox could serve all the government bodies, reducing the cost of replicating the model, the time to market and it could promote stricter collaborations between national government bodies on innovation matters. This is in line with the above mentioned principle that boundaries between industry sectors are blurring.","“Sperimentazione Italia” involves the Department for Digital Transformation, the Ministry of Economic Development and the Ministry of Infrastructures and Transportation (on aspects related to roadway traffic safety). Other government agencies can be involved in the activities according to the reference sectors of applicants.","
- Innovators: companies, universities, research bodies, startups and spin-offs that have technology obstructed by law.
- Local authorities: they could be involved in the authorization process, promotion and facilitation of the experimentation.
- Citizen: often involved in the experimentation phase, for example they could be passengers of the autonomous shuttles.
- Innovation ecosystem: the experimentations enable a real environment test that brings together all the stakeholders and foster innovation.
","The initiative is constantly evolving both in terms of openness and involvement of other institutions. Much has also been done to improve the innovator experience. For example, the Welcome Office set up a tool that aims to dialogue and support innovators in the preliminary phase of the application, also promoting a dialogue with the competent ministries.
Sperimentazione Italia has received many requests for experimentation, and others in the process of submission. Currently, the main sector of requested experimentation is mobility. Two concrete examples of ongoing trials are:
- GTT (Gruppo Torinese Trasporti): they are experimenting a self driving fleet of shuttles,
- Yape: the company is experimenting a self-driving droid for more efficient and sustainable last mile deliveries.
We expect in the future to expand the requests for regulatory derogations both in terms of quantity and sectors, promoting a collaborative and synergistic approach with the various administrations.","The main challenges of Sperimentazione Italia are of two kinds, and mainly related to governance. First of all, the initiative requires close collaboration between the ministries involved. Therefore, in the initial phase it was necessary to design all the processes and activities that each administration must carry out. This type of activity certainly paved the way for greater openness and collaboration between administrations in the field of innovation.
Secondly, the support of other ministries is always necessary, both for the need to involve them in the potential legislative amendment proposal, and for identifying the obstacles of the regulations in force through specific consultations and research. Therefore, a lot of actions have been made to enhance the engagement and collaboration on innovation matters with other Ministries.","In order to increase the probability of success of these initiatives, in addition to a political commitment, it is necessary to understand that the sandbox should have a clear process and timeline for both the experimentation phase and the legislative proposal phase. Furthermore, it is essential to regulate the collaboration, responsibilities and supervisory activities between the various administrations.
As boundaries between industry sectors continue to blur, joined programs and initiatives between public administrations are strategic and relevant to foster innovation. Finally, the establishment of a Welcome Office has improved the quality of applications and the success rate. In fact, the Welcome Office is helping innovators in navigating the complex national legal framework, and in identifying the law constraints.","“Sperimentazione Italia” was the first active sandbox in Italy. Subsequently the Fintech sandbox was also launched and the Civil Aviation regulatory body is preparing a regulatory sandbox that, in some aspects, could also create synergies with Sperimentazione Italia.","Recalling the success factors in the previous session:
- It is essential to create clear rules of collaboration and open channels between people working in the field of innovation among the various Ministries if you have an horizontal sandbox;
- It is very important to have a Welcome Office in order to detect innovation opportunities and law constraints;
- It is important to have a clear timeline for proposing law amendments in order not only to experiment, but to change the rules and unlock the market potential.
",,"a:1:{i:0;s:5:""34859"";}",,,https://www.youtube.com/watch?v=QhZ3LJgFFvk,https://www.youtube.com/watch?v=Bb98l7fdg4g
34862,"NHS Flu and COVID-19 Vaccines Chatbot",https://oecd-opsi.org/innovations/nhs-flu-and-covid-19-vaccines-chatbot/,21/10/2022,"Department of Health and Social Care","United Kingdom",central,"a:1:{i:0;s:6:""health"";}","NHS Flu and COVID-19 Vaccines Chatbot",,2021,"Survey figures spoke an alarming truth about a lack of awareness in the public of the risks of the flu and Covid-19, especially when they were circulating at the same time, alongside the essential protection that the vaccines provide. This meant that there was a need for a tool that provided instant access to a trusted voice (the NHS) to cut through misinformation and confusion caused online and to encourage vaccination. The 'NHS Winter Vaccines Virtual Helper' was developed to become that tool.","We looked to search data to provide insight into the task. For example, we could see that the public had changed their search behaviour around Flu because of Covid-19. They were interrogating vaccines in a different and new way compared to the 2020 Flu campaign; be it side effects; eligibility; effectiveness when taken with another vaccine, etc. We knew any activation would need elements of dynamism based on a user’s level of vaccine education, distinction between Flu and Covid-19 and offer greater depth of information in a timely fashion.
Our mission was to offer vaccination education more seamlessly, encourage citizens to get the jabs they were eligible for and offer them the chance to book. Working together with Cabinet Office and Google, we launched the ‘Conversational Ads’ campaign across Search which enabled us to talk with (not at) the audience through a two-way conversation driving high engagement and deeper connection. Our broader coronavirus search strategy had 3 specific strands: Own, Be There & Support. Vaccines fitted into the OWN strand focusing on maximising impressions for full coverage.
OWN - These are the most important keywords where we want to maximise coverage on all searches possible. The bid strategy was 95% impression share and key word groups included - Vaccines – Flu & Covid, NHS & PHE, Testing, Rules, Covid 19 App, and Test & Trace.
BE THERE - Captured engaged traffic but were a lower priority and the bid strategy was to maximise clicks at a low CPC. Key words groups included - Travel, Quarantine, Symptoms, Vulnerable Groups, Alert Level and Policy
SUPPORT - Budgeted for other departments who needed Covid-19 support from Cabinet Office with a bid strategy of maximising clicks and key word groups included - Covid-19 related support to other departments: DWP – Benefits, HO - Domestic Abuse, DfE - Education and FCO -Travel
We had a 2-pronged implementation strategy; First targeting the right keywords and capturing the right intents, the campaign showed the Conversational Ads to users on Android when they needed critical Flu and Covid-19 vaccine information and drove them to the chatbot. Secondly, the ads ran on Search along with an extension for anyone already in market to book their vaccine to not distract those users from booking their jab appointment on the NHS website.
Our concept was simple - Turn one search into a conversation. With search results being limited to one result, yet citizen questions often being multitudinal, a ‘One Stop Vaccination Shop’ was the answer for all the public’s questions about both the Flu and Covid-19 vaccines with the functionality to drive users to book their jab. This took form in the 'NHS Winter Vaccines Virtual Helper', a chatbot using the latest Google ad product development that allowed citizens to answer subsequent questions based off their original search and see additional information for each vaccine.
Created by using search insights to build the chatbot Q&A resulted in users getting to the information faster – we were helping answer all their burning questions on the what, the why and the where on both vaccines in a dynamic way, users were then encouraged to move forward to book an appointment to get the vaccines they were eligible for.","a:7:{i:0;s:3:""147"";i:1;s:3:""156"";i:2;s:3:""184"";i:3;s:3:""181"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""614"";}","The ‘NHS Winter Vaccines Virtual Helper' turned one search into a conversation. With search results being limited to one result, yet citizen questions often being multitudinal, a ‘One Stop Vaccination Shop’ was the answer for all the public’s questions about both the Flu and Covid-19 vaccines with the functionality to drive users to book their jab. To our knowledge, the UK Government was the first government to market with Conversational Ads and first in the UK on the Search beta.","a:1:{i:0;s:14:""implementation"";}","
- The campaign drove best in class results delivering over 4.7 million impressions across a full Search ad format and Search extension.
- The Search copy used was clear and concise, properly setting expectations for users that they were entering a messaging experience and simultaneously encouraging them to chat, resulting in a very high CTR of 7.3% (25% higher than average)
- The welcome message of the chatbot enticed people to engage in the conversation, as 53% of users responded upon entering the messaging experience (2.6x higher than benchmark message conversion rate)
- On average, users sent 3.5 messages per conversation, representing a valuable exchange of critical information.
We are running activity using the chatbot again this year as part of our annual winter vaccinations marketing campaign to drive uptake.","We worked with Google as a partner to develop this innovative tool with one of their suppliers in the USA, using our insights from research and their digital expertise. We have worked alongside clinical and vaccine policy teams within the government's Department for Health and Social Care and Cabinet Office to ensure all information was factually correct and aligned with government policy and public health guidance during the height of the pandemic.","The general public have benefited from this innovative tool by being helped to navigate through the reems of misinformation available online through browser searches and social media platforms, being provided with what is essentially a one stop shop for trusted information from the UK's trusted voice for health - the NHS. This has provided instant access through this engaging, interactive, conversational and accessible product.","
- The campaign drove best in class results delivering over 4.7 million impressions across a full Search ad format and Search extension.
- The Search copy used was clear and concise, properly setting expectations for users that they were entering a messaging experience and simultaneously encouraging them to chat, resulting in a very high CTR of 7.3% (25% higher than average)
- The welcome message of the chatbot enticed people to engage in the conversation and delivered outstanding results as around 53% of users responded upon entering the messaging experience (2.6x higher than benchmark message conversion rate)
- On average, users sent 3.5 messages per conversation, representing a valuable exchange of critical information, and meaning conversations.
","Our campaign was built to be agile, which was crucial to enable us to react with changing guidance this was tested following announcements and the Government’s aim for all adults to book their Covid-19 Booster appointment to protect them against the Omicron Variant, the ‘Virtual Helper’ was quickly updated mid-campaign to focus on the Booster. Changes to our Search campaigns were then also quickly implemented to support the Booster campaign and messaging with full force.","Ongoing updates to information within the chatbot to ensure it always provided the most relevant and current information and guidance on the vaccines. Funding is also required to promote the chatbot through paid search, driving traffic to it. Further development of the chatbot is being explored to develop the tool into an API that can be shared with partners to extend its reach through in kind promotion, and development to integrate the chatbot into different social media platforms.","The chatbot is already in development creating a different structure to address not only vaccines but also public health guidance on how to 'live with Covid-19'. This guidance has included safety behaviours when traveling, personal hygiene, testing and wearing protective face coverings, etc.","Working on different conversational flows within the chatbot and exploring the opportunities of how we could expand the breadth or information it can provide and ways in which it could be adapted to be hosted on different channels and platforms has been incredibly valuable. It is a tool that could be used at low cost and as an 'always on' product that provides the public with information all year round in the absence of budgets for year round multi-channel marketing campaigns.",,"a:2:{i:0;s:5:""34860"";i:1;s:5:""34861"";}",,,,
34865,"Madinati platform",https://oecd-opsi.org/innovations/madinati-platform/,21/10/2022,"Ministry of Municipal and Rural Affairs and Housing (MoMRAH)","Saudi Arabia",central,"a:2:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";}","Madinati platform ",https://madinati.sa/,2021,"The Madinati platform aims to address the problem of random disposal of waste, as well as the adoption of improper practices in waste management, such as mixing waste, and its negative environmental and health effects on society. The Madinati platform helps entities to introduce accountabilities on the municipal waste generators in all sectors against the waste they produce. It helps in building a comprehensive knowledge-base with much higher accuracy to support strategical decision making.","One of the main problems in MOMRAH currently is the random disposal of waste, as well as the adoption of improper practices in its management, such as mixing waste, and its negative environmental and health effects on society. Madinati platform project aims to:
- Monitor, control and manage waste movement form its sources.
- Monitor vehicles, and equipment of the municipalities projects, and cities infrastructure projects.
- Registration of waste producers in smart electronic system.
- Unifying the requirements of tracking service providers according to the highest technical standards.
- Ensure the quality of service, and compliance through electronic contract documentation.
- Automation work procedures in line with the objectives of the MOMRAH.
The Madinati platform system includes tracking waste from the generation points to the approved final disposal points during the waste life cycle, and includes the process of transportation and tracking of waste vehicles using tracking and monitoring devices. It also includes monitoring and tracking of the vehicles of all Municipalities' projects operating in cities in order to serve as a supportive and complementary tool for the Municipalities’ work strategy and plans. We used the data of generation points about its area, and activity to determine the suitable size and number of trash bins after calculating the waste quantities automatically using waste generation rate. Then the system monitors the waste quantities reached to the landfill by the integration with the landfill's waste weighing system, and receives the waste quantities records to ensure that all quantities of waste have reached the proper final destination, this to overcome the problem of the random disposal of waste. The above solution increased the ability of the organization for controlling waste movement and increasing the compliance percentage of the transporters.","a:4:{i:0;s:3:""147"";i:1;s:3:""239"";i:2;s:3:""260"";i:3;s:3:""221"";}","The Madinati platform helps entities to introduce accountabilities on the municipal waste generators in all sectors against the waste they produce and makes sure they comply to the governmental regulations through applying and involving them in the following functions:
- E-Registration of waste producers and transporters.
- Documentation of e-contracts between waste producers and transporters.
- Tracking for waste management plans and project equipment movement inside the cities.
- Tracking system and report analysis for entering illegal zones.
- Automating violation issuing system.
- Smart inspection system (e-scheduling for field inspection and issuing the field violation).
The e-contract solution is the right tool to gain feasibility and full tractability of what actually happens on ground 24/7. All system outputs are reflected on a live tracking enterprise dashboard fixed on a technical control room giving immediate, sustainable reports and statistics for decision-makers.","a:1:{i:0;s:9:""diffusing"";}","
- The platform is used in many cities in KSA by targeted clients.
- Technologies used are Internet of Things & Robotic Process Automation or Intelligent Automation.
","
- Madinati Center, Role: general supervision
- Field inspection dept. Role: inspection on fake waste contracts
- Waste transporters registration dept. Role: monitoring waste transporters performance.
- Control Center. Role: tracking system performance reports.
- Cleaning dept. Role: feeding Madinati platform by cleaning contracts data
- Ministry of Commerce. Role: companies CR verification and date confirmation.
- SADAD, Role: getting payment ref. number for issued violation.
","Service project contractors, Waste producers and carriers, Destruction requests, service providers, Vehicle and container owners, and drivers","
- Waste Transporter registration
- Where the procedures for registering carriers have been automated, service providers have been increasing the transfer of waste to 100 carriers.
- Control oversight of the equipment of the secretariat projects
- Through the use of IoT technology, oversight of contractual and non-contractual equipment has been increased and its behavior has been monitored to reduce the impact of random throwing in the region and visual distortion, as 8636 violations have been detected so far
- Controlling waste transport contracts
- The electronic contracting procedures between the commercial license holder and the waste carrier have been automated.
- The number of users on the platform reached 34095
- The number of electronic contracts is 39,300.
","Digitization process at the beginning is always considered challenging due to lack of a digital transformation strategy and of IT skills. After applying the solution, continuous evolution and change management is challenging.","
- Complying solution with policies, rules, & regulations are very important criteria to be taken into consideration when applying any new government platform.
- Enhancing the functionality by using AI, and adding more sub-services.
- Efficiency of the service has been raised through commitment to standards and their awareness.
","Since the solution is applied in more than one city in Saudi Arabia, work is underway to generalize it in all cities. It is also suggested to be used by all concerned parties working in the same sector all over the world due to the advantages of the solution of reducing errors and saving time.","Innovation has huge advantages in improving social life.",,,,https://sharek.momra.gov.sa/url/vvfm2cwkgrqwzrua,,
34885,"Urban and Rural Settlement Systems in Turkey",https://oecd-opsi.org/innovations/urban-and-rural-settlement-systems-in-turkey/,21/10/2022,"Ministry of Industry and Technology",Turkey,central,"a:3:{i:0;s:11:""information"";i:1;s:7:""science"";i:2;s:20:""Regional Development"";}","Urban and Rural Settlement Systems in Turkey",https://yersis.gov.tr,2021,"Socioeconomic relations of all levels of settlements are examined with big data at the scale of the smallest settlements to the metropolitans (81 provinces, 973 districts and 37.036 rural units) in Türkiye. The attributes, needs and comparative advantages of each of the settlements analyzed in YER-SIS with an innovative methodology will enable evidence-based national and regional development policies. Public and private sectors, universities, and NGOs are primarily users benefiting from YER-SIS.","Urban and Rural Settlement Systems in Turkey (YER-SIS) Project examines socioeconomic relations of all levels of settlements from the smallest settlements to metropolitans in Türkiye. Its main objective is to be a spatial base for national and regional development policies and strategies, investment decision processes of the public and private sectors and to increase the efficiency of service delivery of the public sector and local administrations.
In the Project, service centers, functional areas and rural field study results are identified. Project outputs, analysis results and data are visualized dynamically on www.yersis.gov.tr, an internet-based decision support system with a geographic information system. Providing a dynamic query option in the YER-SIS decision support system, it is possible to produce and display geographic data in line with the needs of users. In this sense, the final users of the project are the whole society.
It is an innovative and pioneering study in terms of an in-depth evaluation of multidimensional relations between regions, provinces and rural areas and adapting network models to the space, combining vertical and horizontal approaches.
With the novel approach, the Project uses a hybrid model of central place theory and network analysis and also develops a sui-generis methodology to reveal vertical and horizontal relationships, hinterlands, and functional areas of settlements from a holistic perspective. Network analysis is considered a basis for determining the size of service provision, which is the first step of the study.
The generalized degree centrality criterion of network analysis is used to calculate the (service) scores of the settlements. The relations between districts, provinces and regions for secondary education, tertiary education, health, transportation, trade, cargo and communication are examined in detail with several centrality measures of network analysis. These measures are the criteria that deal with the locations, roles and importance levels of the units in the settlements with different perspectives in network analysis.
The geographical dispersion index, coined by the Project, is a contribution to the literature as a centrality measure. This is one of the most innovative aspects of the Project. Zipf Law used in urban science is adapted to study innovatively as well.
In the YER-SIS, settlements are analyzed under two sections; urban and rural. First, the analysis unit of urban settlements is the districts (sub-province) and second, the analysis units of rural settlements are the villages, towns and neighborhoods. In total, this project takes all 81 provinces, 973 districts and 37.036 rural units into account.
In order to identify the rural and urban service centers, the research considers different data sources in two main groups according to the analysis units and uses big data explaining the settlement attributions are obtained from official statistics and administrative records, mostly from ministries. Almost all of the data used in the study are big data such as mobile signal data or transportation data. For example, mobile signal data, covering millions of cells, are used for the first time in Türkiye. The number of visits to health institutions is analyzed and visualized publicly for the first time in Türkiye.
Urban settlements data is built on six dimensions: education, health, trade, communication, transportation and cargo in order to consider the mobility of humans, goods, services and money among districts, provinces and regions. Rural data includes five dimensions education, health, trade, labor force and transportation that are capable of revealing human, goods, services and workforce flows between the settlements.
However, due to the lack of sufficient data on the rural areas, a field study called “Research on Urban and Rural Settlement Systems in Turkey, Village/Town/Neighborhood Questionnaire” was conducted in a remarkably short time. The data was able to be collected through face-to-face field research applied to 37.036 villages, towns and neighborhoods via a web-based questionnaire to the mukhtars and town mayors. Also, for the transportation flow data, questionnaires were conducted to the officials in district terminals.
This Project is also an excellent example of public, private sector and university cooperation. MoIT determines the objectives of the project and general strategy with the help of the private sector and universities. Obtaining data, developing algorithms and conducting analysis are carried out by all partners of the Project. Besides the MoIT, the private sector and universities are involved in every phase of the Project.
Currently, algorithms are being developed so that the DSS can automatically present the results of spatial analyses with updated data. In this way, it is envisioned that the results will yield the minimum error and there will not be a need for human intervention in the near future.","a:6:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""217"";i:3;s:3:""190"";i:4;s:3:""221"";i:5;s:3:""623"";}","YER-SIS is innovative in several ways. First, this is the most comprehensive study in Türkiye in terms of geographic scope and content. Secondly, various big data are turned into more meaningful way. In addition to the official statistics, administrative data from institutions are used but also a field study is conducted to get data by using a comprehensive questionnaire to identify rural and urban service centres.
Rural settlements data had not been available in this detail and scope until YER-SIS. Third, a hybrid theoretical approach (combining network analysis and central place theory) is adapted, and an innovative way of measuring centrality even for the relevant literature, namely geographical dispersion index, is coined.
Finally, this project is an excellent example of the public sector, private sector and university partnerships in which all parties combined their strengths such as determining course of action, developing algorithms, software, and decision support system.","a:1:{i:0;s:14:""implementation"";}","Three different books were published and a decision support system was activated in 2021. The system is currently used by different parties (public and private sectors, universities and NGOs) in various areas. More than 21.000 users have applied to www.yersis.gov.tr DSS enables users to inquire and visualize data.
To exemplify, researchers from academia are frequently applying to DSS. Moreover, the system is currently used by Development Agencies and Regional Development Administrations for the preparations of the regional development plan, and for designing and implementing regional development projects. Local governments especially benefit from the results of the rural area survey in the provision of services.
Currently, algorithms are being developed so that the DSS automatically presents the results of spatial analyses with updated data.","The MoIT obtained data from several Ministries and companies operating in cargo and transportation sectors for urban settlements.
As for rural settlements, in the field research, mukhtars and town mayors played a role in filling the survey, completed with the help of Governorships, District Governorships and Development Agencies.
Two companies contributed to the field study and analysis. Developing algorithms and designing a DSS, MoIT collaborated with universities and software companies.","The main beneficiaries of the project are public institutions, local authorities, companies and academia as the Project reveals the horizontal and vertical socioeconomic relations of settlements, functional links, and needs, solutions and opportunities in rural areas, supports the investment decision processes of the public and private sectors, determines the administrative status of the settlements according to the location in the spatial settlement system.","Three published books and one dynamic web-based DSS are the main outcomes of the YER-SIS. More than 3.000 participants joined the launch event of YER-SIS. Until now, more than 21.000 users have applied to www.yersis.gov.tr. YER-SIS attracts much attention from different parties such as OECD, the Presidency of Türkiye, the Ministry of Regional Development of the Republic of Kosovo, Turkish Ministries and Local Authorities. A presentation has been made to these parties.
YER-SIS is considered in the National Strategy for Regional Development, Spatial Strategic Plan, and Regional Plans by MoIT, Ministry of Environment, Urbanization and Climate Change and Development Agencies, respectively. Departments, especially in City and Regional Planning, reference the methodology and results of The Project in lectures. There are some academic studies referring to YER-SIS.
Usage of the YER-SIS will increase in the future while raising awareness of evidence-based spatial analysis.","Obtaining and standardization data were two challenging issues of the project which took a long time to handle. Data privacy is another challenge to overcome. Considering the scope of the project and its content, the project deadline was the biggest pressure to deal with.
The Team eagerly worked all week regardless of day or night. Moreover, coordination of the Project Team from different parties was achieved successfully and good governance has still been prevailing. Even though there was turnover of staff in the Project, it has been managed in a sustainable way.
Field study was another challenging part of the Project due to vast number of rural settlements from which the data was obtained in just 45 days.
Constructing an innovative methodology was not also a straightforward part of the study. The Team elaborately evaluated several methodological alternatives to decide the most appropriate tool. These efforts yielded a novel centrality measure, geographical dispersion index.","The leadership and guidance of MoIT encourages the Team since the beginning of YER-SIS. Also, pioneering and innovative aspect of the Project keeps the Team highly motivated resulted in this remarkable accomplishment.
Well-equipped experts from various backgrounds (economist, statistician, city and regional planner, geographer, business analyst, engineer) have been employed for success.
Financing of the Project has been planned meticulously. Financial requirements have and will continue to be provided by MoIT for sustainability of the Project.
YER-SIS decision support system is currently used by various parties. That’s why keeping the DSS dynamic and up-to-date is the most crucial way for the project to maintain this success. Thus, software improvements of the DSS are still processing.
Continuing active use of the DSS as it is now in the policy development of local public institutions, especially Development Agencies, will increase the success of the project.","The Project is thought to be a textbook example for regional development studies. Since the YER-SIS has a web-based decision support system by which users can see the relevant data and also the maps, its replication will be very likely to conduct. For example, the meeting about Replication of the Project currently, is negotiating with Republic of Kosovo Ministry of Regional Development.
Most importantly, researchers are using the YER-SIS results for their own studies. Moreover, other ministries and local administrations are benefiting from the YER-SIS system for studies related to their field of duty. All will help force to increase data production and quality. With the increase in available data, it is expected the number of variables will be discussed in the new projects and it will encourage replication. The Project will further be improved with the help of new methodologies, data frame or cutting-edge technologies.","YER-SIS has made significant contribution to evidence-based spatial analyses in Türkiye.
It was recognized that there are numerous data available at public institutions and YER-SIS uncovered these data. Meanwhile, the team meticulously worked on raw data to turn it into standardized and usable form. It is learned that data availability and quality are crucial aspects of such a project. It was experienced that such a partnership lead to positive externalities in that it encouraged institutions to increase data production and quality.
YER-SIS demonstrates an exemplary case for good governance and leadership. Experience and know-how of the previous phases should be transmitted to new members of the Team. Thus, it is understood that background documentation and guidelines play a vital role in transferring information to new members to maintain and improve the Project. YER-SIS confirms the importance of well-equipped experts and planning course of actions to achieve objectives of YER-SIS.",,"a:3:{i:0;s:5:""34930"";i:1;s:5:""34926"";i:2;s:5:""34927"";}","a:2:{i:0;s:5:""34922"";i:1;s:5:""34923"";}",https://youtu.be/0M5EMfmzTQI,https://youtu.be/EmjuLjpBTa4,
34914,"Initiative of Data Factor Market Development",https://oecd-opsi.org/innovations/initiative-of-data-factor-market-development/,21/10/2022,"Shanghai Data Exchange Corp.","China (People's Republic of)",local,"a:1:{i:0;s:11:""information"";}","Initiative of Data Factor Market Development",https://www.chinadep.com/,2021,"Shanghai Data Exchange (SDE) has initiated a new business racing track of data factor market. SDE has independently developed a data trading system named niDts Intelligent Data Trading System, which provides efficient, convenient, transparent and secure data trading services, enabling the market development of data as a production factor, and fueling the digital transformation of economy, life and governance.","At present, the global data volume is at the stage of speedy development. According to the statistics and forecast of Statista, the volume shall reach 2,142 ZB by 2035. From the perspective of the global data market size, IDC predicts that the expanse scale of it shall reach 29.83 billion dollars by 2024. In China, the data trading faces the challenges of data rights verification, mutual trust, the difficulty of supervision and the like, and the vitality of data circulation and trading is still weak. The founding of Shanghai Data Exchange the niDts system is committed to drive data factor circulation, release the digital dividend, and promote the digital economic development.
With building data factor market and boosting digital assetization progress as its missions, Shanghai Data Exchange positions itself as the maker of data trading standards, Organizer of data trading market, promoter of data assetization, raiser of data trading ecosystem and taker of data trading policies. With corporate management system adopted, Shanghai Data Exchange builds a “1+4+4” system to achieve the target of building a key node of global data factor allocation. ONE POSITIONING refers to build a nation-level data exchange; FOUR FUNCTIONS refers to quasi-public service, omni-digital trading, whole-chain ecosystem building, systems and rules innovation; FOUR FEATURES refers to standardizing rights confirmation, unified registration, concentrated clearance and flexible delivery.","a:3:{i:0;s:3:""194"";i:1;s:3:""876"";i:2;s:3:""211"";}","It's a brand new market of Data Trading. Shanghai Data Exchange, as a key functional institution to promote the circulation of data factor, to release digital dividend and promote digital economic development, has made fruitful exploration in terms of data rights, data product resgitration, compliance assessment model of data products, data product specification for consumers, data trading arbitration and etc.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","As of this date of the submission of 2022, Shanghai Data Exchange is still at the pilot run stage. SDE has made lots of achievements in data trading standards, regulations, guidance and methords. The niDts data trading system of SDE is now available for data products providers, consumers and thrid-party service providers, which has already provided efficient, convenient, compliant and secure data trading services, meanwhile steering diversified entities of data ecosystem to enrich data supply, and cultivating new business forms of data service providers. In addition, SDE keeps optimizing the systems, service models and exploring the new frontiers related to data, incuding digital assets, metaverse.","It is a giant project to build and develop Shanghai Data Exchange, and promote the advancement of data factor market. It involves multiple parties including government agencies, companies, research institutes, think tanks and the like. Data Factor Market is a new market, which represents the future of the economy and society. multiple parties join this course as it is so important in China to release the value of data via circulation and trading.","Data exists everywhere and everything in the digital era demands data. The value of data lies on social supply, application, data fusion of multiple source, etc. With the development of data factor market, companies are able to gain different sources of data to do analysis, to empower their business, to find new business tracks. Government agencies are able to lift the digital abilities and find new forms of governance. and the life of people shall become easier with smart use of data.","The result is that more companies espeically the traditional companies are willing to do data governance, organize data products to trade, and explore more using scenes of data. The issues of data compliance, data value assessment, data security, data application, data governance and the like are all under research, and some of them are solved. Governments are also more willing to explore new possibilities to trade public data for social supply.","Challenges are also popping up amid the development of the data factor market. data rights classification and verification, data product pricing, data assetization are major challenges at present. Experts are woking on the research of these challenges, and market-side practices are also prividing new angles to tackle these issues. Laws, policies and regulations, best case of data appliction are all highly demanded in the development process of data factor market.","
- Polices and rules are very important to be in place. Data is so important as it even influences the national security and personal privacy.
- Polices related to the rights definition and verification of data determine how far and how fast data circulation course can develop.
","This kind of innovation can be replicated by many countries and even for cross-border data circulation and global data factor markets. Standards, guidance, technologies, applications scenes, polices and rules, systems, business models shall be very useful in the future industries which we may not know.","
- Course for the public good in new ere needs exploration, bravery and widom. We have to think, but we also have to act accurately and timely.
- A great course requires efforts from different angles together, and it shall be realized as long as it for economic and social development.
- We make mistakes in new explorations, which is OK, as it is new, and exploration as long as we make progress, big or small, continuously in the process.
",,,,,,
34915,"Driver Advisory Council for Uber India",https://oecd-opsi.org/innovations/driver-advisory-council-for-uber-india/,21/10/2022,"Aapti Institute",India,local,"a:2:{i:0;s:10:""employment"";i:1;s:52:""Tech policy, platform governance and data governance"";}","Driver Advisory Council for Uber India ",,2022,"Aapti's the Driver Advisory Council (DAC) represents a new framework for engagement between gig workers and platforms in the ride hail space - a first of its kind initiative in India. The larger aim of this innovation is to create a mechanism for platform governance that focuses on gig workers rights, enabling participatory action and reflexive praxis. To this end, we’ve engaged with public bodies such as India’s NITI Aayog to socialise the DAC and its novel approach to platform work.","The pandemic has increased reliance on digital mediation, and ride-hail platforms have been critical not just in offering safe mobility options for all, including healthcare workers. The driving force were gig workers, specifically driver partners, who rose to the occasion enabling the normalcy in lives and livelihoods. Recognising the significance of drivers as the backbone of the industry, Aapti has instituted the 35-member Uber India Driver Advisory Council (DAC) - a unique, first-of-its kind effort in India. The creation of the council is aimed at promoting involvement of drivers in platform governance, through drivers’ participation in an independent third-party mediated forum.
For countries in the Global South plagued by unemployment and under-employment, platform-mediated work represent a compelling vehicle for employment - with over 500,000 driver partners are currently enrolled on the Uber platform; Aapti is also cognisant of the concerns around worker well-being in this rapidly evolving space. The DAC is a means for driver partners to connect with Uber, and importantly, with peers from across 6 participating cities in India. To ensure independence from Uber, Aapti established the first DAC, alongside formulating practices and principles for governance of the Council. In establishing the DAC, Aapti reviewed ~4000 applications from driver partners in 6 cities ( Bangalore, Chennai, Delhi-NCR, Hyderabad, Kolkata and Mumbai). The first DAC was held in person in Gurgaon in March, 2022, and driver earnings and support were the key themes for discussion. Following each Council meeting, Aapti establishes a framework for action with Uber to ensure fulfilment of key issues identified during each session. As a result, changes to the payment cycle, geolocation optimisation and upfront fare and destination were implemented following the first DAC session. The second DAC session was held in two parts in July - one meeting in Gurgaon with the Delhi, Kolkata and Mumbai members in attendance and another in Bangalore for members from within the city as well as Hyderabad and Chennai. Key themes that were examined during this process include social security of drivers, application level changes to Uber app, grievance redressal and support, among others.
Going forward, Aapti will anchor the DAC sessions for the next year and draw out actionable insights from discussions to implement planned changes to the Uber platform. The hope is to continue the independently-managed DAC over years, with a rotating membership of driver partners. Besides implementing immediate changes that have an impact on selected themes, we believe efforts such as the DAC have far-ranging societal benefits as well. Participative dialogue can help generate a body of evidence on issues faced by driver partners, to enable evidence-based, incremental revisions to regulations, as well as Uber policy and product. Empowerment of partner voices is intrinsic to enhancing quality of work and to this end, the DAC is innovative approach to platform governance in which Uber can work towards understanding partner experiences, manage attrition through proactive response, and engage with policy on worker well-being with evidence and experience. In fact, the DAC also marks a significant milestone for India’s mobility sector, broadening the scope for truly participatory decision-making in the platform economy.
Given the DAC's value as a powerful precedent, this model of engagement with gig workers is scalable and poised for implementation across the ecosystem of platform that have come to constitute the gig economy. The DAC and similar models represent an important conduit in bridging the gap between the lived experience of gig workers and forthcoming regulations for the gig economy. To this end, regulators are growing alive to alternative models for platform governance and promotion of worker welfare, championing models such as DAC as plausible pathways for governance of the platforms of tomorrow. Such a move is particularly salient given the regulatory obfuscation and vacuum which have come to define policymaking for the platform gig economy. Specifically, regulators in India - such as the Competition Commission - have already instructed platforms to formulate self-regulation guidelines on pricing and transparency.
Elsewhere, academics have championed a combination of self-regulation and government regulation to better serve workers' interests in the platform economy. Coalition-based formulations of self-governance which involves bringing together firms operating in the same industry (in this case, ride-hail and transport on demand platforms) are another emerging medium for regulation - with mechanisms such as the DAC representing an industry-wide standard for platform governance. The DAC heralds the promise of a better future for drivers, treasuring worker well-being as the guiding imperative of all the activities undertaken by firms.","a:5:{i:0;s:3:""613"";i:1;s:3:""619"";i:2;s:3:""320"";i:3;s:3:""317"";i:4;s:3:""217"";}","The DAC is innovative inasmuch as it represents a novel mode of engagement between platforms, gig workers and public agencies. More significantly, its innovative potential can produce gains at three levels:
- Business: The DAC helps enable increase in driver satisfaction leading to reduced attrition, provide avenues for channelling voice reducing risks of volatile actions and surface an opportunity to gather feedback and response
- Policy: Demonstrate self-governance through practice, intervene effectively in upcoming/planned policy changes with a body of evidence, frame the narrative on engaging with partners with learnings from experiences
- Societal: DAC supports conversations in safe environments for driver partner and rider communities alike, while enabling discussions on critical issues such as discrimination, health and safety
Fundamentally, the DAC is a focal point of contact between the worker community and Uber/platforms for channelisation of worker voices.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","As of this date of submission in Oct 2022, two DAC meetings have been convened and a third is scheduled for November 2022. The Council meetings are structured in a manner that allows for members to meet once every quarter in-person, with virtual calls serving as media to socialise interim updates from the DAC process.
The first DAC was held in Gurgaon, India in March, 2022, and driver earnings and support were the key themes for discussion. Following each council meeting, Aapti establishes a framework for action with Uber to ensure fulfilment of key issues identified during each session. As a result, changes to the payment cycle, geolocation optimisation and upfront fare display were implemented following the first DAC session. The second DAC session was held in July. Key themes that were examined during this process include social security of drivers, application level changes to Uber app, grievance redressal and support, among others.","The model of engagement proposed by the DAC was primarily developed by Aapti, with inputs from a community of scholars and practitioners studying platform-mediated gig work. Additionally, the DAC has benefited greatly from the experiences of teams running similar mechanisms within Lyft USA, Uber - Australia, Portland TNC, among others. While these efforts are largely concentrated in the private sector, they are born of a regulatory impetus to promote proactive self-governance by platforms.","Core stakeholders include: gig workers (drivers) who are the backbone of the platform economy; platforms that play the role of critical intermediaries in the ride-hail space; government which can leverage new models for platform governance like the DAC. Beneficiaries include:
- Gig workers - can participate and better inform the conditions of their work;
- Platforms - stand to gain trust from their body of workers and govt. for upholding workers' interests;
- Governments - promote self-regulation.
","Since the DAC was first launched in March 2022, 13 key issues have been resolved as result of discussions with DAC members. A few of these issues include: compensation for long pick-up, fare increases, daily payments (instead of weekly), freedom to switch between different types of service offerings, among others.
The results were evaluated through a framework for assessment developed internally by Aapti. This framework surfaces a rubric for Uber teams to prioritise the many issues highlighted during DAC meetings, furnishing appropriate timelines as well as explanations for their actions (whether an issue is resolved or not, and why).
Notably, the DAC has also sparked conversations about gig workers' welfare to the extent that it has generated momentum for notification of Indian Government's proposed Code on Social Security. The CoSS introduces a co-pay system to cover health and other benefits for workers.","Over the course of running the DAC this past year, Aapti has recognised certain challenges:
- The momentum for resolving key issues is variable, given that platforms are only now beginning to understand the problems at hand through conversations with drivers; additionally platforms contend with global supply chain challenges that disrupt timelines to implement planned changes to their applications
- Managing DAC members'/workers' expectations, in the context of fractured trust relationships is a slow, deliberative exercise that needs much reassurance from the part of Aapti which is the neutral, autonomous third party mediating the DAC arrangement
- Interest from government agencies to generate support for worker welfare initiatives is still nascent; consequently, demands a deeper engagement with the state of affairs in the platform economy and facilitate mediated conversations with platforms as well as gig workers
","In order to ensure the continued success of mechanisms such as the DAC, it is necessary to ensure support of the following nature:
- Policy recognition and endorsement: governments must overcome the current regulatory vacuum in the platform economy space to actively advocate for better worker welfare initiatives with greater participation from platforms and workers themselves
- Proactive enterprise leadership: exercising foresight on the part of leaders within platform firms is an important element of success in this context and empowered leaders can lend greater legitimacy to efforts like the DAC, heralding an era of responsible corporate governance
- Regulatory sandbox: Given the pronounced regulatory obfuscation around governance of gig work, it becomes imperative to contemplate and experiment with alternative approaches. Models like the DAC or coalition-based formulations that leverage ecosystem-level consensus on core issues affecting their industry can be explored
","The low-investment, high effectiveness attribute of the DAC model of engagement between platforms and its workers' is inherently poised for scaling and replication across a variety of sectors (beyond ride-hail) and jurisdictions. This is because models, like DAC, are anchored by civil society organisations, such as Aapti, that impart much needed autonomy to ensure an accountable framework of engagement between platforms and the larger community of gig workers.
More significantly, DAC and similar institutions focalise workers' voices and welfare in a milieu where their interests are seldom directly articulated/represented by the workers themselves. The DAC helps come paternalistic instincts to impose unilateral bans on platform-mediated work by foregrounding workers' experience as the guiding imperative for policy action.
Lastly, the model is sector-agnostic - any platform employing a gig workforce and contemplating responsible business practices can replicate the DAC mechanism.","While Aapti has led the DAC process for the past year, few emerging insights arise that merit exploration. For one, while the DAC helps identify gaps and opportunities for intervention through mediated discussions with workers, we continue to navigate the choppy waters that is access and impact - whether workers are truly empowered to participate in a forum such as the DAC.
Second, the DAC in anchored within Uber India's policy and business teams that privilege inputs from gig workers to guide their company decisions. While this is proactive and commendable, it is also voluntary and dependent on the interests of individual firms to undertake this model of engagement with workers'. Other firms must be encouraged to adopt similar mechanisms in their corporate governance strategies to ensure a level playing field for workers as well as platforms.
Third, policy support is crucial and process innovations such as DAC should find mention in future legislative framing for the gig economy.",,"a:3:{i:0;s:5:""35071"";i:1;s:5:""35073"";i:2;s:5:""35072"";}","a:3:{i:0;s:5:""35076"";i:1;s:5:""35078"";i:2;s:5:""35080"";}",,,
34929,Crea.visions,https://oecd-opsi.org/innovations/crea-visions/,21/10/2022,"Center for Hybrid Intelligence, Aarhus University",Denmark,other,"a:1:{i:0;s:9:""education"";}",Crea.visions,https://mgmt.au.dk/center-for-hybrid-intelligence/projects/creavisions,2020,"The Center for Hybrid Intelligence (CHI) has with partners such as UN’s AI4Good and the Danish People Climate Summit piloted a new AI powered game, “Crea.visions,” which allows the general public to collaboratively create and reflect on images of possible futures. Such accessible crowdsourcing of the concerns and solutions of the general public on both global and local complex socio-scientific problems could form a cornerstone in participatory democracy in the digital age.","With the emergence of global societal dilemmas, large scale public participation in the formulation and implementation of a wide range of local and global solutions is more important than ever. Yet, in many ways interest and perceived agency for such participation is waning rather than increasing, posing both a challenge to democracy and the globe. In response to this we created Crea.visions. an Artificial Intelligence (AI) supported game designed to let anyone in the general public blend images of a possible future.
The objective of the first 5 studies with this game and supplementary workshops is three fold
1) Lower the barrier for the general public in contributing to the dialogue on complex societal dilemmas.
2) help residents of cities around the world to envision the future of their city through AI powered image blending.
3) Demonstrate that custom AI models can be trained to adjust to local scenarios (crea.visions.Paris and crea.visions.Venice)
Crea.visions was first developed in 2020 with the United Nations AI for Good and ArtBreeder in order to raise awareness about the climate change challenge and the importance of reaching the UN’s Sustainable Development Goals (SDGs) (https://www.youtube.com/watch?v=SpFN7blPvhY). Since the launch of crea.visions, versions of the game have been successfully used in Denmark at the Danish Peoples Climate Summit in Fall 2021, in Middelfart, Denmark, in April 2022 with the Steno Science Museum in Aarhus, Denmark in May 2022 in Venice, Italy as part of ACM’s Creativity and Cognition Conference (https://cc.acm.org/2022/crea-visions/). Additionally, crea.visions will be used in a series of events in January 2023 as part of the international Learning Planet Festival in Paris (https://festival.learning-planet.org/).
In our work we combine citizen science methods (e.g. when the public voluntarily helps conduct scientific research) with participatory democracy (individuals influencing policy directly, not through voting) and human-AI co-creativity (humans and algorithms working together in a creative process). It involves multi-stake holder alignment and participatory design.
The first pilot with AI4Good was launched entirely virtually and resulted in 1624 submission. The remaining pilots have been released in connection with physical events. The Climate Summit version was played by +500 high school students at a Youths Summit as well as at the physical summit resulting in 237 submissions and prize ceremony hosted by the City Mayor in connection with the conclusion of the Summit. Crea.visions.Venice was organized with the Creativity and Cognition Conference and included a series of pop-up workshops in schools, bars and public venues and culminated in an art exhibition of the 16 most expressive submissions. This art exhibit will now travel world-wide with next planned appearance in Edinburgh in 2023 in connection with the Edinburgh Science Festival. Crea.visions.Paris takes the innovation even further by building in explicit gateways of civic action in collaboration with a selection of local NGO’s.
We were inspired by the online community around the project Artbreeder, in which visitors use the AI-trained models to generate and iterate on digital art generation. This has resulted in an amazing breadth of contributions some of which have been sold commercially. Our main innovation has been to adapt the user interaction to collective addressing societal issues.","a:7:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""220"";i:3;s:3:""876"";i:4;s:3:""373"";i:5;s:3:""217"";i:6;s:3:""302"";}","AI technologies have been developing at an amazing pace over the past decade. Perhaps one of the most striking examples is the emerging field of computational creativity in which algorithms autonomously generate human-level “creative” products such as visual art, poetry and music. This trend is most prominently seen in the explosion of research and technological outputs on text-to-x (image, video, etc) spearheaded by the release of Open AI’s Dall-E in January 2021 (OpenAI, 2022).
However, to-date, no one has specifically used these technologies to help the general public create solutions to local or global problems that they or their community is facing. Combining these cutting edge technologies with appropriate scaffolding has the power to change the way the public engages in dialogs about complex socio scientific problems.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The project has been deployed in several real-world settings and been subject to scientific study and validation and as such is ready for deployment and scale-up. However, with every new version of crea.visions player interactions are continually refined and features added supporting more intuitive interaction with the AI and deeper engagement in the particular dilemma. As an example, within the first game version, submissions consisted only of either a utopian or a dystopian image, whereas the crea.visions. Paris version will feature title, text identifying both the identified problem and the proposed solution as well as geotagging, discussions fora and links to further community action possibilities.","Citizens were involved in the every design iteration of crea.visions.
AI4Good (https://aiforgood.itu.int/) helped facilitate the first public launch.
The Mayor of Middelfart in Denmark and the Danish Peoples Climate summit helped facilitate the 2021 event
The Creativity and Cognition Conference helped facilitate the 2022 event in Venice.
The Learning Planet Institute will help facilitate the 2023 event in Paris.
The Carlsberg and Novo Nordisk foundations financially supported the project","'- Citizens were able to contribute their thoughts on the future
- Government officials are able to see what citizens/residents are interested in
- Civil organizations have an innovative means of engaging the pubic in their cause
- Researchers are able to study how co-creative tools can help support participatory democracy","In total, over the five events, more than 25,000 images have been produced.
Scientific studies of crea.visions have documented enjoyable in-game experiences and innovative and artistic reflections about city issues (e.g. climate change, tourist, deforestation). For example, the initial results from the 2020 launch were published in the Creativity and Cognition Conference
https://dl.acm.org/doi/fullHtml/10.1145/3450741.3466815. The main findings of these preliminary results show that crea.visions can facilitate a wide range of utopian and dystopian images and the creators intent of the images are recognizable by viewers.
The focus of the crea.visions event in Paris is to explicitly support pathways for sustained civic engagement from the game interaction and into the real-world. For this we are partnering with local NGOS in Paris facilitated through the Learning Planet Institute.
After Paris, emphasis will be to deploy in several communities at once.","Working at the state-of-the-art of AI-enhanced creativity support and massive digital civic engagement entails a large number of challenges. Technically, the AI needs to be trained with substantial amounts of visual material from the local context in order to smoothly generate locally relatable outputs. Designing intuitive ways of interacting with such AI systems is a huge outstanding challenge for us and the entire field and can only be addressed with iterative development and field testing.
Having established rewarding human-computer interaction solutions the interdisciplinary challenge of embedding this interaction into a meaningful social context had to be solved. Again, there are no standard off-the-shelf solutions and continual experimentation is needed. We have experimented with both monetary, extrinsic motivations in the form of prizes as well as intrinsic motivation stressing the opportunity of the participants to get a public voice in documenting their concerns and ideas.","At an individual level, all previous versions of the game have been an immense success documented by the overwhelmingly positive reactions and testimonials from all involved stakeholders. As the project transitions from pilot stage to full deployment more tangible success criteria documenting value-for-money need to be developed. This will involve documentation of sustained increased civic engagement of the participants and documentation of tangible civic suggestions and dialogues supported by the game interface.
This will require additional formal buy-in from the local, regional and global governing bodies to sanction such large scale efforts and welcome the resulting community inputs. For a truly large-scale deployment additional financial resources will required both for development and deployment support as well as technically for additional server capacity.","We have so far conducted 5 events with crea.visions in various capacities, always implementing new features and designing the game to be context specific. We are currently in the planning phases of crea.visions.Paris in January 2023 and crea.visions.Aarhus later on in 2023.
We hope to eventually partner with large organizations such as the UN to create large scale events that reach diverse and traditionally underserved communities
We welcome collaborators to co-create crea.visions events with us.","Working with state-of-the-art AI has been an immense motivator and technological challenge. The degree of technical expertise to develop and support such an activity should not be underrated. At the same time, the potential communicative power of utilizing AI for good is immense. Finding a proper way of communicating this “hybrid intelligence” interaction in an understandable way to the participants and other stakeholders has proven immensely rewarding for the project.
Another valuable lesson has been the immense eagerness of citizens from all ages and parts of the society to engage in these gamified activities. Working with eg. retired citizens in their 80’ies and observing them actively engage in the AI-interface and the surrounding real-world community discussion has been immensely rewarding.",,,,https://www.youtube.com/watch?time_continue=14&v=w0zJYf4M9jI&feature=emb_logo,https://www.youtube.com/watch?v=MAhKdkZYXUk&t=1s,https://www.youtube.com/watch?time_continue=4&v=cQtwVPk4-ik&feature=emb_logo
34939,"Climate Emergency Visual Action Plan",https://oecd-opsi.org/innovations/climate-emergency-visual-action-plan/,21/10/2022,"London College of Communication, University of the Arts London","United Kingdom",local,"a:1:{i:0;s:9:""education"";}","Climate Emergency Visual Action Plan",,2022,"Achieving carbon neutrality requires collective action involving businesses and residents and encouraging them to participate in local governance processes. The most immediate challenge to enable collaboration is to effectively communicate the multiple lines of actions and operational objectives. The Visual Action Plan gives a holistic overview helping public officers to collaborate internally and externally.","Prior research had shown that 88% of carbon emissions in Southwark were caused by actors outside of the local council. Dr Salinas’ research further highlighted that achieving carbon neutrality would require a Quintuple Helix of Innovation, which recognises the importance of collective action involving businesses and residents and encouraging them to participate in local governance processes. Using design-led approaches, Salinas, Alvaro Bravo Cole (Service Futures Lab, UAL)) and Tom Taylor (Senior Policy Researcher, Southwark Council) worked with Southwark Council’s Climate Emergency Department to develop a digital visualisation system that would afford a more holistic understanding of their Climate Emergency Strategy.
Southwark Council’s Climate Emergency Department found that the tool increased awareness of their role in achieving net zero, helping them plan and prioritise actions and activities. It also improved their ability to communicate policy intent and actions with external organisations, local businesses and residents, increasing awareness of the Council’s ambition to become net zero by 2030 and enabling new collaborations.
Driving awareness and improved recognition of objectives, actions and progress, the initiative offers other organisations opportunities to make their climate emergency action plans more accessible and collaborative. UAL’s Future Services Lab, in collaboration with Southwark Council, are currently exploring options to share the design system with other local authorities across the UK that aim to achieve net zero.","a:5:{i:0;s:3:""317"";i:1;s:3:""609"";i:2;s:3:""302"";i:3;s:3:""613"";i:4;s:3:""612"";}","Climate Emergency Action Plans are highly complex, involving multiple actors from across sectors. The most immediate challenge, to enable collaboration both inside the local government and with external organisations, is to communicate the multiple lines of actions and operational objectives. This information is held in different parts of the organisations, and in documents with diverse format and languages. The Visual Action plan provides a solution to this issue. This key innovation enables the delivery of Climate Emergency Action Plans by identifying which internal and external stakeholders are already involved, as well as those that should be, but are not.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Southwark Climate Emergency Visual Action Plan is now used by Southwark Council’s Climate Emergency department to continue with the iterative development of their action plan across the local authority. The innovation has been instrumental in identifying which of the 150 actions would be supported by UAL and has been employed to develop the brief for the UAL Climate Studio, supporting collaboration with external organisations around the development of the Sustainable Food Action Plan and leading to design-led public engagement informing local action plans. Southwark Council and Service Futures Lab will develop the Visual Action Plan into a digital service available to any local authority. The innovation facilitates communication of complex action plans that is required as a first step to enable collaboration with multiple stakeholders, which is widely recognised as a requisite to tackle complex challenges such as achieving net zero.","Public officers, policy researchers, design practitioners and design researchers collaborated to develop the innovation. Southwark Council’s Tom Taylor brought his deep understanding of local authority processes, whilst Alvaro Bravo Cole and Lara Salinas used their expertise to translate their understanding of these processes into visual diagrams.","The plan takes a people-centre approached, making the work of local authorities more accessible. The innovation has been used by Southwark Council to update their Action Plan and to develop a KE in-curricular activity involving 30 postgraduate design researchers, 4 local organisations and 100 local residents.","Southwark Council’s Climate Emergency Department found the tool increased awareness of their role in achieving net zero, helping plan actions and activities. It also improved their ability to communicate policy intent and actions with external organisations, local businesses and residents, increasing awareness of the Council’s ambition to become net zero by 2030 and enabling new collaborations.
Viewing the climate crisis as an opportunity to create a more just, inclusive and resilient place, the prototype that the team developed has been instrumental in identifying which of the 150 actions would be supported by UAL. It has enabled the adoption of design at a strategic level by Southwark Council, where the Climate Emergency department continue to use this innovation as part of the iterative development of their action plan. The initiative underpins the brief for UAL’s Climate Studio which forges close partnerships and supports local networks across London to co-create better places.","Climate Emergency Action Plans are highly complex, involving multiple actors from across sectors. The most immediate challenge, to enable collaboration both inside the local government and with external organisations, is to communicate the multiple lines of actions and operational objectives. This information is held in different parts of the organisations, and in documents with diverse format and languages. The Visual Action plan provides a solution to this issue. This key innovation enables the delivery of Climate Emergency Action Plans by identifying which internal and external stakeholders are already involved, as well as those that should be, but are not.","Working as a designer-in-government, Bravo Cole (UAL) joined the Climate Emergency team at Southwark Council for 3 months, reviewing and visualising all internal and external facing documents related to their strategic priorities and action plan. Together, the team coordinated and tracked 150 actions included in the Council’s original strategy. They then used the online visual platform, Miro, to iteratively develop a prototype that enabled Southwark Council to monitor and communicate progress against their actions.","Following the initial innovation, Southwark Council used the visualisation tool to 1) track progress and re-assess their original Climate Emergency Action Plan, 2) produce an updated, interactive and more accessible version of their original strategy, 3) identify strategic objectives that are better addressed through collaborative Knowledge Exchange partnerships. Southwark Council and Service Futures Lab will develop the Visual Action Plan into a digital service available to any local authority.","No organisation can achieve carbon neutrality on their own. The prototype used to create Southwark’s Climate Emergency Visual Action Plan informs ‘positive long-term behaviours’ as part of the UK’s Net Zero Carbon Emission objectives by communicating complex action plans and engaging multiple stakeholders to achieve a powerful people-centre approach to the climate emergency.",,"a:2:{i:0;s:5:""34935"";i:1;s:5:""34934"";}",,,,
34947,"LAB JUSTICE – Innovation and Culture Program",https://oecd-opsi.org/innovations/lab-justice/,21/10/2022,"Justice institute for financial equipments management",Portugal,central,"a:1:{i:0;s:12:""public_admin"";}","LAB JUSTICE – Innovation and Culture Program",http://https://justica.gov.pt/Noticias/Justica-cria-programa-para-capacitar-dirigentes-e-gestores-de-projeto,2022,"LAB Justice is the first executive education program, tailor-made for the Justice sector. With a customized learning journey, it was designed to help people working for Justice bodies address the challenges faced to deliver more efficient and people-centred services. Focused on three main areas – strategic management, digital transition and leadership in a context of change –, it aims to ensure the necessary skills to implement reform measures, namely those under the Recovery and Resilience Plan","Since the first decade of this century, Justice has been one of the areas most invested in the digital transition. Portugal was one of the first countries to implement electronic proceedings in the courts and to provide integrated service desks, such as the “On the Spot firm” or the “One-Stop House” service.
The increasing challenge to keep up with digital evolution as well as answering citizens' heightened expectations towards services sets the ground to go even further, moving towards a more People-centred model of delivering services. In the justice sector, these changes must be translated into technology innovations (better management tools; better interfaces for magistrates, secretariats, citizens and their representatives; more task automation; and more integrated services for businesses and citizens, among many other improvements); but also by ensuring that our human resources are at the centre of change by supporting the transfer and development of the necessary skills and knowledge into our organisations.
This enhanced ambition to accelerate innovation while consolidating the capacity to respond to a fast-changing world implies a change of culture and ways of thinking that go far beyond using and managing technologies. This means that innovation is not only about digital transition it is also, or mainly, about culture and people. At the same time, it is of utmost importance to overcome the hurdles in the execution of reforms and projects within the public sector, specifically in terms of their governance models and, due to internal human resources, skills or knowledge constraints, the dependency on external services to execute projects, which brings along problems of ownership and commitment.
Thus, to address these challenges and to promote a successful change that comes from the inside of the organisations, the Portuguese Ministry of Justice signed the first agreement with two of the major business schools in Portugal (Lisbon School of Economics and Management – ISEG and Nova School of Business and Economics – NovaSBE) to organize the Justice LAB, the first executive education program created from scratch and specifically designed to meet the real and current challenges of bodies and entities in the area of Justice.
Focused on three main areas (strategic management, digital transition and leadership in a context of change), Justice LAB is an advanced program of innovation and culture to develop the resources and skills that guarantee the operationalization of change and innovation. It will promote governance models with the right management incentives, will provide support on how to incorporate emerging technologies (such as artificial intelligence), manage information and assure transparency, as well as to provide organizational frameworks on how to involve managers and employees throughout the decision-making cycle, from designing to executing change processes. In the end, the goal is to instil in the participants a culture of innovation and act as a catalyst of change to deliver more agile, effective and accessible public services, centred on the needs of people and businesses.
The unique character of the Justice LAB lies in the fact that the Program changes the public sector project cycle paradigm, moving from a “top-down” approach, with the PA bodies being mere executors of projects prepared at the political level, and for which teams of external consultants are often hired to carry them out, to a paradigm that also values “bottom-up” approaches and fosters “ownership” of the bodies, i.e., where the entities are committed to the design and management of projects, with less dependence external competence to carry them out.
The program offers Justice bodies the opportunity to develop a Digital Transformation strategy that not only focuses on the incorporation of technology or the mere digitization of procedures hitherto carried out on paper, but a new fully-fledged organizational governance strategy, one that includes reengineering of processes, an agile technology architecture management, as well as the development of technical and management skills of the people responsible for operationalizing them.
The Justice LAB is being developed within the Justice Hub, a shared workspace that aims to promote cross-team collaboration and project-based work, by joining multidisciplinary teams from different justice entities and from other public administration areas, as well as external teams, and putting project managers, designers, and development teams working together on modernisation and innovation initiatives.
The Justice LAB and Justice HUB will mutually feed one another, offering a combination of high-quality learning with a space to experiment and collaborate that will have a long-term impact far beyond the current implementation of the RRP and will facilitate the necessary internal critical mass to enable organizations to consistently align and deliver long-term government and programs.","a:10:{i:0;s:3:""147"";i:1;s:3:""178"";i:2;s:3:""317"";i:3;s:3:""190"";i:4;s:3:""876"";i:5;s:3:""234"";i:6;s:3:""613"";i:7;s:3:""615"";i:8;s:3:""260"";i:9;s:3:""623"";}","
- For the first time in the area of Justice, the responsibility for executing projects with EU funding is associated with training on how to induce innovation and change necessary for this purpose;
- Designed according to the real challenges in the Justice area which need, e.g. to incorporate emerging technologies to manage information and their transparency;
- Focused on 3 areas that emphasize the attributes of problem-solving;
- Changes the paradigm of the project cycle in the public sector: from an approach in which the public bodies are mere executors without being involved in their design, and for which external consultants are hired to implement them, to a paradigm of internalization of competencies and project ownership, being committed to the entire project life cycle;
- An innovative training method which involves the combination of strategic planning and immersive sessions, with elements of practical application throug group projects and collaboration experiences
","a:1:{i:0;s:14:""implementation"";}","After the process of identifying the internal problems within the entities in the area of Justice and developing ideas and options on how to enhance the internal project management process, the Program is now in its implementation stage. The first edition of this unique training experience, targeting first the C-suite level, is already underway. The Justice LAB kick-off took place on October 17th, 2022 and the program will last 6 months","The Program is delivered by two Academic Partners, the Lisbon School of Economics and Management (ISEG) and Nova School of Business and Economics (Nova SBE) and counts with the participation of one hundred leaders and project managers from eighteen governmental bodies in the area of Justice in Portugal.","This first edition of LAB Justice is intended for leaders and project managers in the Justice sector, namely in the technological area, but also for managers from other areas in which we have identified the need for teamworking, knowledge and project management. We plan to extend this program to other profiles and needs, in articulation with the horizontal skills programmes for public innovation.
The Program will also leverage the Justice HUB, a centre dedicated to promote innovation in the publ","As mentioned before, the LAB Justice initiative has started very recently, and it is planned to be concluded in March 2023. So, it is still too soon to observe its impacts. During the program, the satisfaction of participants will be measured through questionnaires.
In the future, it is expected that this initiative will contribute not only to reinforcing the Justice bodies teams’ skills but also to help them find new approaches to operationalize innovation and change. By gathering one hundred professionals from 18 Justice bodies, it is also expected that this intensive education programme facilitates networking, and thus enhances collaboration and knowledge sharing.","Given the ambitious agenda of reforms and projects of the Recovery and Resilience Plan for the Justice sector, it is urgent to overcome difficulties in the execution of projects, namely in terms of governance models, knowledge management and the commitment to achieve the proposed goals.
Current governance models do not provide the necessary tools to adequately encourage managers and experts to get involved and commit throughout the life cycle of projects, thereby it is common for the externalization of competencies for the execution of these projects. So, training that develops the skills and critical mass that guarantee the operationalization of change and innovation from within is crucial.","The political will to invest in the capacitation of human resources and the financial resources to establish a partnership with two of the major business and management schools were the main conditions to successfully implement this innovation.","The program was customized to adapt the academic content to the reality of justice. The customization of content in the fields of strategic management, digital transition and leadership in a context of change is also transferable to various areas of governance and public administration. The methodology of the Program is, therefore, appealing not only for its strong practical component but also for being good practice in executive training for the Public Sector, in a transversal way. It can be adapted to the reality of organizations at different levels in Portugal, from local and central administration, as replicated by other public administrations/authorities in the EU and international context.
In this regard, we are already preparing new editions of this program, with a decentralized focus (i.e. taking place outside Lisbon), in order to make the initiative accessible to employees and services that are not located in Lisbon.","As mentioned before, the LAB Justice initiative has started very recently and it is still ongoing, so it is still too soon to take lessons.","We would also like to reinforce the fact we are already planning new editions of the Justice LAB program, with a decentralized focus (i.e. taking place outside Lisbon), in order to make the initiative accessible to employees and services that are not located in Lisbon.
This matters because not only will we be involving other prestigious educational institutions, located outside the country's capital, but we will also be expanding the program to include more participants and new subjects, ensuring that all justice personnel will have the opportunity to improve their skills and have an active role the innovation and digital transformation process underway in the area of Justice in Portugal.","a:4:{i:0;s:5:""34942"";i:1;s:5:""34943"";i:2;s:5:""34944"";i:3;s:5:""34945"";}","a:1:{i:0;s:5:""34946"";}",,,
34956,"myHealth mobile app",https://oecd-opsi.org/innovations/myhealth-mobile-app/,21/10/2022,"e-Government Center for Social Security Services (IDIKA SA)",Greece,central,"a:1:{i:0;s:11:""information"";}","myHealth mobile app",https://myhealth.gov.gr/,2021,"As part of a comprehensive strategy for the Digital Transformation of Health services in Greece, IDIKA which is a supervised body of the Ministry of Digital Governance, developed the myHealth mobile application. Via myHealth mobile app, citizens have access to their health data. MyHealth app introduces a set of modern health services to Greek citizens, reduces bureaucracy, ensures transparency, and lays the foundations for the development of new health and social security digital services.","ΜyHealth mobile app is an innovation as it is the first public mobile application in Greece, as an integrated service to the citizen, facilitating access to health services by providing ease of use and transparency and laying the foundations for the development of new digital health and social security services. MyHealth app is available for Android and iOS smartphones and integrates information for citizens, so they have full access to their individual health data.
MyHealth app interoperates with nationwide eHealth Information Systems, such as the ePrescription System, the Medical Certificates System, the National Vaccination Registry and the Medical Appointments System and provides the citizens access to their own and their protected members health data. Citizens can receive information through push notifications about the next available medicine prescription and diagnostic tests referral, while they have access to information regarding their diagnosis and medication through the prescription.
Parents and guardians have access to children's digital prescriptions and their regular vaccination schedule. It also provides reliable and valuable information such as notifications for preventive medical tests and medical appointments. Through myHealth mobile app, citizens can:
- Manage their Drug Prescriptions
- Overview their active drug prescriptions
- Overview their dispensed drug prescriptions
- See a list of drug prescriptions with summary details of each one of them (Prescription code, period of validity, number of drugs, type of prescription, etc.)
- By selecting a prescription or a medicine, detailed information is displayed for each of them respectively
- Selecting the Barcode of the prescription leads to a full screen display, so easier barcode scanning is achieved in the pharmacy
- Receive important information about their medication
- Manage their Diagnostic Tests Referrals
- Overview of their active diagnostic tests referrals
- Overview of their dispensed diagnostic tests referrals
- List of diagnostic tests referrals with summary information for each one of them (Referral code, period of validity, category of diagnostic tests, number of diagnostic tests, etc.)
- By selecting a referral or a diagnostic test, detailed information is displayed for each of them respectively
- Selecting the Barcode of the Referral leads to a full screen display, so easier barcode scanning is achieved in the diagnostic center
- Receive important information about their diagnostic tests
- Be facilitated in their interface with pharmacies and diagnostic centers
- Receive significant notifications regarding drug prescriptions and diagnostic tests referrals, such as the approach of the expiry date of these
- Manage personal data and the data of the user's protected members as well
- Manage Medical Certificates
- Overview Medical Certificates with summary details for each one of them (Medical Certificate barcode, period of validity, purpose of administration, etc.)
- By selecting a Medical Certificate, detailed information is displayed (Barcode, Doctor’s Details, Health Unit, Content of the Medical Certificate, Status of the Medical Certificate)
- Manage user's children’s vaccinations
- Overview of their children performed and scheduled vaccinations
- Notifications and reminders for scheduling a new vaccination
- Have reliable and valuable information such as notifications for preventive medical tests and medical appointments
As a next step we plan to enrich myHealth with diagnostic tests results and hospital discharge letters. It is the first time that citizens have access to their own health data via their mobile device and our vision is to enrich further this data, so that eventually myHealth will evolve so that citizens can access their entire electronic health record via their mobile device.","a:8:{i:0;s:3:""621"";i:1;s:3:""620"";i:2;s:3:""618"";i:3;s:3:""617"";i:4;s:3:""181"";i:5;s:3:""194"";i:6;s:3:""876"";i:7;s:3:""283"";}","This is the first time in our country that the citizens have access via a mobile application to their health data and they can
- Manage their Drug Prescriptions
- Manage their Diagnostic Tests Referrals
- Be facilitated in their interface with healthcare providers
- Receive important information and push notification concerning their prescriptions, vaccinations and medical appointments
MyHealth mobile application has been implemented in such a way that it can be easily enriched by other sources of health data, through appropriate interoperability, so that citizens can gradually access more information, and ultimately via myHealth citizens can access their entire individual electronic health record.","a:1:{i:0;s:14:""implementation"";}","MyHealth mobile application was implemented by IDIKA and was launched in August 2021. Currently MyHealth app provides citizens access to their health data, concerning drug prescriptions, diagnostic tests referrals, medical certificates, children’s vaccinations and medical appointments. In the near future, citizens will have access to their diagnostic tests results and their hospital discharge letters. Additional data will gradually be added to the application, so that citizens can access all their information in one place, quickly, easily and reliably.","The application was implemented by IDIKA with the partnership of the consortium of contractors OTE-BYTE using specialized ORACLE services and tools.","Through myHealth mobile app, citizens have access to all their electronic drug prescriptions, diagnostic test referrals, medical certificates and children’s vaccinations, registered for their Social Security Number (AMKA).","So far about 300.000 citizens have installed the application in their cell phones. MyHealth is visible to Greek citizens, who have already integrated the new digital tools to their everyday life.",,,"The application will gradually be enriched with more data so that users have access in all the information related to them in an easy, fast and reliable way through a unique access channel. Citizens' access to their data is very important and essential nowadays. In particular, citizens' access to their health data, on the one hand, promotes transparency, and on the other hand, facilitates better management of their health.
MyHealth mobile app seems simple and its simplicity is what makes it so important and useful for citizens. Similar solutions could be replicated by other countries and also they could be applied to other sections of personal data as well, always taking care to secure personal data.","What we learned while developing the myHealth mobile app was that apps aimed at citizens should be simple, understandable and easy to use.
The simpler they are, the greater their impact and the more they will benefit both citizens and the state.","IDIKA was awarded for developing the MyHealth application, in the context of the World Conference on Innovation and Technology of WITSA. In particular, the distinction concerns the 1st prize in the ""Innovative Health Solutions"" category for the Public Sector. The award was received by the President and Managing Director of IDIKA. The WITSA World Innovation and Technology Conference was held for the year 2022 in Malaysia, with the participation of more than 4,000 delegates from over 80 countries.",,,,,
35005,"Remote Inspection",https://oecd-opsi.org/innovations/remote-inspection/,21/10/2022,"Ministry of Tourism","Saudi Arabia",central,"a:1:{i:0;s:7:""Tourism"";}","Remote Inspection",,2021,"First platform in the industry which support standalone and integrated workflow solution for any inspection,which leads to increased efficiency,security,and accuracy of inspection operations through virtual-inspection capability that enables the inspection teams to work remotely and reduce the need for field visits and addresses some pain points which includes inconsistency in quality,time consumption and resource management.stakeholders include Inspectors, Schedulers ,System admin,inspected org","The Ministry of Tourism is currently facing some challenges within its inspection ecosystem which includes inefficiency with employee’s time & effort, inconsistency in quality difficulty in maintaining the same accuracy of inspection, time consuming in the time taken to close cases is long due to the increasing number of tickets at some periods, resource management each resource manages to complete only 4-6 inspections daily while each visit takes up to 2 hours. By introducing the digital remote inspection, we are able to address all the challenges being faced. We will increase efficiency, security, accuracy of inspection operations through a virtual-inspection capability that enables the inspection teams to work remotely and reduce the need for field visits. Inspectors will save time in conducting the inspection as they will no longer have to visit the site which will intern increase the number of inspections that can be performed in a day. The quality of the work being done will increase as inspectors will increase the number of inspections therefore, they will have more experience in conducting the inspection.
remote inspection is the first platform in the industry which support standalone and integrated workflow solution for any type of inspection, which leads to increased efficiency, security, and accuracy of inspection operations through a virtual-inspection capability that enables the inspection teams to work remotely and reduce the need for field visits, also the platform uses standard web interface to minimize the requirements of accessing devices and removing the need to install specialized software.
The goal of the digital remote inspection is to:
- Build connected digital tourism ecosystem that promotes new tourism offerings
- Deliver state of the art digital products & platforms, enabled by emerging technologies
- Deliver on digital technology transformation with value realization
The platform offers a set of functions to cover the needs for all stakeholders including (Inspectors, Schedulers, System Admins, Agents, Inspected Organizations Representatives). Inspectors benefit by conducting the inspections remotely as they will no longer need to visit the field and it will save time. Inspected organizations benefit due to the reduction in time taken to conduct the inspection which leads to no wait time from requesting the inspection to it being completed.
The future inspection initiative aims to increase efficiency of inspection, quality controls & compliance across the tourism ecosystem, by digitizing and automating inspection planning & activation, implementing smart inspection tools & digital technologies, & exploring new business model in crowdsourcing & collaboration with other government entities. The sector is expected to continue to grow over the next three years by nearly 25% therefore, we envision migrating from remote inspection to smart inspection which entails the use of emerging technologies in the indoor\outdoor inspections to monitor property operations in real time to ensure every property complies to quality standards.","a:9:{i:0;s:3:""876"";i:1;s:3:""156"";i:2;s:3:""178"";i:3;s:3:""184"";i:4;s:3:""194"";i:5;s:3:""257"";i:6;s:3:""623"";i:7;s:3:""612"";i:8;s:3:""614"";}","The inspection system was previously manual, and inspectors had to physically visit the site. We had Difficulty in maintaining the same accuracy for inspection, employee’s time & effort are spent in labor intensive inspection tasks, The duration taken to close cases is long, Resources manages to complete only 4-6 inspections (daily) while each visit takes up to 2 hours, The associated cost is comparatively high since there is a need to hire many employees.
This unique solution allowed the Ministry of Tourism to address these issues. During covid while physical presence was reduced this innovative solution was being developed. Inspectors using technology to be able to inspect from their home or place of work. It used the collaboration of systems, inspectors, and Inspected Organizations Representatives to conduct the inspection. The representative would take a tablet and open an application and turn on their camera showing the inspector on the other side all that he needs to inspect.","a:1:{i:0;s:14:""implementation"";}","The innovative solution was implemented and ongoing but during that time Ministry of Tourism management decided to halt the solution and develop it into smart inspection. This entails outsourcing inspectors through Gig economy concept. The ministry would request freelancers to inspect through a platform which would spread the inspectors around the Kingdom reducing the time needed to inspect. It will also increase the number of resources available while increasing the number of jobs for the citizens.","We partnered with Total Technical Triangle a leading technology provider to implement “VuSpex NOW system. They developed the workflow solution for Ministry of Tourism inspection activities. They provided Ministry of Tourism with automation for the remote concept.","Affected users are inspectors, reviewers, inspected organizations, administrators, schedulers. Inspectors were affected in a positive manner where they can conduct an inspection from anywhere that has an internet connection& it reduces the time required to finish the task. Technical reviewers no longer need to visit the location as the system automatically saves the inspection interaction. Inspected Organizations can get their inspections done in a fast manner while not having to wait for availability.","Ministry of Tourism has a continuous analysis that is conducted to measure multiple performance indicators. Higher productivity which allows more inspections to be completed in a shorter time frame. KPI’s are in place to measure the number of inspections being conducted on average per day. There was an increase in 2-3 inspections a day after introducing the digital remote inspection solution. In addition, we have noticed an increase in accuracy with the reporting as all inspection processes and inspection media, results, communication, etc. are archived.
The result we expect in the future are zero mistakes in the inspection process. Also, the average number of inspections increase to 10 per day. Enhance compliance to standards with saving all information and data digitally. Eliminate unethical behavior.","Inspectors faced challenges with connectivity in the workplace as multiple inspectors were conducting inspections at the same time. The live inspection video was lagging which led to the Ministry upgrading the internet to ensure fast connectivity. A hand full of inspectors were not digitally savvy which led to additional trainings and qualifications. Therefore, in the initial implementation phase the number of inspections being conducted were reduced. The training sessions should have lasted longer for all inspectors to learn. Training sessions have increased, and the training period grew from two weeks to a month. This ensured that all inspectors were ready.","To be successful in an innovation solution we needed to ensure that the policies and regulations are defined and clear. Organizations can ensure that when facing uncertainty, they are able to follow the policy. Leadership and guidance are required to ensure the workforce are following the correct direction. Training and qualifying resources to be able to adopt new technologies and innovative services. It allows for a smooth transition to a new way of doing things. Vendors to support with maintenance and operations for the initial implementation phase and with continuous improvement","The innovation solution can be replicated in many operational aspects of services. Using internet connectivity to conduct a service from any location. The remote solution is being used in multiple organizations to inspect schools, buildings, place of business, etc. The ministry has currently adopted the remote concept to conduct interviews for the tourist visa process. They are planning on expanding the number of services that will be using the remote concept. For example, travel agencies and tour guides.","Issues always occurs when creating / introducing a new innovative concept. We faced connectivity issues but learned from our challenges when introducing the concept to a different operational service.
In addition, we faced challenges with resources adopting the remote concept as a few were used to physically inspecting. We created an additional training for resources that were not tech savvy. Once it was introduced the workforce were efficient and excited to start a new way of business. Inspected Organizations Representatives were onboarded to video the inspection location without understanding how the system works. The representatives weren’t doing a good job as it wasn’t clear to them the reason behind it. In their training we introduced how the system works and the reason behind it, once that was introduced, they were motivated and were doing a great job.",,"a:3:{i:0;s:5:""35074"";i:1;s:5:""35075"";i:2;s:5:""35077"";}","a:2:{i:0;s:5:""35079"";i:1;s:5:""35083"";}",,,
35011,"Startup GOV.BR Program",https://oecd-opsi.org/innovations/startup-gov-br-program/,21/10/2022,"Ministry of Economy",Brazil,central,"a:1:{i:0;s:12:""public_admin"";}","Startup GOV.BR Program",,2021,"The Startup GOV.BR Program aims to accelerate strategic digital projects at federal government in an unprecedented and innovative way. By providing technological tools, allocating professionals and assisting them to adopt agile methodologies, it supports a 30-crosscutting-project portfolio with several federal agencies. The initiative has promoted a paradigm shift in the management of public digital solutions, incentivizing agility, resilience and value generation for citizens and general users.","The Digital Government Secretariat (SGD) has the mission of coordinating and executing the Digital Government Strategy of the federal government. This work resulted in more than 4,000 digital services available on the Brazilian portal GOV.BR to more than 138 million Brazilians registered with GOV.BR accounts. During the follow-up process with the various federal agencies, SGD noticed some gaps to leverage advances in digital government, including the low capacity to execute strategic projects in some federal agencies. To address this issue, the Ministry of Economy sought to select 350 IT professionals to be temporarily hired by the Federal Government.
In order to optimize the allocation of these professionals and to maximize deliveries, the Startup GOV.BR Program was designed by the federal government. It was inspired by agile models of development of technological solutions from the private sector, such as the Spotify model. It is called Startup GOV.BR based on practices and routines of startups and seeks to apply them in an inaugural way in government projects.
The Program aims to accelerate digital projects and consists of a structured offer of technical support composed of technological tools, specialized human resources and methodological guidance for the agile management. Each project supported by the Program involves the formalization of a tripartite cooperation, including the SGD, the Secretary of State Modernization (SEME) linked to the Presidency, and the requesting organization. In this partnership, the sectoral agencies are responsible for the execution of the project and for the management of the professionals allocated to the project. SGD provides technological platforms, information technology professionals, support and guidance for the use of agile methodologies in the project. In addition, SGD together with SEME carry out the monitoring of the execution of the established goals.
To execute the projects, multidisciplinary teams are allocated according to the needs of the project and availability of professionals. Seven professional profiles were hired: project manager, process analyst, user experience specialist, information security specialist, infrastructure specialist, data scientist and solution developer. As a result, the Program supported more than 30 transversal projects since 2021 in several federal agencies of various sectors, among which, we can mention: the Digital ID, the advances of GOV.BR portal, the Student Journey application, the Eletronic Prescription of Medicines, and others.
It must be emphasized that the Program presents innovations in its design and purpose, in its tripartite governance, as well as in the management, execution and monitoring of supported projects. The Program was able to promote the adoption of agile development of public solutions, based on multidisciplinary teams for higher quality deliveries, contributing to a more flexible and resilient context in organizations.
So, the Program has been promoting not only the acceleration of strategic digital transformation projects, with quick deliveries, but also promoted a change of mindset in relation to projects aimed at incorporating technology into public services. It represents a paradigm shift in the management of digital transformation projects, seeking continuous, incremental deliveries focused on generating value for the citizen, even in a scenario of substantial resource constraints. Unlike other initiatives, the Startup GOV.BR Program has incentivized the startup culture within the federal government. This is more than a project delivery, that's an important cultural legacy to Brazilian public sector.","a:4:{i:0;s:3:""876"";i:1;s:3:""211"";i:2;s:3:""623"";i:3;s:3:""305"";}","Startup GOV.BR includes innovations in its design, purpose and management process. Inspired by agile models from the private sector, the Program was created to support digital projects, aiming to fill the capacity gaps and to promote a cultural shift in public sector.
To manage the Program, a unit at SGD was created to act as the intelligence center of the Program, intervening quickly when necessary, escalating the issues to the competent authorities, dealing with bureaucratic procedures, managing a flexible UX team, and expanding the improvements and learnings to the portfolio.
The Program is based on practices and routines of startups and seeks to apply them in an inaugural way in government projects in various sectors. It is also similar to initiatives for the acceleration or incubation of nascent ventures. Thus, the Startup GOV.BR Program has incentivized the startup culture within the federal government and generated an important cultural legacy.","a:1:{i:0;s:14:""implementation"";}","Startup GOV.BR is at the stage of implementation. Since 2021, more than 30 cross-cutting projects with many federal agencies from various sectors have been supported. The Program focuses on initiatives with significant number of beneficiaries, potential for economic or social development, or substantial savings to the public budget.
Currently, the Startup GOV.BR program has 30 projects in portfolio in the following stages: 15 are in operation phase (when the solution is available to users); 9 are in development phase (when they are developing the solution, based on agile methods, and with the possibility to start operation in 2022); 6 are in the diagnostic phase (when they are designing the project, and which precedes the developing stage).
Strategies for making the solution available to the population can include pilots with a limited audience, release of incremental modules with tests and continuous improvement until the solution is delivered in its full version.","Startup GOV.BR has governance rules and procedures that include the Ministry of Economy (SGD) and the Presidency (SEME) supporting the projects from the beginning to end. The projects are presented by the federal agencies and go through executive meetings with a committee formed by SGD, SEME and the requesting agency.
During the development phase of the projects, research and tests are carried out with users, organisations and stakeholders involved in the sector, which may vary greatly.","The Startup GOV.BR Program aims to support federal government agencies that have strategic digital transformation projects and which do not have the capacity to fully develop them without the support and guidance of central agencies.
By providing this support, Startup GOV.BR have reached millions of Brazilian citizens and companies that interact with the federal government and have benefited them with higher quality services.","More than 30 projects with important impacts on society and economy, have been supported by the Program. Among them are:
- Digital ID and its new features
- GOV.BR portal, with recommendations and other features
- Sou GOV.BR application – relationship platform with civil servants
- Super GOV.BR solution – process and document management platform
- the new app and portal of Single Registry for social benefits
- Student's Journey app
- the Inclusion Registry – unification of databases on people with disabilities for benefits,
- Paperless Port system and the Electronic Transport Document (DTe) – both related to the simplification of journeys in the infrastructure sector,
- Electronic Prescription of Medicines, and others.
In addition, the culture change promoted in supported agencies is a breakthrough. The focus on results, quick deliveries with continuous improvement, prioritization of users' experience and agile management are significant legacies for public sector.","Considering its innovative character, great challenges presented throughout the implementation of the Program, but three were the major ones.
- The first challenge was the provision of technical capacity for the projects. Ministry of Economy intended to hire 350 IT professionals. However, the vacancies were not fully filled and the evasion of hired professionals remains strong. Dealing with it has demanded flexibility and intelligence in the management of the Program to keep its deliveries in short term and in the due quality.
- The second challenge was to create an efficient governance to monitor many projects in various agencies. It was necessary to create a new unit, which started with few professionals and had to evolve quickly along with the execution of the Program.
- The last challenge relates to difficulties some agencies had to operate in an agile basis. A couple of projects had to be suspended mainly because the agencies could not perform with the expected agility.
","Many factors contributed to the success of the Program.
- The first refers to the selection process. It included: (i) objective criteria, including potential impacts and beneficiaries; (ii) the structure of the project, with deliveries aligned to resources; (iii) the choice of dedicated technical leaders.
- The second refers to the human resources model, which included the allocation of multidisciplinary teams to the projects. It contributed to the agile management and focused on generating value for users.
- The third was the governance involving the agency, SEME and SGD. It brought not only new professionals and support for project management, but also a monitoring process that helped to strengthen the commitment to the project execution.
- The last factor refers to the capacity and resilience of the professionals, teams and leaders involved. They showed capacity to work according to the new model and to collaborate for its continuous improvement, which was pivotal to the success.
","Startup GOV.BR was designed and applied to Brazilian federal government and has not been replicated to other contexts yet. However, it has potential to be replicated or to inspire other initiatives that aims to adopt agile methodologies to public sector, specially to digital solutions development.
The Program has been continuously improved and can be expanded at federal level in Brazil too. It can also be a model to other subnational initiatives as well as international ones.","At the beginning of the Program, allocated professionals should work exclusively on the projects. However, with the shortage of skilled labour, adjustments were necessary. Now some professionals work on more than one project or on specific demand, migrating to another project or demand as soon as the task is completed.
To enable this optimization of resources, the flexible, fast and smart performance of the Coordination that monitors and manages the Startup GOV.BR project portfolio has become even more essential.
Ultimately, the Program brought important lessons about using agile methodologies at public sector. In a short period, dozens of federal agencies were stimulated to adopt a new approach to develop digital solutions. Even though it was necessary to orchestrate a complex set of resources to do so, Startup GOV.BR demonstrated that agile methodologies helped to accelerate the rhythm of solution development and to improve the quality of deliveries.","As additional information, SGD continues to provide and improve technological resources through centralized tools that enable the digital transformation of the federal government, including for Startup GOV.BR projects. Among these tools are the GOV.BR single login, the electronic signature, the various APIs that enable data interoperability between different agencies and systems, etc. These tools are generally made available free of charge to federal agencies and SGD manages centralized contracts with technology providers.
Furthermore, the Startup GOV.BR Program does not have specific budgetary or financial resources for its execution. The support includes the allocation of personnel, methodological support, and technological tools already available to all agencies. The Program support does not replace specific software development contracts, nor does it involve the transfer of budgetary or financial resources between the agencies.",,,,,
35017,"Regulatory Evaluation Platform",https://oecd-opsi.org/innovations/regulatory-evaluation-platform/,21/10/2022,"Transport Canada",Canada,central,"a:1:{i:0;s:9:""transport"";}","Regulatory Evaluation Platform",https://tc-rep.kpmg.ca/,2020,"As part of Gov. of Canada ininitiatives to measure regulatory burden, ministries have to report their Administrative Burden Baseline (ABB) a metric calculated using a decision tree based on the text of regulations. This is a long and tedious process that requires combing through regulation and manually parse individual provisions. The Regulatory Evaluation Platform automates that process (it takes seconds v. weeks when done manually) and makes it more timely by allowing for weekly refreshes.","What is problem the innovation solves? The complete lack of a timely metric about regulatory red tape and the cost (on a GDP basis) of complying with regulation. What is the innovation? Using NLP (natural language processing) - a branch of AI - to automatically calculate regulatory burden metrics from the text of regulations, and correlate the evolution of regulatory burdens over time with GDP statistics in order to measure how increased regulatory burdens impact the industry. Individual regulatory provisions are also matched to industry sectors (using NAICS - North American Industry Classification System) so that users can monitor the evolution of regulatory burdens for specific industry sectors. Finally, it also tracks and counts ""incorporations by reference"" namely regulations that refer to third-party standards (eg ISO norms), thereby including them by reference in the regulatory corpus.
The objectives or goals of the innovation are to significantly speed up a previously manual process that took so much time that it could not provide with accurate and timely measure of the evolution of regulatory burden.
The beneficiaries of the innovation are:
- The government, in that it (1) speeds up an impossibly tedious tasks (2) allows for the process to be done weekly as opposed to yearly, thereby providing a much more contemporaneous and vivid visibility over the evolution of regulatory burden across ministries.
- Industry: In that the government now has a timely tool to monitor how regulation can negatively impact industry performance.
How is the innovation envisioned for the future? For example, how will it be institutionalised in its current context? How will it scale even bigger? We aim for broader adoption of the metrics generated by the platform in the measurement to monitor regulatory burdens. We aim to ingest regulations from other jurisdictions for benchmarking purposes. We want the platform to support bills and draft regulations so that the evolution of regulatory burden can be anticipated before formal adoption and that the metrics generated by the platform be part of the broader regulatory impact analysis process.","a:3:{i:0;s:3:""147"";i:1;s:3:""320"";i:2;s:3:""302"";}","Regulation is the code that runs society. Similarities between computer code and legal code have been pointed out by academics before (eg. Larry Lessig's ""code is law""). Yet, one type of code is developed using agile methodologies (interative roll out, prompt feedback, quick adjustments, maximise value creation) and the other one relies on an arcane process where almost nothing is measure and feedback takes a long time to come in and only through untimely and complicated processes (court decision interpreting the text of regulations, industry consultations, lobby, elections) that amplify the voice of the biggest firms and silences small entreprises and individuals for lack of resources to contribute to consultations. The REP is part of much broader journey towards the agile regulator and provides a first timely signal about how regulation (based on metrics inferred from their text) is likely to impact the economic performance (based, for now, on GDP metrics).","a:1:{i:0;s:14:""implementation"";}","Working product available on a live website.","
- KPMG => technical expertise (AI, NLP, full stack dev), subject matter expertise in legal information and legal technology
- Transport Canada => subject matter expertise in the development of metrics, validation, development of use cases and personas
- Statistic Canada => Supply of the economic model that correlates regulatory burden with GDP
","
- Citizens / Citizens: Their governments have a tool to measure regulatory burden and ensure that, for instance, the regulatory stock doesn't inflate to a point where Canada's economic competitiveness is impacted.
- Government officials: Speeds up significantly the job of inferring regulatory burden from text.
","What results and impacts have been observed from the innovation so far? Increased discussion over regulatory burden measurement, appetite for tracking of incorporation by reference and measurement of other types of metrics and signals.
How have the results and impacts been measured (e.g., methodologies used)? Validation with SMEs in the government. Statistics Canada premilinary (to be published) research that validated some hypotheses (eg that increased regulatory burdens correlates with lower GDP, among other stats).
What results and impacts do you expect in the future? Accross the board adoption adoption of the metrics generated by the platform for regulatory measurement.
To the extent possible, please indicate the tangible or numeric results. Provides 50 times more data about regulatory burdens (ie weekly refreshes v. yearly refreshes). Automates a process that took two weeks before for more than 1 FTE, so at least a millionth increase in efficiency (from 2 weeks to a second)","What challenges have been encountered?
- Industry matches depend on the text of the provision, which can't always be mapped to a specific industry. There is no training set that can be used to train an AI algorithm with supervised learning techniques.
- Initially difficult to validate given that this is new data that can't be benchmarked (resolved with significant SME involvement and GPD correlations to validate hypotheses).
","Strong support from government sponsors who believe in the necessity to innovate in the space and are not only willing to fund development, but also to allocate a lot of their time to validation, interation and design.","We are currently in the process of ingesting regulations from the Quebec government. This is a first steps towards creating algorithms and matchers that are more agnostic and can apply to other languages than English and to a different legal system (Quebec is a civil law province and while its statutory law acts is theoritically no different from statutory law in common law provinces, legislative drafting techniques are different and influenced by civil law drafting techniques).","
- Need for a strong commitment and vision from government sponsors;
- There is a lot of room for improvement in regulatory drafting, measurement of regulatory efficiency and burden (we discovered that there's a lot more to do);
- The potential for improving society through a more agile regulatory process is immense.
",,,,,,
35022,"BERDI: An interface to navigate 20 years of environmental and socio-economic data",https://oecd-opsi.org/innovations/berdi-an-interface-to-navigate-20-years-of-environmental-and-socio-economic-data/,21/10/2022,"Canada Energy Regulator",Canada,central,"a:1:{i:0;s:16:""Energy Regulator"";}","BERDI: An interface to navigate 20 years of environmental and socio-economic data",https://apps2.cer-rec.gc.ca/berdi/,2022,"Governments are buried in hard-to-search PDF documents that hold data with great value for citizens, scientists, and public servants. At the Canada Energy Regulator, we developed data science methods to liberate 20 years – and tens of thousands of kilometres – of environmental and socio-economic data from over 1900 PDF documents from oil and gas pipeline applications. We made it easy to search and explore this data in our powerful and user-friendly search tool, BERDI.","“BERDI” (Biophysical, Socio-Economic, and Regional Data and Information) is a new search tool from the Canada Energy Regulator (CER) that provides easy access to regulatory data on Canada’s land and water, weather and wildlife, species at risk, environmental protection, public safety, and more. It allows users to easily search data from environmental and socio-economic assessments submitted to the CER as part of pipeline applications since 2003. It includes more than 14,000 tables, 1,800 figures and 4,000 maps.
This information was previously only available in PDF documents in the CER’s regulatory document repository, REGDOCS. BERDI unlocks this data, using data science and design to make it easier for anyone to explore data across multiple projects. Data is pulled from Environmental and Socio-Economic Assessments submitted to the CER as part of pipeline applications and stored as PDFs in the REGDOCS area of the CER website. From BERDI’s main page, users can use keywords and filters to define searches, view results, and download data. BERDI could (for example) be used to identify long-term Caribou migration patterns, study the erosion effects of Canadian waterways, and analyze the effectiveness of environmental protection measures.
The BERDI team was challenged to develop a method to extract and categorize information from nearly two decades’ worth of individually structured and formatted PDF documents. CER data scientists created a process to extract tables, figures and maps from environmental and socio-economic assessments using open-source libraries in the Python programming language. All code is open source and available on the CER's GitHub repository. The team also used a semi-automated approach to identify sensitive information in the data and remove it from search results. An Algorithmic Impact Assessment of the automated decision making was completed to ensure compliance with government policies, ethics, and administrative law. Meanwhile, the BERDI team used a human-centered approach to design the search interface. BERDI supports focused keyword search and exploratory search styles and provides contextual information.
BERDI provides easy access to information about the ongoing changes in the environment that have long-lasting impacts on the environment and the health and well-being of Canadians. BERDI can make it easier for people to participate in the CER’s regulatory process by providing better access to helpful information that informs the dialogue on climate change and leads to better decisions in the future. BERDI will also be of interest to scientists, researchers, academics, fulfilling an imperative for open regulatory proceedings, and of use to government agencies, Indigenous Communities, and other Canadians. BERDI is being considered as a product at the CER. As such, we plan to continue growing its data set and to continually improve the interface in response to feedback and evaluation.","a:5:{i:0;s:3:""611"";i:1;s:3:""302"";i:2;s:3:""623"";i:3;s:3:""621"";i:4;s:3:""303"";}","This project is novel within the CER in that it uses automatic approaches to mining regulatory documents to benefit external users. It is innovative in the Government of Canada in that it goes beyond the expectations of Open Government initiatives. It does not stop at making data available as structured files. It also provides a rich interface for searching and exploring the data. Academics aiming to conduct large scale studies and stakeholders that are familiar with CER processes can search, filter and find data of interest. Meanwhile, users unfamiliar with regulatory matters can easily explore and learn about the data.","a:1:{i:0;s:10:""evaluation"";}","BERDI launched externally in September 2022. Processes are in place to continuously improve the product going forward, taking into consideration ongoing feedback, analytics, and targeted evaluations with users, such as scientists, academics, Indigenous communities, and government agencies. New data will continue to be added twice yearly as new pipeline project applications are submitted. Lessons from this project are already being considered for future projects in the organization, particularly on the topic of how incoming data can be structured to better support the organization’s needs.","We conducted interviews and usability studies with academic and industry researchers, environmental scientists, staff from other Government of Canada agencies and internal CER staff. The interviews confirmed that sharing environmental and socio-economic data in a user friendly, searchable way could be of use to a wide audience. One environmental scientist noted that “Universities are starving for information on the change of earth processes [to help understand cumulative effects].”","Given the large geographical extent of these data, and the breadth of topics (environmental, social, economic matters) we designed this interface for citizens, other agencies, non-profit organizations, and academics. We contemplate data being used to ease information exchange in regulatory proceedings, to learn more about local studies that were conducted, and to study impact assessments at a broad scale.","Since launching BERDI 3 weeks ago, several Government of Canada (GOC) agencies have reached out to learn about how we implemented BERDI, drivers for the project and lessons learned, as they work on similar PDF extraction projects in their own areas. We are measuring access to BERDI using Google analytics and are measuring impressions via our social media campaign using the CER Facebook, Twitter and LinkedIn accounts.
We also have a DOI (Digital Object Identifier) to track citations to the BERDI dataset. To date, the BERDI tool has 2,800+ views, 4,800+ events from more than 500 users. Shortly after launch, our social media campaign had over 1,000 impressions, which our Communications team felt was very successful. In alignment with the GOC’s Policy on Service & Digital, BERDI was designed with users using an iterative approach. We plan to follow up with users to seek feedback, understand what is working, areas for improvement so we can strive to refine our product to meet user needs.","A big challenge on this project was opening up and releasing historical data/documents that were submitted under old legislation, while respecting the latest guidelines, laws and policies. Our project team sought guidance from our internal subject matter experts to characterize and understand what data was deemed sensitive. We took an iterative approach to classify and identify sensitive data and used a combination of manual and automated processes to go through the entire dataset. To take a balanced approach, we removed sensitive data (~5%) from the dataset.
Another challenge our project team faced was recruiting users for our usability tests and user interviews. The Government of Canada doesn’t have an easy mechanism in place to compensate users for their time. We were fortunate to have contacts in academia, industry, the GOC and others who were generous in donating their time to provide feedback on our prototypes and share their perspectives on how they might use a tool like BERDI.","It was critical to have support from leadership on an innovative project like this. Leadership gave us the room to learn from doing, the flexibility to iterate and improve our processes and guidance on challenges we faced throughout the project. Our project team really believed in the project and were resilient and focused on releasing this innovative search tool to our external audience. In working on an agile project like this, the beauty of it is that we could check in with our product manager at the end of each sprint to continually re-prioritize tasks in our backlog to ensure the most important tasks, features and functionality were being designed and built to meet end user needs.","In releasing the BERDI search tool, we also published the supporting codebase and data science methods codebase in the CER’s Github repository. From discussions with other Government of Canada (GOC) organizations, there is a lot of interest in repurposing the data science methods used to extract data from PDF documents. The GOC has an abundance of rich data locked in PDF documents and they are looking for ways to extract this data so it can be structured and used for other purposes, such as informed decision making. The BERDI search tool codebase contains several innovative features including the data download shelf, PDF preview window, interactive topical filter and reporting mechanisms that can be replicated for other GOC projects and significantly reduce the development time needed for implementation.","
- When opening up data to a new audience, ensure you engage with all relevant data subject matter experts as early as possible to identify data sensitivities that should be considered.
- If usability testing and user interviews are part of your project, try to tackle recruitment as early as possible so you have participants in place when they are needed.
- Encourage cross knowledge sharing between resources and disciplines so backups are in place, if/when needed, to reduce the learning curve.
- Allow time in the project to refine and improve data acquisition processes. As we go through the data update process, we identify more efficiencies and streamline processes.
","We are so grateful for the support we received throughout our organization on this project. From our experts in Communications that created and implemented a very thorough Communications and Outreach Plan; Data Management and IT who helped with records management, data extraction and IT architecture; Legal advisors with guidance on disclaimers for sharing ESA data; Subject Matter Experts who helped us understand the data submitted in Environmental and Socio-Economic assessments and guided us in characterizing, identifying, and removing sensitive data from the dataset. Finally, this project would not be possible without the support from all levels of management at the CER.","a:1:{i:0;s:5:""35133"";}",,,https://www.youtube.com/watch?v=FTGbWD110Po,https://www.youtube.com/watch?v=6FMVeJqqFFU
35041,"Intergenerational Fairness Policy Assessment Toolkit and Future Check",https://oecd-opsi.org/innovations/intergenerational-fairness-policy-assessment-toolkit/,21/10/2022,"School of International Futures","United Kingdom",central,"a:1:{i:0;s:12:""public_admin"";}","Intergenerational Fairness Policy Assessment Toolkit and Future Check",https://soif.org.uk/igf/intergenerational-fairness-policy-assessment-toolkit/,2021,"Intergenerational fairness—the idea that we should meet the needs of the present without compromising rights of future generations or citizens—is a defining theme of our time. Although most politicians and citizens value fairness, society does not have a way to assess the impact we’re having on future generations and advocate for them. This Framework for Intergenerational Fairness contributes to this. The Framework provides a pragmatic solution, whether as a young citizen, or public servant.","The recent 2021 German constitutional court ruling, the 2015 Welsh Future Generations Act as well as other judicial and policy developments globally (including in Portugal, US, Australia, Bolivia, Netherlands, not least the EU Ministers of the Future Network and the UNSG's commitment to a Special Envoy for Future Generations) demonstrate a growing precedence in protecting the rights of future citizens. The principle of Intergenerational Fairness – the principle of not disproportionately running down next generations’ resources and being aware of the distributional impacts of decisions today over time – is becoming increasingly established as an important one. This is a very quickly changing area of governance and policy innovation - 2022 is potentially a watershed moment.
These developments - and others in US, Portugal, Australia, Bolivia, Netherlands, not least a European Ministers of the Future network - seek to ensure that future generations’ freedoms are not excessively limited by the action of today’s citizens, not least that we do not consume disproportionately or behave in other ways at the expense of the wellbeing of future generations. However, although most politicians and citizens value fairness, society doesn’t have a systematic way to assess the impact we’re having on future generations and advocate for them.
The Framework for Intergenerational Fairness is an enabling mechanism that contributes to this objective and intersects other mechanisms such as the UN SDGs (sustainable development goals).
The framework consists of three inter-linked elements:
- Guidance for institutional ownership that provides legitimacy within the political system and accountability to the public.
- A blueprint for national dialogue to collectively consider society’s vision for the future.
- A policy assessment toolkit that applies latest best practice to provide useful clarity on the questions of intergenerational fairness in a specific policy or legislation.
In this submission, we’d like to highlight the policy assessment tool. The policy assessment tool is available in an Excel spreadsheet that guides an assessor through the 5 step process to determine whether a given policy is intergenerationally fair. By answering five questions, does the policy:
- Move the country away from its vision for the future?
- Disadvantage any generations, alive now or in the future?
- Disadvantage people at any specific life stage?
- Strengthens the transmission of inequality through generations?
- Restrict the choice of future generations?
It is designed to be a tool for thinking, communication and action, not just a “tick box” exercise. It has been designed on the best and most recent practices in policy assessment, risk management and strategic foresight. A focus on outcomes and practical recommendations. This was done with the aim to develop a practical and pragmatic tool, that is easy and initiative to use, and provides practical recommendation that can lead to changes in behaviour.
Since its development, it has been used to assess Portuguese policy, long-term UK legislation, and adapted to assess the social mobility impacts of the UK policy.
Specifically, the tool has been piloted in Future Check, which is a citizen led service, organised by SOIF and All Parliamentary Group for Future Generations (APPG-FG). It is designed to help parliamentarians, policymakers and the public to consider the long-term impact of proposed government legislation. The assessments are conducted by volunteers on live pieces of legislation which are passing through Parliament and identified by All Party Parliamentary Group (APPG) as a top priority for future generations. The programme reviews upcoming legislation in the UK parliament to examine its impact on current and future generations. Essentially the process makes space for under- represented people, including future generations, to feedback on long-term consequences of today’s policy decisions.
The broader framework sets out a recipe for a broader dialogue process that can support anticipatory governance. Our aim is also to continue to support uptake of the framework, tailoring the approach to support national dialogue, broadening uptake of the future check and other assessment in parliaments, government, and developing tools that support civil society, youth and media to use the framework and tool.","a:6:{i:0;s:3:""181"";i:1;s:3:""210"";i:2;s:3:""217"";i:3;s:3:""623"";i:4;s:3:""317"";i:5;s:3:""354"";}","Two key barriers stand in the way to operationalising the concept of intergenerational fairness in public policy. First, we need to close the constituency gap. Younger and future generations don’t have a vote, so their interests aren’t always heard. Second, we need to close the data gap. There isn’t reliable or comprehensive information on the long-term impact of most policies necessary to make fair decisions for current and future generations. The intergenerational framework provides a unique practical and pragmatic solution that can be used by government and society to support intergenerational dialogue. It sets out an approach to bring together participatory approaches, strategic foresight, and intergenerational fairness as part of a national (or sub-national) dialogue, that can then inform decision-making and assessment. The assessment tool—an important part of the framework—is designed to be simple to use. Anyone from a Secretary of the UN, to a youth activist can use the tool.","a:1:{i:0;s:14:""implementation"";}","
- The framework has been developed but not all aspects of the framework have been implemented. The assessment tool is the most advanced, having been piloted and implemented in the UK as part of the Future Check process organised by SOIF and All Parliamentary Group for Future Generations (APPG-FG).
- It has been adopted by various institutions and adapted for use in social mobility. The Portuguese President has committed to its use to support policy development.
- Training is currently being offered, free of charge, to those who want to start to adopt the framework supporting uptake and knowledge diffusion.
- The framework and toolkit, developed with the support of Calouste Gulbenkian Foundation in Portugal has been released under a creative commons license
","
- The framework was developed in collaboration with the Calouste Gulbenkian Foundation in Portugal. They have been championing the need for intergenerational justice and have encouraged their network of Portuguese policy makers in being early adopters of the framework.
- Some of the pilots of the policy assessment toolkit included Banco de Portugal, Portuguese President’s office, UK Social Mobility Commission, and the APPG-Future Genereations in the UK. The pilots have provided useful feedback for
","
- People come to the topic of intergenerational fairness from different angles and interests. For example, housing, healthcare, pensions, transportation, COVID, climate change – are all experienced different by different age groups and across time.
- The Future Check helps citizens, democracy activists and civil society groups to drive political accountability in government around intergenerational issues. This is done by supporting under-represented groups, including future generations, to use Fu
","The Portuguese President, Marcelo Rebelo de Sousa, announced that he will champion intergenerational fairness, including training the Portuguese President’s staff in our intergenerational fairness assessment method. The pilot gained positive feedback from organisations including the Bank of Portugal, the national audit body, the Court of Auditors, and the Finance Council. We have also demonstrated through the pilot that Future Check can work and connect citizen voice to parliamentary processes both by bringing in trained citizen volunteers to perform assessments, and by providing structure for expert led assessments to place insights from diverse groups of citizens at the centre. Qualitative feedback was captured through the APPG pilot, receiving positive feedback from both users and parliamentarians. We are currently building a network of users who are experimenting with the toolkit and will be capturing additional evidence of use, uptake and impact from the international community.","Over the course of the 5-year+ collaboration the issue has moved from the periphery to the centre as interest has grown, becoming a key political issue. The three-part framework—intergenerational assessment, national dialogue, and institutional ownership—has yet to be implemented to its full potential. While we have designed a National Dialogue on the “Portugal We Want” with institutional partners it does not yet have the political mandate to be piloted or implemented due to changing political priorities. We are continuing to work in Portugal and internationally to drive the potential for a full national dialogue. In the meantime, we are continuing to train and implement the assessment tool; and support organisations and institutions to build their capacity and capability and think through the institutional structures needed to implement the framework. We are also hoping to develop a more user-friendly interface, and a version that can be used by youth in their communities.","Ensuring effective long-term decision-making is hard. It requires decision-makers across public, private and civil society to be incentivised, and for all citizens to be empowered to have a say around the future. To do this requires change at different levels. Success may come from: building on current initiatives and mandates outlined in the UN Secretary General’s Our Common Agenda; and Ursula von der Leyen’s State of the Union; engagement with advocates across government; driving conversations to hold governments to account; translating the insights from the citizen-led process and puttubg them in the hands of sector campaigners; weaving networks and coalition-building to engage and connect democracy activists, civil society, youth with parliament and government; and campaigns to ensure IGF is part of the public and global conscience.","We have adapted the policy assessment toolkit to assess UK policy and legislation against criteria related to social mobility, alongside intergenerational fairness. We engaged stakeholders and conducted a literature review to create an initial prototype which was tested and refined during a piloting phase. The principles and tools contained in the framework has the potential to be applied to a broad range of decision-making, not just policy in away that builds solidarity, respects current and future generations and provides scrutiny. The framework has the potential to be used to provide both “outside-in” and “inside-out” pressure, and for different purposes. Helping different stakeholders communicate in a way that empowers all generations, helping citizens to have a voice and engage meaningfully in conversations whether as legislators, policymakers, companies, civil society or as citizens.","Decisions being made today, will have distributional costs and benefits that play out over long timescales impacting future generations. The intergenerational framework provides a framework to take this agenda forward through intergenerational assessment, intergenerational dialogues, and institutional accountability, however, there are different approaches to embedding the IGF principle into policy, legislation, financing, taxation, audit planning and scrutiny. Intergenerational policy assessment is particularly helpful as a way of helping stakeholders see a tangible way of making progress and taking action. To ensure meaningful and lasting change, you need to start to integrate this into your ecosystem; building the support and interest from senior decision-makers, developing network of allies and collaborators, and where possible investing in process and structures to sustain this over time.","While we have focused on the framework and toolkit, and its application to the APPG-Future Generations; we would suggest that to help champion the uptake of this work it could be helpful to bring in an alternative political voice for instance the President of Portugal, Ruby Gropas, or a colleague, who is championing this approach within the European Commission, or another advocate to support the event in Dubai. We would happily help to make these connections and look forward to exploring this with you.",,,,,
35043,"Digital Maturity Index for local governments",https://oecd-opsi.org/innovations/digital-maturity-index/,21/10/2022,"Open Government of Catalonia",Spain,local,"a:1:{i:0;s:11:""information"";}","Digital Maturity Index for local governments ",https://app.powerbi.com/view?r=eyJrIjoiYWRlMzU5MmQtYmQ3NC00MmNkLWJlNzEtN2JmZGViMzk5ZGJjIiwidCI6IjM3YThhMGI5LTE4NzQtNGU1ZC1iMWY1LTExMDQwYzFjMDdmYyIsImMiOjl9,2020,"Digital transformation is a long-term journey that involves complex changes. One of the challenges is how we evaluate the progress. We are inspired by the quote, ""If you cannot measure it, you cannot improve it"". Most of Catalonia's municipalities cannot do a digital assessment. The Digital Maturity Index provides an evaluation turnkey solution for local governments. It is based on open data, and it has a clear focus on public value impact.","The Open Government of Catalonia (AOC) is a public agency with the mission to foster the digital transformation of Catalonia's public sector, which includes more than 2,000 authorities: local, regional, universities, and agencies. It provides e-government services about shared digital platforms, interoperability, digital identity, analytics, and change management. AOC has collaborative governance, a citizen-centric strategy, and a turnkey approach to provide technology, support, data privacy assistance, legal advice, training, and best practices.
We are inspired by the famous quote, ""If you can not measure it, you can not improve it,"" by Lord Kelvin. And according to OECD, ""measurement is crucial for evidence-based policymaking; it helps to identify the need for policy intervention, enhances accountability, and improves the evaluation of the efficiency and effectiveness of policy actions.""
Digital transformation is a long-term journey involving complex technology, processes, organization, and culture changes. One of the key challenges is how we evaluate the public value it generates. Most of Catalonia's municipalities are small and have many limitations in assessing their digitization process on their own. The Digital Maturity Index (DMI) for local governments provides a turnkey solution to evaluate their digital maturity. It is based on open data, and it has a clear focus on public value impact.
DMI is a composite of 30 key indicators that assess the degree of digital transformation of 988 local authorities: 947 municipalities and 41 counties. It is based on a theoretical framework of three main dimensions: digital rights, use, and openness.
- Digital rights. Effective implementation of digital services and compliance with e-government regulations.
- Use. The usage of digital services by the key users: citizens, companies, associations, and public employees. Therefore, we measure the digitization of the front office (G2C), back office (internal processes), and interoperability between public authorities (G2G).
- Openness. The practical implementation of open government principles: transparency, right to access, open data, accountability, and participation.
DMI has become a powerful tool in Catalonia to build a data-driven culture for local governments. It provides a dashboard to assess the overall digital transformation in a territory to deliver insights for policymakers, analysts, and stakeholders. And a balanced scorecard the key indicator for a specific local government to support self-evaluation and better decisions of elected and government officials
The main objectives of the DMI are:
- Create a culture based on data and evidence in local administrations.
- Measure global digital transformation of territory to provide rigorous information to the personnel policy maker, analyst staff, and other stakeholders.
- Evaluate key indicators specific to each local entity so it can know its status, thus facilitating decision-making when responsible for political and public personnel.
- Identify strengths and areas for improvement of a local entity compared with similar administrations or those that lead the digital transformation.
- Identify best practices of local administrations with excellent indicator results and detect those organizations that need additional support from a higher-level entity (county, province, or AOC).
- Value the work of local entities leading the digital transformation in Catalonia.
The DMI is based on the following principles
- Use of available open data.
- Co-creation methodology with experts in public management.
- Open consultation with local administrations to amend the available data or its methods.
There are several digital maturity indexes, but they are defined at the country level and may not be applicable at the regional or local level.
- Electronic Government Development Index (EGDI)
- Electronic Participation Index (EPI)
- Local Online Services Index (LOSI)
- Digital Government Index (DGI)
- OECD eGovernment Benchmark
- Information Economy and Society Index (DESI). European Commission
- GovTech Maturity Index (GTMI).
However, they have been a reference to define the DMI.","a:6:{i:0;s:3:""876"";i:1;s:3:""210"";i:2;s:3:""302"";i:3;s:3:""194"";i:4;s:3:""623"";i:5;s:3:""611"";}","Developing an instrument to assess the degree of digital maturity of local governments based primarily on open data is a unique and innovative initiative, both nationally and internationally. Several digital government indexes are applied at the federal or state government level, which does not fit for conducting assessments at the local level. Moreover, most composite indexes are based on statistical data or surveys.
DMI is also innovative because it delivers a comprehensive set of visual dashboards using business intelligence tools that are addressed to the different types of users:
- State / regional government officials: high-level dashboard and reports for a set of local governments depending on geography, size, and others.
- Local Elected official: high-level dashboard with insights for a specific local government
- Local government officials: detailed dashboard for advanced analysis
","a:1:{i:0;s:9:""diffusing"";}","The Digital Maturity Index for local governments (DMI) is available for all governments of Catalonia. It is an essential tool for the regional government, the four provincial governments, the 41 counties, and the 947 municipalities.
AOC has created a data warehouse that integrates all the information from different open data sources using an ETL tool (extraction, transforming, and loading) to build the DMI.
The sustainability of this initiative is based on promoting that all the information required is available in open data formats based on standards and can be integrated easily into the data warehouse. Currently, 95% of the necessary information fulfills these requirements.
The primary data sources are:
- AOC
- Spanish Government
- Provincial Governments
- Autonomous University of Barcelona
- Catalan Ombudsman
- Public contractors: we exchange open data with contractors about some indicators (mainly back office) about 200 local governments.
","DMI is a collaborative initiative with the participation of different levels of government. It requires a high level of coordination, cooperation, and communication, with the participation of elected officials, government officials, and public experts.
The collaborators are involved in the following actions.
- Stakeholder meetings
- Workshops with public experts
- Open consultation to review the draft results
- Feedback platform to submit improvement ideas
","Local government officials use DMI to know their situation, acknowledge their strengths, and define action plans. Private contractors are using DMI to offer specific services to the local government that provides poor services in some areas. DMI creates an evaluation and continuous improvement process. Citizens benefit from this culture. According to a benchmarking report we have conducted, citizens of Catalonia get much better digital services than citizens from other regions.","The achievements are the following:
- DMI is currently widely used by the Catalan government (state), provincial governments, county governments, and municipalities. The number of visits is 5.000 for the current edition.
- DMI supports the evidence of improvements. Some of them are:
- The DMI has increased by 8 points since previous year.
- 76% of local governments have improved from previous year
- The usage of e-Services by citizens has multiplied by three, mainly because of the pandemic.
- Satisfaction of using digital services has increased 2 points from previous years. We use the Net Promoter Score methodology adapted to the public sector.
- AOC provides a consulting service to local governments to advise and support their digital transformation initiatives. Since the last years, the number of requests has increased by 10% to improve their DMI
- We give an award to the top local governments divided into seven categories. This year, 76 local governments have been awarded.
","DMI is based on rigorous open data and that involves several difficulties:
- There is no precise definition of the “digital government” concept and, therefore about the KPIs. There are different views and misunderstandings.
- Structured and open data is not always available
- Data does not always have a good quality.
- There are semantic data issues. Although we use the same data labels, the meaning of the data is different depending on the source because the information is generated or collected used different criteria.
Because of all these issues, imply a huge work to obtain, standardize, validity quality, find alternatives sources and integrate all the data. To guarantee the quality of the results we conduct a public consultation releasing a draft report of the DMI. This process generates about 200 requests of changes or clarification and represents a significant effort.","The critical success factor of the DMI is to implement advanced data governance between different governments and stakeholders to gather all the relevant data in a standard, structured and quality gurantee way.
AOC has created a data warehouse that integrates all the information from different open data sources using an ETL tool (extraction transforming and loading) to build the DMI. The sustainability of this initiative is based on promoting that all the information required is available in open data formats based on standards and can be integrated easily into the data warehouse. Currently, 95% of the necessary information fulfills these requirements.","The methodology is replicable to local governments in any territory. We assess three dimensions, and we measure 30 key indicators. We believe the three dimensions are completely replicable: digital rights, use, and openness. And most of the 30 key performance indicators are also replicable with minor changes.
Most of the 30 key performance indicators are universal and can be replicable with minor changes. The most important are:
Digital rights
- Website Search engine
- Cartographic map
- Urban planning map
- eID
- Business Permits
- Accessibility
- Cybersecurity
- Interoperability
- Online services
- eGovernment regulation
Usage
- eTransactions
- eNotifications
- Back-office digitization
- Interoperability usage
- Interoperability services
- eTendering
- Public contracts register
Open Government
- Transparency
- Open data
- Participation
- E-voting
","Most of the DMI indicators are calculated automatically from the activity data of the digital services of the AOC Consortium and the open data of the electronic administration platforms (public and private). This change in focus notably reduces the data collection and validation procedure. Currently, the DMI is generated once a year, but thanks to the high efficiency and automation achieved, we plan to calculate it several times a year (at least for 90% of indicators).
The sustainability of this initiative is based on promoting that all the required information is available in open data formats based on standards so that they can be easily obtained and integrated. Currently, 95% of the information needed meets these requirements.
The DMI must be a collaborative initiative involving different levels of government. The four Provincial Councils of Catalonia and all the county councils must participate in the validation of the DMI methodology and results. Good governance",,"a:5:{i:0;s:5:""35054"";i:1;s:5:""35055"";i:2;s:5:""35057"";i:3;s:5:""35058"";i:4;s:5:""35059"";}",,,,
35118,"Citizenship, Democracy and Justice for the Maxakalí People",https://oecd-opsi.org/innovations/citizenship-democracy-and-justice-for-the-maxakali-people/,21/10/2022,"Tribunal de Justiça de Minas Gerais",Brazil,regional,"a:1:{i:0;s:12:""public_order"";}","Citizenship, Democracy and Justice for the Maxakalí People",,2020,"When I began working as a judge in the town of Águas Formosas (in Minas Gerais, Brazil), I discovered that the region was inhabited by more than 2,000 Maxakali Indians, who lived in large villages and spoke another language. I researched their access to justice and realized that they suffered from many rights violations. With the support of the Court of Justice of Minas Gerais and the Regional Electoral Court, I created an innovation project to bring citizenship, democracy, and justice to the Maxakali.","In Brazil, indigenous rights and the access of native peoples to the judiciary are usually dealt with by the federal courts. This is because the Brazilian Federal Constitution states that ""federal judges are responsible for processing and judging disputes over indigenous rights. However, these rights mentioned in the Constitution refer to the social organization, customs, languages, beliefs, traditions, and ownership of Indian reservations. As for all the other rights that any Brazilian citizen possesses, the state courts are the appropriate place for indigenous people to seek protection.
Based on this vision that attributes competence to the State Courts to judge cases involving indigenous people, we sought to investigate how access to justice occurred for the Maxakali (or Tikmu'un) ethnic group. As a law and electoral judge in the town of Águas Formosas, which is located in the northeastern region of the state of Minas Gerais in Brazil, I considered it important to understand the Maxakali's living conditions and social existence. Through research I discovered that the Maxakali did not seek out the State Courts because they did not perceive themselves as having rights and also because they considered this space to be exclusive to the ""white man"". Furthermore, in social research I found that in the local region the Maxakali suffered from violence and discrimination, and that their fundamental rights were being violated.
In this context I set up a project called ""Citizenship, Democracy and Justice for the Maxakali People"" in an attempt to change this social reality. Initially, I sought contact with the leaders of the Maxakali people, in order to introduce them to the State Judiciary as a space that is also theirs. They were very receptive, and we began to have meetings and dialogues that brought to light other problems: 1. the Maxakali people were not able to use the electronic ballot box skillfully in elections because of the difficulty in handling the device and also because of the difference in languages. In Brazil, the official language is Portuguese, but the Maxakali speak their own original language; 2. the Maxakali were suffering from land invasions, health problems and abandonment by the state.
Three central problems were in focus: low access to justice; low penetration of electoral justice; and a deficit of social rights. With this scenario outlined, I sought, as a judge, the support of the Court of Justice of Minas Gerais and the Regional Electoral Court, for the development of innovative actions. I also sought partnerships with other public institutions.
Thus, three axes of action were created, all of them innovative in their own way:
- In the ""Citizenship"" axis, with the support of anthropology researchers, we hold ""conversation rounds"" every three months. In these dialogues, with the participation of the Maxakali and public authorities, the Maxakali express their cosmology and say what are the main problems that afflict them. Based on these meetings, the public authorities seek to take initiatives that will help improve the living conditions of the Maxakali. One example: collective action to issue identity documents and electoral documents for the indigenous people. The meetings occur with simultaneous translation and adopt a ""collaborative"" methodology, which gives the indigenous people a symmetrical space for expression.
- In the ""Democracy"" axis, mock elections were held, in the Maxakali language, so that the indigenous people could more easily handle the electronic ballot boxes. In the experiment, the parties and candidates were represented by animals from the local fauna. The photographs of the candidates on the ballot boxes were drawn by the indigenous people themselves. Two mock elections took place, representing the two rounds of the electoral process. It was the first time that mock elections of this format took place with indigenous peoples in Brazil.
- In the ""Justice"" axis, the main demands of the indigenous people were mapped by the ""Defensoria Pública"" (the Brazilian public defender's office) and by the conflict resolution sector of the Court of Justice of Minas Gerais. Based on this mapping, hearings were held in the villages. It was the first time that the Maxakali received the court of justice on their land. The hearings were held with a translator.
In essence, the project succeeded in its mission of alleviating the problems identified, bringing the indigenous people closer to state justice, protecting their rights, and enabling them to participate more actively in Brazilian democracy. The Maxakali were the main beneficiaries of the actions, and the local justice system is strengthened by strengthening its capacity for social impact.
The Court of Justice of Minas Gerais (TJMG) and the Regional Electoral Court (TREMG) have sought to institutionalize the actions, allowing the project to continue to be developed more broadly and eventually be taken to other communities.","a:4:{i:0;s:3:""181"";i:1;s:3:""196"";i:2;s:3:""613"";i:3;s:3:""619"";}","There are four innovations:
- The holding of judicial hearings in the Maxakali villages, with translation, bringing native peoples closer to the Judiciary and protecting their rights.
- Holding mock elections, with fictitious candidates represented by animals that are part of indigenous daily life. The Maxakali themselves drew the animals that appeared on the ballot screen as candidates. The information material produced was written in Maxakali language. In addition, the president of the Electoral Court and other judges from the state capital visited the villages during the simulations.
- A ""collaborative paradigm"" was adopted, which foresees the protagonism of the indigenous people and the active listening of their voices. The conversation rounds allowed the identification of social demands. Actions by the authorities generated benefits, such as the issuing of documents.
- The local justice system was mobilized and united by the project; this generated the participation of public authorities from different sectors and institutions.
","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","As of the submission date, the project is in the phase of disseminating lessons, to understand the possibilities of applying the innovations adopted. In parallel, the results are being evaluated and new actions are being planned.","
- Maxakali Indians: allowed the actions to be developed and received the project generously.
- Minas Gerais Court of Justice: made the holding of hearings possible.
- Regional Electoral Court: provided the necessary technology for the simulated elections to take place.
- Public Authorities (Prosecutors, Police Chiefs, Federal Prosecutors, People's Lawyers): acted voluntarily in the project's actions.
- Public employees: acted voluntarily in the actions.
","Maxakali Indians: They were the main beneficiaries, because they were able to access the courts to seek the enforcement of their rights, and were trained in the use of electronic ballot boxes, improving their democratic participation in Brazil. They were also impacted by the actions of public authorities - who, listening to the demands presented, acted to improve health, accessibility, and the issuing of documents.","The project has three axes of action: citizenship, democracy, and justice. Therefore, we will point out the results in each axis:
- Citizenship: 8 ""conversation rounds"" were held, which allowed the approximation between indigenous and non-indigenous people. Based on these dialogues and on the problems identified, collective actions were carried out to issue documents, for example, and to collect blankets in the winter. In this context, 256 indigenous people received identity cards; 81 received voting titles; and 543 families received blankets.
- Democracy: Two mock elections were held and two new voting spaces created for the Maxakali. 75% of the indigenous people participated in the mock elections.
- Justice: 105 lawsuits were filed by the Maxakali to protect their social security rights, to recognize stable unions and to regularize family situations. To date 52 hearings have been held.
","The Águas Formosas region is one of the poorest in the state, and this context is reflected in the infrastructure of the courts and available resources. The local court has a high procedural backlog and does not have many servers, so the short time and low number of potential local collaborators were initial difficulty factors. Another complicating factor is the distance between the city and the villages - 80 km on a poorly maintained dirt road. The complexity to operationalize any action in the villages is reiterated: it is necessary to think about infrastructure issues (electricity and internet, for example) and also the displacement of the indigenous people themselves. The pandemic was another difficulty, as it made field actions impossible in some months. Finally, the language issue stands out. The Maxakali speak their own language, which requires simultaneous translation. To overcome these points, we used collective work and a risk matrix, with actions planned to overcome failures.","The success of the practice is mainly due to the openness of the Maxakali people (or ""Tikmũ'ũn"", a self-denomination in their own language), as well as the support of local representatives of the justice agencies. The adoption of a collaborative methodology and of ""active and full listening"" allowed for the strengthening of the bond of trust, another important point for the success of the project. Finally, another factor that can be attributed to the success of the practice was the parameterization of actions in three thematic axes (citizenship, democracy, and justice). This allowed a more precise delimitation of the problems and implied a strategic confrontation of each of them.","The Court of Justice of Minas Gerais began to outline initiatives for replicating the action, with other indigenous ethnic groups in the state of Minas Gerais. Thus, a working group was created for the design of new actions to be executed. For its part, the Regional Electoral Court will use the methodology of simulated elections in villages of other native peoples, to encourage democratic participation.","The main lesson learned is that innovation in the public sector is fundamental to advancing social inclusion. The judiciary is responsible for bringing justice to the people and cannot leave anyone out of this mission. In the case of indigenous peoples, the Brazilian State has a great challenge of inclusion, since indigenous people have been victims of violence and abuse for more than 500 years. Thinking about the social, democratic and legal inclusion of indigenous people allows them to continue their existential journey. And that their culture and environment are preserved as well.",,"a:1:{i:0;s:5:""35604"";}",,,https://youtu.be/nGG_YqW0Sx0,https://youtu.be/nsi_lnSjXtg
35194,"My Residence",https://oecd-opsi.org/innovations/my-residence/,28/10/2022,"Digital Transformation Office of the Presidency of the Republic of Türkiye",Turkey,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","My Residence",https://www.turkiye.gov.tr/ikametgahim-adrese-bagli-hizmetler,2021,"In order to provide citizens with access to many residence-related services from a single point, rather than having to access each service separately, ""My Residence"" was launched on 9 March 2021. Under the Digital Transformation Office, many services related to the residence address of citizens are offered via the e-Government Gateway by 9 central government institutions as well as municipalities and utility companies.","Traditional e-Government services consist of singular and static services. However, with My Residence integrated service, services related to the residence address are offered under a single personlized service and thus, effective use of digital services is ensured. A citizen who benefits from this service can save time by receiving services that concern many sectors and institutions simultaneously. The citizens can access many services by searching and related services are displayed directly on their screen. In addition, as new services related to the residence address are defined or transferred to the digital environment, their integration to the My Residence service is ensured.
In order to develop this innovative service, it was first necessary to inventory the services associated with the residential address. For this purpose, thousands of public services within the Service Inventory Management System and services offered at the e-Government Gateway were examined. In order to determine whether these services provide added value or not, various statistics on the number of service usage and scope of the service were analyzed. As a result, the ability of the selected services to be integrated together was also investigated. The entire project was completed in 16 months as predetermined.
In addition to the services integrated into this service, further analyzes are completed to include new services, and integration studies have been initiated for 2 services such as sending requests to headmen (mukhtars) and querying on-duty pharmacy information. This integrated service makes it possible to carry out the following tasks by the citizen, among many other activities:
- Changing the residence address
- Local services offered by the district/provincial units located nearby the address of residence of the user
- Subscription based utility services (e.g. electricity, water, gas)
- Inquiry and change of family doctor
- Student transfer operations (for primary and secondary school students)
- Inquiry of voter registration
- Measurement information of base stations
- Community policing
- Inquiry of emergency assembly area
- Receiving residence documents without visiting the office of the neighborhood unit and using the documents in all official procedures since they contain a barcode.
In detail, the following services are provided by the central government institutions, municipalities and utility companies:
1. Municipal Services:
• Querying declaration, registry, accrual and collection information,
• Electronic document verification
2. Services of Natural Gas Companies:
• Natural Gas Subscription Inquiry,
• Application for Termination of Natural Gas Subscription Contract,
• Natural Gas Subscription Agreement Application
3. Services of Electricity Companies:
• Debt Information Inquiry,
• Individual Subscription Termination Application,
• Individual Subscription Application
4. Services of Water and Sewerage Institutions:
• Water Subscription Inquiry,
• Application for Termination of Water Subscription Contract,
• Water Subscription Agreement Application
5. Services of the Ministry of Interior (General Directorate of Population and Citizenship Affairs):
• Address Change Notification,
• Inquiry for the Document of the Person Residing in the Same Household,
• Place of Residence and Other Address Document Inquiry
6. Ministry of Health Services:
• Family Physician Information Inquiry,
• Presidency of Supreme Election Board
• Domestic Voter Registration Inquiry,
7. Services of the Ministry of National Education:
• Student Transfer
8. Information Technologies and Communication Institution Services:
• Base Stations Measurement Information
9. Disaster and Emergency Management Presidency Services:
• Emergency Assembly Area Inquiry
10. Services of the General Directorate of Meteorology:
• Air Quality Service-Weather Forecast
11. Turkey Electricity Distribution Inc. Services
• Lighting Complaint Application and Follow-up
12. Services of the Ministry of Environment, Urbanization and Climate Change
• Energy Performance Certificate Inquiry
13. Services of the Ministry of Culture and Tourism:
• Public Libraries Information","a:6:{i:0;s:3:""617"";i:1;s:3:""373"";i:2;s:3:""619"";i:3;s:3:""618"";i:4;s:3:""612"";i:5;s:3:""876"";}","The innovative feature of this service is that it has a dynamic and personalized structure and offers services belonging to different sectors and institutions by integrating them with a focus on resident addresses. Establishing such a dynamic structure at the e-Gov Gateway with more than 60 million users and 94% penetration rate constitutes the most critical innovation feature. The biggest challenge was to ensure effective and agile inter-institutional coordination, because the whole process is proactive in nature. Especially for My Residence, both technical and administrative alignment must be perfect.
In the operation of My Residence service, data returned from many services is displayed on a single personalized screen, and after the user selects the service for which he/she wants detailed information, he/she is directed to the relevant service. Thanks to the breadcrumb mechanism built in the front-end infrastructure, the user can return to the main screen with a single click.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The distributed nature of the single supply adopted in traditional service delivery made it difficult to receive services. By turning this challenge into an opportunity, the existing service delivery structure has evolved into an integrated and personalized service delivery model for address based services under the title of ""My Residence"". Many components of all address-based services, including their business processes, were reviewed and ideas for integrated service delivery were generated.
For the services selected for integration, these ideas were further matured into a project proposal and implemented according to a timetable. For My Residence, service loads can be analyzed by instant monitoring in detail. In addition, feedback from citizens on the service is received through online surveys and requested improvements are prioritized. This project has provided a library of lessons learned to facilitate other integrated and personalized services to be developed.","In the process, with the help of the online surveys conducted through the e-Government Gateway, a stock taking of feedbacks from citizens, business developers, central and local institutions and public enterprises is accomplished. Information was collected from citizens and business developers on which service they would like to see delivered and how, and from institutions on the capabilities and work steps of the address-based services. Maximum support was received from each group.","My Residence integrated service has received great appreciation from citizens since its launch and its level of use is increasing every day. Thanks to this service, the singular services offered by institutions became more visible and recognized by the users. Thus, service providers, whether central or local, have become more committed and motivated to interoperability and integrated service delivery.","
- Service providers save on the number of staff and other public resources required to prepare the documents requested by users and to finalize their applications.
- In the first 10 months of year 2022, ""My Residence” service was used for 9.831.571 times.
- In the first 10 months of 2022, the number of ""notification of change of address "" service transactions amounted to approximately 12.3 million.
- By offering the service through the e-Government Gateway, applicants saved approximately 56.4 million USD in application costs and 24.7 million hours of time.
- In the first 10 months of 2022, the number of transactions for ""obtaining a residence certificate with barcode"" was approximately 61.9 million. By offering the service through the e-Government Gateway, applicants saved approximately 279.5 million USD in application costs and 123.8 million hours of time.
- The 3 most used modules within the My Residence are Subscription Services, Debt Inquiry Services and Institutional Services.
","My Residence service requires seamless cohesion, both technically and administratively. The biggest challenge was to ensure effective and agile inter-agency coordination. To achieve this coordination, each service of the separate agencies was analyzed for their integration capabilities. The challenge was turned into an opportunity and the existing service delivery structure was transformed into an integrated and personalized service delivery model for address-based services under ""My Residence"" service. The coordination process required a great deal of effort and efficient use of human resources. While the services were provided by different organizations, each organization's IT staff would step in when there was an access problem. However, after integration, any access problem can be detected directly via e-Government and intervened without wasting time.","
- Supporting IT infrastructures
- Interoperability
- Willingness to change business processes
- Administrative-technical integration
- Effective data governance
- Abandoned silo mentality
- Digital literacy
","This type of integrated services paved the way for other institutions to integrate their services and cooperate with different institutions. For example, work on the development of a new integrated service under the title of ""Military Services"" has begun in cooperation with the Ministry of National Defence. In addition, these kind of services will enable the e-government platform to be more proactive and personalized in time. Embedding Artificial Intelligence (AI) based public services which are in preparation phase in e-Government Gateway will support this process.","Difficulties were experienced during the matching activity on which addresses are included in the territorial boundaries set for some utility services. Therefore, efforts are now being made to match address records with the service zones of, for example, natural gas and water companies.",,"a:5:{i:0;s:5:""35196"";i:1;s:5:""35199"";i:2;s:5:""35200"";i:3;s:5:""35197"";i:4;s:5:""35201"";}",,,https://twitter.com/dijital/status/1557616459408449536?s=20&t=a9LeEs_HNHklO3gpUAoXNA,
35226,"Bicycle Barometer: a Citizen Science Platform for Improving Bicycle Safety for High School Students",https://oecd-opsi.org/innovations/bicycle-barometer-a-citizen-science-platform-for-improving-bicycle-safety-for-high-school-students/,31/10/2022,"Ghent University",Belgium,regional,"a:3:{i:0;s:9:""education"";i:1;s:7:""science"";i:2;s:9:""transport"";}","Bicycle Barometer: a Citizen Science Platform for Improving Bicycle Safety for High School Students",https://fietstrack.ugent.be/home,2019,"Adolescents are often victim of traffic accidents when in traffic between home and school. Cities need feedback from this group to optimize bicycle traffic safety and infrastructure, but it can be difficult to reach and influence youngsters individually. Together with more than 70 Flemish high schools, Ghent University (UGent) has developed the Bicycle Barometer, a citizen science ICT platform to collect information about bicycle behaviour and perceived road safety. The web platform enables adolescents to record their home-to-school route and assess the bicycle safety of their daily commute.","Problem statement:
Cities are promoting cycling as a sustainable mobility mode also for young citizens. Unfortunately, adolescents are often victims of traffic accidents when in busy traffic between home and school. Their voice is not heard in the mobility debate. Statistics on dangerous traffic points are incomplete and cannot prevent accidents. They also do not reflect school children’s behaviour and subjective safety perception. Cities need feedback from this group to optimize bicycle traffic safety and infrastructure, but it is difficult to reach and influence people individually. Engaging teenagers in trusted citizen science groups is more effective but requires an innovative methodology and the support of schools. Together with more than 70 Flemish high schools, UGent has developed the Bicycle Barometer, a citizen science solution that allows students under the guidance of their class teachers to share information about bicycle behaviour and perceived road safety on the way to school.
What the activity does:
The Bicycle Barometer is a web platform where adolescents digitize their home-to-school route and assess the bicycle safety of their daily commute. It provides course material for three lessons: (1) adolescents indicate their route on a map, and evaluate the roads and intersections on their route by giving a score from 0 (very unsafe) to 10 (very safe); (2) adolescents analyse the data near the school while learning geographic information system (GIS) skills; (3) adolescents compare their analyses with mobility policy in their city and provide recommendations.
The project continues to:
- With minor modifications (translation and GIS cartography), make the solution available to schools and students across Europe
- Train participating schools and students to use the solution, while making them familiar with citizen science and GIS
- Collect objective and subjective data about bicycle safety (privacy law compliant)
- Facilitate an improvement dialogue between students and traffic authorities
- Promote cycling as a safe mobility mode for youngsters
- Disseminate the project results
The target group of this project consists of:
- High school students and teachers
- Cities & local traffic authorities (e.g. police)
- European youth cycling safety stakeholders
","a:3:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""619"";}","Current solutions for measuring bicycle behaviour often use trackers or big data software, posing critical issues with regard to privacy and social inclusion for adolescents. The Bicycle Barometer uses a unique combination of a teacher-supported citizen science methodology with a low-cost web platform. It engages cities, schools, students and authorities into an educational traffic safety dialogue and collects large amounts of data while guaranteeing low cost and high individual privacy. The project creates content for knowledge sharing between schools and cities, and for dissemination via media channels. The project may lead to commercial exploitation and business spin-off opportunities. It targets teenagers who are usually not involved in decision-making. As adult citizens of the future they learn to gather information and raise their voice in a cooperative manner, while exchanging experiences and views with their peers.
Mobile phone apps and trackers for minors can be problematic:
- Big data privacy and ethics rules
- High cost leads to inaccessibility for under-resourced schools and students
- Apps drain the battery of smartphones, making them unpopular with teenagers
- “Tech” solutions offer no structured process to facilitate interaction with peers and authorities
Bicycle Barometer is a low cost web platform that can be used from any school PC, with a teacher-led methodology to encourage student participation and open reflection. Our solution offers standardized data analytics and GIS-based reporting, enabling students to share improvement recommendations with cities and authorities in a trusted dialogue. Bicycle Barometer collects no personal student data and it measures subjective aspects of teenagers’ traffic safety, both on safe and unsafe (cross)roads. It provides cities with new data to involve young citizens in the mobility debate, which enables to understand safety perception and safest routes to school.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","The UGent Bicycle Barometer is currently already used by over 70 high schools and over 300 classes in Flanders, Belgium. We are currently talking with European cities and consulting partners to see if the project can be further rolled out across Europe.","The target group of this project consists of:
- High school students and teachers
- Cities & local traffic authorities (e.g. police)
- European youth cycling safety stakeholders
","The UGent Bicycle Barometer is a proven and tested solution. It has been successfully rolled out with 70 high schools in Flanders, who are using it on annual basis to make students familiar with citizen science and GIS data analysis and to establish a traffic safety dialogue with local authorities. The solution has shown its ability to identify dangerous traffic points and to stimulate a lasting change in student bicycle behaviour (e.g. choosing less dangerous routes to school).","
- High school students between the age of 12 – 18 as active participants (+1500 students so far)
- High school teachers are trained to deploy the solution with their students (2 or more per school x 70 schools)
- 6 European cities in 5 countries have expressed interest to adopt the solution
- Knowledge partner University of Tartu is interested to support with project implementation and data analytics
- Bicycle safety stakeholders and the general public are interested to support further (European Cyclists' Federation)
","
- Financial funding of further development
- Translation from Dutch into other languages for European roll-out
- Localization of GIS cartography for every participating school
- Convincing municipalities and local police to act on the results and invest in safer infrastructure
- Extension of the platform towards mobile app will encounter legal/privacy concerns
","
- Local or European funding to keep the solution free of charge
- Finding partners for European roll-out (universities, cities, companies)
- Connecting with target groups over social media to influence traffic safety behaviour
- Train the trainer courses for school teachers
- MOOC (multimedia) support
","
- The solution will be rolled out to +100 Belgian cities and high schools
- 6 European cities have expressed interest to implement the solution
","
- Keep it simple: no fancy technology
- Start small and scale up afterwards
- Use classroom peer dynamics to influence adolescents
- Involve teachers from the start
- Be careful with privacy legislation (GDPR)
- Be aware of social exclusion (e.g. not all students can afford bicycles)
- Keep it free of charge for schools
",,,"a:1:{i:0;s:5:""35227"";}",,,
35233,ActInsight,https://oecd-opsi.org/innovations/actinsight/,31/10/2022,"Value Grid Information Technology","United Arab Emirates",other,"a:2:{i:0;s:11:""information"";i:1;s:7:""science"";}",ActInsight,https://actinsight.org/home,2022,"Better Insights into Collective Climate Actions: The currently fragmented, insufficient and incompatible sources building the climate data framework remain a critical threat to a successful outcome of the 2023 Global Stocktake for the Paris Agreement. While we observe an increasing amount of participation, effective ways of connecting, visualizing and analysing actors patterns & impact, within the overall climate initiatives, remain limited.","ActInsight contributes to the collective efforts to integrate, analyse and visualize data across actors, at all levels, businesses and civil societies, and to understand their contribution and impact within the various climate initiatives.
The added-value of the initiative is better insights into collective climate actions and the interactive & visual approach to understand trends & patterns between actors. The platform is open and accessible to everyone. All code & data are open source, to encourage further collaboration & impact. Live data-sharing API, opening the platform's data layer for better collaboration, while leveraging climate data interoperability by following the OpenClimate Schema, designed & maintained by the OpenEarth Foundation team.
The key features of the innovation are:
- Live search & insights
- Interactive visualization, mapping and aggregation of various data dimensions & relevant relationships
- Dynamic mapping of underlying information, adjusting graph complexity for a better user experience - aiming to better highlight actor interactions, collaboration, targets & commitments across initiatives and geographies
","a:8:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:4:""4088"";i:4;s:3:""611"";i:5;s:3:""303"";i:6;s:3:""619"";i:7;s:3:""621"";}","ActInsight contributes to the collective efforts to integrate, analyse and visualize data across actors, at all levels, businesses and civil societies, and to understand their contribution and impact within the various climate initiatives.","a:1:{i:0;s:14:""implementation"";}","Platform in production, and currently in deployment. We won the Climate Datathon organised by Open Earth, Data-Driven EnviroLab, under the patronage of UNFCCC, and we will be presenting our solution at the upcoming COP27 in Egypt.","
- Citizens
- Government officials
- Civil society organisations
- Companies
","
- Governments
- Institutions
- Organisations
- Foundations
- Citizen
- Corporations
- and all Actors in the climate actions
","ActInsight contributes to the collective efforts to integrate, analyze and visualize data across actors, at all levels, businesses and civil societies, and to understand their contribution and impact within the various climate initiatives.
The Global Stocktake for the Paris Agreement will take place next year, and every effort must be made to make sure that, together, we deliver on the commitments made.
We built ActInsight as part of the collective response to make sense of our global progress towards these commitments.","Gathering, understanding and making sense of various sources of data related to climate actions","We would love to partner with organizations, institutions and help them implement this open data platform","Not at this time, it has not been replicated.","Collaboration is key! Opening the contribution channels for the great benefit of the planet!",,,,https://youtu.be/wrV9EJzssGc,https://youtu.be/wrV9EJzssGc,
35240,"OONI Measurement Aggregation Toolkit",https://oecd-opsi.org/innovations/ooni-measurement-aggregation-toolkit/,01/11/2022,"Open Observatory of Network Interference (OONI)",Italy,other,"a:2:{i:0;s:11:""information"";i:1;s:14:""Digital rights"";}","OONI Measurement Aggregation Toolkit",https://explorer.ooni.org/chart/mat,2022,"Governments around the world are censoring the Internet, but how can we document, track, and respond to Internet censorship events? In 2022, the Open Observatory of Network Interference (OONI) launched the Measurement Aggregation Toolkit (MAT) which hosts one of the largest open datasets on Internet censorship to date. In real-time, new measurements are published from around the world, enabling researchers, journalists, and human rights defenders to track and respond to censorship worldwide.","Government control over the Internet (in the form of censorship) often changes in correlation with political events. Social media platforms (like WhatsApp or Facebook) are commonly blocked during elections and protests around the world. Amid the Mahsa Amini protests, Iran tightened its grip on the Internet, blocking many more social media platforms. Following the war in Ukraine, Russia increased its censorship, blocking numerous independent news media websites. Following the military coup in February 2021, Myanmar implemented nightly Internet shutdowns for several months and blocked access to major social media platforms (which remain ongoing).
But most countries experience some form of Internet censorship. What differs from country to country is what is blocked, and the impact of the block. In countries where LGBTIQ rights are not recognized, access to LGBTIQ websites is blocked. In countries where minority rights are not adequately protected, access to minority group websites is blocked. In countries with low protections for human rights, human rights websites are blocked. But such cases of censorship can go unnoticed, or governments can seek plausible deniability (particularly since it can be hard to confirm a block).
How can we document Internet censorship around the world with data that can serve as evidence? Back in 2012, the Open Observatory of Network Interference (OONI) was created with the goal of enabling anyone around the world to independently investigate Internet censorship. To this end, they built a free software app (OONI Probe) that anyone can run to detect various forms of Internet censorship on their network. This app is run by hundreds of thousands of people in 241 countries and territories. Their censorship test results are published by OONI as open data in real-time to enable the public to investigate Internet censorship around the world.
In 2022, OONI launched the Measurement Aggregation Toolkit (MAT) which enables the public to track Internet censorship worldwide and to create their own custom charts based on real-time censorship measurement data. Specifically, the MAT can be useful for real-time tracking of new censorship events as they emerge (such as new blocks in Iran amid protests), as well as for longitudinal research (such as examining how censorship changes in a country over years, in correlation with events). The MAT can also be used to compare censorship across countries, and to examine the blocking of services worldwide.
Since the MAT hosts OONI data collected from 2012 to date, it is one of the largest open datasets on Internet censorship around the world. And every minute, as people around the world run OONI Probe tests, new data is published, offering new insight. Unlike other datasets on Internet censorship, the MAT is based on data collected from local networks, offering unique insight into how local Internet users experience Internet censorship.
Human rights defenders as part of the global #KeepItOn campaign regularly use OONI data to monitor and respond to Internet censorship events around the world. Journalists use OONI data to inform their reporting, and researchers explore novel research questions through OONI data. While OONI data was always publicly available, the MAT enhances such efforts in significant ways: researchers, journalists, and human rights defenders can easily examine censorship events with the click of a button (without performing data analysis)! The MAT incorporates OONI's data analysis techniques, enabling the public to easily investigate Internet censorship (and create charts) without the requirement of any technical skills.
In summary, the MAT enables the public to easily investigate Internet censorship worldwide based on real-time open data. As an outcome, we expect to see more decentralized rapid response efforts aimed at defending human rights on the Internet.","a:3:{i:0;s:3:""611"";i:1;s:3:""621"";i:2;s:3:""181"";}","OONI's Measurement Aggregation Toolkit is the only platform that enables the public to independently investigate and track Internet censorship worldwide based on real-time data. It is also the only platform of this scale that provides information about Internet censorship based on measurements collected from local networks, offering unique insight into how local Internet users experience Internet censorship. Moreover, the MAT is the only platform that enables the public to create charts based on aggregate views of real-time censorship measurement data.","a:1:{i:0;s:10:""evaluation"";}","OONI launched the Measurement Aggregation Toolkit (MAT) in April 2022. The platform has since been used extensively by researchers and human rights defenders in the Internet freedom community to track and respond to emergent censorship events. As an example, the MAT enabled human rights defenders to monitor censorship events in Iran amid protests, and in Armenia and Azerbaijan during border clashes.","OONI has established partnerships with 41 human rights organizations, most of whom provided feedback over the years that informed the design and development of the Measurement Aggregation Toolkit (MAT). The MAT was specifically created to meet their needs, as they highlighted that they needed an easy way to view measurements in aggregate, track censorship events as they emerge, and have an easy way to visualize findings based on OONI data.","OONI partners are able to use the Measurement Aggregation Toolkit (MAT) to investigate Internet censorship as part of their research and advocacy efforts. Malaysia's Sinar Project, for example, uses the MAT to investigate Internet censorship across Southeast Asia. The global #KeepItOn campaign can use the MAT to inform their advocacy efforts against Internet shutdowns.","Following its launch, the Measurement Aggregation Toolkit (MAT) enabled both OONI and other internet freedom community members to monitor and rapidly respond to emergent censorship events. As new censorship events emerged in Iran amid protests, OONI was able to rapidly respond with charts immediately generated through the MAT, based on real-time data collected from Iran. OONI subsequently published a new research report documenting the latest censorship events in Iran based on more extensive analysis, using MAT-generated charts. Quite similarly, OONI published a report on new blocks that emerged in Russia amid the war in Ukraine, using MAT-generated charts to communicate the censorship findings. Other Internet freedom community members also shared MAT charts on social media platforms, rapidly responding to censorship events.","Creating the Measurement Aggregation Toolkit (MAT) presented several challenges (particularly for a small non-profit organization, like OONI):
- Publishing measurements collected from around the world in real-time
- Scaling the infrastructure to handle the ongoing expansion of measurement coverage
- Ensuring the data quality of measurements
- Determining how to visualize and present the data
To address these challenges, we migrated our infrastructure to new backend hosts, created an aggregation API, and performed extensive backend work to improve the availability and performance of our database and infrastructure. We also worked on improving the heuristics of our network measurement experiments and addressing issues to improve the data quality. We determined how to visualize and present information in the MAT through feedback collected from our global community of users.","Ultimately, our goal is to support a free and open Internet, where human rights (particularly freedom of speech and access to information) are protected. We measure the success of our work depending on how useful it is to human rights defenders and researchers in investigating and responding to Internet censorship. To this end, we track the number and types of research reports and advocacy efforts that make use of OONI data (which is enabled through the MAT). We also track cases where OONI data supports legal efforts that challenge the legality of censorship events. The success of OONI's Measurement Aggregation Toolkit (MAT) depends on:
- OONI Probe users around the world (who contribute measurements)
- Research and advocacy efforts that make use of the MAT
- Community feedback that informs future improvement and development of the MAT
","While OONI's Measurement Aggregation Toolkit (MAT) hasn't been replicated directly, there are a few complementary efforts (with whom we collaborate), and our community members have used OONI data to create their own, regional dashboards.","The single most important lesson that OONI has learned over the last 10 years is that it is essential to involve your community directly in the design and creation of your innovation. In order for an innovation to be useful and meet the needs of a community, it is important that they participate in its creation.",,,,,,
35246,"Neyim Var? (What do I have)",https://oecd-opsi.org/innovations/neyim-var-what-do-i-have/,03/11/2022,"Türkiye Ministry of Health",Turkey,central,"a:1:{i:0;s:6:""health"";}","Neyim Var? (What do I have)",,2022,"‘Neyim Var’ application is an expert system application that asks various questions with the algorithm prepared in accordance with the medical guidelines together with the complaints of the citizens, evaluates the past medical records, offers a total of 5 possible diagnoses with the support of artificial intelligence and directs the patient to 3 appropriate clinics.","In our country, where 2 million people apply to health facilities daily, 6% of the applications are made to the wrong polyclinic. 120,000 people do not apply to the polyclinic that they need to go to. In this way, there is unnecessary use of health facilities with both cost and time loss.
‘Neyim Var’ application is basically an online symptom checker application. According to the complaints of the citizens, it directs them to the appropriate polyclinic where they should be examined. In this way, it is aimed that citizens can access health services effectively and quickly. It is an expert system application that evaluates the patient’s complaints and past medical records and presents possible diagnoses and outpatient clinic recommendations supported by artificial intelligence.
With this application, people are provided with information about the diagnoses that may be related to their complaints, increasing the health literacy and reducing the information asymmetry between the physician and the patient. In addition, unnecessary use of health facilities is prevented by directing the person to which polyclinic to go to. With this application, the triage of the patients is done before the patient comes to the hospital.
In the future, the laboratory and imaging results of individuals will also be included in the application and it will be possible to determine the diagnoses in a lower breakdown. It can be used as a guiding tool for those who are new to medicine and in medical education during the diagnosis of the patient.","a:3:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""283"";}","With ‘Neyim Var’ application, after people enter their complaints into the system, the application asks questions to the person almost like a physician. The answers to these questions are evaluated together with the personal characteristics (age, gender, etc.) and past medical information of the people, and thus 5 diagnostic recommendations are offered to the person. In addition, by using the heuristic algorithm of artificial intelligence, it also evaluates the new health data of the person and develops personalized diagnostic recommendations. People can make appointments from the Health systems by using the ‘Centralized Doctor Appointment System’ (MHRS), based on the suggested 5 diagnoses and accordingly 3 outpatient clinic recommendations.","a:1:{i:0;s:10:""evaluation"";}","With the introduction of ‘Neyim Var’ application to citizens as of June 2022, a total of 9 million people entered the system with their complaints and received diagnosis and polyclinic recommendations. In addition, there is a patient satisfaction rate of over 90%.","The complaint-diagnosis-polyclinic referral algorithms of ‘Neyim Var’ application have been developed using completely domestic and national resources. The Ministry of Health, the university and the private sector worked together. While the physicians working in the Ministry of Health evaluated the complaint-diagnosis-polyclinic referral from a medical point of view, the university and the private sector worked on the artificial intelligence algorithm.","The users of ‘Neyim Var’ application are physicians, citizens and health service providers, namely public, private and university hospitals and family health centers.","Physicians can see the complaints people have entered into the system before the patient is admitted. Thus, evaluating the diagnosis and clinic recommendations of individuals. They can also give feedback through the same system. In addition, comparisons can be made between the diagnosis made by the physician and the diagnosis predicted by the app. The feedback given contributes to the development of the AI of the app.
The app will prevent citizens from going to 2nd or 3rd level health institutions for diseases that could be easily treated in the 1st step and unnecessary use of these institutions will be reduced. In addition, people’s awareness of their own health status will increase while information asymmetry decreases. In this way unnecessary patient density will be reduced and health services will be provided to those who really need it.
The system has been actively used by citizens since June. So far, 9 million entries have been made and system satisfaction has exceeded 90%.","Although medical guidelines were used while creating complaint-diagnosis and diagnosis-outpatient referral algorithms, it took time to simplify the complaints and make them more understandable by people.
In addition, there are diagnostic referrals based on the findings determined by the physician after the examination rather than the complaints of the patients in the specified guidelines. For this reason, the clinical experience of physicians also has a great place in studies.
Physicians gave feedback that each patient’s own situation was special and therefore generalizations could not be made. And they gave feedback that such generalizing practices could give wrong results.","Information personnel who dominate the artificial intelligence algorithm and financial support are among the most important needs. Especially since human resources can be hired by different sectors with very high salaries, they should be paid salaries that will satisfy them financially.
The continuation of the use of Neyim Var application by citizens and physicians and the feedback of the detected problems are also important for the development of the application.","With the further development of ‘Neyim Var’ application using artificial intelligence, the accuracy of the diagnosis made by the physicians by evaluating the complaints of the people and the prescribed drugs will be evaluated. Physicians will be informed by the system in case of detecting a lack of information in physicians regarding unnecessary examinations and drug use. In addition, it can be used as an educational tool for students in medical faculties.","In order for an application similar to Neyim Var to be successful in other countries, integrating it with the systems that have health data of individuals can provide more accurate diagnoses.",,"a:1:{i:0;s:5:""35256"";}",,,,
35247,ESIM,https://oecd-opsi.org/innovations/esim/,03/11/2022,"Türkiye Ministry of Health",Turkey,central,"a:1:{i:0;s:6:""health"";}",ESIM,,2018,"ESİM is an application developed for persons with hearing impairment to benefit from health services without communication barriers. Citizens can create records for emergency situations and request hospital appointments free of charge on Esim mobile applications from their smart devices. In addition, disabled citizens can receive instant support from expert medical personnel who know sign language by video call.","Citizens with hearing impairment face various communication barriers in regards of accessing health services. Even in emergency situations where seconds are of great importance, they are unable to communicate with services such as 911/112 due to their disabilities. Therefore, there are problems in accessing on-site health services.
The ESIM application has been developed based on the idea of how these problems can be improved or eliminated. Its main purpose is to effectively eliminate the communication barriers that citizens with hearing impairment are exposed to in all kinds of health needs, including emergencies, by using technology. ESIM allows all disabled citizens to access the services in the application without paying any fee. Citizens can receive support 24/7 for all their health needs, including emergency situations, and hospital appointment requests. In addition, patient-doctor communication can also be provided through the application using sign language communication for the effective care of patients.
The ESIM System has provided support to more than 13 thousand disabled citizens in more than 60 thousand cases since 2018. In addition, the system has been carefully developed in such a way that it can serve thousands of citizens at the same time without server overload by taking advantage of Peer-to-Peer video calling technologies. During the development process of the project, attempts were made to improve it on a group of hearing-impaired individuals. In order to increase the benefit of the application, consultations were held with non-profit associations that monitor the rights of hearing-impaired people. At the design stage of the application, universal user interface principles have been taken into account. The designs of these mobile applications are designed in away so that disabled citizens of all ages can easily use them.","a:5:{i:0;s:3:""147"";i:1;s:3:""196"";i:2;s:3:""283"";i:3;s:3:""619"";i:4;s:3:""617"";}","Emergency call centers traditionally serve only with voice support over the phone. This system makes it almost impossible for people with hearing impairment to get services in emergency situations. It is important for disabled citizens to be able to communicate effectively not only in emergency situations but also when receiving clinical services. As disabled citizens cannot transfer their complaints to the medical staff correctly with traditional methods, the quality of the health service they receive decreases. This negatively affects the effectiveness of treatment. The traditional practices in question are insufficient to solve the problems. The ESIM project offers an effective and innovative solution to these problems by using technology.","a:1:{i:0;s:9:""diffusing"";}","Since the launch of the ESIM Application, there has been an average annual user growth of 42%. As of now, in order to spread the use of the system, efforts are being intensified to inform medical personnel and to make promotions in medical institutions. In addition, applications are constantly being improved according to feedback from users and developing technology.","During the development process of the project consultations have been held with :
- government agencies,
- private health institutions,
- non-profit associations established for the hearing impaired.
In addition, joint efforts have been made with the digital communities (Facebook & Whatsapp Groups) that disabled citizens are members of to promote the project and to address the audience appropriate to its purpose.","Among them are citizens with hearing impairment, health professionals, specialist health operators who know sign language, public hospitals, and private health institutions. In line with the common goals, workshops were held with the mentioned institutions during the application development phase. These studies have directly contributed to increasing the level of awareness of the rights of disabled citizens among institutions. It has also improved inter-institutional coordination.","The ESIM System has provided support to more than 13 thousand disabled citizens in more than 60 thousand cases since 2018. Thanks to the advantages provided by the system, more qualified health services have been provided in thousands of cases. Within the framework of the social state understanding in Turkey, access to health is seen as a fundamental right. In line with this understanding, it is aimed for our disabled citizens to benefit from the rights and privileges that everyone has. It has been seen that success has been achieved in the application according to the system data.","The application requires internet access to use video calls and instant messaging services. This situation has been observed to make communication difficult for the doctors who will provide services, especially in the departments located on the underground floors of large health facilities and where the Internet access signal is insufficient.","In order for the application to continue its success, it is necessary to keep up to date with the developing technology and to make the use easier and more effective every day. In addition, in order to increase the spread of the application, it is necessary to increase the promotions made for disabled citizens.","The application has set an important success example for hearing impaired citizens in terms of communication with the institutions they need. Inspired by the innovation of the application, projects have been implemented with similar technology in areas other than health.","According to the data of the application, it has been observed that the use of smart devices is quite common among citizens and that their adaptations are at a high level. In addition, it has been understood that the new generation channels such as social media are very effective in reaching a group that can be considered as a minority in society.",,"a:2:{i:0;s:5:""35280"";i:1;s:5:""35281"";}",,,https://www.youtube.com/watch?v=xk0OQNn9XCg,
35248,"Pandemic Fighting System Software (Hayat Eve Sığar (HES) Application, HES Code)",https://oecd-opsi.org/innovations/pandemic-fighting-system-software-hayat-eve-sigar-hes-application-hes-code/,03/11/2022,"Türkiye Ministry of Health",Turkey,central,"a:1:{i:0;s:6:""health"";}","Pandemic Fighting System Software (Hayat Eve Sığar (HES) Application, HES Code)",,2020,"Within the scope of the fight against the Covid-19 pandemic, in order to prevent the spread of the virus and minimize the contagion effect the Hayat Eve Sığar mobile application was developed by the General Directorate of Health Information Systems of the Republic of Türkiye Ministry of Health.","The Hayat Eve Sığar (HES) application, during the Covid-19 pandemic, controlled and followed processes through health information systems, such as HES Code transactions, Safe Area, Vaccine Information, Rule Violation Notification, Regional Density and Risk Status Tracking on the map. It also allowed for Contact Status Tracking to be done.
In order to enable citizens to travel, the HES Code system has been included in the Hayat Eve Sığar mobile application. Thanks to the HES Code, citizens can share their risk situations and manage their sharing without declaring their identity information. The HES Code has started to be used in many areas within the scope of controlled social life and the risk status of people in terms of Covid-19 was questioned through the HES Code. With the use of this application, the need for public institutions and workplaces to query the HES code information they have received from individuals through their own automation systems has emerged and in line with this need, the necessary service integration has been made between the HES Code application of our Ministry and the e-Government System. The service was offered in the form of cross-premises (Government to Government (G2G)) access.
Additionally, within the Hayat Eve Sığar mobile application, there are menus such as My HES Codes, Query HES Code, Giving Notice, My COVID-19 Vaccination Information, Safe Area, Calculate Corona Risk, Survey, Request a Mask, Density, My Relatives, My Account, Contact Status and Mandatory Isolation Information, Left Menu, and the Entry Form to Turkey in order to control the entire pandemic related data process through a single application.","a:4:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""221"";i:3;s:3:""283"";}","HES (Hayat Eve Sığar) Code, within the scope of Controlled Social Life, is a code that allows you to securely share whether you have any risk in terms of Covid-19 disease with institutions and individuals in transactions such as transportation or visits. Also, the app has been effective and developed technological opportunities in a fast way.","a:1:{i:0;s:9:""diffusing"";}","At the point where the pandemic has come, the HES Code Application has been removed from use on 04.03.2022 in line with the measures taken with the decrease in the impact of the health crisis. The Hayat Eve Sığar mobile application is live on Android, iOS and Huawei markets and is actively used by citizens. Currently, the application continues to use features such as Viewing Covid-19 Vaccine Information and Creating a Vaccination Card, EU Compatible Health Passport, Giving a Notice, Safe Area, Calculation of Corona Risk, Viewing Risk Density.","All public institutions, organizations and private companies can view Covid-19 risk status, vaccine, immunity and test status information through the services provided by the Ministry of Health and the HES Code query of citizens. There was cooperation with SKRS for ID system for vaccine types, E-Nabız for vaccine card information, MİZ for address information, HSYS for obtaining updated health information, and MERNIS for verification identity info.","HES Application has been directly used by citizens of the Republic of Turkey, foreign individuals living in Turkey and foreigners who come to Turkey for various reasons. Although the project is carried out within the Ministry of Health, it has been carried out jointly with many other institutions to ensure that isolated or quarantined individuals aren't allowed entry to public places.","The Hayat Eve Sığar application, which enables our citizens to securely share whether they are infected or in contact with COVID-19, with other individuals and institutions, has been put into operation. Hayat Eve Sığar (HES) application, which is one of the world's largest digital projects in this field, has been downloaded over 125 million times and nearly 222 million HES CODEs have been received. Nearly 16 billion HES CODE queries were made. Thanks to the HES CODE inquiry, 2.5 million risk warnings were received in intercity air travel and 6.8 million in urban transportation.
Until September 2022:
- Number of users who downloaded the application: 125.914.124
- Total number of HEPP codes: 222,366.303
- Number of people who bought HES code: 98.056.586
- Number of HES codes inquired: 15.043.670.644
- Number of safe area QR codes: 89,217
- Number of safe area active QR codes: 80.399
- Number of users applying QR code: 78,091.
","With the rapid spread of the Covid-19 virus around the world, social life has been deeply affected. In order to manage the risk posed by the Covid-19 outbreak in terms of public health and public order, to ensure social isolation, to maintain physical distance and to keep the spread of the disease under control, difficulties were encountered in the stages of taking decisions in a limited time and moving to the implementation stage, bringing together stakeholders and experts in the field, providing 24/7 service by following the system.","All data such as foreign entries to Turkey, isolation details, laboratory test results, reports of video examinations, health histories of patients, contact information, treatment information, follow-up information, vaccination information are managed through the applications in the central systems of the Ministry of Health and this has been beneficial in terms of time and cost in developing new applications. With the HES Code, the risk status of the people is question and the use of public transportation, travel, visit, shopping mall, etc. are prevented from entering social areas and leaving the isolation zones. In this way, the spread of the virus is largely prevented.","The Hayat Eve Sığar Application has been developed to effectively manage the COVID-19 pandemic. The necessary infrastructure works have been completed in order to quickly produce solutions to the problems that may arise against the increase in epidemic diseases in the future and the Hayat Eve Sığar Application sets an example for other epidemic diseases. In case of any epidemic disease that may occur again in the future, the infrastructure will be ready and faster and more effective work will be possible. In addition, sharing the success of the implementation with other stakeholders and relevant countries will contribute to their epidemic management.","It was a difficult process to implement such an application quickly while ensuring that all citizens can use it without any problems, at a time when the pandemic process very quickly limited social life. All new developments that took place during the pandemic process had to be immediately integrated into the application and made available to the public to regulate social life. We worked very quickly to implement all the decisions taken in the fight against the pandemic in the fastest and smoothest way, and very fast action was taken.",,"a:5:{i:0;s:5:""35251"";i:1;s:5:""35252"";i:2;s:5:""35253"";i:3;s:5:""35254"";i:4;s:5:""35255"";}",,,,
35307,"A co-created Philosophy of Care for the development and establishment of the new Urgent Mental Health Care Centre in Adelaide",https://oecd-opsi.org/innovations/co-created-mental-health/,04/11/2022,"South Australia Office of the Chief Psychiatrist at the Department of Health and Wellbeing ",Australia,regional,"a:1:{i:0;s:6:""health"";}","A co-created Philosophy of Care for the development and establishment of the new Urgent Mental Health Care Centre in Adelaide",https://www.chiefpsychiatrist.sa.gov.au/lived-experience/lived-experience-links,2020,"When planning began for a first-of-its-kind Urgent Mental Health Care Centre as an alternative to a failing emergency department experience, a new standard that centred people with lived experiences in system reform decisions was needed. People with lived experiences came together to co-create a philosophy of care for the centre that would uphold service integrity, hold implementation providers accountable, and communicate the care experience and service culture that people expect.","The what - People in the community want responses that are specifically prepared to understand and hold people experiencing Mental Health crisis/distress. Responses can be unavailable when needed, or public health responses such as Emergency departments are not always appropriate to respond to people’s needs. This can exacerbate the crisis and distress and break the trust between people and the systems that have been set up to support/protect them.
The innovation - The Office of the Chief Psychiatrist (OCP) in South Australia sought to influence doing things differently when moving into implementation planning for the new centre. TACSI and LELAN were commissioned to advise the OCP on how this could be done and suggested investing in creating a Philosophy of Care. This Philosophy was then co-created by a group of people who held specific lived experiences of crisis/distress emergency departments responses. The Philosophy of Care was a key reference document during the commissioning process in which people with lived experience participated in the evaluation panel that selected the service provider responsible for developing the Centre. It also provided key guidance for recruiting the Centre’s workforce, 50% of which comprises designated lived experience roles. The key innovation was the centring of their perspectives and leadership in how this centre would authentically come to fruition.
Objectives - This Philosophy of Care would name the principles that would guide the real-life implementation and specific service experience expectations and ultimately hold OCP and commissioned service delivery partners to account to deliver on what those with lived experience of crisis/distress want and need. This is a shift from an agency- to a person-centred approach that significantly impacts service modelling by meaningfully including the perspective of the community that will use the service.
Benefits - NEAMI is the organisation responsible for running the Centre, which is now operational 24/7, and has provided support to 5029 people who self-refer or are brought by police or ambulance as they were experiencing mental health distress in the community. ""By the time I left, I felt renewed; I felt like I had aired out everything I needed to air out. It made me stronger, not just stronger, it made me who I am now"" (source). Further, the service manager from NEAMI National recently told us that the Philosophy of Care “reminds us of the outcomes we need to be striving for, guides our values-based recruitment of centre staff, and ultimately keeps us accountable.”
Future - The philosophy of care has and will continue to guide the commissioning of similar services and/or lived experience-led expectations across local government and service providers. It is our aim to support the Philosophy of Care to be adapted to multiple systems reform settings.
The Philosophy of Care is a core underpinning document of other initiatives the OCP and other government and non-government agencies led, including the redesign of NGO-funded services, another Head to Health Centre in Adelaide’s North and a Safe Haven Cafe.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""618"";}","Traditionally mental health services are implemented through institutional leadership. This makes for little power, if any, to be shared with people with specific lived experiences and the community more broadly. The Philosophy of Care, however, was a shift up the participatory spectrum as the government was willing to share some power with people with lived experiences to set the course for the UMHCC. This meant that the government and a group of people with lived experiences worked as partners to share the decision-making of how the UMHCC would be the type of response people wanted and what this meant for people delivering the service. This is where the government moved to the ‘doing with’ community. This was an excellent example of a strategic partnership between government and civil society to promote citizenry participation and social inclusion of members of one of the most excluded groups of our community.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";}","Currently, the Philosophy of Care is about to be adapted to a new crisis service that is due to be operational in 2023 in Northern Adelaide. The new crisis services in Adelaide are nested within bilateral agreements between Federal and State Governments; therefore, the philosophy of care as it stands and the adaptations to follow for the new crisis service has the potential to enable lived experience leadership across layers of the broader system, including the federal landscape.","Why LELAN - We embody the knowing that lived experience matters and drive change through our voice, our influence and our leadership
Why TACSI - We partner with the whole system to enable a future where co-production is mainstream, new recovery and prevention solutions abound, and mental well-being is a whole society effort.
Why OCP - We are a statutory agency responsible for promoting continuous improvement in the organisation and delivery of mental health services in South Australia.","
- People experiencing mental health distress and their families and friends
- Police and ambulance officers
- The lived experience workforce
- The mental health workforce
- Government and Civil society organisations
","The services collected systematic feedback from people receiving care using a patient-reported experience measure validated for the Australian population. This feedback is used for better governance and service improvement. The service plays a key role in hospital avoidance of Mental Health challenges by offering a suitable alternative to Emergency Departments. The following statements were provided by people who receive mental health care at the Centre: “The second night, I came back, and it was amazing. The peer workers, the light dimmers, the recliners, the snacks, and just feeling supported and SAFE. The communication on what is happening helped too.” “Peer Support Workers and the Nurse who looked after my arm without judgement. Knowing I could stay as long as needed and had safe transport home.”","The codesigned project started when COVID hit South Australia, so the partner organisations were required to adapt to the new reality and develop a new efficient methodology to engage consumers and carers in a meaningful way. The Philosophy of Care brings a new way of providing mental health care underpinned by principles of autonomy and dignity of risk. This can conflict with the zero tolerance for risk perspective embedded in the sector. It required an open conversation to meet the essentials of the Philosophy of Care and the requirement of safety and quality inspectors.","
- Government officers are available to work in partnership with civil organisations and participants in each coding process stage.
- IT capabilities to face the challenges related to the initial stages of COVID.
- A Consumer, Carer and Community Engagement policy with clear guidelines, including the reimbursement of people for their time, is essential in engaging the community.
- Government is willing to share decision-making power with people with lived experience to co-create the Philosophy of Care from the outset and announced changes stated in the philosophy of care at the launch of the new $14m Urgent Mental Health Care Centre (UMHCC) in Adelaide CBD on 3 March.
- The philosophy of Care was central to the commissioning of a delivery partner.
- The successful delivery partner had to prove how they implemented the Philosophy from the outset.
","The philosophy of care became a reference for other strategic processes related to the mental health sector, including developing the workforce and new services beyond the crisis scope. During the SA Mental Health Act review, the philosophy has been a reference that was sent to the reviewers to understand the community's expectations regarding respecting their rights while receiving mental health care. The OCP has received feedback from other jurisdictions indicating an innovative approach to designing new services.","There is a growing movement that service design and implementation work better when exists an authentic partnership between multiple stakeholders who agree and commit to centring the involvement of lived experience. The philosophy of Care was an exemplary demonstration that partnership is possible.",,"a:2:{i:0;s:5:""35308"";i:1;s:5:""35309"";}",,,,
35315,"Child-Friendly Translation in Judicial Processes",https://oecd-opsi.org/innovations/child-friendly-translation-in-judicial-processes/,04/11/2022,"Ministry of Justice",Turkey,central,"a:1:{i:0;s:12:""public_order"";}","Child-Friendly Translation in Judicial Processes ",,2017,"The project is aimed to prevent the loss of the rights of refugee children in Türkiye due to language and translation difficulties in judicial processes. Children involved in judicial processes, translators, judges-prosecutors and other auxiliary judicial staff have benefited very much from the project. For the first time, the capacity of translators has been strengthened and the secondary trauma risks of children have been mimized.","It was determined through meetings and focus group discussions that refugee children who were involved in judicial processes suffered from loss of rights due to language and translation problems, that translators were inadequate due to differences in accents, or that they were not adequately equipped to approach children.
In order to protect children's rights, facilitate access to justice and improve the quality of the judicial processes, 11 pilot courthouses that are in intense contact with refugees were determined and a needs analysis study was conducted by organizing study visits to these locations. In this way, the problems faced by translators, their needs and training inadequacies were determined.
Subjects were determined according to the needs analysis; judicial system, juvenile justice system, legal terminology, the roles and responsibilities of interpreters in criminal procedure, the principles of interpreting and professional ethics, the developmental characteristics of children and adolescents according to age, the effects of traumatic experiences on children and the reflections of these effects on the judicial process, general principles of forensic interviews with children, training materials on the principles of victim approach, the characteristics of being a child-sensitive justice worker, and interview steps and points to be considered.
This was prepared by the Ministry of Justice, Department of Education, UNICEF and COKMED (The Association of Child Protection Centres), and the training activities were carried out for 142 translators with a rich aspect including applications. The hearing and forensic interview processes were animated with role playing and the emotions and transfers of the translators working with fragile and traumatized people were studied with psychodrama method. Training activities and training results that lasted for 2.5 days were evaluated and the missing parts were developed.
With this innovation, the language barrier has been removed and the loss of rights that are difficult to compensate has been prevented. Only translators who received training were appointed by the Expertise Department. Ethical problems encountered during the execution of the task have been avoided. A Legal Dictionary for translators has been developed and published. In addition, a short film was shot for the translators to benefit from.","a:14:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""181"";i:3;s:3:""184"";i:4;s:3:""196"";i:5;s:3:""234"";i:6;s:3:""959"";i:7;s:3:""623"";i:8;s:3:""613"";i:9;s:3:""615"";i:10;s:3:""612"";i:11;s:3:""617"";i:12;s:3:""618"";i:13;s:3:""335"";}","In the training of translators, it was ensured that legal terminology was learned on issues such as the approach to children, and that they were judged correctly with the correct translation. It differs from the work of other institutions in terms of the fact that translators have not been trained within the scope of judicial processes previously and with the absence of a legal dictionary.","a:1:{i:0;s:9:""diffusing"";}","Innovation activities were completed within the scope of the project. The lists of translators trained at this stage are available in the Expertise Department and assignments are provided here. Translators who take part in processes that require translation use the Legal Dictionary actively, so terminology errors are not observed. Although the project has been completed, its sustainability and impacts continue.","MoJ- Department of Training, UNICEF and ÇOKMED worked together to increase knowledge, awareness and capacity. Translators, lawyers, experts, forensic interviewers, and psychiatrists all took part in the training process. It was handled with a holistic approach for all components of the judicial process, with an interdisciplinary structure that includes all team members involved. ÇOKMED took part in preparation of training materials and training process. A short film was shot by UNICEF.","Ministry of Justice- Department of Training provides training for translators with principles and ethics. UNICEF and ÇOKMED contributed to ensuring the best interests of children who come into contact with the judicial process. The dictionary that was created contributes to speed and efficiency. By learning the principles of working with children who are considered sensitive and fragile, and with the right approaches, they are ensured to exist in the process without being traumatized.","Need analysis was conducted in 11 courthouses to determine the training subjects and 6 training modules were created. 142 translators were trained for 2.5 days.
The law dictionary that was created was used as a reliable source. To observe the correct practices, a short film was also shot. Monitoring-evaluation studies were interrupted by the pandemic but, it is planned to be restarted in the near future. The results of the pre-post test results show that the participants benefited from training (the average success level reached by statistical data analysis of 5 trainings is 95%).
End-of-training questionnaires show the averages out of 5;
- Achieving the purpose 4.7
- Content suitability 4.8
- Methods and techniques 4.8
- Notes and visual materials 4.8
- Tutorials 4.9
- Ability to use what is learned in training in the workplace 4.9
","Within the scope of this project, there were difficulties in accessing translators at the beginning (determining a date when each translator is suitable for training, volunteering for training, etc.), but these problems were eliminated with the workshops and effective information, and the process was completed without any problems.","Human and financial resources and personal values and motivation will provide more qualified trainings.","The outputs and results of the project are still used by the translators who take part in the cases that require translation within the body of the Ministry of Justice.
In order to ensure the continuity of the project in the future, our Presidency aims to gather information by conducting focus group meetings with people who work in cases requiring translation. According to the results to be obtained from this, new studies will be directed in order to determine new training subjects, to identify deficiencies, and to ensure that new translators receive training.","Increasing the professional qualifications and equipment of each person who takes part in the judicial processes is valuable as it will prevent the loss of rights. It will be more beneficial if such a project is not limited to children only and generalized to include other vulnerable groups such as women, the disabled and the elderly.",,"a:1:{i:0;s:5:""35325"";}",,,,
35317,"Robot Incubator",https://oecd-opsi.org/innovations/robot-incubator/,,"Subred Integrada de Servicios de Salud Norte E.S.E.",Colombia,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Robot Incubator",https://sites.google.com/view/incubadora-de-robots/iniciohttp://,2021,"Repetitive tasks for a civil servant involve between 3 and 6 hours a day, and generate delays in administrative processes and increase human errors. By innovating the automation of these tasks, using a free Robotic Process Automation (RPA) software, response times, costs and quality of service within the District institutions and to the citizen are improved.","Repetitive tasks for a public servant involve between 3 and 6 hours a day, generating delays in administrative processes, and increasing human errors. These repetitive tasks take away from people the time that could be dedicated to activities that provide greater value to the entities and the citizen.
Our solutions are based in task automation using free Robotic Process Automation (RPA) software, we improve response times, costs and quality of service within the institutions and to the citizen.
- Automate repetitive tasks with few resources.
- Robotize repetitive tasks in a humanized way without people being afraid of losing their jobs.
- Disseminate the proposed robotic solution without technical knowledge barriers.
Within each entity there are work teams that would be interested in improving their productivity through digital transformation, as well as teams with resistance to change or with legal barriers to change their processes, thus defining two types of market segments. Additionally, being a public proposal, SMEs that require resources to improve their productivity can also be included in the target market.","a:2:{i:0;s:3:""876"";i:1;s:3:""612"";}","
- Current Alternatives: In the market there are different commercial alternatives of RPA and its main actors are UiPath and Automation Anywhere which already have representatives in the Colombian market, but their costs are high and their target market are large companies.
- Our Advantages: Automation of repetitive tasks without the need to invest in licensing or substantial resources.
Empowerment of human talent in the robotization of repetitive tasks in a humanized way without people being afraid of losing their jobs.
- Creation and use of robots without the need for specialized technical knowledge. Int is innovative, because so far the solution to the increase of repetitive tasks has been the increase of hired personnel or their temporary reassignment from other offices of the institution.
","a:1:{i:0;s:14:""implementation"";}",,"The ""Subred Integrada de Servicios de Salud Norte"", in which four (4) robots for information uploading processes in SECOP II and one (1) robot for the configuration of ip phones were developed and implemented since the end of 2019.","The North Sub-network where the robots were implemented generate annual savings of U$ 50K. In terms of time, the savings went from three weeks to less than one week and its execution is now performed by one person only instead of 20 people as before the implementation of the robots.","So far, the key metrics of the Incubator are the savings in resources of the Entities where the robots have been implemented, which in the case of the North sub-network has been the savings of $ 200 million per year only in licensing.
As RPA solutions are implemented from the Robot Incubator, the metrics to measure its achievements will be the number of District Entities benefited, the number of robots implemented, the savings in man hours, process times and licensing costs related to the repetitive tasks implemented.
Finally, the metrics of greatest impact will be the increase in the productivity of the Entities and the increase in the efficiency of the services provided to citizens.","
- Lack of dissemination in the District entities.
- Fear of civil servants of losing their jobs when being replaced by robots in their repetitive tasks.
- Lack of personnel with basic programming skills who can support the robots.
Failures
- Resistance to change in current processes, impeding progress in the implementation of robots.
","
- Dissemination of the Robot Incubator and its benefits.
- Training in programming fundamentals for those employees who wish to participate.
- Support from the Management of the District Entities to implement development pilots or adaptation of existing robots.
- Strategies to manage resistance to change"".
","So far, the robots created in the Northern Sub-network have been shared and adapted for their operation in two (2) other district entities, which shows their replicability provided that they have the support of the Management or Senior Management of the entities involved.
In order for the innovation to be replicated in the future, it is necessary the support in its dissemination, in the improvement and complement of the tutorials and video tutorials created so far and the support of the Management of each entity to implement robot pilots.","Faced with the growth of repetitive tasks, the solution had always been to hire more personnel, and although there were robotization options on the market, they were very expensive for public entities.
In the Northern Sub-network different factors came together for the emergence of robots:
- Change in regulations that increased the number of repetitive tasks and decreased delivery times, making it unfeasible to continue transferring more personnel from other offices to provide solutions.
- Emergence of a free software option for Robot Process Automation (RPA).
- Staff with knowledge in innovation, basic programming and motivation to propose new ways of solution.
- The experience to share is that with motivated people, challenging problems and the support of top management, innovation emerges.
",,,"a:1:{i:0;s:5:""35357"";}",https://youtu.be/CRJGhvaQVUI,https://youtu.be/fig8eMZhCvA,
35318,"EVOKE – A tournament to improve social innovation skills",https://oecd-opsi.org/innovations/evoke-a-tournament-to-improve-social-innovation-skills/,,"Suba’s City Hall - Subalab",Colombia,regional,,"EVOKE – A tournament to improve social innovation skills",http://subalab.gov.co/evoke/,2022,"Those who are now teenagers will be in charge of resolving complex problems in 2050, in particular those related to the climate crisis and its impact on cities. They will need to be equipped with soft skills to develop generosity, creativity or teamwork; unfortunately, traditional schools are not prepared for this task yet. The Mayor's office from Suba, Bogotá, in alliance with te Bogotá Lab iBO and with the World Bank, developed an experiment to test a gamified program that uses ICT to connect teens with social challenges through a process of structured innovation.","There are different types of problems to be addressed by EVOKE. Here is a sample of these:
- The Economic Commission for Latin America and the Caribbean (ECLAC) highlighted the importance of involving young people in social processes. Under the Students4change initiative they warned of the difficulty of put in practice the teaching of skills for social innovation in Latin America.
-In Colombia, the youth unemployment rate for the first quarter of 2021 was 22.5%. In the town of Suba, in Bogotá, 19% of young people are NEET and close to 50% of young people do not go to university when they finish school. According to the SDG Index for Colombia, in 2030 the country will only comply with 2 of the 17 objectives.
What is the challenge to solve?
- How to get young people to build sustainable life projects?
- How to ensure that your life projects contribute to the resolution of social problems?
- How to stimulate the type of skills required to be an entrepreneur and function in an uncertain and complex world?
- How to do all of the above on a massive scale and with strategies that connect young people?
- How to ensure that the results are sustainable once the solution is deployed?
Imagine for a moment that you could foresee the future. Now bring yourself forward to an idyllic future where the cities are sustainable, the problems in education have been solved and each inhabitant of the planet has access to drinking water, as well as to resources that allow them to have decent life projects.
What would they do if they discovered that there is an organization that seeks to destabilize the future for personal ambitions? Would people do something to maintain their timeline as they know it? Or would they decide to straighten the course again?
Now imagine that there is not only one organization trying to alter the future, but there is another one that seeks to keep it as such.
That organization is called EVOKE and when it determines that there are aspects to correct in the timeline because its counterpart called Broken has interfered with it, it summons the most flexible minds on the planet to contribute to the resolution of specific missions to straighten the way. This is what happens in EVOKE. It is a gamified program that brings together young people of all characteristics, so that they become agents of change for design innovative solutions that solve the most pressing problems on the planet using Design Thinking.
To achieve the above, EVOKE is hosted in a digital platform where the agents receive their missions and choose the tools to carry them out. To undertake the missions successfully, each team will have to strengthen their empathy skills, they must become more creative, braver, analytical, collaborative, and they will need to build concrete solutions with the resources at hand.
The teams receive a set of challenges for 12 weeks, which by solving them, they become real projects of social innovation. The most outstanding teams receive a series of incentives to continue with their life projects related to the proposed solutions.
About EVOKE – Suba2022
EVOKE was created by the World Bank in South Africa in 2010 and has showcased the ability to create impact in the generation of 21st century skills. Unfortunately, it has not found a way to be widely available.
To solve this, in 2022 an alliance was formed between the town of Suba in Bogotá, the World Bank and the company Qüid Lab, to carry out an experiment that aims to identify the aspects that EVOKE requires to grow in an environment like the one in Colombia. Within this framework, four main hypotheses were defined:
- The school environment is the best scenario to institutionalize this program.
- Teachers and school directors will dedicate time to its development.
- Young people will be linked to the solution of a social problem.
- The young people will continue with their initiatives as part of their life project.
The experiment consisted of a call for public and private schools, of which 4 public schools and a private youth care foundation were selected. 81 young people who have participated in the EVOKE program and 6 accompanying teachers from the teams were linked.","a:2:{i:0;s:3:""220"";i:1;s:3:""623"";}","EVOKE displays a different way of reaching to young people. It uses a graphic novel and game mechanisms to link them to the concepts of social value and impact generation. It brings global unresolved issues to an hyper-local environment to find new solutions.
EVOKE connects several actors of the ecosystem with capacity to intervene in the different challenges, thus promoting engagement in participants in social issues and sustainability aspects. In Colombia there is no other program like EVOKE, so the innovation is also related to the experimentation process carried out in the Suba district to adapt a global program to the local context.","a:1:{i:0;s:14:""implementation"";}",,"Evoke has four partners: 1) the World Bank, who provided the pedagogical content about the 21st century skills and a team of developers for Moodle; 2) Quid Lab, which has led the development of the program and sponsored the incentives for the winners of the program; 3) A handful of public schools have also been essential partners as well as; 4) the local mayor's office of Suba, who has helped with the enrolment of students and inter-institutional management with the schools..","In EVOKE, the main beneficiaries are young people between 15 and 18 years old from different public schools in the Suba district. They were chosen because they have actively participated in the program, learning about social innovation, design thinking and 21st century skills. Similarly, the teachers accompanying the student teams have benefited from training in topics related to the program and social innovation.","The main results so far are the following:
-The call should not be made through the schools, but directly to the students, as it raises the sense of responsibility towards the Program.
-The Program should not seek to establish itself as part of the school curriculum, since the resistance to change and the curricular rigidity established in public policy make mass use difficult.
-Teachers lack the skills to accompany processes of social innovation.
-The daily tasks of teachers have taken their time.
-Students respond to a gamified strategy to connect with social purposes.
-We have identified this results through demi structured interviews with participants and allies.
-In the near future we expect to measure some additional elements about students and their will to continue with their projects and make them a reality after EVOKE.","The main challenges are related to the lack of time of teachers and the students availability to work in the Program. Furthermore, communication with the participants has been one-way, so the information collected comes from only a sample of the participants.
Additionally, we are simultaneously developing this experiment while the schools are busy with other activities, which has reduced the participation of some of them. To counteract this communication gap, two strategies have been established: the first, through the use of gamification, and the second through formal conversations with the partners to gather feedback.","'-The first thing required is the motivation of young people to participate and complete the program. We learned that by providing incentives more related to the generation of stronger opportunities to create a sustainable life project (for example, through scholarships in universities or support and capital seed for entrepreneurship) we gain from students attainment.
-The second element refers to the importance of maintaining the program with high levels of gamification and that it does not feel like an academic duty.
-The third element suggests that the program should be implemented outside the school environment, with its own business model, without depending on the will of school and local authorities.","The experiment was implemented with a very small audience, in one of the 20 localities of the city of Bogota. If we want to expand to other areas of the capital city we could reach out to more than 500,000 young people between 15 and 18 years old. With an aspiration to cover 1% of the population of a single city in Colombia, the break-even point has already been reached. In addition, the contents are in Spanish, which facilitates their replication in other countries in the region, with small adjustments.","Before escalating the initiative, it is necessary to determine if the validation of the solution was done in the same context. If not, it is worthwhile to set up an experiment to determine which elements work and which do not. Experimentation also involves establishing hypotheses and verification methods.
Finally, innovation processes require patience, because although they may be more agile to learn and make adjustments, there are no processes in which the methodological part should be taken lightly.",,"a:1:{i:0;s:5:""35470"";}",,https://youtu.be/cvxIrtZoqSc,https://youtu.be/cvxIrtZoqSc,https://youtube.com/playlist?list=PL-76r0wCsM2nbikTpbOzHt4i8SJjzyd8e
35319,"Our Europe, Our Future (Notre Europe, notre avenir)",https://oecd-opsi.org/innovations/our-europe-our-future-notre-europe-notre-avenir/,,Make.org,France,central,,"Our Europe, Our Future (Notre Europe, notre avenir)",http://www.ofaj.org/consultation-notre-europe-notre-avenir,2021,"""Our Europe, Our Future"" is a vast consultation of young people in France and Germany carried out in the framework of the Conference on the Future of Europe. 95,000 young people from both countries expressed their priorities for Europe in two consultations: one carried out on the initiative of the French Ministry of Europe and Foreign Affairs, the other in cooperation with the Franco-German Youth Office and with the support of the German Foreign Ministry.","As a European actor of participatory democracy, Make.org wanted to contribute to the Conference on the Future of Europe, in particular by allowing young people, who are at the heart of the Conference, to fully participate and express their priorities.
Including all young people was essential to the success of this Conference, which had to make visible the solutions put forward by young people, especially those who are furthest away from European issues, but it was as much an objective as a challenge. Indeed, although young people have shown their strong desire to participate in the European democratic life during the European elections of 2019, many consider that it is difficult to engage young people in participatory processes. At Make.org, we have succeeded in mobilizing them very strongly in all of our consultations, with an innovative, simple, fun and engaging experience, whose codes young people know and appreciate. We have developed a digital mobilization strategy to reach young citizens where they are, with the right messages.
On the occasion of the launch of the Conference on May 9, 2021, the Ministry of Europe and Foreign Affairs has launched, with Make.org, the #ParoleAuxJeunes consultation. For two months, young French people between the ages of 15 and 35 were invited to answer the question ""Young people, what are your priorities for the Europe of tomorrow? During this consultation, the idea of replicating this consultation in other European Union member countries matured, and a Franco-German project was gradually built up, in agreement and in consultation with the Ministry of Europe and Foreign Affairs, the German Ministry of Foreign Affairs, and the French Embassy in Germany.
Following the success of the mobilization of young people in France with the consultation ""Parole aux Jeunes"", Make.org repeated the exercise, this time in Germany, in cooperation with the Franco-German Office for Youth (OFAJ). The objective of this second consultation was both to give young Germans the same chance to express their priorities on the future of Europe, but also to identify the major consensus of the youth of both countries and to define impactful initiatives that young people from both countries will be able to implement.
By comparing the results of the two consultations, 11 common priorities for the Europe of young people in France and Germany have emerged: the environment and European democracy are at the center of the proposals but also the economy, health, fundamental rights, digital transformation and education take an important place among the ideas for the Europe of tomorrow. All the results of these consultations have been integrated on the online platform of the Conference to be part of its conclusions, and several events have been organized to make these results known to young people in France and Germany.
To bring these priorities to life, the project laboratory ""Our Europe, Our Future"" organized in Dresden in March 2022 brought together, like the one in Lille, about fifty young people aged 18 to 30 from France and Germany. For three days, these young people reflected on projects, particularly cross-border ones, to respond to the common priorities on the future of Europe, and then to implement them.","a:2:{i:0;s:3:""181"";i:1;s:3:""621"";}","Among the other initiatives carried out in the framework of the Conference on the Future of Europe, ""Our Europe, Our Future"" stood out for its ability to massively mobilize young people in France and Germany, with nearly 100,000 young people.
This success was made possible by an online consultation tool developed to allow for maximum involvement, in particular by reaching out to young people on social networks, and by obtaining results with a representative balance of all young people in both countries. This innovative digital tool is all the more relevant in a degraded health context as during Covid, where it was important to keep the democratic debate alive.
Beyond the massiveness, it is also the results coming out of this initiative that are decisive, with 11 common priorities of youth in France and Germany for Europe, and the fact that these can be transformed into concrete actions.","a:1:{i:0;s:14:""implementation"";}","The innovation is currently under implementation","The French Ministry of Europe and Foreign Affairs initiated the #ParoleauxJeunes consultation in France. A Franco-German project was gradually built and Make.org repeated the exercise in Germany, in cooperation with the Franco-German Youth Office (OFAJ), and with the support of the German Ministry of Foreign Affairs. The agreement and support of both ministries was necessary for the project and gave it the desired visibility.","The French and German youth participating in the consultation were the users of this democratic innovation, but were also among the beneficiaries. The objective was also to make the priorities of the youth of both countries known to the national and European institutional actors, and to bring these priorities to the Conference on the future of Europe.","The ""Our Europe, Our Future"" initiative involved 95,000 young people in France and Germany, more than 3,500 proposals on the future of Europe, and 730,000 votes that allowed 11 common priorities of young people in France and Germany to emerge. All the results of these consultations were integrated on the online platform of the Conference to be part of its conclusions, and several events were organized to publicize the results of these consultations.
To bring these priorities to life, the project laboratory ""Our Europe, Our Future"" organized in Dresden in March 2022 brought together, like the one in Lille, about fifty young people aged 18 to 30 from France and Germany. During 3 days, these young people thought about projects to answer the common priorities on the future of Europe. 20 concrete projects for the Europe of tomorrow have been created by young people from France and Germany and are carried by the people themselves.","One of the difficulties was to make this project a reality, going beyond the #ParoleAuxJeunes consultation in France. The political calendar, especially with the context of the federal elections in Germany in September 2021, made the integration of the approach into existing institutional processes more complex. It was necessary to mobilize all the actors interested and concerned by the project, in particular the French and German ministries, so that these results could be carried through the institutions to Europe. Moreover, the sociological approach of consulting the youth of two countries to identify their priorities was unprecedented for Make.org: we had to think about a new method of analysis and ensure that the consultations were sociologically comparable. Finally, demographic rebalancing of online participants had to be done to achieve a representative balance in terms of age, gender, and region.","The conditions necessary for the success of this project lie first of all in the motivation and commitment of the teams. As a European civic tech, the Make.org teams wanted to actively contribute to the Conference on the Future of Europe by giving a voice to young people. Similarly, the presence of Make.org in France and Germany, as well as the teams' mastery of both languages, facilitated the implementation and the quality of the results of the process, with a sociological and rigorous analysis of the priorities of young people in France and Germany for Europe. To ensure the legitimacy of the results, the massiveness and the steering of the representativeness were also important. Finally, the support of the French and German Ministries of Foreign Affairs, as well as that of the President of the French Republic, were decisive for the visibility and credibility of such a project.","An initiative like ""Our Europe, Our Future"" can be duplicated and carried out in other countries and by different types of actors. Indeed, such a consultation asking citizens for their priorities on a subject that affects them on a daily basis is a relevant way to establish a concrete citizen's agenda, faithful to the citizens' will, and which allows to engage thereafter concrete actions, with the citizens. Faced with issues that transcend borders, and whose solutions can be found collectively, a participatory approach between two regions or countries can not only strengthen ties between populations, but also to bring out common projects. Citizens increasingly want to be involved in decision-making processes and participate in public life. Democracies are also looking for solutions to get closer to their citizens, and to put their will at the center of public action.","The commitment and the massive participation of young people in these two consultations proved that it was possible to mobilize young people on European issues. In fact, contrary to popular belief, the results show that young people are very interested in the societal, civic, political and environmental issues of our time and the Europe of tomorrow. The 11 shared consensuses underline a significant commonality and reinforce the hypothesis already expressed in other Make.org consultations that there are many more consensuses between citizens than between governments. The opinions of the young French and Germans are of course complemented by singular ideas from each country. The cross-border priorities that emerged during the consultations also prove that this type of approach can be duplicated in other countries in order to strengthen the links between the citizens of a cross-border living area.",,,"a:2:{i:0;s:5:""35348"";i:1;s:5:""35349"";}",https://www.youtube.com/watch?v=c1w0hYHMnog,https://twitter.com/EmmanuelMacron/status/1391399853096321026,
35320,"Artificial Intelligence Applied to the Decoding of Law",https://oecd-opsi.org/innovations/a-applied-to-the-decoding-of-law/,,"Imprensa Nacional - Casa da Moeda SA",Portugal,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Artificial Intelligence Applied to the Decoding of Law",http://incm-tst.outsystemsenterprise.com/INOV_DRE/Home,2022,"Creation of a functional prototype of a system, using AI, that assists the citizen in identifying and solving issues related to consumer law and retirement status.","INCM edits electronically the Diário da República (DR), the official newspaper of the Portuguese Republic, which is exclusively available on the portal Diário da República Eletrónico (DRE) on DRE.PT as a public service of universal and free access.
Access to the DRE allows consultation of all Portuguese Legislation, but it still has great potential to evolve at the Citizen's Service level, particularly in services that allow the user to find the rules and procedures that relate to their particular need (the reason that led them to consult the legislation).
The rules associated with a given consultation (complaint, calculation of a pension, etc.) are enshrined in the body of law made available by the DRE. Often these rules require consultation of different pieces of legislation and present the need for a technical and detailed interpretation. For example, if a Consumer wants to complain about a particular purchase or service, which sector of activity or even the supervisory entity can he address? This, among other use cases are clarifiers of the existing potential around the evolution of services enabled by new technological trends.
The Project ""Decoding the Legislation"" results from partnerships between INCM and national scientific institutions and other governmental institutions, and intended to develop Artificial Intelligence tools for the DRE, facilitating consultation by citizens. Repositories were implemented with data sources and metadata from the DRE and, using natural language processing, the legal attributes are transformed into code language, and a web application was developed that allows intelligent queries to a given Law.
The case studies chosen to test the AI tools are the Consumer Rights Legislation and the Retirement Statute. A proof of concept was carried out, which will be refined in the future, in which the DRE will have an intelligent search mechanism in which Citizens can ask questions about these sets of legislation and get answers automatically.
As this is a pioneering project applying Artificial Intelligence techniques to the processing of a vast body of legislation, it is necessary to continue to focus on the processing and curation of the corpus of basic legislation for search engines and semantic treatment of the information.
On the other hand, it is fundamental to maintain the conditions for joint development with scientific institutions, both for the adoption of new advanced methods in the treatment of this information and for the training of resources and transfer of knowledge to the business world and the general public.
The continued commitment to the development of these techniques and solutions will be reinforced with training and refinement of the models developed, contributing to provide citizens with efficient services to exercise their rights and duties.","a:4:{i:0;s:3:""147"";i:1;s:3:""623"";i:2;s:3:""612"";i:3;s:3:""320"";}","The main innovation of the project is to make the legal rules consumable by digital systems, so they can be used by services and citizens. The instantiation of two concrete practical cases: the access to the Consumer Rights and the Retirement Statute, allows to give answers to questions that a normal citizen asks, without having great technical knowledge about the mentioned laws.
The adoption and availability of these new paradigms will be a key component in the digital transformation of governments, particularly as we seek to integrate service delivery, automate the exchange of information and decisions, ensuring government transparency, responsiveness and accountability.","a:1:{i:0;s:14:""implementation"";}","The innovation is currently under implementation.","The project was developed by a multidisciplinary team, including INCM researchers with extensive technical and business knowledge, researchers from INESC-ID and the Data Science Knowledge Center of the Nova School of Business & Economics, as well as the Directorate General of Consumer Affairs itself, ensuring unique technical and scientific skills for the project's success.","The main user and beneficiary of the project is the citizen himself, who has at his disposal an easy-to-use service that allows him to have answers to questions regarding Consumer Law, or the Statute of Retirement, through search algorithms and semantic treatment of the information contained in the Law.
It is also a project that contributes to the scientific advancement and knowledge creation of graduate students in the area of natural language processing.","Regarding the functional prototype of the Retirement Laws, a conversation tool was developed that will incorporate the most relevant conversation flows in the selected context; the conversation flows according to the rules derived previously and the development of mechanism for detecting changes in legislation. It was concluded that the type of technology applied is adequate and has the potential to increase the tools available to access legislation, especially for non-legal professionals because it performs a semantic search.
Regarding the Consumer Law prototype, further testing demonstrated that the Legal Semantic Search Engine (LeSSE) can improve, even without available query examples, using a technique developed in the context of this project. With this technique, a semantic representation is automatically extracted from legal texts, and then used to automatically generate sets of semantic pairs (questions/answers) that will be used later.","There were no significant deviations in the project, being part of the project's future plan, the training of the developed models to improve the possible search queries. Since this is an application of Artificial Intelligence techniques (Natural Language Processing), there is a need to integrate the largest number of query results and the respective annotations in the models, in order to robust the quality of the results obtained.
The results obtained are very promising and show that the use of semantic-based approaches has a strong potential to improve the retrieval and search systems for Portuguese law. The use of more advanced techniques and a broader training, with a larger corpus of legislation, may enable the increasing adoption of this new paradigm in the consultation of legal information, by citizens.","Citizens may have difficulty interpreting a given piece of legislation available to them. There are some approaches to meet this challenge; for example, the governments of Singapore and Israel or Stanford University and Aberdeen University (among others) and software companies are working on projects to turn legislation into reusable software code, empowering the delivery of digital services with the application of AI techniques.
There will have to be greater investment in the application of more advanced techniques. From experience with the project, success will be achieved with:
- Investment in knowledge to find more efficient ways to analyze legislation and the complexity associated with capturing, the calculation rules of a given law;
- Greater investment in computing infrastructure, given the technological complexity inherent to the massive treatment of data, cataloging and classification of the same;
- Dissemination of the potential of these solutions.""
","The work done in the project has never been done before for legislative documents written in Portuguese, as far as our research allowed us to ascertain. However, being a project with a high innovation component, it also carries a high risk and it is not possible to guarantee that all objectives will be met in an entirely satisfactory manner.
A major challenge will correspond to the creation of a set of training texts corresponding to the required characteristics, starting from the body of legislation on consumer law and replicating it to other areas of law.
Replication for other areas of law can also be enhanced by the use of deep learning techniques, but these rely on large resources, such as large amounts of data and processing power.","The adoption of this type of technology in legal information search engines is pioneering, even at an international level, showing that technology can be used to assist citizens in common tasks of searching for information about their rights, even those with little digital literacy, as it abstracts the user from the advanced technologies that support their searches.
It should also be noted that the project had a high degree of dissemination, INCM having presented the project in two international conferences, namely the Digital Transformation in Migration EMN Annual Conference and the European Forum of Member State Official Journals and the EU Publications Office.
INCM is finalizing a White Paper that addresses how artificial intelligence and NLP techniques affect and improve the way the citizen interacts with the Electronic Official Gazette, as well as the impact on the quality of legal search engine results.",,,,,,
35322,"Digital outcasts: innovation for equal service to citizens (Excluídos Digitais)",https://oecd-opsi.org/innovations/digital-outcasts/,,"Ouvidoria-Geral da Secretaria de Controle Interno da Secretaria-Geral da Presidência da República",Brazil,central,"a:1:{i:0;s:12:""public_admin"";}","Digital outcasts: innovation for equal service to citizens (Excluídos Digitais)",http://www.gov.br/planalto/pt-br/fale-conosco/ouvidoriadapresidencia,2022,"The General Ombudsman Office/CISET/SG/PR (OUVPR) is considered, by part of the population, the highest instance of support for solving problems of access to public services. Among the different social profiles that seek assistance, a large portion of ""digitally excluded"" stands out; according to IBGE (2018) they represent 25.3% of the Brazilian population. The innovation was due to the unprecedented automation of the process, enabling isonomic treatment of the demands of the ""digitally excluded"".","""The innovation solves the problem of unequal and non-isonomic treatment of handwritten manifestations coming from digitally excluded citizens, since it serves a wide audience, diverse subjects and transversal issues, coming from letters, e-mails and other means. In this context, OUVPR has the challenge of fulfilling the requirement of manually inserting all manifestations received through other channels in the Integrated Ombudsman and Information Access Platform (Fala.BR). It receives, registers, analyzes and distinguishes the different issues addressed in the same letter, identifies the responsible body to direct each typified content, and then offers feedback. This sequence of operational and repetitive tasks used to be done manually. The result was a lengthy process, with expired deadlines and subject to human error.
The challenge of this process was intensified with the need to comply with art. 13, § 4, of CGU Directive No. 581, March 9, 2021, to use Fala.BR: ""The user's prior authorization is required for the creation of a record or for the linking of a manifestation to an existing record.
The process needed improvement to ensure the access of these citizens to the rights provided in Law No. 13,460/2017 (code of defense of the rights of the user of public services).
With a revolution in the approach to the problem, immersing in Service Design methodologies, different action fronts can be cited as the innovations implemented:
- Normative interpretation and procedural innovation - Expanding and connecting normative frameworks, it was possible to mature the legal interpretation to enable the launch of demands originating from letters in Fala.BR without the need for prior authorization for registration, from the premises provided in art. 7, item III, and art. 11, item II, item b, both of Law No. 13,709, of August 14, 2018. Thus, the decision was made to insert handwritten letters in the """"registration without authorization"""" functionality, associated with articulated information management mechanisms internal to the Presidency of the Republic with traceability solution, maintaining the confidentiality of personal information. The action allowed the treatment of the demands of the ""digitally excluded"", ensuring compliance with the legislation. The decision also made it possible to launch the content in Fala.BR received in digital media, using a form for prior authorization for the use of personal data, giving legal security to the forwarding of manifestations.
- Automations - Sustaining the articulated management mechanisms would only be viable with the implementation of automations. Thus, CISET/PR, through the integrated work of the General Coordination of Continuous Auditing and the General Ombudsman Office of the Presidency of the Republic, designed the technological solution. The mapping of work patterns was carried out to define tags and classifications that led to the first phase of automation in the process, content screening, and the consequent development of the first automated solution. The ARA robot automatically fills in, registers, and launches the manifestation on the Fala.BR platform, generating the protocol number and the access code that will be made available to the citizen by means of a letter. This information is automatically filled in by the robot in OUVPR's control spreadsheets to allow the follow-up of each one of the demands. The ARA has made it possible for the ""digitally excluded"" to access the rights set forth in Law 13,460/2017. With the success of the experience, a second solution was developed - POLO robot - to handle the manifestations coming from other digital means. The solution allows protesters to receive, directly, in their emails, the protocol number and the access code for follow-up.
The robots were named ARA and POLO, after the Tupi-Guarani language, in which ARA means time and POLO is the wind god.
Process integration - This combination of actions made possible, beyond digitalization, the ""digitization"" of the process.
Data mining - Automation has allowed the visualization of potentially useful patterns for the control and public policy monitoring sectors.
The main objective is to guarantee equal and isonomic treatment for digitally excluded citizens. The beneficiaries are all digitally excluded citizens who have limitations in using the Internet. The innovation is envisioned for the future with the extension of the solution to federal, state and municipal ombudsman offices that receive manifestations by handwritten or digital forms. The innovation is already institutionalized in OUVPR and is part of the options offered to partners who have a protocol of intent with the Secretariat of Internal Control, and can be replicated on a large scale only with the expression of interest of partner ombudsmen to have the solution, being provided free of charge the two robots (ARA and POLO).""","a:2:{i:0;s:3:""619"";i:1;s:3:""181"";}","The initiative is innovative from process to result, with stimulus to creativity and decision-making for the construction of an unprecedented technology in the treatment of handwritten communications of citizens. The diagnosis innovated by understanding the reasons for the accumulation of demands and identifying the causes of ineffective treatment of the demands of the ""digitally excluded"". The approach innovated by applying systemic analysis techniques for understanding multiple events and transformation opportunities; the storyboard of the journeys and empathy maps for awareness and solution vision. The development of the ARA and POLO robots resulted in the innovative technological model, with high impact on procedural speed and delivery of measurable results.
The greatest legacy was the construction of a technology, of almost zero cost, replicable to other ombudsman offices, in the agile and inclusive treatment of claims sent by ""digitally excluded"", ensuring this group the gains of the digital environment.","a:1:{i:0;s:14:""implementation"";}","The innovation is currently under implementation.","Managers/Sponsors
Secretary of Internal Control of the SG/PR: Edson Leonardo Dalescio Sa Teles
General Ombudsman: Eveline Martins Brito
Elaboration and Development Team
Server: Eveline Martins Brito
Carla Aparecida Magalhães Carsten Braga de Miranda
Server: Marcelo Dias Campos
Server: Solange Matos Pinheiro
Server: Eliton Rezende do Carmo
Partners
General Coordinator of Continuous Auditing: Eduardo Jose Costa Mello
Server: Roberta Silva Martins","Citizens considered digitally excluded.
Federal, state and municipal ombudsmen","Timely attendance of 100% of the digitally excluded citizen's plea, previously only 18,6% that proceeded to treatment; synchronism between the receipt of the manifestation, the registration within 48 hours and the treatment of 100% of the demands, previously it was done in more than 20 days; savings of 75% in mailing issuance to the digitally excluded; saving of 293 days of work of a server per year; production of organized data potentially useful for the sectors of control and monitoring of public policies indicating profile and subjects with disaggregated variants; information about ""digitally excluded"" are statistically measurable; definition of channel with institutions that did not adhere to Fala. BR with resolubility of these demands; availability of a low-cost technological model to be shared with other ombudsmen. The measurement was done by indicators of FALA.BR. In the future, the improvement of indicators of time and quality of service to the digitally excluded will be improved.","The main challenge was to unite the efforts of internal organizational units to solve the problem with zero cost, the regulatory barriers, and the inefficient process of serving the digitally excluded. In the ideation phase, solutions emerged to clear the process path by removing impeding elements. First, the normative interpretations were validated. After, the necessary technological solution to ensure the accessibility to the ""digitally excluded"", it was pointed out the need for a new logic: to consider the servers also as central stakeholders, evolving to a Service Design. The new phase of researching patterns and classifications and work typology for prototyping the automation solutions and developing the robots. The implementation of the solution in everyday life, along with the training of servers, provided systemic gains of effectiveness for users and citizens.","
- Infrastructure and support services: the entire solution was developed with equipment, structure and services of the Presidency of the Republic;
- Policy and norms: adherence to the policy and norms of the Ombudsman System of the Federal Executive Branch, with normative interpretations that made innovation possible;
- Leadership and guidance: sponsorship and commitment from top management, with guidance and continuous training of employees;
- Human and financial resources: human resources from the Secretariat for Internal Control and zero cost;
- Personal values: ethics, equality, empathy, timeliness, transparency; citizen service; inclusion.
- Motivation: to seek isonomic and equal service to digitally excluded citizens with excellence.""
","The project strengthens the social control mechanisms in the Presidency of the Republic and ombudsman units, ensuring timely responses, especially for the ""digitally excluded"", the most challenging group to serve in an increasingly digital world.
The actions were adapted to the current legislation, including the legal provisions on the subject, including the Access to Information Act, the Code of Defense of the Rights of Users of Public Services, and the General Personal Data Protection Act.
Fala.BR has become the only channel for the processing of information, inserting the contents of the ""digitally excluded"", received through correspondence. The action created isonomy among citizens, without creating a preferential line of demands forwarded by the Presidency of the Republic, and provided them with a direct follow-up on their claims. The innovation may be replicated by federal, state and municipal ombudsman offices that receive handwritten manifestations and that adhere to FALA.BR.","This multifaceted scenario imposed on OUVPR the challenge of finding innovative solutions to overcome difficulties in handling correspondence from the ""digitally excluded"", considering that approximately 86.7% of the demands from this group were not being met. Among the project's learnings, the perception that the public administration is increasingly dedicated to providing services mostly through the Government's Single Portal stands out. The project presents solutions to better serve this large portion of the population who are the ""digitally excluded"" and who have great difficulty in inserting themselves in the digital world.
OUVPR fulfills its social and inclusion role in a timely manner, with 100% of the demands of this public being met. The solution is scalable, and can contribute to the ombudsman offices of states and municipalities that have a similar challenge: reception of cross-cutting issues, high number of demands from ""digitally excluded"" and the popular expectation of being heard by the directly elected leadership.",,"a:4:{i:0;s:5:""35351"";i:1;s:5:""35352"";i:2;s:5:""35353"";i:3;s:5:""35354"";}",,,,
35328,"Aides Jeunes - Social aid and benefits simulator for individuals and those who accompany them.",https://oecd-opsi.org/innovations/aides-jeunes/,,"Beta.gouv.fr ",France,central,"a:1:{i:0;s:7:""housing"";}","Aides Jeunes - Social aid and benefits simulator for individuals and those who accompany them.",http://mes-aides.1jeune1solution.beta.gouv.fr/,2021,"Aides Jeunes, the aid simulator on the 1jeune1solution.gouv.fr website, was developed to combat the lack of access to rights in France. In just a few minutes, it allows people to see what aid they are entitled to, and to facilitate their aid application process. To date, it contains more than 700 forms of assistance and allows 80,000 people to be directed each month.","Aides Jeunes is one of the digital products created in the beta.gouv.fr ecosystem, alongside 120 other autonomous teams, also known as ""State Startups"". These teams participate in the co-construction of tomorrow's digital public services in France, by focusing on specific public policy problems raised by public agents. They are aimed directly at individuals as well as at companies, associations, and administrations. Some convincing achievements: the Culture Pass, the business creator simulator (mon-entreprise.urssaf.fr), an algorithm for detecting job openings for job seekers (labonneboite.pole-emploi.fr), etc.
The Aides Jeunes simulator attempts to address the problem of access to the law. The problem: in 2022, the non-use rate for major national aids such as the RSA is 36%, 27% for the activity bonus and 34% for complementary health insurance. Among young people, including all types of aid, it is 25%.
Our goal is to ensure that as many people as possible benefit from the social assistance and benefits for which they are eligible by giving them access to the necessary information and facilitating their requests for assistance beyond the simulation.
The simulator currently references more than 700 aids, including 650 local schemes, on various priority themes, in particular housing, health, access to employment or training aids.
How does the simulator work?
After answering a series of questions (26 on average) about the person's situation (profile, household, housing, income and plans), the simulator evaluates the assistance for which they are eligible. Information and useful links for the constitution of applications are associated with each aid.
Our current work areas:
1) Increase the use of the simulator through partnerships and the integration of the simulator on other websites
2) Pooling efforts to promote access to rights and creating a digital community:
- by allowing institutions to contribute to the simulator through a dedicated tool, accessible by
people who do not have technical skills.
- by giving free access to our code (open source), making the structure of the data accessible, transparent, and reusable,
3) Accompanying people until they have access to their rights:
- by putting them directly in contact with agents thanks to an online appointment booking tool.
- by avoiding as much as possible double data entry in the files for people and agents thanks to the pre-filling of forms (in the logic of ""Tell us once"" (DLNUF) or ""Only Once Principle"" (OOP)).
As part of the beta.gouv.fr ecosystem, we can capitalize on the expertise of other teams who also have agile, incremental and transparent practices. Their work is carried out in conjunction with the people who use their services on a daily basis. This is the case with rdv-solidarités.fr for online appointments and démarches-simplifiées.fr for online requests.","a:1:{i:0;s:3:""619"";}","The simulator is updated daily to take into account legislative and technical changes in each integrated device. Recent work integrating a module for making appointments with caregivers and the progressive dematerialization and pre-filling of certain procedures also contribute to its innovative aspect.
But it is mainly on these 2 aspects that we think we stand out:
1) The progressiveness of the contribution: we allow institutions to contribute to the simulator according to their technical capacities. They can, at their choice or in a progressive way, integrate helpers with textual conditions, simple calculation rules, or complex calculation rules (thanks to OpenFisca).
2) Calculation rules modeled with OpenFisca can be reused for mass microsimulation, which allows for budget impact measurement during law reforms (leximpact.an.fr).",,,,,"Our impact to date:
- Nearly 140,000 visits / month (+70% in one year)
- More than 80,000 simulations completed / month (+70% in one year)
- 7.5/10 overall satisfaction index on the Observatory of the quality of online procedures
- 2/3 of people start at least one process (stable)
- 2/3 of them complete the process (stable)
Our methodology :
1) Quantitative study
- Continuous monitoring of our usage statistics (number of visits to the site, simulations started, completed, exit pages, etc.) thanks to the open-source analytics software Matomo.
- Implementation of site variations with A/B testing for relative performance evaluation
2) Qualitative study
- Surveys sent, with their consent, to people who have done a simulation to ask them about their effective access to rights. Telephone and email exchanges with people who need support.
- Organization of user tests (see 5.1)
",,,,,,,,,,
35428,"Territorial Dialogue Initiative (IDT) - Yumbo",https://oecd-opsi.org/innovations/territorial-dialogue-initiative-idt-yumbo/,,"Fundación Corona",Colombia,regional,"a:1:{i:0;s:7:""housing"";}","Territorial Dialogue Initiative (IDT) - Yumbo",http://,2022,"The IDT is a multi-stakeholder dialogue methodology whose objective is to generate spaces for collaborative co-creation to design public policy proposals for a locally development challenge.
The IDT Yumbo worked on a challenge prioritized by citizens. The causes were identified and solutions were proposed, creating a policy prototype. Through advocacy platforms, the prototype was presented to the local and regional government to incorporate the proposal as part of the Municipal policymaking.","There is lack of legitimacy in the Colombian public decision-making process. This issue is associated with low citizens participation and deficient institutional response; at the same time, the gap between their expectations and their actions keeps broadening up.
Yumbo is a district that has been strongly affected by corruption in government and political instability (i.e., 6 Mayors within a four-year period). These situations impacted on the levels of citizens confidence and trust in public institutions. As evidenced in the 2021 Citizen Perception Survey of ""Yumbo Cómo Vamos"", 87% of citizens surveyed considered that corruption has increased or remains the same as compared to previous years. On a similar point, the lack of effective policymaking creating spaces or mechanisms for citizens participation has discouraged their engagement in public affairs. On the same Citizen Perception Survey, it was found that 94% of those surveyed did not take part in any space for citizen participation promoted by the municipal or regional government.
The RTD in Yumbo emerges as a methodology that helps addressing the lack of citizens participation and the legitimacy gap of public institutions. The methodology is twofold and engages both parties in the co-creation of solutions for a common challenge: 1) citizens co-create a solution prototype to address the challenge, 2) the municipality generates the space for advocacy and public debate so that the solution is incorporated. RTD is an innovative and tested methodology that contributes to the construction of solutions among the diversity of stakeholders regarding a local development issue. The prioritized agenda for the municipality of Yumbo was security, specifically, the affectation of youth by urban violence, particularly homicides.
According to the aforesaid survey, only 24% of inhabitants feel safe in their neighborhoods as product of the presence of cells of armed conflict parties, drug trafficking and the increasing trend in urban violence, specially among youth under 28 years old. Yumbo recorded the second highest homicide rate in Colombia in 2021. That said, it is evident that security is not only a challenge, but also a priority for both parties that sought to try unconventional methods to solve it.
Both parties decided to use a multi-stakeholder approach together with a democratic innovation method. On top of the insecurity issue, the Municipality ranked as 2nd in public security and justice investment in Colombia, unfortunately without achieving a sustained mitigation of the problem. In this sense, through applying methods of design thinking, creative problem solving and agile methods, the RTD developed three phases to co-produce a public policy draft document to be issued to the local authorities:
-Design Phase: participants are divided into groups to work on the diagnosis of the problem (identification of causes and consequences), the proposal of solution alternatives and the prototyping of solution alternatives of high viability, fast implementation and high impact.
-Mentoring phase: based on the collectively built prototype, a public policy proposal document is created in response to the selected problem, as well as the advocacy strategy to obtain the necessary support for its implementation.
-Mobilization phase: based on the advocacy plan, the participants and the facilitating team meet with decision-makers and influencers to present the public policy proposal to them and enlist their support for its implementation.
As a final output, it is expected that the Municipality endorses the public policy proposal developed by the RTD and commits to the designation of resources and the incorporation of specific proposals in their public policies.","a:2:{i:0;s:3:""178"";i:1;s:3:""181"";}","The Yumbo RTD is an innovative proposal due to its multi-stakeholder nature that brings together: (i) private sector and foundations, (ii) institutions, represented by the Mayor's Office and the Governor's Office of Valle, (iii) civil society, including youth and social and community organizations; and (iv) thematic experts.
The methodology is based on principles of public innovation with 3 main characteristics that distinguish it from other public policy building initiatives in the territory. First, it is a low-cost initiative, compared to other investments focused on public policy formulation. Secondly, it is quick to implement, since it is developed in an average period of 7 months; and thirdly, it has a high impact, because it generates, collectively, solutions to a local development challenge that are embodied in a public policy proposal.",,"The innovation is under implementation and brought together participants under the Alliance between Yumbo, Smurfit Kappa Colombia and Corona Foundation. They created ""Yumbo Como Vamos"" in support of the initiative's thematic selection process and to the RTD.","The innovation is under implementation and brought together participants under the Alliance between Yumbo, Smurfit Kappa Colombia and Corona Foundation. They created ""Yumbo Como Vamos"" in support of the initiative's thematic selection process and to the RTD.","43 local leaders from the private sector and philanthropists participated in the RTD, not to mention civil society organizations, thematic experts and the public sector. The Mayor's office participated through its advisors and the municipal councilors. The prototype was presented before the Mayor's office and the Governor's office of the region so that the initiative can be articulated at the local and regional levels.","'-A multi-stakeholder dialogue was generated, with 43 leaders (social, private and public), who built 5 problems, 5 causes, 5 challenges, 69 solution drafts and 15 solution prototypes, synthesized in a single public policy proposal focused on the prevention of violence in young people.
-The prototype is synthesized into two structural axes, 5 components and 50 actions. The first axis focuses on the social prevention of violence, and the generation of opportunities for young people; the second axis focuses on territorial security management.
-Citizens presented the draft public policy to decision makers; Mayor of Yumbo, Secretariats of Social Welfare, Education, Government and Security, the Office of Economic Development and the Council of Government.
-The Mayor's Office of Yumbo expressed its willingness to articulate the public policy proposal as a fundamental axis of the public youth policy and development plans.","'-Information asymmetry: All participants do not have the same security data. This challenge was faced with the incorporation of an expert, who made reports and tools to level the knowledge of the actors.
-Active participation of vulnerable youth: This population does not have active participation spaces. Consequently, their involvement in this type of spaces was complex. This challenge was solved through: the development of an innovative methodology, and the development of exclusive spaces with vulnerable youth to strengthen the policy prototype.
-Broad stakeholder participation: The challenge was the incorporation of an important sample of citizens. 43 stakeholders is a good number, however, it is too few in relation to the size of the problem.","Multi-stakeholder citizen participation. It is required that the RTD has different profiles so that the discussions have different points of view and build a prototype that responds to the territory.
-The local development challenge to be addressed is a need felt by the citizens. For this reason, an analysis was made of the issues that citizens consider that the public administration should give priority to, objective indicators of these issues and the Local Development Plan.
-The local government must have an interest in the prioritized issues and an interest in studying and articulating the public policy proposal created by the citizens.
-A team of experts must be available. On the one hand, in the methodology for its adequate implementation, and in the thematic, to channel the citizen discussions and technically raise the proposal.","RTD is an easily replicable methodology. The phases that comprise it can be developed in any territory and on any topic. It consists of 4 phases: enlistment (mapping of actors and thematic selection), design (identification of problems and design of solutions), mobilization (pitch creation and advocacy with decision makers) and evaluation of results.
Currently, RTD is being developed in Buenaventura, within the framework of the Alianza Activa Buenaventura. The priority issue for this territory was the increase in homicides of people between 15 and 24 years of age in Buenaventura. In addition, in departments such as Guajira, Cesar and Cordoba it was also used for issues related to the murder of social leaders in the region.
As part of the IDT in Yumbo, a methodological transfer is being made to the secretaries of education, welfare, mayor's office and economic development.","Democratic strengthening. As mentioned above, it allows for the qualification of citizen participation through innovative methodologies and guarantees that they are taken into account by the institutions. This improves the legitimacy of decisions.
-Methodological neutrality. The methodology guarantees horizontal participation as it allows all voices to have the same relevance. In addition, it allows the conversation of the citizenry to be included in the public policy prototype, overcoming the so-called ""tyranny of the experts"".
-Thematic relevance. Given that there is a specific section to triangulate data and choose a relevant topic, in the different implementations of the RTD, it has been demonstrated that it allows choosing topics that are relevant for both citizens and institutions.
-Multi-stakeholder participation. Given that there is a specific section to choose participants, it is possible to include actors from the entire ideological spectrum, from different origins, classes, ethnicities and ages. This enriches and strengthens the dialogue, especially in the construction of solutions.
-Replicability. RTD is based on three principles: rapid implementation, high impact and high viability. Consequently, it can be developed in any territory on any topic, taking into account that they are gamified methodologies.
-Tested. This methodology has been implemented and tested in 4 departments of Colombia, in 20 municipalities and will be used in innovation spaces that will make the new national government in Colombia.",,,"a:4:{i:0;s:5:""35449"";i:1;s:5:""35450"";i:2;s:5:""35451"";i:3;s:5:""35452"";}",https://youtube.com/watch?v=B9HWW388cJI&feature=share,https://youtu.be/zSTeexRftjI,
35432,"Visual GOB",https://oecd-opsi.org/innovations/visual-gob/,,"Laboratorio de Aragón Gobierno Abierto (LAAAB) - Dirección General de Gobierno Abierto e Innovación Social del Gobierno de Aragón",Spain,regional,"a:1:{i:0;s:11:""information"";}","Visual GOB",https://transparencia.aragon.es/transparencia/visualgob/index.html,2020,"VisualGOB is an objective, visual and intuitive digital accountability tool that represents a breakthrough in the field of transparency. With it, it is possible to consult the government's progress almost in real time, and to follow the evolution of the 156 strategic objectives of the Aragon Government Plan. In addition, VisualGOB became a scorecard accessible to all.","Without transparency and citizen participation, there is no democracy. Although governments have advanced in making documents and data sets publicly available, without communicating them properly with the citizens transparency cannot be assured. Currently, the content that is uploaded by authorities in government portals are not easily understandable and, sometimes, leads to confusion. It is, therefore, necessary to bring these contents even closer to the citizens by using clear communication and graphic resources.
For this reason, the Government of Aragon developed Visual GOB, a tool to inform and follow up the achievement of the objectives stated in the Government Plan of the X legislature, those in the triple agenda (Social, Green and Digital), the seventeen SDGs towards 2030, and the ten objectives that belong to each Department of the executive. All the objectives are visualized with an intuitive design. The aforesaid information is published and disseminated in real time, accounting for each of the achievements and allows detailed monitoring of all government action as a balanced scorecard. To be more specific, VisualGOB allows the monitoring of each commitment, its implementation status, the responsible body, and the allocated budget. This tool is the evolution of a previous tool that offered a more traditional accountability approach.
It is relevant for us to advance towards clearer communication efforts that are not only transparent, but that improve participation in particular. To this end, it is required the use of simple language, to avoid loopholes and to promote a change in the communication culture/strategy. Visual GOB follows a rigorous methodology to gather evidence and showcase it. It aims to advance towards the right to ask the Government in terms of access and in the use of objective data to receive specific feedback from the public authorities.","a:3:{i:0;s:3:""184"";i:1;s:3:""214"";i:2;s:3:""611"";}","VisualGOB is a new digital visualization system for the Government Plan, which combines the information of the objectives and actions planned by Aragon's Departments with novel methods of transversal visualization. In that way the commitments are quantifiable, traceable, and multidimensional, thus, creating a balanced and transparent scorecard that is foremost intuitive and user-friendly.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}",,"VisualGOB is an in-house project of the Government of Aragon, so it has only counted with the external collaboration of a graphic design company that made the interface of the tool.","VisualGOB empowers citizens by allowing them, at a glance, to know the degree of progress of the government's commitments and their detail in real time. It also facilitates the work of social entities, journalists and political groups by offering the possibility to follow and evaluate the government's work in an agile and direct way.","VisualGOB received 14 thousand visits during the first three months of operation. Currently the platform has more than 18 thousand visits, although the current objective is to work to extend its use by other sectors of society, with the possibility of doubling this impact.","The biggest challenge of the project is to make the organization itself aware of the need of updating information on a regular basis and in real time. On the other hand, we face the challenge of making the tool better known by non-specialists non-technical users.","It is a project that does not require large investments, since it is a digital tool that only requires a layer of design and programming. Then, it is the public employees of the different departments themselves who update the progress in relation to the fulfillment of commitments. It is also important that the platform is widely used, that there is a response from users, and that the public officers find it useful for communicating their success.","The VisualGOB tool is fully operational and ready to be displayed in future legislatures. It is designed in open source, so it can be reused by other governments with the necessary readaptation. The initial financial investment (12,100 euros) has been minimal in relation to its outputs. The information is incorporated and validated internally, so new investments are unnecessary. In fact, we have already received requests to replicate the experience in other Autonomous Communities.","We highlight the power of working with highly motivated civil servants. The project only required a design layer, everything else was developed in-house by the employees themselves, so that the knowledge generated remains in the organization itself. In addition, VisualGOB makes it clear that it is possible to carry out an effective, simple and attractive accountability process.",,"a:3:{i:0;s:5:""35442"";i:1;s:5:""35440"";i:2;s:5:""35441"";}",,https://www.youtube.com/watch?v=VZMuD5nAl8k,https://www.youtube.com/watch?v=DA518zWN7Vw,https://www.youtube.com/watch?v=4pUH4HHntLA
35434,"Govtechlab Madrid",https://oecd-opsi.org/innovations/govtechlab-madrid/,,"IE University",Spain,regional,"a:2:{i:0;s:9:""education"";i:1;s:11:""information"";}","Govtechlab Madrid",http:///madrid.govtechlab.es/,2018,"There are plenty of innovative initiatives that never manage to reach the public sector, generating inequalities in access and quality in the provision of solutions. GovtechLab Madrid is the first open innovation Lab located inside of the Community of Madrid. The focus of the Lab is on reducing the barriers and accompanying both the supply and demand sides in finding solutions and opportunities to implement them.","Technological advances and socio-economic changes are accelerating the speed and responsiveness of public sector institutions. Unfortunately, several of these opportunities face unprecedented budgetary constraints and challenges. Upon this context is that the incorporation of innovative digital solutions become relevant and urgent, in particular those being developed in Govtech ecosystems, which rarely reach to the public sector customer, unlike other solutions from big technology firms.
The regulation of the public procurement is a major barrier to incorporate Govtech solutions. In particular, the limited access and identification of the public buyers, the lack of areas of interaction, and the different paces in the administrative processes make it difficult to access to spaces for piloting and experimenting new solutions.
In response to all the aforesaid challenges, Govtech emerges as the first Govtech Lab that connects Spain and Latin America. The goal of the Lab is to bring innovation generated by startups and scale-ups to the public administrations to promote the incorporation of new digital public services. The Lab promotes the transfer of technology and innovation to public administration by creating public innovation ecosystems where entrepreneurs and public teams meet. This includes too the private sector and the academia.
Thanks to an award granted by the Universities and Innovation Department from the Comunidad de Madrid (the regional government of Madrid), IE University launched this three-year program to design, test and implement leading Govtech solutions and open innovation in government. The Lab works in four key components:
- Govtech Challenge Lab: there are five editions of the challenge per year with the purpose of identifying, piloting and scaling new solutions in municipalities of the Community of Madrid (10 pilots in total). We have used open innovation methods, as well as have introduced new working disciplines such as design, user research, the use of data, and experimentation. All of these accompanied by training of public officers.
- Govtech Academy: comprises the development of training activities that complement the practical experience of the participants. They gain access to Govtech e-learning platforms, to bootcamps for startups and become part of knowledge dissemination webinars.
- Innovative ecosystem: considering the level of articulation of the ecosystem in Madrid, we have worked on the enrichment of the ecosystem by incorporating more than 70 new actors, and by bringing them closer to the Community of Madrid.
- Open work: we apply clear communication methods to all the participants and teams, as well as disseminate content on the relevant of Govtech in entrepreneurial events.
The work of this lab has inspired the continuity of a larger lab in the Community of Madrid, the creation and design of the Govtech LATAM of the Inter-American Development Bank, the Govtech Incubator of the European Commission, and many other initiatives.","a:5:{i:0;s:3:""178"";i:1;s:3:""190"";i:2;s:3:""211"";i:3;s:3:""257"";i:4;s:3:""613"";}","The program has been carried out by a multidisciplinary team of Govtech experts with experience in public policy, service design, entrepreneurship and communication. The laboratory has been connected to international networks with which a close relationship has been maintained: Civictech Alliance, Govtech Hub, and international organizations working in this area (CAF, IDB, OECD, Segib, which have provided inspiration and feedback. Training has been provided for both public employees and startups. A pilot open innovation platform specialized in govtech has been created, with more than 50 startups registered. The project has been designed to work openly, leaving and sharing all the materials and processes for the development of the program independently, ensuring its sustainability.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"We collaborated with entrepreneurship support institutions: accelerators, incubators, investors, universities and corporations, both nationally and internationally in the upscaling of every startup and in the strengthen of the whole Govtech ecosystem.","We have worked with startups and public teams in areas such as participation, environment, waste, tourism or social services, impacting and measuring; not only the technological performance of the solution but also other impacts in the context of the specific public service to be delivered.","
- We have worked with 24 municipalities, and trained 60 public workers. We have received 170 applications from startups, of which 40 have participated in bootcamps.
- We have generated a network of more than 50 collaborating initiatives allowing us to generate a network of more than 500 govtech startups.
- We have held 10 national and international events and organized panels at South Summit, in Spain and Brazil, DigitALL of the European Commission and a workshop with Apolitical. More than 137 startups, 186 representatives of public institutions and 37 large companies have been involved in our activities.
- 70% of the startups that conducted pilots are in talks with local municipalities to scale up the collaboration initiated in the program.
","These programs push the adoption of more open, transparent and vulnerable cultures, which must be accompanied with investment in the development of empathy and security. The main challenges have been: 1) The difficulty of piloting: the contractual figure for piloting was non-existing, 2) The lower-dimensioning of the accompaniment in the evaluation of the pilots. It takes much more effort than we initially thought to document the process.","To begin with, explicit support from those responsible in the public administration is not only essential, but the most relevant requisite. Beyond the core teams involved in the project piloting and adoption, it is required to consider additional ""supporting"" teams, mostly with IT and tech foundations. Finally, carrying out relationship and activation activities with the actors of the govtech ecosystem will enrich the process and open opportunities for its continuity.","The success of the first edition and its format makes it very attractive to replicate and scale this innovation.
The Inter-American Development Bank (IDB), with the help of the IE PublicTech Lab team, is replicating this same format in 10 cities in the region. https://www.govtechlatam.org/
The Community of Madrid itself, once this project has been completed, has launched a public tender to give it continuity and continue promoting the govtech ecosystem in a similar format.
The Provincial Council of Bizkaia, after a small pilot, has launched a large tender to develop activities to dynamize the govtech ecosystem and implement a govtech laboratory in the territory in the next 2.5 years. It is being carried out by Gobe, spin-off company of IE PublicTech Lab. https://web.bizkaia.eus/es/web/govtech
Madrid City Council has also launched a public tender for the development of a govtech lab in the city.","These types of programs are instruments of public transformation. Although conceptually simple, their implementation is rather complex because their impact on the culture, processes, capabilities, language and ways of working of both the public institutions and startups. The main learning is on the need to generate and incorporate spaces, which currently do not exist, to connect and bring together startups and municipalities, two worlds initially so far apart but with so much in common.",,,,,https://vimeo.com/579318228,
35461,"Anti-Corruption Digital Market",https://oecd-opsi.org/innovations/anti-corruption-digital-market/,,"Anti-Corruption Digital Market",Mexico,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_order"";}","Anti-Corruption Digital Market",http://mda.plataformadigitalnacional.org/,2020,"The Anti-Corruption Digital Marketplace (MDA) is the first space developed by a public institution in the history of Mexico, in which public institutions can share free and ready-to-use digital tools, in order to streamline and promote innovation and cooperation among those that need either software, or other digital resources to achieve common goals in addressing corruption. The MDA contains more than 22 tools, some of them have been developed by other national or local level public institutions.","The National Digital Platform is an intelligence tool aiming at eliminating information silos and making data comparable and accessible for public institutions to address corruption. The Platform is an integrated computer system that contains sensible data and information of national interest. This data comes from the three branches of the Mexican Government (executive, legislative and judiciary), as well as from the three levels of government, including those with autonomy powers such as the Constitutional Bodies.
The complexity of the Platform lies in its heterogeneity of data, technology and the administrative capacities, more notorious between the national and municipal levels. The idea behind the MDA arises, thus, from the need of public institutions to set forth in the General Law of the National Anti-Corruption System (LGSNA), and to comply with the mandate to incorporate data to the PDN.","a:5:{i:0;s:3:""143"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""303"";i:4;s:3:""621"";}","The MDA is the first public-owned environment created by a government institution to share technological tools that facilitate the connection and the transferring of knowledge. Because of its centralized nature it generate savings to the treasury by avoiding duplicities and repetitions in the development of applications. In short, it promotes a new way of doing government by integrating data and information silos, and eliminating technical and budgetary barriers to access to them that ease the fight against corruption.","a:1:{i:0;s:14:""implementation"";}",,"The MDA has great allies, among of them are the Global Digital Marketplace Program (GDMP) from the British Government to facilitate the interoperability between the MDA and PDN; the Inter-American Development Bank that built a system for capturing the asset declarations of public servants. Other key allies are the Executive Secretaries of the Mexican States.","The MDA seek to break the gaps generated by the technical and technological heterogeneity among States and municipalities. The available tools facilitated the interconnection processes with the PDN, encouraging public institutions to publish more information in open data formats to achieve traceability, improve the surveillance and monitoring capacity, and output better decision-making.","The tools available in the MDA generate savings of nearly 1 to 2 million pesos for public institutions in 5 institutions, cutting the time required to obtain information for publication in the PDN, in addition to the standardization and use of the capture systems by municipal and state comptrollers,.","The upgrading and enhancement requests are time consuming and technically demanding for the small team developing the Marketplace. Another challenge was to fund the development and integration of the tools, as well as to pilot them. Finally, to condense all the experiences and findings in manuals that are user-friendly and technically sound.","The adaptability of the tools as part of the MDA is one of its strengths. As they are of high demand, we had to develop a training and dissemination system to operate around the clock.","MDA represents a new way of articulating in government, based on knowledge sharing and tool availability that are open source. In that sense, the technology and digital applications can be replicated countless times and make the tailoring process more user-friendly. The growth potential of MDA is on the number of products available to use, so the more institutions that develop, standardize and share their applications to fight corruption, the better.","'-Continuous improvement and the search for closing gaps are key to achieve the objective of an open government
-The search for innovative solutions to fight corruption in a collaborative way foster innovation within MDA
-It is relevant that MDA is as diverse as possible, so that different institutions and teams are visible by using their solutions.",,"a:1:{i:0;s:5:""35462"";}",,,,
35471,"Integrated System for Attention of Gender-violence Victims (using Artificial Intelligence)",https://oecd-opsi.org/innovations/gender-care-ai/,,"Fundación Sociedad de la Información para las Américas",Argentina,local,"a:1:{i:0;s:12:""public_order"";}","Integrated System for Attention of Gender-violence Victims (using Artificial Intelligence)",http://drive.google.com/file/d/1UAavj3YxKzpdft_31QOeit7LEjU_8_rR/view?usp=sharing,2020,"The innovation was born amid the pandemic and was inspired by the thousands of women that were locked up and forced to live with their aggressors. Just as an example, in 2020, the 144 hotline received >108 thousand communications related to domestic violence. We developed a comprehensive system of care for victims of gender violence in order to improve the state's response to the problem. The innovation consisted not only the gathering and systematizing of information, but also considered assessing the risk of femicide in each case through the use of artificial intelligence.","The State is late in reaching out to victims of gender violence and preventing femicides. In Argentina, during the year 2021 a femicide occurred every 29 hours, and until July 2022 there were 171 femicides and 3 transvesticides. In 2022, 191 daughters and sons were left motherless, 54% of the aggressors were partners or ex-partners of the victims and 60% were killed in shared housing.
The solution consists of an Integrated System of Care for Gender Victims with Artificial Intelligence (SIAVIGia). The objective of the platform is to provide governments with a tool that allows them to comprehensively manage the attention to victims of gender violence, and to have a common Anonymous Data Registry (ADR) in order to produce statistically sound evidence and information that supports the design of public policies related to this issue.
The innovation integrates a Risk Assessment system with AI that allows to estimate the probability that each domestic violence case escalates to greater conflict and even feminicide. The evaluation process allows to input several risk factors present together with an intensity measure to, as next step, weight these variables and assign scores, which allow to identify and prevent possible feminicide cases. SIAVIGia is a design and data-based experience. It pulls out data from all beneficiaries of social development and gender programs, integrating some working streams and making its management more efficient. It displays modules clustered in seven areas: 1) Social Security, 2) Citizen Security, 3) Health, 4) Diversity and Gender, 5) Justice, 6) Attention to Victims, and 7) Social Development.
The platform has enabled and protocolized channels to receive reports on cases of gender-based violence from any government agency, which can be integrated with any communication channel. The solution improves the institutional response by creating new reporting mechanisms, centralizing and systematizing information, coordinating and communicating the actions and policies of the agencies involved, and defining a Common Alert Protocol for victim care. The objective of the innovation is to make public management of gender issues more efficient, to streamline the state response in cases of violence, and to detect and prevent femicides.
Anyone who is a victim of gender-based violence, or who requires state assistance for gender-related reasons can benefit from the innovation. As gender violence is understood as a broad problem, not limited only to adult women, we target as the beneficiary population any person regardless of gender, sex or age. Socio-economic factors are taken into account as part of the risk assessment, meaning that populations in situations of poverty and vulnerability would be particularly visible in our model. This condition of vulnerability determines the prioritization in the attention of this populations when it displays a greater risk to physical integrity. Furthermore, the Risk Assessment considers the different factors of gender and diversity, addressing the problem of gender violence with a multisectoral approach, but deploying a centralized system for collecting and evaluating information.
The innovation is a useful, scalable and replicable product so that local governments can have a better tool to address this problem, therefore, the product can be offered in different formats, in particular as software as system.FSIA accompanies the implementation through assistance, protocolization of actions, and training of government personnel. It also incorporates tools for public management. This can be financed directly by the municipality or can be transferred thanks to funds that subsidize it to the end client.
The main scalability model of the solution is replication making use of the different public channels. In a broad sense, any government that addresses gender issues is an organization that can implement the solution. Most governments do not have systems of this type, let alone Risk Assessments independent of human agents. The Municipality of Lomas de Zamora was chosen for the implementation of the first pilot because of its agenda highly devoted to innovation in public management and its vocation to address important issues with innovative technologies.",,"The innovation lies in the development of a Femicide Risk Assessment: a system that uses Artificial Intelligence and learns to evaluate the risk of femicide in a case of gender violence, for which it assigns different levels of priority in the follow-up of each case. According to reports from EIGE (EU), no such tools have been successfully implemented in Latin America prior to the development of this innovation. Previously, the determination of the risk of femicide present in a case of gender-based violence depended exclusively on field experience and the intuition of the police agents who attend and intervene in the cases. In that way, the innovation allows to calculate the presence of risk factors, the intensity with which they are present, and their abstract priority by incorporating algorithmic weighting.","a:1:{i:0;s:14:""implementation"";}",,"The main ally was the Municipality of Lomas de Zamora as main implementing partner. In particular the Gender Unit. Their support was critical in enabling the different decisions and procedures to implement the solution as a single registry and the incorporation of AI. Also the British Embassy, as they financed the development of the solution.","The main users are the officials from the different areas of the Municipality of Lomas de Zamora, in particular those directly working with gender, health, security and related policies. Relevant to mention is the neighborhood and local NGOs that supported the data analysis. Moreover, the beneficiary population is all victims of gender violence who obtain better care and are not re-victimized in each interaction with the public authorities.","The impact of the solution is measured by evaluating the differences between the level of reporting and the levels of response to gender issues. This evaluation also considers the evolution of gender-based violence cases, and the evolution of feminicides within the territory.
Between December 2019 and November 2020, a total of 1147 cases of gender-based violence were admitted. They triggered a total of 3926 interventions on site, which represented a total of 3.5 interventions per person during that period of time. For the purposes of impact measurement, it is important to consider both qualitative and quantitative indicators that monitor a broad spectrum of variables related to the multidimensional approach to the problem.","The greatest risk for this implementation is political and its interplay with technology. The Foundation aims at implementing technology in a context where HR can be a bottle neck for any other reason. FSIA mitigates these risks through training to ensure effective implementation. Another challenge we encounter is the lack of organizational culture of information sharing.
As local agencies work in isolation from other government agencies, we decided to co-construct a multidimensional approach to victim care which was able to better understand the comprehensiveness and singularity of each case, to coordinate actions and to work collaboratively.","Political will is key to achieve success in this kind of policies. Technological solutions for governments require political consensus for their implementation, since the specific areas that must adopt the tools must have the will to incorporate them into their work routine and make them their own for themselves and their team.
In this sense, it is essential to create conditions in which the HR are exposed to training instances to become familiar with the tool and its functionalities for the purpose of a gradual incorporation into the work methodology. Over time these new behaviors are expected to become a new organizational culture based on communication and understanding of the situation of every victim.","SIAVIGia is a useful, scalable and replicable innovation that local governments can use for social, security and gender issues to address different problems. During 2022 the Municipality of ""Almirante Brown"" decided to implement the system.","We learned about data organization and about the relevance of sharing data among management areas to optimize the State response. We also learned to manage more complex and dynamic information platforms to enrich the volume and quantity of the available data for analysis and policymaking. On top of this, we were able to learn from the importance of promoting inter-agency cooperation to prevent domestic violence. For example, public health assistance services can also provide relevant information about the nature of specific injuries or conditions related to domestic violence.",,"a:1:{i:0;s:5:""35472"";}","a:1:{i:0;s:5:""35633"";}",,,
35480,"Bogotá Local",https://oecd-opsi.org/innovations/bogota-local/,,"Secretaría Distrital de Gobierno",Colombia,local,"a:2:{i:0;s:8:""economic"";i:1;s:10:""employment"";}","Bogotá Local","http://www.bogotalocal.gov.co https://centrogobiernolocal.gobiernobogota.gov.co/datos-locales/bogota-local",2020,"Bogotá Local was developed to address some of effects of the economic crisis caused by the pandemic to low-income and vulnerable families in Bogota. This is a reactive response in the short term oriented to recovery and that, in the medium and long run, will consolidate as part of the so-called ""people's economy"" (economía popular). It is an innovation deployed by the Secretariat of the Government and the Bogota Mayor's office to, principally, serve women, young populations and the elderly.","The main issue to be addressed is the economic affectation of the most vulnerable populations in Bogota as a result of continuous lock downs and the shrinking of the economic environment of the city amid the pandemic. With a particular focus on
- Employment - the underemployment rate doubled to 23.6%.
- Supporting Small and Micro entrepreneurs - 7 out of 10 lost their main source of income self-generation.
- The cultural sector - affected by the abrupt fall in inbound and international tourism with losses of USD >83 million.
In the context of the pandemic, the people's economy was not the main focus for the country. In that sense, the innovation is about making public management more flexible so that local mayors' offices could invest resources in their local economies and thus meet their own needs. Bogotá Local is a comprehensive strategy focused on strengthening the people's economy characterized by human and financial leverage to small producers, family businesses, shopkeepers, micro-entrepreneurs, and people who are responsible for cultural and artistic activities.
Its primary objective is focused on strengthening and consolidating the people's economy, which are all those economic activities that are carried out outside the formal economy. Its specific objectives are oriented to leverage productive niches, to provide payroll incentives to maintain workers and/or hire new people, to generate training processes in business and develop digital skills, to provide specialized institutional support, train people in the artistic, intercultural and/or heritage fields, to support MSMEs and/or cultural and creative enterprises, among others. The direct beneficiaries are those living in the people's economy of each locality. This strategy is innovative because it prioritizes women, mothers and heads of households, young people, the elderly and rural populations.
The course of action is divided into three moments: Reactive, Recovery and Consolidation. In 2020 we began with a reactive strategy, which consisted in reacting quickly to the humanitarian crisis cause by COVID-19. With the easing of the restrictions we began with the recovery phase, which was focused on reaching out to small-size business and micro and informal entrepreneurs. Based on their own needs, we provided employment incentives, payment of rents, supplied with construction materials, among others. Now in 2022 we are in the process of consolidating the people's economy, which is why we focused only and strengthened the small producers and micro-entrepreneurs single business units and its networks.","a:2:{i:0;s:3:""619"";i:1;s:3:""354"";}","Bogotá Local is novel because of its focus on activating the people's economy, in particular by targeting small producers and family-run businesses. This was a strategic prioritization that foremost gave women and heads of households, young people and seniors preference over other actors.
The initiative is also innovative as it was the first time that the central government and the Mayor's office made direct investments in the concept of ""people's economy"". This approach required a shift in the way investments are prioritized and conceptualized. In that sense, it is innovative because the focus of the recovery was not on large companies, rather on the population that faced most of the economic burden of the crisis caused by the pandemic.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}",,"It was led by the Secretariat of Government with the local mayor's offices (providing technical and budgetary support). Technical support was provided by the Secretariat of Economic Development and the Secretariat of Culture. As operating partner organizations are: the United Nations Development Program (UNDP), the U.S. Agency for International Development (USAID) and private entities that managed the incentive packages, subsidies and promoted social benefits for the population.","The direct beneficiaries of the strategy are those in the people's economy (shopkeepers, micro-entrepreneurs, family productive niches, among others). Specifically, the beneficiaries were: 32,297 people with jobs, 22,734 productive units, 12,656 women, 10,928 men, 8,799 young people, 1,230 rural producers and 949 cultural-related businesses. Among the beneficiary sectors we targeted: commerce, manufacturing, culture, services and agriculture and livestock.","Bogotá Local delivered results 2021 to: 32,383 people with jobs, 22,734 productive units or productive family enterprises with incentives. This benefits went directly to: 12,656 women, 10,928 men, 8,799 young people, 1,230 rural producers and 949 cultural incentives. During this period a total investment of $194,134,431,273 was made, corresponding to 51,658,975 USD (TRM June 2020).
In the year 2022, we seek to continue with the consolidation of the people's economy, where we expect to benefit 23,000 micro-businesses with an investment of $8,000,000. Priority will be given to micro enterprises run by mothers who are heads of households, young people, those over 55 years of age, oriented to green reconversion with sustainable practices, people with disabilities, victims of the armed conflict, cultural and creative micro enterprises, and members of ethnic communities.","
- The first and main challenge was the change in the existing regulation to allow direct investments and transfers to local beneficiaries, instead of delivering it to third parties. In this case, this uncommon kind of delivery required a policy that guarantees an adequate execution of resources by the beneficiaries.
- There was also a difficulty in relation to the quota limit, since on some occasions the calls for applications had to be closed due to excessive enrollment. Likewise, it was identified that some people lacked technological capabilities for registration and the face-to-face processes were intensified.
","Bogotá Local requires different conditions to achieve the success:
- It is necessary to have a clear leadership to conduct detailed follow-up, analysis of the perception of beneficiaries, and to drive the political will of the administrations.
- This innovation also required human resources to carry out the technical, legal, administrative and financial analysis required for the implementation of Bogota Local and the delivery of the incentives and benefits granted.
","Bogotá Local has an innovative public management model based on a rigorous coordination process to meet the needs of the targeted population. The basics of the project can be taken and upscaled to solve a specific priority of a territory as they are adaptable to the conditions of municipalities, departments and countries.","
- Institutional articulation is fundamental for carrying out a timely supply of goods and services to a target population. This public management process made it possible to clarify territorial needs, specify products or goods to be delivered and strengthen the people's economy of each locality.
- It is key to have the participation of the people identified as main beneficiaries. Their specific knowledge and experiences will allow to clearly determine the needs.
- The local mayor's offices, being the closest entities in each locality, must clearly promote and consolidate their productive niches in order to strengthen the economy in each territory.
",,"a:1:{i:0;s:5:""35481"";}",,https://youtu.be/Tp-SzgNMSVc,https://www.youtube.com/playlist?list=PLVixZXiPpv-5fmRb8gwNPwsmZUMQ_ogdV,https://www.youtube.com/watch?v=t_BOkAlnv30
35505,"Evacuation drill experience with virtual reality",https://oecd-opsi.org/innovations/evacuation-vr/,,"Agencia de Gobierno Electrónico y Sociedad de la Información y del Conocimiento (Agesic)",Uruguay,central,"a:1:{i:0;s:7:""science"";}","Evacuation drill experience with virtual reality",http://www.gub.uy/agencia-gobierno-electronico-sociedad-informacion-conocimiento/comunicacion/noticias/agesic-presento-experiencia-simulacro-evacuacion-realidad-virtual-campus,2021,"The solution generates a controlled virtual environment quite similar to real evacuation and emergency situations. It seeks to train ""Brigadistas"" (first response agents) in change of guiding the evacuation of the people from each building while ensuring the bindingness to the protocol and safety measures in case of emergency. The innovation was trialed in an evacuation mock-up in the Presidency building.","Virtual Reality (VR) in combination with other technologies such as the Metaverse have provided to be a reliable tool for resemble real-life situations. The project is novel among the Uruguayan public administration as it emerged from a proof of technology to a fully functional proof of concept to trial new solutions and approaches to be implemented by the first response brigade members. With the use of these novel technologies we created a replica of real-life situations where we built a framework under the concept of Digital Twin. The project emphasizes the uses of VR in dissemination and orientation actions, seeking to publicize the work done and promoted by the agents that can be mainstreamed to other teams in the public administration.","a:2:{i:0;s:3:""147"";i:1;s:3:""211"";}","We created cases of training with VR and incorporating gamification concepts. This is the first of its kind example in Uruguay applied to the emergency response domain and, in particular, to the public and institutional infrastructure. Immersed in a cycle of technological surveillance we created a framework of the organization's own work. There was several exchanges between the team of developers, brigades, firefighters, trainers and other stakeholders to contribute to shape the digital twin.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"Our main collaborators were the trainers in charge of conducing the first emergency and crisis response courses, as the content was to specifically target training aspects. Additionally, three groups of stakeholders are also relevant:
- firefighters and brigade members to validate the interaction within the virtual experience,
- development team as part of a development provider of the implementer private company,
- officials: technology area within Agesic and Presidency (Human Resources, Building Management, Security)","The beneficiaries were the trainers and brigadistas.","The greatest impact can be foreseen in the possibility of adapting VR technology and gamification methods to the needs of the emergency response teams by incorporating different adverse situations and focusing on the safeguard of all the stakeholders involved in the solution and the trainings. This in turn has had impacts on three main aspects:
- Possibility of saving funds, each virtual practice does not require to allocate public funds
- Create and evaluate content based on specific roles: Firefighters (trainers), Brigadiers (Trained), officials and people who visit the Executive Tower.
- Reduction of the time dedicated to the tour of the Tower, with the possibility of interacting with all the objects necessary for the movement extinguishers, vests, helmets, etc. (if necessary).","The main challenges of the project is associated with the timing of equipment acquisition and solution development.","Several conditions need to be in place beforehand:
- Infrastructure and support services: without virtual reality equipment it is difficult to move forward.
- Leadership and guidance: without a team with sufficient drive it would never have been achieved.
- Human and financial resources: Working on minimum viable products that can show the value of the proposal and increase the motivation to continue with the plan.
- Personal values and motivation: Without teamwork nothing is achieved, always highlight the contribution of all team members, which allows to stimulate the desire for a successful project.","The idea of virtual training for brigade members is replicable, although it requires development to adjust to each specific virtual environment for which it is to be applied. However, it is possible to reuse the modeling built in this solution for other projects.","During the design phase it was necessary to focus on the functional requirements and a specific descriptive script for the different environments. With agile methods and a design monitoring along the way, we sought to iterate until obtaining a first minimum viable product where the risks and opportunities for using VR, an the applications too are visible.",,"a:1:{i:0;s:5:""35506"";}",,,,
35507,"The Spider: Bogota's Public Innovation Strategy",https://oecd-opsi.org/innovations/bogotas-innovation-strategy/,,"Alcaldía Mayor de Bogotá /Laboratorio de Innovación Pública iBO",Colombia,local,"a:1:{i:0;s:12:""public_admin"";}","The Spider: Bogota's Public Innovation Strategy",http://,2022,"Public innovation Labs have been at the forefront of the transformation of public innovation ecosystems in different countries and cities. However, they are knowingly sensitive to changes in public administrations and to political decisions. Our Spider strategy (Araña) seeks to strengthen and give sustainability over time to public innovation based on the creation of networks and ecosystems and the non-exclusive dependence on innovation units or Labs, thus diminishing the related aforesaid risks.","La araña is a strategy aimed to create a public sector innovation network ecosystem that is sustainable over time and that is independent from innovation laboratories as the only means for the generation of innovation in government. Each of the parts of the ""Spider"" has a fundamental sense of purpose:
-The Spider's first leg as a fundamental base: The first leg represents the ""institutional framework"" that sustains innovation in Bogota, this framework is represented by the District Development Plan represented by specific actions and goals for public innovation; 15-year public policies related to technology, innovation and human talent; and Bogota's public innovation index that will be measured for the next 15 years.
- The second leg is represented by the ""Public Innovation Governance Model"". It is a non-hierarchical, decentralized and territorial model made up of 10 public entities that develop actions related to public innovation. The members of the ""Governance Model"" meet three times a year, and in these meetings they socialize the activities developed, articulate joint actions and manage knowledge. Periodically, progress reports are generated on the status of each entity's actions.
-The third leg is the ""innovation services"" that this model provides to public entities and citizens. In this sense, each of the 10 entities that are part of the governance model develop actions aimed at providing the following services: 1. Enabling public innovation through the development of lectures, talks, and innovation enablement in their entities; 2. Public procurement for innovation; 4.Co-creation and prototyping services and sectorial experimentation; 5.Behavioral science experiments; 6.Open innovation hub with startups of public interest; 7.Development of digital transformation projects; 8.Civic innovation, open government and local innovation. These services allow categorizing the offer of the entities according to their institutional lines and goals.
-The fourth leg is related to activities on Knowledge Management and Generation of Indicators. The activities related to this leg allow the systematization and socialization of lessons learned and good practices of the entities, as well as the generation of fundamental indicators.
The body of the spider is formed by our methodology based on the double diamond (based on systemic thinking, behavioral sciences) that permeates the entire Spider, seeking that all actions developed by the members of the ecosystem never lack user-centeredness, collaboration and experimentation. Furthermore, the eyes of the Spider are the representation of the work done by the Public Innovation Laboratory of Bogota (IBO), as an articulating entity, which seeks to support the activities of other entities. However, it is worth noting that this model seeks that all entities have the same weight and participation.
The purpose of the network is that the entities can interrelate and generate joint actions, but it also has the purpose of ""capturing"" them so that it is very difficult for them to leave the network. On the other hand, an analogy is also made with the eyes of the Spider, to the extent that there is not just one eye but several, seeking that any entity in the future can take the position that iBO occupies as an articulator of the ecosystem.","a:4:{i:0;s:3:""257"";i:1;s:3:""613"";i:2;s:3:""615"";i:3;s:3:""620"";}","The project is innovative because it addressed the issue of sustainability of innovation over time, while leaving aside traditional hierarchies within public entities; in that sense, it distributes services and actions by entities; it is responsible to the extent that it raises actions for knowledge management and evaluation. It is also innovative because it shows public innovation in a more comprehensive and broader way, than if it were only led by an innovation laboratory.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}",,"The Mayor of Bogota, Claudia Lopez, ICT High Councilor, Felipe Guzman, as well as public servants from different entities that make up the ecosystem. This model has been supported by entities such as CAF and Bloomberg Philanthropies in the framework of iTeams.","'-Citizens: They are the ones for whom the innovative services developed by the ecosystem are designed.
-Companies and enterprises that are invited to participate in innovation exercises, as well as in Public Procurement for Innovation processes.
-Public servants as people who lead and promote public innovation in cities.","Some figures on Bogota's public innovation ecosystem:
+50 public servants participate in the governance model.
+40 innovation goals to be met by 2022
+50 activities to be developed to meet goals in 2022
+17 ""flagship"" projects to be carried out in 2022
50% fulfillment of goals by July 2022
Bogota's public innovation index increased from 36.7 to 41.28.","One of the great challenges has been the generation of indicators to measure the progress of the ecosystem, as well as the design of a tool that allows the active participation of all for the monitoring of these indicators. An additional layer of complexity was added when requesting information from the different public entities in addition to the requests for information by iBO. On the other hand, another fundamental issue has been the standardization of tools for an adequate knowledge management of the entities, since each entity manages its own processes and activities.","'-The generation of tools for following-up, monitoring and evaluating of the ecosystem's actions, taking into account the need to generate confidence across decision-makers and citizens.
-The strengthening of meeting spaces and knowledge management of the ecosystem actors, seeking to share lessons learned, good practices, among others.
-One of the success factors for the future is to be able to hold meetings of the ecosystem from a managerial level, with the Mayor of Bogota as the leader of the meeting. One meeting per year with the heads of the 10 entities.","The Spider strategy is replicable to any local and national government, which wants to seek its sustainability over time to the extent that it is specially designed to be applied in the public sector. Currently it has not been replicated by anyone else.","Although each entity that is part of the ecosystem has its own institutional goals, joint goals should be sought to directly target actions to be developed as an ecosystem. For example, the development of joint innovation actions to solve problems related to the Sustainable Development Goals, the increase of local and national public innovation indicators.",,"a:1:{i:0;s:5:""35508"";}",,,,
35509,"Artificial Intelligence (AI) for Classification of Requests at the Citizen Services Desk.",https://oecd-opsi.org/innovations/ai-service-requests-classification/,,Agesic,Uruguay,central,"a:1:{i:0;s:12:""public_admin"";}","Artificial Intelligence (AI) for Classification of Requests at the Citizen Services Desk.",http://,2021,"The initiative is about the automation in the classification of service desk requests using AI techniques such as Natural Language Processing and open source tools to reduce the costs, optimize resources and improve response times in benefit of the citizens and the public institutions as service providers. The solution is developed by AGESIC (E-Government and Information and Knowledge Society Agency); this is an algorithm based solution in charge of classifying topics on different categories of services, and to link the requests typologies with the users information.","The solution has successfully automated the classification of 82% of AGESIC's Service Desk requests as it was developed as end-to-end platform. It was in production for over a year and nowadays is running and processing more than 33 thousand requests yearly.
Thanks to a centralized system, the service desk manager reviews the platform's operations in real time which, at the same time, builds and runs different pre-set performance indicators. The platform is supervised by the Desk technicians whom collaborate in the detection of wrongful allocation of cases/requests. The platform is supported by the National Supercomputing Center of Uruguay (ClusterUY) allowing the solution to operate 24/7 using the resources from the Cloud of the Presidency. It is easily replicable to other Organizations that present the same problem, thanks to its open design and use of open source tools.","a:4:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""612"";i:3;s:3:""617"";}","Before implementing this solution another one was tested using Robotic Process Automation techniques, but was not satisfactory as it required permanent maintenance due to its high variability in the output results. From its encouraging results a new solution was derived using NLP techniques to allow our institution to adapt much better to re-training and reproduction of several parts of its algorithm. The use of performance indicators allows to our technicians to monitor live the results and suggest quick improvements and extensions accordingly to the new needs and evidence generated by the platform.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"AGESIC technicians were fully involved into the design and daily operations of the platform, their job was critical to define the scope of the tool and to build the required indicators to monitor its performance and oversee the platform's evolution.","The users of the system saw improvements in the service delivery due to shorter response times and more accurate responses to their requests/problems as the public officers will have more time to ""spare"" providing solutions rather than allocating documents. According to out polls, all the stakeholders are highly satisfied with the results achieved so far.","The impact has been positive and the good reviews and feedback can prove it. Furthermore, the Agency's management board has been very satisfied with the solution and the participation of all the sectors involved. The innovation is considered as a success story in the use of AI in government and because of its interoperability is easy to replicate and implement.
The correct definition of the indicators and the strong monitoring mechanisms have contributed to give transparency and visibility to the solution, which generated several good practices. The system is constantly evolving based on the monitoring of indicators and the results are systematically reviews.","A key challenge was to demonstrate that the implementation benefits could be achieved without resorting to layoffs and employee absences. Moreover, an initial imperative was not to hinder the operation of the Service Desk system so it had to run in parallel. Another important aspect was to maintain fluid communication between all parties, which made it possible to report on progress, setbacks, adjustments and improvements as they occurred.","It was necessary to engage all the technical and political parties in the mission of the organization. Given the possibility of failure and the perceptions on the use of technology, we needed to build a speech based in change management and trust in the process. It was also not easy to convince that Artificial Intelligence was more than a label and had several examples of success stories, in particular when allocating public budget.","The solution has great potential for implementation and replicability. The use of reusable, known and proven open source tools offers guarantees significant savings in times and costs. We have also extensively documented the solution as well as the different stages it went through, which allows us to reduce concerns about the use of technology and the data protection mechanisms of the users. Currently, several Uruguayan government agencies have shown interest in implementing it.","'- New solutions to old problems are now possible thanks to AI.
- A committed and resilient team and leadership is needed to develop the project.
- Experts, preferably with direct tasks per problem, should be integrated from the beginning to ensure an incremental and controlled development, respecting multiple points of view and needs.
- Adequate planning and proper follow-up are necessary to maintain a good pace of work, respect the deadlines imposed and respect the agreed budget.""",,"a:1:{i:0;s:5:""35510"";}",,,,
35525,"Madrid Mobility 360 (multimodal planner for urban commuting)",https://oecd-opsi.org/innovations/madrid-mobility-360/,,"Ayuntamiento de Madrid - Dirección General de la Oficina Digital",Spain,local,"a:3:{i:0;s:13:""environmental"";i:1;s:7:""housing"";i:2;s:9:""transport"";}","Madrid Mobility 360 (multimodal planner for urban commuting)",http://www.mobility360.app/,2020,"Madrid Mobility 360' is a mobile application that allows citizens moving around the city and calculates the most efficient route between all modes of transport in the capital, both public and carsharing or bicycles. It includes a powerful route planner, which allows estimating current and future journey times, and provides the capacity on a specific bus. The app allows payment for various methods of transport and reports the CO2 emissions generated.","Madrid Mobility 360 offers a unique and fully functional MaaS (Mobility as a Service) solution, including booking, unlocking and payments and an innovative solution beyond the powerful MPlanner, Madrid Mobility 360's route planner, which is a world first in this type of tool, providing the user with information on bus occupancy.
By using intuitive color code (green, yellow, orange and red) and a message about the estimated occupancy level, the user obtains information about bus occupancy on the travel section of the specific route calculated, both while calculating a route and while waiting at the stop. This functionality is especially relevant to help users make more conscious and free mobility decisions.
Madrid Mobility 360 brings together different options in Madrid's mobility ecosystem and allows users to identify on a single map the wide range of mobility solutions available in the city. The application provides information on the main public transport operators, such as EMT city buses, metro, light rail, commuter train and intercity buses. It also includes information about the existing shared mobility options, such as BiciMAD shared electric bikes (station-based) or BiciMAD Go (free-floating), scooters, cars and motorcycles. The app identifies all assets, providing their location and information on the main characteristics of use, such as battery level in the case of electric vehicles, offering all possible alternatives to the user, intuitively and at a glance.
Madrid Mobility 360 has been developed with accessibility, security, availability, usability, data protection and privacy in mind, and offers a simple and transparent model for the mobility market to citizens. Thanks to its two main components: MRoute (the route planner) and MPass (the payment platform), Madrid Mobility 360 has been designed to respond to the needs of the mobility market by reducing complexity and offering a fully digital experience to citizens.
Madrid Movilidad 360's powerful and innovative route calculator has involved a major technological development and algorithmic optimization effort to offer citizens a differential experience. The application allows the calculation of intermodal routes, integrating all available options and optimizing routes according to their economic cost or travel time. It also takes into account some user parameters, such as their preference for walking or using one mode of transport over another.
Madrid Mobility 360 also reports the estimated CO2 emissions generated by the trip to improve citizen awareness and sustainability. In this way, the citizen can participate and lead the process of making Madrid a greener and more sustainable city. Madrid Mobility 360 integrates information provided by different organizations, public and private, including shared mobility services with no fixed base, or free-floating: this is an important innovation in the planners' framework. It provides the user with information on bus occupancy levels. This functionality is in line with the objective of flattening the public transport rush hour (COVID-19). The app also integrates the public parking service, as it allows consulting available parking spaces in real time and providing information on Smart parks and park-and-ride lots.
The incorporation of means of payment and access, such as transport card or car registration, allows citizens to take advantage of parking services and, for example, the associated ""park & ride"" discounts already active. This is therefore an excellent example of co-creation based on the collaboration of different public and private actors and their interoperable data.","a:4:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""221"";i:3;s:3:""617"";}","One of the innovations of Madrid Mobility 360 is to provide information on bus occupancy in the travel segment of the specific route calculated. In the event that the planned route includes a high occupancy section, the tool offers the user two alternative options: a second route in the same time slot with lower occupancy, and the same route at a later time with lower occupancy. This functionality allows users to plan their trips taking into account this type of service data, and to have the necessary information to modify their demand for the service, either temporally or spatially. Thus, a user waiting at the bus stop will have the information to decide whether to take the next bus or wait, if this decision entails some additional advantage, such as obtaining a free seat.","a:1:{i:0;s:14:""implementation"";}",,"The Madrid Municipal Transportation Company (Empresa Municipal de Transportes de Madrid) is responsible for Madrid Mobility 360. In order to generate multimodal routes, it was essential to reach out to companies outside the municipal scope to cooperate with, such as car sharing companies. The Madrid City Council's IT department, in collaboration with private companies, develops, integrates and operates the systems that support the app.","Citizens are the ultimate beneficiaries of this innovation, as they will have a tool that allows to choose and plan the fastest, most efficient, sustainable and efficient method of transport, as well as to store and pay for transport tickets and be informed of parking occupancy.
Transport companies are directly benefited by having their potential users well informed, reducing the workloads of providing information and selling tickets.","The system provides dashboards with the main indicators of its use. Beyond the figures on the impact of this service, the platform accounted almost 24k downloads and more than 10k users in 2021. Currently the itinerary recommendations includes practically all types of transport available in Madrid and allows the reservation and payment of municipal transport; for the future it is foreseen to continue adding new modes of transport and to continue cooperating with private companies.","One of the biggest challenges is the design of the app, which we have tried to make as usable as possible considering the restrictions derived from the reduced size of mobile screens and their level of interaction with the user. The successful integration of real-time and historical information on the availability and travel times of the different modes of transport has also been a major challenge, as it is the key to making the app's results reliable and useful for its users.","Madrid Movilidad 360 is the consolidation and optimization of previous integration experiences to provide a comprehensive response to citizens with functionalities never before developed. In its development, we have invested in human teams, both at the business level (mobility) and at the IT level, making the necessary investments to cover the cost of development and to finance the acquisition and maintenance costs of the systems that support the app. Thanks to technology we can offer mobility solutions with a high degree of information to help citizens maintain a sustainable mobility experience that meets their expectations.","The solution is replicable for any city or region that operates transport fleets and has an information system with schedules and fleet information in real time. To provide multimodal information integrating other modes of transport it is necessary to make agreements with their operators and establish an interoperability model for the exchange of information.","Madrid Mobility 360 has been developed with accessibility, security, availability, usability, personal data protection and privacy in mind, and offers a simple and transparent model for the mobility market.
Thanks to its two main components: MRoute (the route planner) and MPass (the payment platform), Madrid Mobility 360 has been designed to respond to the needs of the mobility market by reducing complexity and offering a fully digital experience to citizens. Thus incentivizing the use of the solution and maximizing citizen engagement. Madrid Mobility 360 also reports the estimated CO2 emissions generated by the trip to improve citizen awareness and sustainability.",,"a:2:{i:0;s:5:""35527"";i:1;s:5:""35636"";}","a:1:{i:0;s:5:""35637"";}",https://www.youtube.com/watch?v=_i4tqdevcoI,https://www.youtube.com/watch?v=qFpNqw7sL4c,
35528,"Characterization of wastelands with Artificial Intelligence and Satellite Imagery",https://oecd-opsi.org/innovations/wastelands-a/,,"Centro de Innovación de la Organización de Estados Iberoamericanos",Colombia,other,"a:2:{i:0;s:7:""housing"";i:1;s:9:""transport"";}","Characterization of wastelands with Artificial Intelligence and Satellite Imagery",http://,2022,"Several land areas in Colombia lack of formal registry and documents as a consequence of the absence of territorial information and the aftermath effects of the armed conflict. Through the intensive use of new technologies and innovative methodologies, the problem of characterization of vacant areas was addressed by using novel methods to consolidate land data and information, benefiting the farmers of the area.","Applying Design Thinking to the existing land characterization in a polygon of 200,000 hectares, as well as Artificial Intelligence, satellite imaging, and online monitoring platforms, we developed a system to characterize the land in 3 municipalities. The benefits were immediate and impacted to 134,499 hectares of land, nearly 8.000 people and 1,900 properties. This innovation will allow the acknowledgement and registry of the properties, and because of its open source nature it can be replicated nationwide in territories with similar conditions.","a:5:{i:0;s:3:""147"";i:1;s:3:""194"";i:2;s:3:""609"";i:3;s:3:""221"";i:4;s:3:""303"";}","This is the first time that Colombia has accessed to geocadastral information in remote areas of the country. Similarly, it was the first time that mixed methods that interplay technology and data such as satellite imagery, 4RI technologies and public record of the cadaster were used.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"Several beneficiary groups:
-Organization of Ibero-American States - Innovation Center: Executor - Project Methodology - Articulator - Cooperating Partner
-European Union - European Fund for Peace: Financier - Support to Peace Process
-Colombian National Land Agency: Government - Definition of Standards and Goals
-Universidad de los Andes: Academia - Artificial Intelligence Model.
-Geoprojections: Company - Survey of Information in Territory
-Colombian Space Agency: NGO - Technology and Satellite Images"".","As main stakeholders and beneficiaries we identify:
-Agencia Nacional de Tierras de Colombia (Government) - National Agency of Empty Lands
-10 local Civil Society Associations
-1900 benefited families to receive their property titles
-SpaceLab - Universidad de los Andes (Academia)","The innovation allowed the characterization of more than 130,000 hectares, 1900 properties, in 3 municipalities, benefiting more than 8,000 people.
For monitoring and measurement, an online monitoring platform was designed for all project components. The measurement methodologies are subject to the institutional procedures of the partner entities. In the future, this project will continue to advance in the territorial characterization of the country.","The main challenges was the lack of baseline information and the digital gaps among civil servants in relation to the use of ICTs.","The main condition for success is the proper articulation and linkage of allies who share the same purposes. The articulation of applied research from academia, the understanding of the needs and challenges of the government, the experience of the private sector and the proper appropriation of the benefits for civil society.","This project can be replicated country-wide as the needs and requirements for geo characterizing empty land areas are similar. This project leaves lessons on innovation methodologies and the social processes during the implementation process.","The design thinking approach allowed exploring different technologies, methodologies and understanding the context; in general, being able to prototyping tools and measure risks. The collaborative innovation process, involving actors and professionals from different disciplines, allowed the consolidation of the idea, its development and its culmination. Being able to see the innovation process from different points of view made it possible to minimize the uncertainties inherent to any innovation.",,"a:2:{i:0;s:5:""35620"";i:1;s:5:""35621"";}","a:1:{i:0;s:5:""35622"";}",,,
35534,"Digitized and connected 360",https://oecd-opsi.org/innovations/digitized-and-connected-360/,,"LAS ROZAS INNOVA",Spain,local,"a:2:{i:0;s:9:""education"";i:1;s:11:""information"";}","Digitized and connected 360",http://lasrozasinnova.es/en/transformacion-digital-en/,2021,"Digitalization is key to the present and future of local commerce in any city. For digitalization to be effective, it must be personalized, thinking about the uniqueness of commerce, connected with the local and with the world to achieve greater competitiveness. Like the ""Sherpas"" in the mountains, the ""Digital Sherpas"" in Las Rozas guide businesses in digitalization and the multichannel and gamified platform ""Las Rozas Fans"" helps them connect to the world in an attractive and easy way for everyone.","ADAPT TO AN INCREASINGLY DIGITIZED WORLD. The way we shop is changing around the world very quickly, especially due to the pandemic and greater and easier access to the Internet through any device. Every time we buy more online and decide what we buy by the information we find on the Net. And the younger the buyer, the more so. For local commerce, not being digitized is a problem, since not being digital means not only losing great potential, not being able to access new customers, but also being able to lose those you already have.
DIGITIZE AND CONNECT TO LEAVE NO ONE BEHIND. The objectives set are to digitally transform commerce to achieve greater competitiveness and break the gap that digitalization is generating, both for small businesses and for people. It also provides citizens with a better knowledge and ease of buying in local commerce.
A DIGITAL SHERPA FOR YOUR BUSINESS AND FOR YOU. To achieve an effective digital transformation, we think of the process in two phases: one, digitize and two, connect. It is not worth a recipe the same for everyone. There are two important innovations: personalize and accompany in this process. To digitize, we created the figure of the Digital Sherpas who, like the Sherpas do in the mountains, accompany and personalize this process for free and above all working on cultural change. In digital transformation, the easiest thing is technology. The Digital Sherpas are consultants specialized in digitalization of commerce and SMEs and who applied a methodology designed by Las Rozas Innova.
CONNECTED TO MAKE FANS. Once digitized it is necessary to help commerce to be connected, but valuing the uniqueness and value of the local, as well as the people who lead these businesses. To do this, to the participants in the Sherpas we provide free access to a multichannel SaaS platform, gamified called ""Las Rozas Fans"" and that will allow a high dynamization of commerce, very easy to use and attractive both for commerce, and for the most important thing of Las Rozas Fans: the final customer. It is intended that this platform, which is not a """"market place"""", does not seek to compete with search engines or large shopping platforms, is very attractive and with an important focus on gamification, can connect people on the one hand with the place where they live and, on the other, provide a local business with a tool of high dynamization that, on its own, it would be very difficult to access. It is intended that this platform will be financially sustainable in the future by being able to incorporate the possibility that the platform generates income by facilitating recognized brands the possibility of carrying out promotional actions in Las Rozas. This in turn is a dynamizer of the platform itself and makes it attractive for both ""Fans"" and businesses.
FROM THE PILOT PROJECT IN 2021 TO THE SCALING OF THE PROJECT. The Digital Sherpas Programme was a priority action of the 2021-2022 and 2023-24 Action Plan. It began a pilot program in 2021 for 71 participants, out of a total of 900 businesses in the city, where in addition to selecting participants from different sectors, it was included the main associations of local commerce. The pilot program was evaluated at the end and 12 months after its completion showing a very positive assessment by the participants, as well as a high impact on their businesses having helped them to have visibility on the internet, grow in sales and customers. In 2022 and 2023 the Sherpas Program is launched again to try to reach 50% of the city's businesses and in 2024, the maximum possible. This program has been created taking as a reference the lessons learned from the pilot program and thus achieve more effective in the digital transformation of the participants. It is planned to share the experience with the Spanish Network of Smart Cities, with 85 member cities and of which Las Rozas is part.
INNOVATIVE METHODOLOGY. The proven methodology consists of four phases: listening, analyzing, proposing and acting. Listen to understand the business and uniqueness well. Analyze business information (market, product, etc.). Propose a P@Di (Individualized Digital Action Plan) to launch and personalize each business and where above all free or reduced cost tools and software are used. Once you participate in this program you are a Digital Sherpa and will be given the opportunity to be part of the Digital Sherpas community. Finally, act, incorporating training or making investments in software and digital tools. Once this process of about twelve weeks was completed, they were supported by public aid to cover approximately 50% of the necessary investments. They were also provided with free access to the Las Rozas Fans platform.
SHARING THE EXPERIENCE: DIGITAL SHERPAS COMMUNITY. A Community of Sherpas will be launched where a meeting point of the Digital Sherpas of different programs and cities is created.","a:3:{i:0;s:3:""876"";i:1;s:3:""623"";i:2;s:3:""615"";}","Digital transformation often puts the focus on technology, but in reality, it is much more complex to change the culture of the people who must go digital than the technology they are going to use. Digitalized and Connected addresses digital transformation by focusing on the people who must carry it out. Hence the figure of the Digital Sherpa since like the ""Sherpas"" in the mountains, the ""Digital Sherpas"" in Las Rozas guide businesses in digitalization, they do it in a personalized way, listening, analyzing and proposing actions that are adapted to the reality of a business and the people who manage it.
We are committed to the uniqueness of local commerce, but without losing the global perspective of a connected and increasingly digitized world. It is proposed to create Fans of the products and services of our city. The multichannel and gamified platform ""Las Rozas Fans"" helps them connect to the world in an attractive and easy way for everyone.","a:1:{i:0;s:14:""implementation"";}",,"To design and execute the Digitized and Connected Program, we had the valuable help of the Las Rozas Innova team, the associations of merchants of the city and consultants specialized in digital transformation with experience in local commerce.","The main beneficiaries are commerce, hospitality and local services in the city, by providing them with access to an adapted and personalized program to transform digitally but considering their uniqueness. Users, by allowing them to access local products and services in an attractive and dynamic way and get a better price on their purchase. The local administration, being able to generate valuable economic activity and facilitate a present and future strategy to its businesses.","The Sherpas Digitales 2021 pilot project evaluated its quality as soon as it ended with very satisfactory results (4.7/5). A year later, participants provided their assessment of both the program and content, the economic impact, as well as their needs afterwards. Most of them have stated that the program has significantly helped them to transform digitally, improve sales and win customers and have been very interested in the creation of a Digital Sherpas Community.","The biggest challenge in the digitalization of commerce is not technological, it is cultural. It means in many cases to begin to change some aspects in the way manage, sell and show products in the digital world. The most complex aspects have been three: to attract the trade in the initial phase of the program for various reasons (lack of time, fear of technology, etc.); to gain the trust of the trade in the evaluation phase of the business to be able to propose a personalized action and get experts with experience with micro-SMEs.","For a program focused on digital transformation micro-SMEs to reach the beneficiaries and be successful, it must be as close and personalized as possible. Cultural change will only occur when the trust of the beneficiary is gained and, in the beneficiary’s, clear view of the possible benefits it can bring. For this, it is necessary to lead from a local institution that has a comprehensive vision of the process and accompaniment using a methodology as easy and accessible as possible and whose implementation is of reduced cost. Digital Sherpas must know how to adapt to the uniqueness of commerce and micro-SMEs, which has a lot of product knowledge, time and scarce resources. It is important that Sherpas have previous experience in micro-SMEs and social skills to facilitate cultural change. Once the program is completed, the creation of a community of Digital Sherpas will help them keep up to date and share and learn about experiences and access to the Las Rozas Fans platform.","The project was born with the vocation of reaching the maximum number of shops possible and due to its characteristics, it could be replicable in any city where there is commitment and resources on the part of local entities. In our case, the experience will be shared with the Spanish Network of Smart Cities (RECI) that has 85 members from cities of different sizes and level of economic development. In the European Union it is a project that can be financed with European funds and in other geographical areas with a lower level of development, it could be financed by international organizations, since the digitization of micro-SMEs is a priority in most countries. Digitalization without leaving anyone behind is a global challenge, as the digital divide is widening.","THE MOST IMPORTANT THING: PEOPLE. The key lesson: to focus on people and the reality and uniqueness of trade. Technology is not the hardest thing.
CUSTOMIZE TO IMPACT. The profile of the people who manage a small business is unique. Most of them have been with it for a long time, they know their customers well and the products they need, but that helps them to take care of their current customers, but not to win and keep new customers in the medium term in a digitized world where every time they decide and buy online and using a smartphone.
DIGITIZE, THEN CONNECT. Without a digital ""attitude"" it is difficult to compete in a world of big players of search engines and shopping platforms like Amazon. It is essential to first make a digital transformation that prepares you to compete and then connect to the digital world where the possibilities are enormous. The value is in the community, the ecosystem of the local, but with a global vision",,"a:4:{i:0;s:5:""35625"";i:1;s:5:""35626"";i:2;s:5:""35627"";i:3;s:5:""35628"";}",,,,
35539,"Educational Trajectories: Foundations for an Early Warning System against school dropout",https://oecd-opsi.org/innovations/educational-trajectories/,,"Secretaría de Educación de Guanajuato",Mexico,regional,"a:1:{i:0;s:9:""education"";}","Educational Trajectories: Foundations for an Early Warning System against school dropout",http://,2021,"The Ministry of Education of Guanajuato seeks to address the notably high school drop out rates with the help of Big Data and Artificial Intelligence. Student trajectories are identified to create strategies and public policies to increase attainment and the educational level of the population. These efforts lay the groundwork to generate an Early Warning System to identify students at risk of dropping out of school.","About 40,000 students drop out of the education system in Guanajuato every year. In this context the Government of Guanajuato responded to UNESCO's urgent call to innovate the education system and support girls, boys and young people in risk of dropping out from school. These aim of these efforts are to find innovative solutions through the use of ICTs and improve its data-driven decision making.
Through the 'Learning Analytics' project, the SEG has been working on the harmonization of different databases with relevant information, as well as the development of use cases and identification of patterns and variables, with the objective of having reliable and updated data and information on the current state of the education system. The products pullet out from the Learning Analytics allowed the development of predictive analytics on individual trajectories of students in the state, for joint monitoring with educational institutions, mothers and fathers. The application of predictive analytics allows the identification of multiple aspects of school dropout for the development of effective attention strategies.
We seek to employ data science and analysis techniques for the early identification of vocational trajectories of secondary and high school students in the state. In addition, SEG has partnered with the World Bank to create an Early Warning System (EWS) that will identify at-risk students with the objective of providing personalized support, as well as planning actions and designing interventions aimed at promoting school attainment.
The collaboration with the World Bank for the implementation of an SAT includes not only the use of AI for the detection of at-risk students. It is expected that a second phase will include intervention through strategies such as care protocols, care programs with parents, among others.","a:2:{i:0;s:3:""147"";i:1;s:3:""335"";}","Educational Trajectories is an innovative initiative because it not only uses Information and Communication Technologies (ICTs) to inform action paths and offer solutions according to the needs of the users of the education system: children and youth throughout the State of Guanajuato, but also implements predictive analytics and AI methods to streamline performance and government decisions for the benefit of citizens.
From a preventive approach, Trayectorias Educativas presents a public innovation approach that puts students at the center, impacting multiple factors beyond the classroom. It is hoped that for a second phase, care protocols and family care programs will be integrated in order to have accurate measurements of the project's benefits and impact.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"'-World Bank: Accompaniment in the implementation of the RIMA diagnostic assessment (Recovery of Information for the Improvement of Learning); collaboration in the development of the SAT.
-UNESCO: Ally of the SEG in the implementation of the Social Pact for Education; of the Innovation Laboratory to generate innovative and evidence-based educational policies.
-Antena Labs: Collaboration in the 'Learning Analytics' project, which made it possible to standardize the SAT input databases.","Beneficiaries: Guanajuato's student population at all levels of education; in particular, the population at risk of dropping out of school.
In order to achieve better performance, the project will need the intervention of the different Secretariats of the Government of the State of Guanajuato. Once some of the main causes of school dropout have been identified, it will be possible to work transversally to influence the factors that determine them together with other actors.","The data analytics consolidated by the SEG have generated several strategies related to te Social Pact for Education:
- Guanajuato became one of the few entities in the country with a measurement of the expected loss of basic knowledge for elementary school students associated with COVID-19 confinement measures.
- Identification of students who effectively dropped out of school as a result of the pandemic
- Reorientation of the council's efforts in the recovery of students and their learnings.
- SAT remains operating, and it is expected to create a list of students at risk of drop out to establish preventive and tailored measures in each case, as well as cross-cutting strategies that affect their particular contexts.","The main challenges for the implementation of the SAT are technical and budgetary, which is why we are collaborating with the World Bank in the development and implementation process. In regards of the issue of human capital specialization in innovation methodologies, the main challenge was to deliver rapid training in competencies and skills essential for the project's implementation.","One of the most important conditions of success for the project has been to have the infrastructure and support services of the SEG to track the Educational Trajectories, thanks to the consolidation of data that form the basis on which the project is built.
Another challenge has been to have the human and financial resources ready for the project implementation, which was solved by having alliances with specialized organizations and international agencies (UNESCO, World Bank, USAID) and those that have been generated between the Secretariats of the Government of Guanajuato through the Social Pact for Education.","A consortium of companies formed by Itad, PIT Policy Lab, Woman in Digital Transformation (WinDT) and Athena Infonomics presented a winning proposal to work together with the SEG.
This proposal seeks to make the gender perspective transversal, as well as the preventive and corrective approach to biases in AI systems for education in local governments. Its objectives are:
1) To develop an Ethical Guide and
2) a Checklist to ensure responsible and equitable deployment of AI systems;
3) test the AI Fairness 360 toolkit to detect and correct bias in both input data and preliminary SAT results.","As part of this innovation project, the most important lesson has been the generation of alliances to achieve the desired results and impact. Another important lesson is the importance of having data and information available for decision making and to implement targeted strategies that can later be scaled up to form a comprehensive dropout prevention policy. The team wishes to share the lessons learned as good local practices in the education sector, in order to reduce learning gaps among governments that wish to develop innovative projects addressing school dropout.",,"a:1:{i:0;s:5:""35541"";}","a:1:{i:0;s:5:""35630"";}",,,
35540,"Deliberative Committees (Commissions délibératives)",https://oecd-opsi.org/innovations/deliberative-committees-brussels/,,"Parliament of the Brussels-Capital Region",Belgium,central,"a:1:{i:0;s:12:""public_admin"";}","Deliberative Committees (Commissions délibératives)",http://democratie.brussels/,2019,"In order to bridge the gap between representatives and represented, the Brussels Parliament intends to open its doors to all the inhabitants of the Brussels-Capital Region. It has therefore decided to include in its rules of procedure a system of citizen participation: the Deliberative Committees (commissions délibératives). These committees, made up of 15 elected officials and 45 citizens chosen by lot, are responsible for drawing up recommendations on a given topic, which the Parliament must follow up.","In order to respond to the 'democratic fatigue syndrome' identified by David Van Reybrouck and to bridge the growing gap between representatives and represented, the Brussels Parliament decided at the start of the 2019-2024 legislature to open its doors to all inhabitants of the Brussels-Capital Region. Adopting the conclusions drawn from an initial citizen panel experiment conducted in 2017, it decided to include the deliberative committees in its rules of procedure in December 2019 and immediately involved several experts in citizen participation in defining the terms of application of this new process, which is now part of the assembly's regular and permanent operation.
Involving 45 citizens chosen by lot and 15 parliamentarians, the deliberative committees are a new space for dialogue aimed at elaborating, together and on an equal footing, recommendations on a particular theme. The topic addressed by each deliberative committee comes either from a citizen's proposal supported by a minimum of 1,000 Brussels residents over the age of 16 (this is the ""citizen's suggestion"" mechanism) or from a request from one or more political groups.
When the Parliament decides to set up a deliberative committee, an initial draw is made of 10,000 people over 16 years of age residing in the Region. A letter is sent to them inviting them to register by filling in a form in which they are asked to specify their gender, age, place of residence, language and level of education. On the basis of these answers, a second draw is made to obtain a sample of 45 people representative of the Brussels population. In addition, 15 parliamentarians whose work includes the issue in question are invited to participate.
Under the supervision of a support committee (comprising experts in citizen participation and specialists in the topic under discussion) and facilitated by an external operator selected in particular on the basis of its ability to manage mixed assemblies, the deliberative committees take place in different phases:
- An information phase, aimed at informing the participants about both the deliberative process and the topic under discussion.
- A deliberation phase aimed at generating proposals for recommendations.
- A recommendation phase, aimed at improving these proposals and adopting recommendations by all participants.
- A presentation phase.
The parliamentarians then ensure that the recommendations adopted are followed up and report, after 6 to 9 months, on the progress of this follow-up in a report presented and debated in public session, in the presence of the participants in the deliberative committee. This monitoring makes it possible to strengthen public support for the process by ensuring that the recommendations are useful.
Inclusion and information of the widest possible audience is ensured. Inclusion is the guiding principle of the process, from the drawing of lots to the follow-up, whether it be through a telephone assistance service, the presence of a person dedicated to the well-being of each person, particularly the youngest, the setting up of a buddy system, or the simultaneous translation in the two official languages and translation of the main documents into the five other most widely spoken languages of the Region. As for information, it is provided at key moments through the traditional means of communication and through the democratie.brussels platform, dedicated to citizen participation in the Brussels Parliament. The challenge is to ensure that all inhabitants of Brussels can use this tool.
As the deliberative committees are relatively recent, they are obviously likely to evolve. An evaluation is therefore carried out, constantly (at the end of each experience but also, during the same experience, at the end of each phase) and globally, thanks to the contributions of the participating citizens and parliamentarians, the support committee and the governance committee (composed of the facilitator, representatives of the support committee, the chair of the deliberative commission and two citizens chosen at random from among the participants, it meets at the end of each deliberative commission session).","a:3:{i:0;s:3:""181"";i:1;s:3:""616"";i:2;s:3:""302"";}","Considered by the press and experts to be a world first, the process is innovative in that it establishes for the first time a structural mechanism of participatory democracy that directly involves parliamentarians and citizens selected by lot. It is embedded in the Parliament's rules of procedure and is effectively part of the functioning of the Parliament as such. Citizens chosen by lot and parliamentarians are now regularly brought together to debate together on an equal footing.
To ensure that everyone has the same opportunity to express themselves and to be heard, special attention is paid to respect for the principles of deliberation, equality and inclusion. In order to ensure public ownership of the process, a follow-up procedure to the adopted recommendations has been established, with parliamentarians responsible for reporting back to the Council after 6-9 months, to inform citizens about their proposals' implementation","a:1:{i:0;s:10:""evaluation"";}","The innovation is currently under implementation.","In addition to the Parliament's services, the process requires the collaboration of:
- The support committee: made up of experts in citizen participation and the topic in question, it ensures that the various phases of the process run smoothly.
- A facilitator: he/she leads the debates and ensures inclusion.
- The governance committee: composed of representatives of the facilitator and the support committee, the president of the commission and two citizens, it evaluates each session.
","The process involves:
- The parliamentarians of the relevant standing committee and citizens designated by a double draw by lot so as to be representative of the Brussels population, who together draw up recommendations recommendations;
- The Parliament, which follows up the recommendations
- The government, which participates in the implementation of the recommendations;
- The Brussels population
","The three deliberative commissions set up to date have given 135 Brussels residents, with a wide range of profiles, the opportunity to to participate.
The recommendations adopted are each time followed up by the Parliament. Within 6 or 9 months, a report is drawn up, and it will indicate how the recommendations are being implemented (approximately 69%) or why they are not being implemented. It is then sent to all the participants concerned. Parliamentarians are then invited to a meeting to present the report and they discuss it with citizens. It is clear that these recommendations are a definite aid to decision-making and all political actors are taking them on board.
The process also gives the citizens selected by lot a more direct contact with the parliamentarians. It also allows them to understand the decision-making mechanisms, taking into account the interests involved, the institutional realities, the distribution of competences between levels of power, and more.","The experiments carried out so far have been evaluated in each case by the support committee and by the participants, namely elected representatives and citizens, who fill in a questionnaire at the end of the committee's work. Two major problems have emerged from these evaluations:
- The understanding of the process, at least of certain phases, by the citizens.
- The role of parliamentarians.
The first problem was solved fairly quickly by giving more room for explanations during the committee meetings and by organising preparatory sessions for citizens only; by favouring small group discussions rather than plenary sessions, in which the MPs have control over the whole process. The second problem has not yet been solved, but it is the main subject of a first, more global evaluation currently under way and which should be completed soon.","The success of the process is conditional on the respect of several principles, including:
- Deliberation, understood here as discussion between free and equal individuals based on argumentation ;
- Equality: firstly, between citizens, each having an equal chance of being drawn by lot; secondly, between citizens and parliamentarians, with everyone having the same right to speak and to be heard;
- Information, which must be accessible to all participants and reflect the diversity of viewpoints
- The inclusion, at all stages of the process, of those who are furthest away from participation (particular attention should be paid to young people, people with special needs, the socio-economically and linguistically disadvantaged public);
- Transparency, in particular to avoid suspicions of manipulation of the process (to support this principles, plenary meetings are broadcasted on Youtube).
","The process was developed jointly by two assemblies: the Brussels Parliament and the Brussels French-speaking Parliament, under the supervision of the same steering committee. The former has so far organised 3 deliberative committees and the latter 2. They will continue the experiment.
The problem of the growing gap between elected representatives and citizens is not unique to the Brussels Region, and the process is already inspiring other assemblies. It is now being applied in another Belgian regional assembly, the Parliament of Wallonia, but has not yet been implemented there. A proposal to introduce a similar mechanism in the Belgian federal parliament has been tabled in the House of Representatives and is currently under discussion.
In order to ensure the success of these processes at the different levels, a network of the officials involved should be set up.
Finally, as contacts with foreign institutions increase, the model could soon be exported to other countries.","The implementation of such a process cannot be improvised and requires time.
The definition of the modalities of its application requires numerous meetings with experts and consultation with the political groups and the administrative services of the Parliament, which must all take ownership of the process.
The smooth running of deliberative committees also requires the allocation of substantial resources. First of all, financially as the cost is around EUR 100 000 per experience. Secondly, on a human level, since it confronts the services with new tasks often performed at unusual times (to allow the greatest number of people to participate, meetings are held in the evening and at weekends).
Finally, as this is an unprecedented process, it is by its very nature perfectible and therefore requires a permanent evaluation in which all the stakeholders must be involved.","The Brussels Parliament has also set up another citizen participation mechanism, also managed via the platform democratie.brussels, aimed at revitalising the right of petition.
From now on, the law gives any petitioner the right to be heard by the Parliament if his or her petition receives the support of 1,000 people (formerly 5,000) domiciled in the Brussels-Capital Region and aged 16 years or over (a threshold modelled on that required for citizens to suggest the establishment of a deliberative committee).
This reform has had the desired effect: in 2020, the first petition with 1,000 signatures was declared admissible and was referred to the committee for consideration. In 2021, 7 petitioners were heard and in 2022, 11 petitions were submitted.
The balance is therefore positive: in two years, 33 petitions were addressed to Parliament, compared to 4 in the previous 20 years.",,,,"https://www.youtube.com/watch?v=YyNa02lquXI&list=PLQ3uOzWd9MNyBmTuQkiomwM65CV64 qFiN","https://www.youtube.com/watch?v=hJXtUgfiPjc&list=PLQ3uOzWd9MNyBmTuQkiomwM65 CV64qFiN&index=2"
35542,"First Experimentation Space with Blockchain Technology",https://oecd-opsi.org/innovations/first-experimentation-space-blockchain/,,"Ministerio de las tecnologias de la información y las comunicaciones",Colombia,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","First Experimentation Space with Blockchain Technology",https://gobiernodigital.mintic.gov.co/portal/Centro-de-Innovacion-Publica-Digital/Proyectos,2022,"Blockchain is transforming the world and we created the first pilot to experiment with this technology, promoting this transformation in the Colombian State entities making it more efficient, transparent and agile. We seek to accompany and promote projects that generate better services and processes within the entities; learning and documenting the entire process.","Blockchain is a technology that is transforming many industries and sectors and we decided to create this pilot to experiment in a controlled way those changes in the Colombian State entities. The advantages of using this technology are becoming more and more evident, but the Colombian public sector continues to see this type of technology as very distant from its daily work. Therefore, it is necessary to develop spaces that are a safe bridge between the needs and what an emerging technology has to offer in the resolution of public challenges.
Thus, from the Center for Digital Public Innovation of the ICT Ministry of Colombia, the First Space for Experimentation with Blockchain Technology in the Colombian Public Sector was made available, which allows public entities of the territorial and national order to access free of charge to infrastructure, technical support, technology appropriation, development of proofs of concept and testing of solutions, within the framework of the competencies of each entity, to understand and carry out the provision of state services through new technological models.
The pilot has so far been executed in 2 phases:
-Phase 1: 3 entities were selected that had a landed and viable idea for this technology. The 3 entities selected for this phase were prioritized by the ICT Ministry according to the need of the national order to generate public value in terms of transparency, fight against corruption and optimization of processes within the entities. These three entities are: The National Land Agency, the Rural Agricultural Planning Unit and the Superintendence of Registry and Notary. A private company was assigned to these entities and donated its time and resources to develop an MVP tailored to the needs of each entity.
-Phase 2: was a series of workshops and talks with the objective of teaching about blockchain, resolving doubts, and accompanying the entities to turn their ideas into viable projects for this technology. It was a phase of appropriation of the technology. The 14 entities selected for this phase were chosen through an open call where each entity sent the required documentation according to their needs.
The main objective is to learn about the subject, experiment, make mistakes and continue learning in order to generate lessons learned and encourage other entities to be encouraged to implement real and innovative solutions for their needs.
The second objective is to facilitate a friendly space through experimentation, where the entities feel free to learn and discover a new technology, and thus take ownership of it by implementing it in a solution tailored to their needs. As we are learning, we are also doing and generating tangible results during the process.
As part of this pilot, the ""Blockchain Reference Guide for the Adoption and Implementation of Projects in the Colombian State"" was updated. This guide comprises two parts. The first one corresponds to the description of Blockchain technology, the importance of promoting an open government, the identification of appropriation initiatives in the country and some use cases with usability. The second, the implementation of the technology in concrete projects, so that a step by step is presented to present a project based on principles and a governance process for planning, building a prototype, scaling a minimum viable product and managing change.
There are 2 components to the beneficiary issue. One is the entity that experiences, learns and implements an innovative solution, including entities of all sizes and from all regions. And the second is the population served by the entity. For example, in the case of the land registry, the people who after a judge's sentence were assigned land is registered in the blockchain. And in the case of price traceability in blockchain, the buyer who does not see the prices of their products inflated.","a:4:{i:0;s:3:""147"";i:1;s:3:""876"";i:2;s:3:""623"";i:3;s:3:""618"";}","It is innovative because it reinvents the mission processes performed by the participating entities with the use of disruptive technology such as Blockchain. The Pilot allows exploring and learning the technology, generating valuable learning for its subsequent implementation and encouraging more entities to experiment as well, but it also applies a technological mechanism to provide significant improvements and a new organizational mode in the Colombian State. The goal is to learn, develop functional solutions and sow the seed of public innovation in other entities.","a:1:{i:0;s:14:""implementation"";}",,"Initially with the participation of IDB, which allowed shaping the approach of projects such as LAC-CHAIN in the region and enabled the transfer of knowledge at the national level. Agreements were signed with Peersysyt Technology, Grupo Sabra and Extrimiam, who agreed to work together, at their own risk, to develop proof of concepts and pilot blockchain developments for Colombian government public projects identified and prioritized by the ICT Ministry.","Participating Entities:
-Phase 1: National Agency of Territory , Rural Agricultural Planning Unit and the Superintendence of Notaries and Registries.
-Phase 2: Municipality of Chía, Institute for the Development of Antioquia, Technological Center of Cúcuta, Tourism Observatory - Municipality of Bogotá, Government of Bolívar, Municipality of Bucaramanga, Municipality of Algarrobo, ICA, INVIAS, Municipality of Medellín, National Agency of Territory, Ministry of Finance, Municipality of Bello.","We proposed to develop proofs of concept, and the use of collaborative spaces was of such an impact that two prototypes were consolidated for phase 1, which are ready to be deployed in production.
In Phase 2, gaps in blockchain appropriation were overcome, and a Phase 3 became necessary, in which we expect to advance in consulting in order to consolidate minimum viable products.Other entities have heard/read about the pilot, and have contacted us because they want to participate, as is the case of Banco de la República, which learned about the exercise from the Ministry of Finance, and are now exploring the idea of a digital currency.
More and more public entities are recognizing the advantages of emerging technologies and identifying opportunities for use in their processes. Claims such as blockchain is very expensive or only applies to the private sector are demystified, because at zero cost this experiment tests new customized developments.","Initially, it was planned to adopt the COCREAR methodology of the Digital Public Innovation Center of the ICT Ministry, but given the testing conditions of the project, some difficulties were encountered to implement them within the foreseen plans. Hence, it became necessary to define a governance model in the update of the Blockchain Reference Guide of the Colombian State, so that now there is greater clarity on the feasibility and implementation of this type of projects in the country.
Likewise, some of the challenges include the lack of interest on the part of the entity's management team. For this reason, we have asked for a commitment signed by the leader of the entity and even so, there have been some that throughout the process lose interest and participate less. Another factor is the change of government, this has generated changes in the management teams and in some moments there has been disinformation or they even moved away from the process altogether.","Since this is a pre-commercial public procurement project, the main success factor has been to be very insistent that it is a space for experimentation, and this allows us to adopt an experimental approach in a research and development process. There are possibilities of transferring knowledge and applying iteration, which translates into flexibility and willingness for new ideas, new challenges and puts us all in an attitude of experimenting, questioning and learning.
Another factor is the relationship with the public sector, which shows that it is possible to promote public-private partnerships to generate knowledge transfer scenarios and consolidate the growth of the adoption of emerging technologies, based on the ""learning by doing"" technique.","The experimentation space is easily replicable as a complete project, i.e., replicating another complete pilot or at the level of disaggregated initiatives, since it is possible to work only with a public entity and accompany it throughout the process of design, development, iteration and learning of a minimum viable product.","In our experience, several entities wanted to participate, but during the course of the pilot they became discouraged, and given that we have the technical support of private companies that are making their physical and financial capital available, we must ensure that those who start the process can finish it.
A process for monitoring and evaluating the initiatives should be designed from the outset. Although it was contemplated from the beginning of the pilot that it would be evaluated at the end, the lack of clear metrics throughout the process did not allow for easy measurement at the closing of each project once the minimum viable products were delivered.
The proposed schedule for each intervention must be respected; initially a six-month accompaniment had been planned and this was extended to one year, which implied more work for the private partners and the impossibility of starting the practical work with other public entities until the first ones were finished.",,"a:1:{i:0;s:5:""35543"";}",,,,
35544,"Buenos Aires 3D City",https://oecd-opsi.org/innovations/buenos-aires-3d-city/,,"Secretaría de Innovación y Transformación Digital, en conjunto con la Secretaría de Desarrollo Urbano del Gobierno de la Ciudad de Buenos Aires",Argentina,regional,"a:2:{i:0;s:11:""information"";i:1;s:9:""transport"";}","Buenos Aires 3D City",http://ciudad3d.buenosaires.gob.ar/,2021,"Buenos Aires 3D City is an open digital platform that allows three-dimensional visualization of each neighborhood and, specifically, the areas where it is possible to build infrastructure (i.e., housing, commercial and retail buildings, etc.) according to the current city's regulations. The platform is open to district decision-makers and professionals working in the construction industry; it functions as an interdisciplinary work tool to simplify procedures, provide predictability and transparency, and streamline the tasks of all the public institutions involved along the process.","Buenos Aires 3D City is a three-dimensional visualization platform that provides geographic figures of each urban code (or district) as per the current infrastructure and building regulations approved by the Legislature. It is possible to access to information about the plans, land use, and affectations with access to theme-specific options for obtaining detailed information.
Before this was implemented, the construction procedures had to go through a long bureaucratic process which was not only time consuming but discretional and up for diverse interpretations of the cadaster and the urban code. In short, the process was unreliable. With Buenos Aires 3D City all the information is codified and accesible to citizens whether private or business/investors. The platform is currently of great demand and it is, therefore, under continuous improvement so that any resident of Buenos Aires has the possibility of accessing to the most reliable and up-to-date information possible in a user friendly way.
The aim is to turn Buenos Aires 3D City into the official platform to initiate construction procedures by integrating it with the city's remote help desk (Trámites a Distancia).","a:2:{i:0;s:3:""194"";i:1;s:3:""876"";}","3D City was developed as open source so it is available to any third party of interest, whether a citizen or a private firm, investor or researcher. It brings about the concept of ""Digital Twin"" which compiles virtually and in 3D the urban plan of the city to later in the process be interpreted by algorithms and build predictive models.
3D City was developed in two stages: first the data gathering. All the needed information is processed and put together with geographic algorithms. Second the visualization in 2D and 3D. Once the system is fed with all the necessary information at the level of each land unit, this information is pulled into an API to then be visualized. The platform returns layered visualizations and the possibility of using different filters such as height, types of areas, soil, and the purpose of use.","a:1:{i:0;s:14:""implementation"";}",,"The project was initiated by the Secretariat of Innovation and Digital Transformation, together with the Secretariat of Urban Development of the City of Buenos Aires. They worked collaboratively and maintained closer coordination and dialogue with organizations, companies and professionals related to the urban development field.","Buenos Aires 3D City is a tool that simplifies construction procedures in benefit of companies and professionals in the construction sector, as well as citizens who plan to privately develop in the city. It also benefits government actors as they shift their time extra to activities more related to policy-making and service delivery.","The results observed during the implementation are:
-More than 13,000 users currently use the platform, which represent a 218% increase of monthly consultations.
- It optimize resources by reducing the times for approval in construction projects, and reduces the bureaucracy and paperwork related to them.
-Time and money savings for both citizens and public institutions.
-A sharp decrease by 88% in the requests for urban planning certificates and 63% in help desk consultations.","We faced two main challenges to develop the platform:
-To identify and gather the most relevant information to be included in the platform according to the users needs and the needs of access.
-To refine and update the data in quality and quantity so that the predictive model can run.","'-The team's skills and capacities, and the leadership of the Undersecretariat of Evidence-Based Public Policies, the Secretariat of Innovation and Digital Transformation, and the Secretariat of Urban Development. Through continuous dialogue with the property tech sector and other stakeholders involved in the procedures.
-To make available financial resources, as well as all the reforms that were necessary at the policy and regulatory level to acquire the necessary technology and infrastructure to make the development possible.
-Highly committed Human Resources inside of every institutions related to the project allowing for enhanced coordination and agility in development and implementation.","The platform can be easily replicated by other government institutions. The experience was shared with more than 20 cities and 10 companies in Argentina and Latin America.
The development of the new rules engine is expected to be completed by mid-October 2022. At the same time, periodic meetings are held with users of the platform where they make their needs known, which allows us to continue adding functionalities to the front end.","We learned that it is essential to incorporate dialogue with all the actors along the implementation of the technology process. Another learning was to be able to carry out the project by implementing the top-down methodology.",,"a:2:{i:0;s:5:""35617"";i:1;s:5:""35618"";}","a:1:{i:0;s:5:""35619"";}",https://www.youtube.com/watch?v=rReP1v9r2kM,https://www.youtube.com/watch?v=Rej2GvAR8g4,
35549,"Madrid is with You",https://oecd-opsi.org/innovations/madrid-is-with-you/,,"Ayuntamiento de Madrid - Dirección General de la Oficina Digital",Spain,regional,"a:1:{i:0;s:10:""recreation"";}","Madrid is with You",http://www.madrid.es/portal/site/munimadrid/menuitem.0c57021e0d1f6162c345c34571f1a5a0/,2021,"Madrid is with You is a social innovation aimed at people from Madrid over 65 years old. Through a simple mobile application that connects an elderly person (or its family members) with a volunteer from the program ""Volunteers for Madrid"" they receive accompaniment and support on specific tasks such as helping them booking appointments for the doctor, attending with them, going for a walk, and more. The Volunteer body is made of more than 17,000 people.","Madrid is with You, hereinafter MTA, is a social innovation of the Madrid City Council targeting more than 500,000 people over 65 years old and allowing them to connect to volunteers through a mobile application specifically designed for supplying day-to-day needs such as booking appointments for the doctor, groceries shopping, going for a walk, and more.
It is a service created by and for the elderly, and supported by more than 17,000 volunteers, to facilitate their inclusion and to provide support to day-to-day activities. Based on the concepts of generosity and civic engagement, the platform allows for digital interaction thanks to the integration of two mobile applications; one oriented for the elderly who flag a need and request a service, and the other one for the volunteers who provide their time and knowledge.
The platform runs as follows:
- Elderly (or their companions) as main users: they flag a need and select the type of service they want to request (medical appointments, walks, shopping, paperwork, etc.). They are visualized as icons for easy identification. Once they select their service the application collects a series of data from the user that will be used to publish their request (date, time, address, any additional information)
- The volunteers group make use of a different interfase that allows them so visualize the newly and pending applications. When a volunteer accepts one request a chat will appear to the Elderly to clarify details.
- The elderly will have a button to cancel the accompaniment request if necessary.
The application allows a two-way feedback as the elderly person can interact with the volunteer based on its needs, and is able to rate the volunteer's performance. Similarly, the volunteer can provide information on how the elderly was found (i.e., in good care, or lacking some services, etc.). The project respects the principles of accessibility, security, availability, usability, data protection and privacy in the design and deployment of the solution.
The initiative involves a low administrative burden thanks to the ease of the communication between the elderly and their families with the volunteers. To provide a better and safer service all the volunteers are trained and graded by the Madrid City Council. Since the service is entirely digital, the City Council is able to live monitor the main indicators of the service provision and citizen participation thanks to a tailored scorecard.","a:1:{i:0;s:3:""181"";}","This is a digital way of connecting seniors and volunteers in a safe and certified way. The mobile application use cloud computing infrastructure services, thus guaranteeing the volunteer availability at all times. Additionally, a telephone service has been enabled so that specialized operators can attend to the elderly and register their requests for accompaniment on their behalf without the need for them to install any app.","a:1:{i:0;s:14:""implementation"";}",,"Madrid is with You is a public-private-social collaboration service, born as a joint initiative of several areas of the Madrid City Council: the Department of Volunteering, the General Directorate for the Elderly, the Madrid Digital Office and the IT department.
The app have been developed with the collaboration of private companies Microsoft and Plain concept.","The direct (and potential) beneficiares are approximately 500,000 citizens. This innovation reduces the administrative hurdles that the more than 17,000 municipal volunteers of the ""Volunteers for Madrid"" program may have, since with a simple app they can optimally select the accompanying activities they want to provide.","Madrid is with You started running in December 2021. In the first 10 months of operation, more than 4,300 elderly people and 750 volunteers had already registered, and more than 2,800 accompaniment services managed exclusively by the new apps had been carried out.
As for the services requested, walks represent 73% of the total number of requests and medical appointments 17%, above other types of services such as shopping, leisure, pets, hospital, formalities, etc.""","The biggest challenge is the existing digital divide among the elderly. This has meant designing an application with a very simple operating logic, with icons and typography adapted to the elderly. Another challenge has been to guarantee the privacy and security of the apps, so that only municipal volunteers authorized by the city council have access to the applications for accompaniment. Madrid is with You seeks to solve one of the main problems and priorities of Madrid after the pandemic, which is to ensure that not a single elderly person in Madrid feels alone again.","First of all, the involvement and collaboration of all the actors (municipal managers for the elderly, volunteers and IT) is necessary to achieve a product that meets all the needs, but focusing primarily on the needs of end users (the elderly). It is very important to have experience in launching and maintaining digital services, as well as mobile applications.","This innovation is easily replicable by other cities that already have a volunteer program and have an IT infrastructure that allows them to develop and maintain mobile applications.","With this initiative, the City Council aims to create and strengthen ties between the people of Madrid, to help the elderly feel accompanied by younger citizens and to recover the confidence, activity, dynamism and personal relationships of the elderly, so damaged as a result of Covid-19.",,"a:2:{i:0;s:5:""35550"";i:1;s:5:""35635"";}",,https://www.youtube.com/watch?v=BjdD0-omWmw,https://www.youtube.com/watch?v=0kmBPzkb_Uw,https://www.youtube.com/watch?v=nby7uNJc3xw
35639,"PAZOS (Peace and Opportunities) Strategy for the Social Prevention of Violence",https://oecd-opsi.org/innovations/pazos-peace-and-opportunities-strategy-for-the-social-prevention-of-violence/,,"Alcaldía Municipal de Palmira",Colombia,local,"a:1:{i:0;s:12:""public_order"";}","PAZOS (Peace and Opportunities) Strategy for the Social Prevention of Violence",http://,2020,"PAZOS is an innovative alternative to dealing with the historically high juvenile homicide rate by using public force. It was developed because the city of Palmira was among the most dangerous cities in Colombia and the world; today we have the lowest homicide rate in the city's history. We attribute this achievement to an articulated and focused intervention, oriented to the dual functionality of targeting public spending and generating opportunities through policymaking.","In Colombia, post-conflict policies are focused on structurally transforming the conditions that generated 50 years of armed conflict in rural areas, leaving the task of building urban peace to local administrations such as the Mayor's Office of Palmira. The comprehensive violence prevention strategy - PAZOS (Peace and Opportunities) is a social innovation initiative of the local public administration as an alternative to face with public force the historical high rate of homicides in young people per 100,000 inhabitants (227 in 2011; 151 in 2015 ; and 114 in 2017), which is derived from the territorial control between criminal organizations and gangs (in its passage as a strategic route to the Pacific Ocean), as well as the lack of opportunities product of unsatisfied basic needs.
The Mayor's office established PAZOS to reduce these worrysome indicators of violence through an efficient expenditure of public resources and an articulated and intersectoral public intervention, in which all departments of the Mayor's Office must focus resources on youth (between 14 and 29 years old) and certain territories prioritized by the strategy (9 clusters where the highest number of youth homicides occur). Each agency should act and spend in a coordinated manner to make a collective intervention, not independent. In this way, with the same budget, a department of the Mayor's Office is addressing its own goals and those of PAZOS, creating a greater capacity to address and resolve the requirements in terms of coexistence, citizen security, peace building and socioeconomic supply.
Regarding its scalability, this initiative shows other cities the importance of initiating the peacebuilding process with the resources that the administration already has. Only by focusing and coordinating the intervention is it possible to strengthen existing programs and avoid greater investment in public forces to address the deterioration of security indicators in Colombia.
Based on the premise that violence is a complex phenomenon that must be approached from different perspectives and that there is no single ideal solution but, on the contrary, the solution is oriented to the combination and articulation of different strategies, the municipal administration deploys its intervention from five (5) components that seek to respond to the specific needs of the territories and from citizen participation for the implementation of the following components:
1) Interruption: Actions that contain or dissuade violent behavior in the prioritized territories by Coexistence Managers. 2) Intervention: Provision of psychosocial support, soft skills, training and economic support conditional on adherence to the process, aimed at access to the labor market for young people vulnerable to violence, reducing gaps in the opportunity to generate income legally. 3) Prevention: Implement social policy programs in the targeted territories, seeking to reduce risks through the occupation of free time of young people and children, peaceful conflict resolution and risk reduction and damage to the consumption of psychoactive substances. 4) Safe Environments: Improve the conditions of community infrastructure in micro-focused places promoting the appropriation of spaces that have historically been affected by violence and crime. 5) Access to Justice: Implement different actions to bring justice closer to citizens and show the community benefits of restorative justice measures.","a:4:{i:0;s:3:""156"";i:1;s:3:""214"";i:2;s:3:""613"";i:3;s:3:""317"";}","It is an alternative but integral response to the multidimensional and multicausal phenomenon of homicidal violence victimization and the escalation of community conflicts in the municipality of Palmira. Traditionally, to mitigate these indicators of violence, greater investment in public forces and even the militarization of neighborhoods and curfews in the places where they occur most often have been used.
PAZOS uses tools such as sports and art (cinema in the streets, urban art), psychosocial support and income generation and integrates them into the municipal security policy. It is a comprehensive strategy because it complements crime prevention with surveillance, the articulation of public, private and community efforts, data information analysis, technology, and community management. The strategy includes the police and other citizen security actors throughout the process, to ensure that both approaches (policing and prevention) complement each other.","a:1:{i:0;s:14:""implementation"";}",,"Citizens: giving their vision on violence, experiences and tools to combat it through resilience dialogues.
Private sector: financial donations, employability and resources for entrepreneurship.
International donors: technical and financial advice. Mainly: Open Society Foundations, Peace In Our Cities, Barcelona Foundation, Despacio Foundation, Global Initiative Against Transnational Organized Crime, UNIDIR, UNODC.
National Government: Financial resources.","Citizens: reduction of homicides and community problems. Physical improvements in their environment. Jobs and entrepreneurship.
Social organizations: growth and consolidation.
Private sector: better conditions for their operation. Greater external investment and channels of dialogue with the community.
Public sector: greater legitimacy, reduction of expenses in the health, security, and prison systems. Regional positioning.
Prison population: restorative justice processes as an alternative.","In 2022 Palmira showcased the lowest number of homicides in the last 17 years.
Disruption. More than 600 conflict mediations in the clusters.
Intervention: 290 young people with psychosocial accompaniment and entry to an income-generating pathway. 62 young people enrolled in diploma courses and courses to strengthen job placement skills.
Prevention: 120 young people in the Urban Graphics program. 6 courses of the Municipal School of Art with 65 young people impacted. 400 young people impacted with sports tools.
Safe environments: 23 days of recovery and beautification of spaces in prioritized territories. 58 points were intervened with the change of lighting. Implementation of a 3-kilometer healthy bicycle route.
Access to justice: 23 non-repetition agreements with post convicts. Socialization of the House of Freedom with 90 inmates. 30 agreements for non-repetition of violence with adolescents in the System of Criminal Responsibility for Adolescents.","Low legitimacy of government institutions in Colombia, as well as the unsustainability of the strategy in the future. In the face of both challenges, the general guideline is to involve citizens in the construction of the projects to be developed so that they take ownership of the solution from the beginning and demand it from future governments, as well as to shield the strategy with formal measures such as decrees and a public policy for violence prevention.
- PAZOS involves almost all the departments of the Mayor's Office, so coordination is difficult. An attempt has been made to remedy this through the formal governance scheme.
- The resistance that may exist in the institutions and the community to develop an alternative to traditional methods is mitigated through stories of success stories nearby, to show that it is possible to do things differently and have the same or better results.
","
- Political will that enables the efficient use of resources and motivates the departments of the Mayor's Office.
- Political and technical leadership to meet the challenges of articulation, legitimacy and ownership.
- Citizen ownership of the strategy by obtaining short and long term benefits for which the community demands the continuity of the strategy.
- A private sector committed and sensitized to the need to contribute and get involved in collective initiatives.
An information and data analysis system to define and guide the administration's public policy actions.
","PAZOS has the potential to be replicated by local governments in any city that has a vulnerable population group to serve. The strategy has already been replicated in neighborhoods that were not initially included, at the request of citizens. Because of its potential, PAZOS has shared its learning curve and experience in international scenarios: Innopolis, Korea Innovation Foundation - 2020; UNIDIR Conference - 2020; United Cities and Local Governments - The Hague Conversations - 2021; Latin American Cities present their Local Strategy on Violence PIOC - 2021; ""How has Covid-19 shaped violence in cities? And how have cities responded?"" organized by FCDO (UK Department for Economic Development) - 2021; World Parliament of Mayors Summit - Reset: Cities leading in a new era - 2021; Conference on Security, Democracy and Cities - European Forum on Urban Security and Cities for Peace Network, 2021.","A security strategy must be comprehensive and balanced. Law enforcement operations are necessary; indeed, it is important to sensitize and include law enforcement actors in violence prevention initiatives and decision making. However, the coercive and punitive approach must be complemented by mitigating the causes of violence and undertaking initiatives (hopefully very attractive to the target population) that allow the municipality's potential to be achieved.
In addition, given that violence has a multi-causality, the solution to this problem must be multidisciplinary and must be co-constructed with the citizenry based on successful experiences that are already underway. For this reason, it is important to start with a diagnosis and construction of Vulnerability, Risk and Opportunity Maps. The advice is not to start from scratch but from what has been built, thus gaining legitimacy and willingness to cooperate in its implementation.
It is also important to have a clear objective, but not to forget secondary factors. Although the focus of the strategy is homicidal violence, the Mayor's Office takes into account other indicators regarding the increase in the dynamics of community violence, such as personal injuries, domestic violence and sexual crimes, which can easily lead to new homicides. This makes it possible to monitor the escalation of conflict and anticipate actions of different kinds.
Finally, a periodic and constant review of results should be carried out to facilitate efficient execution. This field of social violence prevention has so many and varied tools that the public sector should seek the greatest possible iteration. Be open to incorporate new inventions in the fight against violence, as well as to receive technical cooperation from actors with expertise in the field.",,"a:1:{i:0;s:5:""35661"";}",,,,
35640,"Accelerated Financial Tracking Process",https://oecd-opsi.org/innovations/accelerated-financial-tracking-process/,,"CORFO - Startup Chile",Chile,central,"a:1:{i:0;s:8:""economic"";}","Accelerated Financial Tracking Process",http://,2021,"The innovation is developed due to the need to integrate the process of financial reporting of projects with the acceleration program of Start-Up Chile, benefiting the entrepreneurs of the program and the Chilean Government itself. The process seeks to educate on the relevance of project financial planning, while preparing them to perform efficient and high standard financial reporting to the Chilean government.","The financial reports in Start-Up Chile were too slow, they extended for periods that exceeded 40 days, the entrepreneurs did not show interest in the process, the executives were unmotivated and the platforms used were not adapted to the general needs of the program. Given this, a new financial process was implemented that considers a standard schedule of virtual meetings with entrepreneurs, free office hours, online educational platforms and internal information gathering, as well as periodic workshops on topics raised from the entrepreneurs' own needs. We seek to integrate the financial reporting process to the acceleration program in an effective way, mainly benefiting the entrepreneurs.
Our main objectives are: to reduce review times per project (maintaining a high standard), to improve the entrepreneurs' perception of the financial process and to integrate the executive team in the improvements to be implemented. In the long term, the objective is to maintain the review metrics (currently 15 days), improve the follow-up and education platforms for the entrepreneurs and generate connections with public and private institutions to continue with the initiative's development process.","a:1:{i:0;s:3:""213"";}","The model implemented in Start-Up Chile is proactive, as opposed to the traditional one, which is reactive. The accelerated process is based on the premise of preparing the entrepreneur during the execution period of the project to reach the end of the process with the approved financial reporting successfully and in a short period of time. The traditional monitoring process is based on assumptions that are not 100% confirmed, such as the full understanding of the financial monitoring process and its relevance. At the same time, the traditional model is triggered at the end of the execution period, so there is no time or possibility to make corrections or improvements. There is no room for diagnostics, which is possible in the accelerated model.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"Financial Executives: in charge of implementing improvements and proposing potential improvements.
Operations team: they are the main ones in charge of formalizing the accelerated financial follow-up process.
Entrepreneurs: apart from being users, they are the ones who give us the opportunity to evaluate improvements; their feedback is fundamental.","Entrepreneurs: beneficiaries of Start-Up Chile funds are the main beneficiaries of the improvements implemented.
CORFO: the different areas of CORFO that participate in the registration of financial statements, from accounting to custody of securities.
Public organizations and private collaborators: we have received the support of the Internal Revenue Service for open workshops, as well as the support of experts in financial topics.","Review times per project have been reduced by more than 50%, measured through data collection and centralization of information in office and google platforms. The perception of the financial process has improved, based on surveys conducted by the acceleration area and focus groups of the internal communications area with various entrepreneurs. Entrepreneurs have valued the online material we have made available 24-7 as fundamental. In the future, we expect to increase the connections with public and private entities that will allow us to continue improving the initiatives that are currently under development.","There has been a high turnover of executives, so the challenge has been to maintain the standard of the process with new collaborators. As there is no additional budget, we have worked on the basis of the available resources, making the most of all the tools that CORFO provides.","It is essential to have an aligned team, with clear objectives and leadership that is flexible but at the same time has a concrete development strategy. Support and space for innovation is also key.","Other areas of Start-Up Chile have implemented centralized reporting, providing simplified information on project development. The accelerated financial monitoring process is potentially comparable to other public entities, especially local ones, where teams are small and resources are scarce.","Projects should be implemented with the objective of being sustainable in the long term, either with knowledge that can be implemented transversally across the team or as using.",,"a:1:{i:0;s:5:""35662"";}",,,,
35641,"Datalog Colombia",https://oecd-opsi.org/innovations/datalog-colombia/,,"Departamento Nacional de Planeación",Colombia,central,"a:1:{i:0;s:11:""information"";}","Datalog Colombia",http://datalogo.dnp.gov.co/,2022,"The initiative was developed in response to the dispersion of sources for consulting information on the documents produced by the national government. The solution, a data catalog (datalog), generates an institutional memory of open consultation on different aspects that the outgoing government delivers to the incoming one. The tool is innovative in applying machine learning technologies to process, organize and present a large volume of documentary information in an agile and simple way.","Datalog Colombia is a digital tool where citizens can consult all the documentation generated during the last period of government in a quick and agile manner. They can also access to sectoral management reports and the reports of all the entities that make up the executive branch of the national government (around 190 entities). The information includes about 30,000 regulatory, documentary and statistical records; and emerges as a space for transparency towards the citizens.
The main objective was to create a web repository with all the documentation produced by the national government between 2018 and 2022, and make it available to citizens through a search engine that presents it in an organized way, using filters so that citizens can quickly find what they are looking for. The Datalog is expected to become part of the Colombian legislation by its incorporation in a new article in the Law of the National Development Plan. This will make mandatory to upload any documentation generated by public entities into the system.","a:4:{i:0;s:3:""147"";i:1;s:3:""623"";i:2;s:3:""611"";i:3;s:3:""614"";}","Datalog Colombia facilitates the consultation of documentation generated by the national government through a search engine that uses machine learning algorithms to organize, classify and present the information and make it useful and accessible to all. The algorithm is capable of transforming images into text, enhancing the use of files that have photo format; in addition, the search has a functionality that creates a word cloud for each document indexed in the base, giving the user previous ideas about their query.
Other national government entities in Colombia also have extensive search engines and document repositories; however, Datálogo is the only one that compiles a variety of sources and mixes different types of filters with the above-mentioned features.","a:1:{i:0;s:14:""implementation"";}",,"For the development of the Datalog, all the entities of the executive branch of the national government participated in the identification, compilation and submission of all the information generated by their work teams. Additionally, the private sector collaborated in the design of the system architecture and the platform's performance, as well as support in the graphic interface and user experience.","The main impact is the platform's ability to generate a space for citizen oversight during the government transition process, given the openness of management information and the new government. As for the new government, it has served as a starting point for the construction of programs and strategies for the next four years. Likewise, the information contained therein serves as input for academic research on public policies in different areas.","The results are visualized in the following metrics of use. Since its release in July 2022 there were 194,000 visitors (142,000 mobile and 51,000 web). It is expected to become the most visited government website in Colombia.","The main challenge faced by Datálogo is getting national government entities to report the documentation generated in a timely manner. Added to this is a promotional campaign that did not have the expected reach, which limits the dissemination of the tool. In terms of dissemination, Datalog is being used as a means of communicating the construction processes of the new National Development Plan, which implies greater interaction with citizens from all corners of the country.","Datalog Colombia's success has been supported by:
1. a robust technological infrastructure that scales according to user demand, which was provided by the National Planning Department; 2. incorporating into current regulations the mandatory reporting of documents generated by the national government.
2. Incorporating into the current regulations the obligation to report the documentation generated by the national government.
3. Finance the constitution of a software development cell within the entity to provide support and backing for all technology-based public innovations.
4. To have a technical leader who understands the needs of the Government's processes, as well as a development leader who translates them into efficient and user-friendly information system.","Given its short implementation time, we are not aware of other initiatives that have partially or totally replicated the innovation in Colombia. However, the methodology used, understood as the development of the procedure that goes from project planning to the implementation of the platform, can be replicated in other countries interested in solving the same problem.","The first lesson learned has to do with the technological requirements needed to develop an information system. When we started the implementation of the project there were delays due to conditions that we were not aware of, for example, the protocols for the production of content on the web pages of the National Planning Department and security protocols that impacted the estimated times for the production of the Datalog.",,"a:4:{i:0;s:5:""35732"";i:1;s:5:""35733"";i:2;s:5:""35734"";i:3;s:5:""35735"";}",,https://www.youtube.com/watch?v=y7rYP-DuiO8,https://www.youtube.com/watch?v=9XOs444yK8Y,
35645,"Civic laboratories of participatory budgeting",https://oecd-opsi.org/innovations/civic-laboratories/,,"Secretaria Distrital de Gobierno",Colombia,local,"a:2:{i:0;s:8:""economic"";i:1;s:8:""external"";}","Civic laboratories of participatory budgeting",http://participacion.gobiernoabiertobogota.gov.co/presupuestos,2022,"Bogotá-Colombia is a city co-administered by 20 local mayor's offices. In the past, it was on the Mayor's power to allocate resources without necessarily go through public or community consultations, which is why several city infrastructures emerged without responding to specific needs nor recognizing the diversity in the population. With the Civic Laboratories of participatory budgeting, the community began to engage on where to decide where to invest their local budgets.","The methodology of civic laboratories of participatory budgets was designed, public servants from local municipalities were trained, citizens were invited, and the tool of convergence called Carnival of Ideas was used. This led to a convergence and agreement with the citizens, who defined up to 50% of the budget of each of the 20 municipalities Mayor's offices to specific citizens' led projects.","a:3:{i:0;s:3:""181"";i:1;s:3:""214"";i:2;s:3:""959"";}","The difference with this innovative project is the methodological process based on divergence, convergence, consensus and agreement through creative tools.","a:1:{i:0;s:14:""implementation"";}",,"The Innovation Lab (GOLAB) designed a methodology using canvases, creative blocks, and delivered the co-created facilitation guide outputs to the public servants of the local mayor's offices. The citizens greatly contributed with their knowledge and experience of the territories; in addition, all the entities of the city turned to guide and support the citizens.","More than 132,000 citizens participated in the Participatory Budget Civic Laboratories, of which more than 56,000 citizen initiatives were presented, which defined, agreed and concerted on how to invest the resources of their localities.","In the initiative participated more than 132,000 citizens handing out more than 56,000 proposals agreed upon between the Mayor's office and the citizens. Once this is done, the proposals will be evaluated and the best ones incubates and developed with the resources of the local Mayor's office. This implies that around $205 millions will be allocated to citizens' led initiatives.","The main challenge is to convince the public servants of the local mayor's offices in the methodological process of divergence, to conquer a greater participation in all spaces of the citizenship.","We identify three main success conditions:
- Methodologies, clear tools
- A stable legal framework
- Training of public servants in facilitation skills.
","The degree of replicability is based on the democratization of the local economy and continues with the opportunity to maintain an open government, so that it is the citizens who live and experience their territories who decide how to invest the local resources.","Governments need to be more creative and proactive with the communities, giving them a decisive and representative space in their proposals.",,"a:1:{i:0;s:5:""35654"";}",,,,
35683,"Data-driven Office of the Comptroller General (CGR)",https://oecd-opsi.org/innovations/data-driven-office-of-the-comptroller-general-cgr/,,"Contraloría General de la República",Chile,central,"a:1:{i:0;s:12:""public_order"";}","Data-driven Office of the Comptroller General (CGR)",http://,,"CGR has a great amount of available data that need to be exploited to improve its work, while deepening the digital transformation of the State to improve its quality.
The aim is to enhance data analysis through the use of algorithms to anticipate risks in the fight against corruption, as well as to improve the channels for citizen complaints.
We apply the use of data and technologies in our daily work, thus impacting the State.","Given the technological progress of GCR and the Chilean government, there is a greater amount of data available that needs to be exploited for timely public control, and to deepen in a digital transformation process to improve the quality of the information available. The aim of the innovation is to enhance the CGR's data analysis capacity through the use of algorithms to anticipate risks that support the fight against corruption, in addition to improving the channels of citizens reporting, which is achieved by strengthening the development of internal and external data reports; training people in a control and data analysis function profile; consolidate a technological ecosystem to support the initiative; and establish a data governance model.
On the other hand, we have created a new communication channel for citizens information and handing over of documents from Public Institutions, which allows CGR to speed up the time and increase the traceability of the status of shipments, applying intelligent decision engines for the internal document flow. All in all, the State and the citizens benefit from the improvement of communication channels and delivery of better quality products for the times in which we live, where we are asked for greater speed, transparency and accuracy in our activities.","a:3:{i:0;s:3:""194"";i:1;s:3:""147"";i:2;s:3:""623"";}","This is a pioneering initiative in the use of data, which integrates algorithms as a means for better public control, promoting the fight against corruption. The 5 dimensions on which it is structured allow for a parallel advancement and institutionalization (strategy, data, people, technology and governance) to consolidate a modern state that is close to the citizens. It boosts the modernization of the State Administration by establishing a new way of interacting with citizens, making CGR's initiative a benchmark in the country.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"Citizens: They have participated in the design and testing of initiatives by using clear language and to focus the CGR's work on issues of interest to them.
Government officials: permanent roundtables for the exchange of information and an active network of coordination and integrity with government internal controls.
Civil society organizations: both in terms of what to audit and what information to make available, they are convened through a consultative body.","Citizens: will have permanent access to public control information with all the standards of open government.
Government officials: they will be able to process electronically with CGR, and also consume control information.
Civil society organizations: improve accountability performed by the CGR.","
- Development of a new professional profile
- Modification of the audit process and methodologies.
- Modification of legal and accounting control.
- We improved the way we relate to citizens, through a clear language and transparent processes.
- Annual performance indicators.
- Permanent accountability with government agencies and civil society.
- Increase in the use of documented data
- Expand the group of people specialized in the use of data.
- A more participative citizenship in the fight against corruption.
By the beginning of 2023, 50% of CGR staff will use data in their processes. An annual average of 680 audits will be planned with the use of data (25% today). All services interoperate with CGR electronically.","
- Resistance to change
- Lack of access to data from the entire State Administration.
- Low technological status of the Administration for interoperability
- Siloed performance on the part of the Administration
- Problems in data integration and quality
- Updating, documentation and unification of the internal technological ecosystem for data.
- Delays in the delivery and integration of information
- Lengthy time to retrain people
- Difficult balance between maintaining production and innovation.
- Through an internal and external change management strategy, with a large number of hours dedicated to disseminating and explaining the project. In addition to the incorporation of stakeholders in the design of the projects.
","Infrastructure and support services: system documentation and timely IT maintenance and support are key; furthermore, IT support is key.
Policies and regulations: constant updating of policies is necessary as the project progresses.
Leadership and guidance: the project has advanced only thanks to the structuring of a transversal team in the institution, with the participation of different roles.
institution, with the participation of different roles.
Human and financial resources: traditional recruitment and training processes need to be updated. In addition, account plans should consider licensing and data protection as an asset and not an expense.
Personal values and motivation: the project must be connected to the strategy, institutional values and must incorporate the view of the integrity system.
must incorporate the view of the integrity system.","The dissemination of the project to other services of the Administration and to other GCR has taken several meetings and exchange of experiences.
The multidimensionality addressed by the project rectifies the traditional action in IT projects, in which only the technological layer is developed.","
- Active participation and consultation with external stakeholders.
- Addressing hygienic aspects of the project is key.
- Dissemination is an asset and not a waste of time.
- Involvement of managers is vital in the development, considering not leaving anyone behind.
- Technological decision making must consider the needs of the people who perform the day-to-day work daily tasks
",,,,https://www.youtube.com/watch?v=4o7PzCLAUec,https://www.youtube.com/watch?v=291xJukjmzw,https://www.youtube.com/watch?v=t-GdQVETFVc&t=1s
35726,"Connectoo Training",https://oecd-opsi.org/innovations/connectoo-training/,,"SPF Stratégie et Appui",Belgium,central,"a:1:{i:0;s:12:""public_admin"";}","Connectoo Training",http://bosa.belgium.be/fr/connectoo,2020,"Connectoo Training aims to reduce the digital divide in Belgium by training public officials to better take into account citizens on the digital fringe. Accessible free of charge and 100% online, connectoo trains and certifies public agents in the challenges of digital inclusion and in the reflexes to adopt to help the most vulnerable citizens with online administrative procedures. Together, we are reconnecting digital public services to citizens. In 2022, the digital divide remains more than ever a reality in Belgium, where nearly one adult in two is in a situation of digital vulnerability.","In 2022, the digital divide remains more than ever a reality in Belgium, where almost one adult in two is in a situation of digital vulnerability (non-user or with low digital skills). In particular, 49% of the country's adult population still has no digital contact with public services and every day, many citizens feel lost when faced with the digitalisation of administrative procedures. The Connectoo Training course aims to reduce the digital divide by training the country's public servants in the challenges of digital inclusion and in assisting citizens with their online administrative procedures. Inspired by the ""first aid certificate"", its aim is to train as many public officials as possible in the first aid of digital administration.
Connectoo is a free online training course that is accessible to anyone working in a federal, regional or municipal administration, regardless of their job. Our goal is to train and certify 10,000 public employees in Belgium by 2030. The training is aimed downstream at agents in direct contact with citizens (e.g. call centre agents, counter agents) but also upstream at agents involved in the design of digital public services (e.g. communication managers, service managers).
The training is structured around 5 modules combining theory, practical exercises and interaction with other participants:
- The challenges of digital inclusion
- The problems linked to digital uses
- Guiding users towards digital public services
- Facilitating access to digital services
- Designing inclusive services and supports
In addition, the training offers ""applifocus"", tutorials dedicated to essential digital services of the federal administration (pensions, finance, health. .) so that the agents in direct contact with the public can always be up to date with the latest functionalities offered.
To achieve our objectives, numerous partnerships have been developed with the country's various administrative entities, but also with civil society actors already involved in the fight against the digital divide. These different actors have contributed to co-create the programme and are involved in its dissemination today. To give an example o the results, the training course that went online in the summer of 2022 had already attracted nearly 1,000 participants in just a few months before the official communication was launched.","a:3:{i:0;s:3:""876"";i:1;s:3:""194"";i:2;s:3:""617"";}","
- To date, there is no equivalent to this training. Many initiatives are already in place at the level of regional and municipal institutions, but most of them aim at training mainly ""frontline"" staff.
- The Connectoo Training allows to act on two levels: Downstream, by giving tools to the agents closest to the citizens in order to help them to go through the process of online public services, and upstream, by also raising awareness among second-line public agents of the importance of designing more inclusive digital public services ""by design"".
- Moreover, Connectoo is a 100% online training course and completely free of charge, which allows it to reach a large audience that can learn easily and at its own pace.
- It does not require any pre-requisites and promotes the exchange of good practices between public officials from different institutions through interactive activities.
","a:1:{i:0;s:14:""implementation"";}",,"Preliminary research with digitally excluded citizens was conducted by the BOSA FPS to understand the issues on the ground. The training needs of the different administrations (federal, regional and local) were then collected to propose a programme with real added value. Experts from the associative and academic world then contributed their knowledge of the subject to design the programme with the SPF BOSA staff.","Our main beneficiaries are public officials at all levels in Belgium, who are given the keys to help the most disadvantaged citizens with digital public services. Citizens are indirectly affected by this programme through the positive effects it has on the practices of public agents in terms of digital inclusion. Finally, the training is also available to associations, companies and individuals wishing to learn about the subject.","The course went online in early summer 2022 on the federal government's e-learning platform. Nearly 1,000 people from more than 150 different institutions have already registered for the course, and by the beginning of September more than 100 public servants had already received their certificates. The satisfaction feedbacks we receive are very encouraging as regards the concrete applications in the field by the learners. Various public institutions are currently contacting us to train their employees on a large scale: the postal service, the pension service, the social security system, etc. We plan to launch a first qualitative impact analysis in early 2023. We hope to issue 10,000 connectoo patents by 2030.","The main problem of the training was to find a relevant positioning, bringing real added value among the existing initiatives. There was a significant risk that regional and communal bodies would become interested in Connectoo as a project driven by a federal administration disconnected from the field. To mitigate this problem, the project adopted an iterative and co-creative approach from the outset. Citizens experiencing difficulties with the digital administration were interviewed, and meetings with experts from the academic and associative worlds helped lay the foundations for our thinking. In addition, numerous meetings with actors from federal, regional and municipal administrations were organised to understand their training needs and to gather their ideas. An expert committee was formed to enable us to improve our approach in an iterative way as we designed the programme.","The success of a programme like Connectoo lies first and foremost in the political will to promote such a large-scale initiative. In the case of Connectoo, it was the Secretary of State for Digitalisation, Mr Mathieu Michel, who supported the project from the outset and thus made it possible to unlock a sizeable budget for its implementation, but also gave the project a high profile.
The co-creative approach, based on the active involvement of the various stakeholders and beneficiaries of the project, is also a key success factor for a project like this. In this respect, the choice of partner for the design of the programme - here via a public contract - was also crucial. In parallel to the administration creating the link at the institutional level, our partner was in charge of creating the link with the associative world and the field actors involved in the theme.","Although we designed Connectoo to meet the needs of public servants in Belgium, all OECD countries are concerned in some way with the issue of the digital divide and could benefit from what is offered by the Training by replicating this initiative in their context. Moreover, the training was designed from the outset to be accessible to as many people as possible free of charge. Although our main target group is public officials, the training has recently been opened up to anyone wishing to learn about the subject in Belgium (associations, companies, individuals). To do so, they just need to connect to the federal administration's training platform with their identity card or resident card.","The programme has just been launched, so it is still early to draw overall lessons from the experience. However, we can already share a lot of learning from our experience, from managing stakeholders in the co-creative approach to the difficulty of transcribing content into a smooth e-learning format for the user. As with application development, it is the iterative approach that works best in this type of e-learning project and allows us to manage expectations by progressively delivering content that is increasingly relevant and aligned with the needs of our targets.",,,,http://bosa.belgium.be/sites/default/files/videos/Proj_Conectoo_Anim_FRstr.mp4#t=0.001,,
35740,"Prebases - A strategy to strengthen the planning of contracting procedures",https://oecd-opsi.org/innovations/prebases/,,"Agencia Digital de Innovación Pública (ADIP)",Mexico,local,"a:1:{i:0;s:12:""public_admin"";}","Prebases - A strategy to strengthen the planning of contracting procedures",https://prebasestianguisdigital.cdmx.gob.mx/,2022,"Prebases is the regional benchmark for modernisation in procurement, which promotes citizen participation in the planning of strategic and high-impact procurement procedures. In an innovative, open, unique and replicable way, it provides benefits to more than 9 million inhabitants by creating a space for citizen listening and participation, as well as the 90 purchasing units by strengthening their planning, contracting better products and obtaining savings for Mexico City (CDMX).","Prebases is the initiative that provides a space for the presentation and review of strategic public procurement projects where citizens, organisations and companies can comment, give their opinion and suggest adjustments to the proposed bases of public tender procedures. The Prebases module arises from the need to improve market studies and strengthen technical documents for the procurement of goods and services that, due to their nature, impact or technological progress, are not well known by the requesting area.
During 2020 and 2021, the Digital Agency for Public Innovation provided strategic support for the renovation and expansion of the Ecobici system run by the Ministry of Mobility; this support made it possible to carry out the first pre-base discussion exercise, which improved the planning of the project and resulted in a saving of 54% of the initial budget at the awarded price. Due to the impact and success of this project, the Agency decided to develop a tool to replicate the exercise through an open and collaborative forum for the discussion of the planning documents of the different agencies, entities and municipalities of the CDMX, giving rise to the Prebases module.
To carry out the design and creation of the tool, the ADIP conducted several interviews with citizens, members of civil society organisations, suppliers and public servants responsible for procurement procedures, based on the design thinking methodology, to identify needs, additional or desirable functionalities and possible risks for the construction of the tool. Meetings were also held with those responsible for the Ukrainian public procurement system Prozorro, in order to have an empirical reference of the implementation of a tool for discussion of procurement planning documents, which served as inspiration for the creation of the Latin American model.
On 4 February 2022, the first Tianguis Digital Prebases discussion procedure was published; from February to date, 8 procedures have been put up for discussion, obtaining more than 850 interactions and allowing access to suppliers registered in the City's Register of Suppliers, and to all civil society organisations and citizens who have a CDMX key account.
The direct beneficiaries of this initiative are the more than 9 million inhabitants of Mexico City, who thanks to the strengthening of the technical annexes, bidding bases and planning documents for public procurement, can receive more quality goods and services; they can also actively participate in the planning of strategic and high-impact purchases made by the government. On the other hand, Prebases facilitates the administrative work of the 90 units responsible for spending in the CDMX by strengthening their market studies and obtaining direct information from suppliers, experts and citizens for the construction of technical annexes and bidding documents, which translates into the acquisition of efficient and quality goods and services; in addition, this initiative is sustainable because it does not require extra financial resources for its operation; and it is managed and operated by the human resources assigned to the ADIP.
In terms of replicability, Prebases is built in open source and free software, which facilitates its transfer and adoption by other local and even international governments, opening the way for other administrations in Latin America and the world to strengthen the planning of their public procurement directly with the help of citizens.By 2023, the aim is to double the number of discussion procedures and increase by 25% the number of interactions carried out by suppliers, civil society organisations and citizens.",,"Prebases is an innovative initiative because it is the first platform in Latin America through which it is possible for citizens, civil society organisations, suppliers, and government to participate interactively in the discussion and elaboration of planning documents and bidding bases for the City's strategic or high-impact procurement procedures. This tool strengthens transparency, accountability, and modernisation of public procurement, which helps in the transition to an open government, where citizens and government collaborate to achieve more efficient and better planned procurement, encouraging the acquisition of quality goods and services and promoting greater competition in tendering procedures. Prebases is the new digital tool that transforms the way public procurement is planned.",,,"The partners of the initiative are citizens, civil society organisations, public servants, companies, and international organisations. For the co-design and ideation, the partners were suppliers, no profits, and citizens who, through interviews, helped to identify the needs and priorities of the tool. Among the collaborators, the Open Contracting Partnership should be mentioned as they donated 20,000 USD so that the company Glass could develop the tool according to the requirements identified.","Citizens, civil society organisations, and suppliers: They actively participate in the planning of the procurements of their interest, while being informed about upcoming tenders to which they can apply.
Public servants: Better knowledge of the market and of the supply of goods and services, strengthen the technical annexes and the bidding bases, promote competition and therefore procurement has a greater cost-benefit and resource savings are obtained.","Since its launch in February 2022 to date, the planning documents of 8 procurement procedures of four different spending units have been discussed, receiving more than 800 comments, suggestions and questions. In addition, those responsible for the procedures have integrated 39 comments issued by citizens, civil society organisations, or suppliers for the preliminary documents and technical annexes of their procedures, ensuring that citizen participation is important and heard in this type of exercise. Finally, the Prebases module has been consulted more than 500 times. It is expected that next year the number of processes under discussion will double and the number of interactions between suppliers, civil society organisations and citizens in the discussion of planning documents will increase by 25%.","One of the most important challenges faced by the Prebases initiative during its implementation has to do with the dissemination and knowledge of the tool. Since the Prebases discussion exercise is a new and proactive process that is not contemplated within the stages of a traditional procurement procedure, few units are aware of the tool and use it. Further, the dissemination of the initiative through social networks and government communication media has been limited. Given this situation, the Agency has sought to contact strategic allies that wish to carry out this type of exercise and has contacted suppliers on the register via email so that, in accordance with their business line and procedures, they can participate in the discussion on Prebase. In addition, the Agency has sought promotion with other national or international organisations, applying for awards and calls for proposals that provide this projection.","For the success of this strategy, it is indispensable that there are responsible spending units (URGs) willing to actively carry out this type of exercise, as well as citizens, suppliers and civil society organisations interested in actively participating in the construction of the City's procurement planning documents.
In technological terms, the implementation of the tool requires development and maintenance. However, Prebases is a digital tool that was developed in open source and free software, so it can be donated and adapted by other interested governments, saving design and development costs.
In terms of human resources, the initiative requires active staff such as back end and front end developers to maintain the platform and a user administrator to manage the uploading of information from the different URGs and provide solutions and response to the platform's users.","To date, eight months after the launch of the Prebases discussion strategy, the tool has not been replicated in other governments. However, as it is built in open source and free software, the application can easily be replicated and even donated and adapted to administrations that wish to implement this type of exercise that strengthens citizen participation in public procurement procedures. The potential for replicability of the tool is high, whether for local or even national governments. Currently, the Digital Agency for Public Innovation is in contact with the state governments of Sonora and Tamaulipas to donate various technological tools that it is in charge of, including the Transactional Public Procurement System ""Tianguis Digital"" and the Prebases initiative.","Promoting transparency, innovation, openness and citizen participation in procurement procedures through various strategies, initiatives or tools is a task that improves the performance of any government, democratises procurement and favours the transition towards open government.
Betting on strategies such as Prebases Discussion will always provide more benefits than challenges to public administrations, which is why the Digital Agency for Public Innovation, in order to improve the management not only of Mexico City, but of the entire region, seeks to promote developments and projects that can be replicated, donated and adapted to different contexts.
Prebases is the module of Tianguis Digital, which promotes citizen participation in the planning of strategic and high-impact procurement procedures for the CDMX, but it is expected to be the tool that will transform the way public procurement is planned throughout Latin America.F6.",,,,https://www.youtube.com/watch?v=VcAfa_vVito,,
35745,"Co-creation of public spaces for the improvement of neighbourhoods in Bogota",https://oecd-opsi.org/innovations/co-creation-of-public-spaces-bogota/,,"Caja de la vivienda popular",Colombia,local,"a:2:{i:0;s:7:""housing"";i:1;s:9:""transport"";}","Co-creation of public spaces for the improvement of neighbourhoods in Bogota",https://www.cajaviviendapopular.gov.co/?q=programas/mejoramiento-de-barrios/nuevos-afectos-nuevos-territorios,2021,"For 80 years we have been working for the well-being of people in disadvantaged areas, but they have rarely been asked how they expect a suitable and valuable public space to be. With our project, we create public spaces that, apart from roads, pavements and quality access, promote safety, comfort, life and the local factor of each territory. We innovate in the way in which the inhabitants of a sector transform their environment, beyond the rootless perception of the ""experts"".","The public entities of the city that are in charge of improving the road accessibility conditions of the disadvantaged neighborhoods act under the studies and road designs of professionals with different technical approaches, who in turn are governed by the technical and specific regulations of the control entities and established construction processes. For years that has been the order of things, but it has fallen short - it is incomplete, because it lacks the vision and aspiration of the final beneficiary: whoever inhabits those spaces. By means of tools from social studies and design, and added to the experience and love of the professionals of the neighborhood improvement team of the Popular Housing fund, we have innovated the way of conceiving neighborhood public spaces for meeting, circulation, recreation, contemplation and formation.
We want those who inhabit and experience the territory to analyze it, imagine it and transform it incrementally; just as they have built their homes, their streets and their own lives. The population that benefits from these interventions are men, women, boys, girls and adolescents, older adults and the forms of animal and plant life that surround them. These communities have low purchasing power, sometimes disabilities, high vulnerability and few economic, educational, health and spatial opportunities. They are often people who have come to the big city in search of better opportunities and a more stable future. Who have built their homes, occupying peripheral spaces of the city, often close to risk areas and with precarious construction methods. Through the application of the entity's social management manual and co-design sessions with the inhabitants of all age groups in the neighborhood, this project is intended to find how local identity can inspire popular creativity and contributes to design proposals. Stories and conceptual narratives, drawings, models, photographic safaris and everything necessary for people to demonstrate the deficiencies in their streets are collected. Then, possible solutions and the collective imaginaries are developed to design urban alternatives: furniture, games, gardens, orchards, murals, gymnasiums, roofs, viewpoints and other pertinent ones.","a:3:{i:0;s:3:""190"";i:1;s:3:""181"";i:2;s:3:""617"";}","We have modified the scope and methodology of design, focusing on the active participation of people in the conception and effective transformation of the public space that surrounds them. In addition, we provide communities with creative, expressive, associative and practical tools, using concepts and methods from architecture, engineering, design, art, social work, playfulness and traditional crafts, which they can then use to solve the urban challenges of their context.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}",,,,"Thanks to this project, four Social Value Projects have been built in the Alto Fucha sector, on the eastern hills of Bogotá and along the Fucha River, which provide four neighborhoods with active and appropriate public spaces alive. In total more than 1000m2 have been co-designed in the context of this project. ",,,"This experience has been replicated in other 12 neighborhoods and it is expected that the initiative will be improved, adapted and applied in other regional and national institutions that have to do with the construction of public space in the country. It is not a radical innovation in the world or in the country, but rather an incremental innovation in our institution and in the sectors that we are involved in. We take reference from practices and methodologies such as tactical urbanism, urban acupuncture, placemaking, design thinking, social cartography and other tools that allow us to know the territory and co-create its improvement.",,,,,,,
35835,"My France 2022",https://oecd-opsi.org/innovations/my-france-2022/,,Make.org,France,central,,"My France 2022",https://about.make.org/agenda-citoyen-de-la-consultation-ma-france-2022,2021,"#MyFrance2022 is the largest online citizen consultation ever conducted by a public media in France. It allowed one million French people to express their priorities and to engage in direct conversation with the candidates in the run-up to the presidential election. This massive and unprecedented consultation sought to respond to the democratic urgency of placing the voice of citizens at the heart of political debates during a democratic crucial period like the presidential campaign.","The crisis of mistrust, observed for several years in France and in many democracies in Europe and in the world, is illustrated in particular by a lack of electoral participation. However, citizens are no less eager to take part in democratic life by proposing solutions and being willing to take concrete action. It is therefore necessary to invent innovative solutions to massively engage citizens and allow them to express themselves in a way that is so vital for democratic life and ahead of important elections for a country. Convinced that participatory democracy can revitalise representative democracy, Make.org organises consultations ahead of major local, national and European democratic events, in collaboration with the media, in order to put citizens' voices back at the centre of political discussions during campaigns. The balance of power is reversed: it is the citizens, with their proposals, who present their priorities to the candidates, who must present their solutions to meet these priorities.
At the national level in France, the presidential and legislative elections of 2022 are an opportunity to imagine, all together, the priorities for the country's future. Make.org has therefore joined forces with France Bleu and France 3, public service media partners with strong roots in the territories, to allow all French people to express their priorities for the next five years. My France 2022 is an initiative whose main objective is to fight against democratic decline by mobilising citizens ahead of the 2022 presidential election, giving them a direct say on their priorities for the country's future, and placing their concerns at the heart of the public debate and the presidential campaign. From September 2021 to the beginning of March 2022, the French people were invited to take part in a massive online citizen consultation, relayed in particular by France Bleu and France 3, around a major open question: ""What are the priorities for our country tomorrow? This consultation was relayed daily on the radio stations and digital spaces of France Bleu and France 3, as well as on social networks, and enabled one million French people, from all regions, to express their priorities before the presidential election. It thus became the largest citizen consultation ever conducted online by civil society.
The citizens' priorities were then brought together in a Citizen's Agenda comprising the 12 priorities shared by the French people, and all the presidential candidates were invited, on the radio stations France Bleu and France 3, as well as on Make.org, to take a position on each of these priorities. Throughout the campaign, My France 2022 helped to create ownership of the issues at stake in the election, and to initiate a conversation on the priorities of a million French citizens. This initiative is a democratic innovation and differs from other citizen participation projects in that it succeeded in putting participatory democracy on the scale of the issues at stake. While there is an effervescence of participatory democracy tools today, some experiments have not succeeded in getting beyond the preserve of a few very committed citizens and are therefore not very useful in relation to the goal sought, if this is to rehabilitate the role of the citizen at the heart of public action. The price of legitimacy of such a process is therefore to involve the population on a large scale, as this consultation did with one million participants, and My France 2022 allowed a debate between citizens and candidates, which placed citizens' priorities at the heart of the discussions.
The partnership with France Bleu and France 3 made it possible to extend the citizen consultation: participants were not only invited to submit their proposals and vote in the consultation, but they could also develop their ideas and arguments on radio and television, sometimes in direct discussions with candidates and politicians. This allowed the media partners to cover the presidential election in a way that was truly connected to the priorities of the French people, with a real dialogue between citizens and candidates. In view of the success and impact of this approach, it is envisaged that it will be repeated, but also that it will be promoted and carried out in other countries. Indeed, this approach of massive consultation of citizens prior to elections can be repeated and carried out at different levels (local, national, European).","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""302"";i:3;s:3:""619"";}","This initiative is a democratic innovation and differs from other citizen participation projects in that it has succeeded in putting participatory democracy on the scale of the issues at stake. My France 2022 has succeeded in involving the population in a very broad way, giving a voice to all, including those who usually feel remote from this kind of mechanism. Further, the partnership with France Bleu and France 3, two major public service media outlets, made it possible to extend the citizen consultation: participants were not only invited to submit their proposals and vote in the consultation, but they could also develop their ideas and arguments on radio and television, sometimes during direct discussions with candidates and politicians. In this way, the initiative gave citizens a real voice and influence in the election campaign.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}",,"The collaboration with France Bleu and the partnership with France 3 were essential to the approach. They made it possible to reach the French people in all territories and in their daily lives, through radio, television and the Internet. They also gave an echo to the citizens' priorities, vis-à-vis the presidential candidates who had to take a position on these priorities, but also vis-à-vis all the voters, so that they could vote with a better knowledge of the facts.","Citizens were both the users (participants in the consultation) and the main beneficiaries of this democratic innovation. The consultation allowed them to make proposals and vote on those of other citizens in order to bring out the priorities of the French. It also enabled them to find out what the presidential candidates' positions on their priorities were, and thus helped or reinforced their vote.","In 7 months, the My France 2022 consultation has gathered 1 million participants, 34,000 proposals and 7 million votes. One month before the first round of the election, the results of the consultation and the Citizen's Agenda made it possible to place 12 priorities at the heart of the public debate. This massive contribution to the consultation demonstrated the French people's thirst for participation in the public debate. What is striking is that the proposals concerning the exercise of democracy, the status of elected representatives and their presumed ""advantages"" were very largely at the top of the list of subjects mentioned by the French, ahead of purchasing power, ecology, education, health, etc., and very far ahead of security and immigration. The main indicators used to evaluate these results are the participation figures. Beyond this massive citizen participation, Make.org also made sure to have a certain representative balance of participants, in terms of age, gender, and region.","One of the difficulties encountered during the consultation was to fulfil the first requirement that Make.org set itself: that of legitimacy, by ensuring a broad participation and a representative balance of the participating population. Although the consultation succeeded in involving the French people to a large extent, it was still necessary to ensure that there was a representative balance of the population. Demographic steering was necessary to ensure that the profiles of the participants were in line with those of the French. The rebalancing was done in particular through acquisition campaigns on social networks. The large volume of proposals to be analysed also led the teams of sociologists and data scientists at Make.org to strengthen their analysis methodology and their algorithms to distinguish between consensual and controversial proposals, as well as to group emerging proposals by subject similarity.","The first conditions necessary for the success of this democratic innovation concern the citizens directly. Indeed, in order to be so massive, such a citizen consultation must be, from the outset, as clear as possible to the citizens regarding the impacts of the process, but also regarding the role of the citizens. The confidence of citizens in the process is consubstantial to its success. In the same vein, this consultation also had to be transparent, ethical and neutral: it was necessary for each presidential candidate to be invited to react to the citizens' views and to give them the same opportunity to do so. Finally, to ensure the legitimacy of the results, four major conditions were necessary: massiveness, control of representativeness, anti-trolling, and an analysis carried out by experienced sociologists","This mass consultation of citizens prior to elections can be repeated and carried out at different levels (local, national, European), and be the starting point for an ongoing dialogue with citizens. An initiative such as My France 2022 can be transferred to other organisations and countries. Indeed, such a consultation prior to elections or major democratic moments can be repeated in all democratic countries. Previous examples, carried out by Make.org at the European level (WeEuropeans) and at the local level (municipal elections in 2020), show the potential for replicating this democratic innovation, and underline the possibility of replicating such operations, which can have a major impact in the fight against democratic decline.","The first lesson learned is the thirst of citizens for democratic debate and their desire to make their voices heard. The abstention observed in France does not mean a loss of interest in public affairs: when the right question is asked, it is possible to engage citizens. Today, in a context where it is difficult to bring together all the players, it is more necessary than ever to reconcile citizens by bringing them together around a set of widely shared priorities. Faced with the fragmentation of our societies, these consultations are therefore more necessary than ever to highlight what brings us together. But for this to happen, citizen participation must be more demanding in order to revitalise democracy, at least on three points: ensuring broad participation and a representative balance of the participating population, transparent, neutral and independent implementation, and ensuring impact.",,,,,,
36253,"Citizen Innovation Laboratories (LABIC)",https://oecd-opsi.org/innovations/citizen-innovation-laboratories-labic/,,"Secretaría General Iberoamericana (SEGIB)",Spain,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Citizen Innovation Laboratories (LABIC)",https://www.innovacionciudadana.org/,2014,"The Citizen Innovation Laboratories (LABIC) are an efficient methodology to generate innovative solutions between citizens and institutions for the common good. These solutions focus on the most pressing issues of the 2030 agenda, they are replicable, scalable and generate concrete benefits for affected communities. They are an innovation in the field of cooperation in development because they empower the citizens of Latin-American and European countries and make them the main protagonist of cooperation.","A Citizen Innovation Lab (LABIC) is a method to experiment, collaborate and accelerate innovative projects that emerge from citizens and have the potential to generate useful solutions to social, cultural, environmental and economic challenges. They are a platform for connecting citizens and public institutions with the aim of generating solutions focused on the most pressing issues of the 2030 agenda. LABICs are a proven and systematised instrument that allows for the aggregation of collective intelligence and offers citizens possibilities to generate agile changes from their own contexts, which would otherwise be difficult to develop. This means that instead of solutions being created by a few ""experts"" in institutions, LABICs help institutions to open up and expand their boundaries by integrating citizens as the creators of innovative, useful, replicable, affordable and scalable responses.
The Citizen Innovation Project of the Ibero-American General Secretariat (SEGIB) has developed 9 of these laboratories in different countries and cities, co-organised with national, sub-national and/or local public institutions in several Ibero-American countries (Argentina, Brazil, Colombia, Costa Rica, Mexico, Dominican Republic). The LABIC method has evolved year after year, generating innovations in its own format and developing the quality of adapting to local, national and international formats. Moreover, they have served as a reference and inspiration for the creation of more than 20 laboratories in countries in the Latin American region, Portugal and Spain. In these 9 laboratories, 1000 citizens from 28 countries have participated, 83 replicable prototypes have been generated, 150 institutions (public, private and civil society) have been involved in the organisation and 120 collectives and communities have worked and received the benefits of the solutions created.
LABICs are a method in which 100 citizens selected through an open call meet and form teams to develop projects for the common good (also selected through an open call). LABICs consist of two phases.
- Ideation and prototyping. This phase is divided into two stages:
- Ideation Laboratory: a 5-day online activity where teams improve the proposal and design a production plan.
- Prototyping Laboratory: a 10-day face-to-face activity where people work intensively and immersively on the prototyping of solutions. This work is not only carried out within the laboratory space, but also with the beneficiary communities that will later adopt the innovation. This phase has a specialised mentoring team that accompanies the projects throughout the process with the working groups and culminates with a functional prototype presented publicly and transmitted via streaming to all of Ibero-America.
- Maturing. This phase is an important innovation in the ecosystem of the laboratories (introduced in 2019), as it usually culminates in the production of the prototype. But LABICs aim to bring the prototypes to an advanced state of maturity and ideally ready to scale. This process usually lasts between six and ten months, giving continuity to the solution until a product roadmap is achieved, with a clear direction and vision of its priorities for long-term progress. This is done by providing the project teams with a seed capital and a mentoring programme where they are proposed a series of missions, i.e. a set of coordinated actions through which the participants must find a relevant and sustainable solution.
From 2018 onwards, the LABICs have focused their solutions on contributing to the 2030 Agenda, with very specific contributions that generate benefits for specific communities. For example, they have worked on solutions aimed at reducing microplastics in the oceans, low-cost prostheses for people with motor disabilities, reduction of microplastics in the oceans, and, for people with motor disabilities, reduction of dengue, zika and chikungunya; reduction of digital violence against women, digitisation of indigenous languages to prevent their disappearance, new platforms for citizen participation to strengthen public institutions, etc.
LABICs are consolidating themselves as one of the most disruptive innovations in the field of development cooperation, and a substantial contribution to public innovation in Ibero-America. The next challenge that LABICs are taking on focuses on transferring learning, methods and innovation tools extracted from the laboratories within the public administration of Ibero-American countries.",,"Four important factors of LABICs can be identified as an innovation in development cooperation:
- Leading citizens: they are an innovation because they introduce citizens as the main creator of scalable solutions.
- Bridge between institutions and citizens: they form an ecosystem where citizens unite with national, subnational and/or local institutions, international organizations and organizations from other sectors with the aim of generating benefits for the common good.
- Scaling: they add a program for maturing and scaling the prototyped solutions, something unusual in citizen laboratories that are generally limited to prototyping.
- Cross-border solutions: they incorporate collaboration between people and institutions from different countries, generating replicable solutions in different contexts
",,,"
- 1000 citizens from 28 countries
- AECID, INTPA/EU, AMEXCID
- 120 civil society communities
- Presidencies of Mexico, Costa Rica and Brazil, Min. of Culture (Brazil and Colombia), High Council for Post-Conflict (Colombia), Min. of State Modernisation (Argentina), Min. of the Presidency (Dominican Republic), subnational governments in Argentina, Mexico and Colombia, Mayors of Cartagena and Santo Domingo, Municipality of Xalapa.
- Others: Ford Foundation, Nansen Center For Peace and Dialogue, Grupo social ONCE
","
- National, subnational and local governments of Argentina, Brazil, Colombia, Costa Rica, Mexico, and the Dominican Republic that participated in the innovation and incorporated innovative practices into their interior.
- Beneficiary populations that received the solutions from the laboratories: people with disabilities, Afro-descendants, indigenous communities, victims of gender violence, rural communities affected by climate change, victims of the armed conflict, etc.
","The main results are:
- 1000 participating citizens from 28 countries.
- 83 innovative prototypes generated.
- 150 associated institutions.
- 120 impacted groups and communities For the purposes of evaluating the projects generated in the LABICs, a matrix is being used to quantify the level of maturity of the projects. This is the product of a qualitative systematization for the evaluation carried out in the LABICs of Costa Rica (2019) and Mexico (2021), which has allowed the development of a framework for evaluating the progress of the projects in terms of their maturity and scale potential. This framework is described in detail in a text to be published in 2022: Citizen solutions that work: the LABIC method.
In the future, it is expected to increase the annual number of laboratories, while at the same time having an impact on Ibero-American public institutions through the transfer of learning, methods and innovation tools extracted from the laboratories.","The LABICs are in constant iteration and adaptation, which is why they seek to innovate in each edition, integrating learning from previous ones, as well as from external experiences.
One of the main challenges that LABIC has encountered has been to work with communities in their territories, and not only with the laboratory participants. This meant developing a collaborative work strategy with local communities and appropriation of the method to co-produce solutions. Currently, LABIC has managed to work with 120 communities.
Another challenge is communication. Spaces for experimentation and innovation are not used to communicating in a clear and direct way, something that we verify in the public presentation of the results at the end of each LABIC. For this reason, we have developed a training program in communication and public presentations of innovative projects that has substantially improved this challenge.","The main conditions of success for innovations such as LABICs can be summarised as follows:
- Institutions open to experimentation, citizen participation and collaboration.
- The formation of teams of partner institutions in the LABIC system itself facilitates its implementation.
- The motivation of citizens to devote their time and knowledge to collaboration that generates solutions for the common good.
- The production of solutions under free licences allows for replicability and adaptation of the projects to different contexts, widening the radius of the beneficiaries. In addition, the solutions created aim to be economically affordable.
- Clear and direct communication facilitates the understanding of innovative processes such as laboratories, or the prototypes produced in them.
- The careful articulation and management of a broad community made up of citizens and institutions that pool their capacities to make the laboratories possible.
","The LABICs are the inspiration for the creation of 24 citizen and government laboratories in Ibero-America, which make up the Ibero-American Network of Labs articulated by SEGIB. They have also been the model for the development of laboratories with the same or similar characteristics in governments or institutions, such as those carried out by: the Federal University of Rio de Janeiro, the Mayor's Office of Bogotá, laboratories promoted in several provinces of Argentina (Neuquén, Salta, Santa Fe), labs of Mañana in Uruguay, labs of the Instituto procomún in Brazil, Experimenta Distrito at Medialab-Prado in Spain, etc.
The LABIC experience must continue to be replicated and adapted. For this reason, during October 2022, the LABIC method will be published with an open licence in Spanish, Portuguese and English with the aim of promoting these innovative actions in different countries, whether in national, subnational or local governments, civil society organisations or development cooperation agencies.","The COVID-19 pandemic has forced the conversion of usually face-to-face activities into a virtual format, which has saved funds, while expanding opportunities for participation, creativity, and enriching experiences for innovation processes. As an example of this, we have created prior training activities for the people participating in the laboratories that position them better for the development of their prototypes (courses on communication, design of sustainable business models and social impact, how to link with different communities and cultures , among others). In order to make this method more economically accessible, without compromising the quality of the productions, we have developed LABIX: local citizen innovation laboratories, which have already been developed in Cartagena de Indias (2021) and Santo Domingo (2022).",,,,,,
36306,"Information System for Monitoring State Anti-Corruption Program (ISM SAP)",https://oecd-opsi.org/innovations/anti-corruption-program-ism-sap/,26/10/2023,"National Agency on Corruption Prevention",Ukraine,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","Information System for Monitoring State Anti-Corruption Program (ISM SAP)",https://dap.nazk.gov.ua,2023,"The Information System for Monitoring the State Anti-Corruption Program (country's Integrity Program) was developed to effectively address the challenge of monitoring the Integrity Program. This innovative solution simplifies and streamlines the processes related to the Program's implementation, ultimately leading to more effective governance. Primarily, considering the OECD's Recommendations on Public Integrity, which highlight that traditional approaches relying on strict rules and law enforcement have limited effectiveness, the implementation of ISM SAP as a means of digitization leads to a shift from a focus on law enforcement to prevention and building integrity.","The Information System for Monitoring the State Anti-Corruption Program was developed to address the pressing challenge of efficient and transparent monitoring of the State Anti-Corruption Program in Ukraine.
The primary objective of this innovation is to centralize data, providing a comprehensive view of the program's progress and compliance. By doing so, it enhances transparency and accountability, crucial components in the fight against corruption. Government bodies tasked with implementing the State Anti-Corruption Program, as well as NACP analysts, stand to benefit significantly from this system. Additionally, the system empowers the public by providing them with accessible information and mechanisms for feedback, thus engaging citizens in the governance process.
Looking ahead, the Information System for Monitoring State Anti-Corruption Program is envisioned to become an integral part of the governance landscape in Ukraine, particularly in implementing anti-corruption policies. Its institutionalization will ensure its continued impact in combating corruption and building integrity. Furthermore, this innovation holds the potential to scale even further by adapting its principles to other areas of government policy and data analysis, extending its benefits to a broader range of government agencies and organizations. In a world where transparency, accountability, and citizen engagement are paramount, this system paves the way for more effective and accountable governance.","a:6:{i:0;s:3:""143"";i:1;s:3:""876"";i:2;s:3:""611"";i:3;s:3:""303"";i:4;s:3:""621"";i:5;s:3:""184"";}","Our project 'Information system for monitoring the State Anti-Corruption Program' is innovative due to its unique foundation in a state anti-corruption strategy, an original concept. The implementation occurs through a novel program. With 109 stakeholders, we utilize an online platform to streamline coordination and reduce bureaucracy, offering efficient standard reports. We have drawn inspiration from the best government program monitoring systems in England, Australia, and Europe for system development.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The project has already been implemented, and government authorities are conducting regular reporting, typically on a quarterly basis. However, in the presence of progress, reporting can occur at any time.
Currently, information for the second quarter is displayed as of November 17 (reflecting the state of implementation after analysts have completed their work).
All legal entities, who are the implementers, are already in the system and actively working within it.","In the innovation process, the primary research and development efforts were carried out in-house by our IT and digital development units. However, a significant partnership was formed with the European Union Anticorruption Initiative (EUACI). EUACI provided financial support, facilitated the recruitment of experts, which played an important role in refining the technical specifications and economic justifications for the project's success.","Key users include various levels of government officials within government bodies, from ministers responsible for task allocation to deputy ministers serving as managers and verifiers, and heads of structural units in charge of implementation. Furthermore, NACP analysts play a vital role in the system. In addition, civil society, anti-corruption experts, and journalists benefit by accessing the results of the implementation, enabling them to monitor compliance and progress effectiveness.","The innovation has resulted in increased public access and transparency of the State Anti-Corruption Program , fostering engagement with stakeholders and the wider community. Monitoring and analysis by NGOs, utilizing information cards for each action, allows for a comparative assessment of the problem and expected outcomes. The innovation encourages government agencies to consult with the National Agency on Corruption Prevention (NACP), fostering their willingness to implement reforms inside their's institution. NACP anticipate the participation of anti-corruption experts and organizations, as well as increased lobbying and pressure on government authorities to make them more transparent and accountable. Notably, public feedback and the function for any user to sign up (authenticate) and submit feedback to NACP's analysts are expected to generate tangible, quantitive outcomes in terms of improved governance and reduced corruption.","The first challenge was the need to onboard stakeholders (including top-level officials) into the system, as it was implemented in June (prior to the first reporting period in July). Ensuring that all necessary information was provided posed a challenge, especially when certain authorities hindered the process due to issues like a lack of understanding, absence of leadership, etc.
Coordinating the efforts proved to be challenging. We conducted a series of online training sessions to educate stakeholders on how to work within the system, with most issues arising from the Communication Encryption Protocol (Digital Sign).
Another challenge was how to communicate with the analysts and how the implementer should convey the information already provided. To address this, we expanded the functionality and ensured real-time communication between the NACP analyst and the responsible party.","Conditions for success in this innovation include:
1. An internal tech team capable of responding swiftly to changes in project requirements and legislative updates.
2. Effective internal communication and meetings with prospective users from various government agencies are essential to emphasize the importance of their involvement.
3. A powerful and efficient team of analysts within the organization is intended to coordinate and lead the entire process.
4. The support of the European Union Anti-Corruption Initiative (EUACI) and in-house resources played a significant role in achieving success.","The approach to analyzing and monitoring any government policy or program, as well as the internal system where all agencies collaborate, can be replicated in various sectors of government policy and data analysis. This methodology could extend to different areas of public governance, both within and beyond the organization.
The centralization of data from 109 stakeholders (government institutions) is a notable feature. The public feedback aspect can be integrated into any government entity effectively. Implementing a ""feedback"" button is straightforward; the key is understanding the appropriate recipient of the feedback and whether that individual has influence in a specific domain (e.g., analysts for different sectors at NACP). This approach has the potential for broad application across different government agencies and organizations, facilitating transparency and public engagement.","The main thing we immediately noticed is that despite the relatively high level of bureaucracy within Ukrainian government agencies, which are stakeholders in the implementation of the State Anti-Corruption Program, and despite the outdated and inflexible nature of the civil service, innovative projects are generally well-received by government institutions.
We felt that government institutions, in their past, are mature enough and not as slow in adopting modern digital monitoring tools.
We expected resistance from stakeholders, but a user-friendly IT tool is a point of growth for any institution.
The last, but not the least lesson that was learnt is a need for ongoing internal monitoring to improve processes in the organization.","NACP implemented this system for the first time, and additional features were incorporated as the system operated. During the development and preparatory phases, it is challenging to foresee and mitigate all possible shortcomings. In swift development, considering every aspect without overcomplicating the system can be difficult. Some of the key principles for 'rapid' development and implementation involve streamlining functionality and diligently managing concurrent processes.",,"a:1:{i:0;s:5:""38482"";}",,,
36308,"E-Register of Asset Declarations of Public Officials in Ukraine",https://oecd-opsi.org/innovations/e-register-of-asset-declarations-of-public-officials-in-ukraine/,06/03/2023,"National Agency on Corruption Prevention",Ukraine,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","E-Register of Asset Declarations of Public Officials in Ukraine",https://portal.nazk.gov.ua/login,2016,"In 2016, Ukraine launched an electronic asset declaration system, requiring public officials to disclose earnings and assets, in an effort to combat corruption and enhance accountability of public figures. With support from international partners, the e-register system hosts a global database of assets of public officials and has over 1,450,000 registered users.","In response to public demand for corruption prevention, accountability of public authorities, and the continuation of the integrity reform in Ukraine, new mechanisms of monitoring and providing transparency related to the assets and earnings of public figures was implemented.
The innovation consists of an electronic asset declaration system, capable of automatically reviewing and verifying data consistency (logic and arithmetic control) of data provided by declarants. European and international best practices and standards were taken into account during the development, with the goal preventing corruption and demonstrating genuine institutional changes.
The main beneficiaries of the project are Ukrainian citizens. By lowering corruption levels, increased transparency and accountability can be achieved.
Areas of development for the e-declaration register are:
• Increasing the number of integrated state registers (for automatic verification of submitted data);
• Improving performance indicators for declarants' comfort;
• Developing an automatic prefilling mechanisms to prevent mistakes when filling out and speeding up the declaration submission procedure.
The system was supported through actions with international partners, in particular UNDP and the World Bank, as well as through the help of Ukrainian NGO experts.
Key methods of implementation include the creation of a legislative framework at the state level, which further includes the implementation of the provisions of the UN Convention against Corruption, the creation of the infrastructure of state anti-corruption bodies, in particular the National Anti-Corruption Agency, political will and public demand.
Approximately 1 million civil servants submit their declarations annually, making the Ukrainian register quite unique in its kind.","a:5:{i:0;s:3:""143"";i:1;s:3:""876"";i:2;s:3:""194"";i:3;s:3:""302"";i:4;s:3:""611"";}","The innovation behind the E-Register of Asset Declarations of Public Officials stems from:
1. Its status as a digital integrity tool (paperless) which allows you to collect and analyze large amounts of data automatically.
2. Its coverage of both asset management and conflicts of interest.
3. Logic and arithmetic control. All data is checked automatically based on preset rules. According to the results of the analysis, each declarant is assigned a risk level for the subsequent check by authorized specialists.
4. Implemented interoperability with 18 state registers for L-A control.
5. All IT infrastructure developed with open source and proprietary software which makes it easier and more flexible to refine and improve as well as exchanging experience with other countries.
6. The systems' capability to work with high loads: more than 1,000,000 declarations are submitted annually, over a short period of time.","a:1:{i:0;s:9:""diffusing"";}","The system is fully operational. Planned activities are being carried out to maintain the work and refine the automation modules. However, the public part of the registry is currently closed due to the crisis in Ukraine.","United Nations Development Programme (UNDP) in collaboration with World Bank were the initiators and partners in the formation of the main tasks of the project as well as its implementation. Representatives of civil society advised experts and developers, in the digital roll-out of the platform.","Сitizens were given access to information about the incomes and assets of government officials. This led to the establishment of NGOs and a strengthened civil society in Ukraine.","The registry is supporting the reinforcing of trust in public institutions in the minds of the Ukrainian population. In 2016 ‘Declaration’ was the most popular search result in Ukraine. More than 1 000 000 declarations are filed annually and over 7 000 000 documents have been created. A full check was conducted in 2020, which revealed unreliable information and led to the prosecution of 5 131 servants for corruption.","The development of this registry was a big political undertaking. It required the creation of a coalition in Verkhovna Rada and pass laws to make it work in practice. In addition, there was only an extremely short timeframe (since the launch of the declaration system was associated with a visa-free regime for Ukraine). Therefore, the system was put in place within a matter of months. Another challenge was the difficulty of calculating the exact power and computing equipment requirements during peak loads.","The creation and implementation of the register of declarations was a necessity, both because of the internal democratic process of the country and the demand from international partners. The harmonious unity of a clearly defined anti-corruption legislative framework, together with the correct technical implementation of the system, ensures the reliable functioning of the system and its efficiency.","The complete system, as well as its individual modules can be replicated by other countries, including the:
• Declarant's interface
• Officer check system
• Logical and arithmetic control for data
• Public interface for society
• Interoperability with state registries
• Business processes of the system
Іn view of the expertise of the National Agency on Corruption Prevention in the development and implementation of accountability IT products, such as the asset management declaration system,
it would be very useful to exchange experiences between countries to develop worldwide integrity platform using progressive IT instruments.","At an early stage of product implementation it is neccessary to understand technical limitations in order to be able to process data efficiently and quickly. It is also extremely important to create a flexible and scalable system that can be improved over time and be interoperable in the context of interaction with other state registries. It is also important to take into account the political situation in the country and the government's aspirations for a democratic path of development.",,,"a:2:{i:0;s:5:""36310"";i:1;s:5:""36311"";}",,,
37208,"e-sosial: Unified Social Register",https://oecd-opsi.org/innovations/e-sosial-unified-social-register/,10/05/2023,"DOST Digital Innovations Center",Azerbaijan,central,"a:2:{i:0;s:10:""employment"";i:1;s:11:""information"";}","e-sosial: Unified Social Register ",https://e-sosial.az/#/index,2018,"The ""e-sosial"" portal is Azerbaijan's first official Unified Social Register, created and managed by the Ministry of Labour and Social Protection of Population. This user-friendly online platform enables citizens to access comprehensive information about their social protection entitlements and benefits, allowing for continuous monitoring of their labor, employment, and social protection rights. It comprises all services of the Ministry in real-time and proactively renders services to users.","The ""e-sosial"" portal is Azerbaijan's first official Unified Social Register, which consolidates and manages social data and services provided by the Ministry of Labour and Social Protection of Population. The online platform aims to simplify and streamline the process of accessing social services for Azerbaijani citizens and non-residents by applying new technologies based on the ""one-stop shop"" principle, ensuring efficient and streamlined services.
The ""e-sosial"" portal is advantageous as it is backed by the Ministry's Centralized Electronic Information System that can collect necessary information via the integration with over 80 institutions. With 19 electronic subsystems and 4 registers, this comprehensive system streamlines the process of gathering and verifying information, reducing bureaucracy and wait times for citizens and non-residents.
The portal serves as a centralized platform for citizens to apply for various social services. These include:
• Employment Contracts;
• Pensions;
• Targeted State Social Assistance;
• Disability Support;
• Social Insurance;
• Rehabilitation Programs;
• Vehicle Queue Management;
• Housing Queue Management;
• Financial Assistance Programs;
• Allowances & Scholarships;
• Lump Sum Payment;
• Adoption Services, etc.
Users can access their social status information, track their applications, receive updates on their requests, and apply to the Ministry online by creating an account on the platform. They can also obtain 30 types of electronic references.
This streamlined approach helps to simplify the process of applying for social assistance programs and services, improving overall efficiency and accessibility for citizens and non-residents.","a:3:{i:0;s:3:""619"";i:1;s:3:""617"";i:2;s:3:""876"";}","The Regulation on the ""e-sosial"" internet portal was approved to implement the Decree of the President of the Republic of Azerbaijan dated September 5, 2018, which aimed to expand the use of electronic services in labor, employment, social protection, and social security fields. The implementation of this portal and the associated regulation are part of the government's ongoing efforts to modernize and streamline public services by utilizing electronic platforms.
The ""e-sosial"" portal offers citizens access to social information collected about them and provides over 150 types of social services in exchange for rights, allowing citizens to benefit from them in a flexible manner. This represents a significant improvement over the previous system, which often required citizens and non-residents to navigate multiple bureaucracies to access different social services.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","The “e-sosial” platform has been fully operational since its launch in 2018 and has received positive feedback from users. The government has continued to promote the portal and encourage its use among citizens and non-residents to improve the efficiency and effectiveness of social services in the country.
As of 2023, the number of active users registered on the portal has steadily grown and has reached 1 million 300 thousand.
The fact that the “e-sosial” portal is also available as a mobile application on both Android and iOS operating systems has made it easily accessible to users, contributing to its popularity.","The “e-sosial” platform is maintained by the DOST Digital Innovations Center, functioning near the Ministry of Labour and Social Protection of Population.
Access to the platform requires authorization, which is operated by the Innovation and Digital Development Agency under the Ministry of Digital Development and Transport.
The services available on the platform are the result of multiple integrations with over 80 institutions through the Centralized Electronic Information System.","The primary users and beneficiaries of the ""e-sosial"" platform are the citizens of Azerbaijan and non-residents who use any service provided by the Ministry of Labour and Social Protection of the Population.
The stakeholders in the platform include the Ministry of Labour and Social Protection of Population, the DOST Digital Innovations Center, the Innovation and Digital Development Agency, and the various government institutions and organizations.","Result:
• The platform provides citizens and non-residents with easy access to social information and over 150 types of social services through a centralized and user-friendly interface.
Outcomes & Impact:
• The implementation of the platform has helped modernize and streamline public services in Azerbaijan, improving the efficiency and effectiveness of social service delivery.
• The platform has reduced the administrative burden on citizens and non-residents by eliminating the need to navigate multiple bureaucracies to access different social services.
In addition, as per Alexa.com's evaluation, the “e-sosial” portal, along with popular sites such as ""google.com,"" ""youtube.com,"" and ""wikipedia.org,"" is among the top five most visited websites in Azerbaijan. This is a testament to the portal's popularity and significance as a valuable resource for citizens and non-residents seeking social services and support.","As with any digital platform, there is a risk of cyberattacks, data breaches, or other security threats that could compromise user data or system functionality. The Center maintains strong cybersecurity measures and protocols to mitigate these risks.
There may be technical issues or glitches with the platform that impact functionality or user experience. Ongoing monitoring and maintenance is done by the Center to address these issues and ensure the platform operates effectively.","Firstly, the government's commitment to digitizing public services has been a significant contributing factor. This commitment has helped to ensure that the necessary resources and support are available to develop and maintain the portal effectively.
Another important factor is the user-friendly interface of the portal, which has been designed with the user experience in mind. The layout and design of the portal are intuitive, making it easy for citizens and non-residents to navigate and access the services they need. Regular updates are made to improve the functionality and usability of the portal based on user feedback.
Finally, the system is regularly updated and upgraded to meet citizens' changing needs and expectations. This approach ensures that the “e-sosial” portal remains relevant and effective in the long term.","Replicating the “e-sosial” portal in other countries requires careful consideration of the unique contexts and needs of each country.","Before the implementation of the Unified Social Register in Azerbaijan, which aimed to streamline the administration of social security programs, there were several coordination challenges within system.
• Fragmented Information Systems;
• Coordination Difficulties.
The implementation of the Unified Social Register and other government measures has helped to tackle these challenges and improve the delivery of social security services in Azerbaijan.",,"a:1:{i:0;s:5:""37290"";}",,,https://www.youtube.com/watch?v=uPR_QiSy1pI,https://www.youtube.com/watch?v=EGjl46nkHMY
37424,"Collaborative Purchasing Portal",https://oecd-opsi.org/innovations/collaborative-purchasing-portal/,,"Câmara Municipal de Lisboa",Portugal,local,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Collaborative Purchasing Portal",http://,2022,"Lisbon City Council is one of the 10 largest public purchasers in Portugal. The relevance of public procurement in the municipal activity led to the development of an internal portal - the Collaborative Purchasing Portal - to bring together all those who work in this area. With this Portal, the Lisbon City Council intends to foster an environment of trust, knowledge and sharing, and to strengthen the mission of its workers and the ties that unite them in a digital environment.","The idea of a collaborative procurement portal was born right after the 1st confinement of March 2020, as this unexpected event exacerbated some of the weaknesses identified previously, such as a fragmented information system or the very inexistence of a single communication channel in the department responsible for public procurement. In this moment of uncertainty and in an attempt to humanise the team's remote work, the idea arose to take advantage of Microsoft's Sharepoint and create a common information, communication, collaboration and empowerment portal. Subsequently, the potential of this portal led to discussions of enlarging it across the whole Lisbon Municipality.
For Lisbon City Council's public procurement to respond to the diversity and complexity of the municipality's needs, it has to be agile, without neglecting the legal requirements and other complementary requirements, such as sustainability criteria. It is in this context that the Collaborative Purchasing Portal is intended to be an innovative instrument for sharing knowledge, as it centralises all the means and resources.
Among many others, we can find legal diplomas, related documentation checklists and standard models, connections to the main public procurement platforms, as well as the daily publication of new news and training actions. In the context of training actions, this Portal has been used to encourage employees to invest in the development of their skills, from public procurement to related areas such as sustainability, innovation, circularity and digital transition. In addition, the participatory process used for the construction of the prototype proved to be decisive in defining the functionalities and areas of knowledge to be included in the Portal. During this process, workers representing the various stakeholders in public procurement were interviewed. Usability tests were later carried out in order to improve the Portal's usability and intuitive navigability.
We highlight five objectives of this Collaborative Purchasing Portal:
- To enhance an environment of trust, knowledge and sharing.
- Centralise knowledge on a subject vital to our organisation, such as public procurement.
- Encourage personal and professional development, disseminating content in the form of news (particularly those related to training actions on public procurement and related current issues such as sustainability, innovation, circularity and digital transition).
- Strengthen the ties that bind managers, lawyers, contract managers, interlocutors, among many others who participate in the procurement function. Fostering a sense of belonging with greater autonomy.
- Offer new workers of the ""procurement function"" a space for their reception (on boarding) that gives them a feeling of belonging in a short period of time.
The Collaborative Purchasing Portal has benefited all the managers, jurists, contract managers, interlocutors, among many others who participate in the purchasing function and, ultimately, the dynamics of Lisbon City Council itself.
In this Portal, three key features stand out: flexibility, scalability and autonomy. Since it was launched on 16 May 2022, flexibility, one of the features of the application, has already allowed the inclusion of additional pages to the Portal, such as the implementation of ISO 20400 - sustainable procurement, developed autonomously by the team itself. It has also allowed reformulating the presentation of some contents, making navigation more appealing and intuitive. In turn, the scalability will allow other core areas of the municipality's activity, such as finance and human resources, to have their own portals and, in the medium term, the Collaborative Purchasing Portal itself will allow accommodating the dynamics of a new organizational model for municipal purchasing: the future municipal purchasing network. Autonomy was acquired from the moment it was decided that the development of the Portal would mostly use native Microsoft Sharepoint, which means that the aforementioned changes have already been made by the portal's content managers, without external support.","a:4:{i:0;s:3:""184"";i:1;s:3:""316"";i:2;s:3:""234"";i:3;s:3:""214"";}","The Collaborative Purchasing Portal is innovative because:
- It involved workers in the co-creation of the prototype and in usability testing, enabling easy and intuitive navigation, both in pc and in its use via app in mobile or tablet.
- It exploits, at no additional cost, the applications included in the licence that the Municipality of lisbon has signed with Microsoft.
- Centralises, standardises and shares knowledge on a matter that is vital for the organisation, as it is one of the 10 largest national public purchasers and has an influential role in the supply chain of its suppliers, mainly with regard to the pursuit of climate action and sustainable development goals.
","a:1:{i:0;s:9:""diffusing"";}",,"Hi-Interactive - Ux/UI Design from an internal participative process.
DevScope - Development of the global structure of the site in Microsoft Sharepoint and training of content managers.
Procurement Department of the Municipal Directorate of Finance of the Municipality of lisbon:
- Project management;
- Involvement of employees in prototyping and usability tests;
- Dissemination of the project's usability tests;
- Dissemination to other services.
","Direct users/beneficiaries are all employees of the City Council of Lisbon who work, regularly or occasionally, with public procurement in the organisation, managers, jurists, contract managers, interlocutors, among many others who participate in the ""procurement function"". Through the implementation of ISO 20400 sustainable procurement, the knowledge repository Portal, benefit all citizens, organisations and companies.","Since the Portal was launched internally on 16 May 2022, daily exclusive accesses have been increasing, monitored using native SharePoint metrics. Other available monitoring are the average time spent and on content. The results allow conclusion that browsing the Portal already includes regular consultation of central documentation for public procurement, as well as the daily viewing of the news published. At present, the legal diplomas and drafts used in public procurement are still available and mirrored on the organisation's corporate intranet. In the short term, these legal diplomas on this intranet will be replaced by the link to the Portal, which will gradually make the Portal the exclusive meeting point for public procurement in Lisbon City Hall.","The main challenge was to manage the development of the Portal from the prototype onwards. Not everything that was initially planned was feasible using exclusively the native resources of Sharepoint, without custom developments. Another challenge was the gradual growth of the digital skills of project managers, which was initially perceived like a huge and complex challenge (nobody in the team having ever worked with SharePoint) but ultimately ended up being demystified during its execution. Finally, it is worth highlighting the challenge of demonstrating to our internal IT services that the project was viable and feasible, even if not managed by people with specific IT skills.","The success of such an innovation depends first and foremost on the creative freedom given to and their teams, and the encouragement they are constantly given to devise solutions to new and old challenges. It also depends on the interest in listening to all proposed innovations and putting into practice those that demonstrate viability and alignment with the strategic options of the organisation. The flexibility and adaptability of the workers involved in the face of hitherto unknown technologies and the methodology used (Scrum) proved to be paramount.","In the short term, we plan to recreate the Collaborative Purchasing portal for two central units in our organisation, such as finance and human resources. The base structure of the Collaborative Procurement Portal will be recreated to host the contents of these two areas. The team that developed the initial portal is already working with the partners from these two areas.
After the training provided by the company that assisted the development, we became almost fully autonomous in the handling, updating of contents and structure of the Portal, which allows us to accompany and support the new recreation projects from the definition of contents to the development itself in SharePoint.
It only does not become 100% autonomous when and if there are any other functionalities that result from future decisions, namely about the Purchasing Network and which require specialised technical knowledge.","The experience in this project has taught that nothing is as daunting and complex as it may seem initially, even without a solid knowledge of information technology. In reality, the ability of the team to work autonomously and, at the same time, the responsibility and commitment shown in delivering the results at the various stages of development made it possible to launch the Collaborative Purchasing Portal on the date initially set.",,,,,,
37644,"Pro Integrity Badge",https://oecd-opsi.org/innovations/pro-integrity-badge/,,"Jalisco State Comptroller's Office",Mexico,regional,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_order"";}","Pro Integrity Badge",https://ce.jalisco.gob.mx/publico-en-general/pro-integridad-empresas,2021,"The Pro Integrity Badge (Distintivo Pro Integridad) of Jalisco's State Comptroller's Office (Contraloría del Estado de Jalisco) is a badge that is awarded to companies that prove they have an integrity policy defined as the set of self-regulation elements and internal controls that allow mitigating and reducing corruption risks, as well as guaranteeing a culture of integrity within companies and organizations.","The Pro Integrity Badge was developed mainly to strengthen the implementation of mechanisms to prevent administrative misconduct and acts of corruption, fostering a culture of integrity based on the adoption of principles and values in a co-responsible manner in both the public and private sectors, all for the benefit of the citizens of the State of Jalisco. The construction of new public ethics is everyone's task, the recovery of society's trust in its institutions is a commitment of public servants and a priority for the Public Administration of the State of Jalisco. However, it is necessary to promote a culture of integrity based on the adoption of principles and values in a co-responsible manner in both the public and private sectors, ensuring at all times the rule of law for the benefit of the citizens of the State of Jalisco. In response to the priorities established in the National Anticorruption Policy, it is necessary to establish mechanisms that allow a strategic link between the Government of the State of Jalisco and the business sector, in order to promote a culture of integrity.
The innovation is based on the creation of an integrity policy which has, at least, the following elements: organization and procedures manual; code of conduct and/or code of ethics; control, monitoring and auditing systems; whistleblowing and whistleblowing promotion systems; training and coaching systems and processes. The main objective is to strengthen the implementation of mechanisms to prevent administrative misconduct and acts of corruption, fostering a culture of integrity based on the adoption of principles and values in a co-responsible manner in both the public and private sectors. The beneficiaries of this innovation project: public sector, citizens, organized civil society and private initiative with the expected result of increasing social involvement in the control of corruption through civic training processes from the state education system, and schemes of participation and social surveillance; Linked in turn, with the National Development Plan in the objective 1. 8 ""improve the capacity to prevent and effectively combat corruption and impunity"", in the cross-cutting axis 2 ""fight corruption and improve public management""; and the Sustainable Development Goal (SDG) of ""peace, justice and strong institutions"". The activity arises as an idea from the celebration of agreements between the CEJ with business chambers, such as the National Chamber of Commerce (CANACO), the Council of Industrial Chambers of Jalisco (CCIJ), the Employers' Confederation of the Mexican Republic (COPARMEX) and the Mexican Chamber of the Construction Industry (CMIC).
The purpose of this is to promote integrity policies and anti-corruption mechanisms in the business sector provided for in the General Law of Administrative Responsibilities (LGRA) and to adopt measures to encourage professional associations and other non-governmental organizations in their efforts to promote and assist companies -particularly SMEs- to develop internal controls, ethics and compliance programs or measures to prevent and detect bribery and corruption in international trade and investment.","a:1:{i:0;s:3:""143"";}","
- Differentiating aspect: Having the Pro Integrity Company registration provides companies with competitive advantages, since they are seen as a better option for doing business.
- Integral Development: Having the Pro Integrity Company registration will be an indicator of the integral development of the company's employees, since constant training is guaranteed, as well as the highest hiring standards.
","a:1:{i:0;s:14:""implementation"";}","On June 11, 2021, the first call for registration for the Pro Integrity Business Badge was published, where 80 registrations were received from aspiring candidates to obtain the badge. After analysing whether the candidates complied with the necessary elements for a correct integrity policy, on March 30, 2022, at Casa Jalisco, together with the Governor of Jalisco, the awarding of the Pro Integrity Business Badge was made to 40 companies that complied with the elementary requirements of the integrity policy.
On January 27, 2021, the President of the Council of the Judiciary, who is a member of the Coordinating Committee, together with the Supreme Court of Justice and deputies of the Congress of the State of Jalisco, presented a draft reform to the Organic Law of the Judiciary of the State of Jalisco. The aforementioned with the purpose of establishing a universal registry of professional licenses, creating a single central office for notifiers and orienting administrative liability procedures to oral proceedings. One of the tools that supported the project were the Amendments to the Organic Law of the Judiciary, the main objective was to establish a universal registry and orient administrative liability proceedings to orality. This project is aimed at ensuring that the people of Jalisco have access to prompt and expeditious justice, and that oral administrative liability proceedings help to reduce corruption.","The General Strategic Coordination for Economic Growth and Development and the State Comptroller's Office developed the Pro Integrity companies registry, harmonized with Article 25 of the General Law of Administrative Responsibilities.","Business sector: Refers to companies interested in participating in obtaining the Pro Integrity Badge. In addition to the support provided by the business chambers that serve as support in the communication with the companies and the Government of the State of Jalisco through the execution of collaboration agreements. Civil organizations: The mobilization in communication by civil organizations has been a great support in the dissemination of information.","Companies have been encouraged to create their own integrity policy aligned with the seven elements of Article 25 of the General Law of Administrative Responsibilities. In the first edition of the Pro-Integrity Badge, 86 eighty-six companies were pre-registered, of which 40 forty completed the required procedures. All these actions that have been implemented jointly by the Government and the business sector have a relevant purpose: to recover and strengthen citizen confidence in government actions, in such a way that allows citizens to be certain that the promotion of a culture of integrity is the most important issue in the fight against corruption. In the year 2023 we expect to award the Pro Integrity Distinctive to a greater number of companies (200% more).","With the entry into force of the National Anticorruption System, as well as its counterpart in the State of Jalisco, the need arose to make regulatory adjustments to various state laws in order to harmonize it with its provisions, such as the Law of Political and Administrative Responsibilities of the State of Jalisco, and even the Political Constitution of the State of Jalisco itself. In this sense, it is necessary to make regulatory adjustments to the Public Works Law of the State of Jalisco and its Municipalities, in order to harmonize it with the provisions of the General Law of Administrative Responsibilities and other applicable regulations, particularly the mechanism of the Integrity Policy contemplated in Article 25 of the aforementioned law.","Institutional coordination between the Comptroller's Office of the State of Jalisco and the General Strategic Coordination of Growth and Economic Development to create the design of the Pro Integrity Registry, the collaboration of the business sector to carry out the development of the integrity policy, so that they become pioneering leaders in the construction of a society with an integral promotion on a larger scale and the work team responsible for conducting the analysis for the delivery of the Distinctive to companies that prove to have an integrity policy aligned with the elements of the General Law of Administrative Responsibilities.","This project has been used by the Jalisco State Comptroller's Office in the effort to generate a culture of integrity through the business sector and its link with the Jalisco State Government, in collaboration with business chambers and international organizations that promote the development and adoption of compliance policies and anti-corruption programnes. In compliance with such actions, the Mexican Chamber of the Construction Industry CMIC and the State Comptroller's Office implemented collaboration tables to develop guidelines for a business integrity policy, harmonized with the provisions of Article 25 of the General Law of Administrative Responsibilities.","It is very important to know the business framework and how they work, for this purpose an exhaustive research was initiated in a specific manner that allows the analysis and evaluation of the implementation and operation of the Empresas Pro Integridad project. There is a close interaction and large volume of transactions between the public and private sectors, so that the promotion of business integrity has greater relevance for the development and adoption of anti-corruption policies and programmes. The methodology of the project consisted of the analysis of the specific components, as well as the report of activities regarding the commitments acquired by the project and their execution by those responsible.",,,,https://www.facebook.com/ContraloriaJalisco/videos/3228290014153197/,,
37645,"Digital Hub: Accelerating Digital Municipalities",https://oecd-opsi.org/innovations/digital-hub-accelerating-digital-municipalities/,,"Grupo Imagine",Chile,regional,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Digital Hub: Accelerating Digital Municipalities",https://municipia.cl/,2022,"The Digital Hub: Accelerating Digital Municipalities (Hub digital: Acelerando Municipios Digitales) seeks to accelerate digital transformation in the Chilean municipal sector through the connection with startups. Using corporate venturing as a linkage mechanism benefiting the municipalities and communities themselves, for a solution will improve the quality of services provided to neighbors. Although corporate venturing is widely used in the private sector, we seek to validate its results in the municipal sector during this experience.","In Chile in 2019 the law of Digital Transformation in the State was published, which promotes the digitisation of all processes within the State. At the level of the central state, the drive is aimed at improving a specific service associated with each ministry, but on the other hand, municipalities provide a range of services to the community and therefore have the greatest opportunity to improve their services by moving towards digital transformation (DT).
Driving TD requires investment in both technology and human capital, since it is people who ultimately use and improve processes available within an organization, but given the scarcity of resources available in the municipalities, corporate venturing is a quick way to accelerate TD. This is a mechanism widely used by companies in Latin America, by 2020 the region had 460 of these initiatives (IESE 2020), but it is not yet a mechanism used by the municipal sector, so through this initiative we seek to innovate in the mechanisms to promote digital transformation. Thus the objective of the Digital Hub, from now on Municipia, is to promote digital transformation in 20 municipalities in Chile, diagnosing, suggesting and accompanying the implementation of technological solutions, seeking that all municipalities have at least one implemented pilot.
These technological solutions will come from startups, particularly Govtech, which will be convened from the main challenges diagnosed in the municipalities. The municipalities will benefit from this innovation, both in terms of knowledge about the innovation ecosystem and learning obtained through the implementation of this project. In addition, the implementation of any technological project will have a direct impact on the municipality's officials and neighbors, since the digitisation of processes can improve their effectiveness and increase the satisfaction of the neighbours. This, on the other hand, improves the national innovation ecosystem by involving the municipalities in this space, developing ""new markets"" for Govtech.","a:1:{i:0;s:3:""190"";}","Municipalities are generally used as startup accelerators, but in our proposal we are looking for them to connect with startups in the process of scaling up and therefore holding a robust solution. It is innovative in that it seeks to get municipalities to use companies in the process of growth as suppliers, and which have a different dynamic to the large technology providers they work with, which in many cases provide a poor service for the sector. It is innovative in that it seeks to position municipalities within the national and global innovation ecosystem, positioning municipal management as modern management for municipalities and that in the short term can generate positive impacts for civil servants and the various communities they must manage and serve.","a:1:{i:0;s:14:""implementation"";}","This year we plan to work with 20 municipalities, but we seek to promote this initiative in order to reach more than 300 municipalities nationwide, seeking to function as a massive service that takes advantage of economies of scale and that is a flagship initiative of the Association of Municipalities in Chile (AMUCH).","Municipal civil servants were key to facing challenges, and without this context any proposed solution would not respond to a real problem within the municipality. The startups that were interested in contributing their solutions to the municipal sector, which allowed us to provide new options for technology providers to a sector that usually only works with large companies.","Decision-makers within the municipalities benefited from a diagnosis of their main challenges, from which they defined which technological solutions they would be interested in collaborating with. The process is in the process of validating the solutions together with the municipalities, so it is expected that when collaboration agreements between the municipalities and the startups begin to be affirmed, civil servants and neighbours will be impacted.","So far the main impact is associated with outreach, where more than 50 civil servants have participated in the survey process, more than 800 people participated in the presentation of solutions and more than 10 working sessions have been held between municipalities and startups to define the parameters of the collaboration. The expected future results are to evaluate the number of agreed pilots, the results of each pilot and the satisfaction of the municipality with the provider. We expect that the solutions will mainly improve the speed of execution of the various processes within the municipality.","One of the main challenges is to establish an effective communication channel with the municipalities, since the fact that this is an unprecedented programme means that a first barrier is that of indifference. Another challenge lies in the leadership within the institution, since in many cases the person who assumes the role of coordinator of the initiative does not feel capable of convening his or her colleagues to the survey sessions. At the moment, one of the biggest failures is that those municipalities that confirm their participation stop responding, thus delaying the overall progress of the project, and the mechanism we have found is direct communication with the mayors of the participating municipalities, who allow us to prioritise the progress of the project.","The success of a corporate venturing process in a municipality depends on the commitment of the leaders of the institution, the mayor and the municipal administrator, without which it would not be possible to move forward. Similarly, a key variable is the availability of financial resources to enable them to hire the startup that meets their needs, for which a key policy that could be facilitated is the agile purchase of startups from the state, which lowers the administrative barriers for this process.","In Chile, two corporate venturing efforts have been carried out: 1. Lab City, an initiative promoted by the municipality of Puerto Montt, where potential entrepreneurs are sought for an incubation process for their ideas. 2. Glocal Pucón, is a programme that seeks solutions in sustainable issues and awards prizes to them. Both are similar to Hub AMUCH, which shows that there is interest in the association of the municipal sector with startups, so it has a high potential for replicability throughout the country, and even in the region.","In order to work with local governments, in this case municipalities, it is key to convince the teams throughout the process, given that any pilot that is designed will be met with detractors, and the only way to reduce their impact is to have people in favour of it. In the same vein, the role of the technology areas is very focused on operational maintenance but with little room for the design of new solutions or the search for alternatives to improve the municipality. That said, we have started to suggest to all municipalities that they redesign the role of these areas, so that they can not only fulfil a technical role, but also promote transversal projects for the institution.","It is important to highlight the high level of public-private collaboration in the initiative, which seeks to promote the local economy through the public system itself.",,,https://www.youtube.com/watch?v=awomdXQE3Gk,https://www.youtube.com/watch?v=aCcCOZTn_aE&t=5s,
37660,"Identification Card of the Person with Autism Spectrum Disorder in Minas Gerais (Ciptea)",https://oecd-opsi.org/innovations/identification-card-of-the-person-with-autism-spectrum-disorder-in-minas-gerais-ciptea/,,"State Secretariat of Planning and Management of Minas Gerais",Brazil,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_order"";}","Identification Card of the Person with Autism Spectrum Disorder in Minas Gerais (Ciptea)",https://cidadao.mg.gov.br/#/egov/servicos/desenvolvimento-social/ciptea/solicitar/responsavel-solicitacao,2021,"Implemented in 2021, the Identification Card of the Person with Autism Spectrum Disorder, Carteira de Identificação da Pessoa com Transtorno do Espectro Autista (CIPTEA), is a digital and/or physical document, which aims to facilitate and enable people with autism to receive comprehensive care and priority care to public and private services. The Card is a fundamental instrument to guarantee rights, since it avoids constraints due to the different characteristics and behaviors that are not conventionally known.","The World Health Organisation (WHO) estimates that 1 in 160 children in the world have Autism Spectrum Disorder (ASD). In Minas Gerais (MG), data from the 2021 School Census show that there are 26,935 students with ASD enrolled in the Education Network throughout the state. However, data in Brazil is still too limited to measure the number of people with the disorder, especially since many adults have not been diagnosed. Thus, the lack of qualified data on the profile of people with autism is one of the major problems faced in planning public policies aimed at this audience. Other challenges are the lack of accessibility and discriminatory behaviour committed against people with ASD, who, for all legal purposes, are considered people with disabilities (PWD). In view of the scenario described, Federal Law No. 13,977/2020 was sanctioned, which creates the Identification Card for People with Autism Spectrum Disorder (CIPTEA) and delegates to the executing bodies of the National Policy for the Protection of the Rights of People with ASD in the States, the Federal District and the Municipalities the competence to issue it.
The sanction of the law imposed on the State of MG, through the delegation of competence, the legal obligation to implement CIPTEA. This, therefore, generated enormous social pressure on the state government to comply with the law. At the state level, Sedese was legally responsible for issuing the CIPTEA. However, in order to actually implement the document, it was necessary to institutionalise and standardise a single model for the entire state territory. The implementation of CIPTEA in MG aimed at the following points: a) Ensure and protect the exercise of fundamental rights and freedoms of people with autism; b) Eliminate discrimination based on disability and increase the quality of life and well-being of citizens with ASD; c) Officialize the issuance of CIPTEA throughout the state territory in a standardised, secure manner and in compliance with the General Data Protection Law; d) Ensure access to the issuance of CIPTEA for all regions of the State; e) Create a database and information on people with autism in MG.
The tool uses the Gov.br signature to issue the Card and the document, in turn, has a QR Code that indicates its validity, avoiding fraud and misuse of the service. In addition, this tool allows the creation of a database and its display on dashboards for public policy managers. In this way, not only is the problem of lack of qualified data on autistic people minimised, but also the access of this public to their rights is improved.","a:1:{i:0;s:3:""613"";}","The development of the CIPTEA request and issuance process in Minas Gerais is innovative because the service was co-created together with its target audience, in a technological tool that enabled the service to be carried out virtually and in person. The methodology used in the project, developed by Lab.mg, was based on Design Thinking, which places the user of the services at the centre of the discussion and which values the joint construction of solutions. The use of the process automation tool, ProMGBPMS, made it possible to create its own innovative system for implementing the service and to standardise the process, meeting the needs and specificities of the different realities of the municipalities.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The development of the system was done using the agile methodology, considering small deliveries. In this way, the service was made available and incremental innovations are constantly made in the process in order to improve it.","Sedese held a dialogue with Civil Society Organisations related to the agenda and with people with ASD to perceive the pains and desires of this public, in order to build a solution for issuing the document focused on the end user. It also held meetings with other states and municipalities that already offered a similar document issuing service for people with autism. And for the development of the document there was a partnership between Sedese, Seplag and Prodemge.","The direct beneficiaries of CIPTEA are people with autism and their families or legal guardians and the implementation of CIPTEA in MG guarantees people with autism, and their legal guardians, access to a nationally recognised official identification document, standardised at state level and issued with security and protection. Thus, it is expected that the carrying of the document by people with autism will expand the autonomy and freedom of its users.","The development of a statewide electronic system for requesting and issuing CIPTEA 100% digitally and the qualification of 32 Integrated Service Units (Uai) to issue the document in person, allowed people with autism anywhere in Minas Gerais to have access to the document. In 6 months, 5,517 requests for cards were registered, of which 1,926 were online and 3,136 in person. In the meantime, 3,954 documents have already been issued, 830 online and 3,124 in person. In terms of results, this means that, with only 6 months of operation of the service, Minas Gerais already has 343 municipalities with at least one citizen with CIPTEA, representing approximately 40% of all municipalities in the State. Finally, the electronic system responsible for the management of CIPTEA promotes the collection of various data from applicants and their requests, consolidating itself as a database and information of Minas Gerais citizens with autism.","The following uncertainties faced by the project stand out: a) the creation of the legal basis that established CIPTEA in MG, given that the regulations to be created needed to standardise procedures for issuing the document; b) the risk that the target audience would not issue CIPTEA after the document was implemented in the state, leaving the entire structure developed to offer the service idle. In order to mitigate the impact of the aforementioned risks, during the design of the project, we sought to capture the perception, wishes and desires of the end users of CIPTEA, so that the document would in fact meet the demand of people with autism.","It is possible to highlight two main factors that contributed to the success of the initiative. The first refers to the project created for the execution of the service, that is, a project was structured and planned with the involvement of different areas so that each one contributed in one aspect in order for the CIPTEA Issue in Minas to reach the largest possible audience in an efficient way. The area responsible for the initiative involved Lab.mg to define the flow based on interviews with autistic people, workshops with representatives of the target audience, experiences from other states and municipalities and studies of legislation.
Based on this, the participation of the Central Superintendence of Electronic Governance and Services (SUBGOVES) was triggered to analyse the best way to execute the service and, thus, the possibility of face-to-face and digital request was built, in addition to defining mechanisms for validating the cards. The second essential factor for success was the engagement of the target audience, since they embraced the cause and participated in the process.","New services were inserted within the ProMGBPMS tool in order to enable digital and/or face-to-face requests for citizens. It was possible to replicate in these new flows several functionalities built throughout the creation of CIPTEA, such as the dashboard and the electronic signature via Gov.br.","
- Involvement of the end user and CSOs in the elaboration of the service flow and in the modelling of the document was essential for the success of the policy.
- Raising the expectations and pains of those involved made it possible for the entire process of requesting and issuing CIPTEA to be easily accessible and understandable to citizens, thus generating greater reach
- Use of the agile methodology, which allows small deliveries, adaptations and improvements throughout the project
- Support from senior management that allows the project to progress more quickly and greater involvement of the teams
",,,,https://www.facebook.com/watch/?v=438364001129694,https://g1.globo.com/mg/minas-gerais/bom-dia-minas/video/saiba-como-solicitar-a-carteira-de-identificacao-da-pessoa-com-autismo-10454198.ghtml,
37663,"Preventive Audit in Contracts: Expense, Bidding and Adhesion Analysis System",https://oecd-opsi.org/innovations/preventive-audit-in-contracts/,,"Presidency of the Republic",Brazil,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}","Preventive Audit in Contracts: Expense, Bidding and Adhesion Analysis System",https://www.in.gov.br/en/web/dou/-/portaria-ciset/sg/pr-n-16-de-13-de-abril-de-2021-314028536,2021,"The Preventive Audit in Contracts: Expense, Bidding and Adhesion Analysis System, Sistema Analisador de Gastos, Editais de Licitações e Adesões (ANGELICA) is a robotic automation process (RPA - Robotic Process Automation) based on software, built in Phyton, developed with the objective of monitoring the acquisitions of goods, contracting of services, and budgetary, financial and patrimonial execution. It is based on pre-established criteria, initially within the scope of the organs and entities that are part of the Presidency of the Republic and the Vice-Presidency of the Republic of the Government of Brazil.","The system has been specially developed for the timely examination of large volumes of information at low cost, in order to provide relevant and timely information to public managers. It was not possible to generate information with the same level of efficiency before the adoption of the ANGELICA solution. The innovation is seen in the following set of characteristics presented by this RPA: possibility of simultaneous analysis of a large volume of data, with generation of timely information at low cost, possibility of replication to other organisations and efficiency in the preventive action of deviations of public resources and mismanagement. The RPA - ANGELICA solution was designed to generate more agility in the monitoring of procurement processes, initially those elaborated within the scope of the Presidency of the Republic. The continuous examination of activities involving bidding processes, as well as waivers of bidding are essential to safeguard resources, avoid losses and damage to the treasury.
In the period prior to the use of the ANGELICA tool, the audit team's workforce was not sufficient to analyse, with the desired breadth, the agency's procurement operations, in order to assist management efficiently and timely. Based on pre-established criteria of materiality, risk, relevance and criticality, ANGELICA indicates processes to be previously examined by the auditors. Considering that the electronic auction, for example, takes place within eight days after the publication of the notice, the auditors start checking the elements that make up the monitoring of the process selected by RPA - ANGELICA.
The first and most relevant issue to be verified is the adequacy of the estimated price, since its impact, when overestimated, may give rise to the contracting of overpriced materials and services, which is the main risk factor for damage to the treasury in the contracting process. Next, the continuity of the analysis is directed according to the time that remains until the auction is held. At this point, the following aspects are prioritised: the size of the object, restrictive clauses, content and compliance with the recommendations of the technical and legal area, adjustment and renegotiation clauses and provisional and definitive receipt. The innovation has so far benefited the bodies that make up and are linked to the Presidency of the Republic.
In addition, the Goiânia Comptroller's Office and the Amazonas State Court of Auditors have entered into a cooperation agreement with the Secretariat of Internal Control of the Presidency of the Republic and are gradually adapting their workflows for maximum utilisation of the RPA tool. Terms of co-operation with the Comptroller's Office of the State of Amazonas and the City of Manaus are in progress and should be signed soon. The replicability on a large scale by bodies and entities of all spheres is totally feasible, as institutions only need to adhere to the functionalities of the ANGELICA solution, after signing a cooperation agreement with the Secretariat of Internal Control of the Presidency of the Republic. A booklet was prepared on the use of ANGELICA to facilitate the understanding of concepts and practical routines by institutions in general.","a:1:{i:0;s:3:""612"";}","The RPA - ANGELICA solution is innovative in that it searches a large volume of procurement processes for goods and services for the public sector, through direct access to the government system Comprasnet Siasg (Integrated System of General Services Administration), with extraction, separation and classification of data and availability of alerts, based on predefined criteria and parameters (risk, materiality, relevance, criticality of the management units or by purchase item). It is also possible to use the Annual Procurement Plan as parameters for the filters, with priorities indicated by managers, as well as to adapt the solution to state and municipal needs. The alerts arising from the RPA associated with the prioritisation of the scope of analysis allow the auditor to be assertive in his analysis, producing timely information for management. In addition, there is the practicality of operating the RPA with limited equipment resources (computer connected to the internet).","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"
- Secretary of Internal Control of SG/PR
- Edson Leonardo Dalescio Sa Teles General Audit Coordinator
- Eduardo J. C. Mello General Audit Coordinator
- André S. Paiva Elaboration and Development Team Server
- Marcelo Dias Campos Server
- Laila M. A. e Albuquerque Server
- Marcio Alves Santiago Partners Team
- General Coordination of Continuous Audit and Technical Advisory Team
- General Coordination of Management Audit and Institutional Guidelines
","
- Users: professionals working in the area of control of public institutions.
- Stakeholders: professionals working in the management area of public institutions.
- Beneficiaries: citizens in general.
","The use of the RPA - ANGELICA solution produced more accurate performance by the audit team in monitoring procurement processes with the generation of more timely information to the manager. The audit report prepared in July 2021, after six months of using the ANGELICA solution, provides the following description of the financial benefits generated:
""The financial benefits, arising from the timely performance of Internal Control, with the help of the ANGELICA System, were measured in the total of R$ 1,387,946.99 per year, being R$ 60,283.92 annually, in Auction No. 6/2021, and R$ 1,327,663.07 annually, in Auction No. 21/2021."" 49. 49 Knowing that these are service contracts and that they may be extended for up to 5 years, the financial benefits may be even greater, reaching a total of R$ 6,939,734.95."" In addition, there were non-financial benefits such as improved internal controls and improved governance of management processes.","The first major challenge faced was to establish the flow: purchases detected, screening based on pre-established criteria, examination of the tender, reason for warning, and decision by the head. All within 48 hours. Having a team of auditors always ready to process the event is difficult due to the limited labour force. Another difficulty was the different priorities of the IT area, which centrally serves the entire Presidency of the Republic. The RPA - ANGELICA tool was then built with labour from the audit area itself. The integration of RPA with the government procurement system was designed so that auditors could programme the extraction of information at any time, defining the list of units, preliminary classification criteria and sending e-mails. The system and the RPA would work on any computer, without the need for a local network or IT support, storing data in the cloud and running on any auditor's private laptop.","After overcoming the technical challenges for the construction of the RPA - ANGELICA solution, the tool requires minimal infrastructure for operation. With just a personal computer (desktop or notebook) with internet access, the auditor can use the solution. The institution interested in using the tool must standardise procedures in the context of its governance and management policy. Models can be obtained from regulations published by the Presidency of the Republic. Likewise, support from senior management and adequate guidance are required. In this regard, the Presidency of the Republic can provide support in terms of training and guidance. The operation of the APR requires few human and financial resources. However, expertise in the area of Information Technology and auditing is required.","The RPA - ANGELICA solution has already been replicated for use by the Goiânia Comptroller's Office and the Amazonas State Court of Auditors, following the conclusion of a cooperation agreement between these institutions and the Secretariat of Internal Control of the Presidency of the Republic. Negotiations are underway for the replication of the tool by the Amazonas State Comptroller's Office and the Comptroller's Office of the city of Manaus. The innovation can be shared with any agencies and institutions that wish to adopt the RPA solution in their environments.","Work routines must be adapted to make the best use of the tool. Institutions wishing to adopt the solution will sometimes have to replace monitoring routines rooted in organisational culture with more modern practices based on the technology employed in RPA. The integration with the contract management areas has become more agile with direct benefits for managers and valorisation of the control area.","A major stimulus for the development of the RPA - ANGELICA tool was the home working environment that the pandemic provided. This was because until then servers accessed the system on computers in the workplace. So data was stored locally, and when people went home - and most did not use VPN to access their work computer - we needed to migrate the data to the cloud. It was a temporary setback that resulted in a gain, because now, with the data in the cloud, we no longer have a specific location to access the System.",,,,,
37668,"Public WI-FI provided by the Federal Highway Police",https://oecd-opsi.org/innovations/public-wi-fi-provided-by-the-federal-highway-police/,,"Federal Highway Police",Brazil,central,"a:2:{i:0;s:12:""public_order"";i:1;s:9:""transport"";}","Public WI-FI provided by the Federal Highway Police",,2022,"Citizens travelling on federal highways do not have fast and reliable internet access in the vicinity of the operational and administrative units of the Federal Highway Police. In many regions of Brazil, the 3G/4G internet signal is practically null, and the units of the Federal Highway Police are, in some cases, the only point with access to the world wide web. Through this project, the Government expanded free internet access for citizens in these areas by authentication via the gov.br website.","Lack of access to fast and reliable internet in the vicinity of the operational and administrative units of the Federal Highway Police has been a challenge. In many regions of Brazil, the 3G/4G internet signal is practically null, and the units of the Federal Highway Police are, in some cases, the only point with access to the world wide web. Added to this is the fact that some people simply do not have a data plan or have limited data plans, given the costs involved in contracting internet plans with personal mobile service operators.
The first problem to overcome was the development of a solution that would integrate ""GOV.BR"" authentication with the existing centralised wireless network management solution of the Federal Highway Police (Ruckus Controller). The second problem was to adapt the entire network infrastructure to maintain the security of the internal network of the Federal Highway Police in all units of the agency. This adequacy involves changes in the logical network infrastructure, involving changes in configurations of switches, routers and firewalls.","a:3:{i:0;s:3:""876"";i:1;s:3:""283"";i:2;s:3:""617"";}","By authenticating oneself via GOV.BR, access is made by the users themselves, without the need to request a password to any server and / or employee linked to the agency. Having a valid registration on the Gov.br platform suffices. Access is granted for a period of one hour. This is a low-cost initiative for the public administration, since it uses the existing information and communication technology infrastructure, and a high gain for the citizenry, since the service is completely free, secure and stable. After implementation, it will not lead to an increase in technology costs by the Federal Highway Police.","a:1:{i:0;s:14:""implementation"";}","PRF-PUBLICO wi-fi network was made available in 19 of the 27 Federative Units with full implementation expected by the end of 2022.","Active servants of the Federal Highway Police with specific knowledge of software development and computer network infrastructure.","Any citizen registered with ""GOV.BR"" who is travelling on federal highways and who needs fast, stable and secure access to the world wide web ""internet"" in places with or without public network connectivity (3G/4G). Considering the great capillarity of the Federal Highway Police throughout the national territory, serving citizens in areas without 3G/4G signal from personal mobile phone operators or who do not have a data access plan.","PRF-PUBLICO wi-fi network was made available in 19 of the 27 Federative Units.","The objective was to develop integration with the organisation's existing wi-fi management solution. The existing wi-fi controller was not open source, requiring the development of a highly complex integration solution. In addition, the solution developed had to provide security and stability in access. To overcome this barrier, we relied on the high quality and capacity of the developers involved in the action. Adaptations in the network infrastructure of all points of presence of the Federal Highway Police, including adjustments in the configurations of network switches, routers and firewalls, aiming at security and stability in Internet access, without compromising the internal network of the Federal Highway Police. This barrier is being overcome as we implement the solution developed in the federative units of the Federal Highway Police.","High quality and capacity of the developers involved in the action and sponsorship of the Federal Highway Police managers. Willingness of the staff involved to deliver quality service to society.","Other public bodies could replicate the innovation by providing fast, secure and free internet access for citizens.","When developing a project within a public organisation, always focus on the citizen.",,,,,,
37678,"EITA! - Public Challenges and the Encouragement of Open Innovation",https://oecd-opsi.org/innovations/eita-public-challenges-and-the-encouragement-of-open-innovation/,,"Prefeitura da Cidade do Recife",Brazil,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","EITA! - Public Challenges and the Encouragement of Open Innovation",http://eita.recife.pe.gov.br,2021,"The city of Recife needed to become a city open to innovation. The E.I.T.A! Recife (EITA Recife), Desafios Públicos e o Fomento à Inovação Aberta, was created and a process of cultural transformation is being conducted in the City Hall to change the paradigm of how to do open innovation in the public service for and with the citizen. Recife was the first city in Brazil to sign 6 public innovation contracts and to compose a hub of living labs. It achieved a 70% reduction in time for innovation processes and an 83% reduction in the cost of a Minimum Viable Product (MVP).","Since 2019, Porto Digital, the largest urban and open technology park in Brazil, has generated approximately BRL 2.1bn in revenue annually. In 2020, in the midst of the Covid-19 pandemic, it registered a 21.7% growth in revenues. Last year, the technology park employed more than 13,700 professionals and 349 companies. So what was missing? A more efficient and strong action to promote open innovation by the Recife City Hall, that is, transforming Recife, including public policies, into a city open to innovation. All of this, with the following objectives:
- Fostering open innovation
- Doing open innovation for and with the citizen
- Implementing public innovation policies
- Solving major public challenges
- Fostering new businesses
- Creating products
- Generating entrepreneurial tourism
- Carrying out continuous learning activities
- Supporting the teams of public servants participating in the innovation programme
- Promoting the culture of open data
In this sense, Recife City Hall has initiated a series of actions to stimulate technology and innovation in the city. A great cultural transformation movement was created in the City Hall, EITA Recife. This movement is the Innovation and Open Transformation Squad of Recife City Hall (Esquadrão de Inovação e Transformação Aberta da Prefeitura do Recife). From the creation of EITA Recife, a profound process of cultural transformation is being conducted among the City Hall secretariats in order to change the paradigm of how to do open innovation in the public service. With this cultural transformation, a process was designed that goes from the identification of challenges, fundraising and launch of innovation cycles to the management of the innovation process based on four tracks: Innovation Cycles, Partnership with Academies, Hackathons and Living Labs.
In just over 1 year EITA Recife implemented Design Thinking methods to involve all secretariats, identify problems, hold an interactive workshop to differentiate problems, challenges and solutions and fill in the public challenge Canva (created by EITA Recife), in an agile, effective process that lasts approximately 3 months. Allied to this, an open innovation policy was developed with OKR-based strategies (Objectives and Key Results). The programme includes all employees of the direct and indirect administration of the Municipality of Recife, as well as the entire national innovation ecosystem, including technology parks, startups, public and private companies, other public bodies, universities, colleges, students and entrepreneurs.
EITA Recife is consolidating itself as an important public innovation hub in the country. Recife was the first city in the country to sign 6 public innovation contracts at once, from an innovation cycle, using the Legal Framework for Startups, with an estimated investment in the first year of 5.4 million reais. A replication model was created to be used by other cities. Among the highlights is the Regulatory Sandbox environment that was created, through Municipal Decree No. 35511 of 01/04/2022, with the objective of creating an experimentation environment with a living laboratory scenario: EITA Labs. It allows for reducing bureaucracy and designing innovation actions that can be tested and built with the active participation of actors in the region and outside it.
The main deliverables were:
- Change management process
- Design to identify Public Challenges
- Open Innovation Policy
- Innovation Strategy using OKR
- Open Innovation Call using LC 182
- Open Innovation Cycles Methodology
- Innovation Project Management Methodology
- 6 CPSI's signed
- Regulatory Sandbox
- Public Call Notice for urban experimentation
- Living Labs Hub - EMPREL and PTI
- 16 Innovation Solutions delivered to the city for experimentation.
For more information, you can consult the portals of the 1st Open Innovation Cycle, EITA Labs, Citizen Hacker and Open Data: eita.recife.pe.gov.br, eitalabs.recife.pe.gov.br, http://hackercidadao.com.br/ and http://dados.recife.pe.gov.br/.","a:1:{i:0;s:3:""257"";}","The implementation of public open innovation policy was done by utilising agile techniques and John Kotter's 8 steps for change and culture management. We used the CANVAS of exponential organisations to convey the vision of change clearly. Among the key ideas was the instantiated Design Thinking method to identify public challenges and the unprecedented creation of the public challenge Canva. A key innovative aspect of our project involved the way of contracting innovative solutions by carrying out a different, disruptive and unprecedented tender in the country using the legal framework of startups. The creation of a living lab, our EITA Labs, as a space for urban experimentation was one of the first living labs hub in the country together with Foz do Iguaçu. Finally, our project used EMPREL's model of strategic partnerships for the products created, thus generating and fostering new businesses.","a:1:{i:0;s:14:""implementation"";}","EITA Recife is consolidating itself as an important public innovation hub in the country. Six innovation solutions have been delivered to the city for experimentation and a replication model to be used by other cities was developed.","We can highlight the partners of the first innovation cycle: Porto Digital, PTI, ENAP, Ikone, CAF and Impact Hub Brasília.
Ikone helped us with the challenge platform while the other partners allowed us to connect other innovation environments for the registration in the challenges. In addition to these partners, we can highlight Foz do Iguaçu and PTI, with whom we signed a technical co-operation agreement and thus the first hub of living labs in Brazil was born: EITA Labs and Vila A Inteligente.","Public servants, as well as the national innovation ecosystem: technology parks, startups, public and private companies, public agencies, universities, colleges, students and entrepreneurs. On the other hand, among the stakeholders are the citizens of Recife, who suffer from various problems in the city and benefit from solutions. Thus, EITA Recife has the mission to create an environment conducive to connections, solving the desire of citizens to solve problems and the innovation ecosystem's proactiveness to generate new innovation products.","EITA Recife is consolidating itself as an important public innovation hub in the country. Six CPSI's have been signed, with an estimated investment in the first year of 5.4 million reais. A replication model was created to be used by other cities. Main deliverables: 1) Change management process; 2) Design to identify Public Challenges; 3) Open Innovation Policy; 4) Innovation Strategy using OKR; 5) Open Innovation Notice using LC 182; 6) Open Innovation Cycles Methodology; 7) Innovation Project Management Methodology; 8) Regulatory Sandbox; 9) Public Call Notice for urban experimentation; 10) Living Labs Hub - EMPREL and PTI; 11) 6 Innovation Solutions delivered to the city for experimentation: Integra. ai, L.I.A.H., Absens, SuperVision, Vamoo and Invisible Food. We reduced by around 70% the average time to identify challenges and launch in one of the tracks and Savings of more than 83% in the value of the MVPs'.","To remedy the challenge of achieving adherence of civil servants to the project we follow a theory of change management, the 8 steps of John Kotter. To overcome the barrier of legal instruments we started with the creation of the Digital Transformation Strategy Decree. We also published an open innovation policy and the Legal Framework for Science, Technology and Innovation of Recife. To maintain fundraising we obtained the sponsorship of senior management and a budget highlight of around R$ 5 million to run the first cycle by implementing the change management theory mentioned above. We were able to assemble a network of partners essential to overcome the barrier of mobilising the ecosystem. To face the challenge of security, we use the Open Data Portal to make our assets available to companies and startups that participate in any EITA innovation track. Confidentiality was assured by developing a confidentiality agreement that is signed between the parties, and to protect intellectual property we developed an intellectual co-ownership agreement.","
- Strong sponsorship that believes in the project and encourages it in every way
- Expertise and experience of the public servers who are leading EITA Recife
- Following a change management process
- Empowerment of the team, adopting a matrix and non-hierarchical model
- Having a network of partners
- Recife is an innovative capital and has an ecosystem conducive to innovation
- The existence of EMPREL, a public company that guarantees more flexibility in the contracting process
- Control bodies that also implement innovation and have a different look at the issue (TCE with Prisma Labs and MPPE with MPLabs)
","In recent months, we have received visits from various agencies and made presentations at events and cities such as: Belo Horizonte, Porto Alegre, Foz do Iguaçu, Campina Grande, Vitória, São Paulo, Curitiba, CGU, MPRJ, PRODEMGE, TRF, TCU, Cesar School, Gov'n Play, PTI, Correios, TJRO, Pre South Summit, Innovation Week, BNDS, Banco do Nordeste, Maceió, Ponta Grossa, SEBRAE, EXPO Amazônia, among others.
In addition, at the Public Procurement for Innovation event, led by TCU, the Recife Case was endorsed as a good practice in the use of the Legal Framework for Startups. From these visits and all the innovation that was implemented by EITA Recife, we created a replication model to be used by other cities. Thus, a new business model was established that allows Emprel to train other agencies and city halls, We also created a model for Design Thinking methodologies that is being replicated by the judiciary and was duly presented at AGILE Trends.","
- Before starting an open innovation process, establish a culture change process. In our case, we used the 8 steps of Jonh Kotter and it worked very well
- In that sense, establish a clear vision of your change and communicate that vision
- With that, it is important to have top sponsorship. Senior management needs to understand and buy into the idea of an open innovation process
- Be agile. Establish a guideline, a minimum planning and get started. In other words, think big, start small and move fast
- Follow what we call ""Fazejamento"". Strategy and agile planning and execute. A reccommended tool that we used is OKR
- Allow mistakes, but make mistakes quickly and correct them soon. Failures are also opportunities for learning
- Always institutionalise your approaches, whether with decrees, policies or laws
- Keep it simple. Less is more. We used tools that everyone already used and did not create barriers with that. For example, we used Google Sheets for the entire innovation project management
","EITA Recife is formed by a large movement within the Recife City Hall, as previously stated. But the leadership and operational side is the responsibility of three areas: Emprel, the IT Company of Recife City Hall (Empresa de Informática da Prefeitura do Recife), SDECTI, the Secretariat for Economic Development, Science, Technology and Innovation (Secretaria de Desenvolvimento Econômico, Ciência, Tecnologia e Inovação), and SETD, the Executive Secretariat for Digital Transformation (Secretaria Executiva de Transformação Digital).
EITA Recife is citizen-centred. We often use the following motto in our team: Let's do away with ""me centrism"" and adopt ""citizen centrism"". The mission of the digital transformation is: Simplify people's relationship with the city of Recife. In other words, everything we are doing, all our actions are geared towards the citizen.",,,,,
37680,"Hello Health Floripa (Alô Saúde)",https://oecd-opsi.org/innovations/hello-health-floripa-alo-saude/,,"TopMed Assistance to Health LTDA",Brazil,local,"a:2:{i:0;s:6:""health"";i:1;s:11:""information"";}","Hello Health Floripa (Alô Saúde)",https://alosaude.floripa.br/,2020,"The municipality of Florianópolis and TopMed have innovated health care with the creation of Hello Health Floripa (Alô Saúde Floripa). The service is designed to fulfil the principle of universality, guaranteeing access to healthcare for 100% of the population. Using digital channels (phone or app), it connects any citizen to a health professional, 24 hours a day, without need of travelling. The innovation also organises access to health, generates savings and balance for public health. The proposal is disruptive in the relationship between citizens and health.","Alô Saúde Floripa is the first pre-clinical care service for users of the Brazilian Unified Health System, developed by TopMed in partnership with the City of Florianópolis. This model was adopted in other countries in Europe and the Northern Hemisphere and has served as a reference for TopMed. Remote care is divided into two levels: the first contact, called 'level 1', takes place via a smartphone app, tablets, computers, or by calling an 0800 service. The user is attended by a nursing professional who, with clinical algorithms, that is, a neural tree of questions and answers about the reported problem, provides the most appropriate referral; the 'level 2' service is under the responsibility of a nurse, and is offered when the patient presents symptoms. The service ranges from generating self-care guidelines to referring the patient to Health Units. The service is designed so that a user does not have to wait more than 60 seconds to have access to a health professional. Each service lasts, on average, 10 minutes for screening and another 5 minutes for health information. All appointments in which symptoms are identified are scheduled to reoccur so that a nurse can reassess the user's health status.
Data from the National Federation of Supplementary Health-FenaSaúde (Federação Nacional de Saúde Suplementar-FenaSaúd) estimates that 80% of these attendances could be resolved remotely. In addition, FenaSaúde and the National Supplementary Health Agency indicate that the average waiting time for patients in primary care units is at least two hours, but can multiply according to risk classification - aggravated by high exposure to other diseases in the hospital environment. Finally, the costs of face-to-face care and the impact of patient travel maximise the problems and dangers. Even though it is a Constitutional principle, universal access to health still has numerous barriers and, to overcome them, it is necessary to rethink the entire process. With the help of innovation, there is an evident organisation of health demands according to the necessary resources, placing the right patient in the right place, improving not only the quality of health care, but also communication with users, ensuring the availability of health professionals 24 hours a day, with quick and easy access. One of the most significant impacts of Alô Saúde Floripa is to guarantee access to health care for 100% of the population, using resources that a large proportion of the population in the city has: a conventional telephone, a smartphone, tablet or a computer with Internet access. In Florianópolis, this represents welcoming 593,588 people - the Unified Helath System (Sistema Único de Saúde - SUS) user base, 24 hours a day, 7 days a week and without limits on use.
Whether it's a headache, a heatstroke or a cold, the service is always available. Health is one of the most perverse faces of social inequalities in Brazil and the pandemic has aggravated this scenario, causing a drop in family income, and impacting access to health insurance by increasing the queues of those who depend on SUS. With the rapid expansion of the coronavirus, and uncertainties about assertive diagnoses, efficient treatments and distant vaccines, social confinement was inevitable. Travelling to health units (UPAs, clinics, emergency rooms and hospitals) posed a high-risk of contamination, especially for those with comorbidities, the elderly, etc. Alô Saúde Floripa welcomed all its users, without subjecting them to risks and allocating each case to its respective and appropriate resource for that moment. The service was responsible for more than 32% of the records of COVID-19 cases in the municipality of Florianópolis.
Research indicates that by 2023, there will be 50 billion devices connected to the internet, which allows countless ways to think about saving lives by taking advantage of it. For the future, new digitisation actions are being thought of, such as the use of teleconsultations with professionals like psychologists, nutritionists and physiotherapists. All the bureaucratic part can be computerised, offering transparency, control, agility and efficiency to the procedures for health care, increasing the integrality of care. In addition to strengthening actions for the use of the application, aiming to expand the culture of digital access. Telehealth breaks down physical, geographical and logistical barriers. The scalability of the solution benefits users, reduces costs and increases efficiency. By sharing technology, it can be expanded and replicated.","a:3:{i:0;s:3:""184"";i:1;s:3:""876"";i:2;s:3:""617"";}","The project offered users of the SUS 24 hour access to a digital gateway anywhere through telephone or internet. It began operating before the COVID-19 pandemic. It was an innovation tested in practice, in an extreme moment. The proposal is innovative due to the way it offers conditions to organise the demand for care and, consequently, provides effectiveness and resoluteness in care, guiding the patient to the right place, at the right time, without risks due to lack of timely care or crowds. It potentiated the Public Health Policy for the fulfilment and achievement of the SDG targets and the proposals of the New Urban Agenda, all while saving of public resources and optimising recruitment.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","Alô Saúde Floripa welcomed users and was responsible for more than 32% of the records of COVID-19 cases in the municipality of Florianópolis. For the future, new digitisation actions are being thought of, such as the use of teleconsultations with professionals like psychologists, nutritionists and physiotherapists.","Florianópolis government representatives were the leaders of the process, dedicated to seeking alternatives, building the work plan and thinking about the necessary results. TopMed, in turn, was responsible for sourcing foreign technologies, improving them with Brazilian epidemiology, transforming them into a clear and efficient language for public policy, and operationalising the project.","Citizens received 24-hour health care centered around safety and equitably. Patients were guided to the correct place for timely care. The municipality was prepared for the arrival of the pandemic and showed resilience and strength in conducting the work. Its work was recognised nationally for the results, especially public funds' saving on new hires and health centres. TopMed has evolved, improved technologies, expanded to other governments and, above all, contributed to expanding and democratising access to health.","By September 2022 a total of 596,914 users have registered and 354,115 users have been attended, the majority being women- 60.61%, with an NPS (net promoter score) of 93 points, and a resolution rate of 95%. The main reasons for attendance were Covid-19, respiratory system problems, digestive system problems, nervous system problems and musculoskeletal system problems. Attendances are recorded and made available to the Municipality's management through dashboards for real-time monitoring and measurement of results. For the future, the telemedicine service should be expanded to specialised care, reaching specialised consultations where today the lack of professionals or the capacity to accommodate users limits care, generating queues for diagnoses or treatments. In addition, the monitoring of chronic patients should be included in this process, avoiding aggravations in diseases already diagnosed and improving the quality of life of patients.","The innovation process was put to the test with the arrival of the pandemic, when there were no clinical protocols for the public authorities to guide the population, making everything unusual and challenging. The high demand for the service also tested the capacity for quick and effective reception, which proved to be a challenge when hiring new teams. It is also worth considering issues related to the lack of access to telephony in some areas of the municipality, which can be overcome with the use of the internet application and the arrival of 5G. The street population, in turn, still remains unattended due to lack of access to telephone or other digital means. The agility of communication between the municipality's face-to-face teams is also an offline factor that eventually emerges as a challenge for the rapid advancement of innovation.","
- Infrastructure and support services
- 5G available for all cities with more than 30 thousand inhabitants
- Policy and norms - Regulation of Telehealth and Telemedicine in Brazil, which was overcome by the Ministry of Health and the Federal Council of Medicine
- Leadership and orientation - Understanding by the next public managers that the project must be bigger than the government, or its management, because it is for the population
- Human and financial resources
- Improved communication between the face-to-face teams and between the face-to-face teams and the tele-service team
- Personal values and motivation
- Constant search for innovation, flexibility, humanisation and care for people.
","With the success of Alô Saúde Floripa, other public bodies sought similar partnerships. We are working for growth in other local governments, such as the municipalities of: Lages , Rio do Sul, Benedito Novo, Correia Pinto and Pinheiro Preto.
In each of these governments a personalised result is obtained, since the number of inhabitants, cultural characteristics, availability of telephone and internet directly reflect on the services, but in all of them we have achieved good references of improvements in health policy assistance. In the future, innovation will be connected to other systems, new care networks, which will allow for the synchronisation of information between basic services and urgent and emergency care, overcoming difficulties in care, locomotion, crowding of patients, sequelae or delay in returning to work due to lack of adequate care which lead to loss of productivity, and reducing costs due to inefficiency.","Always aspire to respect and care for the local knowledge and culture of each health work team. Prioritise following the local process and the customs of each government and community to personalise the delivery of innovation so that it is adapted to the custom and habits of its referenced population and can be increasingly effective. The organisation of Healthcare Networks in Brazil is still a process under construction and development, which impacts the implementation of innovations, requiring flexibility and constant adaptation of the planned with the executed to keep the focus on the result. Build resilience to face the challenges of municipal management, both budgetary and in terms of the crises that arise on a daily basis. It is important to focus on daily improvement of communication, technology and service processes, aiming to offer the best in protocols, flows and agility to the Municipality and users of the Unified Health System.","In Brazil, the largest public health policy is the Unified Health System (SUS), one of the largest in the world and which guarantees, by constitutional force, access and assistance to all. However, since its creation in 1988, this structure has not yet solved all the barriers to its success, especially due to geographical and budgetary issues. Brazil has an uneven territorial population distribution, which is evident when comparing the demographic density of the Southeast - 87 inhabitants/km² - with the North and Centre-West, which accumulate 4.1 inhabitants/km² and 8.7 inhabitants/km2 respectively. This disparity is reflected in specialised labour and, consequently, in the difficulty of hiring and maintaining doctors, specialists and technologies for the care of the population, especially in places far from the major centres, forcing users to travel for days to access general and specialised care, absenting themselves from family, work and their routine.",,"a:1:{i:0;s:5:""37683"";}",https://youtu.be/WVyj_pdfIKg,https://youtu.be/U76cuDRicDc,https://youtu.be/Uz74TPcE8PY
37685,"Innovation Barueri - Technological development center, research and business incubator",https://oecd-opsi.org/innovations/innovation-barueri-technological-development-center-research-and-business-incubator/,,"Barueri Innovation and Technology Centre",Brazil,local,"a:2:{i:0;s:8:""economic"";i:1;s:7:""science"";}","Innovation Barueri - Technological development center, research and business incubator",https://servicos.barueri.sp.gov.br/inovacaobarueri/,2020,"Innovation Barueri (Inovação Barueri – Centro tecnológico de desenvolvimento, pesquisas e incubadora de empresas) was developed to give a space to entrepreneurial ideas that arise among students, teachers, researchers and startups by assisting in the transformation of these ideas into successful businesses. It enables collaborative work of exchange, cooperation, as well as interdisciplinarity, sharing and learning through innovative practices. The center offers equal opportunity for business and income generation by offering advanced training courses and innovative projects in areas such as the Metaverse, 3D Printing, etc.","The Barueri Smart City project (Barueri Cidade inteligente) is based on the definition that a smart city is one that uses Information and Communication Technologies (ICT) and other means to improve the quality of life, the efficiency of urban operations and services, and its competitiveness, while ensuring that the needs of current and future generations are met with regard to economic, social and environmental aspects. In addition, it is one that is attractive to citizens, entrepreneurs and workers, and creates a safer space with better services and an innovation environment that stimulates creative solutions, generating jobs and reducing inequalities.
Thus, the project brings together more than 20 diverse information and communication technology initiatives, based on the above definitions, to facilitate citizens' access to municipal services by digital means and increase the effectiveness and efficiency of municipal administration. The CIT - Centre for Innovation and Technology (Centro de Inovação e Tecnologia) - has the role of fostering projects, partnerships and general actions that are in line with the above guidelines. The CIT has developed a Technology Master Plan, which contains more than 20 initiatives to be implemented or to expand services in the municipality so that citizens can, in short, achieve a higher quality of life. All initiatives of the Barueri Smart City project are aligned with the 17 UN Sustainable Development Goals.
Given the importance and relevance of the terms Innovation and Technology, to make the Barueri Innovation Service understood, we inaugurated Innovation Barueri (Inovação Barueri) on 2 July 2020. And we launched the 1st programme of TV Inovação Barueri.
Inovação Barueri - Technological Centre for Research Development and Business Incubator concentrates, integrates and offers a set of mechanisms and tools for the development of scientific, technological and innovation research, while also constituting a space for business-academic interaction for the development of solutions. Among its objectives are providing socioeconomic benefits for society; improving quality of life; leveraging economic prosperity, fostering the use of high-cost and difficult-to-access technologies, encouraging entrepreneurship and the diversified development of creative solutions to the city's problems. Our value proposition stands for the efficiency of work for the sake of public service in favour of the population.
Every project conception is mainly aimed at the municipal taxpayer, since we are a public company and we work with available human resources and financial resources according to Budget Appropriations. In addition, the Innovation and Technology Centre excels in adding values that pass knowledge to young people and adults interested in Information Technology, for personal and professional development. Aimed at technological research that meets the needs of the municipality, educational institutions, industries in the region and residents. It contains a structure that includes:
- SMARTLAB: Public laboratory - spaces for creativity, learning and innovation accessible to all interested in developing and building projects
- COWORKING: Sharing office space and resources, bringing together people who work not necessarily for the same company or in the same area of activity
- PROGRAMME FOR LAUNCHING TALENTS: Develops public and private projects with students and interns from the Technical High School of the Municipal Network (FIEB)
- PRE-INCUBATION: Offers tools to support the user's project by helping them identify the feasibility of their project and its development
- INCUBATION: In cycles, with groups selected among the pre-incubated, according to the demand of those enrolled
- COURSES AND TRAINING: Focused on creativity and learning and for the realisation of workshops, courses; robotics championship, etc.
","a:1:{i:0;s:3:""257"";}","In the environment of Innovation Barueri several prototypes and new technologies are tested and deployed. Currently, we have 4 environments in the metaverse (Innovation, Innovation and Technology Centre and AAI - immersive learning environment in the metaverse). We have Artificial Intelligence projects, a 3D Printer and Plotter, which carry out projects daily. We also use artificial intelligence to automatically create posts and videos for our social networks. In addition, we launched courses for the population on Sympla Play. The latest course is on Digital Marketing within the Metaverse, which offers the opportunity for immersive interaction without the need for VR glasses.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The center has delivered 160 innovation projects. After the implementation of the project there has been a constant effort to identify possible improvements and additional functionalities in response to the users' perception.","Partnerships are at the core of Innovation Barueri, as through them the center aims to generate employability in the city. Partnerships allow for the participants who present the best results to be hired by the partner company. The implementation and expansion of partnerships with educational institutions allow the center to provide advanced training courses. In addition, the encouragement of entrepreneurship in the city through the Pre-Incubation programme of ideas was only possible because of the establishment of partnerships.","Innovation Barueri aims to be at the heart of creativity and learning in the field of innovation, for this, we have a space reserved for the realisation of various types of events that can be developed in our space or in external places. The center's space is open for visitation, robotics championships, lectures and hackathons. In addition, it offers courses, programmes, acceleration of startups related to technology, innovation and entrepreneurship.","A survey carried out in September 2022 counted 160 Innovation projects, including: innovators, resources, pre- Incubations, startups, augmented reality projects, 8 awards received in less than 3 years of the project, among others.","Due to the issues inherent in the pandemic, the projects under development and many new ones were developed using agile methodology through the use of task board tools shared with the team. Even without the ideal scenario, the work in progress was carried out and new projects were developed, such as the entire infrastructure of TV Inovação Barueri (logo, opening and closing vignettes of programmes and courses, availability of training courses, among others). Tv Inovação Barueri was ready and started operating in less than a month with the development of trainees from the Talent Development Programme. In fact, the first broadcast was fully operated by the team of trainees. The results displayed and the timeframe in which the work was carried out clearly demonstrate the exponential speed of this change.","According to Decree 9.351, of 21 July 2021, which provides for the creation of Innovation Barueri, to carry out the projects we partner with public and private institutions to obtain substantial resources, which fund the projects and also donations of inputs such as equipment (3d printer), advanced training courses, materials for production, among others. Our motto is to do more with less, generating benefit for all parties. We develop specialised and advanced quality courses and consequently generate qualified labour for the labour market, contributing to the strengthening of the technology and entrepreneurship sector in the region. The Innovation and Technology Centre is an award-winning institution that and we also have international recognition: GHFS - Global Human Innovation Model.","This project was developed to foster socio-economic development and entrepreneurship in the city. The results of Barueri City Hall's investments in job creation, workforce training, welcoming the most vulnerable population, technological innovation, in addition to taking care of the municipality's financial health have been recognised. Barueri is ranked first in all of Brazil in the 2022 Competitiveness Ranking, for the third consecutive year. The success of the project is not only characterised by its awards but also by the demand from the population and companies to enter into partnerships. There is an ongoing study to expand the project in the municipal Ganha Tempo.","Holding feedback meetings with key stakeholders some time after the implementation of the project or one of its phases/modules has contributed to identifying possible improvements and additional functionalities that only came to be externalised/perceived by users once they started using the project's products and services. This allows us to identify gaps quickly and take actions to remedy them, to maintain trust, commitment and satisfaction. Neglecting the best practices mentioned because of pressure from higher levels of the organisation for more ""agility"" and to start the execution steps soon has caused precisely the negative effects that these strategies propose to avoid. In other words, not taking shortcuts, not skipping steps and considering the good practices listed here are the greatest lessons learnt by the CIT team in all the years of its existence.",,,"a:1:{i:0;s:5:""37686"";}",,https://www.youtube.com/watch?v=V2-ovaeSUR8,https://youtu.be/EMHQiPu2wdM
37693,"Development of an open innovation model for the Brazilian judicial sector",https://oecd-opsi.org/innovations/development-of-an-open-innovation-model-for-the-brazilian-judicial-sector/,17/07/2023,"Superior Court of Labour",Brazil,central,"a:1:{i:0;s:12:""public_order"";}","Development of an open innovation model for the Brazilian judicial sector",residenciatst.imd.ufrn.br,2022,"The open innovation model was developed in partnership with Federal University of Rio Grande do Norte (Universidade Federal do Rio Grande do Norte) and Superior Court of Labour (Tribunal Superior do Trabalho) to implement a Residency programme in Information Technology. The objectives are: qualification of human resources in the IT area, realisation of applied research and development of innovative IT solutions for the Superior Court of Labour (TST). It proposes a model of innovation in the public sector, in addition to enabling academia to be in contact with real problems of institutions.","Residency programmes in Information Technology (IT) are developed throughout the country, aiming at training and inserting professionals in the market. The development of Information Technology is a current demand in both public and private institutions, and there is a lack of trained professionals for the task. The search for these professionals has been a major challenge for institutions due to the lack of these professionals in the market. In this sense, the Information Technology Residency Programme is an important stimulus to innovation, as it inserts residents (students) in real environments and projects of organisations that have demands / problems in the technological area, while promoting the training of these residents at the postgraduate level.
The Superior Court of Labour (TST) with headquarters in Brasília-DF and jurisdiction throughout the national territory, is an apex body of the Labour Justice, whose function is to standardise Brazilian labour jurisprudence. In order to continue the important role it plays in the country, it is essential that the TST continues to seek to improve and modernise its processes, creating innovative solutions in Information Technology that enable the improvement of its practices. For this to be possible, it is essential that the institution has the support of professionals trained in the area of Information Technology and researchers who can identify opportunities for improvement and thus propose innovative solutions. This would allow the transfer of knowledge from academia to organisational demands.
In this sense, the TST introduced the Information Technology Residency Programme (Programa de Residência em Tecnologia da Informação) promoted by the Metropolitan Digital Institute (Instituto Metrópole Digital) of the Federal University of Rio Grande do Norte (UFRN). The Information Technology Residency Programme is an open innovation model for the jurisdictional sector because: 1) It promotes training of resident students at the broad postgraduate level; 2) It allows the insertion and immersion of resident students in the environment of the Superior Court of Labour, linking theory and practice in the training process; 3) It brings innovation methodologies and techniques, such as design thinking, user experience and triple track agile in the software development process; 4) It will develop innovative solutions in information technology through real projects applied to the demands of the TST.","a:1:{i:0;s:3:""190"";}","
- It promotes the application of user-centred methodologies for the development of innovative information technology solutions, which are not normally present in the software development context.
- It enables the Superior Court of Labour to add value to the software development sector, since the good practices applied in this programme can be integrated into the court's software development process for future solutions.
- It provides the development of new expertise for the resident students. Previously, the training in the IT area only emphasised on the software development process. Now the residents have expanded their knowledge in the application of innovative methodologies for product development, ranging from the understanding of the problem to the validation of the solution through the application of tools that aim to improve the user experience.
","a:1:{i:0;s:14:""implementation"";}","In the context of the Superior Court of Labour, the residency aimed at integrating the software development process with innovation methodologies, thus allowing for the development of technological solutions aligned with user needs. The innovation is in the process in which the solutions will be developed, the residents undergo training and guidance in order to apply this knowledge to the problems of the public institution and its users. In this sense, the Information Technology Residency Programme provides an environment of academic training, linked to practice, as well as an opportunity to develop and implement innovative technological solutions. The application of methodologies and techniques can enable the Superior Labour Court to improve and modernise its processes, which can translate into improving its efficiency and effectiveness in public service.","The partnership between TST and UFRN was proposed by the TST Presidency itself, which allowed for establishing a new model for the provision of public services offered by TST. UFRN is a fundamental collaborator in the process, responsible for conducting academic activities and selecting students (via public notice). Lawyers are fundamental collaborators, participating in research that helps in understanding how demands will be met through technological solutions.","The beneficiaries are: 1) The lawyers who hold oral arguments at the TST's judgement sessions. 2) Individuals under the judgement of a judge, since the innovations aim to bring society closer to the services of the Judiciary. 3) The TST and UFRN, which enable the exchange of knowledge from the academic to the institutional world. 4) Resident students, who, in addition to academic training in postgraduate studies, will have in-depth knowledge of the functioning of a public body of the Brazilian Judiciary.","Several reflections and impacts are provided by the innovation process, among which we highlight: 1) the introduction of an open innovation model for the Court aiming at the development of innovative solutions; 2) the possibility of promoting reflection and adaptation of the internal structuring of the Court's information technology unit, to better sustain the partnership established with the University; 3) the establishment and strengthening of partnerships with internal units of the Superior Court of Labour; 4) raising the internal knowledge about the possibility of applying various approaches such as design thinking, user experience, design sprint, branding, accessibility, among others, as well as the benefits this would imply for end users; 5) lawyers who perform oral arguments in the TST are now aware of how using a technological tool in the judgments of cases can contribute to their work.","The main challenge is related to the choice of scope due to time. The initial process of immersion with lawyers needed to happen within a certain timeframe, so the scope of the project needed to be adapted, thus prioritising the understanding of lawyers in the monitoring of trial sessions. With this choice, the process failed to consider, for example, the functioning of the offices during the trial sessions, which limited the vision of the solutions to meet only the perspective of the lawyers. Another relevant point during the process was the discovery of actions and projects developed in parallel in other units. In other words, the observation that some of the actions were already underway and required orchestration or rearrangement to meet the client's demands led to reflections and reorganisation of the project. The difficulties were dealt with through planning and adjustments, prioritising the continuity of the actions and the knowledge generated in the process.","Institutional support is undoubtedly fundamental for the realisation of such an innovation process, especially in relation to the commitment of senior management. In this case, the Presidency of the TST was fully committed to the innovation process in focus and was invested in creating the favourable conditions for the innovation process to be made possible. On the other hand, the academic experience of the UFRN and the Metropolitan Digital Institute in conducting partnerships through decentralised execution transfers is paramount for the partnership to run effectively. Finally, the partnership is based on laws and regulations, such as Law 14,129/2021, Decree No. 10,426/2020, CNJ Resolution 395/2021 and TST.GP Act 321/2021, which bring legal certainty to the innovation process.","The innovation process aims to serve as a paradigm for other initiatives related to information technology to observe good practices in the use of digital services that enhance the customer experience. To achieve this goal, it applied concepts defined in the world of Design such as the realisation of an immersion process to understand the problem, survey of personas and interviews.
When replicating the innovation process, it is paramount to add concepts related to accessibility, so that people with disabilities are able to use the technological solution. The use of design system and change management concepts, compliance with service management, among others are important to consider. The adoption of the good practices highlighted above will be replicated in future projects both by the Superior Court of Labour and the Superior Council of Labour Justice (Conselho Superior da Justiça do Trabalho).","
- It is essential to be adequately prepared to meet the demands related to the innovation process, such as having a legislative and normative basis that gives legal support to the project
- Having an administrative structure capable of conducting the innovation process in an appropriate manner
- To include, in the immersion process, the mapping of initiatives that are underway in the institution related to the innovation process
- To pursue and develop a synergy process capable of conducting the innovation process in a harmonious and efficient manner
- Involvement of the institutions and engagement of the participating teams throughout the process
- The importance of bringing the user experience as a fundamental factor in the process of developing digital solutions for public services.
",,,"a:1:{i:0;s:5:""37695"";}",https://www.youtube.com/watch?v=z9C0ttux6jQ,https://www.youtube.com/watch?v=6_WwB816Lpc,
37710,"Innovation Fund for Development",https://oecd-opsi.org/innovations/innovation-fund-for-development/,,"Innovation Fund for Development",France,central,"a:3:{i:0;s:12:""public_order"";i:1;s:7:""science"";i:2;s:9:""transport"";}","Innovation Fund for Development",https://fundinnovation.dev/en,2021,"The Innovation Fund for Development (Fonds d'Innovation pour le Développement) is a new and ambitious funding mechanism. It offers grants to innovators and researchers to experiment, take strategic risks and demonstrate the impact of solutions aimed at reducing poverty and inequality. It enables teams from all types of organisations to test new ideas and put innovation and research at the service of transforming public development policies.","The Innovation Fund for Development (FID) was born out of the desire to modernise France's international solidarity policy. The FID gives substance to this ambition by allocating resources dedicated to experimentation using more agile and partnership-based methods.
It is an instrument for financing innovation that:
- Supports innovation, wherever and whenever it comes from: the IDF is based on a call for projects that is continuously open to a very broad spectrum of sectors, geographies and structures.
- Has specific and demanding selection criteria: rigorous proof of the impact on improving the lives of people living in poverty, the cost-effectiveness of the innovation and the potential for scaling up, widespread adoption and sustainability.
- Holds a close link with research to rigorously validate the potential impact of the solutions funded.
The aim of the FID is to stimulate, accelerate and deploy innovative solutions with high impact potential to meet the challenges of combating poverty and inequality and transforming public development policies. The FID has a broad definition of innovation in the fight against poverty and inequality. The Fund contributes to the development of technological, social, financial, methodological and environmental innovations that accelerate the implementation of the Sustainable Development Goals in partner countries. Priority is given to innovations that address the challenges of poverty and inequality. The fund is open to applicants proposing a project in any low- or middle-income country. Although this geographical scope is broad, the announcement of the launch of the Fund and the calls for proposals encourage applications proposing work in priority geographical areas, including the 19 poor priority countries for French aid. The ultimate goal of the FID is to accelerate high-impact solutions for sustainable development, which can be deployed on a large scale to improve millions of lives, provided they are financed over the long term by the public and/or private sectors. The FID's ambition is to expand the scope and nature of its activity to invest in transformative solutions to some of the major development challenges facing the world.
The IDF offers funding via 5 grant levels at key stages in the development of innovations: Stage 0 (up to €50,000) funds project start-ups and promising applications that would otherwise have less chance of securing subsequent funding; Stage 1 (up to €200,000) funds the pilot phase of innovations that are in the early stages of development, have already passed the prototyping phase and are ready to be tested in real-life conditions; stage 2 (up to €1.5 million) finances in-depth experimentation and the scaling up of innovations; stage 3 (up to €4 million) finances the transition of solutions that have been rigorously and scientifically validated to widespread use; and the ""Public Policy Transformation"" stage (up to €500,000) finances the institutionalisation of specific innovations or the strengthening of government capacities.","a:2:{i:0;s:3:""196"";i:1;s:3:""213"";}","The Innovation Fund for Development stands out from other instruments for financing innovation for development because of the link it develops between research, experimental methods and the evaluation of the impact of the innovations it finances on public policy. To achieve its mission, the Fund is developing new partnerships for development, particularly with the private sector and philanthropy, drawing in particular on diaspora networks. It can also implement financial innovation for development.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","By 2022, the IDF had received approximately 1,800 applications and selected 40 innovative projects. The Fund is attracting interest from other bilateral donors and the European Union, who are exchanging ideas with FID teams and considering the development of similar initiatives in other countries to meet a real need that has been identified","The FID is an independent structure, hosted by the French Development Agency (AFD) under an agreement between AFD and the French State, represented by the Ministry of Europe and Foreign Affairs (MEAE) and the Ministry of Economy and Finance (MEF). The fund was inspired by the methodology of existing innovation funds such as USAID's Development Innovation Ventures, developing its own signature through its own methodology and financing methods.","The direct beneficiaries are the innovators, who may come from any type of organisation (e.g. research institutes, universities, NGOs, governments, businesses). If their project is selected, they implement the activity developed through FID's funding. This activity, which may take the form of a study or experiment, has a direct impact on the beneficiaries targeted by the experiment, which may sometimes include scaling up.","By 2022, the IDF had received approximately 1,800 applications and selected 40 innovative projects, 80% of which are located in an African country, particularly in West Africa. The sectors financed include: health, agriculture and food security, education, employment and governance. Half of the projects funded involve NGOs, 10 involve universities, 7 involve businesses and 4 involve public bodies. The projects were all assessed on the basis of the 3 criteria developed by the FID: 1) The impact on improving the lives of people living in poverty (or a clear strategy for generating it/them), and a clear strategy for evaluating it rigorously; 2) The capacity of a development innovation to demonstrate more impact per euro than the status quo or the alternatives; 3) The capacity of an innovation to be replicated and deployed rapidly or effectively to reach a very large number of beneficiaries.","The FID considers solutions that offer an improvement on existing approaches in terms of cost, speed of implementation or feasibility, with a strong potential for impact on large-scale development. The aim of the FID is to bring new organisations to a good understanding of the selection criteria, in particular the notion of rigorous impact assessment and cost-effectiveness. In order to attract key players in the fight against poverty and inequality, such as public and development ecosystem players and researchers from the South, the FID organises awareness-raising activities (in the form of workshops) and capacity-building, such as the co-organisation of the ""Summer School"" in Abidjan last July, which aimed to strengthen the impact evaluation knowledge of more than 70 African researchers and decision-makers.","The conditions necessary for the success of the FID:
- The embodiment of the IDF by an eminent personality enabled the rapid implementation of the FID, the development of a solid methodology and the recognition of the Fund.
- Strong support from the French government via the official announcement of the creation of the IDF at the ""Presidential Council for Development"" on 17 December 2020
- Financial support from the French Ministries (MEAE and MEF)
- Support from legislators for the launch of the Fund
- Hosted by the French Development Agency - AFD (Agence Française de Développement): the FID benefited from the already established structure and processes in place, while retaining its independence with its own management board.
","FID's ambition is to nurture and inspire the activities of development players through the prism of innovation, by identifying new players, new solutions and new approaches. Eventually, some of the projects incubated at the FID that have demonstrated their impact could be scaled up and replicated by other public funds. The Fund is attracting interest from other bilateral donors and the European Union, who are exchanging ideas with FID teams and considering the development of similar initiatives in other countries to meet a real need that has been identified. This interest could result in the creation of innovation funds based on the FID model, or in the development of the FID itself, with new partnerships that would help to increase the FID's funds.","The embodiment of the FID, government support and hosting by an existing structure (AFD) are criteria to be taken into account as conditions for the success of the Fund. Ideally, these conditions should be replicated for the creation of similar structures. After a year and a half in existence, the FID has realised that there is a huge demand for this type of funding. There are a large number of applicant projects and the quality of the projects financed is very high, which means that other funds with a similar configuration could emerge.",,,,,https://youtu.be/nnEOZ6EcW9s,https://youtu.be/Ao5qJLyNwXA
37717,"Cariocas Programmers",https://oecd-opsi.org/innovations/cariocas-programmers/,,"Rio de Janeiro City Hall",Brazil,local,"a:2:{i:0;s:9:""education"";i:1;s:10:""employment"";}","Cariocas Programmers",https://programadorescariocas.rio/,2022,"Cariocas Programmers (Programadores Cariocas) is an initative developed by the Rio de Janeiro City Hall (Prefeitura da Cidade do Rio de Janeiro) based on a study that found that there is a deficit of 24,000 vacancies per year in the technology sector. Thus, the initiative aims to train and qualify young people from marginalised backgrounds (in particular refugees, black, women and transgender people) in the area of programming.","Rio de Janeiro's economy is heavily concentrated in the services sector: 85% of Rio's GDP comes from the sector. Over the last few years, Rio de Janeiro has shown slow economic growth, with periods of retraction, a scenario aggravated by the COVID-19 crisis, which strongly impacted the service sector in the face of health restrictions. The consequence of this scenario was the worsening of unemployment, especially among young people and the less qualified: unemployment among young people was 28.3 per cent, almost triple the 10.5 per cent among adults aged 30 and over in the city. The initiative to implement a programme to train programmers is the result of a thorough analysis of the behaviour of employment sectors. Despite the scenario of a drop in economic activity and number of jobs, not all sectors of the economy have suffered during the pandemic. The technology sector, for example, which had already been growing consistently in recent years and had a demand for professionals that exceeded supply, was boosted. A study by the Association of Information and Communication Technology Companies projects that, in the period 2019-2024, the labour deficit in the ICT sector will be 24,000 professionals per year.
In addition to this existing labour deficit, Rio's investment in the creation of a technology hub will increase the demand for programmers in the city. It is worth noting that, in addition to the inclusion of this group in the labour market, there is also the important factor of the quality of this type of employment. On average, starting salaries for young people with secondary education were BRL 2,300 when employed as IT technicians and BRL 4,000 when employed as IT professionals, from January to December 2021. One way to prepare for vacancies in the sector is to take a programming bootcamp, a course with intensive methodology and an average duration of six months. For the most vulnerable young people, such a qualification would represent a considerable increase in their remuneration, capable of changing the lives of their families.
Caraiocas Programmers (Programadores Cariocas) aims to increase the speed with which new programmers graduate. By doing so, it aims to mitigate the labour shortage and generate a positive social impact for the city. The programme will offer: i) an online platform that advertises job vacancies in technology, with information about the courses accepted as a necessary qualification, and information about courses and the financing options they offer; ii) for low-income young people there will be private financing to be carried out by the municipality for these individuals to take courses of proven quality. In this way, Carioca Programmers will train and qualify 5,000 young people in situations of social vulnerability by the year 2024 in the programming area, with priority for Black people, women, refugees and transgender people.","a:2:{i:0;s:3:""335"";i:1;s:3:""876"";}","The Carioca Programmers initiative will offers full and partial scholarships to refugees and public school graduates with completed high school who are between 17 and 29 years old. With priority for Black people, women and transgender people, the goal is to train five thousand new programmers by 2024, with an investment of R$ 50 million. In addition to receiving full or partial scholarships, the student also receives financial assistance of R$ 500 for six months and a computer. In the first cycle (2022), the goal was to train 1,200 professionals. Of these, 200 would have received a full scholarship. Those awarded the 50% scholarship will pay the remaining amount after completing the course and, if they do not find a job within five years, the partner institution will assume the cost. All of this places the Carioca Programmers initiative as Brazil's leading technology workforce training programme, with no other initiative of this size and nature.","a:1:{i:0;s:14:""implementation"";}","The first graduation of the first classes of the Programme took place in 2022. The Programme will welcome new students for its next training cycles.","
- Senac: one of the main agents of professional education in Brazil, where it maintains infrastructure composed of more than 600 school units, pedagogical companies and mobile units. The partnership, infrastructure and methodology of the institution were essential in the elaboration of the course
- Generation: startup that aims to prepare and support people to achieve careers that change their lives
- Resília: startup with the objective of training Latin America with the best technology professionals.
","Students: In 2022, the Programadores Cariocas classes started between the end of August and September for more than 800 students. With the start of classes, hundreds of young people in Rio are already taking programming classes, receiving the R$500 aid given by the city government and having a computer to study on. During the first weeks of the start of the programme we even received a report from a student who had already been hired by a company.","The aim of the Programme is to reduce the labour deficit in the area of technology in the city of Rio de Janeiro. The first cycle saw about 750 young people from all areas of the city participating in the graduation. The goal of the programme is to train five thousand people by 2024.","Connecting these young people to the labour market will be a challenge to be faced by the municipality after completion of the course. Reducing dropout to the lowest possible level will also be an important challenge for the public authorities.","Mechanisms to reduce school dropout to the lowest possible level.","The Carioca Programmers initiative could be an important mechanism to be replicated in other regions of the country that seek to reduce youth unemployment, reduce the deficit in the technology market and qualify the workforce.","Importance of face-to-face enrolment to reach part of the most vulnerable population. For this goal, it is also important to implement mechanisms to facilitate the enrolment process. Tools to facilitate contact between students, companies and municipalities are relevant for the success of the project.",,,,,,
37719,"CopiCola Program",https://oecd-opsi.org/innovations/copicola-programme/,,"Laboratory of Innovation in Government of the City of São Paulo",Brazil,local,"a:1:{i:0;s:11:""information"";}","CopiCola Program",https://copicola.prefeitura.sp.gov.br/copicola/home,2018,"CopiCola tackles the problem of knowledge loss in the public sector by investing in the registration of initiatives that can inspire civil servants, facilitate processes and reduce risks. The programme identifies, records and disseminates innovative practices with the potential to be adopted in different public management contexts. Knowledge is passed from civil servant to civil servant, facilitating the connection between actors and enhancing learning from the cases recorded.","The city of São Paulo has more than 120,000 civil servants. It is a place where many professionals, experiences and knowledge circulate and at the same time an organisation affected by team turnover. In this complex scenario, knowledge management is a challenge and a necessity. However, knowledge management actions are not yet widespread in the city hall. Often relying on lean teams to operate different work fronts, there is a lack of time, method, practice and prioritisation of internal efforts to record and disseminate the strategies, resources and processes that have enabled successful solutions, projects and public policies, leaving the practical knowledge accumulated in day-to-day management isolated and concentrated in a few professionals, teams and sectors.
Knowledge is not systematised and transformed into knowledge that can be easily mobilised and disseminated, gaining scale. The internal capacity of teams to develop new solutions or replicate successful actions already tested is hampered, as they do not have the accumulation of knowledge that could facilitate processes and reduce risks. The loss of knowledge acquired in previous experiences can even hinder the continuity of promising initiatives, configuring a poor use of public resources and hindering the construction of an innovative environment.
CopiCola was born out of an effort to prototype a methodology for recording innovative initiatives in São Paulo City Hall. After an experimental phase, the programme was consolidated with the aim of documenting innovative practices in municipal public management, focusing on facilitating their replication in other contexts and valuing the knowledge of civil servants. The programme identifies, records and disseminates innovative practices with the potential to be adopted in different public management contexts. The team seeks to understand the problem that the civil servants tried to solve, map the resources and processes needed to develop the solutions, and highlight the real challenges faced during implementation. These learnings are presented through didactic and attractive narratives, built in a collaborative way.
The objectives of the programme are:
- To recognise the civil servants behind the scenes of good practices and public policies
- To map and systematise the knowledge, methodologies, tools and processes that are built by the civil servants of the Municipality of São Paulo
- To share the record of projects and public policies that seek to innovate in order to inspire and stimulate solutions within the public sector
- Disseminate a knowledge management methodology for civil servants
The programme develops materials in different formats - such as guides, summary pages, videos and activity proposals - to invest in dissemination that facilitates the connection between actors and enhances learning from the cases recorded. Indirectly, civil society sectors can also benefit from the materials built by the programme. CopiCola guides have been used by academic institutions and have been mapped, mainly in the teaching of courses such as Public Administration and Public Policy Management.
The programme was implemented through cycles:
- Prototyping - development of the research methodology, based on interviews, questionnaires, conversation circles and existing documents. The prototype identified the need to focus on the replicable aspects of the cases, and to present learnings, risks and challenges faced in the projects.
- Pilot Implementation - a first three-month contracting of a research institute was made to test the CopiCola shared management model. A partner was needed who had expertise in qualitative research and knowledge of public policy, and who was familiar with applied research, without using academic language.
- . Implementation - a call for proposals was made to hire a civil society organisation that could develop the programme along the same lines of shared management as the partnership experience. The construction of a term of collaboration was considered the best strategy, as it guarantees sufficient flexibility in its execution to be able to experiment with research methodologies and dissemination formats. In addition, it is a partnership format, with a clear agreement on responsibilities, which contributes to the collaborative development of products.
","a:2:{i:0;s:3:""184"";i:1;s:3:""613"";}","
- Experimentation: allowed the team to evaluate process learnings and challenges to quickly incorporate necessary changes.
- Focus on public servant knowledge: valuing the narrative of the public servants involved in the registered processes.
- Encouraging exchange between public servants, who can learn from each other through concrete experiences.
- Partnership format: enables public administration and academia to work together to solve a concrete problem.
- Dissemination of knowledge: the materials are designed with accessible language and a playful learning experience. Increasing the possibility of civil servants being inspired and replicating the good practices developed, and promoting the culture of innovation in public management.
- Collective learning: the methodology offers opportunities for the collaborative construction of knowledge among civil servants. The teams of the registered cases have the opportunity to build a systemic vision of their projects.
","a:1:{i:0;s:9:""diffusing"";}","Since 2018, the Sao Paulo Municipality has been using the “Copicola” programme to gather learnings across all departments. This knowledge management platform enable users to share and rely on existing examples to save time and resources in order to replicate successful interventions and learn from previous attempts.","The programme is implemented through a partnership with a civil society organisation, CEBRAP - Centro Brasileiro de Análise e Planejamento. The partnership allows public administration and academia to work towards solving a concrete problem. The format innovates by ensuring flexibility of action and experimentation with research methodologies and formats of dissemination materials. Thus, creating a long-term sustainable partnership by incorporating learning in CopiCola's management.","For teams that are innovating, CopiCola is an opportunity to systematise practices that are often only in the minds of the servants themselves. It is also a time to think about the mistakes and successes of policies. For other civil servants in the city, it brings the opportunity to inspire and meet those who have already innovated. Thus, CopiCola saves time and resources, since mistakes can be avoided and solutions can be copied, adapted and improved.","By 2022, the platform had 174 participants and 21 registered initiatives involving 18 municipal bodies. We have received around 13,300 views on the website from more than 276 cities and 942 downloads of the materials. We have hosted 19 events to disseminate innovative practices involving 513 participants in face-to-face events and have achieved 1,311 views of the launch videos on Youtube.
One initiative was fully replicated by the municipality of Niterói (Rio de Janeiro) through the guide ""How to encourage choices through communication with the population?. The Nudges case in IPTU collection"". The replication of the initiative generates resource savings, as it is possible to mobilise knowledge and evidence already recorded, and it is not necessary to ""reinvent the wheel"" to solve the public problem. In 2022, the programme was mentioned as a good practice in the ""Innovation Playbook"" of the OECD's OPSI (OECD Public Sector Innovation Observatory).","The implementation of the pilot guide showed that scaling up the registration and dissemination of cases requires the allocation of a team with continuous dedication. This challenge was addressed through experimentation and shared construction of the programme in partnership with CEBRAP. The fluctuation in the availability of staff to participate in activities presented challenges to meeting the programme's deadlines and research processes. To address this issue, a document was created detailing the steps of the programme and the responsibilities of each party. Showing and disseminating the importance of knowledge management within public management is another challenge the team faced. Recording and giving tools to enable the implementation of new initiatives inspired by existing actions is an intangible resource and it can be difficult to measure and highlight its importance.","The experimentation made it possible to define the registration guidelines, refine and redesign the research methodology based on the learnings from the pilot. The first guide produced served as a pilot to validate the methodology created. It helped to agree on demands and responsibilities with the implementing partner, bringing maturity to the programme. Partnering with technical expertise brought support and quality to the formulation of research and preparation of materials. It contributed to the construction of the programme during the experimentation process. The political and senior management support for the culture of innovation, in addition to allowing time for the initiative to mature, facilitated entry into other bodies, ensuring financial resources and recognition of the teams involved. The relevance of our subject was one of the key aspects of our success, as we were working with a real difficulty that was and is common to all areas of the municipality. The thematic interest was fundamental to allow openness in sharing knowledge.","The programme aims to disseminate a knowledge management methodology to civil servants, therefore all CopiCola tools and processes are public and freely accessible via the website. The ""Guide 22 - How to identify and disseminate innovation through knowledge management? The CopiCola case"" proposes exercises and reflections for the replication of the methodology created by the programme. Based on a usability survey, it was found that users of the programme replicate the reflections, structures and formats of the materials made available in their projects. For example, the project summary pages serve as a framework for civil servants to think about their own projects, with an indication of the most relevant information. In addition, the methodology created is used by other municipal administration programmes, such as the Residency in Public Management, in which residents will use the processes created by CopiCola to record their own initiatives.","One of the biggest learnings from the programme was the openness to learn from mistakes. CopiCola went through cycles of experimentation that allowed us to deepen the problem and iterate the solution, in an incremental process of improvement. Understanding the format of the partnership with a civil society organisation was also a learning experience that today allows flexibility of action, experimentation with research methodologies and scaling up activities, institutionalising the programme. Another lesson we have learnt along the way is that there is a symbolic element in recognising civil servants who are innovating, as it shows them that they are not alone and are part of a larger network of civil servants who are seeking to make a difference in municipal management: promoting a culture of innovation. Finally, it is necessary to explore innovation in government as a positive agenda, showing the paths and opportunities that can be applied by government areas.",,,"a:1:{i:0;s:5:""37723"";}",https://www.youtube.com/watch?v=ExBsJ5T9WgM,,
37725,"1st Round of Work for the Homeless Population of the City of São Paulo (Pop Rua Jud)",https://oecd-opsi.org/innovations/1st-round-of-work-for-the-homeless-population-of-the-city-of-sao-paulo-pop-rua-jud/,,"Federal Regional Court of the 3rd Region",Brazil,local,"a:3:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","1st Round of Work for the Homeless Population of the City of São Paulo (Pop Rua Jud)",,2022,"The pandemic has caused a significant increase in amount of people living on the street, who often have no documents and makes access to justice difficult. Pop Rua Jud brought together justice organisms and other public agencies in the same place to prevent citizens from being referred from one public agency to another, without solving their problem. It was innovative in that it brought together almost 50 federal, state and municipal public institutions, as well as civil society organisations, to act in a single service flow.","According to the Census of the Homeless Population carried out at the end of 2021 by the Municipality of São Paulo, through the Municipal Secretariat for Social Assistance and Development (Secretaria Municipal de Assistência e Desenvolvimento Social - SMADS), there are currently 31,884 people living on the streets of the city, an increase of 31% over the last two years. According to the survey, the main reasons given by respondents for being in the situation they are in were family conflicts (34.7%), alcohol and other drug addiction (29.5%) and loss of work/income (28.4%), with the vast majority wishing to leave the streets and work. However, rising unemployment rates and inflation make it increasingly difficult for this population to achieve this goal. The significant increase in the homeless population in recent years and the lack of documents necessary for people in this condition to have access to justice and other public services was the main reason for driving the POP RUA JUD SAMPA action - 1st Round of Work for the Homeless Population of the City of São Paulo (1st Mutirão de Atendimento à População em Situação de Rua). Based on Resolution No. 425/2021 of the National Council of Justice, which established the National Judicial Policy for Attention to Homeless People and its intersectionalities within the scope of the Judiciary, it was possible to develop an action plan for joint action between several institutions.
Bringing together all the services was fundamental to avoid citizens being sent from one public agency to another, without their problem being solved. In addition, it allowed the individual, in the same occasion, to enjoy food, hygiene, health services, obtain documents and the benefits arising from them. In short, to exercise their citizenship. Once contact was made with the institutions, there were several meetings and workshops to identify the services and interconnections between the services of the various stakeholders, align protocols, define flows and survey equipment needs. A flowchart of services was then drawn up, from the reception of citizens to their departure from the joint effort area. The service was divided into three axes: assistance and health care; issuance of various documents necessary for the exercise of citizenship; legal assistance by partner institutions and guaranteed access to justice for lawsuits and extrajudicial procedures. This last phase of the services offered consisted of providing access to the justice system, in which legal assistance will be provided by partner institutions, identifying possible demands, filing lawsuits and attempting conciliation to resolve problems immediately, especially regarding the receipt of welfare and social security benefits.
For this, there were representatives of the public defenders, state and federal prosecutors, Caixa Econômica Federal and the Federal Attorney General's Office. The INSS - National Institute of Social Security - took a team to receive administrative requests and perform medical expertise, which took place on the premises of the Brazilian Bar Association - OAB, located nearby. The Federal Special Court of São Paulo also counted on volunteers to process lawsuits and perform complementary expertise. The initiative ensured that a large number of homeless people had access to citizenship, public services and the judiciary, facilitating conciliation and speeding up the judicial process. Sentences were handed down, court settlements were approved and payment orders issued on the same day. The initiative has already been replicated by several other courts, will be repeated in São Paulo next November and is also being treated as an experiment to institutionalise a permanent flow of care for homeless people.","a:3:{i:0;s:3:""615"";i:1;s:3:""617"";i:2;s:3:""190"";}","Bringing together public agencies related to the provision of judicial services, such as issuing documents/certificates, paying social security/welfare benefits, assisting immigrants, etc., through a single, iterative flow, enables referrals to the various services that are in the same location. Volunteers direct people to the right services. At the same time, welfare institutions provided food, health services, hygiene kits, haircuts, clothing donations, among others. Legal guidance, registration in social programmes, job vacancies and specialised guidance was offered to women, LGBTQIA+ individuals, immigrants and former prisoners. It was necessary to build a unique flow of care and indispensable measures due to the work of 400 volunteers. The innovation occurs in providing infrastructure, communication and articulation for joint action of the various actors to serve the street population.","a:1:{i:0;s:9:""diffusing"";}","Between 15 and 17 March 2022, almost 9,000 people were assisted. The data collected from the activities were used to assess what was positive and should be replicated as well as the gaps that need to be filled. The network created remains fully operational and continues the collaborative work to identify the best way to serve the homeless population.","The Federal Regional Court of the 3rd Region (Tribunal Regional Federal da 3 Região - TRF) sponsored the event, with the participation of magistrates and volunteer servers. Other courts, the Public Defender's Office, the Public Prosecutor's Office, AGU, CEF, INSS, the Army, PF, UNHCR and other agencies brought staff and equipment to provide their services. Charitable and community associations, movements for the defence of the homeless population and religious associations acted as volunteers and provided food, hygiene kits and health services.","Homeless citizens, including refugee migrants, were beneficiaries of the innovation.","In the joint effort held between 15 and 17 March 2022, almost 9,000 people were assisted. Forms were filled in with various data. The data was then tabulated and there was a final meeting between the partners to assess what was positive and should be replicated as well as the gaps that need to be filled. The network created for the task force remains fully operational, continuing the collaborative work of identifying the best way to serve the homeless population on a permanent basis.","The main challenges were to estimate the volume of demand and to gather data and information from all partners in a collaborative platform so that it was easy to visualise and manipulate. The main shortcomings were underestimating the number of volunteers needed, training these volunteers and planning the circulation of users. However, it is noted that this was an experiment/pilot project, with the expectation of delivering a solution that mitigates the problem and at the same time identifies the needs for improvement to replicate and expand the scope.","
- Sponsorship of the administration
- Collaborative spirit of the public bodies and civil society organisations involved
- The creation of the National Policy for the Care of Homeless People by the National Council of Justice
- The work of a large number of volunteers, before and during the task force
","The practice has already been replicated in other Brazilian states, and will soon be repeated in São Paulo.","Although many of the institutions already work in favour of the homeless population, an event of this magnitude had never been held with the participation of so many institutions in an articulated and organised manner, which is why the final balance was quite satisfactory. In this sense, taking advantage of the experience gained, the improvement of the next actions is registered with the adoption of the following measures:
- Expand the space where the joint attention to users was held and the hours of service
- Review the layout of the stalls and the location of the services offered
- Reinforce the service for obtaining ID and for registration in the Cad.Único, which were the most accessed services
- Reinforce and test the internet service
- Improve the citizen screening service, providing for the accompaniment of a volunteer throughout the service.
","The evaluation of the coordination team and partners on the outcome of the round of work was extremely positive, especially since it was the first time that all institutions were involved in a project with such a variety of services offered and broad attendance. A large part of the success of the initiative consisted in inviting representatives of institutions that already work with the homeless population, with the Judiciary acting as a mediator to reach an understanding between all.",,,,https://www.youtube.com/watch?v=N3pCka7vF1E,
37731,"Acolhe Program - Private Social Investment Fund to End Violence Against Women and Girls",https://oecd-opsi.org/innovations/acolhe-program-private-social-investment-fund-to-end-violence-against-women-and-girls/,,"Avon Institute",Brazil,regional,"a:2:{i:0;s:7:""housing"";i:1;s:12:""public_order"";}","Acolhe Program - Private Social Investment Fund to End Violence Against Women and Girls",https://www.fundoisp.com.br/,2021,"The Acolhe Programme offers private network accommodation for women in situations of violence in more than 230 municipalities in Brazil in partnership with municipal networks for confronting violence. In addition to offering reception, the programme acts on the municipality's referral flow by demanding a public response to the problem and offering qualification.","The Acolhe Programme (Programa Acolhe - Fundo de Investimento Social Privado Pelo Fim das Violências Contra Mulheres e Meninas) offers private network accommodation for women in situations of violence in more than 230 municipalities in Brazil in partnership with municipal networks for confronting violence. In addition to offering reception, the programme acts on the municipality's referral flow by demanding a public response to the problem and offering customised responses to the women served.","a:2:{i:0;s:3:""213"";i:1;s:3:""190"";}","The Private Social Investment Fund (Fundo de Investimento Social Privado) was set up to support women during the COVID-19 pandemic. During the period of social distancing, women faced even more difficulties to seek protection through the public service. There was an increase in violence and femicide in Brazil grew by 20% in the worst period of the pandemic. The main innovation of the Acolhe Programme is the public-private partnership for hosting women in situations of violence on a national scale. This has never been done in Brazil, connecting public policy to combat violence with a private hotel chain that welcomes women and their children, while the government prepares an action plan to enable the victim to leave the situation of violence permanently. In addition to the Accor network, the programme has the participation of a technical partner with extensive experience in sheltering women in situations of violence that supports municipal networks to combat violence in improving care protocols, training the network to use the risk questionnaire to define the best shelter solution for women.
The aim of the programme is to strengthen public policies by offering alternative accommodation for women, helping the network to identify weaknesses in care and reduce the recurrence of violence and femicide. The programme aims to donate 4,200 hotel nights for women, reach 150 municipalities in Brazil and implement the risk questionnaire in 100% of the municipalities that use the programme. The programme is implemented through the signing of Technical Cooperation Agreements with states with direct effect for municipalities with Accor hotels, as well as nearby municipalities. Women in situations of violence are the main beneficiaries, but also the agents of the care network who receive the programme participate in training meetings. In the future, the Acolhe Programme intends to systematise a methodology for implementing protocols and referral flows for women that can be adopted by any municipality in Brazil.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Acolhe Programme has offered accommodation to women in hotels in more than 230 municipalities in Brazil, through public-private cooperation agreements, it serves as a gateway to delve into the barriers and weaknesses of municipal networks of care for women in situations of violence.","The programme was initially created and financed by the company Accor and the Avon Institute, the social arm of the company Avon. The technical partners Instituto de Desenvolvimento do Investimento Social (IDIS) are also active in the programme, supporting the management of the ISP Fund that finances Acolhe.","Women in situations of violence who sought the protection network in the municipalities of residence were benefited. Technicians, social workers and psychologists from the networks to combat violence received training and support from the programme and civil servants from the partner state secretariats had their government programmes augmented.","We carry out a strict control of the assistance provided, but we also collect evaluations from the users of the programme, as well as from public partners. Up to September 2022, 2145 lodgings have been donated in 100 municipalities. In addition, 234 municipalities have already received training to use the programme. 183 women have been hosted with 223 accompanying persons. The programme has already provided 625 services to participating municipalities. 1,522 network technicians have undergone training to use the programme and risk assessment. 238 municipalities in 22 states have been qualified to use the programme Some of the impacts of the programme reported by public partners are improved knowledge of the coping network in the state identification of weaknesses in the service provided by municipalities. The need for training for network professionals was identified. The lack of integration between public services that deal with violence against women was also recognised.","Some challenges encountered were the low qualification of the coping network, which makes it difficult to follow up on the women hosted in the programme. There was a lack of commitment of the network to provide resolutive care to women and a shortage of resources and people to act on the cases attended. Lack of clarity of the roles and responsibilities of the agents in the care of women was identified as well. We are developing strategies to overcome these problems through training and local agreements with the networks.","For the Programme to gain scale, it is necessary to have integration and agreement between the organs of the network regarding responsibilities and roles in serving women. Public security, social assistance, justice, health and education need to work together to reduce femicide. Extensive training of network agents on the Maria da Penha Law, legislation that is a model for the protection of women, is required as well as information about the challenges of implementing the law. Accountability of the states in directing and engaging municipal networks to combat violence, as well as budget allocation for hiring people and services is necessary for the success of the programme. Finally, hiring qualified people with a profile and values compatible with the cause of combating violence against women is needed.","The programme showed that public-private partnership can promote a lot of learning and understanding about pressing public problems. The strategy of conducting technical cooperation agreements with states to promote a dialogue and engagement with municipalities can serve for the implementation of other types of public policies. The partnership for hospitality in hotel chains can also be used for policies to provide temporary shelter for refugees, another vulnerable public in need of emergency shelter.","The program has a high level of satisfaction as it offers customized responses to the victims' needs, works to solve their problem and prevent the recurrence of violence. The offer of accommodation in hotels served as a gateway to dialogue with the public service and to identify and take action on major problems encountered in service networks. The lack of integration of services is a major obstacle to the functioning of public policy.","The Acolhe Program received the Eco 2022 Award, an important private sector award in Brazil, for its innovative nature.",,"a:1:{i:0;s:5:""37733"";}",,,
37734,"LA-BORA! gov",https://oecd-opsi.org/innovations/la-bora-gov/,,"MInistry of Economy",Brazil,central,"a:1:{i:0;s:12:""public_admin"";}","LA-BORA! gov",https://www.gov.br/servidor/pt-br/assuntos/laboragov,2019,"LA-BORA! gov arose from the need to improve the well-being and engagement of public servants. Created in December 2019, by public servants themselves, it is the first government innovation laboratory focused on improving public servant experience. It is a learning and innovation space with the purpose of supporting the creation of innovative solutions in people management, bringing civil servants closer to citizens and supporting leaders to work with an empathetic view of reality and a focus on people.","People management areas are historically understood as bureaucratic places and focused on processes. In addition, most of the actions aimed at improving the well-being of public servants refer to specific activities, such as yoga, meditation and choir classes. They are important, but they work as mitigators as they relieve stress, physical pain and mental suffering, effects that have much deeper causes. In 2019, we delved into research to understand the challenge of engagement in the public sector. The need for an empathetic view of people's reality was clear, one with systemic thinking about policies and actions and a change in behavior aimed at experimenting with people management policies and actions before implementing them on a large scale. Even more, we needed to transform people management from the most important partners in this process: the users - in this case, the public servants themselves. We created a government innovation laboratory, in which civil servants are empowered and are part of the solution, one that creates a sense of responsibility and allows for connecting more actively with this process. The result is greater engagement and productivity.
Co-creation and the perspective of the users was part of the construction of the laboratory from the beginning: the name (LA-BORA! gov), the purpose, the values and even the letter of services were designed with the public servants, in interactive and immersive workshops. We know that innovation is no longer a choice and all public servants can and should innovate. However, we have the challenge of bursting the “innovation bubble” and reaching people who think that innovating is not for them. When talking about innovation with jargon like “disruptive mindset”, showing international and private sector success stories, we fail to connect with the reality of others. Therefore, people management areas need to communicate with employees using simple language, with day-to-day examples, also showing cases of failure, in order to examine them and learn from them. Culture is transformed by practices, adapted to needs and contextualized. Thus, we were able to demystify innovation, show that it is not something for “young, cool people” or that it concerns only those who work with technology, and we managed to touch people's hearts. Many of the resistances are broken when diversity is welcomed, including ideas and profiles.
In research with public servants, we understand that there is a perception that these workers are resistant to change, they do not want to learn or innovate. In reality, many times we are so immersed in pending issues and urgencies that we are unable to look at trends. Other times, we lack autonomy and are micromanaged, which impedes our creative freedom. The imposition of unrealistic deadlines and expectations can hinder our inspiration and our systemic thinking. In this context, many courses and training have focused on equipping civil servants with tools, evidence and techniques to innovate. However, how to apply these new skills and instruments when the environment is rigid, discouraging and threatening? From the public servants' feedback, we understood that there is no lack of skills in the public sector and that the servants are not lacking in learning and transforming. However, there is a lack of psychologically safe environments for people and ideas to connect and for employees to put their socio-behavioral skills into practice.
Innovative environments, which promote our human nature and skills, might not be common in public administration. From this perspective, engagement does not emanate from control, but from creative confidence, which is the element that greases and links ideas, people and emotions. Thus, the perspective for the future is not only to instruct, but to change behavioral models. For this, we abandon the romanticized view that we all need to be motivated and happy all the time at work. By removing these evasive speeches about purpose and motivation, we are able to focus on what really matters. For example, we encourage leaders to create environments conducive to purposeful questioning (which is different from accommodating complaining). Harmonious workplaces, where there are no disagreements, often camouflage unmanaged tensions and oppressive environments, where leaders only want to hear the echo of their own voices.","a:2:{i:0;s:3:""260"";i:1;s:3:""156"";}","Innovation can be mistakenly understood as technology, digitization or associated with expensive and ambitious solutions. However, the innovation we brought managed, at zero cost for the public administration, to transform the way in which the government relates to its workers. The solutions are simple and accessible to the servers and co-created with them using innovative approaches. Our actions are based on evidence and research that demonstrates the needs of public servers. An example of this was a survey with the People in Government Lab at the University of Oxford on well-being and engagement in remote work. Our services break with the old-fashioned perspective of specific actions, such as extrinsic incentives and benefits as a form of engagement. On the contrary, we are guided by practices that encourage the connection of ideas, people and hearts at work. The idea is to find meaning in work.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","LABORA! gov has reached over 35,000 public servants and provided opportunities to burst the innovation bubble. The programme is developing many other initiatives that simplify public servants' work lives and improve their well-being.","
- Public sector: Laboratories, schools and areas of innovation in government
- Private sector: Hubs, Innovation Startups, govtechs and 3rd sector
- Academia: Researchers and scholars on the subject
- Users: Public servants. We created a new work model (FREE-LAS!) that allows public servers to actively participate in all our actions and services. All the results are published on the LA-BORA! gov website
","Citizens are impacted as the improvement of the public servant experience is directly related to the improvement of the public service user, the citizen experience. Thus, direct users of LA-BORA! gov are the public servants, which participate from end to end and enjoy the results.","Between January 2020 and June 2022, LA-BORA! gov carried out 214 services, including workshops, mentorships, lectures, courses and conversation circles, both in person and online. More than 35,000 servers were directly impacted, from more than 80 different bodies in the Brazilian public sector. In addition, we achieved 120,000 asynchronous views of the lectures available on the youtube laboratory channel. The users' anonymous assessment of the services reflects the perception and impact on the lives of the servers: 98% rated the experience as good or excellent and 98% said they would participate in LA-BORA! gov actions again. We measure results by rating all services anonymously.
In the future, we hope to scale and spread LA-BORA! gov practices in all public administration bodies. When that happens, we will no longer need to exist as an innovation laboratory, as experimentation, empathy and focus on the user would be part of the servers' daily lives.","The biggest challenges are linked to constant changes in management and the need for constant negotiation and convincing. This impacts on risks of discontinuity of services. To reduce this risk, recently, LA-BORA! gov was institutionalized in the structure of the Ministry of Economy. The team views failures as opportunities to change course. An example of this was the beginning of the pandemic, which we see as a setback but which quickly became an opportunity to expand work and burst the innovation bubble. We started reaching servers remotely and greatly increased our impact. Another challenge is not to romanticize work. We can't change people, but we can design experiences that encourage desirable behaviors. Thus, many other initiatives are under development, such as the creation of nudges (or behavioral interventions) that simplify our work lives and improve well-being.","At the beginning we believed that it would be essential to have a physical space, which afterwards became unnecessary. Today, THE LA-BORA! gov are the people, the public servants that work here. The user's need changes all the time and norms are stricter than people, which is why regulations should be flexible. We form leaders and we have a humanized and inspiring leadership. Our human resources are diverse in gender, race, experience and perspective. We have more than 400 FREE-LAs registered, from more than 80 different agencies and we invite employees from this bank of collaborators to all our actions. Our values are translated into behaviors and we evaluate them annually in workshops with users (public servants). Currently, in 2022, they are: empathy, innovation, valuing all ideas, collaboration and transparency.","LA-BORA! gov is developed in iterative and experimental cycles, grounded in design approaches. Once tested and qualified, we implement them. To enable other bodies and people to implement them, we created the Thematic Curatorship (Curadoria Temática), a repository of practical, simple and intuitive models that can be adapted and applied in different realities (https://www.gov.br/servidor/pt- br/assuntos/laboragov/curadoria-tematica). Several agencies have adapted and used these models.","Public servants have been in difficult situations, in environments of toxic and only apparent harmony. Our work aims to inspire a reinvention, a transformation of perspectives. However, a lesson learned is that we are not more creative or innovative than other servers. Certainly, we had more opportunities and luck. We all can and should innovate. For this very reason, it is our obligation to reach more servers and support them on this journey. Another lesson is that innovation does not always involve technology and high resources. All of us as public servants can and must innovate. There is no recipe, nor a linear path to innovate. Trusting the team, giving autonomy, supporting people, connecting feelings and ideas are means for innovation.","We inspire public servants to reconnect with their spirit for public service and transform realities.",,,,,
37739,"TransformaGov Networks",https://oecd-opsi.org/innovations/transformagov-networks/,,"Management Secretariat - Ministry of Economy",Brazil,central,"a:1:{i:0;s:11:""information"";}","TransformaGov Networks",https://www.gov.br/gestao/pt-br/assuntos/inovacao-governamental/rede-transformagov,2020,"The Secretariat for Management - SEGES (Secretaria de Gestão) provides an inter-institutional cooperation environment for the implementation of the TransformaGov.BR Programme (Programa TransformaGov.BR) through the creation of a collaborative network in the states. The TransformaGov.BR Network brings together representatives of agencies and entities that have units outside Brasília with the objective of promoting the exchange of experiences, leveling governance and management practices and promoting the implementation of administrative efficiency solutions.","Brazil's Federal Public Administration (FPA) presents relevant asymmetries that impact from the formulation and implementation of public policies to their execution. One of the causes of them being the isolated work within the scope of the Brazilian State, where bodies and entities are organized to act independently and autonomously, creating watertight niches of competence and potentially generating wasted efforts, resources and time. In turn, this generates impacts on administrative efficiency and contributes to the citizen's perception of slowness and incapacity, compromising legitimacy and therefore, ultimately, interfering with governance . For this goal, over the last three years, SEGES has implemented management and cooperation networks in the majority of Brazil's federal states.
The implementation of management and cooperation networks in all federal states generates an ecosystem can boost efficiency by fostering collaborative state actions among decentralized units and entities belonging to the FPA. It can optimise the implementation of public policies, giving more quality to public spending, delivering more value to society, as well as establishing new forms of narration of results and project management.
The potential for continuity and strengthening of networking by the Brazilian State, which could in the future expand to involve other federated entities and representatives of civil society, can be an important step in the evolution of the state and in the processes of management for results that focus on the citizen. In this context, there is relevance in expanding and strengthening the role of SEGES in the implementation and expansion of this superstructure of cooperation. If expanded, it can impact the entire cycle of public policies, generating environments and endless opportunities for improvement, innovation, modernization and sharing of experiences, knowledge and resources.","a:1:{i:0;s:3:""613"";}","TransformaGov includes simplification and transformation measures for FPA bodies and entities. SEGES, through its Government Transformation Department, created and maintains an environment of inter-institutional cooperation through TransformaGov Networks (Redes TransformaGov.BR) a set of collaborative networks currently present in 23 states, TransformaGov Networks. The Networks bring together representatives of bodies and entities with administrative units located outside Brasília/DF and promote the exchange of experiences and good practices in governance and management, in addition to providing administrative efficiency solutions. To this end, representatives were appointed to act as mediators of actions in each state where the Network operates.","a:1:{i:0;s:14:""implementation"";}","The TransformaGov Networks are still in the implementation phase, given that there are networks with complementary action related to innovation, as well as thematic networks spread within the scope of the FPA and within SEGES that may start to act in synchronous cooperation.","The management of the Networks has a dedicated team, 10 servers for contacts and promotion of collaborative projects and partnerships. The directors/public servants of the FPA's decentralized units in each of the states where the Network is present are part of the State Networks. The Networks reach more than 140 bodies/entities - 950 FPA units in 23 states through remote mediation and virtual forums. Other partners include the National School of Public Administration and other inter-institutional networks of management and innovation in government.","
- FPA units: more than 950 units integrating the TransformaGov Network
- Managers and public servants of FPA units / decentralized units
- Central Bodies/Headquarters of Brazil's FPA
- Office, Departments and Coordination of SEGES/Ministry of Economy
- Institutional partners: academia and public schools
- Civil society, citizens, and service users impacted by the Networks' actions
","The innovative positioning of the Secretariat for Management/SEGES impacted the target audience of the Networks at an atypical moment. The articulations in the states that started in late 2019 were consolidated in mid-2020, synchronized with the COVID-19 pandemic and the necessary transition from a face-to-face to a remote model. Thus, SEGES was able to test and confirm the relevance of the network model as a fundamental strategy to support the public agencies and units in each of the states.
In addition, the promotion and dissemination of a collaborative culture served to:
- Mobilize for transformation and administrative simplification
- Rationalization of the use of resources and cost reduction
- Management of knowledge about public management in decentralized units
- Valuing knowledge, encouraging the sharing of experiences and good practices
- Training, workshops, impacted servers, affected bodies and partner organizations
","One of the challenges we faced was the conceptualization of strategies and formulation of actions to increase the commitment, participation and engagement of the members of the Networks, expanding the levels of iteration, the self-management of the networks and the perpetuity of the network's performance.
Some of the failures and difficulties we faced were:
- Resistance to collaborative action
- Rotation of directors
- Low involvement of the internal teams of each unit
- Lack of knowledge of the network's potential for action
- Lack of institutionalization
In order to overcome these difficulties, we are reviewing and remodeling all elements of the network's structure. We are defining its purpose, processes, products, means and form of communication. And modeling the interinstitutional projects aimed at improving public management in the Federal Public Administration.","
- Institutionalization of network action for the implementation of multisectoral policies, sharing of resources (materials and people), good practices, expertise and innovative actions
- Definition and publication of purposes, objectives, values, processes and deliveries
- Commitment of the sectoral managements with a new methodology of action/acting and governance.
","There are no impediments to the replication of the initiative at the state or municipal level. The expansion of actors and target audience can be identified for the project to be replicated.","We understand that networking, through the institutionalization of a supra-structure of cooperation capable of improving interaction based on common purposes, is beneficial for the State. The culture of cooperation still needs to be introduced into the core of state action, which is still based on hierarchical and functional structuring. Changing mentalities is the first step towards changing behavior and only then will it be possible, over time, to perceive the change in values and the influence on results and impacts on society.
This process is time consuming and still pending an effective decision capable of mobilizing large and heavy state structures. When the objective is accomplished, innovation would be a constant within a fluid, virtual, horizontal and self-managed structure, capable of involving institutions, servers, collaborators and the citizen-client. Thus, changing the way of State action and the perception of the State.",,,,,https://youtu.be/7mP7yxck_E4,
37743,"AGERSA - Use of Drones in Sanitation Inspection",https://oecd-opsi.org/innovations/agersa-use-of-drones-in-sanitation-inspection/,,"Sanitation Regulatory Agency of the State of Bahia (AGERSA)",Brazil,regional,"a:1:{i:0;s:12:""public_admin"";}","AGERSA - Use of Drones in Sanitation Inspection",,2022,"The Sanitation Regulatory Agency of the State of Bahia (Agência Reguladora de Saneamento do Estado da Bahia - AGERSA) is responsible for overseeing the provision of public basic sanitation services in 366 municipalities. With the aim of keeping the team safe, optimizing the inspection action, making the inspection time more cost effective, as well as making the diagnoses more complete, the use of drones was incorporated in the field inspections. Using Drones enhances the safety of the technical inspection team, allows for more complete diagnoses and assessment reports, and contributes to time optimization, thus allowing for quality, efficiency, safety and cost reduction gains.","AGERSA maintains within its attributions the performance of on-site inspections of sanitation structures and all their components. Among the components to be inspected are equipment that was difficult to access and with a notorious risk to the physical integrity of the technical inspection team such as: elevated reservoirs that require training and the use of safety equipment to access them, which sometimes is not enough due to the poor physical state of the structures (stairs, rest platforms and guardrails), water abstractions, sewage disposal points, which are often located in dense forest areas that make access difficult and present a risk of accidents with venomous animals. The difficult-to-access places have also jeopardized the conservation of the official car used in the inspections, which has also caused technicians to have to disembark and walk long distances, impacting inspection time.
The innovation consists in using Drones (Unmanned Aerial Vehicle - UAV), remotely controlled aircraft, in inspection actions. The objective of the innovation is to bring security to inspections, allow for the production of reports with complete diagnoses and contribute to time optimization, thus allowing for gains in terms of quality, efficiency, safety and cost reduction. This in turn benefits the Technical Team, in terms of reducing the risks they face, and users (consumers of information) of water treatment and sanitary sewage services.","a:1:{i:0;s:3:""876"";}","Implementing the use of Drones (Unmanned Aerial Vehicle - UAV) made it possible to obtain images during inspections, something that before the use of this technology would have been impossible to acquire in the inspection act. Their use now provides more detailed and assertive knowledge of all the structures of the system water supply and sewage system. Without bringing risks to the technical team and making the inspection activity more efficient. This implementation was made possible by the course provided by GRAER PM-BA, where both in theoretical classes and in field classes, it showed how to handle the DRONE, meeting all the specifications of the relevant legislation, thus bringing safety to the flights carried out by the technicians.","a:1:{i:0;s:14:""implementation"";}","The technical team already uses drones in inspections, where it has already shown results, in the future the increase in the number of Drones all inspections will be able to enjoy the advantages of this technology.","The Bahia Military Police Air Group (Grupamento Aéreo da Polícia Militar da Bahia) CORPAS (Remotely Piloted Aircraft System Operator Course), was a partner responsible for a 120 hours team training that lasted 4 weeks during the period between January 2020 and February 2022. It involved a distance theoretical phase, practical flight classes and assessment to verify proficiency. And during the last week, the course included a psychological assessment with a psychologist specializing in human factors in aviation.","The technical inspection team, in addition to being an interested party, is also the user of the innovation, as with the innovation it was possible to substantially increase the number of municipalities and systems inspected. In addition, it eased the countless difficulties mapped by the technical team for the field work, most of which could be eliminated with the use of drones. Gains in terms of quality, efficiency, safety and cost reduction also benefit citizens, who receive a service with greater quality with the use of drones.","As the objective of innovation is to use drones, the first goal was to qualify the technical team, and through the course offered by GRAER, the goal was successfully completed, obtaining 100% of the team qualified. The use of this technology brought another question to the systematized use of drones: the production of the User's Manual. This goal was successfully achieved, which made it possible to reach the main result of performing 32 inspection flights and obtain efficiency in the activity time without risks to the technician.","The bureaucracy and slowness of the flow for the acquisition of equipment posed a challenge, as it delayed the maximum reach of the advantages of the innovation. Avoiding the previous would be important so that technicians do not need to take turns using the equipment while the purchase process is in progress. Another challenge is the difficulty of finding professionals who carry out preventive and corrective maintenance of the equipment, a market that is still little explored. To overcome them, an attempt was made to study the regulations and laws involving the use of the equipment, presenting the directorates responsible for successful cases in different areas, interconnecting them with the activities of regulation and training the team who would use them.","The engagement of those involved, including partners such as GRAER and PM – BA and the practicality of using the equipment was a necessary condition for the success of this policy. The willingness of the technical team to put into practice all the acquired knowledge is a must.","The innovation has not been replicated, although the service provider has taken steps to reshape its practice.","AGERSA is responsible for carrying out on-site inspections of sanitation structures and all their components. Among the components to be inspected were equipment that was difficult to access and that put the physical integrity of the team at risk. Issues involving safety, physical exhaustion and time added to the incompleteness generated in the diagnoses and presented in the inspection reports as an “unverified area”, preventing the technical team from determining the corrections and follow-ups necessary for these segments to be improved. After the implementation of the innovation, we learned that the decision to invest in the safety of the team, to optimize and make the inspection time more profitable, as well as to make the diagnoses complete, was a good decision.",,"a:2:{i:0;s:5:""37745"";i:1;s:5:""37746"";}",,,https://youtu.be/8XEca6i8QAE,
37752,Sandbox.Rio,https://oecd-opsi.org/innovations/sandbox-rio/,,"Rio de Janeiro's City Hall",Brazil,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}",Sandbox.Rio,https://sandboxrio.com.br/,2022,"Sandbox.Rio is the first controlled experimental environment in a Brazilian capital to test innovative solutions that do not fit into the pre-existing regulatory scenario. Based on the tests, information is collected that helps the City of Rio understand the innovations and the accompanying receptive regulatory framework that would be needed to adhere to new technologies. In addition, the generated database helps the design of public policies in Rio, which is established as a model smart city in Brazil. The project stands out for: i) being the first Brazilian capital to implement a regulatory sandbox; ii) not thematically restrict the projects, which range from smart city solutions to optimization of government activity; and iii) that all projects will ultimately undergo a technical regulatory impact assessment report that will assess the pertinence of regulating the product.","Sandbox.Rio is a project that aims to improve the regulatory framework of the Municipality of Rio de Janeiro through the development of a controlled test environment for experimenting with new technologies. Through it, tests of service and product innovations are carried out on a temporary basis, through the removal of the applicable regulatory framework and under the control of some state entity, in order to observe their effects in practice and, thus, build a set of guideline standards based on evidence produced by experimentation. The sandbox nomenclature is traditionally used in the computing area to describe a method of testing systems, through controlled environments, to verify their possible failures or vulnerabilities. The regulatory sandbox, on the other hand, originated within financial regulation, driven by fintechs. The possibilities brought by technological innovations in view of the sensitive systemic risk present in the sector made the instrument an interesting regulatory alternative available to the regulator.
However, regulatory sandbox initiatives seem to be very restricted, so far, to the financial sector and projects at the federal level (in Brazil, the Central Bank, CVM and SUSEP sandboxes stand out as an example). Nonetheless, the tool seems to us to be also useful for other spheres of government. In Municipalities, for example, with the different urbanistic and management nuances, a controlled test environment allows the insertion of products in the market in a safer and better integrated way for the community and the urban environment (see, for example, the impact of the disorderly insertion of electric scooters in Brazilian cities – which caused accidents, negative road effects and, finally, the unfeasibility of the business for most companies in the area).
With that in mind, Sandbox.Rio was conceived as a solution to transpose the sandbox concept into the reality of the Municipality of Rio de Janeiro. Its conception was possible through research and dialogues that contemplated (i) benchmark carried out at national and international level; (ii) meetings with members of academia and subject matter experts; (iii) dialogue with companies that work with innovation to verify adherence to the program and (iv) analysis of the adequacy of the sandbox idea to the context of the Municipality. From then on, studies began for the elaboration of a municipal decree to deal with the matter. The said decree was prepared by the Undersecretariat for Regulation and the Business Environment and subsequently analyzed by the Municipal Attorney General. As a highlight, the Decree provides that projects are selected through a Public Call Notice, which must have objective criteria for evaluation and assessment, a discontinuity plan, and a final technical report that will evaluate the results obtained and send a suggestion of regulation (or not) of the solution. Said Decree was published on April 26, 2022 and the Public Call Notice on 05/02/2022.
Eight proposals were received, of which five were viable during the selection period. The selected proposals cover topics such as: i) delivery of goods by drones (including ground drones); ii) embarkation and disembarkation of collaborative charter transportation; iii) installation of electric car chargers in public areas; and iv) modernization of the Municipality's tax compensation system. All approved proposals present solutions that have not yet been tested in Brazilian cities and will certainly contribute to the identification of Rio de Janeiro as a city open to technology and innovation. The approved projects, as they involve public areas to be assigned, are now going through a phase of defining implementation locations and monitoring methods.","a:1:{i:0;s:3:""320"";}","As mentioned, the project is the first sandbox to be implemented in a Brazilian capital and does so without thematic restrictions, allowing companies from different sectors to participate. Also, based on the testing of innovative solutions, information is collected to help the City Hall understand the innovations, ensuring a regulatory framework that is receptive and compliant with new technologies. In addition, the data generated during the testing period will help public managers in designing public policies of interest to the Municipality.","a:1:{i:0;s:14:""implementation"";}","The policy is still in the implementation phase.","In the formulation of Sandbox.Rio – and above all during the drafting of the decree and the elaboration of the notice and annexes – academia, companies that work with innovation and other internal bodies of the City Hall (such as the Attorney General's Office of the Municipality) were consulted to assess the legal regularity and project potential. At the current stage (implementation), we are still in dialogue with actors such as SENAC, ITS Rio and MIT to form possible agreements in the management and sharing of knowledge.","The project has several layers of beneficiaries. On the companies' side, it assists in the entry of new products and services into the market with greater regulatory security. On the part of the Municipality, it helps in the understanding of the innovations in advance and based on the available data generated in the testing phase. On the citizens' side, there is greater security of coexistence in the urban environment with an innovation now tested in a controlled context.","As it is still in the implementation phase, the concrete results of the policy are still uncertain. However, as the selection of innovative solutions has already been completed, there is an unprecedented potential to generate efficiency gains, reduce costs and entry barriers for innovative products, processes and services in the city's business environment. As revealed by the Financial Conduct Authority (FCA), the UK's financial regulator, the sandbox makes it possible to reduce by up to 3 times the cost of creating and validating a product, service or process and launching it on the market. In addition, the thematic plurality of projects demands specific monitoring and evaluation methodologies. All projects will be accompanied by interactive and simultaneous dashboards. From the reports generated, the data will be analyzed and the final technical report will adopt the most appropriate methodologies for each case, such as cost-benefit analysis, cost-effectiveness, multicriteria, among others.","The central challenge consists in the dialogue with the various actors - public and private - involved in the project. As there is no thematic restriction, proposals from different segments were received. At the same time, the Sandbox regulatory decree determines that any regulatory exemptions to be granted depend on the acquiescence of the body with competence for regulating or supervising the activity. Thus, the Secretariat responsible for the initiative (SMDEIS) had – and still has – the challenge of managing contact with different bodies, conducting thematic meetings and drafting technical documents more adherent to each area.","In addition to the open and constant dialogue with academia, bodies or entities with sectoral regulatory competence and companies that operate in the area of science, technology and innovation, the success of the Sandbox, specifically in terms of execution and the positive results for the local innovation ecosystem, requires the development of strategic planning accompanied by good public governance to make the initiative viable. In addition to these conditions, the analysis of the results collected during the execution of activities, in order to deliver public value for the improvement of sectoral regulation and public policies of the municipality for the promotion of the innovation ecosystem.","Rio asserts itself as the first Brazilian capital to create a regulatory sandbox, which, initially, was structured to receive proposals in a broad way, in order to contemplate not only companies but also research institutes and other entities dedicated to the promotion of technological innovations. The municipality's initiative, already in the implementation phase, has the vocation of being replicated for new cycles, including in delimited modeling for thematic challenges, such as sustainability and energy, which has already attracted interest from partnerships on the part of institutions such as MIT and companies of the sector, as well as for specific areas of the city. Finally, Rio City Hall is also available to assist other municipalities and states in the creation of their own sandboxes, bearing in mind that the terms stipulated by the Decree and Public Call Notice are adaptable to other realities.","The City Hall initiative was able to present a diagnosis of the potential for innovation at the local level, providing opportunities, in a first sandbox cycle, for the broad participation of the entire entrepreneurial ecosystem. The road taken so far to build Sandbox.Rio had challenges of different natures, but it proved that with adequate intersectoral interlocution and dialogue with actors from the innovation environment at the municipal level, it becomes possible to execute a project of this nature. To expand and provide transparency to the studies and lessons learned so far, the Undersecretariat for Regulation and the Business Environment is in the process of preparing a booklet that will explain, in simple and objective language, the step-by-step process for formulating a regulatory sandbox and aspects to be considered by public managers in its preparation.","For greater active transparency, Rio's City Hall has periodically made available, on a specific website (https://sandboxrio.com.br), all information regarding the selection process and the progress of the regulatory sandbox.",,,,https://www.youtube.com/watch?v=-oWMMivCY7E,
37761,"Smart School Nutrition in Dourados",https://oecd-opsi.org/innovations/smart-school-nutrition-in-dourados/,,Lemobs,Brazil,local,"a:3:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:6:""health"";}","Smart School Nutrition in Dourados",https://lemobs.com.br/aei-alimentacao-escolar-inteligente/,2022,"Smart School Nutrition (Alimentação Escolar Inteligente - AEI) is a web application and platform that supports school to avoid food waste and contributes to a balanced school nutrition through its intelligent menu creation and food stock management assistant. According to Brazil without Hunger (Brasil sem Fome), there are 33 million families suffering from hunger and 125 million living with food insecurity. This is happening in a context where one third of the world's food is being wasted (FAO, 2001). After the implementation of the the Smart School Nutrition programme, 58 preparation sheets and 48 menus were prepared for the Tengatuí Marangatú Indigenous School, which reduced food waste by almost 80% in 10 weeks.","School feeding management is a complex task for Brazilian municipalities. In addition to the challenge of managing all the diversity of foodstuffs, quantities and deadlines, the team of nutritionists also needs to deal with adapting the diets of a huge number of students. In this context, the startup Lemobs has developed a technological solution to provide support to professionals involved with school meals. The solution consists of an integrated software and application that allows for the management of school meals according to the National School Feeding Programme (PNAE) guidelines, including menu management, nutritional per capita, inventory and cost management and control and approval of requested/received orders. In addition, food acceptability and quality tests are provided, as well as tools for nutritional monitoring of students that allow recording health data, allergies, intolerances and other conditions that assist in the planning and execution of food supply in schools. The software automates the various stages of the process while respecting the legal framework of the PNAE, which has more than 80 regulations ranging from nutritional tables to accounting. With the identification of student profiles, nutritionists are able to prepare and make available menus and recipes for schools to choose from, which place their orders in an automated way through the application, generating more transparency and ease of management by allowing the control and visualisation of the entire process by those involved (Department of Education, nutrition team and school board), from the availability of menus to delivery by suppliers.
The solution promotes efficiency, agility and transparency to the school feeding management process, facilitates stock control and the request and receipt of orders from Family Farming, reduces food waste, automates the control of the nutritional quality of food and the monitoring of the development of children and adolescents. PNAE has been recognised by institutions such as FAO and WFP. We believe that AEI's innovative approach can be used in all Brazilian cities and scaled up globally to implement sustainable school feeding programmes. The AEI solution is able to directly impact 4 UN SDGs:
- SDG 2. Zero Hunger and Sustainable Agriculture: The project promotes sustainable agriculture and helps fight hunger by supporting Secretariats and schools in ensuring nutritious and safe food for students.
- SDG 3: Health and Well-being: Quality food directly impacts the health of students.
- SDG 4. Quality Education: Quality nutrition acts on the development of boys and girls in early childhood and serves as a basis for the learning process and for healthy physical and mental growth.
- SDG 12. Responsible Consumption and Production: By enabling the control of orders, stocks and quantities based on the number of students, acceptability tests and other indicators, the solution helps to reduce food waste and losses.
In the context of the Dourados indigenous schools project, the technological solution made it possible to measure the amount of food discarded during the preparation and consumption. With the involvement of the team of consultants, training and modifications were made to improve the processes, allowing for a reduction of about 80% of food disposal.","a:2:{i:0;s:3:""612"";i:1;s:3:""876"";}","The Smart School Nutrition solution is composed of integrated web applications and platforms offered in the software as a service model. The innovative impact directly affects family farming, as the PNAE requires that 30% of the resources allocated to school feeding by the Federal Government be reserved for family farming. The system can identify the supply of farmers and the needs of each school, generate orders automatically from the menu definitions and stock control. It automates the distribution of orders for vegetables, fruit, legumes, eggs and other family farming products, simplifying the work of headmasters. This increases the support of the Education Department to farmers, facilitating the direct purchase of more volumes and varieties of their products.","a:1:{i:0;s:14:""implementation"";}","The success of the project has led to the Secretary of Education supporting the expansion of the AEI to all indigenous schools and to all schools in the municipality is ongoing. For this same goal, the IBRF has extended its partnership and ensured that the benefits are brought to all indigenous schools in the city.","The solution had the participation of companies, with Lemobs as the main developer and the IBRF Institute as a supporter of the development. Education Secretaries also participated in the design process, which took place in the municipality of Dourados/MS. In addition, there was also the participation of indigenous peoples because it is an indigenous school, with broad participation of civil society and the users themselves, including citizens, students and other stakeholders in Dourados.","The Department of Education, City Halls, School Directors, nutritionists, caterers, parents, students, family farmers and indigenous people are partners involved. The impact is on food preparation time, waste control, resource savings and monitoring of food eaten by children. Each indicator acts directly on the profiles of users and stakeholders, generating direct, indirect, as well as individual and collective benefits.","After the implementation of the AEI, 58 preparation sheets and 48 menus were prepared for the Tengatuí Marangatú Indigenous School, which reduced food waste by almost 80% in 10 weeks. To come to this conclusion, the leftover index was analysed, which assesses the quantities wasted (leftover dishes). Dialogues were held with the cooks to adapt the menus, portioning and presentation of the dishes, full use of food in order to ensure the legacy of the changes implemented. With the success of the project and the Secretary of Education's support the expansion of the AEI to all indigenous schools and to all schools in the municipality is ongoing. The IBRF has extended its partnership and ensured that the benefits are brought to all indigenous schools in the city.","Challenges were encountered relating to the increase in food prices due to inflation in Brazil and so the system had to adapt to the imposed scenario. The project team made food donations and the AEI system helped to avoid wastage, with no food missing from the children's plates. Another challenge is related to the communication between the nutritionists of the Secretariat and the cooks. To overcome this challenge, the software aided in facilitating this communication and generating materials that make it easier for the cooks to understand.","The main condition for the success of the AEI was the proximity to the cooks and the support received from the school community around the project. In addition, the National School Feeding Programme (PNAE) is a consolidated policy that ensures adequacy and standards around school feeding.","The PNAE is regulated by a federal law that calls for the universalisation of school feeding for all Brazilian students. It provides about 50 million meals a day for 40 million students, an investment of almost US$ 1 billion per year distributed to municipalities. However, part of these resources never reach the children, either due to mismanagement or food waste. In this way, it is possible to replicate the AEI solution for all Brazilian schools since the system is aligned with federal standards and allows monitoring of different actors such as nutritionists, secretaries, headmasters and cooks through an integrated platform and dashboards. Our goal is to contribute with technology to optimise resources and assist governments in implementing successful school feeding processes that align with PNAE guidelines.","During the implementation of the solution, we realised that to ensure good results and permanent changes, it is necessary to involve the entire school community and actors working in food management. The involvement of teachers by bringing the topic of food waste through nutritional education, as well as the resumption of the school garden by faculty contributed to raising awareness of food waste among students and family members. The solution is an essential tool to facilitate the understanding and visualisation of data through smart dashboards, but technology must be used well to ensure its success.","The AEI solution is currently used in the municipality of Maricá by 65 schools and serves approximately 30 thousand students. Due to the success achieved in the municipality of Dourados, Lemobs, in partnership with the City Hall and the Maricá Education Department, in 2022, started the project in 4 schools, using the solution for reducing food waste.","a:2:{i:0;s:5:""37766"";i:1;s:5:""37767"";}","a:1:{i:0;s:5:""37768"";}",https://www.youtube.com/watch?v=f34jwGyifKs,https://youtu.be/kYgqfFqCUBc,https://youtu.be/c8ke75sz0NI
37897,"From the Road to Carbon Neutral",https://oecd-opsi.org/innovations/from-the-road-to-carbon-neutral/,,"Climate Reality Project Latin America",Colombia,regional,"a:2:{i:0;s:13:""environmental"";i:1;s:9:""transport"";}","From the Road to Carbon Neutral",https://opepa.org/camino-hacia-carbono-neutral/,2021,"This initiative was created to accelerate the decarbonisation process of the energy and transport sectors in Colombia and work on the training and technicalization process for multiple sectors of society involved. A total process of decarbonisation of the energy and transport sectors cannot be possible if working in a single line. Carbon Neutral Pathway (Camino Hacía Carbono Neutral - CHCN) works with a broad range of stakeholders, including public officials, journalists, academics, entrepreneurs, industries, civil society, among others to build bridges that allow easy multi-actor articulation to achieve carbon neutrality in 5 Colombian departments by 2050.","Carbon Neutral Pathway was born out of Colombia's need to move towards economic and living models that are fairer, more equitable, and more resilient to the climate crisis. Taking into account that Colombia, despite not being a major GHG emitter, is one of the countries most vulnerable to the crisis. It is necessary for the nation to advance decarbonisation processes that allow the construction of territories adapted to the effects of the climate crisis in order to guarantee the well-being of all its inhabitants in the near future. For this reason, during the first year of work, the project, together with public officials of the national territory, managed to establish and disseminate the decarbonisation visions of the 5 departments in Colombia that generate the most GHG emissions until the 2021 report: Antioquia, Cundinamarca, Valle del Cauca, Atlántico and Boyacá.
During this process, efforts were focused on determining the visions for these 5 prioritised departments to achieve carbon neutrality by 2050. Following these visions, the project has committed to accompany 115 municipalities in the 5 prioritised departments, and has focused its efforts on accelerating decarbonisation initiatives in the transport and energy sectors. The project has provided rigorous support to civil servants and officials through a series of tools, training and links that will allow them to implement decarbonisation projects in the territories, and thus achieve a better quality of life for communities in general. This process includes: a toolkit as a guide for the initial construction of the projects, inclusive climate action workshops to include the differential and gender approach in the projects, financing fairs to contact the projects with relevant financing agents in the country, virtual and face-to-face training for young people in the territories, among others.
A first Climate Finance Fair, meetings for investment projects, virtual courses on decarbonisation for mayors, among others have been the results of this project (these are further commented on the Innovation Reflections section). Based on the precedent that a total process of decarbonisation of the energy and transport sectors cannot be possible if working in a single line, Carbon Neutral Pathway is committed to continue working and monitoring the different initiatives selected and to continue strengthening the work with youth, women, indigenous people, Afro-Colombian communities, journalists, civil servants, civil society, entrepreneurs, among others, with the aim of building more equitable and resilient territories to the climate crisis.","a:2:{i:0;s:3:""190"";i:1;s:3:""213"";}","The work carried out by CHCN is innovative because it has filled gaps which until now had not made it possible to build fundable projects that are coherent with the reality of the country. Using digital tools, but also understanding the processes of each territory, we have built training and support mechanisms for public officials in the different municipalities, which have allowed the development of more than 150 fundable projects in just a few months. Likewise, the project has been supported by multiple tools and formats to complement the work carried out and amplify its reach. Through digital platforms, the project has reached other territories of the country that were not contemplated, and has even reached conversations outside the national territory. Finally, the project as an intermediary has managed to build bridges between different areas of the public sector, academia, funders, and the private sector.","a:1:{i:0;s:14:""implementation"";}","The decarbonisation visions for the 5 departments have been created, 115 municipalities were identified as priority, and 167 bankable climate action projects have been designed. Currently, Carbon Neutral Pathway is committed to continue working and monitoring the different initiatives selected and to continue strengthening the work with youth, women, indigenous people, Afro-Colombian communities, journalists, civil servants, civil society, entrepreneurs, among others, with the aim of building more equitable and resilient territories to the climate crisis.
","The project is an initiative funded by UK Pact Colombia and is led by the organisations OpEPA and Climate Reality Project Latin America, in alliance with Colombia's Attorney General's Office (Procuraduría General de la Nación). It involves different sectors: public officials as the first beneficiaries of project support, academia as experts in the solutions, industry as co-financiers of the solutions, journalists as mobilisers.","We are working on an education process with civil society to create a common dialogue on the climate crisis and its mitigation. We are also working with civil servants and communities to ensure that their decarbonisation projects can be financed and implemented. Also, with media and journalists in the departments to strengthen a discourse of hope and that points towards paths of action, and finally, with industrial sectors to accelerate interest in supporting the initiatives.","
- Construction of 5 decarbonisation visions for the departments with the highest GHG impact. 115 prioritised municipalities, divided into 5 departments in Colombia. 167 bankable climate action projects at national level, divided into; 42 projects in Atlántico, 52 projects in Antioquia, 15 projects in Valle del Cauca, 37 projects in Cundinamarca, and 21 projects in Boyacá.
- A first climate finance fair in the department of Antioquia, which was attended by 117 participants between funders and participants, and 233 meetings with a projected investment for the projects of the municipalities for an approximate value of 5,500 million Colombian pesos (COP).
- 222 participants attended the virtual course on decarbonisation for mayors in Colombia.
- 646 people participated in the virtual course on climate action for youth.
- We had 407 participants in the virtual course on inclusive climate action, 519 participants in the virtual course on inclusive climate action workshop for youth, women, Afro-descendant and indigenous communities.
- 30+ collaborations with national media.
","The challenge is to transform the needs of the territories into ideas and then into projects, which is what funders are looking for to support initiatives. The centralised system imposes entry barriers, especially for categories 4, 5 and 6, to accessing resources through traditional vehicles. In addition to this, there is a low capacity in the municipalities to formulate projects, little knowledge of climate change issues and a lack of knowledge of technologies or solutions to the needs posed. Although the project has developed strategies to overcome these difficulties, there is still a gap between the territorial needs and the interests of climate action funders in the Global South. National initiatives such as the NDCs, E2050 or the Climate Action Act are good instruments that have little ownership at departmental and municipal levels.","There are different elements necessary to broaden this conversation and the work of the Carbon Neutral Pathway. Some of them are:
- Commitment from the different sectors of society that are involved.
- Leadership from the public sector to guide the necessary transition.
- Optimal security conditions for project members.
- Access to digital tools and information dissemination to make visible the work being done.
- Resources to expand the capacity of the project in the territories.
- Physical and digital training spaces for the different sectors of society involved.
","Taking into account the work already carried out by the project, it is important to highlight that the model used and the tools built are replicable to other territories and sectors of the economy, either by Carbon Neutral Pathway or by other organisations or institutions that decide to implement it. At a time when facing the climate crisis is urgent, not only in Colombia, but worldwide, a model of capacity building and knowledge regarding the mitigation pathways of the crisis is replicable in any context, as long as the model is adapted to the needs and realities of each particular territory. To ensure the replicability of the process all the tools designed by the project are free, free and licensed under Creative Commons.","In the work carried out by Carbon Neutral Pathway, it has become evident that in Colombia there is political will, but some processes need to be strengthened. It has also become clear that it is important to carry out a process of accompaniment with the communities, so that they can lead and empower themselves in the transition processes in their territory. To this end, it will be necessary to continue working on strengthening the capacities of the different sectors of society that have been the focus of the project, with the aim of strengthening their knowledge, capacities for action, empowerment and leadership in mitigation initiatives from their own roles. It is important to recognise and strengthen new governance models that allow for the self-management of decarbonisation projects at the local level. To achieve the involvement and empowerment of normally marginalised communities (Afro, indigenous, women and youth) it is necessary to address entry barriers such as travel, access to electricity, internet and other services. Support from the leadership roles of public entities is a guarantee of success for the convening of events, workshops and exercises. Finally, having food and refreshments for participants is a great help.","This is a project funded by the UK Embassy in Colombia through its UKPact grant initially designed for 4 years 2021-2024. The extension is done on an annual basis between March and February. Although the focus to date has been on the energy and transport sectors, the networks built at departmental and municipal level can be useful to extend to other sectors such as Agriculture, Livestock, Forestry and other Land Use (AFOLU) of great relevance for Colombia and the Americas, and the project can easily be expanded to other departments of the country where the methodology can be applied to strengthen the capacities of public sector officials and facilitate their connection with actors in the private sector, academia, and civil society.",,,,https://www.youtube.com/watch?v=f_9bv5s9gSg&t=1s,https://www.youtube.com/watch?v=M8kTw3t5x3Y
37901,"Cultural and technological transformation of the criminal justice service in the province of Buenos Aires",https://oecd-opsi.org/innovations/cultural-and-technological-transformation-of-the-criminal-justice-service-in-the-province-of-buenos-aires/,,"Ministerio Público de la provincia de Buenos Aires",Argentina,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_order"";}","Cultural and technological transformation of the criminal justice service in the province of Buenos Aires",,2022,"The innovation was developed to solve the difficulties encountered by citizens in accessing the criminal justice service and thus contribute to regenerating the confidence in the system. The cultural and technological transformation of this service increases the quality of the citizen's experience and the judicial agent involved. Buenos Aires' Public Prosecutor's Office applied emerging technologies and innovative management techniques and achieved a more agile, productive, and efficient criminal justice system.","The level of complexity of the environment in which the Public Prosecutor's Office of Buenos Aires (Ministerio Público de la provincia de Buenos Aires) carries out its functions has increased as a result of the growing demand for fast and quality judicial decisions. The project takes advantage of the opportunities arising from the Fourth Industrial Revolution to respond to these demands. The innovation consists of the cultural and technological transformation of the criminal justice service in the province of Buenos Aires. The project consists of the integral digitalisation of work processes, the interoperability of the computerised management system with those used by the bodies involved in the criminal process (Police and Justice Administration), the incorporation of a CRM to manage the relationship with the citizen by applying Design Thinking, the adoption of agile methodologies in the judicial offices, the incorporation of control panels, the adoption of qualitative research techniques to understand the needs, motivations and personality of the users of the system, among other implemented initiatives that will be developed throughout the different fields of this webpage.
The objectives are to contribute to guaranteeing access to justice, to speed up criminal proceedings, to further increase the levels of institutional transparency, to optimise the human and technical resources of the organisations involved, to expand the information available for evidence-based decision-making and to improve the experience of the citizen and the judicial agent. Several administrative resolutions have been issued that institutionalised the project in the current context. This has been accompanied by training activities for users that can facilitate the management of the cultural and technological change. In the next stage of the innovation, there is a plan to apply techniques based on machine learning to assist judicial officials in the processing of criminal investigations. In defining the course of action, suggestions and input from citizens (satisfaction surveys) and judicial agents (projects and initiatives in my innovation programme) were taken into consideration. As a result, the strategy was drawn up and all stakeholders in the system were involved in the process of designing the public policy in question.","a:2:{i:0;s:3:""618"";i:1;s:3:""617"";}","The uniqueness of the case lies in the strategic and planned application of a set of emerging technologies and modern management techniques in the criminal justice service. This has led to the emergence of an emerging functionality, which is more than the sum of the parts involved in the system, and which has improved both the Customer Experience and the Employee Experience. It should be noted that the project has a potential reach of 17 million people. In Argentina and Latin America, we have not found any precedents for similar initiatives. Internationally, some judicial bodies in the State of California have leveraged digitalisation to improve the Customer Experience in the judicial sphere. Similarly, there is also a people-oriented service design lab at Harvard and Stanford Universities.","a:1:{i:0;s:14:""implementation"";}",,"The team adopted Professor Chesbrough's open innovation paradigm. The partners in the process were the following provincial actors: the Supreme Court, the Attorney General, the judicial agents who submitted technological initiatives to the Programme that leads the innovation, the Bar Association for lawyers and the Bar Association for civil servants and magistrates, the Ministry of Security (Police), the Judicial Police and the trade union (SCBA Agreement No. 4024).","The users are citizens and judicial agents. The benefit can be seen in the project's metrics. Some examples are 647,599 victims were contacted through the CRM, 23,551 judicial working days were saved in the uploading of criminal complaints, and the adoption of agile methodologies by 344 judicial units. It has also been possible to identify and resolve what the aforementioned users have identified as key issues, which in turn allowed for improving the Customer and Employee Experience.","The impacts of the innovation include that 3,483,969 procedures have been digitally or electronically signed in the Electronic File in which the criminal investigation is processed, 1,395,680 messages were exchanged through the Virtual Assistant of the agency. Also, 865,217 notes were sent digitally in administrative processes. Before, for example, an employee's promotion had to be sent on paper and had to travel 627 km. Today, this process is completely digital. 647,599 victims were contacted through the CRM of the Public Prosecutor's Office, which keeps them informed about relevant procedures, and 217,418 citizen complaints were filed digitally. In the Covid-19 pandemic, its use grew by 569.29%. 23,351 judicial working days were saved in the uploading of criminal complaints and 344 judicial offices adopted agile methodologies. In the future, it is hoped that these and other complementary tools will allow the solution to be scaled and that the judicial experience can be adapted to each citizen and judicial agent based on empathy.","The main challenge has been managing cultural change. The judiciary is hierarchical, vertical, based on control and discipline. A key challenge was that people in this institution are resistant to change and it is not possible to use economic incentives to motivate employees. The citizen does not trust the judicial system. Added to this are the large territorial distances that make communication and containment of people difficult. There is also the heterogeneity between those who live in rural areas and those who live in the conurbation of Buenos Aires. The challenges we face are the lack of technological infrastructure, the vulnerability of citizens and the difficulty of retaining human talent. We have addressed these challenges by generating an omnichannel customer service strategy that takes into account the needs of each type of user (person method or método persona in Spanish). To this end, we are inspired by the case of ICICI Bank. We are also working on a change agent programme to help align the culture with the strategic plan.","Conditions for success have included the support of top management, the creation of an open and participatory model capable of transforming creativity into innovation, strategic partnerships, the design of people-based services (in particular citizens and judicial actors), the support of informal change agents in the structure, the creation of an innovation programme with coordinated and focused competence, the existence of early wins and the institutionalisation of change (PG Resolution No. 353/18). It has also been important to provide constant training through different channels that connects with users' fears and concerns when working with new tools.","We are accompanying and technically assisting the Ministry of Security of the Province (Ministerio de Seguridad de la Provincia) in the implementation of the digital police summary that in the future will automatically feed the electronic criminal investigation of the Public Prosecutor's Office. This has allowed us to realise that the problems and challenges faced by other agencies in the process of change are similar. Therefore, this experience could be transposed to other actors, taking into account their singularities.","The attention given to the citizen is as important as the outcome of the judicial process. Empathy is fundamental to design lasting and sustainable solutions. The person method (método persona) adopted in the Criminal Defence Offices of Quilmes within the framework of this project is a good tool to achieve this objective. It can also be complemented by other techniques such as usability tests or climate surveys. Citizen participation in the process benefits the quality of the criminal investigation. The same is true for the involvement of all stakeholders in the innovation process. In addition to generating improvements that have an impact on the judicial process, digitisation makes it possible to speed up transparency and the productivity of judicial agents. In a complex reality, teamwork and interdisciplinarity are necessary. A timely understanding of the megatrends and challenges that humanity will face in the coming decades is essential to strengthen justice and promote general welfare.","As mentioned above, all the techniques and technologies applied to the criminal justice service in the province of Buenos Aires have allowed for the emergence of an emerging autonomous functionality that is disruptive and unique, in which an interconnection between all parts of the system and between it and other systems can be glimpsed.",,"a:1:{i:0;s:5:""37904"";}",,,
37909,"Laboratories for Civic Innovation (LABIC)",https://oecd-opsi.org/innovations/laboratories-for-civic-innovation-labic/,,"Secretaría General Iberoamericana (SEGIB)",Spain,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","Laboratories for Civic Innovation (LABIC)",https://www.innovacionciudadana.org/,2014,"The Citizen Innovation Labs (Laboratorios de Innovación Ciudadana - LABIC) are a methodology to generate innovative solutions between citizens and institutions for the common good. They utilise a method to experiment, collaborate and accelerate innovative projects that emerge from citizens and have the potential to generate useful solutions to social, cultural, environmental and economic challenges. These solutions focus on the most pressing issues of the 2030 agenda and they are replicable, and scalable. They are an innovation in Development Cooperation because they introduce the citizens of Latin American and European countries as the main protagonist of cooperation.","The Citizen Innovation Labs (LABIC) are a platform for connecting citizens and public institutions with the aim of generating solutions focused on the most pressing issues of the 2030 agenda. LABICs are a proven and systematised instrument that allows for the aggregation of collective intelligence and offers citizens possibilities to generate agile changes from their own contexts, which would otherwise be difficult to develop. This means that instead of solutions being created by a few ""experts"" in institutions, LABICs help institutions to open up and expand their boundaries by integrating citizens as the creators of innovative, useful, replicable, affordable and scalable responses. The Citizen Innovation Project of the Ibero-American General Secretariat (Secretaría General Iberoamericana - SEGIB) has developed 9 of these laboratories in different countries and cities, co-organised with national, sub-national and/or local public institutions in several Ibero-American countries (Argentina, Brazil, Colombia, Costa Rica, Mexico, Dominican Republic).
The LABIC method has evolved year after year, generating innovations in its own format and developing the ability to adapt to local, national and international formats. Moreover, they have served as a reference and inspiration for the creation of more than 20 laboratories in Latin American countries, Portugal and Spain. In these 9 laboratories, 1000 citizens from 28 countries have participated, 83 replicable prototypes have been generated, 150 institutions (public, private and civil society) have been involved in the organisation and 120 collectives and communities have worked and received the benefits of the solutions created. LABICs are a method in which 100 citizens selected through an open call meet and form teams to develop projects for the common good, projects that have also selected through an open call.
LABICs consist of two phases. 1) Ideation and prototyping. This phase is divided into two moments: - IDEATION LABORATORY: a 5-day online activity where teams improve the proposal and design a production plan. - PROTOTYPING LAB: a 10-day face-to-face activity where people work intensively and immersively on the prototyping of solutions. This work is not only carried out within the laboratory space, but also with the beneficiary communities that will subsequently adopt the innovation. This phase has a specialised mentoring team that accompanies the projects throughout the process with the working groups and culminates with a functional prototype presented publicly and broadcast via streaming throughout Ibero-America. 2) Maturing. This phase is an important innovation in the ecosystem of the laboratories (introduced in 2019), as it usually culminates in the production of the prototype. But LABICs aim to bring the prototypes to an advanced state of maturity and ideally to a moment where they are ready to scale.
This process usually lasts between six and ten months, giving continuity to the solution until a product roadmap is achieved, with a clear direction and a vision of its priorities for long-term progress. This is done by providing the project teams with a seed capital and a mentoring programme where they are proposed a series of missions, i.e. a set of coordinated actions through which the participants must find a relevant and sustainable solution. From 2018 onwards, the LABICs have focused their solutions on contributing to the 2030 Agenda, with very specific contributions that generate benefits for specific communities. By way of example, they have worked on solutions aimed at reducing microplastics in oceans, low-cost prostheses for people with motor disabilities, reducing dengue, zika and chikungunya, reducing digital violence against women, digitising indigenous languages to prevent their disappearance, new platforms for citizen participation to strengthen public institutions, etc. LABICs are consolidating themselves as disruptive innovations in the field of development cooperation, and a substantial contribution to public innovation in Ibero-America. The next challenge that LABICs are taking on is focused on transferring learning, methods and innovation tools extracted from the laboratories to the public administration of the Ibero-American countries.","a:3:{i:0;s:3:""181"";i:1;s:3:""610"";i:2;s:3:""257"";}","LABICs can be identified as an innovation in development cooperation in four important ways: 1. Citizen protagonist: they are an innovation because they introduce citizens as the main creators of scalable solutions. 2. Bridge between institutions and citizens: they form an ecosystem where citizens join national, subnational and/or local institutions, international agencies and organisations from other sectors with the aim of generating benefits for the common good. 3. Cross-border solutions: incorporate collaboration between people and institutions from different countries, generating solutions that can be replicated in different contexts. 4. Scaling: they add a maturity and scaling programme for prototyped solutions, which is unusual in citizen labs that are generally limited to prototyping.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}",,"
- 1000 citizens from 28 countries
- AECID, INTPA/EU, AMEXCID
- 120 civil society communities
- Presidencies of Mexico, Costa Rica and Brazil, Min. of Culture (Brazil and Colombia), Alta Consejería Posconflicto (Colombia), Min. de Modernización del Estado (Argentina), Min. de la Presidencia (R. Dominicana), subnational governments in Argentina, Mexico and Colombia, Mayors of Cartagena and Santo Domingo, Xalapa City Council
- Others: Ford Foundation, Nansen Center For Peace and Dialogue, Grupo social ONCE
","National, sub-national and local governments of Argentina, Brazil, Colombia, Costa Rica, Mexico, and the Dominican Republic participated in the innovation and incorporated innovative practices within them. Beneficiary populations that received solutions from the labs include: people with disabilities, Afro-descendants, indigenous communities, victims of gender-based violence, rural communities affected by climate change, victims of armed conflict, among others.","The main results are:
- 1000 participating citizens from 28 countries
- 83 innovative prototypes generated
- 150 partner institutions
- 120 collectives and communities impacted
In order to evaluate the projects generated in the LABICs, we are working on a matrix that allows us to quantify the level of maturity of the projects. This is the result of a qualitative systematisation for the evaluation carried out in the LABICs of Costa Rica (2019) and Mexico (2021), which has allowed the development of a framework for evaluating the progress of the projects in terms of their maturity and potential for scale. This framework is described in detail in a text: ""Citizen solutions that work: the LABIC method"". In the future, it is expected to increase the annual number of laboratories, while at the same time having an impact on Ibero-American public institutions through the transfer of learning, methods, and innovation tools extracted from the laboratories.","LABICs are constantly iterating and adapting, so they seek to innovate in each edition by integrating learnings from previous ones, as well as from external experiences. One of the main challenges LABIC has faced has been to work with communities in their territories, and not only with the participants of the laboratory. This meant developing a strategy of collaborative work with local communities and appropriation of the method to co-produce the solutions. Currently, LABIC has managed to work with 120 communities. Another challenge is communication. Experimentation and innovation spaces are not used to communicating in a clear and direct way, which we have seen in the public presentation of the results at the end of each LABIC. For this reason, we have developed a training programme in communication and public presentations of innovative projects that has substantially improved this challenge.","The main conditions of success for innovations such as LABICs can be summarised as follows:
- Institutions open to experimentation, citizen participation and collaboration.
- The formation of teams of partner institutions in the LABIC method itself facilitates its implementation.
- The motivation of citizens to devote their time and knowledge to collaboration that generates solutions for the common good.
- The production of solutions under free licenses allows for replicability and adaptation of the projects to different contexts, expanding the radius of beneficiaries.
- In addition, the solutions created aim to be economically affordable.
- Clear and direct communication facilitates the understanding of innovative processes such as laboratories, or the prototypes produced in them.
- The careful articulation and management of a broad community made up of citizens and institutions that combine their capacities to make the laboratories possible.
","The LABICs are the inspiration for the creation of 24 citizen and government laboratories in Ibero-America, which make up the Ibero-American Network of Labs articulated by SEGIB. They have also been the model for the development of laboratories with the same or similar characteristics in governments or institutions, such as those carried out by: the Federal University of Rio de Janeiro, the Mayor's Office of Bogotá, laboratories promoted in various provinces of Argentina (Neuquén, Salta, Santa Fe), labs of Mañana in Uruguay, labs of the Instituto procomún in Brazil, Experimenta Distrito in Medialab-Prado in Spain, etc. The LABIC experience must continue to be replicated and adapted, which is why among the aims of the team was for the LABIC method to be published with an open licence in Spanish, Portuguese and English with the aim of promoting these innovative actions in various countries, both in national, subnational or local governments, as well as in civil society organisations and development cooperation agencies.","The Covid-19 pandemic has made it necessary to convert activities that are usually face-to-face into a virtual format, which has saved funds, while at the same time increasing opportunities for participation, creativity and enriching experiences for innovation processes. As an example of this, we have created pre-training activities for lab participants that better position them for the development of their prototypes (courses on communication, design of sustainable business models and social impact, how to engage with different communities and cultures, among others). In order to make this method more economically accessible, without compromising the quality of the productions, we have developed LABIX: local citizen innovation labs, which have already been developed in Cartagena de Indias (2021) and Santo Domingo (2022).",,,,,https://www.youtube.com/watch?v=h_eFYT0u6aY&list=PL8NHDu_yfdcIeIcXE0EedILWOUxj2Zt6F&index=1,
37917,"Appointments Platform of the Government of the State of Guanajuato",https://oecd-opsi.org/innovations/appointments-platform-of-the-government-of-the-state-of-guanajuato/,,"Government of the State of Guanajuato",Mexico,regional,"a:1:{i:0;s:12:""public_admin"";}","Appointments Platform of the Government of the State of Guanajuato",https://citas.guanajuato.gob.mx,2022,"The project was created due to the low level of digitisation of the procedures offered by the Government of the State of Guanajuato and the lengthy nature of procedures. A State-wide strategy of optimisation and digitisation was implemented to streamline services and save time and resources for both the Government and citizens. A major innovation was made in the form of attention to citizen needs and carrying out steps of the procedure through the use of electronic means, prior to the citizen's attendance at the office.","According to data collected by the Secretariat for Transparency and Accountability (Secretaría de la Transparencia y Rendición de Cuentas en 2021) in 2021, the Government of Guanajuato offers 842 high-impact procedures and services to citizens through its 13 agencies and 51 entities. Of these, only 44.9% can be carried out totally or partially through electronic means (level 3 and 4 of digitalisation). 32.8% are at level 2 of digitalisation, which means that it is possible to at least download forms to trigger the face-to-face procedure. Finally, 22.3% of the procedures are at level 1 of digitisation, i.e. it is only possible to consult related information through electronic means (see annex 1). Based on the above, 55.1% of procedures (digitisation levels 1 and 2) require the delivery of requirements and their validation to be carried out in person. This generates the following disadvantages, mainly for citizens:
- Cost of travelling to the service offices and printing the necessary documents to carry out the procedure.
- Time spent on travel, and reprocessing.
- According to data collected in a citizen service office, around 25% of the citizens who come to carry out procedures present requirements that are outdated, incorrect and/or incomplete, which has a direct impact on efficiency, quality of service and use of resources.
- Prolonged waiting time due to the long attention time at the counter and delays in attending to subsequent procedures.
- The requirements are published in different information portals that have been developed according to the needs and available resources of the areas responsible for them, which is impractical for citizens as they have to navigate through different sites to consult requirements and related information, which is often not updated.
- As for the time spent at the counter, although it depends on the nature of each procedure, it has been identified that there are activities that could be simplified and standardised, thus reducing the total time of the process. This is true for the document reception and validation phase, which is common to all procedures; however, each agency and entity carries out a different process, offering different levels of service to citizens.
In this respect, it can be observed that the areas with the lowest level of service produce a negative citizen perception that impacts the Government in general. Given the use of mobile devices and computer equipment as tools of daily use by the population, as well as the need to support security measures due to the Covid-19 pandemic, a large increase in citizen demand for online services was identified.
There are a large number of procedures that, due to the regulations governing them, cannot be carried out entirely online; for these, it was necessary to rethink the way they are operated and look for alternatives to improve the time taken to deal with them at the counter. Based on these problems, the State strategy for the optimisation and digitalisation of procedures was created, with the essential aim of improving the quality of service to citizens. This strategy was materialised through the development of an electronic appointments portal, which through the integration of various technologies, unifies the available means for the publication of information related to procedures, homogenises and anticipates the reception and validation of requirements, schedules appointments, generates appointments for attention at the counter, performs internal measurements of the efficiency of the process in search of its continuous improvement, reduces attention time and also raises the level of digitalisation of procedures to level 1 and 2.
In the first phase, the citizen selects the procedure and consults its requirements. In the second phase, the citizen registers the application by entering general data and attaching the required documents. In the third phase, the application is validated by the public servants. If the application is correct, the citizen is notified so that an appointment can be made and a folio issued, otherwise he/she is given feedback so that the necessary adjustments can be made to the application and the appointment can be made. Finally, in the fourth phase, the citizen goes to the window on the date and time selected to finalise his or her application. The portal was launched on 30 August 2022 and currently hosts 40 procedures from a single agency. The scaling up of the use of the portal will be exponential over the next 2 years. By 2023 around 12 agencies and entities are expected, with approximately 100 procedures, and by 2024 around 15 agencies and entities and 120 procedures.","a:2:{i:0;s:3:""876"";i:1;s:3:""617"";}","The project is innovative thanks to the transversality generated, which eliminates borders between agencies and entities, and enables the standardisation and evolution of the form of attention to citizens, with the electronic validation of requirements prior to the citizen's attendance at the office. The new portal will allow the citizen to have a single point of access to carry out any procedure with the State Government, with the creation of an account where they can update their general data and keep track of their requests for procedures, with the certainty that the documentation will be correct at the time of presentation to finalise the corresponding procedure at the counter. The State strategy for the optimisation and digitalisation of procedures makes use of cutting-edge technology that ensures the identity of the citizen and the protection of personal data; in addition, the process includes the identification of apocryphal documents and reduces the materialisation of corruption risks.","a:1:{i:0;s:14:""implementation"";}",,"Citizens and businesses: who contributed to identifying areas of opportunity in public services by conducting satisfaction surveys. Departments and Entities: areas responsible for the procedures and services included in the portal, which redesigned the process of receiving and validating requirements. IT team: technical staff responsible for requirements gathering, analysis, design and software development, in charge of executing the project.","Citizens and businesses: direct beneficiaries of the strategy, who save time and resources and enjoy quality services from their government. Public servants: users, administrators and operators of the system, who thanks to it can balance their workloads, plan their attention to citizens and offer better quality services to them. State government: the main stakeholder in the provision of quality procedures and services that improve citizen perception.","The portal was published on 30 August 2022 and as of 28 September of the same year 20,780 requests for procedures had been received. In the pilot area using the platform, the number of procedures in level 3 of digitalisation has so far increased by 12%, leaving only 5% in level 2. There are no procedures in level 1. Before the portal, the duration of procedures was not recorded, however, on average there has been a reduction of up to 40% of the time spent at the counter. The new appointment system measures the time a citizen takes from the time he/she is assigned an appointment to the time he/she completes the procedure, so this indicator can be properly measured. In terms of citizen satisfaction, the results of 334 surveys were as follows: 93.41% were able to complete their paperwork, 74.25% took less than 30 minutes, 89.52% were satisfied with the service, 86.82% gave the service a score of 8, 9 or 10, where 1 is the worst score and 10 the best, and 90.91% were attended to at the time of their appointment.","Challenges overcome:
- Standardisation of processes. Standardisation is not a simple task, as each area is free to manage its processes in accordance with current regulations. To achieve this, a detailed analysis was carried out and a robust and flexible process was designed that can accommodate all procedures regardless of their complexity and/or particularities.
- Implementation of a zero-paper culture. Out of habit, many areas maintain the use of paper in their procedures. This was solved thanks to the design of the process, which prevents both government and citizens from printing documents.
Challenges to be addressed:
- Outdated regulations. There are numerous procedures that cannot be carried out partially or completely electronically, due to restrictions in the regulations that support them.
- Lack of human resources. Some procedures cannot currently be integrated into the platform because the areas do not have sufficient staff to carry out certain tasks.
","
- Technical support. Provide support to users and maintenance of the system, to ensure its correct functioning and constant updating.
- Leadership. Given the objective of integrating procedures from many areas into the platform, it is necessary to have a well-established leadership to guide the implementation, monitoring of the project and, in due course, the updating and continuous improvement of the process.
- Human resources. The areas in charge of the procedures need to have staff assigned to the electronic validation of applicants' documents in order to maintain an adequate level of service.
- Change management. Since this is an evolution in the way the service is provided, it is necessary to train staff and strengthen the organisational structure and culture in order to make an orderly and efficient transition.
- Institutional values. It is essential to permeate them throughout the team, to achieve great synergy and enhance the results of the strategy.
","The implementation of the project has a great capacity for replicability within the Government of the State of Guanajuato itself, as it can be implemented for all procedures and citizen services that require the delivery of requirements by the citizen and/or the generation of an appointment for face-to-face attention, regardless of the category of the procedure in question. Furthermore, the State's optimisation and digitalisation strategy has great potential to be replicated in other governments at all levels (local, regional and federal), since any procedure offered to citizens is carried out through the same process of publication, receipt and validation of requirements, and could be administered through electronic appointments. In both cases, we consider that the innovation has a great ability to be implemented on a large scale, due to its ease of use, the efficiency it brings to the process and the very favourable response obtained from users.","For the development of the first module of the system, the collection of information was carried out exclusively with the operational staff of the procedures, without the participation of those responsible for the process. When the module design was presented to those responsible for the process, missing operating rules were detected, which led to a need of reworking on the system. In order to avoid recurrence in subsequent modules, working and follow-up meetings were held with all those involved.
Once the system was completed, and despite being prepared for the publication of multiple procedures simultaneously, it was decided to begin by releasing a pilot within one area, in order to verify the correct functioning. As a result, some improvements were detected that facilitate the operation of the staff and increase the level of service to citizens. Another point is that, as a result of the comprehensive user testing of the system, a very low occurrence of incidents was recorded. This was due to the management of the project through an agile methodology, and an additional step implemented in the project to perform testing by the technical team prior to user testing. Another lesson learned was the good choice of the team to select the project leader due to their experience, technical knowledge and soft skills, which were key to successfully manage such a complex and demanding project.","The system was developed with Angular and SQL tools, this architecture provides a satisfactory user experience, since it provides an attractive and modern interface, and allows greater performance and speed of response in the information query. Furthermore, the information is centralised in a robust and reliable database, which guarantees the security of the information. In addition, with the intention of streamlining the operation of procedures at the counter, a shift system was implemented that also controls the time that a citizen spends from the time he/she is assigned a shift until the end of the procedure. This makes it possible to generate information for statistical analysis and control of the process.","a:1:{i:0;s:5:""37919"";}","a:2:{i:0;s:5:""37920"";i:1;s:5:""37921"";}",,https://youtu.be/NpOD-4yuSTE,https://youtu.be/Zgdu-gXFXT8
37922,"Digital and Easy Complaints: A Single Platform for Fast and Accessible Service",https://oecd-opsi.org/innovations/digital-and-easy-complaints/,,"Ciudadanos al Día",Peru,central,"a:1:{i:0;s:11:""information"";}","Digital and Easy Complaints: A Single Platform for Fast and Accessible Service ",https://reclamos.servicios.gob.pe/,2020,"Most of the public entities only had physical complaint books and no complaint handling processes to improve services to citizens. The innovative proposal was co-created between citizens and civil servants from different entities at the national level. It contemplates a standardised digital platform as a single channel for public entities and improves the management of citizen complaints through an agile and user-friendly process focused on the citizen experience.","Most of the public entities only had physical complaint books and no complaint handling processes to improve services to citizens. The proposal was co-created between citizens and civil servants from different entities at the national level. It contemplates a standardised digital platform as a single channel for public entities and allows for improved management of citizen complaints, through an agile and user-friendly process.
In order to understand the problem of complaints management, the Secretariat of Public Management of the PCM (Secretaría de Gestión Pública de la PCM) developed field studies between 2017 and 2018, based on an innovative approach focused on the citizen and public servant. From that exploration process, the following findings were obtained: Public Servants reported that the Complaints Book did not fulfil its purpose, as it served only as a register and that the citizens' feeling after complaining was one of dissatisfaction. They believed having no manuals, procedures, or rules meant that the public servant did not know how to act. From their perspective, citizens felt that the State was not interested in improving the quality of the services it offers. Corruption generated distrust in dealing with complaints and they felt that their complaints would only be solved if they had contacts in the State. Overall, public entities only had physical complaint books, the complaint handling process was not clear or was manual and disjointed, and complaints were not given importance to improve the quality of services provided to citizens. For this reason, the Secretariat of Public Management decided to position a new approach to complaints management in public entities, emphasising the modernisation and innovation of the process.
In this regard, the proposed solution began in 2017 and was co-created in conjunction with citizens and civil servants from different entities nationwide, which included a standardised digital platform as a single channel that integrates all public entities and improves internal management for handling citizen complaints, through an agile and user-friendly process. It also provides reports to take action and allows citizens to follow up on their complaints in real time. Its main function is to strengthen communication between the State and citizens in a timely and satisfactory manner.
The project has followed the following stages: i) Scope definition (functional and non-functional requirements) ii) Citizen understanding iii) Prototyping and testing iv) Development and adjustments and v) Re-regulation vi) Pilot vii) Implementation and deployment viii) Supervision and monitoring. Its main results have been: The platform has been progressively implemented since August 2020 at national and international level at all three levels of government. Its implementation has been achieved in more than 181 entities, which have dealt with more than 99,727 citizen complaints in a comprehensive and satisfactory manner, with an average response time of 10 working days (when the maximum period is 30 working days).
Capacity building was also achieved through technical assistance, virtual training and MOOC courses (14,610 employees trained) so that public servants can carry out optimal management and internalise the importance of complaints in order to improve the quality of their services. The experience was the winner of the Special Prize for Public Innovation of the 2022 Good Practices in Public Management Award, an annual recognition organised by Ciudadanos al Día since 2005.","a:3:{i:0;s:3:""617"";i:1;s:3:""181"";i:2;s:3:""210"";}","One of the most important aspects of the project is that it develops the complaint route from a citizen's perspective, and at the same time takes into account the management of complaints by the public administration. Previous experiences, including the Complaints Book itself, considered normative aspects so that the citizen's complaint could be accepted and processed, without taking into account that the citizen might not necessarily know the regulations. The single platform guides the citizen who submits a complaint in an easy and friendly way, so that they can express their dissatisfaction with a service, even if they do not know the regulations on complaints and claims.","a:1:{i:0;s:14:""implementation"";}",,"The Secretariat of Public Management is in charge of the project and the Secretariat of Government and Digital Transformation (Secretaría de Gobierno y Transformación Digital) also participated. The National School of Public Administration provided support to the SGP during the development of the MOOC course on complaint management. The Inter-American Development Bank (IDB)provided financial support for the implementation of the project. And groups of citizens from Lima, Iquitos, Apurímac, Abancay and La Libertad actively participated in the solution.","The innovation has benefited the 32 million Peruvian citizens living in Peru and abroad, as well as foreign citizens who carry out procedures with Peruvian public entities.","The platform has been progressively implemented since August 2020 at national and international level in 161 countries, at the three levels of government. Its implementation has been achieved in more than 181 entities, which have been attending to more than 99,727 citizen complaints in a comprehensive and satisfactory manner, with an average attention time of 10 working days (when the maximum period is 30 working days). It is also possible to obtain information on the citizen's perception of the attention and response received through the digital platform report. Results have indicated that 38% of citizens are satisfied with the attention they have been receiving.","Main challenges: Insufficient staff in the initial stage of implementation of the digital platform. Learning curve for new staff to provide specialised technical assistance. Constant changes in the technical staff of the Secretariat of Government and Digital Transformation (SGTD) in charge of developing the digital platform. Civil servants with little knowledge of the new regulations or fear of dealing with citizen complaints. There was insufficient information on the conditions and technical facilities for accessing virtual services through the internet by the entities. Over-regulation in some entities (regulators, public companies and others). Resistance to change on the part of some entities with special requirements for the implementation of the new platform. The Covid-19 health emergency has generated restrictions, isolation, change of priorities, and the need to adapt to the new normality.","To be the governing body for the modernisation of the State. To have a multidisciplinary team (legal, innovation, communication, processes, etc.) that could contemplate all the dimensions of the project.","The experience arose from the need to modernise management, which is why research was initiated to find out the needs of citizens and entities by applying the Innovation methodology with the support of experts. Benchmarking was also applied to models from other countries (Colombia, Chile, Panama, among others) to gather new innovative functionalities. The proposals were then tested and resulted in the first platform that integrates all public entities for an agile, user-friendly management that reduces time, generates statistical data and allows entities to identify problems. Therefore, although the experience has been developed in Peru, it is highly replicable in other countries under similar conditions.","During the design of the digital platform, a multidisciplinary team was assembled (research, technology and infrastructure, innovation, legal and communications). On the other hand, when moving from a manual process to a digital one, it was difficult to dimension the infrastructure that would house the information of more than 32 million citizens. It was identified that many entities did not have defined processes and were applying repealed regulations. For this reason, personalised technical assistance was provided during the elaboration and updating of all related documents per entity. On the other hand, during the implementation, cases were registered that were not foreseen in the platform, such as complaints in temporary offices, merged entities, complaints from minors, citizens without ID cards; therefore, personalised legal opinions were issued and specific processes were defined for each case.",,,,,https://youtu.be/LAceK7Qe12g,
37931,"MINKACUNI: ""Working Together for Neighbourhood Development""",https://oecd-opsi.org/innovations/minkacuni-neighbourhood-development/,,"District Municipality of Pachacamac",Peru,central,"a:2:{i:0;s:8:""economic"";i:1;s:7:""housing"";}","MINKACUNI: ""Working Together for Neighbourhood Development""",http://www.munipachacamac.gob.pe/programas_de_desarrollo_vecinal_ejecutados.html,2021,"The area of Quebrada de Manchay and Centros Poblados Rurales de Pachacamac, Lima is characterised by a lack of property formalisation, a lack of public infrastructure, underemployed population and a high rate of tax debt. The MINKACUNI programme aims to carry out minor works with neighbourhood associations through targeted fundraising campaigns. It is innovative because it is a participatory and collaborative alternative that promotes a tax culture.","The practice is developed in the area of Quebrada de Manchay and in the area of the Rural Populated Centres of the district of Pachacamac in Lima, characterised by the scarce formalisation of property and precarious construction with one or no basic services; and lack of urban infrastructure.
The population lives in underemployment, with little access to health and education services, as well as a high rate of arrears in the payment of municipal taxes. The MINKACUNI programme ""Joint Work for Neighbourhood Development"" aims to carry out minor works with the participation of neighbourhood associations, through targeted fundraising campaigns.
To this end, a process was designed and implemented to assess the feasibility of carrying out a collection campaign based on the number of residents, the level of tax debt and the feasibility of carrying out the work required by the residents of the area. For the development of the campaign, a mobile office was set up in each community on Sundays so that taxpayers have a place nearby where they can make their payments, register and also request any type of information. This office is equipped with modern technological equipment, with internet connection and electrical independence, which allows all operations to be carried out online as in any municipal office, providing transparency to the collection process.
The coordination of the tax campaigns is carried out with the leaders of the district's neighbourhood associations, in order to promote community payment and to ensure that the income collected is invested in a project for that sector. In order to encourage even more participation, special tax benefits are granted for paying on that day and a raffle is held among all those who make payments in the campaign, the prize being a combo of electrical appliances. Once the campaign is over, the process of evaluation and analysis of results is carried out, determining the amount of investment for the implementation of the Neighbourhood Development Programme, which allocates municipal resources that are complemented with the funds raised in the campaign, to meet the needs of the neighbours. The main results of the innovation are commented on the following fields. The experience was the winner of the Public Advocacy category of the Good Practices in Public Management Award 2022, an annual recognition organised by Ciudadanos al Día since 2005.","a:3:{i:0;s:3:""181"";i:1;s:3:""617"";i:2;s:3:""196"";}","The project is innovative because in the design phase it was very important to evaluate the tax debt of the neighbourhood associations of Manchay and the rural population centres, in order to prioritise the execution of the tax campaigns. A database of the social organisations of Manchay and the rural population centres was created, and with this information the strategies for awareness-raising and dissemination of the programme were defined, the programme's procedure and function guides were developed, and the logistics necessary for the development of the programme were determined. In addition, the proposal is innovative because it generates an alternative to the total remission of taxpayers with debt, establishing a viable alternative contribution, strengthening a tax culture among residents and community participation in the development of public works.","a:1:{i:0;s:14:""implementation"";}",,"The Tax Administration Department (Gerencia de Administración Tributaria) was responsible for the project. The Public Works Department (Sub Gerencia de Obras Públicas), declares the feasibility of the communal works. Sub-management of Neighbourhood Participation (Sub Gerencia de Participación Vecinal), establishes contact with the associations that would be the beneficiaries. The Image Management (Gerencia de Imagen) disseminates the campaigns and achievements through social networks and the Neighbourhood Councils (Juntas Vecinales), facilitate the scheduling of tax campaigns and the location of the mobile office and disseminate information through their social networks.","In general, residents of 34 neighbourhood associations in the areas of Quebrada de Manchay and Centros Poblados Rurales in the district of Pachacamac in Lima were benefited. And 4,520 taxpayers residing in the associations reduced their tax arrears and received materials for the execution of minor works through neighbourhood development programmes.","In the year 2021, 4,520 residents of the associations where the programme was implemented were assisted with the delivery of materials for the execution of minor works through Neighbourhood Development Programmes. Likewise, in the same year, tax debt has been reduced by an average of 6.40% in 34 associations where tax campaigns were carried out and in one association it was reduced by 27.71% in a single day of collection, being the highest indicator of all the campaigns in 2021. The measurement was possible because the design took into account the digitalised information of taxpayers and a survey was carried out of existing social organisations in the area that were not included in the databases. In each collection campaign, evaluations and measurements are carried out through itinerant modules and virtual means of payment. One of the unanticipated results was the voluntary response of the associations that, in view of the success of the programme, asked to be evaluated for its implementation. Likewise, the culture of formalisation was improved as many taxpayers ask to be registered in the land registry in order to participate in the campaigns and contribute to the implementation of their programmes. In terms of investments, in 2021, S/. 414,009.41 soles were invested in 13 neighbourhood development programmes, with funds generated by non-budgeted income from tax campaigns focused on Sundays.","The first difficulty was the lack of information on the needs of the beneficiary population and the lack of contacts with neighbourhood leaders, so field work was carried out to gather this information. Another difficulty was the lack of budget for the initial investment of the campaign (itinerant module, communication, etc.), for which a cost-benefit table was drawn up with the projected income to guarantee the return on investment and the obtaining of funds for public works, in order to obtain approval from senior management. The main external difficulty was the lack of credibility in the programme. The target citizen feared whether their payments would be invested in their association. For this purpose, a communication channel was implemented to provide personalised advice for the application in the execution of the work and to monitor the process. With the first results, already implemented programmes were used as evidence of successful implementation.","The District Municipality of Pachacamac has the infrastructure and qualified personnel that has allowed it to develop the initiative in a rural urban district with large geographic, economic and social gaps.","The experience is replicable both in Peru and in other countries where there are very similar realities and similar legislation. The development of the experience has legal support documented in directives, ordinances and working guidelines.","Lessons learned include the incorporation of all means of virtual payment to ensure transparency and traceability of the collection. It is also important to carry out a prior evaluation of the place in order to verify accessibility, verify connectivity levels and guarantee the processes for the day of the campaign. It is very important that the organisations are identified with their leaders and that they have quick channels of communication with their associates.","Information about the investment on Programs of Neighbourhood Development can be found here: http://www.munipachacamac.gob.pe/cuadro_estadistico_de_inversion_en_programas_de_desarrollo_vecinal.html",,,,,
37939,"Electronic Procurement Tracking Logbook (BESA)",https://oecd-opsi.org/innovations/electronic-procurement-tracking-logbook-besa/,10/08/2023,"Secretariat of Public Function of the Federal Government",Mexico,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}","Electronic Procurement Tracking Logbook (BESA)",https://besop.funcionpublica.gob.mx,2020,"The innovation was developed to strengthen the Secretariat of Public Function of the Federal Government's powers in terms of real-time monitoring, control and auditing of procurement contracts carried out by public sector agencies and entities. BESA is an online tool that monitors, from start to finish, compliance with contracts for goods and services. It seeks to identify and eliminate bad practices that the public sector carries out during the execution of procurement contracts.","Electronic Procurement Tracking Logbook (Bitácora Electrónica de Seguimiento de Adquisiciones - BESA) originated from the need to promote best practices to reduce corruption, impunity and inefficiency in public procurement. Which largely generated from systematic failures in contracting, generating uncontrolled procurement processes, directing or rigging public tenders and assigning contracts to companies with irregularities, which facilitate the formation of corruption networks to divert public resources through government purchases. Derived from the above, it is intended to take advantage of the BESA system as a public procurement data tool to identify and mitigate corruption risk practices. Carrying out audits in real time, which allow identifying and sanctioning bad practices, making more efficient the control, elaboration and follow-up of contracts and operations of acquisitions, leasing and services of the public sector which will serve as a source of information to identify the method, the subject and the object to be audited, as well as to define the scope of the revisions.
The implementation of the BESA system is through an online computer system that will allow for real-time monitoring, control and auditing of procurement, from the formalisation of the contract to its finalisation, in large volume. It is designed in three stages: 1) The first stage consists of the registration and consultation of public procurement, which is in operation as of 1 October 2021, with the publication in the Official Journal of the Federation (DOF) of the Agreement establishing the mandatory registration of contracts and operations of acquisitions, leases and services of the public sector in the Electronic Logbook of Procurement Monitoring and its Guidelineson. This considering the registration in BESA of contracts whose amounts are equal to or greater than 15.0 million pesos or its equivalent in foreign currency and effective as of 18 October 2021, which represents the supervision of approximately 80% of the annual resources allocated to acquisitions, leases, and services. 2) The second stage corresponds to the monitoring of procurement contracting and the alert system, which will be in operation as of 26 August 2022, with the publication of the reform to the aforementioned Agreement. 3) The third and last stage corresponds to the generation of reports, which is currently under development. The objective of the BESA system is to regulate, make efficient and obligatory the use of the BESA system for the registration and follow-up of contracts and operations of acquisitions, leasing and services of the public sector, with total or partial charge to federal resources, carried out by the agencies and entities of the Federal Public Administration; and state and municipal public entities.
Its scope is the agencies, entities and state and municipal public entities that carry out acquisitions, leases and services, under the LAASSP and its Regulations. Citizens are the main beneficiaries, considering that the BESA system seeks to mitigate corruption by verifying, in real time, the use of federal resources in public procurement contracts, so that they are used only for what they were allocated for. It is expected that in the short term, all procurement, leasing and service contracts made by the agencies and entities of the Federal Public Administration (APF), and state and municipal public entities, with partial or total charge to federal resources, will be registered and monitored in BESA, in order to identify and eliminate bad practices that the public sector carries out during the execution of procurement contracts and at the same time strengthen the powers of prevention, surveillance, inspection and review of the procurement processes carried out by the Secretariat of Public Function of the Federal Government (Secretaría de la Función Pública del Gobierno Federal - SFP). It is expected as well as to implement the interface of the BESA system with other governmental IT systems such as COMPRANET, SAT, IMSS, INFONAVIT, and SICOP, inspection and review of procurement processes carried out by the SFP, as well as implementing the interface of the BESA system with other governmental information systems such as COMPRANET, SAT, IMSS, INFONAVIT, SICOP and TESOFE, which will provide accurate and reliable information.","a:2:{i:0;s:3:""143"";i:1;s:3:""316"";}","The BESA system is aimed at reducing corruption and impunity in the exercise of public procurement by agencies, entities, state and municipal public bodies, with total or partial federal public resources, whose expected impact is to increase citizens' trust in public institutions, in terms of the application and exercise of public resources. The design of the system could be replicable in other countries to prevent and/or reduce the problems mentioned above, considering that technology has become an ally of transparency to achieve integrity in the public sector. Together with political resolve, the digital revolution can disrupt corruption in a significant way.","a:1:{i:0;s:14:""implementation"";}",,"Before the BESA system went into production, functionality tests were carried out with three institutions: Instituto Mexicano del Seguro Social, Instituto de Salud para el Bienestar and the Secretaría de la Función Pública itself. These institutions tested the system and provided comments on improvements to strengthen it.The users of the system are the agencies, entities and state and municipal public entities of the three orders of government that carry out acquisitions, leasing and services. Citizens are the main beneficiaries, considering that the BESA system seeks to mitigate corruption by verifying, in real time, the use of federal resources in public procurement contracts, so that they are used only for what they were allocated for.","The users of the system are the agencies, entities and state and municipal public entities of the three orders of government that carry out acquisitions, leasing and services. Citizens are the main beneficiaries, considering that the BESA system seeks to mitigate corruption by verifying, in real time, the use of federal resources in public procurement contracts, so that they are used only for what they were allocated for.","As a result, more than 2,900 contracts formalised by agencies, public entities of the APF, APE and APM, for an amount of more than 300,000 million pesos, have been registered in the Electronic Procurement Tracking Logbook (BESA). With its implementation, a decrease in corruption perception indexes is expected by favouring the elimination of bad practices in procurement, leasing and services processes in the public sector, such as untimely budget sufficiencies, late payments, inadequate deliveries, non-applied sanctions, insufficient guarantees, among others. Six monitoring, evaluation and information validation visits have been carried out to institutions of the Federal Public Administration, with the information contained in the BESA system, with respect to registered contacts.","So far there have been no major setbacks, although there has been resistance from the institutions to changes in the way public sector procurement is recorded and controlled. Awareness is being raised by inviting institutions to participate in functional tests of the system for their knowledge and operation.","Infrastructure and support services that provide capacity to the project due to its national coverage and impact. A team of trained and knowledgeable people for the analysis, development, implementation and use of the tools offered by the system. Working with project and area leaders who promote and encourage harmonious work among each of the project collaborators. Policies and regulations have been in line with the implementation and roll-out of the BESA system.","The state of Sonora has entered into a collaboration agreement with the SFP to implement the Electronic Procurement Tracking Logbook, to install a local version of the same; as an instrument for the regulation and oversight of acquisitions, leases and services carried out in the state government, it should be noted that the process of regulatory and computer transfer to the state of Sonora is underway.","The System is offered as an electronic tool with which the public administration can eliminate bad practices in federal government procurement and minimise the impact of corruption and impunity.","In the coming year, the system plans to be interoperable with governmental systems related to public sector procurement, leasing and services, in order to share information and eliminate errors, as the data contained in each of them will be used.",,"a:1:{i:0;s:5:""37945"";}",,,
37949,"Data Mexico",https://oecd-opsi.org/innovations/data-mexico/,,,Mexico,central,"a:2:{i:0;s:8:""economic"";i:1;s:11:""information"";}","Data Mexico",https://www.economia.gob.mx/datamexico/en,2020,"Data Mexico was developed to integrate and transform public and private sector data to enable a better understanding of the economic and social context. The platform facilitates strategic decision-making through key evidence and integrating databases with technologies for aggregating, filtering and reorganising information. In this way, it innovates in public access to data, contributing to the development, diversification and promotion of the Mexican economy.","Data Mexico (DataMéxico) aims to address the growing need to access and visualise the economic and social information collected in Mexico over the last few years, allowing the Federal Government to articulate an economic promotion strategy. While there has been a substantial improvement in the efficiency and technology of data collection tools, there was no project close to the economic community that was able to bring together the functionality, analysis and information needed to understand the context in the sector. In a globalised economy, the availability of strategic and up-to-date information is an important advantage for leveraging and diversifying foreign investment in key areas of interest, so a platform that would enable evidence-based planning was essential for the optimal development of the area. The platform is an effort from the Mexican Ministry of Economy (Secretaría de Economía - SE), who together with the National Institute of Statistics and Geography (Instituto Nacional de Estadística y Geografía - INEGI) and Datawheel (software service provider), have managed to integrate various public and private sector databases to create thousands of profiles of industry, city, occupation, product, institution and country with which Mexico is commercially related; thus generating a platform as a centre of digital economic innovation.
The databases are integrated through Datawheel's own technologies called Tesseract and Bamboo, which allow the aggregation, filtering, search and transformation of the files into elements that are then understandable by the platform's Content Management System (CMS), thus generating thousands of data connection points and automatically populating the aforementioned profiles. Each profile includes detailed information coming mostly from INEGI databases, and updated monthly with relevant indexes, visualisations and maps that allow to understand in a simple way and with an articulated narrative the development of each sector available on the platform. In this way, investors, companies, local governments and educational institutions can benefit from the availability of data, enabling research and analysis, and generating better proposals for public policies in the country.
DataMéxico integrates a wide range of data on trade, production, employment, education and demographics, among others, for the whole country, with high spatial resolution at regional and municipal level, which has allowed optimising the resources destined to inform industrial, business, local government and civil society actors, among others. Users can also build their own visualisations with the data available through the ""Vizbuilder"", customising different metrics, filters, selecting datasets of interest and finally being able to download all the information necessary for their analysis, thus facilitating access to the information for any entity interested in the economic analysis of the country.","a:3:{i:0;s:3:""190"";i:1;s:3:""611"";i:2;s:3:""876"";}","A fundamental element of the platform relates to the analysis of Economic Complexity in Mexico. This methodology allows using the data available in a given geography to predict development dynamics. Complexity considers and relates capabilities, resources, technologies, human capital and infrastructure to their development potential. This is expressed through the calculation of the Economic Complexity Index (ECI), thus allowing the quantification of the probability of success in the development of a given economic activity. The calculation can also be performed for Product Economic Complexity (PCI) by analysing manufacturing, sales or export data; and for Economic Activities (ACI) by considering employment or production data. The platform is already implemented and has proven to be of great help to the economic sector in Mexico, becoming a reliable source of data, especially for institutions.","a:1:{i:0;s:9:""diffusing"";}",,"The Ministry of Economy is the main entity driving the development of DataMéxico, obtaining resources for its development and establishing the main design guidelines. The National Institute of Statistics and Geography provides much of the data, facilitating its collection and enabling its use. Finally, Datawheel is the company in charge of building the platform, providing the technologies and technical knowledge for its development.","Economic stakeholders are the main interest group for the development of the platform and have benefited the most from it. Investors and companies have been able to obtain strategic information for the development of their activities. However, educational institutions have also benefited enormously from having this type of information available for the development of research in the economic sector.","Nearly 2,000 people (citizens, public servants, investors and researchers) have been trained to learn how to use and take advantage of Data Mexico. Also, from January to September 2022, the platform has received 1.9 million visits. Among the impacts is access to more information for decision-making. Companies from different sectors have shared with the Ministry of Economy that Data Mexico allowed them to identify data to evaluate their investment projects.","One of the challenges faced during the development of the platform was working with anonymised data. Many institutions set conditions for making data visible and, in some cases, a certain minimum value must be met in the records in order to be shown publicly and not leave individual records in evidence. In DataMéxico, an algorithm was developed to hide records that must be anonymised, displaying only values that meet the conditions set by the institution providing the data. This allowed them to dynamically publish their data on the platform, and to generate an innovation in the management of individual data. This, added to the difficulties for the Ministry of Economy to argue the justification and relevance of the project in a public platform with data coming from external entities, generated a bureaucratic process that, despite affecting the technical development of the platform, did not stop its progress.","In addition to the budget to have the technological infrastructure, maintenance and updating of the platform, it is necessary to have a team and leadership that manages and institutionalises the processes of data selection, integration and updating. In the absence of a proprietary data platform, it is important to align the objectives of the public institution that owns the platform with the platform's information integration planning. It is also important to follow good management and evaluation practices.","It has not been replicated.","We want to share our experience as data-driven innovators in collecting, opening, integrating, analysing and visualising multiple sources of information from the public, private and social spheres. Especially the experience in Business-to-Government (B2G) data collaboration. From Data Mexico, we have identified a supply chain that starts with a diagnostic programme to obtain the required data, an identification of the main data owners, and subsequently, a collaboration with them in data sharing practices. Data Mexico has taken a leadership role in integrating multiple data sources from different actors, telling stories that in the past were not possible to explore due to lack of interaction. We also want to share the challenges, such as access to information, data quality in the collection processes, different methods of identification at different levels (geographical, sectoral and personally identifiable), leading to the exploration of different techniques to anonymise sensitive data. We would also like to share our experience in disseminating such projects (e.g. organising Data Challenges).
A project based on public sector-driven data collaboration is not sustainable without data governance. Data governance is necessary for coherent implementation and coordination, as well as for strengthening institutions on policy, capacity and technical grounds. Data governance has taught us how to better control and manage the data value cycle. Overall, we can share our experience on the way to build, from government in coordination with the private sector, academia and other actors, data governance as a mutual agreement.",,,,,,
37951,"Open Platform for Innovation and Development of Jalisco (PLAi)",https://oecd-opsi.org/innovations/plai/,,"Government of the State of Jalisco",Mexico,regional,"a:4:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:12:""public_admin"";}","Open Platform for Innovation and Development of Jalisco (PLAi)",https://plai.mx/,2020,"In the face of the talent deficit faced by the productive sector in the digital era, PLAi seeks to develop the skills required for Jalisco to consolidate itself as a hub of innovation. It offers training to the economically active population through partnerships with national and international institutions. It is innovative because it takes advantage of good practices of private initiative and the public sector, as well as technological and educational advances in the world and brings everything together in a single institution.","According to the Organisation for Economic Co-operation and Development (OECD, 2019), the rising tide of automation will cause more than 40% of current jobs to disappear or change in the coming years. As a consequence of the intensive use of technologies, the skills required in the labour market are constantly changing and there is a significant gap between the skills of higher education graduates and the needs of the productive sector. Jalisco is an attractive pole for the development of entrepreneurship and the installation of high-tech companies, such as IBM, Bosch, Cisco, Continental, Hewlett Packard and Intel. It stands out for its productive vocation in sectors such as the automotive, high-tech and electronics sectors. Despite the fact that these factors have consolidated Guadalajara as the Mexican Silicon Valley, in 2019 the Jalisco Institute of Information Technology estimated a deficit of at least eight thousand engineering professionals, which caused the technology industry in Jalisco to lose 400 projects per year.
Given this scenario and supporting the proposal with international reports on the future of work, PLAi (Plataforma Abierta de Innovación y Desarrollo de Jalisco) was created as a public policy strategy to offer quality education and contribute to improve and accelerate the training of human resources through an innovative and flexible educational model, according to the needs of the various regions and strategic economic sectors of Jalisco. It is aimed primarily at the Economically Active Population of Jalisco, comprising 4,039,130 people in total. It also includes entrepreneurs of micro, small, medium and large enterprises; students, teachers and academic staff of Higher Education Institutions; as well as public service personnel. In terms of goals, the scope of the project has defined four stages: 1) in 2019, the creation of the Agency; 2) in 2020, with 20 courses and programmes, 10 partnerships and an impact on 4,000 people; 3) in 2022, an offer of 100 courses and programmes, 30 partnerships and an impact on 10,000 people; and 4) by 2024, the aim is to launch more than 100 courses and programmes, more than 50 partnerships and an impact on 40,000 people.
PLAi's vision is for it to be greater in the coming years and to be recognised as a leading organisation in the development of talent. To achieve this goal, it plans to establish alliances with the governments of other Mexican states, such as Nuevo León and Hidalgo, for the delivery of programmes related to innovation and entrepreneurship. There are also plans to convert programmes such as ""Digitalise your SME"" into MOOCs for the Inter-American Development Bank. In addition, the consolidation of the PLAi Virtual Campus will allow both public and private institutions to train their staff through specialisation courses and digital content. In line with the Government of Jalisco's strategy to maintain and strengthen Guadalajara as the Mexican Silicon Valley, PLAi will continue to offer programmes in alliance with companies such as Amazon and Cisco. Moreover, networking events will be co-organised and information on human talent trained at PLAi will be systematised to establish links with companies in Jalisco and their human resources departments. Various e-learning methodologies are used to offer courses and programmes to citizens, as well as tools such as learning management systems (LMS), virtual videoconferencing rooms and digital content repositories.
The ADDIE (Analysis, Design, Development, Implementation and Evaluation) model is used for content production, as well as various project management methods, such as the agile SCRUM methodology. Internationally, the educational innovation promoted by the Massachusetts Institute of Technology (MIT), through its multidisciplinary laboratories and its promotion of e-learning, has been an inspiration for the organisation. PLAi has been influenced by Massive Open Online Course (MOOC) platforms, such as Coursera and edX, and benchmarks from established universities, such as the Universitat Oberta de Catalunya (UOC) and the University of Calgary. Also, the initiatives promoted by technology companies such as Amazon, Cisco and Oracle, which have created academies for the specialised training of talent, have been a reference. In addition, collaborative work spaces, such as WeWork, served as a reference for some of PLAi's facilities; and innovation communities such as Bosch's Connectory and Venture Café have been used as a reference to generate valuable links in the institution.","a:4:{i:0;s:3:""876"";i:1;s:3:""335"";i:2;s:3:""190"";i:3;s:3:""257"";}","PLAi is innovative in that it takes innovations from the private initiative and the public sector, as well as technological and educational advances in the world, and brings everything together in a single institution. It has established alliances with actors from government, industry, academia and civil society, which allows for an educational offer that responds to the needs of the labour field in the digital era and was prepared for this before the Covid-19 pandemic. It is different from other initiatives in that it is constituted as a Decentralised Public Body and Higher Education Institution (HEI), so its main objective is not profit, but the promotion of the state's economic development. In contrast to traditional HEIs, it offers short and flexible programmes that contribute to lifelong learning. It has physical spaces in Ciudad Creativa Digital, with adaptable furniture and state-of-the-art equipment, as well as a Virtual Campus, to access various educational and technological services.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}",,"The development of PLAi has been supported by the quadruple helix (government, industry, civil society and academia). The Government of the State of Jalisco has funded this public policy for innovation. Industry and academia have contributed cutting-edge knowledge; Cisco, Amazon Web Services, MercadoLibre, among other local institutions, stand out as allies. Finally, civil society has been key to raising awareness of PLAi among citizens (associations, hubs, communities, etc.).","Citizens have benefited through high quality courses offered free or at low cost to improve their employability. 3,130 businesses, mostly small, have been impacted through programmes to digitalise their processes. The loan of physical spaces for events has benefited various civil society organisations. PLAi has also collaborated with various government agencies to train public service personnel.","Since 2020, more than 74,400 people have been impacted through educational programmes and technological services. 175 training activities have been delivered, in which 16,122 people have participated. This is possible thanks to the 87 partnerships established with various institutions, 37 of which have been consolidated through legal instruments. In terms of technological services, PLAi makes 160 videoconferencing licences available to government agencies and institutions of higher education, accounting for 40,975 sessions in total. 105 courses have been virtualised on the learning management platform, which has 10,621 users. PLAi's spaces in Ciudad Creativa Digital have been used for 518 events and technical support has been provided. PLAi is obliged to frequently update the Matrix of Indicators for Results of the State System of Budget Based on Results, a mechanism that seeks to streamline accountability through the Logical Framework Methodology.","Challenges faced include: the lack of systematisation of processes and procedures during the first year of operation, which led to poor internal communication between areas. On the other hand, it has been difficult for the institution to obtain its own income. There is also a high demand for content production and insufficient staff. With regard to failures, the following stand out: the unsuccessful implementation of some technological tools (commercial LMS), the marketing plan that would trigger the sale of services to the private sector, and some courses implemented that have not had the expected impact. To face these challenges: a mapping of processes was initiated; the construction of regulations; a process of improvement in the planning of alliances to increase the impact and quality of courses; training for the team on communication, new technologies and management. Agreements were also established with other government agencies to obtain income.","The State of Jalisco is an attractive investment pole for high technology companies. This led the State Government to present PLAi to Congress, which resulted in the unanimous approval of the ""Organic Law that creates the Decentralized Public Organization called the Open Platform for Innovation and Development of Jalisco."" PLAi's physical spaces are located in Ciudad Creativa Digital, an entrepreneurship and innovation hub for the creative and digital industries of Jalisco. The facilities have infrastructure specialized in technology. The authorities of the Ministry of Innovation, Science and Technology have provided outstanding leadership, as well as confidence in decision-making. The work team is made up of 47 people characterized by their commitment, adaptability, and enthusiasm for social development. PLAi has managed to maintain an undiminished budget allocation, even with the redistribution that occurred due to Covid-19.","The PLAi initiative has not yet been replicated. However, in Latin America there is a growing interest in innovation in public management, which fosters greater economic growth, investment attraction and talent development. PLAi has a high degree of replicability, since other governments interested in doing so would have at their disposal the documented experience, in terms of learning methodologies, alliance processes, administrative procedures, promotion models and the use of physical spaces, among others. With all of the above, it would be feasible to replicate and adapt the initiative in other governments with an interest in innovating. Other countries such as Spain and Bolivia, as well as other entities of the Mexican Republic, such as Nuevo León and Hidalgo, have expressed their interest in emulating the practice.","After almost 3 years of operation, among the most significant lessons are: that inter-institutional collaboration between actors from different fields is key to obtaining results that have an impact on citizens; Also, we have understood the importance of the work team having digital skills, since it has helped us to have fewer delays; also that their taste and motivation to do the work greatly facilitates the processes. On the other hand, we have verified that planning is key, since the establishment of goals from the beginning has guided decision making. In addition, we have identified resilience as a vital factor for people and organizations.","In a world that is changing rapidly due to the accelerated adoption of technologies, a transformation of education and its institutions is urgently required. PLAi was born with the purpose of contributing in this sense through a paradigm shift regarding talent development. The organization seeks to diversify sources of knowledge beyond academia, and involve industry and other types of government and civil society organizations so that they provide greater value to society. This allows training to be comprehensive, up-to-date and cutting-edge, responding to the real needs of the digital age. On the other hand, PLAi seeks to function as an 'aircraft carrier' so that the relevant offer, developed by other institutions, can 'park' and reach the target population, hence it is called ""Open Innovation Platform"".","a:3:{i:0;s:5:""37952"";i:1;s:5:""37953"";i:2;s:5:""37954"";}",,https://www.youtube.com/watch?v=El5rbzX8ip8&t=1s,https://www.youtube.com/watch?v=JzmjZD9I5ck,
37955,"Mexico City's Open Data Portal: Data-driven Responses",https://oecd-opsi.org/innovations/mexico-citys-open-data-portal-data-driven-responses/,,"Digital Agency for Public Innovation (ADIP)",Mexico,regional,"a:1:{i:0;s:11:""information"";}","Mexico City's Open Data Portal: Data-driven Responses",https://datos.cdmx.gob.mx/,2022,"The Open Data Portal guarantees that anyone, regardless of their technical knowledge, can move from doubts about Mexico City to answers based on data. Through an interactive data visualization tool, it seeks to transfer the power to analyze the information generated by the government to the citizenry. The portal is innovative because of its robust visualization tool and it having been fully developed in open source; allowing users to find data, visualize it, cross reference it and build stories, as well as upload their own data and interact with public data.","Like many cities, Mexico City has an Open Data strategy. To carry out their strategy, governments have two options: use open tools such as CKAN, which provides a platform for uploading data but does not have many features, or pay for expensive software that offers slightly more sophisticated services. We decided to create a solution that would incorporate the best of both worlds. The result: an open data portal built with open source that allows users to find data, visualize it, cross it and build stories, as well as upload their own data and interact with public data. Since January 2019 and continuously, the Digital Agency for Public Innovation, in coordination with the Public Administration Entities of Mexico City, has made the Open Data Portal available to the public where anyone can consult, use and download the databases generated by the government.
During this time, the Portal has undergone important changes, among which the migration from a licensed software platform (OpenDataSoft) to an open source platform (CKAN) in early 2021 stands out. Although this change meant savings of around $100,000 per year, it also meant the loss of several very useful features for citizens and for the government itself. Three years after the start of the current administration of Mexico City, and as those responsible for the implementation of the Open Data policy, it was necessary to reflect on the objectives achieved to rethink the strategy towards the future of Open Data in the City. Despite the great success of the platform, we realized that there was a huge opportunity for the data generated by the government to be used by an even greater number of people. In this sense, and under the principle of accessibility, in 2022, with financing from Bloomberg Philanthropies and the technical experience of DataSketch, we designed a strategy to reduce the opportunity cost of analyzing databases and eliminate information asymmetries.
The main component of this strategy is an interactive visualization tool that allows anyone accessing the Open Data Portal to build maps, treemaps, bar, line, and scatter charts with just a few clicks. The guiding principle of the project is that anyone, regardless of their technical knowledge in data, can move from questions about Mexico City to answers based on data. Like many open data portals around the world, the Mexico City open data portal is built on an open source platform (CKAN) and has file-level download functionalities in a non-proprietary format (CSV ), as well as a data API for querying through programming languages such as Javascript, Python, and R. These features, however, are useful almost exclusively for users with technical knowledge of data management and analysis. The new visualization tool, developed with R Shiny and connected to CKAN, seeks to compensate for these limitations and democratize access to information, providing an easy way to analyze and draw conclusions from data that is already open.
The new open data portal in Mexico City has a positive impact on regular users of the portal (academics, students or journalists) by facilitating the analysis of data generated by the government. However, the greatest impact is on the general public by allowing more and more people to consult and analyze the information generated by the institutions and public servants at their service. The main challenge was to design and develop a visualization tool generalizable to any data set. In other words, regardless of the structure, number of variables or file format, the tool is capable of generating a visualization that facilitates data analysis.","a:3:{i:0;s:3:""611"";i:1;s:3:""303"";i:2;s:3:""181"";}","The Mexico City Open Data Portal is innovative in two ways. First of all, in a technological sense, it is innovative because it is an open data portal developed entirely in open source software that has a robust and interactive visualization tool. It also represents a great advancement for the open data community because the visualization tool —built with Shiny— connects, through a new extension, to the most widely used open source platform (CKAN) in the world. Secondly, it is an innovative project because it revolutionizes the Open Data policy by prioritizing the use and analysis of data over publication. In this sense, we promote quality data that is accessible to more and more people.","a:1:{i:0;s:9:""diffusing"";}",,"The success of the Portal is explained thanks to the collaboration of different allies. The participation of public administration entities to share databases in an open format has been essential. Likewise, citizen participation has been a pillar in the data publication strategy. For the development, the participation of Bloomberg Philanthropies and the Colombian company DataSketch was very important for the creation and implementation of the visualization tool.","Regular users (academia, journalists and civil society) are the first to benefit from the new portal by facilitating data analysis. However, the largest group of beneficiaries is the general public by providing an easy-to-use tool to explore the portal's data. Government agencies also benefit from the project because it contributes to improving public policy processes through evidence-based decision-making.","The new open data portal in Mexico City is only a couple of months old, so it is not yet possible to talk about results, but rather about trends. One of the expected results is that more people explore the data from the Portal and new conversations are generated in the public sphere. Since the launch of the new portal, the average number of monthly users has increased by 36%, going from 50,000 to 68,000 users. It has also increased the average active time of interaction with the site from 45 seconds to one minute and 30 seconds, which is a good indication of the use of the visualization tool. In the medium and long term, it is expected that the average number of monthly users will remain constant at at least 65 thousand users and that the number of views generated with the tool and with data from the portal shared on social networks will increase.","One of the biggest challenges we have faced is the process of thinking and designing the visualization tool. The challenge was to think of a tool with such general characteristics that it could be transversal to different data sets without sacrificing visualization functionalities. That is, to think of a tool that was capable of visualizing statistical bases and nominal bases. This entire process was resolved thanks to different work tables with the DataSketch team. The biggest failure we have faced is that we failed to launch the new portal on the desired date (July 2022) due to setbacks in installing the visualization tool on our servers. This was because Shiny is a new programming language and it required part of the team to fully understand how to build a Shiny development.","To achieve the success of the Open Data Portal, the following has been required: 1. A legal framework (Digital Operation and Innovation Law and the Data Management Policy) that empowers us to design and implement an Open Data and government openness strategy. 2. Have a team that is in charge of the operation and management of the portal as well as carrying out data quality control tasks. 3. Have a development team in charge of developing new features and bug fixes. 4. A project manager who leads the team and who is in charge of managing time and assigning tasks to each team member. 5. A couple of servers with the necessary capacity to host the open data portal and the visualization tool.","Three months after the launch of the new Open Data Portal, the tool has not been replicated, however, we have presented the project with some cities in the region (San José, Costa Rica; Rio de Janeiro, Brazil) and there is interest in replicating the project. One of the principles of the government of Mexico City is that all new development must be free software and must be available for donation. Specifically, this project has enormous potential to be implemented by other cities that, like Mexico City, use CKAN as an open source data management platform.","Promoting the democratization of information is an important accountability mechanism. In this sense, the idea that guided the entire strategy is that there is no more relevant data set than the one that is used. Under this same premise, we began the entire process of transformation of the open data plan and the Open Data Portal to focus more on the use of the data that we already have in the portal than on the publication of new data sets. Although it is important to have an open data strategy that focuses on the publication of information generated by the government, the truth is that we need to promote that the data can be used by all people.",,"a:2:{i:0;s:5:""37958"";i:1;s:5:""37959"";}","a:2:{i:0;s:5:""37956"";i:1;s:5:""37957"";}",https://youtu.be/2x4jQnaE2iQ,,
37967,"Chatico Virtual Agent",https://oecd-opsi.org/innovations/chatico-virtual-agent/,,"Mayor's Office of Bogotá",Colombia,local,"a:2:{i:0;s:7:""housing"";i:1;s:11:""information"";}","Chatico Virtual Agent",https://gobiernoabiertobogota.gov.co/,2022,"In order to promote open government in Bogotá, strengthen trust, facilitate advocacy and digital democracy, improve the experience of procedures and services and the relationship between citizens and the District Administration, Chatico, Bogotá's virtual agent, was born. Chatico is a tool available on the Web and Whatsapp that enables citizen participation and identifies, unifies, centralises and rationalises procedures, services and information of interest to citizens.","Chatico was created within the framework of Bogotá's Open Government model, which involves strengthening and improving service channels in order to improve transparency, user experience, and increase levels of trust. The purpose of this tool is to coordinate efforts with district entities in the generation of valuable content and to position it as the main channel of communication between citizens and the District Administration. In this context, the General Secretariat of the Office of the Mayor of Bogotá began a benchmarking of bot platforms in other cities with similar characteristics and analysed the sources of information, services, procedures, main requirements and problems of citizens when accessing the Bogotá District Administration's service channels. In the conceptualisation of the project, the strategic decision was taken to deploy Chatico on websites, but also on WhatsApp because it is understood that this communication mechanism is very appropriate among citizens of different ages, socioeconomic levels,and technical capacities. This makes it an effective communication tool with transactional potential; additionally, although not all households in Bogotá have internet access (80.7%, according to the most recent Multipurpose Survey), many mobile phone plans provide WhatsApp for free.
It is also worth mentioning that the most recent Reuters Institute Digital News report puts the internet above any other medium for information and shows that in Colombia 65% of audiences use Facebook to disseminate information, followed by Whatsapp with 40% of participation. The chatbot, Chatico, is a service channel that identifies, unifies, centralises and rationalises information of interest to citizens, procedures, services and enables citizen voting through digital democracy mechanisms such as citizen causes (Causas Ciudadanas), making use of artificial intelligence and interoperability between different District information sources, in a clear, intuitive, accessible and frequently updated language. It is also designed to provide services to tourists visiting the city. It is an innovative project because:
- It provides better services and offers guaranteed access to procedures in a simpler way and under a daily dialogue mechanism. In Chatico, Bogotá residents can consult via WhatsApp or chat if a citizen is a beneficiary of a guaranteed minimum income, find out the status of the Sisbén survey or find out how to apply for support from the District.
- It provides complete and clear information about the District such as: daily news, cultural agenda, status of the public transport system, among others.
- Facilitates digital democracy mechanisms through voting processes for citizen causes or participatory budgets.
- Allows the sending of information, with the citizen's prior authorisation, on topics that interest them and facilitate their life in their relationship with the city: sending a message when school enrolment begins, the process of regularising tax debts, notification of the balance of the public transport system card, among others.
- It puts the end user at the centre, and was built with the participation of citizens through workshops and design thinking methodologies to personify Chatico.
- It combines artificial intelligence and continuous learning of the algorithm.
- It is based on iteration and continuous improvement to correct failures and errors in flows, information and new needs.
- It is aligned with agile methodologies, in particular a hybrid methodology between Scrum and Kanban, which together allow greater flexibility and the ability to modify products and services throughout the project in search of incremental development that enhances Chatico's capabilities.
- It is supported by artificial intelligence and natural language processing, provides 24/7 attention on procedures, services and, in general, strategic information of the city.
- It is periodically updated according to the current situation, but also to what its users request, always verifying beforehand the relevance and possible impact of each implementation.
In this sense, Chatico is a unified and transactional channel that generates answers to the demands, consultations, procedures and votes on the issues most requested by citizens in Bogotá D.C., improving the user experience in its interaction and use. It is an innovative proposal because it integrates different digital and analogue channels of the District and has the long-term goal of strengthening the entire information network and serving people with hearing disabilities through sign language.","a:3:{i:0;s:3:""184"";i:1;s:3:""181"";i:2;s:3:""147"";}","Chatico aims to bring citizens closer to and improve their trust in the District Administration by:
- Streamlining procedures and services: Provides access to information, procedures and services in a simple way, optimising time and searches in different portals of the District Administration under a mechanism of daily dialogue. It is a unified and transactional channel that generates responses to the demands or procedures most requested by citizens.
- Promoting citizen participation: It is consolidated as a channel for advocacy, citizen participation and digital democracy in which citizens can consult, identify, compare and decide on programmes such as: participatory budgets in the localities and Causas Ciudadanas (environmental, territorial, educational, among others).
- To allow the sending of information, with the prior authorisation of the citizen, on topics that interest them and facilitate their life and relationship with the city.
","a:1:{i:0;s:14:""implementation"";}",,"District entities were involved in the integration of services and information, specifically the General Secretariat, the ICT High Councillor's Office and the Planning Advisory Office acted as project leaders. Citizens provided feedback on the functioning and expectations of the tool, as well as aspects to improve, maintain, change, integrate, among others. The IT industry worked as an ally in the development of the tool through an open contracting process.","Citizens are the main beneficiaries of this tool.","In its web version, Chatico went live in November 2021, on the platform Gobierno Abierto Bogotá and Bogotá cuidadora. In February 2022 it was developed on the WhastApp Channel without a campaign nor mass dissemination. On the 1st of June 2022 it was aired more openly. The management dashboard and chatbot analytics allow us to identify, validate citizen preferences and make improvements. In regards to Causas Ciudadanas, from 25 September to 24 October 2021, a total of 5,145 votes were cast. And for the period from 24 August to 22 September 2022, more than 32,000 votes were obtained. In total there have been 45,000 interactions/conversations with the tool. In 2021, using only the website, 5,400 interactions were received and a survey that was conducted reported a 91% satisfaction with the too. Finally, the average bot response time has been 0.38 seconds.","The positioning and image of the chatbot: Currently the challenge is to define and refine the personality of the bot. We want it to be a character that is close to the inhabitants of the city, a friend of those who live in Bogotá, and this means working with users, identifying how they see it, what they would like to know about the character and how to achieve closeness. Although the project is relatively new this is an ongoing task that will surely require developing the team's competencies, reviewing experiences from other cities, receiving technical knowledge transfer, etc. While it is not a failure, there are mixed opinions about the image of the bot. For some, it generates empathy and recall, but we have also seen that, for other groups, the iconography does not inspire them enough. It is an issue to work on and to look at from the logic of brand appropriation.","1. Daily analysis of what is happening in the tool: quickly identify what is working well for citizens using the chat (e.g. being able to do a strategic procedure) and what type of information or situation they cannot do with the chat and generates frustration. This is important for the tool's reorientation, coaching and improvement.
2. Having a team with user experience competencies in conversational and developmental user experience to create efficient and secure flows. As well as with the conviction that the bot improves the management of the Mayor's Office because it helps to reduce queues, requests made to the entities for information and frustration due to difficult procedures.
3. Convincing managers to encourage their teams to respond very quickly to information that citizens demand from Chatico, as a rapid response should be given to a recurring request.","Chatico has a high potential for replicability and, more than that, for integrating services from all District entities (one transaction, one strategic information, etc.). It is possible to create flows that are only of interest to local Mayors' Offices (20 in the city) and that can be used by them for their particular processes: for example, information on vaccination days in a locality, voting in a neighbourhood process, etc. Also, the scaling plans for the solution include integrating other channels (the District's hotline, known as 195) and bots that exist in the city; in other words, an entity can develop a bot and Chatico can integrate the entity's information. Finally, and before the end of 2022, the tool will be linked to human agent and video-call services for people with disabilities.","Control processes are an important part for reporting and correction of flow errors.",,,"a:1:{i:0;s:5:""37968"";}",,https://www.youtube.com/watch?v=DBinrvlkSgk,
37970,"Brazilian Rural Women's Observatory",https://oecd-opsi.org/innovations/brazilian-rural-womens-observatory/,,"Brazilian Agricultural Research Corporation - EMBRAPA",Brazil,central,"a:3:{i:0;s:13:""environmental"";i:1;s:11:""information"";i:2;s:7:""science"";}","Brazilian Rural Women's Observatory",https://www.embrapa.br/observatorio-das-mulheres-rurais-do-brasil,2022,"The Women in Rural Brazil website offers gender-strategic information to subsidize innovation projects and development initiatives whose goal is to improve the quality of life of women living in rural areas of Brazil. Approximately one million women manage agricultural enterprises and 4,5 million work in the agricultural and livestock sector. Although these women constitute a large demographic group, there is still very little research, development and innovation projects which target their needs.","Equality is an intrinsic value that expresses the rights of individuals and collectives to enjoy the same conditions and opportunities to reach their full social, economic, political, and cultural potential. Recent efforts to incorporate sex and gender analysis into the scope, execution and evaluation of research, innovation and development actions, particularly in North America, Europe and some Asian countries, have promoted access to equal opportunities and full participation of women. In the ‘‘Cone Sul’’ region, the Institutes of Agropecuary Research (INIAs) are the main institutions responsible for agricultural research and innovation. They are of vital importance to the region's food systems, its social and economic development and environmental sustainability. Among the institutions that constitute the ‘‘Programa Cooperativo para el Desarrollo Tecnológico Agroalimentario y AgroIndustrial del Cono Sur – PROCISUR’’ (among them, Brazilian Agricultural Research Corporation - Embrapa), women represent on average 28,6% of the labor force but occupy only 27.7% of the managerial-level positions. This low representation may explain why gender equality strategies within such institutions have been incipient, according to a document recently released by ‘‘PROCISUR’’. In light of this report, these institutions have acknowledged the strategic importance of incorporating the gender dimension in research and innovation projects and of working towards the 2030 Agenda´s vision of a fairer and more sustainable world where nobody is left behind. Their aim is to reduce the gender gap and fulfil Sustainable Development Goal 5 (SDG 5) in the rural environment.
In the case of Brazil, only 32% of Embrapa researchers are women, which means that few research, development, and innovation initiatives specifically target women living in the rural areas of the country. Data from the ‘‘2017 Agropecuary Census’’ show that, in addition to having less access to land and the means of production, women also have less access to technical training. In order to foment inclusive, impacting and socially relevant proposals, it is important to systematically integrate analyses of sex, gender and their intersections into research projects. This means creating tools to facilitate access to these communities of women by researchers and representatives of the public sector. The goal of creating the Women in Rural Brazil website was to offer a database of quantitative and qualitative information on the lives of women managing and working in rural establishments. The expectation was that such a database could minimize gender-based exclusion in research and development projects in agriculture. The creation of this website involved technicians from the Ministry of Agriculture, Livestock and Supply (‘‘MAPA’’), the United Nations Organization for Food and Agriculture (‘‘FAO’’), and Brazilian Agricultural Research Corporation (“Embrapa”), with strong female participation across these three institutions. The first interactive graphics were built on data from the census carried out by the Brazilian Institute of Geography and Statistics (‘‘IBGE’’) from 1995 onwards, when the collection of disaggregated data pertaining to sex began. The website was developed within Embrapa because it possesses a System of Strategic Intelligence (Agropensa) dedicated to subsidizing strategies of ‘‘Research, Development, and Innovation’’ (‘‘PD&I’’) for both the institution itself and its partners. Women in Rural Brazil was created as a tool for researchers and actors within the public sector working to define governmental programs and public policies. Its indirect beneficiaries are the women at whom the studies, actions, and technological innovations are aimed; apart from society in general, as gender equality contributes to the reduction of poverty and higher levels of human capital.","a:3:{i:0;s:3:""194"";i:1;s:3:""613"";i:2;s:3:""876"";}","The website is a public tool dedicated to facilitating access to strategic information on women currently dispersed in the data banks of different governmental entities, such as the Brazilian Institute of Geography and Statistics (‘‘IBGE’’), the Ministry of Agriculture, Livestock and Supply (‘‘MAPA’’), the National Supply Company (‘‘CONAB’’), the National Institute for Colonization and Agrarian Reform (‘‘INCRA’’), and the Ministry of the Environment (‘‘MMA’’), among others. The idea is to collect this information and make it easily accessible through interactive graphics that display information on a national and regional level. Furthermore, the website includes information on public policies oriented towards women in rural areas since the Federal Constitution of 1988, a special section with public notices for contracting projects, as well as publications and news.","a:1:{i:0;s:14:""implementation"";}",,"Due to the difficulty in obtaining statistics on women living in rural areas of Brazil, FAO and MAPA invited Embrapa to be part of the working group that created the structure of the website (subsequently developed and hosted by Embrapa). The financial resources were ceded by MAPA.","Users: researchers, government employees and Civil Society Organizations, as well as private companies that offer technologies to or seek products created by women. Beneficiaries: women who run rural establishments, women rural workers, and society in general.","In the first phase the main result was the synergy generated among the partner institutions and Embrapa’s researchers and analysts, who were formally invited to participate in this effort. Given Brazil's continental dimensions and great spatial heterogeneity, a network ‘‘Rede Embrapa Mulheres Rurais’’ was created with the participation of 70 researchers from all regions of Brazil and different fields. The first publications will be available from 2023 onwards. Five of them are currently under review and will focus on women in livestock farming, coffee farming, vegetable oil extraction in the Amazon, organic cotton cultivation and macaúba extractivism. Another 15 are already being prepared.","The website was a result of the interaction of professionals from different institutions. The first challenge was to establish a coordinated workflow within this heterogenic group, which grew and subsequently required the involvement of other Embrapa professionals (support staff). Another challenge was feeding the website with relevant information, which also requires the commitment of researchers and analysts to working together, which in turn demands good coordination. Other governmental organs had to be persuaded to hand over their data bases in cases where they were not already public. These data sources are fundamental for the elaboration of specific studies, which will be presented in different languages, to reach diverse audiences.","One of the partner institutions will continue hosting the website, which will involve IT professionals; web designers; communication professionals; and experts in the field. If these human resources are not available, external aid will be contracted. The work must be formalized via ordinances and other mechanisms, so that people are recognized as participants in the process and can prove their collaboration. Coordination must be clear and transparent and allow for wide participation of all involved. Good institutional relationships with other governmental entities to obtain disaggregated data are necessary. It is important to ensure the participation of female professionals who identify with the proposal and will be willing to cooperate.","The website can be replicated in other countries, especially those part of ‘‘PROCISUR’’, that consider the gender perspective of strategic importance for their agricultural research institutes. Tools that facilitate access to the reality of these women by researchers and public employees are vital to subsidize inclusive, creative, and impactful proposals. This discussion is ongoing within the Gender Training Program for Agricultural Science and Technology Institutions of PROCISUR.","Being daring means creating something different, something unusual which will, in general, face resistance, as people tend to be averse to change. New ideas are harder to understand than the ones already known. Occasionally, it will be necessary to explain over and over the why and the importance of what is being proposed, and at first there will be few people interested in hearing, supporting, and cooperating – be patient. Finally, believe in the power of networks, these collective phenomena, as the best environments in which to nurture innovative perspectives.",,,,,,
37975,"FiscalData - Observing Bogota's Fiscal Situation",https://oecd-opsi.org/innovations/fiscaldata/,,"District Secretariat of Finance",Colombia,local,"a:1:{i:0;s:11:""information"";}","FiscalData - Observing Bogota's Fiscal Situation ",https://observatoriofiscal.shd.gov.co/z,2020,"FiscalData is an innovative tool created for the analysis of Bogota, Colombia's fiscal situation. It promotes transparency around local public sector finances. FiscalData seeks to benefit the citizens of Bogotá by serving as a mechanism for participation on fiscal issues between civil society and the public and private sectors.","Disinformation about budgetary and fiscal processes affects citizens' ability to have relevant elements to understand how public resources are used, the value or transformation of their taxes into public goods, as well as the understanding of the processes involved in public finance. FiscalData is the District Fiscal Observatory, a tool to disseminate information on local public finance and public finances in Bogotá, aligned with objectives such as budget transparency and the quality of public spending. It includes data on the city's revenues and expenditures, associated with the collection and budget behaviour of the Colombian Capital District. In addition, it presents information in innovative and interactive formats on fiscal results and sources of financing for the analysis of the fiscal situation of the Colombian capital. It also contains indicators of the economic situation in Bogota, including the behaviour of economic activity, the labour market, consumer and business confidence and expectations, among others. The Observatory emerged as a project conceived by the district government to give citizens access to fiscal information and promote their ability to explore, analyse and participate in the development of new proposals for monitoring the public resources invested in the city.
Thus, civil society has access to updated information regarding progress in collection, budget distribution, budget execution, level of indebtedness, and state of the city's finances. These developments are directed towards specific objectives: promoting transparency and awareness of tax matters, strengthening social control oversight offices, the appropriation of tax information by citizens and the defense of the public at the hands of a frontal fight against corruption. At an institutional level, FiscalData has been developed at a time when Bogotá has entered into transnational initiatives on open government and fiscal transparency such as the Open Government Partnership, Open Data Charter, the Infrastructure Transparency Initiative (CoST) and the Global Initiative for Budget Transparency (GIFT). This provides an opportunity to strengthen dialogue and interaction between governments, businessmen and stakeholders interested in sharing and exchanging good practices in fiscal transparency and public participation, which strengthens decision-making at the local level, as well as citizen participation and control. The Observatory was implemented in 2019 and it was stated that, as an objective, it should position itself, in the medium term, as a benchmark for consulting tax information that allows citizens to have tools to analyze the tax situation in Bogotá.
FiscalData is inspired not only by the experience and good practices promoted by the aforementioned transnational organizations and initiatives (on fiscal transparency and open government). It is also inspired by the operation of other observatories with an emphasis on fiscal and economic issues that have operated not only in Bogotá and Colombia, but also in other regions and countries, and that are dedicated to different fundamental challenges of urban development (health, environment, etc.). environment, mobility, economy, among others).","a:3:{i:0;s:3:""181"";i:1;s:3:""621"";i:2;s:3:""214"";}","FiscalData is a new mechanism for transparency and inspection of tax revenues and expenses, which prevents practices of corruption and tax evasion that have a direct impact on inequality in Colombia. It serves as a promoter of sustainable development in the city through fiscal and social protection policies that progressively achieve greater equality at the district level: Bogotá represents a quarter of the national economy. FiscalData is perceived as an institution that seeks, in an efficient and transparent way, to help with the rendering of accounts on fiscal matters in the Capital District.","a:1:{i:0;s:14:""implementation"";}",,"
- District Treasury Secretariat: through Resolution SDH-271 of 2019, it issued the regulations of the Observatory, led by the Sub-directorate of Sectoral Analysis; other dependencies of the Secretariat shared information to consolidate what was disclosed
- National Planning Department: structuring of the basic scheme of the Observatory
- Esri: Provider of ArcGIS online solutions and applications
- Open Government of Bogotá and High Council of ICT: support in terms of dissemination
","
- Bogota population, civil society organizations in the city and third parties from private entities were provided with easy-to-use tools to access transparent information on tax revenues and expenditures in the city, that equips them with the ability to participate in the debate on finance district offices
- Addresses and offices of the District Department of Finance: new forms of interpretation and visualization to highlight the products and data they generate
","FiscalData has achieved more than 10,000 visits and has had more than 1,000 people who answered questions with which their expectations and commitments regarding the Observatory were inquired. FiscalData has dashboards of indicators, pieces, and infographics on economic and public finance indicators, and sectoral information bulletins. It also contains recurringly updated budget, tax, and financing dashboards. In the future, the Observatory will advance a deep digital transformation agenda that involves the availability of open data, a high-impact geographic viewer, a media agenda on local public finances, and relevance at the Bogotá-Region level.","Organizationally, the Observatory is disruptive to the traditional corporate culture of an entity like the Ministry of Finance. In economic and technological terms, there are no specific resources for its development and maintenance. By proposing elements of analysis that are too specialized, the Observatory requires the support of people specialized in the issues to be dealt with. Regulatory restrictions prevent the rapid development of innovations. There can be administrative restrictions such as difficulties in renewing software licenses. Budget limitations can arise in acquiring the equipment required to focus efforts on the Observatory. We faced these challenges by taking advantage of the talent and commitment of the available team, and built proposals that moved in our favor the wills and opinions regarding the Observatory inside the entity.","FiscalData requires the infrastructure and support services that allow it to function as a web page and repository of data and information. In addition, as a space for experimentation, an opening is necessary to be able to transcend policies and regulations that may limit the space for innovation. Also, like any project, it requires both financial and human resources to be able to ensure a ""dream team"" that is not only concerned with innovating in web design and visualization and data platform, but also to propose analytical innovations and cutting-edge approaches in terms of data analysis. Finally, the notion of having transparent public resources and proper accountability for everyone's resources and their proper use for the well-being of the Society gives the Observatory visibility and relevance.","FiscalData has not been replicated, however, it has great potential to be replicated in all the municipalities of Cundinamarca and neighboring Bogotá, as a city-region.","Tax matters do matter to people, the problem is that we do not disclose them in a clear, concrete and easy-to-understand manner for the general public. For this reason, drawing attention to a topic that at first glance does not seem to be of general interest, represents fundamental challenges to affect the media agenda and put the discussion on the city's fiscal issues in the public debate. Precisely, the way in which a city or a country organizes its finances is the foundation with which the authorities can govern with greater accountability, since they have the authority to decide how and where to spend public resources. For this reason, it is understood that a local government such as that of Bogotá, by having its own resources that are made visible with tools such as the Observatory, can better respond to the needs of citizens. Precisely as local authorities face the challenge of reinforcing their financial capacities and using their limited resources effectively and efficiently, what the Observatory offers as a mechanism for accountability and fiscal transparency is extremely valuable.",,,"a:1:{i:0;s:5:""37977"";}",,,
37978,"Boti, the City's WhatsApp!",https://oecd-opsi.org/innovations/boti-the-citys-whatsapp/,,"Secretariat of Innovation and Digital Transformation of Buenos Aires",Argentina,local,"a:1:{i:0;s:11:""information"";}","Boti, the City's WhatsApp!",https://www.buenosaires.gob.ar/jefaturadegabinete/innovacion/boti,2019,"With the aim of improving the experience and the quality of responses to requests, the Government of Buenos Aires unified its existing channels, working under the omnichannel criteria, and in February 2019, a responsive and helpful chatbot arrived on WhatsApp: Boti. The chatbot has achieved a record of 11 million conversations in January 2022 and a monthly average of 5 million. It has become a preferred channel for citizens in Buenos Aires when it comes to managing procedures, requests and accessing information provided by the city government.","The Government of the City of Buenos Aires has spent years working on citizen assistance through different media and communication channels, always with the aim of being closer to those who live and transit the City, simplifying procedures and reducing delivery times. Along this path, the City has been developing different digital products so that residents can resolve queries without having to go to a Government office. The digital contact with the citizens of Buenos Aires was evolving thanks to the incorporation of web products and mobile applications; and also, due to the implementation of conversational solutions with Artificial Intelligence, such as chatbots that made this contact much more efficient and agile. Until 2019, the City had three different chatbots, not only in terms of their tone and identity but also in terms of the channels they used: Web, Facebook and Telegram. Its contents had grown but were limited to topics related to Citizen Attention, Close Encounters and Citizen Participation.
With the aim of improving the experience and the quality of response, a team made up of designers, developers and communicators unified the existing channels, working under the omnichannel criteria, and in February 2019, a responsive and helpful chatbot arrived on WhatsApp: Boti. It became the most used messaging application in the country and allowed the City Government to be where the people are. Through the use of Artificial Intelligence systems, Boti processes user messages and brings them answers to their queries. A great advantage that it has over other bots is its transactional feature, since it interacts with external systems to return a specific response; in this case, on services available in the areas of Government and in external entities. For example, a person can ask Boti if it is allowed to park in a certain place in the City. To provide that answer, the chatbot connects with a georeferenced map of the Autonomous City of Buenos Aires through the parking rules API. With this information, Boti verifies the address provided by the neighbor and offers him the specific information provided by the map.
Currently, the catalog of content available on Boti is very wide: first of all, the chatbot is informative. Its contents are aligned with the situation of the City, constantly adapting to changes and novelties. In this line, it offers information on urban mobility, recycling, health, safety, culture, events, public space and tourism. It is also possible to learn more about social care programs such as protection of rights, childhood and adolescence, family and disability, assistance for people who are in a situation of socioeconomic vulnerability or street situation, and care for addictions. On the other hand, Boti allows referrals to interact with human operators who will provide a response to the needs of the citizen in services such as control of infractions or containment in matters of gender violence, among others. Likewise, Boti allows you to make complaints, claims and procedures for the City in a few minutes, through a conversation and without the need to go to a Government office. It is possible to request, through the City's WhatsApp, the removal of abandoned vehicles, repair of potholes, facades in poor condition, sidewalks and lights, tree pruning and sweeping improvements; complaints for improperly parked vehicle, request for removal of debris, bulky waste and remains of works; home gardening, and notification of mosquito breeding sites, among other services. Thanks to its versatility, during the pandemic it was consolidated as the official channel of the City Government to consult about symptoms and prevention of Covid-19, manage suspected cases of Covid-19, monitor mild cases, learn about all the measures taken by the GCBA, take an appointment and find out the result of the Covid-19 test, request an appointment for the application of the vaccine and request the Covid-19 Certificate with updated health information. The design of Boti's personality, friendly and close, allowed us to incorporate other contents such as ""Boticuentos"", interactive stories to read and play with children, choosing the actions of the characters and the end of the stories, all through WhatsApp. In this line, the chatbot also has tongue twisters, jokes and the possibility of downloading stickers. These disruptive initiatives are an example of the constant opportunities for improvement and the diversity of content that Boti offers.","a:5:{i:0;s:3:""184"";i:1;s:3:""181"";i:2;s:3:""338"";i:3;s:3:""194"";i:4;s:3:""373"";}","Boti has been a pioneer in delivering Covid-19 test results and certificates at a key epidemiological moment for the country and the city. It has also been a key element throughout the entire vaccination campaign, as more than 11,000,000 appointments were offered via WhatsApp. With more than 450 topics, 70 integrations and 15 human service queues, Boti has revolutionized the way in which the City Government deals with queries from its citizens. It was possible to ensure the quality of the bot through the analysis of conversations up to the clustering of messages not understood through natural language processing (NLP), which make it possible to attack the most representative messages and distinguish them in various themes. With the collaboration of different providers (Amazon, Google, and Botmaker) they are working on a model that will allow the Bot to perform search engine optimization (SEO), indexing all the contents of the chatbot and automatically learning from the interaction of the users with the bot.","a:1:{i:0;s:14:""implementation"";}",,"The team that makes Boti work is made up of UX designers, developers, journalists, communicators, data science specialists, among others; who work in a joint and coordinated manner, looking for opportunities for improvement. The different areas of the Government of the City of Buenos Aires that are responsible for and provide information on the services that are incorporated into Boti are also part of the process.","Boti has more than 250 human operators who provide their service through the 15 service queues. Human operators attend a monthly average of 30,000 conversations, while 1,300,000 users communicate with Boti every month. Among its more than 450 topics, you can find content from the Commission for the Full Participation and Inclusion of People with Disabilities, containment of the elderly or care for victims of gender violence.","The biggest result has been a chatbot that received 200,000 monthly conversations pre-pandemic to one that today receives an average of 1,300,000 conversations unrelated to COVID-19. The exponential growth of conversations and neighbors who choose Boti as their main channel to communicate with the State is explained by the more than 70 integrations that make it possible to take turns, manage procedures and services that are key to their daily lives. On the other hand, Boti has a 90% average monthly satisfaction rate, a statistic obtained from satisfaction surveys carried out in different conversational flows. More than 80% of the conversations manage to be understood and in those that are not, Boti sends content suggestions or offers the possibility of speaking with a person. The work methodologies adopted, such as Scrum and Kanban, allowed the creation of services in record time, with a high level of quality in each delivery.","Behind Boti, as a product, is the WhatsApp platform, which has a current limitation of 200 messages per second. Due to this, some actions promoted to channel through Boti, which had a lot of citizen demand, caused the chatbot to have no response capacity. This situation led the team to make changes at the experience level, discouraging all users from trying to log into Boti at the same time; as well as in terms of the monitoring and dimension of the technological architecture, which today has a service availability of almost 100% every month. In turn, Boti has incorporated other channels such as Facebook or a web chatbot that operates on the official site of the City Government. The advantage of adding other channels has been to overcome WhatsApp's own concurrency limitation, a key strategy for the delivery of COVID-19 results in which Boti has faced demands for more than 400 messages per second.","From the technological aspect, having natural language processing is an essential condition when building chatbots. The technological infrastructure must operate with services that are displayed on a bus, thus allowing interoperability, security, and traceability of the information that circulates between the chatbot and the different services provided by government areas such as Health, Transportation, and Education, among others. A great human team is needed, committed and capable of working in agile work environments, with a vision oriented towards results and data-driven thinking. The multiplicity of profiles (communicators, developers, testers, etc.) generate a virtuous synergy and a huge management challenge that requires experienced profiles that can pull the set of knowledge towards specific objectives. An organization that strongly supports the cultural and digital transformation, as is the City Government.","The opening of the interfaces of applications such as WhatsApp, WeChat, Telegram or Facebook Messenger, in order to be used by both private companies and governments, resulted in the exponential growth of chatbots. The future of chatbots still has a lot to offer in terms of community service, but it is not the only way to explore. Trends indicate that interaction with bots will be done less and less through interfaces such as screens or keyboards and more and more through voice commands. Following this trend, the Boti team is working on the integration of a voice assistant. Each new technological development can work as an ally, offering opportunities for improvement and challenging us to co-create innovative solutions.","From the Secretariat of Innovation and Digital Transformation of the City of Buenos Aires we work continuously to improve experiences, both for internal teams and for citizens. Outside, our users are the residents of the City. The objective is to use technology as a tool to improve their quality of life, also taking into account the heterogeneous nature of the population, in order to provide inclusive and accessible solutions. The digital divide, both generational and socioeconomic, always challenges us to design strategies and alternatives in parallel to reach all people.","Publicizing the Boti case is an opportunity to expand the knowledge and experience gained over the years regarding the development of chatbots and digital transformation processes in the State. The governments of the world have the opportunity to bring their services closer to citizens and democratize access to information. We are convinced that the conversational channel is the one that people choose in their daily lives to establish their communications and that is where we have to be. All our efforts have been aimed at getting closer to the demands of citizens, understanding their behavior and, fundamentally, their needs. Far from being satisfied with the results obtained, we are working deeply on continuous improvement and quality, while continuing to expand the portfolio of services. We want other governments around the world to be able to see the enormous potential that new technologies have to positively transform the lives of their citizens.","a:4:{i:0;s:5:""37979"";i:1;s:5:""37980"";i:2;s:5:""37981"";i:3;s:5:""37982"";}",,https://www.youtube.com/watch?v=9B5NhgLdgr4,https://www.youtube.com/shorts/ermIEt3tXvU,https://www.youtube.com/watch?v=mnYXJWnNA38
37994,"Electronic Quoter: A purchasing tool for efficient market research in Peru",https://oecd-opsi.org/innovations/electronic-quoter-peru/,16/08/2023,"Public Procurement Central - PERU COMPRAS",Peru,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Electronic Quoter: A purchasing tool for efficient market research in Peru",https://www.catalogos.perucompras.gob.pe/AccesoCotizador,2018,"""Electronic Quoter"""" is a Peruvian purchasing innovative tool which consists of the implementation of information service aimed at public entities that contract through the Electronic Catalogues of Framework Agreements. It allows them to estimate the price of the goods contained in their purchase request and has allowed them to reduce the time of the preparatory actions of the procurement process from 68.1 calendar days to only 1 day, for the benefit of 2,000 public entities and the citizens they serve.
","Public procurement is the most relevant direct economic activity carried out by a government, and it has a significant impact on the economy and society. Indeed, faced with the challenge of making public procurement efficient, the Public Procurement Central - PERU COMPRAS (Central de Compras Públicas - PERÚ COMPRAS) came into operation on March 18, 2016, with the aim of optimizing public procurement. PERÚ COMPRAS, within the process of continuous improvement, annually develops satisfaction studies that seek to identify opportunities for improvement in the contracting tools it manages, among them, the Electronic Catalogs of Framework Agreements, and to allow us to collect from our direct users (public entities and suppliers), the problems and initiatives for the best use of this special contracting method. In this context, in the satisfaction study with public entities carried out at the beginning of 2018, the lack of information on the prices of the goods included in the electronic catalogs was identified as a recurring problem to process the budget certification, a document necessary to start any purchase process. We can highlight the following comment: ""The prices of the goods offered in the Catalogs should be displayed in the application, to avoid setbacks with the Budgetary Credit Certification (CCP)"". Indeed, after analyzing the problem and the initiative proposed by the user in detail, it was verified that this activity, which corresponds to the preparatory acts, could take an average of 68.1 calendar days in a selection procedure, which corresponds to the consultation of various sources of information; such as quotes, specialized web pages, physical catalogs, historical prices, among others. In other words, the almost 2,000 Public Entities that have been contracting through this special method were affected by this lack of information.
Faced with this, we verified that according to the rules contained in the regulatory documents of the framework agreements, the confidentiality of the information of the offers (price of the goods before being contracted) should be maintained, however, once the contracting was formalized through a purchase order, this could be made public. After an analysis of the available information (historical purchase orders), on April 11, 2018, a proposal was made to the Headquarters of PERU COMPRAS for the development of a web application that in a friendly way estimated the price of the goods contracted through electronic catalogues. The service, ""Electronic Quoter"" began operations in a pilot version (minimum viable) for Lima and Callao on December 21, 2018 and has reduced the term of the preparatory actions to one day. However, there was still the challenge of offering the service nationwide (scaling it) and also implementing the improvements collected from the users of the first version, mainly showing all the products contained in the electronic catalogues, since by using only the orders of purchase as a source of information, this limited to showing only the contracted products (leaving out the products that were offered, but had not yet been contracted). For this reason, the new design also incorporated the information from the offers in a summarized manner, that is, using statistical algorithms to guarantee the confidentiality of the information indicated in the documents that regulate the Framework Agreements. Finally, and after incorporating these improvements in the design, on February 12, 2020, the ""National Electronic Quoter"" was launched for the benefit of 1,969 public entities and as a consequence also for the benefit of citizens who make use of their services.","a:4:{i:0;s:3:""316"";i:1;s:3:""612"";i:2;s:3:""162"";i:3;s:3:""147"";}","Our project is innovative because it optimises the activities that make up the preparatory acts stage of the public procurement process (when usually the improvement actions are oriented towards the selection and contractual execution stages). This project was inspired by the needs of users and the characteristics of the information available in the Electronic Catalogues (historical prices and registered offers). The Electronic Quoter makes use of statistical algorithms to estimate in less than a day the price of goods required by public entities. It uses a product search tool, with a user-friendly presentation and filters that optimise the search time, because it is based on artificial intelligence technology components. As well as blockchain, which allows us to preserve the immutability and transparency of the information.","a:1:{i:0;s:9:""diffusing"";}",,"The main allies were the logistics operators of the entities who, through their participation in the surveys, contributed with ideas to improve the pilot service of the Quotation System as well as multiple internal allies within PERÚ COMPRAS. These included its leadership, the Office of Information Technology and the Communications Office.","The service is designed to serve all logistics operators of public entities at all levels of government (National, Regional and Local) and throughout the national territory (25 regions), therefore, it serves about 2,000 entities. Likewise, the indirect beneficiaries are made up of the entire population that makes use of its services, which is estimated at 31.2 million inhabitants, according to the latest INEI census of 2017.","The overall result is to have reduced the time for preparatory acts from 68.1 calendar days to 1 calendar day, thereby simplifying approximately 155,822 annual procurements at the national level, for an estimated amount of $ 400 million dollars. According to a survey taken to measure the impact on users:
- 80.5% of users are satisfied with the service
- 88.6% confirm that the service has allowed them to reduce the time it takes to carry out market research
- 81.3% agree with the statement, ""The Quotation Service has provided information to estimate the price of the requirements contained in the electronic catalogues and to manage the corresponding budget certification""
- The Net Promoter Score (NPS) recommendation indicator was positive, i.e. we have a higher number of users who would recommend our service; the measurement was done through surveys and institutional statistics
","We had no major difficulties; at all times there was a willingness on the part of all the Institution's organisational units to collaborate with the initiative. Llikewise, the support and collaboration of the Head of PERU COMPRAS and of the entire team of the Information Technology Office, who were a key factor in the development of the project.","
- Teamwork
- Human resources of the organisation competent in public procurement and/or contracting
- Financial resources for the platform, dashboard and/or website that supports the service
- Our motivation is to generate public value focused on the citizen, in our case, the logistics operators of public entities
- Empathy, as a personal value, served to identify an alternative solution to the difficulties presented by the logistics operators in the long time it took them to carry out the preparatory actions in each contracting process
","The service offered by the Electronic Quotation System is fully replicable, and as evidence of this, the OSCE took our experience as a basis for designing its Price Observatory service (https://portal.osce.gob.pe/osce/conosce/observatorioprecios.html), which is part of its CONOSCE portal. In addition, as part of the exchange of experiences with other international organisations, SERCOP of Ecuador requested, among others, technical assistance to learn the methodology for calculating the Price Quotation System, which was delivered in September 2022. (https://portal.compraspublicas.gob.ec/sercop/intercambio-de-conocimientos-entre-sercop-y-peru-compras/).","
- Public procurement is a fundamental means for public entities to fulfil their institutional purposes and to offer a quality service to all citizens, consequently, any action aimed at optimising this process ensures the good use of public resources, this reflection has been our motivation for the implementation of this new service, to simplify the work of purchasers in their arduous and sometimes misunderstood task
- Our initiative is based on a modern public management approach, in fact, the service developed goes beyond the technical component, it responds to a problem raised by the users themselves and offers them a useful and efficient solution, i.e. it generates public value
- This practice is replicable, in the sense that it teaches us that with a little creativity and initiative we can make use of information already available to offer our users simple solutions to major problems
- Finally, the results of the survey of users of our Quotation System confirm that we are on the right track in the objective of optimising public procurement, and encourage us to continue to redouble our efforts to continue along the same lines, always having as the reason for our best efforts the well-being of the citizens to whom we owe our duty
","The experience is disseminated through various communication channels:
- Diario Gestión: https://gestion.pe/economia/peru-compras-pone-marcha-cotizador-electronico-entidades-publicas-255911
- Perú 21: https://peru21.pe/economia/peru-compras-pone-disposicion-cotizador-electronico-entidades-publicas-lima-callao-454068
- RPP Noticias: https://rpp.pe/economia/economia/peru-compras-pone-al-servicio-de-entidades-publicas-el-cotizador-electronico-noticia-1176058
- Noticompras: Edición N° 2, 6 de junio de 2019, https://cdn.www.gob.pe/uploads/document/file/523307/periodico_digital_2.pdf Edición N° 7, 28 de febrero de 2020, https://cdn.www.gob.pe/uploads/document/file/1205081/periodico_digital_N7.pdf Edición N° 9, 26 de noviembre de 2020, https://cdn.www.gob.pe/uploads/document/file/1464937/NOTICOMPRAS%20N%C2%B0%209.pdf Edición N° 10, 11 de diciembre de 2020, https://cdn.www.gob.pe/uploads/document/file/1482405/NOTICOMPRAS%20N%C2%B0%2010.pdf
","a:1:{i:0;s:5:""37995"";}",,https://youtu.be/K9I_tYasTtE,https://www.youtube.com/watch?v=VQmn0H_lzLA&list=PLmKQMV07_TFJcyA4NVvNsEBEB6cwp_qwW&index=6,https://www.youtube.com/watch?v=PTrgGN_PkJ0&list=PLmKQMV07_TFJcyA4NVvNsEBEB6cwp_qwW&index=8&ab_channel=PERUCOMPRAS
37999,"Mobile Madrid - Digital Services for Citizens",https://oecd-opsi.org/innovations/mobile-madrid/,,"Madrid City Council - Directorate General of the Digital Office",Spain,local,"a:2:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";}","Mobile Madrid - Digital Services for Citizens",https://apps.apple.com/es/app/madrid-m%C3%B3vil/id1309506191,2021,"Madrid Móvil is Madrid City Council's commitment to bringing citizens closer to and facilitating their use of and access to municipal services and interaction with the Administration through an app. Madrid Móvil is a one-stop shop through which citizens can carry out all their administrative procedures, request services in sports centres, workshops and cultural activities, as well as communicate warnings and incidents related to city services. The application has achieved 1 million warnings per year.","Madrid is a large city, with 3.3 million registered citizens, which provides services to a group of approximately 5 million people. Madrid Móvil is the commitment of the Madrid City Council to bring the citizen closer and facilitate the use and access to municipal services and interaction with the Administration through a mobile application, available for both Android and iOS platforms. It acts as a one-stop shop adapted to the omnipresence in the lives of citizens of the mobile phone. The Madrid Mobile application is the way to prioritize Mobile First design, which seeks to promote and facilitate the easy use of services by citizens from their mobile terminals, improving their usability and accessibility, involving citizens and allowing citizen leadership. With Madrid Móvil, people from Madrid can carry out all their administrative procedures: consult data and access ""My Folder"", obtain personal certificates, apply for aid, pay taxes, etc. Citizens also have a direct line with the citizen service and can request an appointment if they wish to carry out any of these procedures in person.
The electronic administrative processing is carried out with the maximum guarantees, by using a general electronic identification system valid for any Spanish administration. They can also request services at municipal sports centers, such as reserving tickets for the swimming pools, participating in sports classes, renting courts, or renting a bicycle from the BiciMad service. Citizens can also request a place in municipal workshops and cultural activities through the specific section of the app. Madrid Móvil also provides transparency and responsibility by allowing citizens to communicate warnings and incidents -geolocated on a map of Madrid, with attached information such as photographs (optional), and a brief description- related to street furniture, lighting, cleaning and urban waste, green areas or trees, etc., as well as making requests for new equipment, such as fountains, children's areas or containers.
The app allows the user to search for nearby announcements, follow them, reiterate them and see the status of completion. Although it is not directly related to the app, but rather to the design of municipal electronic procedures, Madrid Móvil benefits from the joint effort of the Madrid City Council, which is immersed in a continuous process of reducing administrative burdens through actions such as the Plan of Shock of Rationalization and Simplification of Procedures and of Promotion of the Digital Administration. The services accessed through the app are provided completely digitally, although they can also be invoked through other means or channels. With the app, the City Council tries to maximize citizen engagement by providing a simple, user-friendly and accessible delivery model for citizens. The app itself represents a clear incentive for the use of digital services thanks to the ease and ubiquity of the participants to chat and stay in touch with their network of contacts in the app. Also, thanks to the ease and possibility of use from anywhere and in any situation, whether it is to carry out a procedure, book a future sports activity, or notify the municipal services of an incident in the municipality; all comfortably and from the palm of the citizen's hand. Finally, the City Council promotes accountability, transparency, participation and citizen leadership thanks to the app's features. It also makes it possible to build a community and the commitment of citizens by involving them in the identification, solution and improvement of the city's problems.","a:4:{i:0;s:3:""181"";i:1;s:3:""221"";i:2;s:3:""184"";i:3;s:3:""617"";}","Madrid Móvil represents a new way of providing public services and also a new channel of communication with citizens. The initiative has evolved over the years to include new services and functionalities, including the ability to carry out administrative procedures. Madrid Móvil is an easy way to contact the Administration and also a way to propose new functionalities or report malfunctioning of the solution through first level options in the app. The app itself represents a clear incentive for the use of digital services thanks to the ease and ubiquity of participants to chat and stay in touch with their network of contacts in the app. All thanks to the ease and possibility of use from anywhere and in any situation.","a:1:{i:0;s:14:""implementation"";}",,"Madrid Móvil is a product that is the result of combining the efforts of the general management of the digital office, the IT department and the different areas of government of Madrid City Council, which work together to implement digital services throughout the management of the city. Software development and service design are carried out in collaboration with private companies and with focus groups of end users, the citizens.","The main beneficiaries of the City Council's digital transformation are the citizens and businesses that use Madrid's services, as they have a digital channel accessible from both computers and mobile devices through which they can identify themselves and carry out transactions electronically at any time without having to go to the citizen service offices in person.","The Madrid mobile application has had more than one million downloads and close to 300,000 users in two years. The commitment to digital transformation and the provision of digital services, which a large proportion of citizens access via mobile interfaces (phones and tablets) is enabling a significant improvement in the management of our services, such that:
- Electronic processing is going to lead to overall estimated savings of more than €100 million per year in administrative costs for citizens and businesses over the next 2 years. The use of the Madrid e-Office has increased 6-fold since 2019. Face-to-face processing in offices has gone from 85% to 35% and the target for 2023 is to reduce it to 20%.
- 80% reduction of paper in internal administrative management.
- The decrease in the number of people in person at registers has allowed specialised attention without prior appointment for the elderly in the Citizen's Advice Bureaux.
","A major challenge for digital services is to have a reliable and user-friendly electronic identification system. The common national system of telematic access to public services CL@VE has been implemented in the City Council, which has increased the electronic relationship of Madrid's citizens with the City Council by 50%. This identification is provided from the City Council's own offices in cooperation with national authorities. The use of electronic signatures in the internal management of the City Council has been generalised from 10,000 electronic files per month in July 2019 to the current 400,000. Another challenge is the availability of the infrastructure that supports the IT systems and their security. The city's cybersecurity has been reinforced with technical and governance measures, including the creation of a cybersecurity centre that is part of the National Network as the first large city to join.","Digital transformation should be a strategic line of action for a city council and should be adopted and led from the highest level. This is true in the case of Madrid City Council, which has a transformation strategy both internally, for the functioning of the council's administrative structure, and for the city, to provide better services and to attract the installation of companies with technological potential and investors, which will enable an external digital transformation. There is a synergy between this internal transformation and the City Council's technology and the external transformation with the city's services and technology. Madrid is already a leading city in many fields of technology use and we want to reinforce this situation, positioning Madrid as a reference for digital transformation in the world.","Getting to a situation where all public services are available digitally, and in particular through a mobile app is a replicable task, but it is not something immediate and dependent solely on technology. It is a total change of mindset and culture of all its workers. E-government requires interconnecting a common set of services (identification, registration, notification, etc.) with specific governance and well-trained staff.","When delivering digital public services, it is essential to:
- Maintain a robust, resilient and resilient infrastructure that can withstand peak loads, cyber-attacks and ensure a secure 24x7 service.
- Tone from the top and ensure that in all areas of government digital transformation is driven from the highest levels.
- Focus services on citizens, design them with them in mind, and simplify them to avoid the digital divide.
- Train internal staff and carry out training and dissemination actions to encourage citizens to opt for digital channels.
",,"a:2:{i:0;s:5:""38000"";i:1;s:5:""38001"";}","a:1:{i:0;s:5:""38002"";}",https://www.youtube.com/watch?v=VIQDwwAtns8,https://www.youtube.com/watch?v=0kmBPzkb_Uw,
38008,"Transforming the City Council-taxpayer relationship through Behavioural Sciences",https://oecd-opsi.org/innovations/city-council-taxpayer-relationship-behavioural-sciences/,,"São Paulo City Hall",Brazil,local,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Transforming the City Council-taxpayer relationship through Behavioural Sciences",https://copicola.prefeitura.sp.gov.br/guias-publicados/nudges-iptu,2021,"In this project, São Paulo City Hall tested and evaluated the reformulation of collection instruments taking into account behavioral aspects. Currently the relationship between the City Hall and taxpayers is based on repressive inspections, difficult to understand communications and complex flows of payments. With the reformulation of how the IPTU is collected, this increased the municipal tax collection by R $ 60 million/ year. Further experiments have allowed for the estimation that an increase of around R$46 million per year in ISS tax collection could be achieved.","The Behavioral Sciences Program was created in 2018 with the aim of promoting improvements in municipal services based on evidence from empirical testing and experimentation on how people make decisions in public policies and municipal services. The Program is coordinated by (011).lab, the Government Innovation Laboratory of the City of São Paulo, working in partnership with other secretariats whose policies can be improved from the application of concepts from behavioral sciences. One of the projects already completed by the Program was the reduction of the Urban Territorial Tax (IPTU - Imposto Territorial Urbano) defaults by modifying the notification notice prior to entry into the Municipal Informative Cadastre (CADIN). This project was carried out in partnership with the Municipal Treasury Department (SF), began in June 2018 and the implementation of the reformulated charter took place in August 2021. The project is part of an agenda for transforming the relationship between the City Hall and the taxpayers. Currently, this relationship is based on repressive inspections, difficult-to-understand communications and complex payment flows.
To face these challenges, (011).lab has been designing and testing improvements in collection instruments aiming at a relationship based on the taxpayer's tax compliance behavioral profile. In addition to the project to improve the IPTU, that has been tested and implemented, the project to revise the ISS tax collection letters (tax on services) is in progress. IPTU is issued annually and charged through letters sent to the taxpayer's property. The taxpayer has the option of making the payment in a single installment, obtaining a 3% discount on the amount, or paying the tax amount in 2 to 10 installments. In 2017, IPTU revenues amounted to approximately R$ 13 billion, which represents one third of the total collection of the municipality of São Paulo. Of this amount, 12.67% of taxpayers did not pay the IPTU on time, leading to a non-collection of approximately R$ 1.7 billion for the municipality. Thus, recovering this value through communicating with the citizen is a priority for the SF. If any of the installments (whether fractional or single) is not paid on time, the taxpayer receives a letter by mail - the CADIN statement, notifying that, if the situation is not regularized within 30 days, they will be enrolled in this register. This communication presents data on the amount owed, instructions on how to make the payment, and information on possible problems in the registration of the property. Despite the announcement, just under half of the debtors regularize their situation within the deadline. As a result, taxpayers enrolled in CADIN are prevented from receiving aid or tax incentives and from carrying out any business with the City Hall. The records go to the Active Debt and are subject to a future lawsuit and seizure of the property. In addition, late payment is increased with daily interest.
At first glance, the payment process looks simple. However, surveys carried out with employees and citizens at the SF Service Center report a high frequency of doubts and difficulties in the payment process. These facts indicated that there would be room for improvement in the statement. Empirical works and theoretical models that could explain non-compliance were sought. Based on the investigation of behavioral barriers, we designed new versions of the tax collection letter, which were then randomly sent to taxpayers. A standard letter was made, which reorganized and suppressed information and simplified the language used. From this version, different behavioral principles were applied to understand what would work best in the context of the city of São Paulo. That is, which card would bring a higher debt settlement rate. The following behavioral principles were used: social norm, deliberate choice, salience of consequences, visual illustration. There were then 5 treatment cards and 1 control card (original). Notices were sent to 12,310 taxpayers, totaling 25,000 letters. Payment was tracked within 30 days of receipt of the letter. After correcting for multiple comparisons, only the Salience of Consequences card showed a positive and statistically significant result. It was able to increase the regularization rate by 4.1 percentage points over the control group's rate of 48.5% (an increase of 8.4%). The pilot project alone, which cost approximately R$50,000, was able to raise R$950,000 for municipal coffers. Demonstrating the high cost-effectiveness of the project. Finally, an increase in revenue of around R$ 60 million/year was estimated for the São Paulo City Hall if the Saliência das Consequences letter were implemented as the standard letter. In August 2021, this letter was implemented by SF as an official IPTU collection letter.","a:3:{i:0;s:3:""214"";i:1;s:3:""156"";i:2;s:3:""181"";}","The application of behavioral sciences in the Fazendarian area is an innovation because
- It employs a new theme in the Brazilian context. In the literature review that supported the project, there were few similar initiatives carried out outside developed countries.
- It applies a robust and rigorous methodology for causal analysis. It is possible to prove the impact of the proposed new prototype.
- It contributes to the culture of evidence-based public policies, experimentation and innovation in the public sector. The result of IPTU experimentation opens the door to other more challenging and risky projects. The city of São Paulo has become a reference for Brazil, having projects replicated by other entities.
- It transforms the tax-taxpayer relationship taking into account the payment profile of the citizen from the tax compliance behavior.
","a:1:{i:0;s:9:""diffusing"";}",,"
- Government: partnership between two departments, Secretary of Finance and Secretariat of Innovation and Technology.
- Citizens: directly interviewed in the Plaza de Atendimento of the Secretary of Finance, allowing them to share their pains and difficulties with the process of payment of the IPTU debt. Indirectly, they also contributed at the time of the test.
- UNESCO: contributed funds for hiring the data analysis and causal inference team.
","
- Citizen: the reformulated letter helps the citizen to pay his tax on time, reducing interest costs and problems arising from default.
- Public servant: the reformulated letter reduces doubts in face-to-face attendances. They also acquired knowledge of behavioral strategies and use of evidence for future projects.
- Government: the reformulated letter increases the government’s revenue, allowing the expansion of investments. It also reduces rework in inefficient billing strategies.
","The innovation brought short, medium and long term results. In the short term, the pilot test alone was able to increase the collection by R$ 950 thousand. In the medium term, the impact calculations of the implementation of the most effective letter on a large scale indicated an increase in revenue of R$ 60 million. Changes to the IPTU collection letter improve the service for all city taxpayers, providing clearer, simpler and more assertive communication. In the long term, the project contributes to the creation of a culture of innovation, experimentation and application of behavioral sciences in the Treasury Department. In addition, the project composes a broad strategy of reformulation of the tax-taxpayer relationship through the Tax Compliance Program, which currently focuses on the review of the ISS (service tax) collection instruments with an estimated collection of R$46 million/year.","The first challenge faced was convincing SF of the use of a new methodology in the public sector - behavioral sciences. O (011). lab presented the proposal, methodology and implementation capacity, but the institution who held the competence for implementing the challenge was the SF. In this sense, the support of the high echelon was fundamental to the project. Another major challenge was tax secrecy: it was not possible to have access to taxpayers' information. Thus, a randomization algorithm was created that worked at a distance and could be coupled to the system used by SF. For the analysis of the results a room of secrecy was created. The closest follow-up for implementation was an identified flaw in project governance. For example, (011). lab did not make a very close and persuasive follow-up of the implementation and the use of the most effective letter took long to happen. This was a learning experience for future projects: the implementation became part of the project cycle we developed.","It is possible to separate the main conditions for success into two groups: political and technical. On the political side, it is very important that the high echelons believe in and support the project. Experimentation, testing and the possibility of error often frighten the middle management, who are afraid of punishments for errors. If the secretary supports the project, the executors will implement it. The conviction of the high echelon is to show that the risks are small compared to the expected gain. This was done by presenting evidence of similar projects carried out in other contexts. On the technical side, the existence of and access to data and people qualified in causal analysis and behavioral sciences was fundamental. In order not to violate the data protection law, access to data was limited; a confidentiality room was created to analyze the results. The behavioral science team was (011).lab. The causal analysis team only existed because of a partnership between the laboratory and UNESCO.","(011). lab has as one of the pillars the replicability of its projects. Thus, the methodology used for the reformulation of the IPTU collection letters was systematized in a technical notebook by CopiCola, the laboratory knowledge management program. The goal is that the notebook can be a guide for other government entities to copy innovative projects (a link to it can be found under the year of implementation). Due to the existence of this material, innovation has already been replicated by other prefectures in Brazil, such as Niterói (state of Rio de Janeiro). This contributed to the spread of innovation in the Brazilian public sector, and the adoption of evidence-based public policies elsewhere in the country. The systematization of the knowledge of this project helps (011). lab to follow in its agenda of behavioral sciences applied to the Fazendarian area, such as the initiative to reformulate the ISS collection instruments.","The main lesson learned is to start with projects at hand, with high probability of having positive results and employing a robust methodology that allows making causal inference. The decision to do the project with the letters of collection of property tax is due to the fact that there were examples of similar projects in the literature and in other governments around the world. The vast majority of projects had positive results. So it was easier to convince the problem owners that it was possible to risk to innovate. And that’s what happened. As the result of this project was extremely positive (potential impact of R$ 60 million in annual revenue), the relationship between (011). lab and the Secretary of Finance narrowed, allowing to think of new projects that are more challenging and risky, such as the reformulation of the ISS collection instruments.",,,"a:4:{i:0;s:5:""38010"";i:1;s:5:""38011"";i:2;s:5:""38012"";i:3;s:5:""38013"";}",,https://youtu.be/78RdWGgVU1M,
38017,"Municipal Simple Language Programme",https://oecd-opsi.org/innovations/municipal-simple-language-programme/,,"Municipal Simple Language Programme",Brazil,regional,"a:2:{i:0;s:9:""education"";i:1;s:11:""information"";}","Municipal Simple Language Programme",https://011lab.prefeitura.sp.gov.br/linguagem-simples/inicio,2019,"The language in the Brazilian public sector carries a history of being complex, full of acronyms, technical terms, etc. This, at times, means that the population is unable to understand the language used by the government. The Simple Language Programme is the first Brazilian public policy aimed at simplifying the language of government, enabling public servers to communicate more simply and supporting the simplification of documents.","The Municipal Simple Language Programme seeks to promote change in the entire language of public administration in the city of São Paulo, with more objective communications reducing understanding noise and rework, increasing the agility and efficiency of public management. The Programme is one of the initiatives of (011).lab - an innovation laboratory in the City government, which is within the Secretariat of Innovation and Technology.
The Program is divided into the following fronts
- Train City Hall public servants to communicate in a simpler way through face-to-face and remote workshops with their own methodology
- Mobilize and disseminate the simple language agenda in the city hall in order to strengthen the importance of the theme through participation in events, forums and congresses in São Paulo or throughout Brazil
- Simplify public documents so that anyone can locate, understand and use the information transmitted by the Public Administration, through simplification projects and mentoring with City Hall teams.
One of the references for the elaboration of the policy is the Lenguaje Claro Program, implemented in Colombia in 2018, an initiative recognized worldwide for its effectiveness, scope and legal robustness, which enables the implementation and continuation of the program.
The construction of the program benefits from assembling teams with different backgrounds and professional experiences, which in addition to bringing the necessary diversity, makes it possible to think in different dimensions and make the project more robust. As a result legislative documents were created, LAW No. 17,316, of March 6, 2020, which establishes the Municipal Simple Language Policy in direct and indirect administration bodies, and Decree No. 59,067, of November 11, 2019, which established the Programme. Since then, more than 5,000 male and female servants have been trained, adding to the range of training workshops offered in the face-to-face and virtual model, and the reach of the Programme's Distance Learning Course, which totals more than 16,000 enrollments. In addition, 8 public documents from the City of São Paulo were simplified. This has an impact both on the population's understanding of the documents and services offered by the City Hall, and on civil servants, who now have facilitated work processes that were previously hindered by communication. Currently, the Programme develops its strategy with the objective of reaching more secretariats and bodies, training multiplier servants of the program, as a way of creating an organic capillarity that takes the guidelines and methodologies to more people.","a:3:{i:0;s:3:""184"";i:1;s:3:""612"";i:2;s:3:""335"";}","The simple language programme is innovative because it uses experimentation methods that are structured and applied throughout the program cycle. Adopting experimentation as a process allows exploring, evaluating and proposing incremental changes in all actions, bringing the target audience to the process of action design and program planning. It is also Brazil’s first public policy with the specific objective of simplifying government language to generate improvement in public services and public value for the population. Another innovative component is the elaboration of the decree that reflects what is done in practice within the program, generating an integrated approach that enhances the value and increases the scope of the program by engaging different departments, public agencies, and civil society on the agenda.","a:1:{i:0;s:9:""diffusing"";}",,"The simple language programme has obtained several collaborations and partnerships. Among them, the development of a distance learning course that is available on the website of the National School of Public Administration (ENAP). The programme developed partnerships with different departments, such as Health, Education, Social Assistance, International Relations and Environment, which enabled the training of public servants of diverse profiles.","1. Public servants of different levels, who benefit from training workshops, available materials and simplification projects; 2. Citizens: who have access to services and rights through the use of a more accessible language.","In 2021, within two years of its launch, the program reached 7,000 individuals enrolled in the EAD course and 247 trained public servants; 10 training workshops carried out; 40 impacted agencies; and 14 departments reached. These results were measured from the registration of people participating in the workshops, from a form that collects data on where each person works. Data related to the distance learning course are measured from the ENAP website.","One of the major challenges of the program is to address the resistance that exists within the public sector with regard to the use of language. There is a fear of doing differently, that part of the culture that the government should use an extremely formal language. At this point, regulations serve to give legitimacy to politics, being allies in the process of raising awareness of the subject. Another challenge of the programme is to evaluate the real impact of its actions, since part of them do not generate a concrete, quantitative product. In the case of training actions, the expected impact is the awareness of public servants regarding the theme and the importance of techniques. Because it involves analysis of the learning process, it is difficult to quantify in numbers. Regarding simplified documents, in addition to the difficulty in scaling, due to the size of the programme's team, there is a need to automate the evaluation process, which would allow us to measure the concrete impact of simpler texts in governmental communication.","
- Infrastructure and support services: access to technical means for the development of methodologies, physical infrastructure that enables collaborative work and workshops, as well as review services, diagramming and printing for circulation of our guides and materials.
- Policy and standards: regulations that support the program’s performance, placing each agency as responsible for developing and supporting actions related to the agenda.
- Leadership and guidance: leadership that politically supports the Programme and gives room for experimentation.
- Human and financial resources: a solid, capable, and diverse team that looks at innovation as a vector of change within the government. Financial resources to implement initiatives and tools such as the algorithm, which would facilitate the simplification process.
- Personal values and motivation: focus on people, experimentation, testing with the target audience and openness to error.
","The theme of Simple Language is a growing demand in the public sector. Today, different initiatives propose to sensitize servers to use simpler language, some of them inspired by the program. As an example we cite the initiatives of Iris Lab, from the Government of Ceará; the Lab.MG, of the Government of Minas Gerais; the Court of Auditors of the Union of Santa Catarina, among others. Because it is still a new theme, there is a great demand for training. For this reason, from their experience with training public servants, the Programme's team developed a guide to support possible multipliers. In addition, we frequently exchange experiences with organizations that want to develop simple language initiatives, from inside and outside the city of São Paulo.","Perception that part of the public servants identify in complex language a barrier in their day to day work and contact with the population. Despite this, they lacked tools and regulations that would enable a change in this direction. The awareness of public servants regarding the difficulties they face proved to be the best way to introduce the subject. Adapting methodologies and materials depending on each audience and prioritizing face-to-face workshops as a way to ensure awareness, interaction and learning are key elements for implementation. Finally, the possibility of seeking different types of team hiring to ensure the progress of the policy and knowledge management as the main tool to multiply the scope of the Programme.",,"a:3:{i:0;s:5:""38018"";i:1;s:5:""38019"";i:2;s:5:""38020"";}",,,,
38023,"Guide for Heads of Single-Parent Families",https://oecd-opsi.org/innovations/guide-for-heads-of-single-parent-families/,,"Organ Guarantor of the Right of Access to Public Information (OGDAI) of the Government of the Autonomous City of Buenos Aires",Argentina,local,"a:2:{i:0;s:10:""employment"";i:1;s:11:""information"";}","Guide for Heads of Single-Parent Families",https://www.buenosaires.gob.ar/jefedegobierno/jefaturadegabinete/organo-garante-del-derecho-de-acceso-la-informacion/noticias/ya-esta,2022,"The Guide for Heads of Single-Parent Families aims to train and empower this group in the exercise of the right of access to public information, by bringing them a tool that facilitates the solution of some of their daily problems. The right of access to public information (hereinafter DAIP) is essential in its instrumental role for the full and comprehensive exercise of other fundamental rights like health, work, housing, education, sexual and reproductive rights, and the right to have and form a family. The guide systematizes and concentrates useful and necessary information for this group, such as frequent procedures, medical care, free legal assistance, vocational training programmes and job placement, containment spaces, and other services.","The Organ Guarantor of the Right of Access to Public Information (OGDAI) of the Government of the Autonomous City of Buenos Aires (CABA) developed a Guide for heads of single-parent families whose objective is to train its recipients in the exercise of the right of access to public information and provide them with useful tools so that they can know and exercise their rights. Faced with the difficulties that this vulnerable group goes through to access information that is disseminated, the Guide systematizes useful and pertinent information for these women, accompanying the exercise of their parental responsibility. Information of interest to this particular group was scattered across different websites and government agencies, and there was no place where it could be obtained in an organized and centralized manner. We have prepared a Guide in digital and physical format that adopts clear language and condenses pertinent information that helps solve daily problems of heads of single-parent families in CABA. It is a practical and innovative solution that does not require many resources to execute and be implemented. The selected group benefits from the innovation, and are in this case women heads of single-parent families belonging to all social classes, with special emphasis on low-income households, as well as other women and people who may have some interest in the information that is compiled.
The proposal helps to reverse the state of vulnerability of an easily identifiable group with precise needs that requires government intervention with concrete solutions for the exercise of their rights. Although the project is directed to all single-parent households with female heads of family in the City, a special focus was placed on low-income sectors, where female heads of family find themselves in charge of the integral maintenance of the home, are exposed to a greater degree of vulnerability, lack protection and necessary resources. A 2017 UNICEF report collected data on child poverty in Argentina, and identified that 52% of single-parent households exhibit indicators of child poverty. It is thus that this initiative implies a concrete advance in the path of the search for equality and the gender perspective in the elaboration and application of public policies. The Guide for Heads of Single Parent Families of CABA concentrates and systematizes useful information for a group that, although it is specific and identifiable, does not have access to channels to information and centralized or clearly defined points of reference. The distribution of the Guides was implemented mainly within the framework of training on DAIP in the territory, through the Community Access to Justice Program (PROJUS) carried out by the Council of the Magistracy and the Territorial Approach Program for Violence for reasons of Gender in popular neighborhoods of the General Directorate for Women. In recent weeks, we have produced a smaller, shorter version of the same resource, which we call a “pocket guide” and makes it easier to distribute. In the future, we plan to continue promoting downloads of the Guide in its digital version and increase the distribution of physical units of the original and pocket guide, through training and networking with other public sector organizations and with more organizations in society. In addition, we seek to continue with the same approach and work, but focusing on other groups in situations of social vulnerability.","a:3:{i:0;s:3:""184"";i:1;s:3:""617"";i:2;s:3:""621"";}","It is an unprecedented experience of focused transparency. We selected a group in a situation of vulnerability that had not been taken into account before for the realization of this type of products. Then, we looked at whether the information they needed was produced and then systematized and centralized it into a clear and user-friendly guide to facilitate their access and give visibility.","a:1:{i:0;s:14:""implementation"";}",,"The GCBA Secretariat for Gender Equality, D. G. for Women and D. G. for Family provided assistance and advice. The team worked in network with the Directorate of Cooperation and Management under the PROJUS Programme of the Council of the Judiciary and the Territorial Approach to Gender-Based Violence Programme of D. G. of Women, distributing physical guides and providing training. Copies were also distributed through CSOs such as ACIJ and FEIM.","Although the direct users of this product are the heads of single-parent families, the Guide is useful for women in the City of Buenos Aires in general, with a focus on low-income sectors. The material has been distributed through CSOs, health centers, and training programs in the territory of different government agencies that have demonstrated their interest in having the material.","So far we have received positive feedback from the coordinators and trainers of the agencies with which we have worked together. The total number of guides distributed as of September 2022 is 1200 physical units. We do not know the scope of the guide in its digital version, since the document has been distributed via e-mail and Whatsapp on many occasions. Currently, we continue to work on dissemination and distribution. In order to measure the impact more precisely, the initiative of conducting a survey with a representative sample of the people who participated in meetings and trainings in which they were distributed was proposed. It is planned to replicate this focused transparency initiative considering other vulnerable groups that do not yet have channels or reference sites to access specific, relevant and useful information for them.","It is an easy project to implement without having to invest a lot of resources to carry it out. In that sense, beyond internal bureaucratic deadlines to follow for approval, implementation and distribution, there have not been major drawbacks. One aspect to consider is the prolific generation of new public information by the State, which means that the useful life of the original product cannot be sustained at 100% in the long term, Therefore, a large-scale vision must contemplate an instance of periodic updating of the information in its physical and digital format. Although up-to-date information is available in the Guide, the pocket version contains few new data that was not available at the time of development of the original version.","In the information age, the virality that such products can acquire is very high. In any case, the distribution of the product is perfectible insofar as it is possible to have a distribution network that accompanies and a guiding framework in the delivery of the material in hand. Human resources, as well as personal values and motivation of the work team to present this material to the interested group, is very important to advise women in its use and consultation. In this sense, to have allies that work themes of interest and in the territory of the group to which the Guide is addressed, is essential, so that users can maximize the advantages and opportunities that the material provides.","Although the Guide for Heads of Single-Parent Families was designed to meet the needs of this group in the City of Buenos Aires, it is a high and easily replicable product in other jurisdictions of the country or even abroad. In fact, the Guide has been presented in international forums for access to information, receiving very good feedback from colleagues in other countries. The possibility of replicating this experience is not limited to geographical criteria but is also adaptable to the specific socio-cultural needs of the different groups that may benefit in each locality.","From experience, we learned the importance of accompanying women in their first approach to the Guide. The first impression from the delivery of the physical material can sometimes be to receive one more booklet in the maelstrom of papers that come into their hands daily; however, this changes when sharing with them a moment of exchange and approach of the material, show a great interest in its content, even expressing the will to receive more copies to make them to their peers. In this process, it is extremely gratifying to motivate the women who receive the Guide in the exercise of many of their rights that they thought were non-existent or simply unknown, shedding some light on very complex life experiences or experiences of high difficulty and vulnerability.",,,"a:1:{i:0;s:5:""38024"";}",,,
38031,"BUPi - Digital Land Registry",https://oecd-opsi.org/innovations/bupi-digital-land-registry/,,"eBUPi - Simplified Land Digital Registry Mission Unit – Portugal",Portugal,central,"a:3:{i:0;s:7:""housing"";i:1;s:11:""information"";i:2;s:12:""public_admin"";}","BUPi - Digital Land Registry",https://bupi.gov.pt/,2020,"BUPi, is a one-stop shop, developed to integrate different sources of information about property ownership and land management, gathering knowledge on the, until now, unknown land areas and sharing this knowledge with several government agencies in order to create economic and social value for citizens and for the country. BUPi ensures a simple and digital solution that citizens can use to identify and geo-reference their properties, according to the once-only principle.","Government agencies with responsibilities in territory management maintain their own separate systems, with data only concerning their area of intervention. The dataset is limited, since it doesn’t cover the entire country and it is, sometimes, outdated. This means that there isn’t any system that allows a complete overview of the Portuguese Territory. Traditionally, land cadastre was created and maintained by physically going to the location of the plot with its owner or representative and performing an extensive identification of the property limits. This is a cumbersome, costly process, which, after a long time, resulted in an incomplete (and outdated) coverage of the land, as consequence of this process not being fast enough to keep up with the ever-increasing rate of land business exchanges. Additionally, land management and ownership recognition involve complex business processes, with diverse dimensions, each covered by different government agencies. This means that, depending on which business process the citizen needs to execute, he or she must interact with one or more of these Government agencies. BUPi brings a new approach to land identification and the georeferentiation process, as a platform wherein citizens can proactively identify their own properties, marking them on top of official mapping information, supported by data and tools for faster location recognition, and was implemented as follows:
- Interoperability with multiple Government agencies, integrating various datasets as layers in the mapping system used for identification of location and shape of the property
- Process engineering and implementation for different business purposes, online or in one of the counters in the municipalities, with the support of technicians working via a dedicated backoffice access
- Interoperability with private agencies, who can officially support the citizens on their properties’ identification and information collection, providing them access from their own system to BUPi
- Direct access of registry officials to a dedicated backoffice
- Availability of a set of dashboards, with information critical for performance tracking of the main goals and employee awareness.
- Calculation of land coverage metrics for transparent sharing of the project’s performance and better identification of data gaps.
To decrease the time needed for completion of each of these registry inputs in the platform, thus increasing the land knowledge growth rate, several approaches were followed:
- Integration of different datasets, in separate layers of the map
- Development of an algorithm that, using data from BUPi’s own processes, tries to estimate the most probable location of the property targeted for identification
- Availability of suggested polygons for the different properties, generated by processing of official 1:10000 Cartography.
- BUPi platform runs in the Cloud, to support faster development cycles, reduce costs and become more flexible to adapt to different demands/requirements.
The pivotal player is the citizen, as he or she:
- Will have their properties correctly identified and protected
- Will gradually have to handle only one identification number (NIP), per property, instead of the currently minimum of two different numbers
- Will gradually have all information regarding the property lifecycle.
Different government agencies will benefit as follows:
- Have their databases correct and up-to-date
- Will have access to data from other agencies, enabling the possibility of business optimization and creating new business models
- Improvements on the agencies’ own data by reducing uncertainty when cross-analysing it against new datasets
- Improvement of in-person service to the population by implementation of more agile processes.
It benefits different Civil Organizations, as private companies, Universities, and the civil population, by:
- Being served by better, faster processes
- Accessing richer, useful information regarding the different properties
- New business development opportunities.
Next phases will allow more data exchange between Public and Private sector, with increased integration over time. In a second stage, BUPi will work as an interoperability platform. This platform will
- Be API based
- Allow bidirectional data exchange between BUPi and other Public Entities
- Allow bidirectional data exchange between different Public Entities, via BUPi
- Provide richer data information to the citizen, related to any Land registry related process
- Provide transparent information on any ongoing process.
In a third stage, BUPi will process the available data, generating new, richer, more useful sets of data, to be accessed by any entity on a tier-based approach.","a:6:{i:0;s:3:""876"";i:1;s:3:""221"";i:2;s:3:""181"";i:3;s:3:""190"";i:4;s:3:""612"";i:5;s:3:""617"";}","BUPi is making a difference by questioning old, heavy processes and re-thinking them in an integrated way. It is changing the way different entities work, breaking barriers, creating the basis for implementation of proper end-to-end data processes orchestration. Property life cycle management is covered mainly by three Government agencies. Although most business processes are internal, related to own competencies, there are hundreds of business processes that require interaction and data exchange, between these agencies. All these data flows are manually driven and, in most cases, require paper documents exchanged between the agencies. This yields huge workloads, manual data input in several systems and a long paper-trail, difficult to track. All these activities are slow, error-prone and sometimes impossible to execute in time. The costs are great, whether financial or other, less tangible and hard to quantify.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"
- State Department of Justice, the Tax Authority , Registry Authority (IRN), and Territory General Directorate (DGT)
- Different Companies brought technical understanding, knowledge on technology trends and experience in process reengineering.
- Citizens and Technicians, via interview of organized focus groups, that brought real cases knowledge, aches and other feedback, improving the overall implemented processes and user experience
","BUPi supports: citizens, qualified technicians and managers from different Municipalities, Land Registry officers and system administrators. Citizens - can create property identification processes, or go the municipalities facilities and be attended by a qualified technician. Qualified technicians (over 800) can access a dashboard with KPIs critical for their activities. Other Public Agencies/Entities, benefit with harmonized and updated data.","We have been able to swiftly gain momentum in knowing the Portuguese territory, and to begin the integration of many public and private organizations in our interoperability platform. BUPi functions not as a centralized repository of the information already existing within the partner entities, but as an interoperability platform through which the information can flow according to the pre-defined business rules. The project’s partners can make use of this newly available information and, in turn, incorporate it in their business processes, allowing the innovation brought up by BUPi to propagate as an impactful digital transformation in these organizations. While still in its infancy, we know our partners, whether public or private, are already preparing for their own simplification revolution, which wouldn’t be possible without the information sharing paradigm allowed by BUPi.","It has been challenging to get all stakeholders onboard. As per the old paradigm, the entities’ own information represents power. It has been a challenge to make all stakeholders understand the advantages and opportunities of collaboration. Being a political project, there was the need to produce and communicate results faster than they could be achieved, which became a source of internal pressure and an incentive to compromising quality. We evolved a stronger stakeholder engagement and management set of processes that allowed to increase anticipation of such requests and stabilize the backlog, increasing our workflow and throughput. Finally, the legislation that the project inherited hindered BUPI’s innovation potential. Processes were hence adopted that could capture the innovation ideated and proposed a new iteration of the law that could allow BUPi to innovate according to its new terms and gave enough elasticity to accommodate further future innovation initiatives.","In order to achieve adequate supporting infrastructure and services, BUPi because the first platform providing public services to migrate to the Cloud in Portugal. The project was hosted within the Ministry of Justice’s infrastructure, which could not expand to the level required with the agility needed by the expansion of the project to the national scope. Originally supported by a pilot project’s legislation, as soon as the first proof of concept gave positive results and was proved a successful approach, a new law was issued allowing for BUPi to grow beyond its scope. Our leadership has worked to create a culture similar to a start-up company, uncommon within the Portuguese public administration, in which our team members are informal, agile in making decisions, with a decentralized authority structure, and a shared purpose driving a committed team.","A similar concept, but at a smaller scale has independently come to life in another public institute, AGIF, which seeks to increase the protection of people, their assets and reduce the impact of rural fires. This concept of integration and interoperability platform between different organizations can be used in different sectors to promote collaboration, sharing and open-source movements. Other countries in Europe and other continents have similar problems and BUPi’s solution can be successfully replicated, enabling a simplified cadastral registration built upon digital services, once only principle and data driven decisions.","We have learned that implementing an innovative project based on collaboration and information sharing, involving several different and highly conservative organizations, is quite challenging, and will invariably find opposition from the established paradigm. However, after the implementation, and after the benefits become clear and begin materializing, the concept gains credibility and allows for several, both expected and unexpected, opportunities for digitally revolutionize the processes, resulting in a better service for citizens, users and stakeholders.","The project is implementing a transversal policy of innovation based on the use of LiDAR technology, new deductive algorithms, and the implementation of emerging technologies such as virtual reality, augmented reality and, in the future, exploration of the metaverse. BUPi is also analyzing and promoting new business models that may be put into place, with the objective of increasing the economic value generated to the land owners.",,,,https://www.youtube.com/watch?v=hE286uBpT8s,https://www.youtube.com/watch?v=7vqoQKgBfHI
38050,Idarathon,https://oecd-opsi.org/innovations/idarathon/,,"Ministry for Digital Transition and Administrative Reform",Morocco,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}",Idarathon,www.idarathon.ma,2019,"The Idarathon competition is a response to the imminent need for agility and resilience in the Moroccan administration. The name of the competition is a contraction of the terms 'idara', meaning administration, and marathon, a competition in which civil servants are challenged to innovate. During this competition, a number of challenges are identified and form the basis of the process of ideating and prototyping solutions to meet them.","Idarathon is an initiative of the Ministry of Digital Transition and Administrative Reform and the e-TAMKEEN project of the Belgian Development Agency. As part of the training provided by the e-TAMKEEN programme, several courses focus on innovation and the digital transformation of government. Aware of the importance of innovation within the public sector, the programme's action extends into the field with a bank of concrete projects. IDARATHON is an opportunity for each civil servant to give concrete form to their vision of the administration of the future, accompanied by renowned experts from the first sketches of their projects right through to their implementation on the ground. The approach of a competition like IDARATHON can be summed up as follows:
- Strengthening human resources skills by adopting new creative and agile working methods and ""Learning by Doing""
- Bringing civil servants closer to the challenges facing Moroccan public administration at local and central level
- To support innovative public projects from start to finish, from ideation to implementation and scaling up.
The objective of the competition is to inspire innovation driven by civil servants through a programme encouraging intrapreneurship; to deploy a programme enabling human, managerial, organisational and digital transformation in line with the new public administration model; to develop innovative solutions working to modernise public administration; to follow an exciting human adventure through immersion in new approaches to collective intelligence, creativity and innovative project management. And restoring trust between users, the public administration and its human capital.","a:3:{i:0;s:3:""178"";i:1;s:3:""257"";i:2;s:3:""335"";}","Idarathon is innovative in its participative format, and the fact that the participants in this competition are civil servants who are devising solutions to improve the services provided by their respective administrations. The solutions/innovations that emerge from the competition are taken up/tested by the administrations. The competition is in three stages: 1) Pre-competition: Setting up the challenges, 2) Identifying the innovations/projects, 3) Competition and post-competition: For 2 weeks, the participants work on their projects and afterwards there coaching and support for the winning projects for 5 months, followed by testing and implementation by the partner Ministries.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"
- Cooperation agency (Enabel): Technical and financial support to implement the competition.
- Government officials (14 ministerial departments): Co-supervision of the organisation of the competition and choice of challenges to match the national strategy.
- Companies: thematic intervention and support for projects during the competition. The private sector has a great deal of expertise in terms of innovation, which can be beneficial to the public sector.
","
- Civil servants: Representatives of 14 ministerial departments, the main beneficiaries of the action
- Companies: Consultancy firm, communications company
- Cooperation agency: ENABEL
","
- 6 innovative projects came out of the first Idarathon, and more than 100 civil servants received training in design thinking and public entrepreneurship
- Hot and cold evaluations were carried out by the project to measure results and impacts.
- An independent firm has been recruited to carry out an impact study on Idarathon, based on the BARKELEY matrix.
- Idarathon is expected to become a bank of projects for Government departments throughout the year, and to enable them to express their views on topical issues
- Participants receive 54 hours of training, there have been 30 Beta testers, and 19 Public sector contributors
","
- When IDARATHON was launched, the decision was made to create interdepartmental project teams. This made it difficult for project leaders to defend the relevance and importance of these projects internally.
- Problems were encountered in the involvement phase of the administrations that had to absorb the projects developed.
- In response to this problem, it was agreed at an Idarathon evaluation workshop to involve local authorities upstream of the solution development phase.
","Human resources first and foremost, because the civil servants involved in Idarathon develop everything themselves. But the essence of the skills is already present in the administrations, and Idarathon also serves to express and develop them. Financial resources also play a key role in Idarathon, because once the projects have proved their worth in the pool test, the authorities must play their supporting role by injecting the funds needed to bring the projects to life.","Other partners in the programme have replicated the formula in a different format, still addressing innovation but in a more business-oriented manner. Our initiative stands out for its cross-disciplinary approach and its focus on digital technology in the deployment of innovative projects.",,,,"a:3:{i:0;s:5:""38051"";i:1;s:5:""38052"";i:2;s:5:""38053"";}",,,
38056,InnovaFOSIS,https://oecd-opsi.org/innovations/innovafosis/,,"Solidarity and Social Investment Fund",Chile,central,"a:1:{i:0;s:7:""science"";}",InnovaFOSIS,https://innova.fosis.cl/es/,2018,"Innova FOSIS created a new way of designing public policies that opened up public problems to solutions from civil society, the private sector, and academia. It allows a space within the state to test solutions on a small scale, through the implementation of learning pilots. It is an open innovation competition, followed by a pilot model for learning management and finally a mechanism for scaling up the best solutions to public policy.","InnovaFOSIS seeks to solve the difficulty that governments have in solving increasingly complex social problems that require policy designs and social programmes that are more sophisticated and relevant to the realities of citizens. In particular, the programme seeks to address the difficulty within the public structure of trying out new ideas due to the requirements and procedures governing the creation of new public offerings. The programme opens the doors of the State for diverse actors, who have experience and greater operational flexibility, to propose solutions to complex challenges related to poverty and social vulnerability. Each year, FOSIS, in conjunction with various sectoral ministries, defines challenges that affect the most vulnerable population and require new public services or the redesign of existing services. Once the issues have been defined, an open public competition is held for innovative solutions that are sufficiently advanced to be piloted. The selection is made through an open call and with the involvement of the ministries responsible for the challenges, in order to facilitate the subsequent scaling up of successful pilots to public policy.
The goal in terms of innovation is the creation or improvement of public policies, centred on citizens that respond to their needs and solve complex problems that require articulation at the territorial level. The beneficiaries of the programme are diverse. At the institutional level, there are the ministries that postulate the challenges and receive proposals for new offerings or improvements to their current offerings, and the civil society institutions that receive funding from InnovaFOSIS to implement the pilots and access the opportunity to influence the process of designing or redesigning public policies. At the individual level, 10 pilots are funded each year that directly benefit citizens throughout the country. Innova FOSIS has been running for 4 years: in 2018, 13 pilots were implemented with approximately CL$400 million. In 2019, 20 pilots were awarded with a total funding of CL$600 million. In 2020, 13 pilots were funded for a total of CL$613 million. In 2021, 16 pilots were financed for a total amount of CLP 705 million. This track record has allowed the programme to consolidate and each year we have sought to improve it by adjusting its procedures to make it increasingly relevant to the needs of all users. In addition, its implementation has become increasingly institutionalised, transforming it into a consolidated programme that has lasted through different administrations.
InnovaFOSIS was carried out using public service design methodology, a detailed analysis was made of the shortcomings of the innovation competition managed by FOSIS (Idea Fund) and based on these results and the identified needs of all the actors and users identified, the new programme was co-created, which responds to the incentives and needs of the actors involved, which include: ministries, public services, internal officials of the National and Regional FOSIS, end users, regional authorities, specialists, civil society, etc. The methodological design of InnovaFOSIS was carried out by the Public Innovation Laboratory of the Pontificia Universidad Católica de Chile, who designed a pilot model based on learning management. This model allows FOSIS not only to finance the implementation of pilots, but also to accompany the process through the active management of learning, designing a method of exchange of reflections between civil society implementers, sectoral authorities of the ministries and FOSIS. At the end of the pilot intervention, the model allows for a structure to measure the results achieved and provide a scaling-up route towards public policy for the most suitable and successful solutions.","a:5:{i:0;s:3:""257"";i:1;s:3:""211"";i:2;s:3:""317"";i:3;s:3:""178"";i:4;s:3:""619"";}","Innova FOSIS is not just a competitive fund for piloting, but a programme that takes charge of the piloting process, providing active support and a methodology to the pilot teams. This ensures learning, because we believe that without the management of learning it is very difficult to install innovative initiatives within the State. Innova FOSIS offers a different vision in the process of creating public policy because it breaks with the traditional process, based on developing a long planning process that goes directly to implementation, proposing a process with innovation logic, which includes a space for prototyping, testing and piloting with real users before scaling up. This allows learning to start early and risks to be mitigated prior to scaling up, thus considerably reducing the uncertainties of a new solution.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}",,"The support of the Ministry of Social Development was key, the design was in charge of the UC Public Innovation Laboratory, leading the design of the structure, operation and methodology. The programme involved the collaboration of more than 10 different sectoral ministries for the definition of the challenges and the identification of the lessons learned, and civil society, academia and citizens have been permanently invited to collaborate in the design and adjustment of the programme.","
- External users: applicants from civil society, the private sector and academia
- Internal users: professionals from FOSIS regional offices and the central level, officials from ministries associated with the challenges
- Beneficiaries: People living in poverty and/or vulnerability who belong to the most vulnerable 60% of the population according to the socio-economic qualification according to the Social Household Register
","Innova FOSIS pilots achieved a high level of learning in all dimensions. Of the pilots funded in the last 4 years, 11 of these have had some level of scaling up, either by public or private institutions. The Innova FOSIS programme has two annual indicators at the level of purpose: Percentage of users graduating from social innovation interventions (expected results: 90% (2019), 91% (2020) and 90% (2021) and Projects that improve the conditions of poverty and vulnerability of their participants 61% (2020), 71% (2021) 60% (2021). To measure these indicators, the programme develops baseline measurements at the beginning of the pilots and at the end of the pilots. In the future, it is expected that scalable projects will receive additional funding for a medium-scale results measurement stage to accurately determine the effectiveness of the intervention, thus facilitating the conversion to public policy.","One of the biggest challenges has been the adjustment of internal processes because Innova FOSIS has brought about changes in multiple areas of the institution (financial, programmatic, fiscal, communications, processes, IT). Another major challenge has been the regional adoption of the Pilot Model, as it demands a new way of doing things: new roles, instruments and instances, many of which break with the traditional practice of FOSIS programmes. As a failure we can mention the low commitment of the partner ministries to the challenges of the 2019 call, which made it difficult to scale up the initiatives that year. From 2020 onwards, the linkage mechanisms were redesigned to focus more on scaling up, which is undoubtedly the most challenging element of the model. For 2022, improvements are being worked on to further deepen this aspect.","To achieve the success of the Innova FOSIS programme, it is essential to have:
- Leadership and guidance: both are fundamental because of the new public policy creation route proposed by Innova FOSIS, and because of the intersectoral work it offers in dealing with challenges from other state institutions.
- Human and financial resources: as it is a competitive fund, financial resources are one of the essential components of the programme. Human resources are also essential, because the innovation model is based on learning management, where the regional FOSIS team has a critical role: to transfer and ensure compliance with the methodology to ensure the possibilities of scaling up.
- Capacity for articulation: It is key that the institution has the capacity to connect with and link diverse sectors of society. Also to achieve the support of the ministries in charge of planning and financing the initiatives.
","11 of the pilots funded have been replicated, and the model has been applied in more and more regions of the country, increasing the territorial scale. Within the institution, many FOSIS offices are making use of components of the piloting methodology to analyse the regular institutional offer. The UC Public Innovation Laboratory has also used the learning management methodology in 6 public innovation projects in other sectors.","The main learning is the need to design programmes based on the logic of co-creation and permanent iteration. InnovaFOSIS is an innovation that finances innovation and to achieve this it must be in constant analysis and improvement. In order to understand the needs and opportunities that people and institutions identify in the programme, it has been necessary to keep communication channels open on a permanent basis to understand how the programme unfolds in reality. Unlike regular state programmes, this programme is constantly questioning its own processes and definitions. It is vital to involve the areas that will be affected from the beginning so that they understand the objective and join in the change, to work as a team permanently and to incorporate the opinion of external stakeholders and users during the process. To rely on other related actors, either to learn from them or to add them as partners.","In Chile, the urgency of addressing and resolving the problems that for years have kept many people in the country in a situation of vulnerability has become more visible. These are complex and multidimensional problems that require a new perspective enriched by all actors in society, including the affected people themselves. This is precisely what Innova FOSIS does, it OPENS the State to the knowledge of other actors to address priority public challenges, ACTIVATES an Ecosystem around overcoming poverty, with innovative ideas focused on users, SCALES learning pilots and transforms them into potential social programmes that integrate public policy and LINKS the validated learning from the pilots with the Ecosystem of Social Innovation and other public institutions.",,,https://www.youtube.com/watch?v=JygFNdMkvlo,,
38369,"Implementation of OKRs methodology in National Agency on Corruption Prevention",https://oecd-opsi.org/innovations/implementation-of-okrs-methodology-in-national-agency-on-corruption-prevention/,09/10/2023,"National Agency on Corruption Prevention",Ukraine,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","Implementation of OKRs methodology in National Agency on Corruption Prevention",https://portal.nazk.gov.ua/login,2021,"The implementation of the OKRs (Objectives and Key Results) methodology in the National Agency on Corruption Prevention (NACP) was developed to address performance management, transparency, and team clarity and coordination issues. OKRs have benefited the organization by providing a structured framework to set, track, and measure objectives, thus improving accountability and goal alignment. This marks the first experience of implementing this approach in the Ukrainian public sector, drawing inspiration from successful private sector companies, and its potential to serve as a best practice for other government agencies to enhance efficiency and effectiveness.","The innovation of implementing the OKRs methodology in National Agency on Corruption Prevention (NACP) was driven by the need to address issues related to performance management, transparency, involvement and coordination of the NACP's team after its reboot in 2019-2020. In the Ukrainian public sector there was a clear opportunity to introduce a different, results-oriented approach, to enhance efficiency and goal alignment.
The innovation involves the adoption of the OKRs methodology, which is a goal-setting framework that enables organizations to set clear objectives and measurable key results. It provides a structured approach to defining, tracking, and assessing progress toward achieving these goals.
The primary objectives of this innovation were to improve management systems within NACP, enhance clarity and transparency for employees, foster greater accountability in the organization and within society, align individual and team goals with the broader mission of combating corruption.
Moreover, one of the most ambitious goal was to develop and to adopt State Anti-Corruption Strategy in the Parliament, and then, on the basis of this document, develop, accept and implement State Anti-Corruption Program.
The innovation benefits NACP as an organization, as it empowers employees to set and monitor their objectives, contributing to more efficient operations. It also benefits the public and civil society by promoting greater transparency and accountability in anti-corruption institution allowing them to monitor the annual plan on the official website
For last years, the annual and quarterly plans of OKR are institutionalized in the orders of the Head of NACP, and their implementation and results are part of an independent audit.
In the future, this innovation is envisioned to be institutionalized within NACP's operations as an integral part of its performance management culture. To scale even further, it can be shared as a best practice within the broader Ukrainian public sector, potentially improving efficiency and effectiveness across various governmental agencies developing cross-functional interaction. NACP experts are presenting and implementing of this practice in other bodies of the central executive power of Ukraine (e.g. Ministry of Digital Transformation, Ministry of Defense, Ministry of Foreign Affairs).
The decision to implement the OKRs methodology was determined through a thorough assessment of the organization's needs and goals. This involved evaluating the existing performance management system, identifying gaps, and recognizing the potential benefits of OKRs developing a comprehensive strategy for implementation, which includes selection of necessary IT tools, develop approaches for the implementation of private sector-specific management models in the public sector and organizing the discussion process in the form of strategy sessions.
Methods/Tools Used:
To implement the project, NACP likely employed the following methods/tools:
1. Training and capacity building to educate employees on the OKRs methodology.
2. Development of a structured OKRs framework tailored to NACP's objectives.
3. Ongoing monitoring and assessment to track progress and make necessary adjustments.
Inspiration from Another Innovation:
NACP have been inspired by the success of OKRs in private sector organizations, such as Google or Intel, which have used this methodology to drive innovation and achieve remarkable results. This adoption of a private-sector-inspired approach within the public sector is itself an innovative step.","a:7:{i:0;s:3:""194"";i:1;s:3:""260"";i:2;s:3:""305"";i:3;s:3:""612"";i:4;s:3:""354"";i:5;s:3:""876"";i:6;s:3:""143"";}","The Implementation of OKRs on NACP is innovative because:
1. The goal-oriented approach enabled the implementation of ambitious and large-scale projects such as the development of a State Anti-Corruption Strategy and State Anti-Corruption Program within the required timeframe.
2. This led to changes in the whole system from the inside, but the key processes for coherent work within the framework of cross-sectoral interaction in the public sector of Ukraine were built into the new management model of the NAPC.
3. What makes it innovative is its application of a private sector-inspired approach to the public sector, drawing inspiration from successful private companies, and its potential to serve as a best practice for other government agencies to enhance efficiency and effectiveness.","a:1:{i:0;s:14:""implementation"";}","In the last week of September 2023, strategic sessions were conducted with each structural unit of the National Agency on Corruption Prevention (NACP).
During these sessions, intermediate results were reviewed, and objectives were set for the fourth quarter, aligning with the overarching goals established earlier in the year. Furthermore, representatives from NAZK have been actively advocating for this project among other governmental bodies. By the end of 2023, there are plans for the implementation of OKRs, following NACP's methodology, in other ministries and agencies.","The National Academy of Corporate Performance (NACP) introduced the concept of implementing Objectives and Key Results (OKRs) within their organization. After a couple of years, in 2023, Kyiv Mohyla Business School (KMBS), a Ukrainian business school, and a prominent think tank joined hands as partners with NACP to observe and facilitate the quarterly OKRs discussion process.","The NACP team, consisting of government officials, has benefited from these innovation.
Their work has become more structured, transparent, and focused on clear, achievable goals. As a result, top management within the organization now feels more informed when making decisions, as they can closely monitor both the process and progress of their initiatives.
Also, civil society can join the process because NACP OKRs are publicly available for everybody.","The innovations at NACP have achieved planned results. Work has become more outcome-focused, fostering cross-functional collaboration within the organization. Even ambitious goals, such as developing, adopting, and implementing the State Anti-Corruption Program, have been tackled successfully. This approach has an impact on the entire system from within, making it function more like a private entity while preserving all aspects of a public sector institution.
To measure these impacts, NACP employs quantitative, qualitative, and binary (done/not done) assessment methodologies. They've also customized classical OKRs to better suit the specific needs of a public institution like NACP.
Looking ahead, NACP aspires to set a benchmark for other Ukrainian government bodies. NACP aim to mentor and support these entities in implementing the OKRs Methodology, encouraging them to strive for increased effectiveness in their work.","The NACP has encountered numerous challenges, including the formulation of an excessive number of key results and the persistence in using the OKRs methodology as a mere ""list of tasks."" Additionally, difficulties emerged during the task-setting stage, necessitating a shift in the organization's mindset from a ""top-down"" approach to the more appropriate ""bottom-up"" task-setting method in the Ukrainian public sector. This transition has resulted in a decrease in efficiency and effectiveness.","Leadership is the most critical component since it must be the cornerstone of the methodology. Additionally, personal values and motivation play a significant role in inspiring people through the development of their personal values and career growth motivation. When discussing the development and implementation of policies, it is essential to formulate rules and formalize processes, clearly outlining the necessary steps that are vital for public service.","OKRs are all about strategic goal setting and goal alignment. The OKR methodology is not designed for addressing immediate needs within a limited legal framework. It promotes cross-functional development. A vivid example for any institution is an ambitious goal related to launching a product, where the project implementation mechanism works ""bottom-up"" and is initiated and propelled by stakeholder groups. However, even considering that the OKR methodology has been used by organizations like the City of San Francisco, Government Digital Service (GDS) - UK, Estonian e-Government, and the Singapore Government for some time now, it always requires an individualized approach in its implementation and execution.","OKRs allow for the abandonment of a goal if its execution appears impractical and provide flexibility in adjusting key results during the execution of strategic tasks. When discussing the National Agency on Corruption Prevention, as well as involvement in the political process, which can sometimes be highly unstable, this serves as a valuable lesson. Additionally, it is essential to initially consider the importance of cross-functional collaboration among structural units, as evidenced by preliminary discussions, as it helps identify issues at an early stage and approach the collective discussion well-prepared.",,,"a:1:{i:0;s:5:""38405"";}",,,
38678,"Digital Girls Peru - Niñas Digitales Perú",https://oecd-opsi.org/innovations/digital-girls-peru-ninas-digitales-peru/,27/11/2023,"Laboratorio de Gobierno y Transformación Digital de Perú",Peru,central,"a:1:{i:0;s:9:""education"";}","Digital Girls Peru - Niñas Digitales Perú",https://www.gob.pe/institucion/pcm/campa%C3%B1as/14002-ninas-digitales-1000-becas-para-programacion,2021,"Niñas Digitales Peru inspires girls aged 8 to 17 in science and technology careers, addressing the underrepresentation of women in these fields. The program focuses on developing digital and technological skills, offering free Scratch Jr programming virtual workshops to girls nationwide and guiding them in programming digital stories. The goal is to inspire and equip girls for active engagement in crafting compelling narratives, fostering their participation in the digital world.","Niñas Digitales Perú, launched in 2021, represents a pioneering initiative lead by the Presidency of the Council of Ministers through its Laboratory of Government and Digital Transformation. Aligned with the National Digital Transformation Policy, this groundbreaking program specifically targeted girls aged 8 to 14, with a profound goal of narrowing the gender gap prevalent in STEM fields (science, technology, engineering, and mathematics). Through four successful editions conducted in collaboration with stakeholders from civil society and subnational governments, the program has extended its impact by providing free training in Scratch Jr programming from MIT Media Lab to over 7000 girls nationwide.
The heart of Niñas Digitales Perú lies in its commitment to not only addressing the immediate challenge of insufficient digital and technological skills among young girls but also in fostering a transformative journey towards gender equality in the digital realm. The virtual workshops, a cornerstone of the program, are designed to center around digital storytelling, creating an environment that empowers girls to actively contribute to the digital landscape. This process emphasizes the significance of cultivating cross-cutting skills, including logical event construction, creativity, research skills, responsibility, summarization abilities, among others, essential for navigating the demands of the digital world.
This innovative approach goes beyond conventional skill development; it challenges societal norms and stereotypes that may deter girls from venturing into STEAM careers. By utilizing the Scratch Jr platform developed by MIT Media Lab, the program not only imparts technical skills but also cultivates creativity. The focus on digital storytelling serves as a powerful tool to inspire girls, encouraging them to not only embrace technology but actively shape and contribute to it.
The impact of Niñas Digitales Perú extends beyond the individual level because this program envisions a positive ripple effect within communities as these empowered girls, armed with digital literacy and proficiency, become catalysts for change. Influencing their peers, families, and communities, they create a domino effect of increased interest and participation in STEM disciplines, contributing to the long-term vision of a more inclusive and diversified workforce.
Niñas Digitales Perú is a catalyst for positive change in the societal perception of gender roles in technology contextualized in a diverse country like Peru. By nurturing the talents of young girls and breaking down gender barriers in STEAM education, the program aspires to create a lasting impact on the participants and the broader community. The innovative blend of digital education, gender equality advocacy, and community empowerment positions Niñas Digitales Perú as a model for effective and transformative initiatives in the realm of education, technology and inclusion.","a:2:{i:0;s:3:""876"";i:1;s:3:""317"";}","Niñas Digitales Perú is innovative in its fusion of digital education and gender equality. The program's uniqueness lies in virtual workshops using Scratch Jr, to enhace technical skills and foster creativity. It empowers girls to break gender barriers in STEM, creating a holistic learning experience that goes beyond traditional education. Through this innovative approach, the program envisions to go beyond skill development; is seeks to motivate a transformation in how girls perceive and engage with technology, paving the way for a more inclusive and diverse future in STEM fields.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";}","Niñas Digitales Perú is currently undergoing active evolution, placing a particular emphasis on two significant initiatives. Firstly, the forthcoming 5th edition will pivot towards digital confidence and security, illustrating the program's adaptability to the ever-changing landscape of digital education, addressing emerging challenges.
Furthermore, the ongoing research, conducted in partnership with the Ministry of Development and Social Inclusion and the Inter-American Development Bank, to formulate a specialized Niñas Digitales program for vulnerable populations, including girls and teenagers residing in poverty, extreme poverty, and facing diverse challenges such as disabilities, as well as belonging to indigenous or afro-peruvian communities. This project reinforces the program's commitment to expanding its impact to marginalized populations, ensuring that digital education is accessible to those encountering diverse circumstances of vulnerability.","The program's development involves strategic collaboration with civil society partners, international cooperation agents, private sector and other government agencies aligned with the objectives of the program. In the ongoing project to design a specialized Niñas Digitales program aimed at vulnerable populations, we have a strategic alliance with the Ministry of Development and Social Inclusion and the Inter-American Development Bank.","Primary beneficiaries are girls aged 8 to 17, engaging parents, educators, and community leaders as interested parties. The program envisions a collaborative approach to support girls in their educational journey and break gender stereotypes within the science en technology fields.
The Ministry of Development and Social Inclusion of Peru and the Interamerican Development Bank (IADB) are key stakeholders to the project.","Niñas Digitales Perú has marked substantial progress since its inaugural workshop. Across four editions, the program engaged over 7000 girls nationwide, actively contributing to the promotion of digital literacy and the gradual breakdown of gender barriers. Crucial metrics such as participation rates and skill assessments were assessed, notably through the final projects contest in the last edition. Remarkably, girls created compelling stories of women in Science using the Scratch Jr platform, with outstanding projects earning scholarships to fortify their newly acquired skills.
Moving forward, the program envisions exponential growth, specifically targeting an expansion to reach more girls, especially those in vulnerable populations.","'- Maintaining girls' interest in technology over time may be challenging, requiring efforts to keep the program engaging and relevant for a sustained impact.
- The program should always be culturally sensitive and inclusive so it needs to be able to understan and respect diverse cultural backgrounds to enhance the effectiveness of the program.
- Establishing partnerships with local communities, schools, and organizations is vital for the sustainability of the program, as collaboration with stakeholders also facilitates the sharing of resources and expertise.
- Careful assessment is necessary for evaluating the long-term impact of the program on participants' academic and career choices, emphasizing the importance of establishing metrics","Success for Niñas Digitales requires a strong foundation: reliable infrastructure and tools, clear strategic policies, effective and colaborative leadership, ample resources, and unwavering commitment that surpases changes in government priorities. Prioritizing Niñas Digitales as a key government initiative and institutionalizing it in the Ministry of Education's policies are crucial for its continuity and long-term impact.","'- The program has successfully replicated in four editions, engaging over 7000 girls nationwide, with a fifth edition currently underway.
- The success and impact of Niñas Digitales Perú can be replicated through partnerships and sharing best practices. Scalability relies on strategic collaborations, ensuring its reach to benefit more girls nationwide.","Niñas Digitales Perú has gained invaluable lessons, recognizing the need for a nuanced approach across diverse age groups, tailoring the content to optimize the learning experience for each age bracket—specifically, girls aged 8 to 12 and 13 to 17. Additionally, it emphasizes the pivotal role of the entire educational community, fostering collaboration among students, parents, professors, and the broader community.
Furthermore, the program has embraced the significance of practical application in the learning process, engaging girls in hands-on projects rthat facilitate the application and reinforcement of acquired knowledge.
Lastly, mapping local education and technology actors is essential for achieving this ambitious goal.","Niñas Digitales Perú Program received the ExcelGob award at the VII Ministerial Meeting on Digital Government organized by the Electronic Government Network of Latin America and the Caribbean (Red GEALC), with the support of the Organization of American States (OAS) and the Inter-American Development Bank (IDB) in the Gender Approach category. This award recognizes the best solutions implemented by the governments of Latin America and the Caribbean. (link: https://www.redgealc.org/site/assets/files/16406/excelgob2022_ingles.pdf)","a:3:{i:0;s:5:""38801"";i:1;s:5:""38802"";i:2;s:5:""38803"";}",,,,
38814,"Peruvian State Digital Platform - GOB.PE",https://oecd-opsi.org/innovations/gob-pe/,30/11/2023,"Laboratorio de Gobierno y Transformación Digital del Perú",Peru,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Peruvian State Digital Platform - GOB.PE",https://www.gob.pe,2018,"The single digital platform of the Peruvian State offers guidance information for citizens about procedures and services. It centralizes the institutional pages of all entities, as well as all their regulatory information, publications, news and campaigns. It is focused on being an accessible platform that can be used by all people on all devices, considering principles of accessibility and inclusion.","There is a gap between the State and Citizenship, since citizens do not have easy-to-understand orientation information at the time they need it. They resort to processors due to lack of information and perceive the State as something distant from them, which does not help or contribute.","a:6:{i:0;s:3:""181"";i:1;s:3:""614"";i:2;s:3:""302"";i:3;s:3:""618"";i:4;s:3:""621"";i:5;s:3:""373"";}","Our project, Gob.pe, stands out for its innovation in reshaping the landscape of public entity websites in Peru. Unlike the previous scenario where each entity maintained individual web pages, often laden with institutional information and lacking citizen-centric considerations, Gob.pe revolutionizes this approach. It compels public entities to present comprehensive information in a user-friendly manner, catering specifically to the needs of citizens. This shift aligns with a global trend towards more citizen-centric online platforms, but what sets Peru apart is its role as a trailblazer in Latin America. By setting a precedent with Gob.pe, Peru has become a model for other countries in the region, showcasing a commitment to fostering transparent, accessible, and citizen-oriented government communication.","a:3:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","Our innovation is currently in the implementation phase, actively advancing towards full integration and effectiveness. We are diligently working on executing the necessary steps to ensure a seamless transition and optimal functionality. The project team is engaged in refining key aspects, addressing any challenges that arise, and fine-tuning the innovation to meet the highest standards. While still in progress, we have witnessed promising developments, and we remain dedicated to bringing this innovation to fruition successfully.","Citizens crucial in user-centric design through interviews and prototype testing.
Government officials from institutions like OSCE, SUNAT, and PJ actively shaped institutional pages, refining prototypes and functionality.
Their ongoing involvement, including content contributions to GOB.PE, ensures a platform aligned with user needs and government communication standards.","'- Citizens, the primary consumers of guidance information.
- Government officials access institutional data, particularly legal regulations.
- Civil society organizations also consume institutional information, especially legal regulations.
- Companies utilize the platform for guidance information.","GOB.PE has revolutionized government-citizen interaction, creating 3500+ digital spaces and facilitating the upload of +28,000 content pages and 9000+ procedure pages.
The innovation enhances accessibility, garnering over 3 billion views since 2018. Measured through Google Analytics and user testing, we ensure user-friendly experiences.
Future goals include further digitization of procedures, expanding service access, and implementing a digital ID for streamlined citizen interaction.
Tangible results include 3.29 billion views, 3571 digital spaces, 16,664 pages posted, and 2350 pages of procedures and services as of October 2023.","Challenges include entities requesting new functionalities during migration, sometimes essential, and other times stemming from resistance to change.
Failures, such as structural setbacks, have been minimal.
Responding to challenges, we provide support and continuous training for optimal content migration, addressing resistance through collaboration and emphasizing user-centric improvements.","Success in creating a user-friendly, fast, and accessible website like GOB.PE necessitates robust infrastructure to handle vast information.
Human and financial resources are crucial, including project managers, research, UX/UI designers, a development team (8-10 members), and QA analysts. A solid team manages backlog items, aids entities, and develops new features.
GOB.PE's protection under Supreme Decree N° 033-2018-PCM underscores the importance of policy adherence and regulation oversight, pivotal for sustained growth and innovation.","GOB.PE, extending beyond its digital platform, introduces a novel approach to addressing citizen issues, rooted in citizen and ethnographic research. This approach has already inspired replication in other services, including the Coronavirus Platform for pandemic information, as well as the Facilita Peru and Participa platforms. The success of this methodology suggests substantial potential for further replication in various organizations, both within and beyond our current scope.","Embarking on GOB.PE journey taught us crucial lessons:
1. User-centricity is paramount, involving citizens and officials ensures resonance.
2. Collaboration fuels innovation, engaging stakeholders facilitates seamless integration.
3. Constant evolution is key, adapting to user feedback and maintaining an agile approach is essential.
4. Policy support is foundational for success, ensuring growth and relevance.
Sharing these insights fosters a culture of innovation, collaboration, and user-focused development in the public sector.",,"a:1:{i:0;s:5:""38816"";}",,https://www.youtube.com/watch?v=jXXAx11HTo4,,
38830,"Facilita Peru",https://oecd-opsi.org/innovations/facilita-peru/,30/11/2023,"Laboratorio de Gobierno y Transformación Digital del Perú",Peru,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Facilita Peru",https://facilita.gob.pe,2020,"Facilita Peru empowers public entities in digital transformation by digitizing procedures and services across 449 institutions with 1,500 forms, enhancing accessibility for citizens. Officials manage digital forms without operational costs, and citizens benefit from virtual procedures from home. The innovative virtual parts table streamlines application and record management for enhanced efficiency.","Facilita Perú addresses the challenge of archaic, in-person state procedures pre-COVID-19, emphasizing the critical need for digital transformation. The innovation, launched amid the pandemic, digitizes procedures and services across 449 institutions with 1,500 forms, enhancing accessibility for citizens. Recent upgrades include preset templates, digital payment options, and a citizen consultation tool, aiming to streamline processes and improve user services.
The future envisions continued expansion with a procedure manager, internal document system, and unified service tray, emphasizing sustained efforts to bridge the digital gap and enhance citizen-state interactions nationwide.","a:3:{i:0;s:3:""876"";i:1;s:3:""618"";i:2;s:3:""181"";}","Facilita Peru stands out as an innovative solution amid the COVID-19-induced digital transformation of state institutions. Unlike previous approaches, this free digital tool is uniquely designed with a people-centered focus, informed by extensive research involving interviews with government representatives. Recognizing the need for a user-friendly platform, Facilita Peru empowers public entities to effortlessly create online forms, prioritizing a positive citizen experience and efficient request management. The project's innovation lies in its commitment to streamlining digital processes, enabling institutions to prioritize citizen value without the need for extensive technical expertise or significant investments in development teams.","a:3:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","Facilita Peru, three years post-launch, boasts 4,800+ published forms from 1,474 institutions, processing over 1,000 responses daily. The platform undergoes continuous updates, recently incorporating features like procedure/service templates, payment options, and public information queries. These enhancements aim to facilitate and enhance the overall user experience, marking a commitment to ongoing improvement and adaptability.","During the investigation phase, crucial support was garnered from representatives of District and Provincial Municipalities, Regional governments, Ministries, and Citizens. Their diverse perspectives and insights were instrumental in shaping Facilita Peru. The collaboration ensured that the digital tool addressed the unique needs and challenges faced by various stakeholders, promoting inclusivity and effectiveness in the innovation's development.","Public officials benefit by efficiently managing citizen requests and tracking their status. Citizens, in turn, experience streamlined processes, conducting procedures and services conveniently from home. Facilita Peru brings positive impacts to both stakeholders, fostering efficient interaction between public officials and citizens, marking a significant improvement in user experience.","Since its 2020 launch, Facilita Peru has handled over 1 million citizen requests through 1,000 entities, optimizing attention, monitoring, costs, and time processes. These results are tracked through platform KPIs, showcasing the significant impact on user interaction with public institutions.
Future plans involve scaling with new functionalities, like online integration with public institution information systems, user identification via the civil registry entity, and payment gateways. These enhancements aim to further facilitate the citizen-State interaction, solidifying Facilita Peru as a platform committed to improving the procedural experience for citizens and the Peruvian State.","Challenges in engaging entities with limited tech support and budget for digital tools persist.
Building trust in digital payments remains an ongoing challenge, addressed through initiatives like a payment voucher management tool to boost confidence. Enhancing procedure monitoring is a focus, aiming to broaden coverage for handling complex procedures and ensuring a smoother citizen interaction.
These challenges prompt continuous adaptation and improvement efforts to overcome obstacles in the dynamic landscape of digital innovation.","Success relies on robust public policies to advance digital transformation and encourage Facilita Peru adoption by public entities.
Institutional collaboration, embracing an open innovation approach, ensures effective cooperation, seamless API management, and integration of cross-cutting digital solutions.
Upholding data security standards and ensuring ethical use through ongoing collaboration with other institutions remains crucial.
These conditions collectively foster an environment conducive to the success and sustainability of Facilita Peru as a digital facilitator for citizen-State interactions.","Facilita Peru has demonstrated its potential to modernize public management and holds promise as a digital toolbox.
Initially designed for state officials and citizens, its future trajectory involves expanding functionalities to enhance internal processes within public entities. The platform's adaptability ensures seamless integration with various services, paving the way for addressing more complex procedures.
This evolution positions Facilita to foster increased interaction within entities and with citizens, making it a versatile and replicable solution for diverse organizational and governmental contexts.","Facilita Peru imparts valuable lessons on streamlining form creation for public entities. The platform offers quick and easy creation through predesigned templates, enhancing the user experience. The innovative Virtual Parts Table exemplifies this efficiency (https://facilita.gob.pe/t/1761).
Additionally, Facilita empowers entities to create forms that deliver benefits to citizens, exemplified by the Request for Economic Assistance for COVID-19 orphan cases initiated by the National Comprehensive Program for Family Welfare (https://facilita.gob.pe/t/717).
These lessons underscore the importance of user-centric design and the potential for digital platforms to efficiently address diverse procedural and citizen-centric needs.",,"a:1:{i:0;s:5:""38831"";}","a:1:{i:0;s:5:""38833"";}",https://www.youtube.com/watch?v=LCTU7ul3JDU,https://www.youtube.com/watch?v=Kk1pTooWMJc,https://www.youtube.com/watch?v=jC8kGZxrWSs